THE COMPANY

Dell Inc. is a trusted and diversified information-technology supplier and partner, and sells a comprehensive portfolio of products and services directly to customers worldwide. Dell's climb to market leadership is the result of a persistent focus on delivering the best possible customer experience by directly selling standards-based computing products and services. Revenue for the last four quarters totaled $52.8 billion and the company employs approximately 61,400 team members around the globe.

Dell was founded in 1984 by Michael Dell, the computer industry's longest-tenured chief executive officer, on a simple concept: that by selling computer systems directly to customers, Dell could best understand their needs and efficiently provide the most effective computing solutions to meet those needs. This direct business model eliminates retailers that add unnecessary time and cost, or can diminish Dell's understanding of customer expectations. The direct model allows the company to build every system to order and offer customers powerful, richly-configured systems at competitive prices. Dell also introduces the latest relevant technology much more quickly than companies with slow-moving, indirect distribution channels, turning over inventory every four days on average.

The Dell Effect

For more than 20 years, Dell has revolutionized the industry to make computing accessible to customers around the globe, including businesses, institutional organizations and individual consumers. Because of Dell's direct model—and the industry's response to it—information technology is more powerful, easier to use and more affordable, giving customers the opportunity to take advantage of powerful new tools to improve their businesses and personal lives.

Dell has demonstrated this effect time and again as it enters new, standardized product categories, such as network servers, workstations, mobility products, printers and other electronic accessories. Nearly one out of every five standards-based computer system sold in the world today is a Dell. This global reach indicates our direct approach is relevant across product lines, regions and customer segments.

Balancing Liquidity, Profitability and Growth

Dell's high return to shareholders has been the result of a focused effort over time to balance growth with profitability and liquidity. Dell has consistently led its largest competitors in each of those categories.

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The Dell Mission

“To be the most successful technology company in the world at delivering the

best customer experience in the markets we serve.”

The DIS India Mission

“To Make DIS India a leader in the customer services arena by providing

world- class customer experience profitably.”

“ONE CUSTOMER AT A TIME, EVERY TIME”

Dell’s Business Vision

“Grow revenue to $80B by FY07”

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COMPANY PROFILE

PROMOTERS

Mr. Michael Dell: Chairman of the Board

Michael Dell, born in February 1965, is the Chairman of the Board of Directors of Dell, the company he founded in 1984 with $1,000 and an unprecedented idea - to build relationships directly with customers. Dell is a trusted and diversified information-technology supplier and partner that sell a comprehensive portfolio of products and services directly to customers worldwide, including many of the companies on the Fortune 500.

In 1992, Mr. Dell became the youngest CEO ever to earn a ranking on the Fortune 500 and Dell is now recognized by Fortune magazine as America's most admired company and No. 3 globally.

He serves on the Foundation Board of the World Economic Forum, the executive committee of the International Business Council and is a member of the U.S. Business Council. Mr. Dell also serves on the U.S. President's Council of Advisors on Science and Technology and the governing board of the Indian School of Business in Hyderabad, India.

Mr. Kevin Robbins: President and Chief Executive Officer

Mr. Kevin B. Rollins is the President and CEO of Dell. Prior to becoming CEO in July 2004, Mr. Rollins served as president and COO, vice chairman, and president of Dell Americas.

The company employs approximately 61,400 team members’ worldwide and reported revenues of $52.8 billion for the past four quarters. Before joining Dell in April 1996, Mr. Rollins was vice president and partner of Bain & Co. management consultants. While with Bain, he developed strategies around the direct selling of computer systems and services that helped propel Dell into its current global leadership position.

INDUSRTY PROFILE

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List of Competitors

PC: Apple

SOFTWARE & PERIPHERALS:

Consumer Electronics: hp, SONY, Apple

PC Accessories: CDW

Printing and Imaging: hp, EPSON, Canon

ENTERPRISE:

Networking: 3Com, Nortel, Juniper, ENTERASYS, Cisco Systems

Storage: Hitachi, EMC2, X10tech

Server: hp, Sun

SERVICES: Accenture, EDS

OTHER MAJOR COMPETITORS:

Hp, IBM, Acer, Fujitsu, Siemens, NEC, Lenovo

PRODUCTS AND SERVICES OFFERED

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PRODUCTS

Servers

Dell's standards-based Power Edge line of servers is designed to provide customers affordable performance, reliability, and scalability.

Options include high performance rack and tower servers for enterprise customers and aggressively priced tower servers for small organizations and workgroups/remote locations.

Storage

Dell/EMC and Dell's Power Vault lines of storage products offer customers a comprehensive portfolio of cost-effective hardware and software products to store, serve and protect customer data. The portfolio includes external storage, tape backup products, network attached storage, fiber channel arrays, storage area networks, and rack solutions.

Printing and Imaging Systems

Dell features a wide array of Dell-branded printers, from photo printers for consumers to large multifunction lasers for corporate workgroups. The Dell printer product line is focused on making printing easier to buy, own, and use. All Dell printers feature the Dell Ink Management System or Dell Toner Management System, which simplify the supplies purchasing process by displaying ink or toner levels on the status window during every print job and proactively prompting users to order replacement cartridges directly from Dell.

Workstations

Dell Precision desktop and mobile workstations are intended for professional users who demand exceptional performance to run sophisticated applications, such as three-dimensional computer-aided design, digital content creation, geographic information systems, computer animation, software development and financial analysis.

