{"text":"# Infosys Whitepaper \nTitle: Achieve complete automation with artificial intelligence and machine learning \nAuthor: Infosys Limited \nFormat: PDF 1.6 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n WHITE PAPER ACHIEVE COMPLETE AUTOMATION  WITH ARTIFICIAL INTELLIGENCE AND  MACHINE LEARNING {{    img-description: engineer scribbling code on computer, in the style of acidic and luminous colors, bokeh panorama, #vfxfriday, group material, farm security administration aesthetics, dark colors, bugcore (floating left in verticle rectanlge) }} Abstract As agile models become more prominent in software development,  testing teams must shift from slow manual testing to automated  validation models that accelerate the time to market. Currently,  automation test suites are valid only for some releases, placing  greater pressure on testing teams to revamp test suites, so they  can keep pace with frequent change requests. To address these  challenges, artificial intelligence and machine learning (AI\/ML) are  emerging as viable alternatives to traditional automation test suites.  This paper examines the existing challenges of traditional testing  automation. It also discusses five use-cases and solutions to explain  how AI\/ML can resolve these challenges while providing complete  and intelligent automation with little or no human intervention,  enabling testing teams to become truly agile.<|endoftext|> \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n Industry reports reveal that many  enterprise initiatives aiming to completely  automate quality assurance (QA) fail due to  various reasons resulting in low motivation  to adopt automation. It is, in fact, the  challenges involved in automating QA  that have prevented its evolution into a  complete automation model.  Despite the challenges, automation  continues to be a popular initiative in  today\u2019s digital world. Testing communities  agree that a majority of validation  processes are repetitive. While traditional  automation typically checks whether  things work as they are supposed to, the  advent of new technologies like artificial  intelligence and machine learning (AI\/ML)  can support the evolution of QA into a  completely automated model that requires  minimal or no human intervention.<|endoftext|>Pain points of Complete Automation Introduction Let us look at the most pertinent problems  that lead to low automation statistics: \u2022  Frequent requirement changes \u2013  While most applications are fluid and  revised constantly, the corresponding  automation test suite is not. Keeping up  with changing requirements manually  impedes complete automation.  Moreover, maintaining automated  test suites becomes increasingly  complicated over time, particularly  if there are frequent changes in the  application under test (AUT)  \u2022  Mere scripting is not automation \u2013  Testing teams must evolve beyond  traditional test automation that involves  frequent manual script-writing.<|endoftext|>\u2022  Inability to utilize reusable assets  \u2013 It is possible to identify reusable  components only after a few iterations  of test release cycles. However,  modularizing these in a manner that can  be reused everywhere is a grueling task.<|endoftext|>\u2022  Talent scarcity \u2013 Finding software  development engineers in test (SDETs)  with the right mix of technical skills and  QA mindset is a significant challenge QA teams today are looking for alternatives  to the current slow and manual process  of creating test scripts using existing  methodologies. It is evident that intelligent  automation (automation leveraging AI\/ML)  is the need of the hour.<|endoftext|>{{   img-description: an audio engineer working in his studio, in the style of thomas cole, uhd image, aaron douglas, jcore, lightbox, justin bua, free-associative  }} External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n A.  Automation test suite creation How can enterprises achieve complete automation in testing? Use cases and solutions for intelligent test automation The key to achieving complete automation  lies in using AI\/ML as an automation  lever instead of relegating it to scripting.  Optimizing manual test cases using AI\/ML  is a good start. Helping the application self- learn and identify test suites with reusable  Use case 1: Optimizing a manual test  suite Testing teams typically have a large set of  manual test cases for regression testing,  which are written by many people over a  period of time. Consequently, this leads  to overlapping cases. This increases the  burden on automation experts when  creating the automation test suite.  Moreover, as the test case suite grows  larger, it becomes difficult to find unique  test cases, leading to increased execution  effort and cost.<|endoftext|>Solution 1: Use a clustering approach to  reduce effort and duplication A clustering approach can be used to  group similar manual test cases. This helps  teams easily recognize identical test cases,  thereby reducing the size of the regression  suite without the risk of missed coverage.  During automation, only the most  optimized test cases are considered, with  significant effort reduction and eliminating  duplicates.<|endoftext|>Use case 2: Converting manual test cases  into automated test scripts  Test cases are recorded or written manually  in different formats based on the software  test lifecycle (STLC) model, which can be  either agile or waterfall. Sometimes, testers  can record audio test cases instead of  typing those out. They also use browser- based recorders to capture screen actions  while testing.<|endoftext|>Solution 2: Use natural language  processing (NLP) In the above use case, the execution  steps and scenarios are clearly defined,  assets can be more advanced utilities for  automated test suite creation.<|endoftext|>Leveraging AI in test suite automation falls  into two main categories \u2013 \u2018automation  test suite creation using various inputs\u2019  after which the tester interprets the test  cases, designs an automation framework  and writes automation scripts. This entire  process consumes an enormous amount  of time and effort. With natural language  processing (NLP) and pattern identification,  manual test cases can be transformed into  ready-to-execute automation scripts and,  furthermore, reusable business process  components can be easily identified. This  occurs in three simple steps:  \u2022  Read \u2013 Using NLP to convert text into  the automation suite.  \u2022  Review \u2013 Reviewing the automation  suite generated.<|endoftext|>\u2022  Reuse \u2013 Using partially supervised  ML techniques and pattern discovery  algorithms to identify and modularize  reusable components that can be  plugged in anywhere, anytime and for  any relevant scenario.<|endoftext|>and \u2018automation test suite repository  maintenance\u2019. The following section  discusses various use cases for intelligent  automation solutions under these two  categories which address the challenges of  end-to-end automation.<|endoftext|>All these steps can be implemented in a  tool-agnostic manner until the penultimate  stage. Testers can review the steps and add  data and verification points that are learnt  by the system. Eventually, these steps and  verification points are used to generate  automation scripts for the tool chosen  by the test engineer (Selenium, UFT or  Protractor) only at the final step.  In this use case, AI\/ML along with a tool- agnostic framework helps automatically  identify tool-agnostic automation steps  and reusable business process components  (BPCs). The automation test suite thus  created is well-structured with easy  maintainability, reusability and traceability  for all components. The solution slashes  the planning and scripting effort when  compared to traditional mechanisms.<|endoftext|>External Document \u00a9 2020 Infosys Limited {{   img-description: two people in a room and one of them has a virtual reality headset on, in the style of dark emerald and red, academic precision, textural surface treatments, barbizon school, functional design, ue5, candid  }} \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n Use case 3: Achieving intelligent DevOps Software projects following the DevOps  model usually have a continuous  integration (CI) pipeline. This is often  enabled with auto-deploy options, test  data and API logs with their respective  requests-response data or application  logs from the DevOps environment. While  unit tests are available by default, building  integration test cases requires additional  effort.  Solution 3: Use AI\/ML in DevOps  automation By leveraging AI\/ML, DevOps systems gain  analytics capabilities (becoming \u2018intelligent  DevOps\u2019) in addition to transforming  manual cases to automated scripts.<|endoftext|>Fig 1: Achieving complete automation on a DevOps model with AI\/ML  Test Automation in DevOps \u2013 Quality at every step As shown in Fig 1, the key steps for  automating a DevOps model are:  \u2022  Create virtual service tests based on  request-response data logs that can  auto update\/self-heal based on changes  in the AUT.<|endoftext|>\u2022  Continuously use diagnostic analytics  to mine massive data generated  to proactively identify failures in  infrastructure\/code and suggest  recovery techniques.<|endoftext|>\u2022  Leverage the ability to analyze report  files and identify failure causes\/ sequences or reusable business  process components through pattern  recognition.<|endoftext|>\u2022  Enable automated script generation in  the tool-of-"}
{"text":"Continue # Infosys Whitepaper \nchoice using a tool-agnostic  library.<|endoftext|>\u2022  Analyze past data and patterns to  dynamically decide what tests must be  run for different teams and products for  subsequent application builds.<|endoftext|>\u2022  Correlate production log data with past  code change data to determine the risk  levels of failure in different application  modules, thereby optimizing the  DevOps process.<|endoftext|>External Document \u00a9 2020 Infosys Limited {{   img-description: man working with two computers to code a software, in the style of dark brown and light azure, soft edges and blurred details, handheld, poured, studyplace, furaffinity, coded patterns  }} \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n Fig 2: How reinforcement algorithms in testing identify critical flows in an application B.  Automation test suite maintenance Use case 4: Identifying the most critical  paths in an AUT When faced with short regression cycles  or ad hoc testing requests, QA teams are  expected to cover only the most important  scenarios. They rely on system knowledge  or instinct to identify critical scenarios,  which is neither logical nor prudent  from a test coverage perspective. Thus,  the inability to logically and accurately  identify important test scenarios from the  automation test suite is a major challenge,  especially when short timelines are  involved.<|endoftext|>Solution 4: Use deep learning to  determine critical application flows If the AUT is ready for validation (even  when no test cases are available in any  form), a tester can use a reinforcement  learning-based system to identify the  critical paths in an AUT.  External Document \u00a9 2020 Infosys Limited {{   img-description: person and woman pointing on computers while using software programs, in the style of code-based creations, object portraiture specialist, light amber and navy, iso 200, flowing brushwork, embroidery, polished craftsmanship (bottom full width) }} \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n {{   img-description: person and woman pointing on computers while using software programs, in the style of code-based creations, object portraiture specialist, light amber and navy, iso 200, flowing brushwork, embroidery, polished craftsmanship  }} Use case 5: Reworking the test  regression suite due to frequent  changes in AUT  If a testing team conducts only selective  updates and does not update the  automation test suite completely, then  the whole regression suite becomes  unwieldly. An AI-based solution to  maintain the automation and regression  test suite is useful in the face of ambiguous  requirements, frequent changes in AUTs  The five use cases and solutions discussed above can be readily implemented to immediately enhance an enterprise\u2019s test suite automation  process, no matter their stage of test maturity.<|endoftext|>and short testing cycles, all of which leave  little scope for timely test suite updates.<|endoftext|>Solution 5: Deploy a self-healing  solution for easier test suite  maintenance Maintaining the automation test suite  to keep up with changing requirements,  releases and application modifications  requires substantial effort and time. A  self-healing\/self-adjusting automation test  suite maintenance solution follows a series  of steps to address this challenge. These  steps are identifying changes between  releases in an AUT, assessing impact,  automatically updating test scripts, and  publishing regular reports. As shown in  Fig 3, such a solution can identify changes  in an AUT for the current release, pinpoint  the impacted test scripts and recommend  changes to be implemented in the  automation test suite.<|endoftext|>AUTtest suite External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n Conclusion Complete automation, i.e., an end-to-end  test automation solution that requires  minimal or no human intervention, is the  goal of QA organizations. To do this, QA  teams should stop viewing automation  test suites as static entities and start  considering these as dynamic ones with  a constant influx of changes and design  solutions. New technologies like AI\/ML  can help QA organizations adopt end- to-end automation models. For instance,  AI can drive core testing whether this  involves maintaining test scripts, creating  automation test suites, optimizing  test cases, or converting test cases to  automated ones. AI can also help identify  components for reusability and self-healing  when required, thereby slashing cost, time  and effort. As agile and DevOps become  a mandate for software development, QA  teams must move beyond manual testing  and traditional automation strategies  towards AI\/ML-based testing in order to  proactively improve software quality and  support self-healing test automation.<|endoftext|>External Document \u00a9 2020 Infosys Limited {{   img-description: group of men and women in an office, raising their hands, in the style of spatial play, mix of masculine and feminine elements, smilecore, object-oriented, strong emotional impact, working-class empathy, curved mirrors  }} \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n About the \nAuthors \u00a9 2020 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected Suman Boddu, Senior Technical Manager, Infosys  Akanksha Rajendra Singh, Consultant, Infosys    \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Enabling QA through Anaplan Model testing \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n WHITE PAPER  {{   img-description: a blue colored image of a large data room, in the style of systems art, richly layered, colorized, contrasting (floating left\t) }} ENABLING QA THROUGH ANAPLAN  MODEL TESTING Abstract Anaplan is a cloud-based platform that can create various business  models to meet different organizational planning needs. However,  the test strategy for Anaplan varies depending on the application  platform, cross-track dependencies and the type of testing.  This white paper examines the key best-practices that will help  organizations benefit from seamless planning through successful  Anaplan testing.<|endoftext|>- Mangala Jagadish Rao - Harshada Nayan Tendulkar \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n  {{   img-description: business man and technology icons scribbled on paper, in the style of light indigo and indigo, printed matter, interactive experiences, polished concrete, high-angle, caffenol developing, website (fade in right background) }} External Document \u00a9 2018 Infosys Limited What is Anaplan?  Anaplan is a cloud-based operational  planning and business performance  platform that allows organizations to  analyze, model, plan, forecast, and report on  business performance. Once an enterprise  customer uploads data into Anaplan cloud,  business users can instantly organize and  analyze disparate sets of enterprise data  across different business areas such as  finance, human resources, sales, forecasting,  etc. The Anaplan platform provides users  with a familiar Excel-style functionality  that they can use to make data-driven  decisions, which otherwise would require a  data expert. Anaplan also includes modules  for workforce planning, quota planning,  commission calculation, project planning,  demand planning, budgeting, forecasting,  financial consolidation, and profitability  modelling.<|endoftext|>\n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited External Document \u00a9 2018 Infosys Limited 7 best-practices for efficient  Anaplan testing  1. Understand the domain As Anaplan is a platform used for  enterprise-level sales planning across  various business functions, its actual users  will be organizational-level planners who  have an in-depth understanding of their  domains. Thus, to certify the quality of the  Anaplan model, QA personnel must adopt  the perspective of end-users who may  Fig 2: Representation of Anaplan data integration  be heads of sales compensation or sales  operations departments, sales managers,  sales agents, etc.<|endoftext|>2. Track Anaplan data entry points  One of the features that makes Anaplan  a popular choice is its provision of a wide  range of in-built and third-party data  integration points, which can be used to  easily load disparate data sources into a  single model. For most business users,  data resides across many granular levels  and it cannot be handled reliably with  traditional Excel spreadsheets. Anaplan  offers a scalable option that replaces Excel  spreadsheets with a cloud-based platform  to extract, load and transform data at any  granular level from different complex  systems while ensuring data integrity.<|endoftext|>It is essential for QA teams to understand  the various up-stream systems from where  data gets extracted, transformed and  loaded into the Anaplan models. Such data  also needs to be checked for integrity.<|endoftext|>                                                                {{   img-description: a person in a dark white shirt uses their phone to see an article about a data center on a laptop, in the style of light sky-blue and gray, historical illustrations, datamosh, light green and gray, streamlined forms, uhd image, functionality emphasis  }}            \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited 3. Ensure quality test data  management  The quality of test data is a deciding factor  for testing coverage and completeness.  Hence, the right combination of test data  for QA will optimize testing effort and  cost. Since Anaplan models cater to the  financial, sales, marketing, and forecasting  domains of an organization, it is essential  to verify the accuracy of the underlying  data. Failure to ensure this could result  in steep losses amounting to millions of  dollars for the organization. Thus, it is  recommended that the QA teams dedicate  a complete sprint\/cycle to test the accuracy  of data being ingested by the models.<|endoftext|>The optimal test data management strategy  for testing data in an Anaplan model involves  two steps. These are:  \u2022 Reconciling data between the database  and data hub \u2013 Data from the source  database or data files that is received  from the business teams of upstream  production systems should be reconciled  with the data hub. This will ensure that  the data from the source is loaded  correctly into the hub. In cases of  hierarchical data, it is important to verify  that data is accurately rolled up and that  periodic refresh jobs are validated to  ensure that only the latest data is sent to  the hub according to the schedule.  \u2022 Loading correct data from the hub into  the model \u2013 Once the correct data is  loaded into the hub, testing moves on  to validate whether the correct data  is loaded from the hub to the actual  Anaplan model. This will ensure that  the right modules are referenced  from the hub in order to select the  right data set. It also helps validate  the formulas used on the hub data to  generate derived data. For every model  that is being tested, it is important  to first identify the core hierarchy list  that forms the crux of the model and  ensure that the data is validated across  every level of the hierarchy, in addition  to validating the roll-up of numbers  through the hierarchy or cascade  of numbers down the hierarchy as  needed.<|endoftext|>{{   img-description: people standing near computers with clouds outlined, in the style of commercial imagery, emphasis on the process, light teal and black, high-key lighting, uhd image, light orange and white (bottom)  }} External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited 4. Validate the cornerstones  It is a good practice to optimize test  quality to cover cornerstone business  scenarios that may be missed earlier. Some  recommendations for testing Anaplan  models are listed below:  \u2022 Monitor the periodic data refresh  schedules for different list hierarchies  used in the model and validate that the  data is refreshed on time with the latest  production hierarchy  \u2022 As every model may have different user  roles with selective access to dashboards,  ensure that functional test cases with  the correctly configured user roles are  included. This upholds the security of  the model since some dashboards or  hierarchical data should be made visible  only to certain pre-defined user roles or  access levels \u2022 The Anaplan model involves many data  fields, some of which are derived from  others based on one or more business  conditions. Thus, it is advisable to include  test scenarios around conditions such as  testing warning messages that should  be displayed, or testing whether cells  that need to be conditionally formatted  based on user inputs that either pass or  fail the business conditions 5. Use automation tools   for faster validation  IT methodologies are evolving from  waterfall to agile to DevOps models,  leading to higher releases per year,  shorter implementation cycle times and  faster time-to-market. Thus, the test  strategy of QA teams too should evolve  from the waterfall model. Incorporating  automation in the test strategy helps keep  pace with shorter cycle times without  compromising on the test quality. Anaplan  implementation programs leverage  agile and possess a wide range of testing  requirements for data, integration and  end-to-end testing, thereby ensuring that  testing is completed on time.  However, there are times when it becomes  challenging to deliver maximum test  coverage within each sprint because  testing Anaplan involves testing each  scenario with multiple datasets. Thus, it is  useful to explore options for automating  Anaplan model testing to minimize delays  caused during sprint testing and ensure  timely test delivery. Some of these options  include using simple Excel-based formula  worksheets and Excel macros along with  open source automation tools such as  Selenium integrated with Jenkins. This  will help generate automated scripts that  can be run periodically to validate certain  functionalities in the Anaplan model for  multiple datasets. These options are further  explained below: Reusable Excel worksheets \u2013 This involves a  one-time activity to recreate the dashboard  forms into simple tables in Excel worksheets.  The data fields in Anaplan can be classified into  3 types: \u2022 Fields that require user input  \u2022 Fields where data is populated from  various data sources within Anaplan or  other systems  \u2022 Fields where data gets derived based on  defined calculation logic. Here, the formula  used"}
{"text":"Continue # Infosys Whitepaper \n to derive the data value is embedded  into the Excel cell such that the derived  value gets automatically calculated after  entering data in the first two kinds of fields Using such worksheets accelerates test  validation and promotes reusability of the  same Excel sheet to validate calculation  accuracy for multiple data sets, which is  important to maintain the test quality  : \u2022 Excel macros \u2013 To test the relevant formula  or calculation logic, replicate the Anaplan  dashboard using excel macros. This macro  can be reused for multiple data sets,  thereby accelerating and enhancing test  coverage  \u2022 Open source tools \u2013 Open source tools  like Selenium can be used to create  automation scripts either for a specific  functionality within the model or for  a specific dashboard. However, using  Selenium for Anaplan automation comes  with certain challenges such as:  \u203a Automating the end-to-end scenario may  not be feasible since Anaplan requires  switching between multiple user roles to  complete the end-to-end flow  \u203a The Anaplan application undergoes  frequent changes from the Anaplan  platform while changes in the model  build require constant changes in the  scripts \u203a Some data validation in Anaplan may  require referencing other data sets  and applying calculation logic, which  may make the automation code very  complex, causing delays in running  the script 6. Ensure thorough   data validation  Anaplan can provision a secure platform  to perform strategic planning across  various domains. It provides flexibility  and consistency when handling complex  information from distinct data sources  from various departments within the  same organization. Identifying the correct  underlying data is crucial for successful  quality assurance of business processes  using the Anaplan model. There are two  key approaches when testing data in  Anaplan. These include: \u2022 User access level \u2013 Business process  requirements in some Anaplan models  allow only end-users with certain  access levels to view data and use it for  planning. For instance, a multi-region  sales planning model will include sales  planners from different sales regions  as end users. However, users should be  allowed to only view the sales, revenue  and other KPIs pertaining to their region  as it would be a security breach to  disclose the KPIs of other sales regions \u2022 Accuracy of data integrated from various  systems \u2013 When the data being tested  pertains to dollar amounts, for example,  sales revenue, it is critical to have a  thorough reconciliation of data against  the source because a variation of a few  dollars could lead to larger inaccuracies  or discrepancies when the same data  is rolled up the hierarchy or used to  calculate another data field Since most Anaplan models contain  business-critical numbers for financial  reporting, it is important to run thorough  tests to ensure accuracy.<|endoftext|>\n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited  {{   img-description: someone holds a tablet with cloud icons on it, in the style of streamlined forms, light sky-blue and black, daniel garber, emphasis on detail, use of common materials, light green and azure, traditional (top 50% height) }} 7. Integration testing  Integration testing should be an integral  part of the testing strategy for any Anaplan  application. Typically, there are multiple  integration points that may have to be  tested in an Anaplan implementation  program owing to: \u2022 Different data integration points \u2013  Disparate data sets are imported  into the data hub and then into the  Anaplan models using different kinds  of integration options such as flat files,  Anaplan connect, Informatica, in-built  data import, etc.<|endoftext|>\u2022 Different Anaplan models \u2013 There may  be more than one Anaplan model being  implemented for a medium to large- scale organization for different kinds of  planning. These need to be integrated  with each other for smooth data flow.  For instance, the output of a model  built exclusively for sales forecasting  may be an important parameter for  another model that deals with sales  planning across an organization\u2019s  regional sales territories. Thus, besides  testing the integration points between  these models, it is advisable to have  dedicated end-to-end cycle\/sprint  testing with scenarios across all these  models and the integrated systems \u2022 Different data sets \u2013 The periodic  refresh of data sets used across Anaplan  models happens through Informatica,  manual refresh, tidal jobs, etc. QA  teams should understand how each  data set is refreshed, identify the  relevant job names and test these to  ensure that the latest active hierarchy  is periodically refreshed and loaded  into the model. This will eliminate  inaccuracies arising from data  redundancies owing to inactivation or  changes in the data structure in the  upstream systems Anaplan implementation programs  can be either standalone or inter- linked models. Irrespective of the type  of implementation, an approach that  follows the 7 best practices outlined in  this paper will help QA teams optimize  their strategy for Anaplan test projects.<|endoftext|>\n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Conclusion  Anaplan\u2019s cloud-based, enterprise-wide  and connected platform can help global  organizations improve their planning  processes across various business sectors.  The Anaplan model is a simple, integrated  solution that enables informed decision- making along with accelerated and  effective planning. The strategic approach  is one that leverages domain knowledge,  test data management, automation, data  validation, and integration testing, to  name a few. The Infosys 7-step approach  to effective Anaplan testing is based on  our extensive experience in implementing  Anaplan programs. It helps testing teams  benefit from the best strategy for QA  across various business functions, thereby  ensuring smooth business operations.<|endoftext|>External Document \u00a9 2018 Infosys Limited {{   img-description: two businessmen in business suits looking at a tablet device, in the style of light gray and teal, cultural documentation, orange and indigo, iso 200, george biddle, soft-focus, dotted (backgound) }} \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected References   https:\/\/www.anaplan.com    \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Self-service Testing - The antidote for stressed testing teams \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n VIEW POINT SELF-SERVICE TESTING: THE  ANTIDOTE FOR STRESSED TESTING  TEAMS Abstract Testing is a key element in the software development lifecycle that  ensures the delivery of quality products. As it has matured over the  years in terms of processes and tools, a recent trend from clients is  the need for \u2018self-service testing.\u2019 This point of view provides insights into client expectations and the  manner in which testing is being transformed from \u2018process and  tools\u2019 to \u2018self-service\u2019 mode.<|endoftext|>Today, organizations and testing partners prefer one-time  investments to build self-service platforms, and expect them to  be operational throughout the IT journey at the lowest possible  maintenance cost.<|endoftext|>{{ img-description : people looking at graphs on their laptops, in the style of soft edges and blurred details, silver and blue, use of paper, iso 200, mottled, hyacinthe rigaud, dotted  }}  \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n {{ img-description : three people who are focusing on a laptop, while two women look on, in the style of smilecore, expert draftsmanship, sky-blue and beige, hispanicore, progressive academia, contact printing, international style  }} Introduction New testing processes and tools are developed continuously to improve the quality of software. Today, the IT industry is  gaining momentum in agile deliveries and development and operations (DevOps), which is creating new possibilities by  integrating development, test, and operations teams. To keep pace with these changes, testing processes and tools need  transformation such that testing platforms can be accessible to all stakeholders and made simple.    External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n Factors driving self-service testing The diagram below highlights the challenges, opportunities, industry trends, and testing tools that are key to self-service testing.Challenges Organizations view testing as an integrated  activity of product development and they  tend to shorten the entire development  and deployment duration. This puts  pressure on testing teams to work in  parallel with design, development, and  deployment. At the same time, constant  \u2019requirement changes\u2019 bring significant  amount of risk and rework before products  go live.<|endoftext|>Opportunities Agile methodologies and DevOps drive  synergies across business, development,  test, and deployment teams. They provide  good opportunities to enhance testing  processes ensuring that there is no  information gap and reduced lead times.  Open source tools and technologies  are other opportunities providing more  options to build automation frameworks.<|endoftext|>Industry trends  Agile software development Agile software development refers to a  group of software development method- ologies based on iterative development,  where requirements and solutions evolve  through collaboration between self-organ- izing, cross-functional teams. Scrum is the  most popular agile methodology.<|endoftext|>DevOps DevOps involves coordinating software  development, technology operations,  and quality assurance to make these  three, sometimes disparate entities, work  together seamlessly. It can streamline  business processes and add value by  eliminating redundancies.<|endoftext|>Testing tools JavaScript, selenium combined with  vendor tools are part of the \u201c12 Test  Automation Trends for 2016\u201d published  in https:\/\/www.joecolantonio.com\/ that  are driving the test automation and will  continue to do so.<|endoftext|>External Document \u00a9 2018 Infosys Limited {{ img-description : a person typing on a laptop with graphs, in the style of free-associative, tenwave, precisionist style, 500\u20131000 ce, silver, associated press photo, simple and elegant style (bottom right) }} \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n Self-service testing platform Testing challenges, opportunities, and industry trends explained above are encouraging test practitioners to find innovation in automation.  As a result, the industry is headed towards building a platform comprising of testing tools, custom frameworks, scripts to connect various  applications, and environments.<|endoftext|>The below diagram illustrates the concept of self-service testing.<|endoftext|>Common platform for unit, system integration, and acceptance testing The platform will provide an interface for developers, business, and test teams to provide input data. The input data can be steps or controls  that navigate through the user interface (UI) to complete transactions, simple actions, and data for a Web service call, or a mapping sheet to  verify the transformation.  The core part of the platform comprises of an engine with various automation tools, custom scripts based on the projects needs Selenium \/  Java frame work to expose them through UI (or) as API services. This can be further integrated with mechanisms like Jenkins and Maven to  automate code deployment and invoke automated test scripts.<|endoftext|>It comes with an additional environment configuration panel to perform testing in DevOps, quality assurance (QA) and AT environments. A  user-friendly dashboard is provided to verify the status and results of the requests raised.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n Benefits Self-service testing brings the following benefits in software delivery: Ready to use platform: Minimal technical knowledge is required. Business knowledge  is sufficient. Simple input to perform the business transactions, data transformation,  and validation.<|endoftext|>Single framework to cater to all testing needs: Self-service testing platform can be  used, reused by business, development team, and for post Go-Live testing as well.  Different environments can be configured and selected during the execution.<|endoftext|>Workflow automation: Workflow automation to execute batch jobs, perform the  outcome validation, and create reports.  Continuous integration: Continuous integration and development to invoke the  validation process as soon as the code is checked-in in an environment.<|endoftext|>External Document \u00a9 2018 Infosys Limited {{ img-description : couple in business suits talking with each other, in the style of light magenta and light amber, innovating techniques, smilecore, blurry details, august friedrich schenck, nul group, optical (pin background).<|endoftext|>}} \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n Custom SOA Testing Framework \u2013 User-friendly excel to write down the  actions as test steps to form the central  test case repository along with a data  dictionary sheet to key-in the input data.  Check box option to execute the selected  test cases only.<|endoftext|>Success Stories A self-service testing tool  implemented for major retailers:  A Selenium framework was used to  integrate reports, download data,  extract data from the database, and  perform validation. The navigation  steps in the predefined reports were  saved as reused test scripts.<|endoftext|>External Document \u00a9 2018 Infosys Limited {{ img-description : a money sitting in a shopping cart next to a keyboard, in the style of primitivist frenzy, website, barbizon school, combining natural and man-made elements, digital distortion, hustlewave, yankeecore (Pin Background) }} \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n Conclusion As various stakeholders are working  together to deliver business value within a  reasonable time, this single, common testing platform becomes essential to cater  to all phases of testing. This should prevent the duplication of the various types of  testing and its phases. A self-service testing platform will provide flexibility to adapt  to changes and enhancements and it will fulfill the testing needs across the software  lifecycles while maintaining the uniqueness of testing.<|endoftext|>{{ img-description : four business people posing together in a office, in the style of light yellow and light red, liquid emulsion printing, light gray and light beige, light teal and orange, back button focus, balanced asymmetry, dark white and light navy (pin background) }} About the \nAuthor References: Sri Rama Krishnamurthi Sri Rama Krishnamurthi is a Senior Project Manager with Infosys, having 16 years of software testing experience in various domains  like geographic information system (GIS), finance, retail, and product testing. He has been practicing business intelligence (BI)  testing for more than nine years now. Test data management (TDM) and master data management (MDM) testing are other areas of  his expertise.<|endoftext|>\u2022  https:\/\/saucelabs.com\/resources\/webinars\/test-automation-trends-for-2016-and-beyond \u2022  https:\/\/www.cprime.com\/resources\/what-is-agile-what-is-scrum\/   External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2018 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,"}
{"text":"Continue # Infosys Whitepaper \n product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Assuring the digital utilities transformation \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n PERSPECTIVE ASSURING THE DIGITAL UTILITIES  TRANSFORMATION Gaurav Kalia  Client Solution Manager \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n With a multitude of industries embracing  the digital revolution, the utilities industry  is also rapidly moving towards this  transformation. A few key predictions that  give an insight into which direction the  utilities industry is heading towards in the  coming years are listed below: \u2022 By 2018, 70 percent of the utilities  industry will launch major digital  transformation initiatives that will  address at least one of these three areas:  omni-experience, operating model,   or information  \u2022 Data and analytics will play a key role  to drive greater results with energy  efficiency programs  1. Latest trends in utilities  \u2022 By 2019, 75 percent of utilities will  deploy a comprehensive, risk-based  cyber security strategy, representing a  maturation from a compliance focus to  security focus \u2022 The utility IT services spending is  expected to grow at a compound annual  growth rate (CAGR) of 5.9 percent from  2014 to 2018 \u2022 US$65 million will be spent by utilities  on gamified applications by 2016 to  engage consumers \u2022 In addition, utilities will be spending  US$57.6 billion on smart grid as-a- service from 2014 to 2023 \u2022 About 624 million customers  worldwide will use social media to  engage with utilities by 2020  \u2022 75 percent of utilities will rely on  managed services and industry cloud  by 2019,  to predict asset failures or  recommend solutions; however, they   will retain control of asset optimization \u2022 50 percent of the utilities in 2019   will spend five percent or more of  their capital expenditure (CapEx) on  operational technologies and the  Internet of Things (IoT) to optimize  distributed energy resources, field  services, and asset operations External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n \u2022 To compete in redesigned markets   and support new business models,   45 percent of utilities will invest in a   new customer experience solution   and 20 percent in a new billing system   by 2017 \u2022 Forced by extreme weather events in  2017, 75 percent of utilities will make  new IT investments to predict outages,  reduce their duration by 5\u201310 percent,  and improve customer communications \u2022 Internet sales is rising by 20 percent.  Providing reliable service at peak loads is  inevitable for businesses \u2022 Over 15 percent of the Internet users  worldwide are physically challenged,  which brings in the need for more  interactive websites \u2022 According to the International Data  Corporation\u2019s (IDC) quarterly mobile  phone tracker report, vendors have  shipped 472 million smartphones in  2011 compared to about 305 million  units shipped in 2010. It touched 982  million by the end of 2015. On demand  access to the digital world means that  this segment of customers have very  different expectations \u2022 They learn through collaboration and  networks \u2013 the average Facebook user  spends 55 minutes on the site daily \u2022 They expect options and make decisions  based on peer recommendations \u2013 78  percent of consumers say they trust peer  recommendations compared to the   14 percent who trust advertisements \u2022 They constantly give their opinions and  view products, services, and brands  online. There are over 1,500 blog posts  every 60 seconds and 34 percent of the  bloggers post opinions about different  products and brands External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n Obviously, from the above trends, we can  understand why digital transformations  have become critical and why the IT  landscape must adapt accordingly: \u2022 To move with the technological  advancements \u2022 To sustain a competitive environment \u2022 For an enhanced customer service  experience \u2022 Better business progression  The key business drivers that are pushing  the utility market towards digital  transformation are: Competitive environment   We understand from the trends that  technology is advancing and there is  an implicit need to use new-age and  innovative knowledge. For example: \u2022  Electric utility companies are using  smart meters to enable two-way  communication to reduce human  intervention (removal of call centers)   \u2022  Water and wastewater utility  companies are looking towards  2.  What do the above trends suggest? deploying geospatial information  systems (GIS) to increase efficiency  during the sampling, routing, and  analyzing phases of their supply chain \u2022 Implementation of business   intelligence (BI) analytics reporting  solutions to enable an enterprise to  make positive decisions  \u2022 Some other key trends seen are the  adoption of smart grid technology,  intelligent devices in the grid \u2013   machine-to-machine (M2M), home area  network (HAN), smart home, EV, and   cyber security Customer experience   Digital transformation signifies an  enhanced customer experience. Evidently,  with technology rising constantly we see  faster and more reliable websites with  better user experiences. This is because of  the popularity of e-commerce applications  \/ packages across all the leading sectors.  Moreover, we have the popularity and  the potential of social media with which  consumers are changing the way they  buy utility products. This gives a direction  to utility companies to add new value  services and social networking tools to  their websites.  Regulatory obligations   As utility companies comply with various  regulatory obligations (environmental  and non-environmental), there are new  policies and standards that come up. Lack  of tangible systems are driving clients to  go for digital transformation.  Operational efficiency  Utility companies will be looking towards  better asset management and seamlessly  integrated systems so that real-time  information of assets is available at all  times. This is applicable for both energy  and water utility companies. Lastly, since  most of the utility companies are using  older systems built on outdated platforms  and technologies, the problems of lack of  support and high maintenance costs can  be addressed using newer technologies.  This clearly explains why digital  transformations have become the need   of the hour for the utility sector as well.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n 3. Key quality assurance (QA) focus areas in digital transformational programs After understanding future trends, the utility market must comprehend the urgency of digital transformation to keep up with the advancing  developments. Let us understand the aspects that require special attention during QA in digital transformation programs.<|endoftext|>Challenges QA focus areas Agility With the digital revolution and constantly growing technology, we see a myriad of changes  and the need to pilot newer and adaptable strategies. This is to cater to the needs of a   fast-growing and agile atmosphere. The necessity is to encompass the entire testing life   cycle \u2013 right from requirement analysis to reporting. A well-defined, agile QA strategy will   be required during such digital transformational programs to be able to cope with   changing requirements.<|endoftext|>Exploding data and   reporting In our grandparents\u2019s generation, inputs were manageable. However, in this century, there   are terabytes of customer data to manage. With the very real possibility of further increase  in this figure, it is an unsaid challenge to maintain and secure consumer databases. With a  change in the infrastructure, we have to deal with data migration and more importantly, an  impact-less data migration. Robust and proven data migration testing services will be   required during such migration activities.<|endoftext|>Performance and   security There is an increase in online transactions and as discussed above, the advent of big data   and the multitude of interconnected applications and devices, will pose a challenge for   application performance and data privacy. When a customer performs any kind of   transaction over a web-based e-commerce site, he\/she is thinking of convenience and   most importantly, security. Obviously, the performance and speed of a website matter   because nobody wants a slow site in these fast times. This brings in the need for special   focus on performance and security testing of these applications.<|endoftext|>Mobility With the anytime-anywhere nature of today\u2019s customer, it is significant that flexible aspects   of testing are devised on different device configurations. Heeding the need for mobility,   keep in mind that this is similar in terms of the challenges of performance and security   generally seen in web-based applications. Mobility testing tools and solutions will be of   great importance during such initiatives.<|endoftext|>Seamless customer   experience The ultimate goal of a seamless customer experience for any company is to make business  easy for its customers. It is about finding new ways to engage with the audience in the right  way. It is necessary to understand that today\u2019s customer is looking for real"}
{"text":"Continue # Infosys Whitepaper \n-time and expert  interaction, which is possible with interactive websites. Usability and functional validation   will be key focus areas while testing a website that has new features, such as live chat,   gamification, online surveys, etc.  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n Need for skilled   resources The increase in challenges demands skilled testing staff who are innovative and   experienced in their utilities domain with niche skills. The focus is on a continuous   learning attitude and out-of-the-box thinking ability. Experienced QA resources with   domain expertise will be required to support such large digital transformation programs.<|endoftext|>Limited budget  Capital is the prime requirement after understanding the necessity of modernization.   Clearly, we all want to gain more with less investment. Therefore the need of the hour   is to enable test automation and innovative ideas to ensure cost effectiveness. Innovative   test automation solutions will be the answer to this most important and silent question   of capital.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n 4. Conclusion Digital transformation is urgent and extremely significant for utility companies if they are to move with the fast-changing times and  always be a step ahead of the competition. Nevertheless, while doing so, quality assurance (QA) is a major aspect and it is important   to devise solutions to help the constantly changing environment. This can be achieved by modernizing the infrastructure and having   a continuous improvement attitude.<|endoftext|>\u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Best practices to ensure seamless cyber security testing \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 4  \n\n---\n\n VIEW POINT BEST PRACTICES TO ENSURE SEAMLESS  CYBER SECURITY TESTING  Abstract In a post COVID-19 world, the need to become digitally-enabled is more  pressing than ever before. Enterprises are accelerating digital strategies and  omni-channel transformation projects. But while they expand their digital  footprint to serve customers and gain competitive advantage, the number  and extent of exposure to external threats also increases exponentially.  This is due to the many moving parts in the technology stack such as cloud,  big data, legacy modernization, and microservices. This paper looks at the  security vulnerabilities in open systems interconnection (OSI) layers and  explains the best practices for embedding cyber security testing seamlessly  into organizations.<|endoftext|>\n\n---\n\n  Page: 2 \/ 4  \n\n---\n\n External Document \u00a9 2021 Infosys Limited Introduction Open systems interconnection (OSI) comprises many layers, each of which has its own services\/protocols. These can be used by hackers and  attackers to compromise the system through different types of attacks.<|endoftext|>Fig 1: Points of vulnerability across OSI layers For some OSI layers like Transport, Session,  Presentation, and Application, some  amount of exposure can be controlled  using robust application-level security  practices and cyber security testing. From  a quality engineering perspective, it is  important for testers to be involved in the  digital security landscape.  While there is no single approach to handle  cyber security testing, the following five  best practices can ensure application  security by embedding cyber security  testing seamlessly into organizations: 1. Defining and executing a digital tester\u2019s  role in the DevSecOps model  2. Understanding and implementing  data security testing practices in non- production environments 3. Security in motion \u2013 Focusing on  dynamic application security testing  4. Understanding the vulnerabilities in  infrastructure security testing 5. Understanding roles and responsibilities  for cloud security testing Best practice 1: Defining and  executing a digital tester\u2019s  role in the DevSecOps model DevSecOps means dealing with security  aspects as code (security as a code). It  enables two aspects, namely, \u2018secure code\u2019  delivered \u2018at speed\u2019. Here is how security-as- a-code works:  \u2022 Code is delivered in small chunks.  Possible changes are submitted in  advance to identify vulnerabilities \u2022 The application security team  triggers scheduled scans in the build  environment. Code checkout happens  from SVN or GIT (version control  systems) \u2022 Code is automatically pushed for  scanning after applying UI and server- based pre-scan filters. Code is scanned  for vulnerability \u2022 Results are pushed to the software  security center database for  verification \u2022 If there are no vulnerabilities, the  code is pushed to quality assurance  (QA) and production stages. If  vulnerabilities are found, these are  backlogged for resolution DevSecOps can be integrated to  perform security tests on networks,  digital applications and identity access  management portals. The tests focus on  how to break into the system and expose  vulnerable areas.<|endoftext|>Physical Layer Data link Layer Network Layer Transport Layer Session Layer Presentation Layer Application Layer Transmission media, bit stream (signal) and binary transmission Ethernet, 802.11 protocol, LANs, Fiber optic, Frame protocol Networks, IP address, ICMP protocol, IPsec protocol, OSPF protocol TCP, UDP, SSL, TLS - protocols Establishing session communications Data representation, Encryption and Decryption File transfer protocol, simple mail transfer protocol, Domain Name System SQL injec\ufffdon, Cross-site scrip\ufffdng so\ufffdware a\ufffdack (persistent and non-persistent), Cross-site request forgery, Cookie poisoning SSL a\ufffdacks, HTTP tunnel a\ufffdacks Session hijacking, sequence predic\ufffdon a\ufffdack, Authen\ufffdca\ufffdon a\ufffdack Port scanning, ping \ufb02ood and Distributed Denial-of- Service (DDoS) a\ufffdack External a\ufffdacks such as packet sni\ufb03ng, Internet Control Message Protocol (ICMP) \ufb02ood a\ufffdack, Denial of Service (DoS) a\ufffdack at Dynamic Host Con\ufb01gura\ufffdon Layer (DHCP), MAC address spoo\ufb01ng  etc.- These are primarily internal a\ufffdacks Data the\ufffd, Hardware the\ufffd, Physical destruc\ufffdon, Unauthorized access to hardware\/connec\ufffdons etc., OSI Layers Services\/Protocols Types of attacks \n\n---\n\n  Page: 3 \/ 4  \n\n---\n\n External Document \u00a9 2021 Infosys Limited Best practice 2:  Understanding and  implementing data security  testing practices in non- production environments With the advent of DevOps and digital  transformation, there is a tremendous  pressure to provision data quickly to  meet development and QA needs. While  provisioning data across the developing  pipelines is one challenge, another is to  ensure security and privacy of data in the  non-production environment. There are  several techniques to do this as discussed  below: \u2022 Dynamic data masking, i.e., masking  data on the fly and tying database  security directly to the data using tools  that have database permissions \u2022 Deterministic masking, i.e., using  algorithm-based data masking of  sensitive fields to ensure referential  integrity across systems and databases \u2022 Synthetically generating test data  without relying on the production  footprint by ensuring referential  integrity across systems and creating a  self-service database \u2022 Automatic clean-up of the sample data,  sample accounts and sample customers  created Best practice 3: Security in  motion \u2013 Focus on dynamic  application security testing This test is performed while the application  is in use. Its objective is to mimic hackers  and break into the system. The focus is to: \u2022 Identify abuse scenarios by mapping  security policies to application  flows based on the top 10 security  vulnerabilities for Open Web Application  Security Project (OWASP) \u2022 Conduct threat modeling by  decomposing applications, identifying  threats and categorizing\/rating threats \u2022 Perform a combination of automated  testing and black-box security\/ penetration testing to identify  vulnerabilities Best practice 4:  Understanding the  vulnerabilities in  infrastructure security testing There are infrastructure-level  vulnerabilities that cannot be identified  with UI testing. Hence, infrastructure-level  exploits are created and executed, and  reports are published. The following steps  give insights to the operations team to  minimize\/eliminate vulnerabilities at the  infrastructure layer:  \u2022 Reconnaissance and network  vulnerability assessment including  host fingerprinting, port scanning and  network mapping tools \u2022 Identification of services and OS details  on hosts such as Domain Name System  (DNS) and Dynamic Host Configuration  Protocol (DHCP) \u2022 Manual scans using scripting engine and  tool-based automated scans  \u2022 Configuration reviews for firewalls,  routers, etc.<|endoftext|>\u2022 Removal of false positives and validation  of reported vulnerabilities Best practice 5:  Understanding roles and  responsibilities for cloud  security testing With cloud transformation, cloud security  is a shared responsibility. Cloud security  testing must involve the following steps: \u2022 Define a security validation strategy  based on the type of cloud service  models: \u2022 For Software-as-a-Service (SaaS),  the focus should be on risk-based  security testing and security audits\/ compliance  \u2022 For Platform-as-a-Service (PaaS),  the focus should be on database  security and web\/mobile\/API  penetration testing  \u2022 For Infrastructure-as-a-Service  (IaaS), the focus should be on  infrastructure and network  vulnerability assessment \u2022 Conduct Cloud Service Provider  (CSP) service integration and cyber  security testing. The focus is on  identifying system vulnerabilities, CSP  account hijacking, malicious insiders,  identity\/access management portal  vulnerabilities, insecure APIs, shared  technology vulnerabilities, advanced  persistent threats, and data breaches \u2022 Review the CSP\u2019s audit and perform  compliance checks These best practices can help enterprises  build and create secure applications right  from the design stage.  Infosys has a dedicated Cyber Security  Testing Practice that provides trusted  application development and  maintenance frameworks, security  testing automation, security testing  planning, and consulting for emerging  areas. It aims to integrate security  into the code development lifecycle  through test automation with immediate  feedback to development and operations  teams on security vulnerabilities. Our  approach leverages several open-source  and commercial tools for security testing  instrumentation and automation.  \n\n---\n\n  Page: 4 \/ 4  \n\n---\n\n \u00a9 2021 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"}
{"text":"Continue # Infosys Whitepaper \n and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com  Infosys.com | NYSE: INFY Stay Connected Conclusion The goal of cyber security testing is to  anticipate and withstand attacks and  recover quickly from security events. In  the current pandemic scenario, it should  also help companies adapt to short-term  change. Infosys recommends the use  of best practices for integrating cyber  security testing seamlessly. These include  building secure applications, ensuring  proper privacy controls of data in rest  and in motion, conducting automated  penetration testing, and having clear  security responsibilities identified with  cloud service providers.<|endoftext|>About the \nAuthors Arun Kumar Mishra    Senior Practice Engagement Manager, Infosys Sundaresasubramanian Gomathi Vallabhan   Practice Engagement Manager, Infosys References  1. https:\/\/www.marketsandmarkets.com\/Market-Reports\/security-testing-market-150407261.html  2. https:\/\/www.infosys.com\/services\/validation-solutions\/service-offerings\/security-testing-validation-services.html    \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Infosys Oracle Package | Independent Validation and Testing Services \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n WHITE PAPER ASSURING SUCCESS IN BLOCKCHAIN  IMPLEMENTATIONS BY ENGINEERING  QUALITY IN VALIDATION Arvind Sundarraman, Business Development  Executive, Infosys Validation Solutions \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n Introduction to blockchain and smart contracts  A blockchain is a decentralized and distributed database that holds a record of transactions linked to it in blocks which are added in a liner  and chronological order. It provides a secure, transparent, and immutable source of record by its design that has technology and infinite  possibilities to change and revolutionize the way transactions are managed in a digital world.<|endoftext|>Figure 1: Transaction linkage within blocks in a blockchain  Figure 2: Peer-to- peer architecture of blockchain using smart contracts in public and private network The implementation of this technology is generally carried out in a decentralized peer-to-peer architecture with a shared ledger that is made  available to the authorized participants in the private and public network. This ensures that the transactions are captured within the blocks  of information which are continually updated and securely linked to chain, thereby ensuring visibility of the changes as well as providing a  foolproof way of handling transactions mitigating the possibility of double spending or tampering.  Smart contracts are protocols or rule sets embedded within the blockchain which are largely self-executing and enforce a contract condition.  They ensure that the terms specified within the contract are executed on their own when the transactions fulfil the specified condition within  the contract rules and made visible to everyone on the network without any intervention, thereby guaranteeing autonomy, safety, and trust.  Smart contracts also ensure that the transactions are carried out instantaneously on the preconditions set within the contract being met.<|endoftext|>Smart contracts are an integral part of the blockchain and go hand in hand in ensuring the success of the distributed nature of the ledger  that is the core of blockchain.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n Source : https:\/\/en.wikipedia.org\/wiki\/Blockchain_(database)  Figure 3: Graph highlighting the rise in the adoption of blockchain in terms of transaction per day Blockchain and the digital  ecosystem In today\u2019s world, digital transactions  are growing exponentially and the  phenomenon is predicted to sustain and  even outperform its climb in the next  decade. Digital transactions are gaining  popularity globally due to ease of use,  improved security, and faster mechanism  of managing transactions.<|endoftext|>  Blockchain technology provides a secure  way of handling transactions online and  hence is of enormous relevance. The  most widely known implementation of  blockchain technology is in the financial  sector and Bitcoin as a crypto currency  payment system was the pioneering  system developed on this technology.<|endoftext|>The value of blockchain technology  though it is not limited to digital wallets  and payments systems, its application in a  wider context has gained more relevance  in the recent times. Transactions through  blockchain have also had an impressive  surge similar to the growth in digital  transactions. The graph below highlights  the rise in usage of blockchain in terms  of transactions. This also reflects the  increase in adoption and usage of this  technology across domains for various uses  that initially was perceived to be mainly  in the financial sector of payments and  transactions.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n A number of possible use cases across  various domains where blockchain  technology can be applied are detailed  below and this shows the potential that  blockchain holds across various industries  and segments.<|endoftext|>Financial services \u2022  Post-trade settlement, person-to-person  (P2P) payments, trade finance, know  your customer (KYC), global remittance,  syndicated loans, asset leasing, gifting,  and mortgage services Insurance \u2022  Automated claims processing, fraud  detection, P2P insurance, travel  insurance, Reinsurance, and KYC Healthcare \u2022  Patient records and automated claim  processing through smart contracts Manufacturing \u2013 Supply chain \u2022  Tracking product origin, inventory  management, smart contracts for multi- party agreements, and digitization of  contracts \/ documents Retail \u2022  Retail supply chain, reward points  tracking, blockchain based market  place, and inventory management \u2022  Energy and utility \u2022  Energy trading and P2P power grid Media and entertainment \u2022  Anti-piracy \/ copy rights management,  royalty management, and crowd  funding of new content \u2022  Transportation \u2022  Rider passenger coordination, review  authentication, and Bitcoin payment  Communication \u2022  Billing systems and call detail record  (CDR) \u2022  Roaming and network sharing access  control \u2022  Provisioning and identity management  \u2022  Mobile wallets and money Challenges in testing  blockchain implementations Validating and verifying that an  implementation of blockchain offers a  number of challenges due to the inherent  structure of technology as well as the  distributed nature of the system.<|endoftext|>\u2022  Technology stack    A primary factor that influences the  required level of validation is dependent  on whether the implementation is  on a public platform like Etherum  or Openchain or on a self-setup or  customized platform that is purpose  built for the needs of the organization.  The latter needs more setup and effort  in testing.     Open source and popular platforms  like Etherum have recommendations  and guidance on the level of tests and  have more mature methods where  an in-house implementation needs a  detailed test strategy frame based on  the functionality that is customized or  developed.<|endoftext|>\u2022  Test environment    The availability and utilization of a test  platform that provides a replica of the  implementation is also a need and if it is  not available, considerable time needs  to be spent on setting up or spawning  from the real implementation.<|endoftext|>   Blockchain implementations like  BitCoin (testnet) and Etherum (modern)  provide test instances that are distinct  and separate from the original while  providing means to test advanced  transaction functionalities in a like for  like mode.<|endoftext|>\u2022  Testing for integration     An implementation of blockchain within  a stack of a company is expected to  have interfaces with other applications.  Understanding the means of interface  and ensuring the consistency with the  existing means is key to assure that  there are no disconnects on launch.  A detailed view of the touch points  and the application programming  interfaces (APIs) that act as points  of communication need to be made  available to the testing team in advance  so that the appropriate interfaces can  be exercised and tested during the  validation phases.<|endoftext|>\u2022  Performance testing    Major problems that could affect an  implementation is in estimating and  managing the level of transactions  that are anticipated on the production  systems. One of the key issues with the  Bitcoin implementation has been with  delays in processing transactions due  to a surge in the usage. This has led to  business withdrawing from accepting  this form of crypto currency as well as  partners leaving the consortium.<|endoftext|>   The need within the chain for  verification of the transactions by  miners can complicate the time taken  to process and confirm a transaction  and hence during validation, a clearly  chalked out strategy to handle this  needs be outlined and applied.<|endoftext|>\u2022  Security     Though the blockchain technology has  inherent security features that has made  the protocol popular and trusted, this  also places a lot of importance on the  intended areas where this is applied  that are generally high-risk business  domains with a potential for huge  implications if security is compromised External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n Figure 4: Illustration of the management system built on blockchain technology Validation in real-world  situation The construct of validating a real world  implementation and ensuring that the  testing verifies the intended use case  is of paramount importance as this is  more complex and requires specific focus  in understanding the needs as well as  drafting the coverage that is required  within the test cycle.<|endoftext|>For a more detailed view of how the testing  space spans on the ground, let us consider  an example of an application of this  technology with an assumed integration  of the feature for a telecom operator who  implements this application to manage  user access and permissions and handover  in  roaming within the operations support  systems (OSS) business support systems  (BSS) stack of the operator. It is assumed  that the communication service provider  (CSP) and the partner CSPs providing  service to the customer during the roaming  have an agreement for implementing a  common blockchain based platform as a  solution to manage the transaction in each  other\u2019s network as well as communicating  with the CDR of the subscribers. The  implementation should ensure that the  authentication of the user, authorization  of the service, and billing systems are  managed between the CSPs while the user  moves from the home mobile network to  the visited mobile network of the partner  CSP.<|endoftext|>A depiction below shows the illustration of  the"}
{"text":"Continue # Infosys Whitepaper \n management system employed in this  scenario that would be built on blockchain  technology.<|endoftext|>The above model provides a secure  medium of authentication of the user  who is entering the partner network  assuming that the identity of the user can  be verified over a shared ledger system  and signed by the respective base owners  of the users. Similarly, the CDRs that relate  to the roaming duration can be cleared  over a joint system of clearing house that  is built on blockchain technology. This  would ensure instantaneous management  of transactions and charges can be setup  based on contracts to ensure that the  information is relayed back to the customer  instantaneously providing far more agility  and trust in the management of the  subscribers in other networks.<|endoftext|>With this system in design, let us look at  the key activities that are needed to ensure  that the implementation meets the desired  objectives outlined.<|endoftext|>\u2022  System appreciation    The early involvement of the testing  team is extremely important since there  should be a view of the applications  within the stack that would be modeled  on the new technology along with the  affected system components. A detailed  view of the impacted components  needs to be included in the testing plan  and a strategy put up in place for each  of these components that are impacted.  For example, in the above case, the  billing systems as well as the user  identity managed systems are impacted  where the customer relationship  management (CRM) system may not be  directly affected by the change. Testing  scope for the impacted components  would be higher than the others where  a functional workflow with regression  test on the CRM systems could suffice.  \u2022  Test design assurance    In this phase, with an early system view,  the team needs to put up a detailed  level test strategy and assign a  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n  traceability to the requirements.     Specifically to blockchain testing,  the key components that need to be  checked in this phase include \u2022  Build a model of the structure of  the blocks, the transactions, and the  contracts that need to be tested \u2022  Outline a use case for each individual  section and end points to be validated,  i.e. if the transaction is to pass the user  credentials to the visiting network for  authentication, then detail the scenarios  under which testing could be required.<|endoftext|>\u2022  Estimate non-functional requirements  (NFRs) as well as security testing needs.  In the above example,  the number  of CDRs logged in the clearing house  over a month should give a fair idea  of the number of transactions which  are expected and hence performance  tests can be considered at this level.  For security testing, the APIs that are  exposed need to be considered as well  measuring the inherent level of security  in the blockchain technology (private or  public)  \u2022  Test planning    Test planning needs to consider the  full test strategy as well as the other  methodology to test and place to  conduct the testing.     For the above examples, a full test  strategy should outline the availability  or non-availability of a test environment  or a testnet and if one is not available, a  view of how a private one can be setup.         Also a low level view of how testing is  conducted along with the approach  to it in each phase from unit till  integration, functional tests needs  to be finalized. It is recommended  that the volume of tests follow a  pyramid structure and there is a good  amount of lower level tests (unit) to  identify and correct the systems prior  to integrating them with the rest of  the systems in the stack. From the  illustration below, it is assumed that an  Etherum based blockchain solution has  been implemented for managing user  handling during roaming and there is  an existing Amdocs billing system that it  integrates with.<|endoftext|>Testing phase Developer \/ Unit testing System testing Billing integration testing Functional verifcation \/ UI tests 2500 Test-driven development (TDD) approach with a suitable framework Verify refection of CDRs from clearing house on the billing system (Amdocs) Automated tests for front end verifcation of bills logged to the customers. For E.g. Selenium scripts for web testing Verify contracts, blocks, and blockchain updates with auto triggered roaming use cases setup on contracts through scripts 1000 275 50 Volume of tests Test methodology and tools Table 1: Test phases with volumes of tests, methodologies, and tools \u2022 Use cases map    The test plan needs to be verified and  validated by business for inclusion  of the user scenarios which map to  detailed level test cases.     A complete coverage can be ensured  only when all the functional validation  covers testing across the transactions,  i.e., the user moving from the home- based network to the visited or the  external network, the blocks, i.e., the  CDRs that are transmitted between the  network partners and the contracts  i.e. the rule allowing the user roaming  permissions on a partner network are  tested in all the different scenarios that  govern the functionality.<|endoftext|>\u2022 Test execution and result verification    Execution can be ideally automated  with scripting following a TDD approach  for unit testing on a suitable framework  and following a similar approach as  outlined in the test plan. The results  then need to be consolidated and  verified back. A list of defects identified  needs to be reported along with the test  execution status and conformance.     Focus in test execution should be on  unit and system tests as a higher level  of defects can be detected in the core  blockchain adoption in these phases.  The integration and functional level  tests can then be carried out to verify  the integration of the core with the  existing framework. However, the rule  set for the blockchain needs to be  verified within the unit and system  testing phases.<|endoftext|>   A guidance on the test strategy across  various test phases is provided below  with a call-out on the key activities to be  catered to manage within each phase.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n Figure 5: Test strategy across various test phases with a call-out on the key activities External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n Summary The key to successfully adopt a blockchain methodology rests in a  well-balanced detailed approach to design and validation. While the  mechanism of validating and verifying is largely similar to any other  system, there is a necessity to focus on specific areas and evolving   a test strategy in line with the implementation construct that is   applied for the domain.  Infosys Validation Solutions (IVS) as a market leader in quality assurance  offers next-generation solutions and services and engages with  more than 300 clients globally. With focussed offerings across various  domains and segments and with key offering focussed in digital  assurance space, Infosys Validation Solutions are committed to deliver  high-quality products by adopting newer methodologies and solutions  for partnering enterprises across the globe.<|endoftext|>\u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Choosing the right automation tool  \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n VIEW POINT CHOOSING THE RIGHT AUTOMATION  TOOL AND FRAMEWORK IS CRITICAL  TO PROJECT SUCCESS Harsh Bajaj,  Technical Test Lead ECSIVS, Infosys \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n Organizations have become cognizant of the crucial role of testing in the software development  life cycle and in delivering high quality software products. As the competition in the IT sector  grows stiffer, the pressure to deliver larger number of high quality products with fewer resources  in limited time is increasing in intensity.<|endoftext|>During development cycles software tests need to be repeated to ensure quality. Every time the  source code is modified, test cases must be executed. All iterations in the software need to be  tested on all browsers and all supported operating systems. Manual execution of test cases is not  only a costly and time-consuming exercise, but it is also prone to error.<|endoftext|>Automation testing addresses these challenges presented by manual testing. Automation tests  can be executed multiple times across iterations much faster than manual test cases, saving  time as well as cost. Lengthy tests which are often skipped during manual test execution can be  executed unattended on multiple machines with different configurations, thus increasing the test  coverage.  Automation testing helps find defects or issues which are often overlooked during manual  testing or are impossible to detect manually \u2013 for example, spelling mistakes or hard coding in  the application code. Automaton also boosts the confidence of the testing team by automating  repetitive tasks and enabling the team to focus on challenging and high risk projects. Team  members can improve their skill sets by learning new tools and technologies and pass on the  gains to the organization.  The time and effort spent on scientifically choosing a test automation product and framework  can go a long way in ensuring successful test execution. Let us take a closer look at various factors  involved in the selection process.  Introduction External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n Identify the right automation  tool Identification of the right automation  tool is critical to ensure the success of the  testing project. Detailed analysis must be  conducted before selecting a tool. The  effort put in the tool evaluation process  enables successful execution of the project.  The selection of the tool depends on  various factors such as: \u2022  The application and its technology  stack which is to be tested \u2022  Detailed testing requirements  \u2022  Skill sets available in the organization \u2022  License cost of the tool There are various functional automation  tools available in the market for  automating web and desktop applications.  Some of these are: Tool Description QTP(Quick Test  Professional) \/ UFT  (Unified Functional  Testing) Selenium Watir (Web Application  Testing in Ruby) Geb Powerful tool from HP to  automate web and desktop  applications Open source automation  tool for automating web  applications Open source family of Ruby  libraries for automating web  browsers Open source automation tool  based on Groovy Comparison Matrix While analyzing various automation tools, a comparison of key parameters helps select the right tool for the specific  requirements of the project.  We have created a comparison chart of tools listed above based on the most important  parameters for automation projects. Organizations can assign values to these parameters as per their automation  requirements. The tool with the highest score can be considered for further investigation.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n Parameters Criteria UFT Selenium Watir GEB Ease of  Adoption License cost QTP is HP licensed  product available  through single- seater floating or  concurrent licenses Selenium is an  open-source  software and is free Watir is an open- source (BSD) family  of Ruby libraries for  automating web  browsers and is free GEB is open source  software based on  Groovy and is free.<|endoftext|>Ease of support Dedicated HP  support User and  professional  community support  available Limited support  on open source  community Limited support  on open source  community Script creation time Less Much more More More Scripting language VB Script Java, CSharp,  Python, Ruby, Php,  Perl, JavaScript Ruby Groovy Object recognition Through Object Spy Selenium IDE,  FireBug, FirePath OpenTwebst (web  recorder) GEB IDE Learning time Less Much more Much more Much more Script execution  speed High Low Low Low Framework In-built capability  to build frameworks  such as keyword- driven, data-driven  and hybrid JUnit, NUnit, RSpec,  Test::Unit, TestNG,  unittest Ruby supported  Frameworks - RSpec,  Cucumber, Test::Unit  Grails, Gradle,  Maven Continuous  integration Can be achieved  through Jenkins Achieved through  Jenkins Achieved using Ruby  script Achieved using  Grails, Gradle  plug-in along with  Jenkins Gradle  plug-in Non browser-based  app support Yes No No No Operating system  support Windows 8\/8.1\/7\/ XP\/Vista (No other  OS) Windows, MAC OS  X, Linux, Solaris (OS  support depends  on web-driver  availability) Windows 8.1, Linux  13.10, MAC OS X 10.9,  Solaris 11.1 (need  JSSH compiled) Windows XP\/Vista\/7,  Linux, DOS (OS  support depends  on web-driver  availability) Browser Support IE (version 6-11),  Firefox (version  3-24), Chrome (up to  version 24) Firefox, IE, Chrome,  Opera, Safari  Firefox, IE, Chrome,  Opera, Safari Firefox, IE, Chrome,  Opera, Safari  Device Support Supports iOS,  Android, Blackberry,  and Windows  Phone via licensed  products such as  PerfectoMobile and  Experitest Two major mobile  platforms iOS and  Android Two major mobile  platforms iOS and  Android Driver available for  iOS (iPhone and  iPad) Ease of  Scripting and  Reporting  Capabilities Tools Usage External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n What is a test automation  framework? A test automation framework is a defined,  extensible support structure within which  the test automation suite is developed  and implemented using the selected tool.  It includes the physical structures used  for test creation and implementation as  well as the logical interaction between  components such as: \u2022  Set of standards or coding guidelines,  for example, guidelines to declare  variables and assign them meaningful  names \u2022  Well-organized directory structure  \u2022  Location of the test data \u2022  Location of the Object Repository (OR) \u2022  Location of common functions \u2022  Location of environment related  information \u2022  Methods of running test scripts and  location of the display of test results A well-defined test automation framework  helps us achieve higher reusability of test  components, develop the scripts which  are easily maintainable and obtain high  quality test automation scripts. If the  automation framework is implemented  correctly it can be reused across projects  resulting in savings on effort and better  return on investment (ROI) from the  automation projects. Let us discuss some  key frameworks available in the industry  today.<|endoftext|>After analyzing the pros and cons of these  frameworks, most companies opt for the  hybrid framework. This allows them to  benefit from multiple best functional test  automation frameworks available in the  industry.<|endoftext|>Modular Framework Data-driven Framework Hybrid Framework \u2022  In the modular approach reusable  code is encapsulated into  modular functions in external  libraries. These functions can then  be called from multiple scripts as  required.  \u2022  This framework is well suited in  situations where the application  includes several reusable steps to  be performed across test scripts.<|endoftext|>\u2022  In the modular approach reusable  code is encapsulated into  modular functions in external  libraries. These functions can then  be called from multiple scripts as  required.  \u2022  This framework is well suited in  situations where the application  includes several reusable steps to  be performed across test scripts.<|endoftext|>\u2022  The hybrid model is a mix of  the data-driven and modular  frameworks \u2022  This framework mixes the best  practices of different frameworks  suitable to the automation need.<|endoftext|>Keyword-driven Framework \u2022  In the keyword-driven framework,  a keyword is identified for  every action that needs to be  performed and the details of  the keyword are given in a  spreadsheet.<|endoftext|>\u2022  This framework is more useful  for non-technical users to  understand and maintain the test  scripts.<|endoftext|>\u2022  Technical expertise is required to  create a complex keyword library \u2022  Creating such a framework is a  time-consuming task.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 "}
{"text":"Continue # Infosys Whitepaper \n\/ 8  \n\n---\n\n Implementing Hybrid  Framework with  Selenium \u2022  Store the test data (any user input data) in an Excel file.<|endoftext|>\u2022  Store the environment related information (for example, QA, UAT, Regression) in a  property file.<|endoftext|>\u2022  Store various objects in the application on which user action needs to be taken in object  repository files.<|endoftext|>\u2022  Test suite contains the logic to verify acceptance criteria mentioned in the requirement.<|endoftext|>\u2022  Execute the script on various browsers as per the need.<|endoftext|>\u2022  Generate the reports capturing screenshots and pass\/fail results. To get advanced  reports in Selenium use any testing framework such as TestNG, JUnit.<|endoftext|>Now let us see how to implement  a hybrid framework with  Selenium as an automation  tool. The key points in the  implementation are: Test Data (Excel) Data Layer (Input test data,  environment)  Property  File Object  A Object  B Object  C Object  Repository Test  Scripts Test  Suite ANT  Builder Execute Reporting Module [Captured Screenshots, XML Based Logs and HTML  Based Reports] Application under Test (AUT) External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n Implementing Hybrid  Framework with QTP\/ UFT \u2022  Store the test data (any user input data) in an Excel file.<|endoftext|>\u2022  Create a run manager sheet to drive the test execution.  \u2022  Store the environment-related information in property file.  \u2022  Store the objects in the application on which user actions are taken in object  repository files.  \u2022  Divide the test cases into modular functions, keeping common functions separately  to be used across projects.  \u2022  Include main script common functions, object repository and test data. Generate  different types of reports as per the business requirements.<|endoftext|>Let us discuss how to implement  a hybrid framework with QTP\/ UFT as an automation tool. The  key points in the implementation  are: Test Data (Excel) Data Layer Environment  data App 1 App 2 App 3 Object  Repository Reusable  functions Test  Suite Test  Suite Execute Execution  Summary Application under Test (AUT) Reporting Module Test Script  Results Error  Log External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n Executing Proof of Concept  for the Selected Tool The last phase of tool evaluation is proof  of concept (PoC). The tool selected may  satisfy your criteria conceptually, but it  is advisable to test the tool using a few  scenarios. Almost every tool vendor  provides an evaluation version of their tool  for a limited time period. The following  steps need to be considered during the  PoC: \u2022  Choose a few scenarios in such a way  that they cover different objects and  controls in the application.<|endoftext|>\u2022  Select the tool(s) based on a  comparative study.<|endoftext|>\u2022  Automate the chosen scenarios using  the selected tool(s).<|endoftext|>\u2022  Generate and analyze various reports.<|endoftext|>\u2022  Analyze the integration of the tool with  other tools such as test management  tool available, for example, QC  (Quick Center) and with continuous  integration tools such as Jenkins.<|endoftext|>While evaluating multiple tools, generate  a score-card based on various parameters  such as ease of scripting, integration,  usage, reports generated and chose the  tool with the maximum score. When the  POC is completed, the team can be more  confident about successfully automating  the application using the selected tool.<|endoftext|>Conclusion The process of automation framework design and development  requires detailed planning and effort.  To achieve the desired  benefits, the framework must be accurately designed and  developed. Such a framework can then be used across projects  in an organization and provides substantial ROI. When choosing  an automation framework, it is crucial to ensure that it can easily  accommodate the various automation testing technologies and  changes in the system under test.<|endoftext|>One of the key factors contributing to the accomplishment of  any test automation project is identifying the right automation  tool. A detailed analysis in terms of ease of use, reporting  and integration with various tools must be performed before  selecting a tool. Though such selection processes call for focused  effort and time, this investment is worth making because of the  great impact it has on the success of the automation project.<|endoftext|>About the \nAuthor Harsh Bajaj is a Technical Test Lead with Infosys Independent Validation Services Team.  She has led various test automation projects in the telecom domain. She is proficient  in various test management and automation tools.  About the Reviewer Gautham Halambi is a Project Manager with Infosys and has more than 9 years of  experience. He has worked on multiple telecom testing projects and has led and  managed large manual and automation testing teams.<|endoftext|>References www.seleniumhq.org www.watir.com,  http:\/\/www.gebish.org\/ http:\/\/www.automationrepository.com\/ http:\/\/en.wikipedia.org\/wiki\/Keyword-driven_testing \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Need of a Test Maturity Model \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n PERSPECTIVE NEED FOR A COMPREHENSIVE TEST  MATURITY MODEL - Reghunath Balaraman, Harish Krishnankutty Abstract Constant change and ever growing complexity of business  has necessitated that IT organizations and specifically Test\/QA  organizations make thorough and periodic introspection of their  processes and delivery capabilities. This is necessary to ensure that  at all possible times the Test\/QA organization, and its systems and  processes, are relevant and available to support business needs.  While there are multiple maturity models in the marketplace to help  this process, there are yet not comprehensive enough and fail to  provide today\u2019s dynamic businesses the much needed flexibility and  power of customization. The need of the hour is a comprehensive  Test\/QA maturity assessment model, which not only answers the  requirements of customization and flexibility, but also ensures  relevance in today\u2019s complex delivery structures of multi-vendor  scenarios, multi-location engagements, global delivery models, etc.<|endoftext|>\n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n and revolutionary technology trends  have changed the role of IT organizations  in supporting business growth. Though  the recession created a scarcity of capital  for IT investments, the demands and  expectations on the ability of IT to quickly  adapt and support business, has only  increased multifold. In addition, rapid\/ revolutionary changes in technologies are  forcing companies to recast their entire IT  landscape. All these factors together have  created a complex environment where the  demand for change from the business is  high, the capital for investment is scarce  and time-to-market is critical to success.  The constant change and ever growing  complexity of the business environment,  and the risks associated, have necessitated  that organizations make thorough and  periodic introspection of their processes  and delivery capabilities to ensure  operation in an efficient, effective and  agile manner. A key requirement, amongst  all, is the ability to ensure that there are  adequate controls in place to ensure  quality in the processes and the outcomes,  no matter the extent of change being  introduced in business or technology  landscape of the organization.  This is where the Test\/QA organization\u2019s  capability comes under the scanner. An  organization\u2019s ability to assure and control  quality of its IT systems and processes  largely determines the success or failure  of the business in capturing, servicing and  expanding its client base. When Quality  and reliability play a very significant role  in determining the current and future  course of business outcomes delivered, it  is imperative that the Quality Assurance  function itself is evaluated periodically  for the relevance, effectiveness and  efficiency of the processes, practices and  systems. An objective self-introspection  is the ideal first step. However, most often  than not, QA organizations fall short of  using this process to unearth gaps in their  current systems and practices. Also, many  organizations may have lost touch with the  ever-evolving world of QA to be aware of  the leading practices and systems available  today. This necessitates an independent  assessment of the organization\u2019s QA  practices to benchmark it against the  practices prevalent in the industry and  to get that all-important question \u201cwhere  do we stand in comparison with Industry  standards?\u201d answered. Also, the assessment  of maturity in testing processes becomes  critical in laying out the blue-print for a QA\/ testing transformation program that would  establish the function as a fit-for-purpose  one, and often world-leading.  The global  economic crisis External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n Limitations of traditional approaches to Test\/QA Maturity Assessment There are several models, proprietary  and others, available for assessing the  maturity of the IT processes and systems,  including quality assurance. Most of  these are developed and promoted as  models helping an organization to certify  capabilities in one or more areas of the  software development lifecycle. Like all  other models and frameworks that lead to  certification, these maturity models too  have a fixed framework for an organization  to operate within, and provide very little  flexibility to address specific assessment  needs. Further, these models fail to help  organizations assess overall process  maturity due to the following limitations: Inability to accommodate and  account for heterogeneous  delivery structures Over the last decade or so, most  organizations have evolved into a  heterogeneous composition of internal  staff and service providers, delivering  services through global delivery models  with diverse talent, disparate processes,  etc. All this has made assessing an  organization\u2019s process maturity increasingly  difficult. The existing maturity models in  the marketplace are not flexible enough  to accommodate for these complex  delivery structures created through  multi-vendor scenarios, multi-location  engagements focusing on selective parts  of the software development lifecycle,  etc. This significantly reduces the overall  effectiveness of the output provided  by the existing maturity model and its  applicability to the client situation.<|endoftext|>Focused on comprehensive  certification rather than required  capabilities Most conventional models are \u201ccertification  focused\u201d and can help organizations in  assessing their IT process capabilities and  getting certified. They are exhaustive in  the coverage of process areas and answer  the question, \u201chow comprehensive are  the processes and practices to service a  diverse sets of users of the QA services?\u201d.  Such a certification is often a much  needed qualification for IT service provider  organizations to highlight their process  capability and maturity to diverse clients  and prospects. However, most non-IT  businesses maintain IT divisions to support  their business and are more interested  in selectively developing the required  capabilities of their respective IT groups,  leading to efficient business processes and  better business outcomes. Hence  1 External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n the focus of maturity assessments in  these organizations is not certification,  but the ability to deliver specific business  outcomes. Since the traditional assessment  models are often certification-focused,  most non-IT businesses find it an  overhead to go through an exhaustive  assessment process that does not help  them answer the question, \u201chow effective  are my organization\u2019s QA processes and  practices to ensure quality of my business  outcomes? Staged Vs Continuous model for  growth in maturity Majority of certification models follow  a staged approach, which means that  the organization has to satisfy all the  requirements of a particular level and get  certified in the same, before becoming  eligible for progress to the next level.  But, most organizations are selective in  their focus and want to develop those  areas that are relevant and necessary to  their business, rather than meeting all  the requirements just to get certified at  a particular level. Because of the staged  approach to certification, such maturity  models do not present organizations  with a good view of where their current  capabilities stand with respect to what is  needed by the organization.<|endoftext|>Lack of focus on QA The existing maturity models primarily  focus on software development, and  treat testing as a phase in the Software  Development Lifecycle. However, today,  testing has evolved as a mature and  specialized discipline in the software  industry and hence the ability of the  traditional models to assess the QA\/testing  processes and practices to the required  level of detail is very limited. They fall  short of organizations that have realized  the need\/ importance for an independent  testing team and want to manage the  QA maturity mapping process as an  independent entity. Hence, the various  dimensions of the test organization should  be given adequate focus in the maturity  assessment approach covering the Process,  People and Technology aspects of testing.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n A comprehensive model to assessing an organization\u2019s test capabilities and the ability to handle transformational  programs Now that we have looked at the  shortcomings of the traditional models of  QA assessment, it is time to answer that  all-important question, \u201cwhat should a  comprehensive model for assessing QA\/ Test maturity be like?\u201d. The key attributes  of a comprehensive QA\/Test assessment  framework\/model can be summed up as  follows: Provide business-comprehensible  decision-aiding results The model should allow for selective  assessment of the relevant parameters for  maturity, in the context of business. The  results of the assessment should help the  business identify and plot the possibility of  immaturity in their systems and processes,  using lead indicators that have a negative  impact on the business. These indicators  should help the senior management  to decide whether to go for a detailed  assessment of maturity, before any adverse  effect on business is felt.  Choice of business-relevant factors  and focus areas The model should be flexible enough to  provide the right level of focus on the  various factors, business deems relevant,  that contribute to the overall maturity  index. For example, an organization  which depends on one or a set of service  providers for their key"}
{"text":"Continue # Infosys Whitepaper \n IT services may  want strong governance and gating  mechanisms. While, another organization  that does testing in-house, and leverages  vendors for development, will have a much  wider focus on maturity in processes and  practices. Basically, the model should  be flexible enough to account for the  intent of assessment, as outlined by the  organization.<|endoftext|>Detailed and comprehensive view  of areas of improvement and  strengths The model should also be one that helps  determine the maturity of the testing  organization in a detailed manner. The  methods and the systems of the model  should provide a robust mechanism of  objectively calculating the maturity level  of the testing organization, based on the  behaviors exhibited by the organization.  It should provide the members of the  QA organization with a detailed view of  the areas of strength (and hence to be  retained) and the areas of improvement.  The model should enable the testing  organization to understand the measures  that should be implemented at the  granular level, rather than at a high-level  and thereby help the organization to focus  on their key QA dimensions,  2 External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n and strengthen the maturity of these  dimensions.<|endoftext|>A frame of reference for  improvement initiatives The comprehensive maturity model should  provide the organization with a roadmap  to move its QA\/Testing processes and  practices to a higher level of maturity and  effectiveness. It should provide a reference  framework for selective improvement of  capabilities, keeping in mind the business  context and organizational objectives.  This will help the organization design a  roadmap for improvement and devise ways  to implement the same effectively.<|endoftext|>Conclusion So, in order to meet the needs of a  dynamic business environment and  rapidly evolving technology space, IT  organizations need to respond quickly  and efficiently with high-quality, high- reliability and cost-effective processes  and systems. This calls for a robust and  scalable QA organization that can guard  and ensure the quality of solutions that  are put into operation, and assess itself on  its capabilities and maturity, periodically  to ensure business-relevance and  effectiveness.<|endoftext|>Hence a comprehensive QA maturity  model, which assists organizations in  this assessment, should move away from  certification-based models with \u201cgeneric\u201d  and \u201chard-to-customize\u201d stages, to a  model that is adaptable to the context in  which business operates. It needs to be a  model that evaluates factors that influence  maturity and quality of processes at a  detailed level and helps the organization to  embed quality and maturity in processes,  governance and development of key  competencies. This would help ensure  the maturity of operations and promote  continuous improvement and innovation  throughout the organization.<|endoftext|>3 External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n About the \nAuthors Reghunath Balaraman  (Reghunath_Balaraman@infosys.com)  Reghunath Balaraman is a Principal Consultant, and has over 16 years of experience. A post graduate in Engineering and Management, he  has been working closely with several large organizations to assess the maturity of their test and QA organizations and to help them build  mature and scalable QA organizations. Raghunath is also well versed with several industry models for assessing maturity of software testing.<|endoftext|>Harish Krishnankutty (Harish_T@infosys.com) Harish Krishnankutty is a Industry Principal in Infosys\u2019 Independent Validation Solutions unit and has over 14 years of experience in the IT  industry. His area of specialization is QA consulting and program management and has extensive expertise in the design and implementation  of Testing Centers of Excellence\/ Managed QA services. Currently, he focuses on the development of tools, IP and services in different areas of  specialized testing, including Test Automation, SOA Testing, Security Testing, User Experience Testing, Data Warehouse Testing and Test Data  Management.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: DAST Automation for Secure, Swift DevSecOps Cloud Releases \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n Abstract DevSecOps adoption in the cloud goes well beyond merely managing continuous  integration and continuous deployment (CI\/CD) cycles. Its primary focus is security  automation. This white paper examines the barriers organizations face when  they begin their DevSecOps journey, and beyond. It highlights one of the crucial  stages of security testing known as Dynamic Application Security Testing (DAST). It  explores the challenges and advantages of effectively integrating DAST into the CI\/ CD pipeline, on-premises and in the cloud. The paper delineates the best practices  for DAST tool selection and chain set-up, which assist in shift-left testing and cloud  security workflows that offer efficient security validation of deployments with risk- based prompt responses.<|endoftext|>DAST AUTOMATION FOR SECURE,  SWIFT DEVSECOPS CLOUD RELEASES WHITE PAPER \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n  Traditional security practices involve security personnel running  tests, reviewing findings, and providing developers with  recommendations for modifications. This process, including  threat modeling, conducting compliance checks, and carrying out  architectural risk analysis and management, is time-consuming and  incongruous with the speed of DevOps. Some of these practices  are challenging to automate, leading to a security and DevOps  imbalance. To overcome these challenges, many organizations have  shifted to an agile DevOps delivery model. However, this exerts  significant pressure on DevOps to achieve speed with security as  part of the CI\/CD pipeline. As a result, release timelines and quality  have been impacted due to the absence of important security  checks or the deployment of vulnerable code under time pressure.<|endoftext|>Even as DevOps was evolving, the industry concurrently fast- tracked its cloud transformation roadmap. Most organizations  shifted their focus to delivering highly scalable applications built  on customized modern architectures with 24\/7 digital services.  These applications include a wide-ranging stack of advanced tiers,  technologies, and microservices, backed by leading cloud platforms  such as AWS, GCP, and Azure.  Despite the accelerated digital transformations, a large number of  organizations continue to harbor concerns about security. The year- end cybercrime statistics provide good reason to do so: 1. The global average cost of a data breach is an estimated US  $4.35 million, as per IBM\u2019s 2022 data breach report1 2. Cybercrime cost the world US $7 trillion in 2022 and is set to  reach US $10.5 trillion by 2025, according to Cybersecurity  Ventures2 Evidently, security is an important consideration in cloud migration  planning. Speed and agility are imperatives while introducing  security to DevOps processes. Integrating automated security  checks directly into the CI\/CD pipeline enables DevOps to evolve  into DevSecOps.  DevSecOps is a flexible collaboration between development,  security, and IT operations. It integrates security principles and  practices into the DevOps life cycle to accelerate application  releases securely and confidently. Moreover, it adds value to  business by reducing cost, improving the scope for innovation,  speeding recovery, and implementing security by design. Studies  project DevSecOps to reach a market size of between US $20 billion  to US $40 billion by the end of 2030.<|endoftext|>Background  \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n  As enterprises race to get on the DevSecOps bandwagon, IT teams  continue to experience issues:  \u2022 60% find DevSecOps technically challenging 3 \u2022 38% report a lack of education and adequate skills around  DevSecOps 3 \u2022 94% of security and 93% of development teams report an impact  from talent shortage 1 Some of the typical challenges that IT teams face when integrating  security into DevOps on-premise or in the cloud are:  People\/culture challenges:  \u2022 Lack of awareness among developers on secure coding practices  and processes  \u2022 Want of collaboration and cohesive skillful teams with  development, operations, and security experts Process challenges: \u2022 Security and compliance remain postscript \u2022 Inability to fully automate traditional manual security practices to  integrate into DevSecOps \u2022 Continuous security assessments without manual intervention Tools\/technology challenges: \u2022 Tool selection, complexity, and integration problems \u2022 Configuration management issues \u2022 Prolonged code scanning and consumption of resources                                                           DevSecOps implementation challenges Focusing on each phase of the modern software development life cycle (SDLC) can help strategically resolve DevSecOps implementation  challenges arising from people, processes, and technology. Integrating different types of security testing for each stage can help overcome  the issues more effectively (Figure 1).  Figure 1: Modern SDLC with DevSecOps and Types of Security Testing Solution PLAN Requirements CODE Code Repository BUILD CI Server TEST Integration  Testing RELEASE Artifact  Repository DEPLOY CD Orchestration OPERATE Monitor Threat  Modelling Software  Composition  Analysis and Secret  Management Secure Code  Analysis and Docker  Linting Dynamic  Application  Security Testing Network  Vulnerability  Assessments System\/Cloud  Hardening Cloud  Configuration  Reviews \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n  What is DAST? DAST is the technique of identifying the vulnerabilities and touchpoints of an application while it is running. DAST is easy even for beginners  to get started on without in-depth coding experience. However, DAST requires a subject matter expert (SME) in the area of security to  configure and set up the tool. An SME with good spidering techniques can build rules and configure the correct filters to ensure better  coverage, improve the effectiveness of the DAST scan, and reduce false positives.<|endoftext|>Best practices to integrate DAST with CI\/CD The last few years have shown that next-generation CX requires heavy doses of perseverance and attitudinal focus. At Infosys, we have  extended this to the way we deliver projects by relying on a few key cultural principles: Besides adopting best practices, the CI\/CD environment needs to be test-ready. A basic test set-up includes: There can be several alternatives to the set-up based on the toolset selection. The following diagram depicts a sample (see Figure 2).<|endoftext|>Figure 2: DevSecOps Lab Set-up \u2022 Integrate DAST scan in the CI\/CD production pipeline after  provisioning the essential compute resources, knowing that  the scan will take under 15 minutes to complete. If not, create a  separate pipeline in a non-production environment \u2022 Create separate jobs for each test in the case of large  applications. E.g., SQL injection and XSS, among others  \u2022 Consider onboarding an SME with expertise in spidering  techniques, as the value created through scans is directly  proportional to the skills exhibited \u2022 Roll out security tools in phases based on usage, from elementary  to advanced \u2022 Fail builds that report critical or high-severity issues \u2022 Save time building test scripts from scratch by leveraging existing  scripts from the functional automation team \u2022 Provide links to knowledge pages in the scan outputs for  additional assistance \u2022 Pick tools that provide APIs \u2022 Keep the framework simple and modular \u2022 Control the scope and false positives locally instead of  maintaining a central database \u2022 Adopt the everything-as-a-code strategy as it is easy to maintain Developer machine for  testing locally Code repository  for version  controlling CI\/CD server  for integrations  and running tests with the  help of slave\/runner Staging  environment \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n   Right tool selection With its heavy reliance on tools, DevSecOps enables the  automation of engineering processes, such as making security  testing repeatable, increasing testing speed, and providing early  qualitative feedback on application security. Therefore, selecting  the appropriate security testing tools for specific types of security  testing and applying the correct configuration in the CI\/CD pipeline  is critical.<|endoftext|>Challenges in tool selection and best practices  Common pitfalls \u2022 Lack of standards in tool selection \u2022 Security issues from tool complexity and integration \u2022 Inadequate training, skills, and documentation \u2022 Configuration challenges Best practices in tool selection \u2022 Expert coverage of tool standards \u2022 Essential documentation and security support  \u2022 Potential for optimal tool performance, including language  coverage, open source or commercial options, the ability to  ignore issues, incident severity categories, failure on issues, and  results reporting feature \u2022 Cloud technology support \u2022 Availability of customization and integration capabilities with       other tools in the toolchain \u2022 Continuous vulnerability assessment capability Best practices in tool implementation \u2022  Create an enhanced set of customized rules for tools to ensure  optimum scans, and reliable outcomes \u2022  Plan incremental scans to reduce the overall time taken \u2022  Use artificial intelligence (AI) capabilities to optimize the analysis  of vulnerabilities reported by tools \u2022  Aim for zero-touch automation \u2022  Consider built-in quality through automated gating of the build  against the desired security standards After selecting the CI\/CD and DAST tools, the next step is to"}
{"text":"Continue # Infosys Whitepaper \n set  up a pre-production or staging environment and deploy the web  application. The set-up enables DAST to run in the CI\/CD pipeline as  a part of integration testing. Let us consider an example using the  widely available open-source DAST tool, Zed Attack Proxy (ZAP).  Some of the key considerations for integrating DAST in the CI\/CD  pipeline using ZAP (see Figure 3) are listed below: \u2022  Test on the developer machine before moving the code to the  CI\/CD server and the Gitlab CI\/CD \u2022  Set up the CI\/CD server and Gitlab. Ensure ZAP container  readiness with Selenium on Firefox, along with custom scripts  \u2022  Reuse the functional automation scripts, only modifying them  for security testing use cases and data requirements \u2022  Push all the custom scripts to the Git server and pull the latest  code. Run the pipeline after meeting all prerequisites  \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n  Some of the key considerations for integrating DAST in the CI\/CD pipeline using ZAP (see Figure 3) are listed below: \u2022  Test on the developer machine before moving the code to the CI\/CD server and the Gitlab CI\/CD \u2022  Set up the CI\/CD server and Gitlab. Ensure ZAP container readiness with Selenium on Firefox, along with custom scripts  \u2022  Reuse the functional automation scripts, only modifying them for security testing use cases and data requirements \u2022  Push all the custom scripts to the Git server and pull the latest code. Run the pipeline after meeting all prerequisites  \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n  DevSecOps with DAST in the cloud Integrating DAST with cloud CI\/CD requires a different approach.  Approach: \u2022  Identify, leverage, and integrate cloud-native CI\/CD services, continuous logging and monitoring services, auditing, and governance     services, as well as operation services with regular CI\/CD tools \u2013 mainly DAST \u2022  Control all CI\/CD jobs with server and slave architecture by using containers, such as Docker, to build and deploy applications as cloud     orchestration tools.<|endoftext|>An effective DAST DevSecOps in cloud architecture appears as shown in Figure 4: Best practices \u2022  Control access to pipeline resources     using identity and access management     (IAM) roles and security policies  \u2022  Encrypt data at transit and rest always \u2022  Store sensitive information, such as     API tokens and passwords, in the      Secrets Manager  Key steps 1. The user commits the code to a code repository 2. The tool builds artifacts and uploads them to the artifact library 3. Integrated tools help perform the SCA and SAST tests 4. Reports of critical\/high-failure vulnerabilities from the SCA and  SAST scans go to the security dashboard for fixing 5. Code deployment to the staging environment takes place if  reports indicate \u201cno or ignore vulnerabilities\u201d 6. Successful deployment triggers a DAST tool, such as the OWASP  ZAP, for scanning  7. User repeats steps 4 to 6 in the event of a vulnerability  detection  8. If no vulnerabilities are reported, the workflow triggers an  approval email.<|endoftext|>9. Receipt of approval schedules automatic deployment to  production Figure 4: DAST DevSecOps in Cloud Workflow \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com  Infosys.com | NYSE: INFY Stay Connected About the authors Kedar J Mankar Kedar J Mankar is an Infosys global delivery  lead for Cyber Security testing with Infosys.  He has extensive experience across  different software testing types. He has  led large size delivery and transformation  programs for global Fortune 500 customers  and delivered value through different COEs  with innovation at core. He has experience  working and handling teams in functional,  data, automation, DevOps, performance  and security testing across multiple  geographies and verticals.<|endoftext|>Amlan Sahoo  Amlan Sahoo has an overall 27+ years in IT  industry in application development and  testing. He is currently the head of Cyber  Security testing division. He has a proven  track record in managing and leading  transformation programs with large  teams for Fortune 50 clients, managing  deliveries across multiple geographies and  verticals. He also has 4 IEEE and 1 IASTED  publications to his credit on bringing  efficiencies in heterogeneous software  architectures.<|endoftext|>Vamsi Kishore  Vamsi Kishore Sukla is a Security  consultant with over 8 years of professional  experience in the security field, specializing  in application security testing, cloud  security testing, network vulnerability  assessments following OWASP standards  and CIS benchmarks. With a deep  understanding of the latest security trends  and tools, he provides comprehensive  security solutions to ensure the safety and  integrity of organization and clients.<|endoftext|>Conclusion DevOps is becoming a reality much faster than we anticipate. However, there should  be no compromise on security testing to avoid delayed deployments and the risk  of releasing software with security vulnerabilities. Successful DevSecOps requires  integrating security at every stage of DevOps, enabling DevOps teams on security  characteristics, enhancing the partnership between DevOps teams and security  SMEs, automating security testing to the extent possible, and shift-left security  for early feedback. By leveraging the best practices recommended in this paper,  organizations can achieve a more secure and faster release by as much as 15%, both  on-premises and in the cloud.<|endoftext|>References 1. https:\/\/www.cobalt.io\/blog\/cybersecurity-statistics-2023 2. https:\/\/cybersecurityventures.com\/boardroom-cybersecurity-report\/ 3. https:\/\/strongdm.com\/blog\/devsecops-statistics   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Data Archival Testing \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 4  \n\n---\n\n WHITE PAPER DATA ARCHIVAL TESTING Abstract Today, there is an exponential rise in the amount of data being  generated by organizations. This explosion of data increases IT  infrastructure needs and has an immense impact on some important  business decisions that are dependent on proficient data analytics.  These challenges have made data archival extremely important from  a data management perspective. Data archival testing is becoming  increasingly important for businesses as it helps address these  challenges, validate the accuracy and quality of archived data and  improve the performance of related applications.  The paper is aimed at helping readers better understand the space  of data archival testing, its implementation and the associated  benefits.<|endoftext|>\n\n---\n\n  Page: 2 \/ 4  \n\n---\n\n Introduction One of the most important aspects of managing a business today is managing its data growth. On a daily basis, the  cost of data management outpaces the data storage costs for most organizations. Operational analytics and business  intelligence reporting usually require active operational data.  Data that does not have any current requirement or usage,  known as inactive data, can be archived to a safe and secure storage. Data archiving becomes important for companies  who want to manage their data growth, without compromising on the quality of data that resides in their production  systems.<|endoftext|>Many CIOs and CTOs are reworking on their data retention policies and their data archival and data retrieval strategies  because of an increased demand for data storage, reduced application performance and the need to be compliant with  the ever changing legislations and regulations.1 Data Archival Testing \u2013 Test Planning  Data Archival is the process of moving  data that is not required for operational,  analytical or reporting purposes to offline  storage. A data retrieval mechanism is  developed to restore data from the offline  storage.<|endoftext|>The common challenges faced during  data archival are:  \u2022 Inaccurate or irrelevant data in data  archives \u2022 Difficulty in the data retrieval  process from the data archives Data archival testing helps address these  challenges. While devising the data  archival test plan, the following factors  need to be taken into consideration: Data Dependencies There are many intricate data  dependencies in an enterprise\u2019s  architecture. The data which is archived  should include the complete business  objects along with metadata, that  helps retain the referential integrity  of data across related tables and  applications. Data archival testing  needs to validate that all related  data is archived together for easy  interpretation, during storage and  retrieval.  Data Encoding The encoding of data in the archival  database depends on the underlying  hardware for certain types of data. To  illustrate, data archival testing needs to  ensure that the encoding of numerical  fields such as integers also archives  the related hardware information, for  easier future data retrieval and display  of data with a different set of hardware.<|endoftext|>Data Retrieval Data needs to be retrieved from  archives for regulatory, legal and  business needs. The validation of the  data retrieval process ensures that  the archived data is easily accessed,  retrieved and displayed in a format  which can be clearly interpreted  without any time consuming manual  intervention.<|endoftext|>Data Archival Testing \u2013 Implementation  The data archival testing process includes  validating processes which encompass  data archival, data deletion and data  retrieval.  Figure 1 below describes the different  stages of a data archival testing process,  the business drivers, the different types of  data that can be archived and the various  offline storage modes.  Figure 1: The Data Archival Testing Process External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 4  \n\n---\n\n Test the Data Archival  process  1 \u2022 Testing the Data Archival process  ensures that business entities that  are archived includes master data,  transaction data, meta data and  reference data \u2022 Validates the storage mechanism  and that the archived data is stored  in the correct format. The data  also has to be tested for hardware  independence Test the Data Deletion  process 2 \u2022 Inactive data needs to be archived  and moved to a secure storage for  retrieval at a later point and then  deleted from all active applications  using it. This validation process  would verify that that the test data  deletion process has not caused any  error to any existing applications  and dashboards \u2022 When archived data is deleted from  systems, verify that the applications  and reports are conforming to their  performance requirements Test the Data Retrieval  process 3 \u2022 Data that has been archived needs  to be easily identified and accessible  in case of any legal or business  needs \u2022 For scenarios that involve urgent  data retrievals, processes for the  same need to be validated within a  defined time period Benefits of Data Archival Testing The benefits of data archival testing are often interrelated and have a significant impact on the IT infrastructure costs for a business. Some of  the benefits are: Accomplishing all these benefits determine the success of a data archival test strategy.<|endoftext|>Reduced storage costs Improved application  performance Minimize business   outages Data Compliance Only the data that is relevant gets archived and for a defined time period which reduces  hardware costs and its maintenance costs significantly.<|endoftext|>Data is retrieved faster; the network performs better as only relevant data is present in  the production environment. All these factors enhance application performance.<|endoftext|>Archived data that is deleted from production systems does not have an impact on  the related applications\u2019 performance and functionality, leading to smooth business  operations.<|endoftext|>Easy retrieval and availability of archived data ensures higher data compliance with the  legal and regulatory requirements.<|endoftext|>Conclusion Due to the critical business needs for data retention, regulatory and compliance requirements and a cost effective way to access  archived data, many businesses have started realizing and adopting data archival testing. Therefore an organization\u2019s comprehensive  test strategy needs to include a data archival test strategy which facilitates smooth business operations, ensures fulfillment of all data  requirements, maintains data quality and reduces infrastructure costs.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 4  \n\n---\n\n About the \nAuthor Naju D. Mohan  Naju is a Group Project Manager with Infosys with about 15 years of IT experience. She is currently managing specialized testing services like  SOA testing, Data Warehouse testing and Test Data Management for many leading clients in the retail sector.<|endoftext|>REFERENCES  1. \u2018Data overload puts UK retail sector under pressure\u2019, Continuity Central, February 2009  2. \u2018 Data Archiving, Purging and Retrieval Methods for Enterprises\u2019, Database Journal, January 2011 \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys POV \nTitle: Data Imperatives in IT MA&D in Life Sciences Industry \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 10  \n\n---\n\n An Infosys Consulting Perspective Consulting@Infosys.com | InfosysConsultingInsights.com DATA IMPERATIVES  IN IT MA&D IN LIFE  SCIENCES INDUSTRY \n\n---\n\n  Page: 2 \/ 10  \n\n---\n\n 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 \u201cspecialty drugs\u201d 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\u2019 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 3 \/ 10  \n\n---\n\n 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 \u2013 Securities Act, Securities Exchange Act C. Europe \u2013 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 \u2013 Competition Act B. USA \u2013 Federal Antitrust Laws C. Europe \u2013 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 4 \/ 10  \n\n---\n\n 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 \u2013 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 5 \/ 10  \n\n---\n\n 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"}
{"text":"Continue # Infosys POV \n data thus ensuring required controls in place when interacting with such systems.<|endoftext|>5 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 6 \/ 10  \n\n---\n\n 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 \u201cdata at rest\u201d and \u201cdata in motion\u201d. Robust data governance establishes policies, processes and controls to manage data throughout the life cycle. An effective data governance framework ensures both \u201cdata in motion\u201d and \u201cdata at rest\u201d 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 \u2013 Critical elements of pitfalls in a MA&D transaction 6 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 7 \/ 10  \n\n---\n\n 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 8 \/ 10  \n\n---\n\n 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 \u2013 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 9 \/ 10  \n\n---\n\n 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\u2019t 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 10 \/ 10  \n\n---\n\n 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\u2019s 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\u2019s 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"}
{"text":"Continue # Infosys POV \n consulting firm, visit us at  www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  \u00a9 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.    \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Need for data masking in a data-centric world \nAuthor: Infosys Limited \nFormat: PDF 1.6 \n\n---\n\n  Page: 1 \/ 4  \n\n---\n\n VIEW POINT Abstract With data gaining increasing prominence as the foundation of  organizational operations and business, ensuring data security  is emerging as a main priority. It is critical to safeguard sensitive  data and customer privacy, the lack of which can lead to financial  and reputational losses. Thus, there is a rising demand to protect  personally identifiable information during transfer within  organizations as well as across the external ecosystem. This paper  highlights the need for data masking solutions. It also explains how  customized data masking solutions can be used in today\u2019s data  centric world.<|endoftext|>Paromita Shome, Senior Project Manager, Infosys Limited NEED FOR DATA MASKING IN A  DATA-CENTRIC WORLD \n\n---\n\n  Page: 2 \/ 4  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Introduction The key differentiator for today\u2019s  businesses is how they leverage data.  Thus, ensuring data security is of utmost  importance, particularly for organizations  that deal with sensitive data. However, this  can be challenging because data that is  marked critical and sensitive often needs  to be accessed by different departments  within an organization. Without a well- defined enterprise-wide data access  management strategy, securing data  transfer can be difficult. The failure to  properly control handling of sensitive  information can lead to dangerous data  breaches with far-reaching negative  effects. For instance, a 2017 report by the  Ponemon Institute titled \u2018Cost of a Data  Breach Study, 2017\u20191 found that: \u2022 The average consolidated total cost of a  data breach is US $3.62 million \u2022 The average size of a data breach (number  of records lost or stolen) increased by 1.8%  in the past year \u2022 The average cost of a data breach is US  $141 per record \u2022 Any incident \u2013 either in-house, through a  third party or a combination of both \u2013 can  attract penalties of US$19.30 per record.  Thus, for a mere 100,000 records, the cost  of a data breach can be as high as US $1.9  million These statistics indicate that the  consequences of data breaches go beyond  financial losses. They also affect the  organization\u2019s reputation, leading to loss  of customer and stakeholder trust. Thus,  it is imperative for organizations to adopt  robust solutions that manage sensitive  data to avert reputational damage and  financial losses.<|endoftext|>External Document \u00a9 2019 Infosys Limited \n\n---\n\n  Page: 3 \/ 4  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Data masking as a solution Data masking refers to hiding data such  that sensitive information is not revealed.  It can be used for various testing or  development activities. The most common  use cases for data masking are: \u2022 Ensuring compliance with stringent  data regulations \u2013 Nowadays, there are  many emerging protocols that mandate  strict security compliance such as Health  Insurance Portability and Accountability  Act (HIPAA) and General Data Protection  Regulation (GDPR). These norms do  not allow organizations to transfer  Types of data masking There are various masking models or  algorithms that can be leveraged to  address the above use cases. These ensure  data integrity while adhering to masking  demands. The most common types are: \u2022 Substitution or random replacement of  data with substitute data \u2022 Shuffling or randomizing existing values  personal information such as personally  identifiable information (PII), payment  card information (PCI) and personal health  information (PHI)  \u2022 Securely transferring data between  project teams \u2013 With the increasing  popularity of offshore models, project  management teams are concerned  about how data is shared for execution.  For instance, sharing production data  raises concerns about the risk of data  being misused\/mishandled during  transition. Thus, project teams need to  build an environment that closely mimics  production environments and can be  used for functionality validation. This  requires hiding sensitive information when  converting and executing production data  It is important to note that data sensitivity  varies across regions. Organizations with  global operations are often governed by  different laws. Hence, the demand for  data security and the potential impact of  any breach differ based on the operating  regions. Thus, having an overarching data  privacy strategy is paramount to ensure  that sensitive data remains protected. This  calls for a joint data protection strategy  that includes vendors in offshore and near- shore models as well.<|endoftext|>vertically across a data set\/column \u2022 Data encryption by replacing sensitive  values with arithmetically formulated data  and using an encryption key to view the  data \u2022 Deleting the input data for sensitive fields  and replacing with a null value to prevent  visibility of the data element \u2022 Replacing the input value with another  value in the lookup table While the above models enable straight- forward masking, they cannot be applied  to all cases, thus creating the need for  customized data masking. Customized data  masking uses an indirect masking technique  where certain business rules must be  adhered to along with encryption as shown  in Fig 1.<|endoftext|>In the figure, the source data \u2013 WBAPD11040WF70037 \u2013 is received from any source system like RDBMS\/Flat files. The business rules state that:  1. There should be no change in the first 10 characters post masking   2. The next 2 letters should be substituted with letters post masking 3. The last 5 numerals should be substituted with numerals only post masking Fig 1: A technical approach to customized data masking External Document \u00a9 2019 Infosys Limited Data Masking RDBMS Individual Data (WBAPD11040WF70 037) Data  Splitter Data Splits WBAPD11040 WF Individual Data (WBAPD11040AG817 26) Masked Data Source Data Data  Concatenation 70037 Masking TDM Tool PLSQL WBAPD11040 AG 81726 Masked Data Splits Files Input Source RDBMS Files Output Source \n\n---\n\n  Page: 4 \/ 4  \n\n---\n\n \u00a9 2019 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected As part of customized masking, the source  data is passed through a data splitter.  The single source data is then split into  individual source data based on the  business rules as shown in Fig 1.<|endoftext|>After this, the individually-split data is  run through the data masking tool and  the masking algorithm defined in the  tool is executed for each item, yielding an  output of masked data. In each section,  the masking type is selected based on the  business rule and then the encryption is  applied. The three individual sections of  masked data are finally concatenated  before being published at the output,  which can be a database or a flat file. The  masked data for the reference source data  now reads as WBAPD11040AG81726. This  output data still holds the validity of the  source input data, but it is substituted  with values that do not exist in line  with the business rules. Hence, this  can be utilized in any non-production  environment.<|endoftext|>Customized masking can be used in  various other scenarios such as: \u2022 To randomly generate a number to check  Luhn\u2019s algorithm where masked data  ensures that the source data lies within the  range of Luhn\u2019s algorithum \u2022 To check number variance in a range  between \u2018x\u2019 and \u2018y\u2019 where the input  values will be replaced with a random  value between the border values, and the  decimal points are changed \u2022 To check number variance of around +\/- *  % where a random percentage value  between defined borders will be added to  the input value Conclusion As the demand for safeguarding sensitive  data increases, organizations need  effective solutions that support data  masking capabilities. Two key areas where  data masking is of prime importance are  ensuring compliance with data regulations  and protecting data while it is transferred  to different environments during testing.  While there are several readily-available  tools for data masking, some datasets  require specialized solutions. Customized  data masking tools"}
{"text":"Continue # Infosys Whitepaper \n can help organizations  hide source data using encryption and  business rules, allowing safe transfer while  adhering to various global regulatory  norms. This not only saves manual  effort during testing but averts huge  losses through financial penalties and  reputational damages arising from data  breaches.<|endoftext|>References 1. https:\/\/securityintelligence.com   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Infosys Test Automation Accelerator \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 4  \n\n---\n\n WHITE PAPER HOW TO ENSURE DATA QUALITY   DURING DATA MIGRATION Naju D Mohan, Delivery Manager \n\n---\n\n  Page: 2 \/ 4  \n\n---\n\n Introduction In today\u2019s business world, change is the  only constant and changes make their  appearances in various forms, some of  which are: \u2022 Mergers and acquisitions \u2022 New compliance requirements \u2022 New Package implementations \u2022  Migration to new technologies such as  the cloud \u2022 Big data programs Being data driven, the business has to  upgrade and keep its intelligence up- to-date to realize the benefits of these  changes. So in short, all these changes  result in data migrations.  Most of the time, it is assumed that data  migration is an IT problem 2. All the visible  changes and the actions lie with the IT  team, so the business moves on, putting  the entire burden of data migration  management on the IT team.  Mergers and acquisitions and compliance  requirements clearly stand out as having  its origin with the business team. So does  the decision to implement a CRM, loyalty  or HR package with its beginning at the  business department. The need to optimize  operating costs and make intelligent  decisions and act in real-time, leads the  business to migrate to cloud and embark  on big data programs. But the onus of the  migration management, often, lies with the  IT team.<|endoftext|>It must be clearly understood that any data  migration without the business leading the  program has a high rate of failure. Business  has to not just care about data migration  but command it.<|endoftext|>Who is the Primary Owner? According to Gartner, 83% of the  data migration programs fail to meet  expectations, running over time and  budget1.<|endoftext|>Some key reasons for this are: 1.  Poor Understanding About Data  Migration Complexity \u2022   The focus on data migration is lost in  the excitement of the new package  implementation, migration to cloud  or big data initiatives  \u2022   Most often, it is assumed that data fits  one-one into the new system \u2022   The whole attention is on the  implementation of the new business  processes with less or almost no focus  on data migration 2. Lack of Proper Attention to Data \u2022   Lack of data governance and proper  tools for data migration can impact  the quality of data loaded into the  new system \u2022   Mergers and acquisitions can  introduce new data sources and  diverse data formats \u2022   Huge volumes of data may force us  to overlook whether the  data is still  relevant for the business   3. Late Identification of Risks \u2022   Poor data quality of the source  systems and lack of documentation  or inaccurate data models would be  identified late in the migration cycle \u2022   Lack of clarity on the job flows and data  integrity relationship across source  systems would cause data load failures Why Such a High Failure Rate for Data Migration Programs? External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 4  \n\n---\n\n An innovative data migration test strategy  is critical to the success of the change  initiatives undertaken by the business. The  test strategy should be prepared in close  collaboration with the business team as  they are a vital stakeholder, who initiated  the change resulting in data migration. The  two principal components which should be  considered as part of the test strategy are: 1. Risk-Based Testing    The data volumes involved in data  migration projects emphasize the  need for risk-based testing to provide  optimum test coverage with the least  risk of failure. Master test strategy  can be created by ensuring proactive  analysis with business and third- parties. Tables can be prioritized and  bucketed based on the business  criticality and sensitivity of data.  Composite key agreed with the  business can be used to select sample  rows for validation in tables with  billions of rows.  2. Data Compliance Testing    It is very important that the quality  assurance (QA) team is aware of the  business requirements that necessitated  data migration, because the change  would have been to meet new  government regulations or compliance  requirements. The test strategy must  have a separate section to validate  the data for meeting all compliance  regulations and standards such as Basel  II, Sarbanes-Oxley (SOX), etc.  Is There a Right Validation  Strategy for Data Migration? A Test Approach Giving Proper Attention to Data Data migration, as mentioned earlier, is  often a by-product of a major initiative  undertaken by the company. So in a  majority of scenarios, there would be an  existing application which was performing  the same functionality. It is suitable to  adopt a parallel testing approach which  would save effort spent to understand  the system functionality. The testing can  be done in parallel with development in  sprints, following an agile approach to  avoid the risk of failure at the last moment.<|endoftext|>1. Metadata Validation    Data migration testing considers  information that describes the location  of each source such as the database  name, filename, table name, field or  column name, and the characteristics  of each column, such as its length and  type, etc. as part of metadata. Metadata  validation must be done before the  actual data content is validated, which  helps in early identification of defects  which could be repeated across several  rows of data.<|endoftext|>2. Data Reconcilliation    Use automated data comparison  techniques and tools for column to  column data comparison. There could  be duplicate data in legacy systems  and it has to be validated that this is  merged and exists as a single entity  in the migrated system. Sometimes  the destination data stores do not  support the data types from the source  and hence the storage of data in such  columns have to be validated for  truncation and precision. There could  be new fields in the destination data  store and it has to be validated that  these fields are filled with values as per  the business rule for the entity.<|endoftext|>Benefits  A well thought-out data migration validation strategy helps to make the data migration  highly predictable and paves the way for a first-time right release. Regular business  involvement helps to maintain the testing focus on critical business requirements. A  successful implementation of the shift-left approach in the migration test strategy helps  identify defects early and save cost.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 4  \n\n---\n\n Case Study: Re-Platforming of Existing HP NEOVIEW Data Warehouse to Teradata The Client   One of the largest super market chains in  the United Kingdom which offers online  shopping, DVD rentals, financial services,  and multiple store locations.<|endoftext|>The Objectives \u2022  To complete the re-platform of HP  Neoview to Teradata and re-platform  associated services before HP  discontinued support to Neoview  \u2022  To migrate the existing IT business  services currently operating against a  Neoview data warehouse onto a Teradata  warehouse with minimal disruption \u2022  To improve the performance of  current  Ab-Initio ETL batch processes and  reporting services using Microstrategy,  SAS, Pentaho, and Touchpoint  The QA Solution The validation strategy was devised  to ensure that the project delivered a  like-for-like, \u2018lift-and-shift\u2019. This project  had environmental challenges and  dependencies throughout the entire  execution cycle. SIT phase overcame all  the challenges by devising strategies  that departed from traditional testing  approach in terms of flexibility and  agility. The testing team maintained close  collaboration with the development and  infrastructure teams while maintaining  their independent reporting structure.  The approach was to maximize defect  capture within the constraints placed on  test execution.<|endoftext|>It was planned to have individual  tracks tested independently on static  environment and then have an end- to-end SIT, where all the applications \/  tracks are integrated. Testing was always  focused on migrating key business  functions on priority such as sales  transaction management, merchandise  and range planning, demand  management, inventory management,  price and promotion management, etc.<|endoftext|>The Benefits \u2022  15% reduction in effort through  automation using in-house tools \u2022  100% satisfaction in test output  through flexibility and transparency  in every testing activity achieved  through statistical models to define  acceptance baseline End Notes 1. Gartner, \u201cRisks and Challenges in Data Migrations and Conversions,\u201d February 2009 2. https:\/\/www.hds.com\/go\/cost-efficiency\/pdf\/white-paper-reducing-costs-and-risks-for-data-migrations.pdf \u00a9 2018 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 such other intellectual property rights mentioned in this document"}
{"text":"Continue # Infosys Whitepaper \n. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: End-to-end test automation \u2013 A behavior-driven and tool-agnostic approach \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n PERSPECTIVE END-TO-END TEST AUTOMATION  \u2013 A BEHAVIOR-DRIVEN AND TOOL- AGNOSTIC APPROACH Anand Avinash Tambey  Product Technical Architect, Infosys Abstract In today\u2019s fast changing world, IT is under constant pressure to  deliver new applications faster and cheaper. The expectation from  the quality assurance (QA) organization is to make sure that all the  applications are tuned to deliver to every rising user expectation  across devices, locations, and typically, at no additional cost. And  with an exponential growth in the diversity and number of end  users in almost all sectors, requirements are fairly fluctuating and  demanding too.<|endoftext|>\n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n Let us discuss these approaches in detail to face the above challenges.  How to face these challenges Challenges l Technical complexity l Infrastructure, licensing, and      training costs l Late involvement of users l Late involvement of testers    Approaches l De-skilling l Using open source stack l Using behavior-driven techniques l Utilizing the testers and users      effectively     This fast-paced software engineering  advancement is also posing challenges to  software engineers to build an ecosystem  that enables rapid prototyping and  design, agile development and testing,  and fully automated deployment. For  the QA community, this translates to a  need to maximize automation across  all stages of the software engineering  and development life cycle and more  importantly, do it in an integrated fashion.  Consequently, `extreme automation\u2019 is the  new mantra for success. And there is more.  According to the 2014 State of DevOps  report, high-performing organizations  are still deploying code 30 times more  frequently, with 50 percent fewer failures  than their lower-performing counterparts.  High IT performance leads to strong  business performance, helping boost  productivity, profitability, and market  share. The report counts automated testing  as one of the top practices correlated  with reducing the lead time for changes.<|endoftext|>However, automated testing puts together  another set of challenges. The latest  technologies stack advocates multiple  choices of test automation tools, platform-  specific add-ins, and scripting languages.  There is no inherent support available  for generic, tool-agnostic, and scriptless  approach with easy migration from one  tool to another. Therefore, a significant  investment in training, building expertise,  and script development is required to  utilize these tools effectively. The cost  and associated challenges inadvertently  affect the time-to-market, profitability, and  productivity although it also creates an  opportunity to resolve the issues using a  combination of an innovative tool-agnostic  approach and latest industry practices   such as behavior-driven development  (BDD) and behavioral-driven test (BDT).<|endoftext|>Business challenges  A persistent need of businesses is to  reduce the time between development  and deployment. QA needs to evolve  and transform to facilitate this. And this  transformation requires a paradigm  shift from conventional QA in terms of  automation achieved in each life cycle  stage and across multiple layers   of architecture.   Technical complexity The technology and platform stack is not  limited to traditional desktop and the   web for current application portfolios. It  extends to multiple OS (platforms), mobile   devices, and the newest responsive   web applications.<|endoftext|>Infrastructure, licensing, and  training costs  To test diverse applications, multiple test  automation tools need to be procured  (license cost), testing environment needs  to be set up (infrastructure), and the  technical skills of the team need to be  brought to speed with training and self- learning \/ experimentation (efforts).  Late involvement of users  The end user is not involved in the  development process until acceptance  testing and is totally unaware of  whether the implemented system meets  her requirements. There is no direct  traceability between the requirements and  implemented system features.  Late involvement of testers Testing and automation also need to  start much earlier in the life cycle (Shift- Left) with agility achieved through the  amalgamation of technical and domain  skills of the team, as well as the end user.  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n Using open-source stack To reduce the cost of commercial tool  license and infrastructure, utilize open-  source tools and platforms.<|endoftext|>De-skilling  Using easy modeling of requirements and  system behaviors, accelerated framework,  and automated script generators, reduces  the learning curve and the dependency  on expert technical skills.<|endoftext|>Using behavior-driven  techniques Behavioral-driven development and  testing (BDD and BDT) is a way to reduce  the gap between the end user and the  actual software being built. It is also  called `specification by example.\u2019 It uses  natural language to describe the `desired  behavior\u2019 of the system in a common  notation that can be understood by  domain experts, developers, testers,  and the client alike, improving  communication. It is a refinement of  practices such as test-driven development  (TDD) and acceptance test-driven  development (ATDD).<|endoftext|>The idea behind this approach is to  describe the behaviors of the system being  built and tested. The main advantage  is that the tests verifying the behaviors  reflect the actual business requirements  \/ user stories and generate the live  documentation of the requirements,  that is, successful stories and features  as test results. Therefore, the test results  generated can be read and understood by  a non-technical person, such as a project  sponsor, a domain expert, or a business  analyst, and the tests can be validated.  Utilizing testers and users   effectively  Our accelerated automation approach  provides a simple modeling interface  for a scriptless experience and thereby  utilizes non-technical staff effectively.  It introduces the `outside-in\u2019 software  development methodology along with  BDT, which has changed the tester\u2019s  role dramatically in recent years, and  bridges the communication gap between  business and technology. It focuses on  implementing and verifying only those  behaviors that contribute most directly to  the business outcomes.<|endoftext|>Solution approach Our solution approach is threefold, to  resolve challenges in a holistic way.  It applies a behavior-driven testing  approach with a tool-agnostic automation  framework, while following an integrated  test life cycle vision. It ensures that  business users and analysts are involved.<|endoftext|>It provides the flexibility of using any tool  chosen and helps save cost and effort. It  also provides a simple migration path to  switch between tools and platforms, if  such a case arises. With an integrated test  life cycle approach, it ensures seamless  communication between multiple  stakeholders and leverages industry- standard tools.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n Finally, it introduces automation in early stages to realize the benefit of Shift-Left.<|endoftext|>Behavior-driven test (BDT) To facilitate real-time traceability of user  stories \/ requirements and to aid live  documentation, we have implemented  a BDT approach across multiple Infosys  projects as described below.<|endoftext|>This approach acted as a single point of  continuous interaction between the tester  and the business users.  The user story is divided into various  scenarios by the testers into a feature file.<|endoftext|>l  These scenarios are written using    Gherkin language. These scenarios   include the business situation, the   pre-ions, the data to be used, and the   acceptance criteria.<|endoftext|>l  The end user signs off the features \/   scenarios. This provides the user control   to execute and validate the scenarios   based on the data as per the user   need  and bring up feature   reports \/ dashboard.  l  The underlying technical  implementation is abstracted from   the business user.<|endoftext|>l  Tester creates the underlying test    scripts for the scenarios which could   be a business layer test script, service   test script, or a UI automated test script.<|endoftext|>l  The tool then converts the scenarios   to `step definitions,\u2019 which act as the   binder between the test scripts and the  scenarios. This ensures that a single   point \/ interface is used to execute any   type of tests.<|endoftext|>Tester User story End user Zero distance with user  User aware of feature  success \/ failures early Shift-Left  Early  test automation from day one UI Testing framework (BDT) Reports in user's language Feature fles Step defnition 11% Back to Jenkins Tag Overview Cucumber Reports Feature Overview for Build: 15 The following graph shows passing and falling statistics for features in this build: Failed Skipped Pending Passed Steps Scenarios 89% 92% Passed Failed Feature Statistics Cucumber-JVM Jenkins report plugin - 06-07-2012 22:31:55 Account holder withdraws cash project "}
{"text":"Continue # Infosys Whitepaper \n2 8 40 40 0 0 0 113 ms passed 1 9 5 1 3 0 4 ms failed 8 40 40 0 0 0 112 ms passed 1 9 5 1 3 0 4 ms failed Account holder withdraws More cash project 2 Account holder withdraws more cash  Account holder withdraws cash  Feature Scenarios Steps Passed Failed Skipped Pending Duration Status 4 18 98 90 2 6 0 233ms Totals External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n Tool- \/ platform-agnostic solution (BDD release) Tool-agnostic approach To remove dependencies on technical  skills, tools, and platforms, our solution  proposes modeling of system behaviors  using generic English-like language via  an intuitive user interface. This model  would be agnostic to any specific tool or UI  platform and reusable.<|endoftext|>This model will be translated into a widely  acknowledged format, XML, and will act  as an input to generate automation scripts  for specific tools and platforms. Finally,  it would integrate with a continuous  integration platform to achieve an end-to- end automation of build-test-deploy cycle.<|endoftext|>BDD modeling UI Scriptless, tool- \/ platform-agnostic implementation Business  analyst \/ end user User story Features Fields and  step defnitions QTP Selenium SAHI Protractor Tester Execution AUT Continuous integration Build Test Deploy Script generator External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n Integrated test life cycle The role of the traditional tester and end  users is changing in the era of DevOps  and Shift-Left. The integrated-solution  approach enables a larger stakeholder  Benefits  Reduced time-to-market l Shift-Left, early automation, and early   life cycle validation l Single-click generation and execution   of automated scripts Reduced cost l 40\u201360 percent reduction in effort    for automated test case generation over   manual testing l Detailed error reporting reduces   defect reporting effort considerably base to contribute towards the quality of  the system under development. It also  ensures the satisfaction of stakeholders  via early validation and early feedback of  system progress while using the industry- standard toolsets seamlessly.<|endoftext|>l Easy maintenance of requirements,   stories, features, and the automated   test suite l No additional cost involved in     building integration components for   test management tools (HP-ALM) l The agnostic approach works for a    broad range of applications irrespective   of tools, technology, and platform Improved quality l Enhanced business user participation   and satisfaction due to the live     documentation of features and user  stories, available at fingertips l Developer, tester, and client     collaboration possible due to a   common language l High defect detection rates (95\u201399  percent) due to high test coverage Requirement analysis Test design Test execution Test reporting Tester Enhances  automation libraries Generates requirements and features HP ALM\/QC IBM RQM JIRA Jenkins Others Executes automation scripts Generates test reports Designs business processes Generates automation scripts Tester BA BA Automation expert QA manager \/ end user  BDD & UML modeling tool BDD & UML modeling tool Features and metrics reports Tool-agnostic, platform-agnostic automation accelerator  Integration With  Popular  Tools Test Life Cycle Management View External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n References    https:\/\/puppetlabs.com\/sites\/default\/files\/2014-state-of-devops-report.pdf    http:\/\/www.ibm.com\/developerworks\/library\/a-automating-ria\/       http:\/\/guide.agilealliance.org\/guide\/bdd.html          http:\/\/www.infosysblogs.com\/testing-services\/2015\/08\/extreme_automation_    the_need_fo.html Conclusion Our solution approach is the first step  towards reducing the complexity of test  automation and making it more useful  for the end user by providing early and  continuous feedback to the incremental  system development. Moreover, it  advances automation at every level to  achieve rapid development and faster  time-to-market objectives.<|endoftext|>With the advent of multiple technologies  and high-end devices knocking at the  door, using a tool- and platform-agnostic  approach will increase overall productivity  while reducing the cost of ownership.  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Enhancing quality assurance and testing procedures \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n VIEW POINT ENHANCING QUALITY ASSURANCE  AND TESTING PROCEDURES - Mayank Jain    Principal Consultant \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Introduction In today\u2019s world, most large and mid-size  organizations have opted to centralize  their software quality assurance (QA) and  testing functions. If you are part of any  such dedicated QA and testing team,  looking to learn more about the latest QA  trends, then, this paper is for you.<|endoftext|>The Software World Quality Report, 2015- 2016 indicates an average expenditure  of 26% in 2014 and 35% in 2015 on QA  and testing. In fact, many organizations  began allocating a yearly testing budget  since about a decade ago, or even before.  These budgets are allocated for the actual  testing, the testing processes, procedures,  tools, etc. But what happens if the defined  processes are not implementable or the  teams find them to be outdated and teams  are unable to stick to these standards? The  obvious outcome in such a scenario would  be a decrease in QA effectiveness, increase  in time taken and team frustration \u2013 all  leading to lower production quality. That\u2019s  why testing processes need continuous  review and enhancement, more so with  newer technologies and shorter sprints  (idea to production).   In this paper, I have outlined seven keys ar- eas that the QA and testing function must  focus on to enhance their organizational  maturity and bring innovation in their day- to-day work.<|endoftext|>  Seven key areas to enhance the overall QA and testing function Define quality Standardize, centralize and optimize Improve QA processes  New-age testing techniques Automated testing Supporting elements \u2013iImprove test  environments and test data Metrics, dashboards and analytics 1 2 3 4 5 6 7 \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Standardize Optimize Centralize Defining quality The ISO standard defines quality as \u201cthe  totality of features and characteristics of a  product or service that bears its ability to  satisfy stated or implied needs.\u201d The important part of this definition is the  conformance to requirements and the  expectations from the quality assurance  function. Quality, contextually, depends  on the organizational setup, business  demands, and the inherent nature of  business competition in the era of mobile  and increased social interaction.<|endoftext|>In my opinion, the first step to improve  quality should be to understand the  expected level of quality. Accordingly, a  decision can then be made whether to  establish a dedicated testing function  or simply follow a federated model. In  both cases, a basic discipline to ensure  the software quality processes and  periodic enhancement to methodology  and lifecycle, procedures, etc. should be  instituted. Such discipline will ensure that  products and services satisfy the stated or  implied needs.  Standardize, centralize  and optimize  As discussed, depending on the needs and  expectations from the quality function, or- ganizations can choose to either centralize  their quality function or not. Let\u2019s discuss  the challenges and the possible steps to  address them in case the organization  intends to centralize their QA and testing  function in a Testing Center of Excellence  (TCoE).  Challenges: TCoE processes are time  consuming and expensive. In addition,  often times, the application development  team spends a large portion of their time  explaining requirements or creating  various builds for QA. These challenges  are magnified when an organization has  multiple lines of businesses (LOBs) and  lacks common grounds to leverage each  LOB\u2019s capabilities and strengths.  Solution: Think of a scenario where each  LOB follows similar processes! Would this  not help integrate more easily? In my  experience, it certainly would. So, the  sequence of centralization should be to  first standardize processes and tools for  each LOB, then, proceed with centraliza- tion. These foundational steps will ensure  optimization of idle resources, tools, tool  licenses, and lower total cost of ownership.  Dashboards can provide critical QA  analytics here.<|endoftext|>\n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Improve QA processes \u2022  QA and test maturity assessment:           To baseline and improve the  organizational QA capability, it\u2019s  recommended to measure the maturity  of existing processes and tools.<|endoftext|>\u2022  Test governance \/ clear policies: Just  like you cannot navigate to a new  place without a map, QA teams need  clear direction in term of the test  methodology, how the testing lifecycle  aligns with the development lifecycles,  and the responsibilities of a tester, test  lead and test manager.  \u2022  Test management process (TMP): TMP  is an artifact that can be developed at  the organizational level and individual  lines of business or application areas  can develop their specific test strategy.  For example, the strategy can outline  its strategic direction on what areas  would get automated, which customer  facing applications would be piloted for  security testing, and which applications  would go mobile and be hosted on  the cloud. These may be piloted with  mobile- or cloud-based testing. The  executive and operations committee,  once instituted, should liaison between  the business, application development,  and the operations teams to align QA  and testing methodologies with them.  \u2022  Shift left and get the requirements  right: It\u2019s proven that a shift left strategy  in the software development lifecycle  (SDLC) helps find issues earlier. The  industry is moving towards using a  single application lifecycle and finding  ways by which different teams can  increasingly collaborate and become  agile to respond to each other\u2019s needs.  Reducing requirement volatility and  developing agile teams can significantly  improve strained dialogues between  business and IT.<|endoftext|>\u2022  True vs. hybrid \u2013 Agile and DevOps:  Again, this depends on how we define  quality. If the need of the organization  fits well with a hybrid agile model,  then, the advocacy of true agile  processes would be immature. To  achieve reduced cycle time and  quicker time-to-market, continuous  integration, continuous development  and testing concepts are commonly  being used.  \u2022  Smoke test \/ build quality: Approvals,  UAT support, and metric-based focus  area for regression helps break silos  with the development teams and the  business (top down and bottom up  approach).<|endoftext|>A new-age testing saga Many IT professionals often face the question \u2013 What\u2019s next? I am sure you must have come across such situations too. To answer it,   here are the latest trends in QA that organizations can leverage to reduce the risk to IT applications: Predictive  analytics Service  virtualization Data testing and  test data  management Mobile- and  cloud- based testing Risk-based  and combinatorial  testing  Infrastructure  testing \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Predictive analytics Like other industries, predictive analytics  and machine learning concepts are now  being leveraged in software QA and testing  as well. Most QA organizations accumulate  huge amount of data on defects, and test  cases prepared and executed. Just like  Facebook can predict and show what you  may like and Netflix knows what type of  movies you may like, QA teams can now  predict the type of defects that may occur  in production or the error prone areas of  an application or the entire IT landscape  based on the production or past QA de- fects and failed test case information.  Service virtualization In today\u2019s world, different teams and  multiple applications under the same or  different programs, often, come to a point  where one team cannot develop or test  if the second application is not ready. In  such situation, it is best to adopt service  virtualization. This concept is mainly based  on the fact that common scenarios can be  simulated using a set of test data, allowing  interdependent teams to proceed, without  having to wait.  Data testing and test data  management (TDM) A majority of organizations have immense  data issues, including data quality, avail- ability, masking, etc. In fact, the system  integration and testing (SIT) and user ac- ceptance testing (UAT) teams can enhance  the effectiveness of testing by leveraging  various test data tools available. Apart from  the tools, test data management is becom- ing an integrated part of the shared service  organization. Many financial organizations  across the globe have dedicated TDM func- tions to manage their test data as well as  support various teams to create test data.  Mobile- and cloud-based testing Mobile devices are ubiquitous these days.  Today\u2019s mobile world is not just"}
