Business Overview

4. INFORMATION ON THE COMPANY 4. INFORMATION ON THE COMPANY
4.1 HiSTORY 4.1.1 BackKround Incorporation
Scicom was incorporated on 30 October 2002 in Malaysia under the Act under the name of Scicom (MSC) Sdn Bbd. Scicom (MSC) Sdn Bhd was incorporated to spearhead the Group’s business expansion in the area of BPO in panicular in the arena of global offshore customer contact management. On 7 November 2002, Scicom was granted MSC status by MOe and was awarded pioneer status under Section 14A ofthe Promotion ofInvestments (Amendment) Act 1986 by the MITI for a period oftive (S) years commencing from 7 November 2002. On 15 September 2004, the Company was converted into a public limited company and assumed its present name. History and principal activities
Scicom is a leading provider of customer contact centre services within the BPO space in the Asia Pacific region. in addition to managing contact centres, Scicom also provides customer service training products, as well as contact centre consulting and marketing services. Scicom’s vision is ‘Total Customer Delight’. a mantra that is applied in all the Group’s interactions with all stakeholdm that interacl with the organisation. Scicom’s product and service offerings are as follows: • sCicomsourcinlM consists of 4 modules that allow organisations to customise their outsourcing solution according to their needs. They are described as follows: Sen ict’  De~{‘fipti(ln  • or •5CIcom partner  Outsourced contact centre operations specialising in international multi­lingual, multi-channel outbound and inbound customer care, technical support and associated fulfillments.  seicomacademy”  Provides for a broad spectrum of training, organisational development and human perfonnaoce consulting services for customer contact management centres. Provides Suppon Centre Practices (“SCP”) certification services for call centres in the region that would like to attain international accreditation standards for process and quaJity to meet world class perfonnance standard in call centre operations.  5cicomconsulting”  Offers a range of services from assisting the clients in obtaining certification for their contact centres. to human capital performance consultation services involving the operations of contaci centres. These services employ Scioom’s Change Management tools and Cultural Change Program. They help change employee perception, assist them to adapt to changes and new processes, and improve their perfonnance to achieve business vision and goals.  scicommarkeiing”  Integrated marketing approach that strategically uses the best combination of fonnula and tools of marketing, to drive positive behaviour towards a brand or product.
4. lNFORMATION ON THE COMPANY (Cont’d) Scicom Group currently has operations in Malaysia and India. Scicom is able to help global companies achieve customer delight, consistency, productivity gains and cost savings by relocating their customer contact centres to hubs currently operating out ofKuala Lumpur. Malaysia, and Bangalore, India. Scicom has via its main product offering, scicomsourcingSM, supports its clients in the following cOlUltries / territories:-Couotries / Territories
New Zealand  Australia  Indonesia  Philippines  Malaysia  Singapore  Fiji  South Korea  Japan  Thailand  India  UK  China  Hong Kong  Guam  Vietnam  Egypt  Morocco  Saudi Arabia  United Arab Emirate (“UAE”)  Jordan  Lebanon  Kuwait  Bahrain  Oman  Qaw  Yemen
True to the unique value proposition of being a multi-lingual contact centre provider, Scicom cwrently supports fifteen (15) languages, across twenty-seven (27) countrieslterritories. This linguistic spread includes English, French, Arabic, seven (7) languages native to the Asia Pacific region and five (5) native languages in India. Languages:
Lllnguagl’  (/.Juntrics Scn cd  English  New Zealand, Australia, Malaysia, Singapore, Philippines, UK, India, Hong Kong, Fiji, Guam, South Korea, Vietnam, Egypl, Morocco, Saudi Arabia, UAE, Jordan. Lebanon, Kuwait, llahraID, Oman. Qatar. Yemen  Tagalog  Philippines  Thai  Thailand  Japanese  Japan  Bah””,  Malaysia, Singapore  Malaysia  Cantonese  Malaysia, Singapore,  Hong Kong  Mandarin  Malaysia., Singapore,  China, Hong Kong  Arabic  Egypt, Morocco, Saudi Arabia., UAE, Jordan, Lebanon, Kuwait., Bahrain. Oman, Qatar, Yemen
LanJ::uage  Countries Sl’n l’d  Bengali  lndia  Bahasa  Malaysia, Indonesia  Indonesia  Hindi  India  Kannada  India  Tamil  Malaysia, Singapore, India  Telegu  India  French  Lebanon, Morocco
4. INFORMATION ON THE COMPANY (Cont’d) Scicom was awarded MSC status by the MOe. The Company has to-date worked closely with the MDC and has actively been involved in efforts to promote Malaysia as a global hub fOT shared services andBPO.

 

