UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 20-F
(Mark One)
o Registration statement pursuant to Section 12(b) or (g) of the Securities Exchange Act of 1934
OR
x Annual Report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the fiscal year ended March 31, 2016
OR
o Transition Report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the transition period from __________ to _________
OR
o Shell Company Report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
Date of event requiring this shell company report________
Commission File Number 001-35754
INFOSYS LIMITED
(Exact name of Registrant as specified in its charter)
Not Applicable
(Translation of Registrant’s name into English)
Bangalore, Karnataka, India
(Jurisdiction of incorporation or organization)
Electronics City, Hosur Road, Bangalore, Karnataka, India 560 100. +91-80-2852-0261
(Address of principal executive offices)
M.D.Ranganath, Chief Financial Officer, +91-80-2852-1692
ranganath_m@infosys.com
Electronics City, Hosur Road, Bangalore, Karnataka, India 560 100.
(Name, telephone, e-mail and / or facsimile number and address of company contact person)
Securities registered or to be registered pursuant to Section 12(b) of the Act:
| Title of Each Class | Name of Each Exchange on Which Registered | ||
American Depositary Shares each represented by one Equity Share, par value  5/- per share |
New York Stock Exchange |
Securities registered or to be registered pursuant to Section 12(g) of the Act:
None.
(Title of class)
Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act:
Not Applicable
(Title of class)
Indicate the number of outstanding shares of each of the issuer’s classes of capital or common stock as of the close of the period covered by the Annual Report: 2,296,944,664 Equity Shares.
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.
Yes x No o
If this report is an annual or transition report, indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934.
Yes o No x
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.
Yes x No o
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Website, if any, every Interactive Data file required to be submitted and posted pursuant to Rule 405 of Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files).
Yes o No o
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, or a non-accelerated filer. See definition of accelerated filer and large accelerated filer in Rule 12b-2 of the Exchange Act. (Check one):
| Large accelerated filer x | Accelerated filer o | Non- accelerated filer o |
Indicate by check mark which basis of accounting the registrant has used to prepare the financial statements included in this filing:
U.S. GAAP o International Financial Reporting Standards as issued by the International Accounting Standards Board x Other o
If this is an annual report, indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).
Yes o No x
Currency of presentation and certain defined terms
In this Annual Report on Form 20-F, references
to “U.S.” or “United States” are to the United States of America, its territories and its possessions.
References to “India” are to the Republic of India. References to “$” or “dollars” or “U.S.
dollars” are to the legal currency of the United States and references to “” or “Rupees” or “Indian
rupees” are to the legal currency of India. Our financial statements are presented in U.S. dollars and are prepared in accordance
with the International Financial Reporting Standards (IFRS) as issued by the International Accounting Standards Board. References
to a particular “fiscal” year are to our fiscal year ended March 31 of such year.
All references to “we,” “us,” “our,” “Infosys” or the “Company” shall mean Infosys Limited and our consolidated subsidiaries unless specifically indicated otherwise or the context indicates otherwise. “Infosys” is a registered trademark of Infosys Limited in countries including United States, India, United Kingdom and Australia. All other trademarks or trade names used in this Annual Report on Form 20-F are the property of their respective owners.
All references to “IT services” exclude business process management services and products business.
Except as otherwise stated in this Annual Report on Form 20-F, all translations from Indian rupees to U.S. dollars effected on or after April 1, 2009 are based on the fixing rate in the city of Mumbai on business days for cable transfers in Indian rupees as published by the Foreign Exchange Dealers’ Association of India, or FEDAI.
On March 31, 2016, this exchange rate
was 66.26 per $1.00. No representation is made that the Indian rupee amounts have been, could have been or could be converted into
U.S. dollars at such a rate or any other rate. Any discrepancies in any table between totals and sums of the amounts listed are
due to rounding.
Special Note Regarding Forward-Looking Statements
This Annual Report on Form 20-F contains ‘forward-looking statements’, as defined in Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, that are based on our current expectations, assumptions, estimates and projections about the Company, our industry, economic conditions in the markets in which we operate, and certain other matters. Generally, these forward-looking statements can be identified by the use of forward-looking terminology such as ‘anticipate’, ‘believe’, ‘estimate’, ‘expect’, ‘intend’, ‘will’, ‘project’, ‘seek’, ‘should’ and similar expressions. Those statements include, among other things, the discussions of our business strategy and expectations concerning our market position, future operations, margins, profitability, liquidity and capital resources. These statements are subject to known and unknown risks, uncertainties and other factors, which may cause actual results or outcomes to differ materially from those implied by the forward-looking statements. Important factors that may cause actual results or outcomes to differ from those implied by the forward-looking statements include, but are not limited to, those discussed in the “Risk Factors” section in this Annual Report on Form 20-F. In light of these and other uncertainties, you should not conclude that the results or outcomes referred to in any of the forward-looking statements will be achieved. All forward-looking statements included in this Annual Report on Form 20-F are based on information available to us on the date hereof, and we do not undertake to update these forward-looking statements to reflect future events or circumstances unless required to do so by law.
Table of Contents
Item 1. Identity of Directors, Senior Management and Advisers
Not applicable.
Item 2. Offer Statistics and Expected Timetable
Not applicable.
SELECTED FINANCIAL DATA
Summary of Consolidated Financial Data
You should read the summary consolidated financial data below in conjunction with the Company's consolidated financial statements and the related notes, as well as the section titled “Operating and Financial Review and Prospects,” all of which are included elsewhere in this Annual Report on Form 20-F. The summary consolidated statements of comprehensive income for the years ended March 31, 2016, 2015, 2014, 2013 and 2012 and the summary consolidated balance sheet data as of March 31, 2016, 2015, 2014, 2013 and 2012 have been derived from our audited consolidated financial statements and related notes which were prepared and presented in accordance with International Financial Reporting Standards (IFRS) as issued by International Accounting Standards Board. Historical results are not necessarily indicative of future results.
