AN ORGANISATIONAL STUDY

AT

HCL Infosystems LTD

Submitted by
STEFFY.V.N
REG.NO:1190015
In partial fulfillment of the requirement
For the Award of the

MASTER OF
BUSINESS ADMINISTRATION
(2012-2013)

Under the Guidance

of

Prof.S.Sam Santhose, MBA

Lecturer, Department of Management Studies

DEPARTMENT OF MANAGEMENT STUDIES

NESAMONY MEMORIAL CHRISTIAN COLLEGE
Marthandam, Kanyakumari.629165
1

CERTIFICATE

This is to certify that the project study entitled AN ORGANISATIONAL

STUDY AT HCL infosystems Ltd.Is a bonafide work done by STEFFY.V.N, Reg.
No.1190015 and submitted in partial fulfillment of the award of degree in Master
of business Administration, before Manonmaniam Sundaranar University,
Tirunelveli.

Prof.S.SAM SANTHOSE, MBA

INTERNAL GUIDE

Prof. C.T. SAM LUTHER, M.COM, FICW

HEAD OF THE DEPARTMENT

DECLARATION

I V.N.STEFFY hereby declare that the project Organizational Study at HCL

Infosystems Ltd submitted in partial fulfillment of the award of the Master of
Business Administration Degree of the Manonmaniam Sundaranar University,
Tirunelveli,has been carried out by me under the guidance and supervision of
Prof.S.Sam Santhose, MBA faculty of MBA Department, Nesamony Memorial
Christian College, Marthandam.

It has also not being submitted by me or anybody for the award of any
other degree or diploma of this or any other institution earlier.

Marthandam

V.N.STEFFY

Date:

ACKNOWLEDGEMENT
First and foremost, I thank the Almighty God for sustaining the enthusiasm
with which plunged into this endeavor.
I avail this opportunity to express my profound sense of sincere and deep
gratitude to many people who are responsible for the knowledge and experience I
have gained during the project work.
I extend my overwhelming gratitude to Prof. C.T. Sam Luther, M.Com,
FICW, Head of Department, MBA, for his valuable guidance and meticulous
supervision during the preparation of this Project Report.
I have great pleasure in expressing my deep sense of gratitude to guide
Prof.S.Sam Santhose, MBA (Dept. Management Studies), for her valuable and
prompt guidance without which this project would not have been a successful
one.
I am deeply indebted to Mr. J.V.Ramamurthy, Vice President of HCL Infosystems
Ltd. giving me the persuasion to do the project in his esteemed concern and also
for his valuable guidance, timely advice and words of encouragement.
My hearty and inevitable thanks to all the respondents who have helped
me to bring out the project in a successful manner.
Last but not the least; I extend my gratitude towards my parents, faculties
and friends who extended their wholehearted support towards the successful
completion of this Project Work.
4

STEFFY.V.N

SL NO

CONTENTS

PAGE NO

INTRODUCTION

II

INDUSTRY PROFILE

10

III

COMPANY PROFILE

17

IV

ORGANIZATION STRUCTURE

20

DEPARTMENT FUNCTIONS

21

VI

SWOT ANALYSIS

53

VII

PESTEL ANALYSIS

55

VIII

CORPORATE SOCIAL RESPONSIBILITIES

58

IX

FUTURE PLANS

61

CONCLUSION

62

X1

BIBLIOGRAPHY

63

PART 1

INTRODUCTION OF THE STUDY:

Organizational Functioning is an important factor for any Organization to
achieve the desired goals and Objectives. This requires Co-ordination at all levels to smooth
functioning. This report aims to understand the Function of HCL infosystems relation to different
departments. The software industry includes businesses for development, maintenance
and publication of software that are using any business model. The industry also includes
software services, such as training, documentation, and consulting. There are several types of
businesses in the software industry.
Enterprise software, the software that automates business processes in finance,
production, logistics, sales and marketing is made by Oracle, SAP AG, and Sage. Security
software is made by the likes of Symantec, Trend Micro and Kaspersky. Several industryspecific software makers are also among the largest software companies in the world: SunGard,
making software for banks, Blackboard making software for schools, and companies
like Qualcomm or Cyber Vision making software for telecom companies. Other companies do
contract programming to develop unique software for one particular client company, or focus on
configuring and customizing suites from large vendors such as SAP or Oracle.
HCL Infosystems Ltd is one of the pioneers in the Indian IT market, with its
origins in 1976. For over quarter of a century, HCL have developed and implemented solutions
for multiple market segments, across a range of technologies in India.HCL have been in the
forefront in introducing new technologies and solutions.HCL Infosystems (HCLI) draws its
strength from 30 years of experience in handling the ever changing IT scenario , strong customer
relationships, ability to provide the cutting edge technology at best-value-for-money and on top
of it, an excellent service & support infrastructure. Today, HCL is country's premier information
enabling company. It offers one-stop-shop convenience to its diverse customers having an
equally diverse set of requirements. IT industry is expected to grow by 20% over 2007, as per
IDC, which is amongst the highest rates of growth in the world. With employment to 2.13 crore
households already in place, the National e-Governance Plan (NEGP) is surging ahead
with investments of Rs. 23,000 crore planned for initial five years, for identified core
projects.H C L In f o s ys t e m s Lt d , w i t h a n n u a l r e v e n u e o f U S $ 2 . 7 B n ( R s . 1 1 , 8 5 5
c r o r e s ) i s In d i a s premier information enabling and ICT System Integration company
offering a wide spectrum of ICT products that includes Computing, Storage, Networking,
Security, Telecom, Imaging a n d R e t a i l .
Indias leading System Integration and Infrastructure Management
Services Organization,HCL has specialized expertise across verticals including
Telecom, BFSI, E-Governance &Power.HCL has Indias largest distribution and retail
network, taking to market a range of Digital Lifestyle products in partnership with
leading global ICT brands, including Nokia, Apple, Casio, Kodak, Toshiba, Bull,
Ericsson, Cisco, Microsoft, Konica Minolta and many more.
7

HCL today has Indias largest vertically integrated computer manufacturing

facility with over t h r e e d e c a d e s o f e l e c t r o n i c m a n u f a c t u r i n g e x p e r i e n c e H C L
d e s k t o p s a r e t h e l a r g e s t selling brand into the enterprise space. With Indias largest ICT
services network that reaches to every corner of India, HCLs award winning Support Services
makes it the preferred choice of enterprise and consumers alike.HCL Enterprise is a leading
global technology and IT enterprise with annual revenues of US$4.1 Bn (Rs. 17,889
crores).
The HCL team comprises over 47,000 professionals of diverse nationalities, who
operate from 17 countries including 360 points of presence in India. HCL has global partnerships
with several leading Fortune 1000 firms, including leading IT and Technology firms

SCOPE OF ORGANISATIONAL STUDY

1. The organisational study analyzed the overall functioning of the firm.
2. The vision and mission statement of the HCL infosystems.
3. The scope of the study made a moderate attempt to have the SWOT analysis and
PESTEL analysis found in a company, which would certainly gives as valuable
informations and data in order to improve the overall activities of the organization.
OBJECTIVES OF THE STUDY
1. To become familiar with the functions of various departments as well as to become aware
interactions found between them.
2. To develop an understanding to the management practices followed in various functional
areas.
3. To perform SWOT analysis.
4. To perform PESTEL analysis.
MANAGEMENT ONJECTIVE
To fuel initiative and foster activity by allowing individuals freedom of action and
innovationin attaining defined objectives.
PEOPLE OBJECTIVE
To help HCL Infosystems people share in the companys success, which they make possible
to provide job security based on their performance; to recognize their individualachievements
and to help them gain of satisfaction and accomplishment from their work

METHODOLOGY OF ORGANISATIONAL STUDY

PRIMARY DATA - Primary data were collected from discussions with the Managerial head of
the various departments.