4.1.2: Restructuring aod Listinc Scheme As an integral part of the listing of and quotation for the entire issued and paid-up share capital of the Company on the MESDAQ Market, the Company undertook a restructuring exercise that was approved by the SC on 6 July 2005. The restructuring exercise involved the following steps:­(i) Declaration of Dlvide.ds Dividend declaration amounting to approximately RM2,04 million from the retained earnings of $cicom to the existing shareholders of Scicom for the FYE 30 June 2005, which was completed on 18 August 2005.
(ii) Rights Issue The Company carried Oul a rights issue of 20,400,000 new Scicom Shares at par value to the existing shareholders of Scicom on the basis of approximately 0.27 new $cicem Shares for every one (I) existing Scicoro Share held. The rights issue was completed on 18 August 2005. Accordingly, the issued and paid-up share capital of Scicom after the Rigbts Issue increased from RM7,SOO,OOO comprising 75,000,000 $cicom Shares to RM9,S40,OOO comprising 95,400,000 Scicom Shares. (iii) Public Issue In conjunction with the listing of and quotation for its enlirc issued and paid-up share capital on the MESDAQ Markel, Scicom will issue 32,600,000 new Scicom Shares at an issue price of RMO.60 per share to Malaysian and non-Malaysian individuals, companies, societies, co­operatives and institutions by way of private placement and public offer, subject to the terms and conditions ofmis Prospectus. Upon completion of tlJe PubUc Issue, the issued and paid-up share capital of Scicom will increase from RM9,540,OOO comprising 95,400,000 $cicom Shares to RM12,800,OOO comprising 128,000,000 Scicom Shares credited as fully paid-up. (iv) Listing and Quotation on the MESDAQ Market Upon completion of the Public Issue, the entire issued and paid-up share capital of Scicom or RMI2,800,Ooo comprising 128,000,000 Scicom Shares will be listed on the MESDAQ Market. (v) [SOS In conjunction with the Listing. $cicom proposes to implement an ESOS involving up to 10% of Scicom’s issued and paid-up share capital at any time during the existence of me ESOS, to be issued pursuant to the options to be granted under the ESOS to the executive directors and eligible employees oftbe Group. 4. INFORMATION ON THE COMPANY (Conl’d) 4.2 SHARE CAPITAL The authorised share capital of Scicom is RM25,OOO,OOO comprising 250,000,000 Scicom Shares. As at 24 August 2005, being the latest practicable date prior to the printing of this Prospectus, the issued and paid-up share capital of Scicom is R.~,540.000 comprising 95,400,000 Scicom Shares credited as fullypaid-up. Uponcompletion ofthePublicIssue,theissuedandpaid-upsharecapital ofScicomwill increase to RM 12,800,000 comprising 128,000,000 Scicom Shares credited as fully paid-up. Details of the changes in the issued and paid-up share capital of the Company since its incorporation are as follows:­Resultant issued Resultant and paid-up issued Date of No. or ordinary Par Type or Issue I share capital sbare capital allotment sbares allotted Value Consideration (cumulatin) (cumulati\’e) RM RM
30.10.2002 2 1.00 Subscribers’ 2 2 shares 11.06.2003 5 1.00 Cash 7 7 16.06.2003 567,282 LOO Issued pursuant 567,289 567,289 to a Share Exchange Agreement dated 16 June 2003 (“Share Exchange Agreement”) 17.06.2003 1.00 Issued pursuant 567,290 567,290 to the Share Exchange Agreement 09.04.2004 2,432,710 1.00 Bonus issue 3,000,000 3,000,000 03.09.2004 0.10 Subdivision of 3,000,000 30,000,000 shares 06.09.2004 45,000,000 0.10 Bonus Issue 7,500,000 75,000,000 )8.08.2005 20,400,000 0.10 Rights Issue 9,540,000 95,400,000 THE REST OF THIS PAGE HAS BEEN INTENTlONALLY LEFT BLANK 4. INFORMATlON ON THE. COMPANY (Coot’d) 4.3  BUSINESS OVERVIEW  4.3.1  Principal Activities  The business divisions of the Scicom Group are as follows:­
Name Scicorn Scicom (Malaysia) Scicom (India) Scicom (Singapore) Scicom (UK) Principal Activitlt:!l Investment holding company and the proVIsion of customer contact centre within the BPO space. In addition, the Company also provides customer service training “roducts as well as contact centre consulting and marketing services. ProvisiOil of customer contact centre service training, marketing and consulting services. Provision of end to end solutions for customer contact management and back office services to businesses and providing services in connection with training, quality management, human capital management.. disaster recovery services, certification of call centres, business process solutions, software development, system integration, software re-engineering and migration as well as software maintenance that would help facilitate business transactions over all business contact channels. Donnan’ Donnan.
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4. INFORMATION ON TIlE COMPANY (Conl’d) 4.3.1 Scicom Group’s Suite orServices ,•

Scicom Group’s suite of services are under the umbrella of scicomsourcingSM and comprises the following:­

 

9cicompartner­(a) (Flagsbip Product of tbe Scicom Group) This service is Scicom’s primary service which is designed to deliver high quality outsourced multi-lingual, multi channel premier customer care, technical support and associated fulfilmcDt$. Scicom’s modular approach to outsoW’cing allows for tailor mad.e solutions customised to each client’s needs. These needs take into consideration: (i) Project finance sO’Ucture in which $cicoro is willing to amortise upfront investments over an agreed period of time (three (3) to five (5) years) to improve the clients’ casbflow and balance sheet;
(ii) Utilising contact centre investments made to date by the client by opting for an insourcing model;

(iii) Migration of client’s existing staff (subject to assessment) in order to reduce clients’ risks and operational challenges in the adoption ofoutsourcing model; 4. INFORMATION ON THE COMPANY (ConC’d) (iv) The skill sen of tbe team to be hired which include linguistic skills, personality and behavioural attributes, technical and or tertiary education qualifications to ensure a best fit for optimal contact centre performance;
(v) Key performance index driven performance measurement tools which provide the cHent a comprehensive dashboard of key perfonnance indicators allowing for the management by numbers ofthe projects’ perfonnance;
(vi) A commitment to quality with regular audits of agent and contact centre service quality;

(vii) A step by step approach which may be driven by business imperatives, product development., geographical constraints, client organisational structure and clients’ appetite for risk and the tUnc taken to build confidence and trust with the client; (viii) A desire, willingness and a flexibility to perfoon services that extend beyond the project scope in line with Scicom’s strategy to maximise BFO opponuoiries with its clients; and (ix) A technology platform independent strategy, which allows for a flexible approach to the overall IT investment roadmap. (b) 5cicomacademy· This service offering was established to train contact centre staff to render the best quality service to customers. Good quality customer service at the point of contact with an organisation contributes greatly to the customers’ experience of the brand. In addition Co chat, scicomacademy”” provides a broad spectnJ.m of training workshops, organisational development and human performance consulting services. These services are designed for organisations with a need to train contact centre staff in the Asia Pacific region. With the launch of Scicom’s training programme in co·operation with the SSPA, Scicom’s full spectrum of soft skills training and resting is designed to deliver individual certification courses ranging from the professional to the executive. Scicom’s contact centre environment, multilingual training and highly trained professionals have the following c.ustomised individual certifications awarded by SSPA designed to continuously update the knowledge offrontJine staff. The certifications are: (i) Customer Service Qualified (CSQ); (ij) Certified Support Professionals (CSP); (iii) Certified Support SpeciaUst (eSS); (iv) Certified Support Manager ( CSM); and
(v) Certified Support Executive ( CSE)

