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Infosys Press Release (PR) Title: Infosys Expands Relationship with Snowflake to Become Elite Service Partner Author: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has achieved Elite Status in the Snowflake Partner Network. Along with Snowflake, the Data Cloud company, Infosys will offer transformational solutions for enterprises, built on Snowflake’s Data Cloud, which include a hyper data economy for enterprises, proven industry and business solutions and managed cloud consumption solutions from the Infosys Cobalt portfolio.<|endoftext|> Infosys’ POV on hyper data economy opens up new possibilities for businesses to connect unconnected data, across industry boundaries, while monetizing their own data to draw richer actionable business insights, explore new business models, build new solutions and create connected customer experience. Snowflake enables secure data exchange with strong yet flexible processes for operations ranging from data consumption to monetization.<|endoftext|> Infosys industry and business solutions will bring together a growing portfolio of ready-to-launch, cloud-first applications with an ecosystem of data intelligence partners to unlock value across siloed data lifecycles and transform processes and functions for enterprises across industry verticals. Infosys will also partner with enterprises to co-create new solutions that combine the power of AI, cloud and data analytics and amplify the value of their business investments on Snowflake’s Data Cloud.<|endoftext|> Infosys managed cloud consumption solutions for Snowflake can bring the governance and cost management capabilities that enterprises need to maximize the efficiency of their cloud consumption on Snowflake. This can significantly lower the TCO of their Snowflake investments, improve ROI and enable them to realize value faster.<|endoftext|> We want to enable our clients to build businesses so sentient that their organizations, across layers and functions, can sense and respond to their customers. Our Elite service partnership with Snowflake enables us to unlock the expansive data capabilities that our clients need,” said Ravi Kumar S, President, Infosys. “This, along with leverage from Infosys applied AI cloud and Infosys Cobalt cloud offerings, can help them drive faster innovation and greater business resilience.” “Snowflake’s Data Cloud enables organizations to mobilize their data, including partner and third-party data sources, with near-unlimited scale, concurrency and performance,” Snowflake Chief Revenue Officer, Chris Degnan said. “Our partnership with Infosys can help joint customers transform data into insights for potential new revenue streams and industry specific solutions to drive their businesses forward.” About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Infosys Recognized as the Fastest Growing Top 10 IT Services Brand Author: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, announced that it has been recognized as the fastest growing among the top ten IT services brands, by Brand Finance, the world’s leading brand valuation firm, in its Global 500 2021 report. The brand valuation summarizes three years of significant brand growth for Infosys, marked by over 29% increase in its brand value over three years, bringing it to $8.4bn in the 2021 ranking, and positioning it among the Top 5 brands in IT services globally throughout this period.<|endoftext|> “The execution of our ‘Navigate your Next’ strategy, over the last three years, has strengthened the brand, positioning Infosys as the industry’s leading digital services provider”, said Salil Parekh, Chief Executive Officer, Infosys. “Continued strategic investments in building differentiating digital capabilities along with increased sales and marketing effectiveness have amplified our ability to grow in client relevance and deepen partnerships with global businesses.<|endoftext|> “Infosys is exemplary in the way the company is investing in building its brand strength, evidenced by its brand value that is growing faster than its peers and moving it higher in ranking among the top five global IT Services brand,” said David Haigh, CEO, Brand Finance. “This growth has been consistent over the past three years driven by clearly deepening client relationships, and a drive to create holistic value for all stakeholders – including employees and the communities in which Infosys operates.” This recognition from Brand Finance stands testimony to the evolution of Infosys, over the last three years, into a leading digital services brand. On the one hand, the company has digitally transformed its own infrastructure for learning, employee engagement, collaboration, and to empower developers to build rapidly. On the other hand, Infosys launched new client-relevant digital brands like Infosys Cobalt - the cloud services, platforms and solutions portfolio. Continuous investments in building new digital capabilities and brand differentiation, by leveraging the power of AI, analytics and cloud, has helped Infosys strengthen both business and brand equity. Brand Finance’s acknowledgement comes on the back of several prestigious marketing awards for Infosys including recognition as a 2020 ‘Top Employer’ in Australia, Singapore, France, Germany, Switzerland, The Netherlands and the United Kingdom. Infosys USA has been certified as Great Place to Work for excellence in its employment practices.<|endoftext|> Infosys brand also delivers on its corporate social responsibility with diligence and is fully committed to its purpose to create sustainable opportunities for people, businesses and communities that it works with. By reiterating its commitment to Environment, Social and Governance causes, in announcing its ESG 2030 vision in 2020, Infosys has further expanded its value creation.<|endoftext|> About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Infosys Named a Leader in the IDC MarketScape for Asia/Pacific Salesforce Implementation Services 2020 Vendor Assessment Author: ['Infosys Limited'] Infosys Named a Leader in the IDC MarketScape for Asia/Pacific Salesforce Implementation Services 2020 Vendor Assessment Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting has been named as a Leader in the IDC MarketScape: Asia/Pacific Salesforce Implementation Services 2020 Vendor Assessment (doc #AP46211420, November 2020). The report highlights Infosys’ highly localized geostrategy in the APAC region to provide end-to-end implementation services across the Salesforce portfolio. Infosys was recognized for its strong focus on automation framework, which has been instrumental in accelerating implementation and time to market of Salesforce solutions, part of Infosys Cobalt.<|endoftext|> The IDC MarketScape assessed and analyzed 10 Salesforce implementation services partners on the criteria of revenue, geographical presence, service capabilities, and products covered. Infosys’ strength in service capabilities and growth strategy for Salesforce platform adoption contributed in the company being named a Leader. Infosys’ advisory-led positioning through digital innovation studios and a plethora of industry accelerators to enable better time to market were recognized by the IDC MarketScape. The report additionally noted Infosys’ domain expertise in Salesforce cloud solutions and channelized approach to Salesforce platform implementation under its Envision, Elevate, Excel, and Enable themes.<|endoftext|> Rijo George Thomas, Senior Market Analyst of Software and Services Research, IDC Asia/Pacific said, “Infosys, a Platinum Salesforce partner, has rich expertise in implementing end-to-end Salesforce solutions for enterprise customers in the Asia Pacific region. Infosys’ strong focus in localized service delivery, tools to enable faster time to value, and a mindset to continuously innovate on Salesforce solutions will enable clients to transform their customer experience.” Dinesh Rao, Executive Vice President and Global Head – Enterprise Application Services, Infosys said, “This recognition reflects the excellence of our capabilities in delivering end-to-end Salesforce-led digital transformation and our commitment towards customer success. Being positioned as a Leader in the IDC MarketScape report validates our localized go to market strategy which has been further strengthened by our acquisition of Simplus. Our focus on automation frameworks to implement Salesforce solutions, powered by Infosys Cobalt has been well received by the market. We have successfully implemented the Salesforce platform for our clients helping them make rapid strides in performance enhancement and reduced go to market time.” Joe De Battista, Chief Information Officer of CBHS said, “To enable the digital-first strategy at CBHS, we selected Salesforce as the CRM platform and for its seamless implementation, we were looking for a partner with the right knowledge of the private health insurance (PHI) and general insurance marketplace that could also help us improve speed-to-market. We selected Infosys for their thorough understanding of the marketplace, and our business drivers, objectives, and requirements. Infosys brought to the table a technically feasible delivery roadmap and helped us reimagine our future business state, which we successfully built together.” To read the report excerpt, please visit https://www.infosys.com/services/salesforce/insights/vendor-assessment-2020.html About IDC MarketScape IDC MarketScape vendor assessment model is designed to provide an overview of the competitive fitness of ICT (information and communications technology) suppliers in a given market. The research methodology utilizes a rigorous scoring methodology based on both qualitative and quantitative criteria that results in a single graphical illustration of each vendor’s position within a given market. IDC MarketScape provides a clear framework in which the product and service offerings, capabilities and strategies, and current and future market success factors of IT and telecommunications vendors can be meaningfully compared. The framework also provides technology buyers with a 360-degree assessment of the strengths and weaknesses of current and prospective vendors.<|endoftext|> About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Launching Infosys Cortex: AI-First, Cloud-First Customer Engagement Platform, Part of Infosys Cobalt, to Humanize Customer Experience, Empower Agents and Drive Intelligent Operations for Enterprises Author: ['Infosys Limited'] Launching Infosys Cortex: AI-First, Cloud-First Customer Engagement Platform, Part of Infosys Cobalt, to Humanize Customer Experience, Empower Agents and Drive Intelligent Operations for Enterprises Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today announced the launch of Infosys Cortex, its customer engagement platform. The platform leverages technology from Genesys, a global leader in cloud customer experience and contact center solutions, along with Contact Center AI services from Google Cloud and its managed artificial intelligence (AI) and analytics services.<|endoftext|> Infosys Cortex helps businesses reimagine customer care operations by providing intelligence to aid purposeful customer communication, smarter and faster decision-making, and deliver value at scale. Using the power of cloud and a modular microservices based architecture, it helps enterprises achieve up to 40 percent faster and more effective agent hiring and learning. It also brings up to 30 percent improvement in agent performance with training before operationalizing the contact center. Furthermore, Infosys Cortex drives up to 30 percent improvement in satisfaction for customers through intent prediction and self-service, along with up to 40 percent improvement in operations through cognitive automation and analysis of contextual data across systems using Infosys Data and Analytics Platform powered by Google Cloud. Infosys’ ability to provide deeper integration in the enterprise by developing and reusing connectors for existing enterprise information systems makes implementation smooth and seamless.<|endoftext|> Infosys Cortex will tightly integrate with Genesys Engage™, a robust omnichannel engagement solution built on a multicloud architecture. Together, the solutions will allow organizations to deliver fast, convenient, and personalized interactions at every touchpoint. In addition, the open architecture of Genesys Engage and a rich ecosystem of tools and capabilities will enable businesses to customize the solution so they can better address the unique challenges and objectives of their industry and customers.<|endoftext|> As enterprises prepare for the next normal, Infosys Cortex will help them harness AI services from Google Cloud. Together with Google AI-powered voicebots, chatbots, interaction analytics, and an industry-leading IVR from Genesys, businesses can shift from being remote-ready to driving digital customer service from anywhere. They can also grow the effectiveness of their customer care with increased first-call resolution, reduced average handle time, decreased call volume, and improved service-to-sales conversion.<|endoftext|> “Our experience of managing the IT landscapes of large complex enterprises, expertise across industry domains, and strengths in enabling workforce learning uniquely equips us to help businesses deliver customer delight. With Infosys Cortex, we can now share with them the digital capabilities to future-proof their customer relationships”, said Ravi Kumar, President at Infosys.<|endoftext|> “The next wave of CX solutions are built to improve decision velocity. Machines can make 100 decisions per second, humans can make one per second but often get bogged down in management committee for weeks,” said R “Ray” Wang, Founder and Chairman, Constellation Research, Inc. "When AI is applied to CX, agents have the context they need to make faster and more precise decisions. As agents are augmented by AI, they can deliver more personalized experiences.” “We’re proud that Infosys has selected Google Cloud’s Contact Center AI to power its Cortex customer engagement platform,” said Kevin Ichhpurani, Corporate Vice President, Global Ecosystem at Google Cloud. “More than ever, it’s important that businesses deliver positive experiences for consumers, and help them resolve questions or issues quickly and effectively even while teams and agents are working remotely. By leveraging Google Cloud’s managed AI and analytics services, Infosys Cortex delivers these capabilities to enterprises, enabling them to spin up new AI-powered customer engagement services quickly and ultimately helping businesses better serve their customers.” For more information please visit: https://www.infosys.com/products-and-platforms/cortex.html About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For more information contact PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Infosys Builds applied AI Cloud, Part of Infosys Cobalt, to Democratize AI Within its Workforce and Expand Ability to Drive AI-driven Transformation for Enterprises Author: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today announced the launch of an Infosys Cobalt offering - its applied AI cloud, built on NVIDIA DGX™ A100 systems, the universal system for all AI workloads, offering unprecedented compute density, performance, and flexibility. The powerful new Infosys applied AI cloud will be an AI center of excellence for the company, enabling developers and project teams at Infosys to quickly and easily access AI hardware and software stacks, across both private and public clouds, to build contextualized services that deliver AI-first business processes for enterprises. NVIDIA DGX A100 systems will provide the infrastructure and the advanced compute power needed for over 100 project teams to run machine learning and deep learning operations, simultaneously. NVIDIA Multi-Instance GPU (MIG) technology will enable Infosys to improve infrastructure efficiency and maximize utilization of each DGX A100 system. Teams can process AI algorithms centrally or locally on any device, without lag, using Infosys edge AI.<|endoftext|> As a service delivery partner in the NVIDIA Partner Network, Infosys will also be able to build NVIDIA DGX A100-powered, on-prem AI clouds for enterprises, providing access to cognitive services, licensed and open source AI software-as-a-service (SaaS), pre-built AI platforms, solutions, models and edge capabilities. Infosys will enable businesses to harness their own data estates, open source data and curated data exchanges on the cloud to build and train their AI models. Enterprises can leverage this advantage, along with services delivered by any hyperscale cloud provider to scale and future-proof their AI-powered transformation.<|endoftext|> “For a long time now, AI has been playing a key role in shaping consumer experience. Cloud, data analytics and AI are now converging to bring the opportunity for enterprises to not just drive consumer experience but reimagine processes and capabilities too,” said Balakrishna D.R., Senior VP, Head - AI & Automation Services, Infosys. “Infosys applied AI cloud, powered by NVIDIA DGX A100 systems, can help enterprises to quickly build on the opportunity, while scaling with new technological advancements.” “Many organizations are eager to infuse their business with AI but lack the strategic platform on which they can pool expertise and scale the computing resources needed to build mission-critical AI applications,” said Charlie Boyle, Vice President and General Manager of DGX Systems at NVIDIA. “Working with Infosys, we’re helping organizations everywhere build their own AI centers of excellence, powered by NVIDIA DGX A100 and NVIDIA DGX POD infrastructure to speed the ROI of AI investments.” About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Infosys Accredited with Google Cloud Partner Specialization for Data and Analytics Author: ['Infosys Limited'] Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been accredited with the Google Cloud Partner Specialization in the data and analytics space. Infosys achieved this recognition by successfully demonstrating end-to-end capabilities on Google Cloud including data ingestion, streaming, querying, exploration, analysis, storage, and warehousing on cloud. Infosys is among the top global system integrators (SI) to be accredited with this specialization.<|endoftext|> As a qualified Google Cloud partner, Infosys has showcased technical proficiency, robust methodology, strong industry expertise, and proven success in specialized data and analytics solutions and service areas. These data and analytics offerings, part of Infosys Cobalt, together with AI capabilities help migrate workloads to Google Cloud, modernize data landscapes, and optimize costs paving the way for AI and cloud native digital transformation for enterprises.<|endoftext|> “Businesses across virtually all segments and industries are looking for ways to drive more insights and value from their data,” said Nina Harding, Chief of Global Partner Programs & Strategy at Google Cloud. “In achieving this Specialization, Infosys has demonstrated the highest level of expertise helping customers implement data-driven strategies with Google Cloud’s data and analytics products and capabilities.” Satish HC, Executive Vice President, Head Global Services - Data and Analytics at Infosys said, “Achieving the Google Cloud Partner Specialization is a key milestone in the journey of Infosys Data and Analytics capabilities. Meeting the requisite standards further strengthens the Infosys Cobalt proposition on Google Cloud. Infosys being an accredited partner provides delivery assurance on complex Google Cloud implementations along with Google Cloud-native accelerators and offers time-to-market advantage for Enterprises.” To know more about Infosys data and analytics offerings on Google Cloud, please visit - https://www.infosys.com/services/data-analytics/offerings/data-analytics-specialization-space.html About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Infosys to Onboard Award-Winning Experience Design Agency, Carter Digital Author: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today announced a definitive agreement to purchase assets and onboard employees of Carter Digital, one of Australia’s leading and award-winning experience design agencies. This asset takeover strengthens Infosys’ global design and experience offerings, demonstrates its continued commitment in bringing innovative thinking, talent and creativity to its clients, and provide effective global digital solutions.<|endoftext|> Carter brings to Infosys, experts in human centered design, experiential, enhanced digital transformation, customer interaction expertise, and will also cement WONGDOODY, an Infosys brand, into the Australasian market.The agency is known for its holistic approach and ‘people first, design later’ mantra, delivering services to connect digital to physical experiences in the consumer, commerce, technical and corporate environments, backed with data analysis, analytics, and creative expertise, to drive compelling, purposeful outcomes.<|endoftext|> With services that include business and creative strategy, research and insights, branded commerce and digital product development, user and customer experiences, interaction, experiential and creative design, consumer and product design, Carter delivers enriched, purpose-led experience for brands across arts, culture, education, tourism, events, start-ups and healthcare.<|endoftext|> Together with Infosys’ earlier acquisition of WONGDOODY that offers creative and marketing services, Carter brings complementary capabilities to help global CMOs and businesses thrive in a digital commerce world. As part of Infosys’ global design and experience offering, Carter Digital will be rebranded as WONGDOODY and join its network of studios across Seattle, Los Angeles, New York, Providence, Houston, and London, as well as design hubs in five Indian cities.<|endoftext|> Andrew Groth, Senior Vice President and Region Head for Australia and New Zealand, said, “Australia is a strategic market for Infosys and the company has enjoyed strong and consistent growth serving marquee clients across a range of industries from telecom and financial services, to utilities and the public sector. As digital experience becomes a critical differentiator in most enterprise transformations, the addition of Carter’s capabilities reaffirms our commitment to help clients navigate their digital priorities with a complete end-to-end offering.” Ben Weiner, CEO, WONGDOODY, an Infosys company, added, “In Carter, we have found kindred spirits who align with the cultures of both WONGDOODY and Infosys. We are very excited to bring their capabilities to Infosys’ clients in the market where the opportunity to add layers of digital strategy, customer experience, and design is significant and compelling. We are excited to welcome Carter Digital to the Infosys family” “Carrying the WONGDOODY flag into our region provides us the ability to turbo charge our delivery. This, along with the backing of Infosys, means we now have the instant depth and scalability to meet the growing needs and expectations of our current and future clients,” said Paul Beardsell, Founder & Managing Director, Carter Digital.<|endoftext|> James Noble, Founder & Chief Creative Officer of Carter Digital added, “We’re excited to be joining WONGDOODY, an Infosys company. Being a like-minded, internationally recognised human experience and brand engagement agency creates enormous opportunities for us in the Australasian market. This enable us to further our industry-leading work, connecting us to new capabilities, and enhancing our partner's success." This is an asset purchase and the transaction is expected to close during the fourth quarter of fiscal 2021, subject to customary closing conditions.<|endoftext|> About Carter Digital Putting people ahead of everything else, Carter delivers human-centric, data driven outcomes to transform the way customers interact with businesses, in a rapidly changing digital world. Delivering experiences to surprise and delight the people using them, they enable clients to exceed audience needs, grow market share and deepen engagements. Carter have achieved sustained success in a world where technology, expectations and adapts to meet customer behaviours.<|endoftext|> Winner of numerous industry accolades and awards on behalf of their clients since 2010, is an acknowledgement of the consistent results Carter deliver.<|endoftext|> About WONGDOODY, an Infosys company WONGDOODY is an award-winning creative agency and the global experience-and-design platform for Infosys. The company is recognized for branding, retail, and consumer insights. With offices in Seattle, New York, Los Angeles, Providence, and across the globe; WONGDOODY clients have included Amazon, Honda, and a wide range of Fortune 500 companies.<|endoftext|> About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Quarterly Results and Filings of Q3 2020 Author: ['Infosys Limited'] Results for the Third Quarter ended December 31, 2020 Infosys announce results for the third quarter ended December 31, 2020 on Wednesday, January 13, 2021.<|endoftext|> Schedule of events Press release on schedule of events Highlights (IND AS) Standalone and consolidated results and Regulation 33 auditors reports Press releases IFRS USD | IFRS INR Fact Sheet Download Financial Statements IFRS Financial Information Ind AS Standalone | Consolidated Additional information Download Management's comments on the results January 13, 2021 4:30 p.m. (IST) Archived Webcast of Press Conference | Transcript Webcast of conference call January 13, 2021 6:30 p.m. (IST) Archived Earnings conference call - Audio | Transcript ***

Infosys Press Release (PR) Title: Infosys Implements Global Warranty Solution to Simplify Factory Warranty Processes for Johnson Controls Author: ['Infosys Limited'] Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has successfully implemented a global warranty solution on SAP S/4 HANA, across all Johnson Controls ducted products. This enables Johnson Controls, the global leader in smart and sustainable buildings, to simplify factory warranty processes, enhance visibility into assets, and become more responsive to customers.<|endoftext|> Johnson Controls selected Infosys as a technology services partner for its in-depth knowledge of business priorities and the ability to develop best-fit solutions for Johnson Controls for over two decades. Infosys replaced the legacy system with a global warranty platform solution, leveraging the latest UI/UX technologies such as SAP Fiori combined with SAP S/4 HANA. These technologies, along with the application of the agile methodology for execution, delivered an end-to-end, integrated, and centralized warranty process for Johnson Controls. The solution also offers a digital-first experience for both B2B and B2C customers while supporting equipment integration and warranty claims on finished products.<|endoftext|> Krzysztof Soltan, Vice President Information Technology - Building Solutions North America & Global Retail at Johnson Controls, said, “Warranty management of assets in smart and healthy buildings are playing an increasingly important role at a process as well as operational level. In order to address the next generation digital needs, we partnered with Infosys to create a solution for our customers with most relevant information through Johnson Controls OpenBlue digital platform.” Jasmeet Singh, Executive Vice President and Global Head of Manufacturing, Infosys, said, “The implementation of the Global Warranty Solution on SAP S/4 is a testament to our 20-year partnership with Johnson Controls. The global warranty solution integrates seamlessly with legacy systems to harmonize business processes. Through this transformation journey, we will also help Johnson Controls develop digital strategies for warranty processes. With a comprehensive warranty solution, Johnson Controls will be able to provide digital consumers with a superior after-sales experience.” About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Daimler and Infosys Announce Strategic Partnership to Drive Hybrid Cloud-powered Innovation & IT Infrastructure Transformation in the Automotive Sector Author: ['Infosys Limited'] Daimler AG and Infosys (NYSE: INFY), today announced a long-term strategic partnership for a technology-driven IT infrastructure transformation. After the receipt of all regulatory approvals, Daimler AG will transform its IT operating model and infrastructure landscape across workplace services, service desk, data center, networks and SAP Basis together with Infosys. The partnership will enable the company to deepen its focus on software engineering and to establish a fully scalable on-demand digital IT infrastructure and anytime-anywhere workplace. The collaboration will empower Daimler to strengthen its IT capabilities, and Infosys, its automotive expertise.<|endoftext|> As software becomes modular, digital infrastructure continues to play an important role in defragmentation. Daimler will work towards a model that ensures a robust IT infrastructure across its plants and regions, and supports consolidation of its data centers, scaling its IT operations, and bringing innovations to the fore. Some of the key deliverables from this partnership include: A smart hybrid cloud, leveraging Infosys Cobalt and leading cloud providers, accelerating the multi-cloud journey with a focus on open source adoption A carbon neutral solution, by consolidating and rationalizing data centers across all regions Standardized technology stack by bringing in an ecosystem of best of breed partners Creation of a state of the art Zero Trust network with seamless technology upgrades Persona-driven and cognitive, AI powered anytime-anywhere workplace solution that empowers the end-users As a part of this partnership, automotive IT infrastructure experts based out of Germany, wider Europe, the U.S. and the APAC region will transition from Daimler AG to Infosys. Infosys is well placed to realize this transition as an expert having integrated more than 16,000 employees through other partnerships in recent years with a high acceptance, retention and satisfaction rate. The transfer will also enable Infosys to bolster and grow its automotive business, while offering Daimler employees strong prospects for long-term career growth and development.<|endoftext|> “We are excited about this partnership and the opportunity to support Daimler AG’s automotive vision. As we embark on this journey, we will bring together capabilities, ecosystems and a hybrid cloud infrastructure that will shape new experiences for Daimler AG and the industry at large. Infosys has deep expertise in helping our clients across the globe navigate their digital journeys, and as part of this strategic partnership, we look forward to setting a new standard for the automotive industry,” said Salil Parekh, Chief Executive Officer, Infosys.<|endoftext|> Talking about the partnership, Jan Brecht, Chief Information Officer, Daimler and Mercedes-Benz, said, “Software becomes modular and IT infrastructure becomes big. Daimler will take three steps at once to transform its IT infrastructure: consolidation, scaling and modernization. We need to think infrastructure beyond the size of our company. With Infosys we found a partner to scale, to innovate and to speed up. Moreover, this is a strategic partnership for Daimler’s IT capabilities and Infosys’ automotive expertise. Infosys wants to grow with us in the automotive industry, which gives career opportunities for our employees. With this partnership, Daimler also strengthens its overall technology investment and partnership strategy.” Daimler at a glance Daimler AG is one of the world's most successful automotive companies. With its Mercedes-Benz Cars & Vans, Daimler Trucks & Buses and Daimler Mobility divisions, the Group is one of the leading global suppliers of premium cars and one of the world's largest manufacturer of commercial vehicles. Daimler Mobility offers financing, leasing, fleet management, investments, credit card and insurance brokerage as well as innovative mobility services. The company founders, Gottlieb Daimler and Carl Benz, made history by inventing the automobile in 1886. As a pioneer of automotive engineering, Daimler sees shaping the future of mobility in a safe and sustainable way as both a motivation and obligation. The company's focus therefore remains on innovative and green technologies as well as on safe and superior vehicles that both captivate and inspire. Daimler continues to invest systematically in the development of efficient powertrains – from high-tech combustion engines and hybrid vehicles to all-electric powertrains with battery or fuel cell – with the goal of making locally emission-free driving possible in the long term. The company's efforts are also focused on the intelligent connectivity of its vehicles, autonomous driving and new mobility concepts. Daimler regards it as its aspiration and obligation to live up to its responsibility to society and the environment. Daimler sells its vehicles and services in nearly every country of the world and has production facilities in Europe, North and South America, Asia and Africa. In addition to Mercedes-Benz, the world's most valuable luxury automotive brand (source: Interbrand study, 20 Oct. 2020), and Mercedes-AMG, Mercedes-Maybach and Mercedes me, its brand portfolio includes smart, EQ, Freightliner, Western Star, BharatBenz, FUSO, Setra and Thomas Built Buses as well as the brands of Daimler Mobility: Mercedes-Benz Bank, Mercedes-Benz Financial Services and Daimler Truck Financial. The company is listed on the Frankfurt and Stuttgart stock exchanges (ticker symbol DAI). In 2019, the Group had a workforce of around 298,700 and sold 3.3 million vehicles. Group revenues amounted to €172.7 billion and Group EBIT to €4.3 billion.<|endoftext|> Further information on Daimler is available at www.media.daimler.com and www.daimler.com About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: RBL Bank Embraces Finacle Digital Banking Solution Suite on Cloud with Containerized Platform Author: ['Infosys Limited'] RBL Bank Embraces Finacle Digital Banking Solution Suite on Cloud with Containerized Platform Infosys Finacle, part of EdgeVerve Systems, a wholly owned subsidiary of Infosys, and RBL Bank, one of India’s leading private sector banks, announced that the bank will migrate from an on-premise deployment to a modern Cloud Native Computing Foundation (CNCF) Certified, Kubernetes managed, containerized ecosystem.<|endoftext|> The shift will enable RBL Bank to power its business with a state-of-the-art private cloud architecture, enabling it to cost-effectively scale at will, while delivering new digital banking capabilities at speed. The bank will gain from the automated, self-service capabilities of the cloud-native architecture to realize greater responsiveness, agility and reliability required to succeed in today’s digital reality.<|endoftext|> Highlights: Finacle’s extensive open API (application programming interface) repository will provide the agility required to seamlessly integrate and co-innovate with ecosystem partners, one of the key focus areas for the bank. Bank will also co-innovate with Infosys Finacle in enriching the suite.<|endoftext|> The bank has also upgraded its API foundation with Finacle’s Digital Accelerator APIs. The solution’s microservices architecture enables the bank to easily scale-up to manage surges in services, on-demand, across traditional, modern and emerging channels. The bank is now processing, on an average, six times higher mixed channel transactions per day compared to last year.<|endoftext|> Finacle Digital Banking Solution Suite will help enhance digitization and automation across the enterprise, leading to significantly improved customer experience, greater STP (straight through processing), and lower operational costs.<|endoftext|> Venkatramana Gosavi, Senior Vice President & Global Head of Sales, Infosys Finacle, said, “Today, more than ever, customers demand round-the-clock, personalized banking services – on bank’s digital channels as well as third party applications. RBL Bank has always been committed to staying contemporary when it comes to digital banking paradigms to successfully meet customer demands. We believe the upgraded digital banking platform, on a cloud-native architecture, will help accelerate innovation at RBL, enable deeper customer engagements and drive extensive automation to achieve operational excellence.” Sankarson Banerjee, Chief Information Officer, RBL Bank, said, “Even as our customers shift and readjust how they bank in these challenging times, it is our continuous endeavor to provide them with a world class customer experience. When combined with the flexibility to elastically scale our applications and microservices, we will be better placed to meet our digital transformation goals. We’re investing in this new platform to gain exponential benefits in reducing costs, increasing efficiency, lowering cost to serve and ultimately, a better customer experience. Finacle’s microservices and API based architecture forms the foundation on which we react to market requirements faster and remain ever ready to serve digitally native customers.” About RBL Bank RBL Bank is one of India's fastest growing private sector banks with an expanding presence across the country. The Bank offers specialized services under six business verticals namely: Corporate & Institutional Banking, Commercial Banking, Branch & Business Banking, Retail Assets, Development Banking and Financial Inclusion, Treasury and Financial Markets Operations. It currently services over 8.49 million customers through a network 1,631 Offices (386 Branches & 1,245 BC Branches) spread across 28 Indian States and Union Territories. To know more, visit https://www.rblbank.com/ Infosys Finacle Finacle is the industry-leading digital banking solution suite from EdgeVerve Systems, a wholly owned product subsidiary of Infosys. Finacle helps traditional and emerging financial institutions drive truly digital transformation to achieve frictionless customer experiences, larger ecosystem play, insights-driven interactions and ubiquitous automation. Today, banks in over 100 countries rely on Finacle to service more than a billion consumers and 1.3 billion accounts.<|endoftext|> Finacle solutions address the core banking, omnichannel banking, payments, treasury, origination, liquidity management, Islamic banking, wealth management, analytics, artificial intelligence, and blockchain requirements of financial institutions to drive business excellence. An assessment of the top 1250 banks in the world reveals that institutions powered by the Finacle Core Banking Solution, on average, enjoy 7.2% points lower costs-to-income ratio than others.<|endoftext|> To know more, visit www.finacle.com Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: El Paso Water Selects Infosys as its Strategic Partner for Customer Service Transformation Author: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today announced a strategic partnership with El Paso Water (EPWater), a municipal utility in El Paso, Texas, to transform its legacy customer information systems (CIS) with Oracle Utilities Customer to Meter (C2M). As part of this engagement, Infosys will leverage its Preconfigured Accelerator for Customer Experience (PACE), to digitize EPWater’s customer engagement and billing platforms.<|endoftext|> A platinum level member of the Oracle Partner Network (OPN), Infosys will accelerate the implementation of Oracle Utilities C2M on a platform-as-a-service (PaaS) model, along with cloud solutions for Customer Self Service and Mobile Workforce Management, with its PACE framework to deliver accuracy and efficiency. This empowers EPWater with an agile and flexible platform that commits to minimum customization with improved system agility and interoperability. Infosys’ Robotic Process Assistant on proprietary AssistEdge framework will enable EPWater to seamlessly automate repetitive processes. The implementation allows EPWater to leverage new tools and processes to elevate customer experience and bolster employee productivity. As part of this partnership, Infosys will simplify and modernize EPWater’s IT landscape with a scalable architecture to improve audit control mechanisms and financial transparency.<|endoftext|> Marcela Navarrete, Vice President at EPWater, said, “This is an ambitious undertaking with multiple system upgrades simultaneously, but it’s a necessary project to help us make a leap forward to improve both efficiency and customer satisfaction.” Ashiss Kumar Dash, SVP and Segment Head - Services, Utilities, Resources, Energy, Infosys, said, “We are delighted to partner with EPWater in their customer service transformation journey. In our past implementations, we have seen our utility clients reap numerous benefits from the flexibility, nimbleness, and cost-effectiveness of Infosys PACE solution on the Oracle C2M and Customer Care and Billing (CC&B) platforms. With deep knowledge in areas of Customer Care and Billing, C2M, meter data, and mobile workforce management guided by industry-best practices, Infosys is committed to deliver superior customer experience and employee engagement.” About EPWater With oversight by the Public Service Board, El Paso Water provides water, wastewater, reclamation and stormwater management services for residential and commercial customers in the City of El Paso and wholesale services for some areas in El Paso County. The utility is recognized as a national leader for its innovative water supply strategy that includes water reuse, inland desalination and conservation.<|endoftext|> Visit epwater.org for more information.<|endoftext|> About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Infosys Celebrates Eight Years on NYSE, Achieving Carbon Neutrality, and Announcing its ESG Vision 2030 Author: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, will ring the Closing Bell® at the New York Stock Exchange (NYSE) on December 11, 2020 to commemorate its eighth anniversary of being listed on the Exchange. Infosys CEO, Salil Parekh, will ring the Closing Bell® in a ceremony celebrating the company’s 2020 achievements, including its eight years of trading on NYSE, rapid growth in the U.S., and its recently announced Environmental, Social and Governance (ESG) Vision for 2030.<|endoftext|> “We are honored to celebrate eight momentous years of Infosys on the Exchange by ringing the Closing Bell® at the NYSE. This has been a pivotal year for our employees, customers, and investors, as we have together faced historic challenges. As the world emerges out of the ongoing disruption, we have remained steadfastly committed to helping global enterprises navigate the challenges through rapid digital acceleration. This year also marks Infosys’ expanded investment in our U.S. presence, commitment to create 25,000 new American jobs by 2022, and efforts to meet the reskilling and employment needs raised by COVID-19. The moment also celebrates the company’s ESG roadmap for 2030, through which it continues to set high aspirations towards being a well-governed organization for diverse talent with an inclusive workplace and community strategies to leverage technology for good,” said, Salil Parekh, CEO, Infosys.<|endoftext|> “We congratulate Infosys on eight strong years as part of the NYSE community, the home to leading innovators and disruptors. We look forward to your contributions for many years to come,” said, John Tuttle, Vice Chairman and Chief Commercial Officer, NYSE Group.<|endoftext|> As Infosys celebrates eight years of trading on NYSE, it remains focused on its legacy of purpose and impact. In 2020, Infosys achieved carbon neutrality, 30 years ahead of 2050, the timeline set by the Paris Agreement. In its recently published Environmental, Social and Governance (ESG) Vision for 2030, the company also outlined ambitious goals for hiring and retaining talent as well as creating an inclusive workplace. Through Infosys Foundation USA, Infosys also invests in expanding access to computer science and maker education in K-12 public schools across the U.S.<|endoftext|> In the last three years, Infosys has exceeded its U.S. hiring goals by creating 13,000 new American jobs and launching six Technology and Innovation Centers in the U.S. At a critical moment during the COVID-19 pandemic, Infosys expanded its hiring commitment, announcing plans to hire 12,000 more American workers over the next two years, bringing its U.S. pledge to 25,000 jobs over five years. To support these efforts, Infosys also launched the Reskill and Restart initiative, leading an industry consortium to train job seekers and build pathways to connect them with employers.<|endoftext|> Watch Salil Parekh in conversation with NYSE, discussing business, people, planet and beyond The Closing Bell® ceremony will be broadcasted here at 4 p.m. EST on December 11 (2:30 a.m. IST on December 12). A link to the event will be available on Infosys’ Investor Relations webpage.<|endoftext|> About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Infosys Accelerates Enterprise Modernization Journey to the Cloud with the Infosys Modernization Suite Author: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today announced the launch of the Infosys Modernization Suite, part of Infosys Cobalt, to help organizations accelerate their end to end modernization needs. Infosys Modernization Suite helps enterprises modernize legacy while delivering superior customer experiences, faster time to market, infinite elasticity, and cost reduction, to help enterprises become resilient, responsive, and relevant.<|endoftext|> Shaji Mathew, Executive Vice President, Infosys, said, “The Infosys Modernization Suite, with over 40 modernization services, offers the perfect solution to organizations which need to modernize their legacy systems. Backed by experienced consultants, a rich talent pool, an extensive ecosystem of over 50 partners, and global modernization implementations for over 600 customers, Infosys is able to successfully catalyse the modernization journey for its clients.” A recent Infosys study highlighted legacy modernization as one of the top barriers for digital transformation. The Infosys Modernization Suite is a one-stop solution that helps enterprises reduce development efforts by up to 40 percent, time-to-market by 20-40 percent, and modernization costs by 15-30 percent, all through Infosys’ proprietary tools. The Suite comprises five integrated platforms that support multiple application modernization patterns through a cloud native development platform, a cloud migration platform, a mainframe modernization platform, a technology migration platform, and a database migration platform.<|endoftext|> Key features of the Infosys Modernization Suite are: Comprehensiveness – One-stop solution covering a wide range of modernization patterns and technologies – One-stop solution covering a wide range of modernization patterns and technologies Agility – Reduces time-to-market by bootstrapping projects with integrated and automated end-to-end workflows – Reduces time-to-market by bootstrapping projects with integrated and automated end-to-end workflows Efficiency – Optimizes modernization costs by significantly boosting productivity across the lifecycle As part of Kmart Australia’s plan to rebuild or replace the mainframe applications, it first virtualized the mainframe to run on the AWS cloud and used the freed up capacity to modernize its core merchandising system. According to Kevin Love, General Manager, Products Technology, “We believe we are one of the first retailers globally to migrate mainframe applications to the cloud 100 percent remotely. With the agility of a cloud platform, we are in a prime position to innovate and optimize customer experiences, rapidly and at scale. I am happy to say that Infosys has been a true partner in our modernization journey by bringing in automation tools from its modernization suite and a great team of mainframe, cloud modernization experts.” It was imperative for E.ON UK to modernize their legacy systems in order to support the newly acquired customer base effectively while lowering costs, increasing speed of product releases, and adding rich customer experience. Justin Miller, Chief Technology Officer, E.ON UK said, “Infosys de-risked our modernization journey by doing an early techno-commercial validation, bringing in the right partners through a single commercial interface and accelerating the time-to-market, using their Infosys modernization suite.” To learn more about Infosys Modernization Suite and Modernization Services, please visit: About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Cloud, Cybersecurity, and Modernization Will Power Digital Business Models and Increased IT Spending, say Global 2000 Executives: Infosys – HFS Research Author: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, together with HFS Research unveiled a market study titled, ‘Nowhere to Hide: Embracing the Most Seismic Technological and Business Change in our Lifetime.’ Focusing on how the COVID-19 pandemic has impacted businesses across industries, this joint study by Infosys and HFS Research revealed that numerous organizations have accelerated the adoption of automation, digital business models, and the hyper-scale cloud to respond to customer needs quickly and competitively. The report also brought to fore a shift in corporate mindset to advocate change and digitize businesses.<|endoftext|> The world changed overnight as COVID-19 created a state of upheaval and economic uncertainty, deeming the real-time prediction of complex risk scenarios as critical. The HFS Research spotlights the emergence of dynamic digital organizations energized by technology that has opened avenues for rapid progression and business growth. The report further highlights that more than digitizing processes, digital transformation is about business leaders reshaping existing business models and exploring new ways of uniting people, data, and processes to create value for their customers. The Infosys-HFS Research additionally emphasizes the strategies implemented by successful companies in various industries (G2K) to survive and thrive in the post-pandemic economy.<|endoftext|> For the study, HFS Research, in partnership with Infosys, surveyed 400 Global 2000 executives to understand how businesses can survive and thrive in the economy riddled with the pandemic. It offers perspectives to develop an outlook for IT and business services in the current geopolitical environment.<|endoftext|> Key findings: Bigger impact: Almost 70 percent of respondents believe that COVID-19 will have a bigger impact than the 2008 downturn with budgets, supply chains, employee availability, and customer intimacy being impacted the most.<|endoftext|> Almost 70 percent of respondents believe that COVID-19 will have a bigger impact than the 2008 downturn with budgets, supply chains, employee availability, and customer intimacy being impacted the most. Businesses that will thrive: The public sector, banking, insurance, healthcare, life sciences, and the high-tech industry respondents are relatively confident as they see emerging opportunities for making appropriate investments amid the crisis.<|endoftext|> The public sector, banking, insurance, healthcare, life sciences, and the high-tech industry respondents are relatively confident as they see emerging opportunities for making appropriate investments amid the crisis. Protecting the business: At least 65 percent of respondents are insulating their business from volatility by building diverse customer pools and investing in an agile business model.<|endoftext|> At least 65 percent of respondents are insulating their business from volatility by building diverse customer pools and investing in an agile business model. Digitize and Adapt: Over 60 percent of enterprises plan to accelerate their digital transformation initiatives and over 70 percent plan to change their product and service portfolio to drive greater customer value.<|endoftext|> Over 60 percent of enterprises plan to accelerate their digital transformation initiatives and over 70 percent plan to change their product and service portfolio to drive greater customer value. Critical IT investments to compete: Investing in creating a virtual, secure, and cloud-enabled IT environment that enables remote working at scale (virtualization, collaboration, security). Investments in the cloud, cybersecurity, and modernizing core IT apps and infrastructure are at the top of the priority heap.<|endoftext|> Investing in creating a virtual, secure, and cloud-enabled IT environment that enables remote working at scale (virtualization, collaboration, security). Investments in the cloud, cybersecurity, and modernizing core IT apps and infrastructure are at the top of the priority heap. Increased IT spending: Enterprises expect to increase their spending the most on business and digital consulting, followed by IT infrastructure services (including cloud). They expect the demand for IT and business process services to pick up to serve the dual purpose of driving digital while saving cash.<|endoftext|> Enterprises expect to increase their spending the most on business and digital consulting, followed by IT infrastructure services (including cloud). They expect the demand for IT and business process services to pick up to serve the dual purpose of driving digital while saving cash. Unleash your people to thrive. Nearly 90 percent of organizations realize they need to reposition to unleash people in the new reality. Post-COVID, working arrangements will change dramatically. Only 37 percent prefer a return to an office-based environment. The work culture will evolve from siloed working to interdisciplinary collaboration.<|endoftext|> Pravin Rao, Chief Operating Officer at Infosys said, “Post-COVID, we have witnessed accelerated scaling of digital across most enterprises. The strategic investment in cloud, cybersecurity, and modernization is not only helping businesses sharpen their focus on end-to-end customer journeys but also enabling them to do a lot more with much higher agility. With so much at stake to drive customer centricity and productivity, investment in employees and ensuring their well-being is of paramount importance. In a distributed work environment such as today, employees are an important centerpiece within the companies’ strategy framework and therefore, it is imperative for organizations to see how the hybrid work model can be made more effective, productive, resilient, and secure.” "A new dawn will emerge as the fog clears. We must embrace this brave new business world where a perfect alignment of business outcomes and their enabling technologies demand all our focus and creativity. We are living through the emergence of dynamic digital organizations where people are energized by technology, where they plug into business experiences that are progressing rapidly to places where the possibilities are limitless, where the future is unravelling before our eyes. What we have experienced – inside of a single year – is the coming together of people to confront their fear of change to face the reality that their organization will sink without it", said Phil Fersht, CEO and Chief Analyst, HFS Research For a full copy of the report, please click here Methodology HFS Research, in partnership with Infosys, surveyed 400 Global 2000 executives to understand how businesses can survive and thrive in the pandemic economy and to develop an outlook for IT and business services in the current geopolitical environment. HFS segmented the research findings according to its four phases of pandemic shock response: crisis, stabilization, realization, and unleashing people.<|endoftext|> About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects and financial expectations are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding Covid-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Improving Digital Learning Experiences for People with Disability Author: ['Infosys Limited'] Improving Digital Learning Experiences for People with Disability Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today announced its focus on improving digital accessible learning experiences for people with disability. This announcement builds on Infosys’ ongoing commitment to building platforms and infrastructure for a diverse and inclusive workplace.<|endoftext|> As part of this journey, Infosys will work towards building a more digitally accessible learning experience for people with disability through Infosys’ next-gen digital learning platform — Infosys Wingspan. Thirumala Arohi, Vice President and Head of Education, Training and Assessment, Infosys said, “As we embark on this digital accessibility journey, working with our partners such as the Australian Network on Disability, will allow us to continuously evolve our digital learning experiences to be more inclusive for people with disability.” The Australian Network on Disability (AND) will act as a trusted advisor for Infosys on accessibility. AND is a national not-for-profit organisation that recognises and supports businesses to advance the inclusion of people with disability across all areas of business.<|endoftext|> Andrew Groth, Senior Vice President and Region Head for Australia and New Zealand said, “On International Day of People with Disability we are advancing our partnership with the AND. The Australian Network on Disability (AND) is an important advisor to help us build more digitally accessible learning experiences for people with disability.” Amy Whalley, Deputy CEO, The Australian Network on Disability said, “It’s such a pleasure working with Infosys on their journey towards being more accessible and inclusive. The Australian Network on Disability is proud to partner with Infosys on this journey of creating more digitally accessible learning experiences for people with disability, building on their recognition as a Disability Confident Recruiter earlier this year.” Earlier this year, Infosys joined a group of 16 organisations in Australia that are recognised as Disability Confident Recruiters (DCR) by the Australian Network on Disability. Our DCR status, acknowledges ongoing work by the Infosys’ regional diversity and inclusion council. This also aligns with the Infosys’ global diversity charter that employment decisions are made based on merit and business needs.<|endoftext|> For several years now, Infosys Australia has had a specialist recruitment intake of neurodiverse jobseekers and people on the autism spectrum. The recruitment intake and dedicated training for both successful candidates and managers is underpinned by the Infosys Global Diversity Policy, and has successfully created pathways to digital careers for neurodiverse talent.<|endoftext|> Andrew Groth, Senior Vice President and Region Head for Australia and New Zealand further added, “Infosys is already experiencing the benefit of employing people with disabilities. We have found that employees with disabilities are key contributors and should be given the opportunity to do so.” To learn more about Infosys’ commitment to build more digital accessible learning experiences, and its partnership with the Australian Network on Disability, please click on: https://youtu.be/Et6RdtVXtzU https://youtu.be/KADwezrbgmg About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Infosys Science Foundation Awards Infosys Prize 2020 Winners in Six Categories Author: ['Infosys Limited'] The Infosys Science Foundation (ISF) awarded the winners of the Infosys Prize 2020 today for their outstanding contributions to science and research in a virtual awards ceremony. The prize consists of a pure gold medal, a citation and a purse of USD 100,000 and is awarded for stellar contributions in six fields: Engineering and Computer Science, Humanities, Life Sciences, Mathematical Sciences, Physical Sciences and Social Sciences. The winners were announced by the eminent chairs of the jury and felicitated by the chief guest, Prof. S. R. Srinivasa Varadhan - Abel Prize winner and Professor, Courant Institute of Mathematical Sciences, New York, USA.<|endoftext|> The winners of the Infosys Prize 2020 were handpicked from 257 nominations by an accomplished jury comprising renowned scholars and professors from around the world. The chairs of the jury were: Prof. Arvind (Massachusetts Institute of Technology) for Engineering and Computer Science, Prof. Kaushik Basu (Cornell University and former SVP, World Bank) for Social Sciences, Prof. Akeel Bilgrami (Columbia University) for Humanities, Prof. Chandrashekhar Khare (University of California, Los Angeles) for Mathematical Sciences, Prof. Shrinivas Kulkarni (California Institute of Technology) for Physical Sciences, and Prof. Mriganka Sur (Massachusetts Institute of Technology) for Life Sciences.<|endoftext|> The Infosys Prize has a history of awarding exceptional talent, some of whom have also earned prestigious international honors like the Nobel Memorial Prize in Economic Sciences, the Fields Medal and the Padma Shri. The ISF believes that this year’s winners too will leave an indelible impression in their respective domains. By recognizing these outstanding researchers and celebrating their achievements in the applied and theoretical domains, the Infosys Prize aims to create role models who will encourage young minds to explore science and research as career options.<|endoftext|> Mr. Narayana Murthy, Founder – Infosys, President – Infosys Science Foundation, said, “The trustees of the Infosys Science Foundation dream of an India where the poorest children can have reasonable access to nutrition, education, healthcare and shelter, and have confidence in a better future. For that, we need well thought out and impactful ideas that are speedily executed without corruption. Developed countries have succeeded mainly by improving their higher education and research systems. The Infosys Prize contributes to this mission in India by honoring the best scientists and researchers, whose work has the potential to improve our world.” Among those in attendance at the virtual ceremony were the trustees of the Infosys Science Foundation - Mr. Narayana Murthy (President of the Board of Trustees), Mr. Srinath Batni, Mr. K. Dinesh, Mr. S. Gopalakrishnan, Mr. Nandan Nilekani, Mr. Mohandas Pai, and Mr. S. D. Shibulal. In addition to the trustees and jury members, the event was attended by distinguished scientists and academicians from India and overseas, as well as business leaders, young researchers, and students.<|endoftext|> In his speech as chief guest of the Infosys Prize ceremony, Prof. S. R. Srinivasa Varadhan said, “I want to thank the trustees of the Infosys Science Foundation for the service they are doing to the research community through the Infosys Prize. I commend them on their vision and commitment. The last seventy-five years have seen extraordinary changes in the way we live. As the research efforts of most of our scientists impact our daily lives it places an ethical responsibility on them. The primary responsibility however, rests collectively with societies, governments and international organizations to regulate and control harmful side effects of scientific research and discovery.” The laureates of the Infosys Prize 2020 are: Engineering and Computer Science Prof. Hari Balakrishnan The Infosys Prize 2020 in Engineering and Computer Science is awarded to Prof. Hari Balakrishnan from Massachusetts Institute of Technology for his broad contributions to computer networking, and his seminal work on mobile and wireless systems. Balakrishnan’s commercial use of mobile telematics improve driver behavior and make roads safer.<|endoftext|> Humanities Dr. Prachi Deshpande The Infosys Prize 2020 in Humanities is awarded to Dr. Prachi Deshpande from the Centre for Studies in Social Sciences (CSSS), Kolkata for her nuanced and sophisticated treatment of South Asian historiography. Dr. Deshpande’s book Creative Pasts and many articles provide fine insight into the evolution of modern history writing in Maharashtra from the Maratha period onwards, and offer a novel perspective on the history of Western India.<|endoftext|> Life Sciences Dr. Rajan Sankaranarayanan The Infosys Prize 2020 in Life Sciences is awarded to Dr. Rajan Sankaranarayanan from the Centre for Cellular and Molecular Biology (CCMB), Hyderabad for fundamental contributions towards understanding one of the most basic mechanisms in biology, the error-free translation of the genetic code to make protein molecules. Dr. Sankaranarayanan's work has potential applications in the design of drugs such as antibiotics and immunosuppressants.<|endoftext|> Mathematical Sciences Prof. Sourav Chatterjee The Infosys Prize 2020 in Mathematical Sciences is awarded to Prof. Sourav Chatterjee from Stanford University for his groundbreaking work in probability and statistical physics. Prof. Chatterjee’s collaborative work has played a critical role in areas such as the emerging body of work on large deviations for random graphs.<|endoftext|> Physical Sciences Prof. Arindam Ghosh The Infosys Prize 2020 in Physical Sciences is awarded to Prof. Arindam Ghosh from the Indian Institute of Science (IISc), Bangalore for his development of atomically thin two-dimensional semiconductors to build a new generation of functional electronic, thermoelectric and optoelectronic devices. Prof. Ghosh’s creation of a new platform for light-matter interaction impacts quantum technologies and sensing in a fundamental way.<|endoftext|> Social Sciences Prof. Raj Chetty The Infosys Prize 2020 in Social Sciences is awarded to Prof. Raj Chetty from Harvard University for his pioneering research in identifying barriers to economic opportunity, and for developing solutions that help people escape poverty towards improved life outcomes. Prof. Chetty’s research and extraordinary ability to discern patterns in large data have the potential to induce major shifts in the discipline of Economics.<|endoftext|> About the Infosys Science Foundation The Infosys Prize is awarded by the Infosys Science Foundation, a not-for-profit trust set up in 2009. The award is given annually to honor outstanding achievements of contemporary researchers and scientists across six categories: Engineering and Computer Science, Humanities, Life Sciences, Mathematical Sciences, Physical Sciences and Social Sciences. Each prize consists of a gold medal, a citation and a purse of USD 100,000. The award intends to celebrate success in research and stand as a marker of excellence in these fields.<|endoftext|> Prof. Arvind | Prof. Kaushik Basu | Prof. Akeel Bilgrami | Prof. Chandrashekhar Khare | Prof. Shrinivas Kulkarni | Prof. Mriganka Sur Narayana Murthy | K. Dinesh | S. Gopalakrishnan | Mohandas Pai | Nandan Nilekani | Shibulal S. D. | Srinath Batni About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability

