RESULT OF OPERATIONS

During the year under review, the total revenues from
operations (consolidated) increased to 5 64,549.31 million
(previous year 5 58,423.45 million), a growth of 10.49% over
the previous year. Earnings before interest, tax, depreciation
and amortization was 5 13,456.60 million on consolidated
basis. Net profit after tax (consolidated) stood at 5 6,373.70
million (previous year 5 8,396.00 million).

In US Dollar terms, revenues from operations for the year on
consolidated basis was $ 724.80 million as against $ 691.43
million during the previous year, a growth of 4.83%. Average
realization rate was 5 89.06 per US Dollar.

Standalone sales for the financial year 2025-26 grew by
1.71% to reach 5 26,078.62 million (previous year 5 25,639.34
million). Net profit after tax increased by 13.26% to 5 5,457.25
million (previous year 5 4,818.38 million).

DIVIDEND

The Directors are pleased to recommend a final dividend
of 5 5.25/- per equity share of face value of 5 10/- each
(at 52.5%) on the paid-up equity share capital of the Company
in addition to the interim dividend of 5 2.25/- per equity share
of face value of 5 10/- each (at 22.5%) declared during the
year. The total payout will amount to 5 2,056 million including
dividend distribution tax. The Company does not propose to
transfer any amount to the general reserve on declaration of
dividend to the shareholders. The Dividend Distribution Policy
is uploaded on the website of the Company. It is available at
https://www.kpit.com/investor-gov/.

AWARDS, RECOGNITION AND PARTNERSHIPS

During the year under review, KPIT received recognition
from clients, industry bodies, and institutions across
engineering delivery, leadership, governance, and capability
development.

• KPIT was shortlisted for the JLR Global Supplier
Excellence Awards 2025, reflecting its delivery
performance and partnership with Jaguar Land Rover.

KPIT was selected among the Top 50 Innovative
Companies at the CII Innovation Awards 2025,
recognising its engineering-led innovation in mobility.

KPIT won the Overall Connected Solution of the Year
award at the AutoTech Breakthrough Awards 2025.

KPIT was recognised as the Automotive Software
Innovator of the Year 2025 at Corporate Vision’s
Automotive Awards 2025.

Microsoft recognised KPIT as a Frontier Firm in its
Frontier Firms of India & Southeast Asia publication,
profiling organisations contributing to the next phase of
AI-driven transformation in the region.

KPIT’s Connected Vehicle team won the loT Breakthrough
Award 2026 for its Fleet Management Platform.

KPIT’s brand campaign received Bronze at the BW
Marketing World (Business World) Merit Awards 2025
under the Persistent Long Running Campaign category.

KPIT received the Silver Shield at the Institute of
Chartered Accountants of India (ICAI) Awards for
Excellence in Financial Reporting 2023-24, recognising
high standards of financial reporting and disclosure.

Late Mr. S. B. (Ravi) Pandit, Co-founder and Chairman,
received the Lifetime Achievement Award at the SEAP
Star Awards 2025, recognising his sustained contribution
to the IT industry and to institutional and community
development.

Mr. Kishor Patil, Co-founder, CEO and Managing Director,
was recognised with the Tech Titan Award under India’s
Best CEOs - Special Initiative by the Business Today
Group.

Late Mr. S. B. (Ravi) Pandit was elected as a Fellow of
the Indian National Science Academy (INSA), effective
January 2026, recognising his contribution to advancing
science and technology in service of society, including
clean mobility and sustainable energy initiatives.

• KPIT received the Engagement Excellence Award at
the Coursera Outstanding Achievement Awards 2025,
recognising its structured approach to learning and
capability development at scale.

• KPIT was recognised in Automobilewoche’s ranking
of global engineering firms, reflecting its presence in
automotive and mobility engineering.

QUALITY, PRODUCTIVITY AND INNOVATION

Achieving Zero Defect Delivery to our customers and
achieving Excellence at every touch point remain central to
our strategy in realizing our mission of becoming a leading
independent software & systems integration partner in
mobility. To support this objective, we have established
a comprehensive quality framework encompassing key
initiatives across People, Process and Technology, with a
focus on improving performance at Project/Program level,
Practice level and Unit level. Like every year, we undertook
key initiatives from this framework, developed a detailed
plan, defined processes keeping sustenance and scalability
in mind, improved it through pilots, and deployed across
all projects through rigorous tracking. Initiatives introduced
in prior years were effectively sustained through strong
governance mechanisms.

To reinforce our commitment to product quality, we
continued our focus on the ‘First Time Right’ mindset,
backed by clear metrics to track progress. We continued
deployment of our CI/CD framework to extend coverage to
all projects by introducing additional product KPIs aligned
with Automotive SPICE engineering process areas. This has
delivered significant benefits to our customers, enabling
consistent and continuous improvements in product
quality. Recognizing product reviews as a key quality lever,
we enhanced our inhouse tools with new features to
implement product review KPI measurement consistently
across projects supported by an online dashboard for
focused governance. Following successful pilots, this
capability has now been deployed across all projects. This
sustained emphasis on product quality continues to move
us closer to our Zero-Defect Delivery goal.

We adopt continuous improvement as a core strategy to
achieve efficiency in our processes. These improvements
come through learnings in the project, analysis of the data,
feedback from customers and ideas from the employees.
Our initiative to strengthen Agile capabilities, launched in
the previous year, gained strong momentum during the year.
With involvement of internal practitioners and an external
industry expert, we enhanced our KPIT Quality Management
System (KQMS) and published our Agile methodology aligned
to SAFe and compliant to Automotive SPICE. Additionally, we
upgraded our project management tools to align with Agile
practices to ensure seamless and effective adoption. During

the year, this process was deployed across key accounts and
practices. The introduction of agile roles within these areas
enabled headcount optimization and improved billability.
Currently, we are scaling this across all projects.

To keep pace with emerging trends in the industry, we
continuously scan emerging standards and enhance
our processes in line with the globally recognized
benchmarks. Building upon prior enhancements to align
with ISO 21434 cybersecurity requirements, we further
strengthened our processes during the year. We also
strengthened our functional safety processes to comply
with the latest version of ISO 26262. During the year, we
successfully underwent external assessments and achieved
Cybersecurity Management System (CSMS) and Functional
Safety Management System (FSMS) certifications. We have
now initiated our journey to incorporate requirements of ISO
8800 (Safety and AI), ISO 42000 (AI management System)
and ISO 24089 (Software Update Management System) into
our process.

As part of our strategic focus on improving speed and
productivity, we initiated AI deployment across engineering
areas in applicable projects during the year. Several key
solutions were designed, piloted and deployed across
projects delivering early success across multiple projects.
Based on these learnings and feedback, a structured AI
deployment framework has been established, along with
a comprehensive rollout plan across projects. Existing
projects have been categorised by priority with deployment
targeted for completion by Q2 of the upcoming year.
Beyond engineering automation, we have adopted AI centric
approach in our ongoing management process automation.
This integrated automation strategy, supported by online
dashboards and actionable insights has enabled more
proactive approach and strengthened quality rigor, thereby
supporting sustainable quality at scale. In response to the
evolving business landscape, we are progressively shifting
our focus from a service lead model towards solutions,
products and AI-driven services, and are actively aligning
our capabilities to support this transition.

As a result of these initiatives, we have consistently met and
exceeded our goal on Customer Satisfaction rating, and we
recorded the highest ever rating in the last quarter. While
we continue to sharpen our quality focus through internal
initiatives, our commitment to quality is further ratified by
our consistent endeavour in certifying ourselves to the best
standards in the industry. While we continue to uphold our
existing quality certifications on ISO 9001 and Automotive
SPICE through surveillance audits and recertification
assessments, we successfully achieved CSMS and FSMS
certifications during the year. Now we are preparing for
certification in ISO 8800 (Safety and AI) and ISO 24089
(Software Update Management System).

SHARE CAPITAL

The issued, subscribed, and paid-up capital of the Company
as on March 31, 2026, is 5 2,741.44 million consisting of
274,143,808 equity shares of 5 10/- each.

INSTITUTIONAL SHAREHOLDING

As on March 31, 2026, the total institutional shareholding in
the Company was 37.9% of the total share capital.

ICRA RATINGS

ICRA has assigned the (ICRA) A1 as short-term rating and
(ICRA) AA with the ‘Stable’ outlook as the long-term rating.

INFORMATION ABOUT THE SUBSIDIARY &
ASSOCIATE COMPANIES

During the year under review, the Company continued to
make progress with the acquisition of entities under the
Caresoft group. The Company, through its subsidiaries,
completed the acquisition of 100% shareholding in Caresoft
Global Technologies, Inc. (USA), Caresoft Engineering
Services Limited (UK) and CAREGLOTECH de RL de CV
(Mexico) and OXI S.R.L. (Italy).

Further, the Company continued to increase its strategic
shareholding in N-Dream AG. The Company had earlier
acquired 26% stake in N-Dream AG and subsequently
increased its shareholding to 90% through KPIT Technologies
(UK) Limited, wholly-owned subsidiary of the Company.
Accordingly, N-Dream AG has now become a step down
subsidiary of the Company.

