Insurance

Safe Harbor

© Satyam 2008

This document includes statements which may constitute forward-looking statements made pursuant to the
safe harbor provisions of the Private Securities Litigation Reform Act of 1995. Although Satyam believes
that the expectations contained in such forward- looking statements are reasonable, it can give no
assurance that such expectations will prove correct. These statements may involve risks and uncertainties
that could cause actual results to differ materially from the expected results. Such risks include, but are not
limited to, the risk factors described in Satyam’s Registration Statement on Form F-3 and in other reports
and periodic filings made from time to time with the Securities and Exchange Commission.

Any and all content contained within this document is the property of Satyam Computer Services Ltd.
No portion of any content contained herein may be copied, circulated, quoted or reproduced outside of
the Organization without the express permission of Satyam for any purpose whatsoever.

© Satyam 2008 2
 Insurance BPO Enablers
Value Proposition
Horizontal Services
SMARTTM
Satyam BPO – Key Metrics
Discovery Approach
Typical End Operating Model
Case Studies
Claims Management
Scope of the Project

Insurance Benefits Delivered

New Business Workflow
Medical Underwriting Workflow
Insurance Service Offering

© Satyam 2008 3
 Human Capital
Leadership
Information Security
Quality Control
Governance Model
Opportunity to Operate Model
Satyam Overview
Life Insurance
Satyam – Integrated Insurance
Practice

Insurance Global Presence

Insurance BPO Experience
Discovery Phase: Risk /
Fit Framework

© Satyam 2008 4
Insurance BPO Enablers

• Subject Matter Expertise

– Operational Leadership = People who have done it before
• High Quality Talent Magnet
– High Value Offerings – Challenging Work
– Integrated Business Unit for Client = Onshore - Offshore Model
• Mature Process Framework
– eSCM Level 5 Certified– Global Benchmark in Sourcing Capability
– Mature Transition & Operations Model – Consistent Results
• Technology Framework
– OPEX your CAPEX requirements
– Workflow and Imaging Tools – Increased Visibility and Control
• Global Delivery Model
– India + Near Shore Delivery Centers – Multi Lingual Capability
– Round the Clock Services – Increase Customer Satisfaction
• Regulatory Framework
– ISO 27001 Certified – Reduces Operational Risk
– SAS 70 Certified – Reduces Operational Risk

© Satyam 2008 5
Satyam BPO Value Proposition – Commitment

• We will help you grow your Premium Revenue

– Implement a tool based operations model
– Deliver capability and capacity at a variable price
– Increase the throughput of your underwriters
• We will help you lower your Cost Structure
– Leverage technology tools + labor arbitrage
– Increase straight through processing %
• We will increase your Customer Satisfaction
– Help you resolve issues on time
– Help you resolve issues first time right

© Satyam 2008 6
Horizontal Services

Finance and accounting

Accounts payable / receivable, Financial accounting

Customer contact center

Broker services, FNOL

HR outsourcing
Payroll processing, benefits administration, HR help
desk, Employee record maintenance

Knowledge services
Actuarial studies, Research & analytics, Advisory
services, Data management services

© Satyam 2008 7
SMARTTM

Organizational Management
People Steady
Scoping Due SMART
eSCM

Business Operation State

Study eSCMDiligence Transition
Technology Operation
Knowledge Management

S M A R T
Activities

Onsite Adapted Offshore Hand

Phase

Offshore Knowledge PhaseProcess & Ramp Over to

Preparation Activities
Acquisition Offshore Training Monitoring Operations

Tool kits developed for effective and structured deployment across every stage

Governance Structure
Risk Management
End-to-End
Activities

• A value scorecard outlining key performance indicators that identify and monitor risk, and
client service levels End-to-End Activities
Program Management Office
• A central program management entity that coordinates the activities of key stakeholders

© Satyam 2008 8
Satyam BPO – Key Metrics

• 24 customers (including
Highlights 9 Fortune 500 customers)

• Over 60% revenues from

• 40% IT-BPO customers
high-end services • 94% of critical SLAs (600) are Green
• Certified per the ISO 27001 framework
• Delivery centers in
Hyderabad, Bangalore • World’s 1st eSCM Level 5 Service
and Chennai Provider

• IT-BPO capability leads

to better TCO
• Engagements tracked
via 6 Sigma
• Global network for right
shore ramps
• Financial Stability (100%
owned subsidiary of Satyam)