Scicom’s training also extends beyond the operational level. Scicom provides consulting services ranging from human performance, audit planning, service quality management and more to complete the training and knowledge required for world class contact centres. 4. INFORMATION ON TilE COMPANY (Cool’d) Scicom’s customised, comprebensive and concise U’aining programmes hllve anracted clients from major industries such as fmancial institutions, telecommunication companies, government organisations, hospitality indusU’ies, airlines, bealthcare and consumer products. These are industries in which excellent customer care is a critical success factor. Scicom also intends to commence training programmes that will culminate in internationally accredited part-time and industry focused diploma programmes. (c) scicomconsultiI:g-This service offers a range of services from assisting Scicom’s clients in obtaining SCP / International Organization ror Standardization (“ISO”) certification for their contact centres., contact centre audit programmes benchmarking to best practices, contact centre set-up and human capital performance consultation services. These services employ tools such as Scicom’s proprietary rntegrated scorecards, Six Sigma methodologies and various cultural change programmes. Scicom focuses on helping its clients to change employee perception, thereby assisting them to adapt to changes and new processes, and improve their performance to acbieve business vision and gonls. (d) scicommarketing” This service is an rntegrated marketing approach that strategically uses the best combination of formula and tools of marketing, to drive positive behaviour towards a brand or product. This service provides Scicom with a key differentiating factor by providing its clients with the ability to use the contact centre to implement rntegrated marketing activities that will hele Scicom’s clients 10 promote customer loyalty, advocacy and retention. seiconunarketingS focuses on a niche area to provide strategically unique solutions to its clients. These include a wide range of insights to database management, acquisition, retention and loyalty programmes. 4.3.3 Technology, Telecommunications and IP (a) Technoloe)’ Scicom’s technology strategy focuses on the premise thal IT is an enabler to Scicom’s core business, which is the deployment and management of contact centres. Based on this model, Scicom does not tie itself to any particular platform and has the flexibility to meet the requirement of clients and adopt any technology platform favoured by the particular client. This capability has made Scicom truly a multi-platform centre and has the capability to ramp up its facilities to meet specific requirements in the shortest possible time frames. As Scicom’s networks are segregated to each client’s requirement, Scicom maintains a separation of data and client confidentiality. The flow of operating mechanisms of Scicom’s contact centres are as follows:­4. INFORMATION ON THE COMPANY (Cont’d) Scicom Conta.:t C.nt.r[
A!jJltflt IL —-­For clienlS that do not have their own preference for a particular platfonn, Scicom deploys its own key systems, assembled from equipment procured from reputable suppliers of contact centre equipment. Scicom prefers to be technology neutral in the provision of contact centre technology, allowing for client or systems flexibility. (I) Key Systems in 8 Contact Centre PABX The PABX is a telephone switching system that enables internal telephones in a contact centre to receive inbound customers contacts, allowing the contact centre to handle inboWld contacts from a large number of external users. The PABX can be used to handle both voice and data traffic, allowing for a vanery of inbound customer contacts via voice, fax. e-mail and web. ACD The ACD is the heart of the contact centre system. It is a system that enables large numbers of inbound customer contacts to be managed and distributed to a group of customer service agents, according to next available agent and pre·detennincd user skill sets, In the event that no agent is available to take a call, the ACD is able to keep a customer’s caU in a queue whereby a recorded voice track or music can be played while the customer is waiting. The ACD system also provides a way for contact centre management to monitor the perfonnance of the agents as well as the contact centre as a whole. In many instWlces, the ACD is integrated with the PABX system, allowing Scicom to accept connections from all over the world, regardless of the connectivity requirements. The pre·detennined agent skill sets can be configured by knowledge factors or language capabilities of the agent, ensuring that the customer reaches the agent most capable of resolving customer queries. 4. INFORMATJON ON THE COMPANY (Cont’d) Most ACD systems come equipped with eMS suites, allowing the monitoring of such key performance indicators like Call Handle Times, Service Levels, Average Talk Times, agent productivity, etc. IVR The IVR is an automated telephone answering system that allows users to interact with the contact centre without speaking to an actual person. The IVR usually operates via pre-recorded voice recordings or voice menus, accessed and activated by users either using their telephone touch-tone input or increasingly by voice recognition. The JVR is often used by contact centres to route calls to agents by using a menu approach, detennining information like linguistic preference or type of query. By being able to access a database, the IVR can also be used to disseminate basic infonnation that do not necessarily need human interaction, enabling customers to have basic queries resolved quick.ly and efficiently. This frees up the customer service agents in the contact centre to be able to serve customers whose queries are more complex, requiring more extensive support. Cal/ Recordin.g and Qua/ily Monitoring All contacts coming into the contact centre can be reeorded and monitored for training and quality purposes. Scicom achieves this by the use of sophisticated call recording and monitoring tools. These call monitoring systems are able to record each interaction the agents have with customers and then replay the calls for purposes ofquality monitoring and assessment. These assessments can be stored and allow for the constant monitoring ofthe agents for quality issues. Finance Systems Scicom has invested in and implemented a fmance system, Accpac. This allows for timely and accurate reponing of key fmancial indicators to management. Scicom intends to continue to invest and upgrade its ftnancial systems to ensure that it is web enabled and also is able to meet client requirements in terms of paperless invoicing and access to project accounting remotely. HRSystems Scicom has invested in a HR System, eHRMS. The HR System is integrated to the fmance system and allows for a seamless and timely preparation of payroll accounting and management. The HR system also allows management to monitor the staff attritioo trends, leave management, training plans, human capital resource planning and development (ii) Network Maoagement Scicom’s Local Area Network is configured with 100Mb-switched Ethernet to each desk position with a IOOOMbps Fast Ethernet backbone and server switching. Network segmenting and clustering is done to optimise perfonnance and to ensure adequate fail-safes. All networlc equipment including routers and switches are also clustered to build in redundancy into Scicom’s systems. Where llCeded, WAN connectivity is implemented. The basic utilisation oflhe WAN is to cater for lntemet connectivity but can be expanded as and when needed to connecl to a particular client’s data centres. 38 4. INFORMATION ON THE COMPANY (Coot’d) Scicom also monitors and analyses the network, looking at network uaffic and bottlenecks to ensure the optimisation of the network perfonnance. This is done by utilising network monitoring tools and the vigilance of a dedicated team of well­trained network personnel, which can be mobilised to O’Oubleshoor and fix any glitches in system performance. Network. system performance is given paramount importance and network personnel are on call around the clock., to ensure that systems are running smoothly to successfully support the contact centre operations. (iii) Security Scicom utilises a multi fuewall strategy to ensure that data security is buffered at different levels. This also enables the exposure of certain common, safe areas via a De~militarised Zone strategy that is straddled between the fuewaJls. Scicom actively monitors all incoming and outgoing network traffic for signs of forced entry allowing for early detection of security holes and effectively measure to counteract these breaches. Scicom also deploys an enterprise wide anti virus solution. Norton Antivirus Enterprise is a centrally managed solution that ensures that updates are delivered daily 10 the enterprise. This system also prevents unauthorised shutdown of the Antivirus clients and effective raises a virus~wall to web-based virus attacks. It also actively monitors email traffic for virus activity. (b) Tele£ommunicatlons Telecommunications fonn a significant part of Scicom’s clients’ outsourcing costs. These costs depending on the type of service and location I markets being serviced may fonn between 20010 and 40% of the total cost ofoutsourcing. Accordingly, Scicom believes that to remain competiti.ve it needs to continually be proactive in trying to reduce telecommunications costs to irs clients. This includes DOt only working witb vendors to provide competitive rates but also looking at new technologies (such as YOIP) as weU as using SMS call back., increasing JVR resolution and other self help sU’ategies to help reduce talk time. Scioom works closely with selected strategic global telecommunications providers in the provision of the solution and service to its outsourcing customers, particularly MNCs that require support of locations outside of Malaysia. TItrough these vendors, Scicom has put in place multiple redundancies and back-up systems. This provides clients with guaranteed service availability at competitive costs. Scicom has also put in place lPLC links to the UK with redundancy in place in order to ensure that it is able to provide a industry standard uptime. This allows Scicom’s clients to have a fixed cost structure with the ability to scale thereby mitigating the risk of increased telecommunications cost if talk time and call volumes increase. The pace of telecommunications deregulation varies from country to country and therefore, each country being served requires a unique telecommunications strategy. Scicom via its global telecommunications providers, has in place a telecommunications presence in tenDS of customers accessing Scicom’s contact centres for services for all major markets in Asia, including India., China, Japan, Australia, Thailand, Indonesia, Phillipines, Taiwan, Singapore, Hong Kong, South Korea. This knowledge and experience provides Scicom with a unique insight in formulating and implementiog telecommunications strategies for its clients across Asia Pacific. This gives Scicom the added competitive advantage io terms of the time to market for deployment ofoutsourced contact centres. 4. INFORMATION ON THE COMPANY (Collt’d) Scicom works closely with its clients to determine the telecommunications strategy taking into account the regulatory regime, business imperative and the tolerance for cost. Accordingly, the telco strategy may range from an in country “caller pays” model, SMS caU-back, UlFN number or local number strategy (using call forwarding) using either switch relay or IP based solutions. The abilil)’ to articulate the telco strategy at the onset of the project is extremely important as it bas 8. major impact on the client’s marketing strategy and the overall bminess case of the outsourcing service. Scicom works closely with selected strategic global telecommunications providers during the planning and pre sales discussions in conjunction with the clieD~ IT and nlecomntunications team to clearly define the client requirements and thereon prepare the blueprint and roadmap for implementation. This provides Scicom and the client clear expcctatioDS ortbe limitations, quality and cost stnlCtl.Ire moving forward. Sctcom believes that this is a key element in ensuring the long-term success orits business relationsbip with its existing and future clients. (~) Trademarks Scicom has on 24 August 2004, filed applications for the registration in Malaysia of the following trade marks with Registrar of Tradetn.al’b in relation to its brand names:­(i) Trademark for “sticem” Territory : Malaysia Application Number : 04012469 & 04012475 Class :3S&41 Date ofApplication : 24 August 2004