Notebook Computers

Dell offers two lines of notebook computer systems. The Latitude line is designed to address a wide range of business and organizational needs, including powerful

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performance, portability, and flexibility. Latitude offerings range from wireless-ready, highly expandable full-featured models to thin, light ultra-portable models. The Inspiron line is targeted to customers who require high-performance computer systems at aggressive prices. Typical customers are individuals or small-to-medium sized businesses that require optimum performance for their investment.

Desktop Computers

Dell customers can select from two lines of desktop computer systems.

The OptiPlex line is designed for corporate, institutional and small business customers who demand highly-reliable, stable, manageable and easily serviced systems within networked environments.

The Dimension line is designed for small businesses and home users requiring fast technology turns and high-performance computing. The Dimension product line typically features the latest high-performance components.

Networking Products

Dell's Power Connect switches connect computers and servers in small- to medium-sized networks. Power Connect products offer customers enterprise-class features and reliability at a low cost.

Software and Peripheral Products

Dell offers a multitude of competitively priced software and peripheral products, including software, monitors, printers, handhelds, notebook accessories, networking and wireless products, memory, digital cameras, projectors and scanners. The company also offers several new Dell peripheral products, including plasma TVs, the Dell Digital Jukebox MP3 player and Axim handheld.

SERVICES

Managed Services

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Dell's wide range of IT management services allow customers to lower annual service costs and enhance performance without sacrificing control of their systems. Dell Manage Services assists customers in planning, deployment, maintenance, asset management, on-site field services and other related services.

Professional Services

Dell Professional Services help businesses utilize emerging technology, enhance efficiencies, reduce business risk and maximize return on technology investment. Using its expertise and best practices in technology consulting, application development, solutions integration, and infrastructure design, Dell designs, develops and implements end-to-end technology solutions.

Deployment Services

Dell's deployment services are designed to rapidly configure and deploy Dell systems and products into IT environments. Dell's custom factory integration services allow customers to configure systems to meet their specific hardware and software needs. Additional deployment services include asset management and recovery services, custom delivery services, installation services, managed deployment services and image management services.

Support Services

Dell offers a variety of customized services and support programs tailored to meet specific customer requirements. Customers can select from four tiers of service levels through Enterprise Support for server and storage systems. Additionally, the company provides a limited warranty for all computer systems and offers 24 hour telephone and online technical support. Warranty upgrades and services such as Complete Care accidental damage protection, At Home Service for technical support and Express Tech Support, give customers priority access to Dell's technical support team.

Training and Certification Services

Dell's training and certification programs appeal to businesses and consumers worldwide. The company's online training programs feature more than 1,200 courses for consumer,

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business and IT professionals. The courses are designed for all skill levels and range from personal finance to business productivity to IT certification. On-site service is provided by independent third-party service providers. Dell, the Dell logo, Dell Ink Management System, Dell Toner Management System, Power Edge, Power Vault, Power Connect, Dell Precision, Inspiron, Latitude, OptiPlex, Dimension, Axim and Premier Dell.com are trademarks of Dell Inc. Microsoft and Windows are trademarks of Microsoft Corp., Intel is a trademark of Intel Corp. and EMC is a trademark of EMC Corp.

VAROIUS SEGMENTS OF DIS, INDIA

DELL INTERNATIONAL SERVICES, INDIA

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Customer Care Since Nov 2002

Sales

Since Oct 2002

Dell Financial Services Since Nov. 2002

DGFS

Oct 2002

GDC April 2002

Product Group

1. Customer Care:

The India Center has been in operations since 11-Nov-2002

Pre- Sales Issues: (Mrkt and Adver issues): Coupons, Dell gift cards, Rebate promo, and price protection

• Order Assembly issues: Missing, wrong or damaged Items in Order. Production delays inquiries, compensations, cancellations.

• Order delivery and Receive: Delivery status, freight issues, Invoice and packing slips, tracking packages. Returns.

• Sales Order Processing: Cancellation, change or add or delete item on order, order verification, ship to address.

• Post Delivery Support: Returns, Exchange, Mail In rebate, Concessions etc. One point contact for every dept queries like (DFS,DPA, Sales, Tech support, DSP's. Carriers) Issuing Credit concession, products or Coupons.

2. Sales:

The India Center has been in operations since Oct-2002 Sales has 3 lines of business:

1. Imaging : The imaging team provides sales support for Cartridges & Toners2. E-Order: The DIS E-Order team provides sales supports to the US Online Small &

Medium Business segment.

3. ANZ- BSD: The ANZ-BSD team provides sales support for all Dell Products.

3. Dell Financial Services:

The India Center has been in operations since Nov-2002

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Dell Financial Services (Bangalore) supports 2 lines of business:

• Dell Preferred Account• End Of Lease Transaction

Dell Preferred Account:

Support inbound customer services for a specific B to C (Business to Consumers) portfolio.

This business unit is a private labeled credit card, which the Dell Preferred Customers could use, to procure Dell equipment, worth the credit limit on the a/c. In other words, it is a "Dell Credit Card

End Of Lease Transaction:

• Return the leased systems.• Buy the leased systems.

• Renew the lease contract.

4. Dell Global Financial Services:

The India Center has been in operation since 28th October 2002.

• Financial Transactional Processing• Accounts Receivables

• Revenue Adjustment

• Fraud Prevention

• Collections

• Asset Recovery Business

• Dell Financial Services (Commercial)

• Credit Analysis and Order Processing activities for the US, Canada, EMEA and ANZ regions.