As on March 31, 2026, the Company has 26 subsidiaries
and 1 joint-venture. In accordance with Section 129(3) of
the Companies Act, 2013 (hereinafter referred to as “the
Act”), the Company has prepared consolidated financial
statements of the Company and its subsidiaries and
associate companies, which form a part of the Annual
Report. A statement containing salient features of the
financial statements of subsidiaries/associate companies/
joint ventures in Form AOC-1 is annexed as “Annexure 1”.
In accordance with Section 136(1) of the Act, the Annual
Report of the Company, containing the standalone and the
consolidated financial statements and all other documents
required to be attached thereto have been placed on the
website at www.kpit.com.

DIRECTORS

During the year under review, Members approved the
appointment of Mr. Parag Shah as an Independent Director
for a term of three years with effect from January 29, 2026,
to January 28, 2029, through postal ballot.

Mr. B V R Subbu completed his 2^nd term as an Independent
Director of the Company on January 15, 2026, and
consequently has ceased to be a Director with effect from
the end of business hours of the said date.

Ms. Bhavna Doshi, an Independent Director of the Company,
was appointed for a period of 5 years from September 15, 2021.
The Board of Directors has approved the reappointment of
Ms. Bhavna Doshi for a further period of five years (2^nd Term),
with effect from September 15, 2026. The resolution is being
put up for the approval of the Members at the ensuing AGM
for her reappointment.

The Board of Directors has approved the appointment of
Dr. Nirmala Pandit as Non-Independent Non-Executive
Director of the Company for period of 3 years with effect
from July 29, 2026, to July 28, 2029, not liable to retire by
rotation. The resolution is being put up for the approval of
the Members at the ensuing AGM for her appointment.

Mr. Anup Sable was appointed as Whole-time Director for a
period of five years with effect from December 22, 2021, and
Mr. Chinmay Pandit was appointed as Whole-time Director
for a period of five years with effect from July 26, 2022.
Members approved the said appointments at the Annual
General Meeting (“AGM”) held on August 24, 2022.

The Board of Directors has approved the reappointment
of Mr. Anup Sable and Mr. Chinmay Pandit, Whole-time
Directors, for a further period of five years, with effect
from December 22, 2026, and July 26, 2027, respectively.
The resolutions are being put up for the approval of the
Members at the ensuing AGM for their reappointments.

Pursuant to the provisions of Section 152 of the Act,
Mr. Kishor Patil, Chief Executive Officer & Managing Director,
retires by rotation at the ensuing AGM and, being eligible,
offers himself for reappointment.

KEY MANAGERIAL PERSONNEL

The following officials have been designated as Key
Managerial Personnel pursuant to Sections 2(51) and 203 of
the Act, read with the Rules framed thereunder:

1. Mr. Kishor Patil - Chief Executive Officer (“CEO”) &
Managing Director

2. Ms. Priyamvada Hardikar - Chief Financial Officer

3. Mr. Ashish Malhotra - General Counsel & Company
Secretary.

INDEPENDENCE OF THE BOARD

The Board of Directors comprises of an optimum number
of Independent Directors. In the opinion of the Board,
the independent directors possess integrity, proficiency,
expertise, and relevant experience. Based on the
confirmation/disclosures received from the Directors and on
evaluation of the relationships disclosed, the following Non¬
Executive Director are Independent in terms of Regulation
16(1)(b) of the Securities and Exchange Board of India (Listing

Obligations and Disclosure Requirements) Regulations, 2015
(“SEBI LODR Regulations, 2015”), and Section 149(6) of the
Act:

1. Mr. Anant Talaulicar

2. Prof. Alberto Sangiovanni Vincentelli

3. Ms. Bhavna Doshi

4. Prof. Rajiv Lal

5. Mr. Srinath Batni

6. Mr. Vijay Keshav Gokhale

7. Mr. Ramesh Raskar

8. Mr. Nishant Batra

9. Mr. Parag Shah

BOARD EVALUATION

As a part of the annual Board evaluation, detailed
questionnaires were circulated to all the Directors. Based
on the responses received on these questionnaires, the
Chairman of the Board and the Chairman of the Nomination
and Remuneration (HR) Committee evaluated the Board’s
performance and that of its committees. The Board also
conducted an evaluation of independent directors which
included the performance of directors and the fulfilment
of criteria as specified in Regulation 17(10) of SEBI (LODR)
Regulations, 2015, and their independence from the
management, wherein the independent directors did not
participate. For more details, please refer to the Report on
Corporate Governance which forms a part of this Annual
Report.

BOARD MEETINGS

Nine meetings of the Board of Directors were held during
the year. More details about the meetings are available in
the Report on Corporate Governance, which forms part of
this Annual Report.

COMMITTEES OF THE BOARD

The details regarding the Committees of the Board of
Directors of the Company are given in the report on Corporate
Governance, which forms part of this Annual Report.

COMPANY’S POLICY ON DIRECTORS’ APPOINTMENT
AND COMPENSATION

The Nomination and Remuneration Policy of the Company
provides for the roles and responsibilities of the Nomination
and Remuneration (HR) Committee and the criteria for
evaluation of the Board and compensation of the Directors
and senior management. Further, as per the policy, the said
Committee shall identify potential candidates for becoming
Members of the Board and determine the composition

of the Board based on the need and requirements of the
Company from time to time to bring diversity to the Board.
It shall also identify persons to be recruited in the senior
management of the Company.

Pursuant to the provisions of Section 134(3)(e) of the Act,
the said policy on the appointment and compensation of
Directors including criteria for determining qualifications,
positive attributes, independence of a director & other
matters provided under Section 178(3) of the Act is available
at: https://www.kpit.com/investor-gov/.

COMMITTEE RECOMMENDATIONS

During the year under review, all the recommendations of
the Audit Committee, Nomination and Remuneration (HR)
Committee, Corporate Social Responsibility Committee,
Stakeholders Relationship Committee and Enterprise Risk
Management Committee were accepted by the Board. The
composition of the Committees is as mentioned in the
Report on Corporate Governance, which forms part of this
Annual Report.

CORPORATE SOCIAL RESPONSIBILITY

KPIT remains deeply committed to building a cleaner, smarter,
and safer world through well structured and impactful
CSR initiatives. As a socially responsible organization, KPIT
continued to drive sustainable change across its core focus
areas of Education, Energy, and Environment, supported
by strong employee engagement. These initiatives were
implemented across multiple geographies, creating
meaningful and measurable impact in communities where
KPIT operates. Active participation from employees and their
families strengthened the organization’s CSR ecosystem and
reinforced its dedication to inclusive growth and long term
community development.

The Company had constituted a Corporate Social
Responsibility (CSR) Committee and has framed the
Policy on Corporate Social Responsibility as per the
provisions of Section 135 of the Act and Companies
(Corporate Social Responsibility Policy) Rules, 2014. The
CSR Policy including the annual action plan is available at:
https://www.kpit.com/investor-gov/. The initiatives taken by
the Company on CSR during the year as per the said rules
have been annexed as “Annexure 5”.

VIGIL MECHANISM AND WHISTLEBLOWER POLICY

The Company has in place a vigil mechanism and
whistleblower policy as per Regulation 22 of the SEBI
(LODR) Regulations, 2015 to report genuine concerns about
the Company. The details of the same are explained in
the Report on Corporate Governance. The Policy on Vigil
Mechanism and Whistleblower may be accessed on the
Company’s website at: https://www.kpit.com/investor-gov/.

AUDITORS

M/s. B S R & Co. LLP, Chartered Accountants (ICAI Firm’s
Registration No. 101248W/W-100022) (“BSR”) were

reappointed as the Statutory Auditors of the Company at
the AGM held on August 29, 2023, for a period of five years
to hold office up to the conclusion of AGM to be held in
2028. The Notes on financial statements referred to in
the Auditors’ Report are self-explanatory and do not call
for any further comments. The Auditor’s Report does not
contain any qualification, reservation, or adverse remark.
The Statutory Auditor’s report for the year under review is
annexed to the financial statements.

Dr. K. R. Chandratre is a peer-reviewed Practicing Company
Secretary, (Peer Review Certificate No. 7703/2026), was
appointed as the Secretarial Auditor of the Company at the
AGM held on August 12, 2025, for a term of five consecutive
financial years from April 1, 2025, to March 31, 2030.

The Secretarial Auditor’s report for the year under review is
annexed to this Report as “Annexure 6”. The Auditor’s Report
does not contain any qualification, reservation, or adverse
remark.

INTERNAL CONTROL SYSTEMS AND ADEQUACY OF
INTERNAL FINANCIAL CONTROLS

The internal control systems of the Company are adequate
considering the nature of its business, size, and complexity.
The Statutory Auditors of the Company have expressed their
opinion on the adequacy of internal financial controls with
reference to the financial statements for the year under
review and the operating effectiveness of such controls.