(ii) Trademark for “sciComsourcing-Tenitory : Malaysia Application Number ; 04012470 Class : 35 Date of Application : 24 August 2004

 

(iii) Trademark for “seiCompartner” Territory : Malaysia Application Number : 04012471 Class : 35 Dale ofApplication : 24 August 2004
(iv) Trademark for “sCieomacademy” TerritOI)’ : Malaysia Application Number : 04012472 Class : 41 Date ofApplicar.ion : 24 August 2004

(v) Trademark for “sticommarketing” Territory : Malaysia Application Number : 04012474 Class : 35 Date of Application : 24 August 2004

 

4. INFORMATION ON THE COMPANY (Cont’d) (vi) Trademark for “sCicomconsulting” Territory : Malaysia Application Number : 04012473 Class : 35 Date of Application : 24 August 2004
As at 24 August 2005, being the latest practicable date prior to the printing of this Prospectus, the aforementioned applications have been published in the Government Gazette, awaiting approval from the Registrar ofTrademarks. 4.3.4 Market Coverage Scicom has via its main product offering, seicomsourcing5M• supports its clients in the following countries I territories:· Couotries I Territodes New Zealand  Austnllia  Indonesia  Philippines  Malaysia  SingaJXlre  Fiji  South Korea  Japan  Thailand  India  UK  China  Hong Kong  Guam  Vietnam  Egypt  Morocco  Saudi Arabia  United Arab Emirate (UAE)  Jordan  Lehanon  Kuwait  Bahrain  Oman  Qat'”  Yemen
Troe to the unique value propositioo ofbeing a multi-lingual contact centre provider, Scicom currently suppoltS fifteen (15) languages across twenty-seven (27) countries/territories. This linguistic spread includes English, French, Arabic, seven (7) languages native to the Asia Pacific region and five (5) native languages in India. Languages Language  Counlrie~ Sen t’d  English  New Zealand, Australia, Malaysia, Singapore, Philippines., UK. lndia. Hong Kong, Fiji, Guam, South Korea, VielJlam. Egypt, Morocco, Saudi Arabia, UAE, Jordan, Lebanon, Kuwait, Bahrain, Oman, Qatar, Yemen  Tagalog  Philippines  Thai  Thailand  Japanese  Japan  Bahasa  Malaysia, Singapore  Malaysia
LanguaJ!{”  Counlries Sened  Bengali  India  Bahasa  Malaysia. Indonesia  Indonesia  Hindi  India  Kannada  India  Tamil  Malaysia, Singapore, India
4. INFORMATION ON THE COMPANY (Conrd) Countri~s Sened Malaysia, Singapore, Hong Kong language Cantonese  l.an2ua~~ Telegu  Countri<.-s SCJ”\cd India  Malaysia, Singapore, China, Hong Kong Mandarin  Frencb  Lebanon, Morocco  Egypt, Morocco, Saudi Arabia., UAE, Jordan, Lebanon, Kuwait, Bahrain, Oman, Qatar, Yemen Arabic
Scicom’s contribution to the local BPO and shared services industry bas earned them MSC status, one of the pioneer companies of its kind to be awarded this status. The Company has to-date, worked closely with the MOC and has actively been involved in efforts to promote Malaysia as a global location for shared services and BPO. 4.3.5 Types, Sources and Availability of [nput Scicom works closely with global telecommunications providers in the provision of the solution and service to its outsourcing customers, particularly MNCs that required support of locations outside of Malaysia. Through these vendors, Scicom has put in place multiple redundancies and back-up systems. This provides clients with guaranteed service availability at competitive costs. Scicom has also pul in place lPLC links to the UK with redundancy in place in order to ensure that it is able LO provide a industry standard uptime. This allows Scicom’s clients to have a fixed cost structure with the ability 10 scale thereby mitigating the risk of increased telecommunications cost if talk. time and call volumes increase. The pace of telecommunications deregulation varies from country to country and therefore, each country being served requires a unique telecommunications strategy. Scicom via its global telecommunications providers, has in place a telecommunications presence in tenns of customers accessing Scicom’s contact centres for services for all major markets in Asia, including India, China, Japan. Australia, Thailand, Indonesia, Phillipines, Taiwan, Singapore, HODg Kong and South Korea. This knowledge and experience provides Scicom with a unique insight in [onnulating and implementing telecommunications strategies for its clients across Asia Pacific. This gives Scicom the added competitive advantage in terms of the time to market for deployment of outsourced contact centres.
4.3.6 Quality Control Procedures Scicom employs quality control procedures throughout the Group. All operalional subsidiaries within the Group have been ISO-certified, which requires implementation of quality conU’ol mechanisms. Scicom’s ISO certi-Clcation is a testimony to the quality of services it provides to its clients and olher stakeholders. At the proje« and departmeDlallevel, Scicom employs quality teams which monitor processes both for internal and external purposes. The support depanments such as Finance, HR and JT have developed and continue to implement quality processes that maximise efficiencies and adherences to inter­departmental service level agreements. The projects usually have dedicated quality teams that monitor the customer service agents for quality of service and performance. These teams are called Customer Experience Teams and are crucial in maintaining the level or service required by the clients. In line with Scicoro’s dedication to quality control, Scicom achieved SCP-certification in 2002. This makes Scicom a pioneer company in Southeast Asia to receive this prestigious certification. 4. INFORMATION ON THE COMPANY (Cont’d)
4.3.7 R&D The thrust of lhe R&D actlvlfles are 10 enhance Scicom’s productivity to improve operational efficiencies and reduce or delay investments for its clients in terms of invesbnents in CRM solutions, product training as well as allowing for a consistent service delivery across mUltiple contact centres. Scicom conducts its own internal R&D. The maiD thrust of the R&D efforts to date is centred around 5 core areas: (i) The development ofa front-end CRM solution;
(ii) The establishment ofan internal Intranet;

(iii) The development ofe-learning initiatives; (iv) Development ofclient specific Knowledge Bases; and
(v) Continuous development and enhancement of Scicom’s Management infonnation Systems (“MIS”) dashboards.