* Merchant Global Annual Contact Center Customer

Satisfaction Benchmarking Survey Report - 2006

© Satyam 2008 9
Discovery Approach

Define Collect Assess Decide Share

• Objective is to • Probing potential • Assessing each • Using rating scores • Sharing Discovery
identify processes client's processes & process on certain in identifying results with the
which can be systems with certain per established processes to be client
outsourced / off per established criteria's & assigning outsourced / off- • High level solution
shored by potential questions and data an “amenable to shored & providing
client & develop a gathering to arrive offshore” rating risk mitigation plan • High level transition
high level solution, at “As is” Process plan
• Identify process • High level “As Is” &
transition & cost maps • High level cost case
similarities across “To Be" process
case locations and also map for processes
identify processes to be outsourced /
that are not similar off - shored

Satyam BPO Discovery Framework

Deliverables Combined Score ( Function & Systems)

Low
• Identify processes and FTEs which can be served
from an offshore location Offshore- Wave 2 Offshore- Wave 1
• Phased transition approach with a view to minimize
risks Risk
• High level to be process maps and cost case
Retain Retain
• Potential transformation opportunities in these areas High

Low High
Fit
© Satyam 2008 10
Typical End Operating Model
Commercial Insurance – Sample: New Business Underwriting Support Workflow

Broker Start
Broker

Send the
submission
documents

Receive the
Review the
submission by Sends back to Decline the Underwriting
1 submission No
email, post or Offshore submission Process
documents
fax
Yes
Yes
Informs
Onshore

Identify
Onshore

Broker for Can there be a Sends back

standard No
inability to new quote to Offshore
industry code
quote

Scans the
documents if hard
Sample Quality
copy Forward
Check is done
documents to
offshore

Enter the Check if Send the

submission details submission open Inform the submission Decline the
Yes
in the enrollment from diff. Broker Underwriter documents to submission
application or Branch Underwriter

No
Offshore
Offshore

Check if Attach the Archive the

Retrieve
submission submission documents and
Yes documents and
declined in the documents in the unassign the
pass to UW
past application case

No

Generate Generate Flood, Generate

financial catastrophe, exposure reports
1 Stop
reports from terrorism for particular
websites, etc Reports postcode

© Satyam 2008 11
Case Study : US Health Insurance Major

Company Overview Size Scope

• A leading mutual • Operations started • Claims data

insurance company on April 2003 with processing (dental
based in US 21 FTEs and medical)
• Products offered – • Currently 8 • Verification of
Life, disability, processes (3 voice benefits (dental and
variable annuities, and 5 non voice) – medical)
retirement services 420+ FTEs • Claim adjudication
and investment (dental and medical)
products such as
• Claims enquiry
mutual funds and
(dental and medical)
securities
• Policy maintenance

70% pass 420+ FTEs

99.9% accuracy
30Mn+ Claims 3Mn Calls through for auto across 2
for claims data
Processed handled adjudication locations
entry
engine

© Satyam 2008 12
Case Study : Policy Administration
Process Overview
• First time insurance policy enrollments of the
employees
• Processing of change requests from the
policyholders such as change of marital status,
change in coverage etc.
• Processing of cheques received from group for
the premiums due from them
• Processing of Loss of Coverage (LOC) - which
means employee or spouse losing coverage
either by termination of employment or divorce
Operational Benefits Delivered
• Productivity Increase of almost 95% per
FTE/hour in last 4 years of the engagement
• Consistently quality standards was achieved at
over 98% accuracy level
• Turn around time was consistently maintained
less than 48 hours which is less than the
required SLA
Key Business Needs
• Meet volume seasonality and adhere to service
standards
• Increase customer satisfaction
• Reduce policy servicing costs to stay competitive
with premium pricing
Business Benefits Delivered
• Saved more than 14 % of total contract value
through increase in productivity
• This was achieved through smart queue
management, exhaustive training for new hires
and frequent refresher trainings
© Satyam 2008 13
Case Study : Warranty Claims Processing
Company Overview
• The World's largest manufacturer of construction
and mining equipment, diesel and natural gas
engines and industrial gas turbines
• A technology leader in construction,
transportation, mining, forestry, energy, logistics
and electric power generation
• The clients products are manufactured in 50 US
facilities and 65 other worldwide locations
• Three principle lines of business
– Machinery
– Engines
– Financial products
Business Benefits Delivered
• Reduction in turn around time, high quality
standards resulting in increased dealer
satisfaction
• Well-documented processes, operating manuals
& business rules for passing claims (vs.
judgmental before)
• Redeployment of client team for dealer training
& carry out physical audits at dealerships
• Factory defect analysis identifying the source of
defect & suggesting preventive measures
Business Problems
• Huge backlog of claims to be processed
• Reduced focus on dealer training & physical
audits
• High warranty cost evolving from factory related
defects
• High warranty cost evolving from suppliers
material defects
Business Solution Offered
• Dedicated offshore centre on claims processing
with focus on reducing claims TAT, focus on
reducing claim returns & focus on reducing
contested & supplemental claims
• Analysis on paid claims as input to design /
manufacturing / purchase
Service Capability
• Automated claims processing
• Early warning systems
• Warranty analytics
• Effective supplier recovery
• Overpayment and fraud detection
• Network analysis and audits
• Extended service plans / warranties
© Satyam 2008 14
Case Study : Fortune 100 US Insurance Company