{"text":"Continue # Infosys Whitepaper \n about  smartphones or tablets, rather it is perva- sive with handheld devices in retail stores,  point of service (POS) systems, mobile  payment devices, Wi-FI hotspot, etc. The  list goes on! In the QA world, these pose  unique challenges. For example, these  devices and applications need to perform  at speed and in various network conditions  while using different browser, operating  systems, and many more such conditions.  Club this mobile challenge with applica- tions and data hosted in a cloud environ- ment such as Microsoft Azure, Amazon  Web Services, to name few and you have  magnified the testing teams challenges by  manifold.<|endoftext|>Since most organizations are not really  equipped with mobile test labs, these are  some areas where they can tie up with  various vendors to perform mobile testing.  Another trend that helps overcome these  challenge is the adoption of newer meth- odologies such as agile Scrum, test-driven  development, behavior-driven develop- ment, and DevOps. However, most of these  methodologies demand progressive auto- mation or model-based testing concepts  where testers may need to be reskilled to  wear multiple hats.<|endoftext|>Risk-based testing (RBT) \/  algorithm and combinatorial  testing  RBT is not a new concept and we all apply  it in almost every project, in one way or the  other. However, depending on the nature  of the project or applications, RBT can be  tricky and risky. QA and testing teams need  tools that can generate various permu- tations and combination to optimally  test and reduce the cost. For instance, in  mobile testing, you may come across many  operating systems and browsers, hence,  many permutations and combinations are  possible.<|endoftext|>Combinatorial testing is another tech- niques that has gained fresh momentum  in recent years and organizations can now  use tools to derive an optimal set of com- binations when attempting to test a huge  number of possible scenarios.<|endoftext|>Infrastructure testing The recent Galaxy Note 7 debacle costed  Samsung millions. And this is not a stray  incident. In fact, the list is endless, making  it important to thoroughly test the infra- structure. Many organizations now have  dedicated infrastructure testing teams  working in the shared service model. It is  recommended to review the infrastructure  testing needs and ensure that the services  are well aligned with the IT Infrastructure  teams who provision the internal and  external hardware needs such as VDI, Win- dows patches, databases, etc.  \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Automated testing As per the latest QA trends, automation  testing is now a necessary testing type  as against being optional, 5-7 years back.  Many leaders still question the value of  automation \u2013 what is the ROI? How is  automation directly benefiting, etc.? In my  view, the key is to do it right. For instance,  \u2022 Allocate automation funding for  applications and not seek funding from  projects to develop new automation  scripts and maintain the automation  framework  \u2022 Automate regression testing and not  functional testing \u2022 Establish application-specific regression  baseline   \u2022 Perform impact analysis using  predictive analytics as described earlier  and plan for automated testing at the  release level instead of on project basis  or simply, funded  \u2022 Track automation ROI and coverage  metrics and showcase the value of  automation as compared to manual  regression \u2022 Adopt and enable existing automation  to take up new methodology and  technology as it is related with Agile  Scrum, Test and Behavior driven  development, and DevOps model (as  discussed in the new-age testing saga  section) Test environment,  data and security The test environment, test data, and the  overall IT security challenges are the most  agreed upon and accepted challenges.  However, many organizations find it very  difficult to build multiple QA environments  and replicate their production processes.  While conducting a process maturity  assessment, I was surprised to hear that,  a bank spent more than USD1 million but  failed to implement a production-like  environment.  Part of the reason is a lack of planning and  budgeting itself, key to effective testing  environment. And if budgeted but not  approved, such initiatives take back seat  and the organization continues to solve  reactively instead of proactively.   In my experience, successful organizations  typically promote centralization of these  two functions and form test environment  and test data management teams. These  teams are responsible for ensuring the  right data in the right environment at the  right time. Both of these functions can  benefit from developing an operating  and engagement model that would allow  them to get funding, manage service  requests, and obtain the necessary access  to applications, jobs and data.  For security testing, there are many tools  available in market these days. But it is  recommended to look for tools that can  integrate with application development  and testing tools as well as support cloud  and mobile infrastructure.  \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Metrics, dashboard and  analytics Metrics and dashboard concepts are  not new but how the data is collected,  retrieved, processed, displayed, and finally,  analyzed to make informed decision has  surely changed. There are many tools now  in the market that can integrate with many  technology platforms and drill down the  capability in a very interactive manner.  Some tools that are gaining popularity  are Tableau, Quick View, etc. Many  organizations develop in-house tools or  leverage SharePoint as their metrics tool.  Whatever the choice of tool, below are  some key consideration that QA managers  and leaders would find beneficial: \u2022 Capture and communicate the key  performance indicators (KPIs) to senior  management on production and QA  defects, engagement feedback, cost  avoidance, and application level defect  density  \u2022 Define project level vs. aggregated view  of the metrics  \u2022 For multiple departments or lines of  business, apply consistent database  scheme   \u2022 Define standard folder structure in the  available QA or test management tools \u2022 Develop integration for analytics tool \u2022 Define key metrics to track and ensure  data accuracy and quality \u2022 Ensure automatic generation and  analytical capability to assist in decision  making \u2022 Develop QA specific predictive analytics,  for example, production and QA  defects data can be used to predict  potential areas for rigorous functional or  regression testing, an upcoming trend  \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected Conclusion In summary, it\u2019s  more beneficial to know  \u201cwhat\u201d is happening at the macro level  rather than \u201cwhy\u201d it is happening at  the micro level.  While it\u2019s important to  measure perfectly but due to huge amount  of QA data such as count of test cases  prepared, executed, effort consumed etc.,  it\u2019s more beneficial to understand the  trend at high level and not the detailed  statistics. This will help define the Quality  in the context of an individual organization  as opposed to industry standard QA  definition. Such definition can then guide  organization specific QA metrics to collect,  new age testing types and methodology to  adopt as well as any consideration towards  automation, improvement in QA processes  and any supporting elements such as test  data and test environments build up.  \nAuthor Mayank Jain  Principal Consultant   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: The Enterprise QA Transformation Model \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n VIEW POINT Abstract With the increasing acceptance of testing\/QA as an independent function; the focus  on building mature testing practices has become critical for organizations, as quality  has a profound effect on business outcomes. This in turn has necessitated the need  for a model that can assess the maturity of the current test organization and also  work as a reference model for selective improvements. In the previous paper1, we  had reviewed why most conventional and QA maturity models available today fail to  assess the overall test process maturity and understood the need for a comprehensive  QA\/ Test maturity model and its desired attributes.  In this paper we shall understand The Enterprise QA Transformation Model, the  answer to the need for a comprehensive test maturity model, which defines the QA  Transformation roadmap and manages its implementation.  It has been developed  to help organizations selectively improve their testing capabilities based on key  dimensions that contribute to the testing maturity and can be customized to the  business environments that the organization operates in. The innovative scoring and  assessment methodology of the model helps identify and understand the prevalent  weaknesses and transform the testing services by leveraging their current testing  capabilities and adopting the best testing practices across industries.<|endoftext|>THE ENTERPRISE QA  TRANSFORMATION MODEL A solution to enhance an enterprises\u2019 testing  maturity \u2013 Reghunath Balaraman, Aromal Mohan \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n What is \u2018Enterprise QA Transformation Model\u2019 all about?  Infosys has worked closely with many large  enterprises spanning across industries for  building and operating many mature Test  Center of Excellence\u2019s and Test Factories. In  the course of these complex and diverse  engagements, Infosys identified various  key factors that significantly contribute to  the QA service maturity. This eventually  led to a detailed evaluation of these  various engagement and operating models  that organizations had adopted. Infosys  also leveraged its expertise in Testing  Services and experience in implementing  Test Centre of Excellence (TCoE) for  large accounts in QA organizations. The  evaluation resulted in the development of  the Enterprise QA Transformation Model,  which was built to enable organizations  to understand the current weakness  and transform the testing practices by  improving their current capability based  on business needs. The model also helps in  managing the implementation initiatives  in a systematic manner.  The figure 1 below  gives a high level overview of the model.  INTRODUCTION The importance and contribution of software systems in supporting businesses and generating revenues has risen  significantly over the last several years. The volatile economic conditions, increasing pressures to control costs and improve  return on investment in IT systems has forced organizations to seek processes and practices that can improve the overall  benefits of better quality, faster time to market and lower costs. While the focus on quality has continued to increase, the  drive to control costs has resulted in complex and diverse organizational structures.  It is now widely accepted that the ability to warrant the quality of IT systems and processes establishes the success or  failure of an enterprises business outcomes. Hence, it\u2019s imperative for them to gauge the maturity and effectiveness of their  QA organizations in order to plan strategic and tactical steps to improve their effectiveness and efficiency. It was at this  juncture that the dire need for a reference model and framework for assessing the maturity and planning improvements  to the processes and practices was widely felt by organizations. In the previous paper of this series we had discussed,  the limitations of the traditional approaches to Test\/ QA maturity models and the key attributes of a comprehensive QA  assessment framework model1 that would meet the needs of a dynamic business environment. There was clearly the need  for a comprehensive framework that addresses all dimensions of a QA organization, in a selective manner and builds varying  levels of maturity for different practices, depending on the way the organization has organized its software development  and testing operations.  Figure 1:  Key aspects of the \u201cEnterprise QA Transformation Model\u201d External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n Dimensions of Maturity The model classifies the four identified key  dimensions of QA maturity as listed below.  1) Test Engineering dimension focuses on  the software testing life cycle practices 2) Test Management dimension changes  the way the independent testing  projects are managed and maintain a  tight integration between them and the  overall project management life cycle.<|endoftext|>3) Test Governance dimension lays the  foundation for mature testing services  by establishing \u2018n\u2019 tier governance  structure, a standardized test  methodology, processes and policies.  4) Test Competency   dimension helps  leverage the domain & technical  knowledge and address the career  progression of testing professionals.  These dimensions encapsulate the  fundamental QA capabilities that need  to be established at an organizational  and project level. The Test Engineering  and Test Management dimensions  help an organization improve all the  testing practices of a project and hence  their impact is felt more at the project  level. The Test Governance and Test  Competency maturity dimensions  have a comprehensive influence at an  organizational level.  Maturity Behavior As part of this model, 20 key areas, 5  maturity levels and 219 unique test  practices have been defined within the four  maturity dimensions discussed above. Each  maturity dimension has several behaviors  or the expected activity defined. A set of  behaviors or observable characteristics  collectively determine the maturity level for  each dimension. Further, these behaviors  are in turn supported with testing practices.  These practices help organizations  implement the key areas and exhibit the  expected behaviors associated with them.  This model generates a detailed map of the  current capabilities which help identify the  strengths and weaknesses of the current  QA\/ Testing processes for the organization.  Measurement The model is equipped with a robust  measurement framework. It has an  innovative assessment and scoring  mechanism which includes questionnaires  and systems to measure the testing  capability. The assessment includes an  industry wide accepted survey, interview  and reporting practices.  The Solution Deployment Approach The current testing capability is assessed  using the maturity model. The scope  of assessment varies according to the  business priorities of an organization.  Based on the assessment findings, a  detailed roadmap is built to elevate  the organizations current QA maturity  level. The assessment phase is followed  with the design phase in which new  practices and processes are introduced  to improve the current test maturity  state. Then, the implementation phase  includes the selection and deployment  of the new practices, processes along  with a pilot execution. This is followed  with an enterprise level deployment. An  annual operating plan is formulated to  sustain these practices which include  measurement mechanisms and periodic  reviews. The key implementation stages  of the solution deployment approach are  depicted in Figure 2.   Figure 2: The Key Implementation Stages of the Solution Deployment  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n The Key Features of The Enterprise QA Transformation Model The Enterprise QA Transformation Model is a comprehensive platform for building mature and effective QA organizations. Let\u2019s go through  some key features of this model.<|endoftext|>COMPREHENSIVE  ASSESSMENT FRAMEWORK  The model includes a comprehensive assessment framework which comprises of a maturity map,  an assessment questionnaire, scoring model and a complete set of process aids and tools that help  plan and conduct assessments. Figure 2 below gives a snapshot of the scoring model. The assessment  framework is designed to gather data on the behaviors that help determine the testing practice and  map it to the corresponding maturity level. The assessment methodology used in this model is an IP of  Infosys (Patent filed in India & US PTO).<|endoftext|>REFERENCE MODEL FOR  IMPROVEMENT The model also functions as a reference framework for building a strategic roadmap for improvement.  It helps in selecting, prioritizing and sequencing the improvement initiatives in a manner that is in  line with the organization\u2019s vision and the current QA capabilities. The QA organization can leverage  its prior experience and knowledge gained during the maturity assessment of the organization  undergoing the transformation, to recommend a series of initiatives that would lead to a superior  level of QA maturity and effectiveness.  SELECTIVE AND CONTINUOUS  IMPROVEMENT  The Enterprise QA Transformation Model gives organizations the flexibility to selectively improve its  testing capabilities based on the way they operate and engage with vendors and sub-contractors.  ACCELERATORS  The model is supported with a suite of processes, process aids and tools to manage the improvement  implementation which helps accelerate the transformation journey of QA organizations. The process  framework can be customized to the business objectives of the organization\u2019s TCoE. The tools include  some industry standard tools and several proprietary tools from Infosys.<|endoftext|>Figure 3: A Snapshot of the Scoring Model  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n The model leverages Infosys\u2019 best practices  in successfully building and delivering  Test Centers of Excellence\u2019s (TCoE) for  organizations\u2019 across industries. As part  of the QA service transformation"}
{"text":"Continue # Infosys Whitepaper \n journey,  Infosys sets up a governance structure,  consolidates and optimizes the testing  practices & processes for managing the  QA organization. By adopting these  practices, the QA organization would be  able to improve the efficiencies of their QA  teams and minimize critical issues in their  business applications and transactions.  This would eventually lead to building an  effective Test Center of Excellence that  is well integrated in the organization\u2019s  software development lifecycle.  Figure 4 describes how the Enterprise QA  Transformation model creates business  value for an organization.<|endoftext|>Figure 4: How the Enterprise QA Transformation Model Creates Business Value?  What are the  Benefits of this Model How this model helps to improve the business value for an organization? Enterprise QA  Transformation  Model Learning from  Infosys TCoE  Implementations\u2019,  Infosys Testing  Expertise  and Thought  leadership Efficient and  Effective Test  Center of  Excellence Better Test Quality Reduction in  Time-to-Market  Reduced  operating costs  through a global  delivery model Increase in  revenue due  to application  stability Early defect  detection  Increase in Testing  efficiency Improved testing  coverage Engineering  Benefits Business  Impact Business  Benefits External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n References 1. Need for a Comprehensive Test Maturity Model, Infosys, August 2011  The Enterprise QA transformation Model meets today\u2019s dynamic business needs, taking  into account the heterogeneous delivery structures of organizations today, as it helps build  mature testing practices that help deliver exceptional quality, effectively and reliably. The  model helps assure quality and maturity of the testing capabilities that would lead to efficient  business operations, translating into successful business outcomes.  It\u2019s conspicuous because  of its comprehensive framework that gives the ease of flexibility, the power of customization  to an organization\u2019s specific business need, plan selective improvements, its relevance in  today\u2019s complex business environments and because it facilitates in transforming  the QA  organization into today\u2019s mature Test Centre of Excellence.  These features set it apart from  the conventional and available QA Maturity models.<|endoftext|>Conclusion External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n About the \nAuthors Reghunath Balaraman (Reghunath_Balaraman@infosys.com) Reghunath Balaraman is a Principal Consultant, and has over 16 years of  experience. A post graduate in Engineering and Management, he has been  working closely with several large organizations to assess the maturity of their  QA organizations and help them build mature and scalable QA organizations,  and is well versed with industry models for assessing maturity of software testing.<|endoftext|>Aromal Mohan (Aromal_Mohan@infosys.com) Aromal V Mohan is a consultant in Independent Validation Solutions Unit and has  experience in Test service capability assessment, design and implementation. His  areas of specialization are process models and framework. He has been involved  in Test Center of Excellence implementations for various clients. He focuses on  design and implementation of test process, test service governance, metrics  and estimation. He holds a Master degree in Business Administration with a  specialization in Information Systems.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Establish the right purpose for testing to win big in today\u2019s digital world \nAuthor: Infosys Limited \nFormat: PDF 1.6 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n WHITE PAPER ESTABLISH THE RIGHT PURPOSE FOR  TESTING TO WIN BIG IN TODAY\u2019S  DIGITAL WORLD Abstract The need for quality and agility across all enterprise offerings  \u2013 a top priority in this digital world \u2013 underscores the need for  robust software testing. Over the past few years, software testing  has undergone significant transformation. However, to ensure  transformation delivers relevant outcomes, organizations must first  understand and redefine the purpose of quality assurance across  all their offerings. This paper outlines the importance of defining  the right purpose of testing across four critical dimensions. It also  explains how such an approach will help organizations increase  the overall value and quality in the product and software delivery  lifecycle.<|endoftext|>- Bodhisattwa Mukherjee Test Analyst, Infosys Validation Solutions \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n External Document \u00a9 2019 Infosys Limited Introduction  The rise of new technologies is creating a  world driven by the need for real-time and  relevant solutions that make customer lives  easier. In fact, most of the innovation we  see today is about making breakthroughs  to support this demand. As customer  expectations increase, organizations are  under pressure to deliver more at superior  quality within ever-shrinking timelines.  Thus, to sustain their edge, enterprises  are looking at optimizing their software  testing lifecycle to become lean and agile  in order to support quality assurance and  shorter time-to-market. But first, they must  evaluate what their purpose of testing is.  Without such understanding, initiatives to  amplify value and deliver positive customer  experience will remain limited in efficacy.<|endoftext|>External Document \u00a9 2019 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n External Document \u00a9 2019 Infosys Limited What is the purpose of  testing?  Testing has a significant role to play in  the software industry. It is no longer  confined to ensuring that specific software  components work. Today, testing is about  enabling understanding and clarity in  the end-to-end lifecycle \u2013 from origin  of business requirements to customer  acceptance.  However, as software becomes complex,  there is a steep rise in the number of  checks to be conducted, making software  assurance impossible through only  human intervention. Thus, it is imperative  for companies to augment the entire  testing process with selective accelerators  like automation. Establishing a balance  between human testing and automated  testing is the key success factor here.  Moreover, the strengths of each can  only be fully leveraged when there is  clarity on the overall purpose of testing.  In order to achieve this, we recommend  defining the right purpose across four  critical dimensions, namely test maturity,  strategy, accelerators, and agility. A balance  between these four factors will enable  robust and outcome-driven testing for  business success.  These four dimensions are further described  below: 1. Test maturity   It is extremely important for  organizations to understand their  current testing maturity if they want  to adopt digitization and meaningful  innovation. They should identify the  purpose of testing and introduce clarity  into its objectives through effective  assessments. This involves defining  a clear vision and future state that  reflects how the organization views  the overall role of testing as well as its  role in the digitization journey. Thus,  end-to-end traceability from business  goals to IT goals to testing goals form  the winning criteria for successful  testing assessments. Moreover,  organizations should also focus on  change management during digital  transformation to ensure enterprise-wide  success.    The strategy outlined below can  help define the purpose of testing  by first understanding the overall  objective. This assessment strategy can  help organization identify potential  and current gaps as well as the  corresponding next steps to solve them.  The differentiator of this strategy is that  it provides end-to-end traceability across  all phases, thereby aligning with the  overall purpose of testing.<|endoftext|>End to End traceability of findings to gaps to recommendations to initiatives  Assessment Initiation \u2013 Planning and  Strategy Collect response to  questionnaire, interview  different business  functions and review  testing process Analysis of current state  Testing process to identify  Key findings and Business  Impacts Design Testing Vision,  Strategy and Target  state  Gap Analysis Propose  Recommendations Define Initiatives,  Roadmap and  Next Steps 1 2 3 4 5 6 7 Findings Gaps Initiatives Next Step RoadMap Vision Fig 1: An assessment strategy to effectively identify current testing maturity \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n External Document \u00a9 2019 Infosys Limited External Document \u00a9 2019 Infosys Limited 2. Strategy   Increasing customer expectations,  aggressive product release timelines,  competitive product margins, and  steep compliance measures present a  new type of challenge for nearly every  department in an organization, namely,  quality assurance. Addressing this calls  for extreme agility, value-based delivery  and increased efficiency in operations. In  this new era of quality assurance, testers  can no longer manually assure all the  functional and non-functional points of  a software product or solution. In fact,  3. Accelerators   Testing accelerators like automation and  soft tools are now being viewed very  differently as compared to the past few  years. Previously, automation meant  using software capabilities to perform  repetitive tasks with a tester\u2019s partial  attendance to monitor the process.  Now, automation has transformed to  become more structured and guided  with a definitive purpose. It has moved  beyond performing repetitive tasks and  focuses on using software intelligence  for complex tasks, which may even  require decision-making capabilities.  Moreover, the need for extensive human  this is a key factor driving transformation  within testing strategies. Nowadays,  testers are moving away from traditional  phased \u2018test-all\u2019 approaches all to more  agile and \u2018purposeful\u2019 testing. While  many organizations have not explicitly  embarked on such agile journeys, it is  important to infuse a certain degree of  agility in testing by first understanding  the purpose and overall objective of  testing. Hence testers should have a  good understanding of technology  along with sound domain knowledge  in the current business landscape. This  intervention for close monitoring has  reduced to a large extent and is required  only in specific situations beyond the  software capability.   Simply automating every process can  be time-consuming, costly and may  not even yield the expected outcomes.  Instead, it is important to understand the  purpose of automation and the value it  brings. Once there is clarity on this, the  next step is to generate a heat map of  all the automatable processes, identify  high impact zones and categorize and  prioritize the most important ones for  automation. The heat map must clearly  reflect time-consuming tasks, actual or  balance of techno-domain knowledge  will enable agility in an organization\u2019s  quality assurance journey.   We recommend that organizations  further optimize their testing strategy  by incorporating twelve selective focus  points as mentioned in Fig 2. Once  there is clarity and understanding of  the relevancy of testing in the overall  business context, these twelve points  can be implemented through various  means like test accelerators, bots, new  operational models, etc.<|endoftext|>potential choke points, friction zones,  and processes having high complexity.  When automation is leveraged  efficiently in this way with a definitive  purpose, organizations can derive  positive impact on speed, cost, time,  and agility.<|endoftext|> Fig 3 depicts the simplified architecture  of an application landscape reflecting  the value generated through  automation across different layers. The  key success factor here is identifying  the correct purpose for automation  across different layers, thereby crafting  an effective automation strategy that  strikes a right balance in each layer.<|endoftext|>Fig 2: Twelve selective points to improve the testing strategy for robust quality assurance \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n External Document \u00a9 2019 Infosys Limited Apart from the above benefits, automation also helps organizations leverage robotic process automation (RPA) for higher ROI in areas like  vendor invoice management, claim management (administration and processing), customer enrollment management, billing management,  tax calculation system, etc.<|endoftext|>Fig 3: Architecture of an automated application landscape  External Document \u00a9 2019 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n External Document \u00a9 2019 Infosys Limited 4.  Agility    In a fast-paced customer-centric  world, organizations want to be more  agile, particularly in their product  development lifecycles in order to  increase efficiency. However, traditional  practices of maintaining independent  teams across the product lifecycle with  high manual intervention in each step  cannot support agility. The shift towards  agile product development necessitates  having a collaborative environment for  development, operations and quality  assurance for lean end-to-end processes.  Armed with this purpose, organizations  that have"}
{"text":"Continue # Infosys Whitepaper \n already embarked on  digitization journeys with the first  layer of efficient and agile testing are  now looking to leverage effective test  automation and are embracing the  practices of DevTestOps   DevTestOps not only brings in a  collaborative culture but also accelerates  solution delivery, innovation and rapid  cyclic feedback. It calls for specialized  roles like quality engineers who work  closely with quality analysts, developers  and the operations teams. Using  DevTestOps with the right purpose  will help organizations realize tangible  business value through improved  time-to-market, greater productivity  gains, predictive fixing of software  bugs, lower release cost, and shorter  turnaround time for solution delivery to  name a few.<|endoftext|>\n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n External Document \u00a9 2019 Infosys Limited Conclusion  Today, customers are increasingly  dependent on technology to make their  lives easier. Thus, the role of software  testing is becoming more prominent with  the demand for high quality products.  While the future of software testing may  appear challenging, the transformation  over the past few years provides immense  opportunities for organizations to boost  their efficiency. To derive maximum  benefit, it is important for organizations to  re-look at their purpose of transformation  and, more importantly, the purpose of  software testing. The winning formula  is to define the right purpose for testing  across four critical dimensions \u2013 test  maturity, strategy, accelerators, and agility  \u2013 based on their current position in the  transformation roadmap. These parameters  will provide deep visibility into the  transformation journey so businesses can  achieve the expected outcomes.<|endoftext|>External Document \u00a9 2019 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2019 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Fighting retail shrinkage through intelligent analysis and validation \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n WHITE PAPER FIGHTING RETAIL SHRINKAGE  THROUGH INTELLIGENT ANALYSIS  AND VALIDATION - Naju D. Mohan and Jayamohan Vijayakumar Abstract While striving to achieve greater profitability in a landscape  characterized by aggressive competition, retailers keep racking up  losses due to retail shrinkage. In this white paper we take a look at  the various sources of retail shrinkage and discuss the benefits of  establishing effective validation for loss prevention systems. The  paper also reveals how loss prevention Quality Assurance (QA)  solutions can reduce retail shrinkage. We also outline how the right  testing approach and techniques can help avoid loss.<|endoftext|>\n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n In their effort to stay ahead of competition,  retailers are employing innovative  measures to minimize operational costs so  that they can increase their profitability.  Today\u2019s retail dynamics are impacted by  a volatile global economic environment  and diminished consumer spending. These  issues are pushing retailers to evaluate  various techniques they use to reduce  losses that adversely affect the bottom line.  Retail shrinkage or shrink is the fraction  of inventory that is lost in the supply  chain from the manufacturing unit  to the point of sale (PoS). Analysis  of enterprise information, collected  throughout the supply chain and stored  in data warehouses, along with historical  transaction data is used to identify and  qualify loss data. However, the success of  loss prevention techniques depends on  the quality of data used for deriving these  analytical reports. To ensure the quality of  data, retailers need to develop benchmarks  for each relevant business parameter,  which can help them identify inventory  loss and flag anomalies in their operations.  These threshold levels must be managed  centrally with business rules developed  specifically to provide systematic alerts for  corrective action.  A proper validation of the loss prevention  system along with an effective approach  for their business intelligence solutions,  enables retailers to obtain a holistic view  of their enterprise data and make smart  decisions to fight retail shrinkage.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n What causes retail shrinkage? Inventory shrinkage can be attributed  to several sources such as shoplifting,  employee theft, vendor fraud,  administrative errors, and other unknown  reasons. According to the National Retail  Security Survey Report 20111 the five  major sources of retail shrinkage in order of  frequency are: \u2022 Employee theft (44.2%) \u2022 Shoplifting and organized retail crimes  (35.8%) \u2022 Administrative errors (12.1%) \u2022 Unknown reasons (5.3%) \u2022 Vendor fraud (4.9%)  Total retail shrinkage amounts to $35.28  billion in the United States alone.<|endoftext|>To understand the nature of inventory loss  better, let us examine the various causes of  retail shrinkage in detail.<|endoftext|>electronic surveillance and automated  alert mechanisms to deter shoplifters.  Advanced electronic surveillance systems  offer analytical capabilities that work with  captured video footage to proactively alert  loss prevention (LP) executives in real time.<|endoftext|>Administrative Errors Pricing mistakes like incorrect mark- ups and mark-downs can lead to large  losses, especially over time. This area  has seen some improvement from the  previous years. Three segments which  recorded the highest retail shrinkage  due to administrative errors are jewelry  and watches, home center, garden, and  household furnishings.1 Vendor Fraud Vendors can steal merchandise in the  course of the supply chain, either during  buying or fulfillment. They contribute  the least to the total volume of retail  shrinkage. Fraud prevention strategies  include delivery audits while receiving  merchandise at the warehouse or when the  customer receives the merchandise in case  of direct fulfillment.<|endoftext|>Other sources of shrinkage are not related  to store inventory.  These include cash  losses, check losses and credit card losses.  Return and refund fraud also contributes  to retail shrinkage. In most such cases, the  shrinkage does not leave a clear audit trail.  Hence the LP management is required to  deduce the root cause of shrinkage.<|endoftext|>Employee Theft Employee theft continues to be the most  significant source of retail shrinkage in the  US. Among the various retailer categories,  convenience stores or truck stops suffer the  most from employee theft.1 This involves  \u2018sweethearting\u2019 where a cashier unofficially  gives away products to family or friends  for free using fake scan or offers discounts.  Cashiers can also slide items into the cart  without scanning it at the PoS system.  Other instances of employee theft are:  voiding items from sale, reducing the price  without authority, under-ringing (selling  products at a lower price while collecting  the full amount), no ringing, ringing  fraudulent return, and using staff discounts  inappropriately.  Conventional theft detection mechanisms  include electronic surveillance, audits,  and review of till receipts followed by  investigation.<|endoftext|>Shoplifting and Organized Retail  Crime (ORC) Shoplifting and ORC is the second  largest source of shrinkage in the US.  Craft and hobby stores, accessories and  men\u2019s and women\u2019s apparel are the top  three retail categories worst hit by retail  shrinkage.1The trails of organized retail  crime can be found supporting terrorism  and money laundering. This problem  warrants immediate attention and a  focused approach. Most retailers use  Table 1 \u2013 Sources of retail shrinkage Shoplifting and ORC, 35.8% Administrative, 12.1% Vendor Fraud 4.9% Unknown, 5.3% Employee Theft, 44.2% External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n Leveraging business analytics  for loss prevention Loss prevention is always a moving target.  The key is to stay on top of the changing  LP requirements and be able  to respond to  them faster than the time the contributing  factors take to adapt to the circumstances  \u2013 be it shrinkage or salvage.  The key objective of a business analytics  (BA) program is to empower business  owners, the finance team and LP  management to take timely informed  decisions. The overall success of this  program depends on the strategies  adopted for data warehousing and  analytics, the quality of the underlying data  used for analytics and the granularity of  the data.  While retail shrinkage affects all types of  retailers, certain categories are affected  at a disproportionally higher rate. The  strategies each retailer needs to adopt  depend on and vary primarily with the  business model, line of business, sources  of retail shrinkage, and major contributors  to the loss. Usually, the BA strategy for loss  prevention can be classified at a high level  into two distinct areas \u2013 operational and  strategic.<|endoftext|>Operational LP Analytics Operational LP analytics aims at identifying  the retail shrinkage and its sources for  shorter periods. This provides near real- time view of the shrink and salvage.  The  method aids the LP management to  identify shrink quickly, thereby providing  them the ability to respond faster to the  situation and prevent further loss. LP  data average out over longer periods;  hence for the method to be effective, the  identification must be as close to real time  as possible.<|endoftext|>Not all categories and items are treated  equally in loss prevention methodology.  Products such as shaving items, clothing  accessories, cheese, meat, perfumes, etc.,  fall into a high-risk category. Departments  like cosmetics are more prone to retail  shrinkage than fresh produce.  Operational analytics report at the  category level, providing the ability to  drill down to sub-categories and even to  shrinkage at the level of stock keeping  unit (SKU). Comparative reports with  other sub-categories or averages enable  the prevention strategy to be devised at  the department level or SKU level. For  example, when a new range of perfumes is  introduced in a store, operational analytics  can provide a view of the retail shrinkage  for this range, or for a product within the  range, for a specific time period, compared  with other products in the range.  Operational analytics reports can provide  the average shrink for that department or  sub-category or even industry averages.  This enables the department managers to  act quickly and prevent loss.<|endoftext|>Another dimension of operational LP  analytics is based on the source of  shrinkage. Retail shrinkage can take place  right at the aisle where shoplifters sweep  out or at the till where an employee or a  member abuses a discount or in a vendor\u2019s  unit where fraudulent transactions are  conducted. Horizontal analytics offers a  different perspective to loss prevention  thereby enabling the adoption of more  comprehensive and efficient strategies.  For example, reports on void transactions  at the cashier level, price exceptions at the  tills, reports at the return tills at cashier "}
{"text":"Continue # Infosys Whitepaper \n or member level, reports against the  inventory booked and bill of landing (BOL)  for a vendor, etc., work both as a deterrent  to malicious activity as well as an enabler  for shrink identification.<|endoftext|>In operational analytics, reduced time to  market is the key factor. It is critical to work  out ways to cut short the requirement- to-validation cycle. It is observed that  the entities involved in the sources and  strategies of theft adapt quickly to the  new security measures, identifying ways  to break the current system. The ability  of IT to respond to this continuously  elevating challenge in relatively shorter  windows, determines the success of this  program and the ability to stay ahead of  the miscreants.  Strategic LP Analytics Strategic analytics  help evaluate the  effectiveness of the LP program as a whole.  These reports provide executive snapshots  into retail shrinkage data with drill-down  capabilities.  The objective is to empower  executive management to make informed  decisions that influence the corporate loss  prevention strategy, return on investment  (ROI), LP budget allocation and formulation  of corporate policies.<|endoftext|>Some examples of the types of reports  obtained through strategic LP analytics  are: trend analysis and comparative  analysis comparing various time periods  such as year-on-year (YoY) shrinkage  for a department, comparing the same  quarter, store YOY, region YOY, etc., types  and locations of warehouses (mall or strip),  merchandise-specific classification (such as  life-time return), data comparisons before  and after changing the LP strategy and  more.<|endoftext|>Strategic analytics enhances the  effectiveness of the overall LP strategy  against industry averages, and helps steer  the course at the executive management  level. Validation for loss prevention system  plays a vital role in ensuring quality and  reliability of data, and accurate reporting.  The level of analytics required in a specific  retail setup is determined by several  factors that are in play such as the line of  business, corporate policies, etc. Further  considerations for analytics can be cultural  diversity in the operating markets and the  climate and economies in which retailers  operate.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n Validation for loss prevention  system Developing a comprehensive loss  prevention analytics validation strategy  early in the development cycle is critical  to the execution of a successful loss  prevention program. The validation  strategy is defined based on the corporate  loss prevention strategy, the data  warehouse design, key performance  indicators (KPIs), and the business  intelligence reports identified for loss  prevention.  The analytical methods used for loss  prevention need to be qualified and  validated. The key process indicators,  as part of the analytical methods, are  identified and the exact business rules  to be validated are defined. The key  process indicators included in the test  strategy must be examined to establish  threshold values based on historical and  real-time data for operational and strategic  reporting.  Validation for loss prevention system  helps the retailer not only to address their  current issues but also predict any issues  that may arise in the future. Therefore,  decision-making must be open to adopting  different validation techniques for  operational and strategic loss prevention  analytics.<|endoftext|>Strategic LP Analytics and Validation The major strategic challenge in creating  a permanent loss prevention analytical  platform is the uncertainty involved in  the retail industry. Retailers continue  to improve their LP program to remain  competitive and protect their brand.  However, this implies that until the LP  analytical platform is implemented and  the Business Intelligence (BI) reports and  KPIs are in place, the retailer is unable to  confirm the accuracy of the analytical data  to help the company meet its long-term  profit and growth plans.<|endoftext|>Strategic validation for loss prevention  system must focus on the following factors: \u2022 Integration of BI with loss prevention  techniques \u2022 Design of a scalable Enterprise Data  Warehouse (EDW) and Supply Chain  Integration Operational LP Analytics and  Validation The constrained global economy has led to  reduced operating budgets. Retailers are  today seeking immediate business benefits  from monitoring and analyzing loss  prevention data.  The focus is on tapping  into the large amount of high-quality  cross-functional operational data and  uncovering suspicious activities. This helps  retailers discover problems pertaining  to fraud or retail shrinkage and extract  actionable insights.<|endoftext|>The operational validation for loss  prevention systems needs to focus on the  following factors: \u2022 Reduced time to market for the  implementation of LP program through  automated validation  \u2022 Continuous integration validation of  incremental features in the LP program  through reusable regression suites Retailers across the world are using BI to  strengthen their loss prevention systems.  Let us see how a pharmacy chain in North  America used loss prevention QA solutions  to fight retail shrinkage.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n Case study  Implementing Integrated EDW  and BI Reporting for Effective Loss  Prevention Customer: A leading pharmacy chain in  North America decided to replace the  existing semi-automated loss prevention  system with an integrated EDW and BI  reporting solution  to enhance their LP  data analysis and reporting capabilities.  The end-user group was the loss  prevention finance department.<|endoftext|>Business Context: The existing system  was based on fragmented data sources  and relied on multiple satellite databases   or flat files with multiple hops\/layers. This  involved significant manual intervention  and effort in data extraction, cleansing,  transformation, and report generation. The  inventory of reports was extremely large  and redundant. It provided merely different  views of the same data, and lacked drill- down and drill-across capabilities. The  existing system failed to track action items  on the basis of data reported.  Analysis of the \u2018as-is\u2019 state of the system  revealed the opportunity to consolidate  the existing inventory of reports to one- third of the current size. This would allow  the company to reduce the maintenance  costs for the existing reports and business  process refactoring.  The new system needed to be based on a  platform with EDW as the back-end and  Oracle Business Intelligence Enterprise  Edition (OBIEE) as the front-end. The future- state solution envisaged robust analytics  and reporting to increase data visibility and  support enterprise level BI goals for loss  prevention.  Loss Prevention QA Solution: The loss  prevention QA strategy was defined  considering the nature of the project and  in-line with the overall loss prevention  strategy for the customer. The QA team  was engaged in stages ranging from  requirements and design validation to  data source consolidation and retirement  strategy definition. This helped identify the  high risk areas and build a risk-based test  approach with optimal time to market.<|endoftext|>An automated test approach was adopted  for data warehouse (DW) testing using  proprietary in-house solution accelerators  for Extract Transform and Load (ETL) testing   which greatly reduced the regression test  effort. This was the key differentiator for  ensuring test coverage and reducing the  time to market. Data quality testing, system  scalability and failure recovery testing were  performed to ensure that the DW solution  was sufficiently robust to accommodate  future enhancements as well.<|endoftext|>BI report testing was conducted based on  the KPIs\/threshold identified for the loss  prevention strategy. The QA strategy called  for automated testing using an in-house  open source-based tool that reduced the  execution time for test cycles and formed  the foundation for the regression pack. This  enabled the regression for future releases  to be conducted in comparatively smaller  timeframes.<|endoftext|>Enforcement of role-based access to data  and data restriction by user on a need- to-know basis were ensured by security  testing.  Overall, the loss prevention QA solution   enhanced the test coverage to almost  100%. This enabled early detection of loss  and ability to prevent it, thereby saving  an additional $1.5 million every year. The  annual maintenance and support costs  were reduced by $60,000.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n End notes 1 National Retail Security Report 2011 by Richard C Hollinger and Amanda Adams Conclusion In the current market scenario the ability  to optimize profitability by reclaiming  leaked revenue allows retailers a greater  opportunity to enhance profits. Today  the ability to reduce retail shrinkage is  more critical than ever. However, the  \u2018one-size-fits-all\u2019 strategy does not work  in loss prevention. Loss prevention  programs need to be tailored to address  the challenges of the retail category or  department based on the impact and  sources of loss. The ability to predict retail  shrinkage proactively, identify it and  react as soon as anomalies surface is the  key determining factor for the success of  the loss prevention program. IT, the key  enabler for this business objective, plays a  central role in empowering business with  innovative solutions and reduced time to  market. Automation, innovation and re-use  are the three pillars to achieve effective  loss prevention.<|endoftext|>External Document \u00a9 2018 Infos"}
{"text":"Continue # Infosys Whitepaper \nys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Big data testing for a leading global brewer \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n WHITE PAPER MOVING FRAGMENTED TEST  DATA MANAGEMENT TOWARDS A  CENTRALIZED APPROACH  Abstract Test Data Management (TDM) ensures managing test data requests  in an automated way to ensure a high degree of test coverage  by providing the right data, in the right quantity, and at the right  time, in non-production environments. Automated TDM service  facilitates test data management across test environments through  a structured approach of data subsetting, cleansing, gold copy  creation, data refresh, and sensitive data masking.  Typically, a centralized TDM system with well-defined processes  is more effectual than the traditional manual or decentralized  approach, but in some cases, a decentralized approach is adopted.  This paper takes a deeper dive into the considerations for the  centralization of TDM processes within enterprise ITs.<|endoftext|>\n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n Introduction In most organizations where TDM is at  its infancy, test data-related activities  are done by the individual project teams  themselves. There will not be a dedicated  team identified or process defined to  handle test data requests. Such projects  with a primitive TDM approach possess  several drawbacks: \u2022  Lack of a defined ownership for the test  environment and test data setup:  results  in unintentionally losing the test data  setup or data overstepping \u2022  Unavailability of data setup for testing  end-to-end scenarios: Lack of data setup  between inter-dependent and third- party applications \u2022  Lack of referential integrity defined  in the databases: Absence of primary,  foreign, relationships defined in the  database makes it difficult to identify  related tables and generate the correct  test data set \u2022  Insufficient data available for  performance load testing: Manually  generating bulk data is a tedious task  and less feasible \u2022  Increased number of defects due to  incorrect test data: Leads to re-work  and losing time unnecessarily analyzing  issues caused due to incorrect test data  used for testing \u2022  Outdated test data in QA database:  Periodic refresh of test data does not  happen from production \u2022  Inability to provision data since data  is unavailable: Lack the mechanism  required for generating synthetic data \u2022  Risk of exposing sensitive data to testing  teams: Sensitive fields need to be  masked before provisioning for testing \u2022  Multiple copies of data: Storage costs  can be reduced by maintaining required  gold copies and refreshing and reusing  gold copies after major releases Having a well-defined practice for handling  all the test, data-related, requirements  across all non-production environments  in an organization is the essence of TDM.  Aimed to address all the above stated  issues, it will bring in more control and  make TDM more effective.<|endoftext|>Based on the TDM requirement type,  organizations can opt for either a de- centralized or a centralized approach.  This paper gives a detailed view of both  approaches and highlights how the  centralized approach is more efficient and  beneficial.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n Centralized TDM deals with consolidating  the test data provisioning for all non- production environments across the  organization. It provides a systematic  approach to analyze and provision test data.<|endoftext|>Pros \u2022  Well-established TDM team with  a workflow-based mechanism for  managing test data requests \u2022  Reduced latency in provisioning test  data with quick turnaround time \u2022  Automated end-to-end approach with  tools and processes \u2022  Reduced infrastructure cost by storing  only the required data for provisioning   in gold copy database  \u2022  Reduced risk of incorrect test data,  resulting in lesser defects  \u2022  Resolution of data overstepping issues  by the TDM team \u2022  Periodic refresh of the gold copy makes  the latest data available for testing by  the QA team \u2022  Reusable masking configurations and  test data generation scripts provides  quick turnaround time \u2022  Easy handling of complex end-to-end  test scenarios that require data setup  across heterogeneous data sources  having federated relationships through   a centralized test data managment  \u2022  Creation of bulk data which is  relationally intact for non-functional  testing requirements is achieved using  automated solutions \u2022  Varied techniques available for creating  synthetic data in scenarios where source  data is not available for provisioning Cons \u2022  Considerable time and effort is required  to consolidate the TDM across various  portfolios \u2022  High knowledge acquisition effort  required to understand the different  application data models \u2022  Sporadic bottlenecks and dependency  on the TDM team in case of high  workload from all LOBs Centralized TDM External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n Decentralized TDM It is not necessary that all applications in  different portfolios in the organization\u2019s  landscape have to be covered under the  consolidated TDM umbrella. There are  instances where some applications can  follow the de-centralized TDM approach.  This is mostly determined by the level  of integration between the applications,  technologies supported, data sensitivity,  environment constraints, etc. For example,  data in HR, infrastructure applications, etc.,  may be independent and not related to  marketing, sales, inventory, or corporate  data. These systems, hence, can adopt a de- centralized TDM approach and need to be  handled outside the centralized umbrella.<|endoftext|>Pros \u2022   Minimal effort required to set up TDM  for individual applications \u2022   Good understanding of the respective  application data models, which makes  the team capable to address the test  data requests quickly Cons \u2022   Multiple copies of data without owner- ship because individual teams store  separate copies of production data.  \u2022   Unmasked sensitive data in non- production environments can lead to a  security breach \u2022   Less uniformity in standards and pro- cesses \u2022   Increase in data overstepping issues \u2022   Minimal automation may be present  with lack of coordinated processes  \u2022   Limitations in setting up data across  multiple data sources due to decentral- ized systems. Data set up in one ap- plication may not be in sync with other  inter-dependent applications Sales Corporate HR Infrastructure Inventory Marketing Independent TDM Consolidated TDM Centralized TDM implementa- tion approaches Primarily, there are two approaches for  implementing centralized test data man- agement within an organization: \u2022   Big Bang approach: In this approach,  all major applications under the TDM  scope in the organization are identi- fied, test data requirements across  applications are analyzed, and gold  copies for these applications are cre- ated at one go. A TDM team is set up  to address test data needs for all the  applications.     This approach will take considerable  time for the initial setup and knowl- edge of the application stack across  the organization\u2019s portfolio is a must.  Another key challenge with this ap- proach is keeping up with the database  (DB) changes happening in production  during the initial setup \u2022   Incremental approach: In this ap- proach, based on the business  requirements, TDM is established  for an application or a prioritized set  of applications. Separate test data  management implementations will be  carried out which can be progressively  integrated. The TDM team will address  the test data needs as soon as the gold  copies for the applications are set up.<|endoftext|>   In this approach, TDM is more manage- able, and can reap early benefits. TDM  set up for smaller set of applications  takes lesser time compared to the Big  Bang approach.<|endoftext|>A phased approach for TDM  implementation Centralized and automated test data man- agement implementations can follow a  phased approach. Each stage has a defined  set of activities to achieve the goals and  these stages are: \u2022   Analysis  \u2022   Design  \u2022   Implementation  \u2022   Steady State From the initial assessment phase, it moves  to a stabilized stage, expanding TDM  services to other domains and portfolios in  the organization, and working for continu- ous improvements on the way.<|endoftext|>The timelines proposed in the diagram are  highly indicative. Time duration for each  phase will depend on factors like: \u2022   TDM requirement complexity \u2022   Number of portfolios or applications  involved \u2022   Knowledge or understanding about  the application landscape or database  models Figure 1: TDM Landscape External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n Figure 2: Phased TDM Approach When to go for centralized  TDM? \u2022   Applications or technologies used are  mostly compatible with tools in the  market \u2022   Scope of TDM for applications across  various portfolios continue throughout  the life cycle of the application \u2022   Incoming T"}
{"text":"Continue # Infosys Whitepaper \nDM requests for application  or application clusters are fairly high \u2022   Technologies are widely supported and  not disparate \u2022   High number of inter-dependent  systems which require data set up  across systems for end-to-end testing When to go for decentralized  TDM? \u2022   The nature of portfolios or departments  within the organization are highly de- centralized \u2022   A specific TDM process is required for a  prioritized set of applications within a  short span of time \u2022   Scope of TDM is limited within the  project and does not continue after the  project is complete \u2022   Disparate or obsolete technologies  used in the project are not supported  by common TDM tools \u2022   Limited number of dependent \/  external applications \u2022   Need for test data provisioning is  very low and the requests flow is  manageable Common TDM challenges  and resolutions 1.  Inconsistent data relationship    Well-defined data relationship between  database objects is a key factor for  data subsetting, masking, and data  provisioning. It is often observed  that in case of legacy applications,  relationships are not present in the  database layer. The business rules and  logical constraints may be applied at  the application level, but will be poorly  defined at the database level. Logical  database model architectures may not  be available in most cases.<|endoftext|>Impact \u2022   Data subsetting, data masking, and  data provisioning get affected \u2022   Data integrity will not be maintained  Resolution  \u2022   Understand the application and  database structure, relevance of tables,  and how they are related with help of  SME \/ DBA \u2022   Analyze and understand the database  structure using data model artifacts  \u2022   Validate the logically-related entities  and confirm with business analyst 2. Unclear test data requirements    Teams requesting data sometimes lack  information aboutwhich data sources  would have the related data that  needs to be set up. In some scenarios,  test data requirements can be very  complex, like for testing an end-to- end scenario with data spread across  multiple databases or with data spread  across tables.<|endoftext|>Impact \u2022   Inaccurate test data Resolution \u2022   Understand the requirement from QA  perspective \u2022   Understand the database entities  involved and the relationships 3. Lack of application knowledge    System or application knowledge,  especially the data sources under the  TDM scope, is a prerequisite for the  TDM team. If teams possess a limited  knowledge about the application,  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n it will result in writing incorrect test cases,  raising ambiguous test data requirements,  and finally, provisioning inaccurate data.<|endoftext|>Impact \u2022   Inaccurate test data  \u2022   Increased defects due to incorrect test  data Resolution \u2022   Understand the application with the  help of SMEs \u2022   Understand the database entities  involved and the relationships 4. Corrupted gold copy    Most projects will have a gold copy  database available from where data  will be provisioned to the lower  environments. If the gold copy is not  refreshed periodically, or the data in the  gold copy has been tampered with, it  can cause issues while provisioning data.<|endoftext|>Impact \u2022   Inaccurate test data Resolution \u2022   Periodically refresh gold copy database \u2022   Restrict access to gold copy database 5. Data overstepping    If the same set of test data is used by  multiple teams for testing, it can lead to  conflicts and the test results will not be  as expected.<|endoftext|>Impact \u2022   Affects test execution \u2022   Incorrect test results \u2022   Rework in test data provisioning and  test execution Resolution \u2022   Data has to be reserved  \u2022   Centralized TDM team can handle the  test data requirements 6.  Identifying correct sensitive fields  and masking techniques    While masking any application  database, it is important that the  correct sensitive fields are identified  for masking. Also, what is important is  that relevant masking techniques are  applied to these fields. For example,  email id should be masked in such a  way that the email id format is retained.  Otherwise, while using the masked  email id, it might break the application.  Another point to consider is while  masking the primary key columns, the  masking has to be consistently applied  for the child tables also where the  primary key columns are referenced.<|endoftext|>Impact \u2022   Data inconsistency across tables \u2022   Unnecessary masked data Resolution \u2022   Identify sensitive fields belonging to  the category PII, PHI, PCI, financial  data, etc.<|endoftext|>\u2022   Apply relevant masking techniques that  will preserve the format of the data Best practices Some of the best practices that can be  adopted while implementing test data  management processes in projects are  listed below: \u2022   Automate TDM processes with reusable  templates and checklists \u2022   Improve test data coverage and  test data reuse by provisioning and  preserving the right data \u2022   Analyze TDM metrics and take  corrective actions \u2022   Data refresh to gold copy can be  automated using scripts  \u2022   Batch mode of data masking can be  implemented to improve performance  without exposing sensitive data to  testing teams \u2022   Test data can be used for configuring  the masking rules, which can be  replaced with production data for  actual execution. Thus, production data  is not exposed to the execution team \u2022   Reusable configuration scripts for  masking similar data (for example \u2013  similar data for a different region) \u2022   Developing automation scripts to  automate any manual TDM-related  activities \u2022   Developing data relationship  architecture diagrams for the most  commonly used tables for provisioning  which can be used as a reference External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n Summary Reduced cost and improved management  with faster time-to-market are the key  points for any successful program. Central- ized and automated test data management  provides an organized approach in man- aging test data requirements across the  organization in a better and more efficient  way. Only the required masked, subset- ted, and reusable data sets, are stored as  gold copies centrally, which are used for  provisioning by the testing teams. Most of  the TDM tools available in the market offer  web-based solutions, which act as a single  interface for both the testing and provi- sioning teams. Testing teams can place the  test data request and provisioning teams  can address the request from a single por- tal. All test data requests are tracked using  a single solution. A centralized, automated  TDM system with streamlined processes  introduce increased accuracy and predict- ability to the entire testing process. Imple- menting centralized test data management  is certainly beneficial over the de-central- ized approach.<|endoftext|>Glossary Acronym Definition TDM Test Data Management PII Personally Identifiable Infor- mation PHI Personal Health Information PCI Payment Card Information SME Subject Matter Expert PoC Proof of Concept Case study \u2013 centralized TDM  for a leading pharmacy client Overview The client has a complex IT landscape with  data spread across multiple portfolios  including marketing, sales, corporate,  pharmacy, and supply chain. Some of the  applications across the portfolios have a  federated relationship with related data.  The TDM service engagement requirement  was to establish a well-defined TDM  process and governance, which will  address all the test data-related requests  for the projects under different portfolios,  gradually expand the TDM services to  newer portfolios, and finally consolidate  under the same umbrella.<|endoftext|>Problem statement \u2022   Identify the test data and data masking  requirements in different portfolios and  application databases \u2022   Perform gap analysis for the existing  TDM processes \u2022   Establish a defined test data  management process and governance \u2022   Implement an automated TDM process  using the right tools \u2022   Test data provisioning for functional,  automation, and performance testing  teams \u2022   Metrics-based approach for the  evaluation of test data management  implementation Challenges \u2022   Complex IT landscape with  heterogeneous data source types \u2022   Lack of defined test data management  processes \/ strategy \u2022   Manual TDM activities for data  subsetting and masking \u2022   Lack of integrated data across systems \u2022   Sensitive data being moved to a  non-production environment without  masking \u2022   Huge cycle time for generating test data,  impacting test execution schedules Solution approach \u2022   Established a centralized TDM team to  provision test data for functional and  non-functional testing  \u2022   Deployed a web-based, self-service tool  for the testing teams to place the data  request and provisioning \u2022   Masked data is provisioned to testing  teams ensuring compliance to PIPEDA  (Personal Information Protection and  Electronic Documents Act) \u2022   Established  automated TDM processes  and capabilities across portfolios  \u2022   End-to-end testing made easy  by synching up test data across  interdependent applications Benefits \/ value-adds \u2022   20% reduction in test data provisioning  cycle time"}
{"text":"Continue # Infosys Whitepaper \n \u2022   Production data not exposed to testing  teams \u2022   Repository of reusable masking and  test data generation scripts  \u2022   Automated TDM services reduced test  data related defects to zero resulting in  quality deliverables Suply Chain Pharmacy Corporate Sales Marketing Legend Interdependent Data TDM Service Rollout Map 2 4 6 8 10 12 14 16 18 20 Portfolio Period (Months) External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n Seema Varghese is a Technical Test Lead with Infosys, having 11 years of IT experience, including leading teams and developing  testing expertise in different domains (retail, pharmacy, and telecom). She has worked in data migration and data warehouse  testing projects. She also has experience handling TDM and data masking projects.<|endoftext|>\u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: A framework to increase ROI through quality data \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n WHITE PAPER A FRAMEWORK TO INCREASE ROI   THROUGH QUALITY DATA Kuriakose K. K., Senior Project Manager \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n The perception of data across  organizations is changing. Data is no  longer just one of the components of  business. It has turned out to be \u2018the  business.\u2019 Today, information is viewed as a lifeline  by senior management and by many  other departments for decision making,  customer interactions, and optimum  operations. An organization\u2019s success  heavily depends on how it is able to  understand and leverage its data.  Unfortunately, there continues to be a  high amount of inaccurate data within  enterprises today, despite developing  multiple solutions\/ systems to counter  the same. Nowadays, a major portion  of data for decision making is collected  from external sources through a variety of  channels. This often results in poor data  quality, which has a negative effect on an  organization\u2019s ability to take decisions,  run business, budget, market, and gain  customer satisfaction. Organizations  which fail to control the quality of data, is  unable to sustain in today\u2019s data-centric  world. Any data-driven effort needs to  have strong focus on data quality, which  implies that organizations looking for  success are mandated to prioritize data  accuracy and accessibility. It is essential for  them to interact with consumers, vendors,  suppliers, and third parties in countless  ways, by exploring diverse new methods  of communication. Information is the  key for areas like inventory management,  shipment, and marketing. The objective of  this paper is to analyze principle challenges  with data across few key business functions  and discuss a framework which can bring  down the erroneous data that is getting  pumped in and out of an enterprise  system.<|endoftext|>Marketing: If we have accurate information on who  our customers are and what their needs  are, we have hit gold in Marketing terms.  This is more easily said than done as today  we neither have an accurate nor enough  information about customers. We can  surely gather information about customers  from various sources like- website, physical  store, mobile application, call center, face  to face, catalogues etc. But, one can never  be sure if they are same or different set of  people consuming your services. There\u2019s no  surety of the information being accurate as  most of these channels accept data directly  with limited to no validations.  Now let\u2019s assume that we have done all  possible validations and found out the  target group of customers but there\u2019s still  no defined method of reaching them--  should it be through emails, telephonic  conversations, social media, physical  address etc. Let\u2019s drill this down into one  of the mediums as--physical address. The  catch- the customer has many addresses  like for credit card, savings bank account,  driving license, and for office purposes.<|endoftext|>Shipping The current status of shipments is  constantly added to enterprise systems  through shipping vendors like DHL  Express, DHL Parcel, United States Postal  Service (USPS), United Parcel Service (UPS),  FedEx, Canada Post, LaserShip, OnTrac,  and Hermes. Most of these vendors do  not even share shipment history, hence  organizations are forced to store and link  this continuous flow of information. Many  times incorrect data gets fed into system  through these external sources. We see  data like order shipment data being before  order book data etc. This results in: \u2022   Order lost in transit \u2022   Incorrect shipping address \u2022   Order sent to wrong address \u2022   Shipping wrong items \u2022   Late shipments External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n Inventory Inventory management can help a  manufacturer \/ supplier in improving  accuracy, cost savings, and speed. This in  turn will help organizations have better  control on operations and reduce cost of  goods. Today, most of the manufacturers  are facing challenges in inventory  management systems. Few challenges  listed below:  \u2022   Limited standardization in  management systems, business users,  inventory integration, and movement  checkpoints  \u2022   Limited inventory reconciliation on  regular intervals \u2022   Data discrepancies between demand  planning and inventory planning  systems \u2022   Improper logging of inventory  information \u2022   Inaccurate data fed into forecasting  systems Banking Financial organizations are required to  meet regulatory compliance requirements  according to the law of the land to avoid  instances such as housing crisis. At the  same time, data quality issues lead to  transparency and accountability problems.  Hence, quality of data for banking needs  to be measured along the dimensions  of completeness, accuracy, consistency,  duplication, and integrity. There is also a  need to ensure information that is being  shared complies with information privacy  and protection laws and regulations.<|endoftext|>Pharma Pharmaceutical industry gets warnings  on regular intervals for falsifying, altering,  or failing to protect essential quality data  on their drug manufacturing process and  its validation, resulting in huge business  risks. According to US Food and Drug  Administration (USFDA) regulations,  pharma companies are mandated to  maintain manufacturing and drug testing  data. Many times, issues occur due to  human data entry errors and machine  errors like data recording failures.  These regulations have even resulted in  shutdown of plants causing huge losses.<|endoftext|>Today\u2019s state  Many organizations are constantly  investing in data quality to improve their  efficiency and customer interactions  through data insights. Majority of the  companies are suffering from common  data errors like incomplete or missing  data, outdated information, and inaccurate  data. This level of inaccurate data  jeopardizes business that relies on business  intelligence for taking key decisions. An  organization\u2019s current level of maturity can  be assessed from data quality maturity  model given below: Insurance When it comes to insurance industry, data  not only helps run operations, but also  helps them ensure that claims have the  required and correct information. Gener- ally, the following issues are found in the  claims data:  \u2022   Invalid diagnosis codes \u2022   Incorrect pin codes of hospitals \u2022   Incomplete forms with missing crucial  data like gender, patients\u2019 stay in  hospital, etc.<|endoftext|>\u2022   Inaccurate age data  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n Automated data quality  framework: This calls for a need of a strong quality  framework, which can validate standard  business rules against the processed  data coming from external sources into  enterprise systems. This framework should  be able to report incorrect data and related  information.  A framework which has easily configurable  rules and threshold values can be set by  business using simple text through a user  interface directly into framework. The  framework can connect to almost all kinds  of data sources \u2014 mainframes, file systems,  relational database management system  (RDBMS) systems, analytical databases  such as columnar, massively parallel  processing (MPP), in-memory data base,  NoSQL databases, Hadoop, web services,  packaged enterprise applications, OLAP  applications, software as a service, and  cloud-based applications.<|endoftext|>The details of common business rules  are also collected by our subject matter  experts (SMEs) in retail, consumer  packaged goods (CPG), logistics,  manufacturing, banking, healthcare,  insurance, life sciences, capital markets,  financial services, cards and payments,  energy, utilities, communications, and  services. This helped in the creation of  a backbone for our standard quality  framework where one can add \/ remove  rules according to the specific business  need.<|endoftext|>The user can pick a set of business rules  and schedule it according to their need.  An automated report gets generated  which is emailed to the concerned  parties. It is recommended to go with  open source solution to bring down the  cost of development and maintenance  of the tool. We have used a combination  of tools--Talend and Python scripts for  the development. This framework can be  based out of other open source solutions  like KETL, Pentaho Data Integrator - Kettle,  Talend Open Source Data Integrator,  Scriptella, Jaspersoft ETL, GeoKettle,  CloverETL, HPCC Systems, Jedox,  Python, Apatar. The framework can also  be enhanced further to carry out data  profiling and data cleansing on an \u201cas- needed\u201d basis.<|endoftext|>Infosys Automated data quality framework  consists of a configurable data quality (DQ)  framework with built-in, reusable rules  across domains with the following: \u2022   Standard business rules which can  validate the processed data and  information from third"}
{"text":"Continue # Infosys Whitepaper \n parties \u2022   Framework reports incorrect data  and related information crossing the  thresholds  \u2022  Capability to easily configure rules  and threshold values independently  \u2022   Daily automated report generation,  post job completion, enables  independent operations for business  Data quality maturity model Think & Act Local Think Global &  Act Local Think Global &  Act collectively Think & Act  Global Matured Data  Governance model \u2022   Limited awareness  of data quality \u2022   Certain defined  rules for data quality  and integration  for a specific  module based on  production issues  encountered \u2022   Duplication of data  across systems  with no established  system for data  quality validation \u2022   Data inconsistency  across systems \u2022   Organizations \/  programs accepting  the impact of  inconsistent,  inaccurate, or  unreliable data \u2022   Steps initiated to  identify corrupt  data \u2022   Gains are defined  more at project  level \u2022   Data inconsistency  across systems \u2022   Organizations  \/ programs  accepting  the impact of  inconsistent,  inaccurate, or  unreliable data \u2022   Steps initiated to  identify corrupt  data \u2022   Gains are defined  more at project  level \u2022   Establishment  of a well defined  and unified data  governance model \u2022   Regular checks  and reporting  of established  business rules and  data quality on a  defined frequency \u2022   Organization  shift toward  management of  data as business  critical asset \u2022   System information  and data is trusted  \u2022   Key metrics for  data quality is  tracked against the  defined variance  percentage \u2022   Action items are  tracked to closure  for any variances  beyond the agreed  limit \u2022   ROI for data quality  projects is tracked External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n Realizing the return on  investment (ROI) for data  quality Today, businesses need relevant data  to make informed decisions. Decisions  and communications based out of bad  data carries substantial risks to business  performance. For any data-driven  organization, it is important to ensure  that utmost standards of data quality are  met and the organization has scheduled  processes to validate quality along with the  data that is being pumped in and out of  the organization. We also need to ensure  that a structured methodology is being  followed in data quality metric definition  and its validation on regular intervals.  Few possible outcomes of successful  implementation of a strong data quality  framework are: Marketing: Accurate data helps drive more effective  campaigns for the intended target  audience Shipping: Cost savings and operational efficiencies  achieved with basic address validation  and order-related data quality checks Inventory: Faster turnover of stock Insurance: Complete information about client\u2019s  risk exposure enabling more accurate             decisions on policy costs Banking: Ability to detect fraud patterns and         improved customer service Pharma: Gain more compliance as per FDA         regulations External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: The future of enterprise test automation \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n WHITE PAPER RPA: THE FUTURE OF ENTERPRISE  TEST AUTOMATION \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n RPA: The future of enterprise test automation If one word defines the 21st century,  it  would be speed. Never before has progress  happened at such a breakneck pace.  We have moved from discrete jumps of  innovation to continuous improvement and  versioning. The cycle time to production  is at an all-time low. In this era of constant  innovation where the supreme need is to  stay ahead of the competition and drive  exceptional user experiences, product  quality deployed in production is paramount  to ensure that speed does not derail  the product as a whole. A robust testing  mechanism ensures quality while allowing  faster release and shorter time to market \u2013  so essential for that competitive edge.   Today, USD 550bn is spent on testing and  validation annually. It is also the second  largest IT community in the world. That is a  significant investment and effort being put  into this space already, but is it delivering  results? In the past five or so years, there has  been a push from CXOs, based on  recommendations from industry experts  and analysts, to go for extreme automation.  Companies have been adopting multiple  tools, opensource technologies, and  building enterprise automation frameworks.  This attempt to achieve end-to-end  automation has created a mammoth  network of tool sets in the organization that  may or may not work well with each other.  This is how test automation was done  conventionally; it still  requires elaborate  effort to build test scripts, significant  recurring investment for subscription  and licensing, and training and knowhow  for multiple tools. By some estimates,  traditional testing can take up to 40% of  total development time \u2013 that is untenable  in the agile and DevOps modes companies  operate in today.  What if this ongoing effort can be  eliminated? What if the need for multiple  tools can be done away with? Enter Robotic  Process Automation (RPA) in testing. While  originally not built for testing, RPA tools  show great potential to make testing more  productive, more efficient, and help get  more features to the market faster \u2013 giving  them an edge over conventional tools (see  Fig 1).   The state of testing and validation in the enterprise  Product features Traditional automation tools RPA Tools Coding Knowledge \u2022  Coding knowledge is essential to  develop automated scripts \u2022  Programming knowledge and effort is  needed to build the framework, generic  reusable utilities and libraries \u2022   These tools offer codeless automation. Developing automated  scripts requires some effort for configuration and workflow  design. However, coding is minimal compared to traditional  tools \u2022   Generic reusable utilities are available as plug-and-play  components Maintenance Extensive maintenance effort required Minimal  test maintenance effort required Cognitive automation No support for cognitive automation RPA tools are popular for supporting cognitive automation by  leveraging AI Plugin support Limited plugins are available for different  technologies Plugins are available for all leading technologies Orchestration and load  distribution Load distribution during execution requires  additional effort to develop the utilities   and set up the infrastructure This feature is available in most RPA tools. For example, feature  of a popular RPA tool helps in load distribution during execution  without any additional effort aside from configuration Automation development  Productivity Test development productivity is low since  custom coding is required most of the time Test development productivity is high as most generic activities  are available as plug-and-play OCR for text recognition This feature is not available This feature is available in all RPA tools Advanced image  recognition This feature is not available. Either  additional scripting or a third-party tool is  needed to support this This feature is available in all RPA tools In-built screen and data  scarping wizards This feature is not available and requires  integration with other tools This feature is available in all RPA tools Fig. 1: Traditional automation tools vs. RPA External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited RPA \u2013 the next natural  evolution of testing  automation  In the last decade, automation has  evolved and matured with time along  with changing technologies. As discussed,  automation in testing is not new but  its effectiveness has been a challenge \u2013  especially the associated expense and lack  of skill sets. RPA can cut through the maze  of tool sets within an enterprise, replacing  them with a single tool that can talk to  heterogenous technology environments.   From writing stubs to record and playback,  to modular and scriptless testing,  and now to bots, we are witnessing a  natural evolution of test automation. In  this 6th Gen testing brought about by  RPA orchestration, an army of bots will  drastically change the time, effort, and  energy required for testing and validation.  We are heading towards test automation  that requires no script, no touch,  works across heterogenous platforms,  creates extreme automation, and allows  integration with opensource and other  tools.<|endoftext|>According to Forrester\u00b9, \u201cRPA brings  production environment strengths to  the table.\u201d This translates into production  level governance, a wide variety of use  cases, and orchestration of complex  processes via layers of automation.  RPA allows companies to democratize  automation very rapidly within the testing  organization.  RPA has an advantage over traditional tools  in that it can be deployed where they fail  to deliver results (see Fig 2). For instance,  when:  \u2022 the testing landscape is heterogenous  with complex data flows \u2022 there is a need for attended and  unattended process validation  \u2022 there is a need to validate digital system  needs An RPA solution can bring in a tremendous  amount of simplicity for building out bots  quickly and deploying them with the  least amount of technical know-how and  skills that even business stakeholders can  understand.<|endoftext|>External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n However, the challenges in testing are not  limited to writing and executing test cases.  The automation needs to also handle the  periphery of testing activities \u2013 validating  that all components of the environment  are up and running and that test data is  available on time. This dependency on  the peripheral activities, and the teams  running them, could cost valuable time.  For instance, for a large banking client, this  dependency put a lot of pressure on the  testing team to finish a sprint in 5 days.  Using RPA, we were able to automate the  batch monitoring and batch rendering  process. We also automated synthetic test  data creation and data mining processes   reducing time to market by 40%.  To really provide value for testing and  validation, RPA needs to provide some very  testing specific capabilities such as:  A Cohesive Automation Platform:  Enabling enterprises to leverage the full  potential of automation with process  discovery, process automation (attended,  unattended, and UI based), combined with  process orchestration capabilities. This  should include a test automation interface  that can bridge the gap between test  management tools and automated test  cases. A workflow-driven test automation  approach can make the solution business- centric.  Native AI Capabilities:  A cognitive  engine can leverage various data sources  to deliver pervasive intelligence across  process design, management, and  execution.<|endoftext|>Security and Scalability: The solution  should allow running multiple bots on a  single virtual machine, have robust access  management with a credential vault built  into the product, and offer out-of-the-box  technology-specific adaptors Fig 2. How RPA tools address traditional testing challenges Challenge Areas Performance of RPA tools Test Data Management Data-driven testing is supported by many traditional tools. RPA can manage data  form files like Excel\/JSON\/XML\/DB and use these for testing Testing in different environments End-to-end business processes navigate through various environments like  mainframe\/web\/DB\/client server applications. RPA tools can easily integrate this  process across multiple systems. Thus, RPA tools simplify business orchestration and  end-to-end testing compared to other testing tools Traceability While RPA tools do not directly provide test script traceability, there are methods to  enable this functionality. For instance, user stories\/requirements stored in JIRA can  be integrated with RPA automation scripts using Excel mappings to create a wrapper  that triggers execution Script versioning A batch process can be implemented in the RPA tool to address this CI-CD integration This is available in most of the RPA Tools Reporting and defect logging RFA tools have comprehensive dashboards that showcase defects that can be logged  in Excel or JIRA through a suitable wrapper Error handling This feature is available in all RPA tools External Document \u00a9 2020 Infosys Limited"}
{"text":"Continue # Infosys Whitepaper \n \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n AssistEdge for Testing in  Action  One of our clients, a large investment  company based in Singapore realized  the benefits of RPA based testing  when it helped them save 60% of  testing efforts. They were running  legacy modernization as a program  using mainframe systems that are  notoriously difficult to automate  using traditional automation tools.  RPA with its AI and OCR capabilities  and the ability to traverse through  and handle any technology, was easily  able to automate 800+ test cases in  the mainframe.<|endoftext|>In another instance, a large banking  client was using package-based  applications that used multiple  technologies to build different  screens. It becomes difficult to  integrate multiple tools in this  scenario. With RPA, we were able to  automate the end-to-end workflow  for each application using just one  tool. This helped reduce the overall  maintenance effort by over 30%.  Another one of our clients was  facing a quality assurance (QA)  challenge where bots were being  deployed without testing. We  developed specific QA bots with  added exceptional handlers to check  whether the bot is actually handling  exceptions and if it fails then how it  comes back to the original state. By  validating the bots, we improved the  overall efficiency by 30%.<|endoftext|>External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n Take advantage of the Edge  The COVID-19 pandemic has accelerated  the organizations\u2019 need to be hyper- productive. Companies are realizing  that they have to transform to build the  capabilities that will prepare them for the  future. Companies are thinking of ways to  drive efficiency and effectiveness to a level  not seen before. There is a strong push for  automation to play a central role in making  that happen. This is also reflected in the  testing domain, where any opportunity for  improvement will be welcome.<|endoftext|>Realizing the need to drive testing  efficiencies and reduce manual effort,  organizations want to adopt RPA in testing.  We are at a tipping point where the  benefits of RPA adoption are clear, what is  needed is that first step towards replacing  existing frameworks.   Recognizing the potential of RPA in  testing, EdgeVerve and Infosys Validation  Solutions (IVS) have been helping clients  simplify and scale up test automation  with AssistEdge for testing. AssistEdge  brings the experience of handling tens  of thousands of processes with different  technologies and environment systems  to test automation, helping navigate  heterogenous environments with  ease. By building an army of bots for  functional, regression, and user acceptance  testing, it can help achieve 100% test  automation with incredible accuracy.  In addition to being faster to build and  deploy, AssistEdge reduces the overall  time to value and also the investment  needed for deploying and managing RPA  infrastructure. Infosys Validation Solutions\u2019  (IVS) engineering-led QA capabilities  enable enterprises to effortlessly scale  up testing in real-time, delivering  unprecedented accuracy, flexibility, and  speed to market. With its vast experience,  IVS enables clients across industry verticals  to successfully implement an automated  testing strategy, allowing them to move  away from tedious and error prone manual  testing, thereby improving performance  and software quality while simultaneously  resulting in effort- and cost-savings.<|endoftext|>The journey to RPA-based test automation  has to be implemented. And those that  adopt faster will hold a competitive  advantage in faster realization of benefits.  The question is, are you willing to take the  leap?  Want to know more about the potential  of RPA in testing? Write to us at                    askus@infosys.com External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n About AssistEdge AssistEdge offers a cohesive automation  platform that enables enterprises to scale  in their automation journey. It offers  enterprises with a comprehensive suite of  products enabling them to drive initiatives  around process discovery, intelligent  automation and digital workforce  orchestration. AssistEdge has helped  enterprises unlock value in the form of  reduced service time, faster sales cycles,  better resource allocation, accelerated  revenue recognition and improved  efficiency among others.<|endoftext|>About EdgeVerve EdgeVerve Systems Limited, a wholly  owned subsidiary of Infosys, is a  global leader in AI and Automation,  assisting clients thrive in their digital  transformation journey. Our mission is  to create a world where our technology  augments human intelligence and creates  possibilities for enterprises to thrive. Our  comprehensive product portfolio across  AI (Infosys Nia), Automation (AssistEdge)  and AI enabled Business Applications  (TradeEdge, FinXEdge, ProcureEdge) helps  businesses develop deeper connections  with stakeholders, power continuous  innovation and accelerate growth in  the digital world. Today EdgeVerve\u2019s  products are used by global corporations  across financial services, insurance, retail,  consumer & packaged goods, life sciences,  manufacturing telecom and utilities. Visit  us to know how enterprises across the  world are thriving with the help of our  technology.  https:\/\/www.edgeverve.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 over three 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|>External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2020 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com  Infosys.com | NYSE: INFY Stay Connected About the \nAuthors Vasudeva Naidu  AVP \u2013 Delivery Head Infosys Validation Solutions Sateesh Seetharamiah  VP \u2013 Global Product Head \u2013 AssistEdge EdgeVerve References:  \u00b9\u201dRPA And Test Automation Are More Friends Than Foes\u201d, Forrester Research, Inc., May 15, 2020 https:\/\/www.infosys.com\/services\/it-services\/validation-solution\/white-papers\/documents\/rpa-tool-testing.pdf https:\/\/www.infosys.com\/services\/it-services\/validation-solution\/documents\/automation-testing-assistedge.pdf https:\/\/www.ibeta.com\/risks-of-not-testing-software-properly\/#:~:text=The%20cost%20to%20fix%20bugs,profit%20loss%20during%20 software%20downtime.<|endoftext|>  \n\n\n***\n\n\n  "}
{"text":"# Infosys POV \nTitle: Energy Transition: Hydrogen for Net Zero \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 11  \n\n---\n\n An Infosys Consulting Perspective By Sundara Sambasivam & Shivank Saxena Consulting@Infosys.com | InfosysConsultingInsights.com Energy Transition Hydrogen for  Net Zero \n\n---\n\n  Page: 2 \/ 11  \n\n---\n\n Energy transition: Hydrogen for Net Zero | \u00a9 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 \u2018one-size-fits-all\u2019 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|>\n\n---\n\n  Page: 3 \/ 11  \n\n---\n\n 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 | \u00a9 2022 Infosys Consulting 3 \n\n---\n\n  Page: 4 \/ 11  \n\n---\n\n Energy transition: Hydrogen for Net Zero | \u00a9 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) \n\n---\n\n  Page: 5 \/ 11  \n\n---\n\n 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 | \u00a9 2022 Infosys Consulting 5 Figure 3: Hydrogen production costs by source and method  (Hydrogen Strategy: Enabling a low-carbon economy, 2020) \n\n---\n\n  Page: 6 \/ 11  \n\n---\n\n 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\u2019s biggest electrolyser production facilities in line with the European  Union\u2019s (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 \u2018Infrastructure Investments and Jobs Act\u2019 (Garc\u00eda-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 | \u00a9 2022 Infosys Consulting 6 Figure 4: Renewables and electrolyser cost outlook (Harnessing Green Hydrogen, 2022) \n\n---\n\n  Page: 7 \/ 11  \n\n---\n\n Economic outlook Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 7 Figure 5: Renewables and electrolyser cost outlook (Harnessing Green Hydrogen, 2022) \n\n---\n\n  Page: 8 \/ 11  \n\n---\n\n 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\u2019s goal of reducing CO2  emissions by 50% from 2008\u2019s 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 | \u00a9 2022 Infosys Consulting 8 Opportunities for the industry \n\n---\n\n  Page: 9 \/ 11  \n\n---\n\n What\u2019s 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"}
{"text":"Continue # Infosys POV \n 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 | \u00a9 2022 Infosys Consulting 9 \n\n---\n\n  Page: 10 \/ 11  \n\n---\n\n MEET THE EXPERTS Sundara Sambasivam Associate Partner - Services, Utilities, Resources and Energy Practice Sundara.Sambasivam@infosys.com \u201cThe  lines  betw een  digita l and  physi cal  retail  will  conti nue  to  blur\u201d Sources \u2022 Garc\u00eda-Herrero, A.,Tagliapietra, S. & Vorsatz, V. (2021), \u2018Hydrogen development strategies: a global perspective\u2019, Bruegel, August, [Online], Link:  [Accessed: 21 Nov 2022].<|endoftext|>\u2022 \u2018Global Hydrogen Review 2021\u2019, (2021), International Energy Agency: IEA, [Online], Link Accessed:16 Nov 2022].<|endoftext|>\u2022 \u2018Harnessing Green Hydrogen: Opportunities for Deep Decarbonisation in India\u2019, (2022), Niti Aayog & Rocky Mountain Institute (RMI), June,  [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018Hydrogen\u2019, (2021), International Energy Agency: IEA, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018Hydrogen\u2019, (2022), International Energy Agency: IEA, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018Hydrogen Strategy: Enabling A Low-Carbon Economy\u2019, (2020), U.S. Department of Energy, July, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018REPowerEU Plan\u2019, (2022), European Commission, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018The hydrogen colour chart\u2019, (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 | \u00a9 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\u2019 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|>\n\n---\n\n  Page: 11 \/ 11  \n\n---\n\n 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\u2019s 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\u2019s 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  \u00a9 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.    \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Leveraging advanced validation techniques for retail size optimization \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n WHITE PAPER LEVERAGING ADVANCED VALIDATION  TECHNIQUES FOR RETAIL SIZE  OPTIMIZATION - Divya Mohan C, Chitra Sylaja \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n Introduction In today\u2019s highly volatile business  environment, retailers that want to  remain profitable must be able to predict  customer demand and ensure availability  of the right products in the right store at  the right time. This is a challenging task  when merchandise such as apparel and  footwear are offered in a range of sizes.  To maximize revenue and profitability,  retailers need a strategy that allows them  to sell goods at full price while reducing  markdowns.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n How does size optimization  help retailers Size optimization transforms historical  sales and inventory data into size-demand  intelligence. This enables smart buying  and allocation at the size level to match  customer needs at each store. The size  profile optimization (SPO) application  provides optimized size curves for products  at the store level. SPO uses past sales  history to deliver the right sizes to the right  stores and reduces the imbalance between  consumer demand and inventory.  By leveraging a combination of back-end  data crunching technologies and front- end size profiling tools, SPO enables  allocators, buying coordinators and buyers  to leverage sales and inventory data and  create precise style\/color size scales for  each store. This degree of specificity can  help buyers and allocators create size  profiles that recover lost sales, improve  the size balance across the retail chain and  launch new products and categories based  on previous successes.<|endoftext|>Key challenges in size  optimization Retailers find it challenging to procure and  maintain the right mix of merchandise in  the right size at the right store. The store- specific size profile plays an important role  in helping retailers make assortment and  allocation decisions. As the competition  evolves, new challenges arise and retailers  need suitable approaches to counter these  challenges.<|endoftext|>Ability to understand  consumer demand Customer demand varies across stores.  Understanding the size level demand at  each store for different products is critical  to meeting each unique customer demand.  This requirement can be accurately  captured and analyzed through granular  data that represents size profiles for every  store\/product.<|endoftext|>Historical performance is not  true customer demand As size profiling is based mainly on sales  history, a cleansed history is necessary to  generate an accurate size profile. Typically,  historical data comprises of profitable sales,  lost sales and markdowns. To get relevant  size profiling data, it becomes necessary  to filter out inventory data related to  stock-outs, markdowns, margins, etc., from  the consolidated data. This ensures that  the right data set is used to design better  analytical models and prevent biases  arising from extreme data points.<|endoftext|>Analyze and process large  volume of data Gathering information at the granular level  of store and size can generate large data  volumes that are difficult to handle and  analyze. Retailers may find it challenging to  derive impactful business decisions from  such large data sets.<|endoftext|>Key influencers in size  optimization: Predicting  customer decisions Consumers are always looking for specific  merchandise; say for instance, a shoe that  has the name of a basketball legend. In  case the store does not have this particular  product, they should be able to offer the  customer a suitable alternative through  smart product grouping. Size profile  optimization can help retailers predict  similar products and position them  appropriately within the store.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n Region-specific demand for  products Certain products have high customer  demand in specific regions. Size profile  optimization can analyze historical data  to ensure adequate stock of high demand  products in these stores.<|endoftext|>Reducing imbalance between  consumer demand and  inventory Customer demand for merchandise  depends on factors such as holiday  seasons, upcoming special events such as a  marathon, etc.  Size optimization can predict the type of  merchandise that needs to be in stock  during these seasons. This ensures that the  inventory is never out-of-stock for such  products.<|endoftext|>Recovering lost sales  On the other hand, owing to inaccurate or  excessive merchandise allocation, some  stores are forced to conduct clearance  sales at the end of a season to reduce  their inventory. SPO can assist retailers in  allocating accurate size profiles, thereby  ensuring only the required inventory is  stocked to meet existing business demand.<|endoftext|>Allocate new products\/ new stores based on similar  products\/stores Size profile optimization goes beyond  allocating size profiles based on  historical sales and inventory data.  Retail merchandising mandates that the  allocation of a new article to any store is  profitable to the company. The SPO engine  can map a new article to similar existing  articles and create profiles based on these.  Similarly, SPO can map a new store to  similar existing stores and create relevant  profiles.<|endoftext|>Demand Transfer Walk Switch Point Product Type -  Apparel for Men Class Men - Top 3 2 1 Navigate maximum up to Class Level Style 123 Style-Color 123-143 Style-Color\/Size S, M, L, XL, XXL SHORT SLEEVE Top Style 132 Style-Color 132-145 Style-Color\/Size S, M, L, XL, XXL LONG SLEEVE  Top External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n Functional testing Functional testing is performed to ensure  that size profiling is done according to  business expectations. There are four key  ways to conduct functional testing: 1. Validate pre-load data 2. Analyze data in SPO  3. Validate of the size profile engine based  on business rules 4. Validate business intelligence reports Validation of pre-load data Data from various sources such as point-of- sale (POS) terminal, digital stores, etc., are  loaded into the database. The raw data can  exist in any form (flat file or XML).  To verify that the right data is fed into the  database, different validation techniques  can be used. These include:  \u2022 Comparing data received from different  input source systems through XML\/flat  file format with data available in the  intermediate database \u2022 Ensuring that data is loaded according to  business rules defined in the system \u2022 Ensuring the data loaded from the  source to intermediate databases  is according to the mapping sheet  specified in the requirement  Analysis of data in spo Retail merchants possess large amounts of  historical data accumulated over several  years that can be fed into the size profile  engine for profile generation.<|endoftext|>Testing teams should ensure that the  correct data and possible scenarios are  sampled and transferred to the size engine.  a Data from POS, Digital Stores Intermediate DB d b c SPO Why validation is critical for  size optimization? Previously, retailers were unaware of the  importance of size optimization. They  would randomly determine an average size  profile and apply it across all stores and,  occasionally, across geographic locations.  Retailers lacked the right approach to  leverage the large amount of historical  data readily available. This often resulted  in early season stock-outs in some stores  and markdowns for the same merchandise  in other stores. Additionally, retailers  struggled to make intelligent data-driven  decisions owing to the lack of automated  approaches and techniques to validate  data quality and integrity issues.<|endoftext|>Validation strategy  Validation involves processing a large  amount of data from various sources  according to the format specified by the  size profile engine. A validation strategy  can help retailers meet customer demand  by accurately projecting each store\u2019s future  sales and inventory needs. It can support  the business goals of the retailer, i.e.,  reduce markdowns, increase full price sales  and drive higher revenue.  Besides validation, size profiling also  includes functional and performance  testing.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n Non-functional testing Any size profile optimization project  involves processing a large volume of  structured data. Performance testing  ensures that size profile engines perform  optimally and that size profiles are  generated within the stipulated time  limits to support business needs. For  best results, the test environment for  performance testing should be similar to  the product environment. Further, if the  performance service level agreement (SLA)  is not met, then the advantages of size  profile optimization are lost. Performance  can be monitored by different tools that  are available in the market. The typical  performance testing check-points are: \u2022 Ensure data movement in each stage is  completed according to the SLA \u2022 Monitor system performance on  maximum data load Validation of reports Once the size profiles are generated,  business users can compare the profiles  for different"}
{"text":"Continue # Infosys Whitepaper \n products and allocate them  based on analytical reports drawn using  business intelligence report-generation  mechanisms.<|endoftext|>Analytical reports are generated based  on the business rule set. The testing team  validates the accuracy of the report data  with data from the data warehouse and  verifies the usefulness of information  displayed to the business.<|endoftext|>The reports generated by the size profile  engine provide the following key details:  \u2022 Allocation by store \u2013 How many articles  of a particular size have been allocated  to a particular store \u2022 Allocation percentage at various levels  such as class, style, style-color, concept,  etc \u2022 Effectiveness of size profile \u2013 Business  can measure the effectiveness of size  profiles in improving allocation to stores  Validation of the size profile  engine based on business  rules Once data is fed into the size profile  engine, it needs to be processed according  to business rules specified within the  system.   Business rules are set to analyze the  accuracy of size profiling. The size profile  engine can analyze and process data using  these validation techniques:  \u2022 In cases where the business rule should  exclude stock-out data and sales data  having a margin filter greater than 10%  for a particular set of merchandise, the  validation team verifies that the size  profile engine has not considered such  data for profile generation  \u2022 The validation team has to ensure that  relevant data is used to determine the  appropriate profile for the introduction  of a new article\/ store. Often, the data  used may be incorrect owing to non- availability of relevant data for the new  article\/ store To execute high-level validation for  business rules, the following validation  techniques can be used by validation  teams: \u2022 Compare data on new products with  data on existing\/similar products  to verify that a similar size profile is  generated \u2022 Ensure that the correct sample of data  is selected for verifying all the business  rules \u2022 Monitor and verify that size profiles are  generated for every size of a particular  style\/color of a product \u2022 Ensure that the total size profile  generated for a particular style\/color of  an article is 100% External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n Conclusion Size profile optimization helps retailers  effectively stock the right sizes in stores  based on various parameters, thereby  enabling them to maximize profit, reduce  markdowns and recover lost sales.  Historical sales and inventory data is  analyzed and transformed to drive critical  business decisions. Here, data quality and  data analysis play a vital role. By leveraging  the right validation strategy with  appropriate validation techniques, retailers  can ensure that all possible business  scenarios are considered and accurate data  is chosen for size optimization decisions.<|endoftext|>References http:\/\/www.sas.com\/industry\/retail\/sas-size-optimization http:\/\/www.oracle.com\/us\/industries\/retail\/retail-size-profile-optimize-ds-078546.pdf External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: An Insight into Microservices Testing Strategies \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n WHITE PAPER AN INSIGHT INTO MICROSERVICES  TESTING STRATEGIES Arvind Sundar, Technical Test Lead Abstract The ever-changing business needs of the industry necessitate  that technologies adopt and align themselves to meet demands  and, in the process of doing so, give rise to newer techniques  and fundamental methods of architecture in software design. In  the context of software design, the evolution of \u201cmicroservices\u201d  is the result of such an activity and its impact percolates down  to the teams working on building and testing software in the  newer schemes of architecture. This white paper illustrates the  challenges that the testing world has to deal with and the effective  strategies that can be envisaged to overcome them while testing  for applications designed with a microservices architecture.  The paper can serve as a guide to anyone who wants an insight  into microservices and would like to know more about testing  methodologies that can be developed and successfully applied  while working within such a landscape.<|endoftext|>\n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n Microservices attempt to streamline the  software architecture of an application  by breaking it down into smaller units  surrounding the business needs of  the application. The benefits that are  expected out of doing so include creating  systems that are more resilient, easily  scalable, flexible, and can be quickly and  independently developed by individual  sets of smaller teams.<|endoftext|>Formulating an effective testing strategy  for such a system is a daunting task. A  combination of testing methods along  with tools and frameworks that can  provide support at every layer of testing is  key; as is a good knowledge of how to go  about testing at each stage of the test life  cycle. More often than not, the traditional  methods of testing have proven to be  ineffective in an agile world where changes  are dynamic. The inclusion of independent  micro-units that have to be thoroughly  tested before their integration into the  larger application only increases the  complexity in testing. The risk of failure and  the cost of correction, post the integration  of the services, is immense. Hence, there is  a compelling need to have a successful test  strategy in place for testing applications  designed with such an architecture.<|endoftext|>Introduction External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n The definition of what qualifies as a  microservice is quite varied and debatable  with some SOA (service-oriented  architecture) purists arguing that the  principles of microservices are the same  as that of SOA and hence, fundamentally,  they are one and the same. However,  there are others who disagree and view  microservices as being a new addition to  software architectural styles, although  there are similarities with SOA in the  concepts of design. Thus, a simpler and  easier approach to understand what  microservices architecture is about, would  be to understand its key features: \u2022 Self-contained and componentized  \u2022 Decentralized data management \u2022 Resilient to failures \u2022 Built around a single business need \u2022 Reasonably small (micro) The points above are not essentially the  must-haves for a service to be called a  microservice, but rather are \u2018good-to-have.\u2019  The list is not a closed one either, as it  can also include other features that are  common among implementations of a  microservices architecture. However, the  points provide a perspective of what can  be termed as a microservice. Now that we  know what defines a microservice, let us  look at the challenges it poses to testers.<|endoftext|>The distributed and independent nature  of microservices development poses  a plethora of challenges to the testing  team. Since microservices are typically  developed by small teams working on  multiple technologies and frameworks, and  are integrated over light-weight protocols  (usually ReST over HTTPs, though this is  not mandatory), the testing teams would  be inclined to use the Web API testing  tools that are built around SOA testing.  This, however, could prove to be a costly  mistake as the timely availability of all  services for testing is not guaranteed, given  that they are developed by different teams.  Furthermore, the individual services are  expected to be independent of each other  although they are interconnected with  one another. In such an environment, a  key factor in defining a good test strategy  would be to understand the right amount  of testing required at each point in the test  life cycle.<|endoftext|>Additionally, if these services integrate  with another service or API that is exposed  externally or is built to be exposed to the  outside world, as a service to consumers,  then a simple API testing tool would prove  to be ineffective. With microservices, unlike  SOA, there is no need to have a service  level aggregator like ESB (enterprise  service bus) and data storage is expected  to be managed by the individual unit.  This complicates the extraction of logs  during testing and data verification, which  is extremely important in ensuring there  are no surprises during integration. The  availability of a dedicated test environment  is also not guaranteed as the development  would be agile and not integrated.<|endoftext|>Microservices architecture Challenges in testing microservices External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n In order to overcome the challenges  outlined above, it is imperative that the test  manager or lead in charge of defining the  test strategy appreciates the importance  of Mike Cohn\u2019s Test Pyramidi and is able to  draw an inference of the amount of testing  required.  The pictorial view emphasizes the need to  have a bottom-up approach to testing. It  also draws attention to the number of tests  and in turn, the automation effort that  needs to be factored in at each stage. The  representation of the pyramid has been  slightly altered for the various phases in  microservice testing. These are: i. Unit testing   The scope of unit testing is internal to  the service and in terms of volume of  tests, they are the largest in number.  Unit tests should ideally be automated,  depending on the development  language and the framework used  within the service.<|endoftext|>ii. Contract testing   Contract testing is integral to  microservices testing and can be of  two types, as explained below. The  right method can be decided based on  the end purpose that the microservice  would cater to and how the interfaces  with the consumers would be defined.  a) Integration contract testing:   Testing is carried out using a test  double (mock or stub) that replicates  a service that is to be consumed.  The testing with the test double  is documented and this set needs  to be periodically verified with the  real service to ensure that there are  no changes to the service that is  exposed by the provider.  b) Consumer-driven contract testing:   In this case, consumers define the  way in which they would consume  the service via consumer contracts  that can be in a mutually agreed  schema and language. Here, the  provider of the service is entrusted  with copies of the individual  contracts from all the consumers.  The provider can then test the  service against these contracts to  ensure that there is no confusion in  the expectations, in case changes  are made to the service.<|endoftext|>iii. Integration testing   Integration testing is possible in case  there is an available test or staging  environment where the individual  microservices can be integrated before  they are deployed. Another type of  integration testing can be envisaged  if there is an interface to an externally  exposed service and the developer  of the service provides a testing or  sandbox version. The reliance on  integration tests for verification is  generally low in case a consumer- driven contract approach is followed.<|endoftext|>iv. End-to-end testing   It is usually advised that the top layer   of testing be a minimal set, since a  failure is not expected at this point.  Locating a point of failure from an  end-to-end testing of a microservices  architecture can be very difficult and  expensive to debug.<|endoftext|>Mike Cohn\u2019s Testing Pyramid E2E UI Testing Scope of Testing Execution Time Number of Tests Integration  Testing Contrast Testing Unit Testing Approach to testing microservices and testing phases External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n \u2022 For unit testing, it would be ideal to  use a framework like xUnit (NUnit or  JUnit). The change in data internal to  the application needs to be verified,  apart from checking the functional  logic. For example, if reserving an  item provides a reservation ID on  success in the response to a REST call,  the same needs to be verified within  the service for persistence during unit  testing.<|endoftext|>\u2022 The next phase of testing in  contract testing. In case there are  several dissimilar consumers of the "}
{"text":"Continue # Infosys Whitepaper \n service within the application, it is  recommended to use a tool that can  enable consumer-driven contract  testing. Open source tools like Pact,  Pacto, or Janus can be used. This  has been discussed in further detail  in the last example and hence, in  the context of this example, we will  assume that there is only a single  consumer of the service. For such  a condition, a test stub or a mock  can be used for testing by way of  REST over HTTPS Item ID. date Reservation ID Application Mocked Service Unit Testing Scope Integration Testing Scope Select an Item Reserve an item Integration Contract Testing Scope integration contract testing. Data  being passed between the services  needs to be verified and validated  using tools like SOAPUI. For example,  an item number being passed  between the services that selects it to  the one that reserves it.  \u2022 E2E tests should ensure that  dependency between microservices  is tested at least in one flow, though  extensive testing is not necessary. For  example, an item being purchased  should trigger both the \u2018select\u2019 and  \u2018reserve\u2019 microservices.<|endoftext|>In order to get a clear understanding of how testing can be carried out in different scenarios, let us look at a few examples that can help  elucidate the context of testing and provide a deeper insight into the test strategies used in these cases.<|endoftext|>\u2022 Scenario 1:    Testing between microservices internal to an application or residing within the same application   This would be the most commonly encountered scenario, where there are small sets of teams working on redesigning an application by  breaking it down into microservices from a monolithic architecture.  In this example, we can consider an e-commerce application that has two services a) selecting an item and b) reserving an item, which  are modelled as individual services. We also assume there is a close interaction between these two services and the parameters are  defined using agreed schemas and standards.<|endoftext|>Testing scenarios and test strategy External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n \u2022 Unit tests should ensure that the  service model is catering to the  requirements defined for interacting  with the external service, while  also ensuring that internal logic is  maintained. Since there is an external  dependency, there exists a need to  ensure that requirements are clearly  defined and hence, documenting  them remains key. TDD approach is  suggested where possible and any of  the popular frameworks discussed in  the previous example can be chosen   for this.<|endoftext|>\u2022 Contract testing can be used in this  case to test the expectations from  consumer microservices, that is, the  applications internal service, decoupling  it from the dependency on the external  web service to be available. In this  context, test doubles, created using  tools like Mockito or Mountebank,  can be used to define the PayPal API\u2019s  implementation and tested. This is  essentially integration contract testing  and again needs to be verified with  a live instance of the external service  periodically, to ensure that there is no  change to the external service that has  been published and consumed by the  consumer.<|endoftext|>\u2022 Integration tests can be executed if  the third-party application developer  \u2022 Scenario 2:    Testing between internal microservices and a third-party service   Here, we look at a scenario where a service with an application consumes or interacts with an external API. In this example,  we have considered a retail application where paying for an item is modelled as a microservices and interacts with the  PayPal API that is exposed for authenticating the purchase.<|endoftext|>  Let us look at the testing strategy in each phase of the test cycle in this case: provides a sandbox (e.g. PayPal\u2019s  Sandbox APIii ) for testing. Live testing  for integration is not recommended.  If there is no availability of a sandbox,  integration contract testing needs to be  exercised thoroughly for verification of  integration.<|endoftext|>\u2022 E2E tests should ensure that there  are no failures in other workflows  that might integrate with the internal  service. Also, a few monitoring tests can  be set up to ensure that there are no  surprises. In this example, selecting and  purchasing an item (including payment)  can be considered an E2E test that can  run at regular and pre-defined intervals  to spot any changes or breaks.<|endoftext|>PayPal (External) API PayPal Sandbox API Unit Testing Scope Application Pay for an Item Test Double Virtual Provider Firewall  Contract Testing Scope Integration Testing Scope REST over HTTPS External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n \u2022 Unit tests should cover testing for  the various functions that the service  defines. Including a TDD development  can help here to ensure that the  requirements are clearly validated  during unit testing. Unit test should also  ensure that data persistence within the  service is taken care of and passed on  to other services that it might interact  with.<|endoftext|>\u2022 Contract testing \u2013 In this example,  consumers need to be set up by using  tools that help define contracts. Also,  the expectations from a consumer\u2019s  perspective need to be understood.  The consumer should be well-defined  and in line with the expectations in the  live situation and contracts should be  collated and agreed upon.<|endoftext|>  Once the consumer contracts are  validated, a consumer-driven contract  approach to testing can be followed. It  is assumed that in this scenario, there  would be multiple consumers and  hence, individual consumer contracts  for each of them. For example, in the  above context, a local retailer and  an international retailer can have  \u2022 Scenario 3:    Testing for a microservice that is to be exposed to public domain   Consider an e-commerce application where retailers can check for availability of an item by invoking a Web API.<|endoftext|>different methods and parameters of  invocation. Both need to be tested  by setting up contracts accordingly.  It is also assumed that consumers  subscribe to the contract method of  notifying the provider on the way  they would consume the service and  the expectations they have from it via  consumer contracts.<|endoftext|>\u2022 E2E tests \u2013 minimal set of E2E tests  would be expected in this case, since  interactions with external third parties  are key here Unit Testing Scope Application   Consumer Driven Contract Testing Scope REST over HTTPS REST over HTTPS Customer Contract 1 Virtual Consumer 1 Customer Contract 2 Virtual Consumer 2 External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n Improvements in software architecture has led to fundamental changes in the way applications are designed and tested. Teams  working on testing applications that are developed in the microservices architecture need to educate themselves on the behavior of  such services, as well as stay informed of the latest tools and strategies that can help deal with the challenges they could potentially  encounter. Furthermore, there should be a clear consensus on the test strategy and approach to testing. A consumer-driven contract  approach is suggested as it is a better way to mitigate risk when services are exposed to an assorted and disparate set of consumers and  as it further helps the provider in dealing with changes without impacting the consumer. Ensuring that the required amount of testing  is focused at the correct time, with the most suitable tools, would ensure that organizations are able to deal with testing in such an  environment and meet the demands of the customer.<|endoftext|>References :  ihttps:\/\/www.mountaingoatsoftware.com\/blog\/the-forgotten-layer-of-the-test-automation-pyramid       iihttps:\/\/www.sandbox.paypal.com In conclusion \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Modernizing enterprise systems in healthcare \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n WHITE PAPER MODERNIZING ENTERPRISE SYSTEMS  IN HEALTHCARE An end-to-end testing approach for greater  predictability and quality Abstract As digital technologies, smart wearables and remote monitoring  capabilities penetrate healthcare, traditional healthcare companies  are unable to keep up with end-user expectations. Under pressure  to adopt rapid transformation, these organizations are looking  for robust and end-to-end testing procedures. This paper explains  various end-to-end testing approaches within the four main  modernization techniques for healthcare companies. The analysis  presented here acts as a guideline for healthcare leaders to make  strategic and informed decisions on how to modernize their systems  based on the needs of their end-users.  \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n Introduction Sustainability in healthcare is a looming  challenge, particularly as the fusion of  disruptive innovations such as digitization,  Internet-of-Things and smart wearables  enable remote and real-time health  tracking, diagnosis and management.  To succeed in such an environment,  healthcare organizations rely heavily on IT.  Thus, using the latest end-to-end testing  approaches becomes essential to:  \u2022  Ensure that all applications operate  as a single entity with multi-module  interactions  \u2022  Maintain performance\/non-functional  scenarios within the desired limit \u2022  Identify bottlenecks and dependencies  ahead of time so that the business can  take appropriate actions  Testing challenges in  healthcare modernization Business transformation in healthcare  is complex because of the challenges in  maintaining integrity between different  types of customer needs and health- related plans. Modernizing healthcare  software applications mandates enabling  multi-directional flow of information across  multiple systems, which can complicate  the entire healthcare workflow application.  Further, failures or errors in systems outside  the enterprise environment can adversely  affect the performance of applications with  which they are integrated.  To address such challenges, it is important  to determine the right method and types  of end-to-end testing. This will optimize  application performance by testing it  across all layers from the front-end to the  back-end along with its interfaces and  endpoints.<|endoftext|>Typically, most healthcare organizations  use multi-tier structures with multiple  end-users, making end-to-end testing  very complex. Launching a new product in  such a multi-directional business scenario  requires extensive user testing. Thus, to  enable end-to-end (E2E) testing, health  insurance companies must first understand  what customers expect from their  healthcare providers and identify how they  can meet these expectations in shorter  timelines.<|endoftext|>Fig 1: A typical multi-tier healthcare business Customer  Profle Cloud Member Rule Firewall Web server Service Rule Oracle Big Data Web service Find  Doctor  Hospital Claim  Web   Page Payment  Application Provider  Web Page Business Team XML XML XML XML XML SOA XML SOAPUI Pictorial Diagram of Multi-tier  Healthcare Business API Call Database Update SOA Call Service Call Consumers External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n Infosys solution  End-to-end testing approaches for different modernization techniques Infosys leverages four modernization techniques to help healthcare organizations enable end-to-end testing. These techniques are: 1. Re-engineering technique Use-case: Best-suited in cases where  companies need to digitize healthcare  product marketing to different constituents  of a state through online retail.  This modernization technique is useful  when venturing into new markets or when  retiring obsolete technologies due to  high maintenance costs. It leverages the  following end-to-end testing approaches: \u2022  Simulation testing: User-centric  interaction testing is performed  based on different behavior events  like usability testing, cross browser  compatibility and mobile testing \u2022  Compliance testing: This testing is  needed for security protocols and  financial boundary testing as per  mandates defined by state and central  governments \u2022  Blend testing: This combines functional  and structural testing into a single  approach and is essential for any  healthcare digitization transformation  strategy Universal automation: This  is a new approach that automates  the acceptance of changed features  in applications through browser  recognition, payment gateways, etc.<|endoftext|>\u2022  Risk-based testing: This focuses on  testing a few components or critical  defects that are identified as high-risk  functions, have significant complexity in  business operations and can impact key  features  \u2022  Continuous automation testing:  Based on continuous integration and  continuous delivery, this testing is  for real as well as virtual features that  are proposed for projects in minor  transition \u2022  Recognition accuracy testing: This tests  non-textual data like images, pictorial  figures, feelings, fingerprinting, etc.,  using a virtual augmented framework  Benefits \u2013 This testing approach provides  higher returns on investment by nearly 80- 90% in short spans within 5-7 iterations. It  also improves co-ordination, accuracy and  reusability of data in ensuing runs, thus  providing a robust and reusable testing  option through cutting-edge technology.<|endoftext|>Risks \u2013 Diversified technology exposure  is critical to support such big bang  transformation and limited technical  knowledge may result in uncovering fewer  quality issues. Further, rebuilding the  enterprise framework can be costly.<|endoftext|>2. Replacing or Retiring  technique Use case: Best-suited when one needs to  remove contract and legal documentation  from healthcare insurance and hospitals to  a separate online portal.<|endoftext|>This modernization technique is used  when there is a need for more control and  accuracy. Migratory functions are clustered  as units and can be renovated easily  without disturbing other applications.  Here, end-to-end testing focuses on  components that undergo gradual  replacement or are retired as described  below: \u2022  Plug-and-play testing: This is usually  executed when testing teams employ  different types of tools for automation  scripting or when different types of  technologies are involved in testing \u2022  Web service-based testing: This  is a mechanism or medium of  communication by which two or more  applications exchange data, irrespective  of the underlying architecture and  technology \u2022  Neutrality testing: This is typically used  when the existing platform is replaced  with a new one without altering the  final business outcomes or end-user  experiences  \u2022  Parallel testing: This analyzes several  applications or sub-elements of one  application simultaneously and in the  same instance using agile or waterfall  models in order to reduce test time \u2022  Assembly testing: This reveals precise  interactions among modules as per user  requirements. It is used when functions    are grouped into a logical entity and  alliances are needed \u2022  Usability testing: Usability testing  covers learnability, memorability,  adeptness, and customer satisfaction  indices to determine how easy to use  the application is for end-users  Benefits \u2013 This modernization approach  provides more structure and control to  end-to-end testing with15-20% effort  reduction. It ensures effective application  testing with the option of reverting to  native state on-demand when needed.  Further, it requires only 5-7% effort for  automation changes during build.  Risks \u2013 Project overrun can occur without  proper supervision. Additionally, it requires  repeated testing of the same regression  suite even for small deployments.  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n 3. Re-fronting technique Use case: Best-suited when adding  encryption logic protocol is required for  sensitive claim-related information passing  through a web service.<|endoftext|>This approach is used when end-users  want to use the same data efficiently  and quickly without investing in  expensive infrastructure set-up. It covers  virtualization, non-functional testing and  regression testing as described below: \u2022  Virtualization testing: This simulates  multiple users to check the performance  of the new technology while it interacts  with existing applications \u2022  Non-functional testing: Certain features  like technology compatibility, platform  integrity, exception handling, help  analysis, impact exploration, and  application availability falls under the  purview of non-functional testing \u2022  Regression testing: Regression re-run  approach is used when there is a slight  change in functionality but the overall  system behavior has not changed Benefits \u2013 This approach simplifies  localized defect resolution. Here, end- to-end testing is more stable as changes  are limited and specific. Further, the cost  of running E2E test cases is lower as the  regression suite can be easily automated.<|endoftext|>Risks \u2013 Frequent patch changes can lower  productivity and increase maintenance  cost. Further, repeated testing of the same  emergency bug fix can reduce long-term  RoI.  4.Re-platforming technique Use case: Best-suited when upgrading  billing\/payments databases to recent "}
{"text":"Continue # Infosys Whitepaper \n versions is needed due to license renewals.<|endoftext|>Re-platforming of application  modernization is primarily done in  areas where businesses aim to minimize  maintenance costs with cost effective  technology. This modernization technique  uses migration, acceptance, intrusive, and  volume testing approaches as described  below:  \u2022  Migration testing: This is used when  ensuring data integrity is the most  important factor during technology  upgrades  \u2022  Acceptance testing: Acceptance testing  ensures that applications being moved  to a new platform have the same  recognition intensities as before \u2022  Intrusive testing: Also used as negative  testing, this approach determines the  effect of hosting unexpected variables  into the system or overall application \u2022  Volume testing: This evaluates the  stability of applications by ingesting a  huge number of records Benefits \u2013 This approach simplifies end- to-end testing as predicted business  outcomes are achieved. It lowers testing  cost, thus reducing total cost of operations  and time-to-market and does not require  additional infrastructure or specialized  licensing tools. Further, it increases testing  penetration by reusing scenarios, data and  execution strategies.<|endoftext|>Risks \u2013 Re-platforming may warrant  additional testing of critical business flows  to ensure functional defects are caught  early to avoid cost impact. Also conducting  testing in the new platform requires proper  training.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n Modernization techniques for end-to-end testing approaches Testing Approach Re-engineer Remediate or  replace Re-front Re-platform Simulation testing Yes Yes No No Compliance testing Yes Yes No No Blend testing Yes Yes No No Universal testing Yes Yes Yes No Risk-based testing Yes Yes No No Plug-and-play testing No Yes Yes Yes Web service-based testing Yes Yes Yes Yes Agile testing No Yes Maybe No Parallel testing No Yes Yes No Virtualization testing No No Yes Yes Usability testing Yes Yes No No Recognition testing Yes No Yes Maybe Regression testing No No Yes Yes Migration testing Yes No Maybe Yes Assembly testing Yes Yes Yes No Volume testing Yes No No Yes Intrusive testing Yes No No No Acceptance testing Yes Maybe No Yes Comparative analysis of various testing approaches The following table depicts a matrix of end-to-end test approaches along with modernization techniques in healthcare. The matrix illustrates  which E2E testing method is best-suited to the four different modernization techniques. While \u2018yes\u2019 and \u2018no\u2019 represent absolute outcomes, it  is important to note that \u2018maybe\u2019 results depend on how critical the business needs are and whether the approach is actually cost-effective  when considering the overall business operations.<|endoftext|>Table 1: Comparison of different end-to-end test approaches and modenization techniques External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n Case study Business need \u2013 A healthcare  company with three verticals for  policyholders, doctors and claims wanted  to remodel their business portfolio  to adopt new technologies and meet  customer demand. While the policy  procuring system and the consumer  premium collection system were digitized,  the company decided to re-engineer the  claims processing system from DB2 to a big  data-based system. As the claims vertical  interacted with doctors and hospital web  portals, they also wanted to gradually  transform the portals component-wise  in order to give doctors sufficient time  to acquaint themselves with the new  digitized system.<|endoftext|>Solution approach \u2013 To support the  company\u2019s hybrid transformation project,  we used an end-to-end testing strategy  that leveraged complementary test  approaches from different modernization  techniques across the three verticals, as  described below:  \u2022  For policyholders: The customer  procurement system was treated with a  combination of re-front modernization  and big bang transformation. Blend  testing was used with continuous  automation followed by web service  testing and assembly testing \u2022  For providers (doctors\/hospitals): Here,  we used a combination of assembly,  regression rerun and agile testing to  ensure gradual changes since agile  testing methodology is best-suited  for scenarios where constituents are  deployed slowly over a period of time \u2022  For claims: Claims is a crucial vertical.  Thus, skeleton scripts, virtualization and  migration testing methods were used  for their stability and lower risk when  migrating from DB2 to big data As each vertical of the company has different business needs, different types of modernization were needed to suit various end-users.<|endoftext|>Fig 2: End-to-end testing approach for the three verticals External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n The road ahead In future, more consumers will embrace digitization and the uber connectedness of wearables and mobile devices that can track the user\u2019s  health through in-built monitoring systems. Thus, as a higher number of service operators orchestrate multiple domains, we can expect to  see greater challenges ahead for end-to-end testing. This makes it imperative to leverage DevOps and analytics-based testing capabilities  along with modernization approaches.<|endoftext|>Conclusion  Disruptive technologies are creating avenues  for healthcare providers to issue virtual  treatment, advice and services. However, this  requires some degree of IT modernization  for which end-to-end testing is crucial. There  are various approaches that can be used  to enable re-engineering, replacing, re- fronting, and re-platforming modernization  techniques. Each testing approach has  its benefits and risks and must be chosen  based on the end-user expectations. Thus,  it is important for business leaders to be  aware of these in order to make the right  decision for their IT modernization journey.  The right approach can offer significant cost  advantages, accelerate time-to-market and  ensure seamless end-user experience.  \nAuthors Dipayan Bhattacharya  Project Manager Infosys Validation Solutions  Amit Kumar Nanda  Group Project Manager  Infosys Validation Solutions External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n References Egui Zhu1, M., Anneliese Lilienthal1, M., Shluzas, L. A., Masiello, I., & Zary, N. (2015). Design of Mobile Augmented Reality in Health Care Education: A Theory- Driven Framework. JMIR Medical Education, 1-17.<|endoftext|>Flahiff, J. (2011, June 6). Integrating Agile into a Waterfall World. The InfoQ Podcast.<|endoftext|>Hewlett-Packard Development Company. (2012). Survival guide for testing modern applications. Hewlett-Packard Development Company.<|endoftext|>Infosys. (n.d.). https:\/\/www.infosys.com\/it-services\/validation-solutions\/white-papers\/documents\/end-test-automation.pdf.<|endoftext|>Infosys. (n.d.). https:\/\/www.infosys.com\/it-services\/validation-solutions\/white-papers\/documents\/qa-strategy-succeed.pdf.<|endoftext|>Karan Maini. (n.d.). Legacy Modernization. Retrieved from https:\/\/www.google.co.in\/url?sa=t&rct=j&q=&esrc=s&source=web&cd=3&cad=rja&uact=8&ved= 0ahUKEwjSs5HssZnTAhUFSY8KHeKeDBoQFggiMAI&url=http%3A%2F%2Fdoczz.net%2Fdoc%2F5515301%2Flegacy-modernization&usg=AFQjCNFDRMLgm slUWqaqhyCqR7XahprSBQ&bvm=bv.152174688,d.c2I NetReach Technologies. (2010). Legacy Application Modernization Balancing Risk vs. Reward.<|endoftext|>Quality Thoughts. (2016, Oct 10). Quality Thoughts. Retrieved from http:\/\/www.qualitythought.in\/courses\/webservices-testing\/ Selenium Labs. (2016, Oct 10). Web Services SOA Testing. Retrieved from http:\/\/www.seleniumlabs.in\/web-services-soa-testing-in-bangalore.html Slide share. (2016, Oct 10). Webservices Testing. Retrieved from http:\/\/www.slideshare.net\/AmitChanna\/webservices-testing-a-changing-landscape Transvive. (2011). Migration Strategies & Methodologies. Toronto: Transvive.<|endoftext|>(n.d.). Retrieved from http:\/\/healthinsurancemedical.50webs.com\/article1.html (n.d.). Retrieved from https:\/\/www.google.co.in\/search?hl=en-IN&biw=1280&bih=866&tbm=isch&q=3+pillars+of+financial+security&oq=&gs_ l=#"}
{"text":"Continue # Infosys Whitepaper \nimgrc=uQhgXTjoI03D8M%3A (n.d.). Retrieved from https:\/\/www.google.co.in\/search?q=computer+server+clipart&sa=G&hl=en-IN&biw=1280&bih=866&tbm=isch&imgil=W9Nhy A0FXtloxM%253A%253B5cEEUU2VgnYvcM%253Bhttp25253A%25252F%25252Fpublicdomainvectors.org%25252Fen%25252Fpowerpoint-clip-art- server&source=iu&pf=m&fir (n.d.). Retrieved from http:\/\/www.google.co.in\/imgres?imgurl=http:\/\/sacramentoappraisalblog.com\/wp-content\/uploads\/2016\/08\/real-estate-market- future-sacramento-appraisal-blog-mage-purchased-and-used-with-permission-by-123rf-1.jpg&imgrefurl=http:\/\/paper.li\/AngelaRunsAmuck\/130652 (n.d.). Retrieved from https:\/\/www.google.co.in\/search?q=virtual+reality+in+business&hl=en-IN&biw=1280&bih=866&source=lnms&tbm=isch&sa=X&ved =0ahUKEwjP9MWOnM3QAhXIRY8KHbjjBCwQ_AUICCgB#imgrc=VyCt_MfLFMQo0M%3A \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys POV \nTitle: Next-gen Process Mining powers Oil & Gas transformation \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 13  \n\n---\n\n 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 \n\n---\n\n  Page: 2 \/ 13  \n\n---\n\n Oil & Gas transformation | \u00a9 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|>\n\n---\n\n  Page: 3 \/ 13  \n\n---\n\n 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 4 \/ 13  \n\n---\n\n 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 | \u00a9 2023 Infosys Consulting Process  discovery Process  conformance User-centered  process Integrated process  automation Time period First Generation Second Generation Third Generation Fourth Generation 1988 \u2013 2004 2004 \u2013 2011 2011 \u2013 2016 2016 \u2013 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) \n\n---\n\n  Page: 5 \/ 13  \n\n---\n\n 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 | \u00a9 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|>\n\n---\n\n  Page: 6 \/ 13  \n\n---\n\n 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 | \u00a9 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"}
{"text":"Continue # Infosys POV \n 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\u2019s  strategic objectives and goals.  DATA CAPTURE  TECH INFRASTRUCTURE STRATEGIC OBJECTIVES COMPLIANCE AGILITY Organization\u2019s ability and culture  to adopt new frameworks for  continuous improvement.  \n\n---\n\n  Page: 7 \/ 13  \n\n---\n\n 7 Oil & Gas transformation | \u00a9 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.  \n\n---\n\n  Page: 8 \/ 13  \n\n---\n\n 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 | \u00a9 2023 Infosys Consulting Approach \u2022 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.  \u2022 This process model was leveraged to identify the data availability in applications  across each of the steps.<|endoftext|>\u2022 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|>\u2022 This data was imported into the Celonis Execution Management system to create a  data model.  \u2022 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 \n\n---\n\n  Page: 9 \/ 13  \n\n---\n\n 9 Oil & Gas transformation | \u00a9 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  \n\n---\n\n  Page: 10 \/ 13  \n\n---\n\n 10 Oil & Gas transformation | \u00a9 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|>\n\n---\n\n  Page: 11 \/ 13  \n\n---\n\n 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 12 \/ 13  \n\n---\n\n 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\u2019 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\u2019 experience in business process improvement and digital  transformation initiatives with a focus on process modelling, analysis, and mining.  She\u2019s 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\u2019 experience in process transformation initiatives focusing  on business process improvement, process design, modeling and mining. She has  two years\u2019 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 13 \/ 13  \n\n---\n\n 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\u2019s 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\u2019s 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"}
{"text":"Continue # Infosys POV \n firm, visit us at  www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  \u00a9 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.    \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Trends in Performance Testing and Engineering \u2013 Perform or Perish \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 4  \n\n---\n\n WHITE PAPER TRENDS IN PERFORMANCE TESTING  AND ENGINEERING \u2013 PERFORM OR  PERISH Hemalatha Murugesan \n\n---\n\n  Page: 2 \/ 4  \n\n---\n\n One is spoilt for choices in today\u2019s high  consumerism and materialistic world  leaving the end users both highly  excited, vulnerable as well as extremely  demanding.  The array and diversity of  choices is not just limited to technology,  gadgets, smartphones, wearable devices,  sports vehicles, FMCG goods, white goods,  tourism, food choices etc. but is extensible,  penetrating in every single aspect of  one\u2019s day to day life. In today\u2019s world, no  business can survive if one\u2019s product\/ service\/training or any item is taken to  the market without being online \u2013 aka  Digitization, Mobilization.  Stepping two  decades back, one wonders how business  was being done and reached various parts  of the globe! With intense competition and aggression  to extend the market footprint, every  organization is launching multiple  products or services catering to different  user groups, age sectors, geo\u2019s based  launches, customization, personalization  or rather \u201cmood based\u201d coupled with  analytics, user preferences, predictions, etc.   Businesses and IT organizations are moving  at rapid pace to roll out their launches  using the latest cutting edge technology  and migration to newer technologies with  the sole objective to ensure that they do  not only retain their existing customers  but also add to their base and be market- dominant leader.<|endoftext|>As such, every application that is catering  to diverse populations 24x7, 365 days a  year must be Available, Scalable for future  growth, Predictable and Reliable, lest the  end user lose their tolerance.  What was  earlier 8 seconds being the norm for a  page to be rendered has now reduced to  less than 2 seconds or milliseconds and  almost all launches going the \u201capp\u201d way,   the response time expected is to be in  milliseconds.<|endoftext|>Devops, Agile, SMAC, migration to cloud,  VPN, Big Data, MongoDB, Cassandra,  - phew \u2013 the list is endless with newer  technology, tools being launched by  the day to address to ever expanding  technology landscape.  The rush to absorb  these technologies is also increasing  leading to high vulnerability on the  application\u2019s performance.  There is a  significant change in the way Performance  Testing and Engineering including  monitoring is being performed which is  continuously evolving and becoming more  complex.<|endoftext|>With increased digitization and  mobilization being the norm, data  analytics and testing to scale would play  a major role in application performance  to ensure better customer experience is  provided. DevOps and Agile development  will \u201cshift left\u201d forcing Performance Testing  and Engineering teams to make early  assumptions on customer behaviors and  their needs, viable experiences and growth  spikes to run tests quickly and validate  those assumptions. Early predictability  leveraging analytics on the application  performance will change gears in the way  we do or approach performance testing  and engineering.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 4  \n\n---\n\n Performance Driven Development (PDD)  i.e. PE focus right from requirements to  production rollout to post production,  monitoring are one of the key trends  noticed as it helps in early bottleneck  identifications and tuning of the same.  With Devops adoption having a close  handshake between Development  and Operations teams to address real  production volumetric, PDD helps achieve  it to a large extent.  This in turn demands  adoption of APM tools and methodologies.<|endoftext|>The focus has now shifted for early  involvement of Performance Engineering  in the application lifecycle \u2013 Early  Validation of PE proactively and not  leaving it to be addressed prior to roll out  which was a reactive approach followed  earlier.  Due to this, the industry is seeing  increasing launches of tools\/processes  supporting proactive PE approach.<|endoftext|>Businesses are demanding launches  at faster pace with high Availability  and Resiliency, yet no compromise  on quality and security.  All this at less  TCO!   Automation is the key across all  SDLC and widely prevalent in testing  types.  As such every activity be in NFR  gathering phases, scripting, modeling, test  environment setup, releases, configuration  management, etc. is getting automated  which is inclusive of performance testing  and engineering activities through these  phases as well. Performance Engineering  framework adapting to the agile\/CI CD  methodology for Web-based, Thick Client,  batch job-based apps etc. needs to be  developed, suited to the ever-changing  technology landscape.<|endoftext|>Financial institutions have been one of  the front runners in IT adoption where  they would need to meet the regulatory  compliances inclusive of performance.    With multiple banking packages\/products  to choose from trading platforms and  investment management products  like Appian Way, middle and back- office products like Alteryx, Analytical  Workbenches, etc., clients are looking for  standard benchmarks\/baselines of these  products and its impact on PE before  rolling out full-blown implementation. With  almost all the apps on Mobile channels  to interact with their systems, there is an  intense need to do PE at every stage, at  every component and layer and across all  stacks.  Few impacting trends seen are: Omni-channel retail customer experience  \u2013 Performance testing and engineering to  ensure consistent user experience across  various touch points for application rewrite  or new application development projects.<|endoftext|>Technology and infrastructure  rationalization \u2013 Mostly driven by cost  optimization and compliance requirements  PT&E  done to ensure zero disruption in  service and user experience in data center  migration\/consolidation, technology stack  upgrade or movement from on-premise to  cloud.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 4  \n\n---\n\n Conclusion For any organization to survive in today\u2019s  competitive world, it is important that  the products\/applications are Scalable,  Predictable, and Available exciting the  user, thereby ensuring loyalty as well  as converting to business.   However  rich the application features are, when  functionally tested, if the application is  not responding to the expectations of the  user, it is but natural to lose the customer.   With changing and demanding trends, it  is important that Performance testing and  Engineering are considered at all layers and  components as well for successive use of  the products launched.<|endoftext|>Hemalatha Murugesan is currently heading  the Performance Testing and Engineering  in IVS at Infosys.  She has been involved  in setting up, pioneering, incubation and  evolving emerging testing services like  cloud testing, test data management,  Infrastructure testing, virtualization, TEMS  and other upcoming specialized services,  etc., at Infosys. Hemalatha has been  instrumental in developing the Enterprise  Performance Testing Solutions which  offers performance testing solutions &  services and has also setup the state-of-art  performance testing lab, both at Infosys.<|endoftext|>Bulk customer data handling-Retail and  institutional customers are given more  control to deal with their data. As a result of  which interfaces such as dashboard, search,  profiles, and homepages are becoming  more interactive and data-heavy. PT&E is  ensuring the performance SLAs are within  acceptable limits in all user interactions.<|endoftext|>Tackle Integration Challenges \u2013 PT&E has  been carried out to deal with scalability  and performance issues arising due to  enterprise, partner integration, middleware  upgrades, etc.<|endoftext|>With intense pressure to reduce cost,  banks are looking at embracing Clouds,  DC consolidation and solutions around  it.  Consolidation of their LOB\u2019s, tools by  encouraging COE\/NFT factory is setup  to reduce cost.  Banks are also moving to  deploying software\u2019s like SAP, PEGA, and  Siebel etc. due to their low maintenance  cost and better predictable quality  compared to home-grown solutions.    Besides, PE for apps hosted in Cloud and  Virtualized environments is also picking  up due to the on-demand resource  provisioning and sharable hardware  infrastructure that minimizes TCO.   Performance simulation and Engineering  of Day in the Life, for e.g., in a line of  business through end-to-end PT of  disparate systems analyzed.  An example  work-flow of a Mortgage loan, Mutual  Fund, Credit rating process etc. is assessed  for performance simulation.<|endoftext|>While the request has always been to have  the exact production environment with  right volume for Performance testing but  the move is to Test Right with the Next  Best which has predictable performance  on the production environment replayed.  Hardware Capacity planning and seamless  integration to PT\/PE framework especially"}
{"text":"Continue # Infosys Whitepaper \n  for new Automated Infrastructure  spawning through CHEF\/RECIPE,  automated platform build-outs and other  large Infragistics-related programs owing  to Merger & Acquisition, Data Center  migration etc.<|endoftext|>DB virtualization for PT&E also seems to  be another emerging trend, though not  implemented on a large scale today as  compared to service virtualization. Service  virtualization and Agile or component  PT or layered performance testing and  engineering also are gaining prevalence  as there will be so many components  and interfaces in financial products and  Production Monitoring, Capacity Prediction  Modeling based on that.  Another trend we are seeing in Retail  space is that applications built using  Microservice, Docker Container etc. which  requires tweaking monitoring and analysis  approach. An interesting emerging trend  is Hybrid datacenter approach i.e. part of  the system is hosted in Cloud and while  part of it is hosted in a Permanent data  center.  This would require expanding the  list of performance KPI to cover all aspects  of both the DCs.In some cases, we are also  seeing hybrid datacenter approach e.g.  part of system in Cloud and part of it in on  permanent data center. Again we need to  expand list of performance KPI to cover all  aspects of two DCs.<|endoftext|>An upcoming hot trend seen is front-end  Performance testing and engineering due  to RIA\/Web 2.0 popularity and to provide  same personalized user experience across  various media.<|endoftext|>\u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Performance testing Internet of Things (IoT) \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 4  \n\n---\n\n VIEW POINT PERFORMANCE TESTING INTERNET  OF THINGS (IOT) - Yakub Reddy Gurijala     Senior Technology Architect \n\n---\n\n  Page: 2 \/ 4  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Internet of things (IoT) is a network of  systems, devices, and sensors which are  connected and this connectivity enables  these objects to share the data. It is a  platform which allows to manage the data  and controls the devices remotely based on  the requirement.<|endoftext|>The IoT has gained momentum in the recent  years due to Internet availability, cloud  evaluation, and micro services evaluation.  According to Gartner, IoT connected devices  are growing at 30 percent year-on-year and  there will be 20 billion devices connected  by 2020 (more than human population).  IoT business is growing at 22 percent year- on-year and will reach US$3010 billion.  People, government, and business will be  hugely affected by IoT in the coming years  resulting in smart cities, smart homes, smart  hospitals, and so on.  IoT devices produce data continuously. This  data needs to be saved and analyzed for  future decisions and these decisions may be  immediate or may be taken later by using  business intelligence (BI) analytics. IoT helps  in improving the operational performance  and cost optimization. So achieve this, IoT  systems must be built for high performance  and scalalability. To measure these two  key attributes of an IoT application, it is  important to understand the business value  for which it is built. In addition, to measure  performance, it is necessary to simulate  real-world workload models, which can  be created using business requirements,  historic data and future growth require- ments, type of devices, network conditions,  usage patterns, and geographic spread.  Application usage patterns are arrived  by analyzing the IoT application logs for  peak hours and normal hours. Using these  data points, different workload conditions  (real-world load test \/ simulation) can be  created for peak usage, normal usage, future  growth, and daylong \/ multiday simulations.<|endoftext|>IoT performance testing (PT) is little different  from traditional performance testing.  Following table illustrates differences  between traditional PT vs IoT PT.<|endoftext|>Because of these differences, IoT PT poses a lot of challenges to performance engineers. Below sections will describe different challenges  posed by IoT applications and Infosys solution elements for each of the challenges.<|endoftext|>Some of key differences between traditional PT and IoT PT: Key diferences Simulation Simulation of users Simulation of devices \/ sensors Scale Few hundred users to few thousand users Few thousand devices to few million devices Amount of data Sends and receives large amount of data per request Sends and receives minimal data per request but data is shared continuously with time interval Protocols Uses standard protocols to communicate Uses non-standard and new protocols to communicate Requests \/ responses In most of the cases, users create the requests and receive the response Generally IoT devices create the requests and receive response as well as request, and provide response BI Only few applications have BI as part of testing BI will be a part of IoT; needs to measure performance by applying loads on IoT app Traditional PT IoT PT \n\n---\n\n  Page: 3 \/ 4  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Performance testing  challenges Protocols and performance testing tool  IoT does not have standard protocol set  to establish the connectivity between IoT  application and devices. IoT protocols used  range from HTTP, AllJoyn, IoTivity, MQTT,  CoAP, AMQP, and more. These protocols  are still in the early phases of development  and different IoT solution vendors come  up with specific protocol standards (sets).  These protocols are continuously evolving  with IoT applications. Since these are new  technologies \/ protocols, and current  performance testing tools may or may not  support them.  Geographical spread and network  conditions IoT devices \/ sensors are spread across  the world and use different networks to  connect to the IoT servers to send and  receive the data. As part of performance  testing, there is need to simulate devices  from different locations (to simulate  latency) with required network technolo- gies like 2G, 3G, 4G, Bluetooth, etc.<|endoftext|>Load conditions It is necessary to load test the applications  by simulating real-world conditions. These  patterns are complex in nature and it will  be extremely difficult to collect and predict  the data. To recreate real-world load  conditions, we may land up simulating  millions of devices.<|endoftext|>Real-time decision making Some IoT implementations may require  the data from a device that needs to be  processed at runtime and based on the  data received, the corresponding decision  is taken. These decisions are generally no- tifications \/ requests to different devices \/  sensors or different systems which perform  particular action. As part of testing,  these notifications \/ requests need to be  monitored for performance (time taken to  generate the notification \/ request from  the data received by IoT application).  IoT application monitoring and BI  processing Monitoring is essential for any application.  It helps understand the system behavior  under real-world conditions. For IoT ap- plications, both the application and the  backend BI systems need to be monitored.  This will help understand data processing,  both in terms of the volume and accuracy.  Infosys IoT PT solution Infosys created a comprehensive  framework using JMeter to support all the  needs of IoT PT.  Protocols and performance testing tool  Infosys selected JMeter as performance  test tool to conduct PT. JMeter already  has support to most of the IoT protocols  like HTTP, CoAP, AMQP, MQTT and Kafka.  As IoT is an emerging area, new protocols  are being developed over the time. To  on-board new protocols Infosys has come  up with a protocol framework using  protocol SDK and extending the JMeter.  Using these JMeter extensions, scripts  can be prepared to simulate new protocol  requests and devices.<|endoftext|>Geographical spread and network  conditions To simulate geographical spread, JMeter  is integrated with cloud solutions like  Amazon web services (AWS) to setup  the load generators across different  geographies. Using AWS integration,  JMeter is able to generate the traffic from  different locations of the world to IoT  application to mimic the geographical  spread and network latency.  Infosys has in-house IP-based solution,  Infosys Network Simulation tool (iNITS),  to simulate different network conditions  required for any requests which use  transmission control protocol (TCP). We  have integrated iNITS solution with JMeter  to simulate different network conditions  required by IoT PT.<|endoftext|>Load conditions To collect the accurate real-world scenarios,  Infosys developed different tools \/  frameworks like non-functional require- ments (NFR) questionnaire, workload  modeling tools, and others. These tools  \/ frameworks reduce the requirement  gathering and collect the information more  accurately.  To simulate millions of devices, JMeter  integrated with cloud using automated  scripts. These scripts will create required  number of load generators in cloud, setup  the JMeter, copy the scripts, test data,  execute the results, collect the results,  shutdown the LG\u2019s which are created, and  process the results.<|endoftext|>Real-time decision making Notifications, which are sent to other  devices \/ sensors \/ systems, need to be  monitored using stubs \/ service virtualiza- tion technologies. IoT application logs  are collected and analyzed for processing  time and response time of the real-time  processing and decision making scenarios  under different load conditions.<|endoftext|>IoT application monitoring and BI  processing Infosys created predefined process \/  performance metrics collection to monitor  the systems (Web \/ app \/ database layers)  deployed in cloud and data center. These  metrics are analyzed to uncover possible  performance bottlenecks. If BI systems  were built using batch jobs, then enough  test data needs to be created using  performance test scripts and the batch  jobs executed to monitor the BI system.  If real-time BI systems were implemented  using hot channels then, BI systems need  to be monitored as a part of different  performance tests by generating different  amount of data per second \/ minute \/  hour. Using this approach, IoT applica- tions are comprehensively monitored and  performance results are benchmarked  against different load conditions.<|endoftext|>IoT PT resources Infosys presently has 1200+ performance  testing resources having experience in  testing different types of applications,  technologies, and tools. And more than  500 employees have working experience  on JMeter.  Infosys has dedicated resources who  are trained on IoT performance test  frameworks (JMeter, new protocols,  network simulation, and IoT monitoring).  These resources continuously explore the "}
{"text":"Continue # Infosys Whitepaper \n opportunities to improve the framework,  tool, and protocols supported.<|endoftext|>\n\n---\n\n  Page: 4 \/ 4  \n\n---\n\n \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected Supports diferent network simulations for all  type of Protocols.<|endoftext|>Framework is available to onboard new  protocols.<|endoftext|>As solution is based on open source tool, no  License cost for performance test tool and cost  for network simulation only.<|endoftext|>No need to have hardware as device simulation  can be done from Cloud.<|endoftext|>Features Benefts Support for diferent communication protocols  such as HTTP, REST over HTTP, MQTT, AMQP,  CoAP,  Kafka and Web Sockets.<|endoftext|>Supports cloud based load generation.  Automated scripts available to generate the  load from cloud.<|endoftext|>Faster time to market.<|endoftext|>Quick onboarding of new protocols.<|endoftext|>01 02 04 03 Infosys IoT PT \u2013 Key features and benefits Conclusion Infosys created a compressive solution for IoT performance  testing, which covers specific needs \/ demands of IoT.  Currently, solution supports all leading IoT protocols and  network simulations. Infosys IoT performance solution  is very cost-effective when compared to any standard  performance test tool.<|endoftext|>We have dedicated workforce trained on IoT performance  testing to support the growing demands of IoT PT. Using  Infosys IoT PT solution, clients can save 80 to 90 percent tool  cost and reduce go-to-market time by 20 percent.<|endoftext|>References http:\/\/www.gartner.com\/newsroom\/id\/3165317 https:\/\/www.infosys.com\/IT-services\/validation-solutions\/white-papers\/Documents\/successful-network-impact-testing.pdf   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: QA Strategy to Succeed in the Digital Age \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 4  \n\n---\n\n VIEW POINT QA STRATEGY TO SUCCEED IN THE  DIGITAL AGE \n\n---\n\n  Page: 2 \/ 4  \n\n---\n\n \u201cDigital\u201d is the new buzzword for  organizations.  Across industries,  organizations are at various stages of their  digital transformation journeys. For some,  this might mean reimagining their entire  businesses around digital technologies;  and for others, incorporating aspects of  digital into their existing ways of working.<|endoftext|>Examples of this are abundant across  industries. In retail, the margin between  online and offline is blurring. Retailers  are incorporating technologies such as  augmented reality, beacons to provide  interactive in-store experiences to users.  Targeted campaigns are being delivered  to customers based on their proximity  to a store. On one hand, customers have  the option to order online and pick up  in-store; and on the other, they can pay  in-store and have it delivered at home.  In  the insurance industry, companies are  enabling customers to purchase insurance  anytime, anywhere, using pre-populated  information from their Facebook profiles.<|endoftext|>What this means is that IT is now at the  forefront of business transformation.  Technology is the driver for business  improvements and hence, IT departments  have a greater role to play in business  success. Consequently, the stakes are  higher than ever, for IT to deliver better  value, faster and more efficiently.<|endoftext|>However, the path to a successful digital  transformation is wrought with multiple  challenges, of which, a key challenge is  one that is inherent to the most important  aspect of digital transformations \u2013 the  changing nature of customer interactions.  While the digital revolution brings to  organizations, newer models and channels  of interaction with customers, the success  of businesses is also becoming increasingly  dependent on the quality of these  interactions. The end customer experience  is now the single most important factor in  a business\u2019 success. Customers today are  more demanding, and much more likely to  switch loyalties if the customer experience  is not up to their expectations. Thus, the  most important factor for success of digital  transformations is ensuring a superlative  end customer experience through the  quality assurance function.<|endoftext|>However, can traditional testing  organizations that follow age-old ways,  be able to provide quality assurance in  the new scheme of things? To answer this,  let us look at some of the imperatives of  digital assurance.<|endoftext|>Focus on Customer  Experience As discussed already, the nature of  customer interactions has undergone a  great transformation in the recent past.  Businesses are increasingly engaging with  customers through a multitude of channels  such as web, mobile, and social media,  in addition to the existing traditional  channels. A single customer transaction  can now span across multiple online  and offline channels. Hence, customer  experience across each of these channels is  important; but so is providing similar and  seamless experiences across all channels,  as well as maintaining consistency in  messaging all throughout.  This also  requires a change in the approach to  quality assurance. QA needs to shift focus  from the traditional functional validation,  to more of customer experience validation,  across the digital landscape. This requires  a 360\u00b0 view of quality, encompassing  functional and non-functional aspects, and  cutting across channels and technologies.  The anytime-anywhere nature of customer  transactions pose challenges in all aspects  of testing. With the increase in online  transactions, usage of cloud infrastructure,  the multitude of interconnected  applications and devices, and the advent  of big data analytics, there are newer  challenges to application security and  data privacy. Ensuring the security of  applications from any breaches, along with  adherence to security and data privacy  guidelines is essential for ensuring a  good customer experience, and business  continuity. Comprehensive security  assurance is thus a key component of  digital assurance.  Application performance is another key  determinant of success. Users are much  more likely to uninstall an app or abandon  an online transaction with the slightest  of reductions in application performance.  Unlike traditional QA, performance  evaluation needs to be incorporated at  all stages of the application development  lifecycle.  Performance evaluation needs  to be augmented with performance  monitoring in production to ensure  availability of business critical applications.  Strategies for compatibility, usability,  and accessibility testing should also be  optimized to cover multiple customer  touch points and technologies like  desktop, mobile, and other connected  devices.  There is also an increasing focus on  providing personalized experiences to  customers. In addition to functional  validation, personalized content validation  across channels, and validation of digital  content and assets also needs to be  incorporated.  Another aspect of the digital world is the  constant customer feedback and inputs,  which have become important drivers  for business decisions. Companies are  co-creating products with customers, or  using customer inputs to improve existing  products. This is also now extending  to using customer inputs to improve IT  platforms and services. In this constantly  evolving landscape, a continuous feedback  mechanism is also important for QA  organizations to understand the end  customer requirements and preempt  customer issues.  End customer feedback,  learnings from production,  and findings  from previous testing cycles can all serve  as inputs to continuously improve testing  effectiveness and efficiency, and provide a  truly 360\u00b0 view of application quality.  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 4  \n\n---\n\n Manage Complexity An important challenge that digital  transformation brings about it is the  increasing complexity of the application  landscape. The IT landscape now needs  to support multiple newer applications  built on disparate technologies. The  interconnectedness of applications, as  well as the requirement to test them on  different device configurations, pose  {{ img-description : a group of people sitting around a table working with a laptop, in the style of light teal and crimson, uniformly staged images, light gray and navy, iso 200, yankeecore, focus on joints\/connections, gravure printing  }} Increase Agility With the digital revolution, newer  technologies are being adopted at a much  faster pace. Organizations are now trying  to pilot newer and sometimes unproven  technologies, in a bid to enhance their  business. For QA teams to support this  effectively, they have to be extremely  nimble and quick to learn. Teams should  be tuned-in on technological changes,  be able to innovate quickly, and come up  with optimal solutions for new testing  challenges.  In general, development cycles are getting  progressively shorter, with businesses  vying to provide better features, faster.  Development methodologies are moving  to Agile, and DevOps. Consequently, there  is an increasing pressure on QA teams to  reduce the turnaround time and deliver  the code to production. It also has to be  balanced with the requirement to support  more and more devices and platforms.  This needs a two-pronged approach to  optimize testing requirements, as well as  increase the speed of testing. With limited  time to test, it is crucial to adopt methods  to optimize testing requirements, so that  the time is well spent on validating critical  functionalities.  While automation has been the key enabler  to increase testing effectiveness, it should  not be limited to test execution alone. It  should also encompass the entire testing  lifecycle \u2013 from requirements analysis to  reporting. Efficiencies need to be built  into the testing process by a combination  of tools, accelerators, and reusable test  artifacts. Early automation strategies  can be deployed to ensure availability of  automated test scripts for system testing.  To conclude, an assurance strategy in the  digital world has to address the following: \u2022 Focus on customer experience, rather  than functional validation \u2022 Provide a 360\u00b0 assurance, encompassing  different aspects of testing as well as  end-to-end validation \u2022 Focus on continuous learning and  innovation \u2022 Continuously optimize and accelerate  testing additional challenges for the QA teams.  On one hand, assurance needs to be  provided for all application layers, from the  database, to the UI, to isolate issues; and  on the other hand, end-to-end business  process assurance encompassing multiple  applications is equally crucial. The testing  strategy should be able to balance these  requirements and provide optimal test  coverage, ensuring early isolation of  issues.  A well planned approach involving  service virtualization, judicious mix of  automation tools, test data management  and optimized testing scope should be  implemented.<|endoftext|>Thus, the need of the hour is a holistic  assurance strategy encompassing all  aspects of validation, which is also \t optimized for the changing application  landscape.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 4  \n\n---\n\n \u00a9 2018 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. Infos"}