Continue Infosys Press Release (PR) to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Rolls-Royce and Infosys Announce Strategic Partnership for Aerospace Engineering in India Author: ['Infosys Limited'] Rolls-Royce and Infosys Announce Strategic Partnership for Aerospace Engineering in India Rolls-Royce, one of the world’s leading aerospace and defence technology companies, and Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, signed a strategic partnership for sourcing engineering and R&D Services for Rolls-Royce’s Civil Aerospace business. As part of the overall partnership, Rolls-Royce will transition a significant part of its engineering centre capabilities for Civil Aerospace in Bengaluru to Infosys. Leveraging its expertise in core engineering services, digital transformation capabilities, and Rolls-Royce product knowledge acquired through the partnership, Infosys will provide a full range of high-end engineering and R&D services integrated with advanced digital service to Rolls-Royce.<|endoftext|> Speaking about the partnership, Kishore Jayaraman, President, Rolls-Royce India & South Asia, said, “India has grown to become a key contributor to the Rolls-Royce global engineering ecosystem, delivering high levels of technical capability to support a broad range of complex business demands. Our vision is to continue this high capability engineering work in India, in partnership with Infosys. Infosys has been a valued partner to Rolls-Royce for many years, and we now look forward to building on this strategic partnership to secure the full range of our engineering capabilities here, while ensuring future growth potential for our engineering talent. We are committed to India and remain positive about the long-term prospects in this market.” Jasmeet Singh, Executive Vice President and Global Head of Manufacturing, Infosys, said, “We have always believed it is important to integrate the physical knowledge of a product with digital capabilities like Industry 4.0, additive manufacturing, and predictive analytics. The Rolls-Royce engineering team at Bengaluru has been at the forefront of these innovations, and we are delighted to welcome them to Infosys. We have had a long and fruitful association with Rolls-Royce and are looking forward to supporting the company in addressing Civil Aerospace industry challenges. We are confident that this excellent talent will be a great addition to Infosys’ deep experience in turbomachinery. We look forward to continuing to deliver industry leading solutions to our clients in the aerospace and defence sectors and beyond, while providing a great career path to our new colleagues within a rapidly growing ecosystem.” Over the past decade, Rolls-Royce established a multidisciplinary engineering centre in Bengaluru, and this has been an integral part of Rolls-Royce Engineering and R&D services. The Centre covers a mix of engineering capabilities spanning the full range of sub-functions and specialisms in R&D. Going forward, Rolls-Royce will continue these complex engineering activities in India in partnership with Infosys.<|endoftext|> Through robust investments over last two decades, Infosys has established an industry leading position in engineering services and is delivering end-to-end solutions to customers in the turbomachinery, propulsion (TMP), aerospace and defence industries. The ability to take over customer centres, seamlessly integrate them and leverage strong native engineering and digital capabilities has enabled Infosys to deliver enhanced services while optimizing operational costs for its customers. The engineering centre for Civil Aerospace will strengthen Infosys’ existing capabilities in Turbomachinery and Propulsion that are currently delivered through a network of engineering centres in Mysore, Baden, and Karlovac.<|endoftext|> About Rolls-Royce Holdings plc Rolls-Royce pioneers cutting-edge technologies that deliver clean, safe and competitive solutions to meet our planet’s vital power needs. Rolls-Royce has customers in more than 150 countries, comprising more than 400 airlines and leasing customers, 160 armed forces, 70 navies, and more than 5,000 power and nuclear customers. Annual underlying revenue was £15.45 billion in 2019, around half of which came from the provision of aftermarket services. In 2019, Rolls-Royce invested £1.46 billion on research and development. We also support a global network of 29 University Technology Centres, which position Rolls-Royce engineers at the forefront of scientific research. Visit www.Rolls-Royce.com/india About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: XacBank Mongolia Selects Infosys Finacle to Power its Digital Transformation Author: ['Infosys Limited'] XacBank Mongolia Selects Infosys Finacle to Power its Digital Transformation XacBank, a leading universal bank in Mongolia, and Infosys Finacle, part of EdgeVerve Systems, a wholly-owned subsidiary of Infosys (NYSE: INFY), today announced the selection of Finacle’s core banking, treasury, and corporate banking solution suites to power XacBank’s digital transformation. The Finacle solution suite will enable the bank to drive all-round business transformation to improve customer engagement, operational excellence, and the flexibility to launch tailored offerings on demand, for continuous innovation and growth.<|endoftext|> Highlights: With Finacle digital core banking suite, XacBank will gain a comprehensive set of capabilities and an open platform to establish a robust foundation for its digital future. The digital product factory will enable the bank to evolve its offerings at speed to keep in sync with market dynamics The broad suite of enterprise products - deposits, loans, limits and collaterals, payments, trade finance – will enable XacBank to standardize business processes, simplify enterprise architecture and offer tailored services The Finacle Treasury solution will provide XacBank with a single, unified platform to enable trading, risk management and processing across a wide expanse of cross-asset classes This solution suite will help the bank accelerate its digitization and automation journey across the enterprise, resulting in improved customer experience and lower costs of operation Tsevegjav Gumenjav, Chief Executive Officer, XacBank, said, “At XacBank, we aspire to be the preferred bank in Mongolia for all our customers segments, by providing a modern digital banking experience, while serving their financial needs in a secure manner. To power our leadership position into the future, in an increasingly competitive environment, we felt the need for a modern platform. Given its growing deployment base in Mongolia, Finacle is a proven solution for our needs. With Finacle’s new age digital core banking platform, I believe we are well placed to meet the present and future demands of our customers with ease, while contributing to the economic development of Mongolia.” Narayan Samant, Chief Information Officer, XacBank, said, “As an innovation leader in Mongolia’s banking sector, our focus is to leverage a digital-first strategy to provide custom curated financial services to our digital savvy customers. We chose Infosys Finacle due to its proven credentials and track record of easily adapting to the dynamic banking landscape in Mongolia. We are confident that the functionally rich and technologically advanced platform will support our growth aspiration and provide a world-class banking experience for our customers.” Venkatramana Gosavi, Senior Vice President & Global Head of Sales, Infosys Finacle, said, “XacBank has shown an admirable preference for being ahead of the curve in technology adoption and ensuring a world class banking experience for its customers. To help XacBank achieve this vision, we are delighted to deploy our industry leading Finacle solution suite, the preferred platform of choice for leading banks in Mongolia. With Finacle, XacBank will benefit from comprehensive, contemporary capabilities to power current and emerging requirements and keep pace with a dynamic business environment.” About XacBank XacBank provides integrated banking and financial solutions to consumer and MSMEs throughout its 80, nation-wide branches. As of today, XacBank serves approximately 800,000 customers. To know more, visit www.xacbank.mn Infosys Finacle Finacle is the industry-leading digital banking solution suite from EdgeVerve Systems, a wholly owned product subsidiary of Infosys. Finacle helps traditional and emerging financial institutions drive truly digital transformation to achieve frictionless customer experiences, larger ecosystem play, insights-driven interactions and ubiquitous automation. Today, banks in over 100 countries rely on Finacle to service more than a billion consumers and 1.3 billion accounts.<|endoftext|> Finacle solutions address the core banking, omnichannel banking, payments, treasury, origination, liquidity management, Islamic banking, wealth management, analytics, artificial intelligence, and blockchain requirements of financial institutions to drive business excellence. An assessment of the top 1250 banks in the world reveals that institutions powered by the Finacle Core Banking Solution, on average, enjoy 7.2% points lower costs-to-income ratio than others.<|endoftext|> To know more, visit www.finacle.com Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: ATP and Infosys Extend Digital Innovation Partnership Author: ['Infosys Limited'] ATP and Infosys Extend Digital Innovation Partnership Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, and the ATP, have today announced the renewal of their highly successful partnership for a further three years. The agreement will see Infosys continue as Global Technology Services Partner and Digital Innovation Partner of the ATP, through 2023.<|endoftext|> As the technology partner of the ATP since 2015, Infosys has been instrumental in supporting ATP’s development of key digital assets and infrastructure, including ATP PlayerZone, ATP Stats Leaderboards, ATP Second Screen, and the ATP app. Through the extended partnership, Infosys will continue to develop and accelerate innovations in advanced technologies such as Artificial Intelligence, Data Analytics, and Cloud, leveraging its dedicated tennis platform to deliver diverse experiences for players, media, and fans across the world.<|endoftext|> Through Infosys ATP Stats, ATP Performance Zone, and Win-Loss index, the ATP will continue to focus on data driven insights for match statistics. Coupled with the popular editorial series, Infosys ATP Beyond the Numbers, fans will gain deeper insight into tennis through comprehensive game analysis. To celebrate the 50th anniversary of the Nitto ATP finals, Infosys and ATP have created Flashback 50, a data driven web experience to statistically compare the champions across five decades of the Nitto ATP Finals over the past 50 tournament editions.<|endoftext|> Pravin Rao, Chief Operating Officer, Infosys, said, “The ATP Tour was our first partnership in the sport of tennis, and together with ATP we’ve continued to push the boundaries of how fans, players and the media are involved and engaged in the game. As we take rapid strides in our sixth year partnering together, our focus remains on supporting ATP’s vision to reimagine the game leveraging data to deliver unique insights and digital experiences through next generation technologies.” Massimo Calvelli, CEO, ATP, said, “Infosys is a leading global brand and one which has been instrumental in helping ATP innovate and maximise efficiency through technology. Most importantly these exciting innovations have enhanced fans’ experience and interaction with our sport. We are thrilled to extend our partnership and look forward to seeing what we can continue achieving together.” About The ATP The ATP is the governing body of the men's professional tennis circuits — the ATP Tour, the ATP Challenger Tour and the ATP Champions Tour. With 64 tournaments in 30 countries, the ATP Tour showcases the finest male athletes competing in the world’s most exciting venues. From Australia to Europe and the Americas to Asia, the stars of the 2020 ATP Tour will battle for prestigious titles and FedEx ATP Rankings points at ATP Masters 1000, 500 and 250 events, as well as Grand Slams (non-ATP events). The 2020 season launched in January with the inaugural ATP Cup in Australia and will culminate with only the world’s top 8 qualified singles players and doubles teams competing for the last title of the season at the Nitto ATP Finals in November. Held at The O2 in London, the event will officially crown the 2020 ATP World No. 1. For more information, please visit www.ATPTour.com.<|endoftext|> About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Simplus, an Infosys Company, Announces Vaccine Management Solution Aligned with Salesforce Work.com for Vaccines Author: ['Infosys Limited'] Simplus, an Infosys company, is pleased to announce a collaboration with Salesforce for a vaccine management cloud solution built on the Salesforce Platform in support of Salesforce Work.com for Vaccines as the COVID-19 pandemic continues. Combining Simplus’ resources, capabilities, and Salesforce consulting and product expertise, the companies have created an end-to-end vaccine management solution to help support the federal government’s mandate for states to be ready to distribute a coronavirus vaccine.<|endoftext|> Infosys vaccine management solution built on the Salesforce Platform covers a broad spectrum of vaccine management, including campaign management, citizen registration, prioritization, provider enrollment, supply chain visibility, forecasting, vaccine administration, wellness surveys, and adverse event monitoring. The solution is integrated with Salesforce Health Cloud that can help support compliance with applicable laws, such as HIPAA. Within this solution are two communities: one for residents and one for providers. The resident community is the one-stop-shop for individuals to find information, register with state and local governments, and schedule vaccine appointments. The provider community is the central hub for providers. Providers may, for example, apply to become a COVID-19 vaccine provider, manage appointments, maintain inventory, log vaccine administration details and document adverse effects.<|endoftext|> Infosys vaccine management solution also utilizes other Salesforce products and solutions. Marketing Cloud leverages resident and provider data from Health Cloud to manage initial outreach, advocacy to resident populations, and follow-up communication concerning scheduling, adverse reactions and more. With MuleSoft, public health stakeholders can get a comprehensive view of their full vaccination efforts, on state and local levels, by securely and reliably integrating both their data from inside Salesforce and external data across EMR/EHRs, state-specific IISs, and CDC portals. Tableau can then be used to easily access and analyze that data through interactive visualizations to track and report population health outcomes and vaccination rates.<|endoftext|> “As we work toward a global solution during the pandemic, the importance of a robust vaccine management solution cannot be overstated,” said Ryan Westwood, CEO of Simplus. “We are thrilled to bring life-changing solutions to protect our communities.” Another benefit is the innovation team’s agile approach considering the parameters of the disease management are not yet known. Variables such as dosage frequency and vulnerable populations in geographies can be considered alongside other variables such as testing strategy and asymptomatic transmission. Vaccine management is tightly coupled with an effective containment strategy. Being able to act in concert with a widespread testing and containment strategy will be instrumental to the solution realizing its full potential.<|endoftext|> “Infosys’ vaccine management solution combines the power of Health Cloud, Marketing Cloud, MuleSoft and Tableau,” said Eric Paternoster, CEO of Infosys Public Services. “We bring a holistic solution that can meet the demands of rigorous and expansive vaccine management programs. We have also architected the solution in modular fashion to complement existing systems that may already be in place. In this way, we are delivering the fastest time-to-value as well as acting in the interests of public good.” “We are excited about Infosys’ vaccine management solution built on the Salesforce Platform,” said Tyler Prince, EVP of Partners and Industries, Salesforce. “Our partners are a key growth driver of the Salesforce economy, as they extend the functionality of our platform and help customers implement our technology. This solution exemplifies the impact of partner innovation combined with Salesforce products meeting an urgent community need.<|endoftext|> Simplus intends to integrate the vaccine management solution with testing and contact tracing to complete an overarching containment strategy for the public sector. The widespread testing strategy and preexisting public health initiatives will be instrumental to the solution realizing its full potential.<|endoftext|> Salesforce, Work.com, Health Cloud, Marketing Cloud, Tableau, Mulesoft and others are trademarks of Salesforce.com, Inc.<|endoftext|> About Simplus We drive results that matter for the modern enterprise by accelerating strategic, industry-focused digital transformation in the Salesforce ecosystem. Our services include program strategy, platform implementation, organizational change management, data and systems integration, solution accelerators, and managed services. We offer end-to-end, industry-leading solutions to drive an innovative customer experience, operational efficiency, and overall profitable growth by combining best-in-class functional capabilities and technology automation with a user enablement focus. Visit simplus.com, email socialmedia@simplus.com, or call 833.SIMPLUS for more information.<|endoftext|> About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Infosys and Vodafone win TM Forum Excellence Award 2020 for Customer Experience and Trust Author: ['Infosys Limited'] Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has won the TM Forum Excellence Award in the customer experience and trust category for transforming Vodafone UK into a customer-centric digital service provider. Infosys was recognized for delivering customer delight through automated, omnichannel, and personalized experiences.<|endoftext|> TM Forum’s annual Excellence Awards recognize the world’s leading companies for their innovative achievements spanning digital transformation, business and IT agility, customer centricity, product and service innovation in AI, data analytics, autonomous networks and cloud native IT among others.<|endoftext|> Infosys worked with Vodafone UK to modernize its IT infrastructure, synchronize channels, and create a new digital experience layer to accelerate speed to market and reduce costs. Infosys’ cloud-first and API-first platform leveraged the TM Forum standard for Open APIs to deliver scale and resilience with the Cloud-native platform through Amazon Web Services. The new Digital Experience Layer (DXL), now a global template for digital transformation across the Vodafone Group, was deployed using DevOps and continuous integration, to accelerate the launch of new services.<|endoftext|> This award-winning digital platform helped Vodafone UK automate over 50 percent of customer interactions, improve sales conversion by 30 percent, and digital sales by 50 percent while tripling their Net Promoter Score. Infosys as the system integrator partner additionally helped Vodafone UK accelerate the launch of VOXI, a social and mobile chat application, and ToBi, an AI chatbot for managing transactions.<|endoftext|> Ben Connolly, Head of Digital Engineering, Vodafone UK, said, “Digital is the glue that helps Vodafone attract, retain and engage subscribers, and this powerful partnership will rapidly expand the range of our digital services. The digital platform implemented together with Infosys enables Vodafone UK to serve digital natives with new, differentiated, and value-added services. It helps Vodafone UK reimagine services from a subscriber’s perspective. We welcome the opportunity to roll out innovative solutions in the future.” Anand Swaminathan, Executive Vice President – Global Head of Communications, Media & Technology at Infosys, said, “Vodafone UK’s partnership with Infosys proves how digital transformation can chart seamless customer journeys underpinned by automation and personalization. The next-generation telco is a digital-first service provider that engages subscribers with a bouquet of enriching experiences. We will continue to work closely with Vodafone to explore new market opportunities and expand the scope of our digital platform.” Nik Willetts, CEO, TM Forum, said, “Congratulations to Infosys and Vodafone for their achievement in this year’s TM Forum Excellence Awards. This year’s winners exemplify commitment to the evolution of the industry through digital transformation, and the impact of TM Forum best practices and standards developed through our member Collaboration Community. Our sincere congratulations to Infosys and Vodafone for playing their part in accelerating digital transformation, and our thanks for their commitment to TM Forum, our members and the telecoms industry as a whole.” About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Infosys and Ellen MacArthur Foundation Partner to Drive Forward Circular Economy Author: ['Infosys Limited'] Infosys and Ellen MacArthur Foundation Partner to Drive Forward Circular Economy Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, has partnered with the Ellen MacArthur Foundation charity. The organisations will work together to accelerate the global transition to a circular economy.<|endoftext|> The Foundation works with its Network of Strategic Partners, Partners, and Members. Infosys has joined the Network as a Partner. The Network includes some of the world’s leading and most influential organisations, including businesses, governments, educators, innovators, and investors, to drive systemic change.<|endoftext|> Infosys CEO, Salil Parekh and Dame Ellen MacArthur discuss the importance of building a circular economy.<|endoftext|> The collaboration coincides with the launch of the strategic Sustainable Business Unit within Infosys, which will enable customers to better incorporate circular designs into their products, services, and supply chains.<|endoftext|> The Ellen MacArthur Foundation develops and promotes the idea of a circular economy. It works with, and inspires, business, academia, policymakers, and institutions to mobilise systems solutions at scale, globally. The circular economy offers an alternative to the linear ‘take, make, waste’ linear economy — one which is better for people, the economy, and the environment. The circular economy is based on three key principles — design waste out of the system, keep products and materials in use, and regenerate natural systems.<|endoftext|> Infosys will focus on aligning its digital transformation toolkit — Live Enterprise Suite — with the Foundation’s circular economy performance measurement tool, Circulytics. Circulytics enables companies to measure their circular economy performance and identify opportunities to adopt, or further embed, circular practices, thereby driving the transition to a circular economy. Infosys will be able to achieve circular design of products, services, and supply chains much more quickly by reusing and repurposing customers’ existing technology stacks, rather than replacing them.<|endoftext|> The Partnership follows the recent announcement that Infosys has become a PAS 2060 certified carbon neutral company – 30 years ahead of the timeline set out in the Paris Agreement on climate change. Additionally, 34 of the company’s buildings have the highest level of green building certification and no wastewater is discharged from any of its campuses. Now, as a system integrator dedicated to doing the right thing since inception in 1981, Infosys is well placed to take the technology conversation forward on circularity.<|endoftext|> Corey Glickman, Head of Sustainable Business, Infosys, said: “Being a Partner of the Ellen MacArthur Foundation is a valued relationship that allows us to continue at pace the work we’ve already been doing to promote the importance of efficient practices and supply chains. Infosys believes there is a symbiotic relationship between digitisation and sustainability and through aligned strategies and clever design — particularly on circularity — you can achieve both, with just one pocket of spending.” James George, Network Development Lead, Ellen MacArthur Foundation, said: “I am very excited to see how this relationship develops and deepens over the next few years. As a global leader in next-gen digital platforms, Infosys will bring a calibre of expertise and knowledge that will further help the Network to realise its digital ambition, which will support the transition towards a circular economy. As a Partner with the Foundation, Infosys have drawn a line in the sand, to embrace a circular economic framework as part of their future value proposition.” About Ellen MacArthur Foundation The Ellen MacArthur Foundation is a UK-based charity committed to the creation of a circular economy that tackles some of the biggest challenges of our time, such as waste, pollution, and climate change. A circular economy designs out waste and pollution, keeps products and materials in use, and regenerates natural systems, creating benefits for society, the environment, and the economy. The Ellen MacArthur Foundation works closely with designers, businesses, educators, and policymakers around the world to achieve this.<|endoftext|> About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Infosys Science Foundation to Announce the Winners of the 12th Infosys Prize Author: ['Infosys Limited'] Infosys Science Foundation (ISF) will announce the winners of the Infosys Prize 2020 on the evening of December 02, 2020, virtually. The Infosys Prize, which was instituted to elevate the prestige of science and research, also aims to inspire the youth to choose a vocation in research. The prize for each category comprises a pure gold medal, a citation, and a prize purse of USD 100,000 (or its equivalent in Rupees) this year.<|endoftext|> Infosys Science Foundation will felicitate scholars across six categories - Engineering and Computer Sciences, Humanities, Life Sciences, Mathematical Sciences, Physical Sciences, and Social Sciences. A distinguished jury, comprising of leaders in each of these fields, evaluates the work of the nominees against the standards of international research, placing the winners on par with the finest researchers in the world.<|endoftext|> “Over the last 12 years, the Infosys Prize has chosen the very best contemporary researchers and scientists who have gone on to distinguish themselves further. This reaffirms our faith in our process and purpose. We realized that there was a serious need to bring science to the fore and make it fashionable again, especially for the younger generation who need to see contemporary role models in these fields and be inspired by them,” said N.R. Narayana Murthy, Founder, Infosys, President - Board of Trustees, Infosys Science Foundation.<|endoftext|> Since its inception in 2009, Infosys Science Foundation has felicitated works of 68 laureates from not just institutes like the IITs, IISc, ISIs, and NCBS but also CSIR labs across the county, niche research institutes like JNCSAR and Harish Chandra Research Institute, among others. Last year, this time, Abhijit Banerjee and Esther Duflo, early winners of this Prize, won the Nobel memorial prize in Economics. Manjul Bhargava and Akshay Venkatesh went on to win the Fields Medal – one of the highest honors in mathematics given only once in four years to those under 40 years of age. Gagandeep Kang became the first woman from India to be elected as a member of the Royal Society. This year, Ashoke Sen and Thanu Padmanabhan, who were awarded Infosys Prize in 2009, made it to the top 30 in their field in a list of top 2 percent leading scientists in the world, according to a paper published by Stanford researchers.<|endoftext|> Winners for this year will be announced and felicitated in a virtual ceremony on December 2, 2020.<|endoftext|> Agenda of the event: Opening address by N. R. Narayana Murthy- Founder, Infosys, President - Board of Trustees, Infosys Science Foundation Address by the chief guest – Abel Prize winner, S R Srinivasa Varadhan Announcement of winners across six categories by the chairs of each jury panel Vote of thanks by Salil Parekh – CEO and MD, Infosys About the Infosys Science Foundation The Infosys Prize is awarded by the Infosys Science Foundation, a not-for-profit trust set up in 2009. The award is given annually to honor outstanding achievements of contemporary researchers and scientists across six categories: Engineering and Computer Sciences, Humanities, Life Sciences, Mathematical Sciences, Physical Sciences and Social Sciences. Each prize consists of a gold medal, a citation and a purse of USD 100,000. The award intends to celebrate success in research and stand as a marker of excellence in these fields.<|endoftext|> Prof. Kaushik Basu | Prof. Arvind | Prof. Shrinivas Kulkarni | Prof. Akeel Bilgrami | Dr. Mriganka Sur | Prof. Chandrashekhar Khare Srinath Batni | K. Dinesh | S. Gopalakrishnan | N. R. Narayana Murthy | Nandan Nilekani | T. V. Mohandas Pai | Shibulal S.D.<|endoftext|> About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Press Release (PR) Title: Infosys Positioned as a Leader in the Everest Group PEAK Matrix® for Cloud-native Application Development Service Providers 2020 Author: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix® for Cloud-native Application Development Service Providers 2020 Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group’s PEAK Matrix® for Cloud-native Application Development Service Providers 2020. Infosys was recognized for its ability to help organizations augment their digital capabilities, modernize their core systems, and deliver design-led experiences in an agile manner. Backed by deep domain expertise and experience, Infosys leverages platforms such as Infosys PolyCloud Platform and Infosys Cloud Native Development Platform, part of Infosys Cobalt, to simplify and accelerate cloud native journey for its clients.<|endoftext|> Everest Group assessed 21 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the cloud-native applications development space. Infosys’ cloud-native application development services include API, microservices, PaaS, observability, security, and DevSecOps.<|endoftext|> The key highlights of the report include: Design thinking approach and joint workshops with clients that have helped build and demonstrate POCs, thus, fostering client confidence Mature set of tools and accelerators that enable predictability and consistency in its cloud-native engagements Strong pool of domain experts across industry verticals, which enables it to contextualize cloud-native solutions with a better understanding of clients’ businesses Infosys’ upskilling initiatives that help provide consistent and quality delivery teams in cloud-native engagements Extensive partnership with ISVs and cloud service providers to develop joint solutions and enhanced service offerings for clients “Rapidly evolving market conditions have put unprecedented pressure on enterprises to differentiate themselves and find more agile, scalable, and cost-effective means to develop applications. In response, they are increasingly relying on cloud-native development,” said Alisha Mittal, Practice Director, Everest Group. “Infosys is enabling its clients to develop resilient cloud-native applications leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey. Infosys’ clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.” “Cloud native applications and technologies are the way forward to drive innovation, resilience and deliver well-recognized business value to customers. It is an ideal approach for enterprises that are looking to build and run responsive, scalable, and fault-agnostic apps across public, private, or hybrid clouds”, said Shaji Mathew, Executive Vice President, Infosys. “Our positioning as a Leader in the report validates our deep domain knowledge backed by offerings from Infosys Cobalt to contextualize cloud-native solutions specific to our clients’ businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix® for Cloud-native Application Development Service Providers 2020 can be accessed here.<|endoftext|> About Infosys Infosys is a global leader in next-generation digital services and consulting. We enable clients in 46 countries to navigate their digital transformation. With nearly four decades of experience in managing the systems and workings of global enterprises, we expertly steer our clients through their digital journey. We do it by enabling the enterprise with an AI-powered core that helps prioritize the execution of change. We also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.<|endoftext|> Visit www.infosys.com to see how Infosys (NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor Certain statements in this release concerning our future growth prospects, financial expectations and plans for navigating the COVID-19 impact on our employees, clients and stakeholders are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding COVID-19 and the effects of government and other measures seeking to contain its spread, risks related to an economic downturn or recession in India, the United States and other countries around the world, changes in political, business, and economic conditions, fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, unauthorized use of our intellectual property and general economic conditions affecting our industry and the outcome of pending litigation and government investigation. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2020. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the Company's filings with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the Company unless it is required by law.<|endoftext|> Media contacts: For further information, please contact: PR_Global@infosys.com ***