CORPORATE GOVERNANCE

A separate section on Corporate Governance with a detailed
compliance report thereon forms a part of this Report.
The Auditors’ Certificate in respect of compliance with the
provisions concerning Corporate Governance forms part
of this Annual Report, as required under the SEBI (LODR)
Regulations, 2015.

MANAGEMENT DISCUSSION AND ANALYSIS

A Management Discussion and Analysis Report giving
detailed information on the operations, performance and
outlook of the Company and its business forms part of this
Report.

PARTICULARS OF EMPLOYEES

A statement containing the names of every employee
employed throughout the financial year and in receiving
remuneration not less than 5 1 crore 2 lakhs & other
employees as required under Rule 5(2) of the Companies
(Appointment & Remuneration of Managerial Personnel)
Rules, 2014, is annexed as “Annexure 3A”. Further, the

employees who were employed for part of the financial
year & received remuneration not less than 5 8.5 lakh
per month under the said Rule forms part of this Report.
However, pursuant to first proviso to Section 136(1) of
the Act, this report is being sent to the Shareholders
excluding the aforesaid information. The said information
is available for inspection. Any shareholder interested in
obtaining the said information may write to the Company at
grievances@kpit.com.

The ratio of the remuneration of each director to the median
employee’s remuneration and other details prescribed
in Section 197(12) of the Act, read with Rule 5(1) of the
Companies (Appointment and Remuneration of Managerial
Personnel) Rules, 2014, are annexed to this Report as
“Annexure 3B”.

EMPLOYEES STOCK OPTION SCHEMES

The Company has Employees Stock Option Schemes
(ESOSs) which are in compliance with the SEBI (Share
Based Employee Benefits and Sweat Equity) Regulations,
2021 (“SBEB Regulations”).

• KPIT Technologies Limited - Employee Stock Option
Plan 2019A

• KPIT Technologies Limited - Restricted Stock Unit Plan
2022.

In compliance with Regulation 14 of the SBEB Regulations,
the information relating to the said plans is annexed to this
Report as “Annexure 4”, and the same is available on the
Company’s website at: https://www.kpit.com/investor-gov/.

DISCLOSURE UNDER THE SEXUAL HARASSMENT
OF WOMEN AT WORKPLACE (PREVENTION,
PROHIBITION AND REDRESSAL) ACT, 2013

The Company has a policy on prevention of sexual harassment
at the workplace and has put in place a redressal mechanism
for resolving complaints received with respect to sexual
harassment and discriminatory employment practices for all
genders. The Company has constituted an Internal Complaints
Committee under the Sexual Harassment of Women at
Workplace (Prevention, Prohibition and Redressal) Act, 2013
(“POSH Act”). The Committee is responsible for the redressal of
complaints related to sexual harassment. To spread awareness
regarding POSH, the Company undertakes various initiatives to
sensitize employees including sending emails/communications,
conducting awareness sessions and deploying e-learning
module.

During the year under review, two cases were reported to the
POSH committee. There were no complaints pending as on
March 31, 2026. The following is a summary of Sexual Harassment
complaint(s) received and disposed of during the FY 2025-26,
pursuant to the POSH Act and Rules framed thereunder:

a. number of complaints of sexual harassment received
during the financial year: 2

b. number of complaints disposed of during the financial
year: 2

c. number of cases pending for more than ninety days: Nil

COMPLIANCE WITH THE MATERNITY BENEFIT ACT,
1961

The Company extends maternity benefits to eligible women
employees as prescribed under the Maternity Benefit Act,
1961, including paid maternity leave, medical benefits,
and other related facilities. The Company has established
appropriate policies and processes to ensure timely grant
of maternity benefits and effective implementation of these
statutory requirements and remains committed to providing
a supportive and inclusive work environment in line with
applicable labour laws.

DETAILS OF APPLICATION MADE OR ANY
PROCEEDING PENDING UNDER THE INSOLVENCY
AND BANKRUPTCY CODE, 2016 DURING THE YEAR
ALONG WITH THEIR STATUS

The Company has not made any application under the
Insolvency and Bankruptcy Code, 2016 during FY 2025-26.

DETAILS OF DIFFERENCE BETWEEN AMOUNT OF
THE VALUATION DONE AT THE TIME OF ONE-TIME
SETTLEMENT AND THE VALUATION DONE WHILE
TAKING LOANS FROM THE BANKS OR FINANCIAL
INSTITUTIONS ALONG WITH THE REASONS THEREOF

The provision regarding the difference between the
amount of the valuation conducted at the time of one-time
settlement and the valuation done while taking loans from
the Banks or Financial Institutions is not applicable to the
Company during FY 2025-26.

DEPOSITS

The Company has neither accepted any deposits from
the public nor accepted any amounts which are deemed
to be deposits within the meaning of Sections 73 to 76 of
the Companies Act, 2013 (as amended) and the rules made
thereunder, to the extent applicable.

INFORMATION ON CONSERVATION OF ENERGY,
TECHNOLOGY ABSORPTION AND FOREIGN
EXCHANGE EARNINGS AND OUTGO STIPULATED
UNDER SECTION 134(3)(M) OF THE ACT, READ
WITH RULE 8 OF THE COMPANIES (ACCOUNTS)
RULES, 2014

CONSERVATION OF ENERGY

Adoption of Green Energy: Green energy sources have been
adopted for all Bangalore offices as well as all major offices

in Germany. This initiative supports the organization’s
commitment to reducing carbon emissions and increasing
the share of renewable energy in overall energy consumption.

Energy Conservation through Automation: Motion sensors
have been installed in toilets and passage areas across
all India sites to optimize electricity usage. These sensors
ensure that lighting operates only when required, thereby
contributing to consistent energy savings and improved
operational efficiency.

AC Automation for Energy Optimization: Air-conditioning
automation has been implemented across major Bangalore
sites to optimize energy consumption. The automation helps
regulate temperature and operational timing efficiently,
ensuring optimal cooling while reducing unnecessary energy
usage.

Water Conservation Initiatives: Waterless urinals have
been implemented across major sites in India, resulting
in an estimated annual water saving of approximately 400
kiloliters. In addition, aerator nozzles have been installed
on faucets to regulate water flow, leading to further water
conservation of approximately 100 kiloliters annually.

Adoption of Green Cleaning Practices: All housekeeping
chemicals used across Indian sites have been replaced with
environmentally friendly green chemicals. This initiative
helps prevent contamination of water bodies and soil while
ensuring safer and more sustainable cleaning practices
within the facilities.

Reduction of Carbon Emissions from HVAC Systems: Tighter
monitoring and control of air-conditioning gas usage has
been implemented to reduce carbon emissions. Detailed
inspections and timely repair of leakages in HVAC systems
were carried out to prevent refrigerant loss and minimize
environmental impact.

Sustainable Mobility - Carpooling (Pool Point Initiative):

The Company continues to promote low-carbon commuting
through its employee carpooling platform, with participation
from over 400 employees. The initiative is estimated to
reduce approximately 90-110 tCO₂e annually, considering
avoided single-occupancy vehicle usage, thereby
contributing to Scope 3 emission reduction and supporting
sustainable mobility adoption.

GREEN INITIATIVES

FOREST CONSERVATION

KPIT contributes to a sustainable future through impactful
forest conservation initiatives, including reforestation and
wildlife habitat preservation. We believe in protecting our
environment for future generations.

TREE PLANTATION WITH 14 TREES FOUNDATION,
PUNE

KPIT Grove is a collaborative ecological restoration project
with 14 Trees Foundation. The project focused on reforesting
barren land in the Pargaon grazing land area in Rajgurunagar,
Pune District.

This year, 2,630 saplings of 55 native species were planted
at the site. Notably, 417 KPIT volunteers, along with the NGO
team, planted 433 trees and contributed 3,040 volunteer
hours. Beyond reforestation, the initiative harvested 15.29
lac liters of rainwater. Since the collaboration began in 2019,
KPIT has planted more than 9,500 trees and cumulatively
harvested 61.3 lac liters of water.

This project pursues sustainable development through an
integrated approach focusing on ecosystem restoration -
increasing green cover, improving soil quality, and enhancing
biodiversity, alongside economic growth via job creation and
support for local businesses like plant nurseries. Crucially, it
also prioritizes raising social awareness through education,
youth training, and active community engagement in
environmental conservation, ensuring a lasting commitment
to a healthier planet and a thriving local economy.

To celebrate the 75^th Birth Anniversary of Late Mr. S. B. (Ravi)
Pandit, Co-Founder, Chairman of KPIT, the “Ravi Pandit
Grove” was created in Pargaon Village, Pune, with over 2,500
trees planted. This is designed as a carbon offset, aiming
for carbon neutrality through reforestation. Additionally,
since Late Mr. Pandit was an avid bird lover, an exhibit was
designed at the site.

TREE MAINTENANCE AT KOYANANAGAR, PUNE

Over the past decade, KPIT has been working with the Wildlife
Research & Conservation Society (WRCS) based in Pune to
restore the Koyna-Chandoli Forest area. Cumulatively, KPIT
has planted more than 52,900 trees across 252 acres, with
a 90% survival rate. Since last year, our focus has been
intensified in caring for these trees to ensure they continue
to grow. In total, 76 KPIT volunteers from different teams
contributed to this year-long effort, which also helped build
stronger relationships among colleagues and foster a deeper
connect with nature.