Company Overview Scope

The Company is a leading provider Group Life Insurance Policies

of investment products – annuities, • Medical Underwriting Support
mutual funds, college savings
• New business and renewal rating
plans – as well as life insurance,
group and employee benefits, • New business and renewal census
automobile and homeowners'
insurance, and business insurance

Transaction Renewal New business Renewal Medical

census rating rating underwriting
Volumes >31,000 >29,000 >19,000 >130,000

© Satyam 2008 15
Claims Management : Process Improvements & Innovation – 1 / 2
Key Business Needs

• Enhancing Client and Member Satisfaction

• Reduce Cost per claim in Processing and Adjudication
• Comply with regulatory guidelines such as HIPAA
• Effective controls and visibility in offshore process

Business Solution Offered

• Workflow & Imaging systems implemented & integrated with client’s

mailroom
• Best practices and tools to enhance productivity and deliver consistent
quality
• Workforce and contact management systems to ensure service
management
• Web based real time on line tracking and monitoring tools to improve
controls
• ISO 27001 certification and SAS 70 audits to ensure process
compliance

Operational Benefits Delivered

• 30% increase in productivity via process improvements & innovations

• 9% increase in claim auto adjudication via accurate claims processing

Business Benefits Delivered

• 21% of 4 year contract value saved in claims processing

• 9% of 4 year contract value saved in claims adjudication process

© Satyam 2008 16
Claims Management : Process Improvements & Innovation – 2 / 2
Knowledge Transfer Hiring Training Steady State

• Mapping of U.S • Managerial talent with • 40 hours on • Measurement

insurance industry & financial services insurance domain systems that drive
its processes experience hired training for New Hires improved throughput
• Mapping of U.S across India • Best practices that and accuracy
regulatory • Processors and increase auto • Tests to ensure
compliance methods adjudicators hired for adjudication rate competence levels of
• Extensive artifacts attitude (to be trained • Best practices that associates &
and key stroke level for skill) impact claim compliance
documents for • Hiring based on adjudication • Motivation systems
throughput efficiency “trainability quotient” throughput & to recognize & reward
• Creation of SOPs & compliance behavior desired for
workflows to ensure client SLA
process compliance compliance

Best Practices Innovations

• Human capital framework allows talent entry in
claims processing & mature into claim adjudication
over time
• Talent refresh & retention through periodic transfer
of resources across medical and dental claims
businesses
• Opportunities for key talent to lead engagements in
knowledge acquisition & transfer for new process
ramps
• Implementation of work flow and imaging systems
resulting in control, visibility and member
satisfaction
• Introduction of tools improved throughput of claims
processing thereby reducing cost per claim
• Created an escalation desk manned by expert
associates for managing complex adjudications
within SLA

© Satyam 2008 17
Scope of the Project

New business and renewal census report

• Validation & processing of end customer census information received
which provides the input for policy rating

New business and renewal rating

• Generating renewal rates for all policies that are up for renewal and
sent to an underwriter for final approval thereby considerably
reducing underwriting time

Medical pre-underwriting support

• Entering the customer information into personal health application
(PHA) which auto-adjudicates and approves, declines or transfers the
file to underwriter for further verification based on the medical risk of
the applicant