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5. Global Development Center

GDC Operates 2 centers in India and Brazil. The India Center has been in operation since April 2002.

– Achieved CMM Level 2 in July 2003– Tracking to 95%+ on time project delivery

– Providing IT development and testing services to every segment

• Sales & Marketing

• Worldwide Operations (Manufacturing, Logistics & Distribution)

• Corporate Functions (Finance etc.)

• Data Warehouse

– Providing IT development and testing services to every region

• Americas

• EMEA

• APJ

6. Product Group – Enabling Product Leadership

Dell drives standards in the industry. Using standardized components and products from strategic partners allows Dell to deliver superior functionality, performance and value to our customers

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Standards Based Technology

This strategy is consistent with a recurring trend in the IT industry – over time, technology standardizes. As technology develops it moves along a continuum from purely proprietary to full commodity. Standardization increases volume and lowers costs because:• Proprietary technology requires heavy investment, typically by a single vendor, which increases its cost• Commodity technologies have greater volume to subsidize the R&D, which lowers cost.

Proprietary technology has advantages, but its disadvantages typically include high prices, single source support, and narrow development – all of which add up to vendor lock-in and lack of choice for customers.

Dell is a driving force in pushing technology along this curve and making it more affordable to the masses. The Dell approach is unique – others seek to resist this standardization while Dell embraces it and seeks to compete on the operational efficiencies of the direct model – not the extent to which we can lock our customers into our proprietary solution.

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ORGANIZATIONAL STRUCTURE OFFICE OF CEO

Michael Dell Kevin Rollins CORPORATE/ SUPPORT FUNCTIONS

Corporate Marketing

Corp Strategy

Investor Relations

Finance I/T Legal Chief Ethics Officer

Human Resources and security

Corp Comm.

WW procure- ment

Mike George

Colin Buechler

Lynn A. Tyson

Jim Schneider

Randy Mott

Tom Green

Thurmond Woodard

Paul McKinnon

Elizabeth Allen

Martin Garvin & Glenn Neland

US CONSUMER

DIS AMERICAS

John Hamlin

Chip Saunders

Customer Experience

SMB Software & Peripherals

Americas Interntnl

Public Corporate Business

Consumer Solution Center Sean Erickson

Global Solution CenterBert Quintana

Karen Quintos

Frank Muehleman

Scott O’ Hare

Lawrence Pertland

Brian Wood

Steve Felice

Americas Manufacturing

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Dell’s research

focus

Other companies’

research focus

Mr. Dick Hunter

Operations Fulfillment Product Eng.& Quality Demand Supply Planning

America’s Services Mr. Gary Cotshott

PRODUCT GROUPMr. John Medica Mr. Jeff Clark

Inspiron

(Notebook)

Dimension

(Desktop)

Latitude

(Notebook)

OptiPlex

(Desktop)

Precision

(Work Station)

Imaging& Printer

Power Edge(Servers)

Power Vault(Storage)

Power Connect

International Region

EMEA Asia Pacific

Paul Bell Bill Emilio

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DIS INDIA- ORGANIZATION CHART

ROMI MALHOTRA - VP, DIS IndiaJaydeepPradhan,

Dir. Hydbad Contact Center

Ganesh Lakshminarayanan

Dir, Bangalore Contact Center

George John

Mgr, BPI

Vivek Mathur,

Dir. Strategy

Sandeep Suri

Dir. Mohali Contact Center

Sairam jayaraman

Dir. GDC

Rai Venkaty

Dir. Finance

K.S Narahari

Dir. Comm

Nanda -Kumar S

Legal

Vinay Chawla

Dir. IT

VivekMaansingh

Dir. PGHarish Bhosle

DirGFS

Vijay Bhardwaj

Dir. HR

Vinay Verma

Dir. Facilities

Sanjay Shah

Dir. CCOD

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DELL FINANCIALS

Dell is on a Path to Double Revenue in 5 Years

FY ’02

FY’04 FY’05 FY’07

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$31.5B

$41.4B

$49.2B

$62B

REVENUE

YEAR

16

Highlights of Dell’s Stock History

Date Event Per Share Price Pre Split Stock Price

June 22, 1988 Initial Public Offering $8.50 --

April 9, 1992 Three-for-Two Split 25.81 38.72

October 27, 1995 Two-for-One Split 45.00 135.00

December 6, 1996 Two-for-One Split 56.75 340.50

July 25, 1997 Two-for-One Split 81.50 978.00

March 6, 1998 Two-for-One Split 69.25 1,662.00

September 4, 1998 Two-for-One Split 54.75 2,628.00

March 5, 1999 Two-for-One Split 43.03 4,131.00

July 29, 2005 Close of Last Quarter 40.47 3,885.12

Dell’s Market Share for Various Products

Product Segment Spending Segment Growth Dell Market Share

PC $160 billion Low 18%

Server $40 billion Medium 14%

Storage $25 billion Medium 6%

Services $335 billion Low 1%

Software& Peripherals $413 billion High 3%

Networking $29 billion Medium <1%

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A COMPARISON OF THE BIG B’s

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DELL’S DIRECT MODEL

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DELL

IBM

HPQ

EPS comparison $0.29 3rd $1.55 1st $0.30 2nd

ROIC comparison Infinite 1st 58% 2nd 41% 3rd

Operating Income Comparison

Operating expenses Comparison

9%

10%

2nd

1st

16%

23%

1st

3rd

7%

18%

3rd

2nd

Cash Comparison :