TREE MAINTENANCE AT FERGUSSON COLLEGE,
PUNE

To expand green spaces within Pune, KPIT is collaborating
with local NGOs - Maharashtra Vruksha Samvardhini and
Deccan Education Society to enhance the botanical garden
at Fergusson College. This initiative includes gathering
seeds, planting, and caring for planted trees via consistent
watering, fertilization, and compost enrichment. The project
gave an opportunity to 137 volunteers to discover the

garden’s special areas, such as the pollinators’ park, fernery,
and plant nursery. Many volunteers now enjoy making this a
consistent and fulfilling weekend activity with their families
and friends.

ECOLOGICAL ASSESSMENT AND ENHANCEMENT
OF ECOSYSTEM, PUNE

KPIT’s commitment to sustainability is evident in the
Biodiversity Assessment project, a collaboration with ‘EcoVrat
Enviro Solutions’ aimed at understanding and preserving the
natural habitat surrounding its green campus. Following a
successful first phase last year that included a seasonal
ecosystem assessment and the initiation of a ‘Pollinator
Park’, the project’s second phase saw the plantation of over
450 trees, shrubs, and grasses this year. This initiative was
significantly supported by more than 450 KPIT volunteers
who contributed through seed collection, sowing, sapling
creation, and even nature photography, demonstrating strong
employee engagement with environmental conservation.

WATER CONSERVATION

KPIT is actively working to conserve water through three
key projects in Pune and Bengaluru. These initiatives focus
on building water storage capacity, constructing wells,
restoring traditional stepwells, and implementing ridge-to-
valley rainwater harvesting systems. To successfully carry
out these projects, KPIT is partnering with several NGOs.

CONSTRUCTION OF DRINKING WATER WELLS &
STORAGE TANKS, PUNE

To address the critical issue of drinking water scarcity,
particularly during the summer months, KPIT has partnered
with Jnana Prabodhini, Deccan Education Society, and
Sevavardhini to implement sustainable water solutions.

Utilizing innovative and long-lasting Ferro Cement tank
technology, KPIT constructed seven drinking water storage
tanks, each with a 15,000-liter capacity, in Solapur and
Nashik districts. KPIT has also undertaken a stepwell
rejuvenation project, desilted a check dam, and constructed
three community wells. These combined efforts have
directly conserved 59.11 lac liters of water and benefitted
more than 6,000 villagers, providing vital water access for
around 4,000 cattle, demonstrating KPIT’s commitment to
community well-being and sustainable water management.

STEPWELL REJUVENATION, BENGALURU

KPIT continued its impactful ‘Stepwell Rejuvenation’ initiative
in collaboration with Youth For Seva, an NGO in Bengaluru.
These historic stepwells represent a unique and traditional
method of water conservation, but many have fallen into
disuse with the advent of modern water infrastructure.

This year, we rejuvenated four stepwells with the support of
villagers; over 60 KPIT volunteers engaged in planting trees

surrounding the stepwells. Approximately 330 lac liters
of water are now being conserved and benefitted 10,200
villagers.

Since last two years twelve stepwells were rejuvenated
through which 383 lac liters of water was conserved in
Bengaluru and Pune.

RIDGE TO VALLEY WATER CONSERVATION,
BENGALURU

KPIT is continuing its collaboration with Rashtrotthana
Parishat on the Water Conservation and Ecological
Restoration project at Doddaballapur in Bengaluru. This
three-year project aims to conserve 1.3 crore liters of water
annually and replace 15 existing borewells used for watering
trees. The system captures rainwater from ridge to valley
during the monsoon, providing a sustainable water source
for drip irrigation, and includes ongoing tree plantation and
vegetation activities. It will also recharge the ground water.
The efforts have resulted into conservation of more than 70
lac liters of water till the end of this financial year.

This year, a total of 531 volunteers participated in activities
such as filling grow bags, sowing seeds, applying manure,
and collecting seeds & flowers, furthering the ecological
restoration of the region.

E-WASTE AWARENESS, COLLECTION &
MANAGEMENT, PUNE & BENGALURU

KPIT has been partnering with Cummins India Foundation,
Poornam Ecovision Foundation, and Janwani to address
e-waste management in Pune since 2021. Last year, KPIT
expanded the project to Bengaluru with Poornam Ecovision
Foundation and Youth For Seva.

The primary objective of this project is to raise awareness
about the importance of proper e-waste disposal and to
establish a collection system targeting residential societies,
schools, and other social organizations. Collected e-waste
is then responsibly handed over to authorized agencies for
scientific disposal.

This year, the project reached a significant milestone,
collecting and processing a total of 112.76 tons of e-waste
and 45 tons of plastic waste from 32,426 individual donors
from permanent collection centers and various drives.
Notably, the mega drives alone collected over 39.2 tons
of e-waste from more than 1,058 centers across Pune and
Bengaluru.

Partner NGOs have refurbished over 65 laptops and
computers from the collected e-waste and donated them
to underprivileged schools and students. The remaining
e-waste was handed over to authorized e-waste recyclers
for scientific disposal.

KPIT volunteers not only donated their own e-waste but
also prepared 600 kits containing banners, gunny bags,
and stationery for the Mega E-Waste Collection Drive. These
kits were distributed to collection center coordinators to
facilitate an efficient collection process. As part of this
project, we have been organizing the ‘Best Out of E-Waste’
competition for the past seven years. The competition aims
to raise awareness about responsible e-waste management
and fostering scientific thinking and creativity among
students. This year, more than 2,000 students participated
with their unique projects.

RICE PLANTATION WITH FARMERS, PUNE

KPIT volunteers contributed to agriculture and gained
valuable insights from the tough realities of a farmer’s
life by participating in a rice plantation activity in Velhe.
26 volunteers joined hands with Torna Rajgad Parisar
Samajonnati Nyas to cultivate a one-acre paddy field,
experiencing firsthand the challenges and rewards of rice
farming.

EARTH DAY CELEBRATIONS, KOCHI

The KPIT CSR volunteers in Kochi office undertook a
successful initiative focused on environmental sustainability
by gifting saplings to all the employees.

In addition to this, a team of volunteers visited a local
orphanage and planted saplings on the premises with the
children.

REUSE, RECYCLE, REPURPOSE (RRR) STATION,
AND DONATION DRIVE AT PUNE & BENGALURU

KPIT is dedicated to environmental sustainability and has
implemented the RRR Station, a permanent collection
center at our Pune campus for responsible disposal of
e-waste, plastic waste, and clothing donations since last
year. Collection boxes for clothes and plastic waste are also
available at our Bengaluru offices.

This initiative helps employees to cultivate the habit to
reuse, recycle, and repurpose the material. In this year,
KPIT employees collectively donated 1,660 Kgs, which was
successfully handed over to Poornam Ecovision Foundation
and SAAHAS for proper reuse and scientific disposal.

ECO-FRIENDLY PRODUCTS & NURSERY STALLS

To foster a culture of sustainability and to give alternative
options for products in daily use, KPIT organized various
NGO stalls. This initiative not only helped to cultivate the
habit of sustainable lifestyle but also provided a platform
for NGOs to promote their products. We also hosted nursery
stalls in the office, encouraging employees to take saplings
and plant them at home.

PAPER BAG AND RED DOT BAG MAKING, INDIA

Continuing our waste management efforts, KPIT has
supported the Seva Sahayog Foundation’s initiatives
promoting hygienic handling and disposal of sanitary waste
and reducing plastic use. This included participation in the
“Red Dot Bag Making” project, utilizing old newspapers to
create bags with a visible red dot for sanitary waste and
the creation of traditional paper bags. These paper bags
were distributed to street vendors, offering a sustainable
alternative to plastic.

More than 1,000 KPIT volunteers from Pune, Bengaluru &
Kochi created over 9,900 bags in total, raising awareness
among employees about the benefits of choosing paper
bags.

SUSTAINABLE WAY OF CELEBRATING FESTIVALS

KPIT is actively fostering sustainable festival celebrations
through employee engagement.

This year, for the seventh consecutive year, the CSR team
hosted eco-friendly Ganesha-making workshops for around
70 employees, while over 190 volunteers crafted 400
bamboo Rakhis as a sustainable Raksha Bandhan alternative.
Additionally, a workshop empowered few employees and
their families to create eco-friendly lanterns, demonstrating
KPIT’s commitment to integrating environmentally conscious
practices into cultural traditions.

MCCIA - KPIT - AWARD FOR SUSTAINABILITY

The Mahratta Chamber of Commerce, Industries, and
Agriculture (MCCIA) recently hosted its 78^th Annual Awards
Ceremony. Notably, the Award for Sustainability, instituted
by KPIT, was introduced in the year 2023. This award aims to
recognize and appreciate the efforts of corporations in Pune
that prioritize sustainability.

The selection criteria for the award included the organization’s
focus on source reduction measures, employee strength, the
resulting impact, and the efforts of corporations that have
a significant positive impact on the environment through
sustainable practices.

