1

March 2010
22
Disclaimer
These materials contain certain statements concerning our future growth prospects and forward-
looking statements, as defined in the safe harbor provisions of the U.S. Private Securities Litigation
Reform Act of 1995. These statements are based on Genpacts current expectations and beliefs, as
well as a number of assumptions concerning future events. These statements involve a number of
risks, uncertainties and other factors that could cause actual results to differ materially from those in
such forward-looking statements. These risks and uncertainties include, but are not limited to, a
slowdown in the economies and sectors in which our clients operate, a slowdown in the BPO and IT
Services sectors, the risks and uncertainties arising from our past and future acquisitions, our ability to
manage growth, factors which may impact our cost advantage, wage increases, our ability to attract
and retain skilled professionals, risks and uncertainties regarding fluctuations in our earnings, general
economic conditions affecting our industry as well as other risks detailed in our reports filed with the
U.S. Securities and Exchange Commission, including the Company's Annual Report on Form 10-K.
These filings are available at www.sec.gov. Genpact may from time to time make additional written
and oral forward-looking statements, including statements contained in our filings with the Securities
and Exchange Commission and our reports to shareholders. Although the Company believes that
these forward-looking statements are based on reasonable assumptions, you are cautioned not to pay
undue reliance on these forward-looking statements, which reflect management's current analysis of
future events. 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. In addition, you should be advised that our
past performance is not necessarily indicative of future performance, particularly given the current
global economic environment. These statements and other information made available in connection
with the evaluation of the Company are not all-inclusive and do not contain all of the information that
you may consider material or desirable in evaluating the Company.
333
Pramod Bhasin
Chief Executive Officer
44
We Have Delivered
Pramod Bhasin
CEO
13 years at Genpact
Dedicated to best-in-class corporate governance
World-class Board of Directors
11 of 12 directors are independent
Since IPO, we have delivered
Grew revenue 22% annually
Diversified revenue base Global Client revenue
has grown at 100%+CAGR since 2004
Improved adjusted operating income margin from
15.8% to 17.8%
Continued investment in senior leadership talent
Improved NPS from 39% to 57%
Extended GE contract through 2016
Expanded global footprint
Focus on Execution
Top 20 leaders have 236+ years experience at GE/Genpact
Top 100 leaders have 95% retention in last 3 years
Consistent Sponsorship
Strong Leadership
Tiger Tyagarajan
COO
11 years at Genpact
Patrick Cogny
CEO Europe
5 years at Genpact
Piyush Mehta
SVP - Human
Resources
9 years at Genpact
Mohit Bhatia
CFO
11 years at Genpact
Mitsuru Maekawa
CEO China, Japan
8 years at Genpact
Bob Pryor
EVP - Sales, Mktg and
Business Development
1 year at Genpact
Note: Net Promoter Score (NPS) signifies the likelihood that a customer would recommend the service in question to others
5
Company Highlights
Globalization of Services Driving Growth in Large, Underpenetrated Market
Best in the World at Business Process Management (BPM)
Unique DNA Based on Lean, Six Sigma and Operating Excellence Difficult to Replicate
Global, Diversified and Expanding Blue-Chip Client Base Provides Runway for Growth
Building New Science for BPM SEP
SM
a Huge Competitive Differentiator
Powerful Combination of High Growth and Predictable, Visible and Resilient Financial
Profile
66
Irreversible Trends Driving Global Demand for BPM
Irreversible
Trends
Accelerating
Momentum
Ecosystems of
Expertise
Increasing
Client
Acceptance
+ + =
Demographics
Globalization
Services
Talent Supply
Chain
Redefining Core
vs. Non-Core
Working Age
Population
Japan 10%
UK 2%
US 7%
Scandinavia 0%
India 23%
Business
Technology
Engineering
R&D
Standardized,
consistent, value-
Add
Virtual Supply
Cost Pressures
Partnerships
Social Networks
Domain Knowledge
New economic
realities
Focus on productivity,
preservation of cash
and working capital
Cost control / margin
improvement
Converting capital to
operating costs
77
Globalization of BPM Services
Drives Attractive, Underpenetrated Market Opportunity
Source: NASSCOM Perspective 2020 Report
$1,500 $380
$230
$190
$200
$500
Significant Growth from
New Opportunities
Core markets
2008
Growth in core
markets
New verticals
in developed
countries
New customer
segments
New
geographies
Potential 2020
market size
$ in billions
88
At IPO
1
Today
2
Employees 26,100 38,600
Operating Centers / Countries 27 / 7 39 / 13