SECONDARY DATA - Secondary data were obtained from the annual report, from the website
and other concerned books

INDUSTRY PROFILE
Technological revolutions sometimes bring unexpected opportunities for countries.
India, a relative laggard among developing countries in terms of economic growth, seems to have
found such an opportunity in the IT revolution as an increasingly favoured location for
customized software development. Indias success at software has led to speculation about
whether other developing countries can emulate its example, as well as whether this constitutes a
competitive challenge to software industries in the developed world. Indian experience for other
developing regions and for software industries in the developed world.
The Indian software industry has attracted a disproportionate amount of interest as
a source of software. Its $4 billion software revenues in revenues in 1998-99 is just a tiny
fraction of the estimated world software market of over $300-500 billion.3 Most of impressive of
all, the industry has grown at over 50% per year over the last five or six years, and if current
trends persist, software exports may account for a full quarter of Indian exports within the next
five years4.IT companies faces a number of challenges as the labour cost advantages diminish
and competition from other countries with supplies of educated and under-utilized workers.
The Indian success story has, been a combination of resource endowments, a
mixture of benign neglect and active encouragement from a normally intrusive government, and
good timing. By the late 1980s, India was graduating approximately 150,000 English-speaking
engineers and science graduates, with only a limited demand for their services from the rest of
the economy. By the late 1980s as well, Indias economic liberalization was also well under way.
Around this time, the information technology revolution in the developed world
had begun to take root and shortages of skilled programmers and IT professionals were
beginning to develop. By this time a number of Indians were working in very substantial
numbers in US firms. Some of them played an important, although as yet undocumented role, in
bridging the gap and matching the buyers in the US with the suppliers in India. Responding
quickly to the growing demand, a number of Indian firms arose in quick time. The State
encouraged this growth by considerably simplifying the process for obtaining the numerous
clearances and permits that any firm in the organized sector in India typically needs. Finally,
given the many weaknesses in the Indian financial system, Indian entrepreneurs greatly benefited
from the low levels of initial investment required to start a software services firm.
HCL Infosystems Ltd., a listed subsidiary of HCL, is an India-based hardware and
systems integrator with a focus on markets. It has a presence in 170 cities and 505 points of
presence reaching 4000 towns throughout India and operations in emerging markets including
South Asia, Middle East & Africa. It has a strong distribution network of 93,000 outlets in over
9,000 towns in India. Its manufacturing facilities are based in
Chennai, Pondicherry and Uttarakhand. It is headquartered at Noida. The total employee strength
was 6165
10

R&D
Market research has shown consumer electronics shifting in focus towards integration,
multi-functional capabilities and ease of use. HCL's capability to leverage technology from
several verticals such as Telecom, ISV, and Storage combined with expertise in solutions such as
Cloud and SaaS, Mechanical and IDE, VLSI and Systems engineering brings immense value to
consumer electronics firms in meeting innovation and business goals
AEROSPACE AND DEFENSE
HCL's Aerospace & Defense practice has evolved from its first Avionics project to
the largest dedicated Aerospace Practice in India, providing technology led solutions to
Aerospace and Defense manufacturers, helping them achieve their growth and profitability goals
in an intensely competitive market place.
INDUSTRIAL SERVICES
The Financial Services is one of the largest growing verticals in HCL. Using a value
centric approach to the enterprise, we have been transforming technology into competitive
advantage for some of the largest financial services organizations in the world.
The Financial Services practice in HCL is built on strong domain competencies spanning
Retail and Corporate Banking, Capital Markets, and Insurance, catering to the IT and operational
needs of leading financial services companies.
Using a value-based multi services approach and deep domain expertise in focused
verticals, HCL helps leading global financial services firms manage risk, comply with
regulations, enhance product features, and manage transformational challenges while driving
efficiency and improving service levels.
INDUSTRIAL MANUFACTURING
The HCL, committed towards helping its customers derive value through their IT
investments. In the process it have made significant investments in understanding manufacturing
operations of industrial manufacturing industry. This has enabled to conceptualize and develop
industry specific services and solution accelerators.

11

HCL HELP MANUFACTURING CUSTOMERS REALIZED BY:

1. Optimizing manufacturing operations
2. Enhanced visibility into supply chain operations and greater responsiveness to demand
fluctuations
3. Enable revenue growth through enhanced customer experience
4. Leveraging industry best practices and methodologies
5. Adoption of niche technologies and solutions
RETAIL CONSUMER
HCLs Retail practice delivers an end-to-end array of solutions and services that address
strategic and operational challenges of retail companies. With our customer centric approach
aptly complemented by rich set of retail solutions offerings, accelerators and partnerships, we
have established our footprint across the entire retail value chain from vendor management,
planning, supply chain efficiency, store operations, merchandising, and customer loyalty to
conceptualizing, building and managing multichannel.
PROFESSIONAL SERVICES
Focused towards delivering value propositions to the unique needs of Professional
Services Firms, HCL Professional Services Vertical leverages the breadth and depth of its
Enterprise Services and Solutions across Verticals and Horizontals to offer cutting edge Business
and Technology based solutions to its clientele. Firms being focused include Audit, Tax &
Consulting, Legal Services, Real Estate and Private Equity.To meet all business challenges,
HCL's Professional Services Vertical delivers you the best-of-breed solutions with powerful
combination of technology and comprehensive business applications.
The key challenges faced by professional services firms are 1.
2.
3.
4.

Winning the right business

Retaining key talent
Manage complex global projects
Improving service delivery and profitability of customers

The Professional Services practice in HCL with its robust team for maximum flexibility and
interoperability, help global professional services companies manage transformational challenges
while driving efficiency and improving service levels.

12

AUTOMOTIVE
At HCL, we provide IT, Electronics and Engineering solutions to automotive
players across the world to address the challenges. The HCL automotive practice works with
leading automotive OEMs and Tier 1 suppliers, enabling them to adapt to the changing market.
Our industry expertise and business experience helps players across the supply chain - from tier
2 to tier 1 supplier, OEMs and dealers manage businesses better.
Our automotive practice has sustained growth since its inception and our continued investments
in people, industry associations, tools and solution sets, helps us maintain our reputation as one
of the leading services vendor for this industry. At HCL, we help automotive companies gain
high performance through
1.
2.
3.
4.

Collaboration across supply chain

Engineering led product development
Investment in IPs and new technologies
Industry associations and partnerships
INDEPENDENT SOFTWARE VENTORS

HCL is a market leader in providing Product Engineering and IT services for ISVs, and
has the largest share of ISV business amongst its peers. With a unique knowledge of ISV focus
areas and challenges coupled with experience in handling large ISV clients, HCL provides the
perfect combination of capability and credibility.
With 3 decades of technology and innovation excellence and more than 80 satisfied
ISV customers, HCL today has a comprehensive portfolio of services along the entire product
lifecycle, backed by revolutionary business models. Together, these offerings help ISVs drive
results across all its 3 core focus areas:
1. Power Revenue Growth
2. Transform R&D
3. Transform Business Operations
To deliver services aligned to these focus areas, the ISV practice at HCL has developed a unique
performance-driven approach that leverages various tools and frameworks to ensure that
measurable impact is delivered to the business.

13

TELECOM
HCLs Telecom Practice serves the all elements of the telecommunications ecosystem,
providing end-to-end solutions in Engineering and R&D services, Custom and Enterprise
applications, Infrastructure Management and BPO. HCLs service in this domain include
Engineering Cost Optimization, Ticket Lifecycle Management, Advanced Technologies
Empowerment Services, Interoperability, Unified Communications, and VoIP/IMS services.
HCL has the largest outsourced engineering center in the telecom space, developed outside the
USA.
With a verticalized focus and a strong team of domain experts, HCL Telecom practice
is ideally positioned to cater to the explosive growth in the telecom industry. The highlights of
the telecom practice in HCL include:
1. Coverage of the depth and breadth of the domain
2. Assets that cut across the various telecom structures like wireless, wire line, equipment,
test and measurement, telecom services, and ISVs
3. End-to-end integrated offerings that include turnkey implementations, system integration
and concept to field implementation
4. Service offerings like infrastructure management and business process outsourcing that
encompass all elements of the telecommunications ecosystem
5. End-to-end capabilities in hardware, software, piece manufacturing, and compliance
testing
To provide end-to-end solutions to the customers, HCL has partnered with many leading
companies to provide software licenses like:
1. Adobe
2. Broad Vision
3. CA Technologies
4. Citrix
5. Computer Associates
6. IBM
7. Linux/SCO
8. McAfee Antivirus and Antispam
9. Microsoft
10. Novell
11. Oracle
12. SAP
13. Symantec
14. VERITAS

14

INDUSTRIAL CHALLENGES
Success depends on how well high-tech companies address ever-changing customer
needs, quickly bring innovative technologies to market, and find new ways to advance into new
markets before their competitors do. In addition, there are new challenges around enterprise
strategy, customer retention, supply chain management, and a growing number of governmental
regulations.
HCL AXON's High Tech Practice offers services and solutions that address these
industry challenges by leveraging the power of the leading enterprise resource planning (ERP)
platforms. These include:
1. Out of the box pre-configuration and methodologies that leverage proven best practices to
ensure a cost effective and quicker time to value
2. Supply Chain Management capabilities to transform to a lean and agile supply network
that includes outsourced operations
3. Leading customer relationship management solutions to manage and grow a profitable
service business and improve channel collaboration
4. Accelerating innovation with Product Lifecycle management solutions
5. Out of the box Revenue recognition solutions VERITAS
INDUSTRIAL CHALLENGES/COMPETITORS
Success depends on how well high-tech companies address ever-changing customer
needs, quickly bring innovative technologies to market, and find new ways to advance into new
markets before their competitors do. In addition, there are new challenges around enterprise
strategy, customer retention, supply chain management, and a growing number of governmental
regulations.
HCL AXON's High Tech Practice offers services and solutions that address these industry
challenges by leveraging the power of the leading enterprise resource planning (ERP) platforms.
These include:
1. Out of the box pre-configuration and methodologies that leverage proven best practices to

ensure a cost effective and quicker time to value

2. Supply Chain Management capabilities to transform to a lean and agile supply network
that includes outsourced operations
3. Leading customer relationship management solutions to manage and grow a profitable
service business and improve channel collaboration
4. Accelerating innovation with Product Lifecycle management solutions Out of the box
Revenue recognition solutions

15

Last Price

Market Cap.
(Rs. cr.)