This year’s winner of the Award for Sustainability was KSB
Limited.

OTHER GEOGRAPHIESEARTH DAY CELEBRATIONS: ART & VIDEO
CONTEST

For the second consecutive year, KPIT celebrated Earth
Day by engaging the children of our employees through an
Art and Video contest. This year’s theme, “Our Power, Our
Planet,” challenged young participants to explore renewable
energy solutions for a healthy and sustainable future.

The enthusiastic participation and creativity from these
younger age groups showcased a growing commitment to
environmental responsibility within the KPIT community.

AMERICAS: THE LARGEST TEAM COMMITTED TO
COMMUNITY CONTRIBUTION OUTSIDE OF INDIA

COMMUNITY FARMING, COLUMBUS

KPIT Americas launched a Community Garden Farming
project in Columbus, promoting sustainability and community
engagement. As part of this initiative, KPIT was allocated
a dedicated plot within the community garden. It was a
shared space designed to connect the community, grow
fresh produce, and promote sustainable living. Passionate
KPIT employees and their families meticulously prepared
the site, planted, and nurtured a variety of vegetables
through multiple successful harvests. The harvest was then
shared amongst KPITians, fostering healthy living amongst
participants.

APPLE TREE PLANTATION ACTIVITIES, NOVI

KPIT Americas celebrated Earth Day 2025 with a first ever
successful apple tree plantation event, held in partnership
with Sewa USA. KPIT employees along with their family
members actively created pits, filled them with compost,
and planted 35 apple trees. They also pruned existing trees,
encouraging healthy growth and future fruit yields. The
fruits from these trees were donated within the community.
The event was exceptionally well-received, fostering strong
employee engagement and providing participants with
valuable hands-on learning experience.

CLINTON CLEANUP ACTIVITY, NOVI, MICHIGAN

KPIT Americas continued its commitment to environmental
responsibility by partnering with the Clinton River Watershed
Council (CRWC) for the fourth consecutive year to conduct
a park cleanup at Beaudette Park, Pontiac. KPIT employees,
along with their family members, collected 37 pounds of
waste, contributing to the preservation of local biodiversity
and a healthier environment for the community. This
initiative not only enhanced the beauty of the park and
supported local wildlife but also reinforced KPIT Americas
dedication to environmental sustainability and community
engagement.

BRAZIL

TREE NURTURING ACTIVITY

The KPIT Brazil team collaborated with Bora Plantar to nurture
over 100 tree seedlings at Trevo Park in Belo Horizonte. This
initiative was crucial for preventing fires and preserving
the area’s natural beauty. KPIT employees successfully
completed the tasks of nurturing the seedlings. To further
support Bora Plantar’s ongoing conservation activities,

KPIT donated a new lawnmower battery to facilitate park
maintenance, contributing to a safer and more sustainable
environment for the community.

SUSTAINABILITY CAMPAIGNS

Driven by a commitment to sustainability, KPIT Brazil
launched impactful campaigns to address key environmental
challenges, including Bio Enzymes, Meat Consumption
Reduction, Recycling, E-Waste management, Plastic
Reduction, and Zero Waste practices. By participating
in these campaigns, employees actively embraced
sustainable habits such as sorting waste for recycling,
utilizing eco-friendly shopping bags, and composting at
home. Additionally, employees planted saplings at their
homes, further demonstrating our commitment to a more
sustainable future.

THAILAND

MANGROVE FORESTATION AND GARBAGE
COLLECTION

For the third consecutive year, the Thailand team
demonstrated its commitment to coastal conservation
by planting 450 Red Mangrove trees at Bang Pu, Bangkok.
In addition to this reforestation work, the team collected
garbage from the mangrove area, removing waste and
improving habitat quality for marine and coastal species.
This initiative not only enhanced shoreline protection and
biodiversity but also created a lasting positive impact on the
local ecosystem.

This activity witnessed the active participation from 60% of
the workforce of KPIT Thailand.

TUNISIA

TREE TRACE & PLANTATION

In honor of National Tree Day, KPIT Tunisia employees
hosted “Tree Trace”, a two-day initiative featuring a series
of interactive treasure hunts designed to bridge the gap
between environmental education and active conservation.
Beyond the excitement of the activities, the program
facilitated vital discussions regarding biodiversity, the
ecological importance of trees, and actionable strategies
for reducing our carbon footprint. To conclude the event,
KPIT employees planted 10 trees, reinforcing the Company’s
commitment to sustainability and hands-on environmental
conservation.

BEACH CLEANUP ACTIVITY

In an effort to protect the coastline, KPIT Tunisia employees
organized a team-building and cleanup day in Mahdia.
Inspired by the local history of Roman maritime protection,
the team transitioned from paddleboarding to a targeted
beach cleanup collecting plastic bottle caps. To turn this

environmental action into a lasting social contribution, a
permanent collection point was established at the office
to support “Les Bouchons d’Amour.” This initiative ensures
collected plastic is recycled to fund wheelchairs for
children, successfully connecting environmental health with
social mobility.

RECYCLING CONSTRUCTION WASTE

KPIT Tunisia employees visited El Jem to participate in a
workshop where they built the KPIT logo using small pieces
of marble. This initiative showcased the practical use
of recycling and reuse, turning construction waste into a
creative testament to our environmental and innovation
goals.

OCCUPATIONAL HEALTH AND SAFETY ASSESSMENT
SERIES (OHSAS)

WELLNESS INITIATIVES:

• Imagicaa: Organized an exclusive discount coupon
program with complimentary snacks for employees.

• Health Carnival: Conducted a large scale wellness
event covering dental, vision, hair and scalp testing,
BCA screening, along with fun games and engagement
activities.

• TripMitra: Launched Travel Smarter - unlocking
exclusive travel benefits for employees.

• SalarySe: Hosted Fin-tastic financial wellness activities,
combined with engaging fun sessions and snack
offerings.

WEBINARS:

• Conducted Breast Cancer Awareness session - myths,
mindset & nutrition.

• Organized Cardiac Arrest vs. Heart Attack webinar -
know the difference and save a life.

• Hosted The Art of Self Compassion webinar - Mental
Health Awareness Month.

• Conducted Positive Parenting webinar - the art of
positive parenting.

• Organized IBS Awareness session - understanding
lifestyle concerns on the rise.

Ganesh Chaturthi: Celebrated with Art & Advantage - Akshar
Ganesha Loan Mela.

YOGA SESSIONS:

• Conducted on campus yoga session.

• Hosted online yoga sessions - breathe, stretch &
reconnect.

AWARENESS DAYS:

• Celebrated World Health Day with wellness activities.

• Conducted World Liver Day awareness program.

• Organized World Heart Day campaign to raise awareness
on heart health.

• Hosted Digital Well-Being and Work-Life Boundaries on
Women’s Day.

• Conducted Women’s Day Webinar on Master Your Money.

Mindfulness Session: Hosted Chakra Science for Mindfulness
& Healing on World Health Day.

Kai Origin 28 Day Challenge: Conducted by The Longevity
Lab, this program runs a health and wellness community
platform powered by an AI coach and supported by experts,
offering credible advice, professional guidance, and peer
support through its interactive “Community”.

TECHNOLOGY ABSORPTION

During the year under review, the Company implemented
several technology enhancement initiatives aimed at
improving the performance, scalability, and resilience of
its systems and applications while optimizing operational
costs.

IAAS CLOUD ADOPTION FOR PRODUCTION &
DISASTER RECOVERY (ERP & HRMS SYSTEMS)

To reduce dependencies impacting on the uptime and
sustainability of critical applications, the Company
adopted an Infrastructure as a Service (IaaS) cloud model.
This initiative included the migration and deployment of
production workloads along with a robust disaster recovery
(DR) setup for key enterprise systems such as ERP and HRMS,
aligned with the Company’s standard security framework.

Key benefits of this adoption include:

• Cost savings: Eliminates significant upfront capital
expenditure on on-premises infrastructure through a
pay-as-you-go model. Dynamic provisioning enables
efficient resource utilization during peak workloads and
disaster recovery drills, reducing overall IT costs.

• Flexibility and scalability: Enables seamless scaling
of compute and storage resources based on business
demand without additional hardware investments.

• Accessibility: Provides secure, low-latency access to
applications and data from any location via globally
distributed cloud infrastructure.

• High availability: Ensures continuous availability of
applications through redundant infrastructure across
multiple data centers, minimizing downtime risks.

• Enhanced Security Posture: Strengthened security
through the implementation of next-generation firewalls
and web application firewalls (WAF), along with role-
based access control (RBAC), encryption, multi-factor
authentication (MFA), and advanced security monitoring
tools.

• Operational Efficiency: Reduces IT support overhead
through automation of system upgrades, patching, and
maintenance activities.

ENHANCEMENTS TO BUSINESS CONTINUITY
PLANNING (BCP) - ENABLING SECURED WFH

Given the continued operations in hybrid model, KPIT is
vigilant and working towards anticipating and planning for
various scenarios. The Business Continuity Planning team
will keep track, assess incidents and work with client teams
to build and execute specific plans.

