MindTree Ltd: India’s global IT brand

MindTree Limited is an expertise-led global IT and product engineering services company with a deep knowledge of specific domains

Founded in 1999, MindTree became the fastest Indian IT services company to cross $100m in revenues in the sixth year of its operations. It is acknowledged as the best mid-size software services company in India for its capability to build, test and deploy solutions. After 12 straight years of growth and achieving $330m in 2011’s financial year, MindTree recently crossed $100m in a single quarter and now employs over 10,000 “MindTree Minds”.

First-class citizen
MindTree’s commitment to being a responsible corporate citizen is enshrined in its       vision statement:
- to achieve $1bn in sales;
- to be among the global top 20 in the IT services business in profitability, as measured by PAT to sales and ROCE;
- to be among the top 20 most admired companies globally in the IT services business, known for its customer satisfaction, people practices, knowledge management and corporate governance;
- to touch and improve upon the lives of the differently-abled, through leadership in     assistive technologies.

MindTree realises that demand for specialisation as well as the ability to transform customers’ businesses is increasingly gaining significance. Taking this as the theme, MindTree has clearly identified the verticals and micro verticals that it would like to focus on: Manufacturing, banking, financial services, insurance, travel, hospitality and leisure are the focus verticals in the IT services space. Consumer and communication products, portals and web products and enterprise software products are focus areas in the product engineering space.

Along with this, the identification of growth service lines such as testing, data and analytic solutions and infrastructure management will facilitate faster growth for its verticals and help in the journey of realising the above vision. This thought process has seen some notable client wins over the last few quarters. The recent wins are not only large but also offer multi-year relationships due to MindTree’s strong capabilities in chosen verticals.

MindTree has 258 active customers including 44 Fortune 500 clients and has a proven track record with global enterprises in terms of long relationships. MindTree would like to continue to capture the growth opportunity through focused account mining, build deep domain expertise to win new clients, expand service offerings in newer technologies – such as cloud – and aggressively pursue large deals. This will also enable the company to achieve its goal of delivering higher growth than the industry estimates year over year.

Mission possible
MindTree’s mission is to generate successful customers, happy people and innovative solutions, reiterating that the two most important stakeholders are its customers and its people. The company believes that happy people lead to happy customers and that innovative solutions are a means of contributing to the success of its customers.

Success comes through an enduring commitment to a value system steeped deep in   its history. Defined as CLASS – Caring, Learning, Achieving, Sharing and Social     Responsibility – this series of commitments is at the heart of everything the company does. At MindTree, innovation, knowledge sharing and collaboration extend through all three of its DNA elements, beginning with imagination, extending into action, and culminating in joy. MindTree’s corporate governance philosophy is: Act in the spirit of law and not just the letter of law; do what is right and not what is convenient; provide complete transparency on our operations; follow openness in our communication to all our stakeholders.

MindTree believes in ethical business conduct, integrity and commitment to values, which in turn, enhance and retain stakeholders’ trust and are the hallmarks of corporate governance. The company has an articulated integrity policy and all MindTree Minds, irrespective of level, role and location are bound by it. This is presented as part of the value session that every new MindTree Mind is taught. The company has defined internal policies that direct and control the activities and mechanisms to optimise economic results for shareholders’ welfare and in the interest of all the stakeholders of the company. Corporate responsibility involves adopting principles of fairness, transparency in corporate disclosure and accountability with all the constituents and stakeholders of the company.

Nurturing future developments
At MindTree, the paradigm of corporate sustainability is a business imperative, where its approach to corporate sustainability is in sync with its approach to business, workplaces, community and environment. At MindTree, environment sustainability includes industry, market/customer, workplace, governance and ethical practices, as well as ecological and social environments. MindTree has made the following strides in each of these areas:
- MindTree identifies and proactively addresses risks and opportunities, protecting and creating value for its stakeholders.
- A clear focus on customer satisfaction has uniquely defined quality processes. Certifications, competency development, integrated management tools and peer networking through community based benchmarking enhance project management capabilities.
- Nourish, nurture and grow are the pillars around which MindTree has built the workplace, thereby committing to building an organisation for future generations. Communicate, express and share facilitates the principle of 95:95:95, where 95 percent of the people should have access to 95 percent of the information communicated 95 percent of the time.
- The compensation philosophy is driven by three mutually exclusive and collaboratively exhaustive mottos – ‘Pay for Performance’, ‘Pay Competitively’ and ‘Inclusive Meritocracy’. ‘Healthy Mind in a Healthy Body’ is the corporate wellness programme aimed at improving health and safety standards. at MindTree.
- MindTree’s green agenda is enshrined in its green mission statement: “To work closely with all stakeholders to identify, implement and sustain eco-friendly initiatives to achieve a carbon-neutral footprint.”
- ‘Having a conscience’, ‘Doing what is right by the communities we live in’ and ‘Being ethical and principled in our dealings with the environment’ – all these and more are covered under the term Corporate Social Responsibility (CSR). MindTree Foundation’s charter supports differently-abled people with a specific focus on assistive technologies, primary education and Mindshare – a programme that allows MindTree Minds to interact with people outside their normal course of life.