{"text":"Continue # Infosys Whitepaper \nys  acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Quantifying Customer Experience for Quality Assurance in the Digital Era \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n WHITE PAPER QUANTIFYING CUSTOMER  EXPERIENCE FOR QUALITY  ASSURANCE IN THE DIGITAL ERA Abstract Post the pandemic, the new normal situation demands an increased  digitalization across all industry sectors. Ensuring top class customer  experience became crucial for all digital customer interactions  through multiple channels like web, mobile, chatbot, etc. Customer  experience is an area in which neither the aesthetics nor the content  can be compromised as that will lead to severe negative business  impact. This paper explains various automation strategies that  can enable QA teams to provide a unified experience to the end  customers across multiple channels.  The focus is to identify the key  attributes of customer experience and suggest metrics that can be  used to measure its effectiveness.<|endoftext|>{{ img-description : rateyourexperience with a palm and pen with four stars, in the style of interactive, smartphone footage, digital  }} \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n External Document \u00a9 2022 Infosys Limited Introduction Customer experience has always been a dynamic topic as it is becoming more personalized day by day and varies according to individual  preferences. It is hard to measure customer experience which make the work even more difficult for Quality Assurance teams. The factors  which amplify the customer experience not only include the functional and visual factors like front end aesthetics, user interface, user  experience, etc., but also include non-functional and social aspects like omnichannel engagements, social media presence, customer  sentiments, accessibility, security, performance, etc.<|endoftext|>Enterprises encounter various challenges  in providing a unified experience to their  end customers across multiple channels  such as: \u2022 Lack of information or mismatch in  information \u2022 Quality of content is not up to the  standard \u2022 Lack of usability in cross navigation  to make it intuitive and self-guided \u2022 Consistent look and feel and  functional flow across various  channels \u2022 Improper content placement \u2022 Inappropriate format and alignment \u2022 Performance issues across local and  global regions \u2022 Violation of security guidelines \u2022 Nonconformance to Accessibility as per  the Web Content Accessibility  Guidelines  (WCAG) guidelines \u2022 Lack of social media integration Why do we need to measure the Customer Experience? Quality Assurance is required in all these areas of functional, nonfunctional, and social aspects of Customer Experience. Since, Customer  Experience is hyper personalized in the digital era, a persona-based experience measurement is required. Conventional Quality Assurance  practices need to be changed to evaluate all aspects of customers journey across multiple channels, comprehensively.<|endoftext|>Figure 1 Challenges in Quality Assurance of Customer Experience Lack of  single view of  factors afecting customer  experience.<|endoftext|>Traditional Testing fails to  adapt to real time learning,  lacks feedback loop Lack of persona based test strategy Quantifable CX  measurements not  available Adapting experience  unique to each customer Testing is inward focused  rather than customer  focused Testing based on biz\/  technical requirements  resulting in gaps in  customer\u2019s expectations Vast sea of social  messages  and user  feedback data from  social media platforms \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n External Document \u00a9 2022 Infosys Limited Experience Validation Needs to Cover Multiple Areas of a Customer Journey  While organizations try to focus on enhancing the customer experience, there are various areas need to be validated and remediated  independently for functional, nonfunctional, and social aspects. The current testing trend covers the basic functional and statistical aspects,  emerging testing areas will cover behavioral aspects and focus more on providing customer centric approach like using AI for enhancing  the quality of digital impression with personalized customizations. Below table provides information on areas where quality assurance is  required along with the popular tools for automation.<|endoftext|>Sr No Area Key Aspects \/ Metrics Current Testing Trend Emerging Testing Trend Tools 1 Visual  Conformance  Webpage content alignment,  font size, font color, web links,  images, audio files, video  files, forms, tabular content,  color scheme, font scheme,  navigation buttons, theme  etc.<|endoftext|>A\/B testing, Style guide  check, Font check, Color  check, Usability testing,  Readability testing Persona based testing Siteimprove  Applitools, SortSite 2 Content Checking whether the image,  video, audio, text, tables,  forms, links etc. are up to the  standards.<|endoftext|>A\/B Testing, Voice quality  testing, Streaming media  testing, Compatibility  testing, Internationalization\/  Localization testing Personalized UX Testing,  CSS3 Animation testing,  2D Illustrations, AI  powered translators Siteimprove, SortSite 3 Performance  of webpage Loading speed, Timeto\nTitle,  DNS lookup speed, Requests  per second, Conversion  rate, TimetoFirstByte,  TimetoInteract, Error Rate  Performance testing,  Network testing, cross  browser testing, multiple  device testing, multiple OS  testing Performance Engineering,  AI in performance testing,  Chaos Engineering GTMetrix, Pingdom  Tool, Google  Lighthouse, Web  Page Test, etc.<|endoftext|>4 Security Conformance with security  standards across geographies.  Secured transactions, cyber  security, biometric security,  user account security Application security testing,  Cyber Assurance, Biometric  testing, Payment Testing Blockchain testing, Brain  Computer Interface BCI  testing, Penetration  testing, Facial recognition Sucuri SiteCheck,  Mozilla Observatory,  Acunetix, Wapiti 5 Usability Navigation on website,  visibility, readability, chatbot  integrations, user interface  Usability testing, Readability  testing, Eye tracking, Screen  reader validation, Chatbot  testing AI led design testing,  Emotion tracking,  Movement tracking Hotjar, Google  Anaytics, Delighted,  SurveyMonkey,  UserZoom 6 Web  Accessibility Conformance to web  accessibility guidelines as per  geography Checking conformance to  guidelines [Web Content  Accessibility Guidelines  (WCAG), Disability  Discrimination Act (DDA)  etc.) Persona based accessibility  testing Level Access, AXE,  Siteimprove, SortSite.<|endoftext|>7 Customer  Analytics Net Promoter Score, Customer  Effort Score, Customer  Satisfaction, Customer  Lifetime Value, Customer Turn  Rate, Average Resolution  Time, Conversion Rate,  Percentage of new sessions,  Pages per session Sentiment Analytics, Crowd  testing, Real time analytics,  social media analytics, IOT  testing AR\/ VR testing, Immersive  testing Sprout Social, Buffer,  Google Analytics,  Hootsuite.<|endoftext|>8 Social Media  Integration Clickthrough rate, measuring  engagement, influence, brand  awareness Measuring social media  engagement, social media  analytics AR\/VR testing, Advertising  Playbook, Streaming Data  Validation Sprout Social, Buffer,  Google Analytics, etc.<|endoftext|>Table 1 Holistic Customer Experience Validation and Trends \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n External Document \u00a9 2022 Infosys Limited Emerging Trends in Customer Experience Validation Below are few of the emerging trends that can help enhance the customer experience. QA team can use quantifiable attributes to  understand where exactly their focus is required.  Telemetry Analysis using AI\/ML in  Customer Experience  Telemetry data collected from various  sources can be utilized for analyzing the  customer experience and implementing  the appropriate corrective action. These  sources could be the social media feeds,  various testing tools mentioned in Table 1,  web pages, etc. Analytics is normally done  through custom built accelerators using  AI\/ML techniques. Some of the common  analytics are listed below: \u2022 Sentiment Analytics: Sentiment of  the message is analyzed as positive,  negative, or neutral \u2022 Intent Analytics: Identifies intent as  marketing, query, opinion etc.<|endoftext|>\u2022 Contextual Semantic Search (CSS):  Intelligent Smart Search Algorithm which  filters the messages into given concept.  Unlike the keyword-based search, here the  search is done on a dump of social media  messages for a concept (e.g Price, Quality,  etc.)  using AI techniques.  \u2022 Multilingual Sentiment Analytics:  Analyze sentiment based on languages \u2022 Text Analytics, Text Cleansing,  Clustering: Extracting meaning out of the  text by language identification, sentence  breaking, sentence clustering etc.<|endoftext|>\u2022 Response Tag Analysis: To filter pricing,  performance, support issues \u2022 Named entity recognition (NER): To  identify who is saying what on social  media posts and classify  \u2022 Feature Extraction from Text: Transform  text using bag of words and bag-of-n- grams \u2022 Classification Algorithms: Classification  algorithms assign the tags and create  categories according to the content.   It has broad applications such as  sentiment analysis, topic labeling, spam  detection, and intent detection.<|endoftext|>\u2022 Image analytics: - Identifying the  context of the image using image  analytics, categorizes the image and  sort them according to gender, age,  facial"}
{"text":"Continue # Infosys Whitepaper \n expression, objects, actions,  scenes, topic, and sentiment.<|endoftext|>Computer Vision Computer Vision helps to derive  meaningful information from images,  objects, and videos. With hyper  personalization of customer experience,  we need an intelligent and integrated  customer experience which can be  personalized by the people. While AI  plays an important role in analyzing the  data and recommend the corrective  actions, Computer Vision helps to capture  the objects, face expressions, etc. and  the image processing technology can  be leveraged to interpret the customer  response.<|endoftext|>Chatbot A chatbot is an artificial intelligence  software that can simulate a  conversation (or chat) with a user.  Chatbot has become a very important  mode of communication and most of  the enterprises use chatbots for their  customer interactions, especially in the  new normal scenario.<|endoftext|>Some of the metrics to measure  customer experience using a  chatbot are: 1. Customer Satisfaction: This metrics  will determine the efficiency and  effectiveness of chatbot. Questions  which can be included in this can be:  \u2022 Whether chatbot was able to  understand the query of the  customer?  \u2022 Was the response provided to the  specific query?  \u2022 Whether the query was  transferred to the specific agent  in case on non-resolution of the  query 2. Activity Volume: How frequently  is the chatbot used? Is the usage of  chatbot increasing or decreasing? 3. Completion Rates: This metric  measures the amount of time the  customer took. Also, the levels of  question asked by the customer.  It will measure the instance  when the customer opted to get  resolution from an agent and left  the chatbot. This will help identify  the opportunities to improve the  chatbot further, improving the  comprehension, scripts and adding  other functionalities to the chatbot.<|endoftext|>4. Reuse Rates: This metric will  provide the insight on the reuse of  chatbot by the same customer. This  will also enable to dive deep into  the results of customer satisfaction  metric, help us understand new  user v\/s old user usage ratio and  allow us to conclude on re-usability  and adaptability of chatbot by  customers.  5. Speech Analytics Feedback: In this  speech analytics can be used to  examine customer interactions with  service agents. Some of the specific  elements to be noted include  tone of the call, frustration level  of customer, knowledge level of  customer, ease of use etc.<|endoftext|>Measuring Tools  Even though there are various  tools available from startups like  BotAnalytics, BotCore, CharBase,  Dashbot, etc., most of the QA teams are  measuring the Chatbot performance  parameters through AI\/ ML utilities.<|endoftext|>\n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n External Document \u00a9 2022 Infosys Limited Alternative Reality Alternative Reality includes augmented  reality (AR), virtual reality (VR) and mixed  reality.  AR is in many ways adding value to  the customer experience of an enterprise  by providing an interactive environment  and helps them to stay ahead of their  competitors. The data points used to  measure it overlap with those of website  and app metrics, with addition of a few  new points to be measured.<|endoftext|>Some of the additional metrics to  measure customer experience in  Alternate Reality: 1. Dwell time: Total time spent on the  platform. More time spent on platform  being the positive outcome 2. Engagement: Interaction with the  platform. More the engagement better  is the outcome.<|endoftext|>3. Recall: Ability to remember. Higher  recall rate indicates proper attention  and guides us on the effectiveness of  the platform 4. Sentiment: Reaction. Positive,  Negative and Neutral. This will assist in  understanding the sentiment.<|endoftext|>5. Hardware used: Desktop, laptop, tablet,  mobile etc.  Measuring Tools There is not much automation done in  AR\/ VR experience validation. Custom  built utilities using Unity framework  can be explored to measure the AR\/ VR  experience.  Brain computer interface A brain computer interface (BCI) is a system  that measures activity of the central nervous  system (CNS) and converts it into artificial  output that replaces, restores, enhances,  supplements, or improves natural CNS  output, and thereby changes the ongoing  interactions between the CNS and its  external or internal environment. BCI will  help in personalizing the user experience by  understanding the brain signals from a user.<|endoftext|>Metrics to measure customer  experience in BCI: 1. Speed - Speed of the user\u2019s reaction.  Higher the speed, more is the user  interest on digital print.<|endoftext|>2. Intensity - Intensity of user\u2019s reaction  towards a digital presence will help  understanding the likes and dislikes of user.<|endoftext|>3. Reaction - This will help understand  the different reactions on digital  interaction.<|endoftext|>Measuring Tools Open-source tools like OpenEXP,  Psychtoolbox, etc. can be leveraged  to build custom built utilities for  measurement of the above metrics {{ img-description : a person is holding an ipad with location & shopping app in the view, in the style of photobashing, rounded shapes, light emerald and violet, blink-and-you-miss-it detail, precision, david brayne, sharp focus }} \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n External Document \u00a9 2022 Infosys Limited With multiple channels to interact with  the end customers, companies really  looking at ensuring the digital quality  assurance in a faster and in a continuous  way. To reduce time to market, customer  experience assurance should be automated  with more and more infusion of AI and  ML. Further, quality assurance should  be in an end-to-end manner, where the  developer can ensure the quality even  before the application is passed to QA.  With the adoption of DevSecOps, customer  experience assurance should be an  ogoing process which goes beyond the  conventional QA phase  Some of the technical challenges in  automation are: \u2022 Services offered by company should have  a seamless experience with all distribution  channels (Web, mobile, Doc, etc.).<|endoftext|>\u2022 Early assurance during development \u2022 Ensure regulatory compliance \u2022 Collaboration environment for  developers, testers, and auditors with  proper governance  \u2022 On demand service availability \u2022 Automating the remediation and  Continuous Integration \u2022 Actionable insights \u2022 Scoring mechanism to benchmark \u2022 Integration with Test and Development  tools The above challenges will call for a fully  automated customer experience platform  as depicted below: Automation in Customer Experience Assurance Figure 2 Automation approach for evaluating holistic customer experience An automation approach should be  comprehensive enough to provide a  collaboration environment between  testers, developers, auditors, and the  customers. It needs accelerators or  external tools to measure and analyze  various aspects of customer experience.  Cognitive analysis to ensure continuous  improvement in customer experience is  a key success factor for every enterprise.   As shown in the picture, complete  automation can never be achieved as  some assistive or manual verification is  required. For example, JAWS screen reader  to test the text to speech output. Also, the  platform needs to have the integration  capabilities with external tools for end-to- end test automation.<|endoftext|>IDE plugins for shift left  remediation Online Experience Audit  Services APIs and CI\/CD plugins Accessibility Analyzer Sentimental Analytics Visual Consistency checker Google APIs Intelligent application  crawler Cognitive analysis  Dashboards & Reports Cloud Environments with  multi browser & device  PCloudy Applitools ALM JiRA Subscription &  Administration Scheduler Tool adapters External IPs Accelerators Usability Analyzer User touch  points Platform  component Accelerators\/ tools Others  Manual Assistive  technologies \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n Conclusion As the digital world is moving towards  personalization, QA teams should  work on data analytics and focus on  analyzing user behavior and activities,  leveraging various available testing  tools. They should also focus on  adapting new and emerging testing  areas like AI based testing, Persona  based testing, Immersive testing, 2D  illustration testing etc. These new  testing areas can help in identifying  the issues faced in providing the best  customer experience, quantify the  customer experience and can help in  improving it.<|endoftext|>Since there is considerable amount  of time, money and effort are put  into QA., for ensuring good ROI, QA  team should start taking customer  experience as a personality-based  experience and work upon all major  aspects mentioned above. QA teams  should look beyond the normal  hygiene followed for digital platforms,  dig deeper and adapt a customer  centric approach in order to make  digital prints suitable to the user in all  the aspects.<|endoftext|>{{ img-description : hands holding a phone with a star rating on it, in the style of interactive experiences, futurist claims, expert draftsmanship, meticulous attention to detail, precision and detail-oriented }}  External Document \u00a9 2022 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2022 Infosys Limited, Bengaluru, India. All Rights Reserved."}
{"text":"Continue # Infosys Whitepaper \n 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com  Infosys.com | NYSE: INFY Stay Connected About the \nAuthor Saji V.S     Principal Technology Architect References 1. Customer Experience Validation - Offerings | Infosys 2. https:\/\/www.gartner.com\/imagesrv\/summits\/docs\/na\/customer-360\/C360_2011_brochure_FINAL.pdf 3. The Future of CX 2022, a trends report by Freshworks    \n\n\n***\n\n\n  "}
{"text":"# Infosys POV \nTitle: Reinventing the CSP Product Lifecycle Management for Digital Ecosystems \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 16  \n\n---\n\n 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? \n\n---\n\n  Page: 2 \/ 16  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 3 \/ 16  \n\n---\n\n 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\u2019s 2023 Board of Director\u2019s  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 \u00a9 2023 Infosys Consulting How should CSPs manage their product portfolios  as they launch plethora of new 5G, digital  and innovative offerings? \n\n---\n\n  Page: 4 \/ 16  \n\n---\n\n 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\u2019 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\u2019s 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 5 \/ 16  \n\n---\n\n 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 \u2022 Strict process stage gates \u2022 IT change & configuration  management \u2022 Process improvement  initiatives \u2022 Product retirement process \u2022 Process support systems \u2022 Decision support system \u2022 Product data management  and policies \u2022 Process efficiency tools \u2022 PLM maturity  assessment \u2022 Product portfolio &  PLM alignment \u2022 PLM governance  framework \u2022 Incorporation of  product variants \u2022 Organizational structure \u2022 Roles and responsibilities \u2022 Skill & Resources  allocated \u2022 Multi-party collaboration \u2022 Modular marketing  product structure \u2022 Product rules governance \u2022 Modular process design  \u2022 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 6 \/ 16  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 7 \/ 16  \n\n---\n\n 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"}
{"text":"Continue # Infosys POV \n 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\u2019s 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 8 \/ 16  \n\n---\n\n 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: \u2022 Higher efficiency as modules can be  consolidated across different products \u2022 Higher agility as changes & modifications  can be isolated to specific modules, enabling  others to remain unchanged \u2022 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 9 \/ 16  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 10 \/ 16  \n\n---\n\n 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 \u2013 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 11 \/ 16  \n\n---\n\n 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 \u2018real\u2019 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\u2019s PLM maturity RECOMMENDATIONS FOR CSPs 11 Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 12 \/ 16  \n\n---\n\n 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\u2019s 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"}
{"text":"Continue # Infosys POV \n 12 Infosys PLM Maturity Model Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 13 \/ 16  \n\n---\n\n 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: \u2022 Lack of executive commitment - PLM cannot  be treated as a siloed initiative, its  sponsorship must have the right  organizational backing.<|endoftext|>\u2022 Fragmented governance - where PLM is not  defined or limited with no real controls.<|endoftext|>\u2022 Limited process standardization across  departments, making it more a free for all  rather than centralized and cohesive  \u2022 Lack of empowerment and resources  allocated to the PLM organization to  implement change  \u2022 Visibility of product data \u2013 to support  decision making and product performance \u2022 Inability to utilize new emerging technologies  \u2013 use newer technologies to support PLM  process e.g., advanced data analytical tools,  AI, ML etc.  \u2022 Proliferation of products \u2013With 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 14 \/ 16  \n\n---\n\n Take the Maturity Health Check NOW The Infosys consulting maturity health check  will allow CSPs to:: \u2022 Evaluate PLM health and performance  against best-in-class operationalized  processes and technology  implementations \u2022 Quickly identify and pinpoint areas with  biggest improvements and business gain \u2022 Execute a plan of how to take current as- is and \u201cupgrade\u201d to the next maturity  state  \u2022 Use a scientific approach to objectively  assess performance against PLM  company wide objectives \u2022 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 \u00a9 2023 Infosys Consulting THIAG KARUNANITHI Associate Partner Australia +61 4064 2736 0 Thiag.Karunanithi@infosys.com \n\n---\n\n  Page: 15 \/ 16  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 16 \/ 16  \n\n---\n\n 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\u2019s 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\u2019s 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  \u00a9 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.    \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: The right approach to testing interoperability of healthcare APIs under FHIR \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n VIEW POINT THE RIGHT APPROACH TO TESTING  INTEROPERABILITY OF HEALTHCARE  APIs UNDER FHIR \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited External Document \u00a9 2020 Infosys Limited Abstract Historically, the lack of mutual data  exchange on patient health between  entities in the healthcare industry has  impaired the quality of patient care. This  has led to poor health outcomes and  increased costs for patients. The Trump  administration\u2019s MyHealthEData initiative  has the stated objective of placing the  patient at the center of the US healthcare  system. The initiative aims to promote  interoperability of patient health data  between entities using latest technologies  such as cloud and APIs.<|endoftext|>This paper outlines the test approach  to ensure compliance with the CMS  (Centers for Medicare and Medicaid  Services) payor policies mandate effective  July 2021. The paper explains 3 simple  steps for interoperability of cloud\/on- premises healthcare APIs between payors  and providers as per Fast Healthcare  Interoperability Resources (FHIR)  guidelines using the Infosys FHIR testing  solution. This solution has been built on  the proven Infosys Interoperability Test  Automation Framework that leverages  open-source tools, cloud components, and  test servers.<|endoftext|>\n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited External Document \u00a9 2020 Infosys Limited Introduction All healthcare payors, providers, and  stakeholders need to ensure that their  systems are truly interoperable based on  Fast Healthcare Interoperability Resources  (FHIR) guidelines. Organizations are seeking  to minimize the manual effort involved  in ensuring data integrity and real-world  testing as per these guidelines. The need  of the hour is test accelerators that can  seamlessly integrate with FHIR cloud\/ on-premises servers to run automated  conformance and data validation tests.<|endoftext|>Fragmented data consolidation Currently, organizations have non-standard  data consolidation architecture due to  the nature of their source systems. To be  CMS (Centers for Medicare and Medicaid  Services) certified, organizations must  implement FHIR-compliant microservices- based architecture for API enablement  including authentication and security  policies. This adds additional complexities  for testers to validate data accuracy and  performance at the FHIR layer (cloud\/ on premise) in addition to specification  conformance validation.<|endoftext|>Any test strategy to achieve FHIR  compliance must be carefully structured  to mitigate all known challenges. To begin  with, organizations must finalize their  API end-to-end operating model, cloud\/ on-premises implementation strategy,  consent management, and intermediate  data aggregation strategy so that we  understand the various stages that need  FHIR testing.  Key challenges Adoption and interpretation  of FHIR standards FHIR standards have base rules,  constraints, and other metadata that  make them complex to interpret and  derive conformance scenarios. FHIR  regulated payors and providers will be  required to implement FHIR compatible  cloud\/on-premises based healthcare APIs  considering different market segments  like Medicare, Medicaid, and any other  state-specific inclusions. They also need  to enable various FHIR resources such as  diagnostics, medication, care provision,  billing, payments, and coverage to  be accurate and accessible as per the  standard SLAs for patient and provider.<|endoftext|>Real world testing This is a gray area at this initial stage  because of the lack of a SMART application  (a user-facing application that connects  to payors or providers for a patient\u2019s  health records). This limits the process of  simulating and validating complete end- to-end testing for FHIR conformance. A  payor or provider must qualify themselves  as FHIR compliant both internally and  externally through acceptance from  consumers. To achieve acceptance, a  payor needs to conduct multiple tests to  cover data integrity, conformance, and  consumer registration and consent as per  FHIR guidelines. Tests need to be conducted  between peer-to-peer servers, client to  server, and from a standalone server to a  proven FHIR-compatible test framework.<|endoftext|>Infosys 3-step process for  interoperability testing Infosys recommends these 3 simple steps  to achieve interoperability of cloud\/on- premises healthcare APIs between payors  and providers as per FHIR guidelines Step 1 \u2013 Functional\/non- functional testing  The primary focus areas of functional  testing are: \u2022 Conformance (structure and behavior)  validation based on FHIR specifications \u2022 Data validation of cloud\/on premise- based healthcare APIs through the  original source or from intermediate  data aggregation or virtualization. If  an organization considers any data  aggregation before FHIR mapping, then  additional testing around data quality  should be done to ensure source data is  aggregated correctly at the FHIR layer  Non-functional testing such as  performance and security testing are  equally important given that APIs are  exposed externally using OAuth2.0 or  OpenID connect protocols.<|endoftext|>\n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited External Document \u00a9 2020 Infosys Limited Step 2 \u2013 Regulatory  compliance testing This validation should ensure payor or  provider complies with the guidelines  defined by CMS and FHIR. The primary  focus of regulatory compliance testing  is on features mandated by HealthIT  standards which includes self- discoverability, capability statement,  authentication\/authorization, FHIR  conformance and so on. Every payor must  undergo this testing so that they can pass  the CMS certification within the given  deadline.<|endoftext|>\n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited Step 3 \u2013 End-user beta testing There are several third-party healthcare  applications (cloud\/on-premises) that are  under development by Apple, Amazon,  Google, and other payor\/vendors that are  registered in their respective developer  portals. Our strategy involves partnering  External Document \u00a9 2020 Infosys Limited with these vendors and using their beta  applications to integrate with payor FHIR  servers. This will provide payors early  confidence in terms of usability and  conformance with regulation.<|endoftext|>Figure 1 below depicts an end-to-end  automated test-driven development flow  of Infosys Interoperability Test Automation  Framework covering the 3-step testing  procedure. The framework leverages  Infosys FHIR Testing Solution, open-source  tools, cloud components, and test servers  to achieve FHIR compliance seamlessly  across various healthcare entities within a  short time to market.<|endoftext|>Figure 1: Infosys Interoperability Test Automation Framework \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited External Document \u00a9 2020 Infosys Limited The road ahead Today, organizations are focused on  getting their FHIR-compliant cloud\/on- premises based patient access API and  provider directory API up and running.  However, organizations must also think  of other policies specified in the CMS final  rules. These include payor to payor data  sharing, improving user experience for  the beneficiary, and admission\/discharge\/ transfer event notifications. With such  requirements in mind, payors and vendors  need to think about developing a scalable  test automation framework that not only  works between payors and consumers but  also across payors.  Infosys is enhancing the capabilities of its  FHIR testing solution so that it is future  ready.<|endoftext|>\n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited Conclusion  Establishing end-to-end testing for FHIR  guidelines compliance across healthcare  payors and third-party vendors comes with  its own challenges and complexities. The  only way forward is based on the final CMS  interoperability rule.  A solution that ensures fast and effective  delivery of FHIR rules to consumers should  focus on two key aspects: \u2022 Building configurable FHIR accelerators  with the ability to support cloud\/on- premises FHIR servers \u2022 Identifying FHIR-compliant consumers for  continuous testing practices The end goal is to build a test approach  that can be scaled rapidly based on the  rate of increase in FHIR adoption by payors,  providers and consumers.<|endoftext|>External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2020 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system,"}
{"text":"Continue # Infosys Whitepaper \n or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com  Infosys.com | NYSE: INFY Stay Connected https:\/\/www.cms.gov\/Regulations-and-Guidance\/Guidance\/Interoperability\/index https:\/\/inferno.healthit.gov\/inferno\/ https:\/\/www.aegis.net\/touchstone.html https:\/\/projectcrucible.org\/ https:\/\/www.logicahealth.org\/solutions\/fhir-sandbox\/ https:\/\/fhir.cerner.com\/smart\/ https:\/\/apievangelist.com\/2019\/09\/18\/creating-a-postman-collection-for-the-fast-healthcare-interoperability-resources-fhir-specification\/ https:\/\/hapifhir.io\/hapi-fhir\/docs\/validation\/introduction.html About the \nAuthor  Amit Kumar Nanda, Group Project Manager, Infosys References:   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Test automation framework \u2013 how to choose the right one for digital transformation? \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 4  \n\n---\n\n VIEW POINT TEST AUTOMATION FRAMEWORK \u2013  HOW TO CHOOSE THE RIGHT ONE FOR  DIGITAL TRANSFORMATION? \n\n---\n\n  Page: 2 \/ 4  \n\n---\n\n What is a test automation  framework and what are its  different types? A test automation framework is a combin-  ation of guidelines, coding standards,  concepts, practices, processes, project  hierarchies, reporting mechanism, test  data, to support automation testing.  A tester follows these guidelines  while automating applications to take  advantage of various productive results.<|endoftext|>Introduction Digitalization and the disruption caused by the adoption of digital technologies are rapidly changing the world. Speed matters a lot in all  IT operations, and this calls for a paradigm shift in quality assurance (QA). Quality at high speed is the key focus in digital assurance, and  organizations want to deliver quality products much faster than ever before. This is making QA teams to bank on test automation. From the  initial automation of regression tests, the industry is moving towards progressive automation and day one automation. At the same time,  extreme automation and zero touch automation are the buzz words in the QA world these days.  Various advancements have evolved in the area of automation testing. However, it is critical that organizations choose the right automation  framework, which is considered a critical factor for its success. In this document, we will explore the different types of automation  frameworks, and how to choose the right framework which will help in achieving the digital assurance goals of the organizations.<|endoftext|>There are many types of test automation  frameworks available in the market, and  the most popular ones are listed here.  Each one of these frameworks has their  individual characteristics and features.<|endoftext|>Let us now examine some of the popular  frameworks and understand their pros,  cons, and usability recommendations: Linear Functional Decomposition \/Modular Data Driven Keyword Driven Hybrid BDD Automation Framework Types Keyword-driven framework In the keyword-driven framework, testers  create various keywords and associate  different actions or functions with each  of these keywords. Function library  contains the logic to read the keywords  and call and perform the associated  actions. Generally, test scenarios are  written in excel sheets. The driver script  reads the scenario and performs test  execution. This is used in situations  where the testers who create test scripts  the strengths of the different frameworks  and mitigates their weaknesses. It  is highly robust, flexible, and more  maintainable. However, this requires  strong technical expertise to design and  maintain.<|endoftext|>  Behavior-driven development  framework Behavior-driven development (BDD)  framework automates validations in  an easily readable and understandable  format to business analysts, developers,  testers, etc. Such frameworks do not  necessarily require the user to be  acquainted with any programming  language. There are different tools  available for BDD like Cucumber, JBehave,  and more which work along with other  test automation tools.  This framework is  more suitable for applications using agile  methodology and where user stories and  early automation are required. It focuses  on the behavior of the system rather than  the implementation aspect of the system.   The traceability between requirements  and scripts is maintained throughout, and  test scripts are easy to understand for the  business users.<|endoftext|>Pillars of the right framework  for the digital era Automation can improve quality and  lead to higher testing efficiency. Hence,  it is important to plan it well and make  the right choice of tools and frameworks.  When test automation uses the right  framework based on the context, it  yields great benefits. Hence, it is worth  understanding the key requirements of  the framework, before choosing the   right one.<|endoftext|>have less programming expertise,  whereas framework creation is done by  automation experts Hybrid framework The hybrid automation framework is  created by combining distinct features of  two or more frameworks. This enhances  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 4  \n\n---\n\n Some key aspects of automation  framework to look for during the digital  assurance journey are provided below: Extreme automation Digital transformation programs, big  data, cloud, and mobility are changing  the way testing is being done. Leaders  in testing are moving towards extreme  automation to achieve a faster time  to market. Extreme automation is the  key, and automating every part of the  testing process instead of just regression  is crucial now. A framework which is  more scalable and facilitates lifecycle  automation as well as broader test  coverage is needed for digital assurance  programs.<|endoftext|>Technology and tool agnostic  approach The landscape of tools in QA is becoming  wider day by day. There are too many  tools and frameworks, which poses a lot  of integration challenges. Hence, it is  imperative to choose a framework which  is technology and tool agnostic and  supports various tools and technologies.  The framework needs to address  enterprise-level automation strategy and  goals instead of catering to just a single project goals.<|endoftext|>Script less capabilities Automate the automation, and look out  for scriptless automation avenues.  Most  software testers and business users find  it challenging to learn programming  languages such as Java, Visual Basic,  etc. well enough to write the scripts  that the test automation demands.  There are frameworks and accelerators  available with user-friendly graphical  user interfaces (GUI) which help to create  automation scripts in a much easier way  than having to know and write code in  any specific programming language.  Choosing a framework which helps to  create a test script from the recorded  script or based on the input from a  spreadsheet will help in accelerating  automation and reduce dependency on  skilled resources.<|endoftext|>True shift left attitude Digitalization and frequent releases call  for day one automation. Gone are the  days when the automation team would  wait until the application is built and  start automation activities thereafter.  The need of the hour is to shift extreme  left and start automation during the  requirement gathering phase of the  systems development life cycle (SDLC)  itself. Automation framework with  exhaustive reusable library and support  for BDD will help both business users  and QA teams to start automation  activities early in the life cycle.<|endoftext|>Omnichannel, mobility, and  cloud features Organizations today are focusing more  on digital assurance, but it is important  to test real user behaviors and to test on  multiple devices such as various mobiles,  tablets, platforms, and such. Hence,  the chosen test automation framework  needs to facilitate testing on multiple  devices to ensure a uniform experience  across devices. If the framework supports  the reuse of the script used for online  or desktop testing for mobile testing as  well with minimal rework, it will help in  saving much effort. When addressing the  multifaceted needs of mobile testing,  conducting comprehensive testing  across hundreds of different devices,  brands, models, and different operating  system combinations is tedious. A  framework that facilitates integration  with cloud infrastructure will be an  added advantage.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 4  \n\n---\n\n Zero touch automation As DevOps is slowly taking over the  IT landscape, it is vital to reduce the  distance between development and  deployment. Test scripts need to be  executed in an unattended manner  without requiring much manual  intervention. Remote execution, parallel  execution, zero touch execution, and  execution from continuous integration  tools like Jenkins and Hudson, when  supported by automation framework, will  help a lot in managing multiple sprints  and shorter cycles better.  Seamless integration With a plethora of tools being used in  application development and testing  landscape, it is important that the  automation tool and the framework  chosen facilitate integration with various  tools.  Hence, it is imperative that the  chosen automation framework and tool  integrate with test management tools,  defect tracking tools, build tools, analytics  tools, and continuous integration tools in  the landscape.<|endoftext|>User-friendly reporting Agile and Dev Ops has brought the  business, development and QA teams  to work together. The ability to run a  high volume of tests is of little use if  the results of the tests are not easy to  understand by various stakeholders  involved. The framework has to facilitate  automatic generation of reports of the  test execution and show the results in  an easy-to-read format. Though most  of the market tools give few reporting  options, they are not self-explanatory  and adequate. Hence, the framework  with good reporting capabilities such as  HTML reports, live execution dashboard,  screen shots in case of failures, and video  reporting of the execution options will  be very helpful. Automation framework  facilitating detailed test result reporting  reduces the overall effort to a greater  extent.<|endoftext|>About the author Indumathi Devi, a project manager with Infosys, has 13+ years of experience in software testing. She has effectively executed a multitude  of automation projects and designed and developed automation frameworks. Using her strong working knowledge of multiple test"}
{"text":"Continue # Infosys Whitepaper \n  automation tools, including open source and commercial ones, Indu has worked with numerous clients in implementing robust test  automation solutions.<|endoftext|>Conclusion  No one size fits all. This perfectly  holds true when it comes to  framework selection. Since every  project is unique, the challenges,  duration, and tools choices may vary.  Organizations seeking agility in their  business processes need to onboard  robust test automation solutions that  ensure superior software quality.  Successful test automation  frameworks for digital assurance are  the ones which support extreme  automation, omnichannel testing,  zero touch execution of test  scripts, and have some or all of the  key aspects detailed above. We  recommend that organizations select  an automation framework that can  lead to smarter automation, better  overall results, productivity benefits,  and cost efficiencies in the highly  dynamic digital landscape.<|endoftext|>\u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: The right testing strategy for AI systems - An Infosys viewpoint \nAuthor: Infosys Limited \nFormat: PDF 1.6 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n PERSPECTIVE THE RIGHT TESTING STRATEGY FOR AI  SYSTEMS AN INFOSYS VIEWPOINT VENKATESH IYENGAR, AVP - Group Practice Engagement Manager, Infosys SUNDARESA SUBRAMANIAN G, Practice Engagement Manager, Infosys \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Abstract Over the years, organizations have invested significantly  in optimizing their testing processes to ensure continuous  releases of high-quality software. When it comes to artificial  intelligence, however, testing is more challenging owing to  the complexity of AI. Thus, organizations need a different  approach to test their AI frameworks and systems to ensure  that these meet the desired goals. This paper examines  some key failure points in AI frameworks. It also outlines  how these failures can be avoided using four main use cases  that are critical to ensuring a well-functioning AI system.<|endoftext|>The hierarchy of evolution of AI Introduction Experts in nearly every field are in a race to discover how to replicate brain functions \u2013 wholly or partially. In fact, by 2025, the value of the  artificial intelligence (AI) market will surpass US $100 billion1. For corporate organizations, investments in AI are made with the goal of  amplifying the human potential, improving efficiency and optimizing processes. However, it is important to be aware that AI too is prone to error  owing to its complexity. Let us first understand what makes AI systems different from traditional software systems: S.No Software systems AI systems 1 Features \u2013 Software is deterministic, i.e., it is pre-pro- grammed to provide a specific output based on a given set  of inputs Features \u2013 Artificial intelligence\/machine learning (AI\/ML) is  non-deterministic, i.e., the algorithm can behave differently for  different runs 2 Accuracy \u2013 Accurate software depends on the skill of the  programmer and is deemed successful if it produces an  output in accordance with its design Accuracy \u2013 Accuracy of AI algorithms depends on the training  set and data inputs 3 Programming \u2013 All software functions are designed based  on if-then and for loops to convert input data to output  data Programming \u2013 Different input and output combinations are fed  to the machine based on which it learns and defines the function 4 Errors \u2013 When software encounters an error, remediation  depends on human intelligence or a coded exit function Errors \u2013 AI systems have self-healing capabilities whereby they  resume operations after handling exceptions\/errors  Fig 1: Hierarchy of AI\u2019s evolution and techniques Fig 1: Hierarchy of AI\u2019s evolution and techniques                                              Visualization  Machine learning and  analytics  Input data conditioning  Learning process \u2013 data sources  Feedback  Feedback \u2013 From sensors, devices, apps, and systems  Visualization \u2013 Custom apps, connected devices, web, and bots  Machine learning and analytics \u2013 Cognitive learning\/algorithms  Input data conditioning \u2013 Big data stores and data lakes  Data sources \u2013 Dynamic or static sources like text, image,  speech, sensor, video, and touch \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited External Document \u00a9 2018 Infosys Limited The above figure shows the sequential stages of AI algorithms. While each stage is necessary for successful AI programs, there are some typical  failure points that exist within each stage. These must be carefully identified using the right testing technique as shown in the table below: S.No Evolution stage in AI Typical failure points How can they be detected in testing 1 Data sources \u2013  Dynamic or static  sources \u2022 Issues of correctness, completeness and appropriateness  of source data quality and formatting \u2022 Variety and velocity of dynamic data resulting in errors \u2022 Heterogeneous data sources  \u2022 Automated data quality checks  \u2022 Ability to handle heterogeneous data during  comparison  \u2022 Data transformation testing  \u2022 Sampling and aggregate strategies 2 Input data condition- ing \u2013 Big data stores  and data lakes \u2022 Incorrect data load rules and data duplicates \u2022 Data nodes partition failure \u2022 Truncated data and data drops  \u2022 Data ingestion testing  \u2022 Knowledge of development model and  codes  \u2022 Understanding data needed for testing  \u2022 Ability to subset and create test data sets 3 ML and analytics \u2013  Cognitive learning\/ algorithms \u2022 Determining how data is split for training and testing \u2022 Out-of-sample errors like new behavior in previously  unseen data sets \u2022 Failure to understand data relationships between enti- ties and tables \u2022 Algorithm testing  \u2022 System testing  \u2022 Regression testing  4 Visualization \u2013 Cus- tom apps, connected  devices, web, and  bots \u2022 Incorrectly coded rules in custom applications resulting  in data issues \u2022 \nFormatting and data reconciliation issues between  reports and the back-end \u2022 Communication failure in middleware systems\/APIs  resulting in disconnected data communication and  visualization \u2022 API testing  \u2022 End-to-end functional testing and automa- tion  \u2022 Testing of analytical models  \u2022 Reconciliation with development models 5 Feedback \u2013 From sen- sors, devices, apps,  and systems \u2022 Incorrectly coded rules in custom applications resulting  in data issues \u2022 Propagation of false positives at the feedback stage  resulting in incorrect predictions \u2022 Optical character recognition (OCR) testing  \u2022 Speech, image and natural language pro- cessing (NLP) testing  \u2022 RPA testing  \u2022 Chatbot testing frameworks The right testing strategy for  AI systems Given the fact that there are several failure  points, the test strategy for any AI system  must be carefully structured to mitigate  risk of failure. To begin with, organizations  must first understand the various stages  in an AI framework as shown in Fig 1. With  this understanding, they will be able to  define a comprehensive test strategy with  specific testing techniques across the entire  framework. Here are four key AI use cases  that must be tested to ensure proper AI  system functioning: \u2022 Testing standalone cognitive features  such as natural language processing  (NLP), speech recognition, image  recognition, and optical character  recognition (OCR) \u2022 Testing AI platforms such as IBM  Watson, Infosys NIA, Azure Machine  Learning Studio, Microsoft Oxford,  and Google DeepMind \u2022 Testing ML-based analytical models \u2022 Testing AI-powered solutions such as  virtual assistants and robotic process  automation (RPA) \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Use case 1: Testing standalone cognitive features Natural language processing  (NLP) \u2022 Test for \u2018precision\u2019 return of the keyword, i.e., a fraction of relevant instances among the total retrieved  instances of NLP \u2022 Test for \u2018recall\u2019, i.e., a fraction of retrieved instances over total number of retrieved instances available \u2022 Test for true positives (TPs), true negatives (TNs), false positives (FPs), and false negatives (FNs). Ensure  that FPs and FNs are within the defined error\/fallout range Speech recognition inputs \u2022 Conduct basic testing of the speech recognition software to see if the system recognizes speech inputs  \u2022 Test for pattern recognition to determine if the system can identify when a unique phrase is repeated  several times in a known accent and whether it can identify the same phrase when it is repeated in a  different accent \u2022 Test deep learning, the ability to differentiate between \u2018New York\u2019 and \u2018Newark\u2019 \u2022 Test how speech translates to response. For example, a query of \u201cFind me a place I can drink coffee\u201d  should not generate a response with coffee shops and driving directions. Instead, it should point to a  public place or park where one can enjoy his\/her coffee Image recognition \u2022 Test the image recognition algorithm through basic forms and features \u2022 Test supervised learning by distorting or blurring the image to determine the extent of recognition by  the algorithm \u2022 Test pattern recognition by replacing cartoons with the real image like showing a real dog instead of a  cartoon dog \u2022 Test deep learning using scenarios to see if the system can find a portion of an object in a larger image  canvas and complete a specific action Optical character recognition \u2022 Test OCR and optical word recognition (OWR) basics by using character or word inputs for the system to  recognize \u2022 Test supervised learning to see if the system can recognize characters or words from printed, written or  cursive scripts \u2022 Test deep learning, i.e., whether the system can recognize characters or words from skewed, speckled  or binarized (when color is converted to grayscale) documents \u2022 Test constrained outputs by introducing a new word in a document that already has a defined lexicon  with permitted words  Use case 2: Testing AI platforms Testing any platform that hosts an AI"}
{"text":"Continue # Infosys Whitepaper \n framework is complex. Typically, it follows many of the steps used during functional testing.  Data source and conditioning testing \u2022 Verify the quality of data from various systems \u2013 data correctness, completeness and appropriateness along with format checks, data  lineage checks and pattern analysis \u2022 Verify transformation rules and logic applied on raw data to get the desired output format. The testing methodology\/automation  framework should function irrespective of the nature of data \u2013 tables, flat files or big data \u2022 Verify that the output queries or programs provide the intended data output \u2022 Test for positive and negative scenarios Algorithm testing \u2022 Split input data for learning and for the algorithm \u2022 If the algorithm uses ambiguous datasets, i.e., the output for a single input is not known, the software should be tested by feeding a set  of inputs and checking if the output is related. Such relationships must be soundly established to ensure that algorithms do not have  defects \u2022 Check the cumulative accuracy of hits (TPs and TNs) over misses (FPs and FNs) API integration \u2022 Verify input request and response from each application programming interface (API) \u2022 Verify request response pairs \u2022 Test communication between components \u2013 input and response returned as well as response format and correctness  \u2022 Conduct integration testing of API and algorithms and verify reconciliation\/visualization of output System\/regression testing \u2022 Conduct end-to-end implementation testing for specific use cases, i.e., provide an input, verify data ingestion and quality, test the  algorithms, verify communication through the API layer, and reconcile the final output on the data visualization platform with expected  output \u2022 Check for system security, i.e., static and dynamic security testing \u2022 Conduct user interface and regression testing of the systems \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Use case 3: Testing ML-based analytical models Organizations build analytical models for three main purposes as shown in Fig 2 Fig 2: Types and purposes of analytical models  The validation strategy used while testing the analytical model involves the following three steps: \u2022  Split the historical data into \u2018test\u2019 and \u2018train\u2019 datasets  \u2022  Train and test the model based on generated datasets \u2022  Report the accuracy of model for the various generated scenarios Fig 2: Types and purposes of analytical models  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Fig 3: Testing analytical models  Organizations build analytical models for three main purposes as shown in Fig 2 Fig 2: Types and purposes of analytical models  Use case 4: Testing of AI-powered solutions Chatbot testing framework \u2022 Test the chatbot framework using semantically equivalent sentences and create an automated library  for this purpose \u2022 Maintain configurations of basic and advanced semantically equivalent sentences with formal and  informal tones and complex words \u2022 Automate end-to-end scenario (requesting chatbot, getting a response and validating the response  action with accepted output) \u2022 Generate automated scripts in Python for execution  RPA testing framework \u2022 Use open source automation or functional testing tools (Selenium, Sikuli, Robot Class, AutoIT) for mul- tiple applications \u2022 Use flexible test scripts with the ability to switch between machine language programming (where  required as an input to the robot) and high-level language for functional automation \u2022 Use a combination of pattern, text, voice, image, and optical character recognition testing techniques  with functional automation for true end-to-end testing of applications While testing a model, it is critical to do the following to ensure success:  \u2022 Devise the right strategy to split and subset historical dataset using deep knowledge of development model and code to understand how it  works on data \u2022 Model the end-to-end evaluation strategy to train and recreate model in test environments with associated components \u2022 Customize test automation to optimize testing throughput and predictability by leveraging customized solutions to split the dataset, evaluate  the model and enable reporting  \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Conclusion AI frameworks typically follow 5 stages \u2013  learning from various data sources, input  data conditioning, machine learning and  analytics, visualization, and feedback. Each  stage has specific failure points that can  be identified using several techniques.  Thus, when testing the AI systems, QA  departments must clearly define the  test strategy by considering the various  challenges and failure points across all  stages. Some of the important testing  use cases to be considered are testing  standalone cognitive features, AI platforms,  ML-based analytical models, and AI- powered solutions. Such a comprehensive  testing strategy will help organizations  streamline their AI frameworks and  minimize failures, thereby improving output  quality and accuracy.  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: RPA validation pitfalls and how to avoid them \nAuthor: Infosys Limited \nFormat: PDF 1.6 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n PERSPECTIVE RPA VALIDATION PITFALLS AND HOW  TO AVOID THEM MANOJ AGGARWAL, Delivery Manager, Infosys \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Abstract While many organizations are adopting robotic process  automation (RPA) to increase operational efficiency,  the approach for testing and validating robots is still a  software-first strategy. The lack of the right testing and  validation strategy can result in under-performing robots  that are unable to meet the desired business and efficiency  outcomes. This paper outlines erroneous RPA testing  strategies and provides an effective approach to RPA  validation.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Introduction To execute any business operation or workflow in large enterprises, services personnel or business teams usually work with multiple IT  applications. Robotic process automation (RPA) can automate these business workflows across multiple and disparate applications using  software robots that mimic the actions of human users as depicted below: The increased adoption and criticality of RPA for business process automation makes it essential to design and build RPA robots that exceed the  level of productivity and quality delivered by human users. However, many RPA robots tend to underperform due to poor design and improper  implementation in addition to workload scheduling decisions. Further, QA teams struggle to identify these issues during robot validation  primarily due to recurring test strategy and test execution challenges as described below: What to test How to test Where to test Focus on validating IT application functionality: Since business process  automation is always implemented on ap- plications used by the business, it is fair to  assume that these applications are tested  and work properly in production. However,  QA teams continue to invest significant  effort to validate application behavior  like querying the database to verify data  updates, checking error messages in case of  negative scenarios, etc.  Missing non-functional requirements  driven by the operating environment:  Sometimes, validation teams miss out on  capturing and validating operating envi- ronment requirements like business SLAs,  process execution window and dependent  activities.<|endoftext|>Validation of robots as software: One of  the most striking challenge is that validation  teams treat robotic process testing as software  validation. Their approach focuses on test  steps automation, validation of the Robot in- puts with database and re-verification of steps  performed by Robots. While some of these  validation steps are relevant, teams tend to  miss the key validations required for seamless  and predictable functioning of RPA robots.<|endoftext|>Automating RPA testing:  There are many  instances where efforts are made to auto- mate RPA testing using test automation tools  without much clarity on what needs to be  automated when RPA itself works in an auto- mated manner.<|endoftext|>Validation in incorrect environments:  Many QA teams begin validating RPA  robots in SIT and other lower environments  where the application baseline is usually  not in sync with the production environ- ment. This asynchrony results in robots fail- ing to perform in the production environ- ment during the first few runs.<|endoftext|>      \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited A successful example of robot validation  A good example for RPA validation can be gleaned from the manufacturing industry that has successfully deployed physical robots over many  years with a very high level of quality and predictability. On comparing how physical robots are tested with how RPA robots should be tested,  the following key testing attributes emerge:  1. The robot\u2019s ability to perform as per the instructions   2. The robot\u2019s ability to perform tasks autonomously 3. The robot\u2019s ability to perform at higher efficiency 4. The robot\u2019s ability to handle exceptions gracefully A recommended approach for RPA validation   Combining the knowledge of software validation with the processes followed by the manufacturing industry for robot validation provides a  fitting approach for RPA validation that overcomes the testing challenges mentioned above: What to test How to test Where to test Validation scenarios: Since robots are  designed to mimic business workflows, com- panies can re-use\/create test cases similar to  UAT test cases for RPA validation. The focus  should be on validating business flows and  business exceptions rather than application  functionality Non-functional requirements validation in  the operating environment: Teams should  capture non-functional requirements like  the ability to operate autonomously, SLA  delivery efficiency and expected volume to  be processed within preset timeframes Functional validation of robots: Validation  teams should set up the input case data for  all business cases within the determined  scope and then begin robot processing.  They should also validate the outcomes  and re-runs in cases of errors\/unexpected  outcomes Exception scenarios: Teams should set  up the inputs case data with exception  scenarios and validate the robot\u2019s ability  to identify and report these exceptions for  human intervention. They should also re-run  and validate these tests in case of errors\/un- expected outcomes UAT or higher environments: QA teams  should perform validation of RPA only in UAT  or higher environments to prevent issues  arising from incorrect application versions or  environment set-up Stabilization in production: Teams should  train robots with simple cases and at low  volume during initial runs and gradually  increase complexity and volume to ensure  minimal impact in case of any processing  mismatch  \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Skill recommendations  RPA validation teams should have a deep  understanding of business processes  across regular and exception workflows to  ensure that robots are tested for all possible  business scenarios. Additionally, the teams  should be well aware about the scheduling  mechanism and controller team operating  model of the RPA robots so that they can  validate the operational efficiencies of RPA  robots before deployment into production.  Each RPA validation team should also  leverage a shared team of experts who  have in-depth knowledge of object  design and error handling mechanisms.  This is important to maintain focus on the  performance tuning of robots to meet the  operational efficiency requirements.<|endoftext|>As the RPA ecosystem continues to  evolve, one can expect more complex  robot implementations with optical  character recognition (OCR) and natural  language processing (NLP) inputs as well  as AI integrations. Moreover, robots will  increasingly compete for shared resources  like server time and application access to  complete the business processes. In such  a scenario, RPA validation teams should  continue acquiring in-depth knowledge  on evolving validation needs and improve  the strategies to support these complex  business requirements.  Exit criteria  Before a robot is deployed into production,  it is important to check that it has  been validated to exceed the business  benchmarks and is predictable. Here  are some key parameters that should  be considered as the exit criteria for  robots before they are deployed into live  production: \u2022 The adherence to business SLAs should  be higher than that of manual processing  SLAs \u2022 The number of business processing  exceptions should be equal to or less  than the number of manual processing  exceptions \u2022 The total number of cases processed  without human intervention should be  equal to or greater than 95% of the in- scope cases  \u2022 Robot availability should exceed 98%  Typically, robots meeting these criteria are  well-placed to take over business processing  responsibilities from human users and  are proven to deliver the desired business  benefits.<|endoftext|>\n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Conclusion RPA has the potential to transform how  organizations execute business workflows  by enabling higher efficiency, faster  outcomes and almost error-free operations.  One of the key success drivers is the  right testing strategy for RPA validation.  Validating robots using existing software  testing models is ineffective because it  often results in non-performing or under- performing assets. To overcome this  challenge, organizations need a strategy  that tests the robot\u2019s capacity to work  autonomously, handle exceptions well,  operate at higher efficiency, and follow  preset instructions. With the right validation  approach, skills and exit criteria, RPA can  help organizations meet the desired  business outcomes of error-free, predictable  and efficient business operations.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2018 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 such other intellectual property rights mentioned in this"}
{"text":"Continue # Infosys Whitepaper \n document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Scaling continuous testing across the enterprise \nAuthor: Infosys Limited \nFormat: PDF 1.6 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n WHITE PAPER SCALING CONTINUOUS TESTING  ACROSS THE ENTERPRISE Abstract Over the years, organizations have invested significantly in optimizing  their testing processes to ensure continuous release of high-quality  software. Today, this has become even more important owing to digital  transformation. This paper examines some of the critical features of setting  up a robust continuous testing practice across the enterprise. It considers  the technology and process standpoints and provides guidelines to ensure  a successful implementation from inception to delivery of high-quality  software.<|endoftext|>\n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited Establishing a continuous testing (CT)  practice is an organization-level change  that cannot be executed with a \u2018big bang\u2019  approach. It should be conceptualized,  implemented and allowed to mature at a  program level. Once continuous testing  gains inroads into various programs across  the enterprise, it can then become the  new norm for enterprise software delivery.  To enable a seamless journey towards  organization-wide continuous testing, the  gradual change must be sponsored and  supported by senior IT leadership.  To begin with, enterprises must set up a  program-level center of excellence (CoE)  and staff it with people who have a deep  understanding of automation. This team  should be responsible for: \u2022   Identifying the right set of tools for CT  \u2022   Building the right solutions and  practices that can be adopted by the  program \u2022   Integrating automated tests with  the DevOps pipeline for continuous  testing These action points lay the foundation for  establishing CT at a program level. They  can subsequently be improved and aligned  depending on the enterprise\u2019s needs.  Introduction External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited The journey Once the CoE has been set up, enterprises must focus on expanding the practice of continuous testing within all program-level agile  teams across the organization. This can be done by promoting the existing program-level CoE into an enterprise-level CoE with broader  responsibilities.  The primary goal of the enterprise-level CoE should be: \u2022   To ensure CT adoption by all scrum teams \u2022   To establish real-time reporting, metrics and measurement for faster adoption \u2022   To identify areas with zero\/low automation and provide support Enterprises can also accelerate CT adoption by extensively showcasing the benefits realized from programs.<|endoftext|>Fig 1: Continuous testing journey of an enterprise External Document \u00a9 2020 Infosys Limited Transform  from   Program COE \u2013 Org COE Branding at Org  Level \u2013solutions,  metrics Matured CT at  Program level Help Program  Scrums to adopt  CT Establish Program  Level CT COE Challenges during enterprise adoption   Extending continuous testing operations across the enterprise can be daunting. Enterprises should be prepared to face resistance to change  arising from higher operational costs and limited technical knowledge. Some of the key challenges of CT adoption and the ways to address  them are listed below: Challenges during enterprise adoption The way forward Multiple automation solutions \u2013 Teams often devise their own ways  to implement frameworks, leading to redundant code, confusion  and wastage During the initial assessment phase, enterprises can invest in  developing a solution that is capable of porting with existing  enterprise code Low technical knowledge for automation \u2013 QA organizations often  don\u2019t have the necessary skills to build and maintain automation  scripts Focus on talent enablement through brown-bag meetings, training  workshops and support. Enterprises can also use script-less and  model-based automation tools Pushback from certain lines of business (LOBs) \u2013 Most enterprises  use disparate technology stacks and execution methodologies. It is  more challenging to adopt CT in some domains on legacy such as  mainframe systems, PowerBuilder environments and batch jobs Build a robust automation framework that supports different  technology stacks for an improved usability experience. Define  different goals for different technology stacks (like lower automation  goals for legacy and higher automation targets for APIs) to ensure  parity across teams during adoption Limited funding \u2013 Many customers view continuous testing as an  expense rather than an investment since it includes automation  development as well as integration costs Enable individual QA teams to adopt in-sprint automation, thereby  transferring the high initial cost to individual projects. This reduces  the overall enterprise CT cost to the expense of integrating  automation with the DevOps pipeline \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited Federated Operating Model Tool Standardization Enterprise Solutions & Process  Automation Enterprise  Continuous  Testing CT Practices & Processes & Enterprise adoption Assess and Identify the  Best Tool sets Build The right Solution  for Automation Training, Docs & Videos,  Org Level CT metrics Centralized COE, with  Distributed Automation  teams Infosys approach on establishing CT 1. Establish a federated operating model    Based on our past experience across several engagements, Infosys has identified four main dimensions that are essential to establishing and  operating a successful continuous testing practice across any enterprise. These dimensions are described below.<|endoftext|>A robust operating model is vital for  any practice. Earlier models comprising  functional testing teams and shared  automation teams failed because these  hamper functional teams from achieving  in-sprint\/progressive automation within  2-3-week sprint windows. Thus, the way  forward is to embrace automation as a  culture and consider it as a business-as- usual process for anything that a tester  does.<|endoftext|>Care must be taken to ensure that generic  and complex solutions are built and  maintained by a centralized CT CoE team.  In their daily tasks, regular QA teams must  adapt to artifacts developed by the CoE  team. Through this federated method of  operations, enterprises can simply deploy a  few people with specialized skills to create  CT artifacts, thereby supporting regular  testers with relative ease.<|endoftext|>Fig 2: Key dimensions for establishing a successful CT practice Fig 3: Structure, roles and interactions in a federated operating model with centralized CoE \u2022 Liaise with CI-CD to integrate CT with pipeline \u2022 Develop generic automation artifacts \u2013 Frameworks \/ processes \/  solutions \u2022 Provide support, handholding \u2022 Metrics & reporting \u2022 Build automation tests for supported apps \u2022 Leverage artifacts created by CT COE \u2022 Request for enhancements and provide suggestions \u2022 Request for help and support for CT adoption Enterprise QA teams Org Level CT COE Team External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited 2. Standardize tools  3. Build enterprise and process automation solutions The process of standardizing tools should  be objective. It should first assess the  existing enterprise tools, identify those  that can be reused and procure new  tools for CT. Here are some important  considerations when evaluating any tool: \u2022   Tool fitment \u2013 Ensure the tools are the  right ones for the task they have to  service \u2022   Tool license and operational cost \u2013 This  should fall within the client\u2019s budget \u2022   Tool scalability \u2013 It should be  capable of scaling to meet future  organizational needs \u2022   Tool integration \u2013 In a DevOps world,  tools should be easily compatible with  other tools and pipelines \u2022   Tool support \u2013 There should be  adequate online and professional  support services for the tool Currently, there are many tools available in  the market that support the various stages  of the software development lifecycle  (SDLC). Enterprises must be careful to  onboard the right set of tools that will aid  software development and QA.<|endoftext|>The automation solutions built to aid  and enable CT are at the heart of any  robust continuous testing practice. These  solutions should encompass every phase  of the software testing lifecycle. Some  critical automation artifacts that must be  developed to sustain a robust CT practice  are: a) Automation frameworks \u2013 This is the  basic building block that aids automation  and enables CT across an enterprise, as  shown below in Fig 4.<|endoftext|>b) Distributed and parallel test execution  approaches \u2013 Speedy test execution is  critical to accelerate software delivery. As  the volume of automated tests increases,  enterprises should adopt distributed and  parallel execution either by onboarding  off-the-shelf tools or by building custom  solutions as per enterprise requirements  c) Test data automation \u2013 Testers spend a  significant amount of time setting up test  data. Solutions should be built to automate  the manufacturing, cloning\/masking,  mining, and management of test data from  requisition to provisioning d) Process and environment automation  \u2013 This involves automating all test and  defect management-related processes.  Environment provisioning automation  is essential to make the entire CT  practice cost effective and manageable  at an enterprise scale and some viable  options are cloud-based or infrastructure  virtualization solutions.<|endoftext|>It is important to note that automation  solutions are simply a critical"}
{"text":"Continue # Infosys Whitepaper \n subset of all  the solutions that should be developed  as a part of establishing a successful CT  practice. Care must be taken to prioritize  developing these solutions and weighing  their benefits according to the needs of the  enterprise.<|endoftext|>Fig 4: Characteristics of a robust automation framework Controllable \u2013 Centrally  managed Scalable \u2013 Ready for Future Agnostic \u2013 Agility for Change Multi Tech. Support \u2013 Enterprise coverage Reusable \u2013 Write once run  many times Portable \u2013 Run anywhere Open Integration \u2013 With other tools Ease of Use \u2013 Script less to  the extent possible \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited 4. Establish enterprise CT processes and drive adoption Successful products are the sum total of  their technologies, processes and best  practices, which make products attractive  and easy to adopt. Having explored the  technical solutions and artifacts for CT,  let us examine some of the critical CT  processes and strategies for enterprise  adoption.<|endoftext|>a) CT processes \u2013 Robust processes act  as a pointer for all who embark on the  CT journey. The key processes to be  established are: \u2022 Day-wise activity tasks for helping teams  adopt in-sprint automation, as shown in  Fig 5  \u2022 CT metrics, measurement and reporting  like overall automation coverage, in-sprint  automation percentage, percentage of  defects found from automation, execution  time per run, code quality, and code  coverage  b) Adoption strategies \u2013 Implementing  CT across the enterprise can be facilitated  through the following ways: \u2022   Providing organization-level branding  like communications, mailers and  workshops as well as talent enablement  and support through brown-bag meetings,  demos, trainings, self-learning videos,  playbooks, etc.  \u2022   Accelerating adoption through  centralized CT metrics reporting that  introduces healthy competition, faster  adoption and early identification of  problem areas We, at Infosys, believe these dimensions  can help enterprises set up and operate  a mature continuous testing practice.  Nevertheless, it is important to customize  these according to the needs of each  organization.  \u2022 Baselined requirements \u2022 Script development 1-3 \u2022 Get artifacts from dev such as  html fles, wireframes for  scripting \u2022 Daily code deployment  for incremental changes \u2022 Unit testing of scripts \u2022 QA code deployment for  changes \u2022 Automated script execution  \u2022 Address code fxes for  defects \u2022 Rerun tests and signof 4 5-7 8 9-10 Fig 5: Daily tasks during a 10-day sprint External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n External Document \u00a9 2020 Infosys Limited Conclusion Establishing a continuous testing practice  across the enterprise comes with its own  challenges and complexities. These include  insufficient knowledge of automation,  limited funding, resistance to change, and  disparate technologies. When developing  a strategy for enterprise-wide adoption of  CT, Infosys recommends paying attention  to four critical dimensions. These include  creating a federated operating model,  standardizing tools, building automation  solutions, and establishing CT processes.  Through our approach, enterprises can  benefit from a roadmap to successfully  implement CT with a dedicated center  of excellence. The successful adoption of  continuous testing mandates changing  how people work and embracing  automation as part of the organizational  culture and business as usual.<|endoftext|>External Document \u00a9 2020 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2020 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected Mohanish Mishra, Senior Project Manager \u2013 Infosys Limited About the \nAuthor   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: IoT Security Assurance \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n VIEW POINT Abstract IoT is one of the rapidly growing emerging technologies. It is  entering in all walks of our life with connected cars, connected smart  homes, connected healthcare, wearables, etc. and exchanging large  amount of sensitive\/PII information over internet. This increases the  security risk of IoT devices. In this document we are proposing an  approach for security assessment of various IoT components.<|endoftext|>IOT SECURITY ASSURANCE \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n Introduction New testing processes and tools are  developed continuously to improve the  quality of software. Today, the IT industry  is gaining momentum in agile deliveries  and development and operations  (DevOps), which is creating new pos- sibilities by integrating development,  test, and operations teams. To keep pace  with these changes, testing processes  and tools need transformation such that  testing platforms can be accessible to all  stakeholders and made simple.    External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n User  Interface Application Data Collector Device IoT Applications IoT Systems Architecture It\u2019s evident from the above figure that IoT devices have multi-dimensional usage and are omnipresent. Well, this wide variety of IoT applica- tions poses some interesting use cases with respect to security of data. Suppose you\u2019re using a mobile app for unlocking and controlling  peripherals like air conditioning, music system etc., of a vehicle. If someone is able to intercept into the communication channel, say Wi-Fi,  used between app and peripheral receiver. The attacker would be able to pose threat to the owner as well as the vehicle.<|endoftext|>I. Device - Sensors, actuators for monitoring  and notifying the events.<|endoftext|>II. Collector \u2013 systems to collect and  pre-process the data sent by sensors III. Data \u2013 repository of data accumulated  after pre-processing, it can be local or  cloud as well IV. Application \u2013 processes the data  according to the required usage V. User Interface \u2013 Web or mobile app  interface which provides relevant  information to the user VI. Communication Channel \u2013 wired or  wireless communication link between two  layers, it may be entirely absent for a locally  connected layer, say when collector and  data layers reside on same system.<|endoftext|>Figure 2: IoT Architecture Communication Channel IoT Applications Ranking Figure 1. Ranking of the IoT applications External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n Components Attack Surface Devices (Sensors,  Gateways) Device memory, \ufb01rmware, physical interfaces like USB ports, web  interfaces, admin interfaces, Update Mechanism Communication  Channel Device Network tra\ufb03c  using LAN, Wireless (Wi-Fi, ZigBee, Bluetooth) Cloud Interface Getting access to sensitive data\/PII stored on cloud by Injection attacks,  weak passwords or default credentials, Insecure Transport encryption.<|endoftext|>Application Interface  (Web and mobile) Getting access to sensitive data or PII by exploiting vulnerabilities like  OWASP web and mobile Top 10, in application interfaces.<|endoftext|>Attack Surfaces  The Internet of Things infrastructure can be  divided mainly into four components, 1. Devices (Gateways, Sensors, Actuators) 2. Communication Channel (Wi-Fi,  Bluetooth) 3. Cloud Interface 4. Application Interface (mobile and\/or  web)  Latest attacks  The insecure implementation of IoT devices  are routinely being hacked and even used  as accessories in cyber-attacks.<|endoftext|>1. Hotel Room Locks prone to Hacking  Device: -  Onity United Technologies are leading  supplier of electronic locking system. A  Mozilla developer Cody found vul- nerabilities in the locks in 2012. The  device created by Cody reads the lock\u2019s  memory and gets the cryptographic key  information. It sends that information to  the door lock which allows the hacker to  gain access to the room.   2. Massive DDoS attacks zombies 25,513  CCTV cameras: -   Researchers from Sucuri have claimed  that CCTV cameras can and are being  used for DoS attacks. The attackers use  these cameras as botnets. The attack  may last for days and could surge to a  several thousand HTTP requests per  second. Following pie chart depicts the  distribution of CCTV Botnets.<|endoftext|>Table \u2013 IoT components are their attack surfaces  Figure 3. CCTV DDoS Botnet Geographic Distribution (Data Courtesy: https:\/\/blog.sucuri.net\/2016\/06\/large-cctv-botnet- leveraged-ddos-attacks.html)  25% 24% 12% 9% 8% 6% 5% 5% 2% 2% 2% Rest of the World Taiwan USA Indonesia Mexico Malasia Israel Italy Vietnam France Spain External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n Infosys security assessment  approach for IoT Following practices should be followed while  designing an IoT system, to ensure security: - If any other protocols like ZigBee is  used, then following methods can be  implemented to mitigate any possible  security issues:  1. Implement AES Encryption. It provides  confidentiality as well as integrity.<|endoftext|>2. Implement Master Keys to secure Key  Establishment Procedure.<|endoftext|>3. Implement Link Keys to encrypt the  information sent across nodes.<|endoftext|>4. Implement Network Keys to authen- ticate and validate each device which  attempts to join the network.<|endoftext|>If MQTT protocol is being used, then follow  following methods.<|endoftext|>1. A firewall with sophisticated ruleset  should be implemented for every  connection to a MQTT broker.<|endoftext|>2. Block all the UDP packets as MQTT  uses TCP.<|endoftext|>3. All the ICMP packets should not be  blocked as response to PING and  TRACEROUTE will be hampered.  Instead, investigation of ICMP packets  is good approach.<|endoftext|>4. Traffic to any ports which are not  needed for the MQTT system should be  blocked. Following are MQTT ports \u2022 1883: This is the default port for MQTT  over TCP.  \u2022 8883: This is the default port for MQTT  over TLS.  \u2022 Use MQTT over TLS for all communica- tions.  \u2022 Use updated software for all the  component as they will be fixed for  older security vulnerabilities.] \u2022 Apart from above guidelines imple- mentation of Demilitarized Zones and  Load Balancers will further strengthen  the security of the system.  3. Nissan Leaf electric cars hack vulnerabil- ity disclosed: -  2016 has proved out to be a bad year  for IoT security after all. In early 2016  Troy Hunt, and Australian web security  expert demonstrated how Nissan Leaf\u2019s  companion app can be used to hack  the vehicle. Even the app was optional,  as a simple web request via a browser  was able to control vehicle AC, Heating  system and may also reveal the owner\u2019s  identity, if its VIN was known. This was  proved by the researcher while sitting  on a computer in Australia, controlling  systems of a vehicle that belonged to an  acquaintance of his in United Kingdom!  Though, the criticality of the issue may  not be life threatening but could still be  used to drain car battery for least to say,  which in turn can leave the owner in  perilous situations.<|endoftext|> Thus, the security incidents discussed  are examples of how lack of security  measures in IoT devices can not only  compromise personal security but also  can be leveraged to impact security of  other internet services as well.<|endoftext|>Figure 4. Extent of attack on Nissan Leaf External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n Recommended security testing approach for each layer of IOT stack is as follows Sensor : Hardware Security threats Security assessment test case L2: Insu\ufb03cient Authentication\/ \nAuthorization L3: Insecure Network Services L5: Privacy Concerns L8: Insu\ufb03cient Security Con\ufb01gurability L10:Poor Physical Security Check for Password Complexity and Password Recovery mechanism for device Check for poorly Protected Credentials and ine\ufb03cient two Factor Authentication Check for Role Based Access Control Check for open ports, check if there are any unnecessary ports utilized.<|endoftext|>Check if getting access to device memory to get sensitive\/personal data stored,  encryption keys, certi\ufb01cates is allowed Check if Firmware extraction and modi\ufb01cation is possible Check for User or Admin Command Line Interface issues Privilege escalation Check if device can be reset to insecure state or default state Check if device or internal memory can be accessed via USB ports and SD cards Sensor : Software Security threats Security assessment test case L3: Insecure Network Services L9:Insecure Firmware\/ Software "}
{"text":"Continue # Infosys Whitepaper \n Radio communication analysis between device and the gateway by attacking ZigBee,  zWave, 6LoWPAN Attacking Bluetooth Low Energy (BLE) Checking if device has direct connection - connecting to mobile app which is in same  network  Check for \ufb01rmware Update Functionality Check if \ufb01rmware Contains Sensitive Information Check if \ufb01rmware update functionality is using encryption and secure communication  and update \ufb01le encrypted Check for insecure or miscon\ufb01gured services like FTP, Telnet, TFTP, Finger, SMB, e.g.  miscon\ufb01gured NAT-PMP services, hard-coded Telnet logins Gateway (Raspberry Pi: USB) Security threats Security assessment test case L2: Insu\ufb03cient Authentication\/ \nAuthorization L3: Insecure Network Services L5: Privacy Concerns L8: Insu\ufb03cient Security Con\ufb01gurability L10:Poor Physical Security Check for Password Complexity and Password Recovery mechanism for device Check for poorly Protected Credentials and ine\ufb03cient two Factor Authentication Check for Role Based Access Control Check for open ports, check if there are any unnecessary ports utilized.<|endoftext|>Check if getting access to device memory to get sensitive\/personal data stored, encryption  keys, certi\ufb01cates is allowed Check if Firmware extraction and modi\ufb01cation is possible Check for User or Admin Command Line Interface issues Privilege escalation Check if device can be reset to insecure state or default state Check if device or internal memory can be accessed via USB ports and SD cards External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n Message broker Security threats Security assessment test case L4: Lack Of Transport Encryption Insecure Data Storage Check for sensitive data stored on Kafka as it does not support encryption of data at rest Check if con\ufb01guration \ufb01les can be accessed and modi\ufb01ed Cloud Interface  Security threats Security assessment test case I6: Insecure Cloud Interface OWASP Cloud Top 10 vulnerabilities Arbitrary Code Execution Check for Insu\ufb03cient authentication, lack of transport encryption and account enumeration  to access data or controls via the cloud website.<|endoftext|>Check if \ufb01rewall is con\ufb01gured (if the master of the cluster is exposed to the internet without having any \ufb01rewall in between  then anyone with access to the master URI can submit jobs to the cluster remotely) Check for arbitrary code execution Check for OWASP Cloud Top 10 risks R1: Accountability & Data Risk R2: User Identity Federation R3: Regulatory Compliance R4: Business Continuity & Resiliency R5: User Privacy & Secondary Usage of Data R6: Service & Data Integration R7: Multi-tenancy & Physical Security R8: Incidence Analysis & Forensics R9: Infrastructure Security R10: Non-production Environment Exposure Application-Web Interface Security threats Security assessment test case I1: Insecure Web Interface OWASP Web Top 10 vulnerabilities Check for OWASP web Top 10 issues A1:Injection A2:Broken Authentication and Session Management A3:Cross-Site Scripting (XSS) A4:Insecure Direct Object References A5:Security Miscon\ufb01guration A6:Sensitive Data Exposure A7:Missing function level control A8:CSRF A9:Using vulnerabilities from known unknown components A10Unvalidated Redirects and Forwards External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n Conclusion References: IoT is no doubt a fascinating, yet emerging technology. The prioritization of rapid  development over security by the developers has caused rise of new IoT vulnerabilities.  A large number of IoT devices have already become victims of hacks, botnets and other  attacks constantly. Proper security frameworks for IoT, like.NET, Java, Android and iOS,  should be made available. IoT solution developers must have security know how. IoT  application development should follow secure development life cycle, security tests  have to be mandatory. In addition to these, advance approaches like machine learning  can also be applied to ensure the IoT security.<|endoftext|>1. http:\/\/www.forbes.com\/sites\/thomasbrewster\/2014\/11\/07\/car-safety-tool-could-have-given-hackers-control-of-your-vehicle\/#2b98d1ef21b0 2. http:\/\/www.computerworld.com\/article\/2487425\/cybercrime-hacking\/target-breach-happened-because-of-a-basic-network-segmentation-error.html 3. http:\/\/www.ey.com\/Publication\/vwLUAssets\/EY-cybersecurity-and-the-internet-of-things\/$FILE\/EY-cybersecurity-and-the-internet-of-things.pdf  4. http:\/\/h30499.www3.hp.com\/t5\/Fortify-Application-Security\/HP-Study-Reveals-70-Percent-of-Internet-of-Things-Devices\/ba-p\/6556284#.VHMpw4uUfVc  5. http:\/\/www.ey.com\/Publication\/vwLUAssets\/EY-cybersecurity-and-the-internet-of-things\/$FILE\/EY-cybersecurity-and-the-internet-of-things.pdf  6. http:\/\/www2.deloitte.com\/content\/dam\/Deloitte\/global\/Documents\/Technology-Media-Telecommunications\/gx-tmt-Iotecosystem.pdf  7. http:\/\/internetofthingsagenda.techtarget.com\/info\/getstarted\/Internet-of-Things-IoT-Security-Threats  8. http:\/\/internetofthingswiki.com\/iot-trends-in-2016\/300\/  9. http:\/\/internetofthingswiki.com\/iot-trends-in-2016\/300\/   10.https:\/\/iotsecuritywiki.com\/ About the authors \u2022   Amitesh Gaurav is the Systems Engineer working with Infosys Center for Emerging Technology Solutions group. He works as Security  analyst. His focus areas are Web, Mobile and IOT Application security assurance.<|endoftext|>\u2022   Jayaprakash Govindaraj is the Senior Technology Architect, and leads Security CoE at Infosys Center for Emerging Technology Solutions  group. His focus areas are Web, Mobile and IOT Applications Security Assurance, Secure Development and Managed Security Services.<|endoftext|>Application-Web Interface Security threats Security assessment test case I7: Insecure Mobile Interface OWASP Mobile Top 10 vulnerabilities Check for OWASP Mobile Top 10 issues M1: Weak Server Side Controls   M2: Insecure Data Storage   M3: Insu\ufb03cient Transport Layer Protection   M4: Unintended Data Leakage   M5: Poor \nAuthorization and Authentication   M6: Broken Cryptography   M7: Client Side Injection   M8: Security Decisions Via Untrusted Inputs   M9: Improper Session Handling   M10: Lack of Binary Protections  \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Deployment of Public-Key Infrastructure in Wireless Data Networks \nAuthor: Infosys Technologies \nFormat: PDF 1.4 \n\n---\n\n  Page: 1 \/ 10  \n\n---\n\n   P A Parametric Approach for Security Testing of Internet Applications   Arun K. Singh   E-Commerce Research Lab.    Anand J. Iyer,   Infosys Software Labs. for Test Execution and Research.    Venkat Seshadri  Product Competency Center    Infosys Technologies Limited  Electronic City, Bangalore, India  {arunks, Anandj_iyer, venkatar}@infy.com  Abstract. Security is one of the prime concerns for all the Internet applications. Often it  is noticed that during testing of the application, security doesn\u2019t get due focus and what- ever security testing is done, it is mainly limited to security functionality testing as cap- tured in the requirements document. Any mistake at requirement gathering stage can  leave the application vulnerable to potential attacks. This paper discusses the issues and  challenges in security requirement gathering and explains how it is different from normal  functionality requirement gathering. It presents an approach to handle different factors  that affect application security testing.   1   Introduction  As compared to traditional client-server or mainframe-based applications, Internet applications have  different security requirements [1]. For any Internet application, there is a need to provide an unre- stricted global access to the user community.  This also brings in the threat of outside attack on the  system. The hackers may try to gain unauthorized access to these systems for a variety of reasons and  disturb the normal working of the application.     \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.<|endoftext|>\n\n---\n\n  Page: 2 \/ 10  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  The security of Internet applications necessarily means prevention of two things: destruction of in- formation and unauthorized availability of information. The broad spectrum of application security  can be expressed as \u201cPA3IN\u201d viz. Privacy, Authentication, (\nAuthorization, Audit Control,) Integrity  and Non-repudiation.     The first issue in application security is to provide data privacy to the users. This means protecting  information confidentiality from the prying eyes of unauthorized internal users and external hackers.  Before allowing the access permissions to the users, it is essential to ensure the legitimacy. The proc- ess of identifying users is called authentication. Establishing the users\u2019 identity is only half the battle.  The other half is access control\/ authorization which means attaching information to various data  objects denoting who can and who cannot access the object and in what manner (read, write, delete,  change access control permissions, and so forth). The third \u2018A\u2019 is for audit control which means  maintaining a tamper proof record of all security related events. And then when the data is in transit  across the network, we need to protect it against malicious modification and maintain its integrity.  The non-repudiation means the user should be unable to deny the ownership of the transactions made  by them. It is implemented using Digital Signature [3].   This paper presents an approach for testing security of Internet applications.   2 Issues in Testing Security of Internet Applications  The two main objectives of an application security testing are to:  1.  Verify and validate that the security requirements for the application are met.  2.  Identify the security vulnerabilities of the application under the given environment   For security testing of an application, the first step is to capture requirements related to each of the  security issue. This could not only be a tricky and painstaking exercise because the security require- ments are seldom known very clearly at the time of project initiation. The traditional Use case ap- proaches have proven quite useful in general requirements engineering, both for eliciting require- ments and getting a better overview of the stated requirements [4]. However security requirements  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.<|endoftext|>\n\n---\n\n  Page: 3 \/ 10  \n\n---\n\n   Presented at the  essentially need to concentrate on what should not happen in the system and this cannot be captured  by traditional Use case approach.     Also, the security model of Internet applications has undergone many changes. The traditional model  for securing an application from outside elements mainly relied on access control. This model was  based on creating a hard perimeter wall around the system and providing a single access gate that can  be opened only for authenticated users. This security model has worked well with most of the simple  Internet based applications. The gateway here refers to a firewall that classifies all users as \u201ctrusted\u201d  or \u201cuntrusted\u201d. In this simplistic model of security, every \u201ctrusted\u201d user who is allowed to cross the  gate, gains access to every portion of one\u2019s business and no further security checks are done. As the  requirements for security increases, the applications need to implement a fine-grained security. In- stead of allowing the trusted user to access every portion of the business, the modern security models  divide the business domain into many regions and ensure different levels of security for each region.  This means creating a security perimeter for each region. The first level of security check can not be  very rigorous as one would want to let in prospective customers, vendors and service providers as  quickly as possible. Most of the Internet applications today have multiple security regions with dif- ferent levels of security and these regions could be nested or overlapping with other regions within  same single application. While developing an approach for testing security of these kinds of Internet  applications, a proper strategy planning is very much essential. It is better to plan security testing at  requirement gathering stage itself because there are many issues, which cannot be captured later on  by usual methods of testing [2]. One such example is testing for denial of service attack.    The issues discussed above make security testing of Internet a very challenging task. In the next sec- tion, a parametric approach to security testing is presented and each step is explained with the help of  a sample example.  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.<|endoftext|>\n\n---\n\n  Page: 4 \/ 10  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  The Parametric Approach for Security Testing  As discussed in previous section, many of the security parameters cannot be captured and tested us- ing traditional approach. In the proposed parametric approach for security testing, before we start the  requirement gathering, a template to enlist all security parameters are created. This task can be  achieved in four steps as described below:  1.  Create an exhaustive list of all security issues in the application   2.  Identify all possible sub parameter for each of these issues  3.  List all the testing activities for each sub-parameter  4.  Assign weightages corresponding to the level of security and priority.    Once this template is ready, it can be used to streamline each stage of testing lifecycle. The lifecycle  process of security testing is similar to the software development lifecycle process. In the proposed  approach, the security testing lifecycle stages are as follows:  Test bed  Implementation Test Design and  Analysis  Capture  security  test  requirements Test Reporting  Figure 3.1: Security Testing life cycle    a)  Capture security test requirements  b)  Analyze and design security test scenarios  c)  Test bed implementation  d)  Interpreting test reports   In the following sub-section each of these stages are explained.  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.<|endoftext|>\n\n---\n\n  Page: 5 \/ 10  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  3.1 Parametric Approach to Capture Security Test Requirements    To define the scope of security testing, check the stated requirement against the parametric template.  This will help in identifying all the missing elements or the gaps in security requirement capture. The  next step would be to allocate appropriate weightages to the various security sub parameters. These  weightages would typically be determined by the nature of business domain that the application ca- ters to and the heuristic data available with the security test experts.     For example, consider an e-shopping application for an online store. The key security requirement for  such an application would be to ensure that the user who provides his own payment information is  indeed, who he claims to be and to make sure that the information provided is correct and is not visi- ble to anyone else. From that perspective, authentication, confidentiality and non-repudiation are the  key parameters for consideration. One possible set of weightages for these parameters could be 0.5,  0.25 and 0.25 respectively (on the scale of 0 to 1). This is in line with the impact; a security breach  could have on the business.    The advantage of assigning appropriate weightages is that it helps to optimize the test scenarios for"}
{"text":"Continue # Infosys Whitepaper \n  each of these parameters. On the next page, table 3.1 presents a sample parametric table. The snap- shot in table 3.1 only comprises of those parameters that are relevant for testing the application  requirement. The main security parameters, as listed in the table 3.1 are - Authentication, \nAuthoriza- tion, Access control, Non-Repudiation and Audit control. This list is just a sample list and in actual  scenario there can be many more parameters in the template.     These parameters are further classified according to testing subtask.  For example the requirement of  authentication can be implemented using userid\/password, smart card, biometric and digital certifi- cates. And each one of this implementation has different testing requirement. Based on the testing  complexity, appropriate weightages are assigned. The weightages can be determined based on past  experience and the series of interactions conducted with the customer during the requirement gather- \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.<|endoftext|>\n\n---\n\n  Page: 6 \/ 10  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  ing stage. Going back to the example, since biometric requires substantial investment from the cli- ent\u2019s side the digital certificates score higher than the other modes of implementing authentication.    The last column holds the priority level assigned to each sub-parameter. The business domain and the  experience of the test expert determine the priority level assigned to each sub-parameter. For exam- ple, consider a case of Internet banking application. Here the authentication is slightly of higher prior- ity than that of authorization or access control. Where as in case of a b2b application the authoriza- tion and the access control takes higher priority.    All the parametric values are recorded and this constitutes a requirement document outlining the ar- eas and the level of testing that has to be executed.    No.  Parameters  Dimension            (scale of 1 - 5)  Dimension      (scale 1 - 5)  Dimension      (scale 1 - 5)  Dimension       (scale 1 - 5)  Dimension      (scale 1 - 5)  Priority     (scale of  1 \u2013 100)  1  Authentication  -corroboration  that an entity  is who it claims  to be.  No  authentica- tion  (0)  Password  Based  (3)  Smart card  and PIN  (3)  Biometric  (4)  Digital  certificates.  (5)  10  2  \nAuthorization  No  \nAuthoriza- tion  (0)  Role Based   (3)  User Based   (3)  Using Elec- tronic Signa- tures  (for  non- repudiation)  (3)  Role  and  User Based  (4)  10  3  Access Control  No ACL  (0)  Context  Based  (3)  User Based  (3)  Role Based  (3)  All 3  (4)  7  4  Non  repudia- tion  Nothing  (0)  Digital  signature  (3)  Encryption  and digital  signature  (4)      5  5  Audit control  Nothing  (0)  Use  Fire  wall\/ VPN  logs  (1)  Custom  made logs  (3)  Employ  managed  security  services  (4)    5  Table 3.1  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.<|endoftext|>\n\n---\n\n  Page: 7 \/ 10  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  3.2 Parametric Approach to Security Test Analysis and Design   Once the weightages for each security parameter is finalized, the next task is to create test scenarios  for testing the security requirements. The weightages assigned to each sub-parameter goes on to sug- gest the number of scenarios that need to be tested for a particular requirement and the complexity  involved.     The parametric approach also helps in identification of the extent of data that would be needed for  test execution and also the distribution of data based on various scenarios. Also, this will help in  identifying the kind of tools that will be needed and determine the appropriateness of a tool for a  given type of test.    Now the data that is recorded with the parametric template can be tabulated in the below given form:  No.  Parameter  Weightages   (Scale of 1- 5)  Priority   (Scale: 1 \u2013 100)  1  Authentication  3  10  2  \nAuthorization  2.75  10  3  Access Control  2.6  7  4  Non-Repudiation  2.3  5  5  Audit control  2.0  5  Table 3.2    The table 3.2 above is comprised of the security parameter with its corresponding values of Weight- ages and Priority levels. These weightages are the average of weightages assigned for the testing ac- tivity of each sub-parameter as illustrated in the table 3.1. With the availability of these values for  each sub-parameter the test expert is now able to plan the test scenarios to the desired level of priority  and depth.    3.3 Security Test bed Implementation  In case of application level testing the approach of testing the security vulnerabilities should be more  logical. Here logical security deals with the use of computer processing and\/or communication capa- bilities to improperly access information. Second, access control can be divided by type of perpetra- \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.<|endoftext|>\n\n---\n\n  Page: 8 \/ 10  \n\n---\n\n   P   tor, such as employee, consultant, cleaning or service personnel, as well as categories of employees.  The type of test to be conducted will vary upon the condition being tested and can include:    Determination that the resources being protected are identified, and access is defined for each re- source. Access can be defined for a program or individual.    Evaluation as to whether the designed security procedures have been properly implemented and func- tion in accordance with the specifications.    Unauthorized access can be attempted in on-line systems to ensure that the system can identify and  prevent access by unauthorized sources.    Most of the security test scenarios are oriented to test the system in the abnormal conditions. This  throws up the challenge of simulating the real life conditions that the test scenarios require. There are  various tools that can be used to test various vulnerabilities that the system may have. The choice of  such a tool is determined by the extent of vulnerability, the tool is able to test, Customization of the  tool should be possible and testing of the system using both the external as well as the internal views.  The local users are the internal view and the external users constitute the external views. There are  various programming tools that can be programmed to simulate the various access control breaches  that can happen.     4 Interpreting Security Test Reports    Once tests have been executed and security gaps have been identified, the gaps need to be analyzed in  order to suggest improvements. The reports need to be validated as many a times as possible. The  reports may be misleading and the actual loopholes might be elsewhere or might not exist at all.  The  security test reports are like X-ray reports, where a security expert is essential to decipher the vulner- abilities reported and bring out the actual problem report. There are various security reporting tools.  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.<|endoftext|>\n\n---\n\n  Page: 9 \/ 10  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  While selecting a security-reporting tool, the following parameters have to be taken in to considera- tion:  1.  Extent if vulnerability, the tool is able to report.  2.  Customization of the tool should be possible.  3.  Testing of the system using both the external as well as the internal views.    Once the analysis of the report is completed a list of vulnerabilities and the set of security features  that are working is generated. The list of vulnerabilities is classified. The classification level of  vulnerability is determined by the amount risk involved in the security breach and the cost of fixing  the defect. Once the classification is done the vulnerability is fixed and retested.  5   Conclusions  A parametric approach to security testing not only, works very well for security requirement capture,  effort estimate and task planning but also for testing different levels of security requirements by dif- ferent components within same application. This approach for requirements gathering comes out to  be real handy in capturing those security requirements, which cannot"}
{"text":"Continue # Infosys Whitepaper \n be captured by traditional  means.  This approach enables one to adopt the parametric matrix at each and every stage of security  testing, and improve the values in the matrix after each execution of a project. Due to this capability  of incorporating experiential data, the parametric approach can provide the most effective mechanism  for security testing of Internet applications.  6   Disclaimer  The authors of this report gratefully acknowledge Infosys for their encouragement in the development  of this research. The information contained in this document represents the views of the author(s) and  the company is not liable to any party for any direct\/indirect consequential damages.  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.<|endoftext|>\n\n---\n\n  Page: 10 \/ 10  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  References  1.  Singh, A.K.: E-Commerce Security. Proc. of National Seminar on E-Commerce & Web En- abled Applications, Harcourt Butler Technological Institute, Kanpur, India (Mar., 2000).  2.  Singh, A.K., Subraya B.M. : Modelling Security at Requirements stage in E-Commerce Pro- jects, Proc. of Information Security Solutions Europe Conference (ISSE 2000), Barcelona,  Spain (Sept., 2000).  3.  Microsoft Product Security \u2013 http:\/\/www.microsoft.com\/ntserver\/info\/securitysummary.htm  4.  Eliciting Security Requirements by Misuse cases -- Guttorm Sindre, Norwegian Univ. of Sci.  and Tech and Andreas L. Opdahl, Univ. of Bergen, Norway  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.<|endoftext|>  \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Achieving Order through Chaos Engineering: A Smarter Way to Build System Resilience \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n Page: 1 \/ 8  \n\n---\n\n WHITE PAPER ACHIEVING ORDER THROUGH CHAOS  ENGINEERING: A SMARTER WAY TO  BUILD SYSTEM RESILIENCE  {{ img-description : a green plant growing through dirt and rocks, in the style of explosive pigmentation, 500\u20131000 ce, rasquache, softly organic, organic, malick sidib\u00e9, marguerite blasingame -- }} Abstract Digital infrastructure has grown increasingly complex owing to distributed  cloud architectures and microservices. More than ever before, it is  increasingly challenging for organizations to predict potential failures and  system vulnerabilities. This is a critical capability needed to avoid expensive  outages and reputational damage.  This paper examines how chaos engineering helps organizations boost  their digital immunity. As a leading quality engineering approach, chaos  engineering provides a systematic, analytics-based, test-first, and well- executed path to ensuring system reliability and resilience in today\u2019s  disruptive digital era.  \n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n  Introduction Digital systems have become increasingly complex and  interdependent, leading to greater vulnerabilities across  distributed networks. There have been several instances where  a sudden increase in online traffic or unforeseen cyberattacks  have caused service failures, adversely impacting organizational  reputation, brand integrity, and customer confidence. Such  outages have a costly domino effect, resulting in revenue losses or,  in some cases, regulatory action against the organization.  Thus, enterprises must implement robust and resilient quality  engineering solutions that safeguard them from potential  threats and help overcome these challenges. This is where \u2018chaos  engineering\u2019 comes in.<|endoftext|>Chaos engineering is a preventive measure that tests failure  scenarios before they have a chance to grow and cause  downtime in live environments. It identifies and fixes issues  immediately by recognizing system weaknesses and how  systems behave during an injected failure. Through chaos  engineering, organizations can establish mitigation steps to  safeguard end users from negative impact and build confidence  in the system capacity to withstand highly variable and  destructive conditions.<|endoftext|>Chaos Engineering \u2013 A Boost to Digital  Immunity System resilience is about how promptly a system can recover  from disruption. Chaos engineering is an experimentative  process that deliberately disrupts the system to identify weak  spots, anticipate failures, predict user experience, and rectify the  architecture. It helps engineering teams redesign and restore  the organization\u2019s infrastructure and make it more resilient  in the face of any crisis. Thus, it builds confidence in system  resiliency by running failure experiments to generate random and  unpredictable behaviour.  Despite its name, chaos engineering is far from chaotic. It is a  systematic, data-driven technique of conducting experiments  that use chaotic behaviour to stress systems, identify flaws, and  demonstrate resilience. System complexity and rising consumer  expectations are two of the biggest forces behind chaos  engineering. As systems becoming increasingly feature-rich,  changes in system performance affect system predictability and  service outcomes, which in turn, impact business success.<|endoftext|>{{ img-description :  a group of hands putting pieces of wooden gears together, in the style of bold structural designs, meticulous detailing (pin background) }} \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n  How Chaos Engineering is Different from  Traditional Testing Practices \u2022 Performance testing \u2013 It baselines application performance  under a defined load in favorable environmental conditions.  The main objective is to check how the system performs when  the application is up and running without any severe functional  defects in an environment comparable to the production  environment. The potential disruptors uncovered during the  performance tests are due to certain load conditions on the  application.  \u2022 Disaster recovery testing \u2013 This process ensures that an  organization can restore its data and applications to continue  operations even after critical IT failure or complete service  disruption.<|endoftext|>\u2022 Chaos testing \u2013 During the chaos test, the application  under normal load is subjected to known failures outside the  prescribed boundaries with minimum blast radius to check if the  system behaves as expected. Any deviation from expectations  is noted as an observation and mitigation steps are prepared to  rectify the deviation.<|endoftext|>Quality assurance engineers find chaos testing to be more effective  than performance and disaster recovery testing in unearthing  latent bugs and identifying unanticipated system weaknesses.<|endoftext|>{{ img-description : a group of red jet planes flying through the sky, in the style of keos masons, expert draftsmanship, photo taken with provia, performance, wimmelbilder, grid, anglocore  (pin background) }} \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n  5-step Chaos Engineering Framework Much like a controlled injection, implementing chaos engineering  calls for a systematic approach. The five-step framework described  below, when \u2018injected\u2019 into an organization, can handle defects  and fight system vulnerabilities.  Chaos engineering gives organizations a safety net by introducing  failures in the pre-production environment, thereby promoting  organizational learning, increasing reliability, and improving  understanding of complex system dependencies.     1. Prepare the process   Understand the end-to-end application architecture. Inform  stakeholders and get their approval to implement chaos  engineering. Finalize the hypothesis based on system  understanding.<|endoftext|>2. Set up tools   Set up and enable chaos test tools on servers to run chaos  experiments. Enable system monitoring and alerting tools. Use  performance test tools to generate a steady load on the system  under attack. Additionally, a Jenkins CI\/CD pipeline can be set  up to automate chaos tests.<|endoftext|>3. Run chaos tests  Orchestrate different kinds of attacks on the system to cause  failures. Ensure proper alerts are generated for the failures and  sent to the right teams to take relevant actions.<|endoftext|>4. Analyze the results  Analyze the test results and compare these with the  expectations set when designing the hypothesis. Communicate  the findings to the relevant stakeholders to make system  improvements.<|endoftext|>5. Run regression tests   Repeat the tests once the issues are fixed and increase the blast  radius to uncover further failures.<|endoftext|>This step-by-step approach executes an attack plan within the  test environment and applies the lessons\/feedback from the  outcomes, thereby improving the quality of production systems  and delivering tangible value to enterprises.<|endoftext|>{{ img-description : three workers with laptops looking at their company's finances, in the style of sabattier filter, fr\u00e9d\u00e9ric fiebig, photo taken with provia, back button focus, aquirax uno, handheld, interactive  }} \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n  Examples of Chaos Engineering Experiments A chaos engineering experiment or a chaos engineering attack is  the process of inducing attacks on a system under an expected  load. An attack involves injecting failures into a system in a simple,  safe, and secure way.  There are various types of attacks that can be run against  infrastructure. This includes anything that impacts system  resources, delays or drops network traffic, shuts down hosts, and  more. A typical web application architecture can have four types  of attacks run on it to assess application behavior: \u2022 Resource attacks \u2013 Resource attacks reveal how an application  service degrades when starved of resources like CPU, memory,  I\/O, or disk space \u2022 State attacks \u2013 State attacks introduce chaos into the  infrastructure to check whether the application service fails or  whether it handles it and how  \u2022 Network attacks \u2013 Network attacks demonstrate the impact of  lost or delayed traffic on the application. It is done to test how  services behave when they are unable to reach any one of the  dependencies, whether internal or external \u2022 Application attacks \u2013 Application attacks introduce sudden  user traffic on the application or on a particular function. It is  done to test how services behave when there is sudden rise in  the user traffic due to high demand.<|endoftext|>{{ img-description:two men standing together at a computer in a factory, in the style of lively tableaus, innovating techniques, precise craftsmanship, spot metering, heidelberg school, dynamic brushwork vibrations, curved mirrors  }}   \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n  GameDay Concept {{ img-description : people standing around table while looking at notes, in the style of complex layering, blueprint }} GameDay is an advanced concept of chaos engineering. It is  organized by the chaos test team to practice chaos experiments,  test incident response process, validate past outages, and find  unknown issues in services.  In GameDay, a mock war room is set up and the calendar of all  stakeholders is blocked for up to 2-4 hours. One or more chaos  experiments are run on the system or service to observe the  Figure 2 \u2013 GameDay simulation approach impact. All technical outcomes are discussed.<|endoftext|>The team includes a \u2018General\u2019 who is responsible for conducting  the GameDay, a \u2018Commander\u2019 who coordinates with all the  participants, \u2018Observers\u2019 who monitor the GameDay tests and  validate the deviations (if any), and a \u2018S"}
{"text":"Continue # Infosys Whitepaper \ncribe\u2019 who notes down the  key observations.<|endoftext|>  \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n  Benefits of Chaos Engineering To ignore chaos engineering is to embrace crisis engineering.  Proactive QE teams have made chaos engineering a part of their  regular operations by exposing their staff to chaos tests and  collaboratively experimenting with other business units to refine  testing and improve enterprise systems.<|endoftext|>Chaos engineering delivers several benefits such as:  \u2022 Reduced detection time \u2013 Early identification of issues caused  due to failures occurring in live environments, making it easy to  proactively identify which component may cause issues \u2022 Knowing the path to recovery \u2013 Chaos engineering helps  predict system behavior in case of failure events and thus works  towards protecting the system to avoid major outages \u2022 Being prepared for the unexpected \u2013 It helps chart mitigation  steps by experimenting with known system failures in a  controlled environment \u2022 Highly-available systems \u2013 Enables setting alerts and  automating mitigation actions when known failures occur in a  live environment, thereby reducing system downtime \u2022 Improved customer satisfaction \u2013 Helps avoid service  disruptions by detecting and preventing component outages,  thereby enhancing user experience, increasing customer  retention, and improving customer acquisition  Chaos engineering brings about cultural changes and maturity  in the way an enterprise designs and develops its applications.  However, its success calls for strong commitment from all levels  across the organization.<|endoftext|>{{ img-description : different tree varieties on a blue background, in the style of vray tracing, calming symmetry, multilayered dimensions, eco-kinetic  }} \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected Conclusion System failures can prove very costly for enterprises, making it critical for organizations to focus on quality engineering practices. Chaos  engineering is one such practice that boosts resilience, flexibility, and velocity while ensuring the smooth functioning of distributed  enterprise systems. It allows organizations to introduce attacks that identify system weaknesses so they can rectify issues proactively. By  identifying and fixing failure points early in the lifecycle, organizations can be prepared for the unexpected, recover faster from disruptions,  increase efficiency, and reduce cost. Ultimately, it culminates in better business outcomes and customer experience.<|endoftext|>About the \nAuthors Harleen Bedi   Senior Industry Principal Jack Hinduja   Lead Consultant Harleen is a Senior IT Consultant with Infosys. She focuses on developing and promoting IT offerings for quality  engineering based on emerging technologies such as AI, cloud, big data, etc. Harleen builds, articulates, and deploys QE  strategies and innovations for enterprises, helping clients meet their business objectives.<|endoftext|>Jack Hinduja is a Lead Consultant at Infosys with over 15 years of experience in the telecom and banking sectors.  He has led quality assurance and validation projects for enterprises across the globe. Jack is responsible for driving  transformation in digital quality assurance and implementing performance and chaos engineering practices in various  enterprises.    \n\n\n***\n\n\n"}
{"text":"# Infosys Whitepaper \nTitle: Improve Software Quality and Accelerate Delivery by Adopting Service Virtualization Wisely \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 4  \n\n---\n\n VIEW POINT IMPROVE SOFTWARE QUALITY AND  ACCELERATE DELIVERY BY ADOPTING  SERVICE VIRTUALIZATION WISELY -Manoj Aggarwal, Delivery Manager \n\n---\n\n  Page: 2 \/ 4  \n\n---\n\n Context  As business applications moved from  tightly coupled solutions to service-based  distributed architecture, it opened a new  range of business and technical possibilities.  Services-based architecture enables IT  solution providers to expose their business  solutions to consumers in a loosely coupled  on-call consumer \/ provider model. Within  the organization landscape, it provides  enterprise application teams a mechanism  to deploy reusable business functions as  services for internal consumption.<|endoftext|>Though services have improved the software  delivery process, there are some key lessons  to be learnt. Business applications depend  on SOA based services for critical business  functions. This makes developers and testers  realize that services behavior knowledge  and service availability are the key factors  that will define the success and quality of  the solutions developed by leveraging these  services. To address these dependencies,  developers started \u2018mocking and stubbing\u2019  of the service for development and unit  testing. Testing teams depended heavily  on the proactive services environment  blocking to ensure availability of services  and data for testing. Both these approaches  lead to increased effort and timelines for  development and testing. However, with  software development moving to shorter  cycles in Agile and DevOps world and  services becoming increasingly complex,  these service dependencies became a key  obstacle in faster delivery, especially in  situations involving parallel development.<|endoftext|>Drawing from the hardware virtualization  experience, virtualization of services  evolved into an industry standard practice  that allowed both developers and testers  with a realistic approach to handle services  dependencies. Developers managed  to integrate code with the virtualized  services for \u2018live like\u2019 code integration in  development environment, enabling these  to test and capture potential code issues  early. Application testers benefited from  the reduced environment and test data  dependency result in faster execution and  effective leveraging of the automated  testing scripts.<|endoftext|>When To Go for Service Virtualization As awareness of the service virtualization and its associated benefits percolated to IT  teams, both providers and consumers of services started to deploy virtualization solutions  at a brisk pace. A fair number of implementations delivered significant business benefits  ranging from 20-30% infra cost reduction, 10-15% reduction in delivery timelines, and  15-20% reduction in defect slippage. A significant majority of virtualization solutions  continued to struggle with justification of investments in the development and  maintenance of these solutions.<|endoftext|>At Infosys, we believe a holistic analysis of the service consumption pattern such as a service  user base, data requirement, and cost of consumption are some parameters that help  decide the best fit for service virtualization solution deployment. One more factor that will  increasingly define virtualization deployment is the software development methodology  followed by IT teams.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 4  \n\n---\n\n Service virtualization works best for service  providers in a number of instances. This includes  the following:  \u2022  Services are yet to be developed and consumers need  services for their development \/ testing to meet rollout  timelines \u2022  Services consumer base is very high and availability of  test data \/ environment is a challenge \u2022 Maintaining live services environment is expensive \u2022  Services behavior is fairly stable and test data \/ scenarios  can be covered with the limited data set Service virtualization works best for service  consumers in a few instances. This includes the  following: \u2022  Services provider cannot provide services for the  development  \/  testing team \u2022  Provider does not provide a live \/ virtualized service  economically \u2022  Availability of services and data in test environment is a  challenge \u2022  Service that is frequently needed by development  teams due to the volatile nature of the consuming  application It is not recommended for both consumer and provider in the following instances: Services are readily  available and inexpensive  to maintain Services behavior  changes very frequently Services need live data for  testing and development Services have complex  business logic with volatile  test data External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 4  \n\n---\n\n Services Identification & Solution  Definition Build & Deploy Maintain Services (Heal Services) Analyze architecture Landscape Virtual Service Design Documentation Continuous improvements and  enhancements to support new  requirements Identify constrained systems Build Virtual Services  Republish new versions and refresh test  data  Formulate high level Strategy  Test Virtual Services to ensure  completeness & correctness Decommission end of life virtualized  services Perform tool fitment analysis Deploy & Publish Virtual Endpoints  Feasibility analysis Service Virtualization Approach Infosys recommends a three-step process for service virtualization as depicted below: Conclusion  Service Virtualization has evolved into a key component of software development lifecycle. Effective deployment of service virtualization  can bring immense benefits with improved quality of the code and faster delivery. However, all services need not to be virtualized and  project teams should plan switch to live services at an appropriate juncture to ensure applications are tested in the \u2018LIVE\u2019 environment  and a reasonable balance is maintained between the real and virtual world of services.<|endoftext|>\u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Do more with less in software testing \nAuthor: Infosys Limited \nFormat: PDF 1.6 \n\n---\n\n  Page: 1 \/ 4  \n\n---\n\n WHITE PAPER DO MORE WITH LESS IN SOFTWARE  TESTING Abstract Faced with pressure to deliver more despite ever-shrinking  budgets and shorter timelines, most companies struggle to  balance the cost of innovation with business demands. Testing  is a critical area where neither speed nor quality of output can  be compromised as this leads to negative business impact. This  paper explains some cost-effective strategies that enable testing  organizations to improve efficiency within their testing teams  while ensuring high-quality output.<|endoftext|>Indumathi Devi \n\n---\n\n  Page: 2 \/ 4  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Introduction  Even as the demands for agile software  increase exponentially, testing budgets  continue to shrink. Software testing  teams within most organizations struggle  to deliver quality software in shorter  timelines and tighter budgets. Further,  most software tests tend to reside in  silos making integration, collaboration  and automation challenging. Thus,  organizations need innovative testing  solutions and strategies to balance quality,  speed and cost.  \n\n---\n\n  Page: 3 \/ 4  \n\n---\n\n External Document \u00a9 2018 Infosys Limited Agile testing solutions and strategies 1. Test with an end-user  mindset  The job of testing goes beyond checking  software against preset requirements or  logging defects. It involves monitoring  how the system behaves when it is actually  being used by an end-user. A common  complaint against testers is that they do  not test software from the perspective of  business and end-users. Effective risk- based testers are those who understand  the system\u2019s end-users and deliver value- added testing services that ensure quality  products and meet clients\u2019 expectations.  To do this, testers must evaluate products  by undertaking real business user journeys  across the system and test commonly  used workflows in short testing windows.  By mimicking real user journeys, such  testers identify higher number of critical  production defects.<|endoftext|>2. Empower cross functional  teams   Agile and DevOps methodologies in  software testing are forcing teams to work  together across the software development  lifecycle (SDLC). Engendering test  independence is not about separating  testing from development as this can  lead to conflicts between developers  and testers. Most teams have a polarized  dynamic where testers search for defects  and must prove how the program is  erroneous while programmers defend their  code and applications. Cross-functional  teams eliminate such conflict by gathering  members with different specializations  who share accountability and work toward  common goals. For instance, \u2018testers\u2019 are  simply team members with testing as their  primary specialization and \u2018programmers\u2019  are those within the team who specialize  in coding.  This team structure encourages people  to work with a collaborative mindset and  sharpen their expertise. Such teams can be  small, with as few as 4-8 members who are  responsible for a single requirement or part  of the product backlog. Cross-functional  teams provide complete ownership and  freedom to ensure high-quality output \u2013 an  important step to realizing the potential of  agile.  3. Automate the automation  Running an entire test suite manually  is time-consuming, error-prone and,  often, impossible. While some companies  are yet to on-board agile and DevOps  capabilities, others have already integrated  the practice of continuous integration (CI)  and continuous delivery (CD) into their  testing services. Irrespective of the level of  DevOps maturity, CI\/CD will provide only  limited value if not paired with the right  kind and degree of testing automation.  Thus, organizations need a robust, scalable  and maintainable test automation suite  covering the areas of unit, API, functional,  and performance testing. Automated  testing saves effort, increases accuracy,  improves test coverage, and reduces  cycle time. To ensure automation success,  organizations must focus on: \u2022   Automating the right set of tests,  particularly business-critical end-user  journeys and frequently used workflows \u2022   Integrating various components that  may change continuously and need to  be regressed frequently \u2022   Automating data redundant tests \u2022   Using the right set of automation tools  and frameworks \u2022   Moving beyond just the user interface  and automating unit, APIs and non- functional tests \u2022   Continuous maintenance and use of  automated test suite  On its own, test automation is important.  However, when automation is integrated  with a CI\/CD pipeline to run every time  new code is pushed, the benefits in time,  cost and quality are multiplied.  \n\n---\n\n  Page: 4 \/ 4  \n\n---\n\n \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected Conclusion About the author In a fast-paced and evolving digital world, companies want their IT partners to do more  with less. When it comes to software testing, this places heavy pressure on software testers  who are required to push high-quality code faster at lower cost. To streamline software  testing, organizations need an approach where their testers adopt an end-user mindset by  testing real user journeys and critical business transactions. They must also create efficient  cross-functional teams that collaborate to achieve common goals and deliver value-added  testing services. Finally, automating different layers of testing and practicing CI\/CD will  facilitate continuous testing and reduce time-to-market. These cost-effective strategies will  help software testing professionals improve productivity and deliver more with less.<|endoftext|>Indumathi Devi is a Project Manager at Infosys with over 15 years of experience in software testing. She has effectively executed multiple  software testing projects. Working in different domains and technology stacks, she has assisted numerous clients in implementing robust  software testing solutions for manual as well as automated testing.<|endoftext|>  \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Solving the Test Data Challenge to Accelerate Digital Transformation \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 12  \n\n---\n\n WHITE PAPER SOLVING THE TEST DATA  CHALLENGE TO ACCELERATE DIGITAL  TRANSFORMATION Abstract Organizations are increasingly adapting to the need to deliver products and  services faster while continuously responding to market changes.<|endoftext|>In the age of mobile apps, test automation is not new. But traditional test  data management (TDM) approaches are unable to help app development  teams address modern delivery challenges. Companies are increasingly  struggling to keep up with the pace of development, maintain quality of  delivery, and minimize the risk of a data breach.<|endoftext|>This white paper illustrates the need for a smart, next-gen TDM solution to  accelerate digital transformation by applying best practices in TDM, zero- trust architecture, and best-in-class test data generation capabilities.  {{ img-description : two people looking out of a glass door in a building, in the style of light navy and dark azure, security camera art, webcore, uniformly staged images, selective focus, grainy, masculine (to left) }} \n\n---\n\n  Page: 2 \/ 12  \n\n---\n\n External Document \u00a9 2021 Infosys Limited \n\n---\n\n  Page: 3 \/ 12  \n\n---\n\n External Document \u00a9 2021 Infosys Limited Traditional Test Data Management.........................................................................................4 Why the New Normal was not Enough?.................................................................................4 Five Key Drivers and Best Practices in Test Data Management.........................................5 Future-proof Test Data through Next-gen TDM Innovation..............................................8 Accelerate through Next-gen TDM Reference Architecture...............................................9 The Way Forward - Building Evolutionary Test Data for your Enterprise...................... 11 About the \nAuthors................................................................................................................... 12 Figure 1. Key focus areas emerging in test data management.........................................4 Figure 2. Key drivers and best practices in TDM...................................................................5 Figure 3. Zero trust architecture..............................................................................................6 Figure 4. Stakeholder experience............................................................................................7 Figure 5. Focus areas of Infosys Next-Gen TDM....................................................................8 Figure 6. Infosys Next-Gen TDM reference architecture.....................................................9 Figure 7. Contextual test data and its different formats.................................................. 10 Table of Contents Table of Figures \n\n---\n\n  Page: 4 \/ 12  \n\n---\n\n External Document \u00a9 2021 Infosys Limited Traditional Test Data Management  Test data management (TDM) should ensure that test data is of the highest possible quality and available to users. In the digital age,  managing test data using traditional TDM practices is challenging due to its inability to accelerate cloud adoption, protect customer data,  provide reliable data, avoid data graveyards, ensure data consistency, and automate and provision test data.<|endoftext|>Why the New Normal was not Enough? While the \u2018new normal\u2019 has become a catchword in 2021, in the world of testing, this \u2018normal\u2019 was not effective for many organizations. The  pressure to adapt to changing customer expectations, new technology trends, changing regulatory norms, increased cybersecurity threats,  and scarcity of niche skills has raised many challenges for organizations. In light of this, many are wondering whether they should revisit their  test data strategy.  Figure 1. Key focus areas emerging in test data management As time-to-market for products and  services becomes critical, test data  generation and provisioning emerge as  bottlenecks to efficiency. Further, test data  management has been represented as  the weak link for organizations looking to  accelerate digital transformation through  continuous integration and delivery. High  quality test data is a prerequisite to train  machine learning (ML) models for accurate  business insights and outcome predictions.  To build a competitive difference,  organizations today are investing in three key  focus areas in test data management (refer  Figure 1): \u2022 New business models \u2013 With a strong focus  on customer experience, organizations  must adopt new business models and  accelerate innovation. There is a need to  generate data that can be controlled and  is realistic as well as accurate to meet real- world production needs.  \u2022 Hyper-productivity \u2013 Automation  and iterative agile processes push the  need for better testing experiences  with faster and more efficient data  provisioning, allowing organizations to  do more with less.<|endoftext|>\u2022 New digital workplace \u2013 Millions of  employees are working from home.  Organizations must focus on building  a secure, new-age digital workplace to  support remote working.<|endoftext|>Changing Customer  Expectations Head winds \u2013 New  Tech Trends Regulatory  Changes Cyber Security  Threats Skill Scarcity APPS Hyper productivity - Agile New Business Models  - Multi-cloud  environment Employees Partners Customers New Digital  Workplace Community Data Privacy and  Security \n\n---\n\n  Page: 5 \/ 12  \n\n---\n\n External Document \u00a9 2021 Infosys Limited Five Key Drivers and Best  Practices in Test Data  Management Companies are increasingly struggling to  keep up with the pace of development,  maintain quality of delivery, and achieve  absolute data privacy. On-demand  synthetic test data is a clear alternative to  the traditional approach of sub-setting,  masking, and reserving production data  for key business analytics and testing. In  this context, three key questions to ask are: 1. What are the drivers and best practices  to be considered while building a test  data strategy?  2. How can CIOs decide what is the right  direction for their test data strategy? 3. What are the trade-offs in test data  management? There are five elements \u2013 cost, quality,  security and privacy, tester experience, and  data for AI \u2013 that drive a successful test  data management strategy. Understanding  the best-practices around these will guide  CIOs in making the right decision.  Figure 2. Key drivers and best practices in TDM Accelerate Next-gen TDM Adapting for agile & devOps | Self-serviced data provisioning | Increased test data automation Test data automation {{ img-description : a man in glasses is holding a tablet in front of a room full of server racks, in the style of light gray and indigo, uniformly staged images, restored and repurposed, ue5, traditional  }} \n\n---\n\n  Page: 6 \/ 12  \n\n---\n\n External Document \u00a9 2021 Infosys Limited Key Drivers Impact on Test Data Strategy Best Practices 1.  Cost What is the return on investment (ROI) and  acceptable investment to create, manage,  process, and, most importantly, dispose of test  data?  Production data must be collected, processed,  retained, and disposed of. The processing and  storage cost must offset the investment in TDM  products. Procurement, customization, and  support costs need to be considered.<|endoftext|>\u2022 Test data as a service \u2013 Test data on cloud with a subscription for  testers can lower the provisioning of full-scale TDM.<|endoftext|>2.  Quality Do we have the right quality of data? Can we  get complete control over the data? Can we  generate test data in any format? Testers have very limited control over the data  provided by production. The test data is usually  a subset of data from production and cannot  cater to all the use cases including negative and  other edge use cases. Further, there is a need to  generate electronic data interchange (EDI) files,  images, and even audio files for some of the use  cases.<|endoftext|>\u2022 TDM suite can help build a subset of data designed with realistic and  referentially intact test data from across the distributed data sources  with minimal cost and administrative effort.<|endoftext|>\u2022 Synthetic data generators should have the breadth to cover key data  types and file formats along with the ability to generate high-quality  data sets, whether structured or unstructured, across images, audio  files, and file formats.<|endoftext|>3.  Security  and privacy Do we have the right data privacy controls while  accessing data for testing? How do we handle a  data privacy breach? The focus on privacy and security of the data  used for testing is increasing. Complying with  GDPR and ensuring the right data privacy  controls is a catalyst for organizations to move  away from using direct production data for  testing purposes. There is increased adoption  of masking, sub-setting, and synthetic data  generation to avoid critical data breaches when  using sensitive customer, partner, or employee  data.<|endoftext|>\u2022 Zero trust architecture provides a data-first approach, which is secure  by design for each workload and identity-aware for every persona in  the test management process including testers, developers, release  managers, and data analysts.<|endoftext|>         Figure 3. Zero trust architecture \u2022 To ensure security of sensitive information, organizations can create  realistic data in non-production environments without exposing  sensitive data to unauthorized users. Enterprises can leverage  contextual data masking techniques to anonymize key data elements  across an enterprise.<|endoftext|>"}
{"text":"Continue # Infosys Whitepaper \nAnalyze Discover Data Masking Data Generation Data Copy \/ Sub-Set Validate Export & Refresh Virtualize Production Production Clone Production Sub-set Gold Copy Gold Copy (Sub-set) Gold Copy (SyntheticData) Masking Data Generation Sub-setting Non-Production DB Logs Files Virtualized Clone Developer Tester Release Manager Data Privacy Architecture Sensitive Data Discovery Self Service Virtualize Test Data Set up Contextual Synthetic Data Data Sub-setting Test Environment Provisioning Monitoring Diferential Privacy Data Scientist \/ Analyst \n\n---\n\n  Page: 7 \/ 12  \n\n---\n\n 4.  Tester  experience Are we building the right experience for the  tester? Is it easy for testers to get the data they  need for their tests? Customers struggle to meet the agile  development and testing demands of iterative  cycles. Testers are often forced to manually  modify the production data into usable values  for their tests. Teams struggle to effectively  standardize and sub-set the production data  that has been masked and moved to test data.<|endoftext|>Figure 4. Stakeholder experience \u2022 Test data automation puts the focus on tester experience by enabling  a streamlined and consistent process with automated workflows of  self-service test data provisioning \u2022 Test data virtualization allows applications to automatically deliver  virtual copies of production data for non-production use cases. It also  reduces the storage space required.<|endoftext|>5.  Data for AI Do we understand insights generated by the  data?  The probabilistic nature of AI makes it very  complex to generate test data for training AI  models.   \u2022 Adopt mechanisms for data discovery, exploration and due diligence.  Data resides in different formats across systems. Enterprises must  identify patterns across multiple systems and file formats and provide  a correct depiction of the data types, locations, and compliance  rules according to industry-specific regulations. They should also  focus on identifying patterns, defects, sub-optimal performance, and  underlying risks in the data.<|endoftext|>\u2022 For data augmentation, analysts and data scientists can be provided  with datasets for analysis. The datasets must be resistant to  reconstruction through differential privacy for effective data privacy  protection.<|endoftext|>External Document \u00a9 2021 Infosys Limited Stakeholder Experience Developer Not able to get the  right data for development Customer We are prepared to move the IT delivery to another consulting frm if you cannot handle Data Privacy and Security IT Head Not able to provision and create gold copy for testing Tester We need the right test data without sensitive  data, else we cannot fnish testing Business Sponsor We want zero defects, and no data security breaches in Product Development Scrum Master We had to meet critical business requirements; we  could not provision the right data for Testing {{ img-description : two people are looking at computers in a server room, in the style of miscellaneous academia, light silver and indigo, glazed surfaces, iso 200, rubens, weathercore, traditional craftsmanship }} \n\n---\n\n  Page: 8 \/ 12  \n\n---\n\n 1. Tester user experience \u2013 Testers  need to assess business and technical  requirements from the perspective of  testability as well as end users. Infosys  Next-Gen TDM provides a framework  that includes testers and gives them a  360-degree view of the TDM process.<|endoftext|>2. AI-driven data discovery \u2013 Modern test  data resides on a tower of abstractions,  patterns, test data sources, and privacy  dependencies. One of the key features  of Infosys Next-Gen TDM is smart data  discovery of structured and unstructured  data using AI. This helps uncover: \u2022  Sensitive data (PII\/PHI\/SPI) to avoid data  privacy breaches \u2022  Data lineages to build the right contextual  data while maintaining referential  integrity across child and parent tables 3. Data virtualization \u2013 This is needed for  organizations to access heterogeneous  data sources. Infosys Next-Gen TDM  provides a lightweight query engine that  enables testers to mine lightweight copies  that are protected.<|endoftext|>4. Data provisioning \u2013 There are numerous  challenges faced by testing teams in  getting access to the right data. Large  enterprises need approvals to access data  from businesses and app owners. Infosys  Next-Gen TDM provides an automated  workflow for intelligent data provisioning.  With this, testers can request data and  manage entitlements as well as approvals  through a simplified UX.<|endoftext|>5. Privacy-preserving synthetic data \u2013 It  is important to protect personal data  residing in the data sources being  curated for test data. There is always a  risk of personal data being compromised  when there is a large amount of training  or testing data involved. It can result  in giving too much access to sensitive  information. Improper disclosure of such  data can have adverse consequences  for a data subject\u2019s private information.  It may put data subject at more risk of  stalking and harassment. Cybercriminals  can also use data subject\u2019s bank details  or credit card details to degrade subject\u2019s  credit rating. Privacy-preserving synthetic  data focuses on ensuring that the data  is not compromised while maximizing  the utility of the data. Differential privacy  prevents linkage attacks, which cause  records to be re-identified even after  being anonymized for testing.<|endoftext|>6. Smart augmentation of contextual  datasets \u2013 Dynamic data can change  its state during an application testing  process. To generate dynamic data, the  tester should be able to input the business  rules and build both positive and negative  test cases. Infosys Next-Gen TDM provides  a configurable rules engine that generates  test data dynamically and validates this  against changing business rules.   7. Image and audio file generation \u2013 Infosys  Next-Gen TDM can create audio files and  image datasets for AR\/VR testing using  deep learning capabilities.<|endoftext|>8. Special file formats \u2013 Customers need  access to special communication formats  such as JSON, XML, and SWIFT, or specific  ones such as EDI files. Infosys Next-Gen  TDM provides templates for generating  various file formats.<|endoftext|>9. Intelligent automation \u2013 Built-in  connectors for scheduling the processes  of data discovery, protection, and data  generation allows testers to model,  design, generate, and manage their own  test datasets. These connectors include  plug-ins to the CI\/CD pipeline, which  integrate data automation and test  automation.<|endoftext|>Future-proof Test Data through Next-gen TDM Innovation Every organization needs simplified testing models that can support a diverse set of data types. This has never been a higher priority.  Infosys Next-Gen TDM supports digital transformation by focusing on 9 key areas of innovation (see Figure 5). The offering leverages the  latest advances from data science in test data management, giving enterprises the right tools to engineer appropriate test data.<|endoftext|>Figure 5. Focus areas of Infosys Next-Gen TDM Model Development Training Testing Discover & Plan Explore Enrich Manage 2. AI Driven  Data  Discovery 1. Tester UX 9. Intelligent Automation 3. Data  Virtualization 4. Data  Provisioning 5. Privacy  Preserving  Synthetic  Data 6. Smart  Augmentation  of Training  Data Sets 7. Image,  Audio 8.  Special  \nFormats (EDI,  SWIFT) External Document \u00a9 2021 Infosys Limited \n\n---\n\n  Page: 9 \/ 12  \n\n---\n\n Accelerate through Next-Gen TDM Reference Architecture As organizations look to deliver high-quality applications at minimum cost, they need a test data management (TDM) strategy that supports  both waterfall and agile delivery models. With the rapid adoption of DevOps and increased focus on automation, there is also increasing  demand for data privacy. Enterprises are fast moving from traditional TDM to modern TDM in order to meet the needs of the current  development and testing landscape.  Infosys Next-Gen TDM focuses on increasing automation and improving the security of test data across cloud as well as on-premises data  sources.  Figure 6. Infosys Next-Gen TDM reference architecture Production Non-Production on Premise Data Source Logs Files Non-Production on Cloud Tester Developer ReleaseManager Data Scientist Self Service Portal Next Gen TDM Cloud Apps Commercial Testing Tools CI\/CD Pipeline Data Masking Data Discovery Data Generation Gold Copy Data Mining Data Sub-setting Data Virtualization Data Quality Diferential Privacy Automated workfow Data Reservation Data Provisioning Data Generation Data base Refresh Unit and Functional Testing Integration, Regression and Performance Testing External Document \u00a9 2021 Infosys Limited \n\n---\n\n  Page: 10 \/ 12  \n\n---\n\n 1. User experience \u2013 Infosys Next-Gen  TDM focuses on building specific data  experiences for each persona, i.e., tester,  release manager, developer, and data  scientist. Its self-service capabilities  offer simplified intent-driven design  for better data provisioning and  generation.<|endoftext|>2. Contextual test data generation \u2013  There is a library of algorithms that  helps teams generate different data  types and formats including images,  EDI files, and other unstructured data.<|endoftext|>Figure 7. Contextual test data and"}
{"text":"Continue # Infosys Whitepaper \n its different formats The focus areas in digital transformation through this approach are: 3. Data protection for multiple data  sources \u2013 Infosys Next-Gen TDM  connects to multiple data sources on  cloud and on-premises. It provides a  framework of reusable components for  gold copy creation and sub-set gold  copy. Data is masked and protected  through a library of algorithms for  various data types.<|endoftext|>4. Data augmentation \u2013 The accuracy of  AI and ML algorithms depends on the  quality of training data and the scale  of data used. The larger the volume  and more diverse the training data  used, the more accurate and robust  the model will be. Infosys Next-Gen  TDM generates high volumes of data  based on a predefined data model, data  attributes, and patterns of data variation  for training, validating, and testing AL\/ ML algorithms.<|endoftext|>5. Integration through external tools \u2013 To  enable full-fledged DevSecOps, Infosys  Next-Gen TDM has a library of adaptors  that connect to the various orchestration  tools in the automation pipeline.<|endoftext|>Diferential privacy & resistance to reconstruction Data protection Generalization Perturbing data Structured data Pre-set Files Unstructured Data Images Communication \nFormat Provide structured data for analytics Data generation of fles Logs and chat transcripts Provide images for UX testing \/ AR-VR Kits XML, JSON, SWIFT External Document \u00a9 2021 Infosys Limited \n\n---\n\n  Page: 11 \/ 12  \n\n---\n\n The Way Forward: Building  Evolutionary Test Data for  Your Enterprise  Production and synthetic test data can  coexist in a testing environment, either  to optimize their role in various testing  operations or as part of a transition from  one to the other. This may require the  organization to think differently about  test data and develop a roadmap for  long-term continuous testing. To solve  test data challenges, enterprises should  focus on using evolutionary architecture  to build contextual test data using a  three-pronged strategy: \u2022  AI-assisted data prep: Fitness  functions \u2013 Focus on identifying  the key dimensions of data that  need to be generated for testing.  Enhance feature engineering across  multi-role teams to build the key  fitness functions and models for data  generation across each data domain  and data type.<|endoftext|>\u2022  Focus on incremental change \u2013 Help  data architects focus on incremental  change by defining each stage  of test data management based  on the tester\u2019s experience. This  will enable testers to selectively  pick the right data for different  deployment pipelines running on  different schedules. Partitioning  test data around operational goals  allows testers to track the health and  operational metrics of the test data.  \u2022  Immutable test data suite \u2013 Focus  on building an immutable test data  environment with best-of-breed tools  and in-house innovation to ensure  the right tool choice for test data  generation. This helps enterprises  choose the tools best suited to their  need, thereby optimizing total cost of  ownership (TCO).<|endoftext|>External Document \u00a9 2021 Infosys Limited {{ img-description : two businesspeople standing in a rack of servers, in the style of found-object-centric, night photography, metalworking mastery, studyplace, ferrania p30, security camera, 32k uhd (to right) }} \n\n---\n\n  Page: 12 \/ 12  \n\n---\n\n \u00a9 2021 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com  Infosys.com | NYSE: INFY Stay Connected About the \nAuthors Avin Sharma       Consultant at Infosys Center for Emerging Technology Solutions (ICETS) He is currently part of the product team of Infosys Enterprise Data Privacy Suite, Data for Digital ICETS. His focus includes product  management, data privacy, and pre-sales.<|endoftext|>Ajay Kumar Kachottil       Technology Architect at Infosys with over 13 years of experience in test data management and data validation services.<|endoftext|>He has implemented multiple test data management solutions for various global financial leaders across geographies.<|endoftext|>Karthik Nagarajan        Industry Principal Consultant at Infosys Center for Emerging Technology Solutions (ICETS).<|endoftext|>He has more than 15 years of experience in customer experience solution architecture, product development, and business development.  He currently works with the product team of Infosys Enterprise Data Privacy Suite, Data for Digital ICETS, on data privacy, data  augmentation, and CX strategy.<|endoftext|>  \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Test data management in software testing life cycle- Business need and benefits in functional, performance, and automation testing \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 12  \n\n---\n\n WHITE PAPER TEST DATA MANAGEMENT IN  SOFTWARE TESTING LIFE CYCLE- BUSINESS NEED AND BENEFITS IN  FUNCTIONAL, PERFORMANCE,   AND AUTOMATION TESTING Praveen Bagare (Infosys) and Ruslan  Desyatnikov (Citibank) \n\n---\n\n  Page: 2 \/ 12  \n\n---\n\n Abstract The testing industry today is looking  for ways and means to optimize  testing effort and costs.  One potential  area of optimization is test data  management. Testing completeness  and coverage depends mainly on the  quality of test data. It stands to reason  that without high quality data testing  assurance is unattainable. A test plan  with several comprehensive scenarios  cannot be executed unless appropriate  data is available to run the scenarios.<|endoftext|>The best data is found in production  since these are actual entries the  application uses. While using  production data, it is always prudent  to create a sub-set of the data. This  reduces the effort involved in test  planning and execution and helps  achieve optimization.  However, live  data is not always easily available for  testing. Depending on the business,  privacy and legal concerns may be  associated with using live data. Often  the data is not complete and therefore  cannot be used for testing.  It is best to  avoid the use of raw production data  to safeguard business and steer clear  of expensive lawsuits.  The challenge of TDM lies in obtaining  the right data effectively. Before  proceeding on this path, we need  to find answers to some pertinent  questions: Will there be a positive  return on the investment? Where  do we start implementing Test  Data Management (TDM)? Should  we start with functional testing or  non-functional testing?  Can test  automation help?   The practice of not including TDM  steps in the Testing Life Cycle often  leads to ignorance towards TDM on  part of the testing team. This paper  attempts to explain why testers in  the functional, non-functional and  automation test arenas need the  TDM service. We also discuss the test  data challenges faced by testers and  describe the unparalleled benefits of a  successful TDM implementation.<|endoftext|>TDM is fast gaining importance in the  testing industry. Behind this increasing  interest in TDM are major financial losses  caused by production defects, which could  have been detected by testing with the  proper test data. Some years ago, test  data was limited to a few rows of data in  the database or a few sample input files.  Since then, the testing landscape has come  a long way. Now financial and banking  institutions rely on powerful test data sets  and unique combinations that have high  coverage and drive the testing, including  negative testing. TDM introduces the  structured engineering approach to test  data requirements of all possible business  scenarios.  Large financial and banking institutions  also leverage TDM for regulatory  compliance. This is a critical area for these  institutions due to the hefty penalties  associated with non-compliance. Penalties  for regulatory non-compliance can run into  hundreds of thousands of dollars or more.  Data masking (obfuscating) of sensitive  information and synthetic data creation  are some of the key TDM services that can  assure compliance.<|endoftext|>Significance of Test Data Management External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 12  \n\n---\n\n Test data is any information that is used  as an input to perform a test. It can  be static or transactional. Static data  containing names, countries, currencies,  etc., are not sensitive, whereas data  pertaining to Social Security Number  (SSN), credit card information or medical  history may be sensitive in nature.  In addition to the static data, testing  teams need the right combination of  transaction data sets\/conditions to test  business features and scenarios.  TDM is the process of fulfilling the test  data needs of testing teams by ensuring  that test data of the right quality is  provisioned in suitable quantity, correct  format and proper environment, at the  appropriate time. It ensures that the  provisioned data includes all the major  flavors of data, is referentially intact and  is of the right size. The provisioned data  must not be too large in quantity like  production data or too small to fulfill all the  testing needs. This data can be provisioned  by either synthetic data creation or  production extraction and masking or by  sourcing from lookup tables.<|endoftext|>TDM can be implemented efficiently with  the aid of well-defined processes, manual  methods and proprietary utilities. It can  also be put into practice using well-evolved  TDM tools such as Datamaker, Optim or  others available in the market.<|endoftext|>A TDM strategy can be built based on the  type of data requirements in the project.  This strategy can be in the form of: \u2022  Construction of SQL queries that  extract data from multiple tables in the  databases \u2022 Creation of flat files based on:    Mapping rules      Simple modification or desensitizing  of production data or files     An intelligent combination of all of  these What is Test Data  Management? External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 12  \n\n---\n\n Some of the most common challenges  faced by testing teams while sourcing test  data are: \u2022  Test data coverage is often incomplete  and the team may not have the required  knowledge.<|endoftext|>\u2022  Clear data requirements with volume  specifications are often not gathered  and documented during the test  requirements phase.<|endoftext|>\u2022  Testing teams may not have access  to the data sources (upstream and  downstream).<|endoftext|>\u2022  Data is generally requested from the  development team which is slow to  respond due to other priority tasks.<|endoftext|>\u2022  Data is usually available in large chunks  from production dumps and  can  be sensitive in nature, have limited  coverage or may be unsuitable for the  business scenarios to be tested.<|endoftext|>\u2022  Large volumes of data may be needed  in a short span of time and appropriate  tools may not be at the testing team\u2019s  disposal.<|endoftext|>\u2022  Same data may be used by multiple  testing teams, in the same environment,  resulting in data corruption.<|endoftext|>\u2022  Review and reuse of data is rarely  realized and leveraged.<|endoftext|>\u2022  Testers may not have the knowledge of  alternate data creation solutions using a  TDM tool.<|endoftext|>\u2022  Logical data relationships may be hidden  at the code level and hence testers may  not extract or mask all the referential data.<|endoftext|>\u2022  Data dependencies or combinations to  test certain business scenarios can add  to the difficulties in sourcing test data.<|endoftext|>\u2022  Testers often spend a significant amount  of time communicating with architects,  database administrators, and business  analysts to gather test data instead  of focusing on the actual testing and  validation work.<|endoftext|>\u2022  A large amount of time is spent in  gathering test data.<|endoftext|>\u2022  Most of the data creation happens  during the course of execution based on  learning.<|endoftext|>\u2022  If the data related to defects is not found  during testing, it can cause a major risk  to production.<|endoftext|>The Challenges of Test Data  Sourcing External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 12  \n\n---\n\n TDM Offers Efficient Solutions and  Valuable Benefits  An effective TDM implementation can address most of the challenges mentioned above. Some of the key benefits  that a business can gain by leveraging the TDM services are: Superior quality Minimum time Reduced cost Less resources \u2022  Optimal data coverage is  achieved by the TDM team  through intelligent tools and  techniques based on data  analysis strategies \u2022  The TDM service employs a  dedicated data provisioning  team with agreed service-level  agreements (SLAs) ensuring  prompt data delivery \u2022  Condensed test design and  data preparation effort helps  achieve cost savings \u2022  Database or file access provided  to the TDM team facilitates data  privacy and reuse  \u2022  Test data requirements from  the TDM team enable the  testing team to capture these  effectively during the test  planning phase. Version- controlled data requirements  and test data ensure complete  traceability and easier  replication of results \u2022  Compact test design and  execution cycles can be  achieved for reduced time to  market \u2022  Minimized test data storage  space leads to reduction of  overall infrastructure cost \u2022  Professionals with specialized  skills, sharp focus on Test  Data and access to industry  standard tools contribute to  the success of TDM \u2022  Detailed analysis and review  of data requirements ensure  early identification of issues  and resolution of queries \u2022  Automated processes lead to  less rework and reduced result  replication time \u2022  The TDM team also wears  the system architect\u2019s"}
{"text":"Continue # Infosys Whitepaper \n hat,  thus understanding data  flow across systems and  provisioning the right data \u2022  Synthetic data can be created  from the ground up for new  applications \u2022  TDM tools such as Datamaker  can speed up scenario  identification and creation of  the corresponding data sets \u2022  Errors and data corruption  can be reduced by including  defined TDM processes in  the Testing Life Cycle and by  adopting TDM tools \u2022  Clear data security policies  increase data safety and  recoverability \u2022  Well-defined process and  controls for data storage,  archival and retrieval support  future testing requirements External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 12  \n\n---\n\n Coverage:  Exposure to all the possible  scenarios or test cases needs to be the  key driving factor for data provisioning in  functional testing. The data provisioned for  this testing must cover: \u2022  Positive scenarios (valid values that  should make the test case pass)  \u2022  Negative scenarios (invalid values that  should result in appropriate error handling) \u2022  Boundary conditions (data values at the  extremities of the possible values) \u2022  All functional flows defined in the  requirement (data for each flow) Low volumes: Single data sets for each of  the scenarios are sufficient for the need.  Repetitive test data for similar test cases  may not be required and can prove to be  a waste of time. This can help reduce the  execution time significantly.<|endoftext|>High reuse: Some test data such as accounts,  client IDs, country codes, etc., can be reused  across test cases to keep the test data pool  optimized. Static and basic transaction data  for an application can be base-lined so as  to be restored or retrieved for maintenance  release testing at regular intervals, depending  on the release frequency.<|endoftext|>Tools or utilities: As utilities have the  capacity to create large volumes of the  same type of data, they may not be very  useful in functional data preparation. If  the tool is capable of creating a spectrum  of data to meet all the data requirements  and the data can be reused across releases,  then it is beneficial to use the utility or tool  for TDM implementation.<|endoftext|>Optimal Environment Size Data in the testing environment should be a  smart subset (a partial extract of the source  data based on filtering criteria) of production  or synthetic data. It should comprise data for  all testing needs and be of minimal size to  avoid hardware and software cost overhead.  Sub-setting referentially intact data in the  right volume into testing environments is  the solution to overcome the problem of  oversized, inefficient and expensive testing  environments. This is the key to reduce the  test execution window and minimize data- related defects with the same root cause.<|endoftext|>Data Requirements Gathering  Process  During test case scripting, the test data  requirements at the test-case level should  be documented and marked as reusable  or non-reusable. This ensures that the test  data required for testing is clear and well  documented. A simple summation of the same  type of test data provides the requirement of  test data that needs to be provisioned.<|endoftext|>A sample test data requirement gathering,  as per this method, has been demonstrated  in Appendix I.  Feasibility Check TDM is suitable for functional testing  projects that: \u2022  Spend over 15% of the testing effort on  data preparation or data rework \u2022  Use regression test cases which are run  repeatedly across releases (so that the test  data methodology identified can be reused)  \u2022  Indicate that a high data coverage TDM  solution can be identified and implemented TDM in Functional Testing Most challenges mentioned earlier are part of the day-to-day struggle of functional  testing. The most commonly seen challenges are: low coverage, high dependency, access  limitations, oversized testing environment, and extended test data sourcing timelines.  Successful implementation of TDM in functional testing projects can alleviate most of  these issues and assure the completeness of testing from the business perspective.<|endoftext|>In functional testing, TDM is governed by numerous factors highlighted below.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 \/ 12  \n\n---\n\n Test data preparation in performance  testing is most impacted by issues  like large volume requirements  with significant coverage, high data  preparation time, limited environment  availability and short execution windows.  The TDM team with their tools and  techniques can provide solutions for  bulk data generation with quick refresh  cycles ensuring on-time high quality  data provisioning to address these steep  demands.<|endoftext|>Test data for performance testing is  characterized by:.<|endoftext|>High volumes of data: Performance  testing always needs large volumes of test  data by virtue of the way it works. Multiple  users are simultaneously loaded onto an  application to run a flow of test executions.  Hence multiple data sets are required in  parallel, in large numbers, based on the  workload model.  Quick consumption of test data: Since  the load or stress on the application  is induced by multiple users, the data  provisioned for them is consumed rapidly.  This leads to quick exhaustion of large  volumes of the test data.<|endoftext|>Very short data provisioning cycle:  Since the data is consumed very quickly  in performance testing, a new cycle  of execution requires the data to be  replenished before start. This implies that  the TDM strategy must make sure that  the test data can be recreated, extracted  again or provisioned in a short period  of time so as to avoid the impact of the  unavailability of data on the testing cycle.<|endoftext|>Workload distribution: Performance  testing in today\u2019s time does not use one  type of data repeatedly. If the use cases  comprise multiple types of data, with  a corresponding percentage of each  occurrence, a similar workload model is  built for the testing environment. Thus  smart data needs to be provided for such a  workload model which covers the multiple  types. This multiplies the complexity of  data creation.<|endoftext|>Feasibility Check TDM is definitely suitable for most of  the performance testing projects. The  strategy needs to be well designed to  make sure that the challenges listed  above are addressed appropriately and a  satisfactory return on investment (ROI) is  achieved soon.<|endoftext|>TDM in Performance Testing  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 12  \n\n---\n\n Some of the biggest challenges in  automation testing are associated  with creating test data. Included in this  challenge is the inability to create data  quickly from the front-end, fast burning up  of large volumes of data during test runs,  limited access to dynamic data and partial  availability of the environment.  Implementing a well-designed TDM strategy  can support multiple iterations of dynamic  data in short intervals of time by synthetically  creating or extracting data, using TDM tools.<|endoftext|>Test data for automation testing is driven  by factors such as: Automation of test data creation: The  data required for automation testing  is usually created by using one of the  automated processes, either from user  interface (UI) front-end or via create or edit  data operations in the database. These  methods are time-consuming and may  require the automation team to acquire  application as well as domain knowledge.<|endoftext|>Fast consumption of test data: Similar to  performance testing, automation testing  also consumes data at a very quick pace.  Hence the data provisioning strategy must  accommodate fast data creation with a  relatively short life cycle.<|endoftext|>High coverage: As with functional testing  automation testing also requires test data  for each of the automated scenarios. The  data requirement may be restricted to the  regression test pack and yet covers a large  spectrum of data.<|endoftext|>Feasibility Check TDM as process implementation is certainly  recommended for an automation project.  The automation team must provide the  data requirement in clear terms and  the TDM team can ensure provisioning  of this data before the test run begins.  Automation tools have abilities to create,  mock and edit data but the TDM team\u2019s  expertise and tools can add significant  value to the proposition.<|endoftext|>TDM in Automation Testing External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 9 \/ 12  \n\n---\n\n Conclusion In functional testing, increasing data  coverage plays a significant role in  providing the TDM value-add. The sheer  volume of test data that is repeatedly  used in the regression suites make it  an important focal area from the ROI  viewpoint. The right TDM tools can help  provision a spectrum of data and ensure  continuous ROI in each cycle.<|endoftext|>TDM implementation in performance  testing projects can deliver quick benefits  and the improvement can be significantly  highlighted as large volumes of similar  data can be created swiftly and efficiently.  Automation testing can benefit from TDM  implementation. Tools such as Quick Test  Professional (QTP) can create data via user  interface but need significant functional  knowledge and are slow in nature. TDM  solutions can save time and cost by  keeping the data ready.  Robust data  creation methods and tools can be used to"}