Infosys Blog Title: Apple Vision Pro: Revolutionizing Augmented Reality Experiences Author: ['Infosys Limited'] Apple Vision Pro: Revolutionizing Augmented Reality Experiences Welcome to the future of augmented reality! Apple Vision Pro is set to redefine the way we interact with digital content, blending the virtual world seamlessly with reality. With its cutting-edge features, intuitive controls, and sleek design, this AR headset is poised to revolutionize the way we work, play, and explore. Let’s dive into the impressive capabilities and potential use cases of the Apple Vision Pro.<|endoftext|> Unmatched Visuals: At the heart of the Apple Vision Pro lies a 4K micro-OLED display, boasting a staggering 65 times more pixel density than an iPhone screen. This immersive display ensures breathtaking visuals, bringing digital content to life with exceptional clarity and detail. Whether you’re gaming, designing, or consuming media, the Apple Vision Pro will transport you to a whole new dimension of visual experiences.<|endoftext|> Seamless Interaction: With the absence of a physical controller, the Apple Vision Pro takes user interaction to the next level. Using advanced sensors, including those for eye and hand tracking, this AR headset allows for natural and intuitive control. By simply moving your eyes or gesturing with your hands, you can navigate menus, interact with virtual objects, and immerse yourself in a world of possibilities.<|endoftext|> Powerful Processing: The M2 and R1 chips power the Apple Vision Pro, enabling real-time processing and seamless performance. These chips ensure smooth rendering of complex AR content, allowing for fluid interactions and an unparalleled user experience. With the Apple Vision Pro, you can say goodbye to lag and latency, and fully embrace the limitless potential of augmented reality.<|endoftext|> Unmatched Sensor Array: The Apple Vision Pro is equipped with an array of sensors that revolutionize how we perceive and interact with the world around us. From tracking eye movement and hand gestures to capturing facial expressions and depth information, this headset delivers a truly immersive experience. Two down cameras, two side cameras, two IR illuminators, two LiDAR scanners, and two True Depth cameras work in harmony to provide precise tracking and depth perception, further blurring the line between the physical and virtual realms.<|endoftext|> Immersive and Authentic: Apple Vision Pro offers two distinct modes: immersive mode and pass-through mode. In immersive mode, users can completely immerse themselves in virtual environments, enjoying interactive experiences like gaming, virtual tours, and creative design. In pass-through mode, the headset seamlessly integrates virtual content into the real world, allowing for enhanced productivity, navigation, and information overlays.<|endoftext|> Uncompromised Security: Your privacy and security are of utmost importance with the Apple Vision Pro. The device features Optic ID, an innovative authentication method that uses optical technology to verify your identity seamlessly. This ensures that only authorized users can access sensitive information or perform secure actions within the AR environment.<|endoftext|> Apple Ecosystem Integration: With a focus on a seamless user experience, the Apple Vision Pro is designed exclusively for Apple apps. This tight integration with the Apple ecosystem allows for seamless syncing, sharing, and compatibility across various devices. Whether you’re using your iPhone, iPad, or Mac, the Apple Vision Pro seamlessly integrates with your existing workflows and enhances your productivity.<|endoftext|> Use-cases for vision pro Remote Collaboration and Communication: AR headsets can revolutionize remote work by enabling immersive and interactive collaboration regardless of physical location. Teams can come together virtually, view and manipulate 3D models, share information in real-time, and communicate through augmented video calls, enhancing productivity and fostering seamless collaboration.<|endoftext|> Education and Training: Augmented reality headsets can transform the learning experience by overlaying digital content onto the real world. Students can engage in interactive lessons, explore historical sites, dissect virtual organisms, or practice hands-on skills in simulated environments. AR headsets provide an immersive and dynamic educational experience that enhances comprehension and retention.<|endoftext|> Healthcare and Medical Training: AR headsets have immense potential in healthcare settings. Surgeons can benefit from real-time visualizations and augmented guidance during complex procedures, allowing for precise and efficient interventions. Medical students can practice virtual surgeries, study anatomy with interactive overlays, and gain hands-on experience in a safe and controlled environment.<|endoftext|> Enhanced Surgical Visualization: The Apple Vision Pro can revolutionize surgical procedures by providing real-time visualizations and augmented guidance. Surgeons can overlay important information, such as preoperative imaging scans, patient vitals, and surgical plans directly onto their field of view. This augmented assistance enables precise and efficient interventions, leading to improved surgical outcomes and patient safety.<|endoftext|> Training and Simulation: Medical students and professionals can greatly benefit from the immersive training experiences offered by the Apple Vision Pro. Virtual simulations allow users to practice complex procedures, such as surgeries, in a controlled and realistic environment. With the headset’s accurate tracking and depth perception, trainees can hone their skills, learn from their mistakes, and gain valuable hands-on experience before entering the operating room.<|endoftext|> Anatomy Education and Visualization: Studying and understanding human anatomy is a crucial part of medical education. The Apple Vision Pro can enhance traditional learning methods by overlaying interactive anatomical models onto the real world. Students can visualize and manipulate virtual organs, systems, and structures, gaining a deeper understanding of the human body. This immersive approach improves comprehension and retention, ultimately leading to more proficient healthcare professionals.<|endoftext|> Retail and E-Commerce: AR headsets offer virtual try-on experiences, enabling customers to see how products look or fit before purchasing. Users can virtually place furniture in their homes, try on virtual fashion items, or visualize how a new paint color would look on their walls. These immersive shopping experiences enhance customer engagement, reduce returns, and improve overall customer satisfaction.<|endoftext|> Architecture and Design: Architects and designers can use AR headsets to visualize and modify 3D models of buildings or interior spaces in real-time. Clients can walk through virtual representations of projects, making design decisions and providing feedback before construction begins. This streamlines the design process, improves communication, and reduces costly errors.<|endoftext|> Tourism and Travel: AR headsets can enhance the travel experience by providing interactive and informative overlays on landmarks, historical sites, and tourist attractions. Users can access real-time information, translations, and augmented guides, enriching their understanding of the places they visit and offering a more immersive and personalized travel experience.<|endoftext|> Gaming and Entertainment: Augmented reality headsets bring gaming to a whole new level by overlaying virtual elements onto the real world. Users can engage in interactive multiplayer games, experience immersive storytelling, and explore virtual worlds in their own surroundings, blurring the boundaries between the digital and physical realms.<|endoftext|> Industrial Maintenance and Repair: AR headsets can assist technicians and engineers in performing maintenance and repairs by providing step-by-step visual instructions, overlaying diagnostic information, and offering real-time guidance. This reduces downtime, improves efficiency, and enhances worker safety.<|endoftext|> The Apple Vision Pro AR headset will definitely raise the bar for augment reality hardware in the coming future. We will see wide range of application and innovations built around it. Its lightweight design, powerful processing capabilities, unmatched sensor array, and intuitive controls make it a game-changer for professionals, gamers, and enthusiasts alike. With its stunning visuals and immersive experiences, the Apple Vision Pro opens up a new realm of possibilities, enabling us to explore, create, and connect in ways we’ve never imagined. Get ready to step into the future with the Apple Vision Pro AR headset.<|endoftext|> ***

Infosys Blog Title: End to End view of OTA for Connected Vehicles Author: ['Infosys Limited'] End to End view of OTA for Connected Vehicles Background – What is OTA for connected vehicle Over-the-Air (OTA) software updates for connected vehicles became increasingly necessary with advanced electronics, control units & technology embedded in the vehicles which need firmware(s) & software to function.<|endoftext|> OTA updates enable automobile manufacturers to push software packages remotely through the wireless connection. Wireless connection can be through Communication Modules (DCMs) or Local Wi-Fi connections. The software packages for connected vehicles are developed and pushed for new features and bug fixes similar to smartphones and other electronic devices.<|endoftext|> The possibility to update software in the vehicles saves vehicle manufacturers and regional dealers from arrangements of customer visit, and provide manual technical assistance and related time & manpower load.<|endoftext|> The necessity of OTA – Debriefed objective points Connected vehicles are loaded with heavy and complex software packages for connected services, vehicle controls, sensors, vehicle and driver safety features, autonomous driving, and much more.<|endoftext|> It is crucial and obligatory for vehicle manufacturers and OEMs to keep in-vehicle software packs and operating systems bug-free and up-to-date with enhanced and new features.<|endoftext|> This demand for frequent and swift software updates pushes manufacturers and OEMs to adapt to OTA mechanisms with the below listed key necessities and/or benefits.<|endoftext|> Drawbacks of time-consuming manual software updates, customer-to-dealer visits, and wired set-ups Automated OTA updates can deliver software/firmware fixes and enhancements remotely, swiftly improving vehicle functionality, safety, and security in no time. The fast-paced evolution of connected vehicles and services pushing heavy demand on the OTA In the ever-evolving world of connected vehicles and their features, OTA software updates are inevitable for manufacturers to be swift and efficient to deliver software updates, improve vehicle performance, and enhance overall customer delight.<|endoftext|> E2E – Systems and Business Functions Enablement of OTA for connected vehicles involves cross-functional system domains and/or functional capabilities listed below.<|endoftext|> Data Collection and Data Analysis of versions and status of in-vehicle software(s) Regulation Compliance and Management UNECE-WP-29 for cybersecurity and software updates, And UNECE-R156 & R155 for component-specific functionalities Legal Compliance to GDPR and Customer Consent Management Fully automated Campaign Configuration and E2E OTA Rollout Management Notification Management to keep customers informed about software updates, and collect consent Product Management, Research, and SDLC of the Software Package(s) Data Analytics and Reporting to judge the success rate of the OTA rollouts Customer management for failed OTA to coordinate with the customer for wired updates Bench set-up with CAN-bus for wired updates Typical-E2E-System-Domains-Functions-and-Workflow-for-Vehicle-OTATechnical capabilities Telematics – To collect vehicle data and send signals to change the configuration of the vehicle Cellular Network – Telematics data is transmitted over a cellular network, such as 3G, 4G LTE, or 5G. Firmware Over-the-Air (FOTA) – FOTA technology enables the wireless transfer, installation, and rollbacks Differential (Delta) Updates enable installation of just a changed part of the software, not the whole package Secure Communication, E2E encryption, digital signatures & certificates, and authentication to protect the OTA update from unauthorized access and tampering. Remote Software Management Platforms (Campaign Consoles) to create and package software updates, and schedule deployments in batches to get status and performance. Remote Device Management and Monitoring for remote provisioning, resets, and restarts Along with the Technical Capabilities the technical protocols used for OTA are Open Mobile Alliance (OMA) and Device Management (OMA-DM) MQTT (Message Queuing Telemetry Transport) HTTPS (Hypertext Transfer Protocol Secure) CoAP (Constrained Application Protocol) SOTA (Software Over-The-Air) protocols Current Challenges and Limitations Although OTA for vehicles is in practice for more than two decades; the challenges and limitations are also growing alongside the complexity of the connected services and demanding customer experience and regulations.<|endoftext|> Some of the prominent challenges are explained below.<|endoftext|> ***

Infosys Blog Title: Optimize Maintenance Costs through Predictive Maintenance Author: ['Infosys Limited'] Optimize Maintenance Costs through Predictive Maintenance Predictive Maintenance: Predictive maintenance, a strategy to service the equipment only when needed, reducing the unexpected outages. These proactive analysis can help to increase the equipment life along with the reduction in the product delays with the reduction in the equipment changeovers/downtime.<|endoftext|> Following are the few highlights on Predictive Maintenance Enables the organization in monitoring assets remotely and that too in real time and also maintain a digital record of the transaction details.<|endoftext|> Helps to monitors the asset’s location and its utilization in integration with IoT.<|endoftext|> End-to-end visibility with real-time analytics enables improved productivity Optimize logistics of the parts and ensure proper maintenance planning.<|endoftext|> Significance and Management of Predictive Maintenance: Predictive maintenance, a key component of Industry 4.0. Improper maintenance management and strategies can impact the operational efficiency of the organization along with its profitability. i.e., The effective maintenance practices determine the ability to operate reliably and profitably. To be very competitive, companies need to minimize the plant/equipment unplanned downtime and inturn optimize maintenance costs. Implementing best maintenance practices, processes, and applications can yield good returns.<|endoftext|> Predictive analytics is used to predict the assets failure and to generate actionable insights in real time. Different data sources can be used to get the raw data based on which the decision of whether to have maintenance operations needed i.e., data from different sources like IoT, M2M etc., is required to establish an effective predictive maintenance system. For example, maintenance mgmt., systems contain information on maintenance manual, parts of equipment, maintenance reports etc.<|endoftext|> Advanced analytics capabilities (like Oracle Analytics Cloud) are very critical for maintenance optimization, i.e., for analytics and visualizations. This helps the organization in predictive analytics besides descriptive analytics. Machine learning and data science methods are used to build the predictive maintenance models.<|endoftext|> Highlighting elements of the Predictive Maintenance system: Asset Monitoring: Monitor Assets remotely in real time, collect the information from physical world into digital form and Optimize the Asset lifecycle by leveraging Artificial Intelligence Data Analytics: Analyze asset data streams and analytics tools to deliver visualizations of real-time data and failures prediction by advanced analytics and ML algorithms, before the failure happen and resulting in maintenance planning optimization.<|endoftext|> Maintenance Optimization: Based on the AI, data insights and subsequent predictive actions, automation (like using sensor data) of the maintenance Work Order creation, technicians’ assignment and optimal maintenance schedule recommendations.<|endoftext|> Integrate with IoT: Monitors the asset’s location, and its utilization in association with IoT. Real time data integration with the physical asset and the IoT application.<|endoftext|> Optimized Operations: Optimization of business process through real time data driven decision. This also reduces the operations cost. Complete view of assets and equipment helps the organization to know the location of an asset and its lifecycle details.<|endoftext|> Key Benefits: Following are key benefits from Predictive Maintenance Equipment Uptime increase Reduction in breakdown Increase in Productivity Reduction in Maintenance Costs Poor maintenance strategies can affect the maintenance operations efficiencies and have impact on the organizational profits. In today’s world, to be very competitive, the organizations in asset oriented industries, need have a proper maintenance strategy which results in reduction of unplanned downtime and optimization of the maintenance costs. Hence have an effective Predictive Maintenance strategy in place which enable organizations in monitoring their assets in real time, assets integration and data collection from different sources, analyze the data and translate it into meaningful insights and finally convert those insights into very prescriptive actions in an automated manner, in optimizing maintenance activities and costs.<|endoftext|> Ref: https://www.oracle.com/a/ocom/docs/applications/supply-chain-management/oracle-future-ready-predictive-maintenance-brief.pdf https://www.oracle.com/a/ocom/docs/applications/supply-chain-management/oracle-future-ready-predictive-maintenance-info.pdf https://www.oracle.com/ae/data-platform/predictive-maintenance/ ***

Infosys Blog Title: Exploring the Future of Programming with GitHub Copilot: Revolutionizing Business Efficiency Author: ['Infosys Limited'] Exploring the Future of Programming with GitHub Copilot: Revolutionizing Business Efficiency Introduction: In the fast-paced world of software development, businesses are constantly seeking innovative tools and technologies to streamline their programming processes, enhance productivity, and deliver high-quality code. One such groundbreaking advancement is GitHub Copilot, an AI-powered code completion tool developed by OpenAI and GitHub. This solution has the potential to reshape the future of programming, offering an intelligent assistant that can assist developers in writing code faster and more efficiently. In this blog post, we will delve into the transformative power of GitHub Copilot and its implications for businesses in various sectors.<|endoftext|> Enhanced Development Speed and Efficiency: GitHub Copilot is designed to save developers valuable time by suggesting code snippets, completing lines of code, and providing context-aware code suggestions in real-time. This AI-powered assistant has been trained on a vast array of publicly available code, making it capable of understanding and generating code for multiple programming languages and frameworks. By automating repetitive and mundane coding tasks, developers can focus their energy on more complex problem-solving and innovation, leading to faster development cycles and reduced time-to-market for businesses.<|endoftext|> Improved Code Quality and Consistency: Maintaining code quality and consistency is crucial for any software development project. GitHub Copilot acts as an intelligent pair programmer, offering suggestions based on best practices and common coding patterns. It can help catch syntax errors, highlight potential bugs, and recommend alternative code implementations. This ensures that the code produced is of higher quality, minimizing the occurrence of bugs and vulnerabilities. With GitHub Copilot’s assistance, businesses can significantly enhance their software reliability and reduce the costs associated with debugging and maintenance.<|endoftext|> Accelerated Learning and Onboarding: In addition to its code completion capabilities, GitHub Copilot acts as a learning tool, making it particularly valuable for businesses when onboarding new developers. As the assistant suggests code snippets and explains the underlying concepts, it assists developers in learning new programming languages and frameworks more efficiently. This can greatly reduce the learning curve for new team members, enabling them to become productive contributors in a shorter period. By leveraging GitHub Copilot’s AI capabilities, businesses can facilitate knowledge transfer, improve collaboration, and foster a more cohesive and efficient development team.<|endoftext|> Tailored Solutions for Industry-Specific Needs: Different industries have unique programming requirements, and GitHub Copilot can adapt to specific domain needs. By training the AI model on industry-specific codebases, businesses can create tailored versions of GitHub Copilot that cater to their specific programming challenges. For example, a financial institution can train Copilot on their proprietary financial models and algorithms, ensuring that the suggestions provided align with their industry regulations and practices. This customization opens up new possibilities for businesses, empowering them to accelerate development in their respective fields.<|endoftext|> Ethical Considerations and Human Oversight: While the potential of GitHub Copilot is remarkable, it is essential to address potential ethical concerns. GitHub Copilot is an AI assistant that offers suggestions, but it is not infallible. Human oversight is crucial to review and validate the code generated by Copilot to ensure adherence to business requirements, security standards, and legal compliance. Additionally, businesses should be mindful of any potential biases in the training data and work towards creating more inclusive and equitable software solutions.<|endoftext|> Conclusion: GitHub Copilot represents an exciting leap forward in programming technology, offering businesses the opportunity to significantly enhance their development processes. By harnessing the power of AI, Copilot empowers developers to write code faster, improve code quality, accelerate learning, and adapt to industry-specific needs. As businesses embrace this transformative tool, it is crucial to maintain a balance between automation and human expertise, leveraging the capabilities of GitHub Copilot while ensuring human oversight and ethical considerations. The future of programming with GitHub Copilot is promising, and businesses that embrace this innovation will undoubtedly gain a competitive edge in the ever ***

Infosys Blog Title: Future of Manufacturing with Augmented Reality Author: ['Infosys Limited'] Future of Manufacturing with Augmented Reality Augmented Reality (AR) is a technology that enhances real-world objects by adding computer-generated information, graphics, and sounds, thus enhancing the perception of the real world. From a discrete manufacturing perspective, AR is used to visualize, monitor, and control the manufacturing process in real-time, leading to improved efficiency, quality, and safety.<|endoftext|> Augmented Reality vs. Virtual Reality: Augmented Reality differs from Virtual Reality (VR) in that AR blends virtual information with the real-world environment, whereas VR immerses the user in a fully virtual environment. Augmented Reality is more suitable for the manufacturing industry as it allows the user to stay engaged with the physical world while augmenting it with relevant information.<|endoftext|> Practical Applications: The manufacturing industry has been quick to adopt AR technology due to its practicality and ability to provide real-time assistance to the workforce. Some practical applications of AR in manufacturing are: Training and Education: AR technology can provide an interactive and immersive training experience to new employees, enabling them to learn quickly and efficiently. Jaguar Land Rover, for example, uses AR headsets to train their employees in assembly line processes.<|endoftext|> AR technology can provide an interactive and immersive training experience to new employees, enabling them to learn quickly and efficiently. Jaguar Land Rover, for example, uses AR headsets to train their employees in assembly line processes. Maintenance and Repair: AR can be used to provide real-time assistance to maintenance and repair personnel, helping them diagnose and fix issues more quickly. Boeing, for example, uses AR headsets to assist their technicians in wiring harness installation.<|endoftext|> AR can be used to provide real-time assistance to maintenance and repair personnel, helping them diagnose and fix issues more quickly. Boeing, for example, uses AR headsets to assist their technicians in wiring harness installation. Quality Control: AR can be used to visualize and monitor the manufacturing process in real-time, leading to improved quality control. Volvo, for example, uses AR technology to visualize and test car designs in real-time.<|endoftext|> AR can be used to visualize and monitor the manufacturing process in real-time, leading to improved quality control. Volvo, for example, uses AR technology to visualize and test car designs in real-time. Remote Assistance: Using AR glasses and mobile devices, the experts can provide real time guidance the onsite workers, by overlaying digitally the instructions and annotations and visual cues in the real world thus enabling smooth troubleshooting.<|endoftext|> Using AR glasses and mobile devices, the experts can provide real time guidance the onsite workers, by overlaying digitally the instructions and annotations and visual cues in the real world thus enabling smooth troubleshooting. Ergonomics and Safety: While using the AR technology, the workers can leverage the guidance via the onscreen text, annotations / voice w.r.t to their posture and the method to handle the equipment so that the work happens in an efficient way while giving utmost importance to workers safety.<|endoftext|> Augmented Reality Probable Use Cases in Industry 5.0: Industry 5.0 is the next phase in the evolution of the manufacturing industry, where humans and machines work together in a harmonious and collaborative environment. Augmented Reality technology is likely to play a significant role in Industry 5.0, with the following probable use cases: Collaborative Robotics: AR technology can be used to enhance the collaboration between humans and robots in the manufacturing process, leading to improved efficiency and safety.<|endoftext|> AR technology can be used to enhance the collaboration between humans and robots in the manufacturing process, leading to improved efficiency and safety. Real-time Data Visualization: AR technology can be used to provide real-time data visualization to the workforce, enabling them to make informed decisions quickly and efficiently.<|endoftext|> AR technology can be used to provide real-time data visualization to the workforce, enabling them to make informed decisions quickly and efficiently. Predictive Maintenance: AR technology can be used to monitor the manufacturing process in real-time, enabling predictive maintenance and reducing downtime.<|endoftext|> Conclusion: Augmented Reality technology is transforming the manufacturing industry by enhancing efficiency, quality, and safety. As the manufacturing industry moves towards Industry 5.0, the role of AR technology is likely to become even more significant, with increased collaboration between humans and machines and real-time data visualization. The manufacturing industry needs to embrace AR technology to stay competitive and achieve better outcomes.<|endoftext|> ***

Infosys Blog Title: Data Privacy – More Fines, More Awareness Author: ['Infosys Limited'] Data Privacy – More Fines, More Awareness Data Privacy Trends in 2023 Data Privacy is becoming a very popular topic worldwide. Privacy is a right of every individual in the world. As the number of Data privacy laws is increasing, Companies need to focus & protect users’ privacy & comply with the new regulations. As awareness of data privacy is increasing globally, managing personal data concerning the laws & regulations affects the trust of people which in the end affects the profit margins of the company. So, Companies are now trying to comply with the rules & regulations of each country prescribed by their respective governments.<|endoftext|> Also, to avoid Data Privacy breaches, GDPR (General Data Protection Regulation) of the EU legislators imposes heavy penalties if companies are found misusing or mishandling the data.<|endoftext|> 1. Global rise in data privacy laws & regulations Due to the introduction of GDPR in 2018, there has been significant growth in data privacy prevention regulations & companies are now investing in making the data more secure, avoiding third-party cookies, etc. Today, 100+ countries have proper Data Privacy laws & regulations & this number is rising significantly. It is expected that 75% of the global population would have their private information secured complied with the regulations by the end of 2024.<|endoftext|> 2. Companies will invest more in privacy technologies There will be huge spending by the companies in the race to protect the data & avoid penalties. Advertisers & Marketing agencies rely on sharing information models. However, this will soon be stopped with new laws & regulations. Google has already launched a Privacy Sandbox in 2019 & is currently working on Trust Token-API to replace third-party cookies. This will greatly enhance the user experience & greater security of personal data.<|endoftext|> 3. More privacy-related fines will be charged to service providers Big tech companies are often charged with fines & penalties for data breaches. One of the world’s top companies, Meta will be charged an enormous fine of €1 billion estimated under GDPR breaches.<|endoftext|> Moreover, IDPC (Irish Data Protection Commission) has more than 40 open inquiries for other big tech companies.<|endoftext|> Cookies and other tracking technologies are also evolving with time. So, the website owners need to continuously update their current Privacy Policy & process the data accordingly.<|endoftext|> 4. Increase in requests and complaints of data subjects Data subjects or users are becoming aware of their rights of protecting their personal data from any fraudster, cookie, or any other agent of data breaches. Users are getting to know about their rights to know, update, delete, edit or handle the information. So, there are significant increases in complaints about data handling.<|endoftext|> In the year 2020, India banned the famous mobile game PUBG. The biggest reason for the ban was data privacy concerns. The game servers were not in India, but in China, and it was believed that the data was misused, stolen & transferred to some other entity.<|endoftext|> As Data subjects become aware of their rights, they will start to prefer 1st party data handlers who will be more secure, transparent, and protective & has full control over data.<|endoftext|> 5. Greater transparency in the collection and processing of personal data Data is priceless. Data contains valuable information which can create a business & also destroy it. According to the user privacy survey, it is likely that the users would change their service providers as users become more aware of their data. The businesses that handle the data properly and comply with regulations will see an increase in active users compared to others.<|endoftext|> Below Mentioned are some of the huge fines levied on big companies due to data breaches Top fines 1. Amazon GDPR fine – €746 million On July 16th, 2021, Amazon- Inc. was imposed with a huge fine of €746 million ($888 million) due to violation of GDPR. More than 10,000 people filed complaints against Amazon Inc in May-2018 through a French Privacy Rights Group. An investigation was opened by CNPD on how Amazon Handles & processes its user data. They found infringements in Amazon’s advertising & targeting system which was conducted without the consent of the user.<|endoftext|> 2. Meta GDPR fine – €405 million On September 5th, 2022, Meta Ireland was imposed with a fine of €405 million GDPR fine for finding infringements in processing the personal data of children in accordance with legal bases. According to Data Protection Commission (DPC), personal data such as email addresses & phone numbers of Instagram business accounts of children aged from 13 to 17 years old were automatically displayed. Meta failed in providing proper measures with information using clear & plain language to children, lacked organizational measures & technical measures & also failed in conducting a Data Protection Impact Assessment where processing resulted in a high risk to the rights & freedom of child users.<|endoftext|> 3. Meta GDPR fine – €265 million An investigation has previously been launched by DPA in 2021 after several media reports reported that Facebook’s data set was made available on a hacking platform with highly personal data. 533 million users were affected due to this data leak disclosing all their personal information such as email addresses & phone numbers to third parties without authorization & consent.<|endoftext|> So, on November 25th,2022 DPA imposed a €265 million fine on Meta after reviewing the Facebook Search, Messenger Contact Importer & Instagram Contact Importer tools.<|endoftext|> 4. WhatsApp GDPR fine – €225 million On 2nd September 2021, Ireland’s DPC imposed €225 million fine on WhatsApp Ireland which is a Facebook Owned Voice over-Ip service & messaging app after a 3-year investigation.<|endoftext|> The decision was issued to reassess the proposed fine regarding infringements of transparency in the calculation of the fine as well as the period for WhatsApp to comply after the EPDB (European Data Protection Board) intervened and asked the DPC.<|endoftext|> 5. Google LLC fine- €90 million On December 31, 2021, a €90 million fine was imposed on Google LLC France over its inability to refuse cookies easily as users could accept on YouTube. The CNIL concluded that the cookie refusal mechanism was much more complex than it should be, which led users to accept cookies which benefited the company to use it for advertising & targeting users based on cookies.<|endoftext|> €100 euros per day fine was also imposed on the company until they provide simple mechanisms to refuse cookies as that of accepting them.<|endoftext|> Importance Of Data Privacy Data will help you to improve the quality of life for the people you support: Improving quality is primarily among the reasons why organizations should be using data. By allowing you to measure and take action, an effective data system can enable your organization to improve the quality of people’s lives.<|endoftext|> Data allows you to monitor the health of important systems in your organization: By utilizing data for quality monitoring, organizations are able to respond to challenges before they become full-blown crises. Effective quality monitoring will allow your organization to be proactive rather than reactive and will support the organization to maintain best practices over time. So, choosing a wise data manager is particularly important. For example, IEDPS.<|endoftext|> WHY iEDPS? The patented iEDPS-Infosys Enterprise Data Privacy Suite provides enterprise-class data privacy & data management. It enables organizations to de-risk as well as protect sensitive data bundled with advanced test data management capabilities. iEDPS helps manage all data needs and enables an organization to adhere to global regulatory standards such as GDPR, CCPA, HIPAA, PIPEDA, GLBA, ITAR, and other global and local regulations. iEDPS can be deployed on any platform and supports all major databases and file systems.<|endoftext|> iEDPS uses a data masking technique to hide sensitive data in the repositories. It identifies sensitive data in the repositories & performs data masking (Static & Dynamic) adhering to all the global standards prescribed. Also, iEDPS is very flexible to any newer recommendations of the client for any other type of data protection algorithm they need which will be developed, tested & then delivered maintaining data privacy throughout the development team, production & testing team to avoid any kind of data breaches too.<|endoftext|> ***

Infosys Blog Title: The Rising Peril Of Disinformation Author: ['Infosys Limited'] The Rising Peril Of Disinformation The influence of social platforms on people has made a tremendous rise in the amount of disinformation being spread across the globe. The complex and vast environment of the internet has increased the scale of information available to the user at each moment. People rely on the news spread on social media as they have everything at their fingertips. They could easily generate, share and interact with billions of users worldwide. But there are two sides of the same coin. On one side, it gives rise to several opportunities. But on the other aspect, it gives rise to several dangers as they are unaware of the fake information being spread.<|endoftext|> Most people are hardly aware of the sources that provide this information. Much of the news pieces on social media are from noncredible sources. More than 50% of the users believe that news is fake. But the rest of the population solely trusts this false information and spreads it regardless of the fact that they are misleading others. Nowadays, ‘clickbait’ is also a major issue. Even reputed media channels have started using it to generate engagement for their articles.<|endoftext|> Case Study of Disinformation Covid-19 was a trending topic on the internet for the past two years, and the amount of disinformation that was spread was very high. People shared the news without even validating the information.<|endoftext|> The Covid-19 pandemic has affected millions of people all around the globe. Many people tried to make the public aware of the disastrous effects of this pandemic. But there were an equal number of other people who just spread disinformation which was much more infectious. This false spread of information became so rampant that the World Health Organization coined the term “infodemic” to describe these conspiracies and unsubstantiated claims surrounding the outbreak.<|endoftext|> The major disinformation spread was regarding the home remedies for combating the virus, which included drinking water every 15 minutes, ingesting garlic, being exposed to heat, and so on. All these were rejected by the World Health Organization. Yet still, these are being spread as preventive measures despite the explicit dispelling of these remedies as appropriate.<|endoftext|> How To Spot and Stop Disinformation? It’s always important to have a critical mindset while reading online. Always make sure you are reading from a trustworthy news provider. Sometimes we get attracted to certain headlines, but the news would be very different. This is the technique of that channel to attract users and increase views, also known as the act of ‘clickbait’. A fact check should be done by the media outlets before sharing information.<|endoftext|> If something feels wrong while reading an article, always make sure that you do a small digging into the references and try to understand what they are claiming. But sometimes, they can trick us by creating fake URLs as well.<|endoftext|> Disinformation can also be spread from person to person. Someone may tell their friends or family a false story, and when they share it with others, it amplifies information to a wider set of audience. Always make sure when you share anything with others, you have clear knowledge about it.<|endoftext|> Detecting and responding to disinformation is necessary. It requires to be done in a customized approach. All the requirements and sensitivities of the organization should be met while planning this approach.<|endoftext|> Continuous monitoring is required and assesses the risks involved due to the spread of this disinformation.<|endoftext|> Always try to educate yourself about disinformation and how to spot it. Invariably trust your instincts, and don’t let others mislead you. You can always find the truth with a little bit of work.<|endoftext|> Conclusion One of the major factors in the rise in the spread of disinformation is Artificial Intelligence. Disinformation groups that are utilizing AI can output massive quantities of fabricated articles. These blur the line between what the public thinks is fact and what they think is fiction.<|endoftext|> This is a difficult problem to solve. To tackle it, organizations need to develop a better understanding of modern digital information ecosystems. Developing a system to record and log troublesome content that is noticeable is important and useful. Forming relationships with credible information sources and trusted journalists helps prevent the spread of disinformation. Working with like-minded organizations is also essential to mitigate the effects of disinformation.<|endoftext|> The use of the right tools and strategies prevents disinformation from impacting your organization and your work. Consistent monitoring is required to ensure the contents are verified before being processed.<|endoftext|> We at iEDPS (Infosys Enterprise Data Privacy Suite) make sure that the information is relevant and secure. We help by providing security to those fields that are sensitive and have several encryption techniques that help in data privacy and ensure that sensitive data is masked.<|endoftext|> ***