To date, Scicom Group bas a total of five (5) professionals dedicated to R&D at Menara TA One within the IT department. During the last three (3) fmancial years ended 30 June 2005, lhe Scicom Group have expended the following cost for its R&D ef’forts:­FYE2003 FYE2004 fVEZOOS RM’OOO Rl\oI’OOO RM’OOO,.,R&D Cost m 44′
4.3.8 Interruptions in tbe Business DuriDg tbe Past Twelve (12) Montbs TbeJe bas been no interruption to the Group’s business or operations in the past twelve (12) months.
4.3.9 Emplo)’ees As at 24 August 2005, being the latest practicable date prior to the printing of this Prospectus, the Group has a total of 744 employees of which 645 employees are on contractual basis employed in tbe following capacities:­Number of Department Total number contractual Average years of employees employees or service Executive Director 1 8.0 Operations 677 637 2.2 R&D , 3.2 Corporate planning 2 1.9 Finance, HR, Aministration IT 45 6 2.6 Training I’ 2 2.3 Total 744 645 Having attained MSC status and with sufficient funds to be raised from the Public Issue, the Company will be able to stmlgthen the management team and increase the number or knowledge workers employed by the Group. Scicom recognises that there will be instances where either the need to provide employees with client specific knowledge or when costs, time or labour market restrictions may require it, developmental programs are an alternate method of providing employees the skills to perfonn roles. 4. lNFORMATION ON THE COMPANY (Coot’d) With this objective in mind, the Training and Development function of the Company has developed several training courses, workshops and selfleaming programmes that enable new employees who may DOC have all the skills required to perform the job to upgrade their skills within specific time frames. The training function “,,-orks closely wilh the cUeot, the operations team and the recruitment fimction to develop and evaluate the effectiveness of lhese prognuns with lhe view to developing a module that could support the recruibnent processes in the event ofa tight labour market scenario. In addition to developing new recruits, programs are also developed and run in line with the changing requirements of both the cUent and the Company. These programs are developed on the basis of detailed training needs analysis duu identify the gaps between the Company’s current and required capabilities, as well as individual development needs. These programs are again evaluated and reviewed periodically to ensure that they continue to remain C’ffeaive. Employees are also given the oppommity to work on projects outside oftheir immed~ scope ofwork to widen their knowledge and experience base. The Company is currently developing a career development model for every position within the organisation, which will provide employees with a road map ofcourses and eA’]>triences thaI employees can follow to develop the skills required in line with their career aspirations. It is also the intentioo of the Company to develop an online training centre that will serve as a knowledge hub and provide employees the opportunity to learn at their own pace. The Company endeavours to provide all employees with the opportuJlity to de\-elop their skills and experiences in line with the needs ofthe business as well as their own personal needs.
4.3.10 Key Milestones The key milestones ofthe Scicom Group are as follows:­Ye”  Events  Apri11997  Recognising there is a significant potential of Malaysia as a regional centre for BPO, Scicom (Malaysia) was incorporated and commenced business activities in November 1997.  August 1997  Secured then Malaysia’s largest mobile pbone operator Celcom, to implement the Celcom Netcare project, an lnsourced Contact Centre.  December 1997  Secured 2 more short-tenn projects from Celcom, Save-A-Customer and R97 (anti SIM-cloning).  lui)’ 1998  Secured contract with Nokia to provide outsourced services for the Nokia Careline Malaysia, as a pilot program. Nokia Careline expanded to include Singapore, Philippines, Thailand and Indonesia.  ~ptember 1998  January 2000  Began Nokia Cardine Austntlia.. Secured Pelronas to operate and manage their lnsourc:ed ‘MesraLink’ Contact Centre in PetroJUlS TowuTwo. Secured Nokia to manage Nokia Careline Korea in Malaysia.  October 2000  January 200 L  January 2002  Launched a contact centre in Seoul, South Korea to re-Iocate the Nokia Care1ine Korea.  October 2002  Nokia Careline APAC Contact Center moves to new facility on 12th floor, Menara TA One.
4. INFORMATION ON THE COMPANY (Conl’d) Year  Events  October 2002  Scicom was incorporated to spearhead Group’s business expansion in BPO specialising in outsourced contact centre management.  November 2002  A\.\’llrded MSC Status by the MIX: in recognition of contributions to local IT arena. Awarded pioneer StahlS under Section 14A of the Promotion of lovestmeolS (Amendment) Act 1986 for five (5) year period commencing from 7 November 2002.  January 2003  Secured the Celcom Prepaid lnsourced Contact Centre project.  February 2003  Obtained SCP certification for the Nokia Careline APAC Contact Centre, a US-based certification awarded by the SSC which is endorsed by the SSPA. Secured the Celcom Careline Contact Centre project.  March 2003  September 2003  Secured the Nokia Careline lndia project.  October 2003  Obtained ISO 900 I:2000 certification for Scicom (Malaysia) from Moody International Certification (Malaysia) Sdn Bhi!. $ec\l1ed Ladbrokes to conduct their Outsourced Far East Contact Centre in Cyberjaya, Malaysia.  October 2003  October 2003  Launched seicomacademySM for contact centre training and consulting.  December 2003  Secured EdExcel, a unit of Pearson Pic, to conduct their examination marks capture from the UK.  January 2004  Secured HSBC to receive inbound telemarketing contacts.  April 2004  Nokia CareLine India begins operations in Bangalore, India.  July 2004  Secured HP to manage their Asia Pacific Contact Centre covering 13 countries.  August 2004  Filed an application for the registration of the relevant trademarks pertaining to the Scicom brand in Malaysia with the Registrar of Trademarks.  August 2004  Scicom (Malaysia) re-certified as ISO compliant by Moody’s. Scicom obtained ISO cenification.  August 2004  Scicom Nokia Careline APAC re-certified as SCP compliant by SSC and which certification is endorsed by SSPA.  September 2004  Scicom (MSq Sdn 8hd convened into a public company limited by shares and adopted ilS present name i.e. Scicom (MSC) Bemad.  October 2004  lnsourced HP Service Desk for MAC began operations.  November 2004  JetStar Asia Call Centre began operations in Cyberja)’a, Malaysia. Nok.ia Careline MENA began operations in Kuala Lumpur, Malaysia. April 2005  June 2005  Scicom won the Frost & Sullivan Malaysia Telecoms Award 2005 Best Call Centre Service Provider