{"text":"Continue # Infosys Whitepaper \n  achieve these goals.<|endoftext|>Based on our learning, interactions and  experience gleaned from the TDM world,  we can confidently affirm that functional,  automation and performance testing  can leverage TDM implementation to  overcome their respective challenges  and achieve optimization.  Each type  of testing presents its own unique  challenges and benefits, but there is  a common theme \u2013 TDM is a major  enhancement and addition to the tools  and techniques available to the testing  team.  This practice can help realize gains  at the bottom-line with cost reductions,  improved turnaround time and fewer  data related defects in test and in  production.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 10 \/ 12  \n\n---\n\n We have identified the following set  of metrics to be captured before and  after implementing TDM practices to  measure the ROI and benefits: Test data coverage Percentage of test data  related defects Test data management  effort (percentage and  time in hours) We wish you success in your TDM  implementation.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 11 \/ 12  \n\n---\n\n An illustration of \u2018Sample Test Data Requirement Gathering\u2019 The last three columns depicted in the table below should be a part of the test case documentation and must be updated during test case  authoring.<|endoftext|>Data requirement summary for the above illustration: \u2022 Two \u2018NAM Bank Account Number\u2019 \u2018with balance > $100,000\u2019 \u2022 Two \u2018ASIA Bank Account Number\u2019 \u2022 One client ID Reference http:\/\/www.gxsblogs.com\/wp-content\/blogs.dir\/1\/files\/SEPA-Penalties-Table1.png?8f0a21 Appendix I No.<|endoftext|>Test Case Test Data Requirement Reusable? Remarks 1 Test Case 01 NAM Bank Account Number Y with balance > $1,000 2 Test Case 02 Client ID N - 3 Test Case 03 NAM Bank Account Number Y with balance > $100,000 4 Test Case 04 ASIA Bank Account Number Y Account open date > 01 Jan 2013 5 Test Case 05 ASIA Bank Account Number Y - External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 12 \/ 12  \n\n---\n\n \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Test Factory Setup for SAP Applications \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n PERSPECTIVE TEST FACTORY SETUP FOR SAP  APPLICATIONS - Barry Cooper-Brown, Diageo Chandur Ludhani and Sailesh Chandrasekaran,  Infosys Abstract Emergence of IT enabled business growth is compelling  organizations to give testing and testing related strategies the much  needed importance. By now, it has been reaffirmed that the cost of a  single development defect can snowball to many times the original  cost, if not discovered until the QA phase of testing and eventually  showing up in the Production Environment.<|endoftext|>However, when it comes to SAP there are unique testing challenges  to deal with. The challenges of SAP testing will present you with  both tradeoffs that need to be considered and the choices that need  to be made about the kind of testing that is needed for your QA  organization. The following point-of-view has been written based on  the engagement between a major drinks manufacturer and Infosys,  describing a successful approach of setting up a Test Factory to  manage testing of SAP applications.<|endoftext|>\n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n Challenges in managing changes in SAP application which indirectly gets mapped  to reaping benefits for all its stakeholders  namely the customers, employees,  shareholders, etc. Often these investments  do not bear fruits and are in turn viewed  as a cost. For example, a delay in readying  the application for regulatory changes,  could lead to serious consequences for the  organisation in the region within which  the changes were mandated. Another  such example could be with encountering  incidents in the live environment or facing  downtime with particular applications  leading to severe business disruption.   Organisations are constantly on the  lookout for innovative ways to help adapt  quickly to these changes in the SAP  business processes. Their ability to do so  also facilitates: \u2022 Improvement of  delivery confidence  with every change deployed \u2022 Reduction in cost of every change  implemented  \u2022 Ability to contract the overall lead time  required for such activities thereby  allowing more frequent releases An organisation\u2019s inability to do so, leads  to a host of challenges to the employees  who interface with SAP for their day-to-day  activities: \u2022 Long time for deploying the SAP  changes, means more business  application downtime \u2022 Leakage of defects to production\u2013  hampering their day to day operations   \u2022 High number of defects detected  during User Acceptance Testing (UAT)  resulting in a delay of final application  go-live.  The question therefore is whether  there is a single and efficient solution  available to organisations in managing  their SAP related QA\/Testing operations,  inexpensively and efficiently? The concept of Test Factory and the  offering under the business tag of NEM  (New Engagement Models) is gaining  traction across the globe. The Test Factory,   also an alias for Managed Test Service or  Testing Centre of Excellence, acts as an  independent function in the SDLC; whilst  supplanting the existing set of processes  with benefits of a more agile, efficient and  repeatable set of processes.<|endoftext|>In our next section, we explore the  business needs of SAP enabled  organisations to deploy a Test Factory  model setup for their QA organisation.<|endoftext|>Today\u2019s unrelenting economic and financial  pressures, coupled with far too many  internal and external factors (beyond  the control of any organisation\u2019s circle of  influence), are compelling organisations to  change and tailor their business processes  accordingly. These changes, most often  than not, necessitate a change in the very  supporting business applications itself  (example, SAP, Oracle, etc.)   Acquisition of new business, opening  of new facilities, introduction of new  business line, consolidation of service  lines, Regulatory Changes like changes  in tax laws, changes in reporting needs,  etc., incorporating these changes to SAP is  fairly complex. Any update, even if major,  moderate or minor, needs to be completely  analysed from several dimensions  keeping in mind that these are all large  business applications. The result is that  organisations end up managing projects  involving a high number of interrelated  or moving parts. Further, SAP applications  span geographies and often need heavy  customisations to suit local requirements  (like government, language, etc.) and have  multiple vendors running the applications.  Every investment that an organisation  makes in its IT systems is channelled  towards ensuring a smooth running  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n Understanding the Business Need \u2022 Inconsistent in application test quality  across teams and  \u2022 Lack of usage of appropriate testing  tools 2. Governance Challenges Organisations running SAP are  continuously engaged in taking up  large change programmes or rolling out  applications to newer regions. A large  change programme or rollout requires the  QA function to constantly generate status  reports and deal with various risks and  issues.<|endoftext|>Absence of defined processes, metrics  to track progress, risk management and  inability to consolidate reports frequently,  leads to a governance challenge with  respect to managing decentralised  QA teams. Another common problem  encountered with decentralised QA teams  is with the large amount of time consumed  in assimilating and consolidating  information for status reporting from  various regional teams and resolution  of risks and issues. Further, under the  decentralised structure, teams lack  adoption of uniform processes and hence  there are bound to be differences in the  content and structure of status reporting  and the way risks are identified and   dealt with.  3. High Cost of Testing \/  Maintenance Sound testing processes and deep  business knowledge are pre-requisites  to testing of SAP applications. We have  also learnt earlier that a large amount of  effort is spent in running the QA function  for a SAP enabled organisation. Majority  of organisations dedicate a large number  of resources for testing of SAP releases.  In addition to this, SAP testing involves  testing some portions of business  functionalities repeatedly and often  decentralised teams lack the benefits  associated with the reusability aspect.  This can be cited as an additional reason  for the inflated costs of SAP testing in a  decentralised model.<|endoftext|>Project based QA teams primarily look at  testing from a very narrow project point of  view and often miss the holistic implication  of the changes from a complete business  landscape perspective. This leads to high  efforts from the business users during  UAT and large number of defects getting  identified in the later stages of testing. In  addition to this, the non-functional testing  aspects such as Performance, Security etc.,  are also overlooked in the initial phases of  testing leading to high amount of re-work  and maintenance costs downstream.<|endoftext|>4. Lower Delivery Confidence and  Higher Time-to-Market  There is very low confidence on delivery  of release considering the testing in the  earlier phases is not really focussed on  business knowledge. This results in a  high percentage of defect identification  in later stages of SDLC. In the absence of  benchmark metrics, there is no opportunity  to measure the test execution productivity,  often leading to increased durations of  testing cycles.<|endoftext|>While these may sound like age old  problems and issues, these are indeed the  common issues across organisations. These  pitfalls are the reasons why organisations  find themselves grappling with an  expensive and a non-yielding QA function.<|endoftext|>Listed below are some of the common  pitfalls encountered by SAP enabled  organisations in running their QA functions - 1. Decentralised Testing This model of testing is usually prevalent  in organisations which have undergone  mergers or made acquisitions. Testing in  such organisations is carried out using a  decentralised model where no common  testing processes and methodologies  exist. Each Line of business (LOB) has its  own processes and differences exist even  within units of the same LOB. In most cases,  testing is managed by the development  team itself, being aligned directly to each  project.<|endoftext|>This model does not provide clear  delineation between the build and test  functions. If there are any inefficiencies  or delays in build, then the same is  compensated for in the testing phase by  either compressing the testing timelines  or by moving forward with inadequate  coverage of business scenarios. Individual  teams often adopt the approach of testing  with a self defined set of testing processes  and scope limited to their project. The  result is the lack of co-ordination when it  comes to delivering together with other  ongoing projects. This not only results in  severe delays in the programme go-live,  but also leads to a severe compromise of  the quality and quantity of testing that  is necessary.<|endoftext|>Most common limitations of this approach: \u2022 Lack of defined uniform testing  processes and global governance  based on metrics \u2022 Duplication of test effort  \u2022 Non \u2013 conformance of testing timelines External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n So, What is a Test Factory? Having"}
{"text":"Continue # Infosys Whitepaper \n looked at what is ailing SAP based  organisations, setting up a Test Factory can  be the most definitive solution available  in the market currently. Test Factory is  a centralised testing model that brings  together people and infrastructure into  a shared services function adopting  standardising processes, effective usage of  tools, high reuse and optimising resource  utilisation in order to generate required  benefits for the organisation.<|endoftext|>Let us broadly explore the solution that a  Test Factory can provide \u2013  a. Test Factory acts as an independent  function in the SDLC and resolves the  very first ailment by having a clear  delineation between the Build and Test  functions of an organisation.<|endoftext|>b. Test Factory is setup as a centralised  QA function which brings in uniform  process adoption and an enterprise  wide QA approach with easier  governance. Test Factory is also  setup with the attributes of a more  agile, efficient and repeatable set of  processes.  Test Factory can also be operated in the  new engagement model (NEM) format  which helps in measuring the business  value linked to the services offered,  example; pricing is based on the work  performed instead of traditional Time &  Material models.<|endoftext|>Implementing a Test Factory The entire process of implementing a Test  Factory involves 3 major phases \u2013 Solution  Definition Solution  Design Solution  Implementation 3 Solution Definition Phase \u201cBuilding the Case for Organisational Buy- in\u201d One of the most essential starting points  of the entire Test Factory setup involves  assessing the existing organisational  test processes, determining the maturity  level of the processes and deriving the  gaps observed. The solution definition  phase involves arranging for one-on-one  or group interview sessions with various  stakeholders, in the existing ecosystem,  and understanding the various pros and  cons of the existing processes. Alternatively  or additionally, a questionnaire pertaining  to the respective areas of the stakeholders  can be used to help document the same.  For assessing the maturity, organisations  are spoilt for choices with widely known  Test Maturity models such as the TMMi,  TMAP, TPI or the ITMM (Infosys Test  Maturity Model).<|endoftext|>The ITMM is a well-blended model which  builds upon the standard Test Maturity  models and also adds further dimensions  to its fabric in being able to evolve  constantly to the changing business  context.  The assessment results show the current  level of maturity of the organisation\u2019s  processes. It is of utmost importance at  this stage to bring together the leadership  team of the organisation and showcase  the various process improvements and  benefits of moving the organisation to the  higher levels of maturity. On the basis of  the agreed level of maturity to be targeted,  the ITMM model allows for a continuous  improvement process to be imbibed into  the organisation. Once an agreement  is reached, a roadmap is devised on  how the solution is to be designed and  implemented.  Solution Design Phase \u201cStructuring A Winning Solution\u201d The Solution design phase is a core  component in the Test Factory setup  process and involves designing processes  on three dimensions of the ITMM model \u2013 \u2022 Test Engineering Dimension, covering  the focus areas of Requirements  Gathering, Test Strategy, Testing tools,  Test Data and Environment \u2022 Test Management dimension, covering  the focus areas of Estimation, Test  Planning, Communications, Defect  Management and Knowledge  Management  \u2022 Test Governance dimension, covering  the focus areas of Test Methodology,  Test policy, Organisational structure  and Test Metrics The most important key areas to focus  would be to design the processes for -  \u2022 Test Methodology  Defining various types of testing to  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n be performed, estimation techniques,  entry and exit criteria for each testing  phase, testing environment set-up,  operating model and various input and  output artifacts \u2022 Test Governance  Defining the governance structure  and chalking out clear test roles and  responsibilities \u2022 Test Factory Structure  Defining the various communication  paths within and outside the Test  Factory \u2022 Metrics, KPIs and SLAs  Defining the various testing related  metrics and ensuring agreement on the  various SLAs and KPIs for each role and  processes in the Test Factory \u2022 Knowledge Management Framework  Defining a centralised service to allow  effortless and effective sharing of  knowledge between teams, across  knowledge assets   In addition, teams may create, test data  management processes, a catalogue of  the testing services, non-functional test  services methodology, Guidelines for  various Testing tools and Testing Policies.  The solution design phase is a highly  collaborative process in which the design  and delivery teams play equal roles.  It involves both, fine tuning some of  the current processes and completely  revamping the rest. The implementation  of the solution in the right manner, and  with the right amount of calibration, can  bring about bountiful benefits to the  organisation in having a sound testing  process.<|endoftext|>Solution Implementation Phase \u201cWalk the Talk\u201d Depending on the level of maturity  that organisations choose to attain, this  phase needs a good deal of time to be  invested. The time taken to nurture the  processes and imbibe them could range  anywhere from six months up to two years,  depending on the organisational buy-in  and focus in implementing the same.   Having a good amount of time on hand,  organisations also have the option of  choosing to implement the processes in  either a staggered manner or with a big  bang approach. In general, it is advisable  that a staggered approach be chosen.<|endoftext|>In a staggered approach, the  implementation team collaborates with  the champion or manager of the Test  factory prioritising the areas lacking basic  maturity and identifying a pilot release in  which the updated processes can be put  to test. This allows the implementation  team to lay out checkpoints where any  anomalies can be corrected. At the end  of the pilot implementation, a survey can  be conducted with the stakeholders in  determining the success and failures in the  implementation. The lessons learnt at the  pilot implementation stage are a crucial  input to the next phase of implementation.<|endoftext|>It is important to look at some of the  frequently encountered challenges  associated with the solution  implementation phase -  \u2022 Aversion to change  This often is a sticky issue with teams  unwilling to adapt to new processes  as it involves moving away from the  comfort zone \u2022 Poorly adapted processes and  communications  This is an indication that the impacted  teams are not aware of new processes  and are not well trained \u2022 Handing over testing to Test Factory  Traditional approach of testing by  business users due to lack of business  knowledge by testing team is one  of the most challenging change  management aspects to deal with It is therefore a task for both the  implementation team and the Leadership  team of the organisation in addressing  these challenges \/ change management.  The task of the implementation team lies  in devising a thorough training plan for  the various teams involved, designing user  manuals and guidelines for any reference  required to the new processes.<|endoftext|>On the other hand, the task of the  leadership team is to put together a strong  communication plan, listing the benefits  that accrue to, both the impacted teams  and the business benefit in adapting  the changes. In certain situations,  grievance redressal efforts and holding  communication forums is a good way to  engage with the teams.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n Figure: Test Maturity Model External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n Benefits of a Test Factory We have managed to explore the story  of the Test Factory setup with the sound  process framework forming the base, but  the real icing on the cake is to see the  benefits that accrue post setting up of the  Test Factory.<|endoftext|>Test Factory brings about a set of both  Qualitative and Quantitative benefits.  Some of the Qualitative and hard hitting  benefits include  \u2022 Ensures high levels of repeatability,  predictability and test coverage \u2022 Delivers on business requirements  driven end-to-end testing  This helps in identification of critical  defects and requirement gaps which  would have been typically identified  only during UAT phase \u2022 Definition of key metrics  Assists in tracking enabling effective  governance at every stage of the  programme  \u2022 A reusable set of artifacts and test  design, helping crash test planning and  design timelines \u2022 Reduce the UAT phase saving on  delivery timelines \u2022 Understanding of core business  processes & building the core  regression library \u2022 Effective usage of tools enabling  complete traceability from  requirements to test cases and defects  during various phases of the project \u2022 Accelerated test automation helping in  reduction of cycle time and execution  costs \u2022 Providing platform to have more  frequent releases annually \u2013 This will  benefit the business and end users in  moving away from the erstwhile lower  frequency, which meant having to wait  long for the release of the important  Business\/IT changes \u2022 One"}
{"text":"Continue # Infosys Whitepaper \n-stop shop for various testing  needs \u2013 Performance Testing, Security  Testing, UAT Support etc.<|endoftext|>Quantitative benefits include  \u2022 An estimated cost saving of 50% owing  to reuse of the test design artifacts \u2022 An expected 40% reduction in  execution cost with automation of test  build and  \u2022 Near zero defect leakage from System  Integration testing to UAT and Go-Live,  ensuring faster time to market and less  Production downtime.  Conclusion Setting up a Test Factory can give organisations a unique insight into how they can successfully tailor and reinvent the traditional onsite- offshore model for ensuring effective and comprehensive application testing. In addition to the cost benefits, with the adoption of the Test  Factory approach, organisations emerge with an integrated and comprehensive SLA driven QA organisation with tightly knitted processes.  One of the most enterprising advantages with a Test Factory setup is the ability to add further services associated with Testing and without  having to largely tweak the underlying processes framework. This helps the organisation in quickly on-boarding and implementing testing  skills and processes required for the supporting of new business initiatives oriented towards upcoming areas like Cloud, Mobility, Social  Commerce, etc.   The Test Factory model is a welcome addition to the plate of offerings by Service firms and is definitely a force to reckon with in the  foreseeable future.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n About the \nAuthors Barry Cooper-Brown     Test Manager, Diageo Barry is Test Manager with Diageo plc and is based in London. He has over 20 years of experience working with SAP across many disciplines  from Basis to programme delivery. He has worked for over 14 years within the FMCG sector and has specialised in delivery of projects and  programmes of SAP solutions. Currently Barry is the Test Factory Manager for Diageo responsible for the implementation and running of a  Global Test Organisation across Multiple regions and SAP solutions.<|endoftext|>Chandur Ludhani  Principal Consultant, Infosys Chandur is a principal consultant with the Retail, CPG and Life Sciences unit of Infosys and has over 15 years experience. He has experience  on ERP Product development, Testing, Implementation and Support. As part of the testing engagements, he has helped clients in setting up  the processes related to various types of testing services - Manual testing, Automation etc. leading to Testing Centers of excellence.<|endoftext|>Sailesh Chandrasekaran     Senior Consultant, Infosys Sailesh is a senior consultant and has over 6 years of experience working for clients in Retail, Banking and Financial Services industry. He  helps clients in assessing the maturity of their test organizations, improving their testing processes and transforming them into Centers of  Excellence.<|endoftext|>\u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: 5G testing holds the key to empower healthcare industry \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 4  \n\n---\n\n WHITE PAPER 5G TESTING HOLDS THE KEY TO  EMPOWER HEALTHCARE INDUSTRY Abstract COVID-19 has unleashed uncertainty on organizations, limiting their  visibility and ability to strategize for the future. Technology, though,  continues to evolve and has played a major role in helping deal with this  crisis. When combined with AI and IoT, 5G becomes a potent technology  across industries and domains, bringing unprecedented empowerment  and superior customer service. This paper explores the impact of 5G on  the healthcare industry. It also examines why 5G testing is important when  supporting healthcare services and functions.<|endoftext|>\n\n---\n\n  Page: 2 \/ 4  \n\n---\n\n External Document \u00a9 2020 Infosys Limited About 5G  Mobile communication has evolved rapidly with changing technologies. 5G represents the latest generation of cellular mobile  communication, characterized by ultra-reliable low latency communication (URLLC), enhanced mobile broadband (eMBB) and massive  machine type communication (mMTC). These capabilities enable data to be transferred at very high speeds with extremely low latency.  As the Internet of Things ecosystem widens, 5G has the ability to support the capture of enormous volumes of data as well as provide  computing power to process the same across billions of devices. This will lead to superior customer experience with unprecedented insights  and capabilities, resulting in a new digital world.  Fig 1: Defining characteristics of 5G Testing 5G in healthcare  5G will become the backbone of  telemedicine or remote healthcare in  the future. Remote healthcare involves  frequent but distant monitoring of  patients using a range of devices that  capture vital parameters. This data must  be continuously transmitted to doctors  for real-time monitoring and assistance.  It also includes video consultations  for diagnosis and precision medicine  prescription, especially for people in care  homes. On a larger scale 5G can improve  overall healthcare capabilities through  innovations like robotic-assisted laser  surgery where doctors can use machines to  perform complex procedures with greater  precision and flexibility.<|endoftext|>Remote healthcare requires devices  as well as apps that enable real-time  patient monitoring. AR\/VR can provide an  immersive user experience while artificial  intelligence and machine learning (AI\/ML)  provide descriptive, prescriptive and, more  importantly, predictive diagnostics. Each  of these technologies are interconnected.  They often converge to create use cases  that provide next-gen healthcare services.  To ensure their effectiveness, it is critical to  check that these technologies are tested  and certified. Thus, 5G testing is important  to ensure that it can support these  technologies. Let us examine some of the  use cases of 5G testing in the healthcare  industry.  Use case 1: Healthcare  devices Healthcare devices include wearables used  by patients to monitor vital parameters  like heart rate, speech analysis, body mass  index, facial expressions, and more. Real- time video consultations involve using  video devices for consultations, remote- assisted surgeries and training.  Some of the key considerations for testing  these two types of devices are:  \u2022 High reliability to ensure uninterrupted  service \u2022 Minimal to zero latency for critical  medical procedures like remote-assisted  surgeries z eMBB \u2013 enhanced mobile broadband mMTC \u2013 massive machine-type communica\ufffdon URLLC \u2013 ultra-reliable low-latency communica\ufffdon 5G drivers 1 million devices per Km2 10 Gbps peak data rate 1 ms latency 10X battery life for low power devices 5G One network \u2013 multiple Industries Mobility \u2013 500 km\/h high-speed railway 99.999% reliable 99.999% available \n\n---\n\n  Page: 3 \/ 4  \n\n---\n\n External Document \u00a9 2020 Infosys Limited \u2022 Ensuring that sensors monitoring  vital parameters send real-time alerts  to the patient\u2019s\/doctor\u2019s handheld  devices \u2022 Interoperability testing for many  devices from different vendors  \u2022 Compatibility testing to ensure  that the devices can integrate  with applications that are built to  support real-time service, high-speed  performance and superior user  experience Use case 2: Healthcare apps  Medical apps can help deliver a range of  healthcare services covering: \u2022 Mental health \u2013 These aid in tracking  psychological\/behavioral patterns,  substance addiction and emotional  well-being \u2022 Patient medication \u2013 These apps  provide medication reminders,  maintain medication history,  document online prescriptions, and  more  \u2022 Telemedicine \u2013 These apps aid  diagnostics, real-time consultations,  and monitoring of patient progress, to  name a few  \u2022 Wellness \u2013 These apps help maintain  fitness and exercise regimes, diet  prescriptions, monitoring of food  intake, and meditation sessions Some of the key focus areas for testing  healthcare apps are: \u2022 User interface and experience (UI\/UX)  testing to ensure enhanced customer  experience \u2022 Non-functional requirements (NFR)  testing for performance and security  of apps that provide real-time patient  data including large imaging files\/ videos on a 5G network  \u2022 Crowd testing of apps for varied user  experience and localization \u2022 Device compatibility to support a vast  number of devices that will run on 5G Use case 3: AR\/VR  AR\/VR aims at creating real-time  immersive experiences that can empower  telemedicine and remote patient  monitoring. It requires very high data rate  transmissions and low latencies to deliver  healthcare services covering: \u2022 Simulation of different conditions using  sound, vision or 3D image rendering  that can be transmitted from connected  ambulances to operating rooms for  advanced medical care \u2022 Real-time training for medical students \u2022 Treatment of patients with various  phobias \u2022 Early detection of diseases \u2022 Various types of therapies to support  physical and mental wellbeing Some of the key focus areas for testing  include: \u2022 Checking that the networks can support  real-time immersive experience through: \u2022 High speed data transfer rates \u2022 Ultra-low-level latency with no lag in  the experience \u2022 High bandwidth \u2022 Checking that a range of hardware  devices will work with a user\u2019s  smartphone to create a good mobile VR  experience Use case 4: AI\/ML It is evident that, in the near future, AI\/ML  will play a significant role across healthcare  functions and services by helping diagnose  illnesses earlier and prescribing the right  treatment to patients. 5G will be critical in  enabling healthcare functions that involve  analyzing massive volumes of data. These  healthcare functions include: \u2022 AI-based imaging diagnostics that  provide doctors with insights about  diseases and severity \u2022 ML-enabled digital biomarkers that  analyze and enable early and accurate  detection of Alzheimer\u2019s and dementia \u2022 Assisting in clinical trials and research to  observe patient responses to new drugs  and their behavior patterns \u2022 Collecting large volumes of critical  patient data from healthcare apps  and devices to predict the occurrence  of potential diseases through ML  algorithms Some of the key focus areas for testing  include: \u2022 Testing for cognitive features like speech  recognition, image recognition, OCR, etc.<|endoftext|>\u2022 Implementing robotic process  automation (RPA) for common functions  like recurring medication prescriptions,  appointments and periodic medical  reports.  \u2022 Big data testing for both structured and  unstructured data. As large volumes of  data are transmitted and received from  every device, app and equipment, it will  need to be ingested and stored to derive  insights that aid in next-gen predictive  and preventive healthcare  Testing on cloud In addition to the above test focus  areas, cloud testing will be a common  test function for the entire healthcare  ecosystem.<|endoftext|>Cloud can support the core network  through network functions virtualization  (NFV). It can also enable software-defined  networking (SDN), a must-have capability  for 5G. Moreover, cloud will also host the  various healthcare devices and equipment  in the healthcare ecosystem. Thus, cloud  testing will be critical to ensure smooth  performance including functional, non- functional and network testing.<|endoftext|>These use cases provide an overview  of the impact of 5G in healthcare with  a focus on hospitalization, preventive  healthcare, device monitoring, and patient  wellbeing. There are other areas such as  pharmaceuticals, insurance, compliance,  etc., that will also leverage 5G to deliver  their services, creating a connected  healthcare ecosystem.<|endoftext|>\n\n---\n\n  Page: 4 \/ 4  \n\n---\n\n \u00a9 2020 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may"}
{"text":"Continue # Infosys Whitepaper \n be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com  Infosys.com | NYSE: INFY Stay Connected References https:\/\/www.cnet.com\/news\/covid-19-has-pushed-health-care-online-and-5g-will-make-it-better\/ https:\/\/www.uschamber.com\/series\/above-the-fold\/how-innovation-accelerating-meet-coronavirus-challenges https:\/\/www.pwc.co.uk\/communications\/assets\/5g-healthcare.pdf https:\/\/www.ericsson.com\/en\/blog\/2018\/6\/why-compatibility-and-5g-interoperability-are-crucial-for-success https:\/\/www.ncbi.nlm.nih.gov\/pmc\/articles\/PMC4029126\/ https:\/\/www.scnsoft.com\/healthcare\/mobile\/patient-apps https:\/\/pharmaphorum.com\/digital\/four-ways-ai-and-machine-learning-will-transform-healthcare-in-2020\/ Conclusion 5G is emerging as the backbone of future  healthcare, catering to a wide range of  healthcare services from ambulances to  operating theatres, apps to diagnostic  equipment, physical illnesses to mental  wellbeing, and more. Technologies like  cloud, AR\/VR and AI\/ML will play a key  role in driving a technological revolution  within healthcare. As technologies and  equipment for monitoring and diagnostics  become more sophisticated, 5G will act  as the high-speed expressway,  allowing devices to exchange  data at much faster speeds. 5G  will support a variety of remote  healthcare use cases such as early  disease detection, at-home patient  monitoring, precision surgeries, and  distant medical training, to name a  few. Thus, 5G testing will be crucial to  ensure that it unlocks the potential of  modern technologies in healthcare.<|endoftext|>About the \nAuthor Sumanth Dakshinamurthy  Principal Consultant, Infosys Validation Solutions   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Testing IoT Applications - A Perspective \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 4  \n\n---\n\n VIEW POINT TESTING IOT APPLICATIONS   - A PERSPECTIVE - Manjunatha Gurulingaiah Kukkuru,   Principal Research Analyst \n\n---\n\n  Page: 2 \/ 4  \n\n---\n\n Introduction The Internet of Things (IoT) is a network of physical objects (devices, vehicles, buildings, and other items) that are embedded with electronics,  software, sensors, and network connectivity to collect and exchange data.<|endoftext|>According to a recent report by McKinsey, around 30 billion objects may be connected through IoT by 2020.  Enterprises are adopting IoT solutions for the benefits they offer; such as, optimization in operations, reduction in costs, and improvement  in efficiency. The development and adoption of IoT is being driven by multiple factors, including easily available low-cost sensors, increase  in bandwidth and processing power, wide-spread usage of smartphones, availability of big data analysis tools, and scalability of internet  protocol version 6. Organizations are now starting to focus on external benefits such as generating revenues from IoT-enabled products,  services, and customer experiences.<|endoftext|>IoT: A web of interconnected layers The following figure indicates a reference architecture for IoT, comprising of multiple layers built on top of each other to create industry- specific solutions. The components in each layer include devices, protocols, and modules that need to work in sync in order to effectively  convert data to information, and subsequently to insights.  Resource Efceincy Device management Policy LLRP MODBUS Zigbee BACNet ZPL SNMP Location Provisioning Remote Mgmt Access mgmt Activation Diagnostics Report Complex Event Processor Data Transformation Wi-Fi LAN WAN Satellite Cellular Que Listner Protocol Adapter Cmd Interpreter Data Mangement Ticketing Workfow Maps Command Center Communication Presence Analtics and Machine Learning Big Data Storage Database Location \/  Geo Fence User Mgmt Machine Learning Analytics Class of Applications Data Processing Layer Domains Base Stations \/ Readers Data Ingest & Transfromation Layer Devices Tracking & Tracing Site & Employee  Safety Remote Monitoring Remote Visualization eTraceability Process Visibility & Automation Predictive Analtics Risk, Fraud & Warranty Analytics Smart Grid Manufacturing Logistics Agriculture Buildings Healthcare Retail Residences Oil Mining Pharma Connected Machines Barcode Sensors RFID Smart Phone Actuators Drones GPS Wearables Smart Meters \u2022  Device layer: Consists of various devices  like sensors, wearables, smart meters,  radio frequency identification (RFID)  tags, smartphones, drones, etc. With  such a diverse set of devices, a huge set  of standard and custom communication  protocols \u2014 including ZigBee, BACnet,  LLRP, and Modbus \u2014 are implemented.  \u2022  Data ingestion and transformation  layer: Data from the device layer is  transformed through different protocols  to a standard format for further  processing by the data processing  layer. This data could be from sensors,  actuators, wearables, RFID, etc., received  via TCP\/IP socket communication or  messaging queues like MQTT, AMQP,  CoAP, DDS, Kafka, and HTTP \/ HTTPS over  Rest API.  \u2022  Data processing layer: With data  available from millions of devices,  performing image, preventive, and  predictive analytics on batch-data  provides meaningful insights. Modules  like a \u2018complex event processor\u2019 enable  the analysis of transformed data by  performing real-time streaming analytics  \u2014 such as filtering, correlation, pattern- matching, etc. Additionally, multiple  APIs for geo-maps, reporting, ticketing,  device provisioning, communication,  and various other modules aid in quick  creation of dashboards.  \u2022  Applications layer: With the availability  of such rich datasets from a multitude  of devices, a gamut of applications can  be developed for resource efficiency,  tracking and tracing, remote monitoring,  predictive analytics, process visibility and  automation, etc. and can also be applied  to different industries and segments.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 4  \n\n---\n\n Unique characteristics and  requirements of IoT systems Compared to other applications, IoT  applications are characterized by several  unique factors, such as: \u2022  Combination of hardware, sensors,  connectors, gateways, and  application software in a single  system \u2022  Real-time stream analytics \/ complex  event processing \u2022  Support for data volume, velocity,  variety, and veracity \u2022  Visualization of large-scale data  Challenges that thwart IoT  testing These characteristics consequently present  a unique set of challenges when it comes  to testing IoT applications. The primary  challenges include: \u2022  Dynamic environment: Unlike  application testing performed in a  defined environment, IoT has a very  dynamic environment with millions  of sensors and different devices in  conjunction with intelligent software \u2022  Real-time complexity: IoT applications  can have multiple, real-time scenarios  and its use cases are extremely complex \u2022  Scalability of the system: Creating a  test environment to assess functionality  along with scalability and reliability is  challenging Apart from the above challenges,  there exist several factors that present  operational challenges: \u2022  Related subsystems and components  owned by third-party units \u2022  Complex set of use cases to create test  cases and data \u2022  Hardware quality and accuracy \u2022  Security and privacy issues \u2022  Safety concerns Types of IoT testing The complex architecture of IoT systems  and their unique characteristics mandate  various types of tests across all system  components. In order to ensure that the  scalability, performance, and security of  IoT applications is up to the mark, the  following types of tests are recommended: Edge testing Several emerging, industrial IoT  applications require coordinated, real- time analytics at the \u2019edge\u2019 of a network,  using algorithms that require a scale of  computation and data volume \/ velocity.  However, the networks connecting these  edge devices often fail to provide sufficient  capability, bandwidth, and reliability. Thus,  edge testing is very essential for any IoT  application.  Protocol and device interoperability  testing IoT communication protocol and device  interoperability testing involves assessing  the ability to seamlessly interoperate  protocols and devices across different  standards and specifications.  Security and privacy testing This includes security aspects like data  protection, device identity authentication,  encryption \/ decryption, and trust in cloud  computing.  Network impact testing Network impact testing involves  measuring the qualitative and quantitative  performance of a deployed IoT application  in real network conditions. This can include  testing IoT devices for a combination of  network size, topology, and environment  conditions.  Performance and real-time testing This covers complex aspects like timing  analysis, load testing, real-time stream  analytics, and time-bound outputs, under  the extremes of data volume, velocity,  variety, and veracity.  End user application testing Includes the testing of all functional  and non-functional use cases of an IoT  application, which also includes user  experience and usability testing.  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 4  \n\n---\n\n Infosys IoT Validation solution Infosys has developed a comprehensive  quality assurance (QA) strategy to handle  the unique requirements and challenges  associated with validating IoT applications.  The Infosys IoT Validation solution enables  testing with a combination of actual  devices, tools, and frameworks. In addition,  the Infosys IoT Test Framework provides  all the capabilities required to perform  functional validation, load simulation, and  security verification. It can easily integrate  with various IoT protocols and platforms,  thus providing interoperability. This is just  a glimpse of our capabilities, as we have  various tools and solutions that can be  leveraged to perform end-to-end testing  of IoT solutions. To find out more about  our IoT services, download the IoT testing  flyer here.   \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys POV \nTitle: PowerPoint Presentation \nAuthor: Chloe Hibbert \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 30  \n\n---\n\n An Infosys Consulting Perspective Led by Olu Adegoke Consulting@Infosys.com | InfosysConsultingInsights.com The Future of Telco a four-part series \n\n---\n\n  Page: 2 \/ 30  \n\n---\n\n Beyond connectivity | \u00a9 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 (n\u00e9e  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\u2019s clear that the digital future will be driven by  Artificial Intelligence and Automation (AI&A) \u2013 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 \n\n---\n\n  Page: 3 \/ 30  \n\n---\n\n \n\n---\n\n  Page: 4 \/ 30  \n\n---\n\n BEYOND CONNECTIVITY: HOW COMMUNICATION SERVICE  PROVIDERS CAN MONETIZE B2B GROWTH OPPORTUNITIES Beyond connectivity | \u00a9 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?  \n\n---\n\n  Page: 5 \/ 30  \n\n---\n\n Understanding the potential Before outlining how telcos can succeed in  the B2B market, it\u2019s important to understand  where the opportunity is coming from.  Due to turbulent market forces, many  organizations are already at various stages  of:  \u2022 Developing new technological solutions \u2022 Improving service delivery \u2022 Increasing operational efficiency \u2022 Reducing cost \u2022 Gaining competitive advantage \u2022 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\u2019re 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 | \u00a9 2023 Infosys Consulting 5 \n\n---\n\n  Page: 6 \/ 30  \n\n---\n\n But to do that, telecom companies will need  to must overcome several obstacles:   \u2022 The lack of industry domain knowledge that\u2019s essential for innovation at the edge  and value-based selling \u2022 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 \u2022 The absence of skills necessary to  implement and adopt use cases for  enterprises. Adoption is made more  complex as there\u2019s a lack of subject matter  experts focused on domains and customer  ecosystems  \u2022 Many telcos aren\u2019t replicating use cases  across enterprises, and therefore fail to  amortize the transformation investment \u2022 There\u2019s an uneven distribution of  spectrum assets among CSPs that is  hindering large-scale deployment of 5G,  and thereby hampering use case adoption \u2022 Companies are failing to embrace open- source technologies. This prevents them  from accelerating innovation and reducing  costs \u2022 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 | \u00a9 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\u2019s 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 \n\n---\n\n  Page: 7 \/ 30  \n\n---\n\n Overcoming the various challenges to transform current ways of working isn\u2019t 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 | \u00a9 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 \u2013 essential to scale at large.  \n\n---\n\n  Page: 8 \/ 30  \n\n---\n\n 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\u2019s next to  life and start thinking outside of the  box, building a marketplace that will  serve growth. That\u2019s 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 9 \/ 30  \n\n---\n\n \n\n---\n\n  Page: 10 \/ 30  \n\n---\n\n THE NEW TELECOM OPERATING MODEL: EXPONENTIAL  GROWTH OPPORTUNITIES Most telecom companies claim to be well on their way to making the shift"}
{"text":"Continue # Infosys POV \n 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 \u2018double-digit\u2019 compound growth rates of hyperscalers, OTT  players, and software-as-a-service (SAAS) platform disrupters.  New operating model | \u00a9 2023 Infosys Consulting 10 \n\n---\n\n  Page: 11 \/ 30  \n\n---\n\n The case for change and the future of telco The telecom industry\u2019s 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\u2019s 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\u2019t 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\u2019s 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:  \u2022 Cumbersome corporate processes \u2022 A lack of buy-in from senior management  \u2022 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 | \u00a9 2023 Infosys Consulting 11 \n\n---\n\n  Page: 12 \/ 30  \n\n---\n\n The future: An \u2018ecosystem orchestrator\u2019 and platform partner The more complex something becomes, the more important it is to simplify. Revenues flow to  those who simplify \u201cthe new\u201d. It goes to those who are able to reduce the friction of buying and  using by guiding customers through each stage of their journey \u2013 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 | \u00a9 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 \u2013 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 \u2018orchestrator of value\u2019 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 \u2013 one  which knows both when it\u2019s best to \u2018own\u2019 the relationship with the customer, and when it\u2019s  not, focusing on making partners successful instead.<|endoftext|>4. Optimize the use of customer and partner data...<|endoftext|>\u2026to target, personalize, and deliver a broader set of value-add services for customers.  Forget \u201cquad-play\u201d and 30+ segments, the future is \u2018mega-play\u2019 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|>\n\n---\n\n  Page: 13 \/ 30  \n\n---\n\n In recent years, we\u2019ve 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 14 \/ 30  \n\n---\n\n 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\u2019ll 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 15 \/ 30  \n\n---\n\n \n\n---\n\n  Page: 16 \/ 30  \n\n---\n\n TELECOMS: WHY TALENT IS THE NEXT FRONTIER FOR  COMPETITIVE ADVANTAGE  Talent for competitive advantage | \u00a9 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 \u2018AI first\u2019 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\u2019s essential for HR to evolve towards delivering advanced capabilities and  enhanced AI-enabled digital experiences.  16 \n\n"}
{"text":"Continue # Infosys POV \n---\n\n  Page: 17 \/ 30  \n\n---\n\n 1. Human-centered employee value proposition In the post-pandemic world of work, there\u2019s been a strong shift towards \u2018human-centered\u2019 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\u2019s high attrition rates while also reducing the costs to recruit \u2013 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 18 \/ 30  \n\n---\n\n 18 Talent for competitive advantage | \u00a9 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.  \n\n---\n\n  Page: 19 \/ 30  \n\n---\n\n 4. Smart AI can empower and complement frontline workers Whether it\u2019s 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\u2019s 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 20 \/ 30  \n\n---\n\n 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: \u2022 Foster consumer-grade employee  experience and well-being, and  support diverse workforce \u2022 Become an employer of choice  and magnet for critical talent \u2022 Ensure availability of future-fit  skills and develop strong internal  talent pools \u2022 Digitize HR and adopt agile ways  of working  \u2022 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\u2019s  possible to transform organizations  from the inside out, creating tangible  change for a more sustainable  future.  20 Talent for competitive advantage | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 21 \/ 30  \n\n---\n\n \n\n---\n\n  Page: 22 \/ 30  \n\n---\n\n GETTING VALUE FROM AI&A IN THE TELECOM INDUSTRY In this series we\u2019ve 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\u2019s 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\u2019ve 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\u2019s 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\u2019s 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 23 \/ 30  \n\n---\n\n 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 \u2013 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"}
{"text":"Continue # Infosys POV \n 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 \u2013 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\u2019s 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 24 \/ 30  \n\n---\n\n 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 25 \/ 30  \n\n---\n\n 2. Use a range of technology There\u2019s 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: \u2022 A range of simple to complex challenges being addressed across most value streams \u2022 The highest business impact from the biggest investment in the value stream \u2022 A range of established and new technologies being used  25 Value from AI&A | \u00a9 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 \u2013 e.g., automation of swivel chair data entry between and  within BSS and OSS systems \u2013 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.  \n\n---\n\n  Page: 26 \/ 30  \n\n---\n\n 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 | \u00a9 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? \n\n---\n\n  Page: 27 \/ 30  \n\n---\n\n 27 Value from AI&A | \u00a9 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 \u2018low hanging  fruit\u2019? 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 \u2013 basing investment on generic discovery phases  where consultants or internal AI&A subject matter experts learn their industry is questionable.  \n\n---\n\n  Page: 28 \/ 30  \n\n---\n\n 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 29 \/ 30  \n\n---\n\n MEET THE EXPERTS \u201cThe  lines  betw een  digita l and  physi cal  retail  will  conti nue  to  blur\u201d 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 (n\u00e9e Stoyanova) Principal, T&O Stanislava.Gaspar@infosys.com OLU ADEGOKE Partner, Global Practice Head, CMT Olu.Adegoke@infosys.com \n\n---\n\n  Page: 30 \/ 30  \n\n---\n\n 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\u2019s 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\u2019s 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  \u00a9 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.    \n\n\n***\n\n\n  "}
{"text":"# Infosys POV \nTitle: The synergy between AI and cloud transformation \nAuthor: Infosys Consulting \nFormat: PDF 1.6 \n\n---\n\n  Page: 1 \/ 10  \n\n---\n\n 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? \n\n---\n\n  Page: 2 \/ 10  \n\n---\n\n The synergy between AI and cloud transformation | \u00a9 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.  \n\n---\n\n  Page: 3 \/ 10  \n\n---\n\n The synergy between AI and cloud transformation | \u00a9 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|>\n\n---\n\n  Page: 4 \/ 10  \n\n---\n\n 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\u2019s GPT4 Large Language Model (LLM) \u2013 sure to be game-changer.<|endoftext|>The synergy between AI and cloud transformation | \u00a9 2023 Infosys Consulting 4 \n\n---\n\n  Page: 5 \/ 10  \n\n---\n\n Examples of AI and cloud transformation in various industries The synergy between AI and cloud transformation | \u00a9 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|>\n\n---\n\n  Page: 6 \/ 10  \n\n---\n\n The synergy between AI and cloud transformation | \u00a9 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 \u2013 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.  \n\n---\n\n  Page: 7 \/ 10  \n\n---\n\n The synergy between AI and cloud transformation | \u00a9 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,"}
{"text":"Continue # Infosys POV \n reduce costs, and improve efficiency.<|endoftext|>\n\n---\n\n  Page: 8 \/ 10  \n\n---\n\n The synergy between AI and cloud transformation | \u00a9 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\u2019s 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|>\n\n---\n\n  Page: 9 \/ 10  \n\n---\n\n MEET THE EXPERTS Ross Oldbury Associate Partner \u2013 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 \u2013 CIO Advisory Practice With over 15 years\u2019 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 | \u00a9 2023 Infosys Consulting 9 \n\n---\n\n  Page: 10 \/ 10  \n\n---\n\n 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\u2019s 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\u2019s 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  \u00a9 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.    \n\n\n***\n\n\n  "}
{"text":"# Infosys POV \nTitle: Thriving in the Post-Covid Insurance Growth \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 28  \n\n---\n\n 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 \n\n---\n\n  Page: 2 \/ 28  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 3 \/ 28  \n\n---\n\n 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\u2019s 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 \u2713 Scenario-based Business Planning \u2713 Growth Market Investments \u2713 Tailored Pricing and Commercial Excellence \u2713 Product Portfolio Rationalization \u2713 Operational Efficiency \u2713 AI and Analytical Customer Models \u2713 Wearables and the Internet of Things Thriving in the Post-Covid  Insurance Growth \u00a9 2023 Infosys Consulting 3 What should insurers in South-East Asia do  to reap benefits from the  post-COVID growth momentum? \n\n---\n\n  Page: 4 \/ 28  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting 4 \n\n---\n\n  Page: 5 \/ 28  \n\n---\n\n 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\u2019s 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 \u2713 Prepare for growth: SEA economies will  exceed pre-pandemic growth rates.<|endoftext|>\u2713 Use scenario-based business planning:  Discrete world events dramatically impact  the macro-economic environment.<|endoftext|>Thriving in the Post-Covid  Insurance Growth \u00a9 2023 Infosys Consulting 5 \n\n---\n\n  Page: 6 \/ 28  \n\n---\n\n Out of the South-East Asian markets, we  analyzed Indonesia, Thailand, Malaysia,  Vietnam, and the Philippines which constitute  97% of the region\u2019s 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 \u2713 Focus on growth markets: Especially  Vietnam and Indonesia.<|endoftext|>\u2713 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|>\u2713 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 \u00a9 2023 Infosys Consulting 6 \n\n---"}
{"text":"Continue # Infosys POV \n\n\n  Page: 7 \/ 28  \n\n---\n\n 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\u2019s  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% \u2013 12% 8.7 \u2013 10.4 Malaysia 5.8% 1.2% 6.6% 8% \u2013 9% 7.2 \u2013 8.0 Philippines 4.2% 4.0% 36.7% 6% \u2013 10% 1.9 \u2013 3.4 Thailand 7.8% -1.9% 2.1% ~6% 7.2 \u2013 8.0 Vietnam 20.9% 17.0% 18.0% 18% \u2013 20% 9.1 \u2013 10.1 Total 7.1% -1.1% 6.8% 9% \u2013 11% 34 \u2013 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 \u00a9 2023 Infosys Consulting 7 GWP forecast model Macroeconomic drivers \u2022 GDP (USD) \u2022 Population \u2022 GDP \/ capita (USD) \u2022 Inflation \u2022 Unemployment Insurance market \u2022 Gross Written  Premium \u2022 Insurance  Penetration Driver-Based Model Forecast \u2022 2 macro-economic  driver models:  insurance penetration  and insurance density \u2022 Models based on  2015-2021, excluding  2020 (COVID year) \u2022 P-value for both  models <0.005 \u2022 GWP model is a  weighted average of  both models for best  fit against actuals \u2022 GWP forecast based  on the driver-based  model applied on  IMF\u2019s macro- economic forecast  (October 2022) \u2022 Insurance penetration  and density  calculated based on  forecast GWP against  IMF\u2019s relevant macro  drivers, GDP and  population \n\n---\n\n  Page: 8 \/ 28  \n\n---\n\n 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 \u2713 Reap the growth now, as the pandemic is  still fresh in memory.<|endoftext|>\u2713 Seize the opportunity in growth markets  especially in growing urban middle class.<|endoftext|>\u2713 Focus on reach and easy-to-understand  offerings in underinsured markets.<|endoftext|>Thriving in the Post-Covid  Insurance Growth \u00a9 2023 Infosys Consulting 8 \n\n---\n\n  Page: 9 \/ 28  \n\n---\n\n 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\u2019 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 \u00a9 2023 Infosys Consulting 9 \n\n---\n\n  Page: 10 \/ 28  \n\n---\n\n 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\u2019s 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 \u2713 Double down efforts on digital channels,  especially mobile.<|endoftext|>\u2713 Extend digitalization through the agent and  broker channels.<|endoftext|>\u2713 Build omnichannel capabilities for seamless  customer journeys across the digital"}
{"text":"Continue # Infosys POV \n and  non-digital touchpoints.<|endoftext|>Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 10 \n\n---\n\n  Page: 11 \/ 28  \n\n---\n\n 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\u2019  willingness to share personal data  for personalized price Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 11 \n\n---\n\n  Page: 12 \/ 28  \n\n---\n\n 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 \u2713 Apply dynamic pricing and contextual offers to  increase conversion and average policy value \u2713 Use AI and customer behavioral models to  predict and prevent customer churn Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 12 \n\n---\n\n  Page: 13 \/ 28  \n\n---\n\n 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\u2019s 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\u2019s  systems. This influx of data will enable  improved targeting and customer risk  assessments. With customer\u2019s 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 \u00a9 2023 Infosys Consulting 13 \n\n---\n\n  Page: 14 \/ 28  \n\n---\n\n CHANGED CONSUMER PREFERENCES Immediate response is the customer\u2019s  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\u2019s 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\u2019 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 \u2713 Focus on customer experience with a  dedicated team owning the Customer  Experience end-to-end \u2713 Innovate and launch new products to  market alone or as a part of an ecosystem \u2713 Operational excellence is a driver for  customer experience  Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 14 \n\n---\n\n  Page: 15 \/ 28  \n\n---\n\n 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\u2019s 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\u2019 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"}
{"text":"Continue # Infosys POV \n 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 \u2713 \u2713 AIA Thailand Life 4.4% 0.2% 28x \u2713 \u2713 \u2713 Etiqa Malaysia Non-Life 7.3% 0.5% 13x \u2713 \u2713 \u2713 Allianz Malaysia Non-Life 3.1% 0.5% 5.8x \u2713 \u2713 \u2713 Malayan Philippines Non-Life 12.7% 2.7% 4.8x \u2713 \u2713 Allianz Philippines Life 54.9% 11.8% 4.7x \u2713 \u2713 \u2713 FWD Philippines Life 43.4% 11.8% 3.7x \u2713 \u2713 \u2713 Pioneer Philippines Non-Life 9.5% 2.7% 3.6x \u2713 \u2713 Bangkok Thailand Non-Life 10.5% 4.7% 2.2x \u2713 \u2713 Dhipaya Thailand Non-Life 10.0% 4.7% 2.1x \u2713 \u2713 Etiqa Malaysia Life 13.9% 7.0% 2.0x \u2713 \u2713 Allianz Malaysia Life 11.7% 7.0% 1.7x \u2713 \u2713 \u2713 Prudential Malaysia Life 8.7% 7.0% 1.3x \u2713 \u2713 Thriving in the Post-Covid Insurance Growth \u00a9 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\u2019s official insurance statistics and may differ from companies\u2019 own annual reports.<|endoftext|>\n\n---\n\n  Page: 16 \/ 28  \n\n---\n\n 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 \u2013 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\u2019s 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\u2019s 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 \u00a9 2023 Infosys Consulting 16 \n\n---\n\n  Page: 17 \/ 28  \n\n---\n\n 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\u2019s 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 \u2713 Identify underserved customer segments to  create outcome-based offerings with a pull- based sales model \u2713 Employ HR analytics to identify high- potential talent and handhold them with AI- powered learning paths for sustained agent  productivity \u2713 Use agency management platforms for  agency differentiation, to drive higher  productivity and improved agent retention Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 17 \n\n---\n\n  Page: 18 \/ 28  \n\n---\n\n SUCCESS STORY \u2013 FWD, Philippines SUCCEEDING IN THE NEXT NORMAL The Philippines\u2019 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\u2019s 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 \u00a9 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 \u2013 FWD, Philippines \n\n---\n\n  Page: 19 \/ 28  \n\n---\n\n SUCCEEDING IN THE NEXT NORMAL Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 19 In 2021, FWD introduced new holistic product  solutions like \u2018Babyproof\u2019, \u2018Family Hero\u2019,  \u2018Manifest\u2019, and \u2018Health and Wellbeing\u2019 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\u2019s 30 million  customers across its 2,500 branches  nationwide. In another partnership with  insurance aggregator Kwik"}
{"text":"Continue # Infosys POV \n.Insure, FWD  introduced a chatbot, \u201cFi\u201d, 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 \u2713 Take advantage of bundling and unbundling  products to create targeted and tailored  offerings \u2713 Forge partnerships to increase sales beyond  traditional channels \u2713 Use self-help tools, like chatbots and AI, to  improve customer experiences while also  realizing operational efficiencies \n\n---\n\n  Page: 20 \/ 28  \n\n---\n\n 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 \u2013 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  \u2018PreciousCover\u2019 and \u2018BabyCover\u2019 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 \u00a9 2023 Infosys Consulting 20 \n\n---\n\n  Page: 21 \/ 28  \n\n---\n\n 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 \u201cC.E.O Program\u201d in 2019  for its agency partners to build a quality talent  pipeline and enhance their capabilities.28 KEY ACTIONS FOR INSURERS \u2713 Use needs-based analysis to design new  product offerings \u2713 Address customer hesitance for online  purchases by simplifying product offerings  and removing negative surprises \u2713 Use automation & AI-based tools for routine  tasks to reduce turnaround times  \u2713 Actively engage agency partners and new  partnership models to enhance productivity  and product accessibility Thriving in the Post-Covid  Insurance Growth \u00a9 2023 Infosys Consulting 21 \n\n---\n\n  Page: 22 \/ 28  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting 22 \n\n---\n\n  Page: 23 \/ 28  \n\n---\n\n Infosys Consulting approach to customer-experience driven strategy Strategy Customer experience Target customer segments\u2026 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\u2026 Omnichannel journey design \u2026at 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\u2019 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\u2019 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 \u00a9 2023 Infosys Consulting 23 \n\n---\n\n  Page: 24 \/ 28  \n\n---\n\n 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"}
{"text":"Continue # Infosys POV \n 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 \u00a9 2023 Infosys Consulting 24 \n\n---\n\n  Page: 25 \/ 28  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting 25 \n\n---\n\n  Page: 26 \/ 28  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting 26 \n\n---\n\n  Page: 27 \/ 28  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting 27 \n\n---\n\n  Page: 28 \/ 28  \n\n---\n\n 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\u2019s 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\u2019s 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  \u00a9 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"}
{"text":"Continue # Infosys POV \n 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.    \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Transforming Quality Assurance Organizations by Enabling Dev\u201dT\u201dOps \nAuthor: Infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 4  \n\n---\n\n VIEW POINT Abstract Despite the rising popularity of DevOps in enabling agile  development, its potential to transform the testing lifecycle is  largely untapped. This paper examines the importance of DevOps in  today\u2019s business landscape and explains why it should play a greater  role in testing\/QA organizations (Dev\u201dT\u201dOps). It also focuses on  implementation view of DevOps along with its measurable benefits.<|endoftext|>TRANSFORMING QUALITY  ASSURANCE ORGANIZATIONS BY  ENABLING DEV\u201dT\u201dOPS \n\n---\n\n  Page: 2 \/ 4  \n\n---\n\n Development Repository Validations Environment   Provisioning Integration DevOps DevOps \u2013 The \u2018agile\u2019 catalyst  The rapid pace of change in the present  economy requires organizations to find  new ways to quickly overcome business  and technology challenges. The winning  organizations are those that possess the will  to transform and discover smarter ways of  working. Today, there is an ever-increasing  demand for quality software, which places  greater focus on optimizing all stages  of the software delivery lifecycle (SDLC).  Thus, many players are adopting agile  methodologies to stay relevant and achieve  reliable and predictable business outcomes.  In such a competitive landscape, DevOps  has already become a vital catalyst as the  preferred solution to address technical  challenges such as:  \u2022  Digital Transformation : Omni Channel  Experience, End to End business process  workflow implementation, IOT devices  integrations  \u2022  Cloud Deployment:  \u2022  Rapid applications development  - code publishing, security keys  container\/stack\/queue creations, full \/  half \/ partial deployments \u2022  On demand virtual machines - auto  scaling, machine images \u2022  Tracking of real time usage \u2013 data,  volume, and transactions \u2022  Data : Data Replications, Data  Provisioning, Data Deployment \u2022  APIs: Micro Services Integrations, Service  Virtualizations More importantly, DevOps is expanding  beyond technology and is significantly  impacting people as well as processes.<|endoftext|>DevTOps \u2013 Implementing  DevOps in testing DevOps is a set of practices and processes  that foster better collaboration and  communication between developers and  other professionals involved in operations.  Despite its importance in enabling agility  in development lifecycles, DevOps is often  considered as an add-on capability. Many  organizations are unable to tap its full  potential to transform testing lifecycles  that typically consume nearly 30% of their  budgets or schedules.  Principally, DevOps is about building  a collaborative culture, adopting agile  methodologies, exploiting automation  to accelerate innovation, and providing  rapid feedback to achieve common  goals. As such, DevOps mandates a close  involvement with the QA organization.  DevOps in QA is essential for many reasons,  the key among which are Enabling rapid  testing cycles, Ensuring reliable finished  products, Providing predictable business  outcomes, Reducing cost or Improving  SLAs.<|endoftext|>The time has come for enterprises to  introduce DevOps in testing. Enabling  DevTOps will help QA organizations  promote DevOps across the SDLC for  superior benefits. To tap the objectives  such as speed & agility, many choices of  tool sets and point solutions (Open Source  \/ COTS) are available.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 4  \n\n---\n\n Over the past 15 years, test automation  has come a long way. Techniques such  as behavior-driven development (BDD)  and acceptance test-driven development  (ATDD) are enabling the much-needed  shift-left in QA. Further, automation  tools are being deployed intelligently  across the software test lifecycle (STLC),  thereby improving automation coverage  beyond user interfaces (UIs), irrespective  of disparate technologies. This increased  automation coverage provides a great  platform to practice DevTOps.  In a continuous integration (CI) and  continuous delivery (CD) pipeline end  to end automation is a key. Pipe line  consists of build automation, continuous  integration; test automation; and  deployment automation. The pipeline  starts by building the binaries by cloning &  caching of the repository, hooking \/ polling  the changes, merging the code branches  to create the deliverables. This ensures that  newly developed features are continuously  integrated with the central code base.<|endoftext|>Each time build is done and code is unit  tested. The health of checked-in codes  are informed to the developer\u2019s real time  basis and in case of failure checked-ins are  prohibited. Once the build is successful it  is automatically deployed for the testing to  ensure that it meets all desired exit criteria.  The test automation are extended beyond  the functional to several non-functional  such as security, performance, user  experience or compliance etc. The defects  are automatically reported in the defect  management tools.<|endoftext|>Once the application is verified for the  quality gates it moves for deployment  pipeline. The deployment pipeline is  supported by platform provisioning,  environment validations and system  configuration management & verifications.  The deployment on premise or a hosted  environment such as Amazon Web  Services (AWS) are automated and allows  provisioning or tearing down environments  automatically. The deployment in staged  \/ production environment happens in  controlled manners where changes get  deployed partial or full. The deployment is  fully automated and executes just in few  minutes Deployment automation ensures  the applications quality and reliability as  well as its future scalability. The deployed  applications are continuously monitored  preventive basis such as applications \/  system logs are scanned regularly and  alerts are sent in case of issues. The  infrastructure such as memory \/ space are  controlled automatically and scaling ups \/  downs happens real time.<|endoftext|>Failed Failed Code  Branches Environment Validation Code Compilations Unit Testing Test Cluster \/ Buckets Test Automation Cloning\/  Caching Control  Hooking \/  Polling  Control  Build Automation Defect  Automation Deployment Automation Application  Deployment  & Monitoring Functional Test Automation Security Test Automation Performance Test Automation UX Test Automation Repository Management Change Control Failure Reporting  Continuous Integration Pipeline Continuous Delivery Pipeline Platform Provisioning Environment Validations Confgurations Mgmt.<|endoftext|>Apps Log  Monitoring System Log  Monitoring Scaling up \/ Down Full \/ partial deployment Version Management Code collections Branch Merging Machine Images External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 4  \n\n---\n\n Benefits of DevTOps  Mature IT services organizations are  already reaping the benefits of DevTOps  investments across people, processes  and technologies. In these organizations,  developers and testers collaborate better  to achieve common goals and deliver  top-quality products. DevTOps helps QA  organizations prevent defects rather than  detect them later. In doing so, DevTOps  delivers measurable success and tangible  benefits such as shorter timeframes to  verify and implement changes, reduced  average time taken to recover from  production incidents, reduced failure rates  during production changes and greater  bandwidth for innovation.<|endoftext|>Further, the return on investment in  DevTOps is faster and more significant  compared to other investments made  by QA organizations. The key areas of  improved ROI include lower cost due to  reduced downtime\/wait-time, faster time- to-market when launching new features,  improved customer satisfaction and more  opportunities to innovate.<|endoftext|>Conclusion  Top quality and greater speed in  development and operations are the main  drivers for adopting DevOps. DevOps helps  organizations accurately track changes to  source code, manage development, testing  and operational complexities and ensure  self-healing. As new tools and techniques  enable higher testing automation coverage,  there is a need to enable DevOps in testing  as well. However, this can be challenging  for traditional testers as they must shift to  the center of development and operations  activities and contribute to overall product  vision and strategy. Such a change is critical  to improving the cadence of production  releases. QA organizations must focus on  making strategic investments in their own  operations by implementing DevTOps to  enable software development engineers in  test (SDETs) and focus on defect prevention  rather than detection. By adopting DevTOps,  QA teams can reduce production failures,  recover quickly from production incidents,  launch new features faster, and improve  customer satisfaction \u2013 all of which improve  ROI. Investing in DevTOps in QA drives  innovation in testing that will continue to  generate returns for the organization.<|endoftext|>\nAuthor  Manish Kumar Pandey ManishK_Pandey@Infosys.com Delivery Manager, IVS Consulting \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part"}
{"text":"Continue # Infosys Whitepaper \n of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Leveraging Database Virtualization for Test Data Management \nAuthor: infosys Limited \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 8  \n\n---\n\n WHITE PAPER LEVERAGING DATABASE  VIRTUALIZATION FOR TEST DATA  MANAGEMENT Vikas Dewangan, Senior Technology Architect,  Infosys Abstract Database virtualization is an emerging trend in test data  management (TDM) and is all set to bring about a revolution in  the provisioning of non-production data. These tools offer efficient  virtual cloning of production databases for software application  development and testing, without having to physically replicate the  entire database. Coupled with powerful features like taking point-in- time snapshots, write backs to the source database, and rolling back  changes; these tools have the potential to bring in significant cost  savings and efficiency improvements. In this paper, we explore the  concept of database virtualization, industry tool features, and how  these tools can be leveraged to improve TDM.<|endoftext|>\n\n---\n\n  Page: 2 \/ 8  \n\n---\n\n Introduction Virtualization technologies have been  around for a while and were first  introduced in the era of mainframe  systems. However, it is only in the recent  past, due to advances in technology,  that virtualization has been gaining  popularity. The term \u2018virtualization\u2019 refers  to encapsulating a particular hardware  or software resource so that multiple  systems can make use of it. By means of  virtualization, hardware resources can  be utilized more effectively through  consolidation, resulting in significant cost  savings. Further, virtualization leads to  savings in hardware costs; thus resulting  in decreased energy consumption and  increased green technology. Given these  advantages, virtualization will continue  to see a trend of increasing adoption in  the years to come. There are a number  of popular virtualization technologies  today, such as server, storage, database  and desktop virtualization. Out of these,  database virtualization  is the focus of this  paper.<|endoftext|>The field of test data management (TDM)  concerns itself with provisioning of  production-like data in non-production  environments, such as those used for  application development and testing  and is thus a related area. Database  virtualization is an emerging trend in TDM,  with the potential of offering significant  cost advantages. In this paper we will  explore how database virtualization can  be optimally leveraged to increase TDM  effectiveness.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 3 \/ 8  \n\n---\n\n Traditional approach  The common approach taken by most  enterprises today is to have physical copies  of the production database in each non- production environment. Non-production  environments include environments for  software development, testing, and training.<|endoftext|>It is not uncommon to find even 10 \u2013 12  such production copies in most enterprises.  These physical copies may contain  either an entire copy or a subset of the  production database. With each additional  environment needed there is an increase  in physical storage requirements, database  administration needs and the time required  to setup these databases. Refreshing these  non-production databases is a time- consuming and costly exercise. Often, due to  contentions, the availability of development  and test environments becomes a  bottleneck in the software development  life cycle and can lead to increased overall  turnaround times. In summary, the  traditional approach is complex and costly.<|endoftext|>Database virtualization \u2013 a  better approach With the coming of age of database  virtualization, a gamut of opportunities  for optimization of non-production  environments has opened up. Several  enterprises have started taking cognizance  of this trend and are actively exploring how  best they can leverage this technology for  deriving maximum business value.  So what exactly is database virtualization  and how does it work? In the case of a  database virtualization-based approach,  the virtualization engine creates multiple  virtual clones of the production database.  These virtual copies of the database can  be utilized in the same way as the actual  physical copies. They will be transparent  to the applications in these environments  and will continue to function with these  virtual database instances in exactly the  same manner as they did with the physical  non-production databases. There is no need  to create subsets of production data and  entire datasets can be made available to the  relevant applications.<|endoftext|>Presented below is a simplified view of the  traditional data refresh process for non- production environments compared with a  database virtualization-based approach. It  should be noted that in some cases there  may be an intermediate database between  the production and non-production  environments, which may be used for  masking or sub-setting purposes.<|endoftext|>Test Environment 2  Test Environment 3 Dev Environment 1 Production  Database Virtual Clone 2 Virtual Clone 3 Virtual Clone 1 Traditional ETL approach for non-production environments Database virtualization approach for non-production environments Database ETL \/ sub-settingutility Involves creating physical copies of the production database Production Database Database virtualization engine Involves creating virtual clones of the production database Key features of database  virtualization tools Today, there are a number of vendors  offering products in the database  virtualization space. Let us take a look at  some of the important features and benefits  that these products (though not all) provide: 1.  Provision database clones: The  functionality of rapidly provisioning  virtual database clones is at the heart of  all database virtualization tools. These  virtual clones can typically be created in  a matter of hours, as opposed to physical  databases, which may take up to several  days to setup and load data  2.  Resource segregation: Each virtual  database instance is a private copy and  is unaffected by changes made to other  virtual clones (\u2018Ring fencing\u2019)  3.  Lower resource utilization: Database  virtualization tools implement highly- optimized compression algorithms to  minimize the in-memory footprint of  each cloned database instance. Usually  data that is duplicate across clones is  maintained as a common block across  instances, while modified data is stored  privately for each clone, leading to  optimization of the memory footprint 4.  Ease of refresh: Unlike refreshing  physical databases, refreshing an  existing virtual database clone with  the latest production data is relatively  simple and straightforward. The clones  being in-memory instances, the refresh  process is much faster and efficient  as there are no physical writes. Most  database virtualization engines will  refresh the virtual instance with changes  only, rather than purging and refreshing  the entire database  5.  Point-in-time snapshots: Often, in  test environments, there is a need to  take snapshots of multiple databases  at the same point in time to ensure  consistency of the test data. In the  traditional approach, extracting data  from multiple databases seldom  happens simultaneously and there  is some time difference between  data extraction processes. This leads  to referential integrity issues across  databases (as several transactions  may have taken place during this time  difference), which have to be fixed in  non-production environments. With  database virtualization engines, it  is possible to obtain a virtual clone  of each source database against a  specific point-in-time. This results in  maintaining the referential integrity  and consistency of data across the  provisioned virtual database instances.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 4 \/ 8  \n\n---\n\n 6.  Synchronization with source  database: The updates made to the  virtual database clones can be written  back to the intermediate database  if required. For example, this might  be required if the data in the virtual  clone has been augmented for testing  purposes and a need arises to replicate  this to other test environments. This  feature can also be used to help  maintain a \u2018gold copy\u2019 of the database.<|endoftext|>7.  Self-service: Virtualization tools,  once setup, are easy to use and can  reduce the dependency on database  administrators (DBAs) when compared  to the traditional approach where the  physical copy of the database needs  to be refreshed. Further, the TDM team  as well as developers and testers, can  be provided the facility to obtain, via  self-service, virtual copies of the given  source databases.<|endoftext|>8.  Roll back to a previous state:  Most database virtualization tools  provide a feature for rolling back the  database state to a previous date. This  is especially useful for testing teams.  Often, test data gets corrupted or  changed after a test cycle. By using the  roll back feature, the test data can be  restored to a previous consistent state  to enable another round of testing.<|endoftext|>9.  Roll forward: After rolling back, some  database virtualization tools provide  the facility to roll forward, if required,  to a specified date in the database  timeline.<|endoftext|>10.  Ease of administration: Database  virtualization products offer  centralization of all administrative tasks  leading to ease of administration. There  is no need to account for differences  in environment configurations in each  non-production environment where  the target database is to be deployed."}
{"text":"Continue # Infosys Whitepaper \n  These features have the potential to bring  significant cost savings and efficiency  improvements from a TDM perspective.<|endoftext|>TDM use cases TDM processes can be broadly divided  into data refresh and data provisioning  processes. The data refresh process involves  refreshing a non-production database with  required datasets. The data provisioning  process is concerned with mining this data  and allocation of identified records to end  users. Database virtualization is applicable  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 5 \/ 8  \n\n---\n\n to the former process viz. data refresh. Let  us look at some relevant cases of how it can  be leveraged for TDM: a) Database virtualization in non- production environments As we have seen, in the traditional  approach, each non-production database is  a physical copy or subset of the production  copy. With a database virtualization  tool, the non-production environments  are virtual database clones. An added  advantage here is that if the data in any  environment is corrupted \u2013- let\u2019s say after  a round of testing \u2013- it is very easy to  revert the data back to its original state.  Some database virtualization tools provide  support for data masking, which is a key  requirement of most TDM implementations.  A simplified depiction of this scenario is  shown below: Production  Database Non-production environment setupby  virtual cloning of production database Virtual Clone 1 Virtual Clone 2 Virtual Clone 3 Database  virtualization  engine[+ Data  masking] b) Database virtualization with data  masking Data masking is often a key TDM  requirement and not all database  virtualization tools support it. In this case,  an intermediate database can be setup,  which will store the masked data and serve  as the source database for the database  virtualization engine. The intermediate  database might be a full or partial copy of  the production database. Data masking can  be achieved by either using industry  standard TDM tools or custom scripts.<|endoftext|>Virtual Clone 2 Virtual Clone 3 Virtual Clone 1 Mask Non-production environment setup  with data masking and virtual cloning Production Database Data extraction\/ sub-setting Intermediate Database Data masking  utility Database  virtualization  engine c) Database virtualization with data  masking and synthetic data creation In practice, there may be several data  requirements from data consumers that  cannot be fulfilled from production  databases, as the data is unavailable. This  may be the case, for example, in new  development programs that may require  data for testing. In this case, a synthetic  data creation tool can be used to generate  data, which in turn can be inserted into the  intermediate database. As the intermediate  database is being used as the source for the  database virtualization engine, it will  ensure that the virtual database clones  reflect the generated data, in addition to  the production data.<|endoftext|>Virtual Clone 2 Virtual Clone 3 Virtual Clone 1 Mask Non-production environment setup with  synthetic data generation and virtual cloning Production Database Data extraction\/ sub-setting Intermediate Database Data masking  utility Database  virtualization  engine Data  generation Benefits for TDM The key benefits that database  virtualization can provide for TDM are: 1.  Faster test data setup and refresh:  Database virtualization can be  leveraged for rapidly provisioning a  database clone from a source database;  for example, production, disaster  recovery, a gold copy etc. Similarly,  refreshing a virtual database clone can  be executed quite quickly.<|endoftext|>2.  Cost savings: Test databases,  being virtual clones, do not require  physical storage space. Also, database  virtualization tools do not maintain full  copies of the data \u2014 only the changes  in data are tracked and logged.  This results in significant savings in  hardware costs.<|endoftext|>3.  Increased reuse:  Most database  virtualization tools provide point- in-time snapshots. Thus, if there is a  need, for example, to repeat a round  of testing or a specific test case, it is  easy to roll back the database to a  previous state.  External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 6 \/ 8  \n\n---\n\n 4.  Increased test environment  availability: As virtual database clones  have a significantly lower resource  utilization as compared to physical  databases, it is feasible to have larger  number of test databases at any given  point in time. This can significantly  eliminate environment contentions  and increase productivity.<|endoftext|>5.  Enable TDM for DevOps: DevOps  teams can rapidly provision data for  dev and test environments using  self-service features, thus enabling  continuous integration.<|endoftext|>Best practices While considering database virtualization  for TDM, the following best practices  should be followed: 1.  Conduct product fitment: There are  several robust database virtualization  products available in the market today,  with significantly varying feature- sets and technology compatibility.  Hence, it is an imperative to carry out  a comprehensive product fitment  analysis before selecting the right  product, keeping in mind the current  and long term needs.<|endoftext|>2.  Protect sensitive data: Production  databases often contain sensitive  information that if exposed can  result in serious data breaches. It is  imperative to have a mechanism in  place to mask sensitive information  so that the virtual database clones  provisioned for development and  testing are properly desensitized.  One strategy could be to leverage a  database virtualization product that  inherently supports data masking or  even setting up a staging database that  has desensitized data as the source  database for the virtualization engine  (instead of using the production  database directly as the source).  3.  Plan for data reusability: As database  states can be easily rolled back and  rolled forward, a data reuse strategy  should be put in place to effectively  utilize this feature for relevant scenarios  (for example, regression testing cycles).   4.  Enable self-service: Relevant  development \/ testing team members  should be provided access to create  virtual database clones to decrease the  dependency on DBAs.  5.  Monitor performance metrics: Key  database performance metrics, such  as SQL query response time, need  to be monitored before and after  virtualization, so that corrective action  may be taken accordingly.<|endoftext|>Database virtualization  product examples Listed below are a few database  virtualization tools available in the market  today, which can create virtual database  clones. As this technology is still maturing  and evolving, the databases supported by  these vendors are likely to increase soon: # Tool Databases  supported 1 Delphix DaaS Oracle, SQL  Server,  Sybase, DB2,  PostGres, MySQL 2 Actifio  Copy Data  Virtualization Oracle, MS SQL  Server 3 NetApp  FlexClone Oracle 4 EMC XtremIO Oracle, MS SQL  Server 5 VMware  vFabric Data  Director Oracle, SQL  Server,  MySQL External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 7 \/ 8  \n\n---\n\n Conclusion As compared to the traditional approach,  database virtualization offers significant  opportunities in terms of cost optimization  and efficiency improvements in non- production environments. The features  offered by these tools are specifically  useful for databases used for development  and testing purposes. The key benefits of  leveraging database virtualization for TDM  are faster test data setup, cost savings in  disk space and increased reusability of  test data. Moreover, the ability to provide  self-service, coupled with features like ease  of refresh, taking point-in-time snapshots,  write backs to the source database and  ability to roll back any changes made  can be a game-changer in the effective  management of test data. Enterprises  would be well advised to take a serious  look at database virtualization tools,  irrespective of whether they have a formal  TDM implementation in place.<|endoftext|>External Document \u00a9 2018 Infosys Limited \n\n---\n\n  Page: 8 \/ 8  \n\n---\n\n \u00a9 2018 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 such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this  documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the  prior permission of Infosys Limited and\/ or any named intellectual property rights holders under this document.  For more information, contact askus@infosys.com Infosys.com | NYSE: INFY Stay Connected   \n\n\n***\n\n\n  "}
{"text":"# Infosys Whitepaper \nTitle: Today, the most popular form of evaluating an individual capabilities and competency level in any organization is done by Appr \nAuthor: Infosys Technologies \nFormat: PDF 1.4 \n\n---\n\n  Page: 1 \/ 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  The When & How of Test Automation  Vivek Motwani  Programmer Analyst  Product Competency Center  Infosys Technologies Limited, Bangalore    Abstract  Test automation has always been looked upon as a magic formula to improve the quality  processes of products\/applications right from the day when first commercial product\/application  was made. But when one actually starts automating the testing, the ground realities are realised.  More often than not, the teething troubles of deciding the right time to go for automation,  defining the scope of automation and selection of right tool for automation are over-whelming in  the first place. And even if these teething troubles are overcome, the automation tool developed is  usually inefficient as lots of important considerations are over-looked. This paper aims to suggest  the solution of these issues, and suggest best practices to be followed while doing the automation  so as to maximise the efficiency of the automation tool developed.  Introduction  Automation is the only long-term solution for reduced costs in software testing and better quality  products. But these aims are achieved only when certain best practices are followed before and  while developing the automation suite.  Howard Fear has aptly stated, \"Take care with test automation. When done well, it can bring  many benefits. When not, it can be a very expensive exercise, resulting in frustration\u201d. [3]  More often that not, after automating the testing of a product, the automation team finds the  automation tool more of a headache because of the unplanned and thoughtless approach adopted  while developing the tool. Generally, lots of effort is spent in developing the tool, only to  discover that the tool is limited in scope, lacks user-friendliness and requires frequent re-work  every now and then.  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 2 \/ 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  And if sufficient care is exercised and proper practices are followed before and while automating  the same product\/application, the resulting automation tool not only saves time and effort, but is  also a sheer beauty in itself because of the amount of user-friendliness, flexibility, reusability and  extensibility it ensures.  Let us, therefore, discuss what all needs to be taken care of before going for test automation and  also while actually doing the automation.  Automation when?  (The Desiderata)  Lots of effort has to be spent even before you actually start with automation. It needs to be  ensured that following things have been taken care of: -  Stability of the product\/application is ensured: The first thing that needs to be ensured is that  the product\/application is fairly stable in terms of functionality. Even if it is slated to incorporate  new features, the new features should not disturb the existing functionality. There is no sense in  automation the testing of a product that is supposed to change functionality-wise.  Besides, the error messages generated by the product\/application should remain consistent across  different releases. If the testing is GUI-based, then it needs to be ascertained that the future  releases of the product would not be undergoing GUI changes which might prove critical for the  automation suite.  Interface to be tested has been identified: Three different interfaces a product might have are  command line interfaces (CLIs), application-programming interfaces (APIs), and graphical user  interfaces (GUIs). Some may have all three, but many will have only one or two. These are the  interfaces that are available to you for your testing. By their nature, APIs and command line  interfaces are easier to automate than GUIs. Find out if your product has either one; sometimes  these are hidden or meant for internal use only. After this, you need to decide which interface\u2019s  testing has to be automated. Some relevant points are: -  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 3 \/ 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  \ufffd GUI test automation is more difficult than test automation of the other two interfaces.  This is because firstly, GUI test automation will invariably require some manual script  writing. Secondly, there will always be some amount of technical challenge of getting the  tool to work with your product. Thirdly, GUI test automation involves keeping up with  design changes made to a GUI. GUIs are notorious for being modified and redesigned  throughout the development process.  \ufffd Despite the reasons for not depending on GUI test automation as the basis for testing  your product functionality, the GUI still needs to be tested, of course, and you may  choose to automate these tests. But you should have additional tests you can depend on to  test core product functionality that will not break when the GUI is redesigned. These tests  will need to work through a different interface: a command line or API.  \ufffd In order to simplify the testing of an API, you may want to bind it to an interpreter, such  as TCL or Perl or even Python. This enables interactive testing and should also speed up  the development cycle for your automated tests. Working with API\u2019s may also allow you  to automate unit tests for individual product components.  Scope of automation has been defined: Before setting out to automate the testing of your  application\/product, it is essential to define the scope\/intended coverage of the automation tool.  The scope may encompass functionality testing, regression testing or simply acceptance testing.  You can even select to automate the testing of certain particular features or certain selective  testcases of different features.   Individual testcases to be automated have been identified: Automation suite should be looked  upon as a baseline test suite to be used in conjunction with manual testing, rather than as a  replacement for it. It should aim at reducing the manual testing effort gradually, but not doing  away with manual testing altogether. It needs to be understood that automation can aid manual  testing effort but cannot replace manual testing. What machines are good at and humans are slow  at should be chosen for automation. Setting realistic goals in early stages of test automation is  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 4 \/ 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  important for achieving long-term success. So, even after defining the scope of the automation  tool in terms of acceptance\/regression testing, etc, it needs be made sure that following kinds of  testcases are eliminated from the scope of automation: -  \ufffd Testcases that are long and complicated and require manual inspection\/intervention in  between.  \ufffd Testcases that take tremendous amount of time in automation and it is difficult to ensure  re-usability even if they are automated.  \ufffd Testcases pertaining to usability testing. Usability testing means testing in a true end-user  environment in order to check whether the system is able to operate properly in  accordance with the exact set of processes and steps applied by the end-user, including  user's interface and system convenience estimation.  It\u2019s very important to include the right testcases in the suite. If the selection of testcases for the  automation suite is not meticulous, you might end up discovering nothing really important about  the software you are testing even if you develop a highly robust and reliable test suite.  Testcases have been fine-tuned: The testcases need to be fine-tuned for automation. The  expectation level from the testcases for automating is widely different from the expectation from  manual testing point-of-view. The salient features that need to be taken care of include: -  \ufffd Manual regression tests are usually documented so that each test picks up after the  preceding test, taking advantage of any objects or records that may already have been  created. Manual testers can usually figure out what is going on. A common mistake is to  use the same approach with automated tests. But because of this approach, a failure in  one test will topple successive tests. Moreover, these tests also cannot be run  individually. This makes it difficult to use the automated test to help analyze legitimate  failures. So, it is advised to revamp the testcases so as to make them independent. Each  testcase should setup its test environment.  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 5 \/ 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  \ufffd The testcases need to be equipped with proper test-data. E.g. \u2013"}
{"text":"Continue # Infosys Whitepaper \n If there is a testcase for  uploading of a file, then it should explicitly tell which file to upload. If there is a testcase  for creating a folder with invalid characters, then it should state which characters to use  for creating the folder.  Such fine-tuning of the testcases before starting automation ensures reduction in the actual time  for developing the tool. It also guarantees that the tool actually executes the testcases in a way  that checks the desired functionality.  The right tool has to be decided: There are hundreds of automation tools available in the  market. A careful effort has to go into deciding which tool would be most suitable for automating  the testing of your product\/application. Following criteria would be useful in making the decision:  \ufffd Is the automation suite required to work on different platforms? If platform-  independence is required, the demands on the automation suite will be very high. E.g. \u2013 If  the suite has to support different flavors of Unix, it might be suitable to go for platform- independent things like perl, etc.  \ufffd If the testing to be automated is GUI-based, it might be preferable to use a tool like  SilkTest, WinRunner, Rational Robot, etc. But every tool will have its own technical  limitations that prevent efficient automation. So, it is necessary to evaluate testing tools  for critical interfaces of the application that need to be automated.  \ufffd Sometimes, it might be best to develop a scripting tool using a suitable scripting language  instead of going for the ready-made tools available in the market. This is especially  preferable when the testing is on the server side.    The right mode (script recording\/script development) has been decided: Most of the GUI  automation tools have a feature called \u2018record and playback\u2019 or, \u2018capture replay\u2019. Using this  feature, you execute the test manually while the test tool sits in the background and remembers  what you do. It then generates a script that you can run to re-execute the test. Script development,  on the other hand, implies writing the scripts for running the testcases in the language used by the  tool. Script development is akin to programming in a language like C or C++, but the purpose is  to execute the testcases in an automated style.   \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 6 \/ 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  If you are going for GUI test automation, then points worth-considering while making a sane  decision are:  \ufffd Record and Playback approach to creation of test scripts and test suites is easy to develop  but difficult to maintain.  \ufffd Error recovery cannot be incorporated by just recording a test script.  \ufffd In data driven tests, achieving reusability of test scripts will be very limited. Creation of  test data and integration of the same with test scripts is the time consuming part. When a  function is coded for the same purpose with data input file, maximum re-usability and  ease is ensured.  More often than not, it will be required to strike a careful balance between the two modes, instead  of using one of the two modes. Using the recording mode alone will render the automation suite  non-reusable and using the scripting mode alone will require more investment of effort and time.  Though a middle path will be suggested generally, it might be worthwhile spending some time to  decide the right mode or right mix of modes as per the application\/product under consideration.  Most of the further discussion will be useful only when the right mix is adopted or scripting is  followed altogether.  All in all, the suggested steps to be followed before starting with automation can be depicted in  the figure below: -  \\            Fig.1: The pre-automation stage cycle      Check the stability  of the product \/  application Decide the  interface to be  tested Define the scope  of automation  Identify  individual  testcases Fine-tune the test  case documents  Decide the right  tool  Decide the right mode\/ right mix  of modes \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 7 \/ 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  Automation how?  (The Regimen)  After taking care of the above stipulations, the right direction has been identified and now the  stage is all set to go for automation full-fledged. But in order to reach the destination, lots more  needs to be paid attention to. So, here we go: -  Following proper test scripting standards: Automated testing involves a mini-development  cycle. So, proper coding standards for test scripts should be prepared. Checklists should be  developed for review of test scripts. On the whole, all the software practices followed in the  development of an application or a product, which are applicable to the development of the  automation suite, should be put in place. Whatever tool is chosen, ultimately, a tool will be only  as good as the process being used to implement the tool.  Identifying common steps and converting them into functions: At the outset, the steps  common amongst different testcases should be identified and converted in the form of functions.  Such functions can be placed in a common file, from where they can be called by different  testcases by passing suitable parameters as per the need. This will encourages re-usability of code  and save effort and time. Besides, these functions can be used again when newer testcases are  added to the automation suite at a later stage.  Identifying other peripheral functions: After the functions as stated above have been identified,  it is advisable to identify the peripheral functions that will be required by all the testcases in  general. E.g. \u2013 A separate function for writing into log files can be written. This function can take  the error message, severity level of the error message and the path and name of the log file as the  input parameters. Depending on the requirements, more of such reusable functions can be  identified. Such functions will simplify and streamline the process of test script development in  the long run.  Providing room for extensibility: The automation suite should be written in a manner such that  additional testcases can be added to it. The additional testcases may cater to testing enhanced  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 8 \/ 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  functionality of an existing feature as well as testing new features incorporated in the  application\/product. The suite should have such an architecture that it is extensible both in terms  of being able to add more functions and also in terms of being able to add more testcases by  calling the existing\/new functions.  Generating proper logs: A common problem is what to do when automated tests fail. Failure  analysis is often difficult. Was this a false alarm or not? Did the test fail because of a flaw in the  test suite, a mistake in setting up for the tests, or an actual defect in the product? Hence, it is  required that the suite should generates logs of its own. But a good automation suite with  ambiguous logging messages is worse than manual testing. Few points that need to be taken care  of from logging point-of-view are: -  \ufffd An ideal automation suite should explicitly check for common setup mistakes before  running tests and generating detailed logs of its own. And logging needs to be as user- friendly as possible.  \ufffd  The logging should be done in a manner that facilitates statistical analysis of the results.  This implies that the log file should have the results in such a format such that can be  processed by parsing, and useful statistics can be generated.  Independence of selective execution: The scripts should be written\/arranged in such a manner  that they provide the independence of executing individual testcases or at least testcases  belonging to the same module. This is important when the need is not to execute the entire suite,  but to verify particular bugs.  Signal-handling and clean exit on abrupt termination: It needs to be ensured that the suite  does all the clean up when terminated abruptly, consciously or unconsciously, by the user. It may  be required by the script to handle the termination\/kill signal for a while so as to get the time for  clean up (and may be, complete the currently executing testcase, if the suite desires). Such signal  handling is extremely important in some particular cases. E.g. - When an automation suite is run  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 9 \/ 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  through command line on a Unix terminal as a foreground process and the user does a Ctrl-D in  order to stop the suite for whatever reasons. The"}
{"text":"Continue # Infosys Whitepaper \n suite might have changed some configuration  files or properties files before it received the signal. So, if the changes are not reverted back  before the termination of the suite, then things will go for a toss.  Self-sufficiency in individual testcases: Testcases should not be dependent on preceding  testcases for execution. If there is dependency on testcases occurring before in the sequence, then  the subsequent testcases will fail without any reason. If at all such dependence is unavoidable, the  error message in the log file, when such testcases fail because of the failing of preceding testcase,  should be explanatory enough.  Equipped with test data: The automation suite should be equipped with all the test data required  by the different testcases. The test data may consist of simple data input as required by the  testcases to supply parameters to the functions for testing different conditions like numeric input,  alpha-numeric input, non-alpha-numeric input, etc. It may as well consist of specific files to be  supplied to the testcases to test particular functionality of the application\/product. The automation  suite has to be accompanied with such test data and this test data has to be prepared for the suite  with precision. Example: - A particular feature of the application\/product may have to be tested  with files of different sizes, say 0 bytes, 64 KB, 1MB, 30 MB, etc. So, the suite requires to have  the files precisely of these sizes only. All such files may be kept in a particular folder from where  the suite picks them up. The regular input data, which is required by the functions as parameters  can be supplied through the input data files. The individual testcases may parse the parameters to  be supplied to the testcases while reading them from the input data files. The tools available in the  market support different types of file to be used as data input files. Example: - WinRunner uses  excel sheets for reading data, while SilkTest uses.dat files.  Dynamic generation of names for temporary files and input data: Sometimes, the automation  suite would require to create certain temporary files. If the suite does not delete the temporary  files created by itself, then they will get over-written in the next run of the suite. Besides, if a file  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 10 \/ 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  by the same name exists even before the first run of the suite, then that file may get over-written  in the first run itself. The consequence will be even worse if the write permission is not there on  the already existing file. The script will fail to over-write also in such a case and the testcase  might eventually bombard. Similar problems are faced when the suite contains a positive  testcases like creating a folder with a given name. If the suite does delete this folder created as a  part of the clean-up process, the testcases fails unnecessarily when the suite is run again with the  testcase trying to create a folder with the same name.   A solution to all such problems is to dynamically generate the names for temporary files  and all such input data at the run time. This way the names will not conflict with those of the  existing files and fresh data. Such dynamic generation of names can be accomplished by several  ways. One typical way of generation can be stripping the microsecond part of the current time  and appending it to a name. This way there will be an extremely rare probability (10 to the power  of \u20136, to be precise) that a conflict in the names will take place.  Cleaning-up: It has to be ensured that the automation suite brings the application\/product back to  the original state it was in before the suite executed. If any configuration or properties file was  changed for the execution of some testcase, then the changes must be reverted back. If the suite  generates some temporary files, they should be deleted by the suite towards the end.  Incorporating user-friendliness: The automation suite should be as user-friendly as possible.  Some basic points for ensuring user-friendliness are: -  \ufffd The user should have freedom to put the test data files anywhere on the m\/c.  \ufffd The suite can be run from anywhere on the m\/c.  \ufffd It can be installed anywhere on the m\/c.  \ufffd Once it is run, the suite should not require any manual intervention till completion. The  user should be able to run the suite unattended.  For incorporating such user-friendliness, the suite needs to be designed in a proper way. A  separate configuration file can be created that contains all the variables that the user might want  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 11 \/ 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  to change. E.g. \u2013 The user might want the log files to be generated on the desktop instead of a  hard-coded path. The user might as well want the suite to pick-up the test data\/files from a  directory of his choice. All such entities can be placed in the configuration file in the form of  variables that the user can change easily. The suite can read these variables from the  configuration files every time it is run. If such a design is used, all that the user would need to do  before running the script is to change the configuration file as per his needs. Thus, the user will  get a tremendous amount of flexibility and independence.  Developing an efficient error recovery routine: Error Recovery routine enables the test suite to  run continuously unattended. The function of this routine is to anticipate errors, decide on  corrective action, log the error and proceed further with next test, if possible. E.g. - If unexpected  termination of application under test happens, the routine should recognize the interruption and  restart the application. This prevents cascading effect or reporting wrong defects after a test suite  execution. In a nutshell, this will ensure that failures in test execution are effectively trapped,  interpreted and suite continues to run without failures. Without such an error recovery system,  automated test suite runs will never take off. Manual presence will become a necessity during test  suite execution.  Test scripts for test data setup and cleaning up: If the automation suite does not take care of  test data setup, it will have to be done manually by the user, which reduces the fun of test  automation. This becomes all the more important when test data setup requirements are huge and  as a result, the whole exercise become highly time consuming. Hence, an ideal automation suite  should incorporate dedicated scripts for test data set-up. These scripts are executed before any  other functionality test can be executed on the product. E.g. \u2013 When the application\/product in  focus is an ERP suite or a banking software, the test data setup part itself may take 3-4 man-days  of effort. With the automation in place for this setup, the effort is reduced drastically.    Similarly, scripts for cleaning-up should also be incorporated in the automation suite.  Such scripts will aim at bringing the application to the ground state it was in before the  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.  \n\n---\n\n  Page: 12 \/ 12  \n\n---\n\n   Presented at the 3rd International Software Testing Conference, India  automation suite was run, i.e., they will undo all the changes that any testcases in the suite  brought about while executing. E.g. \u2013 If there is a testcases for creating a folder, then the clean-up  action will delete this folder.  Testing the test scripts: Test scripts should be tested before they are used in a test suite. Testing  of all test scripts should be planned in test automation activity. Adequate tests need to be  performed for each test script. When test error simulation and rectification is difficult and time- consuming process, reporting false errors can cost more and defeat the objective. The goal for the  automation team has to be that a test program should never report a false problem. All scripts  should satisfy the following criteria: -  \ufffd When given a valid input, they produce the correct output.  \ufffd When given an invalid input, they correctly and gracefully reject the input.  \ufffd Do not hang or crash, given either valid or invalid input.    Conclusion  Test automation is a great idea. But it is not a magic wand. Proper time and effort has to be spent  for the development of the test automation suite. And the key is to follow the right processes. In  eagerness to achieve fast results, the desirable processes are compromised. And that is the reason  why, more often than not, it only promises and raises hopes, but simply fails to deliver.   Acknowledgement  I wish to express my sincere gratitude towards Sridhar Kumanduri and KiranK"}
{"text":"Continue # Infosys Whitepaper \numar Marri for  sharing their experience in test automation with me and giving me extremely valuable feed-back.  References  1. Bach, James. 1996. \u201cTest Automation Snake Oil.\u201d Windows Technical Journal, (October).  http:\/\/www.satisfice.com\/articles\/test_automation_snake_oil.pdf  2. Success with Test Automation by Bret Pettichord (bret_pettichord@bmc.com)  3. Howard Fear on Test Automation by Howard Fear (hsf@pageplau.com)  4. Automated Testing: A Practical Approach for ERP product by Kishore C.S.  (cs@rsi.ramco.com)  \u00a9 QAI India Ltd, 3rd Annual International Software Testing Conference, 2001. No use for profit permitted.    \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Public Services Expands in Canada \nAuthor: ['Infosys Limited'] Infosys Public Services (IPS), a North America-based company of Infosys (NSE, BSE, NYSE: INFY), today announced the opening of its new subsidiary, Infosys Public Services Canada, Inc. (IPS Canada) headquartered in Ottawa, Ontario with local offices in Mississauga ON, Calgary AB, and Burnaby BC. IPS Canada accelerates digital transformation for public sector organizations across the country, including federal departments, provincial ministries, municipalities, and crown corporations, and provides access to top tier IT talent and innovative solutions to improve the delivery of government services to Canadians.<|endoftext|> Infosys Public Services\u2019 Canadian expansion marks the next phase of its decade-plus presence in the country and is the logical next step for the company given its growth in Canada and the evolving government security standards and regulation. This IPS Canada announcement is the latest development in a series of investments made by Infosys which has expanded the employee count to over 7,000 with a commitment to increase to 8,000 employees by 2024. IPS Canada will also work with local universities and technical colleges to recruit talent.<|endoftext|> Bhanu Prasad Narayan, Interim CEO, Infosys Public Services, said, \u201cThe Canadian incorporation of Infosys Public Services Canada, Inc. underscores our continued commitment to our public sector clients, as we help them modernize service delivery for Canadian citizens and businesses. Our offices will enable us to tap into strong local talent across the country to support continued business growth in the region.\u201d  Franco Chirichella, President and CEO, Innovapost, said, \u201cAs one of Innovapost\u2019s key strategic partners, Infosys Public Services Canada has helped us successfully deliver IT initiatives to meet the demands of the evolving mail, courier and logistics industry. IPS Canada does a great job of bringing the breadth and depth of their global and Canadian capabilities to Innovapost to support us in meeting our business and technical needs.\u201d  IPS Canada will help modernize public sector service delivery for new and existing Federal, Ontario, and Manitoba government and crown corporation clients, creating resiliency for their core business systems and processes with digital and cloud solutions. The IPS Canada headquarter in Ottawa is a 10,000 square feet digital center. The facility is designed to allow the delivery of managed services that can comply with the security requirements associated with delivering services to each level of government. It is located at 275 Slater Street, Suite 501 in downtown Ottawa.<|endoftext|> To learn more about IPS Canada, please visit: www.infosyspublicservices.com\/Canada.<|endoftext|> About Infosys Public Services  Infosys Public Services is a leader in next-generation digital services and consulting. With benchmark processes, access to cross-industry insights and innovative public sector solutions, Infosys Public Services is helping public sector organizations to navigate their digital transformation, helping them renew existing systems into modern, agile, intelligent platforms, develop new capabilities and deliver better outcomes to all stakeholders at a lower cost with less risk.<|endoftext|> Navigate your next with Infosys Public Services. Visit www.infosyspublicservices.com to learn how.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. We enable clients in more than 56 countries to navigate their digital transformation. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, or our future financial or operating performance 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 or outcomes 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 the execution of our business strategy, our ability to attract and retain personnel, our transition to hybrid work model, economic uncertainties, technological innovations such as Generative AI, the complex and evolving regulatory landscape including immigration regulation changes, our ESG vision, our capital allocation policy and expectations concerning our market position, future operations, margins, profitability, liquidity, capital resources, and our corporate actions including acquisitions. Important factors that may cause actual results or outcomes to differ from those implied by the forward-looking statements are discussed in more detail in our US Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2023. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: International Tennis Hall of Fame and Infosys Launch Immersive Metaverse Museum Experience \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, and the International Tennis Hall of Fame today announced the debut of a dynamic Metaverse museum, bringing the ITHF experience to tennis fans around the world. In a Hall of Fame first, this deeply interactive, immersive offering brings the museum\u2019s collection and the stories of its Hall of Famers into the Metaverse. The ITHF Metaverse is now available at tennisfame.com\/metaverse, with a virtual reality experience currently in development.<|endoftext|> In the Metaverse, fans can experience the hallowed grounds of the ITHF, combining real and virtual elements. They can view larger-than-life holographic statues of Hall of Famers and learn about the legends via their careers, stats, trivia and more. As a user navigates the Metaverse, they can browse through a number of different Hall of Famers and artifacts to find out more and answer trivia questions to earn points to claim rewards in the ITHF virtual shop.<|endoftext|> Featured Hall of Famers include Martina Navratilova, Rod Laver, Billie Jean King, Arthur Ashe and 2023 inductee Esther Vergeer, among many others. Fans can discover iconic items from throughout tennis history in the Hall of Fame\u2019s collection, including an original pair of Stan Smith Adidas sneakers, a racquet used by Stefanie Graf during her Golden Slam in 1988, and a dress worn by Serena Williams at the 2018 US Open designed by Virgil Abloh.<|endoftext|> \u201cInfosys and the International Tennis Hall of Fame have embarked on a truly transformational process to take the physical museum into a 3D digital environment,\u201d said Dan Faber, CEO, ITHF. \u201cInduction into the Hall of Fame is the ultimate honor in tennis, and Newport is where a player\u2019s career is cemented in history. This cutting-edge experience takes history beyond borders and provides an immersive avenue for fans of all ages to be inspired by the legends\u2019 careers, accomplishments and stories.\u201d  \u201cCarefully crafted digital infrastructure is taking center stage, enhancing our understandings of and interactions with experiences,\u201d said Sumit Virmani, Infosys EVP and Global Chief Marketing Officer, Infosys. \u201cThrough this Metaverse, Infosys and the International Tennis Hall of Fame are bridging physical and digital worlds to redefine the fan experience and bring fans closer to their favorite historical moments. It has created a strong digital foundation for the ITHF to experiment and engage new tennis enthusiasts with the history and heritage of the sport on platforms accessible to the millions of fans around the world.\u201d  Within the experience, users can express themselves through many fun personalization options, including snapping photos to create and customize their digital avatars, chatting with friends, watching videos and feeling like they are truly on the grounds of the ITHF in Newport. Users can also step foot on the famous grass Horseshoe Court and play a game of tennis at the iconic venue.<|endoftext|> The new ITHF experience launches just weeks ahead of the upcoming Infosys Hall of Fame Open and the Induction of wheelchair tennis legends Esther Vergeer of the Netherlands and Rick Draney of the United States, to be held Saturday, July 21 in Newport.<|endoftext|> Beyond the Metaverse, the Infosys Hall of Fame Open hosted by the ITHF will also leverage innovations like the Infosys Match Centre, providing fans with rich AI-powered insights and new ways of following the tennis action during the tournament. Additionally, players will be able to record and offset their carbon footprint to Newport through the recently launched Carbon Tracker developed by Infosys in collaboration with the ATP.<|endoftext|> About the International Tennis Hall of Fame  The International Tennis Hall of Fame (ITHF) is a non-profit organization that preserves and promotes the history of tennis and celebrates its champions, thereby serving as a vital partner in the growth of tennis globally. The ITHF is located in Newport, Rhode Island, in the United States, with Hall of Famers hailing from 27 nations around the world. The Hall of Fame honors these legends and chronicles the sport\u2019s history in a comprehensive interactive museum in Newport and programming to celebrate the sport around the world. For information on the International Tennis Hall of Fame and its programs, visit tennisfame.com.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. We enable clients in more than 56 countries to navigate their digital transformation. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, or our future financial or operating performance 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 or outcomes 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 the execution of our business strategy, our ability to attract and retain personnel, our transition to hybrid work model, economic uncertainties, technological innovations such as Generative AI, the complex and evolving regulatory landscape including immigration regulation changes, our ESG vision, our capital allocation policy and expectations concerning our market position, future operations, margins, profitability, liquidity, capital resources, and our corporate actions including acquisitions. Important factors that may cause actual results or outcomes to differ from those implied by the forward-looking statements are discussed in more detail in our US Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2023. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Collaborates with Skillsoft to Foster Digital Learning Through its Springboard Platform \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has signed a Memorandum of Understanding (MoU) with Skillsoft, a leading provider of transformative learning experiences, to revamp education and learning for students from class 6 to lifelong learners in India. Infosys will provide learners, free of cost, access to a rich repository of Skillsoft learning content designed to build technology, leadership and business, and behavioral skills through Infosys Springboard.<|endoftext|> Aimed at creating learning and employment avenues for school students, graduates, and lifelong learners, this collaboration will democratize learning for eager minds and prepare them to be future-ready. The content ranges from Skillsoft\u2019s basic to advanced level courses covering topics such as digital transformation, artificial intelligence (AI) and machine learning (ML), data science, cloud, cybersecurity, and effective communication and presentation. To cater to beneficiaries in Tier 2 and Tier 3 cities, all content will be augmented with commentaries in multiple Indian regional languages, including Hindi, Marathi, Gujarati, Tamil and in some international languages, enabling beneficiaries across the globe to transcend linguistic barriers.<|endoftext|> \u201cInfosys\u2019 collaboration with Skillsoft strongly aligns with the company\u2019s vision to democratize quality learning for lifelong learners. This collaboration, aided by commentaries in Indian regional language and international language subtitles, will transcend geographical boundaries and offer solid learning opportunities to learners across the world,\u201d said, Thirumala Arohi, Senior Vice President and Head \u2013 Education, Training and Assessment \u2013 Infosys.<|endoftext|> \u201cLike Infosys, Skillsoft is passionate about democratizing learning and providing access to upskilling and reskilling opportunities,\u201d said, Apratim Purakayastha, Chief Product Officer and Chief Technology Officer, Skillsoft. \u201cOur collaboration with Infosys will give young learners access to quality content that will help them build mission-critical leadership and technology skills needed for success in the 21st century.\u201d  In line with its ESG Vision 2030, Infosys aims to enable digital skills at scale and empower over 10 million people in India by 2025 through the Infosys Springboard program. Infosys Springboard continues to expand its reach to learners by growing its thriving community to more than 5.5 million registered users in India, since its launch.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. We enable clients in more than 56 countries to navigate their digital transformation. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, or our future financial or operating performance 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 or outcomes 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 the execution of our business strategy, our ability to attract and retain personnel, our transition to hybrid work model, economic uncertainties, technological innovations such as Generative AI, the complex and evolving regulatory landscape including immigration regulation changes, our ESG vision, our capital allocation policy and expectations concerning our market position, future operations, margins, profitability, liquidity, capital resources, and our corporate actions including acquisitions. Important factors that may cause actual results or outcomes to differ from those implied by the forward-looking statements are discussed in more detail in our US Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2023. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Danske Bank Selects Infosys as Strategic Partner to Accelerate Digital Transformation \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has signed a strategic collaboration with Danske Bank, a leading Nordic Bank, to accelerate the bank\u2019s digital transformation initiatives with speed and scale. This collaboration will help Danske Bank achieve its strategic priorities towards better customer experiences, operational excellence, and a modernised technology landscape, powered by next-gen solutions.<|endoftext|> Headquartered in Denmark, Danske Bank provides banking services to personal and business customers, as well as large corporate and institutional customers. In a bid to accelerate the bank\u2019s technology transformation, optimise their access to talent and capabilities and improve productivity, Danske Bank chose Infosys as its strategic partner.<|endoftext|> As part of this collaboration, Infosys will also acquire Danske Bank\u2019s IT center in India, where over 1,400 professionals are employed. With its global expertise and industry-solutions, Infosys will accelerate the bank\u2019s digital agenda by significantly enhancing their IT operations and capabilities, powered by Infosys Topaz, an AI-first set of services, solutions and platforms, experience design, and services that support operations.<|endoftext|> Frans Woelders, Chief Operating Officer, Danske Bank, said, \u201cOur Forward \u201928 strategy sets clear ambitions for Danske Bank to be a leading bank in a digital age. This is backed by significant investments in digitalisation and technology, including plans to further develop our customer-facing digital solutions, and modernising our technology infrastructure to enable even better customer experiences and drive operational efficiency. We have a strong starting point, and we want to further accelerate our digital and technology transformation. We have conducted a thorough process to find a partner that can help us achieve that. Infosys has the tools, experience, and expertise to support us in accelerating our transformation using cloud and AI technologies. Given Infosys\u2019 global presence and scale, this collaboration will also give us access to wider talent pools and capabilities.\u201d  Salil Parekh, Chief Executive Officer & Managing Director, Infosys, said, \u201cWe are delighted to bring our rich experience in financial services transformation to work for Danske Bank and help the bank accelerate its strategic growth agenda. Infosys will collaborate with Danske Bank to strengthen their core business with greater digital, cloud and data capabilities. This will help Danske Bank create more value for their customers using powerful advances in AI, including generative AI.<|endoftext|> Infosys looks forward to welcoming Danske India employees joining our team as part of this journey.<|endoftext|> Nordics is a strategic market for Infosys and this collaboration further enhances our commitment to the region. Infosys has acquired BASE Life Science in Denmark and Fluido in Finland, and recently opened a new proximity center in Gothenburg, Sweden and Oslo, Norway. With this relationship with Danske Bank, Infosys has further enhanced its localization strategy in the Nordics.<|endoftext|> Infosys expects the transactions to be completed before Q2\u2019FY2024, subject to customary closing conditions.<|endoftext|> About Danske Bank A\/S  For more than 150 years, Danske Bank has strived to be a driver of growth and development in society. We have developed in tandem with the societies we are part of, and our advisory services, expertise and financial solutions have helped individuals, families, businesses and organisations to realise their ambitions and potential. With long-term sustainable development as our ambition, we will continue to work every day to be the best possible bank, for the benefit of our customers, employees, shareholders and the societies we are part of.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. We enable clients in more than 56 countries to navigate their digital transformation. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, or our future financial or operating performance 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 or outcomes 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 the execution of our business strategy, our ability to attract and retain personnel, our transition to hybrid work model, economic uncertainties, technological innovations such as Generative AI, the complex and evolving regulatory landscape including immigration regulation changes, our ESG vision, our capital allocation policy and expectations concerning our market position, future operations, margins, profitability, liquidity, capital resources, and our corporate actions including acquisitions. Important factors that may cause actual results or outcomes to differ from those implied by the forward-looking statements are discussed in more detail in our US Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2023. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys to Provide Certification in AI and Generative AI skills, Crucial to Landing Jobs, through Infosys Springboard Virtual Learning Platform \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has launched a free Artificial Intelligence (AI) certification training on Infosys Springboard. Infosys AI-first specialists and data strategists, responsible for delivering Infosys Topaz\u2122 AI-first set of services, solutions and platforms will help shape the curriculum to help learners build future-ready skillsets.<|endoftext|> This certification will offer a variety of courses that cover a broad spectrum of topics related to AI, including an introductory course on AI and Generative AI, with a focus on deep learning and natural language processing, and a masterclass on AI and the impact of Generative AI, that will aim to focus on prompt engineering and AI-first software engineering. Additionally, a customized course on \u2018Citizens Data Science\u2019 will aim to cover various aspects of data science discipline, including python programming, linear algebra, probability and statistics, and exploratory data analysis. Learners will be awarded a certificate upon successful completion of the course.<|endoftext|> Thirumala Arohi, Senior Vice President and Head - Education, Training and Assessment at Infosys, said, \u201cInfosys Springboard is committed to democratize quality education and strengthen the next-generation workforce with digital and life skills. Our aim is to demystify AI for learners through Infosys Springboard and help them make a conscious choice in building their careers. We firmly believe that AI proficiency will give young aspirants and professionals a competitive advantage in a dynamic and demanding job market.\u201d  Infosys Springboard provides a curriculum-rich virtual platform that delivers corporate-grade learning experiences, on any device, with closer educator-learner collaboration for students from Class 6 to lifelong learners. This, alongside formal education, helps accelerate digital reskilling for participating learners, ranging from school and college students to professionals and adults. Since its launch, Infosys Springboard continues to expand its reach to learners by growing its thriving community to more than 5.5 million registered users. Infosys, in line with its ESG Vision 2030, aims to enable digital skills at scale and empower over 10 million people in India through the Infosys Springboard program.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. We enable clients in more than 56 countries to navigate their digital transformation. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, or our future financial or operating performance 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 or outcomes 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 the execution of our business strategy, our ability to attract and retain personnel, our transition to hybrid work model, economic uncertainties, technological innovations such as Generative AI, the complex and evolving regulatory landscape including immigration regulation changes, our ESG vision, our capital allocation policy and expectations concerning our market position, future operations, margins, profitability, liquidity, capital resources, and our corporate actions including acquisitions. Important factors that may cause actual results or outcomes to differ from those implied by the forward-looking statements are discussed in more detail in our US Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2023. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: 43 Banks Among Winners in the 2023 Infosys Finacle Innovation Awards \nAuthor: ['Infosys Limited'] Infosys Finacle, part of EdgeVerve Systems, a wholly-owned subsidiary of Infosys (NSE, BSE, NYSE: INFY), today announced the winners of the annual Infosys Finacle Innovation Awards 2023. 43 financial institutions from across the world were recognized for actively pursuing innovative strategies to differentiate themselves and maintain a competitive edge in the banking industry. Since its inception, the Infosys Finacle Innovation Awards program aims to celebrate and inspire innovations within the ecosystem of Finacle-powered financial institutions.<|endoftext|> In its 8th edition, the Infosys Finacle Innovation Awards received over 200 nominations from banks across the world in 10 award categories, under the overall theme of \u2018Inspiring Better Banking\u2019. The winners were acknowledged for outstanding initiatives that made significant impact on the banking industry in the following categories:  Product Innovation  Channel Innovation  Maximizing Customer Engagement  Corporate Banking Innovation  Ecosystem-led Innovation  Process Innovation  Transformation Excellence  Modern Technologies-led Innovation  Business Model Innovation  ESG-led Innovation category  The nominations were evaluated by a panel of experts comprising senior leaders from the banking and technology industry, based on innovation, benefit, and complexity quotients.<|endoftext|> The full list of the recognized banks and details of their award-winning innovations is available here.<|endoftext|> Sanat Rao, Chief Business Officer & Global Head, Infosys Finacle, said, \u201cThe significant number and diverse range of nominations received this year indicate the enduring commitment and emphasis on innovation by banks worldwide. The banking sector is undergoing unprecedented change, requiring banks to continually respond to market demands with customer-centric innovations in a bid to maintain their competitiveness and relevance. The Infosys Finacle Innovation Awards 2023 celebrates banks that prioritize innovation-led digital transformation. The nominees and winners in the awards program exemplify the relentless pursuit of the participating banks in delivering enhanced value to their customers and stakeholders. I extend my warmest congratulations to all the recognized banks and wish them continued success in 2023 and beyond.\u201d  Greg O\u2019Leary, Program Director, Digital Banking, Permanent TSB, said, \u201cAt Permanent TSB, we have been serving the needs of our customer for over 200 years with an ambition to be \u2018Ireland\u2019s best personal and small business bank\u2019. Through our Digital Banking Transformation, we have sought to fundamentally improve the Customer Experience of our digital everyday banking offerings for existing and future customers. Our partnership with Infosys Finacle has enabled us to leverage their leading digital capabilities to build an exciting digital banking experience for our customers.\u201d  Majid Muhammad, Chief Information Officer, Resimac Ltd., said, \u201cResimac\u2019s business model composes value chains out of market capabilities. Applying this philosophy to our technology platforms, Resimac embarked on a multi-year, multi-vendor systems modernization and innovation program to provide a platform for future growth. Partnering with Infosys Finacle gave the opportunity to scale our transformation and leverage industry-leading platforms and capabilities. Implementing Finacle laid our future growth foundations and enables Resimac to deploy a significant uplift in digital capabilities to our customers.\u201d  Tammy TSE Pak Kin, Senior Vice President, Head of Information Technology, Fubon Bank HK Ltd., said, \u201cOur Innovation strategy is centered around delivering exceptional experiences to our customers, and we have found that collaborating with Infosys Finacle has been instrumental in achieving this goal. Through this collaboration with Infosys Finacle, we have been able to leverage base product features available in the Finacle solution to create innovative products which meets our customer expectations and also ensure quick time to market. We look forward to Finacle helping us make ourselves into a more relevant bank for our customers\u2019 growing digital needs.\u201d  About Infosys Finacle  Finacle is an industry leader in digital banking solutions. We are a unit of EdgeVerve Systems, a wholly-owned product subsidiary of Infosys (NSE, BSE, NYSE: INFY). We partner with emerging and established financial institutions to help inspire better banking. Our cloud-native solution suite and SaaS services help banks engage, innovate, operate, and transform better to scale digital transformation with confidence. Finacle solutions address the core banking, lending, digital engagement, payments, cash management, wealth management, treasury, analytics, AI, and blockchain requirements of financial institutions. Today, banks in over 100 countries rely on Finacle to help more than a billion people and millions of businesses to save, pay, borrow, and invest better. For more information, visit www.finacle.com.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, or our future financial or operating performance 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 or outcomes 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 the execution of our business strategy, our ability to attract and retain personnel, our transition to hybrid work model, economic uncertainties, technological innovations such as Generative AI, the complex and evolving regulatory landscape including immigration regulation changes, our ESG vision, our capital allocation policy and expectations concerning our market position, future operations, margins, profitability, liquidity, capital resources, and our corporate actions including acquisitions. Important factors that may cause actual results or outcomes to differ from those implied by the forward-looking statements are discussed in more detail in our US Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2023. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys and ATP Collaborate to Launch Carbon Tracker, Helping Accelerate the Sport\u2019s Sustainability Journey \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that as part of its strategic collaboration with the ATP, the governing body of men's professional tennis, it is launching a new digital Carbon Tracker to make tennis more environmentally responsible. The feature, which is live from today and is hosted within the existing ATP PlayerZone app, will enable players to track and offset their carbon emissions while traveling to participate in tournaments across the global tennis season.<|endoftext|> Aligned with ATP\u2019s commitment to UN Sport for Climate Action, which includes a Net Zero emissions target by 2040, the application features a dashboard that presents players with a holistic view of their travel related emissions across multiple seasons \u2013 enabling deeper understanding and analysis of travel choices. This is supplemented with resources and quizzes to educate players on sustainable practices and environmental advocacy.<|endoftext|> In addition to supporting players to achieve greener practices, the Carbon Tracker will introduce a \u2018Green Badge\u2019 that players can earn at the end of each season, to be displayed across their profile and rankings pages on ATPTour.com as a symbol of their commitment to reducing the sport\u2019s carbon footprint.<|endoftext|> The feature, an innovative solution in world sport, will be accessible via the ATP PlayerZone website and mobile app launched by Infosys and ATP in 2016. It will allow players to declare their travel data and categorize the mode of transport taken to each tournament, calculating an associated emissions footprint. It will in turn enable players to make more conscious travel decisions and mitigate their carbon impact via Gold Standard, a leading sustainable development standard and climate action partner of the ATP.<|endoftext|> Massimo Calvelli, Chief Executive Officer, ATP, said, \u201cTennis is on a mission to Net Zero and like many sports, our travel footprint is our biggest challenge. ATP\u2019s new Carbon Tracker makes it simple for players to join that journey, mitigating their impact today and inspiring greener choices tomorrow. This is a story of addressing difficult problems through innovation, and we would thank our partners Infosys for their collaboration and commitment to the project. The potential of this app is massive and we\u2019re just getting started.\u201d  Sumit Virmani, Chief Marketing Officer, Infosys, said, \u201cThe synergy between Infosys and ATP has resulted in a very action-oriented innovation which sensitizes the need for energy transition in sports. In recent times, we have witnessed a multitude of digital sustainability platforms that are enabling organizations to pave their way to net zero emissions. Together with ATP, we will strive to make tennis carbon conscious as a sport. As we drive towards a hyperconnected economy, it is imperative for us to focus on dynamically driving carbon consciousness in an innovative, sustainable, and efficient manner.\u201d  Margaret Kim, Chief Executive Officer, Gold Standard, said, \u201cIt is inspiring to see tennis leading the way towards a more sustainable sporting culture. Encouraging players to purchase Gold Standard-certified credits means they will be directly funding climate change projects that not only reduce carbon emissions, but also create many other sustainable development benefits for communities that need it most. We are excited to have ATP as a Gold Standard climate action supporter and look forward to collaborating further along the journey towards net zero.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. We enable clients in more than 56 countries to navigate their digital transformation. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this release concerning our future growth prospects, or our future financial or operating performance 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 or outcomes 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 the execution of our business strategy, our ability to attract and retain personnel, our transition to hybrid work model, economic uncertainties, technological innovations such as Generative AI, the complex and evolving regulatory landscape including immigration regulation changes, our ESG vision, our capital allocation policy and expectations concerning our market position, future operations, margins, profitability, liquidity, capital resources, and our corporate actions including acquisitions. Important factors that may cause actual results or outcomes to differ from those implied by the forward-looking statements are discussed in more detail in our US Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2023. 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|> About The ATP  As the global governing body of men\u2019s professional tennis, the ATP\u2019s mission is to serve tennis. We entertain a billion global fans, showcase the world\u2019s greatest players at the most prestigious tournaments, and inspire the next generation of fans and players. From the United Cup in Australia, to Europe, the Americas and Asia, the stars of the game battle for titles and Pepperstone ATP Rankings points at ATP Masters 1000, 500 and 250 events, and Grand Slams. All roads lead towards the Nitto ATP Finals, the prestigious season finale held in Turin, Italy. Featuring only the world\u2019s top 8 qualified singles players and doubles teams, the tournament also sees the official crowning of the year-end ATP World No. 1, presented by Pepperstone, the ultimate achievement in tennis. For more information, please visit www.ATPTour.com.<|endoftext|> About Gold Standard  Gold Standard (www.goldstandard.org, @goldstandard) was established in 2003 by WWF and other international NGOs as a best practice standard to help the world #GrowToZero. All Gold Standard-certified projects and programmes accelerate progress toward the Net-Zero ambition of the Paris Climate Agreement while catalysing impact toward the broader Sustainable Development Goals. Its standard, Gold Standard for the Global Goals, allows climate and development initiatives to quantify, certify, and maximise their impacts toward climate security and sustainable development. Certification against the standard provides the confidence that these results are measured and verified, enabling credible impact reporting. ISEAL Code Compliant and backed by a broad NGO Supporter Network, Gold Standard has 2000+ projects underway in over 90 countries, creating billions of dollars of shared value from climate and development action worldwide.<|endoftext|> Media contacts:  For further information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Belgium\u2019s Keytrade Bank Selects Infosys Finacle Suite for Core Banking Transformation \nAuthor: ['Infosys Limited'] Belgium\u2019s Keytrade Bank Selects Infosys Finacle Suite for Core Banking Transformation  Infosys Finacle, part of EdgeVerve Systems, a wholly-owned subsidiary of Infosys (NSE, BSE, NYSE: INFY), and Keytrade Bank, the first online bank in Belgium and part of Credit Mutuel Arkea, one of France\u2019s largest banking groups, today announced the bank\u2019s decision to select Infosys Finacle as the preferred partner for the modernization of its core banking system. The Infosys Finacle suite will replace Keytrade Bank\u2019s legacy platform and help the bank leapfrog its digital maturity, enabling it to innovate, operate, and engage with customers better.<|endoftext|> This collaboration will streamline the bank\u2019s core banking ecosystem to enable greater efficiency, faster time to market for products, and state-of-the-art technology architecture, and ensure best experience for its customers. The bank will subscribe to the Infosys Finacle suite in a software-as-a-service (SaaS) mode on the Microsoft Azure public cloud.<|endoftext|> Highlights  With the Finacle Core Banking Solution, Keytrade Bank will benefit from a secure, scalable, and composable solution to help speed up innovation and time to market for new initiatives  Keytrade Bank will be able to easily and independently compose and push a range of banking products to the market  Modernization will help the bank to significantly optimize operational efficiency by enhancing digitization and automation  The bank can also leverage Finacle\u2019s extensive open application programming interface (API) repository on cloud, acquiring the agility to integrate with ecosystem partners easily and seamlessly  The SaaS deployment will ensure higher availability and resilience powering the bank\u2019s core business and driving growth  Sanat Rao, Chief Business Officer & Global Head, Infosys Finacle, said, \"We are delighted to collaborate with Keytrade Bank in their digital transformation journey and look forward to its success. With Finacle, Keytrade Bank has a core banking solution that has proven itself around the world for accelerating innovation, driving automation and operational excellence, and helping deepen customer engagements. This collaboration marks yet another milestone in our expanding presence in Europe and underlines our commitment to helping European banks stay ahead in the digital age.\"  Thierry Ternier, CEO, Keytrade Bank, said, \u201cAs the sponsor of the project, I am a strong believer in the program because it will strengthen the foundations of our company and make us future-proof to tackle the challenges of a fast-moving environment. Our ultimate goal is to create value and satisfaction for our customers and employees. I am convinced that this program will be a major enabler in reaching those strategic goals. We have chosen Infosys Finacle as our partner for the program because of their worldwide expertise, implementation plan, and price offering.\u201d  About Infosys Finacle  Finacle is an industry leader in digital banking solutions. We are a unit of EdgeVerve Systems, a wholly-owned product subsidiary of Infosys (NSE, BSE, NYSE: INFY). We partner with emerging and established financial institutions to help inspire better banking. Our cloud-native solution suite and SaaS services help banks engage, innovate, operate, and transform better to scale digital transformation with confidence. Finacle solutions address the core banking, lending, digital engagement, payments, cash management, wealth management, treasury, analytics, AI, and blockchain requirements of financial institutions. Today, banks in over 100 countries rely on Finacle to help more than a billion people and millions of businesses to save, pay, borrow, and invest better. For more information, visit www.finacle.com.<|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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Named a Leader in Four IDC MarketScape Vendor Assessments for Service Lifecycle Management and Intelligence Transformation \nAuthor: ['Infosys Limited'] Infosys Named a Leader in Four IDC MarketScape Vendor Assessments for Service Lifecycle Management and Intelligence Transformation  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in four IDC MarketScape reports \u2013 IDC MarketScape: Worldwide Manufacturing Service Life-Cycle Management (SLM) Systems Integrators\/Business Process Outsourcing 2022-2023 Vendor Assessment[1]; IDC Marketscape: Worldwide Manufacturing Service Life-Cycle Management Strategic Consulting 2022-2023 Vendor Assessment[2]; IDC MarketScape: Worldwide Manufacturing Intelligence Transformation (IX) Strategic Consulting 2023 Vendor Assessment[3] and IDC MarketScape: Worldwide Manufacturing Intelligence Transformation 2023 Vendor Assessment.<|endoftext|> IDC conducted an analysis with IDC MarketScape, its research-based assessment tool that provides a comprehensive evaluation of potential key measures for success that define vendors' capabilities and strategies.<|endoftext|> Key strengths noted by the IDC MarketScape reports include:  Track record of innovation: Infosys has been serving the aftermarket for over 25 years and has built a track record of innovation and service business model transformation for clients in the manufacturing industry. Through its innovation hubs, Infosys has been able to work closely with its manufacturing clients to improve processes and explore industry-specific digital capabilities for service transformation [4].<|endoftext|> Infosys has been serving the aftermarket for over 25 years and has built a track record of innovation and service business model transformation for clients in the manufacturing industry. Through its innovation hubs, Infosys has been able to work closely with its manufacturing clients to improve processes and explore industry-specific digital capabilities for service transformation. Expertise in the manufacturing industry: Infosys' large footprint in the manufacturing industry and strong relationships with executives are also a strength and help with name recognition. The industry expertise that Infosys has built over the past 40 years is supported by a strong focus on cultivating talent, with the training\/development of employees through COEs, partnerships with academia and localization strategies all part of its ongoing workforce plans[5].<|endoftext|> Commenting on this acknowledgment, Jasmeet Singh, Executive Vice President and Global Head of Manufacturing, Infosys, said, \"We are thrilled to be recognized as a Leader across all four IDC MarketScapes for Service Lifecycle Management and Manufacturing Intelligence Transformation. This is a testament to our teams\u2019 relentless pursuit of excellence and industry-leading innovation. It underscores our commitment to delivering end-to-end SLM and IX services and helping manufacturing enterprises achieve their digital transformation goals.\"  \u201cIntelligence transformation (IX) is an essential pillar of manufacturing digital transformation and the future of intelligence,\u201d states Reid Paquin, research director for IDC Manufacturing Insights' IT Priorities and Strategies Practice. \u201cHowever, many manufacturers struggle with maximizing the value of data they currently have available to them. The industry is looking for IX service providers to help manage growing volumes of data and embed intelligence into manufacturing processes. Infosys was recognized in the Leaders category of the recent IDC MarketScape: Worldwide Manufacturing Intelligence Transformation (IX) 2023 Vendor Assessment and IDC MarketScape: Worldwide Manufacturing Intelligence Transformation (IX) Strategic Consulting 2023 Vendor Assessment.\u201d  \u201cManufacturers must deliver more value to customers, both internal and external, through enhanced service experiences and maintenance operations,\u201d states Aly Pinder, research vice president Aftermarket Services Strategies IDC. \u201cThis is no easy task, and manufacturers will need to establish strategic relationships with partners like Infosys to accelerate transformation into new service business models and more efficient operations, ultimately to deliver wow experiences to customers. Infosys was recognized in the Leaders category of the recent IDC MarketScape: Worldwide Manufacturing Service Life-Cycle Management Strategic Consulting 2022-2023 Vendor Assessment and IDC MarketScape: Worldwide Manufacturing Service Life-Cycle Management Business Process Outsourcing and Systems Integrators 2022-2023 Vendor Assessment.\u201d  To read the reports, please visit:  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\u2019s 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|> References:  [1] Doc #US48840322, December 2022  [2] Doc #US48840422, December 2022  [3] Doc #US50247922, February 2023  [4] Doc #US48840322, December 2022  [5] Doc #US50247822, March 2023  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. We enable clients in more than 56 countries to navigate their digital transformation. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Positioned as a Leader in the IDC MarketScape: Asia\/Pacific Intelligent Digital Workplace Services 2023 Vendor Assessment \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the IDC MarketScape: Asia\/Pacific Intelligent Digital Workplace Services 2023 Vendor Assessment  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in the IDC MarketScape: Asia\/Pacific Intelligent Digital Workplace Services 2023 Vendor Assessment. Infosys was recognized for its intelligent digital workplace services (IDWS) offerings that aim to humanize workplace experiences and build a resilient and sentient enterprise, delivering tangible business outcomes across enterprise productivity, employee experience (EX), and financial performance. The report also noted that Infosys places \u2018human experience\u2019 at the center of its workplace offering citing Wongdoody, Infosys' full-service creative and consumer insights agency, which provides expertise to design bespoke workplace experience transformation journeys for customers and employees.<|endoftext|> The IDC MarketScape assessed and analyzed 11 IT service providers from Asia\/Pacific region offering intelligent digital workplace services based on a comprehensive framework and set of parameters. The report further acknowledged the IDWS offering by Infosys which is supported by a host of robust solutions and platforms across the entire employee life cycle encompassing EX transformation, engagement enhancement, talent attraction, and retention. These platforms include Launchpad for new employee onboarding, Workplace Suite for AIOps (Artificial Intelligence for IT operations), and Wingspan for personalized, multimodal learning journey design and digital skilling. Additionally, the report, emphasized Infosys\u2019 ability to offer customers a wide breadth of engagement and contractual terms for clients, including establishment of joint ventures, financial engineering, business relationships, outcome and risk-based models for workplace services based on customers' requirements and maturity.<|endoftext|> Pushkaraksh Shanbhag, Associate Research Director, Cloud and IT Services Research, IDC Asia\/Pacific, said, \"Over the last few years, hybrid work has emerged as the dominant enterprise operational model, bringing with it new and elevated expectations from digital workplace environments \u2014 enhanced and customized workplace experiences; a highly instrumented, intelligent, and automated environment to drive productivity and efficiency; and a workplace that can tangibly support enterprise objectives at the highest level. Infosys\u2019 digital workplace services with its well-articulated workplace transformation advisory and implementation capabilities, will be a partner of choice in this age of hybrid work.\"  Rajesh Varrier \u2013 EVP, Global Head of Digital Experience and Microsoft Business, Infosys, said, \"This recognition by IDC MarketScape is a testament to our unwavering commitment to deliver cutting-edge digital solutions that empower organizations to stay ahead in the ever-evolving business landscape. At Infosys, we continue shaping the future of work and helping our clients achieve their business goals with confidence and agility. With our deep expertise in digital transformation, we are well positioned to help our clients navigate the challenges and opportunities of the digital age and drive meaningful outcomes that create sustainable business impact.\u201d  To read this report, please visit: https:\/\/www.infosys.com\/services\/digital-workplace-services\/insights\/intelligent-digital-workplace-services-2023.html  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\u2019s 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. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. We enable clients in more than 56 countries to navigate their digital transformation. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Grows Its Footprint in the Nordics with a New Proximity Centre in Oslo, Norway to Enable Digital Transformation Programs Within the Region \nAuthor: ['Infosys Limited'] Infosys Grows Its Footprint in the Nordics with a New Proximity Centre in Oslo, Norway to Enable Digital Transformation Programs Within the Region  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced a new Proximity Centre in Oslo, Norway as part of its continued expansion plan in the Nordics. The new state of the art centre will enable Infosys to attract, re-skill, and up-skill local talent to work on global opportunities through next-gen technologies like cloud, AI, IoT, 5G, and software engineering.<|endoftext|> Over the last few years, Infosys has invested and expanded its footprint in the Nordic region with fresh partnerships including the one with Lefdal Mine Datacenter in Norway, strategic acquisitions such as Fluido in Finland and BASE Life Science in Denmark, as well as opening a new proximity center in Gothenburg, Sweden.<|endoftext|> The new Oslo proximity centre will enable Infosys to partner, and work even more closely with its regional customers including Telenor, one of the world\u2019s largest telecommunications companies and DNB ASA, the largest bank in Norway, helping both organizations build and strengthen next-gen solutions and advance their digital transformation journeys.<|endoftext|> Maria Ervik L\u00f8vold, Group Executive Vice President of Technology and Services (CIO), DNB ASA, said, \u201cInfosys has been our strategic services partner for over 8 years, and we are very glad to see them expanding their presence in Norway. This shows their commitment to their localization agenda and bringing next generation digital technology skills to the Norwegian Market. We welcome this move and are happy to support Infosys on their continuing journey in Norway and the Nordics.\u201d  Torbj\u00f8rn Larsen, CIO Telenor Norway, commented, \u201cTelenor has chosen Infosys as one of our strategic partners in our digital transformation journey and we are pleased to see Infosys expanding its presence in the Norwegian market. We congratulate Infosys with their new office in Norway, an expansion that will provide a strong foundation for the collaboration between our two organizations. We look forward to continuing our digital transformation journey in partnership with Infosys.\u201d  Lisbeth Hammer Krog, Mayor of B\u00e6rum Municipality, said, \u201cThe opening of the new office in B\u00e6rum and Norway is a testament to Infosys' commitment and plans for the country. With its focus on digital transformation and innovative solutions, Infosys will undoubtedly contribute to the growth and success of Norwegian companies. We appreciate Infosys' localization agenda and its alignment with the values of trust and integrity that are deeply ingrained in our Nordic culture. We extend our full support as Infosys continues its journey in Norway and we are confident that this partnership will bring significant benefits to our region, the Norwegian market and to their clients.\u201d  Anand Swaminathan, Executive Vice President & Global Industry Leader - Communications, Media and Technology at Infosys, said, \u201cWe are thrilled to fortify our presence in the Nordics with the new office in Oslo, Norway. This expansion demonstrates our commitment to delivering exceptional services to Norwegian clients while addressing their unique challenges and building next-generation solutions. With the new office in place, we aim to attract local talent and bring next-generation technology to Norwegian companies embarking on their digital transformation journey. With an unparalleled combination of local talent and world-class technologies, we are confident that we will serve as a hub for innovation and will empower clients across the Nordics to become future-ready.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. We enable clients in more than 56 countries to navigate their digital transformation. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys and Roland-Garros Serve Up New AI-Powered Experiences for the Tennis Ecosystem \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, and the French Tennis Federation (FFT) have today revealed new innovations that will continue their partnership to transform and power the game in novel, smarter more immersive ways. The innovations, powered by cloud, AI, mixed reality, and data & analytics will take fan engagement to a whole new level while continuing to empower players, coaches, media, tournament organizers, and the community.<|endoftext|> Fan Engagement \u2013 Powered by Mixed Reality (XR) and AI-enabled motion analysis  Fans can practice and measure their serving skills just like the pros at the all-new Infosys x Wilson Smash Corner at Roland Garros. Using high-tech cameras, Infosys technologies will record and super impose individual\u2019s serves on Court Philippe-Chatrier, just as if they were serving on the main court. The participant will also be provided tailored serve analysis and feedback on their posture and performance to enhance their technique, enabling access to pro-level analysis for every fan.<|endoftext|> In addition, Infosys will continue to drive the enhancements to existing Match Center features as well as powering the RG Fantasy Game. The Infosys Tennis Virtual Reality Experience will place fans at the center of a virtual game and give them the opportunity to take part in matches against the game's best.<|endoftext|> Media Enablement \u2013 A New Excitement Rating tool  A new analytical feature has been added to Infosys\u2019 AI-Assisted Journalism tool, to help media track and report from the court to fans at home. An insight-driven tool that is designed to help journalists report accurately on the tournament, this AI powered feature picks up on multiple factors such as match length and crowd noise in the stadium to rate the levels of excitement and tension surrounding the game, bringing fans across the globe closer to the action and atmosphere.<|endoftext|> Player Performance \u2013 An AI powered tool to drive performance advantage  AI videos, an advanced match strategy tool deployed by Infosys in 2019 at RG has been further enhanced with new innovations such as player tendencies, which analyses efficacy of their first and second serves and their returns to provide an accurate correlation between their reactive tendencies and win rate. Another new feature launched is \u2018Get in the zone\u2019 where AI curates custom video playlists and loads all the winning trends against specific opponents to positively influence the players mindset pre-match.