Infosys Blog Title: Hard Interest to Negative Interest to ECR and Green Credits – Fee Billing as an opportunity Author: ['Infosys Limited'] Hard Interest to Negative Interest to ECR and Green Credits – Fee Billing as an opportunity From a period of ultra-low interest rates for a long period of time, so much so that it was taken for granted that the interest rates will never ever go higher again, to an era where the rates have gone up over 500% and touching 5.25% within a year, the pandemic era has been marked by some crazy moves in the deposits and money markets over the past couple of years. This blog covers only the impact on banks’ fee billing systems and the challenges to handle such gyrations.<|endoftext|> There was a time, not in the very distant past when interest rates went from positive territory to below zero!! This essentially meant that banks were being penalized by Fed and ECB(European Central Bank) for maintaining deposits with them. In the absence of any interest-yielding avenues, this forced banks to start charging corporates for parking excess money with them. This inverted the basic business proposition of bank lending where banks earned money from sourcing deposits at a lower rate and lent them to needy corporates at a higher rate with the difference shown as profits. However, the other part of banks being safe custodians of money and provider of liquidity on demand came to the center fore. Large corporates with significant cash flows with no avenues to park excess funds overnight had no choice other than to pay banks for the same service as they needed the safety and liquidity provided by banks.<|endoftext|> One part of the Dodd-Frank Act which allowed banks to pay interest on DDA (Demand & Deposit Accounts) had little use in the ultra-low interest rate and negative interest rates regimes, preventing corporates from earning interest on their deposits with the bank. The very purpose of earnings credit given by banks in lieu of hard interest, which resulted from corporate treasurers and banks sitting together to seek compensation for charging various fees on deposits, on which interest payment was illegal, vanished with Dodd-Frank act allowing interest on deposits. Now, with a sudden spike in interest rates of over 5 % within an year, the interest rates have again made a comeback for corporates to earn decent interest on their DDA (Demand & Deposit Accounts).This has impacted several areas of the banks business including their Transaction Fee Billing Systems. One of the few bright spots in the banks in recent years, has been the performance of Global Transaction Revenues of various banks which continued to show an upswing even as other avenues went down. This forced all banks to continue upgrading their billing systems and separate out the charges part from their core systems across various Processors and channels. This “middle layer” pulled data from disparate customer management systems and transaction processing systems and combined the same to provide complex and personalized pricing and billing. These systems also provided a centralized view of the entire customer relationship of the banks and utilized the same to provide differentiated service.<|endoftext|> A key challenge banks face is to seamlessly move from charging earnings credit through Legacy Account Analysis or Fee Billing systems to charging hard interest or a hybrid of the two within their current Fee Billing systems. Billing systems should enable easy migration from ECR (Earnings’ Credit Rate) to a hard interest pricing model for specific products or a hybrid model where the accumulated Earnings credit are either set-off against specific fee lines or paid out as hard interest. The billing systems should enable seamless sunsetting of negative interest rates, if provided for the past years and start paying out hard interest or EC(Earnings Credit).<|endoftext|> Another challenge being seen is the increasing requirement to have ESG (Environment, Social & Governance) support for banks customers. An interesting use case here would be for banks to partner green projects and start adjusting the accumulated EC (Earnings Credit) towards such projects resulting in “Green Credits” towards ESG (Environment, Social & Governance) norms. The billing systems should facilitate the on-boarding of such partners and projects and also be in a position to offer the Green Credits to its customers. Banks can also use this as a Revenue earning stream for providing its customers the opportunity to earn Green Credits and share a part of such revenue with the partners.<|endoftext|> Banks expect their Fee Billing Systems to now provide ability to easily on-board and revenue share with partners and also present partners with a detailed break up of such revenue share to earn the trust of its partners of being fair.<|endoftext|> Thus, Fee Billing systems are now converging towards Bank in a box or BaaS (Banking as a Service) model. Unless Fee Billing Systems of banks evolve and support such requirements, banks will be caught on the backfoot and unable to be nimble enough to capture such opportunities.<|endoftext|> Do your Current Account Analysis or Fee Billing systems allow such seamless options without resulting in rewiring or hard coding and resulting in huge maintenance and development overheads? Do your customers get to see their Green Credits and contributing projects? Are your contributing partners able to see their revenue share transparently? Are banks able to leverage and be nimble enough to grab such opportunities? Infosys Revenue Management Platform is a cutting-edge fee billing solution providing banks expertise and ability to launch such personalised service rapidly.<|endoftext|> ***

Infosys Blog Title: How Secure Data Mining helps in Test Data Preparation Author: ['Infosys Limited'] How Secure Data Mining helps in Test Data Preparation Nowadays, worldwide, every organization stores a lot of data used for testing/development purposes. The more data an organization produces, the more difficult it becomes to make sense of it and derive meaningful insights from it. There is an ingenious solution for this issue, which is the data mining process. Data mining identifies the meaningful relationship in the raw data of an organization, and it is typically done to predict future data. Data mining deals with a large number of datasets with various techniques involved.<|endoftext|> What is Data Mining? Data mining is a technique used by various organizations to change raw data into proficient information involving multiple techniques and methods. Data mining techniques analyze the data based on patterns and connections present in data. It aids in researching future trends by analyzing past data and also helps in identifying the relationships and correlations among the data.<|endoftext|> Steps in Data Mining Setting Objectives – Every organization should set an objective of what data they want and how it can be organized. This is where the data scientists and stakeholders come together to define a business problem to which data mining can be applied. Data Preparation – This step is to identify the correct data based on the objectives set. It is to understand the type of data source involved. The data needs to be filtered or cleaned based on the need. Data Processing – Defines applying the data mining techniques/models, i.e., it identifies the relationship/patterns/correlations in the data. Evaluating Results – To evaluate the results obtained from the data mining models and deploy further if required.<|endoftext|> Data Mining Techniques Association : Refers to the process of finding correlations between different types of data. The goal of association rule mining, given a set of transactions, is to find the rules that allow us to predict the occurrence of a specific item based on the occurrences of the other items in the transaction.<|endoftext|> : Refers to the process of finding correlations between different types of data. The goal of association rule mining, given a set of transactions, is to find the rules that allow us to predict the occurrence of a specific item based on the occurrences of the other items in the transaction. Classification : It is the process of predicting new data, i.e., putting your data in buckets based on specific shared qualities and characteristics. The most challenging aspect of classification is determining which categories one should place data into.<|endoftext|> : It is the process of predicting new data, i.e., putting your data in buckets based on specific shared qualities and characteristics. The most challenging aspect of classification is determining which categories one should place data into. Clustering : Similar to classification, clustering is loosely putting data in buckets based on similarities. The difference between classification and clustering is that classification requires creating categories, while clustering is more about finding similarities regardless of a category.<|endoftext|> Advanced Data Mining Techniques Artificial Intelligence: Some of the artificial intelligence techniques helps the user to classify the data. The technique mainly used is Natural Language Processing (NLP) which helps in identifying insights from larger datasets.<|endoftext|> Machine Learning: In data mining, machine learning refers to programming software or computer to predict future patterns and behaviours without being explicitly programmed to do so. A data analyst can use the Python and R Programming languages to use machine learning in a data mining context.<|endoftext|> In the market, there are a lot of data privacy products available for data mining features. One of the key products in data mining is an Infosys offering, Infosys Enterprise Data Privacy Suite (iEDPS), which is a data privacy solution present in the market for over 10+ years.<|endoftext|> iEDPS Product Details Infosys Enterprise Data Privacy Suite (iEDPS) is a patented enterprise-class data privacy suite which will enable users to protect and de-risk sensitive data. iEDPS is a one-stop solution for the protection of confidential, sensitive, private, and personally identifiable information within enterprise repositories. It supports various databases like Oracle, SQLServer, etc., and various file types like Delimited, Fixedlength, XML, JSON, etc. iEDPS has many functionalities to identify and protect sensitive fields/data. Some of them are below: iEDPS identifies the sensitive fields (Discovery) Users can mask the data (sensitive fields) and subset it Data generation iEDPS supports more than 180+ algorithms to mask sensitive fields like encryption [MYP1] and deterministic lookup file-based algorithms Supported with various static and dynamic masking capabilities inbuilt iEDPS is an easy-to-use data privacy protection that helps in automating data protection and privacy across an enterprise.<|endoftext|> How iEDPS Helps in Data Mining iEDPS supports the data mining feature, which is query-based. Users can create a connection to any supported database and build a template in the format of a query. Users can prepare multiple query-based templates, i.e., queries to retrieve the data, based on the criteria they need. All these templates are stored in iEDPS and can be used by the testers to retrieve the data by directly executing the template. The results will give you the filtered data.<|endoftext|> This will result in below: Users/Testers don’t need to search the entire set of huge data. Instead, they can run the pre-made templates and get the correct data that is required.<|endoftext|> Increased self-service Reduces effort spent on test data preparation Removes dependency on personnel Based on the above observations using iEDPS, its data mining feature will help the end user with the test data preparation and reduce the effort involved.<|endoftext|> ***

Infosys Blog Title: Unified Tool for Minimum Acceptance Test, Business Process Automation and More Author: ['Infosys Limited'] Unified Tool for Minimum Acceptance Test, Business Process Automation and More Overview ‘Any One Can Automate Testing’ is an open-source Testing Automation tool, developed by Infosys for regression testing. This is designed to reduce testing cycle time during quarterly patch updates from Oracle, for their product/ applications, and volume testing etc. Alternatively, it has also been utilized for efficient business process handling, resulting in significant time and resource savings. This blog unfolds those alternative applications of this tool to manage work more efficiently and to increase productivity.<|endoftext|> Introduction to the ‘Any One Can Automate Testing’ tool This testing tool was developed primarily for below given use areas.<|endoftext|> System Setup and Configuration can be done for a new instance. Updates in multiple configuration parameters in the existing instance is also possible with this tool.<|endoftext|> Automated Regression Testing In cloud-based systems patch deployment happens frequently, from the application owner, like Oracle, for Merchandise Foundation Cloud Service. After every patch deployment and version upgrade of application(s) Regression testing ensures that system is working fine.<|endoftext|> In agile mode of implementation, as and when codes are deployed in instance, business critical scenarios are tested to ensure that key functionalities do not get adversely impacted.<|endoftext|> While the tool was originally planned to be used with Oracle Retail modules like Merchandising, Planning, POS (Point of Sales) etc. Tool’s architecture allows it to be expandable to include any system in the client landscape with minimal investment.<|endoftext|> This tool helps in Volume testing by creating larger data points, with comparatively lesser effort. Say, for example, creation of multiple regular items in Merchandise Foundation Cloud Service. Also, this tool can be used for processing large data, from UI. For example, loading of sales data.<|endoftext|> In collaboration with business user, Usability Testing ensures environment/ system being fit for use. With this tool, typical set of basic activities can be tested, which are pre-recorded earlier.<|endoftext|> Typical Workflow This Selenium-based tool, records process, marks data input points, and adds nodes of result capturing (like screenshot to be taken and/or back-end data to be captured from database). Then the whole process is re executed with new input data points.<|endoftext|> A simplistic flow chart shows these steps in more detail.<|endoftext|> Rerun or execution of automated flow, can be done in multithreaded way as well, in parallel.<|endoftext|> Alternative Usage of Tool Beyond the primary usage of tool like regression and volumetric testing, this tool can easily automate repetitive business user actions. The users are required to record process steps one time which the tool leverages to execute on multiple sets of data and achieve desired business/process outcome. This frees up user bandwidth and allows them to focus on operational excellence and innovation initiatives.<|endoftext|> Use Cases Here are few illustrative scenarios where this tool has supported Business Scenarios as well as helped in Issue Resolution processes, and hence added value.<|endoftext|> Benefits of this tool Conclusion ‘Any One Can Automate Testing’ is dynamic, flexible, has demonstrated capabilities to handle business scenarios alongside testing, and is upgraded continuously by Infosys team. It can very easily help in addressing more varied business issue resolution and in handling data intensive processes.<|endoftext|> ***

Infosys Blog Title: Tiny ML – Machine Learning on resource constrained devices Author: ['Infosys Limited'] Tiny ML – Machine Learning on resource constrained devices Preface: Tiny Machine Learning (Tiny ML) is practice of deploying machine learning models on resource-constrained devices, such as microcontrollers or Internet of Things (IoT) devices, with limited processing power, memory, and energy consumption.<|endoftext|> Benefits: Realtime : By bringing machine learning to the edge, TinyML enables real-time processing, reduced latency.<|endoftext|> Operate on resource constraint devices: TinyML models are designed to be lightweight, compact, and energy-efficient, enabling them to operate efficiently on resource-constrained devices.<|endoftext|> Instant Decision: TinyML enables on-device inference, allowing edge devices to make decisions instantly without relying on cloud connectivity or external processing.<|endoftext|> Data transfer contains: TinyML reduces the amount of data transmitted by performing local inference.<|endoftext|> Offline Operation: Some edge devices operate in environments with intermittent or no network connectivity. Operating on device itself support offline.<|endoftext|> Cost Reduction: Deploying machine learning models on resource-constrained edge devices reduces the reliance on expensive cloud infrastructure and continuous data transmission.<|endoftext|> Privacy and Security: Transmitting sensitive data to the cloud for processing raises privacy and security concerns, which is avoided.<|endoftext|> Use Cases: Telematics and Usage-Based Insurance (UBI): TinyML can be used in telematics devices to collect and analyze data on driving behavior, allowing insurers to assess risk more accurately and offer usage-based insurance policies tailored to individual driving patterns.<|endoftext|> Claims Processing and Fraud Detection: By deploying TinyML models on edge devices, insurers can quickly assess the damage, estimate repair costs, and identify potential fraud in real-time.<|endoftext|> Property Risk Assessment: By analyzing information from IoT sensors and smart home gadgets. Insurance companies may track variables like temperature, humidity, water leaks, and smoke detection in real-time by deploying TinyML models on these sensors. This enables early risk detection, prompt alarms, and proactive risk mitigation steps. Additionally, it may result in more precise underwriting and customised insurance pricing.<|endoftext|> Fraud Detection: Running ML on the device for fraud detection has several advantages over cloud ML, including real-time processing, decreased latency, greater privacy, and less reliance on network access.<|endoftext|> Retail Operations and Inventory Management: TinyML may be used to improve retail operations and inventory management. TinyML models on edge devices allow them to analyze data from sensors and cameras to detect product availability, check stock levels, and track consumer behavior. This allows for more precise demand forecasts, more effective inventory management, and more personalized client experiences.<|endoftext|> Difference between IoT and Tiny ML: TinyML involves deployment of machine learning models on edge devices to enhance efficiency, reduce latency, improve privacy, and enable intelligent functionality. TinyML optimizes and compresses machine learning models to run efficiently on devices with limited resources.<|endoftext|> IoT connects physical devices, sensors, and objects to enable data collection, communication, automation, data sharing, and remote control. Sensors, actuators, communication protocols, cloud computing, and data analytics are just a few of the technologies that make up the Internet of Things (IoT). Device communication, data management, and control are made possible by IoT technology.<|endoftext|> TinyML focuses on deploying ML models on edge devices for real-time decision-making, while IoT is a broader concept encompassing device connectivity, data sharing, and automation.<|endoftext|> Future Growth: ABI Research, a worldwide technology market advisory predicts that TinyML market will grow with shipment of the IoT devices from 15.2 million in 2020 to 2.5 billion in 2030. Each of this device enables the use of TinyML. One can imagine the need and opportunity for TinyML.<|endoftext|> Conclusion: TinyML involves optimizing and compressing ML models to run efficiently on these devices, enhancing efficiency, reducing latency, improving privacy, and enabling intelligent applications in various domains such as industrial automation, healthcare, smart homes, agriculture, and more. It empowers edge devices to perform inference and analysis locally, minimizing the need for constant cloud connectivity and enabling intelligent functionality at the edge.<|endoftext|> ***

Infosys Blog Title: Google’s AI Advancements Revolutionize Product Mapping and Search Author: ['Infosys Limited'] Google’s AI Advancements Revolutionize Product Mapping and Search Introduction: In recent years, Google has harnessed the power of artificial intelligence (AI) to transform the way products are mapped and searched. By leveraging cutting-edge technologies such as computer vision and machine learning, Google has significantly enhanced its search capabilities, particularly in the realm of e-commerce. This article explores how Google’s AI advancements have revolutionized product mapping and search, offering users a more intuitive and efficient way to discover and purchase products.<|endoftext|> Computer Vision and Visual Search: At the core of Google’s AI-driven product mapping and search lies computer vision, a technology that enables machines to understand and analyze images and videos. Through sophisticated computer vision algorithms, Google can recognize objects, including various products, within images or videos. This capability has been leveraged to empower visual search, allowing users to upload images or enter keywords to find visually similar products across multiple online retailers. By employing AI in this manner, Google can match the visual attributes of products and deliver relevant search results to users.<|endoftext|> Structured Data Extraction: Another critical application of AI in product mapping and search is the extraction of structured data from websites. Google’s AI algorithms can crawl and analyze web pages, extracting essential information such as product descriptions, prices, and availability. This structured data is then indexed and utilized to power search results, making it easier for users to find specific products. By automating this process with AI, Google can provide up-to-date and accurate product information, enhancing the overall search experience.<|endoftext|> Integration with Google Maps: Google’s AI advancements have not been limited to online search alone but have also extended to its mapping services. Through machine learning techniques, Google can extract valuable information from satellite imagery, street view data, and other sources to identify and map various points of interest, including businesses and retail locations. This integration of AI-driven mapping with product search allows users to find nearby stores, explore store layouts, and even locate specific products within a store. By leveraging AI in this manner, Google provides users with a comprehensive and convenient way to navigate the physical retail landscape.<|endoftext|> Personalized Recommendations and Shopping Assistance: Google’s AI capabilities extend beyond traditional search and mapping functionalities. By analyzing user behavior and preferences, Google can offer personalized product recommendations, tailored to individual interests and needs. Through machine learning algorithms, Google learns from user interactions, purchase history, and online activity to suggest relevant products, making the shopping experience more personalized and engaging.<|endoftext|> Conclusion: Google’s AI advancements have transformed the landscape of product mapping and search, enabling users to navigate and discover products with unprecedented ease and accuracy. By harnessing the power of computer vision, extracting structured data, integrating with mapping services, and providing personalized recommendations, Google has created a seamless and intuitive search experience. As AI continues to advance, we can expect further innovations from Google, revolutionizing the way we discover and interact with products in the online and offline realms.<|endoftext|> ***

Infosys Blog Title: Harnessing Efficiency and Performance with Microsoft Graph Author: ['Infosys Limited'] Harnessing Efficiency and Performance with Microsoft Graph In the ever-evolving landscape of software development; efficiency and performance are key considerations. When working with Microsoft 365 services, developers can take advantage of the Graph Batch API. This powerful feature allows bundling multiple API requests into a single batch, significantly reducing network round trips and optimizing overall performance.<|endoftext|> The Graph Batch API is an integral part of Microsoft Graph, a unified API endpoint that provides access to various Microsoft 365 services. By leveraging the Batch API, developers can group multiple API requests into a single batch, resulting in improved efficiency and reduced latency. Rather than sending individual requests for each operation, the Batch API enables you to combine related operations into one request, minimizing network overhead.<|endoftext|> Benefits of the Graph Batch API: – Enhanced Performance: Traditional single-item operations can introduce significant overhead due to network latency and the need for multiple round trips to the database. However, by batching multiple graph operations together, the Graph Batch API reduces these latencies and minimizes the number of requests sent to the database. This batching approach dramatically improves performance, enabling faster processing of large volumes of data and more efficient utilization of system resources.<|endoftext|> Reduced Network Overhead: The Graph Batch API allows you to combine multiple graph operations into a single batch request, reducing the overall network overhead. Instead of sending individual requests for each operation, the Graph Batch API sends a single request with all the operations bundled together. This approach significantly reduces network traffic, especially when dealing with large datasets or distributed databases, leading to improved scalability and reduced infrastructure costs.<|endoftext|> Atomicity and Consistency: Maintaining data integrity is vital when working with graph databases. The Graph Batch API provides atomicity and consistency guarantees for batch operations. Atomicity ensures that either all operations within a batch succeed, or none of them do. This property guarantees the integrity of your data, especially when performing multiple updates or modifications simultaneously. Consistency ensures that the graph database remains in a valid state throughout the execution of the batch operations.<|endoftext|> Transactional Integrity: The Graph Batch API supports transactional operations, allowing you to execute a sequence of graph operations as a single transaction. This means that if any operation within the batch fails, the entire transaction will be rolled back, ensuring transactional integrity.<|endoftext|> Implementation of the Graph Batch API:- Implementing the Graph Batch API involves constructing a batch request payload using the MIME multipart/mixed format. Each individual request is represented as a separate part within the batch request. You can include operations for different resources or services in a single batch. The batch request is sent to the /v1.0/$batch endpoint of the Microsoft Graph API.<|endoftext|> To make the implementation process easier, Microsoft provides comprehensive documentation and code samples that outline the necessary steps. Developers can refer to these resources to understand the structure and syntax of batch requests, as well as any limitations imposed by the API.<|endoftext|> Use Cases and Scenarios:- The Graph Batch API proves invaluable in various scenarios. For instance, if an application needs to retrieve data from multiple Microsoft 365 services simultaneously, it can bundle these requests into a single batch, improving overall efficiency. Similarly, when updating multiple resources, such as creating or modifying files, folders, or emails, the Batch API ensures atomicity and consistency in the operations.<|endoftext|> In summary, the Graph Batch API is a powerful tool that empowers developers to optimize their interactions with Microsoft 365 services. By consolidating multiple operations into a single batch, developers can achieve improved efficiency, reduced latency, and enhanced performance. Embracing the Graph Batch API unlocks the potential for streamlined and effective integration with Microsoft Graph.<|endoftext|> ***

Infosys Blog Title: Apple Vision Pro: The Future of Spatial Computing Author: ['Infosys Limited'] Apple Vision Pro: The Future of Spatial Computing Introduction Apple has always been a frontrunner when it comes to innovation in technology. Be it the first touch screen iPod or the first touch screen iPhone or the first of its kind line of Macbooks and iMacs with unmatched features or the design and fabrication of M1 processors to power its devices.<|endoftext|> Apple has lived up to expectations of all technologists this year too and launched its new innovative product Apple Vision Pro at WWDC 2023. It’s the world’s first wearable spatial computer that uses dual chip design; Apple’s M1 and newly introduced, R1 chip. It also introduces fully three dimensional user interface controlled by natural and intuitive inputs like our hands, eyes and voice. User can navigate the apps using their eyes, they can select using the tap of their fingers and you can give commands to Siri using voice input. It has been called as “Beginning of new era for computing” by Tim Cook, Apple’s CEO.<|endoftext|> Vision Pro Vision Pro is also the Apple first 3D camera. It uses separate ultra-high-resolution displays for both eyes having a combined resolution of 23 million pixels along with 12 cameras, 5 sensors and 6 microphones, all inside the headset. The display lens can also be customised with the power lenses for uses that wear spectacles. All these, coupled with spatial audio, provide an incredible immersive and engaging experience to the user. It can scale movies to provide a movie theatre experience or can be connected to a game controller to play favourite games on massive screen with incredible spatial audio.<|endoftext|> EyeSight Apple has also ensured that the user is not isolated from the outside world. The apps are displayed to user in the physical world. When someone is in the room, the eyes are visible to other users and apple calls this feature, EyeSight. Panoramas wrap around the user as if the user is at that very place.<|endoftext|> Persona Vision Pro can be connected to Mac just by looking at it, thereby converting a 13-inch screen to massive one. Apple FaceTime calls can be initiated, and it feels that the other person is in front of the user in life size. User’s “Persona” is created by Vision Pro during setup and that is what others see with all your expressions during a video call.<|endoftext|> Optic ID Privacy and user data security is always Apple’s priority. Vision Pro brings in all new privacy and security feature known as “Optic ID”. It is a secure system that uses the uniqueness of iris for authentication of user, or unlocking and singing into the device. Optic ID data is fully encrypted and stored locally.<|endoftext|> visionOS and visionOS SDK Apple has also launched “the first ever Operating System for Spatial Computing” and its called visionOS. It offers spatial building blocks like Windows, Volumes and Spaces to embed 3D content. Its all new platform with familiar tools and can be used to build apps and games for Vision Pro. visionOS makes use of SwiftUI, RealityKit, ARKit and accessibility to provide immense User Experience. Siri is also accessible in visionOS while wearing the headset.<|endoftext|> visionOS SDK along with updated XCode and visionOS simulator, Reality Composer Pro and sample codes is expected to be available by end of June 2023.<|endoftext|> Conclusion Vision Pro is definitely something the we have imagined in our future and now made available to us in present by Apple. We have seen similar things in sci-fi movies and dreamt of the world using it. The technology is new and niche. With Apple also announcing a partnership with Disney to offer new experiences for Vision Pro and enhanced ways to watch shows on Disney+, it will definitely find its early buyers. Vision Pro will be available for sale sometime early next year.<|endoftext|> ***

Infosys Blog Title: Enhance User Productivity and Improve Adoption of Oracle Content Management Author: ['Infosys Limited'] Enhance User Productivity and Improve Adoption of Oracle Content Management Businesses around the world prefer to manage the content for their usage centrally. This content could be related to different functions/processes such as sales, marketing, policies, training etc. Once this content is available in a single repository, web sites are generally developed for the end users to access this content.<|endoftext|> Key challenge is the ease of access to this content whenever user needs it, wherever user needs it. Apart from the websites, what if channels like intelligent chatbot is available for end users to search, fetch and access the content. Can this chatbot be seamlessly integrated with the commonly used tools like Microsoft teams or Slack.? Oracle to the rescue Oracle is the worldwide leader in providing SaaS and PaaS based solutions which spread across Customer Experience, ERP, HCM and more. Apart from these key solutions, Oracle also provides peripheral cloud services for Content Management and Conversational AI (chatbots) as well.<|endoftext|> Oracle Content Management provides capability to create, publish and manage various types of content (documents, videos, images etc.).<|endoftext|> Oracle Digital Assistant provides an AI platform to create conversational experiences for business applications through chat and voice interfaces.<|endoftext|> Let’s have a look at how these two cloud services can work in tandem to provide seamless experience to access the content easily and quickly.<|endoftext|> Oracle Content Management (OCM) Oracle Content Management is a cloud-based content hub. It is a PaaS service provided by Oracle Cloud Infrastructure (OCI). It offers powerful collaboration capabilities to streamline the creation and delivery of content and improve employee engagement.<|endoftext|> Organizations can create a repository of content which can be consumed by various users. This content can be published to different channels like websites, mobile, chat etc.<|endoftext|> Key Solution Components are: Repository : Repository is a logical storage location for all the assets. It is an entity which manages all the files/folders in a structured order.<|endoftext|> : Repository is a logical storage location for all the assets. It is an entity which manages all the files/folders in a structured order. Asset : An asset can be a content item that represents an individual piece of content, such as product literature, compliance documents, a blog post, case study, or a digital asset that represents an image, video, or other type of media.<|endoftext|> : An asset can be a content item that represents an individual piece of content, such as product literature, compliance documents, a blog post, case study, or a digital asset that represents an image, video, or other type of media. Taxonomy : A taxonomy is a hierarchy of categories to allow asset categorizations and help users find assets. It represents how content across organization is defined and classified. For example, define taxonomies for products, branches, compliance type, roles or any other hierarchy of subject categories that is relevant for your organization.<|endoftext|> : A taxonomy is a hierarchy of categories to allow asset categorizations and help users find assets. It represents how content across organization is defined and classified. For example, define taxonomies for products, branches, compliance type, roles or any other hierarchy of subject categories that is relevant for your organization. Integration: Oracle Content Management provides REST APIs for content delivery. These APIs can be used by consuming systems, for example chatbots to search, fetch and display the content.<|endoftext|> Oracle Digital Assistant (ODA) Oracle Digital Assistant enables development of chatbots which understands natural language and can be interacted through voice or text. ODA powered by Natural Language Processing (NLP) can understand the user query and respond appropriately as per the skills it is trained for. ODA has API based integration capabilities which can fetch information from various sources.<|endoftext|> Natural Language Processing : Allows creation of skills to cater to the user’s inputs and commands. The Digital Assistant takes care of the processing using inbuilt algorithms to understand the inputs.<|endoftext|> : Allows creation of skills to cater to the user’s inputs and commands. The Digital Assistant takes care of the processing using inbuilt algorithms to understand the inputs. Conversational flow and context : The context of the chat is maintained and based on the user input, the appropriate flow is invoked.<|endoftext|> : The context of the chat is maintained and based on the user input, the appropriate flow is invoked. Enterprise Integration : Custom components can be created to integrate with multiple applications using APIs to fetch data and send data to the users.<|endoftext|> : Custom components can be created to integrate with multiple applications using APIs to fetch data and send data to the users. Multi-Channel Support: Digital Assistant can be integrated with various channels, such as website, MS Teams which can carry the conversations back and forth from users on various messaging platforms to the digital assistant and its various skill bots.<|endoftext|> Functional Flow Oracle Digital Assistant integrated with Oracle Content Management can provide seamless access to content stored in Cloud.<|endoftext|> The following example flow suggests searching and accessing various documents by different means.<|endoftext|> User can search documents by Categories.<|endoftext|> User can search documents by Name.<|endoftext|> User can search documents by Metadata (Content/ Author) Search by Categories The user has an option to search by category hierarchy by choosing the category and then the Subcategory. System displays all documents under the Subcategory hierarchy as hyperlink which user can click and download.<|endoftext|> Search by Document Name The user has an option to search the document using document name. The system searches the documents in the entire repository based on the document name and shows the documents as hyperlinks which user can click and download.<|endoftext|> Search by Document Metadata (Content/ Author) The user has an option to search the document using document metadata. The system searches the documents in the entire repository-based document content, document author and other metadata and shows the documents as hyperlinks which user can click and download.<|endoftext|> Architecture The following diagram depicts the typical ODA architecture.<|endoftext|> In this solution, ODA integrates with OCM to read metadata of the documents based on user inputs.<|endoftext|> A skill is created in ODA with different intents such as “List All Categories”, “Search Document By Content” and “Search Document by Name” for each of the options that user can choose. Based on the user selection the respective dialog flow is executed.<|endoftext|> System components built in node.js has the logic to integrate with OCM to retrieve data based on user inputs which is used by ODA to display as results.<|endoftext|> ODA has inbuilt capabilities for authentication using OAuth which is setup to enable authentication for APIs of external systems.<|endoftext|> OCM has built in Content Delivery APIs which are used to search documents, retrieve metadata of document to generate clickable URLs for document download.<|endoftext|> Below are the APIs which are used for this integration.<|endoftext|> Get Taxonomy: https://<<OCM_Host>>/content/published/api/v1.1/taxonomies?channelToken=<<channelToken>>&expand=children Get Categories: https://<<OCM_Host>>/content/published/api/v1.1/taxonomies/<<TaxonomyId>>/categories?channelToken=<<channelToken>> Get Documents (By name, by metadata): https://<<OCM_Host>>/content/published/api/v1.1/items?channelToken=<<channelToken>> This skill can be used in different channels such as MS Teams, Intranet, Slack for use by end users. This skill can also be integrated with any other ODA based chatbot such as Oracle CX Sales in MS Teams which will provide a single window for end users for all conversations related to CRM.<|endoftext|> Benefits Integration of OCM with ODA provides the following benefits: ***

Infosys Blog Title: DevOps practices for a better ERM Author: Infosys Limited' DevOps practices for a better ERM In the previous blog series, we covered the basic understanding of ERM and how it gets integrated with other ITIL processes in an enterprise.<|endoftext|> While we know that release management is an integral part of DevOps, in this blog we will see how other DevOps practices help achieve a better ERM.<|endoftext|> Release Management is about how releases are planned, scheduled, and managed throughout the software development lifecycle, and this remains true in the DevOps scenario too. In fact, the need for frequent releases, and speed-to-market without any compromise on quality and security, demands moving beyond traditional release management.<|endoftext|> Let us look at some of the DevOps practices and how they help us strengthen the software releases.<|endoftext|> Branching and merging strategy: When teams look at faster deployment or working on parallel releases, implementing the right branching strategy would be the key. The branching strategy will not only focus on facilitating the development process but will also define how each feature, enhancement, or bug fix is released to production in a controlled manner. The right branching strategy, coupled with appropriate CICD automation and controls, helps in parallel development, optimizes development workflow, and facilitates a structured and faster release.<|endoftext|> CICD Automation: CICD automation helps orchestrate the entire build, test, and deploy cycle. This ensures that any code change is quickly and efficiently integrated with minimal manual intervention to reduce the delivery time. CICD automation also ensures that quality and security checks are typically done towards the product release timeframe and are built early into the system for faster feedback, thereby ensuring smoother releases. A few CICD orchestration tools also assist in building approvals into the pipeline, ensuring that wait for time and follow-ups surrounding manual approval throughout the lifecycle stages are minimized or eliminated entirely, hence speeding the release process.<|endoftext|> Quality: With continuous validation practices, software testing is done in an integrated and collaborative approach. Before it can be released, the application software must pass several functional and non-functional testing steps. The key to ensuring software quality is to design the test strategy, create test plans, standardize the test environments, automate as many test cases as feasible, and lastly integrate into the CICD pipeline for automated execution and automated inspections. Furthermore, quality gates ensure validating coding standards, code coverage, and successful completion of various types of tests when implemented into the pipeline. This iterative testing till the release ensures that quality is embedded into the system and that any audit/compliance requirements for the release are met in an automated manner much earlier in the lifecycle.<|endoftext|> Security: Security is one of the most significant components of the release management validation process. DevSecOps assists in integrating security checks into the development and testing stages, resulting in the early discovery of security concerns (shift left) to help avoid code change later. There are various stages in ensuring the security of the application. Software Composition Analysis (SCA) helps identify open-source software vulnerabilities, license compliance, and maintainability issues. Static Application Security Testing (SAST) helps in detecting vulnerabilities in the source code. Both SAST and SCA can be integrated into the CI pipeline in the development stage. DAST (Dynamic Application Security Testing) on the other hand helps in detecting run-time vulnerabilities in the application and can be integrated into the CD pipeline.<|endoftext|> Infrastructure provisioning: The readiness and availability of various consistent and scalable environments for executing different stages are key to the validation of the application software to be released. DevOps practices around the integration of configuration management, infra-as-code, dynamic environments, container environments, etc. help teams build consistent environments as and when needed without any manual intervention. In addition to cost optimization, these practices help reduce complexity and human errors, build release confidence, achieve scalable infra and consistent infra and at a faster speed.<|endoftext|> Auditing and Traceability: The release management process necessitates auditing and traceability of requirements throughout its lifecycle. DevOps pipelines should build these auditing and logging so that the real-time status of the application across environments and lifecycle execution stages is available. Further, such audits and logs can make the compliance checks during the release process much smoother.<|endoftext|> Deployment automation and strategy: Continuous deployment automates the practice of deploying software to production quickly and efficiently. Deployment automation ensures that deployments are fast, consistent, and repeatable across the environments. This also helps achieve managed access control and traceability, which is an important compliance requirement for a successful release.<|endoftext|> There are different deployment strategies available, and teams can choose the best one, based on the impact of changes to the system and the end-users. Some of the popular deployment strategies are blue-green, canary, rolling, recreate, etc. Every deployment strategy requires teams to also work on corresponding rollback strategies so that in case of release failures, the system can be brought to its previous working state most shortly and efficiently.<|endoftext|> Monitoring and closed feedback: The release process doesn’t stop at deploying application software to production. Monitoring and tracking the performance of the release, identifying issues, and generating action items for application teams to react to are critical to the release process. DevOps helps build monitoring throughout the software lifecycle and integrates with ALM tools to generate user stories for actionable items.<|endoftext|> In the next series in this blog, we will look at tools that help orchestrate the entire release management process.<|endoftext|> ***

