Genpact helps leaders of some of the largest enterprises transform and run their processes and operations, including the very complex and industry-specific. We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and supporting growth.

1. Journey to world-class Financial Planning and Analysis (FP&A) processes

2. PROCESS • ANALYTICS • TECHNOLOGY 2
A Global Business Process Services Leader: Process
Transformation and Outsourcing, Analytics, Technology
We help leaders of some
of the largest enterprises
transform and run
their processes and
operations, including
the very complex and
industry-specific
What
we do
Unbiased, agile combination
of process science, related
technology and analytics limits
upfront costs and enhances
future adaptability
Right critical mass:
• we are large (64,000+ global
staff) but our solutions
appropriately flexible
• our top management is
directly involved in our client
partnerships
How
we do it
Our
impact
We help enterprises to be
more competitive by
becoming more
intelligent: adaptive,
innovative, globally
effective and connected…
…by enabling tighter
management of costs,
risks, regulations,
and supporting growth
The results: US$22B* of impact for 800+ global clients

3. PROCESS • ANALYTICS • TECHNOLOGY 3
Key findings from survey with CFO.com
>50%
Organization
takes more than
3 working weeks
to update their
strategic plan
46%
... of Companies’
actual revenue
performance
varied for more
than 5% of their
revenue forecast
61%
Organizations
that have
centralized their
planning process
at corporate or
group level have
most efficient
processes
72%
Time of finance
professional is
spent on the
overall process of
collecting and
validating data
80%
Companies use
spreadsheets in
one form or
other for financial
planning &
analysis
* * * # #
(*) Genpact CFO Survey
(#) Other CFO Survey results

4. PROCESS • ANALYTICS • TECHNOLOGY 4
Traditional view
Back office function
Provide insights into business
Fragmented across divisions/
departments
No significant role in policy making
Compliance with policy and
practices not major focus area
70- 80% of time spent on data
gathering and cleansing
The new world
Revenue-generating function
Transformed into business partner role
Consolidated/centralized function with
ability to drive standardization
Ability to influence policy and change
Provide visibility into non-compliance
with policies and established practices
70%-80% of time spent on
understanding data and trends
Financial planning and analysis: Shift in focus

5. PROCESS • ANALYTICS • TECHNOLOGY 5
Typical FP&A lifecycle
Planning/ Forecasting
• Strategic planning
• Annual budgeting
 Revenue cost
 Capex/OPEX/Cash flow
 Forecasting:
Geography/Country/
Business/Unit/Product
Reporting
• Macro-level
reporting
• Lifecycle costing
Analysis
• Operations variance
• Revenue cost
• Overheads and
expenses
• Profit variance at
Customer/Contract/
Product level
Decision support
• Decision support and
scenario analysis
• Spend/Portfolio/Supply
chain analysis
• Financial engineering &
risk analysis
FP&A
Activity Type
% Man hours
spent**
Transactional 39%
Analytical 19%
Judgmental 42%
** Normalized Month End

6. PROCESS • ANALYTICS • TECHNOLOGY 6
Typical FP&A challenges
`
Qualityof
financial
information
StandardizationOperationalefficiency
• Too many disintegrated sources of data, creating
highly inefficient process
• Low confidence in accuracy / quality of data
• Inconsistent Master Data across regions
• High duplication of reporting activities across
regions
• Lack of standardized KPI definitions
• Disparate accounting processes across regions
• Too much time spent on report generation
• Lot of manual activities in preparing reports
• Too many reports have been developed over
time, some of which have lost its relevance
• Delays in getting required data / report
• Complex calculations making it prone to errors
Our understanding of current state
 FP&A teams cut across regions and
entities with independent reporting
structures. Possibility of duplicating
efforts in report generation and minimal
knowledge sharing between teams
resulting in limited best practice sharing
 Lack of standardization across reports.
Reporting is more manual driven and less
automated
 Multiple sources of pulling information
(Oracle, PeopleSoft, Hyperion, Business
Objects etc.)