© Satyam 2008 18
Benefits Delivered

Key Business Needs

• Reduce cycle time of census, renewal and policy rating

services
• Augment staff for seasonal volume fluctuation
• Accurate pre-underwriting check
• Improve and sustain improved productivity
Saved more
than 7% of TCV
in Medical
Business Benefits Delivered Underwriting
Support Process
• Process standard sustained over 5.sigma levels
• Proprietary training modules on hand writing recognition
developed – Recognized as best practice by client
• Custom training modules developed and improvised
• Improved responses from customers which helped
generate accurate rates
• Achieved a TAT of less than 4 days consistently in all the
months of the peak with a quality of >99%

© Satyam 2008 19
New Business (Census & Rating) Workflow

New Business Acquisition Process

Collects the Sends the data to

Brokers

member the Insurance Case is set up in

Brokers

Start Receive
information from company in CD, the rating engine Negotiation with
communication Stop
prospect company fax, hardcopy U/W
from U/W

Inform the broker

Company
InsuranceCompany

for inability to
quote

N
Insurance

Underwriting Quote the

Is the risk
decision Y premium and
suitable
process terms

Format the data

Upload the
Receives the data into specific Provides premium
Satyam

spreadsheet Completes the

Satyam

in different forms templates for guidance for the

template into the case
and formats different life prospect
rating engine
insurance plans
Census

Rating

© Satyam 2008 20
Medical Underwriting Workflow
Medical Underwriting Workflow

Insured fills up
Insured

Applications are
Insured

health application
mailed to the
Start where his/her
Insurer’s scanning
medical history is
department
captured
Company
InsuranceCompany

Scanned images Process the

Contact the
are uploaded to the application, and
applicant and find
image database Approve? Y Letter is sent
out the further
which queue’s up all confirming the
detials
the images same
Insurance

N Stop

Open scanned
Log in to a internet Data is entered System adjudicate
application’s
browser based into the the application and
image from the
auto adjudication adjudication provides the
client’s imaging
system system outcome
database
Satyam
Satyam

Transfer the case

Is the outcome
N for further
conclusive?
processing

Complete the Automated letter is

application and sent by the Stop
close the case application

© Satyam 2008 21
Case study : Claims Management for a TPA
Dental, Medicare Supplementary and Vision Claims
Processing for a Large US Insurance Third Party Administrator (TPA)

Company Overview Automations done by Satyam

• The client is a broker and administrator of • Time tracker

insurance products and services. The company • Online dashboard for better control
is a fully integrated member of the fifth largest • ADA (American Dental Association) code reader
insurance service firm worldwide. The target
clients include membership organizations,
professional societies, insurance companies,
and healthcare companies and corporations

Business Problems Key Benefits Delivered

• Increasing administrative costs in servicing its
Clients
• Fluctuating Turn Around Time for its Clients
• Improve Customer Service
• Flexibility during high and low volume months
• Reduced turn around time
• Access to lower cost labor and thus significant
cost reduction in processes
• Improved statistical accuracy improved to 99.2%
• Auto adjudication rate is significantly increased

© Satyam 2008 22
Insurance Service Offering

New Business/ Underwriting Claims

Renewals Endorsements
Enrollments Support Management

• Handle large • Choose the • Chase all • Delight end • Reduce cost
volumes right risk to renewals customers per claim
of risks fit the before the with timely • Introduce auto
• Streamlined organization renewal due responses adjudication
data appetite date • Create of engine and
management • Involve in • Engage in rule standardized leverage smart
better and based endorsements processing
intensive underwriting
underwriting for lesser
practices claims prone
accounts
Horizontal Services
• Finance and Accounting - Accounts payable / receivable, Financial accounting
• Customer contact center – Broker Services, FNOL, Customer acquisition and Servicing
activities
• Knowledge services – Actuarial studies, Research & analytics, Advisory services, Data
management services

© Satyam 2008 23
Human Capital

• Multi-channel, multi-location
sourcing and hiring
Recruitment • Competency based, rigorous and
multi-stage assessment process
across levels
Training
• Freshmen and lateral recruitment
(on-campus and off-campus)
Retention • Onsite and offshore recruitment

© Satyam 2008 24
Human Capital

• Process and soft skills training

Recruitment • Voice and accent training
• Professional skills enhancement
Training
• Leadership development workshops
Retention

© Satyam 2008 25
Human Capital

• Attrition forecasting tools

Recruitment • Motivation awards for delivery
excellence
Training • Performance based incentives
Retention • Associate growth path formulation