(Dollars in millions, except per equity share and equity share data)
| Comprehensive Income Data | Fiscal | ||||
| 2016 | 2015 | 2014 | 2013 | 2012 | |
| Revenues | 9,501 | 8,711 | 8,249 | 7,398 | 6,994 |
| Cost of sales | 5,950 | 5,374 | 5,292 | 4,637 | 4,118 |
| Gross profit | 3,551 | 3,337 | 2,957 | 2,761 | 2,876 |
| Operating expenses: | |||||
| Selling and marketing expenses | 522 | 480 | 431 | 373 | 366 |
| Administrative expenses | 654 | 599 | 547 | 479 | 497 |
| Total operating expenses | 1,176 | 1,079 | 978 | 852 | 863 |
| Operating profit | 2,375 | 2,258 | 1,979 | 1,909 | 2,013 |
| Other income, net | 476 | 560 | 440 | 433 | 397 |
| Share in associate’s profit/(loss) | – | – | – | – | – |
| Profit before income taxes | 2,851 | 2,818 | 2,419 | 2,342 | 2,410 |
| Income tax expense | 799 | 805 | 668 | 617 | 694 |
| Net profit | 2,052 | 2,013 | 1,751 | 1,725 | 1,716 |
| Earnings per equity share: | |||||
| Basic ($)(1) | 0.90 | 0.88 | 0.77 | 0.76 | 0.75 |
| Diluted ($)(1) | 0.90 | 0.88 | 0.77 | 0.76 | 0.75 |
| Weighted average equity shares used in computing earnings per equity share: | |||||
| Basic(1) | 2,285,616,160 | 2,285,610,264 | 2,285,610,264 | 2,285,596,952 | 2,285,461,976 |
| Diluted(1) | 2,285,718,894 | 2,285,642,940 | 2,285,610,264 | 2,285,600,364 | 2,285,584,568 |
| Cash dividend per Equity Share- Interim dividend- ($) (2)(3)(4) | 0.15 | 0.49 | 0.32 | 0.28 | 0.31 |
| Cash dividend per Equity Share- Final dividend- ($) (2)(3)(4)(5) | 0.47 | 0.72 | 0.50 | 0.58 | 0.45 |
| Cash dividend per Equity Share- Interim dividend () (2)(4) |
10.00 | 30.00 | 20.00 | 15.00 | 15.00 |
| Cash dividend per Equity Share- Final dividend () (2)(4)(5) |
29.50 | 43.00 | 27.00 | 32.00 | 20.00 |
| (1) | Adjusted for bonus shares |
| (2) | Excludes corporate dividend tax |
| (3) | Converted at the monthly exchange rate in the month of declaration of dividend. |
| (4) | Data for fiscal years ended March 31, 2015, 2014, 2013 and 2012 are not adjusted for bonus shares |
| (5) | Data for fiscal year ended March 31, 2016 (fiscal 2016) is not adjusted for June 17, 2015 bonus issue |
(Dollars in millions except equity share data)
| Balance Sheet Data | As of March 31, | ||||
| 2016 | 2015 | 2014 | 2013 | 2012 | |
| Cash and cash equivalents | 4,935 | 4,859 | 4,331 | 4,021 | 4,047 |
| Available-for-sale financial assets, current | 11 | 140 | 367 | 320 | 6 |
| Investments in certificates of deposit | – | – | 143 | – | 68 |
| Net current assets | 5,804 | 5,731 | 5,656 | 5,347 | 5,008 |
| Non-current assets | 3,576 | 3,064 | 2,342 | 2,034 | 1,592 |
| Total assets | 11,378 | 10,615 | 9,522 | 8,539 | 7,537 |
| Non-current liabilities | 56 | 33 | 65 | 50 | 24 |
| Total equity | 9,324 | 8,762 | 7,933 | 7,331 | 6,576 |
| Number of shares outstanding (1)(2) | 2,296,944,664 | 1,148,472,332 | 574,236,166 | 574,236,166 | 574,230,001 |
| (1) | Includes treasury shares |
| (2) | Data for fiscal years ended March 31, 2015, 2014, 2013 and 2012 have not been adjusted for bonus shares |
Exchange rates
Our functional currency is the Indian rupee. We generate a major portion of our revenues in foreign currencies, particularly the U.S. dollar, the United Kingdom Pound Sterling, the Euro and the Australian dollar, whereas we incur a significant portion of our expenses in Indian rupees. The exchange rate between the rupee and the U.S. dollar has changed substantially in recent years and may fluctuate substantially in the future. Consequently, the results of our operations are affected as the rupee appreciates against the U.S. dollar and other foreign currencies. For fiscal 2016, 2015, 2014, 2013 and 2012, U.S. dollar denominated revenues represented 69.9%, 68.9%, 68.8%, 70.6% and 71.7% of total revenues, respectively. For the same respective periods, revenues denominated in United Kingdom Pound Sterling represented 6.6%, 5.9%, 5.9%, 6.4% and 6.8% of total revenues, revenues denominated in the Euro represented 9.3%, 10.2%, 10.3%, 8.8% and 7.7% of total revenues while revenues denominated in the Australian dollar represented 6.9%, 7.6%, 7.9%, 8.3% and 7.6% of total revenues. As such, our exchange rate risk primarily arises from our foreign currency revenues, receivables and payables.
Fluctuations in the exchange rate between the Indian rupee and the U.S. dollar will also affect the U.S. dollar equivalent of the Indian rupee price of our equity shares on the Indian stock exchanges and as a result, will likely affect the market price of our American Depositary Shares (ADSs). Such fluctuations also impact the U.S. dollar conversion by the depositary of any cash dividends paid in Indian rupees on our equity shares represented by the ADSs.
The following table sets forth, for the fiscal years indicated, information concerning the number of Indian rupees for which one U.S. dollar could be exchanged. The period end rates are based on the fixing rate in the city of Mumbai on business days for cable transfers in Indian rupees as published by the Foreign Exchange Dealers' Association of India, or FEDAI.
| Fiscal | Period End | Average | High | Low |
|
|
|
| |
| 2016 | 66.26 | 65.69 | 68.70 | 62.11 |
| 2015 | 62.50 | 61.18 | 63.04 | 59.11 |
| 2014 | 59.92 | 60.75 | 68.56 | 53.71 |
| 2013 | 54.29 | 54.54 | 57.02 | 50.53 |
| 2012 | 50.88 | 48.10 | 54.28 | 44.00 |
The following table sets forth the high and low exchange rates for the previous six months and is based on the exchange rates from Deutsche Bank, Mumbai.
| Month | High | Low |
|
| |
| April 2016 | 66.73 | 66.18 |
| March 2016 | 68.32 | 66.31 |
| February 2016 | 68.70 | 67.64 |
| January 2016 | 68.14 | 66.32 |
| December 2015 | 66.98 | 66.10 |
| November 2015 | 66.82 | 65.36 |
On May 18, 2016, the fixing rate in the
city of Mumbai for cash transfers in Indian rupees as published by FEDAI was 66.98.