7. PROCESS • ANALYTICS • TECHNOLOGY 7
World-class” FP&A framework
Agility
Partnership
Enabling
technology
Adaptable
reporting
model
Optimize
business
processes
Before
project
Post
project
• Efficiency gains through
automation
• Minimize Ad-hoc reports
• Self service reporting
• Reporting optimization
• Leveraging technology
Time to
gather
data /
report
creation
Reporting
performance
Reporting
performance
Time to
gather
data /
report
creation
• Drive scalability
• COE model
• Better business
insights
Re-defining FP&A operating model
to add value to business through
partnering
Effective management reporting to
support decision support model
Optimize reporting processes to
improve efficiency, self service, and
drive scalability
Create long term partnership which
brings in expertise, flexibility, and
effectiveness
Implementing right technology to support
process transformation
Best in class FP&A Process

8. PROCESS • ANALYTICS • TECHNOLOGY 8
Proven capabilities in FP&A and Analytics
 Sales to margin analysis
 Capital and interest
allocation
 Product and channel
analysis
 Price / volume mix
 Royalty, collaboration
agreements
Forecasting and
Profitability Analysis
 Balance sheet walk
 Working capital analysis
 Cash and fund flow
analysis
 Product/ business line/
region wise analysis
 P&E analysis
 Region wise analysis
Reporting
 Budget modeling
 Model upload in financial
system
 Budget management
 Budget upload in ERP
 Data management
 Budget revisions
 Variance analysis
Planning and Budgeting
 Activity based costing
 Risk control management
 Segment analysis
 Competitor analysis
 Transfer price analysis
 Hierarchy modeling
 Legal FP&A
 Contract vs. actual
analysis
Others
 Market assessment
 New product
feasibility study
 Response/
profitability
modeling
 Customer behavior
modeling
Manufacturing
Operations
Marketing Risk Pricing Service
Operations
 Commercial
credit review
 Acquisition risk
management
 Portfolio
management
 Capital
management
 Actuarial
services
 Win/loss analysis
 Risk based
pricing
 Profitability
analysis
 Cost analysis
 Price simulation
modeling
 Inventory
planning
 Material
consumption
analysis
 Revenue
forecasting
 Digitization of
cost model
 Routing
optimization
 Workforce
forecasting and
scheduling
 Agent
scorecards and
performance
dashboards
Smart Enterprise Processes(SEPSM) Technology Re-Engineering

9. PROCESS • ANALYTICS • TECHNOLOGY 9
Genpact’s unique offerings
• Specialized Smart Enterprise Process
(SEPSM) IP links business outcomes to
metrics portfolio analysis
• The highest satisfaction score in the
industry and a large pool of referenceable
clients
Unparalleled footprint
and success
• Performance drivers to understand,
create, and leverage Business
Intelligence
• “Full stack” of data analytics, technology
and people, resulting in superior scalability
and cost effectiveness
Unique approach
• “Best of Breed” proprietary solutions and
alliances
• Focused enablement of high ROI
technology
• End-to-end automation
Genpact BI COE
Industrialized BI operations
• Robust industrialized operations
complement your organization
• Scientific approach to business
processes
• Analytics enabled and embedded into
your business processes
Agile technology
• Proof of concept
• Best practices and case studies
• Reusable components / IP
• Extensive FP&A domain expertise with IT
Analytical offerings
• Proven analytical and risk models
• Prebuilt analytical solutions enabling rapid
deployment and reduced time to insight
• Process-driven data management and focused support for Enterprise Performance Management (EPM) and Risk
and Compliance, complemented by BI strategy, advisory services, and reengineering
• Actionable business intelligence driven by performance drivers

10. PROCESS • ANALYTICS • TECHNOLOGY 10
About Genpact
Genpact Limited (NYSE: G) is a global leader in transforming and running business processes and
operations, including those that are complex and industry-specific. Our mission is to help clients become
more competitive by making their enterprises more intelligent through becoming more adaptive,
innovative, globally effective and connected to their own clients.
Genpact stands for Generating Impact – visible in tighter cost management as well as better management
of risk, regulations and growth for hundreds of long-term clients including more than 100 of the Fortune
Global 500. Our approach is distinctive – we offer an unbiased, agile combination of smarter processes,
crystallized in our Smart Enterprise Processes (SEPSM) proprietary framework, along with analytics and
technology, which limits upfront investments and enhances future adaptability.
We have global critical mass – 62,000+ employees in 24 countries with key management and corporate
offices in New York City – while remaining flexible and collaborative, and a management team that drives
client partnerships personally.
Our history is unique – behind our single-minded passion for process and operational excellence is the
Lean and Six Sigma heritage of a former General Electric division that has served GE businesses for
more than 15 years.
For more information, visit www.genpact.com. Follow Genpact on Twitter, Facebook, and LinkedIn.

11. Thank You
cfo.services@genpact.com