Days sales outstanding

+Days sales Inventory

-Days Payable Outstanding

32

+3

-70

1st

43

+21

-48

2nd

38

+40

-43

3rd

Net Cash Conversion Cycle -35 16 35

Gross margin comparison 18% 3rd 38% 1st 25% 2nd

Revenue growth comparison 18% 1st 9% 2nd 9% 3rd

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Suppliers DELL Customers

Direct Relationship

Most Efficient Path to Customer

Single Point of Accountability

Build to Order

Low Cost Leader

Standard Based Technology

Best Value

Customized Systems

Superior, tailored service & support

High Quality & Most relevant technology

Product & services those are easy

To buy and use

Customer Experience

With its singular focus on the customer, the model takes five basic tenets and creates a unique way of buying and selling technology. That not only sets Dell apart, it means that the customer experience is revolutionary

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DELL DIRECT MODEL

20

The five tenets of the model are:

1. Most Efficient Path to the Customer

Dell believes that the most efficient path to the customer is through a direct Relationship, with no intermediaries to add confusion and cost. They are organized around groups of customers with similar needs. This allows their teams to understand the specific needs of specific customers - without customer needs being "translated" by inefficient resellers and middlemen.

2. Single Point of Accountability

Dell recognizes that technology can be complex, so it works to keep things easy for its customers. They make Dell the single point of accountability so that resources necessary to meet customer needs can be easily marshaled in support of complex challenges. Their customers tell them they want streamlined and fast access to the right resources; direct provides just that.

3. Build-to-Order

Dell provides customers exactly what they want in their computer systems through easy custom configuration and ordering. Build-to-order means that it doesn’t maintain months of aging and expensive inventory. As a result, it typically provides its customers with the best pricing and latest technology for features they really want.

4. Low-Cost Leader

Dell focuses resources on what matters to its customers. With a highly efficient supply chain and manufacturing organization, a concentration on standards-based technology developed collaboratively with its industry partners, and a dedication to reducing costs through business process improvements, it consistently provide its customers with superior value.

5. Standards-Based Technology

Dell believes that standard technology is the key to providing its customers with relevant, high-value products and services. Focusing on standards gives customers the benefit of extensive research and development from Dell and an entire industry - not from just a single company. Unlike proprietary technologies, standards give customers flexibility and choice

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Employment Conditions:

Training and Probation:

Trainees hired by DIS will be considered in training for a period of six months. Upon successful completion of training, the management, at its discretion, may offer employment to the trainee in the Company by issuing a fresh letter of appointment.

Work Rules:

All employees in Bangalore are required to work on an 8-hour shift (which includes a one hour break) five days a week. The scheduling of the various shifts is subject to change depending on the service delivery requirements. Any change in the shift timings shall be intimated to the concerned employees in advance.

Business Conduct:

Improper business conduct violates integrity, can lead to misuse of resources and can result in sever penalties/damage for employees and the company. All employees must be aware of Dell’s Code of Conduct.

Employees must not engage in situations where they:

Are in violation of laws of any country; Are in violation of the Code of Conduct or any other corporate policies;

Engage in dishonest or fraudulent behavior;

Have or appear to have acted in an unethical manner;

Have or appear to have a conflict of interest; or

Engage in any trade or business which is in conflict with the business of the organization.

All employees are responsible for reporting any instances of non-compliance and are

encouraged to direct business conduct issues and concerns to the Ethics Office

representative for India or to their immediate manager.

Attendance:Dell expects that all employees will maintain consistent and reliable attendance. An Employee's attendance is one of the factors considered in performance reviews, transfers, and promotions. Leave, Late Arrival, Early Departure, Unexcused Absence/ No Call are strictly prohibited

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Time Away from Work:

Types of Leave: The leave eligibility is calculated on the basis that the leave year is April to March.

Annual leave with pay- A total annual leave of 13 days in a leave year are permissible. If an Employee does not in any one leave year take all of the annual leave to which the employee is entitled to, then, any unused leave will be rolled over and can be used during the following leave year. However the total accumulated number of days carried over shall not exceed 30 days. An employee is entitled to en cash up to 10 days of unused annual leave in each leave year, in lieu of roll over. Encashment will be paid to the employee in the month of April of the following leave year and will be computed only on the base salary of the employee

Sick leave and casual leave –

Employees (other than trainees) shall be entitled to leave with pay for a period not exceeding 12 days in a calendar year on the grounds of any sickness or accident sustained by the employee or for any other reasonable cause. In addition to the above, all Employees are entitled to 5 days ex-gratia leave in each leave year, which may be withdrawn or revised at the discretion of the Management dependant on business needs and subject to prior notice to all Employees.

The holidays falling in between any leave period will not be treated as leave. For the purpose of calculation of leave, working days will not include the weekly offs.

Employees desiring to avail leave of absence for three or more days, excluding sick leave, shall submit a leave application to the immediate superior or manager at least two weeks in advance of the date on which the leave is requested. Leave applications need to be submitted at least two days in advance for request of less than three days of leave. The immediate manager or appropriate delegate will review the application and provide a written decision, either refusing or approving the leave of absence within twenty-four hours of receipt of request. If an employee requires an extension of the leave, he shall make an application in writing for that purpose sufficiently in advance to enable Management to communicate its decision in time. No Employee may take leave unless it has been specifically approved in writing.