The exchange rates for month-end and period-end reporting purposes have been based on the FEDAI rates. We believe that exchange rates published by FEDAI are more representative of market exchange rates than exchange rates published by individual banks. However, FEDAI does not publish exchange rates on a daily basis for all currencies, and in the absence of availability of daily exchange rates from FEDAI, we utilize exchange rates from Deutsche Bank, Mumbai, for daily transactions in the ordinary course of business.
Risk Factors
Investing in our American Depositary Shares, or ADSs, involves a high degree of risk. You should carefully consider the risks and uncertainties described below, together with all of the other information in this Annual Report on Form 20-F, including the section titled “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and our consolidated financial statements and related notes, before making a decision to invest in our ADSs. The risks and uncertainties described below may not be the only ones we face. If any of the risks actually occur, our business, financial condition, operating results and prospects could be materially and adversely affected. In that event, the market price of our common stock could decline, and you could lose part or all of your investment.
Risks Related to Our Company and Our Industry
Our revenues and expenses are difficult to predict and can vary significantly from period to period, which could cause our share price to decline.
Our revenues and profitability have often fluctuated and may vary significantly in the future from period to period. Therefore, we believe that period-to-period comparisons of our results of operations should not be relied upon as an indication of our future performance. It is possible that in the future our results of operations may be below the expectations of market analysts and our investors, which could cause the price of our equity shares and our ADSs to decline.
A significant part of our total operating expenses, particularly expenses related to personnel and facilities, are fixed in advance for any particular period. As a result, unanticipated variations in the number and timing of our projects, employee utilization rates, or the accuracy of our estimates of the resources required to complete ongoing projects may cause significant variations in our operating results in any particular period. There are also a number of factors that are not within our control that could cause fluctuations in our operating results from period to period.
We may not be able to sustain our previous profit margins or levels of profitability.
Our profitability could be affected by pricing pressures on our services, volatility of the exchange rates between the Indian rupee, the U.S. dollar, and other currencies in which we generate revenues or incur expenses, increased wage pressures in India and at other locations where we maintain operations, increases in taxes or the expiration of tax benefits, the size and timing of facilities expansion and the resulting depreciation and amortization costs, and any increase in visa costs .
While we seek to manage costs efficiently, if the proportion of our services delivered at client sites increases, we may not be able to keep our operating costs as low in the future, which would also have an adverse impact on our profit margins. Furthermore, in the past, our profit margin has been adversely impacted by the expiration of certain tax holidays and benefits in India, and we expect that it may be further adversely affected as, additional tax holidays and benefits expire in the future.
In addition, adverse cost structures may impact our ability to price large outsourcing deals competitively leading to lower win rates or reduced profitability.
Any increase in operating expenses not offset by an increase in pricing or any acquisition with a lower profitability could impact our operating margins.
The economic environment, pricing pressures, and decreased employee utilization rates could negatively impact our revenues and operating results.
Spending on technology products and services is subject to fluctuations depending on many factors, including the economic environment in the markets in which our clients operate.
Reduced IT spending in response to challenging economic environment leads to increased pricing pressure from our clients, which adversely impacts our revenue productivity, which we define as our revenue divided by billed person months. Moreover, reduced or delayed IT spending also adversely impacts our utilization rates for IT services professionals.
Reductions in IT spending, reductions in revenue productivity, increased credit risk and credit terms arising from or related to economic slowdown in the markets in which our clients operate have in the past adversely impacted, and may in the future adversely impact, our revenues, gross profits, operating margins and results of operations.
In addition to the business challenges and margin pressure resulting from economic slowdown in the markets in which our clients operate and the response of our clients to such slowdown, there is also a growing trend among consumers of IT services towards consolidation of technology service providers in order to improve efficiency and reduce costs. Our success in the competitive bidding process for new consolidation projects or in retaining existing projects is dependent on our ability to fulfil client expectations relating to staffing, efficient offshoring of services, absorption of transition costs and more stringent service levels. If we fail to meet a client’s expectations in such consolidation projects, this would likely adversely impact our business, revenues and operating margins. In addition, even if we are successful in winning the mandates for such consolidation projects, we may experience significant pressure on our operating margins as a result of the competitive bidding process.
Moreover, our ability to maintain or increase pricing is restricted as clients often expect that as we do more business with them, they will receive volume discounts or lower rates. In addition, existing and new customers are also increasingly using third-party consultants with broad market knowledge to assist them in negotiating contractual terms. Any inability to maintain or increase pricing on account of this practice may also adversely impact our revenues, gross profits, operating margins and results of operations.
Our revenues are highly dependent on clients primarily located in the United States and Europe, as well as on clients concentrated in certain industries, and an economic slowdown or other factors that affect the economic health of the United States, Europe or those industries, or any other impact on the growth of such industries, may affect our business.
In fiscal 2016, 62.7% and 23.0% of our revenues were derived from projects in North America and Europe, respectively.
Instability and uneven growth in the global economy has had an impact on the growth of the IT industry in the past and may continue to impact it in the future. This instability also impacts our business and results of operations, and may continue to do so in the future. In the past, weakness in the global economy had, and may in the future continue to have, a negative impact on the growth of the IT industry. If the United States or the European economy weakens or becomes unstable, our clients may reduce or postpone their technology spending significantly, which may in turn lower the demand for our services and negatively affect our revenues and profitability.
In fiscal 2016, we derived 27.3% of our revenues from the financial services industry. The industry was severely impacted by the crisis that started in 2008 in the United States, which led to the United States federal government taking over or providing financial support to many leading financial institutions and with some leading investment banks going bankrupt or being forced to sell themselves in distressed circumstances. Any future global economic uncertainty impacting the financial services industry, whom we depend on for a substantial portion of our annual revenues, may result in the reduction, postponement or consolidation of IT spending, contract terminations, deferrals of projects or delays in purchases by our clients. Any reduction, postponement or consolidation in IT spending may lower the demand for our services or impact the prices that we can obtain for our services and consequently, adversely affect our revenues and profitability.
Some of the industries in which our clients are concentrated, such as the financial services industry or the energy and utilities industry, are, or may be, increasingly subject to governmental regulation and intervention. For instance, clients in the financial services sector have been subject to increased regulation following the enactment of the Dodd-Frank Wall Street Reform and Consumer Protection Act in the United States. Increased regulation, changes in existing regulation or increased government intervention in the industries in which our clients operate may adversely affect the growth of their respective businesses and therefore negatively impact our revenues.
Currency fluctuations and declining interest rates may affect the results or our operations.
