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What We Do

Infosys Limited (NASDAQ: INFY) was started in 1981 byseven people with US$ 250. Today, we are a global

leader in consulting, technology and outsourcing with revenues of US$ 6.994 billion (FY12). Many of the worlds

most successful organizations rely on Infosys to deliver measurable business value. Infosys provides business

consulting, technology, engineering and outsourcing services to help clients in over 30 countries build tomorrows

enterprise.

Our award-winning Infosys Labs and its breakthrough intellectual property can be leveraged as a co-creation

engine to accelerate innovation across the enterprise.

Infosys pioneered theGlobal Delivery Model(GDM), based on the principle of taking work to the location where

the best talent is available, where it makes the best economic sense, with the least amount of acceptable risk.

Continued leadership around GDM enables Infosys to drive extraordinary efficiencies and free up clients

resources for strategic transformation or innovation initiatives.

Infosys has aglobal footprintwith 65 offices and 74 development centers in US, India, China, Australia, Japan,

Middle East, UK, Germany, France, Switzerland, Netherlands, Poland, Canada and many other countries.

Infosys and its subsidiaries have 149,994 employees as on March 31, 2012.

Infosys takes pride in building strategic long-term client relationships. 97.8% of our revenues come from existing

customers (FY 12).

Infosys gives back to the community through the Infosys Foundation that funds learning and education.

How we do it

Infosys helps companies derive the measurable business value that they have always been looking for from

business and IT investments.

We deliver measurable business value in 3 ways:

Transform

We can transform the fundamental shape of your business P&L. Regardless of which team you engage with, we

have a best-practice process for delivering value. We call it IMPACT to ensure a clear line of sight from process

change to bottom-line impact, ensuring that you receive the business value you were promised.

Optimize

Beyond transformation and innovation, it boils down to execution - delivering on time, on budget and "on value".

We can optimize your core operations to drive best-in-class efficiency and help fund the transformation and

innovation.

Innovate

We can inject a level of product and service innovation into your business to create new revenue opportunities

through collaboration and co-creation. We keep abreast of the latest technology and how it applies to your

business issues. What you get from us is best-of-breed solutions. The foundation of our innovation capability is

our core lab network Infosys Labs and the new thinking that our team of over 600 researchers brings to the

table.
http://www.infosys.com/about/who-we-are/Pages/history.aspxhttp://www.infosys.com/about/who-we-are/Pages/history.aspxhttp://www.infosys.com/about/who-we-are/Pages/history.aspxhttp://www.infosys.com/global-sourcing/global-delivery-model/pages/index.aspxhttp://www.infosys.com/global-sourcing/global-delivery-model/pages/index.aspxhttp://www.infosys.com/global-sourcing/global-delivery-model/pages/index.aspxhttp://www.infosys.com/contact/pages/index.aspxhttp://www.infosys.com/contact/pages/index.aspxhttp://www.infosys.com/contact/pages/index.aspxhttp://www.infosys.com/contact/pages/index.aspxhttp://www.infosys.com/global-sourcing/global-delivery-model/pages/index.aspxhttp://www.infosys.com/about/who-we-are/Pages/history.aspx


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Who we are

Our Vision, Mission and Values -

Vision

"We will be a globally respected corporation."

Mission

"Strategic Partnerships for Building Tomorrows Enterprise."

Values

We believe that the softest pillow is a clear conscience. The values that drive us underscore our commitment to:

CLIFE

Client Value: To surpass client expectations consistently

Leadership by Example: To set standards in our business and transactions and be an exemplar for the industry

and ourselves

Integrity and Transparency: To be ethical, sincere and open in all our transactions

Fairness: To be objective and transaction-oriented, and thereby earn trust and respect

Excellence: To strive relentlessly, constantly improve ourselves, our teams, our services and products to

become the best

Working capital (abbreviated WC) is a financial metric which representsoperating liquidityavailable

to a business, organization or other entity, including governmental entity. Along with fixed assets such

as plant and equipment, working capital is considered a part of operating capital. Net working capital

is calculated ascurrent assetsminuscurrent liabilities. It is a derivation of working capital, that is

commonly used in valuation techniques such as DCFs (Discounted cash flows). If current assets are

less than current liabilities, an entity has a working capital deficiency, also called a working capital

deficit.

A company can be endowed withassetsandprofitabilitybut short ofliquidityif its assets cannot

readily be converted into cash. Positive working capital is required to ensure that a firm is able to

continue its operations and that it has sufficient funds to satisfy both maturingshort-term debtand

upcoming operational expenses. The management of working capital involves managing inventories,

accounts receivable and payable, and cash.
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Contents

[hide]

1 Calculation

2 Working capital management

o 2.1 Decision criteria

o 2.2 Management of working capital

3 See also

[edit]Calculation

Current assets and current liabilities include three accounts which are of special importance.

These accounts represent the areas of the business where managers have the most direct impact:

accounts receivable(current asset)

inventory(current assets), and

accounts payable(current liability)

The current portion ofdebt(payable within 12 months) is critical, because it represents a short-term

claim to current assets and is often secured by long term assets. Common types of short-term debt

are bank loans and lines of credit.