<|endoftext|> Community Engagement \u2013 Inspiring the next generation  Building on the success of last year's STEM program, powered by Infosys\u2019 Springboard, Infosys and the FFT will be providing a unique two-day program aimed at children with a passion for science, technology, and tennis to inspire students to explore the interplay between sport and STEM.<|endoftext|> Tournament Heritage \u2013 Unveiling the Yannick Noah Room at the 3D Art Museum  The Infosys Roland-Garros 3D Art Museum, a dedicated digital space to the 130-year tournament heritage, is unveiling the Yannick Noah Room that marks the 40-year anniversary of Yannick Noah\u2019s historic Grand Slam win in 1983. Bringing culture, sport and technology together, the room will consist of 3D immersive exhibits, a video wall and an all-new AR experience that lets visitors re-live Noah\u2019s winning point in an augmented reality experience.<|endoftext|> Sumit Virmani, EVP and Chief Marketing Officer, Infosys, said, \u201cNow in its fifth year, this partnership continues to help transform and propel the sport forwards, for the better. Several new innovations this year have been powered by Infosys Topaz and bring an AI-first approach to reimagine the RG tournament in fresh new ways for fans, media and crucially players, leaning on the sport\u2019s heritage while powering and inspiring future generations. We are truly excited with the potential of technology powered transformative progress that continues to make Roland Garros amongst the most exciting grand slams for the billion fans of the sport around the world.\u201d  Am\u00e9lie Mauresmo, Tournament Director Roland-Garros, said, \u201cInfosys has amplified the reach of the tournament over the past five years, while adding real value to everyone in the game. As Digital Innovation Partner, their focus on taking the game into new dimensions while preserving the culture heritage of Roland-Garros with digital platforms has helped us engage deeper with those on and beyond the court in a meaningful way. We will continue to find avenues to make the tournament more iconic and innovative with technology.\u201d  The tournament runs from 28th May 2023 to 11th June 2022. To experience the latest digital innovations, visit Roland-Garros.com.<|endoftext|> For more information on the partnership visit: Infosys.com\/Roland-Garros.<|endoftext|> About Roland-Garros  In the eyes of sports fans, and indeed the general public, Roland-Garros is an unmissable event. The 2023 edition of Roland-Garros will be broadcasted in 223 countries worldwide, confirming the tournament's status as a first-class international sporting event. Organised by the French Tennis Federation, Roland-Garros is the only Grand Slam tournament to be played on clay, one of the oldest and most noble surfaces in the history of tennis.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 56 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Appoints Helene Auriol Potier as an Independent Director \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next generation digital services and consulting, today announced the appointment of Helene Auriol Potier (DIN: 10166891) as an Independent Director of the Company, effective May 26, 2023. This appointment is based on the recommendation of the Nomination and Remuneration Committee of the Infosys Board, and is for a period of three years, subject to the approval of shareholders.<|endoftext|> Ms. Helene Auriol Potier has built her career in digital technologies and in the telecommunications industry. A truly global career spanning multiple geographies, including the United States, Europe, Africa, and Asia.<|endoftext|> She started her career in New York in telecommunications in 1986. In 1990, Helene joined the Canadian mobile technology company Nortel Networks Corporation where she spent 15 years and held various senior leadership positions among which were also Vice President Sales Mobile Division Worldwide and Vice President Services & Operations EMEA.<|endoftext|> In 2005, Helene joined Dell Inc. She was the CEO Africa, Mediterranean and CEE.<|endoftext|> She joined Microsoft Corporation in 2008. During her 10 years tenure at Microsoft, she served in various senior leadership capacities including CEO Microsoft Singapore and, Managing Director Artificial Intelligence Europe.<|endoftext|> From November 2018 to December 2020, she was Executive Vice-President in charge of International Business B2B for Orange.<|endoftext|> Helene is often called to speak on the topics of digital transformation, corporate governance and ESG.<|endoftext|> She served as independent director on the boards of US listed company Mimecast Limited until May 2022, Ispen S.A. until May 2018 and Faiveley Transport S.A. until November 2016.<|endoftext|> Helene received a Master of Science in Engineering from Telecom Paris and an Executive MBA from INSEAD.<|endoftext|> Helene currently serves as independent non-executive director on the boards of Safran S.A., Accor S.A., Randstad N.V. and Oddo BHF S.C.A. She chairs the Accor board ESG committee and Oddo BHF board compensation committee. Helene is also ESG co-chair and board member at Institut Fran\u00e7ais des Administrateurs, (IFA), the French association of corporate directors. She is also a senior advisor at a leading global private equity firm.<|endoftext|> Welcoming Helene to the Board, D. Sundaram, Lead Independent Director and Chairperson of the Nomination and Remuneration Committee, Infosys, said, \u201cWe are delighted to welcome Helene to the Board of Infosys. Her expertise in the domains of digital transformation and ESG, and her deep insights into key global markets and technology will be invaluable for us.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Springboard Collaborates with Adobe Training to Transform Digital Workforce of the Future \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced its collaboration with Adobe to transform the digital workforce through Infosys\u2019 online learning platform, Infosys Springboard, under its Tech for Good charter. Both organizations will aim to create over 10,000 new Adobe certified experts globally by 2025.<|endoftext|> Through this engagement, Infosys will help reskill and bridge the skill gap of aspirants by enabling free access to advanced digital learning content offered by Adobe on Infosys Springboard. Aspiring professionals as well as lifelong learners can explore their interests and access Adobe\u2019s curriculum to learn more about Adobe Experience Cloud. The collaboration will help deliver corporate learning experiences available on any device and create a pool of upskilled, aspiring professionals.<|endoftext|> Anil Chakravarthy, President, Digital Experience Business at Adobe, said, \u201cTo succeed in today\u2019s digital economy, it is imperative that businesses focus on ensuring the ongoing readiness and success of their most important asset, their own people. Scalable training can help bridge the tech talent gap, and our collaboration with Infosys will empower the future workforce to upskill their digital proficiencies using Infosys Springboard.\u201d  Rajesh Varrier, EVP, Head Americas and Global Head of Digital Experience, Infosys, said, \u201cInfosys Springboard is designed to empower people, communities, and society with skills to be successful in the 21st century. Together with Adobe, we will provide free access to Adobe\u2019s training program to develop digital competence at scale, create a skilled workforce and enhance employability.\u201d  Congruent with its ESG Vision 2030, Infosys aims to enable digital skills at scale and empower over 10 million people in India by 2025 through the Infosys Springboard program. Infosys Springboard continues to expand its reach to learners by growing its thriving community to more than 5 million registered users in India, since its launch.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Launched today: Infosys Topaz - An AI-first offering to accelerate business value for global enterprises using generative AI \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today launched Infosys Topaz - an AI-first set of services, solutions and platforms using generative AI technologies. It helps amplify the potential of humans, enterprises and communities to tap into the next generation of opportunities to create value from unprecedented innovations, connected ecosystems and pervasive efficiencies. Infosys Topaz leverages Infosys applied AI framework to build an AI-first core that empowers people to deliver cognitive solutions that accelerate value-creation.<|endoftext|> Accelerate growth: Infosys Topaz converges the power of Infosys Cobalt cloud, and data analytics to AI-power business, deliver cognitive solutions and intuitive experiences that revitalize growth. Over 12,000 use cases, help seed and fast track new ideas. For example, a food and beverages chain leveraged Infosys Topaz to autonomously connect unconnected data signals coming in from new partners to deliver superior off-store consumer experience with >95% accuracy. Infosys Topaz Generative AI Labs delivers ready-to-use industry solutions to bring the value of AI to more functions, thus helping businesses become more cognitive, faster.<|endoftext|> Build connected ecosystems: Infosys Topaz democratizes data and intelligence to bring value to more participants in the connected ecosystem, enabling them to create disruptive business models, AI-led products, services and new revenue streams. For example, a national railway company took advantage of Infosys Topaz to build a smart hub for profitably creating agile value-chains, with best-fit partners from the market, for functions such as first and last mile logistics. Infosys Topaz enables businesses, across industries, with support from an ecosystem of over 100 industry networks and partnerships.<|endoftext|> Unlock efficiencies at scale: Infosys Topaz creates efficiencies across the enterprise. Infosys\u2019 AI-first specialists use smart tools, platforms, and autonomous software engineering for business agility. Infosys Topaz drives organization-wide synergies by reimagining user personas, data architecture and engineering blueprints for the future. It also helps build self-supervisory capabilities from harnessing enterprise knowledge with generative AI. For example, a British bank used Infosys Topaz to transform over 2000 customer service processes to operate in near real-time instead of a week.<|endoftext|> Salil Parekh, CEO & MD, Infosys, said, \u201cInfosys Topaz is helping us amplify the potential of people \u2013 both our own and our clients\u2019. We are seeing strong interest from our clients for efficiency and productivity-enhancing programs, even as businesses are keen to secure their future growth. Our own business operations have been hugely benefited by Infosys Topaz bringing the power of generative AI platforms and data solutions. Today, our clients are building new paths to expand revenue-creating opportunities and grow with Infosys Topaz.\u201d  Infosys Topaz is an asset for businesses across verticals and geographies:  Caroline Flaissier, General Manager of the F\u00e9d\u00e9ration Fran\u00e7aise de Tennis (FFT), said, \u201cWe are delighted to be using Infosys Topaz to improve the experience lived by players, viewers and fans, journalists, and broadcast partners. At Roland-Garros, we have always believed in an AI-first approach to re-imagine our sport. AI-powered videos help players analyze their performance and match strategy, AI-Assisted Journalism helps journalists produce more insightful reports, and the match center, powered by AI-driven insights, helps fans understand every nuance of the game, beyond the numbers. All these innovations help us amplify the way Roland-Garros is experienced, and our partnership with Infosys, renewed in 2022, has been instrumental in keeping our tournament at the cutting edge of sports innovations.\u201d  Hemanth Adapa, Product Owner, Predictive Analytics at British Telecom, said, \u201cAs part of our continuous efforts to deliver value for our clients, at British Telecom, we engaged with Infosys Topaz to offer AI-powered predictive analytics for various domains such as network performance, sustainability, and security. This has been recognized and appreciated by our clients who can now amplify their mission-critical services with never-before reliability.\u201d  \u201cAs organizations look to AI to solve business challenges, from improving efficiency to driving growth, AI-powered innovations need to be purpose-built to create enterprise-scale impact. Offerings like Infosys Topaz provide enterprises with services, frameworks, solutions, and platforms to help organizations not only reengineer business and IT processes but also accelerate ROI from AI services and solutions,\u201d said Jennifer Hamel, Research Director, Analytics and Intelligent Automation Services at IDC.<|endoftext|> Infosys is taking an AI-first approach to its own transformation. The company is applying Infosys Topaz to bring the power of generative AI, analytics and cloud to accelerate its own market offering evolution, enterprise transformation, even as it builds incremental value from micro-changes, to improve client service, reimagine business processes, software engineering and boost productivity. Nearly 50,000 reusable intelligent services, applied in over 25,000 instances, amplify employees today.<|endoftext|> For a quick overview of Infosys Topaz, please watch this video.<|endoftext|> To read more about Infosys Topaz, please visit: www.infosystopaz.com.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Recognized as Number One Service Provider Across the United Kingdom in the Whitelane Research and PA Consulting IT Sourcing Study 2023 \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been recognized as the number one service provider across the United Kingdom (UK) in the Whitelane Research and PA Consulting IT Sourcing Study 2023. The report ranked Infosys as an \u201cExceptional Performer\u201d in the categories of Digital Transformation, Application Services, Cloud & Infrastructure Hosting Services, and Workplace Services. Infosys also ranked number one overall in General Satisfaction, Service Delivery and Account Management Quality.<|endoftext|> Whitelane Research in collaboration with PA Consulting, surveyed over 300 participants of the top IT spending organizations in the UK, engaging over 750 unique IT sourcing relationships and more than 1400 cloud sourcing relationships. These service providers were assessed based on their service delivery, client relationships, commercial leverage, and transformation capabilities.<|endoftext|> Some of Infosys\u2019 key differentiating factors highlighted in the report are:  Infosys ranked number one in the UK and as an \u201cExceptional Performer\u201d in the categories of digital transformation, application services, cloud & infrastructure hosting services, and workplace services.<|endoftext|> Infosys ranked above the industry average by 11 percent, making it one of the top system integrators in the UK.<|endoftext|> Infosys positioned as the leading service provider that can drive transformational change by using innovative technologies and services.<|endoftext|> Wendy Redshaw, Chief Digital Information Officer, Retail, NatWest Group, said, \u201cI congratulate Infosys on attaining the top ranking in the Whitelane Research UK IT Sourcing Study 2023. As a dependable partner of NatWest, Infosys has played a crucial role in implementing strategic transformational and regulatory programs across the bank. Infosys has provided seamless support across various initiatives aimed at improving customer experiences, reducing costs, and boosting revenue. Its innovative mindset, value-based delivery, and dynamic and forward-thinking talent pool all contribute to this success. Together with Infosys, we continue to deliver against our purpose and place our customers at the center of everything we do.\u201d  David Hill, Chief Digital Officer at University of Nottingham, said, \u201cInfosys has been a trusted strategic partner of the University since 2017. The team works in partnership with us to deliver a program of support and continuous improvement to help the University optimize and enhance its Student Records Management system alongside successfully achieving a seamless migration to the Oracle Cloud Infrastructure. Well done to Infosys for achieving the top ranking in the 2023 UK IT Sourcing Study.\u201d  Diana Kennedy, Group Chief Technology and Architecture Officer, Bupa, said, \u201cAgility and scalability are critical for any healthcare enterprise to thrive in today\u2019s dynamic environment. Infosys has been an integral part in our digital transformation journey, leveraging data to enhance our products and services portfolio. We have leveraged Infosys capabilities to enhance business performance and offer personalized and accessible healthcare services to our customers. I congratulate Infosys for achieving the top rank in the 2023 UK IT Sourcing Study.\u201d  Jef Loos, Head of Research Europe, Whitelane Research, said, \u201cThe market dynamics are changing at a rapid pace today. Hence, it has become extremely crucial to have business models which are a well-structured mixed bags of high-end offerings and a solid client base. Infosys\u2019 display of extreme professionalism and the quality of their services have rightfully resulted in the team being recognized as the number one service provider in Whitelane\u2019s United Kingdom IT Sourcing Study. Infosys has established itself as a leader in the industry, paving the way for a brighter and more successful future for all.\u201d  Hemant Lamba, Executive Vice President & Global Head \u2013 Strategic Sales, Infosys, said, \u201cBeing ranked as number one service provider across the United Kingdom in the Whitelane Research and PA Consulting 2023 IT Sourcing Study is a result of the team effort that we put in at Infosys to always deliver the best results for our clients. We believe in putting our clients first and remain deeply committed to delivering best in-class excellence as we help our customers navigate their digital transformation journeys.\u201d  For more information, please read Whitelane Research's report here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys and bp Deepen their Relationship to Transform bp\u2019s Digital Application Landscape \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting and bp, a global integrated energy company, announced the signing of a Memorandum of Understanding (MoU) on May 10 to demonstrate their intent for Infosys to be bp\u2019s primary partner for end-to-end application services, including development, modernization, management and maintenance. This strategic engagement further strengthens the long-standing relationship, spanning over two decades, between the two companies.<|endoftext|> As bp pivots towards becoming an integrated energy company with the ambition to be a net zero company by 2050 or sooner and to help the world get to net zero, bp and Infosys will together focus on modernizing bp\u2019s application landscape to enhance business resilience, drive value from operational efficiencies, and build more adaptive and agile processes to speed up innovation. The companies will continue to explore more avenues for bp to advance sustainability, DE&I and other social impact initiatives.<|endoftext|> Leigh-Ann Russell, EVP, Innovation & Engineering, bp, said, \u201cWe are delighted to further develop our relationship with Infosys to help accelerate our digital transformation and scale growth through tech-enabled operations. Together, we look forward to delivering innovative solutions that meet the evolving needs of our customers and drive growth for the future.\"  Salil Parekh, CEO & MD, Infosys, said, \u201cThis is a strategic milestone in our long-standing relationship with bp. As we see global momentum in energy transition, building a strong digital core and scaling it to maximize operational efficiency is a key business imperative. We are now jointly working towards enhancing digital maturity, productivity, and driving innovation for bp. Together, we will leverage the power of digital technologies and advancements in AI to deliver solutions that will help to transform bp\u2019s operational landscape and drive business growth.\u201d  Nandan Nilekani, Co-founder and Chairman, Infosys and Leigh-Ann Russell, EVP, Innovation & Engineering, bp  About bp  bp\u2019s purpose is to reimagine energy for people and our planet. It has set out an ambition \u200eto be a net zero company by 2050 or sooner and help the world get to net zero, and a \u200estrategy for delivering on that ambition. For more information, visit bp.com.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact:  Infosys - PR_Global@infosys.com  bp - +44 (0)20 7496 4076, bppress@bp.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Rated a Leader in Multicloud Managed Services Providers and Cloud Migration And Managed Service Partners by Independent Research Firm \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in both The Forrester Wave\u2122: Multicloud-Managed Services Providers, Q1 2023 and The Forrester Wave\u2122: Cloud Migration And Managed Service Partners In Asia Pacific, Q4 2022 reports.<|endoftext|> In these two assessments, Forrester evaluated 19 different providers across 25+ criteria in each. These evaluations were under three high-level categories: current offering, strategy, and market presence.<|endoftext|> The report \u2018Cloud Migration and Managed Service Partners in Asia Pacific\u2019 recognized Infosys for its cloud services offering, which is heavily focused on applications with strong functional and vertical industry solutions. The assessment has been backed by solid customer references, as per the report. The report also stated, Infosys is a good fit for most modernization and migration opportunities, especially application re-implementation in the banking sector and asset-intensive industries such as logistics.<|endoftext|> Referring to Infosys, Bill Martorelli, Principal Analyst, Forrester Research, mentions in The Forrester Wave\u2122: Multicloud Managed Services Providers, Q1 2023 report, \u201cInfosys has assembled cloud assets under the Cobalt brand umbrella. Infosys\u2019 managed cloud practice is rooted in a strong technology vision focusing on applications services, including build, migrate, operate, and modernize services. Its Cobalt cloud program is a collection of services, accelerators, and platforms powered by development assets, engineering assets, and other elements of services delivery under a unified brand. Infosys has been a longstanding player in cloud management technology; Polycloud is the latest iteration.\u201d  \"Today, hybrid cloud architectures, including a mix of multiple public clouds, private cloud solutions, and on-premises infrastructure, are the norm. Firms in APAC are turning to partners that can orchestrate the end-to-end cloud journey and ongoing optimization of cloud services. However, the rapid evolution of public cloud leaves organizations with short-term knowledge and skill gaps and the long-term problem of managing increasingly complex environments \u2014 necessitating a full set of support services from advisory through operations\", wrote Sam Higgins, Principal Analyst, and Guannan Lu, Analyst, Forrester Research, in The Forrester Wave\u2122: Cloud Migration And Managed Service Partners In Asia Pacific, Q4 2022 report. Referring to Infosys, they wrote, \u201cInfosys delivers robust end-to-end cloud lifecycle offerings under Infosys Cobalt \u2014 a collection of services, solutions, and platforms powered by development and engineering assets and other elements of service delivery under a unified framework.\"  \"We are honored to be recognized as a leader in these two key cloud evaluations by Forrester. With Infosys Cobalt, enterprises can benefit from a substantial array of industry cloud solutions, over 35,000 cloud assets, and blueprint services and platforms to accelerate innovation at scale on their hybrid cloud journey. We believe this recognition highlights our unwavering commitment to delivering the best of cloud to our clients and reaffirms how Infosys Cobalt helps our clients navigate uncertainties in the business landscape and achieve concrete business outcomes,\u201d said Anant Adya, EVP - Infosys Cobalt, Infosys.<|endoftext|> A complimentary copy of The Forrester Wave\u2122: Multicloud-Managed Services Providers, Q1 2023 report can be accessed here.<|endoftext|> To learn more about Infosys Cobalt hybrid cloud offerings, please visit: www.infosys.com\/cobalt  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: The next growth lever in BFS is a collaborative ecosystem \u2013 44% of BFS respondents believe that in just two short years, ecosystems will be key to driving growth finds new study from Infosys and HFS R \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today unveiled the findings of the banking and financial services study conducted in collaboration with HFS Research, a leading global analyst firm. The study, \u201cThe ecosystem imperative: How to create new sources of value in BFS enterprises,\u201d reveals that BFS enterprises, torn between macroeconomic challenges and exciting innovation potential, identify the creation of ecosystems as the new hope for driving growth and creating new forms of value.<|endoftext|> Key findings of the research:  Revenue growth (29%) and profitability (26%) are still top business objectives for firms, joined by a new contender\u2014the creation of collaborative ecosystems to drive new forms of value (24%).<|endoftext|> In just two short years, 44% of BFS respondents believe they will be driving growth through ecosystems. But without an interim stage of enterprise modernization, these efforts may fail.<|endoftext|> Acquiring and retaining talent, lack of centralized data governance and legacy tech are the biggest roadblocks to ROI from innovation investments.<|endoftext|> BFS enterprises are turning to collaborators with much higher expectations for enabling their paths to new value. The collaborators of choice for help addressing these issues are full-service firms (65%) and, increasingly, fintechs (60%).<|endoftext|> Amid challenging macroeconomic circumstances, respondents indicate that the new measure of a strategic collaborator is the provision of both cost and transformation. Cost alone is no longer enough.<|endoftext|> Dennis Gada, EVP and Industry Head \u2013 Financial Services, Infosys, said, \u201cThe leading banking and financial services firms are eager to leverage the power of new technologies and create new value streams through sustainable banking, real-time payments and digital trust, but are faced with today\u2019s macroeconomic challenges and evolving customer expectations. As a result, and as our study found, savvy enterprises are driving opportunities with ecosystem collaborators to help accelerate their transformation journey and make rapid progress against their innovation goals.\u201d  Elena Christopher, Chief Research Officer, HFS Research, and report co-author, said, \u201cGiven the challenging macroeconomic circumstances exacerbated by banks\u2019 liquidity crisis, financial services firms are seeking ways to make a practical impact. Our study shows firms are keen on creating new value with ecosystem collaborators. To activate this, banks must address their modernization needs.\u201d  The study defines ecosystems as collaboration across multiple organizations with common objectives to create new sources of value. This ecosystem imperative is wildly exciting. It is also wildly unrealistic unless BFS enterprises take measured steps to address enterprise modernization and decades of tech and process debt.<|endoftext|> The study aligned BFS respondents across an innovation maturity framework:  Horizon 1: Functional digital optimization, the current state, required to survive  Horizon 2: End-to-end enterprise modernization, the required state, necessary to thrive  Horizon 3: New value creation through ecosystems, the future state, the opportunity to lead  Fifty percent of respondents are currently at Horizon 1, focused on digital optimization. In two years, this will change direction, with 44% expecting to achieve Horizon 3, where ecosystem transformation focuses on leveraging relationships to drive new forms of value. The path to Horizon 3 must include Horizon 2, enterprise transformation as one can\u2019t get there from here otherwise. Failure to do so will limit ecosystem collaboration with others such as fintechs.<|endoftext|> This is the first study in a four-part series, in which Infosys and HFS Research surveyed 450 banking and financial services leaders across the Global 2000 to examine what\u2019s driving the demand for business innovation and growth at scale, and why these firms are realizing they need to make rapid progress. The series will continue with drill-down spotlights on innovation and ecosystems in payments, commercial banking, and wealth and asset management.<|endoftext|> To read the full report, click here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> About HFS Research  HFS is a unique analyst organization that combines deep visionary expertise with rapid demand-side analysis of the Global 2000. Its outlook for the future is admired across the global technology and business operations industries. Its analysts are respected for their no nonsense insights based on demand-side data and engagements with industry practitioners.<|endoftext|> HFS Research introduced the world to terms such as \u201cRPA\u201d (Robotic Process Automation) in 2012 and more recently, Digital OneOffice\u2122and OneEcosystem\u2122. The HFS mission is to provide visionary insight into the major innovations impacting business operations such as Automation and Process Intelligence, Blockchain, the Metaverse and Web3. HFS has deep business practices across all key industries, IT and business services, sustainability, and engineering.<|endoftext|> Read more about HFS and our initiatives at www.hfsresearch.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 and the US, 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, 2022. 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 or info@HFSresearch.com.<|endoftext|> \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: SolarWinds Accelerates Shift to SaaS Model for Observability, Monitoring, and ITSM Solutions Through Collaboration with Infosys \nAuthor: ['Infosys Limited'] SolarWinds (NYSE:SWI), a leading provider of simple, powerful, secure observability and IT management software, and Infosys (NSE, BSE, NYSE:INFY), a global leader in next-generation digital services and consulting, today announced a collaboration to advance the shift of SolarWinds solutions to a new SaaS model. Through this engagement, Infosys will leverage its engineering capabilities to accelerate the SaaSification of SolarWinds products and platforms built to provide customers increased visibility in highly complex hybrid and multi-cloud environments.<|endoftext|> This collaboration is a key component of the SolarWinds strategy to offer accessible, highly effective, and value-based solutions built to empower its customers to accelerate their digital transformation efforts\u2014regardless of where they are on their journey to the cloud. SolarWinds recently launched its first fully integrated cloud-native solution with the launch of SolarWinds Observability on October 19, 2022. The new SaaS platform provides unified and comprehensive visibility for today\u2019s modern, distributed, hybrid, and multi-cloud IT environments. The collaboration with Infosys will enable SolarWinds to accelerate its own path to SaaSification to continue serving customers whether they are fully on-premises, hybrid, or fully in the cloud.<|endoftext|> As more companies move IT systems and business functions from on-premise to the cloud, it has become more important than ever for enterprises to underpin their practices with robust, secure multi-cloud and hybrid cloud solutions. SolarWinds believes this will accelerate its go-to-market strategy by shifting the company\u2019s industry-leading on-premises products to SaaS-based models.<|endoftext|> SolarWinds chose Infosys to assist in accelerating its SaaSification journey for its rich cloud capabilities and proven success in advancing enterprise cloud journeys. With Infosys Cobalt, SolarWinds gains access to over 35,000 assets and over 300 industry cloud solution blueprints designed to make its transition from on-premises to SaaS seamless.<|endoftext|> Sudhakar Ramakrishna, SolarWinds President and CEO, said, \u201cWe\u2019re excited to work with Infosys to transform our application delivery in a software-as-a-service model. We\u2019ve already begun moving to our new SaaS model with the launch of our comprehensive SolarWinds Observability offering and we now have a framework to quickly transition our other monitoring and observability solutions across network, infrastructure, systems, database, applications, and ITSM to this new model. With Infosys, we\u2019re confident we\u2019ll be able to drive more market share with SaaSification.\u201d  Rohini Kasturi, SolarWinds Chief Product Officer, said, \u201cEnsuring a smooth customer experience\u2014regardless of where our customers are on their cloud journeys\u2014is vital to our success at SolarWinds. Our collaboration with Infosys will enable us to modernize our customers\u2019 operations while improving their business outcomes. We\u2019re excited to take advantage of working with Infosys to further embrace SaaSification.\u201d  Anand Swaminathan, EVP, Communications, Media, and Technology for Infosys, said, \u201cOur goal at Infosys is to enable the SaaSification of products and platforms to accelerate digital transformation. With Infosys Cobalt, we are excited to help SolarWinds\u2019 successfully navigate their digital transformation journey to deliver on customer expectations and boost revenue.\u201d  About SolarWinds  SolarWinds (NYSE:SWI) is a leading provider of simple, powerful, secure observability and IT management software built to enable customers to accelerate their digital transformation. Our solutions give organizations worldwide\u2014regardless of type, size, or complexity\u2014with a comprehensive and unified view of today\u2019s modern, distributed, and hybrid network environments. We continuously engage with IT and service operations professionals, DevOps and SecOps professionals, and database administrators (DBAs) to understand the challenges they face in maintaining high-performing and highly available IT infrastructures, applications, and environments. The insights we gain from them, in places like our THWACK community, allow us to address customers\u2019 needs now and in the future. Our focus on the user and commitment to excellence in end-to-end hybrid IT management has established SolarWinds as a worldwide leader in solutions for observability, IT service management, application performance, and database management. Learn more today at www.solarwinds.com.<|endoftext|> The SolarWinds, SolarWinds & Design, Orion, and THWACK trademarks are the exclusive property of SolarWinds Worldwide, LLC or its affiliates, are registered with the U.S. Patent and Trademark Office, and may be registered or pending registration in other countries. All other SolarWinds trademarks, service marks, and logos may be common law marks or are registered or pending registration. All other trademarks mentioned herein are used for identification purposes only and are trademarks of (and may be registered trademarks of) their respective companies.<|endoftext|> \u00a9 2023 SolarWinds Worldwide, LLC. All rights reserved.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation Collaborates with GoSports Foundation to Launch \u2018Girls for Gold\u2019 Program for Aspiring Women Athletes across India \nAuthor: ['Infosys Limited'] Infosys Foundation, the philanthropic and CSR arm of Infosys, today announced that it is collaborating with GoSports Foundation to build the \u2018Girls for Gold Program\u2019, a high-performance excellence program for junior and emerging women athletes. This program, spanning an initial term of four years, will identify and support progression of talented Indian women athletes between 13 to 19 years of age through collaborations with high potential academies and coaches in India. The program will include scholarships, coaching, access to academies, and performance recognition.<|endoftext|> The program will follow a three-pronged approach. First, it will establish a strong cohort of women athletes who will be equipped to compete at the international level, help them build sustainable careers, and nurture them to become role models for the next generation. Secondly, it will build a pipeline of qualified and capable coaches who will help realize the aspirations of athletes and create an atmosphere of sustained sporting excellence. Third, it will help tech-enable the identified academies to make them world class training centers.<|endoftext|> The first cohort of supported academies range across five sporting disciplines, that comprise shooting, boxing, weightlifting, table tennis and badminton. The academies identified as the inaugural beneficiaries of the program are:  Lakshya Shooting Club  Mary Kom Regional Boxing Foundation  Sathish Sivalingam Weightlifting Foundation  Raman TT High Performance Centre  Yadav Pro Badminton Academy  More academies may be considered for support as the program expands. A Champions Advisory Board has been created, comprising sports personalities that include former Indian shooter and Arjuna awardee Suma Shirur, former national table tennis champion B Bhuvaneswari, and amateur boxing champion and Padma Vibhushan awardee MC Mary Kom.<|endoftext|> \u201cWe truly appreciate Infosys Foundation\u2019s commitment to creating cutting-edge avenues for girls and young women to become sporting champions for India. The holistic model of the \u2018Girls for Gold Program\u2019 builds the ecosystem by investing in human and institutional capacity and creating talent pathways for future generations. We are confident of the impact that this unique program will have on the lives and careers of women athletes we will support and, more broadly, on Indian sport\u201d, said, Deepthi Bopaiah, CEO \u2013 GoSports Foundation.<|endoftext|> Sumit Virmani, Trustee, Infosys Foundation, said, \u201cAt Infosys Foundation, a deep-rooted focus on education and women empowerment have been a key priority over the years. Collaborating with GoSports Foundation furthers this long-standing commitment to empower aspiring women athletes with a holistic ecosystem that can help nurture their dreams. Excellence in sports is a driver of social change and we are confident that this collaboration will help these talented young women realize their potential in sports, in an environment amplified with scientific, and tech-enabled processes.\u201d  L-R (clockwise from top): Nandan Kamath, Managing Trustee, GoSports Foundation, Sathish Sivalingam, Olympian, Sathish Sivalingam Sports Foundation, Siddharth Shirur, Secretary, Lakshya Shooting Club, Sumit Virmani, Trustee, Infosys Foundation, Abishek Laxminarayan, Trustee, GoSports Foundation, Shrutee Khurana, Director, Infosys Foundation, Capt. Shanthi, Program Director of Education, Infosys Foundation, B Bhuvaneshwari, Commonwealth medalist, Raman TT High Performance Centre, MC Mary Kom, Olympic medalist, Mary Kom Regional Boxing Foundation, Deepthi Bopaiah, CEO, GoSports Foundation.<|endoftext|> To know more about the collaboration, please visit: Girls for Gold \u2013 An Initiative by Infosys Foundation and GoSports Foundation  About GoSports Foundation  The GoSports Foundation is a national award-winning non-profit organization working towards the development of over 200 of India\u2019s talented, emerging and elite athletes, competing across Olympic, Paralympic, Commonwealth, and Asian Games disciplines, through its scholarship, support, and knowledge-building programs.<|endoftext|> For more information, visit: www.gosportsfoundation.in  About Infosys Foundation  Established in 1996, the Infosys Foundation supports programs in the areas of education, rural development, healthcare, women empowerment, arts and culture, and destitute care. Its mission is to work with the underprivileged across the country and strive towards a more equitable society. The Infosys Foundation takes pride in working with all sections of society, selecting projects with infinite care, and working in areas that are traditionally overlooked by society at large.<|endoftext|> For more details, please log on: https:\/\/www.infosys.com\/infosys-foundation  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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:  Infosys: PR_India@infosys.com  GoSports: shripoorna@gosports.in  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys teams up with Walmart Commerce Technologies to deliver scalable omni-channel solutions to retailers \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced a new collaboration with Walmart Commerce Technologies to help retailers leverage technology solutions that simplify customer and store employee experiences. Infosys will help retailers implement and use Store Assist, which enables them to provide seamless omnichannel experiences such as pickup, delivery and ship from store for both employees and customers.<|endoftext|> Infosys has an industry leading Consumer and Retail focused practice that has been helping retailers, consumer tech, consumer packaged goods and logistics companies navigate their next through digital and emerging technologies over the last three decades. Through platforms like Infosys Equinox, partner products, and leading digital capabilities, Infosys has helped over 190 retailers globally transform themselves into sentient enterprises by augmenting their core digital capabilities, advancing their operating models and transforming their talent for the future.<|endoftext|> Karmesh Vaswani, EVP & Global Head \u2013 Consumer, Retail & Logistics, Infosys, said, \u201cTo navigate an increasingly complex supply chain and serve the modern intelligent shopper the way they want, retailers are looking for innovative ways to deliver seamless omni-channel experiences with convenient fulfilment options. Infosys is proud to work with Walmart Commerce Technologies to enable retailers to implement Store Assist, thereby improving digital retail experience for customers and store employees.\u201d  The Store Assist app is built on the same fulfilment technology that Walmart stores leverage, giving retailers access to decades of operating expertise from the Fortune 1 company. With Store Assist, retailers can optimize in-store fulfilment by increasing picking accuracy, speed, and efficiency. Store associate productivity can be enhanced through order queueing, multi-order batch picking and prioritized pick paths, all enabled in the Store Assist app. It also provides a seamless handoff experience between employees and customers, whether they\u2019re picking up orders in-store or curb side, having them shipped, or getting last-mile delivery \u2013 all while letting businesses maintain control of their customers' experience.<|endoftext|> Store Assist is a lightweight, cloud-based, API-first solution that seamlessly integrates into a retailer's existing Commerce or OMS platform, including dedicated integrations with out-of-the-box capabilities for Salesforce and Adobe customers.<|endoftext|> Sunil Kumar, Vice President and General Manager of Walmart Commerce Technologies, said, \u201cInfosys is a trusted partner to businesses that are navigating their digital transformation. We are excited to have Infosys help streamline implementation of the Store Assist app and to serve as a trusted system integration team for our customers.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Brent Council Extends Collaboration with Infosys to Provide Free Digital Learning for Local Small and Medium-Sized Enterprises \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced an extended collaboration with Brent Council that will see its digital learning platform Springboard made available to local small and medium-sized enterprises (SMEs).<|endoftext|> Springboard is Infosys\u2019 flagship digital learning platform designed to empower people, communities, and society with skills to be successful in the 21st century. Since first launching in Brent in 2021, Springboard has seen over 48,000 people sign up to the platform, positively impacting digital literacy and inclusion rates in the local area. The platform has helped residents of all ages upskill.<|endoftext|> The next phase of its rollout across Brent will deliver continued access to digital skills training and mentorship for local businesses, helping SMEs unlock new opportunities to innovate and become digitally enabled enterprises. The collaboration is underpinned with an aim to support the building of a robust workforce and bolster local economic growth via investment in digital skills. Infosys Springboard aims to:  Be available to everyone for free and designed to increase digital literacy across the board, including individual residents, schools and business owners.<|endoftext|> Support digitally engaged communities and make devices and digital assets available to those who cannot afford them.<|endoftext|> Empower digitally enabled local enterprises, helping entrepreneurs realise their ideas or small and medium sized businesses improve their services through digital efforts.<|endoftext|> Speaking on the partnership, Councillor Muhammed Butt, Leader of Brent Council, said: \u201cFrom the basics of business communications to driving sales through online marketing, the digital skills taught through Springboard have the potential to open up a wealth of opportunities for our small business community. This platform will help ensure Brent businesses not only have the skills they need to survive, but thrive, in the digital age.\u201d  Thirumala Arohi, Senior Vice President, and Head \u2013 Education, Training and Assessment, Infosys, said: \u201cUpskilling and widening access to digital education are key priorities for us at Infosys. I\u2019m delighted that we are expanding this unique partnership with Brent to build on our mutual goal to promote digital inclusion and maximize access to digital skills training, taking learners from beginner through to expert. I am certainly looking forward to seeing what local businesses in Brent can go on to achieve as a result.\u201d  For more information about Infosys Springboard, please click HERE.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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|> About Brent Council  Brent Council is the local authority for the London Borough of Brent, which is located in North West London. Brent is currently home to around 339,800 residents and is the 5th largest London borough in terms of population size.<|endoftext|> Brent is a tremendously vibrant London borough where the iconic arch of Wembley Stadium dominates the skyline. Spanning both inner and outer London, it is a borough of huge contrasts in terms of its economic, environmental, ethnic and social make up. Brent\u2019s diversity is evident to all who visit our borough and our long history of ethnic and cultural diversity has created a place that is truly unique and valued by those who live and work here.<|endoftext|> Media contacts:  For more information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Launches the Live Operations Platform in Collaboration with ServiceNow to Boost Customer Experience for Telecom Providers \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced its collaboration with ServiceNow, a leading digital workflow company, to launch the Infosys Live Operations platform, aimed at enhancing customer experiences (CX) for telecom providers.<|endoftext|> Infosys leveraged ServiceNow technology to build Infosys Live Operations, which seamlessly integrates with legacy and digital environments to simplify business operations by application rationalization and technology stack optimization. As part of Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey, Infosys Live Operations will help telecom service providers reduce time-to-market and make feature-rich products. The platform aims to deliver up to 95 percent improvement in operational efficiency, a 10-20 percent increase in quality of service and experience, and a 40 percent reduction in operational costs.<|endoftext|> Narsimha Rao Mannepalli, EVP, Co-head of Delivery and Head \u2013 Cloud, Infrastructure and Cybersecurity, Infosys said, \u201cToday, telecom service providers face unique challenges, one of which is commoditization of connectivity. As they look at increasing customer relevance, Infosys Live Operations platform provides a differentiated edge by improving the quality of customer service while simplifying business service operations. Our continued collaboration with ServiceNow has enabled us to work on many enterprise transformation initiatives and has given us the opportunity to not only emerge as a trusted partner but also a leader in the telecom industry. This latest collaboration will work towards a hyperconnected economy and enable us to provide world-class telecom solutions with an accelerated approach towards digital transformation.\u201d  Rohit Batra, Vice President and Head of Telecommunications, Media, and Technology Products at ServiceNow said, \u201cEfficiency and experience are critical for any enterprise to thrive in today\u2019s business environment. Infosys Live Operations platform, powered by ServiceNow, enables telecom service providers with a 360-degree view into customer preference data and insights, which has the potential to increase customer experience and retention. We look forward to our continued collaboration with Infosys in enabling telecom service providers to navigate and succeed in today's rapidly changing environment.\u201d  Infosys supports BT Group\u2019s work with ServiceNow and has delivered multiple key projects in the past, using a range of different ServiceNow products and capabilities. Julian Stobbs, Service Insight and Transformation Director, BT Group said, \u201cWe have been undergoing a group-wide transformation to optimize customer and employee experience. We worked with Infosys to deliver an ambitious ServiceNow platform for BT, to help enterprises optimize their cost and performance. The key focus for us here is to achieve a radical transformation in user experience for network engineers and achieve a close interworking with service desk agents. This journey will not only enable us to be a competitive player but also help migrate our existing customers from legacy platforms to the cloud, delivering efficiency whilst supporting a more compelling customer experience.\u201d  ServiceNow, the ServiceNow logo, Now, Now Platform, and other ServiceNow marks are trademarks and\/or registered trademarks of ServiceNow, Inc. in the United States and\/or other countries.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys and Aramco Aim to Leverage AI to Create Digitally Connected Employee Experiences \nAuthor: ['Infosys Limited'] Infosys and Aramco Aim to Leverage AI to Create Digitally Connected Employee Experiences  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it signed a Memorandum of Understanding (MoU) with Aramco, one of the world's leading integrated energy and chemicals companies, to collaborate on accelerating their human resource (HR) technology. Together, Infosys and Aramco aspire to bring new insights to HR data and analytics; scale the use of automation tools; and enhance employee experience through artificial intelligence (AI) technologies.<|endoftext|> Infosys also plans to embed digital transformation practices and tools into Aramco\u2019s HR platform, enhancing the overall digital experience for employees to engage more productively. Additionally, Infosys aims to leverage AI to further bolster Aramco\u2019s employee learning and development experiences and reduce skill gaps. This will attempt to help Aramco unlock talent to match people to opportunities in the company.<|endoftext|> The collaboration also intends to work on analysing how automation can optimize repetitive tasks related to HR management through AI-powered learning, reducing time and effort in training delivery. AI-powered analysis will aim to provide insights, track return on investment and support Aramco with algorithmic decision-making to spot trends and identify relevant recruitment channels.<|endoftext|> L-R: Abdul Wahab Mohammed, Senior Director, Middle East and Africa, Infosys, Abdulmohssin Alotaibi, Vice President, Human Resources, Aramco Asia, Joseph Alenchery, Vice President and Global Business Head, EnergyNext, Infosys, Faisal A. Al-Hajji, Senior Vice President, Human Resources, Aramco, Razan Jandali, Manager Human Resources, Planning and Performance Management, Saudi Aramco, Simon Tucker, Managing Partner, Global Consulting Sector Lead, Services, Energy, Utilities & Resources, Infosys Consulting  Faisal A. Al-Hajji, SVP Human Resources, Aramco, said, \u201cAt Aramco, we are constantly looking to improve employee experience and make our company the best place to work. This collaboration will allow us to explore ways to further upgrade our focus on customer-centricity and transform our digital HR offerings.\u201d  Ashiss Kumar Dash, EVP & Global Head - Services, Utilities, Resources and Energy, Infosys, said, \u201cInfosys\u2019 programs for learning and development have been acknowledged and benchmarked globally and we take great pride in them. Through this collaboration, we intend to bring our digital expertise and tools to Aramco\u2019s HR practice to deliver a world-class employee experience. By aiming to incorporate high-level AI and automation into their employee management model, we will attempt to help Aramco scale and enhance their talent model.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Finacle powers XacBank\u2019s Digital Transformation Journey \nAuthor: ['Infosys Limited'] Infosys Finacle powers XacBank\u2019s Digital Transformation Journey  Infosys Finacle, part of EdgeVerve Systems, a wholly-owned subsidiary of Infosys (NSE, BSE, NYSE: INFY), and XacBank, a leading universal bank in Mongolia, today announced the successful transformation of the bank\u2019s technology landscape with Finacle Digital Banking Solution Suite. The Finacle suite now powers both the retail and corporate banking operations at XacBank, enabling a robust digital foundation for the bank to achieve its growth strategy.<|endoftext|> Highlights:  XacBank has implemented a diverse range of modular solutions from Infosys Finacle, spanning key areas such as Deposits, Loans, CRM, Payments, Trade Finance, Limits and Collaterals. These componentized solutions offer comprehensive functionality and flexible product factories that allow for the swift deployment of global innovations through simple configurations. As a result, XacBank is now fully equipped to launch new and innovative products at an accelerated pace.<|endoftext|> The extensive collection of open APIs (application programming interfaces) offered by the Finacle suite has provided XacBank with a solid foundation for seamless integration and collaborative innovation within the larger ecosystem. This enables the bank to effortlessly scale its operations and partner with other organizations to co-create innovative solutions that drive growth and improve customer experiences.<|endoftext|> Finacle has enabled straight-through processing to automate workflows across applications seamlessly, leading to significant time and cost savings while improving operational efficiency.<|endoftext|> XacBank has also implemented the Finacle Treasury Solution, a unified platform with comprehensive capabilities in trading, risk management, and security operations. This solution enables the bank to effectively execute its trading and asset liability management strategies, thereby enhancing its overall financial performance.<|endoftext|> Tsevegjav Gumenjav, Chief Executive Officer, XacBank, said, \u201cWe are happy at the successful completion of this much-awaited digital transformation, drawing us closer to our vision to be the preferred universal bank in Mongolia. In this digital-first era, the Finacle platform provides us with the right platform to offer custom offerings for our customers in Mongolia across segments, serving their financial needs in a secure manner. We look forward to scaling new heights with world-class banking and contribute to the larger economic development of Mongolia.\u201d  Sajit Vijaykumar, Chief Operating Officer, Infosys Finacle, said, \"We are excited to collaborate with XacBank in its digital transformation journey. By deploying Finacle's comprehensive suite of solutions, we are confident that the bank will be able to significantly improve its operational efficiency, enhance customer engagement, and drive innovation. Our collaboration will enable the bank to offer contextual and tailored solutions to its retail and business customers, accelerating the bank\u2019s growth and economic development of the country.\"  About XacBank:  Since its founding in 2001, XacBank has created sustainable growth in the banking and financial sector of Mongolia, continuously expanding operations, and has become one of the largest systemic banks. XacBank today provides integrated banking and financial solutions to consumer and MSMEs throughout its over 70 nation-wide branches, serving approximately 1 million customers. To know more, visit www.xacbank.mn  About Infosys Finacle  Finacle is an industry leader in digital banking solutions. We are a unit of EdgeVerve Systems, a wholly owned product subsidiary of Infosys (NSE, BSE, NYSE: INFY). We partner with emerging and established financial institutions to help inspire better banking. Our cloud-native solution suite and SaaS services help banks engage, innovate, operate, and transform better to scale digital transformation with confidence. Finacle solutions address the core banking, lending, digital engagement, payments, cash management, wealth management, treasury, analytics, AI, and blockchain requirements of financial institutions. Today, banks in over 100 countries rely on Finacle to help more than a billion people and millions of businesses to save, pay, borrow, and invest better. For more information, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Financial Information for the Fourth Quarter and Year ended March 31, 2023 \nAuthor: ['Infosys Limited'] Results for the Fourth Quarter and Year ended March 31, 2023  Infosys announces results for the fourth quarter and year ended March 31, 2023 on Thursday, April 13, 2023.<|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  Investor Sheet  Download  Financial Statements  IFRS Financial Information  Ind AS  Standalone | Consolidated  Management's comments on the results  April 13, 2023 4:30 p.m. (IST)  Archived Webcast of Press Conference | Transcript  Webcast of conference call  April 13, 2023 6:00 p.m. (IST)  Archived Earnings conference call - Audio | Transcript  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: ACM Prize in Computing Recognizes Yael Kalai for Fundamental Contributions to Cryptography \nAuthor: ['Infosys Limited'] ACM, the Association for Computing Machinery, today named Yael Tauman Kalai the recipient of the 2022 ACM Prize in Computing for breakthroughs in verifiable delegation of computation and fundamental contributions to cryptography. Kalai\u2019s contributions have helped shape modern cryptographic practices and provided a strong foundation for further advancements.<|endoftext|> The ACM Prize in Computing recognizes early-to-mid-career computer scientists whose research contributions have fundamental impact and broad implications. The award carries a prize of $250,000, from an endowment provided by Infosys Ltd.<|endoftext|> Verifiable Delegation of Computation  Kalai has developed methods for producing succinct proofs that certify the correctness of any computation. This method enables a weak device to offload any computation to a stronger device in a way that enables the results to be efficiently checked for correctness. Such succinct proofs have been used by numerous blockchain companies (including Ethereum) to certify transaction validity and thereby overcome key obstacles in blockchain scalability, enabling faster and more reliable transactions. Kalai's research has provided essential definitions, key concepts, and inventive techniques to this domain.<|endoftext|> More specifically, Kalai's work pioneered the study of \u201cdoubly efficient\u201d interactive proofs, which ensure that the computational overhead placed on the strong device is small (nearly linear in the running time of the computation being proved). In contrast, previous constructions incurred an overhead that is super-exponential in the space of the computation. Kalai\u2019s work transformed the concept of delegation from a theoretical curiosity to a reality in practice. Her subsequent work used cryptography to develop certificates of computation, eliminating the need for back-and-forth interaction. This work used insights from quantum information theory, specifically \"non-signaling\" strategies, to construct a one-round delegation scheme for any computation. These schemes have led to a body of work on delegation including theoretical advancements, applied implementations, and real-world deployment.<|endoftext|> Additional Contributions to Cryptography  Kalai\u2019s other important contributions include her breakthrough work on the security of the \"Fiat-Shamir paradigm,\" a general technique for eliminating interaction from interactive protocols. This paradigm is extensively utilized in real-world applications including in the most prevalent digital signature scheme (ECDSA) which is used by all iOS and Android mobile devices. Despite its widespread adoption, its security has been poorly understood. Kalai's research established a solid foundation for understanding the security of this paradigm. In addition, she co-pioneered the field of leakage resilient cryptography and solved a long-standing open problem in interactive coding theory, showing how to convert any interactive protocol into one that is resilient to a constant fraction of adversarial errors while increasing the communication complexity by at most a constant factor and the running time by at most a polynomial factor. Kalai's extensive work in the field of cryptography has helped shape modern cryptographic practices and provided a strong foundation for further advancements.<|endoftext|> \u201cAs data is the currency of our digital age, the work of cryptographers, who encrypt and decrypt coded language, is essential to keeping our technological systems secure and our data private, as necessary,\u201d said ACM President Yannis Ioannidis. \u201cYael Kalai has not only made astonishing breakthroughs in the mathematical foundations of cryptography, but her proofs have been practically useful in areas such as blockchain and cryptocurrencies. Her research addresses complex problems whose solution opens new directions to where the field is heading\u2014focusing on keeping small computers (such as smartphones) secure from potentially malicious cloud servers. A true star all around, she has also established herself as a respected mentor, inspiring and cultivating the next generation of cryptographers.\u201d  \u201cWe are pleased to see one of the world\u2019s leading cryptographers recognized,\u201d said Salil Parekh, Chief Executive Officer, Infosys. \u201cKalai\u2019s technical depth and innovation of her work has definitely made a tremendous mark in this field and will inspire aspiring cryptographers. We are thankful for her contributions to date and can only imagine what she has in store in the coming years. Infosys has been proud to sponsor the ACM Prize since its inception. Recognizing the achievements of young professionals is especially important in computing, as bold innovations from people early in their careers have a tremendous impact on our field.\u201d  Kalai will be formally presented with the ACM Prize in Computing at the annual ACM Awards Banquet, which will be held this year on Saturday, June 10 at the Palace Hotel in San Francisco.<|endoftext|> Biographical Background  Yael Tauman Kalai is a Senior Principal Researcher at Microsoft Research and an Adjunct Professor at the Massachusetts Institute of Technology (MIT). Kalai earned a BSc in Mathematics from the Hebrew University of Jerusalem, an MS in Computer Science and Applied Mathematics from The Weizmann Institute of Science, and a PhD in Computer Science from the Massachusetts Institute of Technology.<|endoftext|> Kalai\u2019s honors include the George M. Sprowls Award for Best Doctoral Thesis in Computer Science (MIT, 2007), an IBM PhD Fellowship (2004-2006), an MIT Presidential Graduate Fellowship (2003-2006), and an Outstanding Master\u2019s Thesis Prize (Weizmann Institute of Science, 2001). She is a Fellow of the International Association for Cryptologic Research (IACR). Additionally, Kalai gave an Invited Talk at the International Congress of Mathematics (ICM, 2018).<|endoftext|> About the ACM Prize in Computing  The ACM Prize in Computing recognizes an early to mid-career fundamental innovative contribution in computing that, through its depth, impact, and broad implications, exemplifies the greatest achievements in the discipline. The award carries a prize of $250,000. Financial support is provided by an endowment from Infosys Ltd. The ACM Prize in Computing was previously known as the ACM-Infosys Foundation Award in the Computing Sciences from 2007 through 2015. ACM Prize recipients are invited to participate in the Heidelberg Laureate Forum, an annual networking event that brings together young researchers from around the world with recipients of the ACM A.M. Turing Award, the Abel Prize, the Fields Medal, and the IMU Abacus Medal (a continuation of the Rolf Nevanlinna Prize).<|endoftext|> About ACM  ACM, the Association for Computing Machinery, is the world\u2019s largest educational and scientific computing society, uniting computing educators, researchers, and professionals to inspire dialogue, share resources, and address the field\u2019s challenges. ACM strengthens the computing profession\u2019s collective voice through strong leadership, promotion of the highest standards, and recognition of technical excellence. ACM supports the professional growth of its members by providing opportunities for life-long learning, career development, and professional networking.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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"}
{"text":"Continue Infosys Press Release (PR)  \n 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Collaborates with LexisNexis to Provide Information Services across Content, Enterprise, and Products Applications \nAuthor: ['Infosys Limited'] Infosys Collaborates with LexisNexis to Provide Information Services across Content, Enterprise, and Products Applications  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has extended its collaboration with LexisNexis, a data and analytics company, to provide end-to-end information services across their range of content, enterprise, and product applications.<|endoftext|> Through this engagement, Infosys will provide LexisNexis, end-to-end strategic IT services across multiple business domains that include their global content systems, global business systems and product development. These services will provide application maintenance and support, application development and validation, life cycle upgrades, application modernization, and content modernization.<|endoftext|> As part of the collaboration, Infosys will also provide strategic consultancy for LexisNexis\u2019 downstream, discretionary, and strategic spends. Building further on its 15-year long relationship, Infosys will help ensure continued delivery excellence, while enabling LexisNexis to seamlessly meet expected cost optimization goals and business outcomes.<|endoftext|> Jeff Reihl, Executive Vice President & Chief Technology Officer, LexisNexis, said, \u201cOur longstanding association with the highly experienced Infosys team has shown excellent results. We at LexisNexis aim to deliver the best content, enterprise, and product application services in the market and we firmly believe that by leveraging Infosys for its downstream, discretionary, and strategic programs, will be in our best interest and we are excited to further expand our relationship with Infosys.\u201d  Ashiss Kumar Dash, EVP & Global Head - Services, Utilities, Resources and Energy, Infosys, said, \u201cOur relationship with LexisNexis spans over 15 years, and this new long-term agreement is testament to our great collaboration, delivering true value during that time. Over the coming years, we will continue to bring together industry leading digital capabilities across enterprise applications, content systems, cloud, advanced AI, and talent to continue delivering excellence that reflects the everchanging dynamics of this industry. With a focus on delivering greater innovation and seamless experiences, we look forward to supporting LexisNexis retain and excel its position as a market leader.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation and PPBA Successfully Conclude First Sports Conclave \nAuthor: ['Infosys Limited'] Infosys Foundation and PPBA Successfully Conclude First Sports Conclave  Infosys Foundation, the philanthropic and CSR arm of Infosys, and the Prakash Padukone Badminton Academy (PPBA) today announced that they have successfully concluded their debut sports conclave at the Padukone-Dravid Centre for Sports Excellence. This event was focused on creating awareness around sports and providing knowledge through experts, to athletes across all disciplines, their parents, and coaches from across India.<|endoftext|> This day-long conclave, which saw participation from over 700 athletes and delegates, was aimed at helping aspiring athletes amplify their talent and dedicated efforts with latest inputs from sports science and related fields. Sporting legends Rahul Dravid and Prakash Padukone, prominent philanthropist, author and former Chairperson of Infosys Foundation, Mrs. Sudha Murty, entrepreneur Mukesh Bansal, former Indian hockey captain Viren Rasquinha, and former national badminton champion Aparna Popat were part of the several panel discussions that took place through the day.<|endoftext|> Paddy Upton of South Africa, who is the former mental conditioning and strategic leadership coach of the Indian cricket team, sports physiotherapist Heath Mathews, also from South Africa, sports nutritionist Aradhana Sharma, and sleep evangelist Mathew Chandy also addressed the audience. Some of the key topics that were covered during these sessions included nutrition and hydration, injury prevention and management, strength and conditioning, and sports psychology. Raghavan Subramanian, Associate VP of Infosys, gave an interesting perspective on the advantage of technology in sports, citing examples of Infosys\u2019 tech collaborations in the field of tennis.<|endoftext|> Sumit Virmani, Trustee, Infosys Foundation, said, \u201cWe are delighted that PPBA and Infosys Foundation could bring together athletes, parents, and coaches from different sporting disciplines to gain knowledge from sporting legends and experts. This has been a long-standing vision of the collaboration, which I am glad we could realize. We hope that believe that this conclave has helped further educate, motivate, and equip our young athletes with the right information relevant insights and tools they need to strive for all round excellence, and realize their dreams.\u201d  Prakash Padukone, Co-founder of PPBA, commented, \u201cThis Conclave has been started with a vision to support our athletes with the necessary exposure to the latest know-how and practices that they can use for raising their game to a higher level in a sustained manner. We hope that this will be the harbinger of more such events that can we organize together with Infosys Foundation, for the benefit of all our athletes across different disciplines.\u201d  Infosys Foundation announced a long-term collaboration with PPBA in 2019, to support the Academy\u2019s talented players to compete and excel in various national and international sporting competitions.<|endoftext|> About Prakash Padukone Badminton Academy:  PPBA has been dedicated to the cause of furthering the growth of Indian badminton since it was launched more than 25 years ago on October 1, 1994. Located in Bengaluru, the Academy is the brainchild of Mr. Prakash Padukone, Mr. Vimal Kumar and Mr. Vivek Kumar all stalwarts of Indian Badminton. PPBA is India\u2019s premier trailblazing badminton coaching academy that has groomed successive generations of top-notch men\u2019s and women\u2019s talent in the country since its inception. Presently, the Academy is located at the Padukone-Dravid Centre for Sports Excellence in Yelahanka, Bengaluru. For more information, please visit our website: www.ppba.in  About Infosys Foundation  Established in 1996, the Infosys Foundation supports programs in the areas of education, rural development, healthcare, women empowerment, arts and culture, and destitute care. Its mission is to work with the underprivileged across the country and strive towards a more equitable society. The Infosys Foundation takes pride in working with all sections of society, selecting projects with infinite care, and working in areas that are traditionally overlooked by society at large.<|endoftext|> For more details, please log on: https:\/\/www.infosys.com\/infosys-foundation  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_India@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Recognized as the Top Service Provider Across Nordics in the Whitelane Research and PA Consulting IT Sourcing Study 2023 \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been recognized as one of the top service providers in the Nordics, achieving the highest awarded score in Whitelane Research and PA Consulting\u2019s 2023 IT Sourcing Study. The report ranked Infosys as the number one service provider and an \u201cExceptional Performer\u201d in the categories of Digital Transformation, Application Services, and Cloud & Infrastructure Hosting Services. Infosys also ranked number one in overall General Satisfaction and Service Delivery.<|endoftext|> For the report, Whitelane Research and PA Consulting, the innovation and transformation consultancy, surveyed nearly 400 CXOs and key decision-makers from top IT spending organizations in the Nordics and evaluated over 750 unique IT sourcing relationships and more than 1,400 cloud sourcing relationships. These service providers were assessed based on their service delivery, client relationships, commercial leverage, and transformation capabilities.<|endoftext|> Some of Infosys\u2019 key differentiating factors highlighted in the report are:  Infosys ranked as a top provider in the Nordics across key performance indicators on service delivery quality, account management quality, price level and transformative innovation  Infosys\u2019 ranked above the industry average by 8 percent year-on-year, making it one of the top system integrators in the Nordics  Infosys is positioned as a \u201cStrong Performer\u201d in Security Services and scored significantly above average on account management  Arne Erik Berntzen, Group CIO of Posten Norge, said, \u201cInfosys has been integral in helping Posten Norge transform its IT Service Management capabilities. As Posten\u2019s partner since 2021, Infosys picked up the IT Service Management function from the incumbent, successfully transforming it through a brand-new implementation of ServiceNow, redesigning IT service management to suit the next-generation development processes and resulting in a significant improvement of the overall customer experience. I congratulate Infosys for achieving the top ranking in the 2023 Nordic IT Sourcing Study.\u201d  Antti Koskelin, SVP & CIO at KONE, said, \u201cInfosys has been our trusted partner in our digitalization journey since 2017 and have helped us in establishing best-in-class services blueprint and rolling-in our enterprise IT landscape over the last few years. Digital transformations need partners to constantly learn, give ideas that work and be flexible to share risks and rewards with us, and Infosys has done just that. I am delighted that Infosys has been positioned No. 1 in Whitelane\u2019s 2023 Nordic Survey. This is definitely a reflection of their capabilities.\u201d  Jef Loos, Head of Research Europe, Whitelane Research, said, \u201cIn today's dynamic IT market, client demand is ever evolving, and staying ahead of the curve requires a strategic blend of optimized offerings and trusted client relationships. Infosys' impressive ranking in Whitelane\u2019s Nordic IT Sourcing Study is a testament to their unwavering commitment to fulfilling client demands effectively. Through their innovative solutions and exceptional customer service, Infosys has established itself as a leader in the industry, paving the way for a brighter and more successful future for all.\u201d  Hemant Lamba, Executive Vice President & Global Head \u2013 Strategic Sales, Infosys, said, \u201cOur ranking as one of the top service providers across the Nordics in the Whitelane Research and PA Consulting 2023 IT Sourcing Study, endorses our commitment to this important market. This is a significant milestone in our regional strategy, and the recognition revalidates our commitment towards driving customer success and excellence in delivering innovative IT services. Through our geographical presence in the Nordics, we will continue to drive business innovation and IT transformation in the region, backed by a strong partner network. We look forward to continuing investing in this market to foster client confidence and further enhance delivery.\u201d  For more information, please read Whitelane Research's report here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: United Nations Development Programme Collaborates with Infosys Public Services to Implement Oracle Fusion Cloud Applications Suite \nAuthor: ['Infosys Limited'] United Nations Development Programme (UNDP) and Infosys Public Services (IPS), a US-based subsidiary of global next-generation digital services and consulting leader Infosys (NSE, BSE, NYSE: INFY), today announced the successful deployment of UNDP\u2019s Quantum Global Digital Management System. Quantum, based on Oracle\u2019s Fusion Cloud Applications Suite, provides a unified and seamless platform for all UNDP business functions including human capital management, financials management, supply chain management and enterprise performance management for eight agencies of the United Nations with a user base of over 50,000 across 170 countries.<|endoftext|> The new platform replaced all legacy systems, providing a simplified digital landscape with features like Intelligent Dashboards, AI\/automation, and many self-service capabilities that transform operations and the way UNDP engages with partners, suppliers and personnel. Quantum\u2019s improved data control and high degree of digital end-to end process integration will lead to improved data quality and better decision support systems. In addition, UNDP will benefit from enhanced usability and end user adoption through a modern, multi-lingual and accessible user experience.<|endoftext|> UNDP\u2019s new digital core, largely enabled by Quantum, is one of the enabling pillars of its digital transformation strategy. This platform delivers improved results tracking, fully integrated risk management capabilities, additional automated controls and a new digital self-service platform for personnel, partners and suppliers. With the new platform, many lower-value tasks have been simplified and automated enabling the organisation to shift its focus to more strategic tasks, resulting in a continued boost in productivity.<|endoftext|> Sylvain St-Pierre, Chief Information Officer, UNDP said \u201cDigital technology will allow us to rapidly evolve with the ever-changing development needs of people and our planet. Our previous systems were difficult to change and often made it challenging to adapt to changing global development needs and world events. This new digital core represents a quantum leap forward that enables UNDP with a modernized, integrated platform, allowing for truly transformative digital capabilities combined with a first-rate digital user experience. Quantum, our new digital corporate management system implemented with Infosys Public Services, underpins a #FutureSmart UNDP that leaves no one behind.\u201d  Steve Miranda, Executive Vice President, Applications Development, Oracle said \u201cWith a physical presence in 177 countries around the world, the UN Development Programme operates at massive scale. Using Oracle Fusion Applications for finance, HR, and supply chain will help UNDP to consolidate systems and embrace automation to increase efficiency and ultimately use less resources to deliver more value to its global constituents. We\u2019re proud to be working with Infosys Public Services to help UNDP optimize its processes and better deliver on its critical global mission.\u201d  Bhanu Prasad Narayana, Interim CEO and AVP, Infosys Public Services, said, \u201cWe have been proud partners of UNDP since 2013 and are thrilled to have the opportunity to move UNDP into the cloud era. Oracle Fusion Applications provide UNDP and its partner agencies with a complete suite of SaaS applications, and we are proud that IPS delivered the program on schedule, with zero disruptions, even amid the pandemic. Our comprehensive Oracle Cloud solutions and capabilities, and the power of Infosys Cobalt offerings are enabling us to accelerate cloud transformation priorities for our public sector clients and help deliver exceptional outcomes.\u201d  Quantum aligns with the Digital Strategy of the United Nations Development Programme and sets the stage for continuous improvements. UNDP and IPS implemented the Quantum system in line with guidance offered through Infosys\u2019 Oracle Cloud methodology that has been implemented for several Fortune 500 organizations globally.<|endoftext|> To learn more about the project, please visit: https:\/\/www.undp.org\/quantum  About Infosys Public Services  Infosys Public Services is a leader in next-generation digital services and consulting. With benchmark processes, access to cross-industry insights and innovative public sector solutions, Infosys Public Services is helping public sector organizations to navigate their digital transformation, helping them renew existing systems into modern, agile, intelligent platforms, develop new capabilities and deliver better outcomes to all stakeholders at a lower cost with less risk.<|endoftext|> Navigate your next with Infosys Public Services. Visit www.infosyspublicservices.com to learn how.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Kiran Mazumdar-Shaw to retire from Infosys Board; D. Sundaram appointed Lead Independent Director \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced the retirement of Kiran Mazumdar-Shaw as Independent Director of the Board, effective March 22, 2023, upon completion of her tenure.<|endoftext|> The Board has appointed D. Sundaram as the Lead Independent Director of Company, effective March 23, 2023 based on the recommendation of Nomination and Remuneration Committee.<|endoftext|> Kiran Mazumdar-Shaw was appointed to the Infosys Board as an Independent Director in 2014, and as Lead Independent Director in 2018. She also served as the Chairperson of the Nomination & Remuneration Committee and CSR Committee, and as a member of the Risk Management and ESG Committees of the Board.<|endoftext|> The Board places on record its appreciation for Ms. Shaw\u2019s invaluable contribution, guidance, and strategic vision, that has helped the Company build and execute a resilient growth strategy.<|endoftext|> Mr. Sundaram has been on the Board of Infosys since 2017. With his expertise and vast experience in finance and strategy, he has been a crucial catalyst for the Company to realize its vision for the future. Mr. Sundaram serves on the Audit Committee, Risk Management Committee, Stakeholders Relationship Committee, Nomination & Remuneration Committee and Cybersecurity Risk Sub-Committee.<|endoftext|> On behalf of the Board, Nandan Nilekani, Chairman, Infosys, said, \u201cWe profusely thank Kiran for having been such an integral member of the Infosys family, providing valuable guidance and leadership to the Board over the years. I am personally very grateful to her as she has been a tremendous ally and amazing colleague on the Board, ever since I re-joined Infosys in August 2017. We also congratulate Sundaram on being appointed as Lead Independent Director and look forward to his continued insight and steadfast support as Infosys continues its growth and transformation journey.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: RISHI BASU  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Sandwell Council collaborates with Infosys to provide free digital learning platforms for residents, colleges, and schools \nAuthor: ['Infosys Limited'] Sandwell Council collaborates with Infosys to provide free digital learning platforms for residents, colleges, and schools  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced a partnership with Sandwell Council to launch its Springboard digital learning platform in the region, making it available to Sandwell residents, colleges and schools.<|endoftext|> Springboard is Infosys\u2019 flagship digital learning platform designed to empower people, communities, and society with skills to be successful in the 21st century. The platform features content spanning digital learning, emerging technologies, and life skills, and is led by a team of experts through collaborations with curriculum partners, non-profits, and a global network of leading educational institutions.<|endoftext|> Infosys Springboard will help Sandwell residents acquire new skills and increase employability, supporting individuals, communities, and businesses alike. In particular, it aims to:  Be available to everyone for free to help increase digital literacy across the board and ensure nobody is left behind.<|endoftext|> Support digitally engaged communities and makes devices and digital assets available to those who cannot afford them.<|endoftext|> Help entrepreneurs realise their ideas or small and medium sized businesses improve their services through digital efforts.<|endoftext|> This program builds on Infosys' work with local councils across the UK. In 2021 Infosys deployed Springboard in collaboration with Brent Council, which, during the pandemic, witnessed the number of unemployment claimants aged 18 to 49 in Brent treble. So far, over 48,000 Brent residents have registered and are actively using Infosys Springboard.<|endoftext|> Councillor Simon Hackett, Cabinet Member for Children and Education, Sandwell Council, said: \u201cSpringboard is a fantastic opportunity for Sandwell residents. The opportunity to work alongside a multi-national organisation like Infosys, will equip our enterprises such as, schools, colleges and training providers with the tools needed to increase digital accessibility and help achieve higher aspirations. It will also enable our residents to access a wealth of opportunities for future careers and gain greater prosperity for Sandwell.\u201d  Thirumala Arohi, Senior Vice President and Head \u2013 Education, Training and Assessment, Infosys, said: \u201cUpskilling and reskilling is part of our DNA at Infosys, and we couldn\u2019t be happier to be collaborating with Sandwell Council on this important project. Ensuring equitable access to digital education is central to achieving a digitally engaged community and I certainly look forward to seeing what residents go on to achieve as a result.\u201d  For more information about Infosys Springboard, please click HERE.<|endoftext|> About Sandwell Council  Sandwell is a large, diverse, metropolitan borough and offers exciting opportunities for all. Situated at the very heart of the West Midlands, we are the fifth largest metropolitan borough in the region with six main towns: Oldbury, Rowley Regis, Smethwick, Tipton, Wednesbury and West Bromwich. It is home to more than 300,000 people and around 9,000 businesses. Sandwell Council has a strong reputation for development and is continuously growing, with up to \u00a31.8bn of investment planned between 2022 and 2027 to fund regeneration across the six towns, improving quality of life and making Sandwell a more sustainable and greener place to live, work and explore. Sandwell Council is the largest employer in the borough with 3,921 employees and provides a comprehensive range of services to local people throughout their lives. The borough has excellent access to the national motorway network, and we are just seven minutes by rail to Birmingham city centre. We also benefit from a mainline train station Sandwell and Dudley and the Midland Metro. The borough has 1,200 hectares of parks, playing fields and local green space and more than 30 miles of canals.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Finacle Powers ABN AMRO\u2019s Global Liquidity Management System \nAuthor: ['Infosys Limited'] Infosys Finacle, part of EdgeVerve Systems, a fully owned subsidiary of Infosys (NSE, BSE, NYSE: INFY), and ABN AMRO, a leading financial services provider in the Netherlands, today announced the implementation and go-live of the Infosys Finacle Liquidity Management Solution for the bank\u2019s corporate customers. ABN AMRO will now be able to provide its customers a single point of access to better manage their global commercial cash flows securely from anywhere and on any device of their choice.<|endoftext|> With this implementation, the bank\u2019s customers will see transformative improvements in target balancing, notional pooling, aggregated balance agreement, and IFRS accounting. This is an important part of the bank\u2019s transformation strategy to better serve its digitally enabled corporate clients and enhance user experience.<|endoftext|> Highlights  The Finacle solution suite has been made available in a cloud-hosted environment, ensuring seamless relay of updates, quick time-to-market, and allowing greater efficiency and scalability.<|endoftext|> With the Finacle Liquidity Management solution, ABN AMRO is able to provide its corporate customers a fully-integrated solution with resilient, and secure liquidity management services, on the move and accessible through any device of their choice.<|endoftext|> The solution is enabling the bank to offer tailored liquidity products and the ability to rapidly introduce new product innovations for customers.<|endoftext|> The bank has also been able to introduce a next-generation cash pooling program to enhance its corporate channel offerings.<|endoftext|> Xander van Heeringen, Director of Transaction Banking, ABN AMRO, said, \u201cWe are excited to announce this collaboration with Infosys Finacle, the market-leading provider of banking technology. The right technology investment for corporate banking customers is of great importance to ABN AMRO as smarter cash management is evolving as a key priority for our customers, pushing the need for driving resilience in treasury operations. Together with Infosys Finacle, we will further enable ABN AMRO to propel with its liquidity management business transformation.\u201d  Sanat Rao, Chief Business Officer & Global Head, Infosys Finacle, said, \u201cCorporate banking customers have the same expectations as retail consumers for agile, tailored, and seamless digital banking on a choice of devices. The Finacle Liquidity Management Solution has been designed keeping the needs of multinational corporations in mind, so that they can effectively manage their liquidity positions on the go. We are very pleased to collaborate with ABN AMRO to deliver a superior banking experience to its corporate customers. We look forward to further enhancing the bank\u2019s capabilities and accelerating the digital transformation of its corporate banking business.\u201d  About Infosys Finacle  Finacle is an industry leader in digital banking solutions. We are a unit of EdgeVerve Systems, a wholly-owned product subsidiary of Infosys (NSE, BSE, NYSE: INFY). We partner with emerging and established financial institutions to help inspire better banking. Our cloud-native solution suite and SaaS services help banks engage, innovate, operate, and transform better to scale digital transformation with confidence. Finacle solutions address the core banking, lending, digital engagement, payments, cash management, wealth management, treasury, analytics, AI, and blockchain requirements of financial institutions. Today, banks in over 100 countries rely on Finacle to help more than a billion people and millions of businesses to save, pay, borrow, and invest better. For more information, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation Collaborates with the Directorate of Indian Army Veterans to Foster Learning for Army Widows and Children \nAuthor: ['Infosys Limited'] Infosys Foundation, the philanthropic and CSR arm of Infosys, today announced that it has signed a Memorandum of Understanding (MoU) with the Directorate of Indian Army Veterans (DIAV) to provide educational grants and scholarships worth INR 30 crore to widows and children of army personnel, who have been impacted through physical casualty.<|endoftext|> Through this collaboration, more than 14,000 widows and children of army personnel from across the country will be able to advance their educational journey. This benefit will be extended to individuals wanting to pursue education from classes 1 to 12, graduation, post-graduation, professional courses, and grants towards computer literacy.<|endoftext|> Infosys Foundation has a long-standing and unwavering commitment towards the Indian armed forces. Since 2016, Infosys Foundation has supported the Rehabilitation and Welfare section of the Indian Army with financial support to thousands of widows, and the next of kin of physical casualties, with grants amounting to INR 40 crore.<|endoftext|> \u201cWe appreciate the support of the Infosys Foundation in creating avenues through which widows and children of Indian Army personnel who suffered physical casualties can restart and accelerate their educational journey. This will provide the necessary financial assistance to families of many such army personnel to empower them with a powerful tool like education, that will undoubtedly impact their lives positively, and bring about change\u201d, said, Brigadier Vikas Bharadwaj \u2013 Directorate of Indian Army Veterans (DIAV).<|endoftext|> Sunil Kumar Dhareshwar, Trustee, Infosys Foundation, said, \u201cOur long-standing collaboration with the defence forces, along with education being a core pillar of Infosys Foundation\u2019s vision, will further help this initiative to equip Army widows and children with knowledge levers that can help them realize their full potential. This collaboration is also aimed at inspiring them to achieve their aspirations, while being financially secure.\u201d  About Infosys Foundation  Established in 1996, the Infosys Foundation supports programs in the areas of education, rural development, healthcare, women empowerment, arts and culture, and destitute care. Its mission is to work with the underprivileged across the country and strive towards a more equitable society. The Infosys Foundation takes pride in working with all sections of society, selecting projects with infinite care, and working in areas that are traditionally overlooked by society at large.<|endoftext|> For more details, please log on: www.infosys.com\/infosys-foundation  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_India@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Energy transition among the top 3 priorities for 73 percent of companies: Infosys-HFS Research study \nAuthor: ['Infosys Limited'] According to the study, 82 percent of energy and utilities executives are set to increase their energy transition spending over the next year  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today unveiled the findings of the Energy Transition study conducted in collaboration with HFS Research, a leading global analyst firm. The study found that 73 percent of global companies see energy transition among the top 3 organizational priorities and 79 percent of the largest firms (which are valued at over $50bn) expect an increase in energy transition spending over the next 12 to 24 months. Overall, operational performance and efficiency, environmental impact of the business, and brand value are drivers that are making energy transition a priority for organizations.<|endoftext|> Infosys and HFS Research surveyed 313 energy transition leaders across geographies and industries for an in-depth perspective on how they are aligning their companies with the global sustainability agenda that is underpinned by the 17 United Nations Sustainable Developmental Goals.<|endoftext|> The key findings of the study are as follows:  94 percent of energy and utilities executives are set to increase their IT spending over the next year; 82 percent expect an increase in spending on energy transition  56 percent of organizations see themselves as road mapping or reinventing their business model for energy transition, while the remaining 44% are either waiting for other organizations to lead or for regulations to force them  79 percent of the largest ($50bn+) firms expect a significant increase in the importance of the energy transition over the next 12 to 24 months  As part of its long-standing Environmental, Social and Governance commitments, Infosys turned carbon neutral in 2020. This includes leveraging renewables, orchestrating energy efficiencies, and driving unique fully funded, community-based carbon offset projects. Along with creating a partner ecosystem to develop and deploy digitally-enabled solutions for energy transition, Infosys will also leverage Infosys Cobalt, a suite of solutions to help clients accelerate their net zero journey on the cloud.<|endoftext|> Josh Matthews, Chief Sustainability Officer and Practice Leader, HFS Research, said, \u201cThe energy transition is moving forward, and the biggest firms want to play the systems-changing role we need. But there is so much left to do\u2014both in triggering that systems change and in implementing business models, technologies, and processes. Collaboration will be essential\u2014internally and throughout ecosystems\u2014but needs to find a new level. Senior industry leadership must ultimately drive the energy transition by cascading roadmaps through their organizations. The climate and sustainability emergency means that the energy transition holds a massive opportunity and responsibility for the bravest people and companies.\u201d  Infosys and bp have collaborated to create 'Energy-as-a-Service' offering enabled by digital innovation. It is an integrated solution for holistic energy management that can enable energy savings, cost reduction, decarbonization and supply reliability across your business all enabled by an intelligent digital platform.<|endoftext|> Sashi Mukundan, President, bp India and Senior Vice President, bp Group, said, \u201cbp and Infosys have brought together their complementary capabilities, products, and services to create an integrated Energy-as-a-Service offering. This strategic collaboration builds on our energy transition goals where we can deliver secure, affordable, lower carbon energy the world increasingly needs, managed by AI\/ML based digital platform to drive energy efficiency. With this engagement, we will aim to support our customers in achieving their sustainability goals faster.\u201d  Ashiss Kumar Dash, EVP & Global Head - Services, Utilities, Resources and Energy, Infosys, said, \u201cOur collaboration with HFS has resulted in a very informative and eye-opening study which sensitizes the industry to the need for energy transition. In the post-pandemic world, we have witnessed that accelerated digital transformation and adoption of digital platforms are taking precedence among businesses in pursuit of sustainability and net zero emissions. Our dedicated Energy Transition practice is helping companies across energy, utilities and other sectors conceptualize and deploy practical solutions to decarbonize their energy footprint.\u201d  To read the full report, click here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Recognized as one of the 2023 World\u2019s Most Ethical Companies\u00ae for the Third Consecutive Year by Ethisphere \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been recognized, by Ethisphere, a global leader in defining and advancing the standards of ethical business practices, as one of the 2023 World\u2019s Most Ethical Companies. Infosys received the honour, for the third consecutive year, for demonstrating the high standards of business integrity through best-in-class ethics, compliance, and governance practices.<|endoftext|> Infosys has become the only Company in India, and one of the four companies globally, in the software and services industry to receive this recognition. This recognition is awarded to global companies that have exceptional business ethics and are committed to advance business integrity.<|endoftext|> Infosys has been recognized among 135 honorees spanning 19 countries and 46 industries. These companies were evaluated based on the Ethisphere Ethics Quotient\u00ae across multiple categories, including culture, environmental and social practices, ethics and compliance, governance, diversity, and initiatives to support a strong value chain.<|endoftext|> \u201cEthics matter. Organizations that commit to business integrity through robust programs and practices not only elevate standards and expectations for all, but also have better long-term performance,\u201d said, Ethisphere CEO, Erica Salmon Byrne. \u201cWe continue to be inspired by the World\u2019s Most Ethical Companies honorees and their dedication to making real impact for their stakeholders and displaying exemplary values-based leadership. Congratulations to Infosys for earning a place in the World\u2019s Most Ethical Companies community.\u201d  Salil Parekh, Chief Executive Officer and Managing Director, Infosys, said, \u201cWe are honoured to be part of the 2023 World\u2019s Most Ethical Companies community. This recognition is a testament to the strong foundation of ethical business practices and accountability that we continue to build on. As a responsible corporate entity, we are fully committed to nurturing excellence and transparency of operations and outcomes for the businesses that we drive.\u201d  The complete list of 2023 World's Most Ethical Companies can be found here: https:\/\/worldsmostethicalcompanies.com\/honorees  Methodology & Scoring  Grounded in Ethisphere\u2019s proprietary Ethics Quotient\u00ae, the World\u2019s Most Ethical Companies assessment process includes more than 200 questions on culture, environmental and social practices, ethics and compliance activities, governance, diversity, and initiatives that support a strong value chain. The process serves as an operating framework to capture and codify the leading practices of organizations across industries and around the globe.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Collaborates with Mobility Specialist ZF to Revamp Supply Chain Operations \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has collaborated with mobility specialist ZF to revamp its multi-echelon supply chain with SAP Integrated Business Planning\u00ae (SAP IBP) and Infosys Cobalt. Through this engagement with the aftermarket division of ZF, Infosys has implemented SAP IBP for demand planning and inventory optimization.<|endoftext|> Infosys was chosen to assist ZF on this transformation journey for its proven expertise in SAP IBP implementation and a plethora of in-house tools and accelerators, backed by efficient teams. As a part this initiative, Infosys leveraged its hybrid agile implementation methodology to replace multiple legacy demand planning tools at ZF Aftermarket, with a unified, global SAP platform. Further, by facilitating two-way flow of business-critical data between the new platform and external systems, Infosys has helped facilitate complex operations planning with complete automation of safety stock. The implementation has helped bring about advanced demand forecasting, collaborative planning, improved responsiveness and efficiency, transparency, and interactive user experience across ZF Aftermarket\u2019s supply chain.<|endoftext|> Rainer Scheuring, Vice President IT AC Market and Materials Management, ZF Friedrichshafen AG said, \u201cBased on the holistic IBP planning approach and the guidance of our implementation partner Infosys, we built the foundation for improved availabilities and reduced inventories within our multi-echelon supply chain.\u201d  Jasmeet Singh, Executive Vice President and Global Head of Manufacturing, Infosys said, \u201cThe ability to forecast demand and optimize inventory is a key competitive advantage, in today\u2019s era of increased macroeconomic and geopolitical complexities. We are delighted to have collaborated with ZF and helped make their supply chain more resilient and intelligent by leveraging Infosys Cobalt. Our extended collaboration will continue to accelerate this leading automotive supplier\u2019s ambitious digital transformation strategies and equip them with the agility and flexibility they need to deliver world-class products to their clients.\u201d  About ZF  ZF is a global technology company supplying systems for passenger cars, commercial vehicles and industrial technology, enabling the next generation of mobility.<|endoftext|> ZF allows vehicles to see, think and act. In the four technology domains of Vehicle Motion Control, Integrated Safety, Automated Driving, and Electric Mobility, ZF offers comprehensive product and software solutions for established vehicle manufacturers and newly emerging transport and mobility service providers. ZF electrifies a wide range of vehicle types. With its products, the company contributes to reducing emissions, protecting the climate, and enhancing safe mobility.<|endoftext|> With some 157,500 employees worldwide, ZF reported sales of \u20ac38.3 billion in fiscal 2021. The company operates 188 production locations in 31 countries. Read more: https:\/\/www.zf.com\/mobile\/en\/homepage\/homepage.html  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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|> SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE in Germany and other countries. Please see https:\/\/www.sap.com\/copyright for additional trademark information and notices.<|endoftext|> Media contacts:  For more information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation Collaborates with Several Social Organizations to Bolster Women Empowerment in India \nAuthor: ['Infosys Limited'] Infosys Foundation, the philanthropic and CSR arm of Infosys, announced that it has signed Memorandums of Understanding (MoU) in this financial year, with Avanti Fellows, Nirmaan Organization, and Shrimad Rajchandra Aatma Tatva Research Centre, to bolster women\u2019s empowerment in India. These strategic collaborations are aimed at providing quality education and employment opportunities to women from underprivileged communities across the country.<|endoftext|> With the right attention, and in alignment with the efforts of the government, women\u2019s empowerment has the potential to solve multiple challenges being faced by the nation and its people at large. Infosys Foundation has also focused on women\u2019s empowerment as a category for entries in the third edition of the Aarohan Social Innovation Awards.<|endoftext|> The Infosys Foundation\u2019s strategic collaboration for empowering women include:  A grant of INR 25.7 crore to Avanti Fellows to provide free engineering and medical test preparation for over 10,000 girl students in government schools across Maharashtra, Telangana, Odisha, Rajasthan, Kerala, Karnataka, Tamil Nadu, North-East regions, and Delhi.<|endoftext|> A grant of INR 4.9 crore to Nirmaan Organization to create purposeful livelihood for over 5,000 unemployed literate women from marginalized communities. Leveraging Infosys\u2019 digital learning platform, Infosys Springboard, this program entails instructor-led training and self-learning models for market-oriented skills, workplace readiness, and leadership and life skills to improve employability. This will help the beneficiaries with placements across Bangalore, Hubli, Mangalore, Thiruvananthapuram, Indore, Mumbai, Pune, Gurugram, Bhubaneswar, Jaipur, Chennai, and Hyderabad.<|endoftext|> A grant of INR 9 crore to Shrimad Rajchandra Aatma Tatva Research Centre for the construction of a hostel for underprivileged girl students. Through this collaboration Infosys Foundation aims to provide quality education and help reduce the school dropout rates among girl students.<|endoftext|> \u201cWe are proud to collaborate with social organizations that have done remarkable work with tangible outcomes, in making a difference for women in society. At Infosys Foundation, we believe in the continuous need to give impetus to women\u2019s empowerment in India and keeping the cause of women\u2019s education and employment at the forefront,\u201d said, Inderpreet Sawhney, Trustee, Infosys Foundation.<|endoftext|> Expressing her thoughts on this collaboration, Vandana Goyal, Co-CEO \u2013 Avanti Fellows, said, \u201cOur work at Avanti Fellows focuses on ending intergenerational poverty by helping young women pursue rewarding careers in Science, Medicine and Technology. Our partnership with Infosys Foundation will help 10,000 young Indian women qualify into top tier colleges and help them pave the way for the accomplished, fulfilling lives that they deserve.\"  Mayur Patnala, Founder & CEO \u2013 Nirmaan Organization, said, \u201cAll of Nirmaan\u2019s efforts are directed towards creating a society that is empowered in diverse ways. This collaboration fortifies the collective mission of Infosys Foundation and Nirmaan Organization to build a society that values its women, especially those hailing from disadvantaged communities, and gives them the opportunity to reach heights of success by equipping them with appropriate knowledge and skills.\u201d  Nileshbhai Mehta, Managing Trustee, Shrimad Rajchandra Aatma Tatva Research Centre, said, \u201cChanging lives for the better, especially for those who have been marginalized or at risk, has been one of the most gratifying experiences for us. We thank Infosys Foundation for this engagement which will enable numerous young women at the grassroot level to receive quality education consistently and comfortably.\u201d  About Infosys Foundation  Established in 1996, the Infosys Foundation supports programs in the areas of education, rural development, healthcare, arts and culture, and destitute care. Its mission is to work in remote regions of several states in India. The Infosys Foundation takes pride in working with all sections of society, selecting projects with infinite care, and working in areas that are traditionally overlooked by society at large.<|endoftext|> For more details, please log on: https:\/\/www.infosys.com\/infosys-foundation  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_India@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Nine Out of Ten Companies Lack the Culture and Organizational Structure to Unlock Digital Growth, Infosys Report Finds \nAuthor: ['Infosys Limited'] Only 7% of companies have the correct combination of culture and operating structure to boost growth from digital technologies, according to new research from the Infosys Knowledge Institute, the thought leadership arm of Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting.<|endoftext|> Digital Radar: The Next Digital Frontier, surveyed 2,700 business executives across the US, UK, France, Germany, Australia, New Zealand, China, and India, and found that companies that make decisions based on high quality, transparent data and build a culture of responsible risk-taking are more likely to deliver profitable growth in today\u2019s tough macro-economic conditions. In addition, organizing around products, not process, gets new products to market faster, increasing early-mover advantage.<|endoftext|> This research suggests three differentiators for success: use data internally, design organization culture to take responsible risks and organize the business around products. Companies that excel in these capabilities enjoy increased profit, brand perception, and employee as well as customer engagement. However, our report found that less than 10% of firms have mastered these three differentiators, highlighting significant opportunities for those that do.<|endoftext|> Live Data: The report finds that only 5% of firms currently implement what it defines as a universal \u2018live data\u2019 approach. This is defined as data that is high-quality, timely, and readily available across the organisation. These data practices drive profit through better innovation and new product speed to market. For instance, companies that follow robust data practices for decision-making improved their new product introduction capability by as much as 85%.<|endoftext|> Product-centricity: Companies that organize their teams around their product offerings, instead of business functions, are 50% more likely to be top performers in new product introduction and improve both employee and customer engagement significantly. Yet only half of respondent companies are currently organized in this way, highlighting a tremendous market opportunity.<|endoftext|> Responsible risk-taking culture: Finally, a company that takes responsible, considered risks, backed by live data, is more likely to create products faster, retain employees, and increase profit than those that do not. We identified five culture levers that can improve innovation fivefold: flexible leadership style, leadership and employee diversity, data-driven leadership, rapid test-and-learn, and encouraging risk-taking.<|endoftext|> Together these findings further highlight that digital success is contingent on the way a company organizes itself around technology, rather than being something that can be delivered by technology alone.<|endoftext|> Mohit Joshi, President, Infosys, commented; \u201cWe are at a time when businesses and consumers are facing change, tough macro-economic headwinds, and a challenging competitive environment. Leaders must see this period as an opportunity to think differently, unlock new structures and ways of working to drive much needed innovation and growth. Yet, in practice, very few businesses are accomplishing this. The opportunity lies in the hands of the C-suite to develop a 21st century enterprise that builds resilience, agility, and growth into their operating models.\u201d  Jeff Kavanaugh, VP and Global Head at Infosys Knowledge Institute, said; \u201cThe 2023 Digital Radar reveals a new frontier for business. It outlines three areas to spark innovation and bottom-line growth, showing that highly successful firms recognize the relationship between live data, product-centricity and a responsible-risk taking culture. These companies are a step ahead on their digital journey while caring for people and planet.\u201d  To read the full report, visit here.<|endoftext|> Methodology  Infosys Knowledge Institute used an anonymous format to conduct an online survey of 2,700 business executives across industries across the US, UK, France, Germany, Australia, New Zealand, China, and India. To gain additional, qualitative insights, the researchers interviewed subject matter experts and business leaders. Linear regressions were then used to analyze which technologies and business practices correlate with profit and revenue growth.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Leads Global ESG Rankings \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced it is featured as a top performer across several global industry rankings and assessments in Environmental, Social, and Governance (ESG) in FY22-23. The company has been recognized for its many efforts to consistently demonstrate commitment to sustainability, ethical leadership, and responsible business practices.<|endoftext|> Infosys topped the charts in the CRISIL ESG Leadership Rankings and was featured in the CRISIL Sustainability Yearbook, 2022 for the second consecutive year. In 2022, the MSCI ESG Assessment also conferred \u2018AA\u2019 rating to Infosys. The MSCI ESG ratings measure ESG performance, including the management of financially relevant ESG risks and opportunities, of companies worldwide.<|endoftext|> Infosys is also a forerunner in driving climate action across its operations. It has been recognized for leadership in corporate transparency and performance on climate change by the global environmental non-profit CDP, securing a place on the CDP annual \u2018A List in 2022. This is the seventh year in a row that Infosys has been featured in the leadership category under the CDP Climate Change disclosure - a testament to Infosys\u2019 climate action efforts, including climate-related risk management, mitigation initiatives, transparent disclosures on emissions, and emission reduction initiatives across the supply and value chain.<|endoftext|> For the sixth year in a row, in 2022, Infosys is listed on the Dow Jones Sustainability Indices (DJSI), a leading benchmark for corporate sustainability. In addition, in their latest Company ESG Risk Ratings, Sustainalytics recognized Infosys as an industry-wide and regional top-rated ESG performer in 2023. Sustainalytics is a renowned independent ESG and corporate governance research, ratings, and analytics firm.<|endoftext|> In 2022, EcoVadis, a globally acclaimed ratings platform for corporate social responsibility and sustainable procurement, recognized Infosys with a Gold medal for CSR practices. Infosys has been a recipient of the EcoVadis Gold recognition for over seven years now.<|endoftext|> \u201cWith the accelerated progress we are making on the ESG front, the value creation for us across the bottom and top line is solid,\" said Nilanjan Roy, Chief Financial Officer, Infosys. \"From earning greater client trust and building a purposeful employer brand to making our operations both efficient and sustainable, ESG is integral to our core business strategy. At Infosys, we remain steadfast in our mission to drive responsible business practices.\u201d  ESG is integral to our core business strategy. At Infosys, we remain steadfast in our mission to drive responsible business practices.\u201d  Infosys\u2019 ESG ambitions are integral to the corporate strategy of creating value for all stakeholders and building a better tomorrow. Check out our latest research report, Infosys ESG Radar 2023, to learn more about how ESG is key to creating business value.<|endoftext|> For more information on our ESG initiatives, please visit here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them wi th an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Collaborates with Motherhood Hospitals to Foster Learning in Healthcare through Infosys Springboard \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has signed an MoU with Motherhood Hospitals, a specialty hospital chain providing women and child-care, to digitally upskill learners in the healthcare sector through Infosys Springboard. This first-of-its-kind collaboration will democratize healthcare education for school students, graduates, and lifelong learners, giving them access to masterclasses in health-related topics.<|endoftext|> Furthermore, Infosys Springboard will empower learners to develop a deep understanding of the healthcare industry through free interactive sessions with healthcare experts. Additionally, masterclasses on health-related themes will be held for learners registered on Infosys Springboard. The initiative will aim to educate them while opening new avenues for people looking to pursue careers in the sector. This collaboration will also enable nurses, customer care executives and the administrative staff at companies under Motherhood Hospitals to benefit from a comprehensive learning and development program.<|endoftext|> Congruent with its ESG Vision 2030, Infosys aims to enable digital skills at scale and empower over 10 million people in India by 2025 through the Infosys Springboard program. Infosys Springboard continues to expand its reach to learners by growing its thriving community to more than 5 million registered users in India, since its launch.<|endoftext|> Shedding light on the idea behind this initiative, Thirumala Arohi, Senior Vice President and Head \u2013 Education, Training and Assessment, Infosys, said, \u201cInfosys\u2019 collaboration with Motherhood Hospitals strengthens its long-established commitment towards democratizing knowledge and learning for lifelong learners. The success of the Infosys Springboard program has been elevated with this collaboration, which offers young, ardent learners the opportunity to scale up their knowledge of healthcare, harness career opportunities and monetize their passion for this rapidly growing industry.\u201d  Mr. Vijayarathna Venkatraman, CEO, Motherhood Hospitals, said, \u201cOur association with Infosys Springboard strengthens our commitment towards continuous learning and growth of talent within the Motherhood Hospitals network. We are certain, that through this strategic collaboration, we can enhance their knowledge and equip them with skills to make better impact in the healthcare service industry.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_India@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Joins Forces with ng-voice, Empowering Telecom Operators to Transform their Digital Capabilities via Accelerated Cloud Deployment Across Europe \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced a strategic collaboration with ng-voice GmbH, the leading provider of cloud-native IP Multimedia Subsytem (IMS) solutions. Infosys will provide systems integration services for ng-voice through a global delivery model facilitating telecom operators with digital capabilities to deploy fully containerized and cloud-native network solutions across Europe.<|endoftext|> Infosys was chosen for its deep-domain expertise, breadth of service offerings, and diverse talent pool that can support the industry\u2019s first truly cloud-native IMS developed by ng-voice. As part of the agreement, Infosys will provide a set of cross-industry services, solutions, and platforms that will enable enterprises and communication service providers (CSPs) to drive business agility and growth via agile, flexible, and resource-efficient cloud-native business platforms. Building on this, Infosys and ng-voice will together provide managed services to support the network solution, while fostering innovation and delivering personalized customer experiences.<|endoftext|> David Bachmann, CEO, ng-voice said; \u201cWe are thrilled to partner with Infosys. This partnership will help us take our customers on a transformation journey while also accelerating the adoption of cloud-native networking solutions across Europe. Infosys\u2019 strong leadership commitment backed by its ability to drive network efficiency and effectiveness with integration services will alleviate concerns around the ability of cloud-native solutions to fully realize productivity enhancement, performance uptakes, and user experience while serving as strong reference within the networking space.\u201d  Balakrishna D. R (Bali), Executive Vice President \u2013 Global Head AI and Automation and ECS, Infosys said; \u201cWith a growing deployment base, Infosys has demonstrated a steadfast commitment to power innovation-driven growth for the telecommunications industry through digital capabilities. This collaboration is a blend of capabilities powered by Infosys Cobalt and our expertise in the domain and ng-voice\u2019s geographical presence that fast-track adoption of cloud-native network solutions among telcos across Europe. The success of this engagement can be a real game-changer for both Infosys and ng-voice in the 5G era.\u201d  About ng-voice GmbH  ng-voice GmbH is committed to building the next generation of 100% software-based mobile networks, combining DevOps with telecommunications expertise. ng-voice\u2019s fully containerized and cloud-native IMS is scalable, flexible, and easy to deploy and manage, offering communication service providers and enterprises of any size innovative voice services on 4G and 5G networks.<|endoftext|> To know more, visit www.ng-voice.com  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Rolls Out Private 5G-as-a-Service to Accelerate Business Value for Enterprise Clients Worldwide \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced the roll-out of Private 5G-as-a-Service to accelerate business value for its enterprise clients worldwide. Infosys\u2019 Private 5G-as-a-Service delivers a simple and flexible pay-as-you-go solution for clients. Infosys\u2019 wireless 5G expertise and its Private Network Management solution ensure high bandwidth, low latency, and reliable wireless connectivity for enterprises.<|endoftext|> The Private 5G-as-a-Service is customized to the specific needs of clients and is implemented in an agile and timebound manner. To reduce the complexity of deployment, Infosys has pre-integrated the 5G stack from multiple product vendors and tested against different use case requirements. Private 5G-as-a-Service is managed using unified management solution, providing real-time insights of operation and performance of the 5G private network.<|endoftext|> Infosys' Private 5G-as-a-Service incorporates Multi-access Edge Computing (MEC), which reduces network lag further by minimizing the time required for data processing. This enables a much more reliable network operation for high-bandwidth enterprise use cases such as remote-guided vehicles, drone-based real-time analytics, high-definition media & video analytics, metaverse solutions and a variety of IoT\/industrial IoT applications. Infosys\u2019 collaboration with its partner ecosystem offers reduced time-to-market and total cost of ownership of Private 5G rollout to its clients.<|endoftext|> Mukesh Dialani, Research Vice President, Digital Engineering and Operational Technology Services, IDC, said, \u201c5G Technology can accelerate business transformation goals for enterprises. The Infosys Private 5G as-a-service brings together years of industry expertise through pre-integrated verticalized business solutions, modular architecture, and an extensive partner ecosystem to help enterprises evolve their existing operating environments and tap into future business opportunities. Beyond increased cost benefits for enterprises across industries, the solution is scalable and is also offered on a flexible as-a-service model.\u201d  Mark Colaluca Vice President\/GM Communication Technology Group, HPE said, \u201cEnterprises see Private 5G as an enabler for their digital transformation, and the Infosys approach of vertically aligned pre-integrated business solutions can accelerate 5G adoption. HPE and Infosys are working together by combining HPE\u2019s Private 5G solutions with Infosys as-a-Service offering and pre-integrated vertical use-cases for faster customer value realization.\u201d  Dinesh Rao, Executive Vice President, Co-Head of Delivery, Infosys, said, \u201cToday\u2019s changing market dynamics, disruptive business models, and regulatory compliances need an effective strategy to accelerate digital transformation through 5G adoption. At Infosys, we are leveraging our global 5G expertise to deliver reliable, secure, and cost-effective Private 5G as-a-service, with an agile delivery approach. This is aimed at supporting our clients in their transformation journey and help them derive business benefits. Our customizable solutions for vertical domains will help customers succeed in a competitive landscape. At the same time, we will continue to collaborate with industry bodies and consortiums.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Collaborates with Microsoft to Accelerate Industry Adoption of Cloud \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it will expand its collaboration with Microsoft, to help accelerate enterprise cloud transformation journeys worldwide. According to the Infosys Cloud Radar, enterprises can add up to $414 billion in net new profits, annually, through effective cloud adoption. The report also calculated that adopting cloud improved speed to market and the ability to discover new revenue streams and resulted in increased profit growth by up to 11.2 percent YoY. The extended strategic collaboration between Infosys and Microsoft will greatly benefit enterprises by bringing them the best of Infosys Cobalt cloud offerings and Microsoft\u2019s cloud computing technologies, led by Azure, across the business value-chain.<|endoftext|> The deepening of the collaboration will entail the onboarding of Infosys Cobalt solutions to Microsoft\u2019s industry clouds, to empower enterprises to build agile cloud-powered platforms and innovate at scale. The joint capabilities across application modernization, enterprise solutions, data analytics and AI, digital workplace solutions, low-code, no-code power platforms and cybersecurity innovations will create a robust foundation for cloud-powered transformation. These will bring enterprises the benefits that come from best of breed Microsoft platforms, along with Infosys Cobalt suite of cloud-powered solutions, implemented to minimize time-to-market and maximize value. For example, Infosys Helix, running on Azure, is delivering for the healthcare industry value from an AI-first, people-centric platform suite to analyze, customize and democratize data for payers, providers, members, and governments. Another powerful example is Infosys Equinox \u2013 a human-centric digital commerce and marketing platform that enables contextualized omnichannel buying experiences.<|endoftext|> This extended engagement will also enrich employee experience and enhance overall productivity. Infosys Cobalt solutions and Microsoft technologies are enabling over 300,000 Infosys employees with hyper-personalized, deeply humanized experiences enabled through an experiential app that is available across devices and serves as a hub for information and actions. It is also integrated with an array of enterprise systems, including Microsoft Dynamics365, and enabled with enterprise-grade security. Furthermore, collaboration between Infosys Cobalt and Microsoft Commerce to drive extreme automation for product launches is also an area where both organizations are jointly innovating across the business value-chain, using Azure.<|endoftext|> Microsoft is using Infosys\u2019 expertise to deliver the Support experience for its products, and this collaboration will further enhance the dedicated support and focus from the Microsoft CRM Center of Excellence set up by Infosys.<|endoftext|> Anand Swaminathan, Executive Vice President & Global Industry Leader Communications, Media and Technology, Infosys, said, \u201cInfosys and Microsoft have a longstanding 360-degree strategic collaboration. On the one hand, Infosys plays a pivotal role in accelerating Microsoft\u2019s transformation with digital services. On the other, Infosys has embraced Microsoft technology and Microsoft cloud solutions to empower our over 300,000 employees. Microsoft and Infosys also work closely to bring to enterprises, the world over, the value of Infosys Cobalt cloud solutions, and accelerate time-to-value for Microsoft enterprises business solutions. This extended collaboration will serve to harvest most value from all aspects of our well-rounded alliance.\u201d  Anant Maheshwari, President, Microsoft India, said, \u201cThis engagement with Infosys extends our trusted relationship over the past two decades and will accelerate the innovation and transformation journeys of businesses worldwide. As we continue to shape the future of the industry cloud, we are pleased to bring together our complementary strengths and serve our strategic customers better through Microsoft Azure-powered solutions with Infosys Cobalt.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Appoints Shaji Mathew as Group Head of Human Resources \nAuthor: ['Infosys Limited'] Infosys Appoints Shaji Mathew as Group Head of Human Resources  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced the appointment of Shaji Mathew as Group Head of Human Resources effective March 22, 2023. Shaji will be taking over from Krish Shankar who retires on March 21, 2023, after serving in this role since 2015.<|endoftext|> Based on the recommendations of the Audit Committee and the Nomination and Remuneration Committee, the Board also designated Shaji Mathew as an executive officer for the purpose of reporting under the rules of Securities and Exchange Commission and Key Managerial Personnel as defined under IndAS 24- Related Party Disclosures.<|endoftext|> In his current role, Shaji is Infosys\u2019 global head of delivery for Financial Services, Insurance, Healthcare and Life Sciences. He has also been actively steering the company\u2019s efforts to create a more inclusive workforce as the Chair for Diversity, Equity, and Inclusion (DEI) in India. Shaji is a rank holder from National Institute of Technology, Calicut and has completed a Global Leadership Program from Stanford University Graduate School of Business. He has served as the Chairman of Confederation of Indian Industry at the zonal level.<|endoftext|> Commenting on the appointment, Salil Parekh, CEO & MD, Infosys said, \u201cWe are delighted to announce that Shaji will take over as Group Head of Human Resources. Shaji has been with Infosys for over thirty years. With his in-depth knowledge of our company as well as vast leadership experience, we are confident that he will steer our Human Resources function for continued success. We would like to express our deep appreciation for Krish Shankar for building a robust Human Resources organization that further strengthened Infosys\u2019 position as a preferred employer globally.\u201d  During his tenure at Infosys, Krish has led the development of a strong employee value proposition, helped build a digital skills-based ecosystem and enabled digital career paths for employees. Krish was also integral to effectively managing the workforce and seamless business continuity during, and after the pandemic, while maintaining an unwavering focus on employee well-being.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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:  RISHI BASU  Infosys  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Positioned as a Leader in Everest Group\u2019s PEAK Matrix\u00ae report for Digital Workplace Services, 2022 in North America \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in the Everest Group PEAK Matrix\u00ae report for Digital Workplace Services, 2022 in North America. Infosys was distinguished for its highly balanced portfolio, increased focus on human-centric experience design, strategic collaborations, coherent vision, and proactiveness.<|endoftext|> For the report, Everest Group assessed 25 leading digital workplace service providers through a multi-phased research and analysis process on their vision and capabilities in the sphere of digital workplace services. The evaluation was based on interactions with leading digital workplace service providers and an analysis of the digital workplace services marketplace in the North American region. Infosys was recognized for accelerating the growth of its workplace portfolio in the past two years through contextualized solutioning, sales enablement, and consistent investment in in-house accelerators.<|endoftext|> The report additionally highlighted Infosys\u2019 strengths in the following areas:  Robust collaboration suite across multi-tower workplace segments, acquisition of entities such as Oddity, building design hubs and Metaverse Foundry to make its workplace more human-centric in design  Strategic collaboration with Microsoft and Google for workplace security solutions and set up a center of excellence to meet global customer requirements  \u201cEvolving employee expectations, due to hybrid workplace enablement, and the great resignation movement have compelled North American enterprises to rapidly pivot towards an experience-centric digital workplace. This is underpinned by empathy and hyper-personalization to navigate and address the challenges around poor employee experience and productivity, attrition, and lack of organizational citizenship behaviour,\u201d said Udit Singh, Practice Director, Everest Group. He added, \u201cInfosys\u2019 contextualized solutioning approach along with continuous investments in in-house accelerators, sales prowess, innovative & flexible commercial models, and robust partner ecosystem have contributed to its position as a Leader in Everest Group\u2019s Digital Workplace Services PEAK Matrix\u00ae Assessment 2022 - North America. Clients have appreciated its solutioning flexibility and overall client management capabilities.\u201d  Rajesh Varrier, EVP, Head of Digital Experience & Microsoft Business, Infosys, said, \u201cOur leadership positioning in Everest Group\u2019s PEAK Matrix\u00ae is an acknowledgment of our experience-led, industry-aligned offerings. Workplaces are no longer just physical spaces, they must empower the workforce to collaborate, communicate, and meaningfully connect to their organization\u2019s purpose. Fueled by our capabilities, Infosys is well-positioned to deliver sentient and purpose-driven digital workplace solutions for a varied group of industry segments. Powered by our strategic investments in the market, we will continue to drive innovation in our pursuit to deliver future-proof workplace services to our clients.\u201d  To read the full report, please visit: https:\/\/www.infosys.com\/services\/digital-workplace-services\/documents\/leader-digital-workplace-services2022.pdf  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Positioned as Highest Leader for Workplace Communication and Collaboration Service Provider 2023 in Everest Group\u2019s PEAK Matrix\u00ae \nAuthor: ['Infosys Limited'] Infosys Positioned as Highest Leader for Workplace Communication and Collaboration Service Provider 2023 in Everest Group\u2019s PEAK Matrix\u00ae  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been positioned as Highest Leader for Workplace Communication and Collaboration (WCC) Service Provider 2023 in Everest Group\u2019s PEAK Matrix\u00ae. As the WCC market evolves rapidly, Infosys has been ahead of the curve and was recognized for enabling its clients to navigate the transformation of their digital workplaces by leveraging its experience-led, persona-based, and customized approach. Infosys was distinguished for its WCC business and talent-related investments which have benefited enterprises and has translated into strong business and revenue growth. Its robust migration capabilities bolstered through its internal intellectual property and solutions such as Migration Factory and Collaboration Modernization benefit enterprises going through M&As or looking for workplace modernization.<|endoftext|> The report assessed 14 WCC service providers basis their market adoption, portfolio mix, value delivered, vision and strategy, scope of services offered, innovations and investments, and delivery footprint. The report highlights Infosys\u2019 ability to offer customized solutions through its strong partnership ecosystem of marquee, niche, start-up, and telco providers. These include Microsoft, Cisco, Google, Nectar, BitTitan, Avaya, AT&T, and British Telecommunications PLC. Infosys is a strong contender for enterprises looking to engage in the WCC domain due to its strong cloud native Unified Communications as a Service (UCaaS) solutions. UCaas is a part of Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey.<|endoftext|> \u201cInfosys\u2019 reenergized go-to-market strategy around digital workplace and its dedicated focus on WCC coupled with extraordinary client adoption and market success have contributed to its position as a Leader in Everest Group PEAK Matrix\u00ae for Workplace Communication and Collaboration Service Provider 2023,\u201d said Udit Singh, Practice Director, Everest Group. \u201cA strong focus on experience-led transformation narrative, proactiveness to engage in innovative commercial constructs, and presence of a strong suite of strategic partners have been key to Infosys\u2019 success.\u201d  Dinesh Rao, Executive Vice President, Co-Head of Delivery, Infosys, said, \u201cWith organizations increasingly adopting hybrid workplaces, providing modern communication & collaboration solutions have become imperative. This recognition from Everest Group endorses our deep domain knowledge and is a testament to our strong partnerships and best-in-class UCaaS solutions we offer across industries.\u201d  The full\/customized version of the report can be accessed here: https:\/\/www.infosys.com\/services\/engineering-services\/analyst-reports\/workplace-communication-collaboration-service.html  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  \u201cCertain 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 and the US, 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, 2022. 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.\u201d  Media contacts:  For more information contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation Collaborates with Health Department of Karnataka to Advance Maternal and Child Healthcare \nAuthor: ['Infosys Limited'] Infosys Foundation Collaborates with Health Department of Karnataka to Advance Maternal and Child Healthcare  Infosys Foundation, the philanthropic and CSR arm of Infosys, today announced the inauguration of a 100-bed maternity and child care hospital in Kanakapura Taluk, Ramanagara District of Karnataka in collaboration with the Directorate of Health and Family Welfare Services, Karnataka.<|endoftext|> Through this collaboration, the erstwhile Government Maternity Hospital in Kanakapura Taluk has been rebuilt and the new hospital has facilities including oxygen and medical gas pipelines, a sophisticated fire protection alarm system, meticulously designed electrical and plumbing work, an HVAC system and underground water reservoir.<|endoftext|> This initiative aims to provide quality maternity and childcare to help the underprivileged, advancing the Foundation\u2019s commitment towards rural development, and to provide better health infrastructure for the benefit of the society. Previously, Infosys Foundation launched the Shree Sharadadevi Mobile Eye Hospital, a first-of-its-kind fully equipped mobile eye hospital to serve people residing in remote villages in Karnataka. The initiative was aimed at providing quality eye care to over 5 lakh people, including children and students, in collaboration with Sri Ramakrishna Sevashrama. The Foundation also supported the development of a new 350-bed hospital block, \u2018Infosys Foundation Block\u2019, within the Jayadeva Hospital premises, in Bengaluru, to provide quality cardiac care for underprivileged patients.<|endoftext|> \u201cWe acknowledge the support of Infosys Foundation in developing the overall healthcare infrastructure of Karnataka. This initiative will not only address the medical needs of new mothers and their children but will also provide continued support in ensuring that they have access to affordable, quality healthcare\u201d, said, Dr. K. Sudhakar, Health Minister, Government of Karnataka.<|endoftext|> \u201cInfosys Foundation\u2019s efforts towards rural development and healthcare infrastructure for the people of Karnataka is unparalleled. This new Maternity and Child Care Hospital for the people in Kanakapura, especially for underprivileged women, is a testament to the generosity of the organization. This hospital will be able to provide accessible and quality healthcare to lakhs of people in need,\u201d said, D. K. Shivakumar, MLA, Kanakapura Constituency.<|endoftext|> Sunil Kumar Dhareshwar, Trustee, Infosys Foundation, said, \u201cGiven the maternal health indicators in our country, Infosys Foundation has been working for years towards supporting the needs of the community and the state. To address the multi-fold increase in the number of women patients from the surrounding villages in the Kanakapura Taluk, we were able to establish this hospital in a timely manner through our valued association with the Health Department of Karnataka. We are grateful to be able to give back to the community and take another step forward towards improving healthcare in our country.\u201d  About Infosys Foundation  Established in 1996, the Infosys Foundation supports programs in the areas of education, rural development, healthcare, women empowerment, arts and culture, and destitute care. Its mission is to work with the underprivileged across the country and strive towards a more equitable society. The Infosys Foundation takes pride in working with all sections of society, selecting projects with infinite care, and working in areas that are traditionally overlooked by society at large.<|endoftext|> For more details, please log on: https:\/\/www.infosys.com\/infosys-foundation  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Effective Reskilling, Talent Diversity, and Digital Tool Automation Can Drive $1.4 Trillion of Revenue and $282 Billion in Profit: Infosys Study \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today unveiled a global research report titled \u2018Future of Work 2023\u2019. According to the report, up to $1.4 trillion in revenue and $282 billion in new profit could be generated through digital tools automation, diversifying talent pool, and improving skills development amongst employees. It highlights how the workplace of the 21st century will see more hybrid working and digital engagement, enabling firms to build more diverse and creative teams.<|endoftext|> The survey was conducted by the Infosys Knowledge Institute (IKI), the research arm of Infosys, and surveyed 2,500 senior executives and managers involved in workplace and workforce planning for large companies with more than $1 billion in annual revenue. The survey covered 12 industries across the US, UK, France, Germany, Australia, and New Zealand. The study focused on how shifting trends and pressures on workforce, workplace, and workstyles relate to revenue growth, profitability, and employee retention.<|endoftext|> The key findings from the survey are as follows:  Shifting to a flexible, diverse, and digital work model is correlated with 7.7 percentage points higher profit growth and 6.7 percentage points higher revenue growth.<|endoftext|> Retention of employees is critical. Companies that increased their staff retention between 2020 and 2022 were almost a fifth more likely to see increased revenue and profit compared with those that saw retention fall during this period.<|endoftext|> Almost two-thirds of senior executives practice remote working rather than in-office working and expect flexible or remote workspaces to grow in the future.<|endoftext|> 65% of senior executives concurred that incorporating remote working resulted in better staff retention. Companies that incorporated wellness initiatives, home office stipends, and reskilling programs saw an increase in staff retention. Modernization and automation of digital tools, compensation rise, and bring-your-own-device strategies were also impactful on retention.<|endoftext|> Automation and modernization of digital tools are set to become the top investment priority for firms in the next two years and expected to bring in up to $123 billion in profit.<|endoftext|> Successful businesses of the future are likely to focus less on the employees\u2019 work location and more on the mix of people who are working and how well they are supported.<|endoftext|> Respondents cited collaboration, change management, and a constant evolution of future of work approaches as the top challenges faced by companies in implementing workplace transformation strategies.<|endoftext|> Rajesh Varrier, EVP, Head of Digital Experience & Microsoft Business, Infosys, said, \u201cOrganizations have realized that remote work is here to stay and that there is a pressing need to diversify and upskill their employees to boost business growth. The findings from the Future of Work 2023 report also showcase how businesses can drive growth, productivity, and profitability through the automation of digital tools and create more inclusive workplaces.\u201d  To read the full report, visit here:  Methodology  Infosys used an anonymous format to conduct an online survey of 2,500 senior executives and managers involved in workplace and workforce planning for large companies across 12 industries across the US, UK, France, Germany, Australia, and New Zealand.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Introducing Infosys Equinox Studio: Cloud Native, Low-Code Solution Delivering Hyper-Personalized E-Commerce Experiences \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today launched Infosys Equinox Studio to help businesses shape, integrate, publish and manage next-generation composable, computational commerce experiences from a single low-code\/no-code cloud-native platform. As part of the Infosys Equinox suite, Infosys Equinox Studio enables businesses to seamlessly manage their digital experiences across channels and provide easy integrations to all enterprise and cloud-based service-oriented applications. With minimal IT involvement needed to build, modify, test and deploy these experiences, enterprises can expect up to 90% reduction in effort and time-to-market.<|endoftext|> Infosys Equinox Studio enables businesses to deliver hyper-personalized experiences to consumers. Its intuitive what you see is what you get (WYSIWYG) and drag-and-drop interface is designed to be used directly by business users to create unique human-centric experiences in real-time.<|endoftext|> Built to meet the needs of modern enterprises across performance, scalability, and compliance requirements, Infosys Equinox Studio also enables centralized management of complex portfolios of commerce sites. Its blueprint capability enables a granular configuration of what is controlled at a central level and what is delegated to individual regions, brands, or sites, which helps organizations attain better brand and experience consistency.<|endoftext|> Key features of Infosys Equinox Studio include:  Speed and ease of integration: Enables businesses to drive faster speed-to-market and seamless delivery of e-commerce experiences  Enables businesses to drive faster speed-to-market and seamless delivery of e-commerce experiences Rapid speed of change: Allows businesses to propagate change on a near real-time basis  Allows businesses to propagate change on a near real-time basis Management at scale: Provides businesses the capability to manage sites across multiple markets, brands, and languages from a single, customizable hub  Provides businesses the capability to manage sites across multiple markets, brands, and languages from a single, customizable hub Hyper-personalization: Gives businesses the ability to model and deliver experiences based on profiles and segmentation data  Amit Kalley, Infosys Equinox CEO, said \u201cIn today\u2019s competitive retail environment and as the macro-economic landscape faces downturn, enterprises must double down on digital transformation to stay in the game. With Infosys Equinox Studio, businesses can gain access to a low-code, cloud-native experience that unlocks increased business value and agility from a headless, microservices architecture. As a result, businesses can manage sites at scale, with speed, ease and hyper-personalization, thus reaching consumers where, when and how they want.\u201d  \u201cIn this uncertain market, this is an opportunity for businesses to strengthen their position with both customers and talent. The rising need for hyper-personalized experiences for end customers is placing additional stress on talent\u201d says Heather Hershey, Research Director for IDC Worldwide Digital Commerce practice. \u201cInfosys Equinox Studio, with its composable commerce experience interface, leverages a low-code\/no code platform to open opportunities for employees at every talent level to make a meaningful impact on customer experience.\u201d  To learn more about the Infosys Equinox Studio, please visit here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation USA Announces Crossroads 2023 Conference in Tempe, AZ \nAuthor: ['Infosys Limited'] Infosys Foundation USA, a non-profit organization focused on bridging the digital divide in America, today announced the 2023 edition of its Crossroads conference series, which will be held from February 7-10th at the Infosys Tempe Innovation Hub on the Arizona State University campus. The invitation-only conference brings together over 200 distinguished participants from local and regional government, the business community, non-profit sector, and K-12 and higher education instructors to discuss ways to expand computer science education and digital skills for underrepresented communities. The event will also feature an evening reception at the Arizona Heritage Center to raise money for the Boys and Girls Club of the Valley, with the Infosys Foundation offering match donations.<|endoftext|> \u201cThe future is digital. Employers \u2013 in Arizona and across the nation \u2013 expect the upcoming workforce to bring new digital skills to the table,\u201d said Inderpreet Sawhney, Chairperson of the Infosys Foundation USA. \u201cBut with only 53% of public high schools in the US offering foundational computer science courses, there is clearly a gap between educational pathways and industry demand. The Crossroads 2023 conference will bring together influencers, implementors, and decision makers to identify practical, implementable solutions that push the frontier of innovation in computer science education. The Foundation is excited to host this event rooted in collaboration and catalyst for a more inclusive future.\u201c  \u201cThe Foundation is thrilled to be welcoming back our community of committed professionals and educators who are advocating for computer science, STEM and digital skills to be an essential component of education to prepare K-12 students for the technology-enabled world,\u201d said Kate Maloney, Executive Director, Infosys Foundation USA. \u201cOur goal for this event is to have participants leave with inspired, concrete ideas for how we can effectively expand K12+ computer science pathways for all. The Foundation is committed to building a digitally-inclusively future and this requires all stakeholders to work cohesively to bridge the gap. We want Crossroads 2023 to be the springboard to a new future that shifts the landscape of CS education.\u201d  Crossroads 2023 is part of the Infosys Foundation USA\u2019s ongoing efforts to bridge the digital skills gap, in line with Infosys' \u2018ESG Vision 2030\u2019 commitment to bring digital skills to 10 million by 2025. The Foundation works towards its goals through educator training, national awards and advocacy, innovative partnerships with leading non-profits, and its free digital learning platforms \u2013 the Pathfinders Online Institute and the Digital Academy.<|endoftext|> To learn more about the event, please visit: https:\/\/www.infosys.org\/infosys-foundation-usa\/initiatives\/crossroads.html.<|endoftext|> About Infosys Foundation USA  Infosys Foundation USA was established in 2015 with the mission of expanding computer science and maker education to K-12+ students and educators across the United States, with a specific focus on increasing access to digital skills within underrepresented communities. The Foundation achieves impact through delivering professional development programs for teachers, partnering with leading nonprofits, and delivering innovative media campaigns that inspire everyone to be creators, not just consumers, of technology. For more information, visit infosys.org\/USA.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Collaborates with GE Digital to Deliver Energy Transition Solutions \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced a strategic collaboration with GE Digital, GE\u2019s software division, to accelerate grid transformation for the utilities sector. Together, GE Digital and Infosys will follow a joint go-to-market approach to deliver value added solutions for grid related products and services, for their new and existing clients.<|endoftext|> Infosys and GE Digital will jointly bring these solutions for the utilities industry to help grid operators realize a more reliable, resilient, and sustainable grid. This will be driven by an industry-leading grid orchestration software platform and a suite of intelligent applications that bring together energy data, network modeling, and artificial intelligence (AI). This collaboration combines GE\u2019s deep expertise and experience with utilities in the energy sector, and long years of investment in grid equipment and platforms, and Infosys\u2019 breadth of business transformation, system integration, and advanced technology capabilities that will enable efficient electric grid orchestration.<|endoftext|> This engagement builds on Infosys\u2019 eighteen-year relationship with GE, that includes collaboration on innovative technology crucial for energy transition.<|endoftext|> Infosys will build a GE Digital Center of Excellence (CoE) to expand the talent pool for the GE GridOS\u00ae portfolio and bring in best practices in service delivery. Infosys will also invest in accelerators to integrate the GE platform and application suite into enterprise ecosystems and address client specific requirements. In addition, Infosys will bring in digital capabilities in areas like AI, Cloud, Cybersecurity and Industrial IoT to support utility transformation. This 360-degree collaboration will enable Infosys to work with GE to deliver the benefits of Information Technology and Operational Technology (IT-OT) convergence to utilities.<|endoftext|> \u201cWith energy transition driving increasing complexity on the grid, alignment between IT and OT is becoming very important,\u201d said, Mahesh Sudhakaran, General Manager, GE Digital Grid Software. \u201cOur collaboration with Infosys will help accelerate adoption of grid software that bridges these disciplines, equipping the next generation of grid operators with the tools they need to keep the grid stable, resilient, and sustainable. The utility\u2019s ability to not just manage but orchestrate the clean energy grid relies on a unique combination of software and partnership for strategy building, as well as execution of solutions. Infosys\u2019 clear understanding of GE solutions and strong commitment to leadership will enable significant productivity and service level improvements, along with critical cost efficiencies.\u201d  Ashiss Dash, EVP & Global Head - Services, Utilities, Resources and Energy, Infosys, said, \u201cWe are delighted to collaborate with GE Digital to drive the digital transformation of the electric grid which is very crucial for energy transition. Through our GE Digital Center of Excellence, we plan to bring product depth, scale, and service delivery best practices to this rapidly growing market. With a comprehensive understanding of utility business requirements and challenges, we look forward to leveraging our technological prowess and domain expertise to enable this transformation as part of this 360-degree collaboration.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys serves up purpose-driven digital innovations with sustainability off-court and AI on-court at the Australian Open 2023 \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, is bridging technology and purpose at the Australian Open (AO) 2023, with empowering technologies for fans, players, coaches, media and the surrounding ecosystem.<|endoftext|> Now in the fifth year of its partnership with Tennis Australia (TA), Infosys is using its bespoke \u2018tennis platform\u2019 to evolve experiences for the 2023 tournament while shaping AO\u2019s future vision.<|endoftext|> New experiences in 2023 include:  Engage: A digital carbon management platform  Infosys collaborated with TA to define, design and develop Engage, a prototype digital platform that will support TA in its ambition to achieve a 50% reduction in carbon emissions by 2030 and net-zero emissions by 2040, in accordance with the UN Sports for Climate Change Action Framework. The platform will enable TA to track and visualise its emissions reduction performance and will facilitate integration of vendor and supplier emissions data. The platform will enable better transparency for each AO event from 2023 onwards, across Scope 1, 2 and 3 emissions.<|endoftext|> Infosys is also driving sustainable change in its presence at the tournament. The Infosys Fan Zone at Melbourne Park is certified as climate active, with its entire carbon footprint offset and the structure recycled.<|endoftext|> AI Video Insights: Powering on-court strategy and media reporting  An enhanced Player's Portal with new AI-generated videos will provide players and coaches with game and competitor insights for post-match reviews and pre-game analysis. Additional features added for AO 2023 include Get into the Zone, which plays video montages of the player\u2019s previous exceptional performances to put them in the winning mindset before the match. An opponent tendency feature will also allow players to view and analyse the statistical playing tendencies of their opponents.<|endoftext|> Beyond players and coaches, AI Shot of the Day has been enhanced to enable Tennis Australia\u2019s media team to quickly analyse and post social media ready clips from the best shots of each day.<|endoftext|> Match Centre 2.0: Enabling predictive insights to increase fan-engagement  A refreshed Match Center 2.0 will live on the AO website and mobile app for all matches throughout the tournament providing fans with immersive insights such as Matchbeats, Stroke Summary, Rally Analysis, Courtvision and AI Commentary. A new win predictor makes every match more engaging to follow with a real-time prediction as the game progresses. To improve accessibility and engage a larger fanbase, Infosys MatchBeats has been enhanced to present simplified game data and visualisations with the use of contrasting colour combinations meeting Web Content Accessibility Guidelines 2.1 AA.<|endoftext|> Infosys Springboard: Nurturing future leaders  Infosys and TA are also collaborating to nurture future leaders in the region, with year 10 and 11 students from metropolitan Melbourne and regional Victoria getting access to digital learning enabled by Infosys Springboard. Through a customised version of the platform, program beneficiaries have the opportunity to learn transferrable skills in areas such as inclusion, leadership, technology, and design thinking.<|endoftext|> Craig Tiley, CEO of Tennis Australia and Australian Open Tournament Director, said, \u201cWorking with Infosys over the past five years has enabled us to set new benchmarks in fan engagement using digital technologies. This partnership has enabled us to deliver new innovative digital experiences year after year for everyone associated with the tournament. We are also going deeper and wider in our journey this year with truly meaningful use of technology for climate action. We remain committed to making the Australian Open a global standard for a digitally-enabled sport that is inspiring, engaging, inclusive and sustainable.\u201d  Andrew Groth, Executive Vice President Infosys and Region Head, Infosys Australia and New Zealand, said, \u201cThrough detailed journey mapping of how fans, players, coaches and partners engage in the AO, our teams continually identify opportunities to innovate across digital and physical touchpoints with a focus on entertainment, sustainability and accessibility. Our journey continues in 2023, through engaging fans in new digital experiences, engaging players through digital coaching and better preparing young leaders through digital learning tools. This year, Infosys is particularly proud to contribute to the long-term sustainability goals of Tennis Australia, with the development of the Engage carbon tracking platform, which will be transformative for the sport and the AO as it moves towards a net-zero future.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Ranked in the Top 3 IT Services Brands in the World; Among the Top 150 Most Valued Brands \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been recognized as the top 3 most valuable IT services brands globally, according to Brand Finance, the world\u2019s leading brand valuation firm, in its Brand Finance Global 500 2023 report. Continuously accelerating brand growth, marked by 84% increase in its brand value since 2020, Infosys is now among the top 150 most valuable brands in the world.<|endoftext|> \u201cSustained client relevance, best-in-class delivery excellence and a deep commitment to purpose are differentiators for brand Infosys, consolidating its position among the industry\u2019s preferred partners for navigating digital transformation\u201d, said Salil Parekh, Chief Executive Officer, Infosys. \u201cStrategic investments in employee care and development, along with our deep commitment to environmental, social and governance priorities has helped Infosys\u2019 sustain its market leading position as a business and as a valuable brand.\u201d  David Haigh, CEO and Chairman of Brand Finance commented: \"Infosys has recently celebrated 4 decades of success and through these years they have built a brand of excellence with a brand value that keeps growing as Infosys storms up the rankings. Due to great leadership from their CEO, Salil Parekh, and differentiated digital services, Infosys holds its strong position as one of the top 3 IT services brands in the world and has risen to become one of the top 150 brands in the world.\"  Being positioned among the world\u2019s top 3 most valuable IT Services brands, for two consecutive years, by Brand Finance, is an outcome of Infosys\u2019 continued investments in nurturing digital brands and building new client-relevant digital capabilities. The launch of Infosys metaverse foundry to ease and fast-track enterprises\u2019 exploration of the metaverse, including virtual and augmented environments is one such example. The growth of the cloud solution brand Infosys Cobalt, powered by new industry-specific value levers and a network of strong partnerships is another strong example. Infosys strives to be an employer of choice differentiated by its brand promise to help navigate careers forward. Infosys was awarded Top Employer Certification in 22 countries, ranked among the top 3 employers in Asia Pacific, Middle East, and North America for best-in-class people practices.<|endoftext|> The company has built and nurtured several strategic brand collaborations. Over the past year, Infosys has forged a new collaboration to digitally reimagine tennis heritage for the International Tennis Hall of Fame as their digital innovation partner. Infosys also expanded its collaboration with Dow Jones in a brand partnership to develop new human-centered digital experiences. Infosys continues to accelerate brand momentum through its collaborations with the Madison Square Garden, including key MSG properties New York Knicks, New York Rangers and the Madison Square Garden Arena, the ATP, Roland Garros, the Australian Open as well as The Economist, Financial Times and Bloomberg Media.<|endoftext|> Brand Infosys is making steady progress in delivering the goals articulated in its ESG Vision 2030 first published in 2020. For example, Infosys Springboard \u2013 the company\u2019s flagship global reskilling program democratizing learning, with free digital content, already has 4.6 million users registered to learn digital skills that are preparing them for a rapidly transforming talent market. Infosys also continues to be carbon neutral for three years now. The brand has been acknowledged for demonstrating exceptional leadership and a commitment to move the needle with efforts across Environmental, Social and Governance programs. Tellingly, Infosys was recognized as one of the 2022 World\u2019s Most Ethical Companies for the second consecutive year by Ethisphere.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Collaborates with Jawaharlal Nehru Technological University \u2013 Kakinada to Digitally Skill India through Infosys Springboard \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting today announced that it has signed a memorandum of understanding (MoU) with the Jawaharlal Nehru Technological University \u2013 Kakinada (JNTU-K) to accelerate digital and life skills development across India through its online learning platform, Infosys Springboard. The platform is already delivering corporate-grade learning experiences by orchestrating closer educator-learner collaboration.<|endoftext|> As part of the engagement with Infosys, JNTU-K will offer e-content on their website including self-learning material, assignments and projects, powered by Infosys Springboard, to accelerate digital skills development. JNTU-K has introduced 8 skill-oriented courses in collaboration with Infosys. Industry-relevant content will be made available, through Infosys Springboard, to 200+ affiliated institutions impacting about 1.5 lakh students. This will benefit not just students but members of their faculty too, to help implement the National Education Policy (NEP) 2020.<|endoftext|> Dr. G.V.R. Prasada Raju, Vice Chancellor, JNTU-K, said, \u201cWe seek to improve the employability of the youth of Andhra Pradesh by providing them exposure to cutting edge technologies such as data analytics, mobility, AI, ML and cloud. We offer them extensive training through experiential and collaborative learning delivered via e-learning platforms along with opportunities for industry networking and access to research. The National Education Policy (NEP) gives us ample scope to implement these tactics. In fact, at JNTU-K we\u2019ve included eight state-of-the-art skill development subjects into our B.Tech., CSE and IT curriculum. In this context, JNTU-Kakinada and Infosys have entered into a collaborative arrangement to leverage Infosys Springboard program, with its rich repository of 12,000+ courses, for developing the digital skills of the faculty and students of JNTU-Kakinada.\u201d  \u201cWe are delighted to collaborate with JNTU-K to support a generation of enthusiastic learners who have a strong aspiration to participate in our digital future. We are confident that this collaboration will contribute massively to the advancement of technical education in India and help youth build industry-relevant skills in a rapidly transforming world,\u201d said, Thirumala Arohi, Senior Vice President and Head \u2013 Education, Training and Assessment at Infosys.<|endoftext|> Since its launch, Infosys Springboard continues to expand its reach to learners by growing its thriving community to more than 3.5 million registered users. Through its academia-industry collaboration initiative, Campus Connect, over 1,000 higher educational institutions have registered on the Infosys Springboard platform. Infosys, in line with its ESG Vision 2030, aims to enable digital skills at scale and empower over 10 million people in India through the Infosys Springboard program.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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_India@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Financial information for the Third Quarter ended December 31, 2022 \nAuthor: ['Infosys Limited'] Results for the Third Quarter ended December 31, 2022  Infosys announces results for the third quarter ended December 31, 2022 on Thursday, January 12, 2023.<|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  Investor Sheet  Download  Financial Statements  IFRS Financial Information  Ind AS  Standalone | Consolidated  Additional information  Download  Management's comments on the results  January 12, 2023 4:30 p.m. (IST)  Archived Webcast of Press Conference | Transcript  Webcast of conference call  January 12, 2023 6:00 p.m. (IST)  Archived Earnings conference call - Audio | Transcript  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation Announces the Third Edition of the Aarohan Social Innovation Awards \nAuthor: ['Infosys Limited'] Infosys Foundation, the philanthropic and CSR arm of Infosys today announced the launch of the third edition of its Aarohan Social Innovation Awards. To further social innovation in India, Infosys Foundation is inviting innovators and social entrepreneurs from across the country to participate in the awards.<|endoftext|> The Aarohan Social Innovation Awards 2023 seek to encourage and reward individuals, teams and NGOs developing unique technology-based solutions that have the potential to bring about a significant difference to the underprivileged across India, at scale. The Infosys Foundation will commit up to INR 50 lakh per winner, with a total award purse of INR 2 crore.<|endoftext|> \u201cAt Infosys Foundation, we have always believed in the power of working relentlessly towards social good. Aarohan Social Innovation Awards further this very aim through a platform where the finest innovations with the potential to impact social good are valued, encouraged, and rewarded. The past editions of the awards have been a huge success, creating tremendous impact. With the 2023 edition, we hope to carry this momentum forward by encouraging social innovators across the country to translate their ideas and passion into impactful award-winning solutions, with the potential to bring real change, at scale.\u201d said, Sumit Virmani, Trustee, Infosys Foundation.<|endoftext|> The Aarohan Social Innovation Awards 2023 will accept submissions across three categories:  Education  Healthcare  Women Empowerment  Key Highlights:  The submissions for the third edition of the Aarohan Social Innovation Awards will commence on January 10th, 2023, and will conclude on March 12th, 2023  Entries are open for all Indian citizens, of 18 years and above who are residing in the country  Participants can submit entries describing their work in the form of videos that can be uploaded on the Aarohan Social Innovation Awards website  The entries must be of a fully functioning prototype or finished project and not just a concept, idea, or mockup; additionally, the innovation can be from an individual, a team, a non-profit or a social enterprise.<|endoftext|> A panel of distinguished judges will evaluate the shortlisted participants to ascertain the final winners. The final winners will be evaluated on the following broad criteria:  Application to a social problem or need, with a potential to scale  Innovative use of technology, with a focus on sustainability  Originality of ideas  Ease of use  Quality of presentation  For more information on the Aarohan Social Innovation Awards, submission process, and judging criteria, please visit: Infosys Foundation | Aarohan Social Innovation Awards  About Infosys Foundation  Established in 1996, the Infosys Foundation supports programs in the areas of education, rural development, healthcare, arts and culture, and destitute care. Its mission is to work in remote regions of several states in India. The Infosys Foundation takes pride in working with all sections of society, selecting projects with infinite care, and working in areas that are traditionally overlooked by society at large. For more details, please log on: https:\/\/www.infosys.com\/infosys-foundation  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_India@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Prize 2022 Awarded to Researchers in Six Categories \nAuthor: ['Infosys Limited'] The Infosys Science Foundation (ISF) today awarded the winners of the Infosys Prize 2022 for their significant contributions to research at a presentation ceremony in Bengaluru. The work of the winners has potential impact in the areas of accessible healthcare and diagnostics, inclusive economic and social policy design, a better understanding of our mental health and how our constitution protects India\u2019s democratic polity.<|endoftext|> The winners, across categories such as Engineering and Computer Science, Humanities, Life Sciences, Mathematical Sciences, Physical Sciences and Social Sciences, were felicitated with a pure gold medal, a citation, and a prize purse of USD 100,000, by the Chief Guest Prof. Shafi Goldwasser, Turing Award laureate and Director, Simons Institute for the Theory of Computing.<|endoftext|> Expressing her thoughts on the occasion, chief guest Prof. Goldwasser, said, \u201cI am thrilled and honored to be invited today to pay my respect to all the winners. Science, mathematics, and engineering are the theoretical foundation and practical engines for knowledge and technology that is changing the world, making us globally connected, pushing forward medical advances, improving our energy usage and infrastructure, and fundamentally enlarging our understanding of the cosmos and the world around us. I am in awe of what the scientists of this country have given the world, and I salute Infosys Science Foundation for paying tribute and respect to the researchers, both scientists and humanists, who are the true heroes of progress.\u201d  Stressing on the significance of investing in science and research, Kris Gopalakrishnan, President, Infosys Science Foundation, said, \u201cThe Infosys Science Foundation has instituted the Infosys Prize to highlight the importance of scientific research for the development of India and the world. We are proud to honor the work of our laureates. From exploring the frontiers of brain research and astronomy to developing solutions for the urgent healthcare needs of underserved populations to examining the notions of justice in a fast-changing world inundated by the climate emergency and pandemics, our laureates are working on the cutting edge of science, technology, and scholarship. Their work is inspiring a new generation of researchers while revolutionizing the science and research landscape in India.\u201d  The winners were chosen by jury panels chaired by eminent academics: Prof. Arvind (Massachusetts Institute of Technology) for Engineering and Computer Science; Prof. Akeel Bilgrami (Columbia University) for Humanities; Prof. Mriganka Sur (Massachusetts Institute of Technology) for Life Sciences; Prof. Chandrashekhar Khare (University of California, Los Angeles) for Mathematical Sciences; Prof. Shrinivas Kulkarni (California Institute of Technology) for Physical Sciences; and Prof. Kaushik Basu (Cornell University) for Social Sciences.<|endoftext|> The event was attended by distinguished scientists and academicians from around the world, business leaders, young researchers, and students. Trustees of the Infosys Science Foundation \u2013 Mr. S. Gopalakrishnan, Mr. Narayana Murthy, Mr. Srinath Batni, Mr. K. Dinesh, Mr. Nandan Nilekani, Mr. Mohandas Pai, Mr. Salil Parekh, and Mr. S.D. Shibulal were present at the award ceremony.<|endoftext|> Winners of the Infosys Prize 2022 in the six categories are:  Engineering and Computer Science  Suman Chakraborty, Professor of Mechanical Engineering at the Indian Institute of Technology, Kharagpur was awarded the Infosys Prize 2022 in Engineering and Computer Science for his work in fluid mechanics which has been used to develop several diagnostic devices including a handheld device for detecting oral cancer. These cost-efficient devices are particularly useful in resource-limited settings and could potentially save millions of lives.<|endoftext|> Humanities  Sudhir Krishnaswamy, Vice Chancellor of National Law School of India University, Bengaluru was awarded the Infosys Prize 2022 in Humanities for his scholarly work on the importance of the basic structure doctrine of the Indian Constitution that was adopted by the Supreme Court in 1973. The doctrine governs efforts to amend the constitution, while also ensuring its stability in the face of executive and legislative outcomes in India\u2019s political life.<|endoftext|> Life Sciences  Vidita Vaidya, Professor and Chairperson, Department of Biological Sciences, Tata Institute of Fundamental Research, Mumbai was awarded the Infosys Prize 2022 in Life Sciences for her work on understanding brain mechanisms that underlie mood disorders such as anxiety and depression. Prof. Vaidya\u2019s research examines the signals engaged by the neurotransmitter serotonin in causing persistent changes in behavior brought about by stress in early life and the role of serotonin in energy production in brain cells which has immense significance for how we understand the aging brain. In a time when conversations around mental health have become ever more urgent Vaidya\u2019s work is extremely contextual.,  Mathematical Sciences  Mahesh Kakde, Professor of Mathematics, Indian Institute of Science, Bengaluru was awarded the Infosys Prize 2022 for his outstanding contributions to algebraic number theory, specifically the non-commutative Iwasawa main conjecture. Prof. Kakde\u2019s work could have important potential applications in computing and cryptography.<|endoftext|> Physical Sciences  Nissim Kanekar, Professor, National Centre for Radio Astronomy, Pune was awarded the Infosys Prize 2022 for his study of galaxies in an era called cosmic noon in which stars were being formed at a maximum rate. Prof. Kanekar\u2019s work has put India\u2019s radio astronomy capabilities on the world map.<|endoftext|> Social Sciences  Rohini Pande, Henry J. Heinz II Professor of Economics and Director, Economic Growth Center, Yale University, was awarded the Infosys Prize 2022 in Social Sciences for her research on governance and accountability, women\u2019s empowerment, the role of credit in the lives of the poor, and the environment. Her empirical findings, based on diverse methodologies, offer major promise and potential for policy design in emerging economies, including India. Prof. Pande\u2019s work on inclusive democratic institutions has tremendous implications in a world where critical discussions and debates are ongoing in the face of the climate emergency and related issues of social justice.<|endoftext|> For more information on the Infosys Prize winners\u2019 work, we invite you to read the Infosys Prize 2022 citation brochure on our website www.infosysprize.org.<|endoftext|> About 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 in 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. Akeel Bilgrami | Prof. Mriganka Sur | Prof. Chandrashekhar Khare | Prof. Shrinivas Kulkarni | Prof. Kaushik Basu  Srinath Batni | K. Dinesh | S. Gopalakrishnan | Narayana Murthy | Nandan Nilekani | T. V. Mohandas Pai | Salil Parekh | Shibulal S.D  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|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 and the US, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed"}