Our functional currency is the Indian rupee and we incur significant portion of our expenses in Indian rupees. However, we generate the majority of our revenues in foreign currencies, such as the U.S. dollar or the pound sterling, through our sales in the United States and elsewhere. We also purchase from overseas suppliers in various currencies. As a result of the increased volatility in the foreign exchange currency markets, there may be demand from our clients that the impact associated with foreign exchange fluctuations be borne by us. Also, historically, we have held a substantial majority of our cash funds in Indian rupees. We expect that a majority of our revenues will continue to be generated in foreign currencies, including the U.S. dollar, the pound sterling, the euro and the Australian dollar, for the foreseeable future and that a significant portion of our expenses, including personnel costs, as well as capital and operating expenditures, will continue to be denominated in Indian rupees. Accordingly, changes in exchange rates may have a material adverse effect on our revenues, other income, cost of sales, gross margin and net income, and may have a negative impact on our business, operating results and financial condition. For example, during fiscal 2016, every percentage point depreciation / appreciation in the exchange rate between the Indian rupee and the U.S. dollar, has affected the company’s incremental operating margins by approximately 0.50%.
We use derivative financial instruments such as foreign exchange forward and option contracts to mitigate the risk of changes in foreign exchange exposures. Our purchase of these derivative instruments, however, may not be adequate to insulate ourselves from foreign currency exchange risks.
We may incur losses due to unanticipated or significant intra quarter movements in currency markets which could have an adverse impact on our profit margin and results of operations. Also, the volatility in the foreign currency markets may make it difficult to hedge our foreign currency exposures effectively.
Further, the policies of the RBI may change from time to time which may limit our ability to hedge our foreign currency exposures adequately. Full or increased capital account convertibility, if introduced, could result in increased volatility in the fluctuations of exchange rates between the rupee and foreign currencies.
A majority of our investments are in India based assets, and are exposed to fluctuations in the interest rate environment in the country, which depends to a great extent on RBI monetary policy. Changes in RBI policy in the form of interest rate cuts could result in lower interest income and affect our profitability.
Our success depends largely upon our highly-skilled technology professionals and our ability to hire, attract, motivate, retain and train these personnel.
Our ability to execute projects, maintain our client relationships and acquire new clients depends largely on our ability to attract, hire, train, motivate and retain highly skilled technology professionals, particularly project managers and other mid-level professionals. If we cannot hire, motivate and retain personnel, our ability to bid for projects, obtain new projects and expand our business will be impaired and our revenues could decline.
Increasing worldwide competition for skilled technology professionals and increased hiring by technology companies, particularly in India, may affect our ability to hire and retain an adequate number of skilled and experienced technology professionals, which may in turn have an adverse effect on our business, results of operations and financial condition.
Changes in policies or laws may also affect the ability of technology companies to attract and retain personnel. For instance, the central government or state governments in India may introduce legislation which require employers to give preferential hiring treatment to underrepresented groups. The quality of our work force is critical to our business. If any such central government or state government legislation becomes effective, our ability to hire the most highly qualified technology professionals may be hindered.
In addition, the demands of changes in technology, evolving standards and changing client preferences may require us to redeploy and retrain our technology professionals. If we are unable to redeploy and retrain our technology professionals to keep pace with continuing changes in technology, evolving standards and changing client preferences, this may adversely affect our ability to bid for and obtain new projects and may have a material adverse effect on our business, results of operations and financial condition.
Wage pressures in India and the hiring of employees outside India may prevent us from sustaining some of our competitive advantage and may reduce our profit margins.
Wage costs in India have historically been significantly lower than wage costs in the United States and Europe for comparably skilled professionals, which has been one of our competitive strengths. Although, a vast majority of our current workforce is based in India, we expect to increase hiring in other jurisdictions, including the United States and Europe. Any such hiring is likely to be at wages higher than those prevailing in India and may increase our operating costs and adversely impact our profitability.
Further, in certain jurisdictions in which we operate, legislations have been adopted that requires our non-resident employees working in such jurisdictions to earn the same wages as residents or citizens of such jurisdiction which we have complied with. In case such legislative proposals are adopted by other jurisdictions our operating costs will go up. For example, the minimum wages for certain work permit holders in the United Kingdom have increased recently, thereby increasing the cost of conducting business in that jurisdiction.
Additionally, wage increases in India may prevent us from sustaining this competitive advantage and may negatively affect our profit margins. We have historically experienced significant competition for employees from large multinational companies that have established and continue to establish offshore operations in India, as well as from companies within India. This competition has led to wage pressures in attracting and retaining employees, and these wage pressures have led to a situation where wages in India are increasing at a faster rate than in the United States, which could result in increased costs for companies seeking to employ technology professionals in India, particularly project managers and other mid-level professionals. We may need to increase our employee compensation more rapidly than in the past to remain competitive with other employers, or seek to recruit in other low labor cost jurisdictions to keep our wage costs low. The company may issue incentive compensation plans to its employees and management. Any compensation increases in the future may result in higher operating costs and lower profitability. In certain years, we may not give wage increases due to adverse market conditions while our competitors may still give wage increases. This may result in higher attrition rates and may impact our ability to hire the best talent.
Any inability to manage our growth could disrupt our business, reduce our profitability and adversely impact our ability to implement our growth strategy.
Our employee base grew significantly in the recent periods. Between March 31, 2012 and March 31, 2016, our total employee count grew by 29.4% from 149,994 to 194,044.
In addition, in the last five years we have undertaken and continue to undertake major expansions of our existing facilities, as well as the construction of new facilities. We expect our growth to place significant demands on our management team and other resources. Our growth will require us to continuously develop and improve our operational, financial and other internal controls, both in India and elsewhere. Inadequate financial controls may increase the possibility of fraud and/or negatively impact the accuracy of our financial reporting and stakeholder relationships. In addition, continued growth increases the challenges involved in:
| · | recruiting, training and retaining sufficient skilled technical, marketing and management personnel; |
| · | adhering to and further improving our high quality and process execution standards; |
| · | preserving our culture, values and entrepreneurial environment; |
| · | successfully expanding the range of services offered to our clients; |
| · | developing and improving our internal administrative infrastructure, particularly our financial, operational, communications and other internal systems, |
| · | maintaining high levels of client satisfaction; and |
| · | maintaining an effective internal control system and training our employees to mitigate the risk of individuals engaging in unlawful or fraudulent activity, breaching contractual obligations, or otherwise exposing us to unacceptable business risks |
Our growth strategy relies on expanding our operations around the world. The costs involved in entering and establishing ourselves in new markets, and expanding such operations, may be higher than expected and we may face significant competition in these regions. Our inability to manage our expansion and related growth in these markets or regions may have an adverse effect on our business, results of operations and financial condition. In addition, our organizational structures, processes and culture may not be sufficiently agile and adaptive to embrace the changes required to execute our strategy.