Sales
Turnover

Net Profit

Total Assets

CMC

946.20

2,866.99

955.34

143.33

696.43

Redington

68.90

2,749.39

9,840.40

156.81

1,529.68

S Mobility

41.00

976.15

849.50

-34.00

680.25

HCL Info

40.55

903.78

10,966.45

177.23

2,524.58

Smartlink Net

51.00

153.02

69.39

366.45

424.48

Moser Baer

7.45

125.39

2,096.07

-309.78

482.56

Compuage Info

61.00

40.60

1,544.44

10.21

254.19

TVS Electronics

16.50

29.16

216.62

1.40

108.59

Zenith Computer

11.25

17.42

180.44

1.68

128.93

MRO-TEK

8.40

15.70

34.14

-14.32

65.39

EuroMult

4.50

10.71

62.10

-94.18

285.60

Name

16

COMPANY PROFILE
Type
Industry
Founder
Services
Revenue
Operating income
Net income
Website

: Public
: IT sector
: Mr.Shiv Nadar
: IT and outsourcing services
: 11,024.14 crore
: 256.58 crore
: 177.23 crore
: www.hclinfosystems.in

HISTORY OF HCL
HCL Info systems Ltd is one of the pioneers in the Indian IT market, with its
origins in 1976. For over quarter of a century, we have developed and implemented solutions
for multiple market segments, across a range of technologies in India. We have been in the
forefront in introducing new technologies and solutions.
The highlights of the HCL saga are summarized below:
1976- Hindustan Computer limited (HCL) is born.
1977- Forms distribution alliance with Toshiba for copier & Notebooks.
1978- HCL Successfully ships in house designed micro-computer at the same time as Apple.
1983- Indigenously develops an RDBMS, a Networking OS & a client server architecture, at
the same time as global.
1986- HCC Becomes the largest IT Company in India.
1989- Introduce fine grained Multiprocessor UNIX 3 yr a head of sun& HP
1991- HCL Hewlett Packard J. Develops Multi Processor UNIX of HP & Heralds HCLS
entry into contract R&D.
1994- Forges distribution alliances with Ericsson Switches & Nokia cell Phone.
1997- HCLs R&D spinoff as HCL Technology Mark advent info Software services.
2007- HCL Becomes the first company to cross the 1,00,000 unit Milestone in the Indian
Desktop PC Market.
2008- HCL Technologies Get accorded by Meta Spectrum with leader status in off have out
sourcing.
2009- JV with NEC, Japan -HCL Set up first Power PC Architecture design centre outside of
IBM.
2010- HCL info system ties up with Apple for iPod distribution. -HCL Technologies sign
largest over, software services deal with DSG.
2011- HCL as an enterprise sources the $ 4 billion watermark.-HCL announces opening of its
second European outsourcing facility in June with the establishment of the delivery centre in
Krakow Poland.

17

HCL ENTERPRISE:
HCL Enterprise is a US $ 5 billion leading Global Technology and IT enterprise
that comprises two companies listed in India - HCL Technologies & HCL Info systems. The
3-decade-old enterprise, founded in 1976, is one of India's original IT garage start-ups. Its
range of offerings spans Product Engineering, Custom & Package Applications, BPO, IT
Infrastructure Services, IT Hardware, Systems Integration, and distribution of ICT products.
The HCL team comprises approximately 60,000 professionals of diverse
nationalities, who operate from 23 countries including 500 points of presence in India. HCL
has global partnerships with several leading Fortune 1000 firms, including leading IT and
Technology firm.

CHAIRMAN & CEO

Mr.Vineet Nayar is Vice Chairman and Chief Executive Officer of HCL
Technologies Ltd. IT hardware manufacturer and systems integrator HCL Infosystems Ltd
has acquired the remaining 40 per cent stake in HCL Infosystems MEA FZCo for an
undisclosed amount. HCL Infosystems already held majority stake in the venture and the
latest deal makes the company a wholly owned arm.
In the same year, the company acquired 20 per cent equity stake in another Dubaibased firm Tech mart Telecom Distribution FZCO through its Singapore-based subsidiary
HCL Investments Pvt Ltd.Part of HCL Group which includes IT services firm HCL
Technologies, HCL Infosystems Ltd offers a wide spectrum of ICT products that includes
computing, storage, networking, security, telecom, imaging and retail. Last month, the firm
had acquired education content provider Edurix, a part of Atta no Media and Education and
designs content for the K-12 education segment for an undisclosed amount. In 2008, HCL
Info acquired stake in Natural Technologies Pvt Ltd for $2.1 million.
18

VISION
"To be the technology partner of choice for forward looking customers by collaboratively
transforming technology into business advantage."
MISSION
"We will be the employer of choice and the partner of choice by focusing on our stated
values of Employees First, Trust, Transparency, Flexibility and Value Centricity."
MILESTONE
Hancom Inc. has announced its tie up with HCL Infosystems Ltd. to extend
Hancom's Think Free Mobile - Android edition on HCL Tablets. HCL is one of Indias most
well known hardware, services and ICT systems integration and Distribution Company
The latest version of Think Free Mobile app has been embedded in 'HCL ME U1, HCL
Infosystems recently launched range of Tablet PCs, available for Rs. 7999. In the past too,
HCL's Android tablets have had Think Free Mobile as one of their standard apps.

19

HCL PRODUCTS (some)

Voice solution products

Presentation product

Home PCs

Business PCs

Documentation product

Home Notebooks

Business Note Books

20

DEPARTMENTS IN HCL.
Production department
Human resource department
Marketing department
Administration and Operation department
Finance department

21

PRODUCTION DEPARTMENT
Production is the functional area responsible for turning inputs into finished outputs
through a series of production processes. The Production Manager is responsible for making
sure that raw materials are provided and made into finished goods effectively. He or she must
make sure that work is carried out smoothly, and must supervise procedures for making work
more efficient and more enjoyable.
Five production sub-functions
1.
2.
3.
4.
5.

Make an adequate planning for production process.

Make sure the work allocation in effective manner.
To check the progress of work.
Ensuring the proper utilization of resources for achieving the target.
Maintain the quality of product.

In a manufacturing company the production function may be split into five sub-functions:
1. The production and planning department will set standards and targets for each section
of the production process. The quantity and quality of products coming off a production line
will be closely monitored. In businesses focusing on lean production, quality will be
monitored by all employees at every stage of production, rather than at the end as is the case
for businesses using a quality control approach.
2. The purchasing department will be responsible for providing the materials, components
and equipment required to keep the production process running smoothly. A vital aspect of
this role is ensuring stocks arrive on time and to the right quality.
3. The stores department will be responsible for stocking all the necessary tools, spares, raw
materials and equipment required to service the manufacturing process. Where sourcing is
unreliable, buffer stocks will need to be kept and the use of computerized stock control
systems helps keep stocks at a minimal but necessary level for production to continue
unhindered.
4. The design and technical support department will be responsible for researching new
products or modifications to existing ones, estimating costs for producing in different
quantities and by using different methods. It will also be responsible for the design and
testing of new product processes and product types, together with the development of
prototypes through to the final product. The technical support department may also be
responsible for work study and suggestions as to how working practices can be improved.
5. The works department will be concerned with the manufacture of products. This will
include the maintenance of the production line and other necessary repairs. The works
department may also have responsibility for quality control and inspection.
A key aspect of modern production is ensuring quality. The term quality means fitness for
purpose i.e. a product, process or service should do exactly what is expected of it

22

Production manager

Work Manager

Assistant Work
Manager

Supervisors

Workers

Supervisors

Workers

Workers

TOTAL QUALITY MANAGEMENT

Total Quality Management is Total Employee involvement in improving the quality
of the products to the employees at all levels and at all stages. Its main objective is to gain
profit and minimize loss. Under this department the focus on reaching their goal through
Quality Circles, Small Group Activities and Cross Functional Team.

23

MANUFACTURING PROCESS

MANUFACTURING OBJECTIVES OF HCL

"We shall deliver defect-free products, services and solutions to meet the requirements
of our external and internal customers, The First Time, Every Time."All processes in the
manufacturing are aligned to this guiding objective. A strong emphasis of "Quality by
Process" is ensured across all processes. The products manufactured here undergo stringent tests
that ensures their ruggedness &, durability, which may be deployed anywhere in India and may
have to face severe conditions like - heat, humidity, rough transportation & handling.
TEST
DROP TEST
Drop testing is performed to determine the ability of products to withstand changes in
motion and applied forces. A product will be repeatedly dropped from a particular height to
determine its durability
HOT AND COLD CHAMBER TEST
The products are equipped with digital indicators cum controllers to show the degree of
temperature available. A user is controlling a workstation via input devices like a keyboard
or a mouse, and receiving the results on a display. The workstation is connected, via a
network, to servers / virtual desktops.
RELIABILITY TEST
Testing for reliability is about exercising an application so that failures are discovered
and removed before the system is deployed. Because the different combinations of alternate
pathways through an application are high, it is unlikely that you can find all potential failures
in a complex application. However, you can test the most likely scenarios under normal
usage conditions and validate that the application provides the expected service.