Infosys Blog Title: Summary on Apple WWDC-2023 Author: ['Infosys Limited'] Summary on Apple WWDC-2023 Apple Vision Pro The long-rumored mixed reality headset, Apple Vision Pro, was presented at Worldwide Developers Conference (WWDC). With the use of this spatial computer, users may interact with both digital information and the real environment while maintaining social connections.<|endoftext|> iOS 17 Apple drops support for the iPhone 8 and X with iOS 17. These are the five features in new iOS: 1. Transcript of a live voicemail 2. Better autocorrection 3. Contact posters 4. Simpler Namedrop and Airdrop 5. Standby mode 6. Journal App iPad OS 17 Widgets, redesigned Lock Screens, and Live Activities on Lock Screen—track deliveries, scores, and numerous timers—are all included. The iPad is getting a health app.<|endoftext|> macOS Sonoma Sonoma imagery for desktops, screensavers. Widgets can be placed on desktop.<|endoftext|> tvOS17 tvOS 17 redesigned Control Center. Siri Remote. FaceTime on Apple TV, it works with iPhone as the camera/mic. Continuity Camera API for tvOS.<|endoftext|> watchOS 10 There have been “comprehensive redesigns” made to WatchOS 10. Show widgets, a redesigned trophy case, new watch faces for Snoopy and Woodstock, the Activity app with corner icons, and the World Clock with customizable background colours by using the digital crown.<|endoftext|> 15-inch MacBook Air The new MacBook Air has a 15.3-inch Liquid Retina display. It has a brightness of more than 500 nits and can display up to 1 billion colours, making it the largest MacBook Air to date. It should be incredibly enjoyable for users to use.<|endoftext|> New Mac Pro With the release of the new Mac Pro, Apple completed its move to Apple silicon and unveiled the new M2 Ultra CPU. Similar to the M1 Ultra, it is a big chip that requires a lot of cooling.<|endoftext|> Additional updates ***

Infosys Blog Title: Is MACH architecture right for your business? Key considerations to keep in mind Author: ['Infosys Limited'] Is MACH architecture right for your business? Key considerations to keep in mind In today’s digital landscape, businesses must respond quickly to new opportunities, market demands, and customer requirements. None of this is feasible without software systems that are modular, easy to modify, and can integrate with a wide range of technologies and platforms.<|endoftext|> The MACH architecture provides the perfect solution by offering much needed flexibility by separating disparate business functions into independent functional services. According to the Infosys Digital Commerce Radar 2023 report, MACH can cope with the continuously evolving technology and customer needs. As a result, businesses can develop software solutions that can be easily extended without the risk of destabilizing the entire system. Moreover, MACH allows for creating specialized services that can dynamically connect, enabling businesses to scale their systems. Blogs 1 and 2 dealt with an overview of the architecture and its primary advantages.<|endoftext|> Enterprises may find MACH architecture promising, but hurdles still exist. As discussed in our earlier blog, implementing a MACH architecture demands considerable time, resources and expertise depending on the business needs. It’s certainly not about adopting it because it is a flexible and evolved architecture system with a surplus of benefits. Yes, headless and composable architecture sounds exciting, but does your organization need it? In essence, enterprises should consider several technical and business implications before adopting MACH architecture.<|endoftext|> Here are three questions that enterprises must find answers to help make the critical decision. Answering these questions should clearly indicate the path ahead with MACH.<|endoftext|> 1. Does your business require a shift to composable architecture? First, enterprises must be confident about the triggers for a move to MACH architecture. Remember that while MACH architecture is well-suited for distributed computing and promises business agility, innovation and flexibility, it leads to a much more complex landscape as it integrates with diverse solution components. For example, MACH architecture may be overkill if an organization develops a software system that entails less flexibility or scalability in business capabilities. In this case, MACH architecture may instead unnecessarily increase development complexity and costs, and the organization must assess the RoI of MACH architecture to get an accurate picture. The company may be better placed to stick with traditional architecture. It’s a tradeoff between getting the best-of-breed components versus investing significant resources and money.<|endoftext|> 2. Will the shift to MACH align with the business vision? Enterprises must assess if the aspired technology landscape with MACH will help them grow revenues. In addition, they must determine if the investment in MACH yields suitable RoI for their business. It’s a given that MACH will usher in more capabilities and flexibility to cater to specific business needs. But enterprises must check if their business context necessitates these superior, flexible capabilities and a high cost. It’s a matter of deciding to start on a clean slate and build a system in a highly composable manner or selecting packaged business capabilities that offer limited flexibility. Depending on its plans and prospects, the business may well decide that a monolith is adequate for its purpose. On the other hand, it could opt for a MACH solution if it anticipates more growth in the future, as MACH is a future-proof approach. It all depends on what the business situation warrants.<|endoftext|> 3. Can your IT team handle the complexities of a MACH architecture? Developing and maintaining a MACH system requires a high degree of technical expertise. Suppose an organization lacks the expertise or resources to work with MACH architecture. In that case, the absence of technical governance to direct the strategic technical vision implies that MACH is not the right path for them. In addition, the issue gets more complicated for those without a significant internal IT team as MACH solutions imply dealing with multiple vendors, and there is no single point of contact like in monolithic systems. So, an enterprise must carefully assess its performance and satisfaction with its existing monolithic systems. Because moving away from the status quo comes at a cost that must make business sense and is worth pursuing. Plus, as many solutions come together in the case of MACH architecture, it requires an IT leader with a solid understanding of the technology vision and the ability to execute in complete alignment with the business vision. This means investment in technical governance to guide them in the proper direction. Clearly, those enterprises with a limited IT setup must deliberate before switching to MACH solutions that demand a more sophisticated and mature structure.<|endoftext|> Conclusion: Weighing the Pros and Cons of MACH Architecture In conclusion, the MACH architecture offers businesses critical flexibility, agility, and scalability, but it is not a one-size-fits-all solution. Enterprises must carefully evaluate their technical and business needs and weigh the benefits of adopting MACH against the costs and tradeoffs involved. By answering the three questions discussed here, enterprises can make an informed decision on whether to adopt the MACH architecture and chart a path that best aligns with their business goals and objectives.<|endoftext|> ***

Infosys Blog Title: Saying goodbye to large monolithic systems in favor of MACH Author: ['Infosys Limited'] Saying goodbye to large monolithic systems in favor of MACH In a business environment rapidly turning to digital technology to survive and thrive, the underlying technology infrastructure that powers the enterprise must be tuned to respond accordingly. Scalability, speed, agility, resilience and flexibility are terms that we hear a lot today. At the same time, the emphasis on providing personalized customer experiences while boosting productivity of resources and revenues remains high. Enterprises are thus primed for progress but held back by monolithic systems.<|endoftext|> Monolithic systems tend to be less flexible, agile, reliable and resilient – clearly, unsuited for the dynamic changes that are so characteristic of these times. However, most companies still run their businesses on monolith legacy systems. Companies realize that is not the most conducive background to support digital transformation, enhance customer experiences, drive business growth, and seek alternatives.<|endoftext|> That’s where MACH architecture, Microservices based, API-first, Cloud-native SaaS and Headless can play a major role. MACH architecture enables organizations to build modern, customer experience focused, cloud-native, and scalable systems that can support digital transformation initiatives at a fast clip. The four pillars that comprise MACH architecture make it so powerful – API Centricity – APIs are designed and developed before any user interface or other system components are built.<|endoftext|> Cloud native – SaaS solutions make scaling and automatically updating the components easier. In addition, it is possible to establish multi-tenant SaaS that is provisioned on demand, self-serviced and consumed as a service.<|endoftext|> Microservice based architecture – individual pieces of business functionality that are independently developed, deployed and managed.<|endoftext|> Headless – the front end is completely decoupled from the backend and can be changed independently without disturbing the backend.<|endoftext|> Thanks to its composable nature, MACH’s distinct advantage is that it offers flexibility to business users to replace solution components in their system landscape in a plug-and-play manner, enabling them to quickly cater to ever evolving business needs. Such a fast response is almost unimaginable with a monolith. Moreover, monolithic systems imply vendor lock-ins, further restricting flexibility.<|endoftext|> Consider a typical commerce platform with multiple capabilities, such as a digital experience platform, order management system, payment, vouchers and promotions. Monolithic systems are typically single vendor platforms. All capabilities are built as an extension of this platform’s base capabilities, limiting an enterprise’s choice to what only the vendor offers. However, with a MACH based approach, enterprises can build next generation platforms with components from multiple vendors, each of which can be independently replaced if they are not able to keep pace with evolving business demands. So, suddenly, the system becomes much more flexible as each component is decoupled. Each component can be selected based on business demand and its capabilities. For instance, a commerce platform can integrate with an external search engine because it’s API based and switch to another easily because it offers superior outcomes.<|endoftext|> Another huge appeal of MACH architecture is that all components are SaaS based or cloud native. As a result, MACH architecture will reduce the infrastructure footprint that the enterprise needs to manage. They now have the bandwidth to build business capabilities instead of focusing on hosting needs.<|endoftext|> MACH architecture offers several advantages over monolithic architecture. MACH is a more flexible and scalable architecture that enables faster and more frequent deployments, reduces dependency on a single technology stack, allows for greater agility in responding to changing business needs, and promotes better overall system resilience. We discuss the many advantages that MACH architecture offers in the next blog in this three-part series.<|endoftext|> It appears that enterprises must quickly shift to MACH platforms. MACH Alliance research showed that four-fifths of their respondents strongly intended to increase MACH elements in their architecture in the future as they believe that will help them get ahead of the competition[1]. In addition, almost half the respondents desired completely composable platforms, while over 50% wanted completely cloud driven platforms.<|endoftext|> According to the Infosys Digital Commerce Radar 2023 study, companies seem to be adopting MACH platforms.<|endoftext|> Figure 1 Implementation status of different platform design architectures While all three types of architecture exist today, the trend is to move towards flexible and technologically advanced options.<|endoftext|> However, implementing a MACH architecture can consume significant time, resources and expertise based on the business needs. Moreover, the complexity will increase with a distributed systems layout. Therefore, the decision to shift from a monolithic architecture to MACH should involve a careful evaluation of the organization’s goals, needs, and resources and a thorough assessment of the technical feasibility and costs of the transition. If the evaluation gives the go-ahead for a shift to MACH, then it’s worth the investment.<|endoftext|> At Infosys, we are keenly aware of the intricacies of making this decision. That’s why the third blog in this three-part series will focus on the key considerations for companies before taking the MACH road.<|endoftext|> [1] Global 2022 Research Shows MACH Adoption Is High On The Agenda for Tech Leaders (machalliance.org) ***

Infosys Blog Title: Top 5 benefits of MACH Author: ['Infosys Limited'] Top 5 benefits of MACH MACH architecture (Microservices-based, API-first, Cloud-native, and Headless) is a popular approach to building modern, flexible, and scalable applications. In this blog, we discuss its top five benefits and how it can help businesses achieve their goals.<|endoftext|> 1. Flexibility: The modular or composable nature of the architecture allows flexibility in choosing the best technology stack for each service, rather than being limited to a single technology stack like in a monolithic architecture. Moreover, it is designed to plug and play, making it easy for business users to access the best-fit solution and enhance performance. In addition, its independent nature allows enterprises to experiment with new technologies without fearing disrupting other application parts and easily add new features or services to their applications while ensuring high performance and availability. As a result, MACH future-proofs business solutions by helping them match their business capabilities to ever evolving needs.<|endoftext|> 2. Scalability: Given the design of this architecture, each component can be scaled independently, providing enterprises the ability to scale only what is necessary. As a result, resources can be allocated more efficiently, and developers can focus on improving the performance of specific services rather than the entire application. In contrast, scaling a monolithic architecture is challenging as all application components are tightly coupled. So, scaling any component implies scaling the entire application, amplifying costs and effort. Furthermore, scaling the entire application can result in over-provisioning resources, which can also be wasteful.<|endoftext|> 3. Faster time-to-market: Because MACH is modular, organizations can achieve faster time-to-market, as each service can be developed, tested, and deployed independently. Additionally, because each microservice is smaller and more focused, it is easier for developers to understand and modify the code, which reduces development time. This is a big departure from how traditional monolithic architecture handled changes – where change was time-consuming and laborious due to the big, single block of software.<|endoftext|> 4. Richer and personalized experience: MACH’s headless approach enables a more consistent and personalized user experience across channels. So custom user interfaces optimized for specific devices or platforms can emerge, resulting in a more tailored and enriched experience for the end user. Additionally, headless architecture allows for easier customization of the user interface, resulting in a more personalized experience for the end user.<|endoftext|> 5. Lower TCO: The microservices-based approach enables cost savings through reduced infrastructure overhead, efficient resource utilization, faster development and deployment and lower maintenance costs. These benefits make MACH architecture an attractive option for organizations looking to reduce costs while improving application performance and scalability.<|endoftext|> ***

# Infosys POV Title: Data Imperatives in IT MA&D in Life Sciences Industry Author: Infosys Consulting Format: PDF 1.7 --- Page: 1 / 10 --- An Infosys Consulting Perspective Consulting@Infosys.com | InfosysConsultingInsights.com DATA IMPERATIVES IN IT MA&D IN LIFE SCIENCES INDUSTRY --- Page: 2 / 10 --- 2 FOREWORD Larger macroeconomic headwinds (first the pandemic, then rising interest rates and now recessionary fears) are pushing organizations to resort to mergers, acquisitions, and divestitures (MA&D) as a strategic lever to achieve higher market share, acquire new capabilities, or/and refocus strategy on core business to improve financial performance. The average annual global MA&D value was approximately $3.6 trillion in 2011-20 cycle and increased to $5.9 trillion in 2021, highlighting the growing importance of MA&D in meeting future business needs. The life sciences industry is increasingly looking at MA&Ds to acquire new specialty / generic drug line (and related market pipeline) in pharmaceuticals, specialized capabilities in diagnostics and digital health sector, niche research and development capabilities for effective drug discovery around “specialty drugs” and patented IP data around experimental drugs.<|endoftext|>There is growing emphasis on antitrust regulations, regulatory reporting, disclosure requirements, and overall deal approval processes. Compliance with these directly relates to the way entity data is managed (before and after MA&D transaction). Multiple data types including financial, operational, people, supplier, and customer data come into remit. This requires organizations to carefully design and execute their data strategy. There are multiple examples from the industry which showcase that despite growing importance of data strategy in MA&D transactions, just 24% of organizations included CIOs in pre-merger planning4. Abbott Laboratories’ acquisition of Alere got delayed due to regulatory concerns on market concentration1 and anti-competition2. Pfizer and Allergan terminated their planned merger due to the change in treasury rules that made tax benefits less attractive3 and many more.<|endoftext|>Data strategy design and execution start with definition of business metrics and alignment on value measurement approach. After metrics are defined and accepted, linkage to source systems, standardization of data element definitions and management of meta-data along with master data ownerships are key to accurately measuring and interpreting these metrics. Data qualification, especially in regulated industries, is critical to understand and managing qualified data (GxP) and related platforms & applications involved. Finally, a performance oriented and scalable data integration methodology followed by an overarching process and governance mechanism is necessary for ensuring ongoing quality and compliance.<|endoftext|>A poorly designed data strategy and execution often leads to ambiguous understanding of key metrics and underlying data elements, incongruent data standards and unclear ownerships - resulting in faulty data integration, inaccurate transaction records, and ultimately unreliable insights and legal complications. An effective way to overcome these pitfalls is to define a robust data design and execution strategy covering key elements addressing distinctive needs of the life sciences industry.<|endoftext|>Data Imperatives in IT MA&D in Life Sciences Industry | © 2023 Infosys Consulting --- Page: 3 / 10 --- Mergers, acquisitions, and divestitures (MA&D) are strategic channels for growth. Multiple benefits can be achieved through an effective MA&D transaction, including exponential growth, entry to newmarkets, optimized cost savings, and improved competitiveness.<|endoftext|>The life sciences industry has been experiencing rapid growth and transformation in recent years, fueled by innovations in R&D, regulatory changes, and technological advancements in provider and payer domains. MA&D transactions have become a vital strategic tool for organizations to expand their portfolios, access new markets and improve their competitive positions. Given the complex nature of MA&D transactions, it requires comprehensive due diligence and planning before, during, and after the transaction. Data, being the fundamental building block of any organization, is a critical factor in this due diligence and planning. It is also one of the commonly overlooked factors. In this article, we highlight key elements of data strategy and design within a MA&D transaction and typical pitfalls along with ways to overcome them.<|endoftext|>MA&D transactions in the life sciences industry are increasingly subject to higher scrutiny from regulatory bodies to ensure greater transparencies and better shareholder and consumer protection. There are three key regulation types which are in place: 1. Greater financial and operationaltransparencies: A. India - Foreign Exchange Management Act (FEMA), SEBI Laws B. USA – Securities Act, Securities Exchange Act C. Europe – European Union Merger Law 2. Better intellectual property protection: Patents, trademarks, copyrights, trade secrets, designs, data protection.<|endoftext|>3. Higher fair play and consumer protection: A. India – Competition Act B. USA – Federal Antitrust Laws C. Europe – Competition Law According to an analyst report, the average MA&D failure rate is ~70%4. A key reason for this high failure rate is difficulty in integrating the two entities,5 especially w.r.t culture, operational ways of working, revenue recognition and performance incentives. All these aspects are directly impacted by the way data is designed and managed. Despite the importance, just 24% of organizations included CIOs in pre-merger planning3. Effective data management is key to adhering to these regulatory requirements and ensuring that data is properly collected, analyzed, and reported throughout the transaction process.<|endoftext|>Introduction 3 Data Imperatives in IT MA&D in Life Sciences Industry | © 2023 Infosys Consulting --- Page: 4 / 10 --- MA&Ds are fundamentally complex transactions that impact business entities, systems, processes, and data of the organizations involved. There are eight elements which underpin data strategy and execution.<|endoftext|>Fig 1 – Key elements of data strategy within a MA&D transaction. 1. Business metrics and measurement: Defining metrics to evaluate the performance of the target entity is critical. It is important that all entities involved in the transaction clearly define and agree upon the metrics which define success; noteworthy metrics in the life sciences industry include clinical trial outcomes, regulatory approval timelines, molecule discovery rates, drug pipeline progress and GxP compliance metrics. These metrics articulate objectives and key results of the target entity. Agreement on accurate metrics and their measurement logic improves operational and financial transparencies, thereby promoting adoption of the integration / divestiture decision.<|endoftext|>2. Data policies and standards: It is essential to establish a common set of data standards and policies to maintain data assets in the target environment. This involves defining standard data formats, structures, and rules for data management and establishing governance policies to ensure security, privacy, compliance, and protection of data. In a merger or a divestiture scenario, data policies for resulting entities are driven by target business needs and operational requirements.<|endoftext|>Key elements of data strategy and execution 4 Data Imperatives in IT MA&D in Life Sciences Industry | © 2023 Infosys Consulting --- Page: 5 / 10 --- 3. Metadata management: Metadata helps to classify, manage, and interpret master data.<|endoftext|>Managing metadata is essential in ensuring standardization of data elements across systems e.g., customer ID, distribution channel codes, clinical trial identifiers, drug classification codes, etc.<|endoftext|>Effective metadata management promotes improved data consistency, better data quality, governance, compliance, and security. Like data policies and standards, metadata management standards are driven by target business needs and operational requirements.<|endoftext|>4. Master data management: Data ownership is crucial in MA&Ds because it determines necessary accountabilities and responsibilities towards maintaining the data assets.<|endoftext|>Defining master data ownership during the pre/post-close phases is critical in ensuring smooth transition to integrated operations6. All parties involved must align on a clear ownership on gaining access, maintaining, and governing the master data assets after the transaction. Establishing data stewardship roles and processes to maintain master data is essential to avoid pitfalls such as delays in integration, legal disputes, and potential regulatory penalties. In addition, clear data ownership contributes to better intellectual property protection in a MA&D transaction. This ownership also means managing data at a product level with a promise of a required level of data quality, making it easier for users to extract valuable insights and intelligence.<|endoftext|>5. Data lineage management: MA&D transactions create large data assets, which increasingly become interconnected, complex, and challenging to work with. Data lineage tracks flow of data from source to destination, noting any changes in its journey across different systems. This allows for tracing data origins, evaluating data accuracy and pinpointing potential risks, enabling risk management, thus elevating probability of success of MA&D transactions.<|endoftext|>6. Data qualification: A crucial element for consideration is qualification of data into GxP and non-GxP. GxP data is subject to stringent regulations, while non-GxP data has fewer regulatory constraints. Proper data qualification enables organizations to manage GxP data in compliance with regulatory guidelines and handle non-GxP data as appropriate for its intended use. This helps in adoption of efficient data management processes especially from an extract, transform and load perspective. It also emphasizes relevance of systems that will hold the regulatory

Continue # Infosys POV data thus ensuring required controls in place when interacting with such systems.<|endoftext|>5 Data Imperatives in IT MA&D in Life Sciences Industry | © 2023 Infosys Consulting --- Page: 6 / 10 --- 7. Data integration: Effective integration of data across systems such as clinical trial databases, product development pipelines, and sales and marketing platforms into a single, unified environment is critical for the new entity to make effective decisions. Integration of data requires consistent understanding of data and minimization of data redundancies. This helps the new entity gain better and more accurate understanding of its business and operational data, thereby expediting envisioned synergy realization. It also increases operational efficiency by streamlining internal processes, reducing duplication of effort, thereby improving risk profile. Effective data integration is essential for achieving information protection and transparency in a MA&D transaction.<|endoftext|>8. Data governance: Data governance is a crucial element for managing “data at rest” and “data in motion”. Robust data governance establishes policies, processes and controls to manage data throughout the life cycle. An effective data governance framework ensures both “data in motion” and “data at rest” are adequately protected while tracking data health in a near real time manner, thereby fostering trust with regulators, customers, and partners.<|endoftext|>Common pitfalls in a MA&D and ways to overcome them Data design and execution to support an integration / divestiture transaction is often complicated and stressful. However, with the right interventions, organizations can navigate around these complications. A non-effective data strategy can have far-reaching consequences, such as reduced financial and operational transparency, compromised intellectual property protection, decreased fair play among entities involved and weakened consumer protection. We have identified sixcommon pitfalls and their impact.<|endoftext|>Fig 2 – Critical elements of pitfalls in a MA&D transaction 6 Data Imperatives in IT MA&D in Life Sciences Industry | © 2023 Infosys Consulting --- Page: 7 / 10 --- 1. Data ownership: One of the most common pitfalls in MA&D transactions is limited clarity around ownership of data assets in target state. The issue is particularly pronounced when organizations involved have multiple focus areas with data stored in a single system but without proper segregation and ownership. For example, an organization may have three focus areas such as BioSimilars, BioPharma and Med Devices. Data on these focus areas may be stored in one system but not segregated based on focus areas. MA&D in any one of these areas will impose a significant challenge in terms of data segregation dependency identification. Ambiguities regarding data asset ownership often leads to intellectual property disputes, faulty data integration, and challenges extracting data specific to a new entity. To avoid such confusion, it is essential to establish data ownership early in the transaction and assign data stewards to manage data in rest as well in motion.<|endoftext|>2. Business metrics: Organizations involved in a MA&D transaction may prioritize select GxP and non-GxP metrics based on their distinctive strategic objectives and market priorities. For example, in a MA&D involving a generic and a specialty drug maker, the generic drug maker might emphasize GxP metrics such as manufacturing quality and regulatory submission timelines, as well as non-GxP metrics such as market share and cost efficiency. On the other hand, specialty drug makers might focus on GxP metrics such as clinical trial data quality and patient safety, and non-GxP metrics such as R&D pipeline growth and innovative therapy development. Given these diverse priorities, establishing common performance criteria for the new entity might be a challenge. Moreover, lack of uniformity in underlying logic for measuring the performance may further exacerbate the issue. Organizations must establish uniform metrics and underlying measurement criteria that is reflective of strategic priorities of the target entity.<|endoftext|>3. Data standards: Organizations also face roadblocks when they fail to establish common definitions for data elements. The resulting inconsistency in data standards increases the risk of inaccurate transaction records. Such inaccuracies can impair decision-making during critical stages of the MA&D and might even jeopardize the overall success of the transaction. Creating a unified data dictionary and standardizing data definitions across all entities involved is essential to mitigate such risks.<|endoftext|>4. Data lineage: A common pitfall is related to replication of source data elements across multiple source systems. Replication of data elements in multiple systems increases complexity of managing data and leads to additional synchronization overheads.<|endoftext|>Establishing standardized data lineage practices along with synchronized replication processes through automated tools is key to increasing data congruency.<|endoftext|>7 Data Imperatives in IT MA&D in Life Sciences Industry | © 2023 Infosys Consulting --- Page: 8 / 10 --- 5. Data governance: Another common challenge encountered during MA&Ds arises from ineffective and inconsistent data governance processes. Inconsistent data governance processes decrease accuracy of inferences and insights which can be derived from datasets. A consistent data governance process ensures data protection and regulatory compliance.<|endoftext|>6. Knowledge management: Heavy reliance on individuals makes knowledge retention vulnerable to personnel changes. To overcome this challenge, organizations must develop a knowledge management capability that is not solely dependent on people but facilitated through a set of processes and tools. A robust knowledge management capability enables effective and efficient use of data during the transaction.<|endoftext|>7. A well-designed data strategy is complemented by an effective execution plan. By proactively identifying potential challenges and implementing mitigating solutions, organizations can effectively navigate through the complexities and maximize value realization from a MA&D transaction. Effective data strategy and execution can safeguard the success of the transaction and ensure that the resulting entity(s) operates efficiently and effectively.<|endoftext|>About the CIO advisory practice at Infosys Consulting Over the next 5 years CIOs will lead their organizations towards fundamentally new ways of doing business. The CIO Advisory practice at Infosys Consulting is helping organizations all over the world transform their operating model to succeed in the new normal – scaling up digitization and cloud transformation programs, optimizing costs, and accelerating value realization. Our solutions focus on the big-ticket value items on the C-suite agenda, providing a deep link between business and IT to help you lead with influence.<|endoftext|>8 Data Imperatives in IT MA&D in Life Sciences Industry | © 2023 Infosys Consulting --- Page: 9 / 10 --- MEET THE AUTHORS Inder Neel Dua inder_dua@infosys.com Inder is a Partner with Infosys Consulting and leads the life sciences practice in India. He has enabled large scale programs in the areas of digital transformation, process re-engineering and managed services.<|endoftext|>Anurag Sehgal anurag.sehgal@infosys.com Anurag is an Associate Partner with Infosys Consulting and leads the CIO advisory practice in India. He has enabled large and medium scale clients to deliver sustainable results from multiple IT transformation initiatives.<|endoftext|>Ayan Saha ayan.saha@infosys.com Ayan is a Principal with the CIO advisory practice in Infosys Consulting. He has helped clients on business transformation initiatives focusing on IT M&A including operating model transformation.<|endoftext|>Manu A R manu.ramaswamy@infosys.com Manu is a Senior Consultant with CIO advisory practice in Infosys Consulting.<|endoftext|>He has assisted clients on technology transformation initiatives in the areas of IT M&A and cloud transformation.<|endoftext|>Sambit Choudhury sambit.choudhury@infosys.com Sambit is a Senior Consultant with the CIO advisory practice in Infosys Consulting. His primary focus areas include enterprise transformation with IT M&A as a lever. He has helped clients in areas of IT due diligence, integration, and divestitures.<|endoftext|>1 FTC Requires Abbott Laboratories to Divest Two Types of Point-Of-Care Medical Testing Devices as Condition of Acquiring Alere Inc.<|endoftext|>2 EU clears Abbott acquisition of Alere subject to divestments | Reuters 3 Pfizer formally abandons $160bn Allergan deal after US tax inversion clampdown | Pharmaceuticals industry | The Guardian 4 Why, and when, CIOs deserve a seat at the M&A negotiating table | CIO 4 The New M&A Playbook - Article - Faculty & Research - Harvard Business School (hbs.edu) 5 Don’t Make This Common M&A Mistake (hbr.org) 6 6 ways to improve data management and interim operational reporting during an M&A transaction 9 Data Imperatives in IT MA&D in Life Sciences Industry | © 2023 Infosys Consulting --- Page: 10 / 10 --- consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting Infosys Consulting is a global management consulting firm helping some of the world’s most recognizable brands transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today’s digital landscape to win market share and create shareholder value for lasting competitive advantage. To see our ideas in action, or to join a new type of

Continue # Infosys POV consulting firm, visit us at www.InfosysConsultingInsights.com. For more information, contact consulting@infosys.com © 2023 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed, photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual property rights holders under this document. ***

# Infosys POV Title: Energy Transition: Hydrogen for Net Zero Author: Infosys Consulting Format: PDF 1.7 --- Page: 1 / 11 --- An Infosys Consulting Perspective By Sundara Sambasivam & Shivank Saxena Consulting@Infosys.com | InfosysConsultingInsights.com Energy Transition Hydrogen for Net Zero --- Page: 2 / 11 --- Energy transition: Hydrogen for Net Zero | © 2022 Infosys Consulting 2 Energy transition: Hydrogen for Net Zero The pressure to reduce carbon emissions to achieve the target of net zero emissions by 2050 is ever-increasing. There is no silver bullet, no ‘one-size-fits-all’ solution to address this challenge. At this point in time, there are many different energy sources with varying levels of investment that are being explored and tested to enable our transition towards net zero.<|endoftext|>Hydrogen (H2) is one of the most abundant elements found in nature. For decarbonization of the industry, it is considered a key component; opening new frontiers and complementing existing solutions. This series of papers aims to share some interesting perspectives on this sector, the associated challenges, and why it could play a significant role in the decarbonisation agenda. Current limitations in tech, scaling challenges, and feasibility concerns are just some of the reasons it has not yet been harnessed fully. However, hydrogen has significant potential to manage this challenging journey towards net zero.<|endoftext|> --- Page: 3 / 11 --- Types of Hydrogen Both the production source and process used define the hydrogen type. Below is a list of diverse hydrogen types produced today based on production method and source (The hydrogen colour chart, 2022).<|endoftext|>Energy transition: Hydrogen for Net Zero | © 2022 Infosys Consulting 3 --- Page: 4 / 11 --- Energy transition: Hydrogen for Net Zero | © 2022 Infosys Consulting 4 MARKET OUTLOOK - Production & Economies Production and demand outlook According to the 2021 Report of International Energy Agency on Hydrogen, only 0.49 Mt of hydrogen was produced via electrolysis. Although this was only 0.5% of overall global production, the outlook on green and blue hydrogen is promising. It has become an essential element for any state policy on energy transition for net zero. By 2050, more than 80% of production is estimated to be of green or blue hydrogen. Demand will primarily be driven by power, transport, and industry where demand for green hydrogen has the potential to grow 200% by 2050.<|endoftext|>Figure 2: Global hydrogen production and demand outlook (Harnessing Green Hydrogen: Opportunities for Deep Decarbonization in India, 2022) --- Page: 5 / 11 --- Economic outlook The current hydrogen production costs from different methods are listed in Figure 3 (Hydrogen Strategy: Enabling a low-carbon Economy, 2020). Coal and other fossil fuel-based production is inexpensive at around 2 USD/kg. Prices increase by 10 to 20% when using carbon capture and storage (CCS). Electrolysis powered by renewable energy (RE) is the most expensive at 5 to 10 USD/kg and is not currently a competitive price. This needs to decrease to at least 2 USD/kg or lower in the next decade to directly compete with fossil fuels as an energy source.<|endoftext|>There are several elements that would play a critical role in driving the cost of the end-to-end supply chain of production and distribution. These include higher levels of innovation through research and development (R&D) and the right investment through disruptive digital technologies like artificial intelligence, the Internet of Things, blockchain smart contracts, certificates, and digital twin.<|endoftext|>Energy transition: Hydrogen for Net Zero | © 2022 Infosys Consulting 5 Figure 3: Hydrogen production costs by source and method (Hydrogen Strategy: Enabling a low-carbon economy, 2020) --- Page: 6 / 11 --- Economic outlook Renewables and electrolyser costs drive green hydrogen prices and are both showing declining trends. Electrolyser costs are expected to fall by 30% in the next ten years (Harnessing Green Hydrogen, 2022). Industrial manufacturers like Siemens Energy and Linde have already started setting up some of the world’s biggest electrolyser production facilities in line with the European Union’s (EU) strategy (REPowerEU plan May 2022) for fuel diversification, which will need a 27 billion EUR direct investment in domestic electrolyser and distribution of hydrogen in the EU, excluding the investment of solar and wind electricity (REPowerEU Plan, 2022).<|endoftext|>The US, on the other hand, has announced future investments of up to 9 billion USD from 2022 to 2026 through its ‘Infrastructure Investments and Jobs Act’ (García-Herrero et al, 2022). The key difference is that US policy plans to use both blue and green hydrogen in the fuel mix, while the EU views blue hydrogen as a temporary solution only. Based on policy support and market conditions, the industry will decide on a future roadmap. Green credits and green hydrogen trading can turn many fossil fuel-dependent countries into future energy suppliers. Various states and corporates are funding green and brown field projects which have created finance opportunities for venture capital, underwriters, and insurance firms.<|endoftext|>Energy transition: Hydrogen for Net Zero | © 2022 Infosys Consulting 6 Figure 4: Renewables and electrolyser cost outlook (Harnessing Green Hydrogen, 2022) --- Page: 7 / 11 --- Economic outlook Energy transition: Hydrogen for Net Zero | © 2022 Infosys Consulting 7 Figure 5: Renewables and electrolyser cost outlook (Harnessing Green Hydrogen, 2022) --- Page: 8 / 11 --- Figure 6: Hydrogen value chain opportunities Hydrogen Value Chain Opportunities Figure 6 outlines the end-to-end value chain from production and electrolyser plant setup, operations in conjunction with RE parks, storage (long- and short-term), distribution (liquified or gaseous), and consumption applications (power, transportation, and industries). It gives an overview on the current usage of Hydrogen in industry applications. New emerging areas where significant opportunities exist for growth are primarily transportation (heavy duty vehicles and shipping), long-term energy storage (sub-surface), and green ammonia (production and energy carrier). Hydrogen can contribute directly to decarbonising the biggest polluters like steel, refineries, and ammonia production. Although Hydrogen has a clean burn, its production is not clean. Hydrogen production from fossil fuels resulted in 900 Mt CO2 emissions in the year 2020 (Global Hydrogen Review 2021, 2021). High demand for green and blue hydrogen and hydrogen-based fuels could reduce up to 60 Gt of CO2 emissions between 2021 and 2050, accounting for a reduction of 6% of total cumulative emissions (Hydrogen, 2022).<|endoftext|>Some of the biggest polluters in the transportation sector include long-haul freight, heavy-duty vehicles, maritime, and jet fuel. Decarbonizing them is not easy. By 2050, green ammonia can meet 25% of shipping fuel demand to meet the International Maritime Organization’s goal of reducing CO2 emissions by 50% from 2008’s levels. Hydrogen fuel cells can gear up short distance rides such as ferry journeys (Harnessing Green Hydrogen, 2022). With air travel growth, a significant carbon footprint increase is expected in aviation which already has the highest carbon emission intensity. Options like hydrogen fuel cells, hydrogen turbines, and hydrogen-based electrolytic synthetic fuel exist to decarbonize aviation, but each option has its merits and demerits. Big corporations like Airbus or start-ups like ZeroAvia have already presented their roadmaps for a hydrogen-based carrier in the next decade.<|endoftext|>For building, hydrogen can be blended into existing gas networks for both residential and commercial complexes. It can also be used by boilers and fuel cells. Its biggest promise is in long-term energy storage. This will impart stability to renewables-based generation and grid operations. Today, new gas turbines can also use hydrogen as a fuel component.<|endoftext|>Energy transition: Hydrogen for Net Zero | © 2022 Infosys Consulting 8 Opportunities for the industry --- Page: 9 / 11 --- What’s next? In our next articles, we will discuss the challenges of this emerging sector, some exciting industry projects underway around hydrogen, support, and digital solutions needed to help pave the way to net zero. Infosys Consulting