Clients > $5mm
3
7 35
Clients > $25mm
3
1 4
Total Revenue $613 $1,120
3-yr Trailing Total Revenue CAGR 17% 22%
Global Client Revenue $160 $669
3-yr Trailing Global Client Revenue
Growth
NM 61%
Adj. Operating Margin 16% 18%
Significant Progress Since IPO
Note: $ in millions
1
As of year-end 2006
2009 Business
Update
Added 52 new logos
Grew revenue and improved margins
Continued to aggressively invest in business (SEP
SM
, global team)
Global
Clients
60%
GE
40%
Global
Clients
25%
GE
75%
Revenue Breakdown
2
As of year-end 2009
3
Excludes GE
99
Differentiated Financial Performance in the Downturn
Genpact -
Global
Clients
Cognizant Genpact EXL WNS TCS Infosys Wipro IBM GS Accenture
2
Source: Public filings
Note: Companies who report in non-USD have been converted to USD based on average exchange rate for the reporting period
1
16% adjusted for GE divestiture
2
Excludes lighting segment
1
CY 2009 Revenue Growth
21.4%
16.4%
7.6%
(0.2%)
2.7%
(2.0%)
5.1%
(6.6%)
(11.8%)
(1.2%)
10 10
USA
China
India
Mexico
Guatemala
Philippines
South Africa
Netherlands
Poland
Romania
Hungary
Morocco
Spain
Country of Operation
38,000+ Employees 13 Countries 25+ Languages
One Operating Culture
A Global Approach to Servicing Clients
2006 2007 2008 2009
Countries of
Operation
7 9 12 13
Operating
Centers
27 30 35 39
72%
8%
10%
10%
Revenue by Deli very
Center Geography
75%
7%
12%
6%
Headcount by
Geography
India
Americas
Asia
Europe
Unique Culture Difficult to Replicate
Commitment to delivering high quality service to clients rewards tied to NPS
Process excellence delivered through >1,400 rotations, global assignments and cross functional exposure
Increased employee retention with flexibility through work-from-home, leadership development and merit-based variable compensation
Lean-Six Sigma DNA Differentiates Our Service Offering
10,000+Six Sigma Green Belt-trained employees and 23,000+Lean-trained employees
300+BB/MBBs across all levels including operating leadership
11 11
Unique DNA and Culture a Huge Differentiator
Attract, Engage and Retain Talent
Building Domain Expertise &
Capacity for Growth
Able to attract the best in every market
Employee Satisfaction Survey shows huge
engagement
Leaders score 89%+satisfaction
Customer centricity #1
Top 300 leaders covered by stock options
Hired 50+ VPs in 2009 with deep domain
expertise
Sales and BD
Operations
Vertical Industries
Strong domain leadership development
programs
Ops, Finance, IT, HR, Commercial Leadership
Rigorous career and succession planning
process for 3,000+ managers
1
Based on Gallup Employee Survey
People and Culture One of the Top 3 Reasons We Win
12 12
Stable and Diversified GE Relationship
Terrific long-term relationship
Spread across 40 individual business unit, hundreds of
business leaders and 2,200 statements of work
Substantial productivity gains each year
Expanding list of services such as F&A, procurement,
analytics, customer service and IT
NPS is the highest it has ever been in our 12 year history
Expanding global footprint new operating centers in the
Philippines and Guatemala
Extended MSA through 2016
GE Net Promoter Score (NPS)
46%
67%
2007 2009
Preferred Business Process Management
Provider With Right of First Opportunity on All
New BPM Services
$385
$522
95%
47%
2004
2009
GE Revenue Including
Divested Assets
% of Total
Revenue
GE Revenue
Note: $ in millions.
1
Adjusted to include GE divestitures and to exclude acquisitions
CAGR
6.5%
1
Key 2009 Global Client Wins
13
Our Lean Six Sigma DNA
Thought leadership and industry-leading culture of innovation
SEP
SM
differentiates our service offerings from competitors
Our people and our passion
High win rates up substantially
13
Why We Win
We Win Against the Best in The World
$342
$551
$669
$160
$42
$20
60%
53%
41%
26%
26%
5%
2004 2005 2006 2007 2008 2009
Global Clients Revenue and % of Total Revenue
Note: $ in millions
Global Clients 20+ 100 155 264 400
> $5mm N/A 7 18 29 35
> $25mm N/A 1 3 4 4
GC 04-09 CAGR: 101%
GC (ex-GE) 04-09 CAGR: 96%
GC (ex-GE / acquisitions) 04-09 CAGR: 91%
We Compete Against Global Leaders
14 14
Large and Expanding Blue-Chip Client Base
Provides Runway for Growth
Banking, Financial
Services & Insurance
Pharma and Healthcare Manufacturing
CPG/Retail
Business Services
Others
High-Tech
+3 of the 10 Largest Pharma Cos.
+Leading Devices & Generics Co.
+2 Leading Healthcare Information Cos.
+2 Leading Fortune 500 Insurers
+Leading Global Reinsurer
+Leading Personal Insurer in US
+Leading US Retail Bank
+Leading Indian Private Bank
+2 Leading Global Conglomerates
+Top Global Automaker
+Leading Manufacturers of Doors
+Global Publishing Co.
+Leading Package Delivery Co.
+Leading Internet Services Co.
+Leading Supply Chain BPM Co. +Leading Data Management Co.
15 15
$31.2
$18.8
$18.3
$17.9
Genpact EXL WNS Wipro
(BPO)
End-to-End Service Offerings
Ranging From Simple to Complex
E
n
t
e
r
p
r
i
s
e
G
&
A