© Satyam 2008 26
Human Capital Management

Enabling organization growth through achievement of ICDI, ADI &

Process Maturity >= 4.5 by March 2008

Proactive Lateral Career Rewards and

Recruitment
retention movements Progression Recognition

Custom
Performance Dedicated
PRIYA tool & career
Internal Job based cash recruitment
Career progression
postings incentives and team for each
counseling plan for each
certificates engagement
agent

Performance
Mid-term Time lining Corporate
based Multi-tier
market career wide awards
horizontal screening of
corrections in progression for delivery
movement candidates
compensation milestones excellence
options

© Satyam 2008 27
Leadership

Foresight • Sustaining exponential growth

• Driving innovation ‘bottom-up’

• Management retention –
Satyam BPO’s Extended ‘collective thinking’
Management Team
• Risk mitigated delivery platform
Accelerating
growth

© Satyam 2008 28
Leadership

Foresight • Aims at strengthening leadership

across levels by growing leaders faster
Accelerating than competition
growth • Success of a business is measured
Full Life Cycle Leadership on an ongoing basis
(FLCL)
• FLCLs have end-to-end
responsibility for identified ‘Full
Life Cycle Businesses’ (FLCBs)
and are encouraged and
empowered to run them as
independent businesses
• FLCL is the de-facto CEO
of his business

© Satyam 2008 29
Information Security
Protecting Client IP

Clean
Desk
Policy

Access
Code of
Control
Ethics
Policy
Security
Policy

Data
Anti
Destruc-
Fraud
tion
Policy
Policy

© Satyam 2008 30
Quality Control
Quality focus

K- Window: Robust Knowledge Management practice

eSCM framework deployed extensively

• Six Sigma leveraged for continuous process

improvement
– 13 projects completed
– 2 Master Black Belts
– 10 Black Belts
– 140 Green Belts

© Satyam 2008 31
Governance Model

Steering Committee

Engagement Delivery
Client
Leadership
BPO Delivery Process Delivery
Lead
Satyam –
Satyam BPO Program Team Leaders Quality Analysts
relationship Manager
management

Periodic engagement performance reviews

Six Sigma driven process improvements and Root cause analysis

Workforce management techniques for ‘right staffing’

© Satyam 2008 32
Opportunity to Operate Model

• Robust transition methodology with

built-in risk mitigation strategies
• Stringent security systems – Over 60 transitions effected
– Multi-level IT security
Scalability
– Physical security
• Compliance Framework
– SOX 404 compliant
– SAS 70 Type II
• Performance metrics
benchmarked against
Risk
Quality global standards
Manage-
Focus
ment
Satyam

• Process automation SMARTTM Best • Knowledge management

initiatives Transition Practices – K-Window to share
– For improving SLA best practices
performance and
productivity

© Satyam 2008 33
Satyam Overview

• Among the top 12 IT service providers

Key Metrics globally
• Over USD 2.1 Bn in • 52,865 Associates
revenue1; market cap of • 690 Customers (1/3 of US & Global
USD 10 Bn2 Fortune 500) ; present in 65 Countries
• Provider of integrated end-to-end IT-
• Alliances with over 90 BPO solutions
business and
technology leaders2

1FY 2007-08
2As on March 31, 2008

© Satyam 2008 34
Life Insurance – Business Process Flow & Solutions

Product
Distribution Underwriting Issuance Billing Servicing Claims
Definition

Key Activities
• Actuarial & • Marketing & • Information • Completing • Collections • Responding • Verification
Financial Advertising Verification Documen- • Recon- to queries • Litigation
Calculations • Selling • Risk tation ciliations • Providing • Disbursements
• Marketing & – Direct Assessment • Compliance information
Positioning – Broker • Pricing with • Recording
regulations changes

Offshoring Solutions
• Actuarial • Portals • Rating engines • Document • AR / AP • Customer • Integrated claims
support • Illustrations • Underwriting creation administration relationship management
• Analytics tools support • CRM • Invoices management • FNOL
• Statistical • Customer • Medical • Contact • Dunning (CRM) • Claims registration
analysis tools service reviews center • Contact center • Claims scrutiny
• Peer bench • Sales force • Quote issue management management • Data analysis /
marking administration management • Document • Agency call fraud detection
• Industry and (SFA) • Document management centre systems
sectoral management • Litigation
analysis management.
• Disbursements

© Satyam 2008 35
Satyam – Integrated Insurance Practice
Leading provider of
Over 2,200 associates Solutions comprehensive solutions and
contributing to the entire based on services for the P&C, Life and
gamut of IVC domain and Healthcare Insurance practice
technical
expertise
(consulting)