24

MANAGEMENT OF INVENTORY

On an average the inventories are approximately 60% of the current assets in public
limited companies in India. Because of the larger size of the inventories
maintained by the firms, a considerable amount of funds iscommitted to them. It is therefore, imp
erative to manage the inventoriesefficiently and effectively in order to avoid unnecessary
investment.
NATURE OF INVENTORIES
Inventories are stock of the product of the company is manufacturing for sale and
components make up of the product. The various forms of the inventories in the manufacturing
companies are:
RAW MATERIALS
It is the basic input that is converted into the finished product through the
manufacturing process. Raw materials are those units which have been purchased and stored
for future production.
WORK IN PROGRESS
Inventories are semi-manufactured products. They represent product that need
more work they become finished products for sale.
FINISHED GOODS
Inventories are those completely manufactured products which are ready for sale. Stocks
of raw materials and work-in- progress facilitate production, while stock of finished goods is
requiredf o r s m o o t h m a r k e t i n g o p e r a t i o n s . T h u s , i n v e n t o r i e s s e r v e a s a l i n k
between the production and consumption of goods.

25

HUMAN RESOURCE DEPARTMENT

The organizations can create sustained and consistent competitive advantage only by
mastering the management of their people, or "human resources." Every person who works in
organizations plays a role in managing people. This is especially true for those of you who aspire
to create, manage, and lead future organizations. Certainly, tools from marketing, finance,
operations and other management disciplines will be required. In fact, principles from these areas
can even be applied to managing people better. Moreover, even applying the traditional tools will
require greater awareness of their impact and relationship to people. Judy Lewent, one of today's
"hottest" executives, and CFO of Merck &Co. says even financial analysis should serve to
encourage the right behaviors in people, finance departments can take the nuances, the intuitive
feelings that really fine businesspeople have and quantify them"
This chapter introduces human resource management, and shows why it is so important
in modern organizations. It will help you understand how human resource management affects
your future, and that of your organization. Human resources are every manager's job, both the
general manager and the human resource professional. The job of enhancing the value of people
in organizations is everyone's job, not the job of "human resource specialists" or the human
resource department. To emphasize that point, let's examine the challenges faced by
organizations, that show how important human resource management is to all organization
members. Its almost trite to say that organizations are changing rapidly, perhaps more rapidly
than ever before. One study of hundreds of business suggests that 37% of organizations are
transforming" through quality initiatives and fundamental changes in the way work is done
One pattern in these changes is the increasing importance of people issues that require
managers to understand how people contribute to organizational success. Here, we high light the
key role that managing human issues plays in mastering this organizational ambiguity.

26

CHIEF OF HUMAN
RESOURCE

SR HR MANGER

SR HR MANAGER

PAYROLL

RECRUITMENT

HR MANAGER

The management of Man is a very important and challenging job; important because it
is job, not of managing men, but of administering a social system. Human Resource
Management involves procedures and practices through which human resources are
organized and directed towards the attainment of the individual, social and organizational
goals.
FUNCTIONS OF HR MANAGER
1.
2.
3.
4.

HR planning for future

Procurement of right kind and number of persons.
Proper utilization resources.
Organizing by setting up the structure of relationship among jobs, personnel factors to
contribute towards organization goals.
5. Achieving the group goals.
6. Mobilization of talented personnel.
7. Determination of adequate and equitable compensation of employees.
8. Ensure smooth running of business without any grievance.
9. Provide good working condition and welfare services to the employees.
10. Directing and controlling the employees, Ensure the growth and development of the
company.
27

HR SOLUTION PROVIDES
1. Pre-configured HCM Functionality
2. United States, Mexico, Canada, and France are all configured
3. English, Spanish, and French languages
FUNCTIONAL SCOPE
1.
2.
3.
4.
5.

Personnel Administration
Organizational Management
Benefits Administration
Time Management
Gross-to-Net Payroll
DOCUMENTS IN HCL

1. Complete Business Blueprint Documentation

2. Detailed Technical Documentation
a. Installation Activities
b. Security Design
c. Workflow
3. Business Process Procedures
4. Configuration Documentation
5. Test Scripts For Unit Testing And Integration Testing
HUMAN CAPITAL TRANSFORMATION (HCT)
HCT programme that explicitly values human capital, and focuses on the key drivers
of improved people performance.
MEDICAL AND HEALTH CARE DEPARTMENT
A reliable, swift, real time health data collection system backed by proper
infrastructure is the key to address quality healthcare delivery systems. Facilitating hospital
modernization is a major thrust area for HCL Infosystems MEA, which focuses on
1.
2.
3.
4.
5.
6.
7.

Hospital Management Information Systems

Picture Archival and Communication System (PACS)
Laboratory Information Systems (LIS)
Radiology Information System (RIS)
Medical Records Maintenance Solution
Telemedicine Solution.
Remote ICU Monitoring System

28

HR DEVELOPMENT HIERARCHY

Procurement
OA support HR
Manager

Logistics

Video conference
System
Integration
Telecom HR
Manager

Office Automation
SR HR manager

OS

Of

CSO HR Manager

Documentation
product solution
1 Pass HR Manager

Presentation
product solution

Audio
Visual
system integration

29

EMPLOYEE COMPENSATION AND EMPLOYEE SATISFACTION COMMITEE:

The Employees Compensation & Employees Satisfaction Committee was
constituted in August 1998 to recommend/ review remuneration of Executive Directors and
other employees based on their performance and defined assessment criteria and other
matters relating to employees.
SHARE HOLDERS INVESTORS GRIEVANCE COMMITTEE:
The Board has constituted Shareholders'/Investors' Grievance Committee to oversee
and review all matters connected with the transfer of Shares of the Company and redressal of
Shareholders/Investors' complaints.
NOMINATION COMMITTEE:
The Board had constituted a Nomination Committee to, among other matters, advice
the Company on appointment, screening and review of top management positions, building a
leadership pipeline and identifying successors for key positions.
CODE OF BUSINESS
The Company has adopted a comprehensive Code of Conduct for its Directors and
Senior Management, which lays the standards of business conduct, ethics and governance.
The Code has been circulated to all the members of the Board and Senior Management and
they have affirmed compliance of the same.

30

MARKETING DEPARTMENT

FUNCTIONS OF MANAGEMENT DEPARTMENT :

Plan, develop, direct, manage and coordinate all Recruiting advertising and
marketing activities in support of recruiting. Identify and understand our target markets. Plan,
develop, enhance and maintain the local and national advertising lead tracking system;
manage and maintain national lead fulfillment and toll-free telephone facilities; plan,
develop, enhance and maintain recruiting websites and social media; manage lead
distribution process to cyberspace recruiting center; manage and coordinate the use of all
recruiter exhibit support properties. Develop an awareness and image of an exciting career
opportunity. Provide the target audience with pertinent, credible, and provocative
information to inspire individuals to contact the superiors.
Coordinate the development and execution of the Annual Advertising and
Marketing Plan that provides the objectives, strategies, initiatives and media plans for
effectively supporting the recruiting mission. Plan, budget, and manage the development,
production, contract procurement, and distribution of all items contained in the approved
Annual Advertising and Marketing Plan.
Manage all national recruiting advertising with civilian advertising agency, keep
the Commander advised of the status. Administer contracts funded from the recruiting
advertising budget; liaison with appropriate commercial contractors, offices of the Bureau of
Personnel and with various offices and agencies in the procurement of in-service and single
service materials. Advise the Commander on the status of recruiting advertising programs
and material and on those additional programs that require funding from the recruiting
advertising budget. Manage the development and distribution of printed and audio/visual
recruiting materials. Manage the development, production, procurement, and distribution of
recruiting aid devices. Manage recruiting exhibits, Inspect all advertising and promotional
materials; take corrective action where necessary. Conduct research and surveys to
determine the effectiveness of advertising materials and programs. Develop special programs
and promotional plans for direct recruiting support maintain contact with national figures and
personalities to develop and execute promotional plans. Manage and coordinate all aspects
of communications media to include Internet, social media, chat rooms, banner advertising,
web postings and emerging media.