S
e
r
v
i
c
e
s
High Value-Add Reflected
in Revenue / Employee
I
T

S
e
r
v
i
c
e
s
Note: $ in thousands, based on CY 2009
Risk Management Services
Procurement &
Supply Chain
Collections &
Customer Service
Internal Audit
SOX Advisory
Regulatory Compliance
Enterprise & IT Risk Management
Fraud Risk Services
Indirect/Direct Sourcing &
Procurement
Demand Forecasting
Inventory Optimization
Fleet & Logistics Services
Service Operations
Early & Late Stage Collections
Analytics/Skip Tracing
Bankruptcy Originations
Customer Care
Technical/Product Support
Customer Acquisition & Sales
Consumer & Commercial Banking
and Lending Operations
Application Processing
Underwriting
Claims Management
Mortgage Orientation and Servicing
Payment, Booking and Funding of Loans and Leases
Finance &
Accounting
Accounts Payable
Order to Cash
General Accounting
Closing & Reporting
Treasury & Tax
Financial Planning/Analysis
Enterprise Application Services
Enterprise Applications Solutions (Oracle, SAP,
Siebel)
Business Intelligence/Data Warehousing
Technology Integration (ADM, BPM, Testing)
IT Infrastructure Management Services
End User Computing/Help-Desk Services
Enterprise Computing
Database & Middleware
Network, Voice & Security Services
Reengineering: Procure to Pay, Record to Close, Inquiry to Order, Order to Cash, Collections, Treasury & Tax
Anal ytics: Marketing, Pricing, Inventory Optimization, Customer Loyalty/Surveys, Contract Management
P
r
o
c
e
s
s
F
o
u
n
d
a
t
i
o
n
I
n
d
u
s
t
r
y

E
x
p
e
r
t
i
s
e
Manufacturing
(40%)
(Auto, CPG, Retail, Pharma)
Other
(16%)
(Healthcare,
Hospitality,
Media, Tech.)
BFSI
(44%)
16 16
Operating Excellence Ecosystem
Up-Stream Process 1
Focus Impact
Process 2
Down-
Stream
$10 $100mm
Smart Enterprise Processes (SEP
SM
)
+
+
I
n
c
r
e
a
s
i
n
g