Solutions and Service offerings Dedicated solution practices with

that provide high impact top & world–class alliances with Domain
bottom line benefits and Technology product vendors

With 16,000+ person-years of experience,

Associates certified by external bodies 500+
Satyam is engaged with
in Insurance domain
• 2 of Top 10 US Life Insurers
Industry Experts in Insurance (more 15+
• 4 of Top 10 US P& C Insurers,
than 20yrs of experience)
• 3 of Top 10 US Health Insurers
Business Analyst in Practice 100+
• Over 70 Insurance customers Globally

© Satyam 2008 36
Global Presence
Locations with Significant Onsite Presence

Americas Europe MEA APAC

• Brazil • Austria • Egypt • Australia • Philippines

• British Virgin Islands • Belgium • Bahrain • China • Singapore
• Canada • Denmark • Kenya • Hong Kong • Taiwan
• Curacao • France • Kuwait • India • Thailand
• Mexico • Germany • Mauritius • Indonesia
• Trinidad & Tobago • Hungary • Saudi Arabia • Japan
• United States of America • Italy • South Africa • Korea
• Netherlands • Sultanate of Oman • Malaysia
• Russia • UAE • New Zealand
• Switzerland • Qatar
• UK

Americas Germany Malaysia Hungary Singapore Japan China Australia UK India Egypt

• Parsippany • Munich • Kualalumpur • Budapest • Singapore • Tokyo • Beijing • Geelong • Basingstoke • Bangalore • Cairo
• Atlanta • Wiesbaden • Dalian • Melbourne • Bhubaneswar
• Chicago • Guangzhou • Sydney • Chennai
• Santa Clara • Nanjing • Hyderabad
• Hartford • Shanghai • Mumbai
• Cleveland • Gurgaon
• Mississauga – Canada • Pune
• Sao Paolo – Brazil 32 Global Solution centers, 63 Nationalities • Vishakapatnam

© Satyam 2008 37
Insurance BPO Experience
End to End Claims Management
• Operations started on April 2003 with 21 FTEs. Currently
8 processes (3 Voice and 5
Non Voice) – 420+ FTEs
• 9% increase in claim auto adjudication via accurate claims
processing
• 21% of 4 year contract value saved in claims processing
via process improvements and innovations
• Implementation of work flow and imaging systems
resulting in control, visibility and member satisfaction
Large US mutual life and Health Company
Claims Enquiry &Verification of Benefit Call Center
• Improved the Average Handle Time (AHT) from 217
seconds to 195 seconds.
• Implementing Help Queues internally, loading all tool
details into a local portal.
• Knowledge difference of Tier 1/ Tier 2 lead to redesigning
of training modules for new training program.
Large US mutual life and Health Company
New Business and Renewal Rating and Census
• Saved more than 7% of TCV in Medical Underwriting
Support Process
• Improved responses from customers which helped
generate accurate rates
• Custom training modules developed and improvised
Fortune 100 US Insurance Company
Policy Enrolment and Administration
• Saved more than 14 % of total contract value through
increase in productivity.
• This was achieved through smart queue management,
exhaustive training for new hires and frequent refresher
trainings
• Reader
Large US mutual life and Health Company
Warranty Claims Management
• Reduction in Turn around time, high quality standards
resulting in increased dealer satisfaction.
• Well-documented processes, operating manuals &
business rules for passing claims (vs. judgmental before)
• Factory defect analysis identifying the source of defect &
suggesting preventive measures
Fortune 100 Industrial Equipment manufacturer
Dental and Vision Claims Management
• Flexibility to ramp up or down during high and low volume
months
• Improved Statistical Accuracy improved to 99.2%
• Auto Adjudication rate is significantly increased
US based Third Party Administrator
© Satyam 2008 38
Discovery Phase: Risk / Fit Framework
To evaluate ‘Offshoreability’ of processes Offshore: Immediate Opportunity
Offshore: Build Comfort
• Off-shoring fit parameters Retain
– Interaction with other Offshore: Re-engineer for better fit
personnel
– Ease of knowledge transfer High
– Degree of digitization
– High level or niche skills or
experience required for the
process
– Stability of the process Build comfort
– Scale of the process or
activity Risk

• Risk parameters
– Financial risks Re-engineer
– Client risks
– Time criticality
– Regulatory risks Low
Low High
Fit

© Satyam 2008 39
Thank you

satyam.com

© Satyam 2008 40