If an employee is unable to attend duty due to illness or an accident, he shall, as soon as possible (at least two hours prior to start of work schedule), notify his immediate manager. Prior to returning to work, the employee must submit a medical certificate to the immediate manager. If the medical certificate is not acceptable to Management, the employee will need to provide additional documentation to Management and/or appear before a medical officer/ physician approved by the Company for medical examination. The observation and certification of such physician/medical officer is final and binding on the employee. If the employee fails to provide adequate documentation and/or is not approved by the medical officer, the occurrence shall be treated as an unauthorized absence and the employee will be liable for disciplinary action as provided in the Service Rules.

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Maternity leave - Female employees are entitled to maternity leave for a total of 12 week. Six weeks will have to be taken immediately before the anticipated delivery date and six weeks immediately after delivery.

Payroll will maintain an up to date record of each employee’s annual leave and will be made available to employees upon request

Holidays - The National and festival holiday schedule will be published by Management on the Notice Board two months prior to the start of the respective calendar year. The total number of such holidays shall not exceed 10. Management may declare additional holidays in its sole discretion

Notice Period-A employee confirmed in service may terminate employment with the Company by giving one month’s notice in writing or salary in lieu of notice. Management reserves the right to relieve the employee from service even before the expiry of notice period even though there is no such request from the employee. No employee shall be entitled to utilize leave during the notice period, after submitting his resignation, unless otherwise permitted by Management.

Retirement Age-Employees are required to retire from service on attaining the age of 58 years.

Compensation Policy-It is the policy of Dell that the total compensation programs of its employees worldwide should support Dell’s business model by targeting competitive market median based compensation, with above market variable compensation tied directly to key business performance measures. Dell's pay for performance or meritocracy reward systems pay people based on what they contribute to Dell's success rather than on the basis of service or tenure.

Overtime-Employees may be required by Management to work overtime because of business exigencies. However, all overtime hours need prior written approval from an employee’s immediate manager. No employee shall be required to work overtime in excess of 50 hours in a continuous period of three months. Non-managerial employees are eligible to receive overtime at a rate of two times basic and HRA for all hours approved and worked in excess of the standard work schedule.

Smoking, Drug and Alcohol Free WorkplaceWhile the company respects the personal preference of each individual whether or not to smoke, it is the objective of the company to provide a smoke free, comfortable and healthy work environment for all its employees. To this end, smoking in the establishment is not allowed, except in designated smoking areas.Smoking in company arranged vehicles during travel to and from the establishment is prohibited.

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Alcohol and illegal drugs have no place in the workplace and are inconsistent with a safe and productive work environment. With the exception of moderate and prudent alcohol consumption during legitimate business entertainment, Dell employees are prohibited from consuming alcohol or using, possessing or distributing illegal drugs while working, operating Dell property (including company vehicles) traveling in company arranged vehicles or engaging in Dell business. Employees also may not perform work for Dell or operate company vehicles or other equipment while under the influence of alcohol or illegal drugs.

Violence, Threats and WeaponsThe safety of our employees is extremely important to Dell. Dell employees are prohibited from engaging in violence or other deliberate acts intended to harm another person or his/her property. Similarly, Dell employees must not make threatening or menacing comments, or behave in such a way that may

Open Door PolicyOpen communication is a cornerstone of Dell's culture. Dell's direct business model demands straightforward and open communication between Dell, its customers, suppliers, partners, shareholders and other stakeholders. Dell employees deserve no less.Every Dell employee should feel comfortable dealing directly with his or her manager, other members of management, and representatives of the Human Resources department regarding any employment-related issue, or to resolve misunderstandings or conflicts, without fear of harassment or retaliation.The Open Door policy provides employees with a way to resolve a grievance, raise issues of general concern and otherwise have their voices heard. All employees shall be treated with dignity and respect and will not be subject to retaliation, threats or harassment for using the Open Door Policy

Harassment

Unlawful harassment is harassment of an individual because of that individual’s sex, caste, religion, race, descent, place of birth, disability or other legally protected characteristic that is a term or condition of employment. Ordinarily, to constitute unlawful harassment, the conduct must be offensive and unwelcome, and has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile, or offensive working environment.

Dell policy prohibits inappropriate or offensive conduct whether or not it is sufficiently severe to be unlawful harassment.

“Sexual discussions or conduct, and comments or conduct that are discriminatory or offensive on the basis of race, color, religion, national origin, sex (including pregnancy), age, disability, sexual orientation, martial status or any other status protected by law, are inappropriate in the workplace and violate Dell policy even if they do not meet the legal definition of unlawful sexual or other discrimination or harassment.”

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Dell can and does take action to stop inappropriate behavior before it rises to the level of unlawful harassment.

Examples of harassment:

posters/pictures of nudes or semi-nudes off color, sex oriented or racists jokes

symbols offensive to racial or religious groups e.g swastika

persistent staring

sexual innuendoes

unflattering or mocking names based on race, gender etc

graphic or descriptive comments about a person’s body or physical appearance

deliberate touching or cornering

unwelcome advances or flirtation

letters , telephone calls or Email messages of a sexual nature

accessing pornographic material on the internet at work

Types of harassment

Sexual harassment Gender harassment

Non-employee harassment

Off-site harassment

Other discriminatory harassment

E-mail Management:

Dell's e-mail systems will either be provided and managed by or approved by Dell's Information Technology department.

The use of Dell systems and networks to access external web-based or personal e-mail systems or applications is strictly prohibited. Examples of prohibited e-mail systems include hotmail, Yahoo mail, and POP mail.

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E-mail systems within Dell that are not provided by Dell's Information Technology department will comply with Dell's anti-virus, account management and message retention policies.

