Latest news with #EYGDS
Mint
31-07-2025
- Business
- Mint
Leading with Purpose at Scale : How EY is Revolutionizing the Future of Global Delivery
In today's age of AI-infused ambition and cloud-native disruption, it's easy to mistake digital transformation as a race toward newer tools, faster execution, and slimmer margins. But talk to Ajay Anand, Global Vice Chair of EY Global Delivery Services (GDS), and you hear a different story—one where technology is only as powerful as the people who wield it. In an exclusive conversation with Mint Tech Talk, Ajay Anand lays out a compelling narrative about how EY's global delivery model is evolving—not just in size and scale, but in intent and influence. 'India is no longer the back office,' says Anand with quiet confidence. 'It's a front-runner in delivering cutting-edge tech solutions globally.' As the largest hub for EY GDS, India houses thousands of professionals who do far more than just execute—they innovate, automate, and transform. This isn't the India of a decade ago where cost arbitrage was king. Today, India is where GenAI pilots are launched, cybersecurity models are built, and complex global transformation programs are designed. As Anand points out, 'The ecosystem is maturing rapidly—and India is central to that story.' At the core of this transformation is EY's calculated embrace of Generative AI. But Anand is clear: this is no headlong rush. EY has developed its own platform, which integrates GenAI with responsible frameworks and human oversight. 'We don't see GenAI as replacing jobs,' he says. 'We see it as elevating them.' Whether it's summarizing financial documents, generating audit support, or streamlining code, GenAI is being embedded into the DNA of EY's delivery. But every deployment comes with a focus on ethics, explainability, and governance. 'It's augmentation, not automation,' Anand emphasizes. The conversation quickly moves from tools to models. For EY GDS, success isn't about delivering one-off projects. It's about helping clients build systems that can continuously evolve. 'Sustainability and scale go hand in hand,' says Anand. 'You can't scale something that's fragile.' That mindset reflects in how EY thinks about platforms, people, and partnerships. Clients are no longer looking for vendors; they're looking for co-creators. And that's the shift EY GDS is preparing for: a future where delivery is less about offshoring and more about orchestration. If there's a single defining theme in Anand's leadership, it's people. Under his watch, EY GDS has rolled out a 'skills-first' approach to workforce development—focusing less on roles and more on capabilities. The result? Thousands of employees across India, Poland, Philippines, and Argentina are being re-skilled in AI, cloud, data science, and cybersecurity. 'We've built learning pathways in collaboration with top institutions,' he says. 'The idea is to make every EY GDS professional future-ready.' It's a strong departure from traditional upskilling models, which Anand views as reactive. EY, instead, is betting on anticipation—preparing employees not just for the jobs of today, but for the challenges of tomorrow. When asked what leadership lesson has served him best in the digital age, Anand doesn't point to strategy decks or tech dashboards. Instead, he points to empathy. 'In a complex, fast-paced environment, the ability to listen, understand, and connect with people makes all the difference,' he says. 'Technology is important—but people drive change.' It's a fitting mantra for a leader navigating the confluence of human potential and machine intelligence. As EY GDS sets its sights on bolder partnerships, broader platforms, and deeper innovation, it's clear that Anand and his team aren't chasing headlines. They're building foundations. Quietly. Boldly. Globally. And in that stillness lies the future of delivery—not as a function, but as a force. Note to the Reader: This article has been produced on behalf of the brand by HT Brand Studio and does not have journalistic/editorial involvement of Mint.