For a company that only has a 12-year history, the tributes that have come MindTree’s way have been truly humbling. These accoldaes include ‘Leading Mid-Size Provider’ from the Everest Research Institute, the ‘Winner 2011′ at the Asian Most Admired Knowledge Enterprise Award (MAKE) among many others. Such recognition must be seen as seminal moments in India’s entrepreneurial history.

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The May – June 2013 Issue

Highest corporate tax
rates in Europe

European countries are scrambling to raise every last penny of funds through taxes. But some countries may have gone too far...

Belgium

Though all business taxes in Belgium can be paid online with little effort and preparation, the rates are still sky-high at 57.7 percent, including a staggering 50.8 percent total rate on profits only in social security contributions.

Belarus

In Belarus, a company spends up to 338 hours annually preparing for and paying ten different taxes and duties. The total tax rate has incredibly been lowered to 60.7 percent, from 117.5 percent in 2008.

France

A company in France pays seven different taxes and duties, the sum of which can amount to 65.7 percent of profits; though President François Hollande has announced a wave of business tax rate cuts coming up.

Estonia

A business in Estonia pays 67.3 percent of profits in tax, 37.2 percent exclusively in social security contributions. The country has gone against the grain in Europe by raising businesses taxes from 48.6 percent in 2008 to the current rates.

Italy

While corporate income tax (IRES) in Italy is limited to 38 percent of taxable profit, a company operating in Italy can expect to pay 14 other taxes and duties, including social security contributions, bringing their total payable tax to 68.7 percent of profits, according to the World Bank.

Norway

Norway taxes motor fuels twice, with a road use tax and a CO2 emissions tax. Combined with strikes in the energy sector that have curbed output, the price of gas at a local pump has soared to $10.12 per gallon.

Turkey

Though Turkey sits on the Suez Canal and neighbours many oil rich countries, the price of a gallon of average gas clocks in at $9.41 in Turkish pumps, because of a 60 percent share of taxes. 

Israel

Like Turkey, Israel is surrounded by oil-rich neighbours, but drills very little itself. Gas prices are controlled by the government, so about half of the $9.28 per gallon goes to taxes.

Hong Kong

There are few gas stations in Hong Kong, but the ones available charge up to 76 percent more per gallon than mainland China, where the government caps the cost of fuel. A gallon at the pumps will cost around $8.61 on the island.

Netherlands

Expensive labour costs make the Dutch petrol prices the dearest in Europe, at $8.26 per gallon; though the 57 percent tax add-ons don’t help.

The credit crisis

8 February 2007
HSBC warns of subprime mortgage losses

2 April 2007
New Century goes bus

14 September 2007
Wholesale markets have dried up

17 March 2008
Rescue of Bear Stearns

7 September 2008
Rescue of Fannie Mae

15 September 2008
Lehman Brothers file for bankruptcy

3 October 2008
US congress approves $700bn bailout

14 February 2009
$787bn stimulus approved by congress

 

The effects of the current financial crisis are global and irrefutable. With the collapse of Lehman Brothers, the domino effect of irresponsible public monetary policies, huge levels of unsustainable debt, and a deregulated financial sector, has escalated to the point where no corner of the globe has been left untouched.

1973 oil crisis

October 1973
Syria and Egypt launch an attack on Israel on Yom Kippur and set off a twenty day war;

1977
US President Carter creates Department of Energy, which develops the US strategic petroleum reserve

 

The Organisation of Petroleum Exporting Countries (OPEC) used their oil reserves as a weapon with the Arab Oil Embargo against those who supported Israel. By January 1974, world oil prices were four times higher than they were at the start of the crisis, especially in the US, and the shock led to a huge drop in the stock market with NYSE losing $97bn in just six weeks.  The embargo lasted five months, and the effects are still seen today.

German hyperinflation

1922-1923

Hyperinflation
1923 – 1924
Stabilisation

 

The trouble began when Germany missed a repatriation payment, worth about one third of the German deficit in this period. Inflation was already high but by 1923 it was raging. Prices doubled within hours, and by late 1923, it cost 200bn marks to buy a single loaf of bread. People burned money as it was cheaper than buying firewood. Germany eventually regained control of its economy when it introduced the Rentenmark into circulation in 1923, and then the Reichmark in 1924.

The Great Depression

1929-1933
The Great Crash
1934-1939
Recovery and Recession

 

After the decadence of the Roaring Twenties, the 1930s saw the biggest economic slump of all time. The stock market crashed on 29 October 1929, and optimism and decadent living tumbled along with the figures. The GDP fell from $103.6bn in 1929, to $66bn in 1934 and the subsequent years of recovery were the most dramatic in US history.

1907 bankers’ panic

1907
Otto Heinze and his brother Augustus Heinze bought shares of United Copper.

 

The stock market was already cautious over the tight money supply, but the US was thrown into a depression after the stock market fell nearly 50 percent from its peak in 1906. The Heinze brothers thought they could influence market shares but ended up bankrupting lenders that provided the financing to buy the stock. A chain reaction left nine institutions bankrupt. By February 1908, the panic was over and the government created the Federal Reserve system, to prevent banks from exercising too much control over the economy.