We may not be able to provide end-to-end business solutions for our clients, which could lead to clients discontinuing their work with us, which in turn could harm our business.
In recent years, we have been expanding the nature and scope of our client engagements by extending the breadth of solutions and services that we offer, which include, for example, application development and maintenance, consulting, business process management, systems integration and infrastructure management.
The increased breadth of our service offerings may result in larger and more complex client projects. This will require us to establish closer relationships with our clients and potentially with other technology service providers and vendors, and require a more thorough understanding of our clients’ operations. Our ability to establish these relationships will depend on a number of factors including the proficiency of our technology professionals and our management personnel. Thus, if we are unable to attain a thorough understanding of our clients’ operations, our service offerings may not effectively meet client needs and jeopardize our client engagements, which may negatively impact on our revenues and financial condition.
Larger projects often involve multiple components, engagements or stages, and a client may choose not to retain us for additional stages or may cancel or delay additional planned engagements for various reasons unrelated to the quality of our services and outside of our control, such as the business or financial condition of our clients or the economy generally. These terminations, cancellations or delays may make it difficult to plan for project resource requirements, which may have a negative impact on our profitability.
The success of our service offerings depends, in part, upon the continued demand for such services by our existing and new clients and our ability to meet this demand in a competitive and cost-effective manner. To obtain engagements for our end-to-end solutions, we are competing with large, well-established international consulting firms as well as other India-based technology services companies, resulting in increased competition and marketing costs. Accordingly, we may be unable to continue to expand our service offerings and attract existing and new clients to these service offerings.
Intense competition in the market for technology services could affect our pricing, which could reduce our share of business from clients and decrease our revenues.
The technology services market is highly competitive. Our competitors include large consulting firms, captive divisions of large multinational technology firms, infrastructure management services firms, Indian technology services firms, software companies and in-house IT departments of large corporations.
The technology services industry is experiencing rapid changes that are affecting the competitive landscape, including recent divestitures and acquisitions that have resulted in consolidation within the industry. These changes may result in larger competitors with significant resources. In addition, some of our competitors have added offshore capabilities to their service offerings. These competitors may be able to offer their services using the offshore and onsite model more efficiently. Many of these competitors are also substantially larger than us and have significant experience with international operations. We may face competition in countries where we currently operate, as well as in countries in which we expect to expand our operations. We also expect additional competition from technology services firms with current operations in other countries, such as China and the Philippines. Many of our competitors have significantly greater financial, technical and marketing resources, generate greater revenues, have more extensive existing client relationships and technology partners and have greater brand recognition than we do. We may be unable to compete successfully against these competitors, or may lose clients to these competitors. Additionally our ability to compete effectively also depends in part on factors outside our control, such as the price at which our competitors offer comparable services, and the extent of our competitors’ responsiveness to their clients’ needs.
A large part of our revenues is dependent on our top clients, and the loss of any one of our major clients could significantly impact our business.
We have historically earned, and believe that in the future we will continue to earn, a significant portion of our revenues from a limited number of clients. In fiscal 2016, our largest client accounted for 3.6% of our total revenues, and our five largest clients together accounted for 13.8% of our total revenues. The volume of work we perform for specific clients is likely to vary from year to year, particularly since we historically have not been the exclusive external services provider for our clients. Thus, a major client in one year may not provide the same level of revenues in a subsequent year. There are a number of factors, other than our performance, that could cause the loss of a client. In certain cases, our business may be impacted when a large client either changes its outsourcing strategy by moving more work in-house or replacing its existing software with packaged software supported by the licensor. Reduced technology spending in response to a challenging economic or competitive environment may also result in our loss of a client. If we lose one of our major clients or if one of our major clients significantly reduces its volume of business with us, our revenues and profitability could be reduced.
Our success depends in large part upon our management team and key personnel and our ability to attract and retain them.
We are highly dependent on our Directors (the “Board”), and the management team including our Chief Executive Officer, our Chief Operating Officer, our Chief Financial Officer, and members of our senior executive leadership. Our future performance and customer relationships may be affected by any disruptions in the continued service of our directors, executives and other officers.
Competition for senior management in our industry is intense, and we may not be able to retain senior management personnel or attract and retain new senior management personnel in the future. Furthermore, we do not maintain key man life insurance for any of the senior members of our management team or other key personnel. The loss of any member of our senior management or other key personnel may have a material adverse effect on our business, results of operations and financial condition.
Our failure to complete fixed-price and fixed-timeframe contracts, or transaction-based pricing contracts, within budget and on time, may negatively affect our profitability.
As an element of our business strategy, in response to client requirements and pressures on IT budgets, we are offering an increasing portion of our services on a fixed-price, fixed-timeframe basis, rather than on a time-and-materials basis. In the fiscal years ended March 31, 2016, 2015 and 2014, revenues from fixed-price, fixed-timeframe projects accounted for 44.0%, 42.1%, and 40.8% of our total services revenues, respectively. In addition, pressure on the IT budgets of our clients has led us to deviate from our standard pricing policies and to offer varied pricing models to our clients in certain situations in order to remain competitive. For example, we are entering into transaction-based pricing contracts with certain clients who were not previously offered such terms in order to give our clients the flexibility to pay as they use our services.
The risk of entering into fixed-price, fixed-timeframe arrangements and transaction-based pricing arrangements is that if we fail to properly estimate the appropriate pricing for a project, we may incur lower profits or incur losses as a result of being unable to execute projects on the timeframe and with the amount of labor we expected. Although, we use our software engineering methodologies and processes and past project experience to reduce the risks associated with estimating, planning and performing fixed-price, fixed-timeframe projects and transaction-based pricing projects, we bear the risk of cost overruns, completion delays and wage inflation in connection with these projects. If we fail to estimate accurately the resources and time required for a project, future wage inflation rates, or currency exchange rates, or if we fail to complete our contractual obligations within the contracted timeframe, our profitability may suffer. We expect that we will continue to enter into fixed-price, fixed-timeframe and transaction-based pricing engagements in the future, and such engagements may increase in relation to the revenues generated from engagements on a time-and-materials basis, which would increase the risks to our business.