31

Director Marketing
Department

Deputy marketing
Department

Strategic marketing
plan manager

Marketing Resource
and support

Events marketing
division

Marketing plans
division

Creative and visual

information division

Local marketing and

leads analysis division

& Visual
Information
Division
Cyber space division

32

DEPUTY DIRECTOR
Aligning with NAVCRUITCOM Strategic Objectives, execute supervisory duties
as defined in OPM Supervisory Position Evaluation Guide, including but not limited to
directing technical and administrative work of assigned personnel; aligning assets to meet
command/unit mission objectives and goals; and providing training for and development of
assigned personnel. Oversee, manage and execute the day-to-day operations of the
Advertising and Marketing department. Each week, plan, prioritize and provide direction to
Division supervisors. Provide technical assistance, policy interpretation and guidance. Act as
department head during the Director's absence, in the full discharge of duties assigned
Develop advertising policy and strategy for national and local advertising operations. Provide
direct and indirect supervision for military and civilian personnel assigned to advertising
divisions.
Plan, develop, coordinate and monitor activities of all divisions that execute the
recruiting advertising program. Advise department director on budget contracting, research,
financial execution and advertising management systems. Coordinate all phases of planning,
production, and media placement with advertising divisions and commercial advertising
agencies. Manage and maintain coordination of vendors and contractors in support of
director of events marketing operations. Comply with all command civilian employee
management business rules and supervisory responsibilities. At all times, comply with all
EO, safety program, Management Internal Control program and Security and Privacy Act
laws, directives and guidelines. Prepare and provide required reports for review and forward.
Inform command leadership of activities/initiatives ongoing and anticipated. Review the
weekly agency marketing report and lead the daily planning meeting to monitor program
progress and ensure program initiatives are executed as planned and completed as designed.
Meet with assigned direct supervised personnel when required to complete development of
annual employee critical elements, mid-term evaluations and end of year appraisals.
EVENTS MARKETING DIVISION
Develop strategic plans for events marketing for Enlisted, Officer and Navy Reserve
program marketing and promotion opportunities. Develop and maintain coordination
between various vendors and contractors in support of National and Local recruiting
programs. Event support includes conventions, sponsorships and National events.
Build and manage all sponsorships packages, largely of the Diversity Directorate
interest to ensure the proper promotion ahead of events and assign appropriate assets for the
event and assign a tracking mechanism to evaluate and increase the return on investment
from all sponsored events. Maintain the Events Central Data Base to serve as the primary
tool for all recruiting Districts to be made aware of the event, identify all logistics to support,
manning and execution plan to ensure the best positive image for marketing.
33

MARKETING RESOURCES AND SUPPORT

Advise on advertising and marketing policy and planning for national and local
communications programs based on budget, marketplace, goal, primary and secondary
market research information and command initiatives; track and monitor advertising
spending to ensure the most effective use of available resources; manage and provide staff
advice and assistance in matters concerning budgeting and contracting for the Marketing
Department. Establish execution plans, controls, and procedures; prepare production reports;
develop financial plans; coordinate and disseminate information on advertising budget;
ensure the most effective use of available resources. Manage the financial and contractual
aspects of the national agency contract, by developing appropriate contract and financial
systems for a multi-million dollar firm fixed price contract. Ensure proper controls for the
Contracting Officer's Technical Representative (COTR) to manage the creative development
and purchase of advertising within existing resources.
Plan, develop, coordinate and monitor department major activities providing
direct and indirect supervision of the staff. Collaborate with senior officials of other units to
negotiate and coordinate work-related changes. Provide and coordinate use of advertising and
marketing research for the department. Metrics system and data review to develop a process
to show Return on Investment (ROI).
STRATEGIC MARKETING PLANS MANAGER
Assist Department Director in development of marketing objectives that are
specific, measurable, achievable, relevant, and time-bounded. Review marketing mix
analysis and provide input on target population for each program. Review marketing activity
analysis for each program. Focus on each marketing activity for each program. Identify the
program, the initiative timeframe, and the budget for the activity. Review events marketing
activity analysis. Focus on specific promotions. Identify specific techniques, and marketing
messages for the target markets. Plan, implement and manage abstract marketing strategies
that will support the recruiting mission. Identify which market niches to address using the
correct advertising distribution channels. Work to develop a sound business strategy as direct
marketing tactics flow directly from this plan. Setup and coordinate a strategic business unit
for planning purposes. This unit is for strategy formulation and evaluation that will enable
effective planning and marketing management.
Develop input to the annual advertising and marketing plan to include rationale,
specific recruiting data, suggested advertising and marketing products, and any insights on
the difficulty in achieving the recruiting mission. All the input is presented to the contractadvertising agency for their consideration in developing the annual Strategic Plan. Analyze
current and projected annual advertising plan. Monitor plan to ensure conformance to
department objectives and strategies
34

MARKETING PLANS DIVISION

Plan, coordinate, and manage the production and dissemination of all national
advertising and collateral material productions to support recruiting. Develop input to the
annual advertising marketing plan to include rationale, specific recruiting data, suggested
advertising and marketing products, and any insights on the difficulty in achieving the
recruiting mission. All the input is presented to the contract-advertising agency for their
consideration in developing the annual Strategic Plan. Assess research results and recruiting
program goals to provide relevant guidance to commercial advertising agencies for strategic
creative direction and media planning.
CREATIVE PRODUCTION & VISUAL INFORMATION DIVISION
Create, design, and produce master printed Recruiter-Assisted Devices
(RADs) and visual information collateral materials to support field recruiters and sponsored
events as necessary. Create and provide oversight of custom designed radio and television
spots for field recruiters. Manage, coordinate video productions and processes; procure
digital motion media products, oversee contracting and mass duplication of digital media
recordings, visual information presentation equipment, digital/electronic presentations, and
various forms of photographic.
Direct the production of recruiting collateral material masters through
management of technical writers, graphic designers, photographers, videographers, nonlinear
video editors, and digital imaging operators. Develop graphic standards based on current
industry principles of design. Provide professional guidance, digital imaging, and graphic
support to field recruiters for special events, promotions, and niche markets not covered by
our national advertising strategies. Provide graphics advice and guidance to department
director. Also, perform oversight of applicable DoD, CNO directives governing copyright
and digital image enhancement and manipulation. Advise the department director concerning
development, contracting, and distribution control of radio and television visual information
products created in support of Navy recruiting programs. Provide graphic design,
photographic, and video services to headquarters staff. Initiate contracting of graphics,
multimedia, and photographic services to support the development of recruiting material.
Evaluate performance of service contractors and make recommendation to department
director for process improvement. Routinely evaluate and make recommendations for
improvement concerning management, administration, and production technique, which
would result in improved efficiency.

35

LOCAL MARKETING & LEADS ANALYSIS DIVISION

Develop and maintain local advertising and leads production programs to ensure
maximum utilization of advertising resources in support of Command leads generation
objectives. Oversee the national leads fulfillment process and the follow-up of nationally
generated leads. Oversee national call center operations. Establish goals for optimum district
local advertising resource management and funding based on broad direction from Director,
Marketing Department. Develop objectives and strategies for the field and the divisions
Local Advertising Managers in order to effectively meet these goals. Establish and maintain
a systematic approach to local advertising policy formulation, field planning guidance, field
advertising procurement, program administrative requirements, productivity evaluation
techniques and training requirements.
MAJOR RESPONSIBILITIES
Establish goals for effective local advertising budget utilization. Develop specific
objectives and strategies for the field, and the local advertising managers, in order to
effectively meet these goals. Present recommendations for system modifications and
necessary management actions to improve system and field productivity. Supervise the
operation of the Local Advertising Management Section (LAMS). Supervision includes the
establishment of projects and work schedules, setting standards and rating performance. Plan
training programs for subordinates and conduct training at Headquarters.
CYBERSPACE DIVISION
The Cyberspace function is to support field recruiters by operating as a virtual field
office for gathering and developing qualified leads for dissemination to the field. Cyber
recruiters will use online resources to develop new leads when applicable. Cyber recruiters
will provide initial program information and direct applicants to applicable resource experts.

36

ADMINISTRATION & OPERATIONS DEPARTMENT

New
installation
group

Customer
support
organisation

Sales and
marketing

finance

Purchase and
logistics

DEPARTMENT DESCRIPTION
The Department provides executive oversight, strategic planning, and
direction to the broader support and administrative functions of the City which include:
Personnel, Labor Relations, Purchasing and Contracting, and the Office of the Chief
Information Officer (CIO). As part of the recent restructure/reorganization, the office will
also provide oversight, direction, and guidance to community programs including the Park &
Recreation, Library, and Customer Services departments. Key management tools and reforms
currently overseen by the Business Office include conducting Business Process
Reengineering (BPR) studies for all City departments, programs, and services; assisting
departments in the implementation of competitive sourcing activities (Managed
Competition); developing a citywide strategic plan and Balanced Scorecard, and
implementing the City's Management Plan. Coordinating the operations. Responsibilities:
Office Administration / Employee Welfare / Employee Travel Arrangements / coordinating
all other requisite arrangements for employees

37

Executive

Regional manager

General manager

SERVICE EFFORTS AND ACCOMPLISHMENTS

The Department has initiated and nearly completed 16 BPR studies. A citywide
position control and database system was developed to ensure only vacant, authorized, and
budgeted positions are filled. The Department initiated a comprehensive review and update
process for citywide policies and Administrative Regulations. A new internal online City phone
directory was developed. The Department also conceptualized the City Management Program,
trained the Executive Team and unclassified employees on the program's concepts, and began
implementation by developing a City Strategic Plan and tactical plans for seven departments and
two divisions. This effort will continue through Fiscal Year 2008.The Grants Coordination Team
was established to improve the efficiency and effectiveness of grants and gifts on a citywide
basis.
The Department of Administration and Operations includes the Operations
Management and Competitivity research line that reflect current concerns and fields of interest
for the department's faculty
Strategies to Create Value and Competitivity seeks to develop knowledge about the
importance of different Strategies to Create Value for Products and Processes for a
company's competitivity in a globalized world. It covers: Value Creation and Strategic
Positioning (Globalization, Strategic Alliances, Value Creation Strategies and International
Class); Brazils Competitivity (Deregulation, Privatization and Re-regulation, Brazilian
Competitivity Factors); Investment Projects (Economic and Strategic Appraisal of Undertakings,
Project Implementation).