{"text":"Continue Infosys Press Release (PR)  \n-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, 2022. 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_India@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Compaz Collaborates with Singapore\u2019s StarHub for their IT Transformation Journey \nAuthor: ['Infosys Limited'] Infosys Compaz, a joint venture between Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, and Temasek, today announced a collaboration with Singapore-based info-communications provider StarHub, to enable their IT transformation, while strengthening their technology operations, service management and cybersecurity. Through this engagement, Infosys Compaz will boost the quality, performance, availability, responsiveness, and cost efficiency of StarHub\u2019s foundational technology platform, while improving customer satisfaction and minimizing cyber risks.<|endoftext|> Infosys Compaz will work with StarHub to execute large-scale IT operations management projects, while bringing strong digital capabilities, depth of solutions, robust cybersecurity, and the ability to drive business innovation powered by Infosys Cobalt. As part of this collaboration, Infosys Compaz will help StarHub enhance their sourcing strategy for IT services, to support their changing business needs while establishing a variable cost structure. Additionally, Infosys Compaz will work alongside StarHub to restructure their service management and governance models to improve control and delivery management while updating their security infrastructure to maintain high levels of security.<|endoftext|> Kee Yaw Yee, CIO, StarHub, said, \u201cWe are excited to collaborate with Infosys Compaz to strengthen key components of our IT application and infrastructure landscape as we prepare for the future with a new IT operating model. StarHub\u2019s technology leadership, coupled with Infosys\u2019 deep domain competencies, local presence, and proven digital capabilities, will definitely strengthen and accelerate StarHub\u2019s digital journey, which augurs well for our DARE+ strategy and promises to benefit our customers.\u201d  Mohit Joshi, President, Infosys, said, \u201cAcross several global engagements, Infosys has proven its command in the sphere of large-scale technology operations and digital transformation. We are delighted that Infosys Compaz was chosen to drive StarHub\u2019s digital transformation journey and to accelerate their innovation agenda.\u201d  Manohar Atreya, CEO, Infosys Compaz said, \u201cWe are delighted to collaborate with StarHub in their strategic digital journey. We are proud to leverage our global experience and benchmarked best practices to strengthen StarHub\u2019s digital transformation.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation and Bharatiya Vidya Bhavan to host a weeklong cultural festival in Hyderabad from December 24 \nAuthor: ['Infosys Limited'] Infosys Foundation, the philanthropic and CSR arm of Infosys, along with Bharatiya Vidya Bhavan (BVB) will host the third edition of their joint cultural festival for the promotion of Indian visual and performing arts, in Hyderabad. The third weeklong cultural festival will take place from 24th to 30th December 2022, at Rajaji Sabhagriha, Bharatiya Vidya Bhavan, Basheerbagh, in Hyderabad.<|endoftext|> Themed as 'Nisarga Vaibhava\u2019 (Nature's Glory), the festival will showcase different art forms from India on one stage. Over the last few months, Infosys Foundation and BVB have successfully organized 7-day cultural festivals in Mysuru and Chandigarh. More festivals are scheduled to take place in New Delhi, Mumbai, Thiruvananthapuram, Indore, and Bengaluru. Through these festivals, Infosys Foundation and BVB will provide a platform to over 4,500 beneficiaries, including 3,000 artists from underprivileged communities towards the preservation of traditional Indian folk and classical art forms.<|endoftext|> Krish Shankar, Trustee, Infosys Foundation, said, \u201cWe are delighted at the success of our first two cultural festivals. At Infosys Foundation, the promotion of Indian visual and performing arts is a key focus area, as we firmly believe that it showcases the beauty of India\u2019s rich and diverse culture in these fast-moving times. Through our association with Bharatiya Vidya Bhavan, our collective aim is to embolden Indian artists from various backgrounds to come to the forefront and display their talents, thus safeguarding various art forms from being forgotten over time.\u201d  H.N.Suresh, Director Bharatiya Vidya Bhavan, Bengaluru Kendra, \u201cWe are elated by the response received to our collective efforts in promoting our country\u2019s rich cultural history through these festivals. As a proponent of Indian art and culture, Bharatiya Vidya Bhavan deeply appreciates the support of the Infosys Foundation in keeping alive Indian visual and performing art and encouraging artists springing from diverse backgrounds to take delight and pride in their work.\u201d  About Bharatiya Vidya Bhavan  Founded in 1938, Bharatiya Vidya Bhavan\u2019s objective is to promote and propagate Indian values and culture spanning literature, music, dance, and other fine arts. Today, it has grown into a multifaceted, worldwide organization.<|endoftext|> About Infosys Foundation  Established in 1996, the Infosys Foundation supports programs in the areas of education, rural development, healthcare, women empowerment, arts and culture, and destitute care. Its mission is to work with the underprivileged across the country and strive towards a more equitable society. The Infosys Foundation takes pride in working with all sections of society, selecting projects with infinite care, and working in areas that are traditionally overlooked by society at large.<|endoftext|> For more details, please log on: https:\/\/www.infosys.com\/infosys-foundation  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_India@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys and WSJ Intelligence Report: Despite economic downturn, employees still hold power in workplace \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, and WSJ Intelligence, a leading analytics platform that provides timely, custom research and insights for brands, today released a new report \u2014 \u201cThe New Workplace\u201d \u2014 uncovering the biggest trends and priorities that will drive the workplace in 2023 and beyond. The report reveals tangible gains made in productivity, improved employee experiences from hybrid work, and the need for a purpose-driven approach to recruiting, company culture, and business strategy.<|endoftext|> Infosys and WSJ Intelligence surveyed more than 1,000 U.S. senior executives to explore workplace trends resulting from the pandemic\u2014from hybrid and remote work to the economy\u2019s impact on the labor market\u2014and how both employees and employers feel about them. The report underscores that employers are facing an inflection point: They must rethink work norms and learn to adapt and derive value from the long-term impact of the pandemic.<|endoftext|> The report identified five key findings:  Productivity does not correlate with remote or in-office work: While 57% of respondents agreed remote work boosts productivity, 53% also agreed productivity is a key benefit of working in-office. However, the study also found that certain industries experienced higher productivity from remote work than others. Of the industries that fared best with remote work, high-tech (63%), telecom (54%), and financial services (51%) reported their industries will likely adopt a \u201cwork from anywhere\u201d model going forward.<|endoftext|> While 57% of respondents agreed remote work boosts productivity, 53% also agreed productivity is a key benefit of working in-office. However, the study also found that certain industries experienced higher productivity from remote work than others. Of the industries that fared best with remote work, high-tech (63%), telecom (54%), and financial services (51%) reported their industries will likely adopt a \u201cwork from anywhere\u201d model going forward. There\u2019s no \u201cone-size-fits-all\u201d approach to remote and hybrid work \u2014 but leaders still care about visibility: Respondents are torn when it comes to remote and in-office work, agreeing that each company should make policy decisions based on business needs, industry, and work culture. Across industries, nearly half (46%) of leaders agreed office visibility was still important as part of the performance evaluation process.<|endoftext|> Respondents are torn when it comes to remote and in-office work, agreeing that each company should make policy decisions based on business needs, industry, and work culture. Across industries, nearly half (46%) of leaders agreed office visibility was still important as part of the performance evaluation process. Work-life balance is dependent on remote work: 60% of respondents indicated work-life balance improved with remote work, while only 43% were able to achieve this balance pre-pandemic when working in-office.<|endoftext|> 60% of respondents indicated work-life balance improved with remote work, while only 43% were able to achieve this balance pre-pandemic when working in-office. Employees value companies that align business strategy with purpose: When it comes to business causes and profits, sustainability and purpose are top of mind for employees, with 75% of respondents noting a purpose strategy is core to talent retention and recruitment.<|endoftext|> When it comes to business causes and profits, sustainability and purpose are top of mind for employees, with 75% of respondents noting a purpose strategy is core to talent retention and recruitment. Employers determine remote work policies based on skills versus degrees: Employers are reimagining plans to hire, onboard, and upskill workers with a stronger emphasis on skills (64%) vs. degrees (53%), and they must make hybrid or remote work policies based on worker preference and performance abilities in order to survive. This is especially true for employers in the tech, retail, telecom, manufacturing, and energy sectors.<|endoftext|> Tan Moorthy, EVP and Head of Delivery for the Americas, Infosys, said, \u201cAs \u2018The New Workplace\u2019 report shows, the benefits of remote and in-office work vary by job and industry. One model isn\u2019t better than the other, which means gone are the days where location matters. Employers will make the call on who comes into the office and who doesn\u2019t based on what each worker can do. Skills and abilities \u2014 not degrees or showing up at an office \u2014 will drive post-pandemic workplace norms.\u201d  Elizabeth Nann, Executive Director, WSJ Intelligence, said: \u201cIn collaboration with Infosys, our research brings to light the growing need for workplace flexibility and innovation, as employees demand policies that match culture, and employers seek top talent to meet purpose-oriented business needs.\u201d  To view the full report, please visit: https:\/\/partners.wsj.com\/infosys\/humanizing-digital\/  Methodology  This report, conducted by WSJ Intelligence with sponsorship from Infosys, presents the key findings of a survey of 1,002 senior executives at large U.S. companies (with over $500 million in revenue).<|endoftext|> About WSJ Intelligence  WSJ Intelligence conducts bespoke and secondary custom research for brands and advertising partners of The Wall Street Journal | Barron\u2019s Group. Through rigorous analysis, WSJ Intelligence provides insights that are relevant, timely, and reliable. The Wall Street Journal news organization is not involved in the creation of this content.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation and Bharatiya Vidya Bhavan Jointly Present a Week-long Cultural Festival \nAuthor: ['Infosys Limited'] Infosys Foundation, the philanthropic and CSR arm of Infosys, today announced that it inaugurated a week-long cultural festival in Chandigarh for the promotion of Indian visual and performing arts. The festival is presented jointly with Bharatiya Vidya Bhavan (BVB). The festival was inaugurated by Honorable Shri. Banwarilal Purohit, Governor, Punjab and UT Administrator.<|endoftext|> Last month, a similar event was hosted in Mysuru that focused on the theme \u2018Festivals of India\u2019. Now, for the second such event being held in Chandigarh \u2013 from 9th December to 15th December 15, 2022, at Bharatiya Vidya Bhavan, Madhya Marg, Chandigarh \u2013 the event theme is 'Contemporary Art'. In the months to come, five more cultural festivals will be held across Hyderabad, Thiruvananthapuram, New Delhi, Mumbai, and Indore.<|endoftext|> Krish Shankar, Trustee, Infosys Foundation, said, \u201cCultural richness and diversity are woven into the fabric of India\u2019s identity. At Infosys Foundation, we believe that it is important that we do not let this corrode with time. Our efforts towards promoting and preserving culture are aimed at encouraging artists to come to the forefront and showcase their work, thereby contributing to keep art and culture alive in this ever-evolving world.\u201d  H.N. Suresh, Director, Bharatiya Vidya Bhavan, Bengaluru Kendra, said, \u201cBharatiya Vidya Bhavan has focused on promoting education, art, and culture in myriad ways since its inception. We acknowledge and appreciate the support of the Infosys Foundation in keeping our cultural gems alive and encouraging artists springing from diverse backgrounds to take delight and pride in their work. We hope to strengthen this collaboration to expand its purview and reach more artists.\u201d  About Bharatiya Vidya Bhavan  Founded in 1938, Bharatiya Vidya Bhavan\u2019s objective is to promote and propagate Indian values and culture spanning literature, music, dance, and other fine arts. Today, it has grown into a multifaceted, worldwide organization.<|endoftext|> About Infosys Foundation  Established in 1996, the Infosys Foundation supports programs in the areas of education, rural development, healthcare, women empowerment, arts and culture, and destitute care. Its mission is to work with the underprivileged across the country and strive towards a more equitable society. The Infosys Foundation takes pride in working with all sections of society, selecting projects with infinite care, and working in areas that are traditionally overlooked by society at large.<|endoftext|> For more details, please log on: https:\/\/www.infosys.com\/infosys-foundation  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_India@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Research: Nine out of Ten Executives Report ESG Delivers ROI \nAuthor: ['Infosys Limited'] Increased ESG investment correlates with higher profits, according to new research from the Infosys Knowledge Institute, the thought leadership and research arm of Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting. The report identified actions that companies should take now to achieve ESG goals and generate financial returns across sustainability initiatives.<|endoftext|> The Infosys report, ESG Redefined: From Compliance to Value Creation, reveals that nearly all (90%) executives said their ESG spending led to moderate or significant financial returns. Most respondents (66%) experienced ESG returns within three years. The report acknowledges that despite ESG\u2019s clear link to profit growth, budgets are likely to be an obstacle in the current economy. This is worrisome, as companies need more financial resources and operating model changes to achieve ESG goals and sustain profit growth.<|endoftext|> Mohit Joshi, President, Infosys, said, \u201cThere is nothing novel about the idea that you have to spend money to make money. However, although 90% of respondents in our study say ESG gives ROI, there is still a lag in applying strategy to ESG as it is done for other parts of their businesses. Companies must shift views to recognize ESG as a value creator to reap the financial benefits of ESG investments and to achieve maximum impact in creating a better, more sustainable world.\u201d  Strategy alignment and execution will allow businesses to accelerate their ESG initiatives with greater payoff. The Infosys Knowledge Institute revealed several insights to guide companies to accelerate ESG\u2019s financial rewards:  ESG is a proven moneymaker. The report found that a 10 percentage point increase in ESG spending correlates with a 1 percentage point increase in profit growth. A company that currently spends 5% of its budget on ESG can expect a one percentage point profit increase if it aligns operating or capital budget to increase ESG spending portion to 15%.<|endoftext|>. The report found that a 10 percentage point increase in ESG spending correlates with a 1 percentage point increase in profit growth. A company that currently spends 5% of its budget on ESG can expect a one percentage point profit increase if it aligns operating or capital budget to increase ESG spending portion to 15%. Overlooking the \u2018S\u2019 and \u2018G\u2019 in ESG reduces profitability. Many companies focus ESG efforts on the environmental segment with commitments to carbon neutrality, net zero, and reducing greenhouse gas emissions. However, there are also opportunities to improve financial results through social and governance initiatives. Research data shows social initiatives like board diversity correlate to improved profitability.<|endoftext|>. Many companies focus ESG efforts on the environmental segment with commitments to carbon neutrality, net zero, and reducing greenhouse gas emissions. However, there are also opportunities to improve financial results through social and governance initiatives. Research data shows social initiatives like board diversity correlate to improved profitability. ESG leadership strategy correlates with a 2 percentage point increase in profit and revenue growth. Companies perform better financially when they demonstrate all the following: a chief diversity officer (CDO), chief sustainability officer (CSO), ESG committee on the board, and also when the CSO clears capital expenditures for ESG initiatives. However, only about a quarter (27%) of those surveyed say their company has all four components in place. The survey data analysis also found that the C-suite and top executive ranks were the most neglected areas for ESG changes. Only 19% of respondents say their company ties executive compensation to ESG goals, and just 30% say their firms place responsibility for ESG with the C-suite.<|endoftext|>. Companies perform better financially when they demonstrate all the following: a chief diversity officer (CDO), chief sustainability officer (CSO), ESG committee on the board, and also when the CSO clears capital expenditures for ESG initiatives. However, only about a quarter (27%) of those surveyed say their company has all four components in place. The survey data analysis also found that the C-suite and top executive ranks were the most neglected areas for ESG changes. Only 19% of respondents say their company ties executive compensation to ESG goals, and just 30% say their firms place responsibility for ESG with the C-suite. Supply chain transparency matters. Research found that almost all companies are interested in aligning their ESG goals with their supply chain, especially as more companies are expected to account for their scope 3 greenhouse gas emissions. However, less than one-third share ESG expectations or requirements for suppliers. Only 16% say they renegotiate contracts based on ESG data from those in the supply chain \u2014 indicating a clear need for more leadership in the supply chain and incentives to share ESG data, whether it\u2019s meeting new contract requirements or making themselves more appealing to others in the supply chain.<|endoftext|> To read the full report, visit here.<|endoftext|> Methodology  Infosys used an anonymous format to conduct an online survey of 2,500 business executives across industries across the US, UK, France, Germany, the Nordics, Australia, New Zealand, China, and India. To gain additional, qualitative insights, the researchers interviewed subject matter experts and business leaders.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Expands Footprint in Nordics by Establishing a new Proximity Center in Gothenburg, Sweden \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced a new proximity center in Sweden. With this investment, Infosys aims to enhance its localization strategy in the Nordics by bringing next-generation digital offerings to its clients in the region, as they navigate the next stage in their digital journeys.<|endoftext|> Over the past two decades, Infosys has been steadily growing its footprint across the Nordics. The new center represents another step to strengthening the strategic presence in Gothenburg, a major city on the west coast of Sweden and an emerging automotive, digital tech and green innovation hub in Europe.<|endoftext|> Axel Josefson, Chairman City Executive Board, Gothenburg, said \u201cWe are delighted that Infosys has chosen the city of Gothenburg for its new proximity center. The center will bring next generational digital technologies and skills to the city and Nordic region. Infosys\u2019 venture will significantly contribute to strengthening the internationally renowned technology cluster we have here at Lindholmen Science Park.\u201d  Robin Sukhia, Secretary General and President, Sweden-India Business Council, said \u201cWe are very glad to see our member Infosys expanding in Sweden. Opening an office in Gothenburg shows their commitment not only to the large local industry Gothenburg offers, but also to the Swedish market and their clients. We are happy to support Infosys in their continuing journey in Sweden.\u201d  Jasmeet Singh, Executive Vice President and Global Head of Manufacturing, Infosys, said \u201cWe are thrilled to fortify our presence in the Nordics with the new center in Gothenburg, Sweden. With this latest milestone, Infosys is well poised to work ever more closely with our clients based out of the region and build next-gen solutions in areas like digital manufacturing, connected products, and online customer experience. We are confident that by leveraging the unparalleled combination of local talent and world class technologies like cloud, IoT, software engineering and Artificial Intelligence (AI), Infosys can empower clients across the Nordics to be future ready.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation Diabetes Care Program to help in remission of Type 2 Diabetes \nAuthor: ['Infosys Limited'] Infosys Foundation, the philanthropic and CSR arm of Infosys, today announced the opening of the second Diabetes Reversal Counseling Center in Nagpur, in collaboration with the Association for Diabetes and Obesity Reversal (ADORE). Earlier, Infosys Foundation had signed a Memorandum of Understanding (MoU) with ADORE to help in remission of type 2 diabetes in patients through lifestyle modifications. A sum of INR 2.4 crore was pledged towards this initiative, covering two centers in Pune and Nagpur for a period of three years. The Pune center started operations on 21st November this year to mark World Diabetes Day.<|endoftext|> The initiative is aimed at benefiting 12,000 patients over 3 years. Through lifestyle modifications, ADORE will assess the progress of patients based on parameters like reduction in blood sugar levels and weight, among others. Additionally, it intends to reduce the dose of diabetic medicines for a minimum of 50 percent of the patients.<|endoftext|> The Diabetes Reversal Counseling Center in Nagpur, which is scheduled to commence operations from 1st December, will provide free counselling services to patients. The center will also conduct a free HbA1c testing camp for ten days from 5th to 14th December where people can register themselves for free testing.<|endoftext|> Sunil Kumar Dhareshwar, Trustee, Infosys Foundation, said, \u201cWe are extremely delighted to collaborate with ADORE to mitigate the effects of type 2 diabetes in thousands of patients. This synergy is driven by our shared vision to improve lives of patients by encouraging and enabling minor changes in their lifestyle. We are confident that these small steps, coupled with ADORE\u2019s supervision and guidance, will bring about a colossal difference in their health.\u201d  \u201cWe appreciate the support of Infosys Foundation as we strive to eradicate type-2 diabetes for patients in Pune and Nagpur. The soon-to-be-operational Nagpur center, manned with a diabetologist and counselor, will provide individual counseling and guidance. We hope to take this endeavor to greater heights to help better as many lives as possible\u201d, said, Dr. Jagannath Dixit, Chairman of Association for Diabetes and Obesity Reversal (ADORE).<|endoftext|> About Infosys Foundation  Established in 1996, the Infosys Foundation supports programs in the areas of education, rural development, healthcare, women empowerment, arts and culture, and destitute care. Its mission is to work with the underprivileged across the country and strive towards a more equitable society. The Infosys Foundation takes pride in working with all sections of society, selecting projects with infinite care, and working in areas that are traditionally overlooked by society at large.<|endoftext|> For more details, please log on: https:\/\/www.infosys.com\/infosys-foundation  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_India@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys and UNLEASH organize Global Innovation Lab 2022 to advance youth-led solutions in alignment with UN Sustainable Development Goals \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced its collaboration with UNLEASH, a non-profit organization with a mission to get the youth to create innovative and scalable solutions to help reach the Sustainable Development Goals (SDGs). Together, Infosys and UNLEASH will advance youth-led solutions aligned with the UN SDGs, amplify ESG best practices and accelerate digital skilling, through the Global Innovation Lab 2022. Through interactive exercises and activities based on human-centered design thinking, participants at the Global Innovation Lab 2022 will develop tech-savvy solutions for the SDGs, while pursuing their vision to provide quality education and learning opportunities for all.<|endoftext|> The Global Innovation Lab 2022 will be hosted from December 3rd to 10th at Infosys\u2019 Mysuru Development Center, one of the world\u2019s largest corporate universities. The event brings together over 1,000 young minds between 18 and 35 years of age, from around the world, to innovate and design sustainable solutions for the future.<|endoftext|> \u201cInfosys, since inception, has been steered by its purpose to amplify human potential and create opportunities for people, business, and communities. We are delighted to collaborate with UNLEASH and host the Global Innovation Lab 2022, a platform that mobilizes youth to co-create a sustainable future. Together, Infosys and UNLEASH will facilitate the exploration of digital solutions to address UN\u2019s SDGs and create digital solutions to improve education reforms globally,\u201d said, Nandan Nilekani, Chairman, Infosys.<|endoftext|> \u201cWe are very pleased that Infosys will be hosting the UNLEASH Global Innovation Lab at their unique campus in Mysuru, and I can think of no better place for UNLEASH Talents to co-create solutions to some of our times most daunting, grand challenges. Infosys\u2019 innovative and disruptive technologies and their focus on ESG and education is the perfect environment for an Innovation Lab for the UN\u2019s 2030 Agenda,\u201d said, Professor Flemming Besenbacher, Chairman of UNLEASH.<|endoftext|> Infosys, furthering its commitment to digitally skill over 10 million people by 2025 and bridge the digital divide, leverages its platform, Infosys Springboard, to democratize quality education and strengthen the next-generation workforce with digital and life skills. Having achieved carbon neutrality 30 years ahead of the timeline set by the Paris Agreement, Infosys aims to further the UN\u2019s SDG mandate through UNLEASH India. Responsibility is an opportunity unleashed with Infosys!  About UNLEASH  UNLEASH is a global initiative committed to bringing youth together to share ideas, build networks and create innovative and scalable solutions to help reach the Sustainable Development Goals. Our mission is to accelerate positive change towards the SDGs by mobilizing young talented people in community leadership, problem-solving, and launching social and environmental solutions. Every year, we unite young people from across the world for an annual innovation lab, organize dozens of local SDG hackathons and accelerate the implementation of top solutions. UNLEASH has been recognized as one of the world\u2019s most influential sustainability brands, having engaged 5,000 young people from 167 countries and facilitated the development of 700 SDG solutions with +300 partners. Since 2017, UNLEASH has run three annual Innovation Labs in Denmark, Singapore, and China.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys to Digitize and Automate Processes at Envision AESC\u2019s EV Battery Manufacturing Plants \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced a strategic collaboration with Envision AESC, a world-leading battery technology company. Through this collaboration, Infosys will help develop a cloud-based platform to digitize and automate manual processes at Envision AESC\u2019s Electric Vehicle (EV) battery manufacturing plants.<|endoftext|> Initially, the cloud-based platform seeks to digitize key processes that require a high level of human intervention. In the long-term, the cloud-based platform aims to improve productivity, enhance end-to-end visibility, and simplify quality monitoring through data-driven reporting and analytics tools. Further, the modular and extensible cloud-based platform will not only offer rich user experience but also bring about scalable, resilient, and predictable performance of business applications across geographies. This new cloud-based platform, co-developed by Infosys and Envision AESC, leverages AWS Cloud components of Infosys Cobalt, a set of services, solutions and platforms for enterprises to accelerate their cloud journey.<|endoftext|> \u201cAt Envision AESC, we believe that advancements in battery technology will propel the EV revolution to newer heights. The manufacturing processes of our breakthrough batteries need a robust digital foundation to accelerate the speed and scale of innovation. We are confident that Infosys, with their trusted cloud technologies and deep expertise in the automotive industry, will help us continue on our journey towards achieving our transformation goals,\u201d said, Brian Sullivan, Executive Vice President of Global Manufacturing and Supply Chain at Envision AESC.<|endoftext|> Jasmeet Singh, Executive Vice President and Global Head of Manufacturing at Infosys, said, \"As e-Mobility continues to transform the automotive landscape, building a strong digital core in cloud is a business imperative. We are delighted that in collaboration with Infosys, Envision AESC will be taking a cloud-first approach to digitize operations in its EV battery manufacturing plants. We believe that our co-innovation efforts will catalyze the development of next-generation EV batteries from a sustainability and circularity standpoint.\u201d  About Envision AESC  Envision AESC is a world-leading battery technology company committed to research, development, design, manufacture and sale of high-power batteries and energy storage batteries. Headquartered in Japan, Envision AESC has produced high-performance, extended range batteries for more than 650,000 electric vehicles in 44 countries, achieving a record of \u2018zero critical battery malfunction.\u2019 Find out more at https:\/\/www.envision-aesc.com\/en\/.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys InStep Ranked as the \u2018Best Internship Program\u2019 for Five Consecutive Years \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that InStep, the company\u2019s flagship global internship program, has been awarded the title of \u2018Best Overall Internship Program\u2019 in the 2023 Vault Internship Rankings. This is the fifth consecutive year that InStep has received this top honor, which was published by career intelligence organization Vault Firsthand. This year the internships were conducted for 285 interns from different academic backgrounds, representing 143 universities and 34 nationalities.<|endoftext|> The rankings are based on responses from over 10,000 participants across 139 programs globally. InStep earned the top rank in all the subcategories:  100 Best Internships  Best internship for the Tech & Engineering industry  Best Internship for Compensation, Employment Prospects, Quality of Assignments, Quality of Life, Real-Life Experience, Overall Career Development, Networking Opportunities, and Training & Mentoring  Best Internship by role for Information Technology, Software Engineering & Development, Strategy & Business Development, and Data Analytics  Best Internship for Overall Diversity, Diversity for women, Diversity for LGBTQ+ Individuals, and Racial & Ethnic Diversity  InStep is a global, fully paid, flagship internship program of Infosys that has been around for over 22 years. It has facilitated over 3,000 interns representing more than 200 universities and 50 nationalities. InStep provides its interns with the means to work on real-time projects throughout corporate functions and business units, including strategic engineering group, artificial intelligence, cybersecurity, corporate strategy, data analytics, sustainability, alliances, utilities, financial services, and marketing. Additionally, the program offers a well-defined career progression plan - last year over 70 percent of eligible interns received full-time offers.<|endoftext|> Sumit Virmani, Executive Vice President and Chief Marketing Officer, Infosys, said, \u201cSince its inception, InStep has strived to nurture young talent and enable great minds to make use of their skills in real-time by means of guidance, exposure, and learning. This recognition brings with it hope for us to continue along our path with even more enthusiasm. As InStep continues to grow, we aim at providing interns an environment conducive to growth, the best working experience, and enabling them to participate in building a better future for all.\u201d  \u201cKing\u2019s College London is very proud of our partnership with Infosys, which has spanned several years, and I was delighted to visit the Infosys Bengaluru campus in April this year alongside senior colleagues from King\u2019s. Over 50 of our students have completed the Infosys InStep program over the years, providing them with a truly unique internship experience and fantastic opportunities for professional and personal development. I\u2019d like to congratulate Infosys InStep on this brilliant achievement and wish them many more years of continued excellence,\u201d said, Professor Shitij Kapur, President and Principal, King\u2019s College London.<|endoftext|> Professor Garud Iyengar, Senior Vice Dean for Research and Academic Programs, Columbia Engineering, Columbia University, said, \u201cInfosys and Columbia Engineering have had an extraordinary relationship driven by the InStep internship program, an initiative that provides students with professionally and personally enriching experiences. Interns in the program are engaged in real-time projects in the areas of technology like AI, ML, Cybersecurity, UI\/UX, and Metaverse. Students work alongside cross-functional teams with professionals from diverse backgrounds, gaining industry exposure that will help them to chart a rewarding career path. We look forward to many more years of collaboration with Infosys.\u201d  Professor Pamela Hinds, Faculty Director of Stanford Global Engineering Programs, Stanford University, said, \u201cInfosys has been an exceptional partner in providing internships for Stanford engineering students. Our students report having a life-changing experience. They are welcomed and integrated into the organization, provided challenging opportunities in which they can contribute and grow, paired with mentors who provide guidance but also encourage pushing boundaries, and exposed to unforgettable cultural experiences. We look forward to continuing to work with Infosys to provide these enriching opportunities for our students.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation Sports Park inaugurated in Bengaluru \nAuthor: ['Infosys Limited'] Infosys Foundation, the philanthropic and CSR arm of Infosys, today announced the inauguration of the Infosys Foundation Sports Park in Bengaluru, India. The Honorable Home Minister of Karnataka Mr. Araga Jnanendra Kumar inaugurated the sporting facility.<|endoftext|> Earlier, Infosys Foundation had signed a Memorandum of Understanding (MoU) with the Commissioner of Police, Bengaluru City for augmenting the sports infrastructure in the city for the masses. The Infosys Foundation has supported the construction of the park in Adugodi.<|endoftext|> The Infosys Foundation Sports Park comprises of a volleyball and basketball court sized 5,928 sq.ft. each, a football and a badminton court sized 4,000 sq.ft. each, a play area for children sized 1,500 sq.ft., and a skating rink measuring 1,547 sq.ft.<|endoftext|> Sunil Kumar Dhareshwar, Trustee, Infosys Foundation, said, \u201cAmid shrinking common spaces and a sedentary lifestyle, this initiative is about encouraging citizens to incorporate sports into their daily life, providing opportunities for holistic health, and creating quality avenues for them to achieve this. With support from the Commissioner of Police, Bengaluru, we are happy to improve the city\u2019s public infrastructure and contribute to the cause of sports and citizens\u2019 health.\u201d  Pratap Reddy, Commissioner of Police, Bengaluru City said, \u201cWe appreciate Infosys Foundation for lending their support in the commencement of this project. Going forward, such initiatives will greatly contribute to the infrastructural development of Bengaluru City Police.\"  About Infosys Foundation  Established in 1996, the Infosys Foundation supports programs in the areas of education, rural development, healthcare, women empowerment, arts and culture, and destitute care. Its mission is to work with the underprivileged across the country and strive towards a more equitable society. The Infosys Foundation takes pride in working with all sections of society, selecting projects with infinite care, and working in areas that are traditionally overlooked by society at large.<|endoftext|> For more details, please log on: https:\/\/www.infosys.com\/infosys-foundation  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Over $460 billion incremental profits from better data practices, trust in AI, and business integration \nAuthor: ['Infosys Limited'] According to new research from the Infosys Knowledge Institute, the thought leadership and research arm of Infosys (NSE, BSE, NYSE: INFY), companies can generate over $460 billion in incremental profit if they do three things: improve data practices, trust in advanced AI, and integrate AI with business operations. However, despite high expectations for data and artificial intelligence (AI), most companies fail to act on these areas to convert data science to business value.<|endoftext|> Infosys Data+AI Radar: Making AI Real found that although three of four companies want to operate AI across their firms, most businesses are new to AI and face daunting challenges to scale. 81% of respondents deployed their first true AI system in only the past four years, and 50%, in the last two.<|endoftext|> The report also found that 63% of AI models function only at basic capability, are driven by humans, and often fall short on data verification, data practices, and data strategies. Only 26% of practitioners are highly satisfied with their data and AI tools. Despite the siren song of AI, something is clearly missing.<|endoftext|> Infosys Knowledge Institute found that high-performing companies think differently about AI and data, and these leaders focus in three areas:  Transform data management to data sharing. Companies that embrace the data-sharing economy generate greater value from their data. Data increases in value when treated like currency and circulated through hub-and-spoke data management models ($105 billion incremental value). Companies that refresh data with low latency generate more profit, revenue, and subjective measures of value.<|endoftext|> Move from data compliance to data trust. Companies highly satisfied with their AI (currently only 21%) have consistently trustworthy, ethical, and responsible data practices. These prerequisites tackle challenges of data verification and bias, build trust, and enable practitioners to use deep learning and other advanced algorithms.<|endoftext|> Extend the AI team beyond data scientists. Businesses that apply data science to practical requirements create value. The report found that business\u2014data scientist integration accelerates efficiencies and value extraction (additional $45 billion profit growth). For intelligent data, business and IT are much better together.<|endoftext|> Combined, these areas not only scale AI usage but unlock its potential value \u2013 transforming AI dreams to insights and operational effectiveness and improving the human experience. Infosys research found the financial services industry recorded the strongest satisfaction with its data and AI uses, followed by retail and hospitality, healthcare, and high tech.<|endoftext|> Satish H.C., EVP and Co-Head Delivery, Infosys, said, \u201cCompanies that build foundations to trust and share their data are more agile and scale their AI. Companies that don\u2019t trust their data risk a vicious cycle of \u201cpilot purgatory\u201d and only use data and AI to solve small problems. Data management combined with trust in AI are the dual solutions to increase business capability and financial rewards.\u201d  To learn more about the Infosys DATA+AI Radar 2022 and access the complete report, click here.<|endoftext|> Explore the Infosys DATA+AI Radar experience here.<|endoftext|> Methodology  Infosys used an anonymous format to conduct an online survey of 2,500 senior technology leaders and executives across thirteen industries across the US, UK, France, Germany, Australia, and New Zealand. To gain additional qualitative insights, the researchers interviewed practitioners, subject matter experts, and business leaders.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Science Foundation Announces Winners of the 14th Infosys Prize \nAuthor: ['Infosys Limited'] The Infosys Science Foundation (ISF) today announced the winners of the Infosys Prize 2022 in six categories \u2013 Engineering and Computer Science, Humanities, Life Sciences, Mathematical Sciences, Physical Sciences and Social Sciences. The Infosys Prize celebrates the achievements of the recipients and awards them for their contributions to science and research impacting India. The prize for each category comprises a gold medal, a citation, and a prize purse of USD 100,000 (or its equivalent in Rupees). The event was held at the Infosys Science Foundation\u2019s new office, in Bengaluru.<|endoftext|> Panels of accomplished jurors comprising world-renowned scholars and experts shortlisted the winners of the Infosys Prize 2022 from 218 nominations. Over the past thirteen years, Infosys Science Foundation (ISF) has recognized the accomplishments of some of the best and creative scientific research that has contributed to every aspect of human life. In recognizing these outstanding researchers, ISF is not just celebrating their personal achievements but also encouraging young minds to explore science and research as a career option. The Infosys Prize counts among its laureates two Nobel Prize winners, two Fields Medal winners, a MacArthur fellow, and others who have gone on to hold high posts in government and academia.<|endoftext|> Among those in attendance at the event were the trustees of the Infosys Science Foundation\u2014Mr. Kris Gopalakrishnan, Mr. Narayana Murthy, Mr. Srinath Batni, Mr. K. Dinesh, Mr. Mohandas Pai, Mr. Salil Parekh, and Mr. S. D. Shibulal.<|endoftext|> Kris Gopalakrishnan, President, Infosys Science Foundation, said, \u201cThe Infosys Prize is promoting stellar research in India by identifying and rewarding individual scholars. Even as our laureates add to the sum total of human knowledge, their work has real impact in the here and now. We hope that their work will have far-reaching effects not just in solving our current problems but will set the stage for finding solutions for the existential crises facing humanity such as the effects of climate change, accessible diagnostics and healthcare, challenges of mental health, fulfilment of fundamental human rights, and others.\u201d  Elaborating on the importance of funding science and research in India, Narayana Murthy, Founder \u2013 Infosys, Trustee \u2013 Infosys Science Foundation, said, \u201cThere is an urgent need for both government and private sectors to invest more in science and research. This is the best way forward to solve the many problems that confront us as a nation and humanity as a whole. Our researchers are the country\u2019s frontline warriors in the war against our grand problems. That is why we must encourage them. Winners of the Infosys Prize have gone on to do useful work in their desire to solve the daunting problems that face the nation and the world today.\u201d  Winners of the Infosys Prize 2022 in the six categories are:  Engineering and Computer Science  The Infosys Prize 2022 in Engineering and Computer Science is awarded to Suman Chakraborty, Professor of Mechanical Engineering, and Dean of Research and Development, Indian Institute of Technology, Kharagpur for his pioneering work in elucidating the interaction of fluid mechanics, interfacial phenomena, and electromechanics at the micro- and nanoscale. Using this understanding, he has helped to advance healthcare in resource-limited settings through the invention of novel low-cost medical devices for sensing, diagnostics and therapeutics.<|endoftext|> Humanities  The Infosys Prize 2022 in Humanities is awarded to Sudhir Krishnaswamy, Vice Chancellor, National Law School of India University, Bengaluru for his insightful understanding of the Indian Constitution, especially his carefully argued account of the importance of the landmark \u2018basic structure doctrine\u2019 adopted by the Supreme Court in 1973 that guides and constrains various efforts to amend it, while also ensuring its stability in the face of executive and legislative outcomes in India\u2019s political life.<|endoftext|> Life Sciences  The Infosys Prize 2022 in Life Sciences is awarded to Vidita Vaidya, Professor and Chairperson, Department of Biological Sciences, Tata Institute of Fundamental Research, Mumbai for her fundamental contributions to understanding brain mechanisms that underlie mood disorders such as anxiety and depression, including signals engaged by the neurotransmitter serotonin in causing persistent changes in behavior induced by early life stress and the role of serotonin in energy regulation in brain cells. In a post-pandemic age when the focus on mental health has become ever more urgent and important, Prof. Vaidya\u2019s work is extremely contextual.<|endoftext|> Mathematical Sciences  The Infosys Prize 2022 in Mathematical Sciences is awarded to Mahesh Kakde, Professor of Mathematics, Indian Institute of Science, Bengaluru for his outstanding contributions to algebraic number theory. Prof. Kakde\u2019s deep work on the non-commutative Iwasawa main conjecture, his work on the Gross-Stark conjecture (with Samit Dasgupta and Kevin Ventullo), and his work on the Brumer-Stark conjecture (with Samit Dasgupta), resolves outstanding conjectures at the heart of modern number theory. Often called the queen of mathematics, number theory studies the relationships between numbers and often has practical applications in areas such as cryptography.<|endoftext|> Physical Sciences  The Infosys Prize 2022 in Physical Sciences is awarded to Nissim Kanekar, Professor, National Centre for Radio Astronomy, Pune for his study of galaxies in an era - the so-called \u201chigh noon\u201d period - in which stars were being formed at a maximum rate. Separately, his careful astronomical investigations have placed the strongest limit on possible secular variation of the fine structure constant and the electron-to-proton mass ratio. Prof. Kanekar\u2019s work has put India\u2019s radio astronomy capabilities on the world map.<|endoftext|> Social Sciences  The Infosys Prize 2022 in Social Sciences is awarded to Rohini Pande, Henry J. Heinz II Professor of Economics and Director, Economic Growth Center, Yale University for her outstanding research on subjects of key importance, including governance and accountability, women\u2019s empowerment, the role of credit in the lives of the poor, and the environment. Her empirical findings, based on diverse methodologies, offer major promise and potential for policy design in emerging economies, including India. As discussions on the fallout from the climate crisis, social justice, and what makes for a just and equitable society become ever more urgent, Prof. Pande\u2019s work has tremendous implications.<|endoftext|> About 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 in 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. Akeel Bilgrami | Prof. Mriganka Sur | Prof. Chandrashekhar Khare | Prof. Shrinivas Kulkarni | Prof. Kaushik Basu  Srinath Batni | K. Dinesh | S. Gopalakrishnan | Narayana Murthy | Nandan Nilekani | T. V. Mohandas Pai | Salil Parekh | Shibulal S.D  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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"}
{"text":"Continue Infosys Press Release (PR)  \n 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 and the US, 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, 2022. 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, please contact: PR_India@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Winners of the Infosys Finacle Partner Excellence Awards 2022 announced \nAuthor: ['Infosys Limited'] Winners of the Infosys Finacle Partner Excellence Awards 2022 announced  Infosys Finacle, part of EdgeVerve Systems, a wholly-owned subsidiary of Infosys (NSE, BSE, NYSE: INFY), today announced the winners of the Finacle Partner Excellence Awards 2022. The awards recognize top-performing Finacle partners who demonstrated excellence in delivering exceptional business value to Infosys Finacle\u2019s clients in FY22.<|endoftext|> The awards program recognizes partners across categories such as Application Modernization Excellence, System Integration Excellence, Digital Transformation Excellence, Sales Excellence, Cloud, Advisory, and SaaS Partner, Delivery Excellence, and Innovation.<|endoftext|> Infosys Finacle works with a large partner ecosystem to deliver digital banking transformation projects and drive banking innovation across the globe. Collaborations span a wide range of areas such as delivery, FinTech innovations, cloud-based deployments, implementation, consulting, and technology services.<|endoftext|> For the full list of winning initiatives, winners, and their reactions, please click here.<|endoftext|> Venkatramana Gosavi, Senior Vice President & Global Head of Sales, Infosys Finacle, said, \u201cFinacle has a strong focus on ecosystem-driven growth. Our vision of Inspiring Better Banking is deeply rooted in our collaborations with our partners. The nominees and winners of the Infosys Finacle Partner Excellence Awards 2022 have contributed to technology-led banking transformations across the globe. Congratulations to all the winners. We look forward to continued success with our partners in 2023 and beyond.\u201d  Jefferson Cowhig, Partner, Technology Solutions, EY, said, \u201cEY and Finacle have harnessed the power of our alliance to deliver digital banking solutions that are scalable and resilient. We have transformed banks by building great customer experiences that enable self-service through digital channels. This has enabled our banking clients to realize tangible business benefits and change the way they do business. We achieved this by combining our strengths of program delivery, design and engineering to implement Finacle\u2019s digital banking platform driven by a \u201cone team mindset\u201d. In response, we\u2019re delighted to have awarded Finacle\u2019s Advisory Partner of the Year.\u201d  Lalit Malik, Group Vice President, Alliances & Channels, Oracle Asia Pacific, said, \u201cAt Oracle, we carry decades of engineering excellence in delivering the best technology to our customers and communities. Our partner network has always been an extension of Oracle, therefore, we are enthused and humbled to receive the recognition for \u2018Digital Transformation Excellence FY22\u2019 at 'Infosys Finacle Partner Excellence Awards 2022'. This award is very special to us as we have been partnering with Infosys for many years now. We are glad to be working alongside them to push the agenda of digitization in the country. Our sincere gratitude and thanks to our customers, partners, employees, and everyone associated with the organisation who is helping us to accelerate the digital transformation journey.\u201d  Meredith Stowell, Vice President - IBM Z Ecosystem, IBM, said, \u201cWe are delighted to receive the award for innovation partner of the year from Finacle. Banks require agility, differentiated client experiences, and speed to market while meeting stringent regulatory, security, and service level requirements. Working with partners like Finacle, IBM enables banks to transform and deliver trusted services with the reliability, performance, scalability, sustainability, and high processing power of proven infrastructure.\u201d  About Infosys Finacle  Finacle is an industry leader in digital banking solutions. We are a unit of EdgeVerve Systems, a wholly-owned product subsidiary of Infosys (NSE, BSE, NYSE: INFY). We partner with emerging and established financial institutions to help inspire better banking. Our cloud-native solution suite and SaaS services help banks engage, innovate, operate, and transform better to scale digital transformation with confidence. Finacle solutions address the core banking, lending, digital engagement, payments, cash management, wealth management, treasury, analytics, AI, and blockchain requirements of financial institutions. Today, banks in over 100 countries rely on Finacle to help more than a billion people and millions of businesses to save, pay, borrow, and invest better. For more information, visit www.finacle.com.<|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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys BPM Launches State-of-the-art Center of AI and Automation in Poland, in Collaboration with IBM \nAuthor: ['Infosys Limited'] Infosys BPM Launches State-of-the-art Center of AI and Automation in Poland, in Collaboration with IBM  Infosys BPM, the business process management arm of Infosys (NSE, BSE, NYSE: INFY), today launched the Center of AI and Automation, in collaboration with IBM, at the Infosys Business Experience Lounge in Poland, to bring digital excellence to enterprises globally. This announcement underscores two years of strong collaboration between Infosys BPM and IBM, delivering client success, identifying new use cases, and building solutions, to enable clients to innovate in hybrid cloud environments.<|endoftext|> Formed in collaboration with IBM, this center will showcase a growing portfolio of data and AI solutions that are designed to automate and accelerate the hybrid cloud journey of global enterprises. The center will complement Infosys BPM service offerings that are built with a design thinking approach and deep domain expertise in data and AI technologies. The center launch also commemorates the 15th anniversary of Infosys BPM in Poland.<|endoftext|> Focusing on a comprehensive suite of solutions, the experience center is well-positioned to be an innovation powerhouse, enabling enterprises to address complex business process challenges at scale across domains and industries. The center will showcase AI and automation solutions for business processes, and these solutions, including through automation, help lower costs, enhance productivity, and elevate customer experience.<|endoftext|> End-to-end automation capabilities, backed by credible data and insights, will empower enterprises to analyze workflows, design AI-infused apps with low-code tooling, assign tasks to bots, and track performance on the go. Clients will get hands-on access to various digital solution offerings across the space of data, AI, and hyperautomation, such as IBM CloudPak for Data, IBM Watson Assistant & IBM Watson Discovery, IBM SaferPayments, IBM Blockchain, IBM Sterling Supply Chain, IBM Risk and Fraud Detection software, and Envizi for Sustainability, along with key solutions from Infosys BPM, including Infosys Intelligent Document Processing, Infosys Interaction Analytics, Infosys Multilingual Conversational AI, Infosys Accounts Payable on Cloud, Infosys Cortex, Infosys Material Master Harmonization, and Infosys Data Workbench, among many others.<|endoftext|> Marcin Gajdzi\u0144ski, Country General Manager, IBM Poland and Baltics, said, \u201cIBM is focused on providing clients and valued partners such as Infosys the key capabilities needed to scale AI for business. As evidence of the importance of the IBM Ecosystem strategy, the newly opened Center of AI powered by IBM Watson in Lodz, Poland, will provide our joint clients significant support in building the digital economy, as well as new skills and expertise in the field of AI and hybrid cloud.\u201d  Kapil Jain, Executive Vice President and Global Head of Sales and Enterprise Capability, Infosys BPM, said, \u201cWe are proud to launch the Center of AI and Automation at the Infosys Business Experience Lounge in Poland. As organizations continue to transform their cloud environments, they will increasingly need to rely on a diverse ecosystem of partners and supporting technologies to unlock enhanced hyper-productivity, agility, and scale. This collaboration with IBM Watson, through end-to-end hybrid cloud offerings, robust AI capabilities, domain-specific use cases, and business functional contextualization, will enable organizations to better navigate the complexities of digital transformation, leading to enhanced business value.\u201d  About Infosys BPM  Infosys BPM Limited, a wholly owned subsidiary of Infosys Limited (NYSE: INFY), was established in April 2002. We offer integrated end-to-end transformative business process management (BPM) services and have journeyed through the table stakes of effectiveness and efficiency with an ever-increasing focus on enhancing stakeholder experience and empathy. We enable clients to navigate their digital journey, operating from 35 delivery centres across 14 countries, with over 56,700 people from 125 nationalities.<|endoftext|> Visit www.infosysbpm.com to learn how Infosys BPM can help your enterprise navigate your next.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys and Northwestern\u2019s Kellogg School of Management Collaborate to Accelerate Artificial Intelligence Education and Workforce Development \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced a global collaboration with Northwestern University\u2019s Kellogg School of Management (Kellogg).<|endoftext|> Through this collaboration, Infosys and Kellogg will collaborate to accelerate Artificial Intelligence (AI)-centered education for Infosys employees. Infosys and Kellogg have signed a three-year agreement to upskill more than 600 Infoscions working on AI-related projects with advanced AI frameworks through the \u2019AI Applications for Growth\u2019 course, with a vision to add real-time value to client projects.<|endoftext|> \u2018AI Applications for Growth\u2019 is a customized and immersive eight-week course that will upskill Infosys employees globally, while bolstering their capabilities to both identify and solve client problems in an agile and innovative manner. The course will be conducted in two modules every year, and will include capstone projects, peer learning discussions, live and interactive teaching, hands-on exercises, active feedback sessions, and weekly assignments based on real-time client engagements. The program covers AI frameworks such as AI radar, AI Canvas, and AI capability maturity model across more than 20 industries and will offer a certificate from Kellogg School of Management.<|endoftext|> Prof. Mohan Sawhney, the Associate Dean for Digital Innovation and the McCormick Foundation Professor of Technology at Kellogg, said, \u201cThis collaboration represents the future of executive education and capability development in two ways. First, it is a true omnichannel learning experience that blends asynchronous and synchronous modalities. Second, it combines the benefits of an open enrollment executive program where participants can learn from peers from other industries, with the benefits of custom executive education through the Infosys-specific live sessions and capstone projects overseen by Kellogg faculty. We are excited to co-create this innovative initiative with Infosys.\u201d  Commenting on the collaboration, Balakrishna D. R (Bali), Executive Vice President \u2013 Global Head AI and Automation and ECS, Infosys, said, \" We are delighted to commence this engagement with the Kellogg School of Management. Improving outcomes and future-ready solutions require collaboration and communication between educational institutions and corporates. We saw convergence in thinking between Infosys and Kellogg school of management which led to our incredible partnership where, Kellogg provides a customized course to our employees helping them build frameworks and tools to help organizations adopt AI in an accelerated manner across the enterprise.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation and Sri Ramakrishna Sevashrama to launch a first-of-its-kind Mobile Eye Hospital \nAuthor: ['Infosys Limited'] Infosys Foundation, the philanthropic and CSR arm of Infosys, has announced its collaboration with Sri Ramakrishna Sevashrama to launch the Shree Sharadadevi Mobile Eye Hospital, a first-of-its-kind fully equipped mobile eye hospital to serve people residing in remote villages in Karnataka. This collaboration is aimed at providing quality eye care to over 5 lakh people, including children and students, in the interior districts of Tumkur, Anantapur, Chitradurga and Raichur.<|endoftext|> The Mobile Eye Hospital will offer screening facilities for ailments such as cataract, eye tumors, watery eyes, glaucoma, diabetic retinopathy, squint eye, retinoblastoma along with ENT and other general diseases. The Sharadadevi Eye Hospital & Research Centre has also been previously supported by Infosys Foundation with the construction of a new wing in 2021. Till date, the hospital has performed thousands of eye surgeries.<|endoftext|> Sunil Kumar Dhareshwar, Trustee, Infosys Foundation, said, \u201cWe are delighted to team up with Shree Sharadadevi Eye Hospital & Research Centre to provide quality eye care to people who have long been deprived of basic healthcare. By bringing technological advancements like the Mobile Eye Hospital right to the doorstep of the underprivileged, we aim to provide support to address the problems of the community and resolving them as efficiently as possible.\u201d  Swami Japananda, Chairman of Shree Sharadadevi Eye Hospital & Research Centre, Pavagada, said, \u201cThe eye care situation in India needs betterment with only one ophthalmologist available for nearly one lakh people in our country. The people \/ children \/ students living in rural India are deprived of even basic eye care. We thank Infosys Foundation for sponsoring the first ever hi-tech mobile eye hospital in Karnataka state to help thousands of people with eye care in Pavagada (in Tumkur), which has been a predominantly rural and medically deprived area. We hope that with the generous and precious support of Infosys Foundation, we are able to reach the needy patients in other inaccessible and interior parts of the state.\u201d  About Shree Sharadadevi Eye Hospital & Research Centre, Pavagada  The Shree Sharadadevi Eye Hospital & Research Centre has been providing outstanding services for eye diseases for the deprived rural communities of the Karnataka-Andhra border region of Pavagada, since 2002. It has succeeded in providing the best ophthalmic treatment, especially cataract surgeries, through latest equipment and a highly qualified and dedicated medical team, at zero cost to the poorest of villagers. The hospital is also involved in research and outreach initiatives in order to address the deeper issues behind the health care deprivation of marginalized people.<|endoftext|> About Infosys Foundation  Established in 1996, the Infosys Foundation supports programs in the areas of education, rural development, healthcare, arts and culture, and destitute care. Its mission is to work in remote regions of several states in India. The Infosys Foundation takes pride in working with all sections of society, selecting projects with infinite care, and working in areas that are traditionally overlooked by society at large.<|endoftext|> For more details, please log on: https:\/\/www.infosys.com\/infosys-foundation  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation and Bharatiya Vidya Bhavan to promote Indian visual and performing arts \nAuthor: ['Infosys Limited'] The two institutions will sponsor mega cultural festivals for three years across seven cities in India, starting with a weeklong festival in Mysuru from November 4, 2022.<|endoftext|> Infosys Foundation, the philanthropic and CSR arm of Infosys, announced that it has signed a Memorandum of Understanding (MoU) with Bharatiya Vidya Bhavan (BVB) for the promotion of Indian visual and performing arts across India. Through this engagement, Infosys Foundation and BVB will provide a platform to over 4,500 beneficiaries, including 3,000 artists from underprivileged communities towards preservation of traditional folk and classical art forms.<|endoftext|> This collaboration focuses on keeping the visual and performing art forms of India alive by means of various activities such as weeklong festivals, camps, exhibitions, and publications, over a period of three years. The collaboration will give artists from across India a platform to portray their talents and take pride in their identities, thereby strengthening and unifying the artist community in the country.<|endoftext|> To begin with, a weeklong cultural festival will commence in Mysuru from November 4 to November 10, 2022, at Kalamandira, Vinoba Road, from 5:30 pm to 8:00 pm. The aim of this festival is to present different art forms of India on one stage. More festivals are scheduled to take place in New Delhi, Mumbai, Hyderabad, Thiruvananthapuram, Indore, and Chandigarh.<|endoftext|> Krish Shankar, Trustee, Infosys Foundation, said, \u201cPromoting art and culture has always been a focus area for us at Infosys Foundation. We believe that they make up the fabric of a nation\u2019s identity even in these fast-moving times. We are pleased to team up with Bharatiya Vidya Bhavan to encourage artists from various backgrounds to come to the forefront and display their talents, thus safeguarding various art forms from being forgotten over time.\u201d  H.N. Suresh, Director, Bharatiya Vidya Bhavan, Bengaluru Kendra, said, \u201cThere are no adequate words to express the gratitude to Infosys Foundation as they have been supporting vanishing arts, young and upcoming artists belonging to economically weaker sections for decades through Bharatiya Vidya Bhavan and its branches across India and abroad. In the years to come, both Infosys Foundation and Bharatiya Vidya Bhavan will work hard to ensure Indian art and culture is adequately preserved and promoted.\u201d  About Bharatiya Vidya Bhavan  Founded in 1938, Bharatiya Vidya Bhavan\u2019s objective is to promote and propagate Indian values and culture spanning literature, music, dance, and other fine arts. Today, it has grown into a multifaceted, worldwide organization.<|endoftext|> About Infosys Foundation  Established in 1996, the Infosys Foundation supports programs in the areas of education, rural development, healthcare, women empowerment, arts and culture, and destitute care. Its mission is to work with the underprivileged across the country and strive towards a more equitable society. The Infosys Foundation takes pride in working with all sections of society, selecting projects with infinite care, and working in areas that are traditionally overlooked by society at large.<|endoftext|> For more details, please log on: https:\/\/www.infosys.com\/infosys-foundation  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys and Microsoft modernise Spark New Zealand\u2019s corporate functions to accelerate business growth and resilience \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, and Microsoft today announced the successful migration of Spark\u2019s corporate functions to Microsoft Dynamics 365. This is set to enhance business resilience, operational simplicity, workplace agility and customer experience for New Zealand\u2019s largest telecommunications and digital services company.<|endoftext|> Infosys was chosen to assist Spark on this journey for its rich Enterprise Resource Planning (ERP) experience, Microsoft Dynamics 365 expertise, and ability to deliver digital and business transformation solutions in an agile and scalable manner.<|endoftext|> As part of the engagement, leveraging Infosys Cobalt, Infosys delivered a platform-led transformation to de-risk and accelerate end-to-end ERP service delivery and data-driven decision making through Microsoft Dynamics 365 implementation. Infosys and Microsoft consultants collaborated with Spark stakeholders to strategically align their business processes with out-of-the-box best practice capabilities and functions provided by Microsoft Dynamics 365 for process harmonisation.<|endoftext|> The implementation is now live across all Spark NZ\u2019s support service functions, from finance and human resources to supply chain, procurement, and billing.<|endoftext|> Mark Beder, Chief Operating Officer, Spark said, \u201cAs we embarked on a journey to revamp our business operations and step out of our legacy systems, we were looking for partners that understand and provide strength to our vision for an ERP-driven business transformation. It has been great working with Infosys and Microsoft as our transformation partners. The level of ERP implementation expertise and scale they bring to the table in this endeavor underpinned by best-fit digital solutions and resources is helping us to unshackle legacy system constraints and will help us improve operational simplicity, workplace agility and customer experience.\u201d  Vanessa Sorenson, Managing Director, Microsoft NZ said, \u201cSpark was looking to continuously raise the operational performance bar by modernizing business practices and to continue to serve as the trusted digital partner of their customers. Our successful engagement with Spark to deliver a purposeful transformation of business operations while implementing modern end-to-end ERP solutions is a testament to the longstanding relationship and synergy we enjoy with Infosys. This implementation will set new benchmarks for us in the space going forward.\u201d  Commenting on the implementation, Anand Swaminathan, Executive Vice President & Global Industry Leader Communications, Media and Technology, Infosys said, \u201cThe agility afforded by a modern ERP system combined with simplified business operations and informed decision making will significantly help an organization compete in today\u2019s fast-paced business environment. Our long-term collaboration with Microsoft in delivering end-to-end Microsoft Dynamics 365 implementations has enabled us to drive exceptional operational excellence and business value for Spark, supplemented by fresh digital experiences. This new cloud based ERP platform supports their agile work culture and enables more engaging digital experiences for staff and customers.\u201d  About Spark  As New Zealand's largest telecommunications and digital services company, Spark\u2019s purpose is to help all of New Zealand win big in a digital world. Spark provides mobile, broadband, and digital services to millions of New Zealanders and thousands of New Zealand businesses.<|endoftext|> www.sparknz.co.nz  About Microsoft  Microsoft (Nasdaq \u201cMSFT\u201d @Microsoft) is the leading platform and productivity company for the mobile-first, cloud-first world, and its mission is to empower every person and every organisation on the planet to achieve more.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  This Release contains \u2018forward-looking statements\u2019 within the meaning of Section 27A of the Securities Act of 1933, as amended (the \u201cSecurities Act\u201d), and Section 21E of the Securities Exchange Act of 1934, as amended (the \u201cExchange Act\u201d), that involve substantial risks and uncertainties. Forward-looking statements generally relate to future events or our future financial or operating performance and that are based on our current expectations, assumptions, estimates and projections about the Company, our industry, economic conditions in the markets in which we operate, and certain other matters. Generally, these forward-looking statements can be identified by the use of forward-looking terminology such as \u2018may\u2019, \u2018anticipate\u2019, \u2018believe\u2019, \u2018estimate\u2019, \u2018expect\u2019, \u2018continue\u2019, \u2018intend\u2019, \u2018will\u2019, \u2018project\u2019, \u2018seek\u2019, \u2018could\u2019, \u2018would\u2019, \u2018should\u2019 and similar expressions. Those statements include, among other things, statements regarding our business strategy, our expectations concerning our market position, future operations, growth, margins, profitability, attrition, liquidity, and capital resources, our ESG vision, our capital allocation policy, the effects of COVID-19 on global economic conditions and our business and operations, wage increases, change in the regulations including immigration regulation and policies in the United States, and corporate actions including timely completion of the proposed buy-back of our equity shares. These statements are subject to known and unknown risks, uncertainties and other factors which may cause actual results or outcomes to differ materially from those implied by the forward-looking statements. 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, 2022. 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:  PR_Global@infosys.com  infosys@keepleft.com.au  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys extends ecosystem of Living Labs to enterprise-ready startups in Australia to accelerate their go to market \nAuthor: ['Infosys Limited'] Infosys extends ecosystem of Living Labs to enterprise-ready startups in Australia to accelerate their go to market  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced it would be extending its Living Labs ecosystem to help Australian start-ups to advance their go to market. The launch event was hosted in the Infosys Living Lab in Melbourne in collaboration with its partner Telstra Ventures, a venture capital firm with over A$1.3 billion in assets under management that invests in market-leading, high growth technology companies globally.<|endoftext|> At the Startup Day, startups from the Infosys Innovation Network (IIN) with a presence in Australia had the opportunity to pitch their products and services to Infosys' enterprise customers from private sector, public sector and academia.<|endoftext|> Infosys Living Labs in Melbourne and Sydney provide digital innovation as a service to participating startups with a presence in Australia. These start-ups are able to leverage Infosys\u2019 global on-demand multi-tiered digital ecosystem comprised of the latest technologies, solution accelerators and domain experts, to co-create, test and accelerate their time to market.<|endoftext|> Through structured workshops in the Living Labs, they are also able to tap into Infosys\u2019 offerings and expertise including Infosys Cobalt, Infosys Metaverse Foundry, Cyber Security, AI, Data and Analytics and more. In addition, startups can harness a confluence of digital services and human experience expertise offered by WONGDOODY, an Infosys company and Infosys Consulting.<|endoftext|> Ashok Mysore, Vice President Infosys and Regional Head Delivery & Operations, Australia and New Zealand, said, \u201cWe are pleased to extend our Living Labs ecosystem to startups with a presence in Australia. This serves as an invaluable resource for them to test, build and scale innovative ideas to accelerate their growth and development in global markets.\u201d  Telstra Ventures is an ecosystem partner of the Infosys Innovation Network. Besides contributing its expertise to support startup partners, some of its portfolio companies have been able to tap the network to scale their innovations and access global enterprise clients.<|endoftext|> Gurpreet Ghuliani, Operating Partner, Telstra Ventures, said, \u201cWe are excited to continue our collaboration with Infosys to help enterprise ready startups in Australia accelerate their go to market. With access to over AUD 1.3 Billion managed by Telstra Ventures and Infosys\u2019 Living Labs ecosystem, startups are better equipped to succeed.\u201d  Globally, over 100 enterprises and 200 startups have benefitted from Infosys\u2019 30+ Living Labs to accelerate their digital innovation. Enterprise ready startups that participated in the Startup Day include QuintessenceLabs, Future Grid, Gitlab, Incorta, Cequence Security, LambdaTest and HeadSpin.<|endoftext|> Vikram Sharma, CEO, QuintessenceLabs, said, \u201cAs an enterprise-ready organisation, it is important for us to have the ability to scale our quantum-enhanced cyber security solutions. Our collaboration with Infosys gives us the platform to reach the global enterprise market and, collectively, deliver quantum-resilient solutions across key areas considered essential to a strong cyber defense.\u201d  Chris Law, CEO, Future Grid, said, \u201cWith the Infosys Living Labs ecosystem, we can scale our business, connect with Infosys\u2019 global clients and partners. Our solutions can help them to manage their electrical networks more effectively and efficiently as we move towards green energy sources.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  This Release contains \u2018forward-looking statements\u2019 within the meaning of Section 27A of the Securities Act of 1933, as amended (the \u201cSecurities Act\u201d), and Section 21E of the Securities Exchange Act of 1934, as amended (the \u201cExchange Act\u201d), that involve substantial risks and uncertainties. Forward-looking statements generally relate to future events or our future financial or operating performance and that are based on our current expectations, assumptions, estimates and projections about the Company, our industry, economic conditions in the markets in which we operate, and certain other matters. Generally, these forward-looking statements can be identified by the use of forward-looking terminology such as \u2018may\u2019, \u2018anticipate\u2019, \u2018believe\u2019, \u2018estimate\u2019, \u2018expect\u2019, \u2018continue\u2019, \u2018intend\u2019, \u2018will\u2019, \u2018project\u2019, \u2018seek\u2019, \u2018could\u2019, \u2018would\u2019, \u2018should\u2019 and similar expressions. Those statements include, among other things, statements regarding our business strategy, our expectations concerning our market position, future operations, growth, margins, profitability, attrition, liquidity, and capital resources, our ESG vision, our capital allocation policy, the effects of COVID-19 on global economic conditions and our business and operations, wage increases, change in the regulations including immigration regulation and policies in the United States, and corporate actions including timely completion of the proposed buy-back of our equity shares. These statements are subject to known and unknown risks, uncertainties and other factors which may cause actual results or outcomes to differ materially from those implied by the forward-looking statements. 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys to Modernize CIRCOR\u2019s IT Infrastructure Landscape for Efficient and Agile Operations \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced its collaboration with CIRCOR International, one of the world\u2019s leading providers of mission critical flow control products and services for the Industrial and Aerospace & Defense markets, to transform its IT infrastructure, service desk, and user support applications. As part of this strategic engagement, Infosys will work on transforming CIRCOR\u2019s IT landscape and modernize its IT infrastructure.<|endoftext|> CIRCOR selected Infosys for its strong system integration and automation capabilities, extensive partner network, and ability to effectively address client requirements. Through this collaboration, Infosys will transform IT services for CIRCOR\u2019s business users by deploying SLA-based managed IT services, improve processes, bring in agility into operations and will also modernize the local data centers and cloud landscapes.<|endoftext|> Infosys will additionally provide integrated services and use ServiceNow as an IT service management platform (ITSM) to support CIRCOR\u2019s infrastructure, applications, and operations. Further, Infosys will modernize CIRCOR\u2019s cybersecurity landscape, leveraging its Cyber Next platform and helping CIRCOR improve its cybersecurity capability maturity model (CMMC) compliance. The engagement aims to ensure significant cost savings through the duration of the program and enable year-on-year productivity improvements.<|endoftext|> Speaking about the collaboration, Pete Sattler, Chief Information Officer, CIRCOR, said, \u201cThe goal of our alliance with Infosys is to offer all our customers \u2013 both internal and external \u2013 faster and more reliable service, enhance our cybersecurity, and provide 24x7 monitoring for our global IT environment.\u201d  Jasmeet Singh, Executive Vice President and Global Head of Manufacturing, Infosys, said, \u201cWe are delighted to collaborate with CIRCOR to fulfill its strategic business goals and accelerate its IT infrastructure transformation journey. With an in-depth understanding of CIRCOR\u2019s business priorities and challenges, Infosys will help improve IT service delivery and productivity through analytics, automation, and process maturity.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Financial information for the Second Quarter ended September 30, 2022 \nAuthor: ['Infosys Limited'] Results for the Second Quarter ended September 30, 2022  Infosys announces results for the second quarter ended September 30, 2022 on Thursday, October 13, 2022.<|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  Investor Sheet  Download  Financial Statements  IFRS Financial Information  Ind AS  Standalone | Consolidated  Additional information  Download  Management's comments on the results  October 13, 2022 4:00 p.m. (IST)  Archived Webcast of Press Conference | Transcript  Webcast of conference call  October 13, 2022 5:30 p.m. (IST)  Archived Earnings conference call - Audio | Transcript  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Finacle Rated a Leader in Digital Banking Processing Platforms for Retail and Corporate Banking by Independent Research Firm \nAuthor: ['Infosys Limited'] Infosys Finacle Rated a Leader in Digital Banking Processing Platforms for Retail and Corporate Banking by Independent Research Firm  Infosys Finacle, part of EdgeVerve Systems, a wholly-owned subsidiary of Infosys (NSE, BSE, NYSE: INFY), today announced that it has been positioned as a Leader in both The Forrester Wave\u2122: Digital Banking Processing Platforms For Corporate Banking, Q3 2022 and The Forrester Wave\u2122: Digital Banking Processing Platforms For Retail Banking, Q3 2022 reports.<|endoftext|> In these assessments, Forrester evaluated seven corporate and ten retail digital banking processing platforms respectively, on a comprehensive set of 33 criteria focusing on current offering, strategy, and market presence. The reports identified three key expectations that a digital banking processing platform (DBPP) is expected to satisfy in each case, and based on the evaluation, Infosys Finacle was positioned as a Leader in the DBPP space. The three key expectations are:  Leading architecture that will meet future requirements of the bank, supporting rapid change and continuous transformation  that will meet future requirements of the bank, supporting rapid change and continuous transformation Broad range of off-the-shelf capabilities that allow banks to differentiate  that allow banks to differentiate Empower banks\u2019 technology teams with well-designed architectures to create rich banking differentiators via extensions  Findings from The Forrester Wave\u2122: Digital Banking Processing Platforms For Corporate Banking, Q3 2022:  EdgeVerve\u2019s Finacle Digital Banking Solution Suite ranked highest among all vendors in the Current Offering category that comprises Off-the-shelf banking capabilities & differentiators, Supporting banking capabilities, APIs, Solution architecture, Integration and transformation, Solution Delivery, and Delivery resources criteria.<|endoftext|> Finacle Digital Banking Solution Suite also received the maximum score of five in 15 of the 33 criteria used for assessment which include Off-the-shelf Business Banking Differentiators; API Support; API Management; Application Architecture; Security; Integration (corporate banking); Banking Application Ecosystems; Testing, Upgrades, and Maintenance; Monitoring and Availability; Cloud-based Delivery; System Integrators; Planned Architectural and Technology Enhancements; Execution Roadmap; Delivery Model; and Revenue.<|endoftext|> The solution received the highest scores among all vendors in the criteria of Integration & Transformation and Solution Delivery.<|endoftext|> According to the Forrester research, 73% of business and technology professionals at financial services firms expect their organizations to maintain or increase investments in core banking applications over the next 12 months.<|endoftext|> A complimentary copy of The Forrester Wave\u2122: Digital Banking Processing Platforms for Corporate Banking, Q3 2022 report can be accessed here.<|endoftext|> Referring to Finacle Digital Banking Solution Suite, Jost Hoppermann, VP and Principal Analyst, Forrester, mentions in the report, \u201cEdgeVerve (Finacle) brings APIs, integration, and application ecosystems to corporate banking. The strategy is strong on future plans for enhancing existing cloud-based offerings. The DBPP has differentiating business banking features such as preintegration of small business solutions for accounting and analytics via upSWOT. The DBPP offers strong integration capabilities including event streaming and has integrated with multiple third-party digital front-end solutions in the 12 months prior to this evaluation. Reference customers report a high degree of satisfaction with the vendor\u2019s delivery and support, available APIs, out-of-the-box security functions, and willingness to deliver in DevOps environments. EdgeVerve (Finacle) is a good shortlist candidate for banks that look for a well-designed modern architecture and want to collaborate with a vendor using agile approaches.\u201d  Sanat Rao, Chief Business Officer & Global Head, Infosys Finacle, said, \u201cThe banking industry is going through a deep digital reset. Yet, our research suggests only 26 percent of bankers believe they have been able to drive digital transformation at scale to reap the desired results. At Finacle, we are on a mission to help banks leapfrog digital transformation maturity, with an industry-leading suite of digital banking solutions and SaaS services, built on componentized and composable architecture. We believe that this recognition by Forrester is a testimony to the strength of Finacle\u2019s offerings and the differentiated value we bring to the established, challengers, and neo-corporate banks.\u201d  Infosys Finacle  Finacle is an industry leader in digital banking solutions. We are a unit of EdgeVerve Systems, a wholly-owned product subsidiary of Infosys (NSE, BSE, NYSE: INFY). We partner with emerging and established financial institutions to help inspire better banking. Our cloud-native solution suite and SaaS services help banks engage, innovate, operate, and transform better to scale digital transformation with confidence. Finacle solutions address the core banking, lending, digital engagement, payments, cash management, wealth management, treasury, analytics, AI, and blockchain requirements of financial institutions. Today, banks in over 100 countries rely on Finacle to help more than a billion people and millions of businesses to save, pay, borrow, and invest better. For more information, visit www.finacle.com.<|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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Collaborates with The Economist Educational Foundation to expand sustainability education for younger people \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, and The Economist Educational Foundation (TEEF), an independent charity set up by staff from The Economist Group, today announced a collaboration to expand the social impact of The Sustainability Project by enabling younger generations to discuss and make their voices heard on sustainability. The Sustainability Project is an Economist Impact content and community platform, enabled by Infosys as Digital Innovation Partner, designed to accelerate sustainability solutions and drive world-changing impact.<|endoftext|> With only 2% of UK young people having the critical literary skills to tell if a news story is real or fake, it\u2019s essential that they\u2019re building these skills to form an accurate view of the modern world. Building on its involvement with the Sustainability Project, Infosys\u2019 partnership with TEEF will empower young people with critical thinking, communication skills and knowledge for today\u2019s world.<|endoftext|> As part of this engagement, TEEF will develop a series of six world-class teaching resources for 9 to 15-year-olds on sustainability themes to inspire discussions about sustainability issues and instill an acute understanding of significant global challenges. Furthering its commitment to education and progress for all, Infosys will provide volunteers to support TEEF in creating these educational materials that enable teachers to deliver interactive sessions and facilitate healthy discussions for students, internationally.<|endoftext|> The students\u2019 opinions and ideas on the topics will be curated by TEEF and published on The Sustainability Project website, forming a new \u201cYouth Voices\u201d content series from TEEF. By being published on The Sustainability Project, the students will have the opportunity to be exposed to thought-leaders, international experts, academics, and sustainability pioneers.<|endoftext|> Emily Evans, CEO and Founder, The Economist Educational Foundation said, \u201cWe are thrilled to be working with Infosys to empower children with the knowledge and skills to thrive in our changing world. We\u2019re hugely grateful for Infosys\u2019 support and expertise, which will enable us to create a new series of teaching resources on pressing sustainability themes and give schoolchildren an influential global audience for their views. By pooling our strengths, this creative partnership will equip children to understand and have their say about sustainability issues that profoundly affect their lives, communities, and futures.\u201d  Mohit Joshi, President, Infosys, said, \u201cAt Infosys, our focus is to serve the preservation of the world\u2019s sustainability agenda driven by data-fueled insights, immersive experiences, and informed decision-making, all through leveraging the power of digital technologies. As a partner, we are delighted to support The Economist Educational Foundation in its endeavor of empowering the next generation with essential future-ready skills and knowledge to be active citizens. This engagement further demonstrates our commitment to playing a leadership role in driving inclusive and sustainable growth, including the way we do business.\u201d  About The Economist Educational Foundation  The Economist Educational Foundation is independent charity that was established inside The Economist by colleagues with a passion for education. We combine 175 years of journalistic expertise with deep educational know-how to empower disadvantaged children to thrive in future work and as citizens. We enable them to join inspiring discussions about the news which teach them to think critically, communicate effectively and understand our changing world.<|endoftext|> About Economist Impact  Economist Impact combines the rigour of a think-tank with the creativity of a media brand to engage a globally influential audience. We believe that evidence-based insights can open debate, broaden perspectives, and catalyse progress. The services offered by Economist Impact previously existed within The Economist Group as separate entities, including EIU Thought Leadership, EIU Public Policy, Economist Events, EBrandConnect and SignalNoise. Our track record spans 75 years across 205 countries. Along with creative storytelling, events expertise, design-thinking solutions and market-leading media products, we produce framework design, benchmarking, economic and social impact analysis, forecasting and scenario modelling, making Economist Impact's offering unique in the marketplace.<|endoftext|> Visit www.economistimpact.com for more information.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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, 2021. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Digital Centre Opens in Calgary with Commitment to Creating 1,000 New Local Jobs by 2024 \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today inaugurated the Infosys Digital Centre in Calgary, Alberta, Canada. Infosys also announced it would bring 1,000 jobs to Calgary over the next two years, doubling its original commitment from when the company first expanded into the region in 2021. This will support the company\u2019s growth across Canada as it also plans to double its total workforce commitment in the country to 8,000 employees by 2024.<|endoftext|> \u201cToday is the beginning of our next chapter in Canada as we open the Infosys Digital Centre in Calgary,\u201d said Ravi Kumar, President, Infosys. \u201cWe chose to open in Calgary because it is a center of tech excellence with rich IT talent and a strategic location that enables us to scale work with clients across key industries, such as energy, natural resources and agriculture. Calgary\u2019s IT innovation potential is unlimited, and we are delighted to be a part of its future.\u201d  The Calgary Centre, located in Gulf Canada Square in the city\u2019s downtown commercial district, will help Infosys work more closely with clients in the region to develop cross-industry solutions to pressing business challenges in such areas as intelligent automation, green technology, user experience and advanced digital technologies, including big data and cloud. The Centre will train, upskill and reskill Infosys and client employees in the technologies required to help Canadian businesses accelerate their digital transformation.<|endoftext|> \u201cInfosys\u2019 choice to establish Calgary as a major technology centre is a big moment for our city and further demonstrates our city as a prime destination for the world\u2019s leading technology companies,\u201d said Calgary Mayor Jyoti Gondek. \u201cBuilding a thriving innovation ecosystem takes a village, and Infosys will play a key role in our growth. In particular, Infosys\u2019 partnerships with local universities to train Calgary students and create job opportunities will help propel us forward.\u201d  \u201cIt has been just a year since Infosys announced that it would continue to grow in our region and bring 500 skilled jobs to Calgary, and they have already delivered on that commitment,\u201d said Alberta Premier Jason Kenney. \u201cI\u2019m very pleased they are doubling that promise to bring a total of 1,000 jobs to this region. Thanks to Alberta\u2019s Recovery Plan and our government\u2019s relentless pursuit of economic growth, Alberta\u2019s economy is more diverse than ever before, attracting new investments, and creating new jobs in exciting new sectors.\u201d  \u201cThis is an exciting day for Alberta. Infosys could have chosen any place in Canada for this new Digital Centre, but they selected Calgary to tap into our pool of tech talent and to form partnerships with our educational institutions. Infosys will be training the next generation of technology innovators and business leaders right here in our province,\u201d said Tanya Fir, Minister of Jobs, Economy and Innovation, Government of Alberta.<|endoftext|> Infosys\u2019 collaborative relationships with academic institutions in the province, including the University of Alberta, will provide recent graduates and experienced professionals with exposure to the latest training, research and career mentorship. Infosys\u2019 academic collaboration augment the company\u2019s dedicated learning facilities within the Centre, which will deliver continuous learning across the employee lifecycle.<|endoftext|> \u201cThe opening of the Infosys Digital Centre in the heart of our city shows that Calgary is recognized as a top tech location where bright minds and big ideas come together from around the world to help solve global challenges and make the extraordinary happen,\u201d said Brad Parry, President and CEO, Calgary Economic Development.<|endoftext|> Infosys has recently been certified as a Great Place to Work\u00ae in Canada for 2022. The certification emphasizes Infosys\u2019 strategic commitment to its localization strategy in Canada. The certification also highlights Infosys\u2019 efforts to power digitalization in Canada by doubling its Canadian workforce and shrinking the IT skills gap in the country through sustained investments in training.<|endoftext|> For more information, please visit: Infosys - Powering Digital Canada.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Collaborates with Telenor Norway to Accelerate IT Modernization \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced its collaboration with Telenor Norway, Telenor\u2019s wholly owned Norwegian telecommunications operator, in its business transformation program to become a digital telecommunications company. Through this engagement, Infosys will accelerate Telenor Norway\u2019s modernization journey while supporting its \u2018Beyond Connectivity\u2019 strategy. This collaboration will drive Telenor Norway\u2019s business growth and make the company future ready.<|endoftext|> Infosys was chosen to assist Telenor on this modernization journey for its strong global transformation experience and diverse talent pool. As part of the engagement, Infosys will leverage its tools and accelerators to support the transformation of Telenor\u2019s IT stack in areas of digital, Analytics & AI, and operations. The collaboration will also focus on upskilling and competency development. Infosys will jointly drive and execute Telenor\u2019s modernization roadmap for capability uplifting, business agility, and revenue growth while ensuring operational stability to meet the company\u2019s transformation objectives. While assisting in Telenor\u2019s \u2018Beyond Connectivity\u2019 strategy, Infosys will jointly build the required IT capabilities and enable them to become a digital-first organization. This will result in faster time to market and new revenue streams for Telenor.<|endoftext|> Commenting on this partnership, Birgitte Engebretsen, CEO, Telenor Norway, said, \u201cIn current times, it is imperative for an organization like Telenor Norway to stay ahead of the curve and ensure that our customers are provided with superior service. To do this, we have to be future-ready. Staying true to our strategy of \u2018Beyond Connectivity\u2019, combined with our powerful collaboration with Infosys, we are excited to embark on this modernization journey that will empower us to serve our customers better.\u201d  Richard Stigaard, CIO, Telenor Norway, said, \u201cWe look forward to our collaboration with Infosys to modernise our IT landscape, and transform into a product-based organization through a co-managed model, with a dedicated focus on touch-free operations. We are confident that with this initiative, we will welcome a new way of working that will accelerate our journey towards excellent user experience, bring business agility and drive operational excellence.\u201d  Anand Swaminathan, EVP, Communications, Media and Technology, Infosys, said, \"Ensuring customer success is vital for us at Infosys. Our primary focus in this endeavour is providing superior end-user digital experience and operational excellence for Telenor Norway and their customers. Our shared value system through this unique collaboration will enable Telenor Norway in their journey towards \u2018Beyond Connectivity\u2019 with agility, simplicity and innovation.\u201d  About Telenor Norway  About Infosys  Telenor Norge AS is Norway\u2019s largest provider of telecommunications and digital services. Our infrastructure is the foundation for digitising Norway, with its world-class coverage and high speeds. Our services and products contribute to increased productivity and provide access to everything that the digital world has to offer. Our services and products help to improve productivity and provide access to all digital content. Our security and preparedness organisation works around the clock to keep our customers safe, and we are particularly aware of our social responsibility to provide security and safety for children and young people online.<|endoftext|> Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys collaborates with Bpost (Belgium Post) to Improve Security for Postal Services Experiences \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has collaborated with Bpost (Belgium Post), a leading postal operator and growing parcel and omni-commerce logistics partner in Europe, to secure the cloud environment and build robust cyber resilience for Bpost\u2019s mail delivery and logistics services. Even as the postal services industry is challenged by sophisticated cyber threats, Infosys, along with Palo Alto Networks - a global cybersecurity leader, has equipped Bpost with solutions to identify and rapidly respond to suspicious security events.<|endoftext|> Infosys securely accelerated Bpost\u2019s cloud transformation journey with its tailored Cloud SecOps delivery model. The model improves Bpost\u2019s Azure and AWS cloud security posture by leveraging Infosys Cyber Next platform. This brings the advantages of 24\/7 security monitoring, security analytics, threat intelligence, advanced security controls such as endpoint detection and threat response, vulnerability management, and deception management. For response to incidents, Infosys has implemented Palo Alto Networks\u2019 Cortex XSOAR with fully automated response playbooks and AI-led predictions to prevent similar threats in the future. Palo Alto Networks will also provide Bpost with new next generation security solutions to further strengthen the security of its cloud estate and improve customer experience.<|endoftext|> Vishal Salvi, CISO & Head of Cyber Practice, Infosys, said, \u201cOur clients count on us to bring robust cybersecurity capabilities especially to their business-critical cloud transformations. Combining the strengths of Palo Alto Networks\u2019 portfolio and our own service-based offerings we believe we can equip them with the most effective path to navigate a rapidly changing threat landscape. In the case of Bpost, our partnership is helping them leapfrog to the next generation of cybersecurity maturity.\u201d  Rony Monnaie, CISO, Bpost, said \u201cWhile we embarked on our cloud transformation journey, Infosys drove several well-considered cybersecurity initiatives to protect our environment and improve Bpost\u2019s overall security posture. Today, both our employees and customers benefit from the secure foundation we now have to deliver and track both mail and parcels.\u201d  Don Jones, SVP Ecosystems, Palo Alto Networks, said, \u201cWhile easy to use is an important feature, using AI and Automation to quickly and accurately identify and respond to security events, is too. Together with Infosys, we are pleased to support Bpost \u2013 an organization that embraces cybersecurity as integral to their business transformation.\u201d  About Bpost group  Bpost is Belgium\u2019s leading postal operator and a growing parcel & omni-commerce logistics partner in Europe, North America, and Asia. Our 36,000 employees in Belgium and across the globe connect consumers, businesses, and government, by delivering mail and parcels to millions of doorsteps and providing e-commerce logistics services. As a people- and planet-friendly company we create long-term sustainable value for our customers and shareholders. In 2021 Bpost generated a turnover of EUR 4,333.7 million.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Spirit AeroSystems Enters Five-year Collaboration with Infosys to Co-innovate Aerostructure and Systems Engineering Services \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced a five-year agreement with Spirit AeroSystems, Inc., one of the world\u2019s largest manufacturers of aerostructures for commercial airplanes, defense platforms, and business\/regional jets. Infosys will collaborate with Spirit AeroSystems to provide aerostructure and systems engineering services for product development of commercial, business jet and emerging aircraft programs, and Maintenance, Repair and Overhaul (MRO) services.<|endoftext|> This strategic collaboration builds on 16 years of longstanding relationship between the two organizations, during which Infosys has provided innovative design solutions for some of Spirit\u2019s aerostructure programs. As part of this engagement, Infosys will offer end-to-end product development services, including design engineering, sustaining engineering, systems engineering, stress engineering, manufacturing engineering, and repair and maintenance. Leveraging knowledge-based engineering and engineering automation, Infosys also aims to accelerate product development across the value stream. In addition, Infosys will support Spirit to secure highly efficient structural designs and a robust certification process, contributing to the manufacture of innovative, lightweight, and more sustainable aircraft structures and components.<|endoftext|> The Aerospace Center of Excellence at Infosys has a track record of world-class execution of design and engineering solutions for over 22 years. With deep capabilities in aerostructure design spanning conceptualization to release, mature composite design, and engineering automation, Infosys collaborates with 7 of the top 10 global aerospace companies and has been recognized as a leading player in aerospace and defense manufacturing.<|endoftext|> \u201cAt Spirit AeroSystems, we believe our ability to continuously advance our offering at design and engineering levels is one of our competitive differentiators. Our longstanding collaboration with Infosys means we are well-positioned to co-innovate on critical stages of product development, ensuring we continue to pursue the highest standards in quality and airworthiness. This strategic agreement further reinforces our strengths and will leverage mutual synergies to accelerate the development of world-class, sustainable aerostructures and services across our commercial and aftermarket business segments,\u201d said, Dr. Sean Black, Senior Vice President and Chief Engineer, Engineering and Technology, Spirit AeroSystems.<|endoftext|> Commenting on the collaboration, Jasmeet Singh, Executive Vice President and Global Head of Manufacturing, Infosys, said, \u201cNow more than ever, aerospace and defense organizations need to rapidly reinvent their digital foundation. We are thrilled to deepen our strategic collaboration with Spirit AeroSystems and accelerate their digital transformation, by pushing the envelope in design and product engineering. With our investments in aerostructure engineering and next-gen technologies like artificial intelligence and cloud, we are confident of delivering compelling value to Spirit and take our collaboration to newer heights.\u201d  About Spirit AeroSystems, Inc.<|endoftext|> Spirit AeroSystems is one of the world\u2019s largest manufacturers of aerostructures for commercial airplanes, defense platforms, and business\/regional jets. With expertise in aluminum and advanced composite manufacturing solutions, the company\u2019s core products include fuselages, integrated wings and wing components, pylons, and nacelles. We are leveraging decades of design and manufacturing expertise to be the most innovative and reliable supplier of military aerostructures, and specialty high-temperature materials, enabling warfighters to execute complex, critical missions. Spirit also serves the aftermarket for commercial and business\/regional jets. Headquartered in Wichita, Kansas, Spirit has facilities in the U.S., U.K., France, Malaysia and Morocco. More information is available at www.spiritaero.com.<|endoftext|> About Infosys:  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Positioned as a Leader in IDC MarketScape: Worldwide Intelligent Automation Services 2022 Vendor Assessment \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in IDC MarketScape: Worldwide Intelligent Automation Services 2022 Vendor Assessment  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in the IDC MarketScape: Worldwide Intelligent Automation Services 2022 Vendor Assessment. Infosys has been distinguished for demonstrating its industry-leading intelligent automation capabilities and technology alliances.<|endoftext|> The IDC MarketScape evaluated 18 intelligent automation service providers with broad portfolios based on a comprehensive framework that includes structured discussions, surveys, and interviews with market leaders, participants, and end users. Infosys was recognized for its ability to deliver intelligent automation services to clients as part of its applied AI integrated offering backed by sound strategies for use case development, IP monetization, innovation and R&D, business skills, and employee retention. Its intelligent automation offerings span the life cycle of 'discover, democratize, and derisk' as part of the applied AI strategy. The IDC report additionally highlighted Infosys\u2019 ability to leverage its range of proprietary platforms, including the Infosys Cobalt cloud offerings, to deliver intelligent automation services.<|endoftext|> Jennifer Hamel, Research Director, Analytics and Intelligent Automation Services, IDC, said, \u201cInfosys is helping enterprises scale their AI-powered transformation by providing intelligent automation services directly to clients as part of the company's applied AI integrated offering. Clients in particular appreciate its customer service, the value delivered, and its wide range of partner-agnostic solutions.\u201d  Balakrishna D R, Executive Vice President, AI & Automation Services, Infosys, said, \u201cIntelligent Automation not only improves the efficiency but also the customer and employee experience in an organization. The exponential benefits are realized only when the technology is scaled across the organization. The recognition by IDC of our intelligent automation capabilities reflects our market-leading AI & automation offerings developed for clients. We will continue to work towards delivering further value to our clients on their journey to scale and future proof their organizations.\u201d  To read this report excerpt, please visit: https:\/\/www.infosys.com\/services\/applied-ai\/analyst-reports\/worldwide-intelligent-automation.html.<|endoftext|> 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\u2019s 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. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Completes Acquisition of Life Sciences Consulting and Technology Leader, BASE life science \nAuthor: ['Infosys Limited'] Infosys Completes Acquisition of Life Sciences Consulting and Technology Leader, BASE life science  Infosys (NSE, BSE, NYSE: INFY) a global leader in next-generation digital services and consulting, today announced that it has completed the acquisition of BASE life science, a leading technology and consulting firm in the life sciences industry, in Europe. This follows the announcement the company made on July 13, 2022.<|endoftext|> The acquisition reaffirms Infosys\u2019 commitment to help global life sciences companies realize business value from cloud-first digital platforms and data, to speed-up clinical trials and scale drug development, positively impacting lives and achieving better health outcomes. BASE further expands Infosys\u2019 footprint in the Nordics region and will bring domain experts with commercial, medical, digital marketing, clinical, regulatory, and quality knowhow. Backed by a team of data science specialists, BASE is at the frontier of the latest technological developments and trends. It has a strong focus on Data & AI, and the ability to bridge and integrate business logic and technology, driving insights for better health outcomes.<|endoftext|> Headquartered in Denmark, BASE is one of the fastest growing technology and consulting partners in the life sciences industry. The company has about 200 of the finest, multidisciplinary industry experts across Denmark, Switzerland, UK, Germany, France, Italy, and a nearshore technology hub in Spain. Together with Infosys, BASE will further expand its portfolio of expertise into Consumer Health, Animal Health, MedTech and Genomics segments. BASE collaborates with leading software technology providers in the life sciences industry such as Veeva, IQVIA and Salesforce.<|endoftext|> Infosys is delighted to welcome Base life science and its leadership team.<|endoftext|> VEEVA is a trademark of Veeva Systems Inc.<|endoftext|> IQVIA is a trademark of IQVIA Holdings Inc.<|endoftext|> Salesforce is a trademark of salesforce.com, inc.<|endoftext|> About Infosys:  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Announces it is a Microsoft Cloud for Retail Partner \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, announced that it is a Microsoft Cloud for Retail Partner. Through this relationship, retail enterprises will be able to rapidly redefine customer experiences, renew processes, and amplify systems with cloud and data. Infosys also announced that it was the recipient of the Microsoft U.S. Partner of the Year 2022 Award for Retail & Consumer Goods.<|endoftext|> As a Microsoft Cloud for Retail Partner, Infosys cloud solutions and industry offerings for retailers will be made available and complement Microsoft Cloud solutions within Infosys Cobalt. Infosys Cobalt is a powerful set of cross-industry services, solutions, and platforms that enables enterprises to accelerate cloud adoption, rapidly build cloud native business platforms, drive business agility and growth, foster innovation, and deliver a personalized customer experience. The inclusion of Microsoft Cloud for Retail to Infosys Cobalt will enhance a client organization\u2019s ability to leverage industry-specific cloud to unify disparate data sources across the end-to-end shopper journey. This will allow retailers to maximize the value of their data.<|endoftext|> The new capabilities specific to the addition of Microsoft Cloud for Retail within Infosys Cobalt include:  Cognitive Store Operations Platform enables seamless operation of digital retail stores; efficient inventory management, boosting intelligent supply chain, along with in-store intelligence.<|endoftext|> enables seamless operation of digital retail stores; efficient inventory management, boosting intelligent supply chain, along with in-store intelligence. Cognitive Sales & Marketing leverages data, analytics, and artificial intelligence (AI) to amplify sales activities and insights, including revenue growth management and in-store execution. It provides capabilities, including Sales Operation Command Center and intelligent algorithms for predictive revenue growth management.<|endoftext|> leverages data, analytics, and artificial intelligence (AI) to amplify sales activities and insights, including revenue growth management and in-store execution. It provides capabilities, including Sales Operation Command Center and intelligent algorithms for predictive revenue growth management. Autonomous Supply Chain Planning & Execution incorporates intelligent data ingestion, harmonization and AI to better sense and fulfill customer demand while optimizing inventory and narrowing down the gap between shipment and consumption quantity.<|endoftext|> incorporates intelligent data ingestion, harmonization and AI to better sense and fulfill customer demand while optimizing inventory and narrowing down the gap between shipment and consumption quantity. Cognitive First for Business and IT Operations automates operations activities through a suite of AI\/ML solutions, chatbot and data technologies. It enhances the end-user experience through multi-channel engagement and proactive end-user experience monitoring to deliver autonomous experiences through a combination of chatbot and predictive automation.<|endoftext|> \u201cWe are helping Retailers and Consumer Packaged Goods companies to come together and embrace cloud-based intelligent solutions at an unprecedented pace, to help improve performance on revenue growth management, strategic cost take-out and sustainable supply chains,\u201d said Karmesh Vaswani, Executive Vice President and Global Head Consumer, Retail & Logistics, Infosys. \u201cThis new collaboration with Microsoft leveraging Infosys Cobalt enables retail enterprises to understand their customers better, deliver highly personal experiences, build more resilient supply chains, and position them for long-term growth and success.\u201d  The extensive team of Microsoft-certified specialists from Infosys will leverage Microsoft Cloud for Retail to construct digital solutions that can be rapidly deployed and provide retailers with faster speed-to-market through an accelerated Agile cloud transformation. Retailers will achieve efficiencies using the cloud across stores, pricing and promotions, sales, and inventory management.<|endoftext|> \u201cWe are pleased to welcome Infosys as a Microsoft Cloud for Retail Partner and look forward to collaborating with them to deliver innovative Microsoft Cloud for Retail solutions and services to retailers around the world,\u201d said Shelley Bransten, Corporate Vice President, WorldWide Retail & Consumer Goods, Microsoft.<|endoftext|> In addition to being named the Microsoft U.S. Partner of the Year 2022 for Retail & Consumer Goods, Infosys also earned this honor for the Automotive, Mobility & Transportation, and Cloud Native App Development categories. The Microsoft practice at Infosys spans infrastructure, modern workplaces, business applications, data, and AI. Leveraging Infosys Cobalt, Infosys has partnered with retailers to enable omnichannel capabilities, smart supply chain competencies, and real-time predictive insights through the retail value chain.<|endoftext|> Learn more:  Infosys Retail capabilities - infosys.com\/industries\/retail.html  Infosys Cobalt - infosys.com\/cobalt  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Positioned as a Leader in the IDC MarketScape: Worldwide Cloud Professional Services 2022 Vendor Assessment \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the IDC MarketScape: Worldwide Cloud Professional Services 2022 Vendor Assessment  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in the IDC MarketScape: Worldwide Cloud Professional Services 2022 Vendor Assessment (Doc #US48061322, April 2022) for its employee capability, experience, and domain knowledge of working with global enterprises. The assessment highlights the full potential of digital transformation with Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud journey.<|endoftext|> The IDC MarketScape assessed and analyzed 20 digital and cloud consulting service providers based on a comprehensive framework and set of parameters. According to the IDC MarketScape, deep-rooted, award-winning partnerships with a rich ecosystem of partners including major hyperscalers deliver a unique value proposition of capabilities, expertise, and solutions that help clients navigate cloud transformation in an industry-specific context. The report also noted that the Infosys Innovation Network made up of start-ups, Living Labs, and global innovation hubs in partnership with academia and venture capitalist firms helps incubate new solutions to help customers plug specific gaps in their technology landscape. Infosys Cobalt's community brings together a large set of experts to rapidly ideate, prototype, cocreate, and co-innovate new solutions that help future proof businesses.<|endoftext|> Gard Little, Vice President, Global Services, Markets & Trends at IDC, said, \u201cInfosys has done significant work to develop thousands of cloud assets and hundreds of industry cloud solution blueprints as part of Infosys Cobalt. Coupled with the investments in onshore delivery over the past several years in places such as the United States, Infosys is well positioned to deliver cloud professional services to its clients.\u201d  Narsimha Rao Mannepalli, Executive Vice President, Head \u2013 Cloud Infrastructure and Security Solutions, Infosys, said, \u201cThis recognition by IDC MarketScape stands testimony to our cloud capabilities and exemplifies our continued investments in transforming businesses for our clients. Our focus on a holistic approach to leveraging Infosys Cobalt, a set of services, solutions, and platforms for enterprises to accelerate their cloud transformation, is enabling seamless cloud journeys for our clients.\u201d  To read this report excerpt, please visit: https:\/\/www.infosys.com\/services\/cloud-cobalt\/analyst-reports\/vendor-assessment.html  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\u2019s 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. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Positioned as a Leader in the IDC MarketScape: Worldwide SAP Implementation Services 2022 Vendor Assessment \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the IDC MarketScape: Worldwide SAP Implementation Services 2022 Vendor Assessment  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in the IDC MarketScape: Worldwide SAP Implementation Services 2022 Vendor Assessment (Doc #US48395822, June 2022). Infosys was recognized for its ability to deliver end-to-end SAP consulting and implementation services across the SAP product landscape including enterprise resource planning, financial management, CRM, HCM, SCM, and analytics.<|endoftext|> The IDC MarketScape highlights Infosys\u2019 continued investments in new SAP technologies such as SAP Business Technology Platform, S\/4HANA, Spend Management, CRM and CX, SuccessFactors, IBP, and SAP Industry Cloud. Infosys was distinguished for its ability to provide integrated SAP services for organizational change management, SAP-enabled business transformation, business value realization\/value governance, and program management.<|endoftext|> The report spotlights Infosys\u2019 strategic program, Innov8, a part of Infosys Cobalt, to accelerate cloud adoption and digital transformation journeys using SAP digital solutions. The report notes that IDC views Infosys highly for its innovation\/R&D strategy and its go-to-market strategy with SAP alliance ecosystem partners.<|endoftext|> Gard Little, research VP, Global Services, Markets & Trends, IDC said, \u201cIDC\u2019s Global SAP Implementation Services Buyer Perception Survey shows that the most critical vendor attribute for successful SAP implementation services is the ability to \u2018achieve desired business outcomes\u2019. As a leader in this evaluation, Infosys is well positioned to support clients in this journey by leveraging its industry specific solutions under Infosys Cobalt, its partnerships with SAP, and all hyperscalers to help customers accelerate cloud adoption and digital transformation.\u201d  Dinesh Rao, Executive Vice President, Co-Head of Delivery, Infosys said, \"The recognition by the IDC MarketScape is a testament to our excellence in accelerating enterprise digital transformation journeys using SAP solutions. Our differentiated offerings like Infosys Live Enterprise for RISE with SAP, part of Infosys Cobalt, and Innov8 are helping enterprises reduce complexity and accelerate value realization. With deep domain knowledge and consulting-led approach supplemented by focused investments in SAP industry cloud solutions, we remain the preferred partner for enterprise transformation.\u201d  A complimentary excerpt of this report is available here.<|endoftext|> 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\u2019s 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. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Recognized as a Leader in the 2022 Gartner\u00ae Magic Quadrant\u2122 for SAP S\/4HANA Application Services, Worldwide \nAuthor: ['Infosys Limited'] Infosys Recognized as a Leader in the 2022 Gartner\u00ae Magic Quadrant\u2122 for SAP S\/4HANA Application Services, Worldwide  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, has been positioned as a Leader in the 2022 Gartner\u00ae Magic Quadrant\u2122 for SAP S\/4HANA Application Services, Worldwide. Evaluating more than 1,000 data points, Gartner has assessed 20 service providers\u2019 capabilities to deliver SAP S\/4HANA application services on a worldwide basis.<|endoftext|> According to Gartner, Leaders are performing well today, gaining traction and mind share in the market. They have a clear vision of market direction and are actively building competencies to sustain their leadership position in the market. Leaders have built a considerable S\/4HANA track record and capabilities across multiple industries, geographies, deployment approaches, or modules.<|endoftext|> Infosys is a global strategic services partner of SAP, and it provides transformation-as-a-service to global enterprises under the 'Live Enterprise for RISE with SAP' offering\u2014part of Infosys Cobalt cloud offerings. The service offering brings together a unique set of tools, accelerators, and robust methodologies for quantifiable value discovery and faster deployment of SAP S\/4HANA. The Infosys 'Live Enterprise for RISE with SAP' industry template includes Infosys Catalyst that applies pre-configured, industry-specific expertise to accelerate and contextualize S\/4HANA-led transformation for enterprises.<|endoftext|> Dinesh Rao, Executive Vice President, Co-Head of Delivery, Infosys, said, \u201cThe innovative solutions built on SAP S\/4HANA industry templates leverage a robust set of methodologies, SAP certified tools, and accelerators. These, along with a comprehensive portfolio of industry cloud solutions, help our clients successfully navigate their digital transformation journeys. We believe this recognition as a Leader in the 2022 Gartner\u00ae Magic Quadrant\u2122 for SAP S\/4HANA Application Services underpins our strong collaboration with SAP and our expertise in delivering innovative and growth-enabling solutions for clients across industries.\u201d  To know more about the recognition, please visit: https:\/\/www.infosys.com\/services\/sap\/analyst-reports\/sap-s4-hana-application-services-worldwide.html  Gartner Disclaimer  Gartner does not endorse any vendor, product or service depicted in its research publications and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner\u2019s Research & Advisory organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. GARTNER and MAGIC QUADRANT are registered trademarks and service marks of Gartner, Inc. and\/or its affiliates in the U.S. and internationally and are used herein with permission. All rights reserved.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Suryoday Small Finance Bank is now powered by Infosys Finacle \nAuthor: ['Infosys Limited'] Suryoday Small Finance Bank is now powered by Infosys Finacle  Infosys Finacle, part of EdgeVerve Systems, a wholly-owned subsidiary of Infosys (NSE, BSE, NYSE: INFY), and Suryoday Small Finance Bank (SSFB), today announced the successful implementation of the Finacle Core Banking Platform and Finacle Treasury Platform. Finacle will now power SSFB\u2019s retail, corporate and payment engines in an on-premise model, supported by IBM\u2019s infrastructure stack.<|endoftext|> SSFB, one of India\u2019s leading small finance banks caters to over 1.9 million customers through its 565 branches. With the industry leading Finacle digital banking platform, the bank is well placed to achieve its vision of creating a \u2018new age bank\u2019 designed to deliver on its primary commitment of financial inclusion.<|endoftext|> Highlights:  The Finacle platform replaced the bank\u2019s incumbent information technology stack in a seamless eight-month implementation period.<|endoftext|> The new platform will enable the bank to achieve significant improvement in operations and offer round the clock banking facilities especially to the under-banked and un-banked sections of the society, across India.<|endoftext|> With the Finacle solutions, SSFB is enabled to provide unlimited product functionalities, expanding its current offerings and rolling out products and services on-demand, to suit different financial needs of their customers.<|endoftext|> The robust Open Application Programming Interface (API) that the Finacle platform offers will allow the bank to effectively implement Open Banking, and easily collaborate with its external ecosystem, including fintechs, digital businesses and non-banking financial service providers, including Aadhar biometric identification system, and NPCI\u2019s payment systems.<|endoftext|> Baskar Babu Ramachandran, Managing Director and Chief Executive Officer, Suryoday Small Finance Bank, said, \u201cUpgrading to a modern digital banking platform like Infosys Finacle is a big move for Suryoday Small Finance Bank, and one that will help us achieve our dream of becoming a new age bank, much faster. With a sharp focus anchored on customer centricity & experience, the Finacle platform will further power our growth plans and help enlarge our operations, while ensuring significantly lower operating costs and superior customer service.\u201d  Sajit Vijayakumar, Chief Operating Officer, Infosys Finacle, said, \u201cWe are very pleased to welcome Suryoday Small Finance Bank to the Finacle family and to accompany the bank in its modernization and growth journey. This seamless go-live is a testimony to our proven capabilities and experience in helping financial institutions of any size pursue an inside out, truly digital transformation. With Finacle, we are confident that Suryoday Small Finance Bank will be able to drive better banking for all its customers.\u201d  About Infosys Finacle  Finacle is an industry leader in digital banking solutions. We are a unit of EdgeVerve Systems, a wholly-owned product subsidiary of Infosys (NSE, BSE, NYSE: INFY). We partner with emerging and established financial institutions to help inspire better banking. Our cloud-native solution suite and SaaS services help banks engage, innovate, operate, and transform better to scale digital transformation with confidence. Finacle solutions address the core banking, lending, digital engagement, payments, cash management, wealth management, treasury, analytics, AI, and blockchain requirements of financial institutions. Today, banks in over 100 countries rely on Finacle to help more than a billion people and millions of businesses to save, pay, borrow, and invest better. For more information, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Finacle Inducted to IFSCA Regulatory Sandbox to Power Blockchain-Based Trade Finance \nAuthor: ['Infosys Limited'] Infosys Finacle Inducted to IFSCA Regulatory Sandbox to Power Blockchain-Based Trade Finance  Infosys Finacle, part of EdgeVerve Systems, a wholly-owned subsidiary of Infosys (NSE, BSE, NYSE: INFY) today announced that it has been inducted into International Financial Services Centres \nAuthority\u2019s (IFSCA) Regulatory Sandbox framework to pilot its blockchain-based trade finance solution. The authorization was issued in the presence of the Honorable Prime Minister of India, Shri. Narendra Modi to Mr. Sajit Vijayakumar, Chief Operating Officer, Infosys Finacle, at an event organized by the IFSCA, at the Gujarat International Finance Tec-City (GIFT City).<|endoftext|> In the first phase, six leading banks - Federal Bank, HDFC Bank, HSBC, ICICI Bank, RBL Bank and State Bank of India\u2013 are collaborating with Infosys Finacle in the regulatory sandbox. This collaboration will lead to comprehensive testing of the blockchain-based Buyers Credit solution, for short-term credit in foreign currency for import payments and trade finance transactions. This will serve as a precursor to the solution being available as a SaaS-based offering for all banks servicing clients from GIFT City.<|endoftext|> In its endeavor to support a world-class fintech hub at GIFT City, IFSCA had launched I-Sprint\u201921, a global FinTech Hackathon, as part of InFinity Forum 2021. After multiple rounds of assessment, the Finacle Trade Connect, a blockchain-based solution was selected for the \u2018Buyers Credit Optimization\u2019 category and consequently, granted direct entry into the IFSCA\u2019s Regulatory Sandbox.<|endoftext|> Finacle Trade Connect helps banks, corporates, and various trade partners, such as shipping companies, insurers, and customs agencies, connect directly on a unified distributed network enabling inter-organization automation of trade finance processes. Apart from Buyer\u2019s Credit, the solution offers capabilities across Letter of Credit, Open Account for Trade, Bill Collection, Bill Exchange, C2C Transactions for Trade, B2C Transactions for Trade, PO Financing, Invoice Financing, Bank Guarantee, and Factoring.<|endoftext|> Starting with Buyers' Credit, the Finacle Trade Connect solution will remove friction from the trade finance value chain by connecting various commercial banks, their international banking units at GIFT city, and their business clients on a unified distributed platform. The new platform will speed-up transaction times from weeks to hours and drive significant cost savings. It will also enable trade expansion to drive economic growth. The solution will also enable marketplace capability where customers can request the participating banks\u2019 international banking units at GIFT city to provide competitive quotes to unlock the best offers.<|endoftext|> Sajit Vijayakumar, Chief Operating Officer, Infosys Finacle, receiving the authorization letter from Joseph Joshy, Chief Technology Officer, IFSCA, on July 29, 2022, at GIFT City, Gujarat  Varun Bakshi, Head-Product, Transaction Banking, RBL Bank, said, \u201cRBL Bank is delighted to collaborate with Infosys Finacle to introduce Blockchain Technology for Buyers Credit. This enhanced offering will enable us to launch a highly efficient transaction delivery platform as well as offer an effective mitigant against potential risks. We look forward to the current sandbox framework being expanded further by bringing more ecosystem participants on the platform thus benefitting all stakeholders.\u201d  Sajit Vijayakumar, Chief Operating Officer, Infosys Finacle, said, \u201cTrade is a vital engine for economic and social progress. Yet, trade finance has a huge unmet demand globally. Solving this problem can help unlock significant opportunities for businesses and banks. But the trade finance ecosystem is complex. Multiple entities and paper-heavy processes create high turnaround times and significant costs. At Infosys Finacle, we are very pleased to collaborate with leading banks and the IFSCA to help reimagine trade finance processes. The Finacle Trade Connect solution will help banks digitize and automate the currently cumbersome trade processes, to unlock significant value for the businesses and banking community.\u201d  About Infosys Finacle  Finacle is an industry leader in digital banking solutions. We are a unit of EdgeVerve Systems, a wholly-owned product subsidiary of Infosys (NSE, BSE, NYSE: INFY). We partner with emerging and established financial institutions to help inspire better banking. Our cloud-native solution suite and SaaS services help banks engage, innovate, operate, and transform better to scale digital transformation with confidence. Finacle solutions address the core banking, lending, digital engagement, payments, cash management, wealth management, treasury, analytics, AI, and blockchain requirements of financial institutions. Today, banks in over 100 countries rely on Finacle to help more than a billion people and millions of businesses to save, pay, borrow, and invest better. For more information, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys opens Sydney Living Lab to accelerate innovation in NSW \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY) a global leader in next-generation digital services and consulting, has today announced the opening of its Sydney Living Lab, a high-tech co-creation space for digital innovation, part of a network of over 20 established globally, including Melbourne.<|endoftext|> The announcement was made during the Premier of New South Wales, Dominic Perrottet\u2019s visit to Infosys headquarters in Bengaluru, India. The Premier toured the expansive 81-acre Infosys Bengaluru Campus, and immersed in digital experiences in the Infosys Bengaluru Living Lab. This included the Cybersecurity Command Centre, SUPRAP, Metaverse Foundry and Digital Twin experiences.<|endoftext|> This NSW Living Lab is a 160 sqm co-creation space in Infosys\u2019 new Sydney office, which spans 2,030 sqm over two storeys at 100 Arthur Street in North Sydney. It will bring together Infosys\u2019 digital ecosystem including clients, partners, start-ups, academia and government to inspire and nurture innovative digital solutions. The launch of the Sydney Living Lab closely follows that of the Melbourne Living Lab, which was unveiled in April this year.<|endoftext|> There are over 100 digital experiences to draw from, solution accelerators and services, which include Infosys Metaverse Foundry, Cloud services via Infosys Cobalt, Cyber Security, Sustainability, Edu Tech (Digital Learning), and co-creation workshops with Infosys Consulting\u2019s product and portfolio development offerings. It will also feature WONGDOODY\u2019s human experience design expertise to elevate brand and business interactions.<|endoftext|> \u201cSydney is an important digital hub in Australia, being home to many of the nation\u2019s largest enterprises, start-ups and leading universities. We believe our local Living Lab will support the state\u2019s world-class digital innovation sector through the introduction of a digital co-creation space where ideas can spark and incubate and collaboration can take place.\u201d Executive Vice President Infosys and Region Head, Infosys Australia and New Zealand Andrew Groth  \u201cInfosys\u2019 further investment into New South Wales signifies its commitment to driving innovation and collaboration in the state to help us further strengthen our digital economy and drive jobs.\u201d NSW Premier Dominic Perrottet  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys to digitally re-imagine tennis heritage for the International Tennis Hall of Fame \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today announced it will unveil new immersive, digital experiences designed to enhance the tournament for fans at the Infosys Hall of Fame Open in Newport, R.I. from July 10-17, 2022 and a roadmap of exciting innovations in the metaverse with the International Tennis Hall of Fame (ITHF).<|endoftext|> As the sports industry rapidly evolves in response to the emergence of new technologies across Web 3.0, metaverse, cloud, and AI, Infosys is teaming with the ITHF to deliver the following for fans, players, and visitors to the ITHF museum:  Digital revamp of the tournament website with an all-new Match Center:  Starting in 2022, the Infosys Hall of Fame Open will feature an all-new match center for fans from around the world to tune in and get powerful data insights across the matches from the tournament. This will feature: Matchbeats and AI Quiz: Matchbeats is an interactive live match visualization that provides fans with interesting point-by-point insights as the action unfolds. The AI powered insights section inside it will provide a narrative around the match situation akin to a commentator in the booth. At the end of each set, fans can engage in an AI quiz based on the stats from the set. Automated Live Commentary: The Infosys Tennis Platform will bring to fans automated text-based live commentary from each of the matches further adding a rich dimension to follow the action. Stats, live results, and scores: The tournament website has also been updated with a new live score and results section which has been automated. Each match will also feature a unique Stats feature that will not only provide match stats but based on AI logic, sort them by significance, and tell a deeper story of the match.<|endoftext|> Starting in 2022, the Infosys Hall of Fame Open will feature an all-new match center for fans from around the world to tune in and get powerful data insights across the matches from the tournament. This will feature: Immersive ITHF Metaverse Museum: Infosys and ITHF have also embarked on a journey to preserve the heritage of the sport and celebrate its champions and rich history by developing an immersive virtual metaverse museum that will be accessible for fans around the world.<|endoftext|>   This year select guests at the ITHF will get a chance to see a sneak peek of the experience on Oculus VR headsets.<|endoftext|>   The complete project is due to be launched in 2023 with a web and VR version that fans will be able to experience.<|endoftext|> \u201cAs the Official Digital Innovation Partner and title sponsor for ITHF\u2019s annual ATP tournament \u2013 the Infosys Hall of Fame Open \u2013 we\u2019re thrilled to enable the sport of tennis to navigate new frontiers and embrace digital innovation. At the Infosys Hall of Fame Open, we will showcase futuristic innovations leveraging the Infosys Tennis Platform, delivering unforgettable experiences for fans, and uplifting the tennis community as a whole,\u201d said Ravi Kumar S., President, Infosys.<|endoftext|> \u201cWe\u2019re proud to partner with Infosys to continue to digitally transform the ITHF experience both on and off the tennis courts. This partnership presents exhilarating new opportunities as we will be able to engage fans in the excitement of the Infosys Hall of Fame Open and also provide greater access to the sport\u2019s inspiring history to fans across the globe via digital, immersive experiences,\u201d said Todd Martin, CEO, ITHF.<|endoftext|> For more information, visit infosyshalloffameopen.com. To learn more about Infosys\u2019 collaboration with ITHF, visit infosys.com\/ITHF.<|endoftext|> About the International Tennis Hall of Fame  The International Tennis Hall of Fame (ITHF) is a non-profit organization that preserves and promotes the history of tennis and celebrates its champions, thereby serving as a vital partner in the growth of tennis globally. The ITHF is located in Newport, Rhode Island in the United States, with Hall of Famers hailing from 27 nations around the world. The Hall of Fame honors these legends and chronicles the sport\u2019s history in a comprehensive interactive museum in Newport and programming to celebrate the sport around the world. For information on the International Tennis Hall of Fame and its programs, visit tennisfame.com.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys to Acquire Life Sciences Consulting and Technology Leader, BASE life science \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY) a global leader in next-generation digital services and consulting, today announced a definitive agreement to acquire BASE life science, a leading technology and consulting firm in the life sciences industry, in Europe. The acquisition reaffirms our commitment to help global life sciences companies realize business value from cloud-first digital platforms and data, to speed-up clinical trials and scale drug development, positively impacting lives and achieving better health outcomes.<|endoftext|> BASE brings to Infosys, domain experts with commercial, medical, digital marketing, clinical, regulatory, and quality knowhow. Backed by a team of data science specialists, BASE is at the frontier of the latest technological developments and trends. It has a strong focus on Data & AI, and the ability to bridge and integrate business logic and technology, driving insights for better health outcomes.<|endoftext|> Headquartered in Denmark, BASE is one of the fastest growing technology and consulting partners in the life sciences industry. The company has about 200 of the finest, multidisciplinary industry experts across Denmark, Switzerland, UK, Germany, France, Italy, and a nearshore technology hub in Spain. Together with Infosys, BASE will further expand its portfolio of expertise into Consumer Health, Animal Health, MedTech and Genomics segments. BASE collaborates with leading software technology providers in the life sciences industry such as Veeva, IQVIA and Salesforce.<|endoftext|> Ravi Kumar S, President, Infosys, said, \u201cThis acquisition augments Infosys\u2019 deep life sciences expertise, and expands our footprint further in the Nordics region and across Europe, and scales our digital transformation capabilities with cloud-based industry solutions. We are excited to welcome BASE life science and its leadership team into the Infosys family.\u201d  \u201cOver the last five years, BASE life science has delivered tremendous growth, and created a stellar life sciences consulting firm in Europe. With Infosys as our catalyst, we will be able to accelerate our expansion internationally and create development opportunities for our people. Infosys is a solid, global technology leader, that is a perfect match for ensuring continuous success of BASE while sharing our common purpose and values.\", said Martin Woergaard, CEO, BASE life science.<|endoftext|> The acquisition is expected to close during the second quarter of fiscal 2023, subject to customary closing conditions.<|endoftext|> VEEVA is a trademark of Veeva Systems Inc.<|endoftext|> IQVIA is a trademark of IQVIA Holdings Inc.<|endoftext|> Salesforce is a trademark of salesforce.com, inc.<|endoftext|> About BASE life science A\/S  BASE life science is an innovative and forward-thinking technology, product and service consultancy specialized in creating real business value from digital platforms and data, growing people, and delivering innovative solutions that have a sustainable and lasting impact in an industry that matters.<|endoftext|> Its experienced teams optimize technology and business processes within Customer Engagement, Quality, Regulatory, Compliance and Clinical data management for companies within the life science industry. BASE life science\u2019s aspiration is to be the leading life science technology consulting company in Europe and currently operates from offices located in Denmark, Switzerland, Spain, Italy, France, United Kingdom and Germany from where they assist customers across the globe. Fueled by its dedicated teams\u2019 hard work and efforts, BASE life science has been cemented as a reliable advisor in the life science industry, striving for continuous excellence to remain an entrusted partner that can bring its customer\u2019s visions successfully to life. www.baselifescience.com  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses, and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Wins 2021 Google Cloud Specialization Partner of the Year Award for Cloud Migration \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been awarded the 2021 Google Cloud Specialization Partner of the Year award for Cloud Migration.<|endoftext|> Infosys has been recognized for its achievements in the Google Cloud ecosystem enabling seamless transitions with accelerated workload migrations to Google Cloud. The award recognizes the deep expertise and capabilities developed as part of Infosys Cobalt in collaboration with Google Cloud, creating a scalable, on-demand cloud model that will help enterprises navigate digital transformation and adopt a cloud-first strategy.<|endoftext|> Infosys in collaboration with Google Cloud designs and develops cloud transformation and migration services for enterprises across industries leveraging Infosys Cobalt assets such as the Cloud Migration Assessment Framework, Cloud Suitability Assessment Framework and Workload Migration Suite. This has helped enterprises drive better business outcomes, minimize risks while adhering to regulatory standards.<|endoftext|> Infosys has consistently demonstrated innovative thinking and outstanding customer delight, by harnessing Google Cloud and Infosys Cobalt assets to create industry-leading solutions such as the Infosys Media Platform, for which Infosys was awarded the 2020 Google Cloud Industry Solutions Partner of the Year Award for Media and Entertainment. In addition, Infosys has been named a Foundational Partner in the launch of Google Cloud Cortex Framework and is accredited with the Google Cloud Partner Specialization for Cloud Migration, Infrastructure, and Data and Analytics.<|endoftext|> Victor Morales, Managing Director, Global System Integrators Partnerships, Google Cloud, said, \u201cGoogle Cloud Specializations recognize partner excellence and proven customer success in a particular product area. Based on their certified, repeatable customer success and strong technical capabilities, we\u2019re proud to recognize Infosys as the Cloud Migration Specialization Partner of the Year.\u201d  Anant Adya, Executive Vice President, Infosys Cobalt, Infosys, said, \u201cWe are delighted to be recognized by Google Cloud. Enterprises today operate in hybrid and multi-cloud environments and require a partner to build a strong foundation and seamlessly migrate workloads with minimal risks. By leveraging our market-leading and innovative Infosys Cobalt offerings on Google Cloud, enterprises can significantly accelerate their journey to the cloud and drive digital transformation agenda in a dynamic business environment.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. Over 300,000 of our people work to amplify human potential and create the next opportunity for people, businesses and communities. With over four decades of experience in managing the systems and workings of global enterprises, we expertly steer clients, in more than 50 countries, as they navigate their digital transformation powered by the cloud. We enable them with an AI-powered core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from our innovation ecosystem. We are deeply committed to being a well-governed, environmentally sustainable organization where diverse talent thrives in an inclusive workplace.<|endoftext|> Visit www.infosys.com to see how Infosys (NSE, BSE, 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 and the US, 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, 2022. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys and Roland-Garros Launch Digital Innovations to Bring Alive the Tournament\u2019s Legacy, While Equipping Future Generations Through a New STEM Initiative \nAuthor: ['Infosys Limited'] Infosys and Roland-Garros Launch Digital Innovations to Bring Alive the Tournament\u2019s Legacy, While Equipping Future Generations Through a New STEM Initiative  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, and the French Tennis Federation (FFT) have today revealed the latest innovations that will usher in a new era of technology-driven sports viewing and fan engagement. The two organizations are kickstarting their five-year extended partnership through a range of 3D, AR, VR and AI powered experiences. Beyond the court, the partnership will also deliver a new STEM1 initiative that leverages tennis as a platform to educate and inspire young people about the impact of science and technology in sport.<|endoftext|> The innovations are designed to engage, inspire, and immerse audiences by using technology in ways that will enhance the viewer journey across the tournament\u2019s heritage, matches and experience. This includes:  Celebrating history with a Champions Wall and 3D Racket Exhibition \u2013 Building on the success of the 2021 Roland Garros 3D Art Museum, fans will be treated to a new 3D immersive exhibition showcasing the evolution of rackets over the tournament\u2019s history. This interactive 3D experience will also feature iconic men\u2019s and women\u2019s champions over the decades.<|endoftext|> \u2013 Building on the success of the 2021 Roland Garros 3D Art Museum, fans will be treated to a new 3D immersive exhibition showcasing the evolution of rackets over the tournament\u2019s history. This interactive 3D experience will also feature iconic men\u2019s and women\u2019s champions over the decades. Transformed match viewing with contextual match stats and Patterns of Play \u2013 Infosys Stats Flash will track records broken, and performance across the tournament with real-time data overlaid on live match footage. The Infosys Match Center will also feature a new interactive visualization, called Patterns of Play, which delivers in-depth views of player tendencies and winning tactics. Together these capabilities enable a new, data-driven broadcast experience.<|endoftext|> \u2013 Infosys Stats Flash will track records broken, and performance across the tournament with real-time data overlaid on live match footage. The Infosys Match Center will also feature a new interactive visualization, called Patterns of Play, which delivers in-depth views of player tendencies and winning tactics. Together these capabilities enable a new, data-driven broadcast experience. Pushing the boundaries of the viewing experience through AR and VR capabilities \u2013 By pointing the camera of a phone or tablet device at any flat surface, fans will be able to see an augmented reality court with interactive representation of the shots, statistics, positioning and ball trajectories for every point won. Fans will also have the opportunity to play tennis virtually on the beloved Philippe-Chatrier court and engage with other fans in the metaverse through Social VR.<|endoftext|> Building on previous years\u2019 progress, AI will continue to play a key role in engaging players, coaches, broadcasters, and journalists alike through the Infosys Tennis Platform, which delivers AI videos and insights on web and mobile app platforms.<|endoftext|> The partnership\u2019s commitment to harnessing technology for the benefit of the tennis ecosystem will also be expanded through the launch of an annual STEM initiative for young people. The joint initiative leverages Infosys Springboard \u2013 a free online learning platform \u2013 to encourage young people from across Paris to take up fields of science, technology, engineering, and mathematics by showcasing the range of ways these disciplines are used in tennis. Students will also have the opportunity to experience a day at Roland Garros to interact with tennis legends and learn more about the exciting role digital skills can play both on and off the court.<|endoftext|> Am\u00e9lie Mauresmo, Tournament Director, Roland-Garros said \u201cAs we embark on an additional five-year partnership with Infosys, we\u2019re really excited about expanding the reach and impact of the RG Tournament and touching people\u2019s lives in new ways. What we\u2019ve achieved yet again this year is testament to the strength of our relationship with Infosys as our digital innovation partner, and we continue to be an example for other sports tournaments around the globe.\u201d  Sumit Virmani, Chief Marketing Officer, Infosys, said \u201cThis year we wanted to bring a purposeful approach to the tournament and support Roland Garros in delivering a sense of true immersion and community impact. Through digital experiences powered by AR, VR, 3D technologies and the metaverse we\u2019re engaging fans, students, coaches and players in a more experiential way to bring the entire ecosystem closer together, and closer to the action. The launch of our STEM program to use digital as a means to create a positive platform for society highlights how this partnership seeks to go beyond the court and create a wider social impact.\u201d  The tournament runs from 22nd May 2022 to 5th June 2022. To experience the latest digital innovations, visit Roland-Garros.com. For more information on the partnership visit: Infosys.com\/Roland-Garros.<|endoftext|> 1STEM: Science, technology, engineering, and mathematics  About Roland-Garros  In the eyes of sports fans, and indeed the general public, Roland-Garros is an unmissable event. The 2021 edition of Roland-Garros was broadcast in 222 countries worldwide, confirming the tournament's status as a first-class international sporting event. Organised by the French Tennis Federation, Roland-Garros is the only Grand Slam tournament to be played on clay, one of the oldest and most noble surfaces in the history of tennis.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in over 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys and Palo Alto Networks Collaborate to Secure Complex and Mission-Critical Environments for Global Enterprises \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, and Palo Alto Networks, the global cybersecurity leader, today announced a 360 degree collaboration to elevate the security-maturity of large enterprises with mission-critical digital landscapes and to help prevent the threat of cyberattacks on their critical infrastructure.<|endoftext|> Infosys and Palo Alto Networks will bring their combined expertise to accelerate the creation of state-of-the-art network security solutions that will be delivered through the Infosys global network of security operations centers. Infosys and Palo Alto Networks will enhance these security solutions for their worldwide customers like Mercedes-Benz, among others.<|endoftext|> Today, Infosys Cyber Next platform offers comprehensive managed security services and delivers swift security maturity supported by Palo Alto Networks Cortex\u00ae XSOAR to over 35 global enterprises through the Infosys Cyber Defense Centre network. Several businesses, the world over, are also taking advantage of Zero Trust based access to resources on the cloud and in their data centers enabled by Infosys SASE-as-a-service powered by Palo Alto Networks Prisma\u00ae SASE. For example, a leading global mining company headquartered in Australia leveraged the solution to transform their security landscape by embracing a cloud-first approach to cyber-protection. Another example is of an American investment management company working with Infosys to protect their cloud workloads against sophisticated threats with Palo Alto Networks Cloud NGFW solutions.<|endoftext|> Nikesh Arora, CEO \u2013 Palo Alto Networks, said, \u201cIt\u2019s imperative for organizations to rethink their cybersecurity strategy as part of their digital transformation. Together with Infosys, we are securing enterprises at every stage of the business lifecycle, minimizing security risks while maximizing visibility of the security threat, impact and resolution. It\u2019s a powerful partnership that will equip and empower our joint customers well.\u201d  Ravi Kumar S, President, Infosys, said, \u201cCyber incidents are as much a part of the new business reality as our growing reliance on digitalization with the proliferation of endpoint devices, and the vulnerabilities inherent in hybrid and remote-work setups. The competitive divide between winners and the others will stem from their ability to transform in response. Our strategic collaboration with Palo Alto Networks will help us create greater value faster for our clients as they look to secure their transformation landscapes even as they adapt in real time to ongoing dynamic shifts.\u201d  In addition, Palo Alto Networks and Infosys will bring together solutions that enable global organizations to secure hybrid cloud infrastructure from a single unified platform, while maximizing existing investments and integrating SASE and Zero-Trust architecture components. Offerings will include next generation security solutions and platform based managed service. Palo Alto Networks Prisma SASE provides an agile approach and Zero Trust posture for securing users, applications and traffic and leverages ML-powered threat prevention to instantly stop 95% of web-based threats inline. Infosys cloud security services combined with Palo Alto Networks Prisma\u00ae Cloud will help customers gain unmatched visibility and protection across public, private and hybrid clouds.<|endoftext|> Infosys is fully invested in building deep expertise in network, cloud and workplace security along with SASE and security operations without compromising performance or the ability to scale. Infosys has trained cybersecurity professionals across multiple technologies, including solutions offered by Palo Alto Networks, to drive this agenda. These trained experts and the collaboration with Palo Alto Networks will further strengthen Infosys\u2019 ability to help enterprises achieve regulatory compliance faster, improve security posture for mission-critical applications and effectively secure even the legacy devices in their network.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Australian positivity towards tech for work halved in year two of the pandemic \nAuthor: ['Infosys Limited'] New consumer research from Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, has found that two years of pandemic-induced reliance on technology for work has altered our relationship with digital apps and services.<|endoftext|> When asked what they\u2019d like to see the back of respondents stated they were tired of \u201cZoom video calls\u201d and \u201cbeing contactable 24\/7\u201d. In turn appetite for virtual collaboration tools and video conferencing has dropped, despite the use of technology to enable remote and flexible working being the popular application of digital services.<|endoftext|> A year prior, in November 2020 Infosys\u2019 CX to HX report revealed that tech was bringing Australians more joy, flexibility, and empowerment than ever before. This time around respondents spoke of \u201ca love-hate relationship\u201d with using tech for work, reflecting in part on the ease of it, but also referring to it as \u201cexhausting\u201d and \u201cdepressing\u201d.<|endoftext|> This follows reports of employee tracking software having become the \u2018new normal\u2019, while Google data suggests our virtual working lives are here to stay with foot traffic into offices yet to return to pre-pandemic levels as of April 2022.<|endoftext|> Andrew Groth, Executive Vice President Region Head, Australia & New Zealand commented; \u201cas employers continue to evolve and advocate for digital tools, they need to keep in mind the mental strain people are experiencing with uncapped screen time. Digital Fatigue means less clarity and creativity, resulting in a reduced capability to innovate and explore new ideas.\u201d  Interestingly the study also revealed New Zealanders experienced a much smaller drop in positive sentiment \u2013 from 57% in \u201920 to 41% in \u201921 \u2013 suggesting that Australia being home to Melbourne, the world\u2019s most locked down city, may have greatly impacted local sentiment.<|endoftext|> Matt Kain, WONGDOODY President APAC reflected on this point, stating; \u201cfatigue is not universal, a fact that will challenge global businesses that are designing with employee welfare in mind \u2013 underscoring the need for personalisation\u201d.<|endoftext|> From good to best \u2013 what\u2019s next for digital services?  Respondents were twice as likely to feel neutral about using tech for leisure this time around, but anecdotal responses suggested it\u2019s easier to strike a balance between our virtual and physical lives outside of work.<|endoftext|> There\u2019s plenty of positives too with the elderly and immunocompromised having described their online lives as a \u201clife-line\u201d and \u201cempowering\u201d.<|endoftext|> In terms of what people want more of, speed and ease of use increased its lead as the most important factor for Australians, with 80% of respondents calling this out as the leading driver of brand loyalty.<|endoftext|> Andrew Groth commented; \u201cconsumers are calling for digital experiences that are quick and easy so getting those basics right then going beyond that to create the kind of entertaining, empowering and helpful experiences people want is where a valuable point of difference exists.\u201d  \u201cMeanwhile, the metaverse concept represents a nascent potential for brands and users to connect in completely new ways and truly transform the digital era. What we\u2019re seeing is the rise of a parallel online reality, where people can work, shop, and connect digitally \u2013 with good design making it feel more human\u201d  In terms of the digital services recognised as most improved over the past year, respondents rated banking and retail most highly, followed closely by groceries. These services were also recognised as the most accessible for people with a disability, which is important to note given respondents called specifically for more inclusive design that\u2019s tested by the end user.<|endoftext|> One respondent asked that businesses \u201chire disabled people to test and give feedback because if you don\u2019t have the disability, you can\u2019t give accurate feedback like we can.\u201d  Another observed that accessibility benefits all users stating, \u201cI have noticed technology becoming easier to use, probably due to the increasing amount of people of all ages and technical skills using websites and services.\u201d  \u201cTwo years into the pandemic it\u2019s clear our relationship with technology is beginning to strain\u201d commented Matt Kain.<|endoftext|> \u201cWhat\u2019s promising is that respondents still see the joy in technology, with its ability to connect coming through strongly. It\u2019s this human aspect of technology that will become increasingly desirable and set businesses apart \u2013 but only if they make it accessible by design\u201d he concluded.<|endoftext|> References  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> About WONGDOODY  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, Melbourne, London and across the globe; WONGDOODY clients have included Amazon, Honda, and a wide range of Fortune 500 companies.<|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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Backcountry Taps Infosys and Google Cloud to Create Seamless, Secure Digital Experience for Outdoor Enthusiasts \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today announced it has been selected by Backcountry, a premier online retailer of outdoor gear and apparel, to deliver a seamless and secure digital experience making it even easier for customers to pursue their outdoor passions. Backcountry also uses Google Cloud to fuel its data-driven transformation and help optimize business outcomes with analytics and real-time insights. As the spring and summer seasons ramp up and more consumers embrace outdoor activities, Backcountry will be prepared for a surge of activity with its agile, cloud-driven business model and ability to identify security risks proactively \u2013 preventing any disruption to operations and strengthening protection of customer data.<|endoftext|> Leveraging Infosys Cobalt and Google Cloud Platform, Backcountry has embarked on a cloud-driven transformation journey to enhance the customer experience and improve its security posture in an increasingly turbulent cyber landscape. Infosys\u2019 Cyber Next platform offers Backcountry real-time visibility into security and ransomware risks, allowing the company to proactively mitigate threats and minimize exposure. Infosys has also provided security threat monitoring with its platforms Cyber Watch, a comprehensive security detection and response platform, and Cyber Scan, a vulnerability risk management platform \u2013 both of which fortified Backcountry\u2019s business operations. Given the volume of ecommerce transactions Backcountry handles every day, these measures are critical to optimizing security and creating a safe digital shopping environment.<|endoftext|> Infosys Cobalt solutions accelerated Backcountry\u2019s transformation with Google Cloud and introduced new security and resilience features for eCommerce and backend systems, helping Backcountry to not only secure day-to-day customer transactions, but also their larger business platform.<|endoftext|> Backcountry\u2019s initial shift to the cloud started by selecting Google Cloud as its platform for digital transformation. The company moved its marketing, product, sales, order processing, inventory, and supply chain data into Google BigQuery, giving Backcountry the ability to apply predictive analytics capabilities to its data in one, secure location. In addition, using BigQuery has given Backcountry the ability to quickly identify and respond to changing customer demand while keeping costs low and optimising operations at scale. Backcountry also implemented Looker to help fuel the real-time data analytics needed for financial success \u2013 all while operating on Google Cloud\u2019s global, secure, and flexible cloud infrastructure.<|endoftext|> Karmesh Vaswani, Executive Vice President and Global Head Consumer, Retail & Logistics, Infosys, said, \u201cCOVID-19 fueled a new wave of demand for online retailers like Backcountry, requiring rapid transformation to meet customer expectations. We\u2019re delighted to join forces with Backcountry to implement a secure, cloud-first customer experience and build on Infosys Cobalt and Cyber Next platform to continue handling unexpected exigencies with security and quality at the forefront.\u201d  \u201cIt\u2019s been incredible to see how using Google Cloud\u2019s secure and global infrastructure and capabilities like Looker and Google BigQuery have furthered Backcountry\u2019s ability to deliver exceptional shopping experiences to its customers,\u201d said Janet Kennedy, Vice President, North America Regions, Google Cloud. \u201cBackcountry\u2019s commitment to its customers is evident in its dedication to digitally transforming its business, and we\u2019re proud to support this next phase of its cloud journey.\u201d  Vismay Thakkar, VP of Technology, Backcountry, said \u201cAs we enter the Spring season and our customers embark on more outdoor adventures, we anticipate heightened demand for our products, which is why we\u2019re opening new brick-and-mortar stores to meet their needs in any format. Infosys offers the necessary skills and resources to deliver a secure and seamless customer experience, virtually or in-person, which is why our collaboration is proving to be so powerful.\u201d  About Backcountry  From the one-on-one expertise of our Gearheads to our epic selection of the best in both style and performance, Backcountry has been a leading outdoor retailer since 1996. Dialing in your gear closet, exploring your backcountry, recharging with apr\u00e8s\u2014Backcountry elevates the entire outdoor experience. In 2018, Backcountry began building its own Gearhead-inspired products; the fast-growing Built By Backcountry ski, MTB, climb, hike, fly fish, and apr\u00e8s lines include collabs with brands like GORE-TEX Technology, Burton, and Simms. Seek it, find it, send it\u2014the Goat takes you further.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Modernization Radar 2022: Half of Enterprise Legacy Applications to be Modernized in the Next Two Years \nAuthor: ['Infosys Limited'] Infosys Modernization Radar 2022: Half of Enterprise Legacy Applications to be Modernized in the Next Two Years  The race to modernize continues, and companies already see the finish line, according to new research from the Infosys Knowledge Institute, the thought leadership and research arm of Infosys (NSE, BSE, NYSE: INFY). The study reveals that 50 percent of the global legacy application landscape is expected to modernize in the next two years, with 70-90 percent modernizing in the next five years.<|endoftext|> Infosys Modernization Radar 2022 found that application modernization leads to increased benefits from cloud, enterprise data, and exponential technologies like analytics, APIs, AI and microservices. Modernization also improves scalability and creates a digital backbone. The research underscores that modernization reduces operational expenditures, increases revenues, and provides a better customer experience.<|endoftext|> The research identified four swift and effective modernization approaches:  1. The right modernization strategy: Holistic, automated, and aligned  Our research found that 88 percent of systems are legacy; of those, 45 percent are legacy mainframe. More than half (52 percent) are core to the business, and the rest are supporting applications \u2013 all need to avoid the risk of disruption. Many of the legacy systems lack adequate support, making them vulnerable and presenting security risks. Companies should adopt a holistic view of the enterprise estate, increase automation, and align business and IT on modernization decisions.<|endoftext|> 2. Multiple talent pools reduce risk  Fifty-one percent of respondents cited the lack of skills and talent as a bigger pain point than the risk of disruption (27 percent) and modernization costs (24 percent). Companies need to upskill their employee base and acquire niche skills such as reengineering, database modernization, and rules externalization. The research recommends companies invest in their workforce, build communities of practice for modernization, and tap the gig economy to harness talent as a modernization tool.<|endoftext|> 3. Modernization investment should be more strategic than discretionary  Although companies on average invest a full 65 percent of discretionary budget on modernization projects, large companies tend to budget more strategically for modernization. These firms develop a clear modernization roadmap and are more likely to go all-in on big modernization projects. Modernization is now on the executive agenda, and it should become a crucial component of enterprise technology planning.<|endoftext|> 4. Phased approach and coexistent methodologies are less disruptive than a big-bang approach  A systematic phased and coexistent approaches to modernization cause the fewest disruptions. When legacy and modernized applications coexist with two-way data syncing, this coexistence limits end-user disruptions. According to the research, 51 percent of respondents who extensively use a big-bang approach experience more frequent and severe disruption. However, severe disruption levels and frequency for a phased and coexistent methods were far lower.<|endoftext|> Ravi Kumar S, President, Infosys, said, \u201cEnterprises must accelerate their modernization journey and it is imperative that they act now. As the Infosys Modernization Radar 2022 shows, a wait-and-see approach is just not tenable. Modernization plays a pivotal role in equipping businesses to deliver strategically and seamlessly in a customer-centric era. Our Infosys Modernization Suite, part of Infosys Cobalt, helps enterprises modernize their legacy systems and become future-ready.