Our client contracts can typically be terminated without cause and with little or no notice or penalty, which could negatively impact our revenues and profitability.
Our clients typically retain us on a non-exclusive, project-by-project basis. Many of our client contracts, including those that are on a fixed-price, fixed-timeframe basis, can be terminated with or without cause, between zero and 90 days’ notice. Our business is dependent on the decisions and actions of our clients, and there are a number of factors relating to our clients that are outside of our control which might lead to termination of a project or the loss of a client, including:
| - | financial difficulties for a client; |
| - | a change in strategic priorities, resulting in a reduced level of technology spending; |
| - | a demand for price reductions; |
| - | a change in outsourcing strategy by moving more work to the client’s in-house technology departments or to our competitors; |
| - | the replacement by our clients of existing software with packaged software supported by licensors; |
| - | mergers and acquisitions; |
| - | consolidation of technology spending by a client, whether arising out of mergers and acquisitions, or otherwise; and |
| - | sudden ramp-downs in projects due to an uncertain economic environment. |
Our inability to control the termination of client contracts could have a negative impact on our financial condition and results of operations.
Our engagements with customers are typically singular in nature and do not necessarily provide for subsequent engagements.
Our clients generally retain us on a short-term, engagement-by-engagement basis in connection with specific projects, rather than on a recurring basis under long-term contracts. Although a substantial majority of our revenues are generated from repeat business, which we define as revenues from a client who also contributed to our revenues during the prior fiscal year, our engagements with our clients are typically for projects that are singular in nature. Therefore, we must seek out new engagements when our current engagements are successfully completed or terminated, and we are constantly seeking to expand our business with existing clients and secure new clients for our services. In addition, in order to continue expanding our business, we may need to significantly expand our sales and marketing group, which would increase our expenses and may not necessarily result in a substantial increase in business. If we are unable to generate a substantial number of new engagements for projects on a continual basis, our business and results of operations would likely be adversely affected.
Our client contracts are often conditioned upon our performance, which, if unsatisfactory, could result in lower revenues than previously anticipated.
A number of our contracts have incentive-based or other pricing terms that condition some or all of our fees on our ability to meet defined performance goals or service levels. Our failure to meet these goals or a client’s expectations in such performance-based contracts may result in a less profitable or an unprofitable engagement.
Some of our long-term client contracts contain benchmarking provisions which, if triggered, could result in lower future revenues and profitability under the contract.
As the size and duration of our client engagements increase, clients may increasingly require benchmarking provisions. Benchmarking provisions allow a customer in certain circumstances to request a benchmark study prepared by an agreed upon third-party comparing our pricing, performance and efficiency gains for delivered contract services to that of an agreed upon list of other service providers for comparable services. Based on the results of the benchmark study and depending on the reasons for any unfavorable variance, we may be required to reduce the pricing for future services performed under the balance of the contract, which could have an adverse impact on our revenues and profitability. Benchmarking provisions in our client engagements may have a greater impact on our results of operations during an economic slowdown, because pricing pressure and the resulting decline in rates may lead to a reduction in fees that we charge to clients that can have benchmarking provisions in their engagements with us.
Our increasing work with governmental agencies may expose us to additional risks.
Currently, the vast majority of our clients are privately or publicly owned. However, we are increasingly bidding for work with governments and governmental agencies, both within and outside the United States and India. Projects involving governments or governmental agencies carry various risks inherent in the government contracting process, including the following:
| - | Such projects may be subject to a higher risk of reduction in scope or termination than other contracts due to political and economic factors such as changes in government, pending elections or the reduction in, or absence of, adequate funding, or disputes with other government departments or agencies. |
| - | Terms and conditions of government contracts tend to be more onerous than other contracts and may include, among other things, extensive rights of audit, more punitive service level penalties and other restrictive covenants. Also, the terms of such contracts are often subject to change due to political and economic factors. |
| - | Government contracts are often subject to more extensive scrutiny and publicity than other contracts. Any negative publicity related to such contracts, regardless of the accuracy of such publicity, may adversely affect our business and reputation. |
| - | Participation in government contracts could subject us to stricter regulatory requirements, which may increase our cost of compliance. |
| - | Such projects may involve multiple parties in the delivery of services and require greater project management efforts on our part, and any failure in this regard may adversely impact our performance. |
In addition, we operate in jurisdictions in which local business practices may be inconsistent with international regulatory requirements, including anti-corruption and anti-bribery regulations prescribed under the U.S. Foreign Corrupt Practices Act (FCPA), and the U.K. Bribery Act 2010, which, among other things, prohibits giving or offering to give anything of value with the intent to influence the awarding of government contracts. Although we believe that we have adequate policies and enforcement mechanisms to ensure legal and regulatory compliance with the FCPA, the U.K. Bribery Act 2010 and other similar regulations, it is possible that some of our employees, subcontractors, agents or partners may violate any such legal and regulatory requirements, which may expose us to criminal or civil enforcement actions, including penalties and suspension or disqualification from U.S. federal procurement contracting. If we fail to comply with legal and regulatory requirements, our business and reputation may be harmed.
Any of the above factors could have a material and adverse effect on our business or our results of operations.
Our business will suffer if we fail to anticipate and develop new services and enhance existing services in order to keep pace with rapid changes in technology and in the industries on which we focus.
The technology services market is characterized by rapid technological change, evolving industry standards, changing client preferences and new product and service introductions. Our future success will depend on our ability to anticipate these advances and develop new product and service offerings to meet client needs. We may fail to anticipate or respond to these advances on a timely basis, or, if we do respond, the services or technologies that we develop may not be successful in the marketplace. We have recently introduced, and propose to introduce, several new solutions involving complex delivery models combined with innovative, and often transaction-based, pricing models. The complexity of these solutions, our inexperience in developing or implementing them and significant competition in the markets for these solutions may affect our ability to market these solutions successfully. In addition, the development of some of the services and technologies may involve significant upfront investments and the failure of these services and technologies may result in our inability to recoup some or all of these investments. Further, better or more competitively priced products, services or technologies that are developed by our competitors may render our services non-competitive or obsolete.
Disruptions in telecommunications, system failures, or virus attacks could negatively impact our operations and ability to provide our services and solutions, which could result in client dissatisfaction and a reduction of our revenues.
We currently have 114 development centers located in various countries around the world. Our development centers globally are linked with a telecommunications network architecture that uses multiple service providers and various satellite and optical links with alternate routing. While we believe we have put in place adequate infrastructure and business continuity plans in case of virus attack or disruption in services due to failure in communication network, we cannot assure you that we will be able to maintain active voice and data communications between our various development centers and our clients’ sites at all times due to such disruptions.