Hans India
21-07-2025
- Business
- Hans India
EY GDS launches Green Skills Centres of Excellence to equip students with sustainability and future-tech skills
Bengaluru : EY Global Delivery Services (EY GDS), in collaboration with the Learning Links Foundation (LLF), has launched its first Green Skills Centre of Excellence (CoE) at a government high school in Bengaluru. A second CoE is set to open in New Delhi in the coming months. These centres aim to equip over 1,200 students from underserved communities with practical knowledge and skills in sustainability and emerging technologies. The Green Skills CoE in Bangalore was inaugurated by Rajasekar Rajagopal, Assurance and Climate Change and Sustainability Services (CCaSS) leader, EY GDS, and was attended by Rumi Mallick Mitra, Director, Corporate Responsibility, EY GDS, Nuriya Ansari, President, Learning Links Foundation, and Sudha Priyadarshan, Senior Vice President, LLF. Designed for students between Grades 6 to 12, the Green Skills centres offer hands-on, project-based learning in areas such as climate change, biodiversity, waste management, renewable energy, and digital innovations like AI and analytics. It will help students develop both digital fluency and environmental consciousness, which are key traits for India's future workforce. The Green Skills CoE includes a dedicated lab setup powered by green technology. The curriculum will enable sustainability learning aligned with UN Sustainable Development Goals, especially SDG 12 (Responsible Consumption) and SDG 13 (Climate Action), helping students understand real-world environmental challenges. Hosted within government high schools to maximize accessibility and inclusion, the project includes professional development of teachers in sustainability-led pedagogy and the use of AI in sustainability.
Time of India
19-06-2025
- Business
- Time of India
India Inc reinvents HR playbook to woo GenZ employees
Bengaluru: India Inc is undergoing a strategic shift in its HR approach, driven by the rising influence of Gen Z employees who expect more than just traditional perks. Digitally native and purpose-driven, Gen Z is compelling companies to rethink how they attract, engage, and retain talent. At EY Global Delivery Services (EY GDS), internal surveys revealed Gen Z's strong preference for timely engagement, especially in the form of real-time feedback and recognition. This insight led to the launch of Extraordinary You, a platform that allows instant acknowledgment by peers and managers. "Recognition and rewards follow within 24 hours, and employees can share their wins instantly on social media. This takes recognition to a level that really resonates with Gen Z," said Sandeep Kohli, talent leader at EY GDS. Realising that culture is shaped through consistent, everyday actions, companies like EY GDS and Experion Technologies are also investing in manager training. These leaders are equipped to understand Gen Z's traits, tech habits, and collaborative styles—enabling them to lead teams more effectively and guide HR interventions in a way that resonates with younger employees. Workplace boundaries are also evolving. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like This Portable AC Cools Your Room in Minutes - Without High Energy Bills Or Installation Top Trending News Today Learn More Undo Ceat Tyres introduced silent hours from 8 p.m. to 8 a.m. to encourage work-life balance and combat burnout. "This was introduced based on the feedback we got from the Gen Z workforce," said its CHRO Somraj Roy. Gen Z's demand for flexibility extends beyond remote work. According to Mansee Singhal, Career Business Leader India at global HR consulting firm Mercer, younger employees are now seeking more adaptive policies, such as elderly care leave, that align with their broader life responsibilities. Well-being, especially financial, is another area companies are prioritising. At Accenture, a new personal finance app called Nudge aims to empower Gen Z employees to manage money better. "Whether it's daily expenses, saving for travel, or repaying student loans, Nudge offers clear, jargon-free advice and timely reminders," said Lakshmi C, senior managing director and CHRO at Accenture in India. Beyond engagement, companies are helping Gen Z map meaningful careers. Accenture's iAspire platform uses AI to give employees visibility into career paths. "This enables them to customise their learning, connect with relevant mentors, and expand their skill sets to better match their ambitions with available opportunities." As Gen Z becomes a growing force in the workforce, companies are moving decisively—from reactive policies to intentional strategies that prioritise experience, empathy, and empowerment. For this generation, workplaces need to be as agile, personalised, and values-driven as the lives they aspire to lead. At Tally Solutions, a focus on project diversity is employed to sustain engagement. "We have asked our associates to have one long-term goal that you're working on but at the same time you want to dabble with different projects in your related area. What I'm talking about is that within the function you can have a multidisciplinary exposure," said Ashish C, head of HR at Tally Solutions. Auto component major Continental revamped several aspects of its HR policy to align with the expectations of Gen Z employees. According to Ajay Kumar, HR head of Continental India, two initiatives made a significant impact. "One is constantly observing the industry pay standards and accordingly adjusting the merit increase to stay at the desired level of market benchmark. Another practice is rewards linked to the skill being possessed. If an employee acquired superior skills (niche, rare and high demand skills) they are recognised for those relevant skills. Through this, employees are encouraged to pursue active skill upgradation, and the biggest feature of Gen Z is their learning agility," Kumar said.