Continue # Infosys POV achieved its net zero goals 30 years ahead of time and is working to help our partners in their energy transition journey towards their own net zero goals.<|endoftext|>Energy transition: Hydrogen for Net Zero | © 2022 Infosys Consulting 9 --- Page: 10 / 11 --- MEET THE EXPERTS Sundara Sambasivam Associate Partner - Services, Utilities, Resources and Energy Practice Sundara.Sambasivam@infosys.com “The lines betw een digita l and physi cal retail will conti nue to blur” Sources • García-Herrero, A.,Tagliapietra, S. & Vorsatz, V. (2021), ‘Hydrogen development strategies: a global perspective’, Bruegel, August, [Online], Link: [Accessed: 21 Nov 2022].<|endoftext|>• ‘Global Hydrogen Review 2021’, (2021), International Energy Agency: IEA, [Online], Link Accessed:16 Nov 2022].<|endoftext|>• ‘Harnessing Green Hydrogen: Opportunities for Deep Decarbonisation in India’, (2022), Niti Aayog & Rocky Mountain Institute (RMI), June, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>• ‘Hydrogen’, (2021), International Energy Agency: IEA, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>• ‘Hydrogen’, (2022), International Energy Agency: IEA, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>• ‘Hydrogen Strategy: Enabling A Low-Carbon Economy’, (2020), U.S. Department of Energy, July, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>• ‘REPowerEU Plan’, (2022), European Commission, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>• ‘The hydrogen colour chart’, (2022), National Grid, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>Shivank Saxena Senior Consultant - Services, Utilities, Resources and Energy Practice Shivank01@infosys.com Energy transition: Hydrogen for Net Zero | © 2022 Infosys Consulting 10 Over 22 years of global experience, Sundar has led a number of business and digital transformation and outcome-based efficiency turnaround programmes across the Energy and Utilities (Transmission & Distribution). Sundar is excited to collaborate and help our clients to navigate the journey of Energy Transition towards the net zero ambitions.<|endoftext|>Over 11 years of experience, Shivank has led digital transformation projects, enabling end-to-end systems’ delivery for clients across industries and sectors. He has ensured sustained value delivery on multiple engagements by building roadmaps and driving planning-to-execution for various business-led initiatives. He is passionate about supporting the industry to meet its net zero goals, and currently helps clients innovate to drive energy transition initiatives.<|endoftext|> --- Page: 11 / 11 --- consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting Infosys Consulting is a global management consulting firm helping some of the world’s most recognizable brands transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today’s digital landscape to win market share and create shareholder value for lasting competitive advantage. To see our ideas in action, or to join a new type of consulting firm, visit us at www.InfosysConsultingInsights.com. For more information, contact consulting@infosys.com © 2022 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed, photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual property rights holders under this document. ***

# Infosys POV Title: Next-gen Process Mining powers Oil & Gas transformation Author: Infosys Consulting Format: PDF 1.7 --- Page: 1 / 13 --- An Infosys Consulting Perspective By Sachin Padhye, Naveen Kamakoti, Shruti Jayaraman and Sohini De Consulting@Infosys.com | InfosysConsultingInsights.com Next-gen Process Mining powers Oil & Gas transformation --- Page: 2 / 13 --- Oil & Gas transformation | © 2023 Infosys Consulting 2 Process Mining technology: A key enabler to transform Oil & Gas Technology continues to be a reliant and indispensable enabler to transform operations of Oil and Gas companies. As a growing trend, the broader intent of incorporating technology is the use of operational data to support analytics and fact-based decision-making. However, increasing complexity of core and supplementary processes, coupled with limited agility of legacy and monolithic IT systems adds a constant challenge to continuous process improvement.<|endoftext|>The agility of business processes and operations depends on the ability to capture real-time data and perform large scale analyses to generate actionable insights on-demand and help steer and nudge key metrics and key performance indicators (KPIs). One such technology framework with ever-growing adoption is Process Mining, especially due to the evolution from process-discovery-based limited applications to centralized platforms for integrated process automation.<|endoftext|> --- Page: 3 / 13 --- 3 Process Mining uses detailed data from business processes Process Mining is the practice of using data from various sources to analyze, baseline and improve business processes. The concept of Process Mining is built on the pillars of analysis techniques using artificial intelligence (AI) and machine learning (ML). It is an approach to analyze, optimize, and improve complex operational processes. Powered by event data logs and data science tools, Process Mining helps identify process variations and bottlenecks and gathers quantitative insights in process flows. It also helps address performance and compliance-related issues in processes. The following high-level steps are involved in a typical process mining lifecycle journey: Step Description Tools used 1. Data collection Collect data from various sources, such as event logs, databases, operational data stores.<|endoftext|>Data extraction tools, such as ETL tools, log parsers, or database connectors.<|endoftext|>2. Data pre- processing Clean, filter, and normalize data to ensure consistency and accuracy.<|endoftext|>Data cleaning and preparation tools, such as Python, or R scripts.<|endoftext|>3. Process discovery Create a process model based on the collected data.<|endoftext|>Process Mining tools, such as Disco, ProM, or Celonis.<|endoftext|>4. Conformance checking Compare the process model with the collected data to identify deviations, errors, or inefficiencies in the process.<|endoftext|>Conformance checking tools, such as Disco, ProM, or Celonis.<|endoftext|>5. Process enhancement Optimize the process model to improve efficiency, reduce costs, and enhance quality.<|endoftext|>Process simulation and optimization tools, such as Arena, Simul8, or ProModel.<|endoftext|>6. Process monitoring Continuously track and analyze process data to identify potential issues, bottlenecks, or opportunities for improvement.<|endoftext|>Process monitoring tools, such as Celonis, Splunk, ELK, or Graylog.<|endoftext|>7. Process visualization Create graphical representations of the process model and process data to help stakeholders understand the process and identify areas for improvement.<|endoftext|>Data visualization tools, such as Celonis, Tableau, Power BI, or QlikView.<|endoftext|>Oil & Gas transformation | © 2023 Infosys Consulting --- Page: 4 / 13 --- 4 Evolution of Process Mining From being a niche technology used in research-oriented projects to a completely integrated cross-functional collaboration platform, Process Mining has evolved and matured for broad adoption. Here is a summary of this evolution: Oil & Gas transformation | © 2023 Infosys Consulting Process discovery Process conformance User-centered process Integrated process automation Time period First Generation Second Generation Third Generation Fourth Generation 1988 – 2004 2004 – 2011 2011 – 2016 2016 – Present Summary Focus on discovery of process models from event logs Introduction of conformance checking and process enhancements Shift towards more user- centered and interactive approaches Expansion of process mining beyond event logs to include other types of data and processes Use of process discovery algorithms and process tree visualizations Integration of multiple perspectives and data sources Focus on business process management and improvement Integration of process mining with other technologies such as AI, IoT, and blockchain Limited support for large and complex processes Focus on quality control, compliance, and audit trails Integration of social, organizational, and environmental factors Increased focus on automation, robotics, and digital transformation Challenges in handling noise, concurrency, and infrequent behavior Use of data mining and machine learning techniques Increased emphasis on big data, cloud computing, and distributed systems Development of new techniques such as predictive process monitoring and prescriptive analytics People Primarily academic researchers and process experts Involvement of business stakeholders and end-users in process mining projects Involvement of a wider range of stakeholders including end-users, IT staff, and top management Involvement of a wide range of stakeholders including business users, IT staff, data scientists, and process experts Minimal involvement of business stakeholders and end-users Increasing emphasis on collaboration and communication Greater emphasis on user needs and user experience Greater emphasis on cross- functional collaboration and co-creation Process Emphasis on process modeling and analysis Shift towards process improvement and optimization Increased integration of process mining with business strategy and management practices Integration of process mining with digital transformation and innovation initiatives Limited focus on process improvement and optimization Greater attention to business objectives and value creation Greater emphasis on continuous improvement and innovation Systems Basic computing tools and algorithms Development of more sophisticated algorithms and methods Greater use of cloud computing, big data, and advanced analytics Integration of AI, IoT, Blockchain, and Advanced Analytics Primarily desktop- based software Increased use of enterprise-level software systems Integration with other digital technologies such as social media and mobile devices Use of event logs and basic data mining techniques Integration of multiple data sources and formats Greater use of process automation and robotic process automation (RPA) --- Page: 5 / 13 --- 5 Process Mining impacts multiple areas in Oil & Gas The Oil and Gas industry is complex and dynamic with significant data generated across all areas. For Oil and Gas companies, Process Mining can be particularly important because of the complex and highly regulated nature of their operations. Here are some specific ways in which Process Mining can benefit Oil and Gas companies: Oil & Gas transformation | © 2023 Infosys Consulting Value levers Impact of Process Mining Operational efficiency Process Mining can help identify inefficiencies in processes, such as bottlenecks or unnecessary steps, and suggest ways to streamline them. This can lead to cost savings and better use of resources.<|endoftext|>Regulatory compliance Oil and Gas companies are subject to numerous regulations and standards, such as those related to environmental protection and worker safety. Process Mining can help ensure that these regulations are being followed and identify areas where improvements are needed.<|endoftext|>Operational safety Safety is a top priority for Oil and Gas companies, and Process Mining can help identify potential hazards and risks.<|endoftext|>By analyzing data from sensors, equipment, and other sources, companies can identify patterns that may indicate an increased risk of accidents or equipment failure.<|endoftext|>Optimized maintenance Process Mining can help companies optimize maintenance schedules by analyzing data from equipment and other sources to identify when maintenance is needed. This can help prevent unplanned downtime and reduce maintenance costs.<|endoftext|>Customer satisfaction Oil and Gas companies may interact with customers in various ways, such as through fuel delivery or service stations. Process Mining can help companies understand how customers interact with their services and identify ways to improve the customer experience.<|endoftext|> --- Page: 6 / 13 --- 6 Pre-requisites for Process Mining Certain conditions need to be met before leveraging Process Mining effectively. These can broadly be grouped under People, Process and Technology.<|endoftext|>Oil & Gas transformation | © 2023 Infosys Consulting Who can help manage the organizational changes that may result from Process Mining initiatives. BUSINESS ANALYSTS With domain knowledge of the processes to be analyzed. With expertise in data management and system integration. With expertise in data analysis and statistical modelling. Or subject matter experts who can provide feedback on the accuracy and relevance of Process Mining results. DATA SCIENTISTS IT PROFESSIONALS

Continue # Infosys POV PROCESS OWNERS CHANGE MANAGEMENT EXPERTS LEADERSHIP SUPPORT People Process Compliance with legal and regulatory requirements, such as data privacy laws. PROCESSES Well-defined processes with documented workflows and procedures. Availability of the required hardware or software infrastructure to support Process Mining activities Access to event logs or other data sources that capture process data. Alignment with the organization’s strategic objectives and goals. DATA CAPTURE TECH INFRASTRUCTURE STRATEGIC OBJECTIVES COMPLIANCE AGILITY Organization’s ability and culture to adopt new frameworks for continuous improvement. --- Page: 7 / 13 --- 7 Oil & Gas transformation | © 2023 Infosys Consulting System Visualization software to create dashboards and reports. ACCESS TO DATA Access to digitized processes and/or processes with event/case data and relevant data sources. This includes, event logs, databases, and other data repositories. Data cleaning, transformation, and normalization tools to prepare data for analysis. Process Mining software to extract and analyze process data. Process modelling software to create process model. PROCESS DATA DATA TOOLS PROCESS MODEL VISUALIZATION INVESTMENT Continued investment in technology platforms and relevant features. --- Page: 8 / 13 --- 8 Case studies The following case studies cite instances where Process Mining helped a US-based Oil and Gas major realize efficiencies and optimize resources using Celonis.<|endoftext|>Oil & Gas transformation | © 2023 Infosys Consulting Approach • Key AS-IS process flows for these processes were modeled in ARIS to begin with. This provided an understanding of the current pain points and areas of improvement. • This process model was leveraged to identify the data availability in applications across each of the steps.<|endoftext|>• The journey: A case was created through all its states and the data captured from the previous step was mapped against this to ensure data consistency.<|endoftext|>• This data was imported into the Celonis Execution Management system to create a data model. • Based on this data model, multiple process analysis dashboards and components were created to track various metrics and KPIs across key dimensions such as time, vendors, locations. Process Mining in upstream logistics --- Page: 9 / 13 --- 9 Oil & Gas transformation | © 2023 Infosys Consulting Business/process area Common challenges Potential process mining gains Value levers impacted Standard enterprise processes (order-to- cash, procure-to-pay) Manual interventions Reduction of TAT Operational efficiency Form corrections Improve no-touch processing Regulatory compliance Rate changes, data mismatches Automation Customer satisfaction Supply chain management High complexity of supply chain Reduction of process lead time Operational efficiency Visibility is limited among all stakeholders Reduction of cost by removing bottlenecks Optimized maintenance Best practices are not well-defined Full transparency of process Customer satisfaction Vessel schedule optimization Multiple rigs covered by same vessel Effective route planning to reduce fuel costs and optimize time Operational efficiency Route planning done at the last minute Operational safety Optimized maintenance Helicopter schedule optimization High cost due to over utilization Incorporate best practices for utilization Operational efficiency Unnoticed maintenance risks Monitoring risks Regulatory compliance Operational safety Optimized maintenance Warehouse management Warehouse layout inefficient Root cause analysis for layout Operational efficiency Lack of process automation Forecasting data for inventory utilization and avoiding stock outs Customer satisfaction Warehouse inventory inaccuracy Enhanced customer management Warehouse utilization inaccuracy Fleet management High fuel cost Improved fleet efficiency and routing Operational efficiency Under-utilized assets KPI monitoring to improve utilization Customer satisfaction Vendor management Manual processes, poor automation SLA improvement Operational efficiency Rental costs high and equipment under- utilized Contract visibility and optimization Customer satisfaction End-to-end system integration not available --- Page: 10 / 13 --- 10 Oil & Gas transformation | © 2023 Infosys Consulting Reference industry use cases Large integrated Oil & Gas major One of the largest Oil and Gas companies in the world has been using Process Mining to improve the efficiency of its drilling operations. By analyzing data from drilling rigs, this company was able to identify inefficiencies and areas for improvement, such as reducing idle time and optimizing drilling parameters. As a result, the firm was able to reduce drilling time and costs while improving safety and environmental performance.<|endoftext|>A European Oil & Gas company This company used Process Mining to optimize its maintenance processes for offshore platforms. By analyzing maintenance data, the firm was able to identify patterns and trends which improved the reliability of its equipment, reduced downtime, and lowered maintenance costs. The company also used Process Mining to identify opportunities for process standardization and optimization, resulting in further improvements in efficiency and cost savings.<|endoftext|>A large National Oil Corporation (NOC) This NOC used Process Mining to improve its customer service processes. By analyzing customer service data, the NOC was able to identify areas where it could improve its service levels, such as reducing response times and increasing the accuracy of billing. The company also used Process Mining to optimize its meter reading processes, resulting in significant cost savings.<|endoftext|> --- Page: 11 / 13 --- Process Mining encourages sustainable growth Oil and Gas companies operate in a complex environment with multiple interconnected processes, making it challenging to identify inefficiencies and areas for improvement. Process Mining provides a valuable tool for these companies to gain insights into their operational processes by analyzing data from various sources. By applying Process Mining techniques, Oil and Gas companies can identify bottlenecks, reduce costs, improve efficiency, and enhance the quality of their products and services. The benefits of Process Mining include improved compliance, enhanced decision-making, and increased operational efficiency. Therefore, implementing this technology can help Oil and Gas companies stay competitive and achieve sustainable growth in an ever-changing industry.<|endoftext|>11 Oil & Gas transformation | © 2023 Infosys Consulting --- Page: 12 / 13 --- MEET THE EXPERTS SACHIN PADHYE Associate Partner, SURE Sachin.Padhye@infosys.com 12 Sachin works with large Oil and Gas companies in the upstream, midstream, and downstream areas to frame their digital strategy across customer and employee experiences. He helps clients quantify value, beginning with industry opportunities and ending with decisions built with big data, analytical tools and visualizations and narratives. His current focus is digital data monetization, where he helps companies put a monetary value to the data that is used to execute their digital strategy. NAVEEN KAMAKOTI Principal, SURE Venkata_Kamakoti@infosys.com Naveen has over 18 years’ experience in digital business transformation initiatives, focusing on process consulting, re-engineering and mining, as well as business architecture and consulting across information and professional services, plus Oil & Gas (upstream) domains. He leads the process consulting and transformation community of practice for Infosys Consulting.<|endoftext|>SHRUTI JAYARAMAN Senior Consultant, SURE Shruti.Jayaraman@infosys.com Shruti has four years’ experience in business process improvement and digital transformation initiatives with a focus on process modelling, analysis, and mining. She’s worked with upstream Oil & Gas clientele, across financial planning, process design and optimization, third-party hiring and government reporting areas for the last two years. She has administered trainings in process modelling using ARIS and has worked in Agile methodologies. SOHINI DE Consultant, SURE Sohini.De@infosys.com Sohini has over four years’ experience in process transformation initiatives focusing on business process improvement, process design, modeling and mining. She has two years’ experience in the upstream energy industry in marine logistics, and integrity inspection. She has conducted trainings in ARIS Designer platform for process modeling and has hands-on experience working in Agile methodologies. Oil & Gas transformation | © 2023 Infosys Consulting --- Page: 13 / 13 --- consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting Infosys Consulting is a global management consulting firm helping some of the world’s most recognizable brands transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today’s digital landscape to win market share and create shareholder value for lasting competitive advantage. To see our ideas in action, or to join a new type of consulting

Continue # Infosys POV firm, visit us at www.InfosysConsultingInsights.com. For more information, contact consulting@infosys.com © 2022 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed, photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual property rights holders under this document. ***

# Infosys POV Title: Reinventing the CSP Product Lifecycle Management for Digital Ecosystems Author: Infosys Consulting Format: PDF 1.7 --- Page: 1 / 16 --- An Infosys Consulting Perspective By Sagar Roongta, Kiran Amin and Thiag Karunanithi Consulting@Infosys.com | InfosysConsultingInsights.com REINVENTING THE CSP PRODUCT LIFECYCLE MANAGEMENT FOR DIGITAL ECOSYSTEMS How to sustainably manage product portfolio complexity in the digital age? --- Page: 2 / 16 --- CONTENTS 2 1.<|endoftext|>Introduction 2.<|endoftext|>Unified PLM Framework 3.<|endoftext|>Components of Unified PLM 4.<|endoftext|>Recommendations for CSPs 5.<|endoftext|>Infosys PLM Maturity Model Reinventing the CSP Product Lifecycle Management for the Digital Ecosystems © 2023 Infosys Consulting --- Page: 3 / 16 --- Generating new sources of revenue & free cash flows are the top priorities for CSP CEOs in 2023 In our regular interactions with Communication Service Providers (CSPs) across Asia Pacific, increasing revenue growth is a key priority for executive leadership. The traditional revenue sources have diminished while any price increase will prove to be an extremely sensitive subject for price savvy customers. The COVID- 19 pandemic allowed CSPs to emerge unscathed, or at least to re-think how they now commit substantial investments to expand their 5G networks and open additional revenue sources.<|endoftext|>As per Gartner’s 2023 Board of Director’s Survey, 46% of boards wanted to expand new product lines, to create new growth opportunities. In this environment, CSPs have expanded to occupy the role of digital ecosystem gateways, acting as a marketplace operator where consumer and enterprise customers can buy bundled service offering(s) within an enclosed ecosystem and CSP partners. These ecosystem partners vary from digital content providers, gaming fintech, financial services, cybersecurity, insurance, and health-tech companies seeking to access the digital ready customer portfolio of CSPs. Through these mass-personalized offerings, CSPs could increase customer stickiness and reinforce core business goals. For the end- consumer, their CSP becomes not just a connectivity provider but an incumbent one- stop-shop for digital services. Consequently, as per a recent IDC report, one in three CSP is expected to generate more than 15% of their overall revenue from new digital products and services, compared to one in six in 2020. 1,2 INTRODUCTION 3 Did You Know? As per a recent IDC report, one in three CSP is expected to generate more than 15% of their overall revenue from digital products and services, compared to one in six in 2020.<|endoftext|>Reinventing the CSP Product Lifecycle Management for the Digital Ecosystems © 2023 Infosys Consulting How should CSPs manage their product portfolios as they launch plethora of new 5G, digital and innovative offerings? --- Page: 4 / 16 --- INTRODUCTION 4 As an ecosystem provider, CSPs would be operating in a dramatically different business model. Newer, open, and more complex offerings must be introduced to markets quickly, which requires more investments and collaboration, while the lifecycle of each product must be better controlled from financial and technological perspectives. However, the existing CSP product portfolio is already overly complex, and the product development process is highly bureaucratic as it currently functions on legacy systems, processes, and historical ways of working. Furthermore, mistakes or shortcomings perceived in the products or product designs reach the market because the company cannot react to market changes quickly enough. The slowness of an end-to-end process means that companies are unable to bring its products to market in rhythm with customers’ wishes, market changes, and set timetables or to collect the greatest possible product margin. Subsequently, CSPs are forced to undergo expensive product rationalization exercises to cull out redundant or non-profitable offerings. Hence, to succeed in the dynamic ecosystem era, CSP would need to reimagine how they develop new products whilst innovating and managing their lifecycles. This requires a deep dive into their existing product lifecycle approach from a piecemeal activity to a next generation product lifecycle management approach. How and at what level of each company conducts its product lifecycle management implementation depends on several factors that can be explained through the Unified PLM Framework.<|endoftext|>For sustainable digital ecosystem success, CSPs need to re-imagine their PLM activities as a strategic initiative Did You Know? According to Bain’s Digital GPS Benchmark, more than half of respondents from telecom industry, said that automation of back-office operations like PLM, as their top digital priority3 Reinventing the CSP Product Lifecycle Management for the Digital Ecosystems © 2023 Infosys Consulting --- Page: 5 / 16 --- The Unified Product Lifecycle Management (Unified PLM) is a comprehensive approach to implementing product lifecycle strategy in a telecom organization. It integrates a comprehensive PLM strategy, a modular product architecture, an efficient PLM process design and enabling data & technology architecture that saves time, reduces product complexity, and excels in a multi-party environment. It creates a framework to capture insights across lifecycle phases to rapidly create new offerings while having an automated process to right-size unused offerings.4 It starts with setting up a PLM strategy and governance structures that defines the stakeholders critical to implement a product architecture relevant for the digital age which need not be complex but simplified and modularized. Subsequently, the enabling processes and technology are implemented to execute the product portfolio and lifecycle strategy. The unified PLM framework has five key components: Unified PLM is a holistic framework for PMs to save time and reduce costs in a multi-party world UNIFIED PLM FRAMEWORK 5 • Strict process stage gates • IT change & configuration management • Process improvement initiatives • Product retirement process • Process support systems • Decision support system • Product data management and policies • Process efficiency tools • PLM maturity assessment • Product portfolio & PLM alignment • PLM governance framework • Incorporation of product variants • Organizational structure • Roles and responsibilities • Skill & Resources allocated • Multi-party collaboration • Modular marketing product structure • Product rules governance • Modular process design • Reusability of components PLM Strategy PLM Process Excellence Data & Technology Product Design Organization & People Unified PLM Framework Reinventing the CSP Product Lifecycle Management for the Digital Ecosystems © 2023 Infosys Consulting --- Page: 6 / 16 --- The PLM strategy is the foundational rail on which the organization embarks on transforming its PLM activities. It is an optimal alignment between the need for innovation and marketing priorities with a governance mechanism that effectively addresses the PLM priorities. It allows for seamless synchronization of product development, market management, and retirement processes. It also sets the necessary governance and control mechanisms to detect and mitigate potential threats. However, CSPs should be wary of implementing a one-size- fits-all approach to all products in the portfolio; they should treat various products differently based on their operating model, product complexity and lifecycle behavior.<|endoftext|>For example, a device bundled with mobile plans have a limited shelf-life; hence the PLM Strategy should be agile to respond faster to any type of change while enterprise products have a longer shelf-life to allow for market development and sales cycles. Hence, an effective PLM strategy creates a framework for managing distinct product variants within the strategic priorities. Unified PLM begins from strategy to create the rails on which people & products are organized COMPONENTS OF UNIFIED PLM 6 PLM Strategy 1 PLM Governance 2 Alignment to Product Portfolio Strategy 3 PLM Process Variants PLM Strategy Reinventing the CSP Product Lifecycle Management for the Digital Ecosystems © 2023 Infosys Consulting --- Page: 7 / 16 --- COMPONENTS OF UNIFIED PLM PLM activities cut across different stakeholders such as product marketing, sales, technology, customer management, business intelligence and finance teams. And in an unstructured environment, these activities are conducted on an ad-hoc basis by individual functions. And consequently, conflicts between stakeholders are quite common. Various case studies have demonstrated that more conflicts lead to a higher probability of final product failure. Hence, for a sustainable PLM success, an organizational structure must

Continue # Infosys POV be present where all the relevant departments & teams can efficiently collaborate and coordinate.<|endoftext|>CSPs have traditionally implemented a divisional structure or a matrix structure where group managers from distinct functions collaborate to develop new products. However, with the number of parties spreading across multiple organizations, new organizational models must be considered. Implementing new structures include offering management squads or agile product teams to independently execute the PLM strategy within their organizations. These squads are accountable for the entire lifecycle of an offering, including validating the need in the marketplace and conducting the impact analysis on engineering, sales, support, and budgeting. In addition, these squads have the mandate to work across business units and disciplines to harness the company’s entire arsenal of talent and knowledge base. These structures could be customized based on process variants and the strategic necessities of the company. 7 Organization & People 1 PLM Organization 2 Responsibility Assignment 3 Employee Empowerment Organization & People Reinventing the CSP Product Lifecycle Management for the Digital Ecosystems © 2023 Infosys Consulting --- Page: 8 / 16 --- What is modularization? Modularization is an activity of dividing a product or process into logical and interchangeable modules. The objective is to create a flexible system that enables creation of different configurations, while reducing the need to create unique building blocks each time.6 Benefits of a modular system are numerous: • Higher efficiency as modules can be consolidated across different products • Higher agility as changes & modifications can be isolated to specific modules, enabling others to remain unchanged • Higher flexibility as mass customization on individual module can be achieved at scale The product design component aims to enable product component reusability by defining the constraints and rules for decomposing the product functionality into meaningful modules with a coherent product data model. For CSPs, the product structure includes breaking down the product offer and reusing the individual service modules from a market, technical and operational perspective. A modular market perspective includes cross-linkage between aspects like tariff plans, fees, market segments, etc. A technical perspective includes decomposing the product offering into individual product, service, and resource modules. Finally, an operational perspective includes reusing process modules such as fulfillment, assurance, and billing processes independent of the product type. Important advantages of a modular product design include faster time to market, more efficient development, better innovation ability and lesser operational costs as complex systems become easier to manage; parallel activities can operate independently, reusability of existing components, and faster fault localization. The product model defined as per the SID framework by TM Forum is a classic example of a modular product architecture.5 COMPONENTS OF UNIFIED PLM 8 Product Design 1 Modular Marketing Product Design 2 Product Rules Governance 3 Modular Process Design Product Design LOW HIGH HIGH No. of product variants offered to customers Cost efficiency of product portfolio LOW Customization Standardization Modularization Relative cost efficiency with the increase in product variants in the market Reinventing the CSP Product Lifecycle Management for the Digital Ecosystems © 2023 Infosys Consulting --- Page: 9 / 16 --- A typical PLM process includes six phases - ideation, design, development, go-to-market, sales, and finally, retirement. Most CSPs have a well-documented product lifecycle management process of end-to-end activities however, the presence of a process excellence framework is rarer or if one does exist, it needs to be more effectively applied.<|endoftext|>PLM process excellence embeds the continuous improvement in the PLM process, aligning with the strategic PLM goals. It includes unambiguously defining relevant activities, their sequence, data requirements and configuration. In addition, it also defines the roles and responsibilities of the product organization throughout the value chain to ensure proper execution. The critical elements within PLM process excellence includes definition of stage gates that ensure that the product satisfies the minimum criteria to move to next lifecycle phase, standardization of various process variants and a regular retirement process.7 A regular rules-based product retirement process is critical in making the product offerings more targeted and manageable and eliminates the need for product rationalization activities every few years. COMPONENTS OF UNIFIED PLM 9 PLM Process Excellence 1 Continuous Process Improvement PLM Process Excellence 2 Strict Process Stage Gates 3 IT Change & Configuration Management 4 Retirement Management Standard PLM Process Reinventing the CSP Product Lifecycle Management for the Digital Ecosystems © 2023 Infosys Consulting --- Page: 10 / 16 --- The objective of Data & Technology component is to provide frameworks that increase the efficiency of the PLM process execution while making it more efficacious. Informed by the product design and PLM process components, it helps in implementing these components in a business environment. The product data management forms the backbone for managing and controlling the lifecycle of a product. It starts from the market research and business planning data to the subsequent product performance and eventual retirement justification. A well-constructed PDM framework enables all stakeholders to capture, communicate and disseminate all heterogeneous data throughout its lifecycle. It helps in speeding up product development, reduce errors and increase efficiency of resources. The technology component includes two key elements – process support systems and decision support systems. Process support systems include RPA or workflow management system for automated process implementation, decision gate evaluation, process compliance and automated triggers. Decision support systems include machine learning and AI-based tools that improve the decision-making capabilities to identify new product opportunities and proactively retire products that are underperforming. COMPONENTS OF UNIFIED PLM 10 Data & Technology 1 Process Support Systems 2 Decision Support Systems 3 Product Data Management Data & Technology Reinventing the CSP Product Lifecycle Management for the Digital Ecosystems © 2023 Infosys Consulting --- Page: 11 / 16 --- More than ever, customers are expecting more for less. To manage now and future needs, CSPs must understand their own core capabilities and have the expertise, agility, and flexibility to react to meet demand and ultimately remain relevant. Developing a strategy that balances internal barriers and constraints, whilst integrating organization goals and vision is by no means an easy task. This coupled with external competition has intensified the entire PLM playing field, thus essential for CSPs to understand the ‘real’ opportunity within that if managed and executed well, will lead to create value across the board.<|endoftext|>CSPs across the world have approached their PLM initiatives that vary on a broad spectrum of parameters from ad hoc manual activities to the use of AI & machine learning algorithms to recommend product lifecycle actions. The effectiveness of these initiatives naturally would be determined against internal as well as external factors. However, implementation of any PLM project requires an extensive change in intra and inter-organization processes, new types of skills and capabilities, and more than that, an organization wide cultural and strategic transformation. Hence, any PLM initiative would require strategic commitment and resources. 8 As a first step towards that initiative, a maturity model can help CSPs to assess as-is while giving a guided path to advance their PLM capabilities for the future. Evaluate your as-is PLM capabilities by determining your organization’s PLM maturity RECOMMENDATIONS FOR CSPs 11 Reinventing the CSP Product Lifecycle Management for the Digital Ecosystems © 2023 Infosys Consulting --- Page: 12 / 16 --- PLM Maturity Model Infosys Consulting has developed the PLM Maturity Model based on industry research, best practices and external trends to assess the relative CSP performance on PLM. It is a scientific method to rate the performance of individual component against the best-in- class industry standards and identify opportunities for improvement. It considers not only existing PLM initiatives but also the relevant market trends, customer readiness and competitive profile to rate the performance of a CSP on their maturity state Infosys’s PLM Maturity Model categorizes CSPs into 5 maturity levels: 1.<|endoftext|>Ad-hoc: Ad-hoc is the preliminary maturity state where there is no evidence of a PLM strategy and vision. This stage is often characterized by inconsistent processes, monolithic product structure and absence of enabling process and technological framework. The lifecycle activities often are executed on a case-by-case basis by individual functions in the organization for a specific need. The PLM maturity model assesses relative performance to recommend next course of action INFOSYS PLM MATURITY MODEL

Continue # Infosys POV 12 Infosys PLM Maturity Model Reinventing the CSP Product Lifecycle Management for the Digital Ecosystems © 2023 Infosys Consulting --- Page: 13 / 16 --- INFOSYS PLM MATURITY MODEL 13 2. Structured: In a structured state, a high- level PLM strategy and governance is present which defines PLM objectives and participating stakeholders. This structured state incorporates basic process and governance framework to increase efficiency with a singular focus on reducing time to market. 3.<|endoftext|>Integrated: An integrated maturity state increases the PLM coverage with different product variants and parties included in the PLM activities. Considering disparate product variants, integrated state CSPs are able to modularize their product architecture that is scalable across different product offerings and operating models.<|endoftext|>4. Automated: In an automated maturity state, CSPs incorporate multiple systems and tools to automate their PLM implementation. This includes use of a centralized product data management capability and use of process support systems to track and manage product lifecycle stage. 5. Adaptive: CSPs in the adaptive maturity state, increasingly use AI and Machine Learning algorithms to analyze and predict the performance of the marketed products. AI-based tools help CSPs to analyze customer behavior to recommend product offering ideas and process automation opportunities for better PLM outcomes. Common Pitfalls On their path to achieving PLM transformation, CSPs need to avoid certain common pitfalls: • Lack of executive commitment - PLM cannot be treated as a siloed initiative, its sponsorship must have the right organizational backing.<|endoftext|>• Fragmented governance - where PLM is not defined or limited with no real controls.<|endoftext|>• Limited process standardization across departments, making it more a free for all rather than centralized and cohesive • Lack of empowerment and resources allocated to the PLM organization to implement change • Visibility of product data – to support decision making and product performance • Inability to utilize new emerging technologies – use newer technologies to support PLM process e.g., advanced data analytical tools, AI, ML etc. • Proliferation of products –With the improvement in product go-to-market timelines, avoid creating new superfluous offerings Although daunting, it is not an impossible task to move away from more traditional CSP behaviors, the key to progression and moving forward is to first understand where you currently are and how incrementally you can move in the right direction.<|endoftext|>Hence, it is now very important for CSPs to consider self-maturity assessment. Reinventing the CSP Product Lifecycle Management for the Digital Ecosystems © 2023 Infosys Consulting --- Page: 14 / 16 --- Take the Maturity Health Check NOW The Infosys consulting maturity health check will allow CSPs to:: • Evaluate PLM health and performance against best-in-class operationalized processes and technology implementations • Quickly identify and pinpoint areas with biggest improvements and business gain • Execute a plan of how to take current as- is and “upgrade” to the next maturity state • Use a scientific approach to objectively assess performance against PLM company wide objectives • Implement a PLM monitoring framework to assess different components on a continual basis INFOSYS PLM MATURITY MODEL 14 SAGAR ROONGTA Consultant Singapore +65 8264 6036 Sagar.Roongta@infosysconsulting.com MEET THE EXPERTS AUTHORS KIRAN AMIN Senior Principal Singapore +65 9742 7657 Kiran.Amin@infosysconsulting.com Reinventing the CSP Product Lifecycle Management for the Digital Ecosystems © 2023 Infosys Consulting THIAG KARUNANITHI Associate Partner Australia +61 4064 2736 0 Thiag.Karunanithi@infosys.com --- Page: 15 / 16 --- 1.<|endoftext|>https://www.gartner.com/en/articles/see-the-key-findings-from-the-gartner-2023-board-of- directors-survey 2. https://www.idc.com/getdoc.jsp?containerId=prAP49619722 3.<|endoftext|>https://www.bain.com/insights/digital-transformation-what-matters-most-in-your-sector- interactive/ 4. https://www.researchgate.net/publication/204100092_Next_Generation_Telco_Product_Lifecy cle_Management_- _How_to_Overcome_Complexity_in_Product_Management_by_Implementing_Best- Practice_PLM 5. https://www.tmforum.org/oda/information-systems/information-framework-sid/ 6. https://www.modularmanagement.com/blog/all-you-need-to-know-about-modularization 7.<|endoftext|>https://www.productfocus.com/product-management-resources/infographics/product- management-lifecycle/ 8. https://link.springer.com/article/10.1007/s00170-013-5529-1 REFERENCES 15 Reinventing the CSP Product Lifecycle Management for the Digital Ecosystems © 2023 Infosys Consulting --- Page: 16 / 16 --- consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting Infosys Consulting is a global management consulting firm helping some of the world’s most recognizable brands transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C-suite navigate today’s digital landscape to win market share and create shareholder value for lasting competitive advantage. To see our ideas in action, or to join a new type of consulting firm, visit us at www.InfosysConsultingInsights.com. For more information, contact consulting@infosys.com © 2023 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed, photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual property rights holders under this document. ***

