Enterprise Risk Management at Infosys|Enterprise Risk Management|Case Study|Case Studies

Enterprise Risk Management at Infosys

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Case Details:

Case Code : ERMT-006
Case Length : 15 Pages
Period : 2003
Pub Date : 2003
Teaching Note :Not Available
Organization : Toyota
Industry : Auto and Ancillaries
Countries : Global

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Risk identification Contd...

Legal and Statutory Risks

Contractual Lliabilities

Infosys had an elaborate review and documentation process for contracts. The company evaluated the legal risks involved in a contract and ascertained its legal responsibilities under the applicable laws of the contract. Infosys restricted its liabilities under the contract and covered the risks involved to the extent possible. Infosys had also taken sufficient insurance cover abroad to cover possible liabilities arising out of non-performance of contracts. The management reviewed this on a continuous basis and took corrective action. In general, Infosys did not enter into contracts that had open-ended legal obligations...

Enterprise Risk Management | Case Study in Management, Operations, Strategies, Enterprise Risk Management, Case Studies

Human Resources Risks

Manpower Development
Infosys considered people to be its key resource. The company had attempted to create a favorable work environment that encouraged innovation and rewarded merit. The company had developed a strong reputation for attracting engineers from India's most famous campuses.

Employees seemed to trust Infosys, as it did not sack any employee even during the peak of the IT slowdown. People were kept on the 'bench' for months but none were sacked. Infosys' attrition rate in 2002 was only 7.6% in an industry noted for high employee turnover...

Operational Risks

Infosys believed risk management processes at the operational level were a key requirement for reducing uncertainty in delivering high-quality software solutions to clients within budgeted time and cost. Infosys used quality models such as the Software Engineering Institute's Capability Maturity Model (SEI-CMM) to ensure that risks were identified and measures taken to mitigate them at the project planning stage. Infosys' software development processes received Level 5 CMM certification. Only a few companies in the world had achieved this distinction. Infosys had guidelines for project leaders and module leaders on how risks could be identified and mitigated...

Financial Risks

Foreign Currency Rate Fluctuations
Infosys derived its revenues from 31 countries around the world. 87.7% of revenues in fiscal 2002 were dollar-denominated. All contracts were denominated in internationally tradable currencies. Infosys believed its exposure to local currencies, that were not tradable or which might depreciate sharply, was minimal...


Exhibit I: InfosysBusiness Segment Contribution to Revenues
Exhibit II: InfosysClient Concentration
Exhibit III: InfosysGeographical Concentration
Exhibit IV: InfosysProportion of Revenues from Various Domains
Exhibit V: InfosysCustomer Classification within the Telecom Segment
Exhibit VI: InfosysAttrition Rates
Exhibit VII: InfosysDepreciation Expense and Software expense as a Proportion of Revenues (Indian GAAP)
Exhibit VIII: InfosysTechnology Related Data
Exhibit IX: InfosysForeign Currency Receipts and Payments
Exhibit X: InfosysLiquidity Position of Infosys based on Indian GAAP
Exhibit XI: InfosysUsing Systems & Processes to Manage Risk
Exhibit XII: An interview with Nandan M Nilekani, CEO, Infosys


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