V
a
l
u
e

t
o

C
l
i
e
n
t

/

G
e
n
p
a
c
t
Re-engineering (On-shore) / Black Belt Projects (Off-Shore)
$2 $20mm
LEAN / Green Belt Projects
$50k $2mm
Improve
Enterprise
Business
Outcome
End-to-End
Process
Improvements
Sub-Process
Improvements
Operational
Stability
SDF
(1)
/ BPMS
(2)
/ CMP
(3)
/ Alerts
$1 $2mm
Insights Benchmarks
1
Service Delivery Fundamentals (Daily Status Tracker)
2
Business Process Management System (Genpacts Benchmark for Self Evaluation)
3
Common Minimum Practices (Performed During Transitions)
17 17
Accelerating Business Impact
Smart Enterprise Processes (SEP
SM
)
Key Observations About Managing
Business Processes
Holistic and granular framework for managing
business processes
Highly scientific, enterprise-wide view of processes
Proprietary IP based on analysis of 200 million+
transactions across 3,000+managed processes
Maps client performance at every step of a process
and measures against best-in-class standards
Offers solutions including process, analytics
reengineering and focused IT based on achieving
business impact
Smart Enterprise Processes (SEP
SM
)
A New Science
Core enterprise level processes cut across functional
silos
Typical focus is on process efficiency vs.
effectiveness
Driving effectiveness delivers 3x 5x benefits over
driving efficiency
Companies lack benchmarks to know how good they
could be
Technology is often not the answer 5070% of
benefits from process and insights
17 17
SEP
SM
is a unique proprietary methodology that can deliver 2 5xs the impact on
improved cash flow, margins, revenue growth or other metrics.
CFO Suites Insurance Suites Healthcare Suites Enterprise Suites
Financial Services
Suites
Lodging Suites
Source to Pay
Order to Cash
Record to Report
Application to In-force
P & C Claims
Customer Service
Request to Repair
Hire to Retire
Enterprise Risk
Collections
Application to Disbursal
Commercial lending
Check in to Check out Visit to Cash
Pay to Recover
Level 1
SEP
SM
Indirect source to pay
Business Outcomes
Level 2
Key
performance
measures
% spend visible accurately % preferred vendor spend
Spend
analysis
Planning
& PO issue
45% 100% 93%
0% 100% 67%
Key Insights/
Practices
1% 5% 2%
Reduction in Operating Costs
Sourcing Procurement
~3-4 pp deflation can be achieved with 30-40 pp
increase in spend visibility.
30-40% of contracted savings lost due to non
compliance. 100% Cataloguing and no-PO-no pay
policy can reduce maverick spend by 20-40%
Unique Proprietary Framework
End-to-End
Process
Efficiency Effectiveness
Source to Pay
Invoice cycle time
Payment accuracy
Total spend reduction
Collections
Contact rate
Accounts per collector
Gross loss
Application to
In-force
Cost and cycle time of
application processing
Increase placement rate
Revenue growth
Laggard
Leader
Median
18
Case Studies: SEP
SM
A Key Differentiator
* Worldwide Conventions and Business Forums
SEP
SM
Spearheads Entry Into
a New Vertical
Healthcare Processes
SEP
SM
Drives Growth
with an Existing Client
Global Pharma Company
SEP
SM
Leads to
Customer Win
Global CPG Company

Deconstructed hospital into
different work flows each
individually optimized to give E2E
impact across:

Patients

Materials

Revenue

Re-engineered all non patient
facing processes to drive impact
Optimize 140 core processes
in < 1 year & Impact 80%
of all patient experiences
(for Miami Childrens Hospital)
Target of $415 million of
Savings through Source to
Pay (S2P)

Identified value leakage in
Operating Costs by measuring
variation across geographies within
the company and by benchmarking
versus industry best in class

Created a 3 year roadmap based
on the most significant opportunities
for standardization across short,
medium and long term
Applied Best-in-class
process design to maximize
benefit of ERP investment

Client in process of implementing
global, shared-service, back-office
SAP platform

Genpact leveraged SEP
SM
process
blueprint to review global design
template and design for best-in-
class processing