OBJECTIVES OF BCP:

• Implementing a set of measures for avoiding possible
failures.

• Prioritization of Key services and providing for alternate
service delivery.

• Educating the users for their responsibility before,
during & after business interruptions.

• Providing an orderly and efficient transition from normal
to emergency condition and back to normal maintaining
consistency in action.

• Readiness for hybrid working.

• Uniform security checks / controls / policies for
employees working from home or office.

SOLUTION: SECURE WORK FROM HOME (BCP)
ENABLEMENT

KPIT continues to have hybrid mode of working from home
and office, thereby providing flexible & continuity of business
operations. Considering secure & successful working from
home, IT solutions with highly trusted technologies, process
& people framework are implemented. The remote working
environment is further optimized by introducing multiple
security tools and controls to safeguard against modern
attack vectors.

Access to KPIT network over Next Generation Firewall & VPN:

• Secure Access through multifactor authentication
overactive directory credentials to ensure access by an
authorized individual only.

• Zero Trust Private Access: ZPA is the world’s most
deployed ZTNA platform, applying the principle of
least privilege to give users secure, direct connectivity

to private applications running on-premises or in the
public cloud while eliminating unauthorized access
and lateral movement, we have covered 100% of assets
under ZTNA.

• Posture assessment before granting access.

• Advanced patch management solutions.

• Virtual desktop infrastructure.

• Endpoint protection using multilayer endpoint protection
to detect and prohibit suspicious or malicious activity.

• Endpoint ATP uses advanced threat and anti-exploit
protection.

• Endpoint Device Data Loss Prevention for threat
monitoring, logging, and restriction on USB storage
ports.

• Endpoint Device Data Loss Prevention.

• Data exchange over end-to-end encryption with IPSEC
tunnel from endpoint till secure gateway.

• SASE based Web-content filtering to protect against
web malware.

• Collaboration using Microsoft Teams, Cisco WebEx.

• Round the clock monitoring security events by dedicated
team of experts.

REMOTE WORKING ENVIRONMENT

ENHANCEMENTS

During the year under review, the remote working

environment was further strengthened with the following

points:

• MFA (Multi Factor Authentication) enabled for published
applications.

• Deep packet inspection in effect for all the published
applications.

• Enhanced web content filtering solutions are deployed
to arrest new age threats.

• Remote security updates and patch management
deployment are further enhanced, covering all corporate
assets.

• Data Encryption enabled for all the critical end points.

• Capacity enhancements completed for additional
virtual desktops for rapidly growing development and
engineering teams.

PROCESS AND POLICY CONTROLS FOR BCP

• Strict adherence to KPIT Information Security Policy.

• User acceptance of Work from Home undertaking.

• Reiteration of individual roles and responsibilities by
Delivery Management.

• Setting up of BCP Command center.

OPEN-SOURCE PLATFORM ENHANCEMENTS

Cloud-Based Platform: As a part of our cloud adoption
journey, we are going to opt for a cloud-based resilient
container platform along with CI/CD pipelines for
applications deployment. Cloud-based platforms are highly
available, auto-scale & flexible. We migrated our ERP &
HRMS applications and its data with zero surprises from
an on-premises platform to cloud-based resilient container
platform. This automation helped in auto scaling capabilities
& flexibility. Introduced monitoring & logging system for
entire platform which will help us to take proactive actions
along with performance monitoring, governance and cost
optimization by doing resource utilization analysis.

SOLUTION AND TECHNOLOGY DEPLOYED

Extended AI Landscape: To further strengthen AI adoption
across the organization and extend its capabilities to
customers, the Company has established a hybrid AI
infrastructure. This includes a small-scale AI setup within
KPIT’s on-premises data center, complemented by expansion
into hyper-scaler cloud environments. This hybrid approach
ensures greater flexibility while maintaining full control over
sensitive data.

The AI landscape on hyper-scalers has been deployed to
support multiple business use cases, while adhering to
the Company’s established cybersecurity framework and
governance standards.

KEY HIGHLIGHTS OF THE AI INFRASTRUCTURE
INCLUDE:

• Scalable Power Infrastructure: Designed with scalable
power systems to support the high energy demands
of AI and high-performance computing workloads,
ensuring uninterrupted operations.

• Advanced Cooling Mechanisms: Integrated modern
cooling technologies to efficiently manage heat
generated by intensive AI processing, thereby improving
system stability and longevity.

• High-Performance Computing (HPC): Equipped with
high-performance compute capabilities to enable
faster processing, model training, and analysis of large
and complex datasets.

• Flexibility & Interoperability: Supports a wide range of
AI tools, platforms, and frameworks, enabling seamless
integration across diverse use cases and environments.

• Robust Security Framework: Ensures strong data
protection through consistent security controls across
on-premises and cloud environments, including
encryption, access controls, and compliance with
organizational cybersecurity standards.

Introduction of WiFi 6E: WiFi 6E can offer faster data transfer
speeds compared to previous WiFi versions with support
gigabit and multi-gigabit speeds, for high video streaming.

Introduction of Gen 4 ML-Powered NGFWs: Up to 5X threat
prevention performance, 3X the decryption performance
and 3-4x improvement in power.

Open-source VDI solutions: Considering expansion and
future requirements we have opted Open-source VDI
solutions in 2023 which offers significant cost savings
compared to proprietary alternatives without compromising
features and security. Leveraging open-source software,
we can avoid costly licensing fees and reduce overall
infrastructure expenses for Test and Training requirements.
Looking at the benefits, KPIT has increased Open-source
VDI by 50%.

With open-source VDI, we can easily scale our virtual
desktop infrastructure to accommodate changing business
requirements. Scalability of open-source solutions ensures
optimal resource utilization facilitating virtual desktops for a
large-scale training session or scale down resources during
periods of low activity.

We have opted for Open-source software support, with
this support, we can maintain greater control over security
measures and ensure compliance with industry regulations
and data protection standards.

Implementing open-source VDI enables the on-demand
provisioning of virtual desktops for testing and training
purposes. Team members can quickly spin up virtual
environments tailored to their specific needs, enabling
efficient testing of software applications and seamless
delivery of training programs.

KPIT’s Commitment to Sustainability: KPIT is proud to
announce its initiative to purchase equipment from Original
Equipment Manufacturers (OEMs) that are sustainability
certified. This decision aligns with our ongoing commitment
to environmental responsibility and sustainable practices.

KEY HIGHLIGHTS

Sustainability Certification: By choosing sustainability-
certified equipment, KPIT ensures that the products meet
stringent environmental standards, reducing our carbon
footprint and promoting eco-friendly practices.

Environmental Impact: This initiative supports our goal of
minimizing environmental impact by using energy-efficient
and environmentally-friendly equipment.

Corporate Responsibility: It reflects our dedication
to corporate social responsibility, demonstrating our
commitment to sustainable development and ethical
business practices.

Through this initiative, KPIT continues to lead by example

in fostering a sustainable future, reinforcing our vision of

creating a cleaner, smarter, and safer world.

• Virtual Platform for Vehicle Simulation & Validation

One of the key challenges faced in ADAS and AD
development is Verification and Validation. Given the
safety-critical nature of ADAS/AD, it’s important to
ensure high levels of accuracy for this. This is where
Virtual Simulation for Validation comes into play.

Solution and Technology deployed:

Deployed highly resilient container platform along with
distributed event streaming platform clusters with
Kerberos. The solution has a built-in load balancer for
optimum workload distribution. This platform contains
Jenkins for CI/CD which allows continues delivery cycle.

• Smart Campus Platform

KPIT has begun the Smart Campus initiative and rolled
out various “Smart Applications” for Employees. These
applications were aimed at changing the user experience
while optimizing the energy consumption. KPIT has
pursued this initiative further and taken it to the next
level by deploying “Smart Campus” platform and has
integrated fourteen different systems and sensor
driven devices that come under the aegis of Building
Management System (BMS). Traditionally all these BMS
such as Access control, CCTV, Fire alarm system and
air-conditioning systems operate within their own
silos and use legacy (often proprietary) protocols.
The siloed approach leads to an absence of ability to
conduct common monitoring and controlling. In the
past year, we made significant strides in enhancing
operational efficiency and user experience through the
implementation of a state-of-the-art desk reservation
system and a comprehensive visitor management
system. These systems have not only streamlined the
booking and utilization of workspace resources but also
bolstered our campus security by providing a detailed,
real-time overview of visitor movements.

Solution and Technology Deployed:

KPIT has brought in a higher level of automation in all
these 14 systems by use of various control panels and
adaptors and has got them integrated to our platform.
This has enabled the Company to provide accurate
instantaneous reporting data of all these systems along
with control functionality in a single dashboard. We
are getting more visibility on electrical consumption
across floors buildings, with clarity on which system
is consuming how much electricity, how it can be
effectively optimized. Automation in various pumps and
fan systems gives more operational efficiency for the

operations team and reduction in human errors along
with reduction in electrical usage. The operations team
is now better equipped to see all the systems on a
single dashboard.