38

Operations, Technology and Logistics Operations: seeks to identify and study

different aspects of productive activity management, including technology management,
production administration - for goods and services - supply chain management and distribution,
and integrated management of all these aspects. This is the breakdown: Technology Management
(Technology Production and Transfer, New Manufacturing and Service Technologies,
Technology Return on Investment); Supply Chain (Supply Chain Management, Integrated
Logistics, Negotiations and Procurement, Commercial Stock Management); Production
Administration (Planning, Programming and Control of Operations - Industry and Services,
Demand Management, Capacity Management), Integrated Management of Operations,
Technology and Logistics (Integration of several approaches: MRP/DRP, JIT, TOC, FCS, CIM,
Integrated Systems of Business Management: MRP II, ERP).
Quality, Productivity and Change Management: develops knowledge about current
philosophies and techniques of Quality and Productivity, as well as their relation to
organizational transformations and their results, in terms of manufacturing and service
excellence. It covers: Quality and Organizational Transformation Management (Competitivity
and International Class, Integration of Quality, Change and Strategy); Excellence in
Manufacturing (Automation + Restrictions + Just-in-time + C.E.P.); Excellence in Services
(Customer Service and "frontline" Authority); Assessment of Operational Performance
(Benchmarking, Cost Management, Balanced Scorecard, Certifications and Awards).
Sustainability Management: develops knowledge about the relationship between an
organization's competitivity and social-environmental aspects related to its products, services and
relationship with its supply chain and stakeholders. It includes environmental management
(Management of Environmental Programs); corporate strategy for sustainable development
(Sustainable Business Strategies, Sustainability as an Advantage in Organization, Innovation for
Supply Chain Sustainability)

39

FINANCE DEPARTMENT

Department of Finance has the mission to provide updated contents relevant to

teaching in several courses of the institution, as well as foster knowledge production and
diffusion in the fields of their specialization, with high sense of ethics, quality and
pertinence. Finance department has forty highly specialized professors, with PhD and
Master's from first line institutions in Brazil and abroad, with vast corporate and academic
experience. The faculty, according to its profile and interest, are to teach research, publish,
tutor students, participate in collegiate organizations, work in study centers and perform
administrative tasks.
The subjects under this department are lectured to over one hundred groups in
undergraduate, specialization, Master's and Doctorate. Many subjects are lectured in English
to cater to foreign students.
The main topics are distributed into Corporate Finance, Financial Markets,
Controlling and Banking, each covering the following topics:
1. Corporate Finance: Financial Administration; International Finance; Capital Investment
Analysis; Company Appraisal, Value Generation for Stockholders; Real Options; Cost
and Capital Structure; Financial Strategy; Private Equity and Venture Capital;
Simulations Models in Finance,
2. Financial Markets: Capital and Financial Markets; Hedge and Financial Markets;
Futures, Term Markets and Swaps; Financial Engineering; Portfolio Management;
Financial Assets Evaluation and Analysis; Investment Fund Management.
3. Controllership: Financial Accounting, Managerial Control, Cost Accounting, Tax
Aspects, Audit, Financial Analysis, Financial Planning, Funding Systems
4. Banking: Financial Management in Banks. In order to always be up-to-date and relevant,
CFC encourages, supports and counts on its direct and indirect collaborators to fulfill its
mission.

40

ACCOUNTING POLICIES
ACCOUNTS AND AUDIT COMMITTEE:
The primary objective of the Committee is to monitor and effectively supervise the
Company's financial reporting process with a view to provide accurate, timely and proper
disclosures and ensure the integrity and quality. Heads complete finance function of HCL
Includes Profit & Loss, Balance Sheet, Salary Administration, Employee Welfare,
Mediclaim, Provident Fund Management, Employee Insurance Management, Cash Flow &
Profit Centre Analysis etc.
ACCOUNTS AND EXECUTIVES
Coordinates the above RAO function
Includes Accounting, Voucher Management & Operations Support.

VP and CFO

Regional account officer

Account executive

BALANCE SHEET
The Finance Department is also responsible for the delivery of shares, transfer of shares, and pay
out cheques, collection of cheques from clients for debit balances, auction of shares whose
delivery was not taken by the clients, collection of Margin Money.

41

Jun 11

Jun10

12 mths

Jun09

Jun08

Jun07

12 mths

12 mths

12 mths

12 mths

44.58

43.65

34.24

34.23

33.83

44.58

43.65

34.24

34.23

33.83

0.00

17.67

0.00

0.00

0.00

0.00

0.00

0.00

0.00

0.00

1,902.46

1,860.94

1,098.12

968.83

0.00

0.00

0.00

3.20

1,947.04

1,922.26

1,132.36

1,006.26

845.21

110.43

152.02

101.85

0.00

12.02

467.11

357.91

125.00

352.66

223.87

577.54

509.93

226.85

352.66

235.89

2,524.58

2,432.19

1,359.21

1,358.92

1,081.10

Jun '11

Jun '10

Jun '09

Jun '08

Jun '07

12 mths

12 mths

12 mths

12 mths

12 mths

364.05

274.88

234.10

216.68

162.31

131.99

103.66

83.47

78.11

63.83

232.06

171.22

150.63

138.57

98.48

19.95

25.69

9.50

13.89

21.36

705.05

911.19

276.10

215.02

279.78

586.25

835.40

888.26

898.37

791.73

808.46
2.92

42

2,084.26
Balance Sheet of HCL Infosystems

1,956.92

1,498.26
------------------- in Rs. Cr. ------------------1,241.46

1,002.51

230.50

289.86

198.67

316.91

179.34

2,901.01

3,082.18

2,585.19

2,456.74

714.99

555.31

315.17

244.48

170.28

4.19

2.75

4.32

0.45

14.60

3,620.19

3,640.24

2,904.68

2,701.67

0.00

0.00

0.00

0.00

1,949.25

2,182.10

1,899.81

1,639.38

103.42

134.05

81.89

70.85

2,052.67

2,316.15

1,981.70

1,710.23

1,567.52

1,324.09

922.98

991.44

0.00

0.00

0.00

0.00

2,524.58

2,432.19

1,359.21

1,358.92

1,081.1

338.98

113.65

57.18

49.73

349.75

87.36

87.26

66.14

58.61

49.79

1,973.58

2,158.46
0.00
1,395.88
81.10
1,476.98
681.48
0.00

43

PART 11

44

MATERIAL CONTROL
INTRODUCTION
The purpose of this section on material control and warehousing is to define the
standard procedure for receipt, checking, storing, protection and issue of materials for
construction as well as to outline the administrative procedures for material control. In
addition a procedure is included for piping material control by making use of a computer.
RECEIPT OF MATERIAL
Prior to arrival of material on site, "advice notices" or other shipping notifications
will be received by the Material Supervisor. He will record the volume and nature of the
shipment and assign a storage location. These documents will be transmitted by the Material
Supervisor to the Warehouse Supervisor with a copy to the related subcontractor(s) (so they
can arrange for the off-loading facilities).
MATERIAL CHECKING
The shipment must first be checked to see whether it conforms with "Packing Lists
and the Marking, Shipping and Invoicing Instructions" issued to vendors by the Home Office
Procurement/Shipping Department, being a part of the Purchase Order. Also the Purchase
Order, Purchase Requisition plus attachments for specific instructions on loading, unloading,
delivery, required official documentation, material certificates, etc., must be checked. On
some projects a Purchase Order has been placed with a Shipping Agent, to what extent the
Shipping Agent is involved must also be checked.
DAILY MATERIAL RECEIVING RECORDS
The Material Administrator will enter all materials received in a Daily Material Receiving
MATERIAL RECEIVING NOTICE (MRN)
Material Receiving Notices must be issued and distributed without delay so that payment
may be made and advantage can be taken of any
EQUIPMENT NOT COMPLETELY ACCEPTABLE
Occasionally a piece of equipment is received on site with discrepancies which involve
correction costs of a minor nature compared with the total Purchase Order value of the item.