4.3.11 Operating Capacities and Output As the Group is a contact centre services company within the BPO space, its operatin; capacity is determined by the number ofphysical workstations that it has. Within the scicompartnerS module, the Group currently has 744 physical workstations out of which, approximately 86% are being utilised. 4. INFoRMAnON ON THE COMPANY (Cont’d) 4.3.12 Marketing Strategies Scicom wishes to implement a structured and forward-thinking marketing strategy to expand and develop its market-leading position as a premiwn. multi-lingual provider of international, regional and domestic contact centre outsourcing services. To achieve this goal, Scicom adopts the following marketing strategies to achieve growth in sales:­0) MARKET PENETRATlON (a) Increase market profile Scicom inlends 10 augment its profile in the market in an effort to create a strong brand and corporate image, as well as increase its market awareness. To this end, the Group will take a 3·prong strategy. These strategies are as follows:­(I) Participation in industry and publicity events Scicom aims to continue participating in industry-related events like: (a) Contact Centre and CRM conferences;
(b) IndustIy award and recognition functions;
(c) Domestic and intemlllional roadshows; and
(d) Contact Centre and CRM associations.

In addition, Scicom also plans to participate in non-industry·related events that attract corporate publicity such as:­(a) Charily events;
(b) Government sponsored initiatives; and
(c) Educational exhibitions.

Participating in these events will increase Scicom’s profile and presence as well as contribute towards building the Scioom bnmd through market awareness and a beneficial corporate image. Exposure to the market and a stronger brand wi.LI result in Scicom being a preferred vendor brand as well as an employer ofchoice. (tl) Inma.<d med;a eov””ge Scicom intends to deploy selective and targeted advertisements to target key decision-makers within corporations that might be interested in outsourcing. Careful selection of the type of media used as well as the quality of the advertising can build a very strong and powerful brand image. The typeS of media that may be selected include the following:­(i) Magazme. oith a p’edominanOy eo’]>O”,te readmh;p sneh ” cootact centre industry specific magazines and online resources;
(ii) business magazines;

(iii) airline magazines; and (iv) Dews magazines. (iii) Listing on the MESDAQ Market The listing process will result in the shares of Scicom being traded 0[1 the stock exchange, which will increase its market profile significantly. In general, companies that are listed 00 a slock exchange tend to have a 4, lNFORMATlON ON THE COMPANY (Cont’d) stronger brand image and provide Scicom’s clients the benefit of added transparency and corporate governance coupled with Scicom’s ability to tap the capital market for expansion. (b) Cross-selling and Up-SeUiDg to nisting c1itnts Besides Scicom’s existing clientele, new clients wiU consist mostly of local conglomennes and MNCs that have large operations globally. However, in addition to this group ofpotential clients, Scicom is able to leverage on its domain knowledge and experience in its existing clients’ industries. This together with its multi-lingual expertise, ScicoID bas significant potential in securing businesses from their existing clients that have a global presence. Scicom’s highly modular BPO model \\tticb comprised of four (4) modules are able to serve the client’s different business processes, namely, contact centre and human capital consulting, training and development, strategic business consulting and contact centre management Due to the fact that all of these services are highly integrated, there is a large potential for Scicom to secure business from the existing clients by offering other services that is currently not used by the client Scicom intends to work closely with key dedsioD·makers within each of its clients to upseU services. These services include other SPO activities such as finance, R&D, HR, inlegrated marketing and other back office services. In short, Scicom intends to position itself as the supplier of choice to its strategic clients. This wi.ll lead to increased barriers to exit, longer-tenn con0’3.cts, increased expertise and Wlderstanding of its clients business and protection of its margins. Scioom’s Nokia contact centre is SCP certified. The SCP Certification program establishes the service quality benchmark for all IT service support centres and help desks. The criteria and elements represented in the program were developed through the joint efforts of twenty-four leading companies that provided sponsorship to the program. These companies added insight and perspective into what really matters in delivering world-class service to IT customers. The attainment of SCP Certification will further capture the core elements of Scicom business operations to deliver exceptional service and will conununicatc to its target market its commitment to provide excellence in its service to the Company’s clients, client’s customers and Scicom’s employees. The Board is of the opinion that Scicom is the first outsourced contact centre in South East Asia to be awarded the ISO 9000 in 1998 and has recently been re­certified as being ISO 900 I:2000 compliant Cor its Quality Management System by Moody International Certification (Malaysia) Sdn Bhd in 2004. These awards and certifications testify to the quality of services provided by Scicom whtch, besides world class IT and telecommunications facilities, include strategic input, consultancy services, in-depth knowledge of local markets, aod fueure-ready contact centres. Scicom intends to continue to invest in and enhance Scicom’s premium brand image to attract new and recain current clients while maintaining premium pricing. Scicom has made subslantiaJ investment in the development of its brand in order to achieve brand awareness and preference on the basis of network quality and client service. Scicom intends to launch additional targeted advertising and image building campaigns to achieve improved brand presence and preference. Scicom intends to oootinue to refine its branding strategy to capture additional customers within target marleet segments. In addition. Scicom intends to continue to focus the greater part of its network investment towards improving its network quality and capacity. 47 4. lNFORMATlON ON THE COMPANY (Cont’d) (c) Promotional activities Tradeshows To create awareness and elevate the Scicom Group’s profile, Scicom participates in international, regional and national trade shows. To-dare. the Group participated in the following trade sbows relating to the contact centre and BPO indusny: Trade Sh(J\\~ \ car  Call Centre Net  2000  e-oil & Petrochemical Business  2000  Asia Conference and Exhibition  2001  Best Practice in Managing Your Call Centre  2001  CRM for Telecoms  2001  eCRM 2001  2001  Increasing Profitability & Customer Satisfaction through Effective Contact Centre Management  2001  Customer Contact Management Excellence  2001  CRM At The Speed ofLight in The New Economy  2001  2nd Annual Customer Relationship Management  200}  Psychology in Contact Centres  2002  NASSCOM -lnfocom 2003 (Mumbai, India)  2003  CEBIT 2003 (Hanover, Germany)  2003  Asia Pacific Outsourcing Plus Forum  2003  Marketing of Shared Services -MDC  2003  ‘Shared Services’ -Engine of Growtb Seminar  2004  Customer Contact World -CRM & contact centres  2004  Nationallnnovator Swrunit  2004  Asia’s New Revenue Stream -BPO Conference  2004  alli-MSC -Intemational AdviSOf)l Panel Business Swrunit  2004
Following Scicom’s lPG, Scicom intends to increase its market preseoce by anending trade shows across North America, Europe, Asia and the Middle East. Web-Site The Group’s web-site will be constantly updated to present accurnte information on the Company. it’> products and services. Scicom intends to enhance its website by providing informaLion in multiple languages to eater to its multi-lingual client base. Scicom also intends to use the web-site as a recruitment portal to attract the best of talent available from the labour pool. The website will also be used to allow its 4. INFORMATION ON THE COMPANY (Cont’d) clients to access selected MIS reports and project specific financial data by linking the web-site to Scicom’s ERP systems. Markeling Materials Marketing materials in various languages will be printed. These include DVD, brochure and technical literature. (d) Maintain and expand existing client base Recognising that Scicom’s clients consist mostly of local conglomerates and MNCs that have large operations globally and based on Scicom·s domain knowledge and experience in the client’s industry coupled with its multi-lingual capability, Scicom has a significant potential of securing businesses from the existing clients that have a global presence. For example, serving Nokia globaJly instead of Asia Pacific aJone. Furthennore, Scicom’s highly modular BPO model which comprised of four (4) modules are able to serve the client’s different business processes in different angles, namely, contact centre and human capital consulting, training and development, strategic business consulting and contact management centre. Due to the fact that all of these services are highly integrated, there is a large potential for Scicom to secure business from the existing clients by offering other services that are current!.¥” not used by the cHent. For example, Scicom may introduce sCK:ompartner~f to seicomacademySM,s clients and vice-versa. (e) New overseas markets 1be Group aims to be a leading global integrated BPO service provider, establishing itself in the local market initially, using Malaysia as the platform for future growth and expansion in the region. The Group will explore various options to decide on the forms of its presence in new overseas markets. The presence of the Group in new overseas markets in the future may include, inter·alia, the following: (i) Setting up of wholly owned subsidiaries;
(ii) Acquisitions: and