• Hyper-Converged Infrastructure

KPIT is an early adopter of Hyper-converged infrastructure
and has been reaping its benefits for the last 4 years.
In our pursuit of continual services optimization, the
Company has adopted Hyperconverged Infrastructure
from the leading OEMs.

Scaling out HCI cluster is helping us to suffice dynamic
business requirements, quick customer on boarding &
on the fly resource upgradation for deployed workloads.
Inbuilt deduplication capabilities are helping us in
effective storage management.

Solution and Technology Deployed:

KPIT was looking for an agile solution which will help us
in making operations simpler, could be commissioned
much faster, could be scaled on demand and could
be effectively managed by skilling existing human
resources.

Hyper-Converged Infrastructure (HCI) addressed these
issues. It combines storage, networking, and computing
resources into a single, integrated platform, allowing
for easier management and scalability. We could
implement a hyper-converged solution within a few
hours. Even achieving disaster recovery is much simpler
and it supports multi-hypervisor environments.

Over the period, KPIT IT has expanded the use of HCI for
running the critical workload. As businesses continue to
generate and rely on more data than ever before, HCI
is becoming an increasingly de facto standard for data
center expansion.

One of the main benefits of HCI is its ability to
scale quickly and easily. With traditional data center
infrastructure, adding new servers, storage arrays,
and network switches can be a time-consuming and
expensive process. With HCI, however, adding additional
resources is as simple as adding a new node to the
existing cluster. This allows us to quickly and easily
expand data center as the needs grow, without incurring
significant additional costs. Another advantage of HCI is
its simplified management interface. Instead of having
to manage multiple systems for storage, networking,
and computing, HCI provides a single interface for
managing all resources. This not only makes it easier
to manage the data center but also helps to reduce the
risk of errors and misconfigurations that can lead to
downtime and data loss. HCI has also helped to reduce
data center footprint and power consumption. Because

it integrates all resources into a single platform, there
is less hardware to manage, which leads to significant
cost savings on power and cooling. Currently, around
90% of the critical workload is running on the HCI
infrastructure.

The following Environmental Returns are achieved:

Hyper-Converged Infrastructure has helped us in
saving power, cooling, and space by an additional 30%.
We could also optimize the asset ratio from 7 to 1 for
the same computer capacity in the datacenter. We
continued investing into this technology last year too
and the organization is reaping its benefits.

KPIT’s dHCI Implementation Project:

We are pleased to announce the successful completion of
KPIT’s next-generation Hyper-Converged Infrastructure
(dHCI) project. This innovative approach to data center
management, introduced in mid-2023, has significantly
enhanced our operational efficiency and flexibility.

Key Benefits Realized:

Independent Scaling: Unlike traditional HCI, dHCI
allows us to scale computing and storage resources
independently, ensuring optimal resource allocation
based on workload demands.

Enhanced Flexibility: The ability to adjust resources as
needed has improved our responsiveness to changing
business requirements.

Efficient Resource Utilization: By aligning resources
more closely with actual needs, we have achieved
better performance and cost-efficiency.

Cost Savings: dHCI has lowered the 20% amount of
space and energy that data centers need. It combines
all resources into one platform, which reduces the
hardware to manage, and saves a lot of money on power
and cooling.

• Virtual Desktop Environment

The latest version & enhanced capacity has
been brought to virtual desktop environment.
Implementations to make processes more efficient,
increased automation, security and deploy IT to
make collaboration across geographies easier.
The Company has deployed the most advanced
technologies for its processes. These deployments
are scalable and future ready to support changing
work styles, information security criteria and the
changing usage patterns of computing devices.

Solution: KPIT decided to shift from conventional
desktop technology to Virtual Desktop Interface (VDI).
The following operational aspects were considered while
implementing the VDI solution: delivery on demand
services for users Increase IT efficiency, simplify

management, ensure software compliance. Though KPIT
was already evaluating a virtualization solution that was
deployed in a limited environment, it had not explored
the idea of transitioning the core ERP processes onto
the virtualized environment but had transitioned only
the less critical ones. Taking a step further toward
optimizing energy requirement and consumption, KPIT
decided to increase use of virtualization technology.

Solution and technology deployed: HCI (Leading OEMs)
& VDI (thin client) based infrastructure platforms.

The following Environmental Returns were achieved
after deployment of VDI:

1. Energy savings: More than 60% reduction in energy
consumption was achieved by moving to the private
cloud platform (including new technologies like hyper
converged) with VDI as compared to using conventional
computers. Cisco Unified Computing System, which is
included as part of the private cloud platform, delivers
high memory capacity to support a large number of
virtual machines on each blade server, thus reducing
the amount of physical equipment to be powered and
cooled. The desktop computers that consume around
150 watts of electricity, were replaced with very small
devices called thin clients that consume just 30 watts.
This has resulted in energy savings of approximately
3,00,000 units per year amounting to 375 MT of Co2
emission.

2. Reduction in e-waste: Almost 90% reduction in
e-waste generation was achieved due to the increased
IT hardware refreshment cycle for desktops, laptops,
and workstations. The lifespan of the above-mentioned
hardware is about five years due to high resource
requirement, capacity, performance demand, and
due to newer operating systems, application software
and tools. Being a technology provider, it is extremely
important for us to update our IT hardware platform
and prepare it for the next generation development
tools. The thin client on the other hand has more than
eight years of lifespan. Till that time, it does not require
upgrades or replacement as all the resources such as
computing power, memory and disk space are accessed
through VDI setup hosted in the datacenter. Under this
infrastructure, we deployed 600 VDIs for the business
users.

3. Reduced IT Asset Ratio from 1.20:1 to 1.10:1: VDI

environment enables multiple users to access their
accounts using a single machine without compromising
on the security aspect. Before deploying the virtual
desktop environment, the asset-to-employee ratio was
1.20:1. This meant that much of the IT infrastructure was
underutilized and consumed more natural resources.
After the deployment of the Private Cloud platform

with VDI, the asset ratio has reduced to 1.10:1 thereby
reducing the computer hardware consumption by 10%.

4. Workplace utilization increased by 10%: The VDI helped
in improving the utilization and flexibility of IT assets.
Users can access their desktop, applications and data
from any location, without compromising on the security
of the system. In addition, employees can connect to
corporate resources using any of the personal devices
like iPads, Windows and Android-based mobiles, thus
enabling Consumerization of IT. This has led to workplace
flexibility and optimal utilization of workspaces.

5. Reduction in travel across locations: KPIT has deployed
the best of the solutions such as Cisco Telepresence
(Audio/Video conference) & Microsoft Teams across
the offices and Cisco WebEx for better collaboration.
With these solutions, our users can have conference
meetings from anywhere and through any device.
Even our business reviews, recruitment and customer
meetings are conducted using these technologies. It
has been observed that overall business travel across
the globe has been reduced by 25%. As this is a unified
collaboration platform, end user productivity is also
substantially improved.

One KPIT experience for newly-acquired entities:

Upon acquiring the new entity, KPIT IT could leverage
its experience and expertise to help integrate the
new entity into our operations smoothly. We provided
guidance and support based on our years of experience
in the industry, sharing the best practices and lessons
learned to ensure a successful transition. We also
facilitated knowledge collaboration sessions, where our
team members shared their knowledge and expertise
with the newly-acquired entity’s SME team, helping
both teams to gain a deeper understanding of operations
and processes. Through this collaborative approach, we
were able to foster a culture of continuous learning and
improvement, while also ensuring a seamless integration
of the newly-acquired entity into our organization. We
continue sharing experience and supporting the success
of the newly-acquired entities, and we look forward to
continued collaboration and growth in the future.

Key Objectives achieved -

1. One KPIT Experience.

2. Improved collaboration.

3. Effective project management.

4. Enhanced security for acquired entities.

5. Business continuity and disaster recovery.

6. Creating a global technology talent pool.

Research and Development (R&D) Activity

During the year under review, the Company has
incurred $ 13.76 million on R&D expenditure. Further,
the Company has not claimed any weighted deduction
under Section 35(2AB) of the Income Tax Act, 1961 for
in-house R&D expenditure, as the same is not available
with effect from April 1, 2020.

PARTICULARS OF CONTRACTS OR ARRANGEMENTS
WITH RELATED PARTIES REFERRED TO IN SECTION
188(1) OF THE ACT

Pursuant to the provisions of Section 134(3)(h) of the Act,
the particulars of contracts or arrangements with related
parties referred to in Section 188(1) of the Act and prescribed
in Form AOC-2 under the Companies (Accounts) Rules, 2014,
are annexed to this Report as “Annexure 2”.

UPDATE ON MERGER & ACQUISITION

N-Dream AG:

During the year under review, the Company continued to
enhance its strategic investment in N-Dream AG, Switzerland,
a cloud based game aggregation platform Company. The
Company had earlier acquired 26% stake in N-Dream AG.
During the year, the Company, through its wholly-owned
subsidiary, KPIT Technologies (UK) Limited, acquired an
additional 64% equity stake taking the total shareholding of
the KPIT Group to 90%, for a consideration of approx. EUR
20 million, resulting in N-Dream AG becoming a step-down
subsidiary of the Company. The investment aligns with the
Company’s strategic focus on enhancing in vehicle digital
experiences for automotive OEMs through complementary
software integration, validation services, and development
of value added digital solutions.