Any significant failure in our ability to communicate could disrupt our business, which could hinder our performance or our ability to complete client projects on time. This, in turn, could lead to client dissatisfaction and have a material adverse effect on our business, results of operations, our reputation and financial condition.
We may be liable to our clients for damages caused by disclosure of confidential information, system failures, errors or unsatisfactory performance of services.
We are often required to collect and store sensitive or confidential client and customer data. Many of our client agreements do not limit our potential liability for breaches of confidentiality. Unauthorized misappropriation or disclosure of sensitive or confidential client and customer data, whether through breach of our computer systems, unauthorized access by our employees or third-party vendors, systems failure or otherwise, could damage our reputation, cause us to lose clients and subject us to significant liability from our clients or from our clients’ customers for breaching contractual confidentiality provisions or privacy laws.
Many of our contracts involve projects that are critical to the operation of our clients’ businesses, and provide benefits which may be difficult to quantify. Any failure in a client’s system or breaches of security, regardless of our responsibility for such failure, could result in a claim for substantial damages against us and force us to incur significant expense for our defense or could require that we pay large sums in settlement. Furthermore, any errors by our employees in the performance of services for a client, or poor execution of such services, could result in a client terminating our engagement and seeking damages from us.
Our clients may seek more favorable terms from us in our contracts, particularly in connection with clauses related to the limitation of our liability for damages resulting from unsatisfactory performance of services. The inclusion of such terms in our client contracts, particularly where they relate to our attempt to limit our contractual liability for damages, may increase our exposure to liability in the case of our failure to perform services in a manner required under the relevant contracts. Further, any damages resulting from such failure, particularly where we are unable to recover such damages in full from our insurers, may adversely impact our business, revenues and operating margins.
We may be the subject of litigation which, if adversely determined, could harm our business and operating results.
We are, and may in the future be, subject to legal claims arising in the normal course of business. An unfavorable outcome on any litigation matter could require that we pay substantial damages, or, in connection with any intellectual property infringement claims, could require that we pay ongoing royalty payments or prevent us from selling certain of our products. In addition, we may decide to settle any litigation, which could cause us to incur significant costs. A settlement or an unfavorable outcome on any litigation matter could have a material adverse effect on our business, operating results, reputation, financial position or cash flows.
Our insurance coverage may not be adequate to protect us against all potential losses to which we may be subject, and this may have a material adverse effect on our business.
Our insurance policies cover physical loss or damage to our property and equipment arising from a number of specified risks and certain consequential losses, including business interruption, arising from the occurrence of an insured event under the policies. Under our property and equipment policies, damages and losses caused by certain natural disasters, such as earthquakes, acts of terrorism, floods and windstorms are also covered. We also maintain general liability insurance coverage, for damage caused by disclosure of confidential information, system failures, errors or unsatisfactory performance of services to our clients and marine insurance.
We believe we have taken sufficient insurance policies to cover ourselves from potential losses that we may be subject to. However, this coverage may not continue to be available on reasonable terms and may be unavailable in sufficient amounts to cover one or more large claims. Also an insurer might disclaim coverage as to any future claim. A successful assertion of one or more large claims against us that exceeds our available insurance coverage or changes in our insurance policies, including premium increases or the imposition of a large deductible or co-insurance requirement, could adversely affect our operating results.
Also, losses arising from events not covered by insurance policies, could materially harm our financial condition and future operating results. There can be no assurance that any claims filed, under our insurance policies will be honored fully or timely. Our financial condition may be materially and adversely affected to the extent we suffer any loss or damage that is not covered by insurance or which exceeds our insurance coverage.
We are investing substantial cash assets in new facilities and physical infrastructure, and our profitability could be reduced if our business does not grow proportionately.
As of March 31, 2016, we had contractual commitments of $224 million for capital expenditures, including commitments related to the expansion or construction of facilities. We may encounter cost overruns or project delays in connection with expansion of existing facilities and construction of new facilities. Expansions of existing facilities and construction of new facilities will increase our fixed costs. If we are unable to grow our business and revenues proportionately, our profitability will be reduced.
We may be unable to recoup investment costs incurred in developing our software products and platforms
The development of our software products and platforms requires significant investments. The markets for our suite of software products and platforms are competitive. Our current software products and platforms or any new software products and platforms that we develop may not be commercially successful and the costs of developing such new software products and platforms may not be recouped. Since software product and platform revenues typically occur in periods subsequent to the periods in which the costs are incurred for the development of such software products and platforms, delayed revenues may cause periodic fluctuations in our operating results.
We may engage in acquisitions, strategic investments, strategic partnerships or alliances or other ventures that may or may not be successful.
We seek to acquire or make strategic investments in complementary businesses, technologies, services or products, or enter into strategic partnerships or alliances with third parties in order to enhance our business.
It is possible that we may not be able to identify suitable acquisitions, candidates for strategic investment or strategic partnerships, or if we do identify suitable targets, we may not complete those transactions on terms commercially acceptable to us. Our inability to identify suitable acquisition targets or investments or our inability to complete such transactions may affect our competitiveness and growth prospects.
Even if we are able to identify an acquisition that we would like to consummate, we may not be able to complete the acquisition on commercially reasonable terms or the target may be acquired by another company. Furthermore, in the event that we are able to identify and consummate any future acquisitions, we could:
| - | issue equity securities which would dilute current shareholders’ percentage ownership; |
| - | incur substantial debt; |
| - | incur significant acquisition-related expenses; |
| - | assume contingent liabilities; or |
| - | expend significant cash. |
These financing activities or expenditures could harm our business, operating results and financial condition or the price of our common stock. Alternatively, due to possible difficulties in the capital and credit markets, we may be unable to secure capital on acceptable terms, if at all, to complete acquisitions.
Moreover, even if we do obtain benefits from acquisitions in the form of increased sales and earnings, there may be a delay between the time when the expenses associated with an acquisition are incurred and the time when we recognize such benefits.
Further, if we acquire a company, we could have difficulty in assimilating that company’s personnel, operations, products, services, solutions, technology and software. In addition, the key personnel of the acquired company may decide not to work for us. These difficulties could disrupt our ongoing business, distract our management and employees and increase our expenses.
We have made, and may in the future make, strategic investments in early-stage technology start-up companies in order to gain experience in or exploit niche technologies. However, our investments may not be successful. The lack of profitability of any of our investments could have a material adverse effect on our operating results.
