For RMSI Growth Spawns Investment in Staff and Social Causes

NEWARK CA, March 13, 2006: Surging global demand for the IT and geospatial services of RMSI has resulted in a doubling of staff during 2005. At the same time, third party recognition of the company’s human resource excellence has been evident with recent announcements. In a related story, RMSI management and staff have partnered to create a model of “corporate social responsibility.” This all-volunteer effort transcends profit and loss, and extends into the community.

In the past year, the number of RMSI employees has expanded from 570 to just below 1,200 individuals, including contractual staff.

According to Senior Vice President of Human Relations, Neerja Verma, “More important than growth in sheer numbers of employees, has been the achievement of certain employee satisfaction milestones: For example, a four-star ranking (ranking 4th through 7th) was the result when IDC-DataQuest announced the year's "Top 20 IT Employers of India".

Another human resource milestone was achieved when Ms. Gaganjyot Bhandari of RMSI won the Amity "Young HR Manager Award" for 2005. Ms. Bhandari was recognized for excellence in developing "best practice" strategies for human resource management. The award was presented at the Second International Human Resource Summit sponsored by the Centre of International Business, Amity Business College, Noida, India.

Recently the employee-centric Social Responsibility program was organized under the aegis of “Helping Hands.” Helping Hands allows each RMSI employee the opportunity to connect with a social cause. The objective of the program is to foster a spirit of sharing, pride, teamwork and camaraderie through volunteer work.

”We firmly believe that a good organization is bound together by a set of values and commitment, which must be extended to create a meaningful change in nearby communities. This new program has received an overwhelming response and voluntary support by our employees,” said Ajay Lavakare, CEO, RMSI.

Examples include an eye donation camp organized in association with I-Care Hospital. A high percentage of RMSI employees supported the cause by pledging to become eye organ donors.

Helping Hands also supported various organizations such as Sruti and Shanti Kaushal Foundation in their endeavor to teach vocational activities, by purchasing items created by their students and by sponsoring the education of underprivileged children.

A fund-raising campaign for creating AIDS awareness and prevention was successfully organized in association with a Delhi-based NGO. RMSI employees also extended 'Helping Hands' towards Tsunami victims. Relief was rushed to the effected site in Chennai, in the form of cash as well as kerosene stoves, dry ration, first aid medicines. In collaboration with a partner NGO, RMSI volunteers funded and organized a picnic for the children from local slum areas. Through the 'Helping Hands’ program, RMSI estimates that the lives of nearly 500 less-privileged Indians have been improved. Further volunteer efforts by RMSI employees are planned, such as reading to blind children, supporting their education and nutritional needs, and organizing blood donation camps.

RMSI, through its policy of "corporate social responsibility", continues to promote internal customer (i.e. staff) expectations within its corporate culture. Such human resource considerations, according to Verma, ultimately serve to fuel RMSI's traditional client-centric business model.