Foreign Exchange Earnings and Outgo

Total foreign exchange earnings during the year
amounted to 5 24,483.63 million (previous year
5 23,485.91 million) and foreign exchange outgo
(including imports) amounted to 5 348.07 million
(previous year 5 328.81 million).

Caresoft:

During the year under review, the Company completed the
acquisition of Caresoft entities, comprising Caresoft Global
Technologies, Inc., USA; Caresoft Engineering Services
Limited, UK; CAREGLOTECH de RL de CV, Mexico; and OXI
SRL, Italy, pursuant to Board approval dated August 8, 2025,
for an aggregate consideration of up to $ 157 million, including
$ 15 million as variable consideration linked to achievement
of defined revenue and business synergy milestones, payable
in one or more tranches over a period of up to four years.
The acquisition strengthens the Company’s capabilities
in vehicle engineering and design, including downstream
engineering and benchmarking services, and aligns with its
strategic focus on accelerating product development and
enhancing value delivery to automotive OEMs.

MATERIAL CHANGES AND COMMITMENTS
AFFECTING THE FINANCIAL POSITION OF THE
COMPANY

There have been no material changes or commitments
affecting the financial position of the Company between the
end of the financial year to which the financial statements
relate and the date of this Report.

However, during FY 2025-26, evolving macroeconomic
conditions, rapid technological advancements, and ongoing
geopolitical developments continue to reshape the global
mobility ecosystem and are influencing the financial and
strategic priorities of the Company’s clients.

1. Impact of Global Trade Policies and Trade Agreements:

Changes in global trade policies, bilateral/multilateral
trade agreements, and regulatory frameworks in key
markets may influence demand for the Company’s
services, cross-border operations, and cost structures.
In particular, evolving tariff regimes and shifts in
electric-vehicle and emission-related policies in the
United States and Europe are prompting clients to
recalibrate their technology roadmaps and sourcing
strategies. Favourable developments may create growth
opportunities, while restrictive measures could pose
operational and financial challenges.

2. Geopolitical Risks and War-related Uncertainties:

Ongoing geopolitical tensions and conflicts in certain
regions may result in macroeconomic uncertainties,
supply chain disruptions, inflationary pressures, and
currency volatility. These factors could impact client
spending patterns and, consequently, the Company’s
revenues and margins. As of the date of this Report,
the Company has not observed a significant impact
on client programs from prevailing conflicts, with
clients remaining focused on rationalizing costs while
continuing to fund their future programs; a prolonged
escalation could, over time, influence spending in
certain segments more than others, and the Company
continues to monitor developments closely.

3. Foreign Exchange and Commodity Movements:

Exposure to foreign exchange fluctuations and broader
commodity trends, including movements in gold, crude
oil and energy prices, and other global indicators,
may contribute to currency volatility and impact the
Company’s financial position. Given the Company’s
significant exposure to overseas revenues, fluctuations
in foreign exchange rates may affect revenues,
profitability, and overall financial performance. The
Company continues to actively manage these risks
through appropriate and prudent hedging strategies.

4. Strategic Investments and Adoption of Artificial
Intelligence: Continued strategic investments in
emerging technologies, including electrification,
autonomous driving, software-defined vehicles, and
Artificial Intelligence (AI), along with the increasing
adoption of AI across service lines and internal
operations, may result in higher operating and capital
expenditure in the short term due to investments in
tools, talent, and partnerships. The Company has
sustained its technology investments at over 5% of
revenue, complemented by strategic investments

across the chip-to-cloud technology stack, and is
progressively pivoting towards solutions, products,
and outcome-based engagement models. While Al-led
adoption may, in the near term, moderate activity
in certain service areas, over the medium to long
term these initiatives are expected to strengthen
the Company’s technological capabilities, improve
service offerings, enhance productivity through AI-led
efficiencies, optimize costs, and enable higher-value,
end-to-end solutions, thereby supporting sustainable
revenue growth, margin improvement, and long-term
competitiveness.

5. Expansion of Global Delivery and Nearshore

Capabilities: Investments in expanding delivery centers
and strengthening the presence in key geographies,
including India, China, and other high-potential markets
in line with evolving client priorities, may lead to higher
initial infrastructure and employee-related costs,
with anticipated benefits in terms of improved client
proximity, execution capability, and revenue growth.

6. Long-term Client Engagements and Strategic

Partnerships: Entry into long-term contracts

and strategic partnerships, including multi-year
software-defined programs and an increasing shift
towards fixed-price and outcome-based contracting,
may involve committed investments and upfront costs;
however, such arrangements, together with partnerships
across the technology ecosystem, provide revenue
visibility and business stability over the contract period.

Against this dynamic industry backdrop, the Company
remains resilient and adaptable. By consistently investing
in advanced technology solutions, skilled talent, and
long-standing client relationships, the Company is enabling
its clients’ transformation journeys and creating enduring
value for all stakeholders.

DETAILS OF SIGNIFICANT & MATERIAL ORDERS

There are no significant and material orders passed by the
regulators or courts or tribunals impacting on the going
concern status and the Company’s operations in future.

ENTERPRISE RISK MANAGEMENT POLICY

A policy to identify, assess, monitor and mitigate various
risks to key business objectives of the Company is in place.
Detailed information on Enterprise Risk Management is
included in this Annual Report.

REPORTING FRAUDS BY AUDITORS

During the year under review, the auditors have not
reported to the Audit Committee, under Section 143(12) of
the Companies Act, 2013, any instances of fraud committed
against the Company by its officers or employees, the
details of which need to be mentioned in the Board’s report.

ANNUAL RETURN

The Annual Return of the Company for the financial year
2024-25 in Form MGT-7 and extract of Annual Return in Form
MGT-9 as on March 31, 2026, are available on the Company’s
website at www.kpit.com.

SECRETARIAL STANDARDS

The Company has adhered with all applicable secretarial
standards issued by the Institute of Company Secretaries
of India. For more details, please refer to the report on
Corporate Governance which is a part of the Annual Report.

RESPONSIBILITY STATEMENT OF THE BOARD OF
DIRECTORS

To the best of their knowledge and belief and according to
the information and explanations obtained by them, your
directors state that:

i) In the preparation of the annual accounts for the
year ended March 31, 2026, the applicable accounting
standards have been followed along with proper
explanation relating to material departures, if any.

ii) They have selected such accounting policies and applied
them consistently and made judgments and estimates
that are reasonable and prudent to give a true and fair
view of the state of affairs of the Company as on March
31, 2026, and of the profit of the Company for the year
ended March 31, 2026.

iii) They have taken proper and sufficient care for
the maintenance of adequate accounting records
in accordance with the provisions of the Act, for
safeguarding the assets of the Company and for
preventing and detecting fraud and other irregularities.

iv) The annual financial statements have been prepared on
a going concern basis.

v) They have laid down internal financial controls to be
followed by the Company and that such internal financial
controls are adequate and are operating effectively and;

vi) They have devised proper systems to ensure compliance
with the provisions of all applicable laws and that such
systems are adequate and operating effectively.

CEO & CFO CERTIFICATION

Certificate by Mr. Kishor Patil, CEO & Managing Director and
Ms. Priyamvada Hardikar, Chief Financial Officer, pursuant

to the provisions of Regulation 17(8) of the SEBI (LODR)
Regulations, 2015, for the year under review was placed
before the Board of Directors of the Company at its meeting
held on May 6, 2026.

A copy of such a certificate forms a part of the Report on
Corporate Governance.

COST RECORDS

The Company is not required to maintain cost records under
the provisions of Section 148(1) of the Companies Act, 2013.

DIRECTORS & OFFICERS INSURANCE POLICY

The Company has in place an insurance policy for its
Directors & Officers with a quantum and coverage as
approved by the Board.

ACKNOWLEDGEMENTS

We take this opportunity to thank all the shareholders of the
Company for their continued support.

We thank our customers, vendors, investors and bankers for
their continued support during the year. We place on record
our appreciation of the contribution made by our employees
at all levels. Our consistent growth was made possible by
their hard work, solidarity, co-operation and support.

We further thank the governments of various countries where
we have our operations. We also thank the Government
of India, particularly the Ministry of Communications, the
Ministry of Electronics and Information Technology, the
Ministry of Commerce and Industry, the Ministry of Finance,
the Ministry of Corporate Affairs, the Customs and Excise
Departments, the Income Tax Department, the Reserve Bank
of India, the State Governments, the Software Development
Centers (SDCs)/Special Economic Zones (SEZs) - Bengaluru,
Pune and all other government agencies for their support.
We look forward for their continued support in the future.

For and on behalf of the Board of Directors

Kishor Patil Sachin Tikekar

CEO & Managing President & Joint
Pune Director Managing Director

July 29, 2026 DIN : 00076190 DIN : 02918460