Do not share your Login ID and Password with your colleague or access using your colleague properties without permission of Dell's IT department, except for Share Mailbox.

All inbound and outbound Internet e-mail will pass through Dell's SMTP mail gateways and/or Exchange Internet Mail Connectors. All other Internet mail traffic will be blocked at Dell's network perimeter.

Appropriate Use of E-mail

Sending (or forwarding) electronic chain letters via Dell e-mail is strictly prohibited.

Auto-reply messages will not be distributed to recipients outside of Dell's

Knowingly sending a computer virus via Dell e-mail is strictly prohibited.

Virus alert notifications to Dell computer users will only originate from a Dell Corporate mailbox such as Corporate Communications, Information Security or Global Messaging.

Sending e-mail messages that are against the code of conduct such as sexually, racially, or otherwise offensive language, text or pictures through Dell e-mail is strictly prohibited.

Confidential information will not be sent via e-mail (internal or external) unless a Global Information Protection approved encryption mechanism is utilized.

Regular checking of your mailbox to ensure Original Company Records are saved in the same location where other Original Company Records are stored, such as a departmental central file, data share, or other archive area and handled via standard Records Management practices and policies.

Messages should be deleted that are not Original Company Records and are no longer needed.

Avoid using "reply to all" function unless it is absolutely necessary for all addressees to receive the message.

The occasional use of Dell e-mail for personal use is permitted provided it is kept to a minimum and does not violate any applicable laws or Dell policies or standards.

Data Confidentiality Policy

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Purpose: In order to effectively and efficiently achieve its business objectives, Dell must ensure that information used in conducting Dell’s business is managed such that:

any disclosure of company information is authorized (Confidentiality), any modification or deletion of company information is authorized (Integrity), and

information is accessible when needed in supporting business operations (Availability).

The mission of Dell’s Information Security program is to protect Dell information from unauthorized modification, disclosure, destruction, or unavailability. To accomplish this, Dell has established policies, standards and guidelines to ensure that company information assets are protected at Dell.

Scope:This policy applies to the following:

all information generated by Dell regardless of its location or status; all information that Dell has a legal or contractual obligation to control (i.e.,

information shared with Dell under non-disclosure agreement); all computing resources owned by Dell, used to process or transport Dell information, or

present at any Dell facilities; all employees or guests while 1) working for Dell, 2) present at Dell facilities, or 3)

when accessing, storing, transporting or processing Dell information.

This policy is globally authoritative and applies to ALL Dell business interests worldwide.

Information Confidentiality:

At Dell, information confidentiality is expressed in one of four classes or classifications (from most restrictive to least restrictive): HIGHLY RESTRICTED, RESTRICTED, INTERNAL USE, or PUBLIC. The first three classifications are considered Confidential and Non-Public information at Dell. Controls required to ensure confidentiality of information are most stringent for information classified HIGHLY RESTRICTED and least stringent for information classified as PUBLIC. Confidentiality relates to the ability to view or distribute information.

Data Protection and Control:

Data custodians must be identified for all systems that process, store or transport Dell information.

Contracts must be in place with third-parties that access, store, process or transport Dell information and must require compliance with this and other Dell information security policies and standards as well as compliance with applicable laws and regulations.

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Additionally, such contracts must ensure Dell’s right to audit for compliance and right to indemnification for third party’s non-compliance.

All applications, systems and networks must enforce the required controls identified below based upon the highest Confidentiality, Integrity and Availability classification of information they process, store, or transport

SWOT ANALYSIS

Strengths

Dell is never out of competitive price position (including promotions) for more than 24 hours.

Dell never compromise time to market on new “in the box” technologies and invest in winning product reviews.

Dell fully leverages and invests in the website to communicate, create demand, and close sales- it is its most important scaling tool.

Consistency in execution and attention to detail every day wins the game for Dell.

Threats

They need to communicate to their stake holders that their leveraged R&D model doesn’t mean that they are not innovative.

Low-cost focus may reduce quality of product, service, and support.

The regional players are able to take advantage of lower costs in developing markets (Globalization)

Opportunities

R&D-Intensive, proprietary products can be disruptive They have a challenge to co-operate the suppliers and R&D investors.

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The convergence of several IT markets and key players might create opportunities to work with former competitors.

Obstacles And Challenges:

To transfer the knowledge and Best practices. To modify their business model for a variety of countries and cultures.

To maintain and grow their employee commitment to the organization.

The convergence of several IT markets and key players might create challenges if they lose partnerships due to shift in competitive strategies.

Acquiring customers is more expensive than retaining them. They focus on retaining the installed base of customers while targeting additional profitable segments for acquisition.

When does Dell enter a market?

They selectively enter new markets that:

Fit their economics-large, profitable, standardizing market Leverages their capabilities

They enter with low R&D investment by:

Forming partnerships with existing players Branding third party products

They layer in new capabilities and offerings over time by:

Taking ownership of the value chain Improving Dell’s margin dollars

Policies:

They don’t drive using the rear-view mirror- the past two months are usually not the best indicator of the next to months.