(iii) Joint ventures or strategic partnerships, where the business imperative requires. (il) SERVICE DEVELOPMENT Increased service development and client·customisation Scicom’s current service offering is a highly modular contact centre solution called sticomsourcingSM . While this service bas served Scicom well in securing such prestigious clients like Nokia, Ladbrokes and HP, Scicom realises that a greater amount of service development needs to be undenaken in order to remain ahead ofthe competition. Areas where Scicom is looking at funher developing their service offering include:­(i) Increasing $cicom’s multi·linguaJ capability through sCicompanne(>M;
(ii) Broadening the range of training and development courses offered by scicomacademlM;

4. INFORMATION ON THE COMPANY (Cont’d) (iii) Greater focus on up-selling advisory and consulting services to existing and new clients through seicomconsultingSM and seieommarteetingSM; (iv) Increasing adherence to process control, leading to high service levels and meeting of key performance index;
(v) Better management of the human resource aspect leading to lower attrition and higher productivity, through enhanced training programs and human resource inteJligence;
(vi) Developing new competencies in training and development to be ahle to handle clients that have a scope of work, which demands greater technical skills. Examples ofthis include technical help-desks and network monitoring;

(vii) Striving for new certifications and benchmarking to provide confidence to the client ttw Scicom’s service offering is certified by internationaJ independent bodies. An example of this would be the BS 17799 cenification (security standard) for contact centres; and (viii) Dedicating resources and manpower towards acquiring greater industry and market intelligence to increase knowledge of its client’s industries. In addition to service development, Scicom also intends to further enhance its operational flexibility to be able to continue its customisation capability for its clients. By frequent prQ(;ess audits and reengineering, Scicom hopes to continuously be able 10 deliver innovations and productivity increases back to its clients. By focusing on service development and continued client customisation, Scicom aims to remain competitive with regard to retaining its existing clients and being able to attract and secure new clients.
4.3.13 Principal Place of Business The Scicom Group’s operations in Malaysia are currently situated at Level 25, Level 12 and Level 31 Menara TA One, 22 Jalan P. Ramlee, 50250 Kuala Lwnpur. Scicom Group also maintains an office at 2nd Floor, West Wing. FSBM Plaza 3539. Jalan Telmokrat 7, 63000 Cyberjaya, Selangor. in addition, the Scicom Group bas a regional business centre in India which is located at Unit 02, Level 10, Innovator Building, International Tech Park, White Field Road, Bangalore 560066, Kamataka, India.
4.3.14 Exceptional Factors Affedl0l: the Business Save for the risk factors highlighted in Section 3 of this Prospectus, the Company does not foresee any exceptional factors, whicb may affect its business. 4. INFORMATION ON THE COMPANY (Cont’d)
4.3.15 Major Customers For the FYE 30 June 2005, the top ten (10) customers of the Scicom Group (as a percentage of the Group’s revenue) are as follows:­FYE 30 June 200S  Length of  Major Custom.ers  Revenue  %  relationship  (RM’ooO)  Nokia Pte Ltd  26,555  49  7 years  Celeom (M) Bhd  9,260  17  8 years  Ladbrokes Ltd  6,121  11  2 years  JetStar Asia Pte Ltd  2,195  4  1year  EdcxcellLondoo Qualifications Ltd  2,162  4  2 years  Hewlett Packard Sales Asia Pacific  1,970  4  I year  Nokia OYJ -Finland  1,443  3  I year  Petron.. Dagangan Bhd  1,364  3  5 years  Hewlea Packard (M) Sdn Bhd  1,068  2  4 years  HSBC Bank (M) Bhd  465  I  1 year
For the FYE 30 June 2005, approximately 86% of the Scicorn Group’s turnover was contributed by five (5) customers. The Directors believe that the Group’s continuing effort to expand and penetrate into new markets such as Eastern Europe, Canada, Argentina and China, actively providing good customer service, support and potential customers to be acquired in the future can diversify the Group’s customer base. 4.3.16 Major Suppliers For the FYE 30 June 2005, the top ten (10) suppliers of the Scicom Group (as a percentage of the Group’s purchases) are as follows:­Type of products  FYE 30 June  Length of  Major Suppliers  supplied  2005 Purcbases  %  relationship  (RM’000)  BT  TelecorIUllWlication  7,952  55  5 ye””,  services  TA Properties SOO Bbd  Office Tenancy  1,084  8  7 years  FSBM Holdings Bhd  Office Tenancy  739  5  3 years  ING Insurance Bhd  [nsurances  572  4  4 years  Tel.korn Malaysia Bbd  Telecommunication  536  4  6 years  services  0’Connors Engineering Bhd  Telecommunication  522  4  7 years  equipments  Fusion Comm Solutions Sdn Bhd  Can Monitoring  407  3  2 years  Hardware,  Software and  Licences  American Express (M) Sdn Bhd  Travel  296  2  4 years
4. INFORMATION ON THE COMPANY (Cont’d) Major Suppliers Soon Tcik Development SOO Bhd Persoft Systems Sdn Bhd  Type of products supplied Expatriate Apartment Tenancies IT Hardware & Software  FYE30June 2005 Purcha.es (RM’OOO) 231 205  % 2 2  Length of relationshjp 4 years 2 years
Scicom Group is highly dependent on BT for its telecommunications supply which accounted for 55% of the total purchases of Scicom for the FYE 30 June 2005. Nonetheless, Scicom has explored the possibility of diversifying its telecommunication provider portfolio through discussions with other global providers. However, given Scicom’s Inng business relationship with BT, the risk of the large supplier concentration is deemed minimised, reinforced by the fact that Scicom is currently one of BT’s largest customers in the Asia Pacific region. In addition to the channel partner relationship tbat Scicom has with BT, Scicom maintains high-level connections with key decision-makers within the BT Group, further minimising the risk ofsudden disruptions in Scicom’s telecommunications supply. 4.4 SUBSIDIARY COMPANIES 4.4.1 Information on Scicom (Malaysia) (i) History and business
Scicom (Malaysia) was incorporated on IS April 1997 in Malaysia under the Act as a private limited company. The principal activities of Scicom (Malaysia) are the provision of customer service trnining products as well as contact centre consulting and marketing services. Scicom (Malaysia) commenced business operations in September 1997.
(ii) Share capital