45

MATERIAL DELIVERED TO THIRD PARTIES

When materials are delivered by a vendor to third parties (e.g. motors to pump
vendors, panel mounted instruments to panel vendors etc.) the items are received on site
"built together". An MRN for each separate component must be issued, e.g. one for the motor
and one for the pump.
OUTSHIPMENT OF MATERIAL
Materials which are shipped from the job site must be covered by an Out-Shipment Report.
MATERIAL CONTROL BY MEANS OF COMPUTER (PIPING)
1. Receiving of data from the Home Office main frame computer.
2. Transmittal of data from the site to the Home Office main frame computer.
3. A telephone link between the Home Office main frame computer and the PC at the
Site Office will be established.
4. Data transmitted to the Home Office:
5. Material receipts on a daily basis to complete the PMC procurement cycle.

46

FINANCIAL CONTROL
ORDERING SUPPLIERS AND CONSUMERS
All staff need to be aware that expenditure is committed when an order is placed on
behalf of AN ORGANISATION, not when the cheque is requested. Therefore, it is important
that all orders are placed properly, and are within agreed budgets and delegated powers.
PAYMENT AUTHORISATION AND PURCHASE LEDGER
All invoices must be authorised for payment by the budget holder, although the actual
checking of details may be delegated. The authorising department is responsible for checking
invoices for accuracy in terms of figures and conformity with the order placed, that the
services or goods have been received, and following up any problems. Finance must be
informed if there are queries delaying authorisation or if payment is to be withheld for any
reason.
CHEQUE WRITING AND SIGNING
Signatories will only be drawn from senior staff and Trustees, and any new signatory
must be approved by the Trustees before the bank is notified. All cheques for 100 or over
require two signatories. Cheque signatories should check that the expenditure has been
authorised by the appropriate person before signing the cheque. Salary payments require the
signature of the Director, Company Secretary, Financial Controller or a member of the Board
of Trustees, plus one other.
HANDLING OF CASH
All cash collected from Finance will be signed for, and receipts will be issued for all
cash returned. Specific extra cash floats (for tills at events etc.) should be arranged with the
Financial Controller. The person signing for the float is responsible for ensuring cash and
receipts are returned as soon as possible after the event etc. No further floats may be issued to
that person, or another person in the same department for a similar purpose, unless the
previous float has been accounted for. Mixing money or receipts from different petty cash
sources creates large accounting problems. In a real emergency, where another cash float has
to be used for something, a clear record must be kept, and brought to Finance Section's
attention. Any cash income will be banked via Finance, and not used for petty cash
expenditure. Such cash will be passed to Finance:
1.
2.
3.
4.

Weekly for cash received in-house

Monthly for payphone
Immediately after the end of an out-of-house event.
Cash will be kept in locked metal cabinets wherever possible. Appropriate
arrangements will be made for till security.
47

PROVIDENT FUND (PF)

According to the PF Act, 1952, the PF contribution is deductible from gross salary. Both
the employee and employee paying 12% of his wages (i.e. basic pay and D.A) to provident fund.
This PF contribution is forwarded to PF Department.
EMPLOYEE STATE INSURANCE (ESI)
The ESI is a contribution scheme, with the employer paying 4.75% of wages and the
employee contribution 1.75 % of his wages to the fund. The ESI facility avail the employees who
has a salary up to Rs.6500/- per month. The employees contribution is 1.75% of gross salarywashing allowance Salaries, payroll and freelancers
An organization is required to operate the PAYE system, and make annual returns to
the Inland Revenue. All people working directly for an organisation, whether permanent or
temporary, must provide a P45, or sign a P46 or student exemption certificate, or give
reasons why they can't. All payments will be made by cheque or direct bank credit.
INCOME
The majority of income received by AN ORGANISATION is from sales of services
and goods produced. With the exception of bookshop sales, invoices will be issued for every
sale as soon as practical
BOOKS OF ACCOUNTS AND RECORDS
Proper accounting records will be kept. The accounts systems are based around computer
facilities, using Sage and Excel, but manual/paper records will also be used if appropriate. At
a minimum, the following records will be kept appropriate control accounts (i.e. bank
control, petty cash control, VAT control),salary control account, monthly trial balances.

BUDGET SETTING
12 monthly income and expenditure budgets will be prepared in time for final approval
by the Board of Trustees in December, before the start of the financial year under
consideration.

48

FINANCIAL AUDIT AND CONTROLLING

All budget holders will receive appropriate, regular reports of income and expenditure
against budget.
The Management Team will receive:
1. Weekly snapshots of cash in hand, total creditors and total debtors.
2. Weekly graph of cash in hand.
3. Monthly reports of income and expenditure versus budget - within two weeks of
month end.
ROLE OF TREASURER
The Treasurer works in close co-operation with, and provides support and advice to,
the Financial Controller. Specific responsibility.
ROLE OF MANAGEMENT
The Management team consists of Heads of This That and the Other, Financial
Controller, plus the Director. Each has responsibility for their individual department's
financial performance and ensuring that the department complies with Financial Procedures.
They will receive weekly snapshots and monthly management accounts, keeping adequate
records to be in control between monthly reports. The Team will review finances thoroughly
at its monthly meetings.
ROLE OF BOARD OF TRUSTEES
The committee is responsible for approving the budget for the year, approving
signatories to the bank accounts, appointments of staff where not delegated to the Director.
Receiving reports from the Management Team on areas of concern. Approving exceptional items
of expenditure. Monitoring the financial position based on monthly reports, with advice from the
Director. Approving the annual accounts, auditors report and appointment.
ROLE OF FINANCIAL CONTROLLER
The Financial Controller is the lead person for processing all changes and exceptional items,
and will assist the Treasurer in any financial matter connected with the organisation.
The Financial Controller will ensure that adequate security precautions are taken to safeguard
financial and other assets.

49

SALES AND DISRIBUTION CONTROL

HCLs micro vertical approach ensures a meaningful, best in class

solution to meet the business requirements of insurance companies. Our unique approach
helps us leverage our deep domain expertise, extensive product partnerships and in-house IP
based product offerings to provide effective solution to customer needs. HCL has executed
large projects in the sales and distribution space which span across Life and P&C Insurance.
HCL offers a broad range of solutions in distribution and channel management
from full project ownership to providing critical solution accelerators. HCL offerings in
distribution space gets further strengthened by its newly developed web-based front-end
extranet solution, Insure face that connects the P&C Insurance carriers with their users at
enterprise level. The solution enables the carrier agents with centralized access to all of the
business information, service applications and tools that they need in order to conduct
business in the most efficient and simplest manner possible.
CHANNEL AUTOMATION
HCLs channel automation is a versatile offering that acts as a Single point of
Entry for the entire client servicing as well as self servicing needs of a Producer. Breadth of
functionality offered by our solution necessitates a business transformation from a series of
hand-offs to an end to end customer servicing at the point of sale.
1. Client Servicing
2. New Business Management
3. Policy bind and Issuance
4. Policy Servicing
5. Renewal Processing
6. Claims Submission and Status Check
7. Premium Billing and Collection
8. Enquiry Services
9. Self Servicing
10. Sales Support (Marketing and Product Information)
11. Lead Management
12. Commissions Management
13. Client Management

50

HCLs "Channel Automation" solution automates the entire client and self
servicing requirements of a Producer that can be completed anytime, anywhere. HCLs strategy
of turning business challenges into business advantages in the specific domain has proved its
competence in the space. The following are the key factors in the distribution environment:
1.
2.
3.
4.

Makes you easier to do business with:

Speed Automation, turnaround time, downloading
Reach Anywhere access, synchronization
Flexibility White labeling, partner-specific experience, customizability

51

PART III

52

SWOT ANALYSIS

STRENGTH
1
2
3
4
5
6
7
8
9
10
11
12
13

Wide range of products and services like Bpos software services, infrastructure management
which cater into both large and medium size.
Global coverage in countries like us,Europe,japan etc
Support sales activities by understanding the customer business better.
Keep up to date on what competitors are doing.
Ability to understand customer's business and offer right technology.
Long standing relationship with customers.
Pan India support & service infrastructure.
Best-vale-for-money offerings.
They understand the business of the customer and provide the apt technology to them
They have a long committed relationship with their customers
The support provided by the company is pan India
Customers get their value for money
They are the leaders in technology
WEAKNESS

1
2
3
4
5
6

Loss project in continuation

Total asset turnover is one of the week of hcl,as they has always failed to materialize its asset
in right direction
Lack of innovation and distribution network especially in case of laptops has reflected HCLs
weakness.
Dependence of mature market
Lack of scale
HCL has dipped 5% at Rs 36.85 on reporting 83% year-on-year drop in consolidated net
profit at Rs 2 crore for the fourth quarter ended June 30,2012, due to rupee depreciation and
rise in input costs.
The computer hardware company was in net losses for the last three quarters, reported net
profit of Rs 11.5 crore in corresponding period last year. However, its revenue was up 3% at
Rs 2,726 crore during the quarter compared with Rs 2,639 crore in a year-ago period.
"A challenging economic environment, coupled with issues like the rupee's depreciation,
slow movement in contracts under execution and a rise in input costs due to natural
calamities impacted business in the last financial year," Chief Executive Harsh Chitale said
in a statement.
The stock opened at Rs 38.20 and hit a 52-week low of Rs 36.80 on the BSE. A combined
around 60,000 shares have changed hands on the counter in opening deals.
53