Identified metric gaps and linkages
to allow maximum impact to
outcome
15% Increase in MCHs Net
Operating Margin
Potential 2010 Impact of
$10-15 million
Roadmap to $415 million
Identified Working Capital
Improvement of
$100-200 million
19
20 20
Growing Our Pipeline
Strong Trends in Our Business
Growth across all geographies, services,
customer segments and verticals
Win rates at all-time high - new
initiatives (such as SEP
SM
) driving
pipeline growth
Investment in high caliber, experienced
sales team across the globe with ~20
years experience
Doubled European sales team, many with strong
industry and deep domain expertise
Many with senior leadership positions at firms
such as Accenture and HP
Stable pricing environment
Total contract value of pipeline
up 29% y/y
European pipeline up 75% y/y
India-to-India pipeline up 100% y/y
Number of deals also up by 9% QoQ
Sales cycle is steady, deal scope
better and deal mix strengthening
Avg. deal size increased to ~$10mm,
and about 1/3 are 100 FTE deals
Drive Performance
21 21
Strategies for Growth
Sustained Growth
Engines
M&A
Multiple New Entry Points
With Clients
Mining
Marketing, global brand
SEP
SM
Re-engineering
Consultative selling
Big-ticket, high-volume
Smaller-ticket, high-volume
Customized solutions and
projects
New geographies
India-to-India
China-to-China
Fill the gaps
New verticals and
geographies
Captives
Recent deals: Creditek,
ICE, Axis, Symphony
Marketing
Poised for Continued Growth
Innovation Driving Growth Through Cycles
22 22 22
Mohit Bhatia
Chief Financial Officer
23 23
Resilient and Durable Business Model
Driving Strong Performance Through the Cycle
481 490
451 453
160
342
551 669
$1,120
$1,041
$823
$613
2006 2007 2008 2009
6%
2%
(8)%
114%
61%
21%
GE
GC
1
$199
$178
$134
$97
2006 2007 2008 2009
38%
33%
12%
15.8%
16.3%
17.1%
17.8%
2009 In Review
Strong organic growth in despite economic headwinds
Growth engine driven by Global Clients
GE relationship provides significant stability and
predictability
Diversified model
35 clients over $5mm vs. 29 prior year
Strong and expanding margin profile
Multiple financial levers for margin expansion
Recurring revenue base (80%) and high visibility
Strong balance sheet and cash flows, including
approximately $430mm of liquidity
Note: $ in millions
1
Global client revenue includes GE divested businesses and acquisitions (GAAP)
2
Adjusted Income from Operations excludes amortization of intangibles, stock option expense and FMV adjustments
Revenue Mix
Adjusted Income from Operations
2
CAGR
22%
CAGR
27%
24 24
We Manage Our Business for the Long-Term
$235
$254
$271
$282
$266
$273
$284
$297
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Q/Q Growth Revenue
Note: $ in millions
1
Adjusted Income from Operations excludes amortization of intangibles, stock option expense and FMV adjustments
$28
$42
$50
$59
$42
$48
$54
$55
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2008 2009
% Margin
Adjusted Income
from Operations
1
2008 2009
Quarterly Revenue and Q/Q Growth Adjusted Operating Income and % Margin
18.3%
20.8%
18.4%
18.9%
17.7%
15.9%
16.5%
12.1%
2.6%
4.2% 4.4%
8.1%
1.3%
(5.7%)
4.1%
6.8%
25
Flexible Operating Model
Driving Leverage and Capital Efficiencies
$134
$178
$199
2007 2008 2009
% Margin
Adjusted Income
from Operations
1
SG&A as % of Revenue
Note: $ in millions
1
Adjusted Income from Operations excludes amortization of intangibles, stock option expense and FMV adjustments
2
Denotes capital expenditures incurred
Demonstrable Margin Improvement
Driven By Cost Rationalization
Free Cash Flow Before
Cash Interest and Taxes
16.3%
17.1%
17.8%
26.5%
24.5%
23.7%
$117
$186
$181
2007 2008 2009
CAGR
24.4%
26 26
Long Term Target Model
Revenue Growth 20 25%
Organic 15 17%
Vertical Expansion 2 3%
M&A 3 5%
Annual Margin Improvement 50bps
Long-term Targets
27
Company Highlights
Globalization of Services Driving Growth in Large, Underpenetrated Market
Best in the World at Business Process Management (BPM)
Unique DNA Based on Lean, Six Sigma and Operating Excellence Difficult to Replicate
Global, Diversified and Expanding Blue-Chip Client Base Provides Runway for Growth
Building New Science for BPM SEP
SM
a Huge Competitive Differentiator
Powerful Combination of High Growth and Predictable, Visible and Resilient Financial
Profile
28
March 2010