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PROJECT REPORT

Objective: To determine the Different Employee Benefit Policies Followed by Various BPO’s & ITeS

RESEARCH METHEDOLOGY:

Type of Research Survey Method

Sampling Technique Convenience Sampling

Sample Size Ten

Sample Description The H.R Managers & Employees

of Various BPO’s & ITeS

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Instrumentation Technique Direct Interview

Number of Companies Approached 60

VARIOUS INFRASTRUCTURAL FACILITIES:

Company

Facilities

AXA Customer First

H.P Health Scribe

HTMT i-Gate IBM Mphasis Nipuna Progeon

Cafeteria

Internet Kiosk

Pick Up/Drop

Library

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Meditation, Yoga Room

Dormitories Hydbd

T.T Room

Basket Ball

Gym/ Aerobic Center

Film Room

Day Care Center

Pune

Further Education Policy

AXA Insurance:

No Tie - ups: Axa doesn’t have tie up with any educational institute regarding the further education of its employee.

Reimbursement after completion: The company reimburses the amount after the employee has finished the course

Customer First: No Tie – Ups: Company didn’t seem very interested in further education of

employees. ICFAI had approached them & put their kiosk in the premises as well. No Reimbursement: No Reimbursement policy exists for facilitating further

education.

H.P: Tie Ups with TAPMI & Symbiosis: The Co. has tie-ups with two major institutes

for running MBA course. The Courses are Correspondence Course The company Reimburse either 75% or 50000/-, Which ever is lesser.

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They also have Provision for subsidized Loans.

Health Scribe: The co. doesn’t have any Tie-ups with any Educational Institutes Reimburses only for Executives/Managers, No such provision for all the

employees till now.

HTMT: They have Tie-Ups with IIM’s, XLRI, J.M.Bajaj, and Mahe University. All the programs are Correspondence Program. No Reimbursement: The co. doesn’t reimburse any amount for the employees, it

however provides subsidized Loans.

i-Gate: The company has tie up with ICFAI for their MBA program. The Courses are run through Correspondence Program. They Reimburse 70% of the Course fee.IBM-Daksh (Gurgaon): No Tie-Ups: Company doesn’t have any tie ups No Reimbursement: No Reimbursement policy exists for facilitating further

education.

Mphasis: The Company has Tie up with TAPMI & Symbiosis, Pune- for their MBA

Courses. The Programs are Contact Programs. 100% Reimbursement for the course fee

Nipuna: They have Tie up with I.C.F.A.I. The Programs are Correspondence Program Reimbursement only for Executives, The company doesn’t support all its

employees in further education.

Progeon: Tie up with TAPMI & Symbiosis, Pune The Programs are Contact Program Employees are Reimbursed 100% if they score a First Class in the above

mentioned Courses

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……………………….. What’s Different?..............................

Every Company Surveyed had Something Unique to talk about them. Following is the list of some such feature:

AXA Insurance

This company has a provision of ‘Sabbatical Leave’. The employee is allowed to go out for further studies and come back to join his job later.

They also have ‘Day Care Center’ which is being handled by a third party.

H.P

H.P has a qualified Nutritionist who takes care of the food related health problems & helps the employees set a right diet suiting their work lives.

H.P also facilitates ‘Day Care Centers’ for the young working mothers

Health Scribe

Health Scribe had the Policy of “Induction with Family”. They have discontinued this trend but are thinking of applying it again.

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According to Mr. Vivek Menon of Health Scribe:

“It was becoming quite difficult to manage the large crowd so wehad to discontinue that trend but it definitely was an effective wayof Retention…When the whole family comes & visits the Campuswhere their loved ones are going to work-It develops a personalbond between the company & his Whole Family”

Health Scribe also has a “Work From Home Policy” where in 150 out of its 1950 employees have the flexibility to work directly

HTMT

HTMT has a “Trained Psychiatrist” from NIMHANS, Who counsels the employees not only for their professional but for their personal problems as well.

The company also has a “FUN Committee”, which conducts a lot of fun based activities- to keep the environment of office in the right & Jolly Spirit.

i - Gate

i -Gate has a unique feature of “Monthly Meeting with the C.E.O” of the company, where in Mr. Phanees Murthy comes and meets the employees of the company, hence boosting their morals to a great extent.

i - Gate also has the provision of Paternity Leave, comforting its employees in

their personal front.

Nipuna Services

With the work force of 250 employees, The Company stresses on “Strong Personal Bonding”, to materialize it a number of fun based activities at work are

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organized . Nipuna believe that it not only creates a friendly work environment but helps in retention too.

Constant Communication flow between the employees and their managers is given a lot of stress at Nipuna Services.

The Company provides a 2 day Paternity Leave to the Father employees of the new born babies.

Progeon

Progeon stresses on “Building True Values” in its employees. Special programs are run to develop and make them realize the importance of Moral and Integrity.

The company doesn’t believe in hiding facts – Ms. Kamini Gopinath informed that Infosys declared its attrition rate for last year as 35%. This 35% included those people who cleared the written exam but could not clear the Medical Test - that shows the amount of Transparency in the entire system.

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Summary

BPO is the buzz word today in India. Good work environment, Great benefits, Flexibility of time, Attractive Lifestyle and Additional facilities like Transport are one of the major reasons why People from varied backgrounds are joining this Industry.

In spite of the various benefits associated with BPO industry people are still changing their jobs. Experts in the industry feel that it’s not the money that matters but Lacks of personal life, Higher Education, Physical Strain etc are one of the Major reasons of attrition today.

An individual who has compromised his personal development is bound to develop psychosomatic symptoms such as digestive disorders or erratic behavior on account of lack of rest. Organizations need to monitor such developments as they can usually trigger employee dissent which can be equally infectious.

In other words Lack of Personal Development in the job impacts the employee not only professionally and organizationally but on the Individual front as well.

