Dear Members,

The Directors are pleased to present the Ninth Annual Report together with the Audited Accounts of the Company for the Financial Year (FY) ended March 31, 2026.

PERFORMANCE OF THE COMPANY

(In million)

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 ? 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 Rs. 25,639.34 million). Net profit after tax increased by 13.26% to Rs. 5,457.25 million (previous year Rs. 4,818.38 million).

DIVIDEND

The Directors are pleased to recommend a final dividend of Rs. 5.25/- per equity share of face value of Rs. 10/- each (at 52.5%) on the paid-up equity share capital of the Company in addition to the interim dividend of Rs. 2.25/- per equity share of face value of Rs. 10/- each (at 22.5%) declared during the year. The total payout will amount to Rs. 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 .

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 CM 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 Al-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.

Board's Report (Contd.)

• 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 Al), ISO 42000 (Al 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 Al 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 Al 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 Al 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 Al-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 Al) 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 .

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 fora period of 5yearsfrom Septembers, 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 Lai

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: .

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: . 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: .

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 Rs. 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 .

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: .

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, 19G1

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 tC0 2 e 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

Overthe 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 SAAFIAS 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 criteriaforthe 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 GEOGRAPHIES

EARTH 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 projectin Columbus, promotingsustainabilityand 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 Brazilteam 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 MasterYour 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 Al 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.

IA AS 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 (laaS) 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

Board's Report (Contd.)

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

The Al 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 Al INFRASTRUCTURE INCLUDE:

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

• Advanced Cooling Mechanisms: Integrated modern cooling technologies to efficiently manage heat generated by intensive Al 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 Al 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.

Foreign Exchange Earnings and Outgo

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

PARTICULARS OF LOANS, GUARANTEES OR INVESTMENTS UNDER SECTION 186 OF THE ACT

Particulars of loans, guarantees or investments made during the year under review, pursuant to the provisions of Section 186 of the Act are as follows:

Note:

On March 23, 2026, KPIT Technologies Limited sold its holding in N-Dream AG, to its wholly-owned subsidiary, KPIT Technologies (UK) Limited for a total consideration of Rs. 750.71 million.

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.

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 (Al), along with the increasing adoption of Al 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 Al-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 .

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 internalfinancial 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 furtherthank 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