The authorised, issued and paid-up share capital of Scicom (Malaysia) as at 24 August 2005, being the latest practicable date prior to the printing oflhis Prospectus are as follows:­Ordinary shares Types No. of shares Par value Amount (RM) RM Authorised 1,000,000 1.00 1,000,000 Issued and paid-up 900,000 1.00 900,000 Details of the changes in the issued and paid-up share capital of the company since its incorporation are as follows:­No. of Resultant paid-ordinary up capital shares Type of issue I RM Date of allotment allotted Par value Cousideration (cumulative) RM 15.04.1997 2 1.00 Subscribers’ shares 2 01.07.1997 50,000 1.00 Cash 50,002 4. INFORMATION ON TIlE COMPANY (Cont’d) No. of Resultant paid­ordinary up capital shares Type of issue I RM Date of allotment allotted Par value Consideration (cumulative)
RM 24.06.1998 49,998 1.00 Cash 100,000 30.06.1999 300,000 1.00 Cash 400,000 03.08.2001 500,000 1.00 Bonus issue 900,000 (iii) Directors The Directors of Scicom (Malaysia) are as follows:­(a) Leo Suresh Ariyanayakam;
(b) Krishoan Menon; and
(c) Sreekumar NL P. Narayana Pillai.

(iv) Substantial Shareholders Scicorn (Malaysia) is a wholly-owned subsidiary of Scicom.

(v) Employees

As at 24 August 2005, being the latest practicable date prior to the printing of this Prospectus, Scicom (Malaysia) has 15 employees. Scicom (Malaysia) does not have any subsidiary or associated companies.
4.4.2 Information on Scicom (India) (i) History and business
Scicom (India) was incOlporated on 29 October 2003 in Bangalore, India as a private limited company. The principal activity of Scicom (India) is the provision of customer contact centre within the BPO space. In addition, Scicom (India) also provides customer service training products as well as contact centre consulting and marketing services. Scicorn India commenced business operations in March 2004.
(ii) Share capital

The authorised., issued and paid-up share capital of Scicom (India) as at 24 August 2005, being the latest practicable date prior to the printing of this Prospectus are as follows:­Equity shares Types No. of shares Par value Amount INR INR Authorised 50,000 10.00 500,000 Issued and paid-up 10,000 10.00 100,000 4. INFORMATION ON THE COMPANY (Cont’d) Details of the changes in the paid-up capital of the company since its incorporation are as follows:­No. of Resultant paid-equity up capital shares Type of issue! INR Date of allotment allotted Par value Consideration (cumulative) INR 29.10.2003 10,000 10.00 Subscribers’ shares 100,000 (iii) Directors The Directors of Scicom (India) are as follows:­(a) Leo Suresh Ariyanayakarn; and
(b) Jayaprakash AIL K.A. Bhanudevan

(Iv) Substantial Shareholders Scicom (India) is a wholly-owned subsidiary of Scicom.
(v) Employees As at 24 August 2005, being the latest practicable date prior to the printing of this Prospectus, Scicom (India) has 178 employees. Scicom (India) does not have any subsidiary or associated companies.
4.4.3 Information on Scicom (Singapore) (i) History and business Scicom (Singapore) was incorporated on 7 September 1999 in Singapore as a private limited company. Scicom acquired Scicom (Singapore) on 30 April 2004. Scicom (Singapore) is currently dormant. (il) Share Capital The authorised, issued and paid-up share capital of Scicom (Singapore) as at 24 August 2005 being the latest practicable date prior to the printing ofthis Prospectus are as follows:­Ordinary shares Types No. of shares Par value Amount SGD SGD Authorised 100,000 1.00 100,000 Issued and paid-up 2 1.00 2 4. INFORMATION ON THE COMPANY (Cont’d) Details of the changes in the paid-up capital of the company since its incorporation are as follows:­No. of Resultant paid­ordinary up capital shares Type of issue I SGD Date of allotment allotted Par value Consideration (cumulative)
SGD 7.09.1999 2 1.00 Subscribers’ shares 2 (iii) Directors The Board ofDirectors of Scicom (Singapore) are as follows:­(a) Leo Suresh Ariyanayakam;
(b) Jayaprakash all K.A Bhanudevan; and
(c) Chen Wen Woan Angela

(iv) Substantial Sharebolders Scicorn (Singapore) is a wholly-owned subsidiary of Scicom.

(v) Employees

As at 24 August 2005, being the latest practicable date prior to the printing of this Prospectus, Scicorn (Singapore) bas no employees. Scicom (Singapore) does not have any subsidiary or associated companies.
4.4.4 Information on Scicom (UK) (i) History and business Scicorn (UK) was incorporated on 26 April 2002 in the UK as a private limited company. Scicorn acquired Scicom (UK) on 5 November 2003. Scicom (UK) is currently dormant. (il) Share Capital The authorised, issued and paid-up sbare capital of Scicorn (UK) as at 24 August 2005 being the latest practicable date prior to the printing ofthis Prospecms are as follows:­Ordinary shares Types No. of shares Par value Amouut GBP GBP Authorised 1,000 1.00 1,000 Issued and paid-up 1 1.00 I 4. INFORMATION ON THE COMPANY (Cont’d) Details of the changes in the paid-up capital of the company since its incorporation are as follows:­No. of Resultant paid­ordinary up capital shares GBP Date of allotment allotted Par value Consideration (cumulative) GBP 26.04.2002 1.00 Subscriber’s share (iii) Directors The Board ofDirectorsofScicom (UK) are as follows:­Leo Suresh Ariyanayakam; and Jayaprakash all K.A Bhanudevan. (iv) Substantial Shareholders Scicorn (UK) is a wholly-owned subsidiary of Scicom.
(v) Employees

As at 24 August 2005, being the latest practicable date prior to the printing of this Prospectus, Scicom (UK) has no employees. Scicorn (UK) does not have any subsidiary or associated companies.
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