\u201d  To learn more about Infosys Modernization Radar 2022, please visit: https:\/\/www.infosys.com\/services\/application-modernization\/insights\/modernization-radar-2022.html  Methodology  Infosys used a blind format to conduct an online survey of 1,500 senior technology leaders and executives across thirteen industries across the U.S., Europe, Australia, and New Zealand. To gain additional qualitative insights, phone interviews were also conducted with practitioners and subject matter experts.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Manufacturers Alliance Foundation and Infosys Issue Industry Progress Report on Carbon Neutral Goals \nAuthor: ['Infosys Limited'] Manufacturers Alliance Foundation and Infosys Issue Industry Progress Report on Carbon Neutral Goals  Industrial companies consume over half of the energy and produce one-fifth of greenhouse gas emissions globally, giving the sector a significant opportunity to support climate initiatives. A new report from Manufacturers Alliance Foundation and Infosys (NYSE: INFY), \u201cDelivering on Carbon Neutral Goals,\u201d outlines the progress manufacturers have made to-date on reducing carbon emissions across three scopes: direct emissions, indirect emissions from electricity purchases, and indirect emissions derived from a manufacturer\u2019s value chain. The report also shares steps on how manufacturers can move forward in reducing emissions and provides examples from manufacturing executives across sectors at various stages in their carbon neutrality journey.<|endoftext|> \u201cThe manufacturing sector is an important player in helping reduce the global carbon footprint,\u201d notes Stephen Gold, President and CEO of Manufacturers Alliance. \u201cThis report shines a light on where U.S. manufacturers are today and how they can continue to support sustainability and growth.\u201d  Findings include:  45% of manufacturers are exploring how to expand their carbon footprint initiatives, with 28% already expanding initiatives beyond factories.<|endoftext|> The aerospace and automotive industries are ahead of the pack with over 30% of respondents, (which is more than double other industries covered in the survey), saying they are tracking across all three scopes of emissions.<|endoftext|> 94% of respondents noted that capturing a product\u2019s carbon footprint was difficult as only 28% have a system in place to track the carbon footprint of their products.<|endoftext|> Digital technologies were identified as a key resource for emission tracking, with four stages of maturity identified in the digitalization journey. 45% of respondents are already using data to track and monitor emissions.<|endoftext|> \u201cProviding visibility and insights from manufacturing operations data is key to accelerating progress on sustainability goals,\u201d says Jasmeet Singh, Executive Vice President and Global Head of Manufacturing, Infosys. \u201cDigitalization tools will enable manufacturers to meet the sustainability goals while continuing to optimize performance.\u201d  About Manufacturers Alliance Foundation  Manufacturers Alliance Foundation is the 501(c)(3) partner of Manufacturers Alliance. The Alliance Foundation provides educational opportunities for the manufacturing community and its stakeholders through insights, events, and tools for today\u2019s most critical business decisions. The Alliance Foundation focuses on talent, technology, digital transformation, and competitiveness. Learn more about the Alliance Foundation: manufacturersalliance.org\/foundation  About Manufacturers Alliance  Manufacturers Alliance powers leaders. We bring together an unparalleled network of manufacturing executives to advance their careers, grow their companies, and support the whole community. We accomplish our mission through peer communities, education, and business insights on the topics that matter most to the sector. Learn more: manufacturersalliance.org.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this press release are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, including statements concerning our future business opportunities and growth prospects. Such forward-looking statements 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 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, 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, and unauthorized use of our intellectual property and general economic conditions affecting our industry. 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, 2021. These filings are available at https:\/\/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. In addition, please note that any forward-looking statements contained herein are based on assumptions that we believe to be reasonable as of the date of this press release. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: New Study by Infosys Finacle, Red Hat and Strategic Treasurer Finds Corporate Banking Digital Reset on the Rise \nAuthor: ['Infosys Limited'] Infosys Finacle, part of EdgeVerve Systems, a wholly-owned subsidiary of Infosys (NSE, BSE, NYSE: INFY), and Red Hat, the world's leading provider of open source solutions, in association with the Strategic Treasurer, a leading consulting firm in the area of treasury and risk management, launched a research report titled \u2018Leaping Forward \u2013 Scaling Digital Transformation in Corporate Banking\u2019. The report features insights from senior corporate banking executives from over 125 leading global banks and financial services companies.<|endoftext|> The report found that the transaction lines of business such as cash management, payments, trade, and supply chain finance, have become key for corporate banks. Over a third of the respondents believe that they will drive growth by anywhere between 10-25 percent in the next three years. The report findings highlight that a full suite of digital self-service treasury offerings will be the primary differentiator for corporate banks by 2026. In addition, the ability to provide tailored solutions for client businesses has also emerged as a top priority, with over 90 percent of the respondents believing it to be essential or very important. With open banking paradigms and API-led possibilities unlocking real-time information flows, banks will need to consolidate existing capabilities, embrace new business models, and adopt new digital strategies to gain competitive edge.<|endoftext|> Read the full report here.<|endoftext|> Key highlights include:  An overwhelming majority of 72 percent of respondents believe the corporate banking future will be about building a platform business by tapping new and diverse partner networks within a larger ecosystem  While most incumbent financial institutions are comfortable leading innovations largely in their traditional lines of business such as lending, deposits, trade & supply chain finance, more than half of the respondents have stated that it is the new entrants, particularly fintechs, that will lead innovation into cash management (56 percent), and payments business (81 percent)  Corporate banks recognize the importance of modern technologies including mobility and advanced analytics as essential to their organizations; however, over half of them acknowledged that adoption is still lagging  64 percent of respondents rated legacy technology and system integration as key challenges with respect to innovation  While 84 percent of respondents have acknowledged open APIs either as essential or very important, only 10 percent seemed to have achieved successful implementation  Artificial intelligence was rated as important by over 60 percent respondents, with relevance across a host of use-cases, ranging from risk mitigation to driving new possibilities in customer engagement and experiences  Nearly 50 percent of respondents said that their open finance strategies have yet to scale and add value beyond regulatory compliance mandates.<|endoftext|> Mohit Joshi, President, Infosys, said, \u201cThe research report findings mirror the insights we have gained from our interactions with banks across the world \u2013 there is no doubt that corporate banking is going through unprecedented change. Scaling digital transformation with ecosystem-driven business models, offering contextual solutions, expanding self-service options, and driving extensive automation have emerged as the key priority areas for all types of banks, globally. With our highly rated corporate banking product suite and comprehensive services offerings, leading banks have chosen Finacle to help them meet these priorities and to navigate their next.\u201d  Sanat Rao, Chief Business Officer & Global Head, Infosys Finacle, said, \u201cThe corporate banking industry is going through a deep reset. Consequently, corporate banks are in a state of continual digital transformation. However, in our research, only 26 percent of bankers said they had been able to deploy digital transformation at scale and reap the desired results in areas such as lending and cash management. At Finacle, we are helping banks leapfrog digital transformation maturity, with an industry-leading suite of corporate banking solutions and SaaS services. Today, we are partners to many marquee corporate banks across segments - established and challengers \u2013 helping them transform into open enterprises with our functionally rich, cloud-native and API - driven solution suite.\u201d  Craig Jeffery, Head Researcher at Strategic Treasurer, said, \u201cBanks are looking to upgrade their operating platform. The movement is massively oriented to open platforms and open banking. Open platforms support the easy orchestration of ecosystems through open architecture, speeding the development cycle. Based upon the survey results, adoption is expected to more than double in use to over 70 percent within just five years.\u201d  Vincent Caldeira, Chief Technologist, Financial Services Industry, Red Hat, said, \u201cIn recent years, corporate banking customers have come to expect the same level of digital experiences for their business accounts as in their daily life. As a result, financial institutions have had to invest in building differentiated end-to-end customer engagement in their digital offering, while supporting corporate customers in reducing costs, improving their straight-through processing, and building more resilient systems to counter business and operational risk. This report underscores the growing importance of modern technology, from cloud computing and open APIs to artificial intelligence, in helping banks overcome challenges to innovation and digital transformation. At Red Hat, we believe that open-source technology is at the core of this new digital age and provides the powerful foundation that corporate banks need to fuel the next generation of digital banking services.\u201d  Red Hat and the Red Hat logo are trademarks or registered trademarks of Red Hat, Inc. or its subsidiaries in the U.S. and other countries.<|endoftext|> About 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\u2013driven 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 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\u2013driven 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|> 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Positioned as a Leader for the Second Consecutive Year in 2022 Gartner\u00ae Magic Quadrant\u2122 for Data and Analytics Service Providers \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader for the Second Consecutive Year in 2022 Gartner\u00ae Magic Quadrant\u2122 for Data and Analytics Service Providers  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in 2022 Gartner Magic Quadrant for Data and Analytics Service Providers. Infosys has been recognized for its ability to execute and completeness of vision in this space.<|endoftext|> Infosys helps enterprises unlock the potential of data to generate actionable insights and develop new business possibilities. Infosys brings together investments in data, analytics, AI, cloud, and its rich innovation ecosystem to help clients drive autonomous decisions and accelerate their data-led business transformation initiatives.<|endoftext|> Satish HC, Executive Vice President, Co-Head of Delivery, Infosys, said, \u201cAs enterprises accelerate their digital journeys to unlock new business possibilities, they need to become more autonomous, data-networked and agile. Doing so requires a shift in orientation from people augmented with technology to technology augmented with people driven by data, insights, AI-powered intelligence and collaboration across the value chain. At Infosys, we help our clients achieve this data-led business transformation by bringing together deep industry expertise, proven solutions and strategic collaboration with our ecosystem of partners. We think, being recognized as a Leader in the 2022 Gartner Magic Quadrant for Data and Analytics Service Providers, strengthens our position and reaffirms our commitment to explore new ways of improving business outcomes for our clients.\u201d  Gartner Disclaimer  Gartner does not endorse any vendor, product or service depicted in its research publications and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner\u2019s Research & Advisory organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.<|endoftext|> GARTNER and MAGIC QUADRANT are trademarks and service marks of Gartner, Inc. and\/or its affiliates and are used herein with permission. All rights reserved.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. These filings are available at https:\/\/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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Positioned as a Leader and Star Performer in Everest Group\u2019s Platform IT Services PEAK Matrix\u00ae 2022 for Banking and Financial Services \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader and Star Performer in Everest Group\u2019s Platform IT Services PEAK Matrix\u00ae 2022 for Banking and Financial Services  Infosys (NSE, BSE, NYSE: INFY) has been positioned as a Leader and Star Performer in the PEAK Matrix\u00ae report for Platform IT Services in 2022 for Banking and Financial Services (BFS), by Everest Group, a leading global research firm. Infosys was recognized for its ability to offer financial solutions, core digital capabilities, domain expertise, deep product understanding and deliver design-led experiences through BFS platform offerings powered by Infosys Cobalt and Infosys Finacle.<|endoftext|> For the report, Everest Group assessed 18 leading service providers through a multi-phased research and analysis process for their vision and capabilities in the platform IT services in BFS sector. The evaluation brought to fore Infosys\u2019 mature set of tools and accelerators backed by upskilling initiatives to maintain quality and consistency of service offerings in cloud-native engagements.<|endoftext|> Some of Infosys\u2019 key strengths recognized in the report are:  Infosys has a multi-layered strategy of home-grown platform offerings (Infosys Finacle and Infosys Cobalt), product technology services for third-party platforms and leveraging FinTech partnerships to innovate for\/with clients  Significant investments have been made in strategic domain-backed platforms like mortgage as a service and retirements as a service  A platform-centric 4D (digital, design, data, and domain) approach differentiates Infosys in integration and modernization engagements  Resilience and business continuity capabilities are applauded by Infosys\u2019 clients  \u201cInfosys\u2019 multi-layered strategy involving continuous development of home-grown platforms offerings, focus on Banking and Financial Services (BFS) third-party platforms partnerships through its product technology services unit, and innovation with clients leveraging its FinTech partnerships has helped it observe significant growth in its BFS platforms business. Infosys\u2019 strategic acquisitions to expand the cross-industry platform services capabilities, investments to strengthen the Infosys Innovation Network (IIN), and platform-based operating model approach towards transformation projects have made it a Leader on Everest Group\u2019s Platform IT Services in BFS PEAK Matrix\u00ae Assessment 2022,\u201d said, Ronak Doshi, Partner, Everest Group.<|endoftext|> Mohit Joshi, President, Infosys, said, \u201cEverest Group\u2019s PEAK Matrix\u00ae endorses our deep domain knowledge backed by the Infosys Cobalt portfolio of cloud services to contextualize cloud-native solutions catered and designed with custom range for our clients\u2019 businesses across BFS sector. With Cobalt in our inventory, we outline cloud native as an approach to design, build, and run applications based on loosely coupled architecture to bring the best of cloud computing into the finance industry. This recognition stands testimony to the evolution of our partnership with dedicated innovation labs and joint teams to collaborate and contribute to client engagements and active participation in business ecosystems through digital transformation and modernization initiatives that will continue to foster client confidence.\u201d  The full report of Everest Group PEAK Matrix\u00ae for Platform IT Services in Banking and Financial Service Provider 2022 can be accessed here: https:\/\/www.infosys.com\/industries\/financial-services\/analyst-reports\/platform-it-services-banking-financial-service-2022.html  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Collaborates with Nu Skin to Drive Social Commerce-led Transformation in the Beauty and Wellness Sector \nAuthor: ['Infosys Limited'] Infosys Collaborates with Nu Skin to Drive Social Commerce-led Transformation in the Beauty and Wellness Sector  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced its collaboration with Nu Skin Enterprises, Inc. (NYSE: NUS), a global leader in beauty and wellness. Nu Skin will take advantage of the Infosys Equinox human-centric digital commerce platform to deliver engaging and innovative experiences for consumers and affiliates. The platform aims to help Nu Skin scale its business model exponentially with social commerce-based capabilities.<|endoftext|> Infosys Equinox will help Nu Skin to sharpen its focus on creating unique, personalized, and innovative consumer engagement. Powered by Infosys Equinox\u2019s microservices-based, API-first and cloud-native design, Nu Skin plans to deliver engaging shopping experiences across multiple touch points, including websites, mobile apps and smart connected devices.<|endoftext|> Ryan Napierski, Chief Executive Officer, Nu Skin Enterprises, Inc. said, \u201cWe look forward to our collaboration with Infosys to help transform our business and stay ahead of changing consumer behavior curves. We believe that Infosys can help us harness the right digital capabilities to reimagine how we connect with our customers and create a new industry paradigm for personalized beauty and wellness shopping experiences.\u201d  Infosys Equinox will bring Nu Skin a choice of digital advances including conversational commerce, augmented reality, and voice commerce, which if implemented will enable the company to engage with consumers through rich digital experiences.<|endoftext|> Joe Sueper, Chief Technology Officer, Nu Skin Enterprises, Inc. said, \u201cInfosys Equinox will give us the end-to-end social commerce capabilities we need to transform our business model and provide innovative customer engagement. We're creating best-in-class architecture foundations that will power digital experiences well into the future.\u201d  Karmesh Vaswani, Executive Vice President & Global Head Consumer, Retail & Logistics, Infosys, said, \u201cBeauty and wellness brands are committing to bold changes in the way they connect with consumers, matched by systematic digital investments that can help them realize their aspirations to transform. We are excited to bring Infosys Equinox to help accelerate the development of Nu Skin\u2019s social commerce-based business model. We look forward to Nu Skin\u2019s creation of a new playbook for success in the beauty and wellness industry.\u201d  Amit Kalley, Chief Executive Officer, Infosys Equinox, said, \"We are excited to partner with Nu Skin in their vision of transforming the beauty and wellness industry by creating personalized and socially-connected commerce experiences. Infosys Equinox's headless and cloud-native microservices will allow Nu Skin to compose unique and delightful digital journeys across ever evolving channels for their consumers across the globe.\"  About Nu Skin  Nu Skin Enterprises, Inc. (NYSE: NUS) is a leading beauty and wellness company, powered by a dynamic affiliate opportunity platform. The company helps people, look, feel and live their best with products that combine the best of science, technology and nature. Backed by more than 35 years of scientific research, Nu Skin develops innovative products including Nu Skin\u00ae personal care, Pharmanex\u00ae nutrition and the ageLOC\u00ae anti-aging brand which includes an award-winning line of beauty device systems. Nu Skin operates in approximately 50 markets worldwide in the Americas, Asia, Europe, Africa and the Pacific. Rhyz Inc. is the company\u2019s strategic investment arm that includes a collection of technology and manufacturing companies to support growth in the core Nu Skin business. Nu Skin is committed to sustainability, including global initiatives such as transitioning to reduced and sustainable packaging for all products by 2030. The Nu Skin Force for Good Foundation also strives to improve children\u2019s health, education and economic circumstances throughout the world. For more information, visit nuskin.com.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this press release are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, including statements concerning our future business opportunities and growth prospects as well as the benefits our products and services provide for our clients. Such forward-looking statements 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 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, 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 products and services functioning as anticipated and interfacing with our clients\u2019 systems as anticipated, 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, and unauthorized use of our intellectual property and general economic conditions affecting our industry. 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, 2021. 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. In addition, please note that any forward-looking statements contained herein are based on assumptions that we believe to be reasonable as of the date of this press release. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Launched: Infosys Cobalt Financial Services Cloud, an Industry Cloud Platform to help Firms Unleash the Power of Cloud-Driven Transformation \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today announced the launch of Infosys Cobalt Financial Services Cloud, an industry cloud platform for enterprises to accelerate business value and innovation in the cloud across the financial services industry. Adopted by enterprises globally for enhanced business process transformation and rapid innovation, Infosys Cobalt Financial Services Cloud is a secure, vertical cloud platform that enables enterprises to accelerate cloud adoption, rapidly build cloud native business platforms, drive business agility and growth, foster innovation, and deliver a personalized customer experience.<|endoftext|> The Infosys Cobalt Financial Services Cloud platform offers:  Security and regulatory compliance designed and built into the platform.<|endoftext|> Financial services-specific assets, use case solutions, and microservices, along with reusable frameworks, blueprints, and patterns.<|endoftext|> Capability to rapidly deliver cloud native business platforms with composable components and services leveraging an open architecture.<|endoftext|> Low-code apps for use by business and citizen developers and machine learning models offering intelligence and amplification of financial services use cases.<|endoftext|> Accelerated cloud migration with tools, automation templates, and prebuilt services, and the ability to run on public cloud.<|endoftext|> Strong alliance partner ecosystem offered through Infosys Cobalt Cloud.<|endoftext|> Capability to create an integrated ISV and developer marketplace.<|endoftext|> Dave Cosgrove, Global Head of Settlements & Middle Office, MarketAxess, said, \u201cMarketAxess is leveraging the Infosys Cobalt Financial Services Cloud platform for reconciliation as a service on cloud. This is helping us scale the reconciliation process on-demand while improving accuracy and transparency. Leveraging the reconciliation service on Infosys Cobalt Financial Services Cloud enabled us to go-live quickly without significant capex investments and ongoing maintenance thereby, bringing the power of cloud agility and usage-based pricing model to a critical business process.\u201d  Mohit Joshi, President, Infosys, said, \u201cThe Financial Services industry is seeking to harness the power of cloud for business outcomes, agility and innovation \u2013 not just for hosting applications and data. This business focus requires an effective and secure cloud platform for financial services. The Infosys Cobalt Financial Services Cloud is designed ground up exclusively for enterprises across the vertical to achieve these outcomes and drive speed to value.\u201d  To learn more, please visit Infosys Cobalt FS Cloud.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this press release are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, including statements concerning our future business opportunities and growth prospects. Such forward-looking statements 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 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, 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, and unauthorized use of our intellectual property and general economic conditions affecting our industry. 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: MIT Technology Review Insights and Infosys Cobalt Launch first-ever Global Cloud Ecosystem Index \nAuthor: ['Infosys Limited'] MIT Technology Review Insights, in collaboration with Infosys Cobalt, a set of services, solutions and platforms from Infosys for cloud-powered enterprise transformation, announce the launch of the Global Cloud Ecosystem Index 2022, a snapshot of world-wide cloud development and innovation. The Index ranks 76 nations and territories on the technology, regulations, and talent they use to promote cloud computing services by consolidating scores given to each nation or territory across four themes: infrastructure, ecosystem adoption, security and assurance, and talent and human affinity.<|endoftext|> The cloud has become a foundational part of nearly every national economy\u2019s journey toward enhanced productivity. \u201cToday, we see that cloud is computing. Cloud and cloud-led innovation are foundational for businesses and governments in driving enterprise and economic growth,\u201d says Elizabeth Bramson-Boudreau, CEO and publisher of MIT Technology Review.<|endoftext|> Based on research conducted between November 2021 and February 2022, the interactive Index shows which countries are progressing fastest in global efforts to adopt and deploy cloud computing services. The Index reveals Singapore has the highest score (8.48\/10) for overall cloud innovation. Next ranked were Finland (8.46\/10) and Sweden (8.43\/10).<|endoftext|> The key findings of this report are as follows:  Global Cloud Ecosystem Index leaders combine digital infrastructure and governance leadership. Singapore leads, followed by European countries seeking to preserve the rights of digital consumers and to curb monopolistic tendencies of the internet services sector.<|endoftext|> Singapore leads, followed by European countries seeking to preserve the rights of digital consumers and to curb monopolistic tendencies of the internet services sector. Fast-evolving digital infrastructure is foundational for a nation\u2019s cloud capabilities. The top three overall Index leaders\u2014Singapore, Finland, and Sweden\u2014all have one thing in common: they rely on copious and reliable broadband and a reasonable density of secure servers and data centers to underpin successful cloud computing capabilities.<|endoftext|> The top three overall Index leaders\u2014Singapore, Finland, and Sweden\u2014all have one thing in common: they rely on copious and reliable broadband and a reasonable density of secure servers and data centers to underpin successful cloud computing capabilities. Enter the ecocycle. There is a virtuous cycle\u2014an \u201cecocycle\u201d\u2014emerging in leading cloud economies as use of scalable and distributed computing resources increases by consumers and businesses which drastically reduces \u201cdigital waste\u201d and allows organizations to share insights and computing resources more efficiently and reciprocally.<|endoftext|> There is a virtuous cycle\u2014an \u201cecocycle\u201d\u2014emerging in leading cloud economies as use of scalable and distributed computing resources increases by consumers and businesses which drastically reduces \u201cdigital waste\u201d and allows organizations to share insights and computing resources more efficiently and reciprocally. Bridges, not fortresses. Most cloud-minded governments work to build and promote a \u201ctrust infrastructure\u201d\u2014the public policy and regulatory and social conventions that ensure a government\u2019s digital channels are efficient, effective, and secure.<|endoftext|> Most cloud-minded governments work to build and promote a \u201ctrust infrastructure\u201d\u2014the public policy and regulatory and social conventions that ensure a government\u2019s digital channels are efficient, effective, and secure. The cloud as a talent magnet. The top three leaders among emerging economies in the \u201ctalent and human affinity\u201d category of the Index\u2014Iran, India, and Vietnam\u2014understand the importance of having skilled workers for implementing infrastructure and process-intensive projects at scale.<|endoftext|> \u201cData gathered from the Global Cloud Ecosystem Index validates that now, more than ever, there is urgency to go to the cloud from both enterprises and policymakers, as cloud can create positive economic impact,\u201d says Ravi Kumar S., president of Infosys. He continues, \u201cThe future of work will depend heavily on effective cloud transformations to create a dynamic digital future that uplifts and equalizes us all, ensuring more opportunities for everyone, irrespective of location. Infosys Cobalt is poised to continue playing a key role in building a community through the cloud that nurtures knowledge, assets, and talent to drive innovation.\u201d  To view the research findings, visit the interactive page or click here to download the report.<|endoftext|> To learn more about the cloud, visit The cloud hub: From cloud chaos to clarity.<|endoftext|> For more information, please contact us at insights@technologyreview.com.<|endoftext|> About MIT Technology Review  Founded at the Massachusetts Institute of Technology in 1899, MIT Technology Review is a world-renowned independent media company whose insight, analysis, interviews, and live events explore the newest technologies and their commercial, social, and political impacts. MIT Technology Review derives its authority from its relationship to the world's foremost technology institution and from its editors' deep technical knowledge capacity to see technologies in their broadest context and unequaled access to leading innovators and researchers. Insights, MIT Technology Review's custom publishing division, conducts research worldwide and publishes a wide variety of content, including articles, reports, and podcasts.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Safe Harbor  Certain statements in this press release are forward-looking statements intended to qualify for the'safe harbor' under the Private Securities Litigation Reform Act of 1995, including statements concerning our future business opportunities and growth prospects. Such forward-looking statements 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 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, 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, and unauthorized use of our intellectual property and general economic conditions affecting our industry. 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Completes Acquisition of Digital Experience and Marketing Agency, oddity \nAuthor: ['Infosys Limited'] Infosys Completes Acquisition of Digital Experience and Marketing Agency, oddity  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has completed the acquisition of oddity, a Germany-based digital marketing, experience, and commerce agency. This follows the announcement the company made on March 22, 2022.<|endoftext|> The acquisition further strengthens Infosys\u2019 creative, branding and experience design capabilities, and demonstrates its continued commitment to co-create with clients, and help them navigate their digital transformation journey. oddity brings to Infosys a comprehensive service portfolio comprising digital-first brand management and communication, in-house production, including virtual and augmented reality, experience design and e-commerce services as well as its metaverse-ready set-up across Europe.<|endoftext|> Together with Infosys\u2019 earlier acquisition of WONGDOODY, which offers creative and marketing services, oddity will help global CMOs, and businesses thrive in a digital commerce world with complementary skills and expertise. As part of Infosys\u2019 digital experience and design offering, oddity will become part of WONGDOODY, an Infosys company, and join its network of studios across Seattle, Los Angeles, New York, Providence, Houston, and London, and design hubs in five cities in India.<|endoftext|> Infosys is delighted to welcome oddity and its leadership team.<|endoftext|> About oddity  oddity is a digital communication and commerce agency, here to find better answers for people's needs in our on-demand world by going deeper, co-creating, and empowering each other. With locations in Stuttgart, Berlin, Belgrade, Cologne, Shanghai, and Taipei, we provide over 300 digital experts a professional home. Co-creating with our clients, we craft digital solutions, brand worlds, campaigns, and liquid content for social media. Entire ecosystems that connect with customers, fostering brand loyalty while delivering a strong impetus to buy throughout a broad spectrum of sectors in B2B and B2C. For more information please visit www.odt.net.<|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, CITI, 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 more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys collaborates with Telenor to transform its finance and supply chain operations through standardized, Oracle Cloud ERP solution \nAuthor: ['Infosys Limited'] Infosys collaborates with Telenor to transform its finance and supply chain operations through standardized, Oracle Cloud ERP solution  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced its collaboration with Telenor Norway, Telenor\u2019s wholly owned Norwegian telecommunications operator, to successfully transform its finance and supply chain operations.<|endoftext|> Infosys was chosen to assist Telenor Norway on this ERP transformation program for its innovative and standardized solutions, reusable assets, skilled talent pool, and ability to accelerate solution deployment. In collaboration with Telenor Norway\u2019s Business & IT teams, Infosys has implemented a future-proof, standardized Oracle Cloud ERP solution to help migrate from a legacy ERP system to enhance business agility and operational efficiency. The solution has been implemented across 10 Telenor entities in a record time of 9 months including modules like R2R (Record to Report), A2R (Acquire to Retire), P2P (Procure to Pay), O2C (Order to Cash) etc.<|endoftext|> Commenting on the successful ERP implementation, Terje Borge, CFO, Telenor Norway, said, \u201cTelenor Norway needs to continuously raise the bar in its operational performance to serve as the trusted digital partner for its consumer and enterprise customers. IT as a business enabler plays a critical role in this objective. The ERP transformation program is one of the steps in making Telenor agile and efficient.\u201d  Richard Stigaard, CIO, Telenor Norway, said, \u201cThe critical elements of our success have been collaboration, following standard processes and operating with a strong One team culture throughout the project. Infosys brought domain experience, the right skills and competent resources to help deliver this transformation.\u201d  Anand Swaminathan, EVP, Communications, Media and Technology, Infosys, said, \u201cIn the post-COVID era, telcos are emerging as the preferred digital service providers for subscribers. The ERP platform developed jointly by Telenor and Infosys enables Telenor Norway to drive operational excellence, which ultimately translates into a superior customer experience.\u201d  About Telenor Norway  Telenor Norge AS is Norway\u2019s largest provider of telecommunications and digital services. Our infrastructure is the foundation for digitising Norway, with its world-class coverage and high speeds. Our services and products contribute to increased productivity and provide access to everything that the digital world has to offer. Our services and products help to improve productivity and provide access to all digital content. Our security and preparedness organisation works around the clock to keep our customers safe, and we are particularly aware of our social responsibility to provide security and safety for children and young people online.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in over 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Roland-Garros and Infosys Extend Digital Innovation Partnership for Another Five Years, until 2026 \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, and Roland-Garros (RG), today announced the renewal of their three-year long partnership for a further five years. The agreement will see Infosys continue to push the boundaries of technology for the Parisian Slam as the Official Digital Innovation Partner, through 2026.<|endoftext|> Together Roland-Garros and Infosys have transformed the experience for the entire tennis ecosystem, introducing next-generation solutions leveraging AI, cloud, and analytics. Highlights include pioneering new video and stats analysis platforms for players and coaches to revolutionize training, bolstering match analysis for broadcasters to post engaging content and introducing new ways for fans to engage with the tournament including bringing the history and heritage of RG to fans globally through the 3D Art Museum.<|endoftext|> The contract renewal will bring a new element to the partnership, with Infosys doubling down on broadcast and technology innovations while also launching a new social inclusion initiative at RG 2022. The digital innovation partnership will focus around 4 key areas:  Powering digital innovations: The Infosys Tennis Platform will continue to power data and insights for fans, players, coaches, journalists, and broadcast teams. The Infosys Match Center, Players Portal and AI-Assisted Journalism platforms will leverage advanced AI capabilities to deliver more immersive and predictive analytics.<|endoftext|> Enhancing broadcast experiences: To amplify the statistical experience, Infosys will deliver fresh perspectives to spectators with the new \u201cInfosys Stats Flash\u201d providing statistical measures of player performance during live matches.<|endoftext|> Exploring the metaverse: Previous editions of the tournaments have seen Infosys and FFT laying the foundation for an RG digital universe with innovations such as Social VR and the 3D Art Museum. Building on this, future experiences will include new mixed reality experiences and immersive digital platforms.<|endoftext|> Enabling future generations: Working with the FFT, Infosys will launch a new STEM program powered by the Infosys Springboard initiative, which will enable young children in France to experience the benefits of STEM education through the lens of tennis.<|endoftext|> Sumit Virmani, EVP and Chief Marketing Officer, Infosys, said, \u201cRoland-Garros is a tennis institution celebrated around the world and we are honored to be a part of the journey enhancing the sporting experience through next generation technologies. Over the years, our partnership has helped the sport embrace the digital potential where players, coaches, fans and the media are empowered to connect, train and engage with technology. 2022 marks the fourth year of our partnership, and a year where we look forward to bringing more innovation and value for everyone across the tennis ecosystem and beyond to positively impact the community. We remain steadfast in our commitment to supporting RG reimagine the tournament through unique and meaningful digital experiences.\u201d  Am\u00e9lie Mauresmo, Tournament Director Roland-Garros, said, \u201cOver the last four years, Infosys has been pivotal in taking the RG experience to new standards, thanks to industry leading digital experiences and innovations. Every year, we welcome viewers from over 222 countries to enjoy one of the most anticipated moments of the year for tennis, and each year we\u2019ve topped the last enhancing the fan experience thanks to the strength of our partnership. We\u2019re excited to continue to raise the bar for the entire tennis ecosystem as we extend our partnership.\u201d  About Roland-Garros  In the eyes of sports fans, and indeed the general public, Roland-Garros is an unmissable event. The 2021 edition of Roland-Garros was broadcast in 222 countries worldwide, confirming the tournament's status as a first-class international sporting event. Organised by the French Tennis Federation, Roland-Garros is the only Grand Slam tournament to be played on clay, one of the oldest and most noble surfaces in the history of tennis.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in over 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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  For more information on the Infosys Roland-Garros digital innovation partnership, visit Infosys.com\/Roland-Garros  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: In 100 days, Infosys Springboard onboards over 1.2 million digital learners across India \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that its flagship digital reskilling program, Infosys Springboard, continues to expand its reach to learners across India by growing its thriving community to over 1.2 million users, since its launch. Infosys Springboard has partnered with over 700+ educational institutions and education departments of the State Governments of Karnataka, Maharashtra, and Uttar Pradesh to realize this vision. This is serving to help Infosys make sustained progress on its ESG commitment to digitally reskill 10 million plus people by 2025.<|endoftext|> Infosys Springboard leverages Infosys\u2019 rich legacy in employee and broad-based student competency development, along with long-ranging collaborations, with some of the world\u2019s leading educators, to continuously enrich its curriculum. The program delivers a sentient and corporate-grade learning experience, with productive educator-learner collaborations which is fully aligned with India\u2019s National Education Policy 2020. Infosys Springboard is also well outfitted to grow and strengthen industry-academia synergies which learners can take advantage of to become future-ready.<|endoftext|> The Hon\u2019ble Chief Minister of Karnataka Shri. Basavaraj Bommai said, \"The vision of our government is to make Karnataka a global knowledge hub and leader in the digital\/IT sector. Education and hands-on experience are key to unlock potential. Our government has actively championed path-breaking efforts like NEP 2020 to ensure our students have the best opportunities. It is important to equip our students with skills in niche and futuristic technologies to build their employability and entrepreneurial ability. Through Infosys Springboard, students and faculty can enrich their learning and be future-ready. I am happy to note that more than 3 lakh learners from Karnataka have registered and are exploring various learning opportunities on Infosys Springboard. I wish them all the best and congratulate Infosys Springboard on the endeavor.\u201d  Nilanjan Roy, Chief Financial Officer at Infosys said, \u201cAs businesses evolve from being largely shareholder-focused to stakeholder-inclusive companies, embracing a strong ESG agenda is crucial. With every job profoundly transformed, thanks to the fourth industrial revolution, the workforce of the future will need to develop new and varied capabilities, especially digital skills. Preparing for this future of work is a significant challenge that we as a society have to address collectively. Our continued CSR investment in Infosys Springboard, and its success marks our commitment to prepare people, from the grassroots up, to embrace change.\u201d  \u201cThere is an urgent need to nurture digital capabilities, skills, and learning among the students, employees, and the local communities that we engage with. As part of our ongoing ESG commitment to bridge the digital divide, Infosys Springboard is democratizing digital learning, preparing more aspirants to explore emerging opportunities and equipping working professionals to flourish in the jobs of the future. The over 1.2 million, and still growing, learners benefiting from Infosys Springboard inspire us to redouble our efforts to help navigate India into the digital future,\u201d said, Thirumala Arohi, Senior Vice President and Head - Education, Training and Assessment at Infosys.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Launching Infosys Metaverse Foundry: Service to Accelerate Enterprises\u2019 Ability to Evolve and Execute Strategies for Virtual-Physical Interconnections \nAuthor: ['Infosys Limited'] Infosys will also take advantage of its metaverse foundry to extend its global corporate university, now on Infosys Wingspan platform, to the metaverse.<|endoftext|> Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today launched Infosys metaverse foundry to ease and fast-track enterprises\u2019 exploration of the metaverse, including virtual and augmented environments, for their customers, workplace, products and operations. Infosys metaverse foundry converges the power of domain and design expertise, platforms and digital accelerators, with strong relationships in a rich creator-partner economy. Enterprises can harness this confluence of capabilities as services on-tap, with the flexibility to ramp up and down their explorations at will. This gives them on-demand ability to securely and efficiently create their own metaverse environment, deliver signature experiences in an existing metaverse, and bring advanced AI-powered data analytics and simulations to realize their evolving aspirations as the internet evolves.<|endoftext|> Ravi Kumar S, President, Infosys, said, \u201cThe physical and virtual worlds are already smoothly and ubiquitously interwoven. The metaverse will deepen this overlap and in very experiential ways that will create abundant space for business innovation. We want to help our clients to quickly double down on those opportunities in a find-fast, learn-faster environment before they can reorient their own capabilities, processes and culture in-house to respond to this rapidly evolving space.\u201d  Infosys metaverse foundry helps enterprises navigate the metaverse by partnering with them through the Discover-Create-Scale cycle.<|endoftext|> Discover value in the metaverse with 100+ ready-to-apply use cases and templates.<|endoftext|> Infosys metaverse foundry puts Infosys\u2019 depth in business domains and expertise in immersive, interactive and experiential design to work for enterprises through its use cases, business cases and execution roadmaps. They harness the power of technologies like AR\/VR, Blockchain, NFT, IoT, Applied AI, cybersecurity and 5G to advance value exploration in the metaverse. For example, a template that is popular with many large enterprises is for setting up an immersive retail experience where shoppers can explore a branded metaverse environment, buy products as NFTs or connect to an online checkout counter to make purchases that are delivered in the physical world.<|endoftext|> Create and connect on the metaverse with Infosys platforms and accelerators.<|endoftext|> Infosys Living Labs\u2019 multi-tiered digital infrastructure comprising technology, processes and people, includes several metaverse technology investments, including platforms and accelerators to build solutions and immersive experiences. They enable the rapid creation of engaging environments and digital replicas, while facilitating integration with enterprise data APIs and 360\/3D asset management systems. AI and engineering platforms to build digital twins of complex physical objects are also available to drive simulations. For example, a leading pharmaceutical, with Infosys XR platform, created a digital twin of their vaccine lab enabling quality engineers to access critical vaccine culture data to make predictions and decisions. Infosys metaverse foundry can also be leveraged as a makerspace to bridge the physical-digital worlds, in all Infosys digital centers. Infosys also leveraged the XR platform to launch its own mixed reality capability to host clients in highly immersive spaces to collaborate and co-create.<|endoftext|> Scale ideas, expand possibilities with diverse creator-partners.<|endoftext|> With Infosys metaverse foundry, enterprises can work in tandem with any creator-partner in the Infosys Innovation Ecosystem to manage the pilot-to-production ramp up smoothly or add more choices at the prototype stage to de-risk and future-proof investments. For example, an engineering consulting company took advantage of Infosys metaverse to prototype an immersive mixed reality workbench to inspect prospective engineering construction sites rendered as rich 3D assets. The capability was evolved and scaled for global use on Azure high-performance cloud with ready support from Microsoft, a long-standing Infosys partner.<|endoftext|> Powered by Infosys metaverse foundry, Infosys will extend its global corporate university, now on Infosys Wingspan platform, to the metaverse. This will enable the company\u2019s workforce to seamlessly switch between physical and virtual learning spaces while benefiting from engaging and serendipitous interactions with fellow learners and educators. The environment will include hybrid libraries, heuristically evolved virtual classrooms, gamified learning and digital twins to better understand complex concepts.<|endoftext|> Several businesses have benefited from Infosys metaverse foundry.<|endoftext|> Korey Allchin, Director of Partnership & International Business, Tennis Australia, said, \u201cFor the first time at any Grand Slam, in 2021 Infosys helped us reimagine the shopping experience at the Australian Open, by offering our fans an extended reality store. They made it possible for tennis fans to shop for all their favorite items including tees, beach towels, caps and racquets in this virtual world, and then carry these back to the real world. Seamless digital-physical connects have become more and more important in the evolution of our fan experience. At the same time, during the pandemic when travel was very restricted, Infosys helped us create the AO 2021 Virtual Hub, a digital platform targeted at our business partners where we took content and experiences from the event to the comfort of their homes and offices all around the world.\u201d  Daniel Schumacher, Head of Global IT Applications and Digital Innovation, Komatsu, said, \u201cOur strategic foresight and transformation roadmap point to the rapid acceleration of digital ecosystems and we are looking to bring its value to all facets of our business \u2013 both as we know them today and to what we can create for the future. We are excited to partner with Infosys metaverse foundry to uncover the most significant investment we must make in the virtual world and plant seeds today that are most likely to bear fruit for our future.\u201d  St\u00e9phane Morel, Deputy CEO, Marketing & Business Development, French Tennis Federation, said, \u201cAs our digital innovation partner, Infosys brought to tennis fans first-of-its-kind mixed reality experiences such as playing tennis on a virtual recreation of the Philippe-Chatrier court at the Infosys fan zone. During Roland-Garros, fans also got a chance to experience the thrill of their digital avatars stepping into a virtual world where they could interact with other fans in their digital forms, engage using virtual objects and even speak to each other in this space.\u201d  For a quick overview of Infosys metaverse foundry, please watch this video.<|endoftext|> To learn more, please visit: https:\/\/www.infosys.com\/services\/metaverse.html  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking"}
{"text":"Continue Infosys Press Release (PR)  \n 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Guidewire Announces Infosys as New Consulting Alliance Partner \nAuthor: ['Infosys Limited'] Global digital services and consulting company will help P&C insurers enhance customer experience, accelerate time to market, and achieve operational excellence.<|endoftext|> Guidewire (NYSE: GWRE) announced that that Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, has joined Guidewire PartnerConnect as a Consulting alliance member at the Select level for the Americas.<|endoftext|> With over four decades of experience in navigating enterprises in over 50 countries through their digital journey, Infosys has proven consulting and implementation expertise in Guidewire\u2019s suite of products. Leveraging its deep P&C insurance experience and innovation platforms, Infosys accelerates implementation cycles and time to value. The company\u2019s Guidewire practice provides cloud and system integration services for Guidewire InsuranceSuite products, factoring in the complexities of seamless syncing with other digital portals, and third-party applications.<|endoftext|> Infosys intends to continue the expansion of its Guidewire Center of Excellence, which includes insurance domain experts and Guidewire-certified professionals, through investment in training and certification.<|endoftext|> \u201cInfosys is thrilled to be a Guidewire partner and to work with the company to continue to deliver powerful end-to-end technology solutions in Guidewire Cloud to insurers that enhance the user experience and drive operational excellence. We recognize Guidewire\u2019s ambitious roadmap for Guidewire Cloud Platform and the opportunities this will bring to insurers,\u201d said Mohit Joshi, President, Infosys. \u201cOur 40+ years of experience managing the systems and workings of global enterprises combined with our artificial intelligence-based automation and technology enables us to expertly guide our clients through their digital journey.\u201d  \u201cWe are pleased to welcome Infosys as a Select partner within our PartnerConnect program,\u201d said Lisa Walsh, Group Vice President, Global Consulting Alliances, Guidewire Software. \u201cInfosys is already providing P&C insurers with solutions and integrations to innovate around how they deploy new Guidewire insurance products, and we look forward to continuing our collaboration.\u201d  For more information please click here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> About Guidewire PartnerConnect  Guidewire PartnerConnect Consulting partners provide consulting services such as business transformation and strategy, implementation and related solution and delivery services. To date, Guidewire Consulting practices worldwide include 15,800 consultants who have been trained or are experienced in Guidewire products. Guidewire PartnerConnect is an invitation-only program.<|endoftext|> For more information about Guidewire PartnerConnect please visit https:\/\/www.guidewire.com\/partnerconnect.<|endoftext|> About Guidewire  Guidewire is the platform P&C insurers trust to engage, innovate, and grow efficiently. We combine digital, core, analytics, and AI to deliver our platform as a cloud service. More than 450 insurers, from new ventures to the largest and most complex in the world, run on Guidewire.<|endoftext|> As a partner to our customers, we continually evolve to enable their success. We are proud of our unparalleled implementation track record, with 1,000+ successful projects, supported by the largest R&D team and partner ecosystem in the industry. Our marketplace provides hundreds of applications that accelerate integration, localization, and innovation.<|endoftext|> For more information, please visit www.guidewire.com and follow us on Twitter: @Guidewire_PandC.<|endoftext|> Media contacts:  For more information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Launching: Infosys Springboard in the U.S. to Increase Access to 21st Century Digital Skills and Opportunities \nAuthor: ['Infosys Limited'] Infosys Foundation USA, in collaboration with Infosys, announces the launch of the Infosys Springboard learning program in the U.S. to empower educators, students, and aspiring professionals with digital skills to be successful in the 21st Century. Infosys Springboard includes content across the digital learning, maker education, and professional life skills continuum. The integrated digital skills program includes three lifelong learning offerings: \u2018Educating the Future\u2019, \u2018Upskilling Today\u2019 and \u2018Reskilling for Tomorrow\u2019 \u2013 meeting all learners where they are on their digital journey, irrespective of background or educational development.<|endoftext|> Kate Maloney, Executive Director, Infosys Foundation USA \u2013 \u201cWe know that technology jobs are exploding across the US, however only 51% of US public high schools teach computer science. It is imperative that we all work together to \u2018start early\u2019 investing in the generations who will need digital skills to thrive in the 21st Century economy. Infosys Foundation USA is all-in to support the commitment to bring lifelong digital skills across the U.S. so that all can fully participate in the technology opportunities of the future.\u201d  Across its three offerings, Infosys Springboard aims to democratize access to digital learning that empowers aspirants across the spectrum from K-12 teachers and students to post-secondary learners, all the way to professionals seeking to reskill. The initiative will be led by a dedicated team of experts, curriculum partners, non-profits and a global network of leading educational institutions, to offer these online programs free to diverse learners:  Educating the Future through the Pathfinders Online Institute, an online platform offering dynamic computer science and maker education content for K-12 teachers, students, and families, including live events, on-demand courses, professional development, as well as free kits and instructional licenses to enrich the K-12 classroom.<|endoftext|> through the Pathfinders Online Institute, an online platform offering dynamic computer science and maker education content for K-12 teachers, students, and families, including live events, on-demand courses, professional development, as well as free kits and instructional licenses to enrich the K-12 classroom. Upskilling Today with the Digital Academy, an online platform that provides upskilling opportunities in the latest digital trends, soft skills, and emerging technologies like AI, machine learning, and cybersecurity for the benefit of post-secondary learners or others seeking transferable skills aligned to the digital future.<|endoftext|> with the Digital Academy, an online platform that provides upskilling opportunities in the latest digital trends, soft skills, and emerging technologies like AI, machine learning, and cybersecurity for the benefit of post-secondary learners or others seeking transferable skills aligned to the digital future. Reskilling for Tomorrow with Reskill and Restart, an online platform that brings together professionals, trainers, and employers in a guided journey that begins with an aptitude and skills assessment, is followed by curated role-specific digital skills training pathways and culminates in matching skills with opportunities of the digital economy.<|endoftext|> Ravi Kumar, President, Infosys and Chairperson of Infosys Foundation USA, \u201cOur goal has long been to put our digital expertise and capabilities to work to improve society, arming people with the knowledge and skills needed to succeed in the future. Challenges resulting from the pandemic have continued to reinforce the urgent need for accessible instruments of digital learning for people from all walks of life. That\u2019s exactly why we believe the expansion of Infosys Springboard in the U.S. is an important investment in our students, educators, workforce, and the digital infrastructure of our country.\u201d  About Infosys Foundation USA  Infosys Foundation USA was established in 2015 with the mission of expanding computer science and maker education to K-12 students and teachers across the United States, with a specific focus on increasing access to underrepresented communities. The Foundation achieves impact through delivering professional development programs for teachers, partnering with leading nonprofits, and delivering innovative media campaigns that inspire everyone to be creators, not just consumers, of technology. For more information, visit infosys.org\/USA.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation USA Partners with CBS\u2019s Mission Unstoppable to Spotlight Three Computer Science Teachers Inspiring the Next Generation of STEM Innovators \nAuthor: ['Infosys Limited'] Infosys Foundation USA and CBS\u2019s multi award-winning television series Mission Unstoppable are teaming up to spotlight three teachers from the Foundation\u2019s Pathfinders Institute program who are dedicated to inspiring young students to pursue careers in STEM (science, technology, engineering and math).<|endoftext|> Hosted by Miranda Cosgrove (iCarly, Despicable Me) and executive produced by Cosgrove and Academy Award-winning actress Geena Davis, Mission Unstoppable will present the first of the three new episodes on Saturday, February 19. The first episode will feature Lisa Moe, an innovative fourth grade teacher at Chino Valley Unified School District in Chino, California. An alumna of the Pathfinders Institute program, Moe inspires her students to break barriers in computer science, technology, engineering and math. Two additional Pathfinders educators, Maria Aguilar from Sacramento, California and Dr. Kellie Taylor, an elementary school teacher in the Boise, Idaho school district will be featured later this season. Mission Unstoppable spotlights diverse, female STEM professionals in an impactful way, in an effort to break long-held stereotypes and encourage adolescent girls to pursue STEM careers.<|endoftext|> Lisa Moe was introduced to the Infosys Foundation USA through its Pathfinders Institute, an immersive professional development program for K-12 teachers in computer science and maker education. Moe believes positive affirmations motivate her students at Chino Valley Unified School District and every morning recites them with her class, including positive messages such as \"Yes I Can; Be Kind and Let\u2019s Go Change the World.\u201d She uses fun, creative ways, even in a virtual learning setting, to teach kids how to build, code and bring their creative ideas and innovative projects to life. Virtual learning has been incredibly difficult for both educators and students but Moe is still able to teach her students how to build, code and bring their creative ideas and projects to life!  Infosys Foundation USA is committed to increasing access to computer science and maker education among underrepresented groups, which includes girls and women. The Foundation invests heavily in professional development for K-12 teachers in the United States. Out of a mutual interest to highlight the pivotal role that teachers play in shaping young girls\u2019 views on career opportunities in a technology-enabled world, the Foundation is thrilled to continue its partnership with Hearst Media Production Group for a second year.<|endoftext|> \u201cOur goal is to highlight the importance of inclusion and showcase diverse role models for young girls interested in technology through this partnership with Hearst Media Production Group and the Mission Unstoppable team\u201d said Kate Maloney, Executive Director of the Infosys Foundation USA. \u201cWe are excited to spotlight Lisa Moe and the other two Pathfinders Institute educators who are using computer science and STEM to inspire their students.\u201d  \u201cWe believe that If She Can See It, Then She Can Be It,\u201d said Nicole Small, CEO of Lyda Hill Philanthropies and co-founder of the IF\/THEN Initiative. \u201cRepresentation and visibility in the sciences matter to young girls who need teachers and mentors like Lisa to inspire them to become next generation of diverse female STEM pioneers.\u201d  Moe was recently named the 2020 Edwin Carr recipient in Educational Technology through California State University, Fullerton and the 2021 IACUE Blended and Online Educator of the Year. She has presented on growth mindset, student engagement, and social emotional learning through the use of technology for several years at large educational conferences. Her personal philosophy of education is that children want to learn and grow, provided they are given a stimulating environment along with a supportive teacher.<|endoftext|> Mission Unstoppable airs on Saturday mornings as part of \u201cCBS Dream Team,\u201d the network\u2019s Educational\/Informational programming block. It is produced by Hearst Media Group Productions in collaboration with IF\/THEN\u00ae, an initiative of Lyda Hill Philanthropies\u00ae.<|endoftext|> About Infosys Foundation USA  Infosys Foundation USA was established in 2015 with the mission of expanding computer science and maker education to K-12 students and teachers across the United States, with a specific focus on increasing access to underrepresented communities. The Foundation achieves impact through delivering professional development programs for teachers, partnering with leading nonprofits, and delivering innovative media campaigns that inspire everyone to be creators, not just consumers, of technology. For more information, visit infosys.org\/USA.<|endoftext|> About Hearst Media Production Group  Hearst Media Production Group (HMPG), a business unit of Hearst Television, is an independent producer and distributor of original programming for TV stations, broadcast and cable networks and streaming services. HMPG produces hundreds of hours of programming annually across linear, streaming, digital and social media platforms for domestic and international distribution in nearly 100 countries. Its popular shows include \u201cMatter of Fact with Soledad O\u2019Brien,\u201d America\u2019s #1 syndicated political program; the Emmy Award-winning educational\/informational (E\/I) programming blocks airing weekends nationwide including \u201cWeekend Adventure,\u201d on ABC stations; \u201cCBS Dream Team,\u201d on the CBS Network; \u201cThe More You Know,\u201d on the NBC Network; \u201cOne Magnificent Morning,\u201d on The CW Network; \u201cMi Telemundo\u201d on the Telemundo Network and \u201cGo Time!\u201d on independent stations. HMPG also distributes a diverse slate of other programming and content including \u201cLaw&Crime Daily,\u201d \u201cPrime Crime,\u201d \u201cConsumer Reports TV,\u201d and the company\u2019s dedicated FAST channels \u201cXplore\u201d and \u201cThe Jack Hanna Channel,\u201d available on some of the most popular smart TVs and streaming platforms.<|endoftext|> About IF\/THEN  IF\/THEN\u00ae, an extension of Lyda Hill Philanthropies\u2019 commitment to fund game-changing advancements in science and nature, seeks to further advance women in science, technology, engineering and math (STEM) by empowering current innovators and inspiring the next generation of pioneers. Rooted in a firm belief that there is no better time to highlight positive and successful female professional role models, IF\/THEN\u00ae is designed to activate a culture shift among young girls to open their eyes to STEM careers by: (1) funding and elevating women in STEM as role models, (2) convening cross-sector partners in entertainment, fashion, sports, business and academia to illuminate the importance of STEM everywhere, and (3) inspiring girls with better portrayals of women in STEM through media and learning experiences to pique their interest in STEM careers.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. These filings are available at www.sec.gov. Infos"}
{"text":"Continue Infosys Press Release (PR)  \nys 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Named Foundational Partner in Launch of Google Cloud Cortex Framework \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced it has been named a Foundational Partner for the launch of Google Cloud Cortex Framework. As a Foundational Partner, Infosys will help clients accelerate digital transformation and power new business capabilities with its market-leading data, analytics and AI expertise. Infosys will take advantage of Google Cloud Cortex Framework, along with its strong experience in SAP and Google Cloud ecosystems, to deliver better business outcomes. Through this partnership, Infosys will enable its clients to build transformational digital capabilities that are crucial to evolve new business and operating models.<|endoftext|> Google Cloud Cortex Framework allows enterprises to kickstart insights and reduce the time to value with reference architectures, packaged services, deployment templates, and accelerators to guide them from planning to delivery, and getting set up quickly. Infosys brings deep functional and technical experience in supporting SAP customers, along with strong process knowledge across industry domains. Infosys Cobalt, in addition, brings a successful track record in helping businesses transform using Google Cloud. Infosys will be instrumental in helping Google Cloud Cortex Framework customers garner line of business and industry-specific insights. Infosys\u2019 role as a Foundational Partner will help clients reap further benefits from the Framework by enabling them to build their insights-driven digital enterprise.<|endoftext|> Satish HC, Executive Vice President, Co-Head of Delivery, Infosys, said, \u201cInfosys is excited to partner with Google Cloud to drive the adoption of Google Cloud Cortex Framework, unlocking value from SAP and non-SAP data to power new insights and business models across industries. Google Cloud Cortex Framework complements Infosys Cobalt, bringing together our data analytics, AI, SAP and cloud capabilities to solve our clients\u2019 biggest business challenges, accelerate their transformation journey, and maximize return on their digital investments including SAP.\"  Google Cloud Cortex Framework enables enterprises to deploy templatized solutions from Google Cloud and Foundational partners like Infosys. The Framework offers cost-effective solutions to real-world business complexities with Infosys bringing in crucial domain expertise across industries to accelerate solutions. Infosys Cobalt helps enterprises capitalize on the insights value chain, with the Framework\u2019s plug and play dashboard templates presenting deep insights from sales, orders, products and customers. This presents a great alternative to conventional in-house efforts that are often more risky, complex, and cost-intensive. Google Cloud Cortex Framework, along with templatized solutions from Google Cloud and Infosys Cobalt, offers a scalable technology strategy for the future, creating a reusable architecture that can adapt and expand to include emerging new scenarios.<|endoftext|> Abdul Razack, Vice President, Solutions Engineering at Google Cloud, said, \u201cWe are excited to partner with Infosys to leverage their strength and expertise in data and analytics and to be a part of this journey to enrich the business transformation experience for our customers. Together, delivering packaged solutions from Infosys and Google Cloud Cortex, customers can more rapidly deploy and drive value for their organizations.\u201d  Google Cloud Cortex Framework is envisioned to be a \u2018content factory\u2019 that will expand to address new use cases, incorporate best practices, industry scenarios, and build on its cumulative experiences in enterprise environments. Infosys Cobalt, in tandem, brings to enterprises the advantage of over 300 industry cloud blueprints, and a continuously expanding array of industry solutions and assets. Additionally, Google Cloud Cortex Framework offerings will be further strengthened with Infosys\u2019 solid industry expertise and the richness of Infosys Cobalt offerings, providing new improved approaches to solve stubborn business problems, faster.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys BPM to Hire 400 Skilled Workers in Costa Rica by 2022 to Power Regional Business Growth \nAuthor: ['Infosys Limited'] Infosys BPM, the business process management arm of Infosys (NYSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced plans to hire 400 skilled customer services workers in Costa Rica. The new employees will join a workforce of highly skilled talent that operates at the cutting edge of innovation in the digital space and will support the world\u2019s largest organizations in navigating their digital transformation journeys. In line with Infosys\u2019 global mission to develop tomorrow\u2019s workforce through continuous learning and upskilling, Infosys BPM will provide critical training and growth opportunities to new hires to help ensure success in their respective roles. This will also contribute to the long-term digital aspirations of the Costa Rican government and its citizens.<|endoftext|> Infosys BPM in Costa Rica currently has a skilled workforce of more than 300 people across a diverse portfolio of services, including sales and fulfillment, sourcing and procurement, customer services, legal process management, human resource outsourcing, and Robotic Process Automation (RPA). The 400 new employees will be hired at multiple job levels and will be distributed across these service lines, with a primary focus on customer service.<|endoftext|> The company will collaborate with CINDE, the Costa Rica Investment Promotion Agency which is a private, non-political, and nonprofit organization dedicated to driving sustainable productivity and investment with a purpose, to leverage its business ecosystem in the region and recruit top talent for the new roles.<|endoftext|> Anantha Radhakrishnan, CEO & Managing Director, Infosys BPM, said, \u201cInfosys BPM is committed to growing its operations in Costa Rica and helping generate new employment opportunities in the country. Costa Rica, with its proximity to the US, friendly business policies, conducive infrastructure, and quality of talent, presents a stellar opportunity for us to grow our presence in Latin America. Hiring the best of talent builds on our long-standing commitment to developing a highly-skilled workforce in Costa Rica, and further underlines our focus on relentless innovation to deliver consistent business value and an exceptional client experience. This will be another significant step in our continual journey to deliver digital transformation for our clients through digital technology and human-ware, based on the solid foundation of business domain expertise, design thinking, and empathy.\u201d  The President of Costa Rica, Carlos Alvarado, thanked the company for its continued commitment to Costa Rica. It has plans to more than double its workforce and anticipates that it will continue to grow throughout 2022. The President stressed that this growth comes thanks to Costa Ricans\u2019 high level of professional training and promised to \"continue promoting improvements to our human talent, as we have been doing via English training through the National Institute of Apprenticeship and other public-private associations, both inside and outside the Greater Metropolitan Area. Our goal by 2040 is for everyone, in any part of the country and all education system graduates, to be bilingual, thus opening the doors to opportunities and quality employment.\u201d  The announcement is part of Infosys BPM\u2019s strategy to enhance its portfolio of international clients and overall business growth. This is in line with its expansion plans in Costa Rica and the overall focus on enhancing communities in which the company operates.<|endoftext|> The Minister of Foreign Trade, Andr\u00e9s Valenciano, commented, \u201cResults from our policies that support a favorable investment climate have paid off in the growth of companies such as Infosys in Costa Rica. The services sector continues to be a driver of quality employment that generates knowledge opportunities in highly innovative areas, such as digital transformation. The foreign trade sector will continue promoting quality proposals, so that more multinational companies, such as Infosys, continue to grow and foster business with a purpose in our country.\u201d  Jorge Sequeira, Managing Director of CINDE, said, \u201cCosta Rica has long been committed to building its knowledge services sector and establishing technology clusters that excel in an array of areas. That includes engineering support, software development, legacy system support, cloud services, and cybersecurity. Under CINDE\u2019s guiding principles of People, Planet, & Prosperity, we are creating opportunities for global enterprises to improve their ESG operations while adding to their bottom line in a responsible way. We congratulate Infosys BPM for its continuous growth and its commitment to our local talent\u201d.<|endoftext|> To apply for the new positions, please reach out to CR.HR@infosys.com  About CINDE  For almost 40 years, CINDE, a private, non-political, and non-profit organization, has advised and guided over 300 high-tech companies to establish in the country. Becoming the right partner to reach sustainable productivity and drive investment with a purpose.<|endoftext|> CINDE has promoted FDI in strategic sectors such as Smart Manufacturing, Knowledge-Intensive Services, and Health & Wellbeing, to generate employment and greater opportunities for its most valuable asset: its people; with the goal of contributing to the social and economic development of Costa Rica.<|endoftext|> It was ranked as the world\u2019s top institution in attracting Foreign Direct Investment (FDI), by the International Trade Center.<|endoftext|> About Infosys BPM  Infosys BPM Ltd., the business process management (BPM) subsidiary of Infosys Ltd. (NYSE, BSE, NYSE: INFY), was established in April 2002. We offer integrated end-to-end transformative BPM services and have journeyed through the table-stakes of effectiveness and efficiency with an ever-increasing focus on enhancing stakeholder experience and empathy. We enable clients to navigate their digital journey, operating from 35 delivery centers across 14 countries, with over 48,800 people from 120 nationalities.<|endoftext|> Visit www.infosysbpm.com to learn how Infosys BPM can help your enterprise navigate your next.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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:  CINDE: fdominguez@cinde.org  Infosys: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Collaborates with Qualtrics to Help Enterprises Deliver Personalized Experiences \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced its collaboration with Qualtrics, the leader and creator of the Experience Management (XM) category. Infosys has established a Qualtrics center of excellence, to bring solutions on Qualtrics to the market. These solutions are a part of Infosys Cobalt cloud offerings and help clients improve their customer, employee, and supplier experiences.<|endoftext|> While Infosys is creating competencies across all Qualtrics solutions, there is a focused collaborative effort in two key areas. The first is towards improving procurement experience for suppliers and buyers to effectively address issues with global and complex supply chains and the second is towards providing better internal technology experiences for employees.<|endoftext|> Infosys solutions built on Qualtrics\u2019 \u2018EmployeeXM\u2122 for IT\u2019 and \u2018XM for Suppliers\u2019 enable organizations to deliver personalized experiences by capturing and analyzing experience data from the two groups. The solutions built on EmployeeXM for IT helps HR and IT leaders understand how employees feel about their technology experience at work, ranging from IT services to software. This helps organizations improve employee engagement, collaboration, and productivity. To further enhance employee experience, Infosys will pair EmployeeXM for IT with ServiceNow IT Service Management, enabling companies to connect their business operations and service delivery data with employee feedback about their internal IT services.<|endoftext|> Infosys leverages XM for Suppliers to help procurement, finance, and supply chain leaders improve the efficiency of their procurement processes by combining operational data from an organization\u2019s SAP solutions with real-time supplier insights from Qualtrics. This solution helps improve buyers\u2019 productivity, their relationship with suppliers and improve the satisfaction of internal customers of procurement function.<|endoftext|> Dinesh Rao, EVP, and Global Head, Enterprise Application Services, Infosys, said, \u201cCompanies are increasingly focused on making data-driven decisions based on real-time customer and employee insights. We are delighted to engage with Qualtrics, and together help organizations develop and implement experience management solutions and capabilities which improve process effectiveness and deliver better business outcomes.\u201d  Recently, Infosys collaborated with Syngenta, a leading science-based agri-tech company, to implement multiple Qualtrics solutions and its integration with the SAP ERP solution. Guillaume Manchelle, Global Head of Customer Services and Customer Master Data at Syngenta, said, \u201cSyngenta, a leading global provider of seeds and crop protection products, is a client of Infosys, where the Qualtrics XM Platform\u2122 was integrated with the SAP solution to improve the B2B customer experience.\u201d  \u201cExperience management has become key to business success as customers and employees have higher expectations than ever,\u201d said R.J. Filipski, Global Head of Ecosystem, Qualtrics. \u201cQualtrics\u2019 collaboration with Infosys will help organizations around the world deliver great experiences at scale by understanding their customers, employees and suppliers and taking action on their feedback.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Digital Radar 2022 Finds Technology Adoption Alone No Longer the Key to Unlocking Success and Profits \nAuthor: ['Infosys Limited'] Digital adoption alone is no longer enough to meet business objectives and drive profits, according to new research from Infosys Knowledge Institute (IKI), the thought leadership and research arm of Infosys (NSE, BSE, NYSE: INFY). The study reveals that companies must now use digital to differentiate beyond traditional IT metrics, reaffirming the importance of people-focused transformation and ESG in achieving business success. While businesses once faced a \u2018digital ceiling\u2019, unable to reach the most advanced levels of tech adoption, these adoption thresholds have become the minimum standard.<|endoftext|> Infosys Digital Radar 2022 assessed the digital transformation efforts of companies on a Digital Maturity Index and found that companies have progressively adopted technology year-over-year. The report, which surveyed nearly 2,700 digital transformation leaders from the U.S., Europe, Asia and Australia, ranked the most digitally advanced companies as \u2018Visionaries\u2019, followed by \u2018Explorers\u2019 and then \u2018Watchers\u2019. From 2018 to 2020, a meaningful portion of businesses lagged far behind, watching the technology journeys of others before starting their own. This year\u2019s findings, however, show that all respondents have graduated from the \u2018Watchers\u2019 category and are now all either \u2018Visionaries\u2019 or \u2018Explorers\u2019. Infosys has found that each industry has reached an age of digital maturity never seen before. The percentage of companies achieving moderate transformation success, the \u2018Explorer\u2019 tier, rose minimally. However, the \u2018Visionary\u2019 cluster grew from 22% in 2020 to 30% in 2021, the largest year-over-year increase for this cohort in the survey\u2019s history, indicating that companies have broken through the \u2018digital ceiling\u2019 and being a top adopter is no longer an operational or financial differentiator.<|endoftext|> Companies across all industries have rushed to broadly implement technology  Companies are significantly increasing adoption of emerging technologies. More respondents reported implementing artificial intelligence (AI) and blockchain (73% and 71%, respectively) than mature and foundational cloud and legacy modernization (69% and 68%, respectively), suggesting that once emerging technologies (like AI) now show real promise, and enterprises are moving quickly and aggressively to implement them than in earlier times.<|endoftext|> More than 90% of companies indicated they had at least started to adopt the 19 digital initiatives surveyed. Technology adoption in the healthcare industry, for example, increased from 60% to 98% since 2019. The adoption rate for the manufacturing sector increased from 81% to 97%, and the rate for the financial services sector grew from 59% to 94% in the same period.<|endoftext|> As adoption rates soared during the pandemic, the study also indicated a point of diminishing returns for companies with high levels of adoption. Companies with above-average adoption rates, in fact, generated slightly less profit growth than those with lower adoption, while those with average rates generated the most. The study data suggests that mere adoption is not enough, what matters most is the effectiveness with which companies use their technology.<|endoftext|> Previous surveys found adopting Agile, cloud, and other technologies led to better operational and financial benefits, but that was no longer the case in 2021, as more companies approached digital maturity. Further, the survey found companies are more effective when they use digital to positively impact stakeholders, including through environmental and social responsibility and initiatives like career paths for women and minorities, data privacy, and AI ethics.<|endoftext|> Salil Parekh, CEO, Infosys, commented: \u201cEnterprises are at an inflection point post-pandemic. COVID-19\u2019s widespread disruption and the subsequent digital acceleration have permanently altered how the world views technology. While some enterprises have seen this as an opportunity to move beyond the questions of whether and how far to digitize, some still haven\u2019t realized the need to use these digital tools to engage their stakeholders more purposefully and respond to calls to serve people, planet, and community.\u201d  ESG provides direction, clarity \u2014 and profits  When companies have high levels of tech adoption and strong ESG commitment, four out of five times (81%), they also use technology most effectively. ESG and technology effectiveness are connected because ESG informs company culture, shapes mindset, and provides a purpose that guides decision-making up and down the line. Improving ESG leads to higher effectiveness than simply adopting more technology. While adoption is necessary and positive, ESG focus further doubled tech effectiveness, indicating that ESG commitment now drives value in its own right.<|endoftext|> \u201cFocused initiatives in sustainability almost unfailingly reflect in a marked increase in revenue growth, accelerated transformation effectiveness, boosts in profits and shareholder value. ESG measures will increasingly grow to influence and eventually change the metrics that measure transformation success, especially when consistently demonstrated through engagements with stakeholders across the board,\u201d said R \u201cRay\u201d Wang, Principal Analyst & Founder, Constellation Research.<|endoftext|> As the world demands more sustainable business practices, this research signals that companies who capitalize on the link between tech effectiveness and ESG are best placed to succeed in the decade ahead. They are more likely to realize business value and proactively anticipate regulatory requirements and societal pressures.<|endoftext|> Unify ESG with digital transformation  Improving average transformation effectiveness has the potential to unlock $357 billion in incremental profits globally, based on data from the top survey respondents. While digital adoption and ESG orientation individually drive profits, they are more effective together. The research identified four approaches to amplify purpose and increase transformation effectiveness:  Integrate experience into the operating model. Digital Radar 2022 found that people-focused experience goals such as improved customer engagement, building a data-driven culture and increasing employee engagement are distinguishing top performers than tech-driven efficiency.<|endoftext|> Digital Radar 2022 found that people-focused experience goals such as improved customer engagement, building a data-driven culture and increasing employee engagement are distinguishing top performers than tech-driven efficiency. Elevate the human element across the life cycle. Companies can emphasize the human element by utilizing Agile to coordinate small behavioral nudges and include a diverse ecosystem to better manage project delivery. Companies that rapidly implemented Agile, and in more than half (60%) their teams, were more likely to grow faster than peers (64% vs. 54% average).<|endoftext|> Companies can emphasize the human element by utilizing Agile to coordinate small behavioral nudges and include a diverse ecosystem to better manage project delivery. Companies that rapidly implemented Agile, and in more than half (60%) their teams, were more likely to grow faster than peers (64% vs. 54% average). Build diverse, dedicated teams so that tech solutions meet the needs of all. Purpose-driven culture is created through teams that are intellectually diverse and have a shared, dedicated purpose. Digital Radar 2022 concluded companies with greater diversity use technology more effectively.<|endoftext|> Purpose-driven culture is created through teams that are intellectually diverse and have a shared, dedicated purpose. Digital Radar 2022 concluded companies with greater diversity use technology more effectively. Measure initiatives using ESG target. Human-centered approach to solutions and ESG are becoming more quantitative and metrics-driven. Companies today can chase loftier goals practically, armed with technologies to help them set and meet important climate and people goals.<|endoftext|> Jeff Kavanaugh, VP and Global Head at Infosys Knowledge Institute, commented: \u201cThis year\u2019s Digital Radar research revealed a significant shift \u2013 no longer are enterprises sitting, waiting, and watching from the outside as others embrace digital. The most successful businesses are no longer early digital adopters, nor those that invested the most in AI, blockchain, and IoT. Those most successful firms now see value in the relationship between digital technologies and the people they serve. The companies best prepared to enter the post-pandemic era have already realized that technology itself isn\u2019t a differentiator, but a commitment to people and purpose.\u201d  For a full copy of the Infosys Digital Radar 2022, please visit: https:\/\/www.infosys.com\/navigate-your-next\/research\/digital-radar-report.html  Note to Editor:  Methodology  In the latter half of 2021, Infosys used a blind format to conduct an online survey that attracted responses from nearly 2,700 CXO, senior-level, and mid-level respondents from companies with revenues upwards of US$1 Billion. Respondents represented multiple industries and hailed from Australia, China, France, Germany, India, New Zealand, U.K., and the U.S. To gain additional qualitative insights, phone interviews were also conducted with a few practitioners and subject matter experts.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 Infos"}
{"text":"Continue Infosys Press Release (PR)  \nys (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Union Bank of India Offers WhatsApp Banking powered by Infosys Finacle \nAuthor: ['Infosys Limited'] Union Bank of India Offers WhatsApp Banking powered by Infosys Finacle  Infosys Finacle, part of EdgeVerve Systems, a wholly-owned subsidiary of Infosys (NSE, BSE, NYSE: INFY) and Union Bank of India, a leading public sector bank in India, today announced the availability of its banking services on WhatsApp following the successful implementation of Finacle Conversational Banking, Finacle Remote Banker, and Finacle Mobile Teller solutions. The new service from the bank, called Union Virtual Connect (UVConn), will give its retail customers personalized, daily banking services, at their preferred time, place, and in seven languages initially. With Finacle, the bank has also transformed its branch banking experience, by optimizing branch and teller performance, minimizing queues, enabling relationship manager mobility, and improving operational efficiencies.<|endoftext|> Highlights:  Finacle Conversational Banking and Remote Banker ensure an engaging conversational experience throughout a customer\u2019s digital journey with the flexibility of human assistance as required. The capabilities include - text, voice, or video messaging, along with sharing images, documents, and other content  Union Bank\u2019s customers can now safely connect with the bank\u2019s official number, via the end-to-end encrypted WhatsApp messaging interface, from their registered mobile numbers with added levels of authentication  Finacle\u2019s solutions offer comprehensive capabilities to customers for banking on the go, on a device of their choice. These include requests like account balance, mini statements, cheque status, cheque book request, stop cheque payment, locker rent enquiry, and auxiliary services like doorstep banking, UMobile app, account opening (retail loan, saving, and NPS), linking Aadhaar number, ATM\/Branch Search, grievance redressal, nomination registration, and cyber security tips  Union Bank will be able to onboard new customers remotely and instantly, via secure messaging on WhatsApp in a quick, frictionless, and digitized manner  Finacle Remote Banker is agnostic to any messenger interface and can work seamlessly with multiple messenger ecosystems. This enables the bank to extend conversational banking experiences to other popular chat messenger platforms as well  Shri Rajkiran Rai G, Managing Director & CEO, Union Bank of India, said, \u201cIt has always been our endeavor to build lasting relationships with customers by offering simple, fast, and contextual banking solutions and experiences with improved convenience. In line with this vision, we have introduced this service on WhatsApp, one of the most popular instant messaging applications in the world. Our retail customers can execute a host of their banking requirements on their own, without visiting a branch, instantaneously and securely. With Finacle Conversational Banking and Remote Banker we can now tap into the growing prominence of social media in everyday life. We expect this simple and convenient form of banking to add immense convenience to our customers and hope to see its rapid adoption in the months to come.\u201d  Sajit Vijayakumar, Senior Vice President and Chief Operating Officer, Infosys Finacle, said, \u201cUnion Bank of India is adapting to the constantly changing needs of their customers and meeting them with new-age banking experiences. WhatsApp has been one of the most popular messengers, revolutionizing the way people interact, and India has one of the largest WhatsApp user bases in the world. With Finacle Conversational Banking, Finacle Remote Banker, and Finacle Mobile Teller, Union Bank of India continues its journey towards making banking faster, easier, and more engaging, building on its illustrious heritage while reinventing itself for digital-first banking.\u201d  About 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\u2013driven 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Named the Fastest-Growing IT Services Brand in the World; Among Top 25 Fastest-Growing Brands across Sectors Globally \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been recognized as the fastest-growing IT services brand, by Brand Finance, the world\u2019s leading brand valuation firm, in its Global 500 2022 report. The brand valuation records a quantum leap in brand growth for Infosys, marked by 52% increase in its brand value year on year, and over 80% since 2020, positioning it among the top 3 most valuable IT services brands globally.<|endoftext|> \u201cOur clients have rapidly scaled their digital adoption in the last two years and have reposed tremendous trust and confidence in our ability to help them transform,\u201d said Salil Parekh, Chief Executive Officer, Infosys. \u201cOur employees have responded with extraordinary efforts that take advantage of our differentiated digital and cloud capabilities to speed up and scale innovations that help our clients remain competitive in a changing economic and business environment. This has triggered a virtuous cycle that has firmly consolidated Infosys\u2019 brand position as the industry\u2019s preferred digital transformation partner,\u201d he added.<|endoftext|> \u201cInfosys has shown impressive growth this year, making it the fastest-growing IT services brand of 2022, thanks to its commitment to clients and focus on innovation. While the COVID-19 pandemic spurred the necessity of a digital transition across the globe, Infosys stepped up to the challenge, resulting in its monumental 80% leap in brand value over the course of the past two years. Also looking into the future, Infosys is a brand to watch and one that can be expected to see continued brand value growth in the years to come,\u201d said David Haigh, Chairman & CEO, Brand Finance.<|endoftext|> The growth in Infosys\u2019 brand value and brand strength articulated by Brand Finance is the outcome of the company\u2019s concerted efforts to build a deeply client-relevant brand that also serves as a trusted engine of change. The company has continued to invest in new digital brands to realize this aspiration. The rise of Infosys Cobalt as an industry-leading cloud services brand, in just over a year, to help enterprises seamlessly and securely accelerate their journey to the cloud, is a good example of Infosys\u2019 focus on nurturing market-relevant brands. Nurturing a well-differentiated employer brand marked with significant learning opportunities, growth trajectories and purposeful career paths for employees is a great part of Infosys\u2019 focus.<|endoftext|> The company has also made strategic investments in several digital and brand collaborations. This includes Infosys\u2019 Signature Marketing Partnership with the Madison Square Garden \u2013 also making Infosys the Official Digital Innovation Partner of key MSG properties including the New York Knicks, New York Rangers and the Madison Square Garden Arena. In addition, the company continues to nurture its highly successful collaborations with the ATP, Roland Garros and the Australian Open while forging new ones with The Economist, Financial Times and Bloomberg Media.<|endoftext|> Brand Infosys\u2019 growing maturity as a responsible corporate citizen driving a robust Environment, Social and Governance agenda was strongly reinforced with the global launch of its ESG 2030 vision in 2020 along with Infosys turning carbon neutral 30 years ahead of 2050, the timeline set by the Paris Agreement. Another recent example of Infosys\u2019 sustained ESG focus is the accelerated progress of Infosys Springboard \u2013 the company\u2019s flagship global reskilling program democratizing learning, with free digital content, to empower more than 10 million people with digital skills by 2025.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys and Tennis Australia go beyond court with digital inclusion initiative to make tennis more accessible and build future leaders \nAuthor: ['Infosys Limited'] Infosys and Tennis Australia go beyond court with digital inclusion initiative to make tennis more accessible and build future leaders  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced a Corporate Social Responsibility (CSR) collaboration with Tennis Australia to drive new digital learning and accessibility initiatives creating pathways to learning and education for under-represented communities. This program is part of Infosys and Tennis Australia\u2019s Digital Innovation Partnership, which was recently extended until 2026.<|endoftext|> As Infosys continues to enhance digital experiences for tennis fans, players, coaches and the media at AO 2022, beyond the court, the company is embarking on a journey to leverage these capabilities to also have positive community impact. As a partner committed to the sport in the Australia New Zealand (ANZ) region, Infosys has worked with Tennis Australia for initiatives such as the Aces for Bushfire Relief in 2020 and building an AO Virtual Hub in 2021 to enable tournament access digitally in a pandemic-affected year.<|endoftext|> In this 5-year journey, Infosys and Tennis Australia will focus on using technology for good with a vision to enhance accessibility, learnability and inclusivity on and beyond the court. The five-year collaboration starts with enhancing the Tennis Australia Leadership programs, to engage and empower the leaders of tomorrow to help make positive change in their communities.<|endoftext|> Infosys will provide its next-gen digital learning platform, Springboard, to help enhance the leadership programs via:  Power learnability with richer leadership development content: Participants will have access to the full catalogue of online learning modules available through Infosys\u2019 Springboard platform, such as time management, design thinking and leading for success.<|endoftext|> Participants will have access to the full catalogue of online learning modules available through Infosys\u2019 Springboard platform, such as time management, design thinking and leading for success. Digital learning: Infosys Springboard platform will help enable accessible digital learning and collaboration experiences for participants of Tennis Australia\u2019s Leadership programs. Infosys Springboard is WCAG 2.1 compliant and continuously assessed and adapted to improve usability and meet WCAG 2.1 AA digital accessibility standards.<|endoftext|> Infosys Springboard platform will help enable accessible digital learning and collaboration experiences for participants of Tennis Australia\u2019s Leadership programs. Infosys Springboard is WCAG 2.1 compliant and continuously assessed and adapted to improve usability and meet WCAG 2.1 AA digital accessibility standards. Drive inclusivity with mentorship: Infosys employees will have the opportunity to volunteer and mentor participants on key business and leadership skills contributing to the programs\u2019 value, enabling a more diverse pool of local talent with the tools to lead and succeed.<|endoftext|> With these programs, Infosys and Tennis Australia hope to create equitable opportunities and, in the future, positively impact grassroots tennis in the region. By leveraging the Infosys Tennis Platform for tournament experiences and Infosys Springboard for digital inclusion, the partnership will continue to bring the sport closer to people and people closer to equitable outcomes, serving the shared vision of \u201ctennis for everyone\u201d.<|endoftext|> Andrew Groth, Executive Vice President, Infosys and Region Head, Australia and New Zealand said, \u201cWe are incredibly proud to be working in close collaboration with Tennis Australia on a number of new digital accessibility and learning initiatives. When we renewed our Digital Innovation Partnership at the end of last year, we agreed that the next phase in our relationship would be to jointly build programs that have a larger positive impact on our community.\u201d  \u201cOur recent digital accessibility research uncovered that just 3% of Australian organisations are consistently embedding digital accessibility into what they do, with two-thirds either unaware or not understanding WCAG guidelines. This collaboration will play a role in bridging the digital accessibility gap and bring learning pathways to the disadvantaged.\u201d  Korey Allchin, Director of Partnerships and International Business at Tennis Australia  \u201cWe\u2019re excited to see that the extension of our partnership with Infosys will also include programs that enable a more equitable community. We are working together to build more accessible digital experiences for everyone who engages with the Australian Open and our sport. Infosys Springboard will also give our leaders of tomorrow an opportunity to expand their learning through a state of the art digital learning environment.\u201d  Notes to the editor:  Infosys Springboard  Infosys Springboard Australia and New Zealand is designed to enable pathways to education and learning of digital skills for under-represented communities. Its vision is to help create a more equitable community across Australia and New Zealand by enabling inclusive education, digital learning and engagement experiences.<|endoftext|> To learn more, visit: https:\/\/infosysspringboard.ausnz.onwingspan.com\/  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Recognized as Global Top Employer for the Second Consecutive Year; Ranked #1 in India Again \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, has been recognized by Top Employers Institute among the Global Top Employers for the second consecutive year. Infosys was ranked #1 Top Employer in India, in recognition of its best-in-class people practices and consistency in delivering employee experience globally. Infosys is one of 11 companies worldwide to receive this recognition.<|endoftext|> Infosys has been named Top Employer across the following regions and top-ranked in 16 of the 22 countries:  Asia Pacific \u2013 India, Australia, New Zealand, Singapore, Japan, and China  North America \u2013 USA, Canada and Mexico  Middle East \u2013 UAE, Oman and Bahrain  Europe \u2013 U.K, Ireland, France, Belgium, Netherlands, Germany, Switzerland, Sweden, Romania, and Poland  Krish Shankar, Executive Vice President and Group Head of Human Resource Development, Infosys, said, \u201cWe are delighted to be awarded Global Top Employer again this year. This comes at a time when we have strengthened our approach to employee engagement, making it more purposeful and morale-boosting. We continue to significantly invest in digital learning for our workforce creating new avenues for their growth. Infosys\u2019 internal talent marketplace also helps them move continuously upward in the value chain, delivering on our promise of \u2018careers that never stand still\u2019. This recognition by the Top Employers Institute is a testimony to our concerted efforts to make it possible for every Infosys employee to navigate further, sustained by our culture and values.\u201d  The Top Employers Institute program certifies organizations based on their HR Best Practices across 6 HR domains consisting of 20 areas such as People Strategy, Work Environment, Talent Acquisition, Learning, Well-being, Diversity & Inclusion, and more. For the evaluation, Top Employers Institute conducted a detailed assessment of Infosys\u2019 people practices through the HR Best Practices assessment in 22 countries. The Top Employer Certification highlighted Infosys\u2019 focus on supporting their employee\u2019s well-being and experience, especially during the pandemic. It also reflects the Company\u2019s Environment, Social and Governance (ESG) vision and commitment to its workforce.<|endoftext|> David Plink, CEO, Top Employers Institute said, \u201cReflecting on the demanding year that has, like the year before it, impacted organizations across the world, our Global Top Employers have continued to prioritize going above and beyond the norm to maintain their excellent people practices in the workplace. As a global Top Employer, Infosys has proven its unwavering commitment to employees on a global scale, joining a niche group of companies that have achieved a certification through the Top Employers Program. We are excited to celebrate and applaud them for their achievement in 2022.\u201d  About Top Employers Institute  Top Employers Institute is the global authority on recognizing excellence in People Practices. We help accelerate these practices to enrich the world of work. Through the Top Employers Institute Certification Program, participating companies can be validated, certified, and recognized as an employer of choice. Established over 30 years ago, Top Employers Institute has certified over 1857 organizations in 123 countries\/regions. These certified Top Employers positively impact the lives of over 8 million employees globally. Top Employers Institute. For a better world of work.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Positioned as a Leader in IDC MarketScape: Worldwide B2B Commerce Services for Industrial Manufacturing 2021 Vendor Assessment \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in IDC MarketScape: Worldwide B2B Commerce Services for Industrial Manufacturing 2021 Vendor Assessment  Infosys (NSE, BSE, NYSE: INFY) has been positioned as a Leader in IDC MarketScape: Worldwide B2B Commerce Services for Industrial Manufacturing 2021 Vendor Assessment (Doc #EUR148242121, October 2021). The study highlights Infosys\u2019 industry know-how, proven B2B digital commerce expertise, and ability to streamline B2B commerce operations for its clients through the Infosys Digital Store services solution.<|endoftext|> For the study, the IDC MarketScape assessed and analyzed eight IT service providers based on their scope of engagement, deep digital commerce expertise, and ability to deliver projects related to B2B business models. Infosys was recognized for its extensive capabilities in helping industrial manufacturing clients in their B2B transformation initiatives. According to the report, \u201cInfosys has invested significantly over the past several years to bolster its capabilities in helping industrial manufacturing clients in their B2B transformation initiatives. Investments related to its B2B commerce capabilities include acquisitions in digital customer experience (e.g., Blue Acorn iCi) and digital design studios (e.g., WONGDOODY) to deliver human-centric experiences as well as in consulting and implementation capabilities related to Salesforce (e.g., Fluido, Simplus).\u201d  Further, the IDC MarketScape\u2019s evaluation highlights Infosys\u2019 strengths, including the following:  Infosys has a comprehensive set of prebuilt solutions based on strategic partners as well as its own IP dedicated to the needs of the B2B industrial manufacturing domain  A significant share of Infosys' project services business comes from projects with clients in industrial manufacturing, which accordingly plays into domain expertise for this industry  Infosys has strong industry domain know-how in industrial manufacturing and proven project experience related to B2B digital commerce  Stefanie Naujoks, Research Director, Manufacturing Insights Europe, at IDC, \u201cInfosys has strong industry domain know-how in industrial manufacturing and proven project experience related to B2B digital commerce. Client reference interviews in particular revealed that clients appreciate Infosys' flexibility and ability to scale and excellent feedback with regards to client relationship and account management.\u201d  Jasmeet Singh, Executive Vice President and Global Head of Manufacturing, Infosys, said, \u201cThe recognition by the IDC MarketScape exemplifies our continued investments in transforming B2B and B2B2C commerce operations for our industrial manufacturing clients. We will leverage our digital commerce and digital experience expertise along with partner solutions to effectively address the commerce requirements of industrial manufacturers. Our capability to bring together consulting, technology and business process management provides our industrial manufacturing clients with an accountable and dependable commerce transformation partner.\u201d  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\u2019s 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 more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Financial information for the Third Quarter ended December 31, 2021 \nAuthor: ['Infosys Limited'] Results for the Third Quarter ended December 31, 2021  Infosys announces results for the third quarter ended December 31, 2021 on Wednesday, January 12, 2022.<|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 12, 2022 5:00 p.m. (IST)  Archived Webcast of Press Conference | Transcript  Webcast of conference call  January 12, 2022 6:30 p.m. (IST)  Archived Earnings conference call - Audio | Transcript  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Positioned as a Leader in Everest Group Microsoft Dynamics 365 Services PEAK Matrix\u00ae Assessment 2021 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in Everest Group Microsoft Dynamics 365 Services PEAK Matrix\u00ae Assessment 2021  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in Everest Group Microsoft Dynamics 365 Services PEAK Matrix\u00ae Assessment 2021. Infosys was recognized for scoring high in assessment of market impact, vision and capability. The report highlighted Infosys for its ability to successfully execute large-scale, multi-continent, end-to-end Dynamics 365 services leveraging Infosys Cobalt suite of services, solutions and platforms, underpinned by its strong global delivery network.<|endoftext|> For the report, Everest Group evaluated 18 leading service providers with Microsoft Dynamics 365 services in the scope of work and basis their market adoption, portfolio mix, value delivered, vision and strategy, innovations and investments, and delivery footprint. The assessment is based on Everest Group's annual RFI process for the calendar year 2020, interactions with leading service providers, client reference checks, and ongoing analysis of the Microsoft Dynamics 365 services market.<|endoftext|> The assessment highlights Infosys\u2019 strengths in the following areas:  Talent pool for its extensive experience in Microsoft Dynamics 365, technical expertise along with its organizational change management capabilities  Strong domain expertise specifically in industries such as banking, electronics and technology, and energy and utilities to aid clients in their journey  Clients appreciate Infosys for its overall talent management strategy, its account management capabilities and acknowledge leveraging Infosys for future requirements  Advisory services - in guiding clients for creating transformational roadmap and shaping the business case along with their implementation capabilities expertise across Microsoft portfolio  Satish HC, Executive Vice President, Co-Head of Delivery, Infosys, said, \u201cOur excellent performance in the Everest Group\u2019s PEAK Matrix\u00ae showcases our deep domain knowledge and differentiated offerings backed by our Cobalt suite of services and significant investments in the space. As an accredited Microsoft partner, Infosys will continue to offer large-scale, multi-continent, end-to-end Dynamics 365 services and time-to-market advantages while transforming user experience in a simplified and intuitive manner. I strongly believe that our endeavor in accelerating customers\u2019 transformation journeys underscored by a wide scope of data and analytics services, and a global delivery footprint has contributed towards this position. With Infosys Cobalt in our arsenal, we will continue to maximize the business value for our clients through extensive IT and cloud-native service capabilities.\u201d  \u201cEnterprises\u2019 strong focus on digital transformation has led to the rapid adoption of cloud-based enterprise platforms. The adoption of Dynamics 365 is driven by quicker time-to-market, better affordability, and close integration with the Microsoft stack,\u201d said Yugal Joshi, Partner, Everest Group. \"Infosys has invested in building verticalized solutions and a framework for Dynamics 365, such as Smart Retail, Modern CX for banking, and Housing management to deliver industry-specific solutions. It has established a good ecosystem with partners such as SK Global and To-Increase to enhance its delivery capabilities. Clients recognize Infosys\u2019 experience in Dynamics 365, talent management strategy, and organization change management capabilities. Taken together, these capabilities have helped position Infosys as a Leader on Everest Group\u2019s Microsoft Dynamics 365 Services PEAK Matrix\u00ae Assessment 2021.\u201d  Complimentary custom copies of Microsoft Dynamics 365 Services PEAK Matrix\u00ae Assessment 2021 reports can be accessed here.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Positioned as a Leader in the IDC MarketScape: Worldwide Managed Multicloud Services 2021 Vendor Assessment \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the IDC MarketScape: Worldwide Managed Multicloud Services 2021 Vendor Assessment  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in the IDC MarketScape: Worldwide Managed Multicloud Services 2021 Vendor Assessment (Doc #US45977020, October 2021). The report highlights Infosys\u2019 comprehensive approach to delivering managed cloud services, as part of Infosys Cobalt, its ability to efficiently operate cloud workloads, and offer seamless cloud-powered enterprise transformation for clients.<|endoftext|> For the report, IDC MarketScape evaluated 14 managed multicloud service providers based on their service coverage and lifecycles, portfolio, revenue, and partner network. As a leader, Infosys was recognized for its technology and domain expertise, broad repository of assets, tools, solutions, platforms and accelerators that are integral to Infosys Cobalt. The report also highlighted Cobalt Community, which includes Infosys employees, customers, cloud partners, and start-ups, an expanding ecosystem of technology and innovation hubs that give Infosys the ability to deliver faster time to market for its global clients. IDC MarketScape further recognized the role of Infosys\u2019 Cloud Managed Services in enhancing resilience and agility of its clients\u2019 IT ecosystem on the cloud.<|endoftext|> The assessment highlighted Infosys\u2019 strengths in the following areas:  Infosys showcased strength in migration and modernization of applications to the cloud using managed multicloud services.<|endoftext|> Infosys also exceeded market averages in using managed multicloud services for blockchain on public clouds (spanning IaaS, PaaS, and\/or SaaS) as well as for its total number of centers of excellence (COEs)\/labs (physical locations) to support these services.<|endoftext|> From a business perspective, Infosys exceeded market standards in the share of worldwide managed multicloud services business generated from applications (e.g., ERP, SCM, CRM) and applications development\/deployment using multicloud environments along with the share of managed multicloud services business generated from its own sales resources.<|endoftext|> Finally, Infosys exceeded the industry standard for its client retention rate and was highly rated by customers for cost savings' effectiveness.<|endoftext|> \"With the breadth of its managed multicloud services resources, Infosys is positioned to help clients with their cloud strategies as well as ensure that enterprises can meet the demands of a hyperdynamic market and increasing need to ensure business resilience,\u201d said David Tapper, Program Vice President, Outsourcing and Managed Cloud Services, IDC. \"In supporting enterprises with their multicloud requirements, clients indicate that Infosys can meet SLAs, deliver cost-effective solutions, enable access to full array of public cloud providers, and provide business and technology expertise.\"  Narsimha Rao Mannepalli, Executive Vice-President, Head of Cloud & Infrastructure Solutions, Infosys, said, \"We are delighted to be recognized as a Leader in the IDC MarketScape 2021 for Worldwide Managed Multicloud Services. This is an acknowledgement of our strong capability in this space, and our focus on a customer-centric approach. Leveraging our Cobalt portfolio, deep contextual knowledge, rich partner ecosystem and industry expertise across verticals, we will continue to support our clients grow their business with speed, scale, and agility.\u201d  To read this report, please visit: https:\/\/www.infosys.com\/services\/cloud-cobalt\/analyst-reports\/leader-worldwide-managed-multicloud-services2021.html  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\u2019s 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 more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Equinox Collaborates with Packable to Help Amplify its Direct to Consumer e-Commerce Offerings for its Brand Partners \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today announced its collaboration with Packable, a leading e-commerce company with a proprietary tech-enabled offering, sitting at the intersection of brands, marketplaces and customers. Packable recently announced merger with Highland Transcend Partners, setting it on the path to becoming a public company. Through the collaboration with Packable, Infosys will integrate its flagship human-centric digital commerce platform, Infosys Equinox, with Packable IQ (Packable\u2019s proprietary e-commerce platform). The strategic collaboration will strengthen Packable\u2019s ability to offer its brand partners an engaging, innovative, and agile Direct to Consumer platform (D2C): \u201cD2C-in-a-box.\u201d  The proliferation of e-commerce and digital channels means it is increasingly critical for brands to develop and execute innovative D2C strategies to help them win e-commerce shoppers through unique, personalized and innovative customer engagement. Packable \u2013 equipped with Infosys\u2019s Equinox\u2019s microservices based, API first, and cloud native design \u2013 will be better placed to add greater value to its brand partners via the new D2C-in-a-box offering. Infosys Equinox combined with Packable IQ\u2019s intelligent pricing, consumer transaction data, smart inventory management and extensive fulfillment capabilities will create a highly competitive D2C platform to run and manage a brand\u2019s e-commerce website and operations. It will also enable brands to create curated D2C journeys ready to be launched in a matter of weeks.<|endoftext|> The Infosys Equinox-powered cloud-native D2C platform will bring together the best of Packable and Infosys for brands: Packable IQ along with Infosys Equinox\u2019s end-to-end commerce-as-a-service for enterprises, to drive results throughout the purchase lifecycle. The solution will create a repository of complementary and collectively exhaustive services that can be easily integrated with existing core systems or new platforms to deliver headless commerce capabilities coupled with real time analytics and insights on-demand. It will also provide brands with digital advances including conversational commerce, augmented reality, voice and social commerce, enabling them to engage with consumers through rich and hyper-personalized experiences.<|endoftext|> Karmesh Vaswani, Executive Vice President & Global Head Consumer, Retail & Logistics, Infosys, said, \u201cOur clients are seeking predictive and customized playbooks to win in e-commerce marketplaces. Powerful stories made to stick digitally, smart analytics and algorithms, rich personalized experiences and staying a step ahead of the consumer are key. They also need platform capability to overcome the inertia of mainstream enterprise technology stacks. We are delighted that the Packable-Infosys Equinox strategic collaboration will enable brands with autonomous capabilities to place the right offerings before the right consumer, at the right moment, and at the right price.\u201d  Andrew Vagenas, Chief Executive Officer, Packable, said, \u201cWe\u2019re thrilled to partner with Infosys. This exciting partnership marks another milestone in the execution of Packable\u2019s strategy of augmenting our D2C platform ecosystem to accelerate brand partners\u2019 revenues and profitability across e-commerce channels. As we continue our journey to becoming a public company, we\u2019re diligently looking for partnerships to help bring the highest-quality services to customers, and this agreement with Infosys Equinox allows us to do just that.\u201d  Ash Mehra, Chief Information Officer, Packable, said, \u201cAt Packable, we are actively deepening our relationships with brand partners of all stripes, from household name consumer product's companies to Digitally Native Brands. This partnership with Infosys Equinox will enable us to provide even more value additive services to our brand partners, continuing to set them up for success in the age of e-commerce.\u201d  About Packable  Packable is a leading E-commerce company with a proprietary technology platform that empowers brands throughout the transaction lifecycle, by providing them with tech-enabled inventory planning and data analytics, marketing, marketplace management, logistics and distribution, customer experience and support. Founded in 2010, Packable has approximately 1000 employees, including a premier team of E-commerce experts, connecting consumers to their favorite brands on online marketplaces such as Amazon, Walmart, Google, eBay, Target, Kroger and Facebook, becoming one of the largest marketplace sellers in North America. By combining the end-to-end commerce lifecycle in one platform, Packable acts as a comprehensive service provider and empowers its brand partners to avoid disparate and inefficient points of sale. Additionally, since Packable helps facilitate the vast E-commerce lifecycle, it gains access to rich customer transaction data, providing it with differentiated data insights that it uses to optimize its platform and benefit its brand partners.<|endoftext|> To learn more about Packable, which announced on September 9, 2021 that it plans to become a public company through a merger with Highland Transcend Partners (NYSE: HTPA), a special purpose acquisition company (SPAC), please visit: packable.com. Upon completion of the transaction, Packable expects to be listed on the NASDAQ.<|endoftext|> About Infosys Equinox  Infosys Equinox is the flagship human-centric digital commerce platform of Infosys. The platform helps brands provide omnichannel and memorable shopping experiences to their customers. With a future-ready architecture and integrated commerce ecosystem, Infosys Equinox provides an end-to-end commerce platform covering all facets of an enterprise\u2019s e-commerce needs.<|endoftext|> Visit https:\/\/www.infosysequinox.com\/ to see how Infosys Equinox can help your enterprise deliver hyper-segmented, personalized omnichannel commerce experiences for B2B and B2C buyers.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 https:\/\/www.infosys.com\/about.htm to see how Infosys (NSE, BSE, 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, 2021. 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:  Packable: Packable-SVC@sardverb.com  Infosys: PR_Global@Infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys positioned as a Leader in Gartner\u00ae Magic QuadrantTM for IT Services for Communications Service Providers 2021, Worldwide \nAuthor: ['Infosys Limited'] Infosys positioned as a Leader in Gartner\u00ae Magic Quadrant\u2122 for IT Services for Communications Service Providers 2021, Worldwide  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, has been positioned as a Leader in Gartner Magic Quadrant for IT Services for Communications Service Providers 2021, Worldwide. Infosys has been recognized for its ability to execute and completeness of vision in this space.<|endoftext|> Infosys with its deep domain expertise and experience leverages the Infosys Innovation Network (IIN), Living Labs, integrated platforms\/solutions\/products and its global alliances and partner ecosystem to help Communications Service Providers (CSPs) in their journey towards digital transformation. Infosys is helping CSPs stay relevant and resilient in these unprecedented times by using its key solutions like Applied AI and Infosys Cobalt, a set of services, solutions and platforms for enterprises to accelerate their cloud journey.<|endoftext|> Anand Swaminathan, Executive Vice President & Global Industry Leader - Communications, Media and Technology at Infosys said, \u201cEnterprises Globally are digitizing their applications with strong focus on business resiliency as well. We believe that our placement as a Leader in Gartner Magic Quadrant report is a testament to the relentless focus we have on our clients\u2019 journey to becoming more competitive and disruptive. Such recognitions strengthen our position and reaffirm our commitment to deliver the best in class IT cloud services to CSPs globally. With the advent of newer areas like Open Networks, and fast developing maturity in AI and 5G, we are excited about what the future holds for us as we work even closer with our clients and ecosystem of partners.\u201d  Disclaimer: Gartner, Magic Quadrant for IT Services for Communications Service Providers, Worldwide, Jouni Forsman, Amresh Nandan, 15 September 2021.<|endoftext|> Gartner does not endorse any vendor, product or service depicted in its research publications and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner\u2019s Research & Advisory organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.<|endoftext|> Gartner and Magic Quadrant are registered trademark and service mark of Gartner, Inc. and\/or its affiliates in the U.S. and internationally and are used herein with permission. All rights reserved.<|endoftext|> About Infosys Ltd.<|endoftext|> Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Finacle and Efma Report finds Pandemic Has Accelerated Retail Banking Innovation \nAuthor: ['Infosys Limited'] Infosys Finacle, part of EdgeVerve Systems, a wholly-owned subsidiary of Infosys (NSE, BSE, NYSE: INFY), and the European Financial Management & Marketing Association (Efma) today unveiled the 13th edition of the annual \u2018Innovation in Retail Banking\u2019 report, authored by Jim Marous, publisher of the Digital Banking Report and co-publisher of The Financial Brand. Senior executives from over 1,165 banks and financial services companies from across the world participated in the study.<|endoftext|> The key inferences in the report state that 14 percent of the respondents - up from 7 percent last year - said their organization\u2019s digital transformation had scaled, and delivering as expected. 64 percent of the respondents believe that pandemic has made them substantially more successful at innovation. Overall, more than half the respondents continue to rate their organizations\u2019 digital transformation efforts as insufficient, similar to last year\u2019s report. 57 percent of respondents stated that their digital deployment were partial or that digital investments were not delivering as expected.<|endoftext|> One of the areas that witnessed significantly accelerated innovation during the pandemic was digital delivery \u2013 from onboarding to service, and to engagement. Lockdowns and social distancing meant that banks had to expand the remote service of customers in an unprecedented manner. 44 percent of respondents said they had increased investment in digital delivery by more than 10 percent. Respondents expected enhanced investments in customer experience (78 percent) and channels (72 percent), which are key components of digital delivery, in 2021 and beyond as well.<|endoftext|> Read the full report here.<|endoftext|> Other highlights of the report include:  Digital delivery (84 percent), Payments and cards (70 percent), and Lending services (63 percent) were major areas where investment in innovation had increased, in many cases over 10 percent  Data and advanced analytics (86 percent), Open APIs (65 percent), cloud computing (58 percent) were seen as the most important technologies having the biggest impact on banking over the next 12 months, with cloud computing (58 percent) being seen as an area of great importance in the future  Respondents have cited that big tech firms have significant advantages over traditional financial institutions in data and analytic capabilities (69 percent) and skills and talent of teams (51 percent)  Respondents believe that non-traditional competition will lead innovation across several areas: Fintech startups will lead innovation in digital delivery (36 percent) and lending services (31 percent), leading consumer technology companies such as Apple, Google will lead innovation in Payments and cards (30 percent), and challenger banks will lead innovation in checking\/current accounts (37 percent)  Sanat Rao, Chief Business Officer & Global Head, Infosys Finacle, said, \u201cAt a time when the banking industry was already struggling to drive profitable growth, the pandemic tested their resilience and agility to the core. The pandemic challenges accelerated digital transformation agendas at banks across the word, and consequently, banking innovation as well. Not surprisingly, digital delivery saw some of the highest action, and this trend is expected to continue in 2022 as well. Also significant in the findings was a higher acceptance among bankers of the dramatic changes that are disrupting their business, as well as the need for sustained, holistic business model innovation to stay relevant.\u201d  John Berry, CEO at Efma, said, \u201cThis year has yet again proved that the financial services industry continues its evolution towards digital banking transformation. Even the most innovative players are now facing strong competition from big tech companies and of course fintechs. It is essential that they must continuously innovate in order to stand out from the competition. Customer engagement is still centerstage for future success.\u201d  Jim Marous, Owner and CEO of the Digital Banking Report, said, \u201cThis year\u2019s Innovation in Retail Banking report shares the digital transformation progress of financial institutions in the 18 months since the pandemic disrupted banking. Moving beyond pandemic-driven crisis management, financial institutions of all sizes have made significant strides in reimagining the purpose and structure of innovation within banking and are integrating data, analytics, modern technology, and process automation to provide improved customer experiences. The research results shared in this year\u2019s Innovation in Retail Banking report provide a guide for strategic planning and investment prioritization for banks and credit unions globally.\u201d  About Efma  A non-profit organization created in 1971 by leading banks and insurance companies, Efma is celebrating this year its 50th anniversary. Created by a handful of institutions and counting now a network of 120 financial groups in 133 countries all around the world, Efma is showcasing its resilience in the face of adversity and its essential role in supporting its members to thrive. Our purpose is to support our members and create a strong community based on expertise and skills. Our mission is to provide community intelligence to optimize, innovate and transform by recognizing our members\u2019 best practices and connecting them.<|endoftext|> Headquartered in Paris. Offices in London, Brussels, Andorra, Milan, Stockholm, Bratislava, Warsaw, Moscow, Istanbul, Beirut, Dubai, Tokyo, Singapore, Sydney and Montreal.<|endoftext|> Learn more at www.efma.com  About 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\u2013driven 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.<|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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys BPM to Create 250 Jobs in Ireland, With a New State-of-the-Art Delivery Center in Waterford \nAuthor: ['Infosys Limited'] Infosys BPM to Create 250 Jobs in Ireland, With a New State-of-the-Art Delivery Center in Waterford  Infosys BPM, the business process management arm of Infosys (NYSE: INFY), today announced that it is expanding its presence in Ireland, creating 250 jobs locally with the development of a new delivery center in Waterford.<|endoftext|> Infosys BPM started its Ireland operations in Dublin in 2014, delivering exceptional service offerings across telecommunications, manufacturing, social media, healthcare, edtech, and fintech sectors. The company has since then, further expanded in Ireland through its offices in Waterford, Wexford, Clonmel, and Craigavon.<|endoftext|> The new center in Waterford will provide voice support, customer service and technical support operations for large global enterprises. The new roles will cover several functions across various job levels, spanning a multitude of skills from customer and technical support roles to subject-matter-experts in the areas of finance, HR, planning, and capacity management.<|endoftext|> The employees will be working at the cutting edge of innovation in the digital space, consistently providing anytime-anywhere experiences to empower some of the world\u2019s largest organizations in navigating their digital transformation journeys. In line with the company\u2019s mission to develop the workforce through continuous learning, Infosys will provide critical training and growth opportunities to nurture the next generation of digital talent.<|endoftext|> The 250 new roles in Ireland will build on Infosys\u2019 recently announced 1,000 jobs in the UK, reinforcing the company\u2019s commitment to supporting post-pandemic economic growth in the region.<|endoftext|> Leo Varadkar TD, T\u00e1naiste and Minister for Enterprise, Trade and Employment, Ireland, said: \u201cCongratulations to the entire Infosys BPM team, on this impressive expansion which will result in the creation of 250 new jobs in Waterford. This is a great boost for the South East and demonstrates the attractiveness of Ireland as a location for investment from leading companies from around the world. The best of luck to the team, I trust you will be very happy in Waterford.\u201d  Anantha Radhakrishnan, MD & CEO, Infosys BPM, said, \u201cThe launch of the new center is a testament to our continued focus on the workplace of the future, grounded in building a robust talent pool with strong digital skills. This investment in Ireland builds on our long-standing commitment to developing a highly skilled workforce in Ireland and our focus on achieving breakthrough innovation for our clients in a collaborative environment. Hiring the best of talent will not only offer a significant boost to the regional economy, but also substantially enhance growth opportunities for us. This will further enable us to deliver amplified business value for our clients with agility and a superior stakeholder experience.\u201d  Martin Shanahan, CEO, IDA Ireland, said, \u201cAs one of the largest employers in the South East, this announcement by Infosys BPM for 250 new roles at its new delivery centre in Waterford is very welcome. Infosys\u2019 continued investment in their site in Waterford, as well as their other sites in Wexford and Clonmel, represents a strong endorsement of the talent available in the South East region - particularly in the IT sector. It should serve also as an example for other large international IT companies looking to expand into Europe that Ireland remains a premier location for doing so. I wish Infosys BPM the utmost success with their future operations.\u201d  About Infosys BPM  Infosys BPM Ltd., the business process management (BPM) subsidiary of Infosys Ltd. (NYSE: INFY), was established in April 2002. We offer integrated end-to-end transformative BPM services, and have journeyed through the table-stakes of effectiveness and efficiency with an ever-increasing focus on enhancing stakeholder experience and empathy. We enable clients to navigate their digital journey, operating from 35 delivery centers across 14 countries, with over 48,800 people from 120 nationalities.<|endoftext|> Visit www.infosysbpm.com to learn how Infosys BPM can help your enterprise navigate your next. For more information contact bpm.pr@infosys.com  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Cobalt and MIT Technology Review Insights Launch \u2018The Cloud Hub\u2019 \u2013 A One-Stop Destination to Help Enterprises Navigate from Cloud Chaos to Clarity \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, and MIT Technology Review, a world-renowned technology media brand and its custom publishing division Insights, today announced the launch of \u2018The Cloud Hub\u2019, a forum offering insights and learning from successful cloud transformations to help global enterprises accelerate their cloud journey. This collaboration will bring together success stories, expertise and experience from a number of leading global brands to demonstrate how value and competitive advantage can be created by adopting cloud technologies.<|endoftext|> The Cloud Hub aims to create a community of experts from the industry, including practitioners, providers and influencers, to debate key challenges and opportunities surrounding the biggest technology disruption that the world is witnessing. As per the Infosys\u2019 2021 Cloud Radar Report, enterprises surveyed can add up to $414 billion in net new profits, annually, through effective cloud adoption. Yet, many companies are still on the journey to maximize cloud adoption to gain a competitive edge. The Cloud Hub will bring featured voices, including exclusive access to the Infosys Cobalt community of experts, to share success stories, strategies, and insights from leading cloud adopters on a variety of topics including hybrid cloud, data, AI, cloud apps, and security.<|endoftext|> Elizabeth Bramson-Boudreau, CEO and publisher, MIT Technology Review, said, \u201cOur custom content division, MIT Technology Review Insights, generates original research that helps executives make informed decisions about their companies\u2019 tech strategies and investments. We\u2019re excited to co-create The Cloud Hub in partnership with Infosys as we believe companies can benefit immensely from expert guidance as they find their way through the stunningly complex landscape of cloud and digital transformation.\u201d  Ravi Kumar, President, Infosys, said, \u201cWhile cloud-first companies forge ahead, several other enterprises struggle to capitalize on the full potential of the cloud. Infosys is actively seeking to remedy this with solutions powered by Infosys Cobalt. Creating The Cloud Hub in collaboration with MIT Technology Review Insights, is an Infosys Cobalt initiative adding muscle to the efforts we are already making to help our clients rejuvenate operations, drive innovation, and take pioneering strides towards realizing value in the cloud.\u201d  Click here to watch a conversation between Elizabeth Bramson-Boudreau and Ravi Kumar.<|endoftext|> You can learn more about the Cloud Hub here.<|endoftext|> About MIT Technology Review  Founded at the Massachusetts Institute of Technology in 1899 MIT Technology Review is a world-renowned independent media company whose insight, analysis, interviews, and live events explain the newest technologies and their commercial social and political impacts. MIT Technology Review derives its authority from its relationship to the world's foremost technology institution and from its editors' deep technical knowledge capacity to see technologies in their broadest context and unequaled access to leading innovators and researchers. Insights, MIT Technology Review's custom publishing division, conducts research worldwide and publishes a wide variety of content, including articles, reports, infographics, videos, and podcasts.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Economist Impact launches The Sustainability Project with Infosys as Digital Innovation Partner \nAuthor: ['Infosys Limited'] Economist Impact launches The Sustainability Project with Infosys as Digital Innovation Partner  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, is the digital innovation partner for Economist Impact\u2019s The Sustainability Project. The initiative is the first from Economist Impact, a new business within The Economist Group designed to catalyze growth and create change through a combination of policy research and insights, creative innovation and influence by working with leading organisations, NGOs, governments and foundations. Today marks the launch of The Sustainability Project which will deliver new content and community tools designed to accelerate sustainability solutions and drive world-changing impact: economistimpact.com\/sustainability.<|endoftext|> Economist Impact\u2019s The Sustainability Project will actively engage a multi-disciplinary mix of stakeholders through market-leading policy research and insights, original content, events and interactive tools. To allow for an in-depth discussion around the most pressing issues, The Sustainability Project is designed to focus on five areas: Net Zero & Energy, Resilience & Adaptation, Circular Economies, Ecosystems & Resources and Social Sustainability.<|endoftext|> Economist Impact and Infosys will continue to build upon the dynamic framework for The Sustainability Project including new interactive tools and community features that will enable convening and collaboration. This will include the development of a suite of participant services that will allow users to connect on solution-based discussions.<|endoftext|> Claudia Malley, President\/Managing Director partnerships, Economist Impact, said \u201cWe are working through a critical time in our world which is why we are investing in this new content and community platform. We are thrilled to work with Infosys on this important initiative to amplify the sustainability work from Economist Impact. We believe we can put the global spotlight on the most important issues around sustainability and elevate critical policy research, insights and partner work, not only to inform the discourse, but to convene the right community of leaders necessary for creating a sustainable future.\u201d  Ashiss Kumar Dash, EVP and Segment Head - services, utilities, resources, energy at Infosys, emphasized \u201cAs the digital innovation partner of The Sustainability Project, Infosys will bring its digital services and capabilities to create an innovative experience that will contextualize the important issues and facilitate solutions-based thinking in order to set the agenda for global sustainability transformation. In a rapidly transforming world, such a dynamic project will bring stakeholders in the sustainability journey closer to the positive change our environment desperately needs\u201d.<|endoftext|> Read more about the partnership HERE.<|endoftext|> About Economist Impact  Economist Impact combines the rigour of a think-tank with the creativity of a media brand to engage a globally influential audience. We believe that evidence-based insights can open debate, broaden perspectives and catalyse progress. The services offered by Economist Impact previously existed within The Economist Group as separate entities, including EIU Thought Leadership, EIU Public Policy, Economist Events, El Studios and SignalNoise.<|endoftext|> Our track record spans 75 years across 205 countries. Along with creative storytelling, events expertise, design-thinking solutions and market-leading media products, we produce framework design, benchmarking, economic and social impact analysis, forecasting and scenario modelling, making Economist Impact's offering unique in the marketplace. Visit www.economistimpact.com for more information.<|endoftext|> About Infosys Ltd.<|endoftext|> Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Cobalt and MIT Technology Review Insights Launch \u2018The Cloud Hub\u2019 \u2013 A One-Stop Destination to Help Enterprises Navigate from Cloud Chaos to Clarity \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, and MIT Technology Review, a world-renowned technology media brand and its custom publishing division Insights, today announced the launch of \u2018The Cloud Hub\u2019, a forum offering insights and learning from successful cloud transformations to help global enterprises accelerate their cloud journey. This collaboration will bring together success stories, expertise and experience from a number of leading global brands to demonstrate how value and competitive advantage can be created by adopting cloud technologies.<|endoftext|> The Cloud Hub aims to create a community of experts from the industry, including practitioners, providers and influencers, to debate key challenges and opportunities surrounding the biggest technology disruption that the world is witnessing. As per the Infosys\u2019 2021 Cloud Radar Report, enterprises surveyed can add up to $414 billion in net new profits, annually, through effective cloud adoption. Yet, many companies are still on the journey to maximize cloud adoption to gain a competitive edge. The Cloud Hub will bring featured voices, including exclusive access to the Infosys Cobalt community of experts, to share success stories, strategies, and insights from leading cloud adopters on a variety of topics including hybrid cloud, data, AI, cloud apps, and security.<|endoftext|> Elizabeth Bramson-Boudreau, CEO and publisher, MIT Technology Review, said, \u201cOur custom content division, MIT Technology Review Insights, generates original research that helps executives make informed decisions about their companies\u2019 tech strategies and investments. We\u2019re excited to co-create The Cloud Hub in partnership with Infosys as we believe companies can benefit immensely from expert guidance as they find their way through the stunningly complex landscape of cloud and digital transformation.\u201d  Ravi Kumar, President, Infosys, said, \u201cWhile cloud-first companies forge ahead, several other enterprises struggle to capitalize on the full potential of the cloud. Infosys is actively seeking to remedy this with solutions powered by Infosys Cobalt. Creating The Cloud Hub in collaboration with MIT Technology Review Insights, is an Infosys Cobalt initiative adding muscle to the efforts we are already making to help our clients rejuvenate operations, drive innovation, and take pioneering strides towards realizing value in the cloud.\u201d  Click here to watch a conversation between Elizabeth Bramson-Boudreau and Ravi Kumar.<|endoftext|> You can learn more about the Cloud Hub here.<|endoftext|> About MIT Technology Review  Founded at the Massachusetts Institute of Technology in 1899 MIT Technology Review is a world-renowned independent media company whose insight, analysis, interviews, and live events explain the newest technologies and their commercial social and political impacts. MIT Technology Review derives its authority from its relationship to the world's foremost technology institution and from its editors' deep technical knowledge capacity to see technologies in their broadest context and unequaled access to leading innovators and researchers. Insights, MIT Technology Review's custom publishing division, conducts research worldwide and publishes a wide variety of content, including articles, reports, infographics, videos, and podcasts.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Winners of the Infosys Finacle Banking Innovation Awards 2021 Announced \nAuthor: ['Infosys Limited'] Winners of the Infosys Finacle Banking Innovation Awards 2021 Announced  Infosys Finacle, part of EdgeVerve Systems, a wholly-owned subsidiary of Infosys (NSE, BSE, NYSE: INFY), today announced the winners of the annual Infosys Finacle Innovation Awards 2021. Close to 270 nominations were received from 50 banks globally, across ten award categories. An expert jury comprising global banking and technology leaders evaluated the nominations based on Innovation Quotient, Benefit Quotient and Complexity Quotient, to decide the winners. In its seventh edition, the award program recognized financial institutions across the world, for breakthrough innovations and novel approaches that create new value for their stakeholders.<|endoftext|> Infosys Finacle Innovation Awards 2021 recognized initiatives that impacted the banking business across ten award categories - Product Innovation, Channel Innovation, Customer Journey Reimagination, Corporate Banking Digitization, Ecosystem-led Innovation, Process Innovation, Transformation Excellence, Modern Technologies-led Innovation, Business Model Innovation, and COVID Response Innovation. Given the backdrop of the global pandemic, the categories of Business Model and COVID Response Innovation, were newly introduced this year, reflecting the emergent operational and innovation demand on banks.<|endoftext|> For the full list of award winning banks, innovations and their reactions, please click here.<|endoftext|> Commenting on the innovations nominated for the awards program, Sanat Rao, Chief Business Officer and Global Head, Infosys Finacle, said, \u201cWe are living in times of unprecedented change. An era that demands relentless customer-centric innovation to stay competitive and relevant. The Covid-19 pandemic has further pushed the situation into overdrive, forcing banks to embrace innovative business models, drive customer-centric value streams, and scale organizational capabilities for the digital era. The nominees and winners in the Infosys Finacle Innovation Awards 2021 clearly display efforts in this direction, creating some of the most impactful technology-led banking innovations around the world. The scale and variety of nominations this year indicate the sustained investment and focus on innovation by banks worldwide. My heartiest congratulations to all the recognized banks, and I wish them continued success in 2021 and beyond.\u201d  John Carroll, Head of International and Transactional Banking, Santander UK, said, \u201cSantander Global Connect allows us to help UK businesses of all sizes to seamlessly manage their international transaction and cash management banking needs, as well as to develop and grow relationships with existing customers and support the international growth needs of new customers. There has never been a more important and exciting time for businesses to consider international expansion. The tool is crucial to assist both customers and our own international banking strategy, now and in the future.\u201d  Ravindra Pandey, Deputy Managing Director & Chief Information Officer, State Bank of India, Global IT Centre, said, \u201cState Bank of India is proud of having launched uniform, user-friendly and feature-rich yono Global Mobile Banking application for the customers of SBI\u2019s international operations, in eight countries so far. The technology change has already started globally where everything is evolving around mobility and mobile and Internet are becoming intrinsic part of our daily routine. We thank our tech partner, Infosys Finacle, for having converted our digital vision into reality. We are sure that our yono Global mobile application will meet our customers\u2019 expectations of \u2018Banking on the Go\u2019 with ease and convenience.\u201d  Anton Nicolaisen, Chief Executive, Standard Lesotho Bank, said, \u201cOur future is towards being every person\u2019s platform of choice that offers more than just financial services. This future-ready state requires technology that fuels innovation and ensures our services are safe, reliable, and convenient. Our innovation strategy puts our clients at the center of everything that we do, enabled by technology platforms, data environment, ecosystems, partnerships, and the workforce of the future. The cloud-native Infosys Finacle universal banking solution is therefore significant for the success of our strategy.\u201d  About 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\u2013driven 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Science Foundation to Announce the Winners of the 13th Infosys Prize \nAuthor: ['Infosys Limited'] The Infosys Science Foundation (ISF) will announce and felicitate the laureates of the Infosys Prize 2021 on December 02, 2021. The Infosys Prize celebrates success in research and stands as a marker of excellence in science and research. It also aims to inspire young scholars to choose a vocation in research.<|endoftext|> The Prize comprises a gold medal, a citation, and a purse of USD 100,000 (or its equivalent in Rupees) and is awarded in six categories: Engineering and Computer Science, Humanities, Life Sciences, Mathematical Sciences, Physical Sciences, and Social Sciences. Winners will be felicitated by Gagandeep Kang, FRS - Professor at CMC Vellore, Infosys Prize laureate and one of India\u2019s leading virologists.<|endoftext|> A distinguished international jury, composed of leaders in each of these fields, evaluates the work and achievements of the nominees against stringent standards of international research, placing the winners on par with the finest researchers in the world.<|endoftext|> \"The pandemic has re-established the need for science to be in the limelight, to cut across the traditional boundaries and stretch across various disciplines. The interaction between science and society ensures that knowledge is exchanged, tested, and refined in order to respond to societal needs and global challenges. The Infosys Prize aims to recognize fundamental and applied research, both of which ultimately make a difference to our society,\" said Kris Gopalakrishnan, President \u2013 Infosys Science Foundation.<|endoftext|> Since its inception in 2009, Infosys Science Foundation has felicitated the work of 74 laureates, from institutes like the IITs, IISc, ISIs, TIFR and NCBS as well as CSIR labs across the country, and niche research institutes like JNCSAR and Harish Chandra Research Institute.<|endoftext|> To know more about Infosys Science Foundation, Infosys Prize, and how they plan to create an environment of scientific inquiry in India, watch the conversation between Prof. Gagandeep Kang FRS, and Kris Gopalakrishnan here: Cultivating an environment of scientific inquiry in India  If you are not able to view the video, please click here to directly view this on YouTube.<|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 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. Arvind | Prof. Kaushik Basu | Prof. Akeel Bilgrami | Prof. Chandrashekhar Khare | Prof. Shrinivas Kulkarni | Prof. Mriganka Sur  Srinath Batni | K. Dinesh | S. Gopalakrishnan | N. R. Narayana Murthy | Nandan Nilekani | T. V. Mohandas Pai | Shibulal S.D  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Collaborates with Shell to Market Shell Inventory Optimizer Solution \nAuthor: ['Infosys Limited'] Infosys Collaborates with Shell to Market Shell Inventory Optimizer Solution  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, has today announced its strategic collaboration with Shell Global Solutions International B.V. (Shell), as the commercialization partner of the \u201cShell Inventory Optimizer\u201d solution.<|endoftext|> Through this collaboration, Shell and Infosys will launch \u201cShell Inventory Optimizer\u201d as the first product offered to its energy customers. The solution leverages artificial intelligence that enables companies to optimize warehouse inventory levels based on historical consumption. By improving demand planning, this innovative solution reduces the time and labor required to complete maintenance operations and brings down the cost of operation.<|endoftext|> This collaboration will further strengthen the long-standing relationship that has existed between the two companies since 2000s.<|endoftext|> \u201cThe Shell Inventory Optimizer was one of our earliest global digital products and has delivered millions of dollars in benefits for Shell, helping us to safeguard operations through inventory rightsizing,\u201d said Dan Jeavons, Vice President Computational Science and Digital Innovation at Shell. \u201cWe are delighted to bring this innovation to market together with Infosys. The collaboration enables us to accelerate the development of this product and develop new and innovative features.\u201d  \u201cWe are delighted to partner with Shell on their digital transformation and commercialization journey, particularly in the asset management space\u201d said, Ashiss Kumar Dash, EVP and Segment Head - services, utilities, resources, energy at Infosys. \u201cThe Shell Inventory Optimizer product will not only enable our clients to leverage emerging technologies in order to get deeper insights on their assets, but will also help them progress on their journey to become carbon neutral by bringing in operational efficiency by reducing wastage of raw materials. We are excited to bring Shell Inventory Optimizer solution to market and look forward to maturing our strategic collaboration with Shell.\u201d  About Infosys Ltd.<|endoftext|> Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, NYSE: INFY) can help your enterprise navigate your next.<|endoftext|> Red Hat, the Red Hat logo and OpenShift are trademarks or registered trademarks of Red Hat, Inc. or its subsidiaries in the U.S. and other countries.<|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, 2021. 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|> The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate legal entities. In this document \u201cShell\u201d is sometimes used for convenience where references are made to Royal Dutch Shell plc and its subsidiaries in general.<|endoftext|> Media contacts:  For more information contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Finacle and IBM Collaborate to Help Banks Accelerate Cloud Transformation Journeys \nAuthor: ['Infosys Limited'] Infosys Finacle, part of EdgeVerve Systems, a wholly-owned subsidiary of Infosys (NSE, BSE, NYSE: INFY), and IBM, today announced that the Finacle Digital Banking Solution Suite will be available on Red Hat OpenShift and IBM Cloud for financial services. This collaboration will help banks scale business transformation, become more agile, and power their growth with an on-demand portfolio of products and services. It will also help banks achieve seamless ecosystem connectivity and provide a world-class banking experience for their customers, and enable them to meet required compliance and security requirements.<|endoftext|> The Finacle solution suite deployment with fully managed Red Hat OpenShift on IBM Cloud for Financial Services is designed to provide several benefits, including:  Significant reduction in the total infrastructure readiness timelines, resulting in a shorter time period for customer onboarding and go-live  An easier and more consistent application deployment platform that helps speed up customer onboarding, while providing greater visibility, control, and data isolation  Banks can leverage the elastic infrastructure of the cloud deployment for Finacle applications to scale on-demand, significantly improving provisioning efficiency  The operations teams\u2019 dependencies on the need for special skills will reduce, due to the unified container and cloud management capabilities  Genuine end-to-end automation will free up developers to innovate and gain greater agility in completing application releases on-demand  Enhanced security features for cloud environments will also reduce operational overhead, enabling partners and their customers to build applications, drive innovation and deliver value  Venkatramana Gosavi, Senior Vice President & Global Head of Sales & Alliances, Infosys Finacle, said, \u201cThe Cloud has evolved from a technical transformation enabler to a business transformation enabler that provides an agile, resilient, and scalable platform for innovation and growth. Given the benefits, cloud adoption is a necessity for financial institutions that aspire to lead the digital transformation race and achieve significant business performance improvements. Finacle\u2019s industry-leading cloud-native solution suite is designed to help banks unlock this value. Together with Infosys Cobalt - a robust set of cloud services, solutions, and platforms, and our collaboration with Red Hat and IBM, we are helping customers realize the benefits of open hybrid cloud for the next generation of financial services innovation.\u201d  Gaurav Sharma, Vice President, IBM Cloud and Cognitive Software, said, \u201cAt IBM, our mission is to de-risk the financial services industry. With more mission-critical workloads moving to the cloud, the IBM Cloud for Financial Services is designed to help institutions accelerate hybrid cloud adoption and drive revenue growth while addressing the need for security, open innovation, and compliance. With this collaboration, Infosys Finacle joins a growing ecosystem of more than 100 Independent Software Vendors (ISVs), SaaS providers, Global Systems Integrators (GSIs), and Fintechs leveraging the IBM Cloud for Financial Services.\u201d  Kelly Switt, Senior Director, FSI Ecosystem and Strategic Partnerships, Red Hat, said, \u201cIn the banking industry, a new wave of digital disruption is compelling firms to innovate more quickly and better support customers. Red Hat OpenShift, the industry\u2019s leading enterprise Kubernetes platform, offers financial institutions the necessary agility, scalability, and application development capabilities to deliver innovative solutions while helping them meet security and compliance requirements. By collaborating with Infosys Finacle and IBM, we are helping customers realize the benefits of open hybrid cloud for the next generation of financial services innovation.\u201d  About IBM Cloud for Financial Services  The IBM Cloud for Financial Services is designed to help financial services institutions as they address their requirements for their regulatory compliance, security, and resiliency. IBM\u2019s partner ecosystem fuels hybrid cloud environments by helping clients manage and modernize workloads from bare-metal to multi-cloud and everything in between with Red Hat OpenShift, the industry's leading enterprise Kubernetes platform. The industry\u2019s first financial services-ready cloud, the IBM Cloud for Financial Services uses IBM\u2019s fourth-generation confidential computing capabilities and \u201cKeep Your Own Key\u201d encryption delivered via IBM Cloud Hyper Protect Services to help partners and their customers retain control of their data and transact with financial institutions in a secure environment. The IBM Cloud Framework for Financial Services is designed to reduce third- and fourth-party risk in the digital supply chain through a common set of controls and processes that are adhered to by the entire ecosystem. The built-in controls are engineered to help customers accelerate innovation, unlock new revenue opportunities, and decrease the cost of compliance.<|endoftext|> For more information on IBM Cloud for Financial Services, visit www.ibm.com\/cloud\/financial-services. Statements regarding IBM\u2019s future direction and intent are subject to change or withdraw without notice and represent goals and objectives only.<|endoftext|> Red Hat, the Red Hat logo and OpenShift are trademarks or registered trademarks of Red Hat, Inc. or its subsidiaries in the U.S. and other countries.<|endoftext|> About 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\u2013driven 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, 2021. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: East Sussex County Council Selects Infosys and Oracle Cloud to Modernize Services \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced East Sussex County Council has selected Infosys as its implementation partner to modernize critical business systems and accelerate its transition to the cloud with Oracle Cloud Fusion Applications Suite.<|endoftext|> East Sussex County Council provides services used by all residents in East Sussex, including providing care and support to children, families and the elderly and maintaining the roads, as well as focusing on producing excellent results for its residents. To ensure that it can continue to deliver excellent services to its residents into the future, the council recognized the need to modernize its existing legacy systems to take advantage of the efficiencies cloud platforms will provide.<|endoftext|> The Council will deploy Oracle Fusion Applications for finance, procurement and human resources. Oracle\u2019s integrated cloud platform will enable it to make its HR processes more efficient and improve the staff experience; improve sourcing and supplier management processes; and enhance and automate financial processes to increase operational efficiency, create inter-departmental synergies, and optimize the delivery of employee and citizen public services.<|endoftext|> The project will be implemented by Infosys Oracle Cloud Services, part of Infosys Cobalt, which brings together strategy consulting, cloud offerings and managed services capabilities to support public sector digital transformation initiatives to accelerate cloud journeys.<|endoftext|> Oracle Fusion Applications, including Oracle Fusion Cloud Enterprise Resource Planning (ERP), Oracle Fusion Cloud Procurement, Oracle Fusion Cloud Enterprise Performance Management (EPM) and Oracle Fusion Cloud Human Capital Management (HCM), will enable East Sussex County Council to break down organizational silos, standardize administrative processes, and securely manage finance, procurement and HR data on a single integrated IT platform.<|endoftext|> Phil Hall, Chief Operating Officer, East Sussex County Council said \u201cBy connecting and rationalizing our business processes across functions, we are able to more quickly resolve internal process gaps and delays, realize significant efficiencies across departments, and refocus our resources on providing the best possible service to our residents. In Oracle and Infosys, we have partners that understand how local government works and the unique challenges we face.\u201d  Dinesh Rao, Executive Vice President and Global Head, Enterprise Application Services, Infosys said \u201cInfosys is honored to be selected by East Sussex County Council together with Oracle to help them navigate a strategic cloud transformation journey that will modernize legacy applications and drive future readiness. We have successfully delivered Oracle Cloud applications by harnessing the collaborative strength of our partnership, mutually deep public sector expertise in the UK and the power of Infosys Cobalt offerings. We look forward to enabling East Sussex County Council drive greater service experience to its residents.\u201d  Guy Armstrong, Senior Vice President of applications, Oracle UK and Ireland said \"Government organizations like East Sussex County Council are taking on expanded and more complex remits while having to be more resource-efficient\u2014do more with less\u2014and meet higher service expectations from their residents. With Oracle Fusion Applications the Council now has an integrated business platform that can help it meet both its current and future needs, and better service its staff and constituents.\"  About Infosys Ltd.<|endoftext|> Infosys is a global leader in next-generation digital services and consulting. We enable clients in over 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys and SAP Collaborate to Provide Business Process Transformation-as-a-Service to Enterprises \nAuthor: ['Infosys Limited'] Infosys and SAP Collaborate to Provide Business Process Transformation-as-a-Service to Enterprises  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced a strategic collaboration with SAP, a market leader in enterprise application software, to provide Business Process Transformation-as-a-Service to enterprises.<|endoftext|> Through this collaboration, Infosys will leverage business process intelligence (BPI) from SAP to identify opportunities and obstacles in the transformation journey and create a roadmap for clients. Infosys\u2019 BPTaaS will augment the RISE with SAP offering to reduce complexity and time to benefit as well as accelerate value realization, helping clients reimagine the customer experience - all by leveraging Infosys\u2019 portfolio of Industry Cloud solutions which are a part of Infosys Cobalt.<|endoftext|> During SAPPHIRE NOW 2021, Infosys was announced among three partners for BPI. As part of this collaboration, Infosys will put BPI at the center of its process transformation offerings, leverage its proven accelerators and methodologies, and its innovative use cases on Live Enterprise Suite to meet the process transformation requirements for clients on an ongoing basis.<|endoftext|> With BPTaaS, businesses can benefit from in-depth process analysis during transformation and can benchmark against industry peers to identify potential areas for improvement. They can also improve process governance by gaining better visibility in operations and identifying instances of process deviations so that corrective actions can be initiated in time. Businesses can achieve this by opting for BPTaaS thereby, outsourcing their process transformation to experts who will continuously and incrementally improve the effectiveness of their processes, driving down cost, and delivering ever-increasing value to their stakeholders.<|endoftext|> Dinesh Rao, Executive Vice President & Global Head of Enterprise Application Services, Infosys said, \u201cAs we navigate through Cloud, BPI becomes an essential component of the transformation journey for enterprises. We are delighted to work with SAP in bringing the best-in-class offering to clients for enhancing their process efficiencies. By harnessing our Cobalt portfolio, we look forward to improving the inefficient business processes that become an impediment to enterprises\u2019 transformation journey. Given our strong relationship with SAP, we will continue to deliver value and innovative solutions to our clients.\u201d  Rouven Morato, General Manager, Business Process Intelligence, SAP commented, \u201cThe value of BPI extends beyond IT and actually impacts how businesses operate. Our blended expertise with Infosys, will enable enterprises to accelerate their digitization journey and scale their businesses globally.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: EdgeVerve\u2019s AssistEdge 19.0 to Empower Human-Digital workforce to Build High-Performance Enterprise \nAuthor: ['Infosys Limited'] EdgeVerve Systems, a wholly-owned subsidiary of Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, recently unveiled the latest version of its Automation platform AssistEdge 19.0. This new version of the platform is designed to support and scale large process automation programs for global enterprises. Enterprises can now get empowered with granular process visibility and sophisticated orchestration capabilities to seamlessly integrate bots, human experts, and AI technologies to meet key business objectives.<|endoftext|> Intelligent Automation is fast becoming a catalyst in architecting the future of enterprise. However, the real benefits accrue only when Intelligent Automation is adopted at scale. As enterprises move along the automation maturity curve, many consistent barriers arising from disconnected automation implementation, continue to hold them back from adopting automation at scale. To derive sustainable value, organizations need to build capability to deliver personalized customer journeys on a foundation of hyper-efficient execution. This would reshape the enterprise to tap human expertise for empathy and innovation, while leveraging bots for productivity and quality.<|endoftext|> AssistEdge 19.0 provides enterprises the opportunity to connect:  People \u2013 Wider connection of people into automation journey through low code platforms for citizen developers and enterprise personal automation assistants.<|endoftext|> Process \u2013 Stronger connection of processes into automation journey with end-to-end process orchestration through workflows and auto-automation.<|endoftext|> Data \u2013 Deeper connection of data into automation journey through contextual data discovery, intelligent document processing and advanced insights.<|endoftext|> \u201cThe next frontier in digital transformation will be achieved by integrating business processes across multiple business units. AssistEdge 19.0, a platform best suited for large enterprises, will champion this shift by connecting people, process, data across business units, with insight led decision-making\u201d, said Sateesh Seetharamiah, Chief Business Officer and Global Head, Edge Products, EdgeVerve Systems Ltd.<|endoftext|> About AssistEdge  AssistEdge offers a cohesive automation platform that enables enterprises to scale in their automation journey. It offers enterprises with a comprehensive suite of products enabling them to drive initiatives around process discovery, intelligent automation and digital workforce orchestration. AssistEdge has helped enterprises unlock value in the form of reduced service time, faster sales cycles, better resource allocation, accelerated revenue recognition and improved efficiency among others.<|endoftext|> https:\/\/www.edgeverve.com\/assistedge\/  About EdgeVerve  EdgeVerve Systems Limited, a wholly owned subsidiary of Infosys, is a global leader in AI and Automation, assisting clients thrive in their digital transformation journey. Our mission is to create a world where our technology augments human intelligence and creates possibilities for enterprises to thrive. Our comprehensive product portfolio across AI (Infosys Nia), Automation (AssistEdge) and Supply Chain (TradeEdge), helps businesses develop deeper connections with stakeholders, power continuous innovation and accelerate growth in the digital world. Today EdgeVerve\u2019s products are used by global corporations across financial services, insurance, retail, consumer & packaged goods, life sciences, manufacturing telecom and utilities. Visit us to know how enterprises across the world are thriving with the help of our technology.<|endoftext|> https:\/\/www.edgeverve.com\/  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys deepens Ausgrid relationship, and with Microsoft drives Australian utility\u2019s strategic cloud transformation \nAuthor: ['Infosys Limited'] Infosys deepens Ausgrid relationship, and with Microsoft drives Australian utility\u2019s strategic cloud transformation  Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting and Microsoft have entered into a multi-year strategic engagement with Ausgrid, the largest distributor of electricity on Australia\u2019s east coast, to accelerate its cloud transformation journey and establish Ausgrid as a leading digital utility. This program will further Ausgrid\u2019s vision to connect communities and empower lives with a focus on affordability, reliability and sustainability.<|endoftext|> \u201cWith over 4 million Australians relying on our services every day, it is essential we are maintaining our high standard of reliability and connectivity, as well as delivering on the expectations of Australian communities. Accelerating our cloud transformation journey in partnership with Infosys and Microsoft allows us to improve the reliability of the network, keep downward pressure on electricity prices and bring new services to market at speed and in a cost-effective manner.\u201d Nick Crowe acting CIO, Ausgrid  Adoption of cloud is a key enabler for Ausgrid to increase the agility, security and resilience of business operations. The cloud program is designed to reduce Ausgrid\u2019s cost of ownership and improve the performance of its IT systems and applications. Ausgrid recognises that the strategic adoption of cloud services must be holistic and should address people, change management and business processes to optimise the efficiency and operational benefits that cloud enables.<|endoftext|> As part of this strategic engagement, Infosys and Microsoft are helping Ausgrid address these challenges by modernising its application landscape and optimising the IT infrastructure. The cloud-driven transformation program launched in mid-2020, is being delivered through a phased approach leveraging a cloud management platform combined with managed services.<|endoftext|> \u201cOur engagement with Ausgrid has expanded to include this strategic cloud transformation initiative, leveraging Infosys\u2019 Cobalt ecosystem of platforms, solutions and services as well as our deep expertise in the utility industry. This engagement further strengthens our global collaboration with Microsoft, and our joint value to the industry.\u201d Anand Swaminathan, Executive Vice President & Global Industry Leader Communications, Media and Technology, Infosys.<|endoftext|> With more than 200 products, Microsoft Azure cloud platform helps enable customers to build, run, and manage applications across multiple clouds, on-premises, and at the edge.<|endoftext|> \u201cWe are observing a considerable rise in enterprise-wide cloud adoption which is recognised as being critical for resilient business models. Through this partnership with Infosys and Ausgrid, we are leveraging the power of Microsoft Azure to create endless digital capabilities and to accelerate customer value. This transformation program will help Ausgrid increase agility, it will simplify and modernise its digital platforms, driving tangible business outcomes and delivering value at scale to its end customers.\u201d Rachel Bondi Chief Partner Officer, Microsoft Australia.<|endoftext|> About Ausgrid:  Ausgrid is the largest distributor of electricity on Australia\u2019s east coast, providing power to 1.8 million customers, which is over 4 million Australians relying on us everyday.<|endoftext|> Our network is made up of substations, powerlines, underground cables and power poles, spanning 22,275 square kilometres throughout Sydney, the Central Coast and the Hunter Valley.<|endoftext|> Day-to-day we are actively operating, maintaining, repairing and building our electricity network.<|endoftext|> Long term we are planning for a future where renewables play a major role in the power mix and households and businesses can generate their own energy and sell it back to the grid.<|endoftext|> About Microsoft  Microsoft (Nasdaq \u201cMSFT\u201d @microsoft) enables digital transformation for the era of an intelligent cloud and an intelligent edge. Its mission is to empower every person and every organisation on the planet to achieve more.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Unveiling Infosys Equinox: Digital Commerce Platform Driving Human-Centric and Memorable Omnichannel Shopping Experiences \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today launched Infosys Equinox to help enterprises securely deliver hyper-segmented, personalized omnichannel commerce experiences for B2B and B2C buyers. The platform\u2019s future-ready architecture offers unprecedented flexibility for enterprises to pick and choose out-of-the-box microservices and pre-built experiences to build curated digital journeys that enhance their digital commerce or launch it grounds-up in a matter of weeks. Infosys Equinox also brings together best-of-breed service, product, platform and industry capabilities from Infosys, and its partners, in an integrated ecosystem. This delivers end-to-end commerce-as-a-service for enterprises to drive results, throughout the purchase lifecycle, that shoppers care about. Infosys Equinox is used by several leading global enterprises in retail, CPG, telecom, manufacturing, automotive and media, and helps drive $15B+ in annual eCommerce gross merchandise value.<|endoftext|> Infosys Equinox helps businesses transform their digital commerce across marketing, merchandizing, e-commerce, store operations, supply chain and customer service through its four offerings: Infosys Equinox Microservices, Infosys Equinox Commerce, Infosys Equinox Experiences, and Infosys Equinox Marketing. It delivers:  Customer experience excellence  Infosys Equinox facilitates closer consumer-brand interactions by enabling brands to deliver unique customer journeys that take advantage of emerging social, chat, voice, and augmented reality commerce channels. The platform blends digital experiences with physical ones to deliver more satisfying phygital and contactless shopping. Creating multi-sites adapted for multiple languages and currencies, with deeply localized features and real-time promotions is very convenient with the platform\u2019s simplified business user tooling and workflows \u2013 requiring no changes to the application code or configuration.<|endoftext|> Scale and flexibility to match shopper demands  With its industry-leading cloud-native, microservices-based, API-first architecture, Infosys Equinox is the only digital commerce platform that brands will need to meet the evolving expectations of consumers. The platform offers a rich repository of mutually exclusive and collectively exhaustive microservices that can easily integrate with an existing or new platform to deliver headless commerce capabilities. These microservices enable various commerce models used by enterprises including B2B, B2C, B2B2C, D2C, C2M, online marketplaces and digital malls. With its superior technology architecture, this \u2018any-cloud\u2019 platform builds upon leading open-source technologies, and is designed for high performance, availability and security that is best-in-class.<|endoftext|> Relevance through innovation  Infosys Equinox\u2019s integrated ecosystem of capabilities, spanning from experience to operations, lets enterprises deepen customer relevance throughout the commerce value chain. Ranging from perceptive experience design by WONGDOODY, to optimized retail execution with Infosys TradeEdge, the platform puts the shopper at the center of the enterprise\u2019s commerce strategy. With Infosys Equinox, businesses can also deploy segment-specific, user experience innovations on-demand.<|endoftext|> Karmesh Vaswani, Executive Vice President & Global Head Consumer, Retail & Logistics, Infosys, said, \u201cWith the customer experience landscape evolving every week, companies can\u2019t afford to get into a \u2018set it-forget it\u2019 mode. It will take embracing a human-centric approach to create distinctive shopping experiences that match the pulse of consumers. Infosys Equinox makes this less of a struggle. It offers commerce-as-a-service to engage with both B2B and B2C shoppers through one platform that has 50+ percent greater speed-to-market than any other solution when it comes to adding new microservices or starting a new commerce presence. Infosys Equinox provides the perfect balance between agility and adaptability and is a great way for leaders to cement their advantage and for challengers to up their commerce play.\u201d  Businesses, the world over, are taking advantage of Infosys Equinox and industry experts attest to its value.<|endoftext|> Eric Nelson, Chief Information Officer North America, The Kraft Heinz Company, said \u201cInfosys Equinox serves us as a digital hub powering over 250 of our global brand sites, B2B ecommerce and recipe sites, as well as direct-to-consumer (D2C) initiatives. We are able to launch new brand sites in as little as 3 to 5 days. The platform also supports our hyper-personalization initiatives and distills real-time insights for our marketing programs. With Infosys Equinox, we at Kraft Heinz are well set to offer richer, more personalized, and meaningful experiences to our consumers.\u201d  Prasad Gankanda, Chief Operating Officer, Young Living, said \u201cYou \u2018reap what you sow\u2019 is in our DNA here at Young Living. We know that a bountiful harvest is the result of months of hard work. With Infosys Equinox, we planted the seeds of our new e-commerce platform, and now with the platform and the Infosys team\u2019s dedication, we are finally harvesting. Thank you for helping to transform Young Living, and bringing us into the modern age of e-commerce.\u201d  \u201cB2C and B2B organizations face immense challenges to succeed in today's digital economy. Customers' expectations are sky-high, eCommerce competition is fierce, and an explosion of commerce channels and touchpoints have all raised the bar on omni-channel experiences for every online merchant. The COVID-19 crisis has also accelerated the shift of transactions from offline to online,\" said Jordan Jewell, Research Director for IDC's Digital Commerce Program. \"Headless\/API-first digital commerce has emerged as an architectural paradigm to help merchants deliver more engaging commerce experiences across every channel and touchpoint their customers are on. Infosys Equinox was architected cloud-natively as a headless commerce platform with the purpose of enabling B2C and B2B organizations to overcome the challenges of modern commerce and grow.\"  To read more about Infosys Equinox, please visit: https:\/\/www.infosysequinox.com\/  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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"}