# Infosys POV Title: PowerPoint Presentation Author: Chloe Hibbert Format: PDF 1.7 --- Page: 1 / 30 --- An Infosys Consulting Perspective Led by Olu Adegoke Consulting@Infosys.com | InfosysConsultingInsights.com The Future of Telco a four-part series --- Page: 2 / 30 --- Beyond connectivity | © 2023 Infosys Consulting THE FUTURE OF TELCO In this series, experts outline the four key trends influencing and driving telecom companies to the future. Contents Part 1: Beyond connectivity: How communication service providers can monetize emerging B2B growth opportunities By Ravi Jayanthi Ravi Jayanthi explains how telcos can best monetize emerging growth opportunities in the enterprise segment to remain competitive. Part 2: The new telecom operating model: Exponential growth opportunities By Alastair Birt Alastair Birt outlines why telecom companies need to creatively dismantle the old ways and rise from the ashes stronger, wise, and ready to seize the future within their grasp. Part 3: Telecoms: Why talent is the next frontier for competitive advantage By Mick Burn and Stanislava Gaspar (née Stoyanova) Mick Burn and Stanislava Gaspar explain how radical transformation will affect HR strategy and why betting on people is essential for success. Part 4: Getting value from AI&A in the telecom industry By James Thornhill It’s clear that the digital future will be driven by Artificial Intelligence and Automation (AI&A) – especially in the telecom industry. James Thornhill outlines AI&A opportunities and why CSPs should ensure they have the right strategic initiatives to grow. Contributors: Olu Adegoke and Gaurav Kapoor Editor: Vica Granville 2 --- Page: 3 / 30 --- --- Page: 4 / 30 --- BEYOND CONNECTIVITY: HOW COMMUNICATION SERVICE PROVIDERS CAN MONETIZE B2B GROWTH OPPORTUNITIES Beyond connectivity | © 2023 Infosys Consulting 4 Companies looking to operate normally today are facing insurmountable obstacles. High geopolitical risks, economic uncertainty, labor shortages, and the realignment of supply chains have forced industries to adapt and readjust almost immediately post-pandemic.<|endoftext|>The digital transformation and workforce reinvention required are reshaping demand for information and communications technology (ICT) solutions and are utilizing the rapid evolution of advanced technologies. According to Ericsson and Arthur D. Little, these new digitalization opportunities are providing telecom companies with a significant opportunity in the B2B market to capitalize on the 35% topline growth potential. But what is needed to grow the B2B telecommunication market and what hurdles do telcos need to overcome to grasp this potential? --- Page: 5 / 30 --- Understanding the potential Before outlining how telcos can succeed in the B2B market, it’s important to understand where the opportunity is coming from. Due to turbulent market forces, many organizations are already at various stages of: • Developing new technological solutions • Improving service delivery • Increasing operational efficiency • Reducing cost • Gaining competitive advantage • Meeting rising customer expectations Such digital transformations require ICT solutions that provide integrated connectivity, security for digitally connected devices, data, and applications. In addition, the rapid evolution of cloud, artificial intelligence (AI), machine learning (ML), and automation technologies are bringing incredible value to businesses. Companies can now aim to provide employees and customers with secure, high speed, reliable, low latency mobile networks with edge computing capabilities. However, many telecom companies are failing to seize the opportunity presented before them. They’re losing out to forward thinking hyperscale cloud providers (HCP) by relying on outdated systems, processes, and operating models. What hurdles will telcos need to overcome? To ensure future growth, leaders will need to repackage the intrinsic value of the network with innovative ways to bring extrinsic value to customers. As such, organizations must expand the communication service providers (CSP) operating model from a network to a flexible end-to- end business platform provider. This will expand their role in the value-chain. Beyond connectivity | © 2023 Infosys Consulting 5 --- Page: 6 / 30 --- But to do that, telecom companies will need to must overcome several obstacles: • The lack of industry domain knowledge that’s essential for innovation at the edge and value-based selling • The lack of necessary relationships to influence enterprises on their digitalization journey. Many telcos are, therefore, missing out on business-level (vs. connectivity-level) conversations to create relevancy • The absence of skills necessary to implement and adopt use cases for enterprises. Adoption is made more complex as there’s a lack of subject matter experts focused on domains and customer ecosystems • Many telcos aren’t replicating use cases across enterprises, and therefore fail to amortize the transformation investment • There’s an uneven distribution of spectrum assets among CSPs that is hindering large-scale deployment of 5G, and thereby hampering use case adoption • Companies are failing to embrace open- source technologies. This prevents them from accelerating innovation and reducing costs • Competition from hyperscalers. Their ability to spend the same on telecom infrastructure services as Tier-1 CSPs has enabled them to expand their involvement in the telecom industry/value chain. This includes edge computing and private wireless networks How can telecoms capitalize on the B2B market opportunity and overcome these challenges? Beyond connectivity | © 2023 Infosys Consulting To cater to new segments and opportunity areas telcos must expand their role. Organizations must transform from simply being a network provider to becoming a service enabler and creator. This is a complex undertaking to do alone. To be successful, CSPs need to show considerable flexibility in how they deploy innovative business models. This includes working with HCPs and service integrators (SIs) to secure a stake in the B2B market. Technology works better when it’s built together with partners. Especially, when dealing with a complex ecosystem across a gamut of customer segments, as well as growth areas with varying business outcomes, capabilities, and systems of differentiation. Establishing a rich partnership ecosystem will help both market leaders and aspirants to build a complete portfolio and confidently embark on a journey of scale.<|endoftext|>6 --- Page: 7 / 30 --- Overcoming the various challenges to transform current ways of working isn’t an easy undertaking. But there are four crucial factors that should be considered in your service strategy and go-to-market (GTM) playbook to help. These are: Go-to-market playbook for telecoms to capitalize on the B2B market opportunity 7 Beyond connectivity | © 2023 Infosys Consulting B2B2X revenue Create extrinsic value with an outside-in approach to enterpirse customers. Innovation/GTM Build a strong partner ecosystem and focus on value-based selling. Adoption Simplify use cases for customer adoption and integrate (E2E) their ecosystem within your business. Scale Industrialize network engineering and operations – essential to scale at large. --- Page: 8 / 30 --- Key takeaways Telcos can no longer justify network investments for cost efficiency and competitive parity alone. They must focus on creating a path for growth, leveraging technology to shape problems that drive innovation and differentiation. They need to bring what’s next to life and start thinking outside of the box, building a marketplace that will serve growth. That’s the story of scale that telecom companies need to prioritize in partnership with SIs and HCPs. With boots on the ground, such partners are key to driving growth both through GTM and building out intellectual property.<|endoftext|>This will be a significant undertaking. As such, it must be executed in waves to align with market readiness. It will require CXOs to commit to innovation, industry collaboration, and long-term investments. With a growth potential of 35% to the topline through network enabled digitalization, the potential returns are worth the risk.<|endoftext|>8 Beyond connectivity | © 2023 Infosys Consulting --- Page: 9 / 30 --- --- Page: 10 / 30 --- THE NEW TELECOM OPERATING MODEL: EXPONENTIAL GROWTH OPPORTUNITIES Most telecom companies claim to be well on their way to making the shift

Continue # Infosys POV from communication service providers (CSPs) to digital service providers (DSPs). They draw attention to simplified portfolios, improved customer experiences, a shift to digital channels, and higher NPS as evidence of success.<|endoftext|>However, when comparing financial performance over the last decade, the telecoms sector falls far short, as compared to the ‘double-digit’ compound growth rates of hyperscalers, OTT players, and software-as-a-service (SAAS) platform disrupters. New operating model | © 2023 Infosys Consulting 10 --- Page: 11 / 30 --- The case for change and the future of telco The telecom industry’s earlier period of stellar growth depended on three factors: 1. The competitive advantage of owning the underlying network. 2. Regional presence, and cultural affinity with their target customers.<|endoftext|>3. Underserved generation of customers, with limited competition.<|endoftext|>Today, it’s a very different story, as next-generation customers continue to shift spend and loyalty to whichever brand provides the most utility, experience, and value. On the other hand, research shows that customers are ready and willing to let telecom providers help them in many other areas of their life. Many of these aren’t small, insignificant areas, nor is this list exhaustive. These are large addressable markets, with many use cases, and potential partners. So, why is it proving so difficult? Existing telco products infiltrate deeply into customer’s lives, both work and play. The largest operators have massive customer and business scale, an existing platform for billing, and service management. They also have a real-time stream of interaction, content, and location data to mine for opportunities and enable personalization of any service launched.<|endoftext|>But, when it comes to building new businesses, telecom operators have historically struggled to scale adjacent business opportunities. A 2021 survey of telco CXOs highlighted corporate culture as the overarching problem, with any new business hampered by: • Cumbersome corporate processes • A lack of buy-in from senior management • And pressure for short-term results in a business where legacy network-margins create an inertia to take risks Telcos now find themselves at a crossroads. For the next decade, they can either tweak their business and operating models to achieve incremental gains or make the bold choice to reinvent their value-creation formula across a larger set of use cases, and, if possible, over a larger addressable market.<|endoftext|>New operating model | © 2023 Infosys Consulting 11 --- Page: 12 / 30 --- The future: An ‘ecosystem orchestrator’ and platform partner The more complex something becomes, the more important it is to simplify. Revenues flow to those who simplify “the new”. It goes to those who are able to reduce the friction of buying and using by guiding customers through each stage of their journey – from first recognizing a need to becoming wedded to a service. Hyperscalers, OTT, and SAAS players have operated on the edge of this curve for the last 10 years, delivering great value to shareholders. We believe that the next generation of telco must emulate these traits and embark on an ambitious organizational transformation: New operating model | © 2023 Infosys Consulting 12 Telecom companies need to become the first point of contact for customers when they want innovation, education, and excellence across a much wider set of use cases. This will require a significant shift in organizational brain, muscle, and talent.<|endoftext|>1. Partner with a broader set of successful growth companies Leverage and combine the strengths of other partners – many outside the established telco ecosystem. At the same time, organizations should sprinkle their own differentiation and creativity into each of the combined solutions they market. Such partnerships provide the manpower, experience, and laser-focus needed to succeed at a task that would otherwise be impossible to execute alone.<|endoftext|>2. Adopt and emulate a SAAS-centric growth playbook Transform how you develop and sell products, and the way your people and digital platforms engage with customers at every stage of the lifecycle. This means continually scanning and embedding the most successful SAAS strategies and tactics into your operating model.<|endoftext|>3. Transform into an ‘orchestrator of value’ in the connectivity ecosystem In other words, build the capabilities to operate above this layer of software, service partners, and global networks. This will require developing into a bi-modal enterprise – one which knows both when it’s best to ‘own’ the relationship with the customer, and when it’s not, focusing on making partners successful instead.<|endoftext|>4. Optimize the use of customer and partner data...<|endoftext|>…to target, personalize, and deliver a broader set of value-add services for customers. Forget “quad-play” and 30+ segments, the future is ‘mega-play’ to every single unique customer. To achieve this, telcos need to build a scalable, partner-curated set of products and services. They also need to hyper-personalize the offer and the delivery into the hands/devices of every individual, household, and community. 5. Consciously reconstruct the enterprise into a use case driven organization This should be equipped with a lean core which provides the scalable, personalized digital platform and rich database on which to build out their business. At the same time, it should free the outer ring to aggressively chase products and service-markets which fit within their curated partner ecosystem.<|endoftext|> --- Page: 13 / 30 --- In recent years, we’ve seen more and more evidence that telcos can successfully incubate new products and services, achieving healthy top line growth and M&A activity around these new service models and business units.<|endoftext|>The future is already being created 13 New operating model | © 2023 Infosys Consulting --- Page: 14 / 30 --- Opportunity ahead: Telco for good Emboldened by this success, we believe that the telecoms industry is now entering a new phase of transformation: From DSP to ecosystem orchestrators. As such, there’ll be a wave of new products, service models, and partnerships across the entire ecosystem, fueled by broader societal change. This is just the beginning. Connectivity is the central nervous system of our society. Industries will experience unprecedented technological change in the next 10 years, as AI, 5G, Blockchain, AR/VR, Web3, and a convergence of far-reaching technologies take hold and reshape the way we all live and work. Market success for the telecom industry will rely on many factors, including the five areas of transformation mentioned earlier in the article. Not forgetting, attracting, and retaining the right partnerships and talent to transform, unencumbered by the past. 14 New operating model | © 2023 Infosys Consulting --- Page: 15 / 30 --- --- Page: 16 / 30 --- TELECOMS: WHY TALENT IS THE NEXT FRONTIER FOR COMPETITIVE ADVANTAGE Talent for competitive advantage | © 2023 Infosys Consulting The fundamental shift in the telecoms industry from being communication service providers (CSPs) to becoming ecosystem orchestrators presents an interesting challenge to CHROs. It requires them to innovate and drive a future-fit HR strategy, acting as key enablers to successful business evolution and growth. The ever-changing digital economy and unprecedented levels of disruption have made it imperative for telecom companies to transform. HR has a critical role to play here, empowering telcos to deliver the overall vision through people. Empower growth through talented people Recent Gartner research shows that the workforce is one of the Top 3 priorities for CEOs in 2023. In fact, 50% of HR leaders expect increased talent competition over the next six months and 46% anticipate attrition will remain high for in-demand roles in 2023.<|endoftext|>The shift to becoming ecosystem orchestrators, the need to adopt an ‘AI first’ vision, and the drive to maximize B2B market potential have set new skills requirements for the future of telco. The industry is becoming increasingly attractive to top talent who would like to work for businesses that foster innovation and digital excellence. However, there is a shortage of talent and strong market competition for critical future skills and subject matter expertise. This raises the bar higher for HR leaders to re-imagine the employee value proposition (EVP) and the end-to-end employee experience. They need to effectively find new ways to attract and retain talent and harness future skills, while helping facilitate business changes. As such, it’s essential for HR to evolve towards delivering advanced capabilities and enhanced AI-enabled digital experiences. 16

Continue # Infosys POV --- Page: 17 / 30 --- 1. Human-centered employee value proposition In the post-pandemic world of work, there’s been a strong shift towards ‘human-centered’ EVP and culture, and flexible working arrangements. People are now seeking to gain emotional value in their employment, which means to feel understood, cared for, invested in, empowered, and valued. Alongside commitments for sustainability, net-zero ambitions, and aspirations for green operations, employees need to feel that the purpose of the organization they work for resonates with them. Telcos are uniquely challenged and positioned to focus on sustainable growth and minimize their carbon footprint. Digitization, 5G, Internet of Things (IoT), and cloud computing are key to achieving these ambitions, and the industry has been making significant steps to reduce the impact on the environment. In addition, the strong business focus on diversity, equity, and inclusion is allowing companies to harness the power of diverse talent and unleash creativity. For example, tackling the challenge of social mobility or providing reasonable adjustments to people with disabilities will expand talent pools and further strengthen the employer brand.<|endoftext|>Such a strong value proposition can go a long way in retaining employees, thereby addressing some of the industry’s high attrition rates while also reducing the costs to recruit – key challenges impacting the bottom lines for most telcos today. 2. Employee experience and digital excellence in HR In recent years, employee experience has been at the forefront of HR priorities and continues to be critical for winning the competition for talent. For telecom companies, customer experience is at the heart of the business. As such, they utilize ongoing transformation activities which focus on truly personalizing the experience and leveraging AI insights in real-time to address fundamental needs. The same approach is to be consistently applied when re-imagining the employee experience and driving digital excellence in HR. 17 Talent for competitive advantage | © 2023 Infosys Consulting --- Page: 18 / 30 --- 18 Talent for competitive advantage | © 2023 Infosys Consulting DIGITAL Digitizing workforce products to exceed employee expectations and improve productivity by utilizing human-centered design methodologies and best-in-class technology. EMOTIONAL Placing employee listening at the core, gaining insights to provide employees with a meaningful purpose to work. Whilst, at the same time, actively promoting a cohesive emotional environment that considers mental health and wellbeing. PHYSICAL Recognizing unique working styles and collaboration demands to promote productivity and innovation. And transforming office buildings to smart and connected environments primed for hybrid working. Providing efficient, seamless, and appealing experiences across the employee lifecycle and the significant employee moments are key differentiators from competitors.<|endoftext|>The three pillars of successful employee experience strategy are: Digital, emotional, and physical.<|endoftext|>3. Skills and capabilities for the future To support the strategic business agenda for growth, HR leaders in the telecom industry have been building foundations to define critical future skills, assess potential gaps, and develop strategies to effectively address the talent shortages across new skills in demand. The adoption of new AI-powered technologies has been a critical lever to accelerate the skills transformation, leverage both external and internal talent pools, and develop in-house future-fit skills and capabilities by re- and up-skilling the existing workforce. AI-driven talent marketplaces help embrace agile talent mobility, breaking down barriers to internal moves and career progression. AI-assisted learning provides consumer-grade personalized learning experiences, while targeting organizational skills gaps. It also helps employees discover new learning opportunities that support career progression whilst helping build internal talent pipelines.<|endoftext|>The in-house training capabilities, targeted talent pools, and ongoing lifelong learning opportunities optimize the re- and up-skilling process. As such, it saves money in the long- term and futureproofs both people and companies. --- Page: 19 / 30 --- 4. Smart AI can empower and complement frontline workers Whether it’s a technician on their way to a customer or a call center rep dealing with a complaint, there are many factors that AI can help telcos track and streamline to improve employee wellbeing. These smart tools use AI and machine learning to improve shift allocation, optimally determining who is needed when and for how long. This makes work flexible and fits into today’s desired hybrid working model, as well as adjusting staff misalignment in real-time. It can also identify what caused delays, helping telcos keep their customers promptly informed and implement required steps for improvement. In addition, AI-based smart coaching can provide training pre- and post-work, creating daily and weekly team reports for training and recognition. Such systems have improved workforce management by 90%, reducing complaints and creating an agile and encouraging work environment. The future of smart AI in the telco space is immense and has the potential to significantly enrich frontline workers and drive operational efficiencies for those that embrace emerging tech opportunities to the fullest.<|endoftext|>19 Talent for competitive advantage | © 2023 Infosys Consulting --- Page: 20 / 30 --- Key takeaways The telecoms industry is on a disruptive and creative growth trajectory, and CHROs have the leading role to empower the transformation by focusing on the following strategic areas: • Foster consumer-grade employee experience and well-being, and support diverse workforce • Become an employer of choice and magnet for critical talent • Ensure availability of future-fit skills and develop strong internal talent pools • Digitize HR and adopt agile ways of working • Facilitate change and help shape the right business operating model We believe that the human element is the true differentiator for success. By drawing employees together to tackle problems in new ways, it’s possible to transform organizations from the inside out, creating tangible change for a more sustainable future. 20 Talent for competitive advantage | © 2023 Infosys Consulting --- Page: 21 / 30 --- --- Page: 22 / 30 --- GETTING VALUE FROM AI&A IN THE TELECOM INDUSTRY In this series we’ve already mentioned the difficulties the telecom industry has had in remaining competitive. We explained how historic poor customer service, complex business operations, and financial pressure have negatively impacted the industry’s ability to compete. This is especially true when looking at the track record of communication service providers (CSPs) in comparison with hyperscalers and over-the-top providers who excel in the experience they offer. The good news is that Artificial Intelligence and Automation (AI&A) can play a significant role in helping telcos gain the competitive edge they’ve been seeking. This is something that many telecom companies have already understood, as the global AI market size in the industry is projected to reach 14.9 billion US dollars by 2027. The problem is investing for investment’s sake, risking a poor return on investment (ROI) and losing the competitive potential AI&A opportunities promise. So how can CSPs invest wisely to best utilize AI&A for future growth? How can AI&A improve CSP operations? Before answering how best to invest, it’s important to understand how AI&A can help telcos overcome the challenges they currently face. There are four key opportunity areas where AI&A can be applied: 1. Digital customer engagement: AI&A can improve the customer experience through direct engagement, e.g., chat. It can also drive hyper-personalization, targeting each customer directly and effectively. 2. Network transformation: Network operations and AIOps can be optimized from process automation, machine learning, and reasoning to zero-touch predictive maintenance/self- healing. These technologies can also support network rollout and field force optimization. 3. Lean telco operations: Multiple AI&A use cases can be used in lead-to-cash and service assurance. Business and operations support systems (BSS/OSS), as well as supply chain management can also be augmented. 4. Revenue growth: B2B services are optimized due to real-time data insights and other advanced technologies. Overall, sales and services are also optimized.<|endoftext|>22 Value from AI&A | © 2023 Infosys Consulting --- Page: 23 / 30 --- Clearly, each opportunity area presents many applications for AI&A, but where does a CSP place its bets? There are several factors that make this tricky.<|endoftext|>On the one hand, most CSP value streams will yield benefits – for example, both customer- facing lead-to-cash and operational record-to-analyze offer happy hunting grounds. Within each value stream there are a range of addressable opportunities, both straightforward and complex with differing ROIs, from simple data entry to complex back-office virtual agents. On the other hand, a wide variety of new and established technologies are

Continue # Infosys POV crowding the market, which can be applied individually or in concert. For example, workflow, decision management, and robotic process automation, through to emerging Generative AI. Moreover, stakeholders have differing levels of enthusiasm ranging from outright resistance and box ticking to strong advocates – possibly depending on certain technology types or vendors. This makes it difficult for CSPs to understand which technologies would best suit their operations and business goals.<|endoftext|>AI&A maturity and governance models also abound, often themselves siloed, and which are required to contend with new ethical AI regulation. Some applications of AI may seem appealing but expose the enterprise to risks like recruiting or the management of critical network infrastructure. The benefits that some of these technologies provide will only be felt in the long-term. For instance, curating quality data is essential to most higher value AI use cases but can be highly complex, taking years. Finally, acquiring, developing, and retaining AI skills will remain challenging for the foreseeable future. Finding the right North Star, organization, and roles to help identify, rollout and operate AI&A is also a challenge.<|endoftext|>It’s therefore hard to have visibility and make informed decisions. Investment can be applied in an ad hoc fashion, the easy opportunities missed or held up, and the more difficult but interesting overserved. By over-strategizing and governing, you can risk accumulating high overheads, with local enthusiasm and innovation stifled. Too little planning and control leads to losing precious budget and focusing on a plethora of local initiatives and technologies, driven by the enthusiastic, with unknown returns. Why is it difficult to know how best to invest? 23 Value from AI&A | © 2023 Infosys Consulting --- Page: 24 / 30 --- CSPs can start to improve their ROI by focusing on the following areas: Where do CSPs spend to get the most return on investment? 1. Make an inventory of your investments by value stream Depending on the model used (e.g., TM Forum, APQC) there are around 25-30 value streams in a CSP, more if separated by market segments. Most should see a measure of investment, however, attention should be focused on business-critical value streams where AI&A can add most value. CSP strategies vary but most customer-facing value streams such as lead-to-cash should be high-focus, as well as key operational areas such as service and network planning, assurance, and lifecycle management. Opinions on relative levels of investment may also vary, but there should be visibility and direction. Targeted improvements to value stream business outcomes in the form of business critical KPIs can provide achievable North Stars for programs. 24 Value from AI&A | © 2023 Infosys Consulting --- Page: 25 / 30 --- 2. Use a range of technology There’s no single killer technology, each macro pain point will have a subset of AI&A technologies that can be considered. If potential is being address, the organization should see: • A range of simple to complex challenges being addressed across most value streams • The highest business impact from the biggest investment in the value stream • A range of established and new technologies being used 25 Value from AI&A | © 2023 Infosys Consulting 3. Check pain points In CSPs, each value stream has relatively well-known macro pain points where AI&A can be applied, some straightforward – e.g., automation of swivel chair data entry between and within BSS and OSS systems – others higher value but more complex to address. The latter include recommending an optimum price point or guiding back-office staff through labyrinthian business rules for complex B2B products. --- Page: 26 / 30 --- 4. Direct the investment Taking this AI&A portfolio view can provide a framework to direct investment to the most appropriate areas for a CSP in the early stages of exploiting AI&A, or to augment more mature strategies and governance. To do this successfully, ask yourself the following questions: 26 Value from AI&A | © 2023 Infosys Consulting If AI&A is being exploited well, then a CSP should expect to see initiatives in certain areas, as well as a range of tactical and strategic endeavors. For example, in lead-to-cash a range of investments should be seen across all areas of the value stream.<|endoftext|>Are we addressing the low hanging fruit? Is investment being skewed toward an area where the enthusiasts are, as opposed to where most value can be gained? Are we avoiding the difficult areas that are strategically important? Are we ignoring certain technology types, or applying others where there are better options? Are we chasing too many fads or ignoring great innovations? --- Page: 27 / 30 --- 27 Value from AI&A | © 2023 Infosys Consulting This can also be further developed to construct an end-to-end view of AI&A initiatives and their aggregated impacts on a value stream performance. This then raises further questions: Are initiatives creating siloed improvements but not impacting key end- to-end metrics, or are the overall impacts unknown? Has the aggregated customer and employee experience been considered to create value? Are we consolidating efforts (data, process, tools) at least within or across related value streams e.g., lead-to-cash, request-to-change, service assurance? What is the balance between creating quality data architectures vs. speed of execution and business benefit, especially for ‘low hanging fruit’? CSPs should expect their internal capabilities or external partners in AI&A to proactively seek to create such views. They can also expect these stakeholders to come to the table with points of view on where investment should be made – basing investment on generic discovery phases where consultants or internal AI&A subject matter experts learn their industry is questionable. --- Page: 28 / 30 --- Key takeaways Prioritize, manage, and track activity through a value stream lens applying widely understood knowledge of pain points. This will ensure appropriate coverage using a range of established and emerging technology to manage risk and achieve ROI. 28 Value from AI&A | © 2023 Infosys Consulting --- Page: 29 / 30 --- MEET THE EXPERTS “The lines betw een digita l and physi cal retail will conti nue to blur” MICK BURN Partner, Head of T&O EMEA Michael_Burn@infosys.com RAVI JAYANTHI Associate Partner, CMT Ravi.Jayanthi@infosys.com 29 ALASTAIR BIRT Associate Partner, CMT Alastair_Birt@infosys.com JAMES THORNHILL Associate Partner, CMT James.Thornhill@infosys.com GAURAV KAPOOR Associate Partner, CMT Gaurav_Kapoor01@infosys.com STANISLAVA GASPAR (née Stoyanova) Principal, T&O Stanislava.Gaspar@infosys.com OLU ADEGOKE Partner, Global Practice Head, CMT Olu.Adegoke@infosys.com --- Page: 30 / 30 --- consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting Infosys Consulting is a global management consulting firm helping some of the world’s most recognizable brands transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today’s digital landscape to win market share and create shareholder value for lasting competitive advantage. To see our ideas in action, or to join a new type of consulting firm, visit us at www.InfosysConsultingInsights.com. For more information, contact consulting@infosys.com © 2022 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed, photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual property rights holders under this document. ***

# Infosys POV Title: The synergy between AI and cloud transformation Author: Infosys Consulting Format: PDF 1.6 --- Page: 1 / 10 --- An Infosys Consulting Perspective By Wahid Sattar & Ross Oldbury Consulting@Infosys.com | InfosysConsultingInsights.com The synergy between AI and cloud transformation How prepared are you for the future of work and innovation? --- Page: 2 / 10 --- The synergy between AI and cloud transformation | © 2023 Infosys Consulting 2 Introduction The exponential growth of data and the increasing complexity of business operations have necessitated the adoption of cloud computing as a critical enabler of digital transformation with spending on-end user cloud computing services hitting a staggering $600 billion in 2023. In parallel, artificial intelligence (AI) has emerged as a game-changer in the technology landscape with spending in 2023 expected to hit between $160 billion to $400 billion and with it transforming the way businesses operate and driving innovation across various domains. This paper explores the relationship between AI and cloud transformation, highlighting the synergies, strategies and benefits of their integration, along with the key technologies that underpin their relationship.<|endoftext|>Joint spent on cloud computing and AI could reach up to $1 trillion by end of 2023. --- Page: 3 / 10 --- The synergy between AI and cloud transformation | © 2023 Infosys Consulting 3 The emergence of AI and cloud computing AI and cloud computing have emerged as two of the most disruptive technologies in recent years. While AI is transforming the way we process data and automate tasks, cloud computing is enabling organizations to scale and optimize their operations. The convergence of these two technologies has created new possibilities for businesses to leverage data and gain insights, streamline processes, and drive innovation.<|endoftext|>1.<|endoftext|>Natural Language Processing (NLP) and Chatbots: NLP is an AI technology that allows machines to understand and interpret human language. Chatbots are AI-powered applications that use NLP to interact with users in a conversational manner. Together, NLP and chatbots are enabling businesses to provide more personalized and efficient customer service, while reducing the workload on human customer service representatives. Think of Mondly: a chatbot transforming how people learn languages combining innovative NLP, Chatbot and NPC (non- playable character) features. In April 2023, OpenAI, the creator behind the much-publicized ChatGPT, recently closed a $300 million share sale, valuing the company at nearly $30 billion.<|endoftext|>2.<|endoftext|>AIOps, or Artificial Intelligence for IT Operations, is an emerging technology that uses machine learning algorithms and advanced analytics to automate and improve IT operations. This technology is gaining popularity among companies as it enables them to proactively detect and resolve issues before they impact business operations. Deploying AIOps involves several steps. Firstly, companies need to collect large volumes of IT infrastructure data, including logs, metrics, and events, from their monitoring tools. Next, this data is processed and analyzed using machine learning algorithms that can recognize patterns and identify anomalies.<|endoftext|> --- Page: 4 / 10 --- These insights are then used to detect and isolate problems in real-time and provide proactive defense against. A major player in this area is Broadcom, who completed their acquisition of VMWare, the largest cloud computing and virtualization acquisition to-date.<|endoftext|>3. Edge-to-cloud: Edge Computing is a cloud computing technology that enables data processing and analysis to be done at the edge of the network or closer to the source of the data such as SmartMeters. By leveraging edge computing, businesses can reduce latency and improve the performance of cloud-based applications, while also improving data security and reducing bandwidth costs. The market is expected to grow to over $50 billion (TechTarget) 4. Cloud-based IoT platforms: Cloud-based Internet of Things (IoT) platforms are enabling businesses to connect and manage IoT devices and sensors from a centralized location. By leveraging the power of cloud computing and AI, these platforms are enabling businesses to gain insights into IoT data and automate IoT-based tasks, such as predictive maintenance.<|endoftext|>5. Cloud-based collaboration: Cloud-based collaboration tools, such as Microsoft Teams and Slack, are enabling businesses to improve communication and teamwork across the organization. By providing a centralized platform for communication and collaboration, these tools are helping to streamline business operations and improve productivity. Microsoft are currently testing their flagship AI collaboration offering MS Co- pilot which is built open OpenAi’s GPT4 Large Language Model (LLM) – sure to be game-changer.<|endoftext|>The synergy between AI and cloud transformation | © 2023 Infosys Consulting 4 --- Page: 5 / 10 --- Examples of AI and cloud transformation in various industries The synergy between AI and cloud transformation | © 2023 Infosys Consulting 5 Healthcare The healthcare industry has been leveraging the synergy between AI and cloud transformation to improve patient outcomes and reduce costs. AI-enabled cloud services are being used to develop predictive models to identify patients who are at risk of developing chronic diseases, detect diseases at an early stage, and develop personalized treatment plans. Cloud computing is also enabling healthcare providers to store, manage and analyze large volumes of patient data, making it easier to identify patterns and trends, and make informed decisions. The global healthcare cloud infrastructure spend is expected to reach over $60 Billion by end of 2023 and analysts estimating the industry could save ~$200 Billion from further AI investment. Manufacturing The manufacturing industry has been using AI-enabled cloud services to improve operational efficiency, reduce downtime and improve product quality, spending is expected to increase to over $350 billion on cloud infrastructure with AI expected to hit ~$15 billion. AI algorithms are being used to analyze large volumes of production data to identify patterns and anomalies, enabling manufacturers to predict machine failures and schedule maintenance proactively. Cloud computing is also being used to store and manage production data, making it easier to analyze and optimize operations, and enable predictive maintenance.<|endoftext|> --- Page: 6 / 10 --- The synergy between AI and cloud transformation | © 2023 Infosys Consulting 6 Financial services The financial services industry is using AI and cloud computing to improve risk management, reduce fraud, and improve customer experience. AI-enabled services are being used to develop predictive models to identify potential fraud, detect anomalies, and improve fraud prevention – it is estimated banks saved over 860 Million Hours with use of chatbots (Forbes, DataBank). Cloud computing is also being used to store and manage transaction data, making it easier to analyze customer behavior and provide personalized recommendations. Retail The retail industry is leveraging the synergy between AI and cloud computing to improve customer experience and optimize operations. AI-enabled services are being used to develop personalized recommendations, enable visual search, and optimize supply chain management. Cloud computing is also being used to store and manage customer data, making it easier to analyze behavior and provide personalized recommendations; expected spend to reach over $30 Billion coupled with AI innovations in Metaverse, personalization, ethics and delivery expected to significantly transform the customer experience. --- Page: 7 / 10 --- The synergy between AI and cloud transformation | © 2023 Infosys Consulting 7 Cloud strategy with AI and innovation As businesses continue to leverage the power of cloud computing to streamline operations, reduce costs, and drive innovation, the importance of having a cloud strategy in place has become increasingly clear.<|endoftext|>One of the key drivers of cloud strategy is cloud innovation which refers to the development and deployment of new and cloud-based technologies, services, and applications that can help businesses to stay competitive and drive growth. By leveraging the latest advances in cloud computing, businesses can gain a competitive edge by being able to rapidly innovate, scale, and adapt to changing market conditions.<|endoftext|>The integration of cloud computing and artificial intelligence (AI) has become a major focus for cloud innovation in recent years. By leveraging AI technologies such as machine learning, natural language processing, and computer vision, businesses can gain insights and automate tasks that were once impossible to achieve at scale. For example, by using AI-enabled cloud services, businesses can automate routine tasks such as data entry, processing, and analysis, freeing up valuable time and resources that can be used to focus on higher-value activities.<|endoftext|>Cloud innovation is also driving the development of new and cloud-based services and applications that can help businesses to drive growth and stay competitive. For example, cloud-based analytics services are helping businesses to gain insights into customer behavior, while cloud-based collaboration tools are improving communication and teamwork across the organization. Cloud-based services are also helping businesses to streamline their operations,

Continue # Infosys POV reduce costs, and improve efficiency.<|endoftext|> --- Page: 8 / 10 --- The synergy between AI and cloud transformation | © 2023 Infosys Consulting 8 However, as businesses continue to embrace cloud innovation, they must also be aware of the risks and challenges associated with cloud adoption. These can include issues such as data privacy and security, vendor lock-in, and the need for skilled personnel to manage cloud operations but in the absence of a ready-made skilled workforce, organizations will need to put the right platforms and processes in to develop and train their workforce to manage these technologies effectively. To mitigate these risks, businesses need to develop a comprehensive cloud strategy that addresses these challenges and ensures that they are well-equipped to handle them.<|endoftext|>What’s next? The synergy between AI and cloud transformation is transforming the way businesses operate and drive innovation across various domains. The key technologies that underpin this relationship, including machine learning, natural language processing, cloud infrastructure, and edge computing, are enabling businesses to leverage data and gain insights, streamline processes, and drive innovation. AI-enabled cloud services are helping businesses to extract insights and automate tasks, making it easier to scale operations and drive innovation. By leveraging the latest advances in cloud computing and AI, businesses can gain a competitive edge by being able to rapidly innovate, scale, and adapt to changing market conditions. However, to succeed in the cloud era, businesses must also develop a comprehensive cloud strategy that addresses the risks, challenges, regulatory and geographical requirements associated with cloud adoption and ensures that they are well-positioned to achieve their goals and objectives.<|endoftext|>At Infosys Consulting, we help our clients navigate the world of AI and Cloud transformation, let us help you Navigate Your Next.<|endoftext|> --- Page: 9 / 10 --- MEET THE EXPERTS Ross Oldbury Associate Partner – CIO Advisory Practice. Ross has over 25 years of Enterprise IT experience. He started with roles in Engineering and Infrastructure, then moved into Strategic Cloud Consultancy on Azure and AWS. More recently, Ross has focused on complex cloud transformations and Alliances Partner Networks.<|endoftext|>Ross.Oldbury@infosysconsulting.com Wahid Sattar Senior Principal – CIO Advisory Practice With over 15 years’ experience, Wahid is pragmatic business transformation and technology enablement specialist who delivers across the CIO, CTO and Digital spectrum.<|endoftext|>Wahid.Sattar@infosysconsulting.com The synergy between AI and cloud transformation | © 2023 Infosys Consulting 9 --- Page: 10 / 10 --- consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting Infosys Consulting is a global management consulting firm helping some of the world’s most recognizable brands transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C- suite navigate today’s digital landscape to win market share and create shareholder value for lasting competitive advantage. To see our ideas in action, or to join a new type of consulting firm, visit us at www.InfosysConsultingInsights.com. For more information, contact consulting@infosys.com © 2023 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights mentioned in this document. Except as expressly permitted, neither this document nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printed, photocopied, recorded or otherwise, without the prior permission of Infosys Limited and/or any named intellectual property rights holders under this document. ***