The BPO Companies operate on a global delivery model which imposes certain challenges for employees in terms of balancing their work with their social lives.

To overcome these Problems various companies are trying out distinct & unique methods, which would not only invigorate the work environment & help the employees maintain their work-life balance but would also enhance and develop them personally.

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Facilities like Day Care/ Crèches are slowly becoming an important part of BPO’s today. The companies with younger crowd (Avg. age 23-24) & nearer location to city still don’t feel the need of crèche facility.

Companies are organizing lots of fun events and cultural activities throughout the

year to maintain the work-life balance. Social events, parties and family days are conducted for celebrations of achievements.

Companies are coming up with gymnasiums, basketball courts, tennis courts, swimming pools and other sports facilities for keeping their bodies fit and healthy- Whether people are actually using these facilities or not is a different point to ponder on.

Companies have come to understand the negative impact of Work- Life Imbalance- not only on the personal life of the employee but also on their Professional performances- Many firms have hence hired Professional Counselors.

Companies are doing anything and every thing possible, to help their employees grow within the organization. ‘Feel at Home’ Concept is the Mantra today. An Employee spends almost 10 out of 24 hrs of the day, working at odd hours, in the office; the companies are hence making sure that the employee feels at home away from home.

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ANNEXETURE

Companies included in the survey

AXA Insurance

Customer First

H.P

Health Scribe

HTMT

i-Gate

IBM-Daksh

Mphasis

Nipuna Services

Progeon

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Source of Data Collection

Primary Data :

Mr. Kannan – HR Manager, Mphasis

Ms Kamini Gopinath- HR Manager, Progeon

Ms Laxmi Krishnamurthy- HR Manager, i-Gate Global Solutions

Mr. Shashi- Employee, i-Gate Global Solutions

Ms Soumya Bhat-HR Manager, AXA Business Services Pvt. Ltd

Mr. Vivek Menon- HR Manager, Health Scribe

Mr. P Ganguly- HR Manager, Hinduja TMT

Mr. Vikram Sathi-HR Manager Nipuna Services

Mr. Rana George- HR Manager, Customer First

Ms Kavita Satish Nayak- Employee, H.P

Mr. Gagan Gill- HR Manager, IBM Daksh, Gurgaon

Excel Sheet of Contacts: P1Contact List.xls

Secondary Data : Websites of the all the companies

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QUESTIONNAIRE

1] What are the different Infrastructural facilities provide by the company?

1. Gym       2. Library       3. Meditation Room      4. Cafeteria       5. Internet Kiosk6. Any other _____________         2] Does the co. provide Day Care Facility for the young babies of working    mothers? Yes ____

No ____

If No, Why?

3] If an employee wants to leave the job temporarily for research work for 1-2 years (SABATICAL LEAVE) is there any provision in the co. for such a leave?

 What is the duration allowed?

4] What are the various over all personality developmental programs run for the Employees?

Program related to Work life balance ____

Program related to Stress Management ____

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Program related to handle attitudinal problem ____

Program related to Promoting Team spirit ____

Any Other Special Program _____________________

 

 

 5] How is co. handling the problem of Monotonous job in BPO Industry?- Is there any provision of job rotation? Yes ____ No ____            6] Is there any provision of Internal Job Posting (IJP)?

   7] Does the company follow "Mobility Policy" i.e. if the spouse is transferred, would the co. b ready to send the employee to the same place?

8] How much importance does the co. give to the Continuous learning of the employee?            i.e.

a) Does it have any sort of affiliation with any Institute? E.g. TAPMI, Symbiosis etc No ____ Yes ____   Kindly mention the course __________ Institute __________ 

            b) Are the programs Contact Program ____ Correspondence Program  ____

c) Does the co. REIMBURSE any amount of money for the further               education program taken up by the Employee?

No ____ Yes ____ How much?

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d) Is there any provision for subsidized loan for further education?    

MY EXPERIENCE & LEARNING

Practical learning is true learning… When one learns things practically, they are bound to stay forever in his mind & heart

Working in a top notch company like Dell was a Good Learning Experience. Apart from an eight weeks project certificate I am taking along a lot of

learning’s with me.

After an initial reluctance regarding my project, I slowly developed a liking towards it. Visiting Various H.R Managers helped build a sense of confidence within me and gave me a lot of professional exposure too.

The experience shared by the HR Managers regarding there companies was as relevant & important as the answers for the questionnaire of the project.

These eight weeks have taught me a professional and systematic way of doing things, and have definitely developed a greater sense of maturity in me.

I would like to thank DIS for giving me this learning opportunity.

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SUGGESTIONS

As far as the Infrastructural Facilities are concerned, DIS already is amongst the best facilitators in the Industry- Dormitories, 24/7 Cafeteria, Gym etc but the facilities like Film Room and Meditation room would certainly be a effective tool for helping the worked out employees relax and entertain.

Day Care is an upcoming an interesting facility, The company can either go for its own facility or can give it to some other firm on contact basis.

Opening a Grocery outlet like food world inside the company would not only avoid the pains of going to market for every small thing but it would also save the time and energy of the employees, which instead would give them more time to spend at home.

Regarding the fitness of the employees, Basket Ball Court as a Sport facility is another good point to be considered.

Some companies included in the survey provide Paternity leave to their male employees, so that they can be with their wives in the crucial moments of their married life-hence giving a personal touch to the employee-company relationship.

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BIBLIOGRAPHY

Organization Behavior by, Robbins

ERM by, Nair & Nair

Websites:

www.dell.com

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