{"text":"Continue Infosys Press Release (PR)  \n is required by law.<|endoftext|> Media contacts:  For more information, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Awarded the 2020 Google Cloud Industry Solutions Partner of the Year Award for Media & Entertainment \nAuthor: ['Infosys Limited'] Infosys Awarded the 2020 Google Cloud Industry Solutions Partner of the Year Award for Media & Entertainment  Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it has received the 2020 Google Cloud Global Industry Solutions Partner of the Year award for Media & Entertainment.<|endoftext|> Infosys was recognized for its achievements in the Google Cloud ecosystem, helping clients in the Media & Entertainment industry across multiple regions to accelerate their digital transformation journey, by co-developing customized cloud-native solutions and services on Google Cloud\u2019s platform.<|endoftext|> Together, Infosys and Google Cloud have jointly developed a media workflow and metadata orchestration solution leveraging the Infosys Media Platform, an AI-led media offering, to transform studio and broadcast operations. This has the potential to disrupt the traditional media business. The Infosys Media Platform is part of Infosys Cobalt, a set of services, solutions and platforms for enterprises to accelerate their cloud journey. The Infosys-Google Cloud partnership also involves a strategic play of digitizing and monetizing studio and broadcast customers\u2019 assets and archives on YouTube globally, through an integrated media supply chain orchestrated on Google Cloud\u2019s media services, AI\/ML and data analytics.<|endoftext|> Kevin Ichhpurani, Corporate Vice President, Global Partner Ecosystem, Google Cloud said, \u201cWe\u2019re excited to recognize Infosys as our Industry Partner of the Year for Media & Entertainment based on their deep knowledge and proven experience in helping Media & Entertainment customers succeed. Infosys has demonstrated strong technical and service capabilities in Media & Entertainment over the past year, and we look forward to expanding our work together to drive the digital transformation of Media & Entertainment businesses.\u201d  Anand Swaminathan, EVP & Global Industry Leader, Communications, Media & Technology, Infosys said, \u201cWe are proud to receive this recognition from Google Cloud, and together we are powering disruptive plays with Google Cloud and YouTube which will transform the media production and distribution supply chain. As a strategic partner to Google Cloud, along with Infosys Cobalt, we offer solutions and services such as the Infosys Media Platform, creating a scalable, on-demand cloud model that will help enterprises navigate digital transformation and adopt a cloud-first strategy.\u201d  To learn more about Infosys Media and Entertainment Services, please visit: www.infosys.com\/industries\/media-entertainment.html  To learn more about Infosys Cobalt, please visit: www.infosys.com\/cobalt  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in over 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact: PR_Global@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys and The Economist Group Announce Ambitious New Strategic Partnership Around Sustainability \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, and The Economist Group, a leading global media company, today announced a new strategic partnership designed to enable and accelerate sustainability solutions and drive world-changing impact through a new business-to-business model.<|endoftext|> With less than ten years to deliver on the 2030 Agenda for Sustainable Development, businesses and institutions must take the lead in balancing our human aspirations with the planet\u2019s ability to sustain them. This aspiration has driven Infosys and The Economist Group to join forces to create the necessary climate for change. This initiative is designed to unlock the long-term thinking of businesses and other institutions, combining insights, innovation and influence, to address the most challenging sustainability issues facing our planet today.<|endoftext|> The first phase of the strategic, multi-year partnership will be announced and launched in October 2021. It will combine Infosys\u2019 groundbreaking digital services and capabilities with the strength and depth of The Economist Group\u2019s global policy research, insights and events expertise.<|endoftext|> By leveraging their collective strengths as two organisations with a shared commitment to sustainable business practices, the partnership will see The Economist Group and Infosys advance sustainability dialogue and inspire action towards creating a better, more sustainable world.<|endoftext|> Lara Boro, CEO, The Economist Group, said: \u201cA sustainable future will depend on creative collaboration. This exciting partnership with Infosys shows how pooling strengths can accelerate innovation and amplify impact in the pursuit of progress.\u201d  Salil Parekh, CEO, Infosys, emphasized: \u201cAt Infosys, our focus is to serve the preservation of our planet by shaping sustainability solutions which are driven by insights that inform, experiences that immerse, and platforms that drive action. We take great pride in leveraging the power of digital technologies to drive global business transformation. As a digital innovation partner, we are delighted to catalyze progress by supporting The Economist Group to enable global sustainability stakeholders and accelerate the agenda for global businesses towards a better, greener future.\u201d  About The Economist Group  The Economist Group is built on high-quality, in depth global analysis which runs through all of its businesses. With 25 offices in 14 countries and serving a global readership and client base, the Group produces digital and print products, convenes global events, and offers a range of subscription and other services for clients and consumers. Its flagship businesses include The Economist, and research and analysis division, The Economist Intelligence Unit.<|endoftext|> About Infosys Ltd.<|endoftext|> Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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, please contact:  Dena Tahmasebi, Head of Communications EMEA, Infosys: Dena.Tahmasebi@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Announces New Digital Development Centre in Toronto Region to Nurture Digital-Ready Workforce \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it will establish a new digital development centre at its largest Canadian office in Mississauga. This is aimed at creating 500 high quality jobs in the Toronto Region over the next three years.<|endoftext|> Spanning nearly 50,000 square feet and bringing significant investment from Infosys to the country, this digital development centre will train, upskill, and reskill employees in the technologies needed to help Canadian businesses accelerate their digital transformation. It will also enable Infosys to better collaborate with clients to develop cross-functional solutions to pressing business challenges. Infosys, in the Toronto Region, currently serves businesses in the financial services, healthcare, communications, retail, and natural resources sectors. Artificial intelligence, data science, automation, and machine learning are the core capabilities that this centre would nurture and expand.<|endoftext|> In response to surging demand for training, re-skilling, and learning by employers, Infosys previously committed to double its Canadian workforce to 4,000 employees by 2023. The digital development centre will play a key role in this expansion and lead the building of digital capabilities and training for the next generation of IT talent to support Canadian businesses.<|endoftext|> \u201cWe are proud to power digital Canada through the skills of the future and do our part in supporting post-pandemic economic recovery. The Toronto Region met all of our criteria when deciding where to set up the digital development centre, create new jobs and scale our business offerings,\u201d said Ravi Kumar, President, Infosys. \u201cTalent and high-tech know-how are in abundance, there is a real aptitude for new workplace development strategies, and many of our clients are based here. Even better, this will enable us to be part of an ecosystem that reaches across the region, linking the private sector with innovative research and learning institutions in Canada\u201d, he added.<|endoftext|> While the digital development centre is the first of its kind in Canada for Infosys, it is based on the proven model of six similar digital centres in the U.S. which hire from local colleges and provide training and digital career paths. Infosys\u2019 unique training and education infrastructure builds a tech-savvy and agile workforce with the skills and experience that clients need to become fully digital businesses.<|endoftext|> Infosys has seen exponential growth in Canada and is firmly committed to strengthening its presence and hiring top tech talent across major hubs. Within the last two years, Infosys has created thousands of jobs across Toronto, Vancouver, Ottawa, Montreal, and most recently, Calgary. The company hires graduates from 14+ local post-secondary educational institutions, such as the University of Toronto and University of Waterloo, to build a strong pipeline of tech talent. In 2021, it was recognized as one of the Best Places to Work in Canada, according to Glassdoor.<|endoftext|> \u201cOntario's deep talent pool, cutting edge innovation ecosystem, and competitive business costs make our province an ideal place for investment,\" said Ontario Minister of Economic Development, Job Creation and Trade, Vic Fedeli. \"We thank Infosys for investing in Ontario\u2019s post-pandemic recovery by developing this global competency hub, tapping local talent, and partnering with local academic institutions to help develop a skilled workforce that will deliver new solutions, and, in turn, help other businesses thrive and grow.\u201d  \u201cWe are thrilled that Infosys has chosen to invest in Mississauga and has committed to bringing hundreds of jobs along with training opportunities to our local workforce,\u201d said Mississauga Mayor Bonnie Crombie. \u201cThis announcement is a testament to the talent we have in Mississauga as well as our world-class ICT sector, which is one of the largest in the country. The arrival of Infosys will play a significant role in economic recovery and growth, not only here in Mississauga but also across the entire Greater Toronto Area,\u201d she added.<|endoftext|> The launch of this digital development centre and accompanying jobs commitment were announced at the virtual Infosys Canada C-Suite Forum today where executives shared strategies to reshape business for resilience and success in the post-pandemic world.<|endoftext|> To walk through the Infosys Mississauga Development Centre, please click the play button below and use the cursor to navigate your way virtually:  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: UCAS Announces Major Core Technology Contract with Infosys \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced the signing of a new minimum three-year contract with UCAS, the admissions service for UK higher education.<|endoftext|> UCAS and Infosys have enjoyed a successful technology partnership since 2015 but following an extensive tender process the new contract represents a major step change in the relationship, focusing on delivering seamless customer service experiences through greater automation, innovation and efficiency.<|endoftext|> UCAS provides vital admissions and information services to students, schools, advisers, and higher education providers, offering over 30,000 courses to prospective applicants each year. The service delivers the single biggest infrastructure event within the UK education sector annually on results days every August. UCAS supports approximately 700,000 applicants every year\u2013 with 60,000 more this year than in 2020, and current predictions suggesting there will be 1 million applicants to higher education in the UK by 2025.<|endoftext|> The partnership between UCAS and Infosys is fundamental to the support and delivery of a professional and stable platform that students and the people advising and supporting them, can rely on when navigating their journey to higher education.<|endoftext|> As part of the new agreement Infosys will provide a wide range of digital services that will enable UCAS to further develop the capabilities that connect learners to universities, awarding bodies, schools, and other organisations, built on a dynamic digital suite of systems able to rapidly respond to the evolving UK higher education sector. Infosys will continue to concentrate on helping UCAS achieve its ambitious targets on lowering costs, optimizing, and enhancing services for students, delivering more robust security, and providing business-as-usual (BAU) services between legacy and new digital systems.<|endoftext|> Today\u2019s announcement follows UCAS\u2019 busiest Results Day ever on 10th August, with 1.5 million logins registered in UCAS Track (peaking at 2000 logins per second), 182,126 page views on the Career Finder tool, and UCAS teams supporting more than 11,000 students with queries on the phone or via social media. The traffic is the highest volume to UCAS\u2019 systems ever seen on the most important day of the year for UCAS.<|endoftext|> Sander Kristel, UCAS\u2019 Chief Operations Officer said, \u201cI cannot emphasise enough the importance of this new agreement with Infosys, and the benefits to UCAS staff and customers. It represents a real shift in our partnership, and will focus extensively on automation, innovation, and efficiency across the business, which is key to delivering on our strategy for the future.<|endoftext|> UCAS is seeing an increase in student demand across all areas; a demographic uplift, and a growing demand from mature students and overseas applicants means that we are anticipating a million undergraduate applicants by 2025. We need to ensure that the future services that we provide reflect the diverse range of options that applicants will have, for instance when looking for an apprenticeship. That is why this new contract with Infosys is fundamental for us to continue to deliver an efficient and effective service for all of our customers and stay at the top of our game as the go to place for higher education across the globe.\u201d  Ashiss Kumar Dash, EVP and Segment Head - services, utilities, resources, energy at Infosys emphasized, \u201cOur relationship with UCAS spans the last six years, and our renewed partnership is testament to the great success we\u2019ve achieved in that time, delivering on UCAS\u2019 digital vision. In the next three years, we will continue to bring together industry leading capabilities, ecosystems and talent to deliver new experiences that reflect the growing expectations and changing dynamics in the higher education sector. With a focus on delivering greater innovation and seamless customer service experiences, we look forward to supporting UCAS retain its position as a highly trusted and accessible service.\u201d  About UCAS  UCAS, the Universities and Colleges Admissions Service, is an independent charity, and the UK's shared admissions service for higher education.<|endoftext|> Our services support young people making post-18 choices, as well as mature learners, by providing information, advice, and guidance to inspire and facilitate educational progression to university, college, or an apprenticeship. We manage almost three million applications, from around 700,000 people each year, for full-time undergraduate courses at over 380 universities and colleges across the UK.<|endoftext|> We also provide a wide range of research, consultancy and advisory services to schools, colleges, careers services, professional bodies, and employers, including apprenticeships.<|endoftext|> About Infosys Ltd.<|endoftext|> Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation Inaugurates New Outpatient Department (OPD) Block at The Kidwai Memorial Institute of Oncology, Bengaluru \nAuthor: ['Infosys Limited'] Infosys Foundation Inaugurates New Outpatient Department (OPD) Block at The Kidwai Memorial Institute of Oncology, Bengaluru  Infosys Foundation, the philanthropic and CSR arm of Infosys (NSE, BSE, NYSE: INFY), today announced that it has completed constructing a 75,000 sq. ft state-of-the-art, multi-disciplinary Outpatient Department (OPD) block at the Kidwai Memorial Institute of Oncology, Bengaluru. The Infosys Foundation has spent INR 25.5 Crore on this new OPD block, which will cover over 12 departments, and aim to accommodate nearly 1,800 patients every day.<|endoftext|> This new OPD was inaugurated by Shri. Basavaraj Bommai, Honorable Chief Minister, Govt. of Karnataka, and Dr. K. Sudhakar, Health Minister, Govt. of Karnataka, in the virtual presence of Mrs. Sudha Murty, Chairperson, Infosys Foundation.<|endoftext|> Speaking at the inauguration, Mrs. Sudha Murty, said, \u201cLack of proper treatment and medical infrastructure often manifests in unfortunate circumstances for patients and their family. This is a small effort by the Foundation to ensure that people have access to clean, hygienic, and timely medical intervention, especially at a time when we are engulfed by a pandemic. We are thankful to the State Government, our Honorable Chief Minister, Health Minister, and Kidwai Memorial Institute of Oncology, for their collaboration and support in this initiative.\u201d  Infosys Foundation has been working closely with the Kidwai Memorial Institute of Oncology on several projects since 2001. This new OPD, a dharamshala renovation, five fully equipped operation theatres and one ICU completed earlier, add to Foundation\u2019s efforts to expand hospital and quarantine facilities and ensure proper medical treatment for the public. Over the last one and a half years, Infosys committed a total of INR 200 Crore for Covid relief efforts across India, through the Infosys Foundation, and also helped set up a 150-bed Covid care hospital in Bengaluru, in partnership with the state government.<|endoftext|> About Infosys Foundation  Established in 1996, the Infosys Foundation supports programs in the areas of education, rural development, healthcare, arts and culture, and destitute care. Its mission is to work in remote regions of several states in India. The Infosys Foundation takes pride in working with all sections of society, selecting projects with infinite care, and working in areas that are traditionally overlooked by society at large. For more details, please log on: https:\/\/www.infosys.com\/infosys-foundation  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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_India@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation USA Scales Online Learning Platform with Free Computer Science Modules for K-12 Educators \nAuthor: ['Infosys Limited'] Infosys Foundation USA, a nonprofit dedicated to increasing access to computer science (CS) and maker education across the U.S., announced today that it is adding four additional computer science modules for K-12 teachers to its digital learning platform, the Pathfinders Online Institute. Educators can now choose from over 30 unique courses and trainings geared to meet different skill-levels, grades and programming interests. The new offerings are meant to help ease teachers back into the classroom and STEM computer science learning loss after a year of remote and hybrid instruction. The new materials can be accessed for free at Infosys.org\/pathfindersonline.<|endoftext|> According to the 2020 State of CS Report, 28 states recently passed new laws to promote computer science education but not all mandated funding for professional development for teachers. Additionally, a recent study by the Kapor Center that surveyed over 3,500 PreK-12 CS teachers found that over a quarter of respondents felt limited by their own subject matter expertise and expressed a need for low-cost computer science professional development. The Pathfinders Online Institute addresses these challenges by providing educators with access to computer science curricula, innovative professional development and first-of-its-kind streamable K-5 lessons for educators with no computer science background \u2013 at no cost.<|endoftext|> \u201cTeachers have overcome insurmountable instructional challenges over this past pandemic year,\u201d said Kate Maloney, Executive Director, Infosys Foundation USA. \u201cAs they return to the classroom and seek to capture their students\u2019 imaginations, the Foundation is providing creative resources. This will help them bring leading edge computer science and making curricula to their classroom, so their students are equipped with the fundamental digital literacy required to succeed in a tech-driven world.\u201d  Infosys Foundation USA is partnering with CS is Elementary, Raspberry Pi and BirdBrain Technologies to offer these innovative learning modules that will help educators enhance their computational fluency. The modules include:  Kode5 with CS is Elementary (Grades K-5): Kode5 consists of a baseline computer science program for any school: a set of five on-demand courses that provide 20+ hours per grade of computer science education. Virtual co-teachers provide the instruction, while classroom teachers\u2014even those without experience, training, budget or special facilities\u2014manage and support students\u2019 experience.<|endoftext|> Kode5 consists of a baseline computer science program for any school: a set of five on-demand courses that provide 20+ hours per grade of computer science education. Virtual co-teachers provide the instruction, while classroom teachers\u2014even those without experience, training, budget or special facilities\u2014manage and support students\u2019 experience. Programming Essentials in Scratch in partnership with Raspberry Pi (Grades 4-8): In this six-part course, educators will receive an introduction to block-based programming within the Scratch environment.<|endoftext|> In this six-part course, educators will receive an introduction to block-based programming within the Scratch environment. Python and Robotics with the Finch Robot in partnership with BirdBrain Technologies (Grades 6-12): In this course, educators will be introduced to physical computing and learn how to use the Finch Robot across a variety of computer science concepts. The first 100 U.S. public and charter school teachers to apply will also receive one free Finch Robot 2.0.<|endoftext|> In this course, educators will be introduced to physical computing and learn how to use the Finch Robot across a variety of computer science concepts. The first 100 U.S. public and charter school teachers to apply will also receive one free Finch Robot 2.0. Design, Build and Code a Rover with Raspberry Pi (Grades 8-12): In this six-part course, educators will learn to build a physical project using the Raspberry Pi Pico microcontroller. The first 1,000 U.S. public and charter school teachers to apply will also receive a free Raspberry Pi Pico hardware kit.<|endoftext|> \u201cThe Covid education crisis showed that we can teach K-5 computer science via distance learning if we keep students continuously engaged and provide expert virtual co-teachers,\u201d said John Pearce, Executive Director, CS is Elementary. \u201cKode5 courses are built upon this concept, enabling scalable baseline K-5 CS instruction for any child in any school, grade, classroom, or family.\u201d  \u201cRobots are powerfully motivating CS learning tools that bring computer code to life, but they are most effectively used by teachers who are well-supported,\u201d said Tom Lauwers, Founder and CEO, BirdBrain Technologies LLC. \u201cThat is why we are so excited by this opportunity to offer educators a free course and robot with Infosys Foundation USA, to help teachers spark deep and joyful CS learning in their classrooms.\u201d  \u201cSupporting computer science and maker educators is a critical part of our work,\" said Matt Richardson, Executive Director, Raspberry Pi Foundation North America. \"We're delighted to collaborate with Infosys Foundation USA on these free courses and to help students use newly-acquired skills in order to solve problems that matter to them.\"  The courses are open to all K-12 teachers across the U.S. and can be accessed by creating a free account on the Pathfinders Online Institute at Infosys.org\/pathfindersonline.<|endoftext|> About Infosys Foundation USA  Infosys Foundation USA was established in 2015 with the mission of expanding computer science and maker education to K-12 students and teachers across the United States, with a specific focus on increasing access to underrepresented communities. The Foundation achieves impact through delivering professional development programs for teachers, partnering with leading nonprofits, and delivering innovative media campaigns that inspire everyone to be creators, not just consumers, of technology. For more information, visit infosys.org\/USA.<|endoftext|> Press contact\/Infosys Foundation USA:  Justine Moscatello  +1 469-412-5638  Justine.Moscatello@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Wins Two Awards at Blue Prism World 2021 for Delivering Intelligent Automation-Based Solutions for Telstra \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, announced that it has won two \u201cPartner Excellence Awards for Client Business Impact: Telecommunications\u201d \u2013 a regional and a global recognition, from its strategic partner Blue Prism, a leading intelligent automation provider to enterprises. Infosys was awarded for delivering intelligent automation-based solutions and driving high business impact for Telstra, Australia\u2019s leading telecommunications and technology company, offering a full range of communications services and competing in all telecommunications markets.<|endoftext|> As part of its T22 strategy, Telstra was looking to use automation to bring together a number of legacy systems and align processes to improve and digitise the customer experience. They selected Infosys as a partner for its design thinking-led automation identification approach, ability to deliver high-quality business technology (RPA and intelligent automation) based solutions, along with flexible pricing.<|endoftext|> Leveraging Blue Prism, Infosys implemented its applied AI-based solutions to automate complex processes resulting in reduced cost to operate through improved cycle time, and release of subject matter expert bandwidth for more strategic customer-centric activities. With improved customer experience and employee efficiency, Infosys was able to return over 20,000-man hours to Telstra\u2019s business in over a period of 12-18 months, along with significant cost savings.<|endoftext|> Arunkumar NT, Managing Director & Country Head (India) and Head of Innovation, Telstra stated, \u201cAt Telstra, we are committed to provide a world-class customer care experience by bringing AI, ML and Robotic Process automation platforms to deliver value. Among many success stories our InfraCo Rapid Automation Centre\u2019s partnership with Infosys to draw on their applied AI capabilities and intelligently automate some of the most complex processes has driven great value.\u201d  Linda Dotts, Chief Partner Strategy Officer, Blue Prism said, \u201cWe congratulate Infosys on winning regional as well as global awards in the \u2018Client Business Impact\u2019 category for the stellar work they delivered for Telstra. Our core focus is to enable enterprises drive better and more strategic digital transformation and we value our partner community for its positive impact on our shared customers. Their solutions, built on the Blue Prism intelligent automation platform, provide a way for organizations to approach work in a new, more agile way. Together, we are truly inspiring customers with the transformative power of intelligent automation.\u201d  Balakrishna D R, Senior Vice President, AI and Automation, Infosys said, \u201cAI is an integral pillar to any digital transformation journey today, and enterprises need to be quick to identify the right opportunities. At Infosys, we bring together our design thinking approach with applied AI capabilities to discover, democratize and derisk this transformation. Leveraging our strong relationship with able partners like Blue Prism, we are able to rapidly deliver high quality solutions, making positive impact across functions and deliver measurable value across complex business processes.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Announces New Digital Development Centre in Toronto Region to Nurture Digital-Ready Workforce \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced that it will establish a new digital development centre at its largest Canadian office in Mississauga. This is aimed at creating 500 high quality jobs in the Toronto Region over the next three years.<|endoftext|> Spanning nearly 50,000 square feet and bringing significant investment from Infosys to the country, this digital development centre will train, upskill, and reskill employees in the technologies needed to help Canadian businesses accelerate their digital transformation. It will also enable Infosys to better collaborate with clients to develop cross-functional solutions to pressing business challenges. Infosys, in the Toronto Region, currently serves businesses in the financial services, healthcare, communications, retail, and natural resources sectors. Artificial intelligence, data science, automation, and machine learning are the core capabilities that this centre would nurture and expand.<|endoftext|> In response to surging demand for training, re-skilling, and learning by employers, Infosys previously committed to double its Canadian workforce to 4,000 employees by 2023. The digital development centre will play a key role in this expansion and lead the building of digital capabilities and training for the next generation of IT talent to support Canadian businesses.<|endoftext|> \u201cWe are proud to power digital Canada through the skills of the future and do our part in supporting post-pandemic economic recovery. The Toronto Region met all of our criteria when deciding where to set up the digital development centre, create new jobs and scale our business offerings,\u201d said Ravi Kumar, President, Infosys. \u201cTalent and high-tech know-how are in abundance, there is a real aptitude for new workplace development strategies, and many of our clients are based here. Even better, this will enable us to be part of an ecosystem that reaches across the region, linking the private sector with innovative research and learning institutions in Canada\u201d, he added.<|endoftext|> While the digital development centre is the first of its kind in Canada for Infosys, it is based on the proven model of six similar digital centres in the U.S. which hire from local colleges and provide training and digital career paths. Infosys\u2019 unique training and education infrastructure builds a tech-savvy and agile workforce with the skills and experience that clients need to become fully digital businesses.<|endoftext|> Infosys has seen exponential growth in Canada and is firmly committed to strengthening its presence and hiring top tech talent across major hubs. Within the last two years, Infosys has created thousands of jobs across Toronto, Vancouver, Ottawa, Montreal, and most recently, Calgary. The company hires graduates from 14+ local post-secondary educational institutions, such as the University of Toronto and University of Waterloo, to build a strong pipeline of tech talent. In 2021, it was recognized as one of the Best Places to Work in Canada, according to Glassdoor.<|endoftext|> \u201cOntario's deep talent pool, cutting edge innovation ecosystem, and competitive business costs make our province an ideal place for investment,\" said Ontario Minister of Economic Development, Job Creation and Trade, Vic Fedeli. \"We thank Infosys for investing in Ontario\u2019s post-pandemic recovery by developing this global competency hub, tapping local talent, and partnering with local academic institutions to help develop a skilled workforce that will deliver new solutions, and, in turn, help other businesses thrive and grow.\u201d  \u201cWe are thrilled that Infosys has chosen to invest in Mississauga and has committed to bringing hundreds of jobs along with training opportunities to our local workforce,\u201d said Mississauga Mayor Bonnie Crombie. \u201cThis announcement is a testament to the talent we have in Mississauga as well as our world-class ICT sector, which is one of the largest in the country. The arrival of Infosys will play a significant role in economic recovery and growth, not only here in Mississauga but also across the entire Greater Toronto Area,\u201d she added.<|endoftext|> The launch of this digital development centre and accompanying jobs commitment were announced at the virtual Infosys Canada C-Suite Forum today where executives shared strategies to reshape business for resilience and success in the post-pandemic world.<|endoftext|> To walk through the Infosys Mississauga Development Centre, please click the play button below and use the cursor to navigate your way virtually:  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: UCAS Announces Major Core Technology Contract with Infosys \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced the signing of a new minimum three-year contract with UCAS, the admissions service for UK higher education.<|endoftext|> UCAS and Infosys have enjoyed a successful technology partnership since 2015 but following an extensive tender process the new contract represents a major step change in the relationship, focusing on delivering seamless customer service experiences through greater automation, innovation and efficiency.<|endoftext|> UCAS provides vital admissions and information services to students, schools, advisers, and higher education providers, offering over 30,000 courses to prospective applicants each year. The service delivers the single biggest infrastructure event within the UK education sector annually on results days every August. UCAS supports approximately 700,000 applicants every year\u2013 with 60,000 more this year than in 2020, and current predictions suggesting there will be 1 million applicants to higher education in the UK by 2025.<|endoftext|> The partnership between UCAS and Infosys is fundamental to the support and delivery of a professional and stable platform that students and the people advising and supporting them, can rely on when navigating their journey to higher education.<|endoftext|> As part of the new agreement Infosys will provide a wide range of digital services that will enable UCAS to further develop the capabilities that connect learners to universities, awarding bodies, schools, and other organisations, built on a dynamic digital suite of systems able to rapidly respond to the evolving UK higher education sector. Infosys will continue to concentrate on helping UCAS achieve its ambitious targets on lowering costs, optimizing, and enhancing services for students, delivering more robust security, and providing business-as-usual (BAU) services between legacy and new digital systems.<|endoftext|> Today\u2019s announcement follows UCAS\u2019 busiest Results Day ever on 10th August, with 1.5 million logins registered in UCAS Track (peaking at 2000 logins per second), 182,126 page views on the Career Finder tool, and UCAS teams supporting more than 11,000 students with queries on the phone or via social media. The traffic is the highest volume to UCAS\u2019 systems ever seen on the most important day of the year for UCAS.<|endoftext|> Sander Kristel, UCAS\u2019 Chief Operations Officer said, \u201cI cannot emphasise enough the importance of this new agreement with Infosys, and the benefits to UCAS staff and customers. It represents a real shift in our partnership, and will focus extensively on automation, innovation, and efficiency across the business, which is key to delivering on our strategy for the future.<|endoftext|> UCAS is seeing an increase in student demand across all areas; a demographic uplift, and a growing demand from mature students and overseas applicants means that we are anticipating a million undergraduate applicants by 2025. We need to ensure that the future services that we provide reflect the diverse range of options that applicants will have, for instance when looking for an apprenticeship. That is why this new contract with Infosys is fundamental for us to continue to deliver an efficient and effective service for all of our customers and stay at the top of our game as the go to place for higher education across the globe.\u201d  Ashiss Kumar Dash, EVP and Segment Head - services, utilities, resources, energy at Infosys emphasized, \u201cOur relationship with UCAS spans the last six years, and our renewed partnership is testament to the great success we\u2019ve achieved in that time, delivering on UCAS\u2019 digital vision. In the next three years, we will continue to bring together industry leading capabilities, ecosystems and talent to deliver new experiences that reflect the growing expectations and changing dynamics in the higher education sector. With a focus on delivering greater innovation and seamless customer service experiences, we look forward to supporting UCAS retain its position as a highly trusted and accessible service.\u201d  About UCAS  UCAS, the Universities and Colleges Admissions Service, is an independent charity, and the UK's shared admissions service for higher education.<|endoftext|> Our services support young people making post-18 choices, as well as mature learners, by providing information, advice, and guidance to inspire and facilitate educational progression to university, college, or an apprenticeship. We manage almost three million applications, from around 700,000 people each year, for full-time undergraduate courses at over 380 universities and colleges across the UK.<|endoftext|> We also provide a wide range of research, consultancy and advisory services to schools, colleges, careers services, professional bodies, and employers, including apprenticeships.<|endoftext|> About Infosys Ltd.<|endoftext|> Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation Inaugurates New Outpatient Department (OPD) Block at The Kidwai Memorial Institute of Oncology, Bengaluru \nAuthor: ['Infosys Limited'] Infosys Foundation Inaugurates New Outpatient Department (OPD) Block at The Kidwai Memorial Institute of Oncology, Bengaluru  Infosys Foundation, the philanthropic and CSR arm of Infosys (NSE, BSE, NYSE: INFY), today announced that it has completed constructing a 75,000 sq. ft state-of-the-art, multi-disciplinary Outpatient Department (OPD) block at the Kidwai Memorial Institute of Oncology, Bengaluru. The Infosys Foundation has spent INR 25.5 Crore on this new OPD block, which will cover over 12 departments, and aim to accommodate nearly 1,800 patients every day.<|endoftext|> This new OPD was inaugurated by Shri. Basavaraj Bommai, Honorable Chief Minister, Govt. of Karnataka, and Dr. K. Sudhakar, Health Minister, Govt. of Karnataka, in the virtual presence of Mrs. Sudha Murty, Chairperson, Infosys Foundation.<|endoftext|> Speaking at the inauguration, Mrs. Sudha Murty, said, \u201cLack of proper treatment and medical infrastructure often manifests in unfortunate circumstances for patients and their family. This is a small effort by the Foundation to ensure that people have access to clean, hygienic, and timely medical intervention, especially at a time when we are engulfed by a pandemic. We are thankful to the State Government, our Honorable Chief Minister, Health Minister, and Kidwai Memorial Institute of Oncology, for their collaboration and support in this initiative.\u201d  Infosys Foundation has been working closely with the Kidwai Memorial Institute of Oncology on several projects since 2001. This new OPD, a dharamshala renovation, five fully equipped operation theatres and one ICU completed earlier, add to Foundation\u2019s efforts to expand hospital and quarantine facilities and ensure proper medical treatment for the public. Over the last one and a half years, Infosys committed a total of INR 200 Crore for Covid relief efforts across India, through the Infosys Foundation, and also helped set up a 150-bed Covid care hospital in Bengaluru, in partnership with the state government.<|endoftext|> About Infosys Foundation  Established in 1996, the Infosys Foundation supports programs in the areas of education, rural development, healthcare, arts and culture, and destitute care. Its mission is to work in remote regions of several states in India. The Infosys Foundation takes pride in working with all sections of society, selecting projects with infinite care, and working in areas that are traditionally overlooked by society at large. For more details, please log on: https:\/\/www.infosys.com\/infosys-foundation  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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_India@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Foundation USA Scales Online Learning Platform with Free Computer Science Modules for K-12 Educators \nAuthor: ['Infosys Limited'] Infosys Foundation USA, a nonprofit dedicated to increasing access to computer science (CS) and maker education across the U.S., announced today that it is adding four additional computer science modules for K-12 teachers to its digital learning platform, the Pathfinders Online Institute. Educators can now choose from over 30 unique courses and trainings geared to meet different skill-levels, grades and programming interests. The new offerings are meant to help ease teachers back into the classroom and STEM computer science learning loss after a year of remote and hybrid instruction. The new materials can be accessed for free at Infosys.org\/pathfindersonline.<|endoftext|> According to the 2020 State of CS Report, 28 states recently passed new laws to promote computer science education but not all mandated funding for professional development for teachers. Additionally, a recent study by the Kapor Center that surveyed over 3,500 PreK-12 CS teachers found that over a quarter of respondents felt limited by their own subject matter expertise and expressed a need for low-cost computer science professional development. The Pathfinders Online Institute addresses these challenges by providing educators with access to computer science curricula, innovative professional development and first-of-its-kind streamable K-5 lessons for educators with no computer science background \u2013 at no cost.<|endoftext|> \u201cTeachers have overcome insurmountable instructional challenges over this past pandemic year,\u201d said Kate Maloney, Executive Director, Infosys Foundation USA. \u201cAs they return to the classroom and seek to capture their students\u2019 imaginations, the Foundation is providing creative resources. This will help them bring leading edge computer science and making curricula to their classroom, so their students are equipped with the fundamental digital literacy required to succeed in a tech-driven world.\u201d  Infosys Foundation USA is partnering with CS is Elementary, Raspberry Pi and BirdBrain Technologies to offer these innovative learning modules that will help educators enhance their computational fluency. The modules include:  Kode5 with CS is Elementary (Grades K-5): Kode5 consists of a baseline computer science program for any school: a set of five on-demand courses that provide 20+ hours per grade of computer science education. Virtual co-teachers provide the instruction, while classroom teachers\u2014even those without experience, training, budget or special facilities\u2014manage and support students\u2019 experience.<|endoftext|> Kode5 consists of a baseline computer science program for any school: a set of five on-demand courses that provide 20+ hours per grade of computer science education. Virtual co-teachers provide the instruction, while classroom teachers\u2014even those without experience, training, budget or special facilities\u2014manage and support students\u2019 experience. Programming Essentials in Scratch in partnership with Raspberry Pi (Grades 4-8): In this six-part course, educators will receive an introduction to block-based programming within the Scratch environment.<|endoftext|> In this six-part course, educators will receive an introduction to block-based programming within the Scratch environment. Python and Robotics with the Finch Robot in partnership with BirdBrain Technologies (Grades 6-12): In this course, educators will be introduced to physical computing and learn how to use the Finch Robot across a variety of computer science concepts. The first 100 U.S. public and charter school teachers to apply will also receive one free Finch Robot 2.0.<|endoftext|> In this course, educators will be introduced to physical computing and learn how to use the Finch Robot across a variety of computer science concepts. The first 100 U.S. public and charter school teachers to apply will also receive one free Finch Robot 2.0. Design, Build and Code a Rover with Raspberry Pi (Grades 8-12): In this six-part course, educators will learn to build a physical project using the Raspberry Pi Pico microcontroller. The first 1,000 U.S. public and charter school teachers to apply will also receive a free Raspberry Pi Pico hardware kit.<|endoftext|> \u201cThe Covid education crisis showed that we can teach K-5 computer science via distance learning if we keep students continuously engaged and provide expert virtual co-teachers,\u201d said John Pearce, Executive Director, CS is Elementary. \u201cKode5 courses are built upon this concept, enabling scalable baseline K-5 CS instruction for any child in any school, grade, classroom, or family.\u201d  \u201cRobots are powerfully motivating CS learning tools that bring computer code to life, but they are most effectively used by teachers who are well-supported,\u201d said Tom Lauwers, Founder and CEO, BirdBrain Technologies LLC. \u201cThat is why we are so excited by this opportunity to offer educators a free course and robot with Infosys Foundation USA, to help teachers spark deep and joyful CS learning in their classrooms.\u201d  \u201cSupporting computer science and maker educators is a critical part of our work,\" said Matt Richardson, Executive Director, Raspberry Pi Foundation North America. \"We're delighted to collaborate with Infosys Foundation USA on these free courses and to help students use newly-acquired skills in order to solve problems that matter to them.\"  The courses are open to all K-12 teachers across the U.S. and can be accessed by creating a free account on the Pathfinders Online Institute at Infosys.org\/pathfindersonline.<|endoftext|> About Infosys Foundation USA  Infosys Foundation USA was established in 2015 with the mission of expanding computer science and maker education to K-12 students and teachers across the United States, with a specific focus on increasing access to underrepresented communities. The Foundation achieves impact through delivering professional development programs for teachers, partnering with leading nonprofits, and delivering innovative media campaigns that inspire everyone to be creators, not just consumers, of technology. For more information, visit infosys.org\/USA.<|endoftext|> Press contact\/Infosys Foundation USA:  Justine Moscatello  +1 469-412-5638  Justine.Moscatello@infosys.com  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Wins Two Awards at Blue Prism World 2021 for Delivering Intelligent Automation-Based Solutions for Telstra \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, announced that it has won two \u201cPartner Excellence Awards for Client Business Impact: Telecommunications\u201d \u2013 a regional and a global recognition, from its strategic partner Blue Prism, a leading intelligent automation provider to enterprises. Infosys was awarded for delivering intelligent automation-based solutions and driving high business impact for Telstra, Australia\u2019s leading telecommunications and technology company, offering a full range of communications services and competing in all telecommunications markets.<|endoftext|> As part of its T22 strategy, Telstra was looking to use automation to bring together a number of legacy systems and align processes to improve and digitise the customer experience. They selected Infosys as a partner for its design thinking-led automation identification approach, ability to deliver high-quality business technology (RPA and intelligent automation) based solutions, along with flexible pricing.<|endoftext|> Leveraging Blue Prism, Infosys implemented its applied AI-based solutions to automate complex processes resulting in reduced cost to operate through improved cycle time, and release of subject matter expert bandwidth for more strategic customer-centric activities. With improved customer experience and employee efficiency, Infosys was able to return over 20,000-man hours to Telstra\u2019s business in over a period of 12-18 months, along with significant cost savings.<|endoftext|> Arunkumar NT, Managing Director & Country Head (India) and Head of Innovation, Telstra stated, \u201cAt Telstra, we are committed to provide a world-class customer care experience by bringing AI, ML and Robotic Process automation platforms to deliver value. Among many success stories our InfraCo Rapid Automation Centre\u2019s partnership with Infosys to draw on their applied AI capabilities and intelligently automate some of the most complex processes has driven great value.\u201d  Linda Dotts, Chief Partner Strategy Officer, Blue Prism said, \u201cWe congratulate Infosys on winning regional as well as global awards in the \u2018Client Business Impact\u2019 category for the stellar work they delivered for Telstra. Our core focus is to enable enterprises drive better and more strategic digital transformation and we value our partner community for its positive impact on our shared customers. Their solutions, built on the Blue Prism intelligent automation platform, provide a way for organizations to approach work in a new, more agile way. Together, we are truly inspiring customers with the transformative power of intelligent automation.\u201d  Balakrishna D R, Senior Vice President, AI and Automation, Infosys said, \u201cAI is an integral pillar to any digital transformation journey today, and enterprises need to be quick to identify the right opportunities. At Infosys, we bring together our design thinking approach with applied AI capabilities to discover, democratize and derisk this transformation. Leveraging our strong relationship with able partners like Blue Prism, we are able to rapidly deliver high quality solutions, making positive impact across functions and deliver measurable value across complex business processes.\u201d  About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Santander UK and Infosys Finacle Launch New International Cash Management Platform \nAuthor: ['Infosys Limited'] Santander UK and Infosys Finacle Launch New International Cash Management Platform  Infosys Finacle, part of EdgeVerve Systems, a wholly-owned subsidiary of Infosys (NSE, BSE, NYSE: INFY) and Santander UK, today announced the roll out of Santander UK's international cash management platform as part of the bank's ongoing digital transformation programme.<|endoftext|> Santander Global Connect, is a brand-new cash management platform designed to support the international growth plans for Santander\u2019s corporate and commercial customers. The first release of the platform, which is currently in pilot, provides customers with access to view liquidity held globally. Subsequent releases will enable self-service digital capabilities to manage, control, and mitigate cash and business risk, all from a single portal. Client feedback will form a critical part of future enhancements, to ensure the global cash management platform meets and exceeds client requirements.<|endoftext|> Highlights of the first release:  Santander Global Connect will be powered by the Finacle Cash Management Suite that includes the Finacle Digital Engagement Hub, Finacle Online Banking, Finacle Payments and Finacle Liquidity Management solutions.<|endoftext|> Key capabilities of the new platform will include: A centralised multi-bank information portal with a consolidated view of cash positions Account and transaction level reporting for both domestic and international activities Country level visibility of foreign currency accounts held, and banks used by customers    John Carroll, Head of International and Transactional Banking, Santander UK, said, \"This new platform will allow us to support UK businesses of all sizes to seamlessly manage their international transaction and cash management banking needs. It will also help us to develop and grow relationships with existing customers and support the international growth needs of new customers. There has never been a more important and exciting time for businesses to consider international expansion. By collaborating with Finacle, we\u2019re able to offer our customers a crucial tool to support both them and our own international banking strategy now and in the future.\u201d  Sanat Rao, Chief Business Officer & Global Head, Infosys Finacle, said, \"With the increased volatility and complexity of the global business environment, corporate treasurers need to monitor and manage their liquidity positions and working capital in real-time. We are excited to extend our partnership with Santander UK to enable this for their corporate and commercial banking customers. The new platform will power innovative global cash and liquidity management services, along with much-needed flexibility, openness, and self-serve capabilities.\"  About Santander UK  Santander UK is a financial services provider in the UK that offers a wide range of personal and commercial financial products and services. At 31 December 2020, the bank had around 21,900 employees and serves around 14 million active customers, via a nationwide branch network, telephone, mobile and online banking. Santander UK is subject to the full supervision of the Financial Conduct \nAuthority (FCA) and the Prudential Regulation \nAuthority (PRA) in the UK. Santander UK plc customers\u2019 eligible deposits are protected by the Financial Services Compensation Scheme (FSCS) in the UK.<|endoftext|> 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, 2021. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Public Services Launches Blockchain Network to Modernize Public Recordkeeping for County of Riverside in California \nAuthor: ['Infosys Limited'] Infosys Public Services (IPS), a US-based subsidiary of Infosys(NSE, BSE, NYSE: INFY), completed the pilot of a blockchain solution designed to improve the efficiency, access and security of vital recordkeeping in Riverside County, California\u2019s fourth largest county and the 10th largest in the U.S. The blockchain network enables county employees to manage data effectively and securely, while easing access and lowering cost of operations.<|endoftext|> \u201cBlockchain technology presents a new opportunity for governments to advance their digital agenda and leapfrog into the next era of secure, citizen-centered services,\u201d said Eric Paternoster, CEO, IPS. \u201cWe are excited about this project with Riverside County Assessor-County Clerk-Recorder Office and appreciate the opportunity to demonstrate how blockchain can enable the county to become more digital, connected, and secure.\u201d  The pilot blockchain network, developed in collaboration with Amazon Web Services, Inc. (AWS) using Amazon Managed Blockchain, modernizes the once paper-centric operations of the Riverside County Assessor-County Clerk-Recorder Office. The introduction of blockchain technology enables the Office to store, recreate, and retrieve verifiable digital records, reducing the need for physical storage. The solution will also provide citizens more timely and accurate access to their records.<|endoftext|> \u201cAs Riverside County\u2019s Assessor-County Clerk-Recorder, our goal is to provide recordkeeping, record issuance, and property valuation in a timely, secure, and cost-effective manner,\u201d said Peter Aldana, Assessor-County Clerk-Recorder at County of Riverside. \u201cAdoption of blockchain technology will greatly advance our digital transformation journey towards our goal.\u201d  Riverside County currently spends approximately $500k annually to store official records physically to ensure compliance with records retention laws and regulations, a cost incurred by most local governments. With physical storage, however, access, research, and audit of records for retention compliance become time consuming and costly. Blockchain technology offers the ability to reduce costs associated with physical storage of the official records. In addition, Riverside County Assessor-County Clerk-Recorder Office issues between 58,000 to 90,000 vital records to citizens of the County annually. Currently all vital records requests are fulfilled through issuing of physical paper certificates. Adoption of Blockchain technology will allow governments to help citizens obtain digital vital records securely within minutes and achieve higher efficiency within the office operations. IPS and AWS will continue to work with the County to assess how blockchain technology can benefit more departments and processes, increase effectiveness of public services, while minimizing cost of operations.<|endoftext|> Download this whitepaper for more information about Riverside County\u2019s blockchain initiative. Visit Infosys Blockchain microsite to access additional case studies, and learn more about our blockchain solutions.<|endoftext|> About Infosys Public Services, Inc.<|endoftext|> Infosys Public Services is a leader in next-generation digital services and consulting. With benchmark processes, access to cross-industry insights and innovative solutions, Infosys Public Services is helping public sector organizations to navigate their digital transformation, helping them renew existing systems into modern, agile, intelligent platforms, develop new capabilities and deliver better outcomes to all stakeholders at a lower cost with less risk.<|endoftext|> Navigate your next with Infosys Public Services. Visit www.infosyspublicservices.com to see how.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With over 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 (NSE, BSE, 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, 2021. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys to establish Digital Technology and Innovation Center in Stuttgart for the Automotive Sector \nAuthor: ['Infosys Limited'] Infosys (NSE, BSE, NYSE: INFY), a global leader in next-generation digital services and consulting, today announced the launch of its Automotive Digital Technology and Innovation Center in Stuttgart, Germany, building on its strategic commitment to drive innovation and IT infrastructure transformation in the sector.<|endoftext|> The new center brings together automotive and IT experts from across Germany into a space for shared knowledge, skills and innovation. As a part of Infosys\u2019 partnership with Daimler, automotive IT infrastructure experts based in Germany will transition from Daimler AG to the new Digital Technology and Innovation Center. Encouraging sustainable growth within the German automotive sector, it will provide its customers with tools to meet the country\u2019s growing demand for electric vehicles.<|endoftext|> Infosys aims to create a gold standard for Germany\u2019s automotive and manufacturing companies to accelerate and standardize technology adoption. It will provide training and innovation labs and focus on industry transformation, including the infrastructure required to design future and advanced technologies such as artificial intelligence, automation and electrification. The center will also spotlight Infosys\u2019 commitment to championing sustainability, leveraging resources such as a data center operating on 100 percent renewable energy and zero water consumption.<|endoftext|> Through the new center Infosys will support leading German automotive company, Daimler AG, strengthen its IT & data center infrastructure, and drive competitive edge in line with its ambitions to standardize, consolidate, scale and transform to Net Zero with seamless customer experience.<|endoftext|> Dr.-Ing. J\u00f6rg Sommer, formerly Director of Digital Foundation at Daimler has been designated as the CEO of the Digital Technology and Innovation Center in Stuttgart, which is a separate legal entity and officially called Infosys Automotive and Mobility GmbH & Co. KG.<|endoftext|> The center promotes a multi-cloud and carbon neutral approach to IT infrastructure transformation, leveraging Infosys Cobalt, a combination of Infosys services, solutions and platforms that supports enterprises in accelerating their cloud journey, alongside other leading cloud providers. Through its cloud approach the center will enable an anytime, anywhere workplace primed to address present and future needs. The center offers Infosys the opportunity to play an instrumental role in the transformation of Daimler as an industry leader, and in turn provides other automotive manufacturers the opportunity to leverage Infosys IP and tools as well as unlock valuable growth opportunities during a crucial time for the automotive sector and growing German economy.<|endoftext|> \u201cThe Digital Technology and Innovation Center in Stuttgart will provide a wide range of benefits for both Infosys and the German automotive sector. By bringing together the formidable skills and expertise across Germany, this center will support Daimler in its hybrid multi-cloud and AI-driven digital transformation journey to scalability. It will also provide a cloud architecture blueprint for other German manufacturers to emulate as they move through a period of resilient IT transformation. Amidst the rising demand for electric cars, we\u2019re committed to supporting the German automotive industry as it addresses these changes in behavior,\u201d said Salil Parekh, Chief Executive Officer, Infosys.<|endoftext|> \u201cAs software becomes modular and IT infrastructure continues to scale, Daimler will take three simultaneous steps to transform its IT landscape: consolidation, scaling and modernization. Through establishing the Infosys Automotive and Mobility GmbH in Germany, Infosys is committed to grow with us in the automotive industry and provide exciting career opportunities for our employees. The center will also set new standards for cloud and infrastructure services in the automotive industry. We\u2019re delighted that through this partnership, Daimler will strengthen its overall technology investment and partnership strategy,\u201d said Jan Brecht, Chief Information Officer, Daimler and Mercedes-Benz.<|endoftext|> \u201cWe\u2019re thrilled to announce the establishment of the Digital Technology and Innovation Center, an exemplary facility providing a testbed for innovation, and critically, a platform for cross-industry expertise and skills transfer. To deliver on new and emerging mobility trends, automotive brands need to be able to scale and deliver innovation to market at speed. Through cutting-edge technologies such as cloud, artificial intelligence, automation, and electrification, the Innovation Center will be a catalyst for accelerating the development and availability of pioneering technology in the market, as well as simplifying and standardizing hybrid cloud stacks across the industry,\u201d said Dr.-Ing. J\u00f6rg Sommer, Chief Executive Officer, Infosys Automotive and Mobility GmbH & Co. KG.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in more than 50 countries to navigate their digital transformation. With 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 (NSE, BSE, 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, 2021. 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Quarterly Results and Filings of Q1 2021 \nAuthor: ['Infosys Limited'] Results for the First Quarter ended June 30, 2021  Infosys announces results for the first quarter ended June 30, 2021 on Wednesday, July 14, 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  July 14, 2021 4:30 p.m. (IST)  Archived Webcast of Press Conference | Transcript  Webcast of conference call  July 14, 2021 6:00 p.m. (IST)  Archived Earnings conference call - Audio | Transcript  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys to Create 1,000 Digital Jobs in the UK to Fuel Post-Pandemic Growth \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, today reinforced its commitment to supporting UK\u2019s economic recovery and growth by announcing plans to hire 1,000 workers in the country over the next three years.<|endoftext|> New hires will be working at the cutting edge of innovation in the digital space, including cloud computing, data and analytics, artificial intelligence, open source technologies and enterprise services to support some of the world\u2019s largest organizations navigate their digital journeys. The company will provide critical training and mentoring opportunities for the fresh hires.<|endoftext|> Recognized as a Top Employer globally and ranked among the top five employers in the UK for 2021, the new team members will join a world-class workforce spanning Infosys\u2019 design studio in Shoreditch, its innovation center in Canary Wharf and proximity centres in Nottingham and other client locations across the UK.<|endoftext|> To ensure a diverse talent pool and support the upskilling of the industry\u2019s future leaders, a large proportion of the workforce will be hired from recently graduated students from leading colleges and universities in the UK. The company will also hire experienced professionals from technology and consulting with deep sector expertise who will be able to support local businesses in their digital journeys and lead a robust workforce for the future.<|endoftext|> Salil Parekh, CEO, Infosys, said, \u201cWhile the talent gap has been looming, the events of the past year have exacerbated the need for vital digital skills as businesses have rapidly accelerated their digital transformation. Bridging the digital divide and making quality digital education accessible to every citizen are vital to the establishment of a robust future workforce, and the UK\u2019s economic recovery. Our commitment to the UK is to support both recovery and growth through digital acceleration, hiring new talent, and supporting the development and reskilling of existing talent to meet evolving economic demands. We continue to partner with universities across the UK to nurture the next generation of digital leaders and continually strive to close the skills gap, investing in a brighter future for everyone.\u201d  Boris Johnson, UK Prime Minister, said, \u201cThis investment from Infosys is a vote of confidence in the UK and its technology sector and will help that sector scale new heights \u2013 creating the jobs of the future. We need more firms like Infosys with a commitment to investing in people to help the UK build back better.\u201d  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Positioned as a Leader in Everest Group PEAK Matrix\u00ae Assessments for System Integrator Capabilities 2021 across AWS, Microsoft Azure, and Google Cloud \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has been positioned as a Leader in the Everest Group System Integrator Capabilities PEAK Matrix\u00ae Assessment 2021 across AWS, Microsoft Azure, and Google Cloud. Through separate assessments, Everest Group recognized Infosys Cobalt as a core market differentiator among system integrators (SIs) across three major hyperscalers. The report also called out that Infosys\u2019 integrated Cobalt strategy is resonating well in the market for expanding innovation with the cloud community and securing globally dispersed enterprises.<|endoftext|> For the assessments, Everest Group evaluated over 20 leading system integrators based on an objective, data-driven, and comparative assessment of their absolute market success and delivery capability including service focus, IPs and solutions, domain investments, and success stories. Infosys showcased excellence in helping organizations become resilient and undergo swift digital transformation with a range of services and newer business models. Infosys\u2019 design thinking approach, joint workshops with clients, and ability to demonstrate a clear transformational roadmap during RFPs were cited as key win themes across AWS engagements. The report also highlighted Infosys\u2019 Google specializations on cloud migration and data analytics, as well as expertise in Microsoft Azure services supplemented by marquee wins across all solution areas.<|endoftext|> \u201cPublic cloud spending is accelerating as the hyperscaler cloud providers AWS, Azure, and GCP help clients drive business transformation. In addition to their vast cloud service offerings, these hyperscalers are also selectively funding clients\u2019 transformation initiatives,\u201d said Yugal Joshi, Vice President, Everest Group. \u201cOur research indicates 87% of cloud-native builds are happening on these three platforms, which indicates strategic cloud adoption. Therefore, enterprises now will need a different operating model to ensure their public cloud journeys are a success. Infosys has invested in its Cobalt Cloud offerings to leverage experience from earlier cloud programs and IP\/assets to help clients in this journey.\u201d  \u201cCloud is the backbone of today\u2019s digital transformation journey that helps enterprises find faster, secure, and more innovative ways to respond to changing market demands. Infosys Cobalt is designed to do just that \u2013 provide security, innovation, and speed-to-market that empowers organizations to transform from the core, become responsive, and resilient. Cobalt\u2019s diverse catalog of over 14,000 assets helps businesses leverage the potential of the cloud ecosystem. Additionally, it offers ready access to a growing portfolio of over 200 cloud-first solution blueprints that enable businesses accelerate their speed-to-market, stated Narsimha Rao Mannepalli, Executive Vice President, Head of Cloud & Infrastructure Solutions. \u201cOur leadership positioning by Everest Group across the 3 major hyperscalers is a great recognition of how Cobalt offers a differentiated proposition in the market.\u201d  Complimentary custom copies of Everest Group System Integrator Capabilities PEAK Matrix\u00ae Assessment 2021 reports can be accessed here:  Infosys: Leader in SI Capabilities on AWS Peak Matrix Assessment 2021  Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Microsoft Azure System Integrators 2021  Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Google Cloud Platform (GCP) System Integrators 2021  Learn more about Infosys Cobalt, key offerings and client stories, please visit: www.infosys.com\/cobalt  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Honored with Stevie\u00ae Awards at the 2021 American Business Awards \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced that it has won four Stevie\u00ae Awards at the 19th Annual American Business Awards\u00ae. Over 3,800 nominations, a record number, from across industry were submitted this year for consideration for American Business Awards\u00ae and over 250 professionals worldwide participated in the judging process to select this year\u2019s winners.<|endoftext|> Infosys was honored as a gold Stevie winner for career and workforce readiness solution under the education category backed by Infosys' next-generation learning experience platform, Lex, and marketing department of the year in the marketing category for driving a perception shift and accelerating growth. Infosys Lex was also selected for the 2021 People\u2019s Choice Stevie Awards for favourite new career and workforce readiness solution. Infosys received a silver Stevie award for its growth story and achievements in the sales or revenue generation category and a bronze award in the COVID-19 response category for promoting employee and community well-being while ensuring business continuity amid the pandemic.<|endoftext|> In addition to these, Infosys also earned a silver Stevie\u00ae Award at the 2021 Asia Pacific Stevie Awards in the Innovative Achievement in Growth category for delivering growth and enhancing shareholders' value.<|endoftext|> Ravi Kumar, President, Infosys, said, \u201cWe are deeply honored to receive this prestigious recognition, across several categories of the American Business Awards\u00ae and 2021 Asia-Pacific Stevie\u00ae Awards, celebrating the efforts and dedication of the entire Infosys team. The awards reflect our continued resilience, even through a difficult year, marked by increasing client relevance, stronger digital capabilities and empowered employees. It underpins our ability to drive growth, revenue and impeccable execution without disruption.\u201d  \u201cThe Stevie-winning nominations in The American Business Awards and 2021 Asia-Pacific Stevie\u00ae Awards are a testament to the ingenuity, commitment, passion, adaptability, and creativity of enterprises and people alike. Infosys demonstrated excellence in areas of career and workforce readiness, corporate response, marketing, and sales and revenue generation despite the challenges presented by COVID-19. While the global pandemic has highlighted the centrality of a perception shift, Infosys has meticulously executed its strategies to deliver exponential results across categories and exceed expectations. I wholeheartedly congratulate Infosys on winning the Stevie Awards for their achievements and wish them the best in their endeavors to address the post-pandemic requirements.\u201d said Stevie Awards President, Maggie Gallagher.<|endoftext|> Details about and the list of 2021 Stevie winners are available at www.StevieAwards.com\/ABA and 2021 Stevie Winners | Stevie Awards Asia Pacific.<|endoftext|> About the Stevie Awards  Stevie Awards are conferred in eight programs: the Asia-Pacific Stevie Awards, the German Stevie Awards, the Middle East & North Africa Stevie Awards, The American Business Awards\u00ae, The International Business Awards\u00ae, the Stevie Awards for Women in Business, the Stevie Awards for Great Employers, and the Stevie Awards for Sales & Customer Service. The Stevies also produce the annual Women|Future Conference. Stevie Awards competitions receive more than 12,000 entries each year from organizations in more than 70 nations. Honoring organizations of all types and sizes and the people behind them, the Stevies recognize outstanding performances in the workplace worldwide. Learn more about the Stevie Awards at http:\/\/www.StevieAwards.com.<|endoftext|> About Infosys  Infosys is a global leader in next-generation digital services and consulting. We enable clients in over 50 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys McCamish Completes Purchase of Automated New Business and Underwriting Platform from STEP Solutions \nAuthor: ['Infosys Limited'] Infosys McCamish Completes Purchase of Automated New Business and Underwriting Platform from STEP Solutions  Infosys McCamish Systems, a US-based subsidiary of Infosys BPM, the Business Process Management arm of Infosys (NYSE: INFY), today announced the strategic purchase of a state-of-the-art New Business and Underwriting platform from STEP Solutions Group LLC to ease the complexity of all types of insurance products such as Life, Annuity, and Health, for individuals and groups across North America.<|endoftext|> STEP Solutions Group LLC is an affiliate of the Dillon Kane Group LLC based in Chicago, Illinois, with a successful track record in building leading-edge technology solutions in Insurance Underwriting and New Business. The powerful rule-driven New Business and Automated Underwriting platform from STEP will help Infosys McCamish in enhancing its industry-leading VPAS\u00ae policy administration platform to offer end-to-end business solutions in the North American insurance market.<|endoftext|> The platform quotes and recommends products based on the customer\u2019s lifestyle, financial state, and unique requirements, using digital portals and intuitive workbenches that drive business outcomes through a personalized experience. Integrated intelligent workflow supports full or partial automation of underwriting cases, which reduces cost and time-to-decision, and greatly speeds up policy issuance and assures consistent rating. The platform, which supports cloud-native microservices for flexible deployment options, is also fully integrated with ACORD Industry standards, external origination systems, as well as data and evidence providers such as MIB (Medical Information Bureau), MVR (Motor Vehicle Report), Rx (Prescription) and Credit Agencies in compliance with all the relevant state laws and other regulatory bodies in North America. Once deployed, the platform shortens the time to process a case from days, to a few hours.<|endoftext|> Richard Magner, CEO and Managing Director, Infosys McCamish Systems, said, \u201cWith the purchase of this platform from STEP, we will further enhance our competitive position in straight-through processing of New Business, Enrollment, and Automated Underwriting to our clients. The move reinforces our commitment and investments towards providing seamless and end-to-end delivery of services across the insurance industry in North America and around the world.\u201d  Don Kane, Sr. Managing Director of Dillon Kane Group and STEP Solutions Group, said, \u201cWe are excited that the underwriting platform developed by STEP will gain new opportunities for widespread adoption as a part of the Infosys McCamish platform suite. The platform will help in increasing the success rate for clients, with high efficiency and enhanced underwriting decision-making in the new business arena. With Infosys McCamish\u2019s leading position in the global life insurance and annuity marketplace, I am sure they will elevate the platform\u2019s global reach, technology edge, and digital capabilities.\u201d  The platform will be supported from development centres in Atlanta, US, and from Hyderabad and Pune in India.<|endoftext|> About Infosys McCamish  Infosys McCamish (www.infosysbpm.com\/mccamish), a U.S. based subsidiary of Infosys BPM, a part of Infosys (NYSE:INFY), is a leader in providing best in class technology platforms and services to the financial services industry. It addresses the full array of needs in the Life insurance, annuity and retirement services marketplace globally. Infosys McCamish delivers these using its best in class VPAS\u00ae platform \u2013 Policy Administration, PMACS\u00ae \u2013 Producer Management and Compensation, VPAS\u00ae BPA \u2013 Retirement Services and NGIN \u2013 Multi-geo Policy Administration for rapid product rollout. It offers these in Software as a Service (SaaS) or in full service TPA (Third Party Administration) or Hybrid models.<|endoftext|> About Infosys BPM  Infosys BPM Ltd., the business process management (BPM) subsidiary of Infosys Ltd. (NYSE: INFY), was established in April 2002. We offer integrated end-to-end transformative BPM services, and have journeyed through the table-stakes of effectiveness and efficiency with an ever-increasing focus on enhancing stakeholder experience and empathy. We enable clients to navigate their digital journey, operating from 33 delivery centers across 16 countries, with over 43,300 people from more than 120 nationalities.<|endoftext|> Visit www.infosysbpm.com to learn how Infosys BPM can help your enterprise navigate your next. For more information contact bpm.pr@infosys.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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Tennis Australia and Infosys Reimagine Digital Experience for Australian Open Virtual Audience \nAuthor: ['Infosys Limited'] Tennis Australia and Infosys Reimagine Digital Experience for Australian Open Virtual Audience  Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting and the Australian Open\u2019s Official Digital Innovation Partner, this year is applying technology to enhance tennis experiences for those onsite and those unable to attend in person. Using digital as an equaliser to bridge the physical gap, Infosys and Tennis Australia are opening up new possibilities by leveraging cloud, AI, 3D virtual experiences and mobility. The innovations are envisioned to alter the sporting normal well beyond the current Grand Slam and represent a shift towards placing digital at the core of the tournament to elevate immersion, passion, brilliance and experience for those on court and across the globe.<|endoftext|> \u201cThe past year has accelerated the need for meaningful digital engagement between the Australian Open and its fans, players, coaches, partners and the media. Our focus this year is delivering new digital experiences and insights that are accessible for everyone involved, regardless of where they are currently located,\u201d Ben Slack, Chief Revenue Officer, Tennis Australia said.<|endoftext|> \u201cHaving Infosys on board as our digital innovation partner for the third year running has allowed us to optimise engagement with all our stakeholders, not only our fans, players and coaches but our broadcast partners and sponsors as well. Despite access restrictions this year the team has excelled, enabling us to continue delivering new and improved digital experiences for this year\u2019s tournament.\u201d  The focus for the Australian Open (AO) is to innovate across the entire stakeholder ecosystem in the following ways:  Immersion in analytics: 3D Court Vision allows individuals to watch tournament matches in an animated form, with data overlay for each shot. From speed to spin to serve placement, every detail of the game is available at a click of a button. Infosys uses Hawk Eye data to animate each shot in near real-time and empowers fans to analyse the game from any vantage point in the stadium.<|endoftext|> 3D Court Vision allows individuals to watch tournament matches in an animated form, with data overlay for each shot. From speed to spin to serve placement, every detail of the game is available at a click of a button. Infosys uses Hawk Eye data to animate each shot in near real-time and empowers fans to analyse the game from any vantage point in the stadium. Furthering fan passion: A new AO Virtual Slam experience transports every fan into the Rod Laver Arena. 3D court views and data simulate the experience of playing at the AO, letting fans be a part of the glory. An enhanced AO Fan App will also deliver richer content and personalised journeys based on their interest areas, while guided navigation helps fans find their way within the new Melbourne Park zones set up due to COVID protocols.<|endoftext|> A new AO Virtual Slam experience transports every fan into the Rod Laver Arena. 3D court views and data simulate the experience of playing at the AO, letting fans be a part of the glory. An enhanced AO Fan App will also deliver richer content and personalised journeys based on their interest areas, while guided navigation helps fans find their way within the new Melbourne Park zones set up due to COVID protocols. Sensing brilliance on court: In the dedicated AO player and coach app, the AI Video Analysis feature brings new intelligence to the hands of all players and their teams, regardless of rank. The AI tool allows precise player and opponent assessment, be it the technique behind winning backhand drop shots or handling volley shots in long rallies. With many players\u2019 full teams unable to attend the tournament, this feature allows coaches to provide guidance remotely from anywhere across the world by sharing live strategy notes in the app.<|endoftext|>   For the AO media team, AI Shot of the Day uses machine learning to rapidly identify match highlights, using multiple data points that are objective (such as fastest serve) and subjective (player emotion, crowd reaction and cruciality of the shot in context to the match).<|endoftext|> In the dedicated AO player and coach app, the AI Video Analysis feature brings new intelligence to the hands of all players and their teams, regardless of rank. The AI tool allows precise player and opponent assessment, be it the technique behind winning backhand drop shots or handling volley shots in long rallies. With many players\u2019 full teams unable to attend the tournament, this feature allows coaches to provide guidance remotely from anywhere across the world by sharing live strategy notes in the app. For the AO media team, AI Shot of the Day uses machine learning to rapidly identify match highlights, using multiple data points that are objective (such as fastest serve) and subjective (player emotion, crowd reaction and cruciality of the shot in context to the match). Reinventing the guest experience: A 3D AO Virtual Hub has been developed to overcome physical restrictions for partners and sponsors, who are integral to the AO business model. Powered by Infosys Meridian, the Virtual Hub is a premium experience for partners to access exclusive events, behind the scenes tours, tennis clinics, legend interactions, master chef sessions, live performances, 360 match viewing and more. It is expected to host over 12,000 VIPs across the globe during the tournament.<|endoftext|> Andrew Groth, Senior VP and Regional Head at Infosys Australia and New Zealand, said, \u201cAs we know the pandemic has forced many organisations to change tack and adapt quickly. Through our ongoing partnership with Tennis Australia, the AO has been able to seamlessly meet the changing needs of their audience while continuing to push the boundaries of what\u2019s possible with new digital experiences.\u201d  \u201cWe are so proud to be working with Tennis Australia for a third year running and excited to bring new dimensions of the AO to fans, partners, players, coaches and the media. Our work with the AO this year is a clear demonstration of the power of data and AI, and its ability to bring people closer, no matter the physical distance.\u201d  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Toyota Material Handling Reimagines Dealer Engagement on Infosys Platform \nAuthor: ['Infosys Limited'] Toyota Material Handling Reimagines Dealer Engagement on Infosys Platform  Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, announced that it further enhanced its collaboration with Toyota Material Handling (TMH), a North American leader in material handling innovation, to deliver an immersive experience to its dealer ecosystem on the Infosys Meridian platform. A part of Infosys Cobalt, Infosys Meridian enables enterprises to evolve into a remote-first, hyper-productive anywhere workplace that deepens stakeholder engagement, streamlines work processes and enhances productivity.<|endoftext|> Infosys has been collaborating with TMH for about two years in multiple digital transformation initiatives including its global telematics solution, enterprise data strategy and hyper automation. TMH holds a premier annual event to engage with its dealer partners. In this event they showcase their existing offerings and solutions and launch new products. With wide-spread social distancing, it was very challenging for them to achieve this in an effective manner. TMH partnered with Infosys to host this 4-day event, virtually on the Infosys platform. Delivering hyper-personalized experiences to dealers from across North America, the company disseminated information on the latest products and innovations in its forklifts and advanced logistics solutions. Infosys Meridian\u2019s observability and AI virtual assistant capabilities helped Toyota Material Handling to engage with dealers seamlessly through highly captivating and experiential virtual events.<|endoftext|> Jeff Rufener, President & CEO, Toyota Material Handling, said, \u201cDuring these times of social distancing, it\u2019s challenging to make quality connections with dealers and customers. But we were able to delight our dealers with an immersive experience using Infosys Meridian. This platform allowed us to hold a virtual Toyota Week, an event that brought our dealers from across North America together for keynote sessions, breakout meetings, and a product showcase. Infosys Meridian helped us reach more than twice as many people as we could with a live event. We believe the platform\u2019s many features and capabilities deliver great value in areas such as virtual training and interactive virtual showrooms.\u201d  Jasmeet Singh, EVP and Global Head of Manufacturing, Infosys, said, \u201cManufacturers today are looking to use technology in myriad ways to reimagine their business processes and redefine stakeholder engagement in the new normal. Through the power of Infosys Meridian, a cloud-powered, mobile-first platform, Toyota Material Handling was able to engage the dealer community, who are key to their business. We look forward to collaborating with TMH in future on the virtual platform.\u201d  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Spirit AeroSystems Collaborates with Infosys to Integrate the IT Infrastructure of its Recently Acquired Businesses \nAuthor: ['Infosys Limited'] Spirit AeroSystems Collaborates with Infosys to Integrate the IT Infrastructure of its Recently Acquired Businesses  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, today announced a strategic collaboration with Spirit AeroSystems, a leading aero structures manufacturer. Spirit has chosen Infosys as its lead technology integration partner to help drive and set up the end-to-end applications and infrastructure integration of a few of Bombardier\u2019s former aerostructures and aftermarket services assets, which have been recently acquired by Spirit. As the exclusive IT partner, Infosys will leverage its system integration expertise, ecosystem partners, and extensive knowledge of the aviation sector to develop a robust IT framework, which will be built on infrastructure solutions powered by Infosys Cobalt.<|endoftext|> Seamless IT integration is imperative for successful mergers and acquisitions. The partnership will enable Spirit AeroSystems to empower stakeholders by transforming business applications and facilitating agile, resilient operations on the cloud.<|endoftext|> Talking about the partnership, Sam Marnick, Executive Vice President and Chief Operating Officer, Spirit AeroSystems, said, \u201cWe look forward to partnering with Infosys on our efforts to further diversify our business and strategically position Spirit AeroSystems for the future. We appreciate the long-standing relationship we have with Infosys and the support they have brought to a number of strategic projects for Spirit.\u201d  Jasmeet Singh, Executive Vice President and Global Head of Manufacturing, Infosys, said \u201cWe are excited to kickstart a new chapter in our long-term strategic partnership with Spirit AeroSystems and support their vision for the aerospace industry. We look forward to maximizing the synergies of the acquisition by facilitating seamless integration of IT ecosystems. Through the partnership, we will support Spirit with infrastructure build-out and unlock more opportunities to accelerate innovation and drive success.\u201d  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Collaborates with Siemens Gamesa Renewable Energy to Digitally Transform its Operations by Implementing SAP S\/4HANA in 50+ Countries \nAuthor: ['Infosys Limited'] Infosys Collaborates with Siemens Gamesa Renewable Energy to Digitally Transform its Operations by Implementing SAP S\/4HANA in 50+ Countries  Infosys (NYSE: INFY), the global leader in next-generation digital services and consulting, has been selected by Siemens Gamesa Renewable Energy (SGRE), a global leader in the renewable energy industry, as a strategic partner for SAP S\/4HANA implementation to deliver a globally harmonized ERP system. The implementation will enable Siemens Gamesa to become an agile, global organization driving digitalization, while enhancing its digital capabilities, offering, and competitive positioning.<|endoftext|> Infosys successfully implemented a Greenfield SAP S\/4HANA solution across 7 countries, replacing 2 legacy ERP systems. Infosys and Siemens Gamesa teams co-engineered and built a solution template that helped reduce redundancy across business processes and technology landscapes in record time. The solution is designed to enhance business efficiency across the value chain and reduce time-to-market. This transformation will enable real-time reporting, a digitally enabled workforce, reduced go-to-market time and is the core of Siemens Gamesa\u2019s next-generation applications landscape. Siemens Gamesa has further engaged Infosys for an industrialized rollout across 50+ countries, 22 manufacturing plants covering all business units (including onshore, offshore, services and corporate functions), leveraging Infosys Cobalt.<|endoftext|> Alan Feeley, CIO of Siemens Gamesa, said, \u201cImplementing a single S\/4HANA system across all business units and regions is a core component of our company-wide strategy towards process efficiency, standardization and industrialization. These first go live steps across 7 countries, supporting all business types, have proven the value of the greenfield approach chosen, achieving a stable productive environment around Hybrid Azure cloud by Infosys. This single and global setup provides an almost Zero \u201cchange the standard\u201d approach giving confidence towards sustainable cost management & upgrade proofing for the future. Infosys has demonstrated admirable \u2018staying power\u2019 and has delivered a solid product whilst fulfilling our expectations of being a partner in full.\u201d  Jasmeet Singh, EVP and Global Manufacturing Head, Infosys, said, \u201cAn efficient ERP system is critical for business continuity, especially today. Our strategic partnership with Siemens Gamesa will take their digital transformation journey to its next phase as we work towards delivering innovation via business process harmonization and technology leadership, leveraging Infosys Cobalt. We believe, this collaboration will enable SGRE to achieve stronger market positioning in the post-pandemic world.\u201d  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Recognised among Top Employers Globally \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, has been recognized by the Top Employers Institute as a Top Employer 2021, across Europe, Middle East, Asia Pacific and North America in recognition of its excellence in employment practices.<|endoftext|> Infosys has been recognized with the Top Employer Global certification across the following regions:  North America \u2013 USA, Canada, Mexico  Asia Pacific \u2013 India, Singapore, Australia, New Zealand and Japan  Middle East \u2013 UAE, Bahrain & Oman  Europe \u2013 Belgium, Netherlands, Germany, Sweden, Switzerland, Romania, France, Ireland and the United Kingdom  Pravin Rao, Chief Operating Officer at Infosys, said, \u201cThis year\u2019s certification reinforces our dedication to supporting our people, especially in these unprecedented times. It is important to acknowledge the contribution and excellence that comes from investing in our workforce, and nurturing a workplace that champions fairness, integrity, transparency and drives leadership by example. Through our progressive \u2018people first\u2019 policies and practices, we are working to consistently improve employee value. Infosys is continually creating employee experiences with empathy, that can help an individual reach their potential and deliver at the highest level.\u201d  The Top Employers certification is also a recognition of Infosys\u2019 Environment, Social and Governance (ESG) vision to facilitate best-in-class employee experience and to be recognized among the best employers in the regions that Infosys operates.<|endoftext|> David Plink, Chief Executive Officer at Top Employers Institute, said, \u201cDespite the challenging year we have experienced (which has certainly made an impact on organisations around the globe), our global Top Employers have continued to demonstrate the power of putting their people first in the workplace. As a global Top Employer, Infosys has shown their dedication to their employees on an international level across numerous countries and we congratulate them for their global certification.\u201d  The Top Employers Institute has certified almost 1700 organizations in 120 countries\/regions. These certified Top Employers positively impact the lives of over 7 million employees globally.<|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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Expands Relationship with Snowflake to Become Elite Service Partner \nAuthor: ['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\u2019s 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\u2019 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\u2019s 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,\u201d said Ravi Kumar S, President, Infosys. \u201cThis, along with leverage from Infosys applied AI cloud and Infosys Cobalt cloud offerings, can help them drive faster innovation and greater business resilience.\u201d  \u201cSnowflake\u2019s Data Cloud enables organizations to mobilize their data, including partner and third-party data sources, with near-unlimited scale, concurrency and performance,\u201d Snowflake Chief Revenue Officer, Chris Degnan said. \u201cOur 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.\u201d  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Recognized as the Fastest Growing Top 10 IT Services Brand \nAuthor: ['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\u2019s 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|> \u201cThe execution of our \u2018Navigate your Next\u2019 strategy, over the last three years, has strengthened the brand, positioning Infosys as the industry\u2019s leading digital services provider\u201d, said Salil Parekh, Chief Executive Officer, Infosys. \u201cContinued 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|> \u201cInfosys 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,\u201d said David Haigh, CEO, Brand Finance. \u201cThis 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 \u2013 including employees and the communities in which Infosys operates.\u201d  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\u2019s acknowledgement comes on the back of several prestigious marketing awards for Infosys including recognition as a 2020 \u2018Top Employer\u2019 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Named a Leader in the IDC MarketScape for Asia\/Pacific Salesforce Implementation Services 2020 Vendor Assessment \nAuthor: ['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\u2019 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\u2019 strength in service capabilities and growth strategy for Salesforce platform adoption contributed in the company being named a Leader. Infosys\u2019 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\u2019 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, \u201cInfosys, a Platinum Salesforce partner, has rich expertise in implementing end-to-end Salesforce solutions for enterprise customers in the Asia Pacific region. Infosys\u2019 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.\u201d  Dinesh Rao, Executive Vice President and Global Head \u2013 Enterprise Application Services, Infosys said, \u201cThis 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.\u201d  Joe De Battista, Chief Information Officer of CBHS said, \u201cTo 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.\u201d  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\u2019s 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: 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 \nAuthor: ['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\u2019 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\u2122, 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|> \u201cOur 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\u201d, said Ravi Kumar, President at Infosys.<|endoftext|> \u201cThe 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,\u201d said R \u201cRay\u201d 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.\u201d  \u201cWe\u2019re proud that Infosys has selected Google Cloud\u2019s Contact Center AI to power its Cortex customer engagement platform,\u201d said Kevin Ichhpurani, Corporate Vice President, Global Ecosystem at Google Cloud. \u201cMore than ever, it\u2019s 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\u2019s 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.\u201d  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: 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 \nAuthor: ['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\u2122 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|> \u201cFor 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,\u201d said Balakrishna D.R., Senior VP, Head - AI & Automation Services, Infosys. \u201cInfosys applied AI cloud, powered by NVIDIA DGX A100 systems, can help enterprises to quickly build on the opportunity, while scaling with new technological advancements.\u201d  \u201cMany 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,\u201d said Charlie Boyle, Vice President and General Manager of DGX Systems at NVIDIA. \u201cWorking with Infosys, we\u2019re 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.\u201d  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Accredited with Google Cloud Partner Specialization for Data and Analytics \nAuthor: ['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|> \u201cBusinesses across virtually all segments and industries are looking for ways to drive more insights and value from their data,\u201d said Nina Harding, Chief of Global Partner Programs & Strategy at Google Cloud. \u201cIn achieving this Specialization, Infosys has demonstrated the highest level of expertise helping customers implement data-driven strategies with Google Cloud\u2019s data and analytics products and capabilities.\u201d  Satish HC, Executive Vice President, Head Global Services - Data and Analytics at Infosys said, \u201cAchieving 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.\u201d  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys to Onboard Award-Winning Experience Design Agency, Carter Digital \nAuthor: ['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\u2019s leading and award-winning experience design agencies. This asset takeover strengthens Infosys\u2019 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 \u2018people first, design later\u2019 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\u2019 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\u2019 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, \u201cAustralia 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\u2019s capabilities reaffirms our commitment to help clients navigate their digital priorities with a complete end-to-end offering.\u201d  Ben Weiner, CEO, WONGDOODY, an Infosys company, added, \u201cIn 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\u2019 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\u201d  \u201cCarrying 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,\u201d said Paul Beardsell, Founder & Managing Director, Carter Digital.<|endoftext|> James Noble, Founder & Chief Creative Officer of Carter Digital added, \u201cWe\u2019re 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Quarterly Results and Filings of Q3 2020 \nAuthor: ['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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Implements Global Warranty Solution to Simplify Factory Warranty Processes for Johnson Controls \nAuthor: ['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, \u201cWarranty 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.\u201d  Jasmeet Singh, Executive Vice President and Global Head of Manufacturing, Infosys, said, \u201cThe 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.\u201d  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Daimler and Infosys Announce Strategic Partnership to Drive Hybrid Cloud-powered Innovation & IT Infrastructure Transformation in the Automotive Sector \nAuthor: ['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|> \u201cWe are excited about this partnership and the opportunity to support Daimler AG\u2019s 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,\u201d said Salil Parekh, Chief Executive Officer, Infosys.<|endoftext|> Talking about the partnership, Jan Brecht, Chief Information Officer, Daimler and Mercedes-Benz, said, \u201cSoftware 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\u2019s IT capabilities and Infosys\u2019 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.\u201d  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 \u2013 from high-tech combustion engines and hybrid vehicles to all-electric powertrains with battery or fuel cell \u2013 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 \u20ac172.7 billion and Group EBIT to \u20ac4.3 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: RBL Bank Embraces Finacle Digital Banking Solution Suite on Cloud with Containerized Platform \nAuthor: ['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\u2019s 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\u2019s digital reality.<|endoftext|> Highlights:  Finacle\u2019s 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\u2019s Digital Accelerator APIs. The solution\u2019s 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, \u201cToday, more than ever, customers demand round-the-clock, personalized banking services \u2013 on bank\u2019s 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.\u201d  Sankarson Banerjee, Chief Information Officer, RBL Bank, said, \u201cEven 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\u2019re 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\u2019s 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.\u201d  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: El Paso Water Selects Infosys as its Strategic Partner for Customer Service Transformation \nAuthor: ['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\u2019s 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\u2019 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\u2019s IT landscape with a scalable architecture to improve audit control mechanisms and financial transparency.<|endoftext|> Marcela Navarrete, Vice President at EPWater, said, \u201cThis is an ambitious undertaking with multiple system upgrades simultaneously, but it\u2019s a necessary project to help us make a leap forward to improve both efficiency and customer satisfaction.\u201d  Ashiss Kumar Dash, SVP and Segment Head - Services, Utilities, Resources, Energy, Infosys, said, \u201cWe 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.\u201d  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Celebrates Eight Years on NYSE, Achieving Carbon Neutrality, and Announcing its ESG Vision 2030 \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, will ring the Closing Bell\u00ae 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\u00ae in a ceremony celebrating the company\u2019s 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|> \u201cWe are honored to celebrate eight momentous years of Infosys on the Exchange by ringing the Closing Bell\u00ae 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\u2019 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\u2019s 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,\u201d said, Salil Parekh, CEO, Infosys.<|endoftext|> \u201cWe 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,\u201d 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\u00ae 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\u2019 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Accelerates Enterprise Modernization Journey to the Cloud with the Infosys Modernization Suite \nAuthor: ['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, \u201cThe 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.\u201d  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\u2019 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 \u2013 One-stop solution covering a wide range of modernization patterns and technologies  \u2013 One-stop solution covering a wide range of modernization patterns and technologies Agility \u2013 Reduces time-to-market by bootstrapping projects with integrated and automated end-to-end workflows  \u2013 Reduces time-to-market by bootstrapping projects with integrated and automated end-to-end workflows Efficiency \u2013 Optimizes modernization costs by significantly boosting productivity across the lifecycle  As part of Kmart Australia\u2019s 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, \u201cWe 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.\u201d  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, \u201cInfosys 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.\u201d  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Cloud, Cybersecurity, and Modernization Will Power Digital Business Models and Increased IT Spending, say Global 2000 Executives: Infosys \u2013 HFS Research \nAuthor: ['Infosys Limited'] Infosys (NYSE: INFY), a global leader in next-generation digital services and consulting, together with HFS Research unveiled a market study titled, \u2018Nowhere to Hide: Embracing the Most Seismic Technological and Business Change in our Lifetime.\u2019 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, \u201cPost-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\u2019 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.\u201d  \"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 \u2013 inside of a single year \u2013 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  \n\n\n***\n\n"}
{"text":"Infosys Press Release (PR)  \nTitle: Improving Digital Learning Experiences for People with Disability \nAuthor: ['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\u2019 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\u2019 next-gen digital learning platform \u2014 Infosys Wingspan. Thirumala Arohi, Vice President and Head of Education, Training and Assessment, Infosys said, \u201cAs 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.\u201d  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, \u201cOn 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.\u201d  Amy Whalley, Deputy CEO, The Australian Network on Disability said, \u201cIt\u2019s 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.\u201d  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\u2019 regional diversity and inclusion council. This also aligns with the Infosys\u2019 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, \u201cInfosys 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.\u201d  To learn more about Infosys\u2019 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Science Foundation Awards Infosys Prize 2020 Winners in Six Categories \nAuthor: ['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\u2019s 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 \u2013 Infosys, President \u2013 Infosys Science Foundation, said, \u201cThe 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.\u201d  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, \u201cI 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.\u201d  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\u2019s 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\u2019s 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\u2019s 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\u2019s 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\u2019s 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"}
{"text":"Continue Infosys Press Release (PR)  \n 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Rolls-Royce and Infosys Announce Strategic Partnership for Aerospace Engineering in India \nAuthor: ['Infosys Limited'] Rolls-Royce and Infosys Announce Strategic Partnership for Aerospace Engineering in India  Rolls-Royce, one of the world\u2019s 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\u2019s 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, \u201cIndia 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.\u201d  Jasmeet Singh, Executive Vice President and Global Head of Manufacturing, Infosys, said, \u201cWe 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\u2019 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.\u201d  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\u2019 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\u2019s 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 \u00a315.45 billion in 2019, around half of which came from the provision of aftermarket services. In 2019, Rolls-Royce invested \u00a31.46 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: XacBank Mongolia Selects Infosys Finacle to Power its Digital Transformation \nAuthor: ['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\u2019s core banking, treasury, and corporate banking solution suites to power XacBank\u2019s 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 \u2013 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, \u201cAt 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\u2019s 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.\u201d  Narayan Samant, Chief Information Officer, XacBank, said, \u201cAs an innovation leader in Mongolia\u2019s 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.\u201d  Venkatramana Gosavi, Senior Vice President & Global Head of Sales, Infosys Finacle, said, \u201cXacBank 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.\u201d  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: ATP and Infosys Extend Digital Innovation Partnership \nAuthor: ['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\u2019s 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, \u201cThe ATP Tour was our first partnership in the sport of tennis, and together with ATP we\u2019ve 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\u2019s vision to reimagine the game leveraging data to deliver unique insights and digital experiences through next generation technologies.\u201d  Massimo Calvelli, CEO, ATP, said, \u201cInfosys 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\u2019 experience and interaction with our sport. We are thrilled to extend our partnership and look forward to seeing what we can continue achieving together.\u201d  About The ATP  The ATP is the governing body of the men's professional tennis circuits \u2014 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\u2019s 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\u2019s 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Simplus, an Infosys Company, Announces Vaccine Management Solution Aligned with Salesforce Work.com for Vaccines \nAuthor: ['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\u2019 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\u2019s 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|> \u201cAs we work toward a global solution during the pandemic, the importance of a robust vaccine management solution cannot be overstated,\u201d said Ryan Westwood, CEO of Simplus. \u201cWe are thrilled to bring life-changing solutions to protect our communities.\u201d  Another benefit is the innovation team\u2019s 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|> \u201cInfosys\u2019 vaccine management solution combines the power of Health Cloud, Marketing Cloud, MuleSoft and Tableau,\u201d said Eric Paternoster, CEO of Infosys Public Services. \u201cWe 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.\u201d  \u201cWe are excited about Infosys\u2019 vaccine management solution built on the Salesforce Platform,\u201d said Tyler Prince, EVP of Partners and Industries, Salesforce. \u201cOur 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys and Vodafone win TM Forum Excellence Award 2020 for Customer Experience and Trust \nAuthor: ['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\u2019s annual Excellence Awards recognize the world\u2019s 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\u2019 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, \u201cDigital 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\u2019s perspective. We welcome the opportunity to roll out innovative solutions in the future.\u201d  Anand Swaminathan, Executive Vice President \u2013 Global Head of Communications, Media & Technology at Infosys, said, \u201cVodafone UK\u2019s 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.\u201d  Nik Willetts, CEO, TM Forum, said, \u201cCongratulations to Infosys and Vodafone for their achievement in this year\u2019s TM Forum Excellence Awards. This year\u2019s 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.\u201d  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys and Ellen MacArthur Foundation Partner to Drive Forward Circular Economy \nAuthor: ['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\u2019s 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 \u2018take, make, waste\u2019 linear economy \u2014 one which is better for people, the economy, and the environment. The circular economy is based on three key principles \u2014 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 \u2014 Live Enterprise Suite \u2014 with the Foundation\u2019s 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\u2019 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 \u2013 30 years ahead of the timeline set out in the Paris Agreement on climate change. Additionally, 34 of the company\u2019s 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: \u201cBeing a Partner of the Ellen MacArthur Foundation is a valued relationship that allows us to continue at pace the work we\u2019ve 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 \u2014 particularly on circularity \u2014 you can achieve both, with just one pocket of spending.\u201d  James George, Network Development Lead, Ellen MacArthur Foundation, said: \u201cI 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.\u201d  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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Science Foundation to Announce the Winners of the 12th Infosys Prize \nAuthor: ['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|> \u201cOver 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,\u201d 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 \u2013 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 \u2013 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 \u2013 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Press Release (PR)  \nTitle: Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae for Cloud-native Application Development Service Providers 2020 \nAuthor: ['Infosys Limited'] Infosys Positioned as a Leader in the Everest Group PEAK Matrix\u00ae 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\u2019s PEAK Matrix\u00ae 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\u2019 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\u2019 businesses  Infosys\u2019 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  \u201cRapidly 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,\u201d said Alisha Mittal, Practice Director, Everest Group. \u201cInfosys 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\u2019 clients also appreciate its talent initiatives, design thinking approach, and domain expertise across industry verticals.\u201d  \u201cCloud 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\u201d, said Shaji Mathew, Executive Vice President, Infosys. \u201cOur 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\u2019 businesses across industry verticals.<|endoftext|> A complimentary custom copy of Everest Group PEAK Matrix\u00ae 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: Apple Vision Pro: Revolutionizing Augmented Reality Experiences \nAuthor: ['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\u2019s 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\u2019re 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\u2019re 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\u2019s 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\u2019ve never imagined. Get ready to step into the future with the Apple Vision Pro AR headset.<|endoftext|> \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: End to End view of OTA for Connected Vehicles \nAuthor: ['Infosys Limited'] End to End view of OTA for Connected Vehicles  Background \u2013 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 \u2013 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 \u2013 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 \u2013 To collect vehicle data and send signals to change the configuration of the vehicle Cellular Network \u2013 Telematics data is transmitted over a cellular network, such as 3G, 4G LTE, or 5G. Firmware Over-the-Air (FOTA) \u2013 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|> \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: Optimize Maintenance Costs through Predictive Maintenance \nAuthor: ['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\u2019s 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\u2019 assignment and optimal maintenance schedule recommendations.<|endoftext|> Integrate with IoT: Monitors the asset\u2019s 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\u2019s 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\/  \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: Exploring the Future of Programming with GitHub Copilot: Revolutionizing Business Efficiency \nAuthor: ['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\u2019s 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\u2019s 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: Future of Manufacturing with Augmented Reality \nAuthor: ['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|> \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: Data Privacy \u2013 More Fines, More Awareness \nAuthor: ['Infosys Limited'] Data Privacy \u2013 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\u2019 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\u2019s top companies, Meta will be charged an enormous fine of \u20ac1 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 \u2013 \u20ac746 million  On July 16th, 2021, Amazon- Inc. was imposed with a huge fine of \u20ac746 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\u2019s advertising & targeting system which was conducted without the consent of the user.<|endoftext|> 2. Meta GDPR fine \u2013 \u20ac405 million  On September 5th, 2022, Meta Ireland was imposed with a fine of \u20ac405 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 \u2013 \u20ac265 million  An investigation has previously been launched by DPA in 2021 after several media reports reported that Facebook\u2019s 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 \u20ac265 million fine on Meta after reviewing the Facebook Search, Messenger Contact Importer & Instagram Contact Importer tools.<|endoftext|> 4. WhatsApp GDPR fine \u2013 \u20ac225 million  On 2nd September 2021, Ireland\u2019s DPC imposed \u20ac225 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- \u20ac90 million  On December 31, 2021, a \u20ac90 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|> \u20ac100 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\u2019s 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|> \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: The Rising Peril Of Disinformation \nAuthor: ['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, \u2018clickbait\u2019 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 \u201cinfodemic\u201d 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\u2019s 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 \u2018clickbait\u2019. 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\u2019t 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|> \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: Hard Interest to Negative Interest to ECR and Green Credits \u2013 Fee Billing as an opportunity \nAuthor: ['Infosys Limited'] Hard Interest to Negative Interest to ECR and Green Credits \u2013 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\u2019 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 \u201cmiddle layer\u201d 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\u2019 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 \u201cGreen Credits\u201d 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|> \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: How Secure Data Mining helps in Test Data Preparation \nAuthor: ['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 \u2013 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 \u2013 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 \u2013 Defines applying the data mining techniques\/models, i.e., it identifies the relationship\/patterns\/correlations in the data. Evaluating Results \u2013 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\u2019t 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|> \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: Unified Tool for Minimum Acceptance Test, Business Process Automation and More \nAuthor: ['Infosys Limited'] Unified Tool for Minimum Acceptance Test, Business Process Automation and More  Overview  \u2018Any One Can Automate Testing\u2019 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 \u2018Any One Can Automate Testing\u2019 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\u2019s 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  \u2018Any One Can Automate Testing\u2019 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|> \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: Tiny ML \u2013 Machine Learning on resource constrained devices \nAuthor: ['Infosys Limited'] Tiny ML \u2013 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|> \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: Google\u2019s AI Advancements Revolutionize Product Mapping and Search \nAuthor: ['Infosys Limited'] Google\u2019s 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\u2019s 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\u2019s 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\u2019s 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\u2019s 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\u2019s 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\u2019s 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|> \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: Harnessing Efficiency and Performance with Microsoft Graph \nAuthor: ['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: \u2013  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|> \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: Apple Vision Pro: The Future of Spatial Computing \nAuthor: ['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\u2019s the world\u2019s first wearable spatial computer that uses dual chip design; Apple\u2019s 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 \u201cBeginning of new era for computing\u201d by Tim Cook, Apple\u2019s 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\u2019s \u201cPersona\u201d 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\u2019s priority. Vision Pro brings in all new privacy and security feature known as \u201cOptic ID\u201d. 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 \u201cthe first ever Operating System for Spatial Computing\u201d 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|> \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: Enhance User Productivity and Improve Adoption of Oracle Content Management \nAuthor: ['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\u2019s 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\u2019s 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\u2019s 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\/\nAuthor)  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\/\nAuthor)  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 \u201cList All Categories\u201d, \u201cSearch Document By Content\u201d and \u201cSearch Document by Name\u201d 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:  \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: DevOps practices for a better ERM \nAuthor: 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\u2019t 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|> \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: Summary on Apple WWDC-2023 \nAuthor: ['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\u2014track deliveries, scores, and numerous timers\u2014are 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 \u201ccomprehensive redesigns\u201d 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  \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: Is MACH architecture right for your business? Key considerations to keep in mind \nAuthor: ['Infosys Limited'] Is MACH architecture right for your business? Key considerations to keep in mind  In today\u2019s 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\u2019s 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\u2019s 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\u2019s 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\u2019s 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|> \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: Saying goodbye to large monolithic systems in favor of MACH \nAuthor: ['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 \u2013 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\u2019s 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 \u2013  API Centricity \u2013 APIs are designed and developed before any user interface or other system components are built.<|endoftext|> Cloud native \u2013 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 \u2013 individual pieces of business functionality that are independently developed, deployed and managed.<|endoftext|> Headless \u2013 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\u2019s 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\u2019s base capabilities, limiting an enterprise\u2019s 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\u2019s 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\u2019s 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\u2019s worth the investment.<|endoftext|> At Infosys, we are keenly aware of the intricacies of making this decision. That\u2019s 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)  \n\n\n***\n\n\n  "}
{"text":"Infosys Blog  \nTitle: Top 5 benefits of MACH \nAuthor: ['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 \u2013 where change was time-consuming and laborious due to the big, single block of software.<|endoftext|> 4. Richer and personalized experience: MACH\u2019s 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|> \n\n\n***\n\n\n  "}
{"text":"# Infosys POV \nTitle: Data Imperatives in IT MA&D in Life Sciences Industry \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 10  \n\n---\n\n An Infosys Consulting Perspective Consulting@Infosys.com | InfosysConsultingInsights.com DATA IMPERATIVES  IN IT MA&D IN LIFE  SCIENCES INDUSTRY \n\n---\n\n  Page: 2 \/ 10  \n\n---\n\n 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 \u201cspecialty drugs\u201d 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\u2019 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 3 \/ 10  \n\n---\n\n 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 \u2013 Securities Act, Securities Exchange Act C. Europe \u2013 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 \u2013 Competition Act B. USA \u2013 Federal Antitrust Laws C. Europe \u2013 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 4 \/ 10  \n\n---\n\n 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 \u2013 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 5 \/ 10  \n\n---\n\n 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"}
{"text":"Continue # Infosys POV \n data thus ensuring required controls in place when interacting with such systems.<|endoftext|>5 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 6 \/ 10  \n\n---\n\n 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 \u201cdata at rest\u201d and \u201cdata in motion\u201d. Robust data governance establishes policies, processes and controls to manage data throughout the life cycle. An effective data governance framework ensures both \u201cdata in motion\u201d and \u201cdata at rest\u201d 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 \u2013 Critical elements of pitfalls in a MA&D transaction 6 Data Imperatives in IT MA&D in Life Sciences Industry | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 7 \/ 10  \n\n---\n\n 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 8 \/ 10  \n\n---\n\n 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 \u2013 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 9 \/ 10  \n\n---\n\n 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\u2019t 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 10 \/ 10  \n\n---\n\n 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\u2019s 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\u2019s 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"}
{"text":"Continue # Infosys POV \n consulting firm, visit us at  www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  \u00a9 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.    \n\n\n***\n\n\n  "}
{"text":"# Infosys POV \nTitle: Energy Transition: Hydrogen for Net Zero \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 11  \n\n---\n\n An Infosys Consulting Perspective By Sundara Sambasivam & Shivank Saxena Consulting@Infosys.com | InfosysConsultingInsights.com Energy Transition Hydrogen for  Net Zero \n\n---\n\n  Page: 2 \/ 11  \n\n---\n\n Energy transition: Hydrogen for Net Zero | \u00a9 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 \u2018one-size-fits-all\u2019 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|>\n\n---\n\n  Page: 3 \/ 11  \n\n---\n\n 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 | \u00a9 2022 Infosys Consulting 3 \n\n---\n\n  Page: 4 \/ 11  \n\n---\n\n Energy transition: Hydrogen for Net Zero | \u00a9 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) \n\n---\n\n  Page: 5 \/ 11  \n\n---\n\n 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 | \u00a9 2022 Infosys Consulting 5 Figure 3: Hydrogen production costs by source and method  (Hydrogen Strategy: Enabling a low-carbon economy, 2020) \n\n---\n\n  Page: 6 \/ 11  \n\n---\n\n 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\u2019s biggest electrolyser production facilities in line with the European  Union\u2019s (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 \u2018Infrastructure Investments and Jobs Act\u2019 (Garc\u00eda-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 | \u00a9 2022 Infosys Consulting 6 Figure 4: Renewables and electrolyser cost outlook (Harnessing Green Hydrogen, 2022) \n\n---\n\n  Page: 7 \/ 11  \n\n---\n\n Economic outlook Energy transition: Hydrogen for Net Zero | \u00a9 2022 Infosys Consulting 7 Figure 5: Renewables and electrolyser cost outlook (Harnessing Green Hydrogen, 2022) \n\n---\n\n  Page: 8 \/ 11  \n\n---\n\n 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\u2019s goal of reducing CO2  emissions by 50% from 2008\u2019s 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 | \u00a9 2022 Infosys Consulting 8 Opportunities for the industry \n\n---\n\n  Page: 9 \/ 11  \n\n---\n\n What\u2019s 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"}
{"text":"Continue # Infosys POV \n 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 | \u00a9 2022 Infosys Consulting 9 \n\n---\n\n  Page: 10 \/ 11  \n\n---\n\n MEET THE EXPERTS Sundara Sambasivam Associate Partner - Services, Utilities, Resources and Energy Practice Sundara.Sambasivam@infosys.com \u201cThe  lines  betw een  digita l and  physi cal  retail  will  conti nue  to  blur\u201d Sources \u2022 Garc\u00eda-Herrero, A.,Tagliapietra, S. & Vorsatz, V. (2021), \u2018Hydrogen development strategies: a global perspective\u2019, Bruegel, August, [Online], Link:  [Accessed: 21 Nov 2022].<|endoftext|>\u2022 \u2018Global Hydrogen Review 2021\u2019, (2021), International Energy Agency: IEA, [Online], Link Accessed:16 Nov 2022].<|endoftext|>\u2022 \u2018Harnessing Green Hydrogen: Opportunities for Deep Decarbonisation in India\u2019, (2022), Niti Aayog & Rocky Mountain Institute (RMI), June,  [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018Hydrogen\u2019, (2021), International Energy Agency: IEA, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018Hydrogen\u2019, (2022), International Energy Agency: IEA, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018Hydrogen Strategy: Enabling A Low-Carbon Economy\u2019, (2020), U.S. Department of Energy, July, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018REPowerEU Plan\u2019, (2022), European Commission, [Online], Link [Accessed: 16 Nov 2022].<|endoftext|>\u2022 \u2018The hydrogen colour chart\u2019, (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 | \u00a9 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\u2019 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|>\n\n---\n\n  Page: 11 \/ 11  \n\n---\n\n 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\u2019s 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\u2019s 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  \u00a9 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.    \n\n\n***\n\n\n  "}
{"text":"# Infosys POV \nTitle: Next-gen Process Mining powers Oil & Gas transformation \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 13  \n\n---\n\n 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 \n\n---\n\n  Page: 2 \/ 13  \n\n---\n\n Oil & Gas transformation | \u00a9 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|>\n\n---\n\n  Page: 3 \/ 13  \n\n---\n\n 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 4 \/ 13  \n\n---\n\n 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 | \u00a9 2023 Infosys Consulting Process  discovery Process  conformance User-centered  process Integrated process  automation Time period First Generation Second Generation Third Generation Fourth Generation 1988 \u2013 2004 2004 \u2013 2011 2011 \u2013 2016 2016 \u2013 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) \n\n---\n\n  Page: 5 \/ 13  \n\n---\n\n 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 | \u00a9 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|>\n\n---\n\n  Page: 6 \/ 13  \n\n---\n\n 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 | \u00a9 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"}
{"text":"Continue # Infosys POV \n 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\u2019s  strategic objectives and goals.  DATA CAPTURE  TECH INFRASTRUCTURE STRATEGIC OBJECTIVES COMPLIANCE AGILITY Organization\u2019s ability and culture  to adopt new frameworks for  continuous improvement.  \n\n---\n\n  Page: 7 \/ 13  \n\n---\n\n 7 Oil & Gas transformation | \u00a9 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.  \n\n---\n\n  Page: 8 \/ 13  \n\n---\n\n 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 | \u00a9 2023 Infosys Consulting Approach \u2022 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.  \u2022 This process model was leveraged to identify the data availability in applications  across each of the steps.<|endoftext|>\u2022 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|>\u2022 This data was imported into the Celonis Execution Management system to create a  data model.  \u2022 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 \n\n---\n\n  Page: 9 \/ 13  \n\n---\n\n 9 Oil & Gas transformation | \u00a9 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  \n\n---\n\n  Page: 10 \/ 13  \n\n---\n\n 10 Oil & Gas transformation | \u00a9 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|>\n\n---\n\n  Page: 11 \/ 13  \n\n---\n\n 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 12 \/ 13  \n\n---\n\n 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\u2019 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\u2019 experience in business process improvement and digital  transformation initiatives with a focus on process modelling, analysis, and mining.  She\u2019s 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\u2019 experience in process transformation initiatives focusing  on business process improvement, process design, modeling and mining. She has  two years\u2019 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 13 \/ 13  \n\n---\n\n 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\u2019s 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\u2019s 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"}
{"text":"Continue # Infosys POV \n firm, visit us at  www.InfosysConsultingInsights.com.  For more information, contact consulting@infosys.com  \u00a9 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.    \n\n\n***\n\n\n  "}
{"text":"# Infosys POV \nTitle: Reinventing the CSP Product Lifecycle Management for Digital Ecosystems \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 16  \n\n---\n\n 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? \n\n---\n\n  Page: 2 \/ 16  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 3 \/ 16  \n\n---\n\n 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\u2019s 2023 Board of Director\u2019s  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 \u00a9 2023 Infosys Consulting How should CSPs manage their product portfolios  as they launch plethora of new 5G, digital  and innovative offerings? \n\n---\n\n  Page: 4 \/ 16  \n\n---\n\n 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\u2019 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\u2019s 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 5 \/ 16  \n\n---\n\n 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 \u2022 Strict process stage gates \u2022 IT change & configuration  management \u2022 Process improvement  initiatives \u2022 Product retirement process \u2022 Process support systems \u2022 Decision support system \u2022 Product data management  and policies \u2022 Process efficiency tools \u2022 PLM maturity  assessment \u2022 Product portfolio &  PLM alignment \u2022 PLM governance  framework \u2022 Incorporation of  product variants \u2022 Organizational structure \u2022 Roles and responsibilities \u2022 Skill & Resources  allocated \u2022 Multi-party collaboration \u2022 Modular marketing  product structure \u2022 Product rules governance \u2022 Modular process design  \u2022 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 6 \/ 16  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 7 \/ 16  \n\n---\n\n 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"}
{"text":"Continue # Infosys POV \n 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\u2019s 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 8 \/ 16  \n\n---\n\n 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: \u2022 Higher efficiency as modules can be  consolidated across different products \u2022 Higher agility as changes & modifications  can be isolated to specific modules, enabling  others to remain unchanged \u2022 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 9 \/ 16  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 10 \/ 16  \n\n---\n\n 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 \u2013 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 11 \/ 16  \n\n---\n\n 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 \u2018real\u2019 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\u2019s PLM maturity RECOMMENDATIONS FOR CSPs 11 Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 12 \/ 16  \n\n---\n\n 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\u2019s 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"}
{"text":"Continue # Infosys POV \n 12 Infosys PLM Maturity Model Reinventing the CSP Product Lifecycle  Management for the Digital Ecosystems \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 13 \/ 16  \n\n---\n\n 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: \u2022 Lack of executive commitment - PLM cannot  be treated as a siloed initiative, its  sponsorship must have the right  organizational backing.<|endoftext|>\u2022 Fragmented governance - where PLM is not  defined or limited with no real controls.<|endoftext|>\u2022 Limited process standardization across  departments, making it more a free for all  rather than centralized and cohesive  \u2022 Lack of empowerment and resources  allocated to the PLM organization to  implement change  \u2022 Visibility of product data \u2013 to support  decision making and product performance \u2022 Inability to utilize new emerging technologies  \u2013 use newer technologies to support PLM  process e.g., advanced data analytical tools,  AI, ML etc.  \u2022 Proliferation of products \u2013With 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 14 \/ 16  \n\n---\n\n Take the Maturity Health Check NOW The Infosys consulting maturity health check  will allow CSPs to:: \u2022 Evaluate PLM health and performance  against best-in-class operationalized  processes and technology  implementations \u2022 Quickly identify and pinpoint areas with  biggest improvements and business gain \u2022 Execute a plan of how to take current as- is and \u201cupgrade\u201d to the next maturity  state  \u2022 Use a scientific approach to objectively  assess performance against PLM  company wide objectives \u2022 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 \u00a9 2023 Infosys Consulting THIAG KARUNANITHI Associate Partner Australia +61 4064 2736 0 Thiag.Karunanithi@infosys.com \n\n---\n\n  Page: 15 \/ 16  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 16 \/ 16  \n\n---\n\n 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\u2019s 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\u2019s 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  \u00a9 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.    \n\n\n***\n\n\n  "}
{"text":"# Infosys POV \nTitle: PowerPoint Presentation \nAuthor: Chloe Hibbert \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 30  \n\n---\n\n An Infosys Consulting Perspective Led by Olu Adegoke Consulting@Infosys.com | InfosysConsultingInsights.com The Future of Telco a four-part series \n\n---\n\n  Page: 2 \/ 30  \n\n---\n\n Beyond connectivity | \u00a9 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 (n\u00e9e  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\u2019s clear that the digital future will be driven by  Artificial Intelligence and Automation (AI&A) \u2013 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 \n\n---\n\n  Page: 3 \/ 30  \n\n---\n\n \n\n---\n\n  Page: 4 \/ 30  \n\n---\n\n BEYOND CONNECTIVITY: HOW COMMUNICATION SERVICE  PROVIDERS CAN MONETIZE B2B GROWTH OPPORTUNITIES Beyond connectivity | \u00a9 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?  \n\n---\n\n  Page: 5 \/ 30  \n\n---\n\n Understanding the potential Before outlining how telcos can succeed in  the B2B market, it\u2019s important to understand  where the opportunity is coming from.  Due to turbulent market forces, many  organizations are already at various stages  of:  \u2022 Developing new technological solutions \u2022 Improving service delivery \u2022 Increasing operational efficiency \u2022 Reducing cost \u2022 Gaining competitive advantage \u2022 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\u2019re 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 | \u00a9 2023 Infosys Consulting 5 \n\n---\n\n  Page: 6 \/ 30  \n\n---\n\n But to do that, telecom companies will need  to must overcome several obstacles:   \u2022 The lack of industry domain knowledge that\u2019s essential for innovation at the edge  and value-based selling \u2022 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 \u2022 The absence of skills necessary to  implement and adopt use cases for  enterprises. Adoption is made more  complex as there\u2019s a lack of subject matter  experts focused on domains and customer  ecosystems  \u2022 Many telcos aren\u2019t replicating use cases  across enterprises, and therefore fail to  amortize the transformation investment \u2022 There\u2019s an uneven distribution of  spectrum assets among CSPs that is  hindering large-scale deployment of 5G,  and thereby hampering use case adoption \u2022 Companies are failing to embrace open- source technologies. This prevents them  from accelerating innovation and reducing  costs \u2022 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 | \u00a9 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\u2019s 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 \n\n---\n\n  Page: 7 \/ 30  \n\n---\n\n Overcoming the various challenges to transform current ways of working isn\u2019t 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 | \u00a9 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 \u2013 essential to scale at large.  \n\n---\n\n  Page: 8 \/ 30  \n\n---\n\n 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\u2019s next to  life and start thinking outside of the  box, building a marketplace that will  serve growth. That\u2019s 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 9 \/ 30  \n\n---\n\n \n\n---\n\n  Page: 10 \/ 30  \n\n---\n\n THE NEW TELECOM OPERATING MODEL: EXPONENTIAL  GROWTH OPPORTUNITIES Most telecom companies claim to be well on their way to making the shift"}
{"text":"Continue # Infosys POV \n 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 \u2018double-digit\u2019 compound growth rates of hyperscalers, OTT  players, and software-as-a-service (SAAS) platform disrupters.  New operating model | \u00a9 2023 Infosys Consulting 10 \n\n---\n\n  Page: 11 \/ 30  \n\n---\n\n The case for change and the future of telco The telecom industry\u2019s 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\u2019s 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\u2019t 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\u2019s 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:  \u2022 Cumbersome corporate processes \u2022 A lack of buy-in from senior management  \u2022 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 | \u00a9 2023 Infosys Consulting 11 \n\n---\n\n  Page: 12 \/ 30  \n\n---\n\n The future: An \u2018ecosystem orchestrator\u2019 and platform partner The more complex something becomes, the more important it is to simplify. Revenues flow to  those who simplify \u201cthe new\u201d. It goes to those who are able to reduce the friction of buying and  using by guiding customers through each stage of their journey \u2013 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 | \u00a9 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 \u2013 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 \u2018orchestrator of value\u2019 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 \u2013 one  which knows both when it\u2019s best to \u2018own\u2019 the relationship with the customer, and when it\u2019s  not, focusing on making partners successful instead.<|endoftext|>4. Optimize the use of customer and partner data...<|endoftext|>\u2026to target, personalize, and deliver a broader set of value-add services for customers.  Forget \u201cquad-play\u201d and 30+ segments, the future is \u2018mega-play\u2019 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|>\n\n---\n\n  Page: 13 \/ 30  \n\n---\n\n In recent years, we\u2019ve 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 14 \/ 30  \n\n---\n\n 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\u2019ll 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 15 \/ 30  \n\n---\n\n \n\n---\n\n  Page: 16 \/ 30  \n\n---\n\n TELECOMS: WHY TALENT IS THE NEXT FRONTIER FOR  COMPETITIVE ADVANTAGE  Talent for competitive advantage | \u00a9 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 \u2018AI first\u2019 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\u2019s essential for HR to evolve towards delivering advanced capabilities and  enhanced AI-enabled digital experiences.  16 \n\n"}
{"text":"Continue # Infosys POV \n---\n\n  Page: 17 \/ 30  \n\n---\n\n 1. Human-centered employee value proposition In the post-pandemic world of work, there\u2019s been a strong shift towards \u2018human-centered\u2019 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\u2019s high attrition rates while also reducing the costs to recruit \u2013 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 18 \/ 30  \n\n---\n\n 18 Talent for competitive advantage | \u00a9 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.  \n\n---\n\n  Page: 19 \/ 30  \n\n---\n\n 4. Smart AI can empower and complement frontline workers Whether it\u2019s 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\u2019s 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 20 \/ 30  \n\n---\n\n 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: \u2022 Foster consumer-grade employee  experience and well-being, and  support diverse workforce \u2022 Become an employer of choice  and magnet for critical talent \u2022 Ensure availability of future-fit  skills and develop strong internal  talent pools \u2022 Digitize HR and adopt agile ways  of working  \u2022 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\u2019s  possible to transform organizations  from the inside out, creating tangible  change for a more sustainable  future.  20 Talent for competitive advantage | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 21 \/ 30  \n\n---\n\n \n\n---\n\n  Page: 22 \/ 30  \n\n---\n\n GETTING VALUE FROM AI&A IN THE TELECOM INDUSTRY In this series we\u2019ve 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\u2019s 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\u2019ve 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\u2019s 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\u2019s 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 23 \/ 30  \n\n---\n\n 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 \u2013 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"}
{"text":"Continue # Infosys POV \n 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 \u2013 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\u2019s 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 24 \/ 30  \n\n---\n\n 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 25 \/ 30  \n\n---\n\n 2. Use a range of technology There\u2019s 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: \u2022 A range of simple to complex challenges being addressed across most value streams \u2022 The highest business impact from the biggest investment in the value stream \u2022 A range of established and new technologies being used  25 Value from AI&A | \u00a9 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 \u2013 e.g., automation of swivel chair data entry between and  within BSS and OSS systems \u2013 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.  \n\n---\n\n  Page: 26 \/ 30  \n\n---\n\n 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 | \u00a9 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? \n\n---\n\n  Page: 27 \/ 30  \n\n---\n\n 27 Value from AI&A | \u00a9 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 \u2018low hanging  fruit\u2019? 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 \u2013 basing investment on generic discovery phases  where consultants or internal AI&A subject matter experts learn their industry is questionable.  \n\n---\n\n  Page: 28 \/ 30  \n\n---\n\n 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 | \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 29 \/ 30  \n\n---\n\n MEET THE EXPERTS \u201cThe  lines  betw een  digita l and  physi cal  retail  will  conti nue  to  blur\u201d 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 (n\u00e9e Stoyanova) Principal, T&O Stanislava.Gaspar@infosys.com OLU ADEGOKE Partner, Global Practice Head, CMT Olu.Adegoke@infosys.com \n\n---\n\n  Page: 30 \/ 30  \n\n---\n\n 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\u2019s 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\u2019s 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  \u00a9 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.    \n\n\n***\n\n\n  "}
{"text":"# Infosys POV \nTitle: The synergy between AI and cloud transformation \nAuthor: Infosys Consulting \nFormat: PDF 1.6 \n\n---\n\n  Page: 1 \/ 10  \n\n---\n\n 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? \n\n---\n\n  Page: 2 \/ 10  \n\n---\n\n The synergy between AI and cloud transformation | \u00a9 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.  \n\n---\n\n  Page: 3 \/ 10  \n\n---\n\n The synergy between AI and cloud transformation | \u00a9 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|>\n\n---\n\n  Page: 4 \/ 10  \n\n---\n\n 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\u2019s GPT4 Large Language Model (LLM) \u2013 sure to be game-changer.<|endoftext|>The synergy between AI and cloud transformation | \u00a9 2023 Infosys Consulting 4 \n\n---\n\n  Page: 5 \/ 10  \n\n---\n\n Examples of AI and cloud transformation in various industries The synergy between AI and cloud transformation | \u00a9 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|>\n\n---\n\n  Page: 6 \/ 10  \n\n---\n\n The synergy between AI and cloud transformation | \u00a9 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 \u2013 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.  \n\n---\n\n  Page: 7 \/ 10  \n\n---\n\n The synergy between AI and cloud transformation | \u00a9 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,"}
{"text":"Continue # Infosys POV \n reduce costs, and improve efficiency.<|endoftext|>\n\n---\n\n  Page: 8 \/ 10  \n\n---\n\n The synergy between AI and cloud transformation | \u00a9 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\u2019s 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|>\n\n---\n\n  Page: 9 \/ 10  \n\n---\n\n MEET THE EXPERTS Ross Oldbury Associate Partner \u2013 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 \u2013 CIO Advisory Practice With over 15 years\u2019 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 | \u00a9 2023 Infosys Consulting 9 \n\n---\n\n  Page: 10 \/ 10  \n\n---\n\n 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\u2019s 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\u2019s 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  \u00a9 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.    \n\n\n***\n\n\n  "}
{"text":"# Infosys POV \nTitle: Thriving in the Post-Covid Insurance Growth \nAuthor: Infosys Consulting \nFormat: PDF 1.7 \n\n---\n\n  Page: 1 \/ 28  \n\n---\n\n 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 \n\n---\n\n  Page: 2 \/ 28  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting \n\n---\n\n  Page: 3 \/ 28  \n\n---\n\n 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\u2019s 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 \u2713 Scenario-based Business Planning \u2713 Growth Market Investments \u2713 Tailored Pricing and Commercial Excellence \u2713 Product Portfolio Rationalization \u2713 Operational Efficiency \u2713 AI and Analytical Customer Models \u2713 Wearables and the Internet of Things Thriving in the Post-Covid  Insurance Growth \u00a9 2023 Infosys Consulting 3 What should insurers in South-East Asia do  to reap benefits from the  post-COVID growth momentum? \n\n---\n\n  Page: 4 \/ 28  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting 4 \n\n---\n\n  Page: 5 \/ 28  \n\n---\n\n 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\u2019s 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 \u2713 Prepare for growth: SEA economies will  exceed pre-pandemic growth rates.<|endoftext|>\u2713 Use scenario-based business planning:  Discrete world events dramatically impact  the macro-economic environment.<|endoftext|>Thriving in the Post-Covid  Insurance Growth \u00a9 2023 Infosys Consulting 5 \n\n---\n\n  Page: 6 \/ 28  \n\n---\n\n Out of the South-East Asian markets, we  analyzed Indonesia, Thailand, Malaysia,  Vietnam, and the Philippines which constitute  97% of the region\u2019s 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 \u2713 Focus on growth markets: Especially  Vietnam and Indonesia.<|endoftext|>\u2713 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|>\u2713 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 \u00a9 2023 Infosys Consulting 6 \n\n---"}
{"text":"Continue # Infosys POV \n\n\n  Page: 7 \/ 28  \n\n---\n\n 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\u2019s  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% \u2013 12% 8.7 \u2013 10.4 Malaysia 5.8% 1.2% 6.6% 8% \u2013 9% 7.2 \u2013 8.0 Philippines 4.2% 4.0% 36.7% 6% \u2013 10% 1.9 \u2013 3.4 Thailand 7.8% -1.9% 2.1% ~6% 7.2 \u2013 8.0 Vietnam 20.9% 17.0% 18.0% 18% \u2013 20% 9.1 \u2013 10.1 Total 7.1% -1.1% 6.8% 9% \u2013 11% 34 \u2013 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 \u00a9 2023 Infosys Consulting 7 GWP forecast model Macroeconomic drivers \u2022 GDP (USD) \u2022 Population \u2022 GDP \/ capita (USD) \u2022 Inflation \u2022 Unemployment Insurance market \u2022 Gross Written  Premium \u2022 Insurance  Penetration Driver-Based Model Forecast \u2022 2 macro-economic  driver models:  insurance penetration  and insurance density \u2022 Models based on  2015-2021, excluding  2020 (COVID year) \u2022 P-value for both  models <0.005 \u2022 GWP model is a  weighted average of  both models for best  fit against actuals \u2022 GWP forecast based  on the driver-based  model applied on  IMF\u2019s macro- economic forecast  (October 2022) \u2022 Insurance penetration  and density  calculated based on  forecast GWP against  IMF\u2019s relevant macro  drivers, GDP and  population \n\n---\n\n  Page: 8 \/ 28  \n\n---\n\n 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 \u2713 Reap the growth now, as the pandemic is  still fresh in memory.<|endoftext|>\u2713 Seize the opportunity in growth markets  especially in growing urban middle class.<|endoftext|>\u2713 Focus on reach and easy-to-understand  offerings in underinsured markets.<|endoftext|>Thriving in the Post-Covid  Insurance Growth \u00a9 2023 Infosys Consulting 8 \n\n---\n\n  Page: 9 \/ 28  \n\n---\n\n 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\u2019 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 \u00a9 2023 Infosys Consulting 9 \n\n---\n\n  Page: 10 \/ 28  \n\n---\n\n 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\u2019s 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 \u2713 Double down efforts on digital channels,  especially mobile.<|endoftext|>\u2713 Extend digitalization through the agent and  broker channels.<|endoftext|>\u2713 Build omnichannel capabilities for seamless  customer journeys across the digital"}
{"text":"Continue # Infosys POV \n and  non-digital touchpoints.<|endoftext|>Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 10 \n\n---\n\n  Page: 11 \/ 28  \n\n---\n\n 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\u2019  willingness to share personal data  for personalized price Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 11 \n\n---\n\n  Page: 12 \/ 28  \n\n---\n\n 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 \u2713 Apply dynamic pricing and contextual offers to  increase conversion and average policy value \u2713 Use AI and customer behavioral models to  predict and prevent customer churn Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 12 \n\n---\n\n  Page: 13 \/ 28  \n\n---\n\n 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\u2019s 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\u2019s  systems. This influx of data will enable  improved targeting and customer risk  assessments. With customer\u2019s 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 \u00a9 2023 Infosys Consulting 13 \n\n---\n\n  Page: 14 \/ 28  \n\n---\n\n CHANGED CONSUMER PREFERENCES Immediate response is the customer\u2019s  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\u2019s 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\u2019 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 \u2713 Focus on customer experience with a  dedicated team owning the Customer  Experience end-to-end \u2713 Innovate and launch new products to  market alone or as a part of an ecosystem \u2713 Operational excellence is a driver for  customer experience  Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 14 \n\n---\n\n  Page: 15 \/ 28  \n\n---\n\n 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\u2019s 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\u2019 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"}
{"text":"Continue # Infosys POV \n 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 \u2713 \u2713 AIA Thailand Life 4.4% 0.2% 28x \u2713 \u2713 \u2713 Etiqa Malaysia Non-Life 7.3% 0.5% 13x \u2713 \u2713 \u2713 Allianz Malaysia Non-Life 3.1% 0.5% 5.8x \u2713 \u2713 \u2713 Malayan Philippines Non-Life 12.7% 2.7% 4.8x \u2713 \u2713 Allianz Philippines Life 54.9% 11.8% 4.7x \u2713 \u2713 \u2713 FWD Philippines Life 43.4% 11.8% 3.7x \u2713 \u2713 \u2713 Pioneer Philippines Non-Life 9.5% 2.7% 3.6x \u2713 \u2713 Bangkok Thailand Non-Life 10.5% 4.7% 2.2x \u2713 \u2713 Dhipaya Thailand Non-Life 10.0% 4.7% 2.1x \u2713 \u2713 Etiqa Malaysia Life 13.9% 7.0% 2.0x \u2713 \u2713 Allianz Malaysia Life 11.7% 7.0% 1.7x \u2713 \u2713 \u2713 Prudential Malaysia Life 8.7% 7.0% 1.3x \u2713 \u2713 Thriving in the Post-Covid Insurance Growth \u00a9 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\u2019s official insurance statistics and may differ from companies\u2019 own annual reports.<|endoftext|>\n\n---\n\n  Page: 16 \/ 28  \n\n---\n\n 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 \u2013 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\u2019s 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\u2019s 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 \u00a9 2023 Infosys Consulting 16 \n\n---\n\n  Page: 17 \/ 28  \n\n---\n\n 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\u2019s 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 \u2713 Identify underserved customer segments to  create outcome-based offerings with a pull- based sales model \u2713 Employ HR analytics to identify high- potential talent and handhold them with AI- powered learning paths for sustained agent  productivity \u2713 Use agency management platforms for  agency differentiation, to drive higher  productivity and improved agent retention Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 17 \n\n---\n\n  Page: 18 \/ 28  \n\n---\n\n SUCCESS STORY \u2013 FWD, Philippines SUCCEEDING IN THE NEXT NORMAL The Philippines\u2019 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\u2019s 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 \u00a9 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 \u2013 FWD, Philippines \n\n---\n\n  Page: 19 \/ 28  \n\n---\n\n SUCCEEDING IN THE NEXT NORMAL Thriving in the Post-Covid Insurance Growth \u00a9 2023 Infosys Consulting 19 In 2021, FWD introduced new holistic product  solutions like \u2018Babyproof\u2019, \u2018Family Hero\u2019,  \u2018Manifest\u2019, and \u2018Health and Wellbeing\u2019 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\u2019s 30 million  customers across its 2,500 branches  nationwide. In another partnership with  insurance aggregator Kwik"}
{"text":"Continue # Infosys POV \n.Insure, FWD  introduced a chatbot, \u201cFi\u201d, 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 \u2713 Take advantage of bundling and unbundling  products to create targeted and tailored  offerings \u2713 Forge partnerships to increase sales beyond  traditional channels \u2713 Use self-help tools, like chatbots and AI, to  improve customer experiences while also  realizing operational efficiencies \n\n---\n\n  Page: 20 \/ 28  \n\n---\n\n 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 \u2013 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  \u2018PreciousCover\u2019 and \u2018BabyCover\u2019 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 \u00a9 2023 Infosys Consulting 20 \n\n---\n\n  Page: 21 \/ 28  \n\n---\n\n 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 \u201cC.E.O Program\u201d in 2019  for its agency partners to build a quality talent  pipeline and enhance their capabilities.28 KEY ACTIONS FOR INSURERS \u2713 Use needs-based analysis to design new  product offerings \u2713 Address customer hesitance for online  purchases by simplifying product offerings  and removing negative surprises \u2713 Use automation & AI-based tools for routine  tasks to reduce turnaround times  \u2713 Actively engage agency partners and new  partnership models to enhance productivity  and product accessibility Thriving in the Post-Covid  Insurance Growth \u00a9 2023 Infosys Consulting 21 \n\n---\n\n  Page: 22 \/ 28  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting 22 \n\n---\n\n  Page: 23 \/ 28  \n\n---\n\n Infosys Consulting approach to customer-experience driven strategy Strategy Customer experience Target customer segments\u2026 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\u2026 Omnichannel journey design \u2026at 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\u2019 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\u2019 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 \u00a9 2023 Infosys Consulting 23 \n\n---\n\n  Page: 24 \/ 28  \n\n---\n\n 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"}
{"text":"Continue # Infosys POV \n 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 \u00a9 2023 Infosys Consulting 24 \n\n---\n\n  Page: 25 \/ 28  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting 25 \n\n---\n\n  Page: 26 \/ 28  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting 26 \n\n---\n\n  Page: 27 \/ 28  \n\n---\n\n 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 \u00a9 2023 Infosys Consulting 27 \n\n---\n\n  Page: 28 \/ 28  \n\n---\n\n 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\u2019s 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\u2019s 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  \u00a9 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"}
{"text":"Continue # Infosys POV \n 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.    \n\n\n***\n\n\n  "}