# Infosys POV Title: Thriving in the Post-Covid Insurance Growth Author: Infosys Consulting Format: PDF 1.7 --- Page: 1 / 28 --- An Infosys Consulting Perspective By Aaro Kauppinen, Sagar Roongta, and Jitin Sharma Consulting@Infosys.com | InfosysConsultingInsights.com THRIVING IN THE POST-COVID INSURANCE GROWTH Insurance in Emerging South-East Asia --- Page: 2 / 28 --- CONTENTS 2 1.<|endoftext|>Introduction 2.<|endoftext|>Operating Environment Changes 3.<|endoftext|>Changed Consumer Preferences 4.<|endoftext|>Succeeding in the Next Normal 5.<|endoftext|>Recommendations for Insurers Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting --- Page: 3 / 28 --- Successful insurers gain market share through CX and personalization Emerging South-East Asian markets are seeing tremendous growth in insurance. We expect +9-11% Gross Written Premiums (GWP) growth year-on-year until 2025 across the region, contributing to incremental 34-40 billion USD in GWP. This is much welcomed after the COVID induced setback. Despite COVID and other regionally impacting headwinds like China’s extended economic slowdown or war in Ukraine, several insurers have been able to grow their premium income through this tumultuous period.<|endoftext|>Our analysis of the success stories in the region highlights three high-impact opportunities for insurers to grow at a market-beating rate: personalized customer experience, distribution, and the ecosystem, and lastly, product innovation. In addition to the three high-impact opportunities, we identified several other opportunities to improve their market position.<|endoftext|>INTRODUCTION 1 2 3 Personalized Customer Experience Distribution and Ecosystem Product Innovation Other Opportunities ✓ Scenario-based Business Planning ✓ Growth Market Investments ✓ Tailored Pricing and Commercial Excellence ✓ Product Portfolio Rationalization ✓ Operational Efficiency ✓ AI and Analytical Customer Models ✓ Wearables and the Internet of Things Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 3 What should insurers in South-East Asia do to reap benefits from the post-COVID growth momentum? --- Page: 4 / 28 --- INTRODUCTION This point of view is structured into 4 chapters. First, we explore the macro-level operating environment impacts of COVID to insurance and apply a driver-based model to forecast insurance growth in the region. Second, we summarize the changed consumer preferences towards insurance. Third, we highlight key success stories of insurers that were able to beat the market throughout this tumultuous period. And in our Fourth chapter, we summarize all the key learnings how insurers could accelerate their growth in the post-COVID economy.<|endoftext|>Product innovation provided two growth opportunities for insurers: response to market changes and increase in relevancy. The most agile insurers were able to release new products covering COVID-related risks. Financial and insurance literacy has not developed at the rate of digital technology adoption; targeted, customer-friendly products have been a success driver for insurers to penetrate the previously uninsured segments.<|endoftext|>Distribution and sales are still largely driven using agency and broker channels in the region. The individuals still want the personal contact to understand the relatively complex insurance products. Supporting agents and brokers with digital tools and training, and therefore enabling the digital customer experience through an intermediary is a major growth driver. Ecosystem participation, including bancassurance, is prevalent through the region. Providing the right offers and tools for the right partners and through the right ecosystems is the key for growth.<|endoftext|>Personalized customer experience is a digital and analytics- driven approach to increase the insurance income, GWP, customer satisfaction, and cost-to-income ratio. Targeted and tailored messaging from marketing, through sales, underwriting, claims and the rest of the customer journey has proven its value in the region. Emerging South- East Asia is generally favorable in sharing their data for personalized experiences and they have adopted mobile and digital technologies to match or even beat the developed APAC.<|endoftext|>Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 4 --- Page: 5 / 28 --- COVID-induced drop in economy was succeeded with accelerated growth The immediate impact of COVID was the restrictive government policies and reduction of economic activity. The GDP for the emerging South-East Asia dropped by 4.3% in 2020 from 2019 levels and recovered only the next year 2021. Despite the recovery with accelerated GDP growth at 8.0%, the GDP will not reach the pre-COVID growth trajectory before 2025.1 China has been the principal driver for economic growth in Asia and its restrictive COVID policies extended the depressed economic growth. The sudden loosening of China’s restrictions has resulted in a mixed immediate response. We expect that eventually the loosened policies will re-accelerate its economic engine bringing growth for the entire region. Furthermore, the war in Ukraine and resulting sanctions has led to further reduction of growth prospects; South-East Asia is geographically relatively far away from the war, but the impacts to trade, food and energy have extended to the region.2 OPERATING ENVIRONMENT CHANGES 1,289 535 402 434 414 2,497 2,668 2,849 2,727 2,942 3,178 3,441 3,698 3,995 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 2017 2018 2019 2020 2021 2022 2023 2024 2025 Emerging South-East Asia GDP by country Vietnam Malaysia Philippines Thailand Indonesia B USD +6.8% +8.0% +7.9% -4.3% The others include Myanmar, Cambodia and Laos.<|endoftext|>KEY ACTIONS FOR INSURERS ✓ Prepare for growth: SEA economies will exceed pre-pandemic growth rates.<|endoftext|>✓ Use scenario-based business planning: Discrete world events dramatically impact the macro-economic environment.<|endoftext|>Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 5 --- Page: 6 / 28 --- Out of the South-East Asian markets, we analyzed Indonesia, Thailand, Malaysia, Vietnam, and the Philippines which constitute 97% of the region’s GDP. The COVID-induced financial hardship led to an overall reduced spending on insurance. Pre-COVID, from 2016 to 2019, the total GWP had grown 7.1% annually (in USD). From 2019 to 2020 it shrank by 1.1%. Post-COVID, in 2021, the insurance spending increased by 6.8%.3, 4, 5, 6, 7 We are forecasting the GWP to grow 9-11% year-over-year until 2025 aligned with the elevated GDP growth. Especially Vietnam and Indonesia are expected to be the growth drivers contributing ~50% of the total growth of the 5 countries. OPERATING ENVIRONMENT CHANGES KEY ACTIONS FOR INSURERS ✓ Focus on growth markets: Especially Vietnam and Indonesia.<|endoftext|>✓ Proactive pricing: Inflation-driven growth needs active management of policy prices; adjust policy price review cadence to match the increased claim costs and market requirements.<|endoftext|>✓ Differentiated product adjustments: Increase prices for premium products which are less price-sensitive; reduce the coverage and therefore the exposure of basic products to alleviate price increase pressure of highly price-sensitive customer groups.<|endoftext|>16.9 19.1 18.6 19.4 17.5 17.3 14.0 14.1 15.6 16.6 16.8 17.9 5.1 5.2 5.6 5.8 6.0 8.3 22.1 24.4 26.7 27.7 27.1 27.7 3.9 4.7 5.8 6.9 8.1 9.5 27.6 25.1 10.2 34.9 18.7 0 5 10 15 20 25 30 35 40 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 GWP in SEA emerging markets Vietnam Malaysia Philippines Thailand Indonesia B USD Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 6 ---

Continue # Infosys POV Page: 7 / 28 --- OPERATING ENVIRONMENT CHANGES The 2020 dip in GWP resulted in higher insurance penetration as the GDP declined faster than the GWP. We forecast mild insurance penetration development in all countries except for Vietnam. Vietnam’s insurance penetration is expected to grow by 30% by 2025 driven by current low baseline, strong economic recovery, legalization of online insurance, urbanization, growing middle class population, and easier access to insurance especially through the bancassurance channel.8 GWP growth trend and forecast Annual GWP Growth Value-add B USD (22-25) Country 2016-2019 2019-2020 2020-2021 Forecast 22-25 Indonesia 4.5% -9.7% -1.1% 9% – 12% 8.7 – 10.4 Malaysia 5.8% 1.2% 6.6% 8% – 9% 7.2 – 8.0 Philippines 4.2% 4.0% 36.7% 6% – 10% 1.9 – 3.4 Thailand 7.8% -1.9% 2.1% ~6% 7.2 – 8.0 Vietnam 20.9% 17.0% 18.0% 18% – 20% 9.1 – 10.1 Total 7.1% -1.1% 6.8% 9% – 11% 34 – 40 Insurance penetration (GWP / GDP) Country 2019 2021 2025 FC Thailand 5.08% 5.39% 5.4% Malaysia 4.53% 4.52% 4.6% Vietnam 2.10% 2.60% 3.3% Philippines 1.54% 2.10% 2.1% Indonesia 1.73% 1.46% 1.7% Insurance penetration forecast Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 7 GWP forecast model Macroeconomic drivers • GDP (USD) • Population • GDP / capita (USD) • Inflation • Unemployment Insurance market • Gross Written Premium • Insurance Penetration Driver-Based Model Forecast • 2 macro-economic driver models: insurance penetration and insurance density • Models based on 2015-2021, excluding 2020 (COVID year) • P-value for both models <0.005 • GWP model is a weighted average of both models for best fit against actuals • GWP forecast based on the driver-based model applied on IMF’s macro- economic forecast (October 2022) • Insurance penetration and density calculated based on forecast GWP against IMF’s relevant macro drivers, GDP and population --- Page: 8 / 28 --- OPERATING ENVIRONMENT CHANGES Our model suggests that the insurance density continues to develop largely at pre-COVID rates. Vietnam is the only country in our model that is expected to see significant take-off from its peers, Indonesia, and the Philippines. The population who are insured will depend on insurance types and countries. For example, in Thailand, 75% of the population are covered by health insurance and the rest are covered by national healthcare systems. In the Philippines and Vietnam, circa 90% of the population are covered by national health insurance. In Malaysia and Indonesia on the other hand, over 50% and 35% of the population do not have health coverage, respectively.9, 10, 11, 12, 13 In summary, while COVID induced a bump in the road, we forecast that the future growth is 40% faster compared to pre-COVID. The growth is driven by increased digital adoption promoting easier access, urbanization and the growth of middle class generating more demand, increased interest towards health and life insurance due to the pandemic.<|endoftext|>66 73 71 442 440 482 509 514 546 53 54 56 320 352 384 397 389 396 42 51 71 83 64 98 732 88 496 97 184 0 100 200 300 400 500 600 700 800 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Insurance density in SEA emerging markets (GWP / person) USD Vietnam Malaysia Philippines Thailand Indonesia KEY ACTIONS FOR INSURERS ✓ Reap the growth now, as the pandemic is still fresh in memory.<|endoftext|>✓ Seize the opportunity in growth markets especially in growing urban middle class.<|endoftext|>✓ Focus on reach and easy-to-understand offerings in underinsured markets.<|endoftext|>Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 8 --- Page: 9 / 28 --- Three years of digitalization in three months CHANGED CONSUMER PREFERENCES Overall, COVID increased the attention to insurance, especially health and life products. The persistence of COVID, with its several waves and increasing number of variants, has kept health topics, including insurance, in the public discourse. Not all news has been positive though, e.g., regarding the insurers’ inability to pay the claims, or rehabilitation of insurers facing bankruptcy. Despite the controversies, we see that the demand for insurance has grown in the region.<|endoftext|>Firstly, COVID deeply changed the way how people behave and what they expect. In general, it forced everyone to adopt digital channels one way or another. Secondly, the impacts of COVID were very personal in nature; we see different response between user groups depending on how they were impacted by COVID. In the next sub-chapters, we address both effects and then summarize the best practices for insurers.<|endoftext|>Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 9 --- Page: 10 / 28 --- COVID doubled digital channel adoption in a single year CHANGED CONSUMER PREFERENCES Working from home and social distancing measures led consumers to adopt digital technologies much faster than anticipated pre- COVID. In many aspects, the emerging APAC markets have surpassed the developed APAC markets in digital adoption. For example, in 2022, 43% of people in the emerging markets managed their policies digitally, when only 23% in the developed markets do so. In financial services in the emerging Asia-Pacific, digital banking usage nearly doubled from 55% to 88% of the population from 2017 to 2021. While many respondents to surveys say that they are interested in buying insurance through an online channel, only 25% of those willing to buy the insurance online actually do so. The blockers include limited online channel, and difficulties to use the channel.14, 15, 16 Digital insurance adoption may have been inhibited by the regulatory restrictions, e.g., in Thailand and Vietnam online insurance sales has been limited by the regulator. Philippines on the other hand has seen doubling of the online channel preference as the principal interaction channel from under 30% to more than 60% from pre- to post-COVID.17 In emerging South-East Asia, the digital channel effectively means the mobile channel. Due to limitations of public infrastructure, the smartphone is the principal tool to access the Internet and online services in both urban and rural areas. The digital channel is not limited to direct channel; consumers are expecting digital interactions embedded with the human interaction with an agent or a broker. Nearly half of the people in the region say that they would want at least some human interaction when they are purchasing new policies. Omnichannel interactions where one part of the customer’s journey is digital, and another part is handled through traditional channels are even more important during the transitioning and resetting into the post-COVID World.18 55% 20% 16% 18% 28% 60% 1% 2% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Pre-covid Post-covid Philippines insurance customers' channel preference In person By phone Digitally Other KEY ACTIONS FOR INSURERS ✓ Double down efforts on digital channels, especially mobile.<|endoftext|>✓ Extend digitalization through the agent and broker channels.<|endoftext|>✓ Build omnichannel capabilities for seamless customer journeys across the digital

Continue # Infosys POV and non-digital touchpoints.<|endoftext|>Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 10 --- Page: 11 / 28 --- COVID is a strong use case of benefits of behavioral segmentation CHANGED CONSUMER PREFERENCES Some people were financially relatively unimpacted by COVID, while others might have needed to tap into their savings, lose a job, or make other adjustments in their life. E.g., in the Philippines, unemployment doubled from 5.1% to 10.4% from 2019 to 2020. The ones whom COVID most impacted were 5-10% more interested to acquire insurance than their less impacted peers. Very importantly, only 50% of people who were negatively impacted by COVID were interested in sharing their personal data for personalized pricing, while 80% of those who were less impacted were willing to share that detail. Depending on the country, 66-82% of the respondents in Emerging South-East Asia were willing to share personal data to get a customized insurance plan.9, 19 80% 50% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Less impacted by COVID More impacted by COVID Philippines insurance customers’ willingness to share personal data for personalized price Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 11 --- Page: 12 / 28 --- CHANGED CONSUMER PREFERENCES COVID induced a wave of insurance terminations, but also new policies. For example, in Philippines Life Insurance, the switching increased by 35% from pre-COVID levels. Study in USA examined similar switching behavior and identified that price, experience, and product to be the most significant reasons for switching the insurance. The same was applicable for both Life and Non-Life. This switching behavior can be forecasted and prevented using advanced behavioral models.20 0 200 400 600 800 1,000 1,200 1,400 1,600 0% 5% 10% 15% 20% 25% 2017 2018 2019 2020 2021 Philippines Life Insurance Policies Policies in effect (end of year) New policies Terminated policies Switches (est) +35% Count of policies, x1,000 New & terminated policies, % of total KEY ACTIONS FOR INSURERS ✓ Apply dynamic pricing and contextual offers to increase conversion and average policy value ✓ Use AI and customer behavioral models to predict and prevent customer churn Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 12 --- Page: 13 / 28 --- Customer experience drivers that make an impact CHANGED CONSUMER PREFERENCES Advances in digitalization enable 5 key customer experience trends: personalization, Internet of Things, immediate response, ecosystem offering, and product innovation. All the trends have been further accelerated due to the digital adoption by both customers and insurers. Insurers who succeed in customer experience can expect up to 15% increased premium income and 10-40% reduction of operating expenses compared to their less successful peers.21 Personalization covers topics such as targeted marketing, product tailoring / bundling, dynamic pricing and policy administration. Data-driven approaches allow individual customer-specific tailoring as long as the marketing materials, products, prices, customer journeys, and other content or processes are parametrized in such way that an algorithm can define the appropriate approach based on targeted customer’s information. Personalization improves reach, increases click- through rates and conversion, number of policies per customer, and the average value of the policies. Internet of Things is typically used to gather health and usage related information e.g., from smartwatch, smartphone or car’s systems. This influx of data will enable improved targeting and customer risk assessments. With customer’s consent and suitable apps, the same data can be used e.g., to alert when accidents occur, identify fraud, collect details for claim application, and recommend medical visits for preventive health. IOT is currently a nice-to-have value- add, but it will be more pervasive across the insurance value chain as the IOT devices will become more prevalent. The pioneering customers are already asking and expecting insurance products to collect their data for tailored pricing. Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 13 --- Page: 14 / 28 --- CHANGED CONSUMER PREFERENCES Immediate response is the customer’s experience of straight-through processing. Whether the process in underwriting or claim handling, customers are increasingly expecting immediate responses. The customer expectations of the digital world arise from leading non-insurance digital services, e.g., Netflix provisions all the content immediately after subscription; Grab will immediately tell the car and driver’s details including estimated time of arrival once the ride is ordered. These expectations are liquid: customers expect them from all digital services, and increasingly also from the B2B interactions they have. Process mining, automation, digital applications, e- KYC, e-Signatures, intelligent assessment of customers claims, and automated fraud checks are a few opportunities insurers are pursuing to improve their response times. Operational uplifts focus on turn-around time, but they also reduce manual effort, operational cost, and improve the customer experience of each transaction. Ecosystem enables insurers to serve their customers as a part of a larger ecosystem. Insurers’ typical partners include banks as a distribution channel for bancassurance. Insurance ecosystem may extend to Insurtech, 3rd party data exchanges / provision, customer risk analyses, white labeled underwriting, retail and business collaboration for distributing bundled insurance products, alliances between healthcare and insurance, financial consolidation / asset management. The ecosystem will need a robust technology platform to facilitate the layered exchanges through APIs; it might be that the platform provider is yet another 3rd party in the ecosystem. Ecosystem and platform offerings will require careful disaggregation of the business model; targeted white-label products and services focusing on volume and efficiency, whereas holistic service provision requires market leading customer experience layer and plethora of enticing offers from the ecosystem. Ecosystems enable growth and efficiency based on where the insurer wants to focus. Product innovation is supercharged by digital capabilities. New digital technologies enable e.g., usage-based pricing, modular offerings, parametrized products, disaggregated insurance policies, and low- value micro insurances. Further, digitalization enables supercharging the product innovation and market testing processes e.g., through simulation and automated A/B testing. We have witnessed that a range of specific, customer-friendly insurance policies have enabled faster growth compared to policies with extensive and difficult-to-understand coverage. In the emerging markets with limited insurance literacy, simplification and concreteness have been successful. Most market-responsive insurers were able to provide targeted health insurance products for COVID and for the potential side effects of COVID vaccinations.<|endoftext|>KEY ACTIONS FOR INSURERS ✓ Focus on customer experience with a dedicated team owning the Customer Experience end-to-end ✓ Innovate and launch new products to market alone or as a part of an ecosystem ✓ Operational excellence is a driver for customer experience Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 14 --- Page: 15 / 28 --- Selected high-performing insurers and their growth relative to market True stories of driving insurance growth from the market SUCCEEDING IN THE NEXT NORMAL In 2020, businesses needed to quickly respond to the abruptly changed business environment. Financially, the insurers saw increased claims and general downturn in sales. At operational level, working from home policies mandated a massive shift in remote working forcing the insurers to open the company’s private on- premises network to be accessible remotely. That shift in connectivity digitalized parts of many customer-facing and back-end processes resulting in hybrid workflows. Essentially, COVID accelerated insurers’ digital transformation plans from 3 years to 3 months. The most successful insurers were able to capitalize on digital, mobile-first channels when interacting with their customers. They were able to retrain their workforce to use the new digital technologies and utilize agile ways of working to seize the opportunities as they arose. Furthermore, leveraging partnerships helped the customers to gain access to services bringing value for the entire ecosystem.<|endoftext|>We analyzed Philippines, Malaysia and Thailand markets to identify the leaders through COVID. We highlight 3 success stories showcasing growth through the pandemic and gain of market share in their respective

Continue # Infosys POV markets. Insurer Country Segment CAGR (2017-2021) Company growth relative to segment Growth Drivers Company Segment Personalized CX New Product Innovation Distribution & Ecosystem Prudential Thailand Life 7.5% 0.2% 47x ✓ ✓ AIA Thailand Life 4.4% 0.2% 28x ✓ ✓ ✓ Etiqa Malaysia Non-Life 7.3% 0.5% 13x ✓ ✓ ✓ Allianz Malaysia Non-Life 3.1% 0.5% 5.8x ✓ ✓ ✓ Malayan Philippines Non-Life 12.7% 2.7% 4.8x ✓ ✓ Allianz Philippines Life 54.9% 11.8% 4.7x ✓ ✓ ✓ FWD Philippines Life 43.4% 11.8% 3.7x ✓ ✓ ✓ Pioneer Philippines Non-Life 9.5% 2.7% 3.6x ✓ ✓ Bangkok Thailand Non-Life 10.5% 4.7% 2.2x ✓ ✓ Dhipaya Thailand Non-Life 10.0% 4.7% 2.1x ✓ ✓ Etiqa Malaysia Life 13.9% 7.0% 2.0x ✓ ✓ Allianz Malaysia Life 11.7% 7.0% 1.7x ✓ ✓ ✓ Prudential Malaysia Life 8.7% 7.0% 1.3x ✓ ✓ Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 15 The insurers presented in the table have significant size in their market and market-beating growth rate. It will therefore leave fast-growing companies out that are comparatively small in the market. Information is collated from each country’s official insurance statistics and may differ from companies’ own annual reports.<|endoftext|> --- Page: 16 / 28 --- 3.8 4.0 4.1 4.2 4.5 17.9 18.7 18.1 17.7 18.0 0 2 4 6 8 10 12 14 16 18 20 2017 2018 2019 2020 2021 Thailand Life Insurers GWP Success Story – AIA, Thailand SUCCEEDING IN THE NEXT NORMAL Thailand is the largest insurance market in ASEAN. Its insurance penetration reached 5.4% in 2021, highest among its peer countries. Its GWP has grown at a CAGR of 2.9% from 2017 to 2021. The life insurance segment in Thailand contributes close to 75% of the overall GWP in Thailand. However, the progress of the life segment has been tumultuous with 0.1% CAGR. 2021 showed 2.0% GWP growth after two consecutive years of decline.<|endoftext|>The largest insurer in the industry, AIA Thailand, was also the fastest growing during the period. Its GWP grew at 3.5% CAGR, increasing its market share from 21% to 25%.<|endoftext|>AIA Thailand’s success can be attributed to three key strategic initiatives: shift towards higher margin products, tech-driven agency development programs and digitalized customer experience. AIA made a strategic shift towards selling higher margin products such as unit-linked and long-term protection products which became more popular due to pandemic. As a result, in 2021, AIA Thailand’s profitability from the life segment improved by 19 percentage points compared to the previous year, from 71% to 90%. AIA also shrewdly used bundling strategies to gain additional revenue. It generated 20 M USD additional revenue by cross-selling its protection products to the 17,000+ customers looking for COVID vaccine side-effect protection.22 Others B USD 4.4% -0.1% 2.6%* -8.5% 0.1% CAGR Thailand 2.4% 4.4% * - FWD Thailand acquired Siam City Insurance in 2019. -5.9% -5.6% 7.5% Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 16 --- Page: 17 / 28 --- SUCCEEDING IN THE NEXT NORMAL AIA deployed digital solutions for agency productivity and quality improvements. Its agency talent development program embeds analytics throughout the agency's development lifecycle. Its award-winning talent development program, provides a one-stop solution with a digitalized and seamless experience from prospecting, candidate assessment and selection, to personalized coaching and developmental programs. Through this, they can identify high-potential agents early and create customized support for their retention and continuous development.23 AIA strives to become Thailand’s first digital insurer with an omnichannel digital customer experiences to serve new and existing customers. Besides telehealth and telemedicine program, it launched ALive, a personal assistant app for underserved young families (18-34 years old) segment. Also available for non-AIA customers, its users have access to a wide range of services and community for parenting. The app had over a million downloads with a rating of 4.5/5.0 on Play Store. The app generated 20% online to offline leads and reactivated dormant customers to drive sales.24 AIA iService App has also brought substantial operational efficiencies. Through the iService app, customers can manage their own policies and make claims. AIA was able to resolve 76% of the minor health claims within the same day as of 2021.25, 22 KEY ACTIONS FOR INSURERS ✓ Identify underserved customer segments to create outcome-based offerings with a pull- based sales model ✓ Employ HR analytics to identify high- potential talent and handhold them with AI- powered learning paths for sustained agent productivity ✓ Use agency management platforms for agency differentiation, to drive higher productivity and improved agent retention Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 17 --- Page: 18 / 28 --- SUCCESS STORY – FWD, Philippines SUCCEEDING IN THE NEXT NORMAL The Philippines’ insurance penetration has hovered around the 1.6%. However, the pandemic caused a step-change in insurance purchases leading to insurance penetration increasing to 2.1% in 2021. The step-change included; life insurance growth averaged 11.8% CAGR. FWD life insurance’s GWP has grown close to four times faster than the market, at 43.4% CAGR, increasing its market share from 2% in 2016 to 6% in 2021. It has become the 6th largest life insurer in the Philippines. This remarkable, continuous growth was built on three key pillars: creating innovative holistic product solutions, increasing accessibility through ecosystems and partnerships, and utilizing digital technologies for superior customer experience. Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 18 0.09 0.15 0.18 0.28 0.38 4.0 4.4 4.5 5.0 6.3 0 1 2 3 4 5 6 7 2017 2018 2019 2020 2021 Philippines Life Insurance GWP B USD 43.4% 17.3% CAGR 54.9% -3.7% 19.2% 11.0% 9.9% 7.5% 11.8% Others Philippines Success Story – FWD, Philippines --- Page: 19 / 28 --- SUCCEEDING IN THE NEXT NORMAL Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 19 In 2021, FWD introduced new holistic product solutions like ‘Babyproof’, ‘Family Hero’, ‘Manifest’, and ‘Health and Wellbeing’ that catered to end-to-end consumer needs. These products targeted the young adults and families and were promoted extensively on digital channels to increase their accessibility during the pandemic. These tailored products targeted consumers who were relatively new in their insurance journey and provided guidance on how to build and secure long term wealth.26 FWD built multiple partnerships to increase product distribution. For example, the partnered with a pawnshop chain to make affordable insurance plans and digital solutions available to the pawnshop’s 30 million customers across its 2,500 branches nationwide. In another partnership with insurance aggregator Kwik

Continue # Infosys POV .Insure, FWD introduced a chatbot, “Fi”, in its customer servicing processes. The chatbot can handle customer product enquiries, product recommendation, agent appointments, and claims activities. The chatbot received a customer rating of 4.9/5 and increased operational efficiency by freeing agents to focus on more complex tasks.26 KEY ACTIONS FOR INSURERS ✓ Take advantage of bundling and unbundling products to create targeted and tailored offerings ✓ Forge partnerships to increase sales beyond traditional channels ✓ Use self-help tools, like chatbots and AI, to improve customer experiences while also realizing operational efficiencies --- Page: 20 / 28 --- 0.51 0.57 0.64 0.70 0.80 7.1 7.5 8.1 8.6 9.3 0 1 2 3 4 5 6 7 8 9 10 2017 2018 2019 2020 2021 Malaysia Life Insurers GWP Success Story – Allianz Life, Malaysia SUCCEEDING IN THE NEXT NORMAL Malaysia Malaysia is the second largest insurance market in the ASEAN region after Thailand. Close to 70% of the total 18.3 B USD GWP in 2021 is Life insurance with CAGR of 5.5%. Malaysian life insurance growth was driven by increased demand during COVID and ability of insurers to sell and provide services digitally. Among the biggest 5 life insurers, Allianz was the fastest growing insurer with a CAGR of 9.2% from 2017 to 2021, roughly twice faster than the market. Its market share improved from 7% to 9% in the same period.27 There were three major drivers contributing to its outperformance: launch of new innovative offerings, digitalization of processes, and a variety of agency development programs.<|endoftext|>Innovative new offerings were launched by Allianz that targeted the evolving customer needs and contained minimal negative surprises. In 2021, they launched the ‘PreciousCover’ and ‘BabyCover’ that provided coverage for mother and child through pre- and post-natal period with added benefits such as mental health coverage, hospitalization benefits and juvenile critical illness. It also launched endowment products that had simplified underwriting and guaranteed acceptance rules to address customer hesitance during the pandemic. Allianz also participated in a government-endorsed micro- insurance program, Perlindungan Tenang, which increased penetration in the bottom 40% households primarily via digital channels.27 Others B USD 4.8% 13.9% 1.4% 11.6% 5.7% 8.7% 6.9% 7.0% CAGR Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 20 --- Page: 21 / 28 --- SUCCEEDING IN THE NEXT NORMAL Digitalization of processes was also critical, especially during the COVID, where Allianz could quickly pivot to digital distribution and policy admin. It enabled end-to-end digital claims experience from submission to reimbursement through its MyAllianz customer portal and mobile app. Customers could also access their medical cards and guarantee letters at any time via the mobile app. It incorporated OCR, facial recognition and video call option in its KYC processes which allowed their agents to remotely perform an end-to- end customer onboarding in just five minutes for non-complex cases.27 This digitalization initiative was extended to its agency development programs. Agency partners contributed 70+% of the written premiums for Allianz. The insurer launched a series of online training sessions on remote sales, product training, digital marketing, use of digital tools, and soft skills to uplift agent productivity. Their agency partners valued the trainings with average attendance of 800 agents per session. To make the agency partner growth more sustainable, Allianz Life also launched a 24-month “C.E.O Program” in 2019 for its agency partners to build a quality talent pipeline and enhance their capabilities.28 KEY ACTIONS FOR INSURERS ✓ Use needs-based analysis to design new product offerings ✓ Address customer hesitance for online purchases by simplifying product offerings and removing negative surprises ✓ Use automation & AI-based tools for routine tasks to reduce turnaround times ✓ Actively engage agency partners and new partnership models to enhance productivity and product accessibility Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 21 --- Page: 22 / 28 --- We recommend a customer-experience driven strategy The best way for insurers to achieve market- beating growth in emerging South-East Asian markets is to double down on personalized customer experience, digital omnichannel across the E2E customer journey and customer-friendly product innovation. The success stories highlighted further concretize the recommendation justified by the global and regional trends. There are 6 key areas for insurers to embark on this journey. We have witnessed massive growth for insurers who have implemented all or parts of the above actions. The requirements and prioritization depend on the insurer, market, and most importantly, leadership ambition. Infosys Consulting is the partner of choice for insurers seeking transformations, whether laser-focused interventions or enterprise-wide step-changes.<|endoftext|>1 2 3 Define a customer-experience- led growth strategy Design the to-be customer experience Lead ecosystems for growth 4 5 6 Implement product innovation at scale Define the to-be technologies needed Design the to-be processes and operating model RECOMMENDATIONS FOR INSURERS Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 22 --- Page: 23 / 28 --- Infosys Consulting approach to customer-experience driven strategy Strategy Customer experience Target customer segments… Persona modelling (who) Goals Needs Expectations Preferences Operating model Culture Technology & Data Organization & Roles Talent Ways of Working Processes Governance KPIs & Control Engaging with the insurer along their journey… Omnichannel journey design …at touchpoints, across channels Not exhaustive Direct Agent Broker Portal 3rd pty I discover I compare & decide I onboard I claim I manage I pay I sign up for more I advocate I stop Web Wearables App Phone call Video call Mail API In person Social 1 Define a customer-experience-led growth strategy Articulate the leadership ambition for customer experience vision relative to your market competition for each customer segment. Set concrete goals for growth, market share, NPS, customers’ brand perception and ecosystem participation. Prepare the growth-focused business case to justify investments needed for the customer experience uplift. Define a concrete roadmap ahead.<|endoftext|>2 Design the to-be customer experience Define the to-be end-to-end customer journeys across the touchpoints that would realize the customer experience vision. Define levels of personalization and contextualization expected for every interaction from marketing to processes, products, and pricing. Do not overlook the enterprise and SME customer journeys. Prioritize growth-driving customer experience of marketing, sales, and distribution. To-be customer experience sets requirements for the insurers’ operations especially around technology, data, processes, and people. Prioritize the requirements based on the overall customer experience uplift potential against the strategic growth goals.<|endoftext|>RECOMMENDATIONS FOR INSURERS Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 23 --- Page: 24 / 28 --- RECOMMENDATIONS FOR INSURERS 3 Lead ecosystems for growth Identify the ecosystem vision articulating the two sided of ecosystem strategy: what is the insurance company centric ecosystem, and, on the other hand, what roles the insurer takes in ecosystems of others. Define the experience for agents, brokers, banks, healthcare, repair shops, and any other relevant partners in the ecosystem. Focus the strategy on growth drivers, especially around marketing presence, distribution channels, customer experience, and product mix. When creating an insurance- centric ecosystem, define the business model for partnering. Define the technology platform required to realize the ecosystem ambition.<|endoftext|>5 Define the to-be technologies needed Technology and data changes are the concrete steps in the customer-experience driven transformation. The technology and data architecture need to be designed to fulfil the customer experience requirements. Especially the personalization, product innovation, and omnichannel requirements will likely require legacy technology uplifts. Data will be the key enabler for the personalized experiences; data supply chains from sources to databases to analysis and usage will be crucial for realizing the growth. Define the data requirements; design the data engineering and data science practices and systems required.<|endoftext|>4 Implement product

Continue # Infosys POV innovation at scale New, customer-friendly insurance products are easy to design on paper, but legacy systems and processes might hinder their realization. Set up an innovation pipeline with industrialized approach for each of the stages from idea incubation to prototyping, market testing, market launch and scaling. Product portfolio requirements will increase substantially from modularization, disaggregation, parametrization, and personalization. Define requirements for technology and data to realize the new products.<|endoftext|>6 Design the to-be processes and operating model Powered with the new technology, design the to-be processes to realize the target customer experience. Focus providing near-immediate turn-around time for all customer-facing activities through process elimination, simplification, automation, and parallelization. Support the own and 3rd party manual processes, e.g., with AI image analysis, next- best action, recommendation engines, and price calculators. Define the new capabilities and roles needed, set training paths, and recalibrate staffing needed to operate the new processes.<|endoftext|>Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 24 --- Page: 25 / 28 --- 1.<|endoftext|>https://www.imf.org/en/Publications/WEO/weo-database/2022/October 2. https://www.imf.org/en/Blogs/Articles/2022/10/13/asia-sails-into-headwinds-from-rate-hikes- war-and-china-slowdown 3.<|endoftext|>https://stats.oecd.org/Index.aspx?QueryId=25444 4. https://www.insurance.gov.ph/ 5. https://www.bakermckenzie.com/-/media/files/locations/thailand/insurance-outlook-14th- edition.pdf 6. https://www.lexology.com/library/detail.aspx?g=7ce23ebe-600e-482d-aeb8-fe8e386c498c 7.<|endoftext|>https://mof.gov.vn/webcenter/portal/btcvn 8. https://www.febis.org/2022/04/01/vietnam-s-insurance-market-to-see-double-digit-growth-in- 2022/ 9. https://equityhealthj.biomedcentral.com/articles/10.1186/s12939-021-01578-0 10. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6008596/ 11. https://www.globaldata.com/media/insurance/general-insurance-industry-vietnam-reach-3- 5bn-2026-forecasts-globaldata/ 12. https://pubmed.ncbi.nlm.nih.gov/33853361/ 13. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9532955/#:~:text=Results%3A%20The%20pre valence%20of%20health,the%20Indonesian%20population%20is%2062.3%25. 14. https://services.google.com/fh/files/misc/e_conomy_sea_2022_report.pdf 15. https://www.swissre.com/reinsurance/life-and-health/l-h-risk-trends/consumers-embrace- digitalisation-points-better-protected-future.html 16. https://www.mckinsey.com/industries/financial-services/our-insights/emerging-markets-leap- forward-in-digital-banking-innovation-and-adoption 17. https://www.ey.com/en_ph/insurance/why-insurers-must-adapt-to-meet-the-changing- philippine-landscap 18. https://www.swissre.com/dam/jcr:f5cfd028-b7c9-4958-a5c3-06f7d2e720fc/ep_en_digital- adoption-in-personal-pc-insurance-in-southern-asia-webb.pdf 19. https://www2.deloitte.com/content/dam/Deloitte/sg/Documents/consumer-business/sea-cb- gacs-study-perspective.pdf 20. https://www.bain.com/insights/how-insurance-customers-are-responding-to-COVID/ 21. https://insuranceblog.accenture.com/reimagining-end-to-end-customer-experience-drive- growth REFERENCES Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 25 --- Page: 26 / 28 --- REFERENCES 22. https://www.aia.com/content/dam/group/en/docs/annual-report/Annual Report 2021_E.pdf.coredownload.inline.pdf 23. https://www.aia.com.hk/en/about-aia/about-us/media-centre/press-releases/2022/aia-press- release-20221014 24. https://www.the-digital-insurer.com/award-application/aia-thailand-alive-powered-by-aia/ 25. https://www.bangkokpost.com/business/2286146/aia-aiming-to-help-1bn-people-across-asia- to-live-healthier-longer-better-lives-by-2030 26. https://www.fwd.com.ph/-/media/pdf/documents/fwd-ph-annual-report-2021- 2.pdf?rev=20b476bd356540fe93fb6a0b02ccb947 27. https://www.allianz.com.my/content/dam/onemarketing/azmb/wwwallianzcommy/pdf/financia l-reports/annual-reports/AllianzAnnualReport2021.pdffwd-ph-annual-report-2021-2.pdf 28. https://www.allianz.com.my/content/dam/onemarketing/azmb/wwwallianzcommy/personal/ca mpaigns/allianz-ceo-programme/AllianzCEOProgrammeBrochure_EN.pdf Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 26 --- Page: 27 / 28 --- JITIN SHARMA Associate Partner Singapore +65 8849 7197 Jitin.Sharma@infosysconsulting.com SAGAR ROONGTA Consultant Singapore +65 8264 6036 Sagar.Roongta@infosysconsulting.com MEET THE EXPERTS AARO KAUPPINEN Principal Singapore +65 8870 2590 Aaro.Kauppinen@infosysconsulting.com Thriving in the Post-Covid Insurance Growth © 2023 Infosys Consulting 27 --- Page: 28 / 28 --- consulting@Infosys.com InfosysConsultingInsights.com LinkedIn: /company/infosysconsulting Twitter: @infosysconsltng About Infosys Consulting Infosys Consulting is a global management consulting firm helping some of the world’s most recognizable brands transform and innovate. Our consultants are industry experts that lead complex change agendas driven by disruptive technology. With offices in 20 countries and backed by the power of the global Infosys brand, our teams help the C-suite navigate today’s digital landscape to win market share and create shareholder value for lasting competitive advantage. To see our ideas in action, or to join a new type of consulting firm, visit us at www.InfosysConsultingInsights.com. For more information, contact consulting@infosys.com © 2023 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the proprietary rights of other companies to the trademarks, product names, and other such intellectual property rights mentioned in this document. 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