An increase in working capital indicates that the business has either increasedcurrent assets(that is

has increased its receivables, or other current assets) or has decreasedcurrent liabilities,for

example has paid off some short-term creditors.

Implications onM&A: The common commercial definition of working capital for the purpose of a

working capital adjustment in an M&A transaction (i.e. for a working capital adjustment mechanism in

a sale and purchase agreement) is equal to:

Current Assets Current Liabilities excludingdeferred tax assets/liabilities, excess cash, surplus

assets and/or deposit balances.

Cash balance items often attract a one-for-one purchase price adjustment.

Investopedia explains 'Working Capital'If a company's current assets do not exceed its current liabilities, then it may run into

trouble paying back creditors in the short term. The worst-case scenario is bankruptcy. A

declining working capital ratio over a longer time period could also be a red flag that

warrants further analysis. For example, it could be that the company's sales volumes are

decreasing and, as a result, its accounts receivables number continues to get smaller

and smaller.

Working capital also gives investors an idea of the company's underlying operationalefficiency. Money that is tied up in inventory or money that customers still owe to the
http://en.wikipedia.org/wiki/Working_capitalhttp://en.wikipedia.org/wiki/Working_capitalhttp://en.wikipedia.org/wiki/Working_capitalhttp://en.wikipedia.org/wiki/Working_capital#Calculationhttp://en.wikipedia.org/wiki/Working_capital#Calculationhttp://en.wikipedia.org/wiki/Working_capital#Working_capital_managementhttp://en.wikipedia.org/wiki/Working_capital#Working_capital_managementhttp://en.wikipedia.org/wiki/Working_capital#Decision_criteriahttp://en.wikipedia.org/wiki/Working_capital#Decision_criteriahttp://en.wikipedia.org/wiki/Working_capital#Management_of_working_capitalhttp://en.wikipedia.org/wiki/Working_capital#Management_of_working_capitalhttp://en.wikipedia.org/wiki/Working_capital#See_alsohttp://en.wikipedia.org/wiki/Working_capital#See_alsohttp://en.wikipedia.org/w/index.php?title=Working_capital&action=edit&section=1http://en.wikipedia.org/w/index.php?title=Working_capital&action=edit&section=1http://en.wikipedia.org/w/index.php?title=Working_capital&action=edit&section=1http://en.wikipedia.org/wiki/Accounts_receivablehttp://en.wikipedia.org/wiki/Accounts_receivablehttp://en.wikipedia.org/wiki/Inventoryhttp://en.wikipedia.org/wiki/Inventoryhttp://en.wikipedia.org/wiki/Accounts_payablehttp://en.wikipedia.org/wiki/Accounts_payablehttp://en.wikipedia.org/wiki/Debthttp://en.wikipedia.org/wiki/Debthttp://en.wikipedia.org/wiki/Debthttp://en.wikipedia.org/wiki/Current_assetshttp://en.wikipedia.org/wiki/Current_assetshttp://en.wikipedia.org/wiki/Current_assetshttp://en.wikipedia.org/wiki/Current_liabilitieshttp://en.wikipedia.org/wiki/Current_liabilitieshttp://en.wikipedia.org/wiki/Current_liabilitieshttp://en.wikipedia.org/wiki/M%26Ahttp://en.wikipedia.org/wiki/M%26Ahttp://en.wikipedia.org/wiki/M%26Ahttp://en.wikipedia.org/wiki/Deferred_tax_assetshttp://en.wikipedia.org/wiki/Deferred_tax_assetshttp://en.wikipedia.org/wiki/Deferred_tax_assetshttp://en.wikipedia.org/wiki/Deferred_tax_assetshttp://en.wikipedia.org/wiki/M%26Ahttp://en.wikipedia.org/wiki/Current_liabilitieshttp://en.wikipedia.org/wiki/Current_assetshttp://en.wikipedia.org/wiki/Debthttp://en.wikipedia.org/wiki/Accounts_payablehttp://en.wikipedia.org/wiki/Inventoryhttp://en.wikipedia.org/wiki/Accounts_receivablehttp://en.wikipedia.org/w/index.php?title=Working_capital&action=edit&section=1http://en.wikipedia.org/wiki/Working_capital#See_alsohttp://en.wikipedia.org/wiki/Working_capital#Management_of_working_capitalhttp://en.wikipedia.org/wiki/Working_capital#Decision_criteriahttp://en.wikipedia.org/wiki/Working_capital#Working_capital_managementhttp://en.wikipedia.org/wiki/Working_capital#Calculationhttp://en.wikipedia.org/wiki/Working_capital


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company cannot be used to pay off any of the company's obligations. So, if a company is

not operating in the most efficient manner (slow collection), it will show up as an

increase in the working capital. This can be seen by comparing the working capital from

one period to another; slow collection may signal an underlying problem in the

company's operations.

Read more:http://www.investopedia.com/terms/w/workingcapital.asp#ixzz1xm88b300
http://www.investopedia.com/terms/w/workingcapital.asp#ixzz1xm88b300http://www.investopedia.com/terms/w/workingcapital.asp#ixzz1xm88b300http://www.investopedia.com/terms/w/workingcapital.asp#ixzz1xm88b300http://www.investopedia.com/terms/w/workingcapital.asp#ixzz1xm88b300

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