OPPORTUNITIES
1
2
3
4
5

Acquisition
Key opportunities lies in the countries like Eastern Europe and Asia Pacific region
Mid market segment is the opportunity area as against 200 companies
Opportunity of doing better on return on equity by beating satyam.
HCL believe in empowering people to help achieve their goals goals that are achieved by
the coming together of talent and innovation, powered by ownership and freedom to
experiment, leading to tremendous growth and gains for the individual and the organisation.
HCL pride them in being a pioneer in creating the Indian IT Industry, by pioneering the
creation of the people for the industry. HCL, HR philosophy is beyond HR Practices and
Systems, where we are ceaselessly creating the HCL Family, whose DNA is Pride,
Passion, Performance and People, with an inexhaustible Spirit of Entrepreneurship
THREATS

1
2
3
4
5
6
7

The ban of outsourcing from India due to new regulations from US

Depreciation in quarterly sale lead to loss of market share and product Depreciation
Small players and manufactures are trying to enter into the segment where they can provide
much cheaper product than HCL.which will be a rising competition to share.
Intense competitions
Immigration restriction
Anti outsourcing legislation
The threats to HCL are mainly from its competitors. Some of the major companies that
compete with HCL include Wipro, Siemens, and Dell etc. Wipro being one of the top IT
companies in India gives a stiff competition to HCL in various sectors. There has been equal
competition from Siemens.

54

PESTEL ANALYSIS
POLITICAL
1

2
3

Tax rate in India for the hardware sectors is 20% to 30% plus which create obvious
possibilities for the further reform and faster growth 10year special economic zones program
and tariffs change to promote the hardware production.
26 new projects as a part of a national government plan.
Tax initiative by government to ask state government to fix VAT at 4% in the hope of
attracting investors
ECONOMIC

1
2
3
4
5

In last 18 months there is growth in sales in pcs and computer hardware, mainly due to
lower price.
The trade cycle rotation there will be a possible slowdown in demand.
IT plays a important role in bringing 50% of rural house hold to the banking.
IBM,Dell,Lenovo has announced new investment to expand capacity
HCL Infosystems also makes its own branded computers including laptops, desktops and
tablets. The company decided in June to streamline its computer products business into a
separate wholly owned subsidiary.
HCL Infosystems which has just entered into a Rs 2200 crore contract with the Indian
government to manage its UID database, would run into trouble if it sold off stake in the
company to a Chinese vendor.
HCL Corporation is the single largest promoter with 42.85 per cent stake. For the quarter
ended June 30, HCL Infosystems reported consolidated profit of Rs 20 million compared
with Rs 115 million a year earlier. Sales for the quarter rose to Rs 27.2 billion from Rs 26.2
billion.
SOCIAL

1
2
3
4
5
6

Age distribution 45% of the population is under 25.

Regional imbalance and low income.
Inward investment can lead to better job opportunities.
IBM,Wipro and Infosys recruit 15000-20000 graduate each year.
A business practice varies region ways.
IT services provider announces initiative aimed at creating Local Gen Y Employment,
Catalyzing Innovation and skill development through collaboration with Local Communities,
Educational Institutions, Governments, Customers and Partners
Announces 10,000 local jobs in US and Europe in the next five years.

55

TECHNOLOGY
1
2
3
4

5
6
7
8
9
10
11
12
13
14

Plans by AMD to set up the countries 1 chip fabrication to stimulate local production and
lower prices.
Multimedia features and entertainment to bring Bollywood among the masses.
Lenovo to build in TV tuner cards capable of connecting to a TV antenna.
Outcome-based pricing, multi-service delivery and the creation of new services like Remote
Infrastructure Management and Enterprise Transformation Services are some of these
innovative strategies which help companies stay steps ahead.
A first of its kind laptop in India, loaded with never before features like 8GB RAM and 500
GB storage
Powered by the latest Intel Centrino 2 technology
Is Designed for Indian Conditions with Advanced Thermal Engineering Technology
Energy Star 4.0 compliant with Category A certification
HCL Laptop Z39 consumes less than 1.7W of energy in sleep mode and below 1W in standby mode resulting in lesser power consumption
HCL announces launch HCL Touch, new benchmark for Laptop service & support
24x7 Round the clock anytime, anywhere service
Announces 20 Company owned HCL Touch outlets in West Bengal
Offers Lifetime telephonic support to Laptop customers
HCL Laptops Z39 available nationwide at Rs. 59, 990/ENVIRONMENTAL FACTOR

1
2
3
4
5
6
7
8
9

Environmental factors include the weather and climate change.

Changes in temperature can impact on many industries including farming, tourism and
insurance, it will affect the share value of the firm.
The growing desire to protect the environment is having an impact on many industries.
Meet or exceed applicable legal requirements;
Proactively reduce occupational injury and illness risks, and promote employee health and
well-being;
Aggressively pursue pollution prevention, energy conservation and waste reduction in our
operations;
Design and manufacture our products to be safe to use and to minimize their environmental
impact;
Share information with our customers on environmentally responsible end-of-life
management services for HCL products;
Require our suppliers to conduct their operations in a socially and environmentally
responsible manner.
56

10 Use an Environmental Management System approach to establish goals, implement

programs, monitor technology and environmental management practices, evaluate progress,
and continually improve environmental performance.
11 Foster a culture of environmental responsibility among employees and management.
12 Harness energy conservation in our operations and products and reduce carbon footprint
13 Proactively address chemicals phase-out through a chemical policy and initiate a program for
end-of the life product management as its individual responsibility

LEGAL FACTOR
These are related to the legal environment in which firms operate. In recent years in India
there have been many significant legal changes that have affected firms' behavior. The firm
has to obey the legal procedures; it will differ according to the nature of the firm

57

CORPORATE SOCIAL RESPONSIBILITY

The employees are the real value creators who can make a difference not only to the
organization, but their collective effort can change society itself. HCL commitment is to
make a positive difference is not about a one-off initiative but a sustained effort to make a
visible change to peoples lives.
HCL spent more than 25,000 person hours on outreach programs covering children,
women, disabled and the economically less privileged in the areas of education, health,
hygiene, counseling, coaching and infrastructure such as shelter and sanitation facilities.
The employee volunteers were led by our Community Service Council members (CSC) to
become catalysts for social change.
The projects were identified by the CSC in consultation with NGOs and beneficiaries.

58

PART IV

59

OUTSTANDING PERFORMANCE

AWARDS & ACCOLADES

HCL Infosystems has been acknowledged and rewarded for its support, innovative products
and solutions and dedication countless times. Listed below is an up to date list of rewards and
recognitions that HCL Infosystems has won till date.
Hcl infosystems ranked 1 for IT services in DQ-CMR CSA 2011
HCL Digischool wins Best ICT content for K 12 Education at national education award
presented by star news.
HCL digi campus wins Best Technology based solution for higher education institutesat
the national education awards presented by star news
HCL institute management system awarded the best cloud based education Institute
management system, at the B-school excellence awards 2012
HCL learning wins the 7th India jury Award for the Best Open and Distance Learning
practices in Higher Education

60

FUTURE PLANS

HCL Technologies and VMware enter into next level of Strategic Alliance
HCL has signed an engagement with Xerox for end-to-end product engineering services.
Epicor and HCL Technologies Sign Long-term Strategic Partnership
Dex One and HCL Technologies to optimize digital platform development
HCL partners with Trintech to improve clients Record to Report processes
Prime Minster John Key witnesses new signing between HCL & Finzsoft
SERVICE INNOVATION at HCL
Eli Lilly and HCL announce unique collaboration to change new ideas to reality
HCL AXON delivers Crew Management Solution for SAP Transportation customers with
Initial Release of iCREW to CN
NEW at HCL
HCL Technologies wins the HP Alliance ONE Partner of the Year Award
HCL ISD's customer Energy Future Holdings wins Computerworld Laureate 2011
Recognition
HCL becomes first global IT Services Company to Join Advanced Message Queuing
Protocol (AMQP) Working Group

61

CONCLUSION

HCL has successfully achieved their objective of getting the potential customers through
promotional activities and also to boost the sale.
The promotional activity was helpful to know the customers perception towards HCL by getting
information from promotion.
The customers came to know about HCL products/services and its benefits through promotional
activities which seemed to be the key factor to achieve the prospective customers.
Most of the respondents believe in brand name and good configuration. As such many of them
are attracted to the HCL brand. Moreover, the existing users of HCL are found to be satisfied
from the features as well as accessibility of the laptops/desktops.
After this organization study, it was founded that HCL is sharing a good reputation in the market.
HCL laptop/desktop users are satisfied with HCL.
The organization study at HCL Infosystems has provided valuable information for me as a
Management student.

62

BIBLIOGRAPHY

www.hclinfosystems.com
www.hclstore.com
www.hcl.in
Company magazines

63