Goodwill that we carry on our Balance Sheet could give rise to significant impairment charges in the future.
Goodwill is subject to impairment review at least annually. Impairment testing under International Financial Reporting Standards (IFRS) as issued by the International Accounting Standards Board may lead to impairment charges in the future. Any significant impairment charges could have a material adverse effect on our results of operations.
The markets in which we operate are subject to the risk of earthquakes, floods, tsunamis, storms and other natural and manmade disasters.
Some of the regions that we operate in are prone to earthquakes, floods, tsunamis, storms and other natural and manmade disasters. In the event that any of our business centers are affected by any such disasters, we may incur costs in redeploying personnel and property, sustain damage to our operations and properties, suffer significant financial losses or be unable to complete our client engagements in a timely manner, if at all.
In addition, if there is any natural disaster in any of the locations in which our significant customers are located, we face the risk that our customers may incur losses or sustain business interruption, which may materially impair our ability to provide services to our customers and may limit their ability to continue their purchase of products or services from us. Any natural disaster in the markets in which we operate could have a material adverse effect on our business, financial condition, results of operations and cash flows.
Risks related to Legislation and Regulatory Compliance
Anti-outsourcing legislation in certain countries in which we operate, including the United States and the United Kingdom, may restrict companies in those countries from outsourcing work to us, or may limit our ability to send our employees to certain client sites.
The issue of domestic companies outsourcing services to organizations operating in other countries is a topic of political discussion in the United States, as well as in Europe, Asia Pacific and other regions in which we have clients. Some countries and special interest groups have expressed concerns about a perceived association between offshore outsourcing and the loss of jobs in the domestic economy. This has resulted in increased political and media attention, especially in the United States, where the subject of outsourcing and immigration reform has become a notable topic during the recent presidential debates. It is possible that there could be a change in the existing laws that would restrict offshore outsourcing or impose new standards that have the effect of restricting the use of certain visas in the foreign outsourcing context. Such measures would adversely impact our ability to do business in the jurisdictions in which we operate.
In addition, the U.S. Congress is considering extensive changes to U.S. immigration laws regarding the admission of high-skilled temporary and permanent workers. If any such provisions are signed into law, our cost of doing business in the United States would increase and that may discourage customers from seeking our services. Further, such laws could disrupt supply chain of our talent and thereby affect our operations and profitability. This could have a material and adverse effect on our business, revenues and operating results.
Equity investments by governmental entities in, or governmental financial aid to, our clients may involve restrictions on the ability of such clients to outsource offshore or otherwise restrict offshore IT vendors from utilizing the services of work visa holders at client locations. Any restriction on our ability to deploy our trained offshore resources at client locations may in turn require us to replace our existing offshore resources with local resources, or hire additional local resources, who may only be available at higher wages. Any resulting increase in our compensation, hiring and training expenses could adversely impact our revenues and operating profitability.
In addition, the European Union (EU) member states have adopted the Acquired Rights Directive, while some European countries outside of the EU have enacted similar legislation. The Acquired Rights Directive and certain local laws in European countries that implement the Acquired Rights Directive, such as the Transfer of Undertakings (Protection of Employees) Regulations, or TUPE, in the United Kingdom, allow employees who are dismissed as a result of “service provision changes”, which may include outsourcing to non-EU companies, to seek compensation either from the company from which they were dismissed or from the company to which the work was transferred. This could deter EU companies from outsourcing work to us and could also result in us being held liable for redundancy payments to such workers. Any such event could adversely affect our revenues and operating profitability.
Restrictions on immigration may affect our ability to compete for and provide services to clients in the United States, Europe and other jurisdictions, which could hamper our growth or cause our revenues to decline.
The vast majority of our employees are Indian nationals. Most of our projects require a portion of the work to be completed at the client’s location. The ability of our technology professionals to engage in work-related activity in the United States, Europe and in other countries depends on the ability to obtain the necessary visas and work permits.
As of March 31, 2016, the majority of our professionals in the United States held either H-1B visas, which are for professionals who work in a specialty occupation, or L-1 visas, which are for intra-company transfers of managers, executives or who have specialized knowledge. Both are temporary visas, but the company may sponsor employees on either visa for green cards. There have been and will continue to be calls for extensive changes to U.S. immigration laws regarding the admission of highly-skilled temporary and permanent workers. If such legislative proposals are signed into law, our cost of doing business in the United States may increase dramatically and that may discourage customers from seeking our services. This could have a material and adverse effect on our business, revenues and operating results.
Although there is no limit to new L-1 visas, there is a limit to the aggregate number of new H-1B visas that the U.S. Citizenship and Immigration Services (USCIS) may approve in any government fiscal year which is 65,000 annually, plus 20,000 additional H-1B visas that are available to skilled workers who possess a master's or higher degree from institutions of higher education in the United States. For fiscal 2017, over 236,000 applications were received during the filing period which began on April 1, 2016. The U.S. government conducts a random lottery to determine which H-1B applications will be adjudicated that year. Increasing demand for H-1B visas, or changes in how the annual limit is administered, could limit our ability to access those visas.
The USCIS has increased its level of scrutiny in granting new visas. This may, in the future, also lead to limits on the number of L-1 visas granted. Changes in L-1 visa policy, either by statute or through administrative policy, could limit our ability to transfer existing employees to the United States.
Many countries have introduced new immigration related laws, wherein companies sponsoring foreign workers would be required to demonstrate that there are no qualified and experienced local workers to fill a position to be taken by a proposed visa holder. Similar labor market protective immigration reform measures have been introduced in Canada, which include new minimum wage requirements for foreign workers, required ratios of local labor, and new minimum standards for intra-company transfers.
Our reliance on work visas for a significant number of technology professionals makes us particularly vulnerable to such changes and variations as it affects our ability to staff projects with technology professionals who are not citizens of the country where the work is to be performed. Many of these changes are making it more difficult to obtain timely visas and resulting in increased expenses. The government may also tighten adjudication standards for labor market tests. These changes could negatively affect our ability to utilize current employees to fulfill existing or new projects and could also result in higher operating expenses.
New and changing corporate governance and public disclosure requirements add uncertainty to our compliance policies and increase our costs of compliance.
Changing laws, regulations and standards relating to accounting, corporate governance and public disclosure create uncertainty for our compliance efforts and may result in added compliance costs. India has witnessed sweeping changes to its corporate law regime over the past few years. The changes introduced by the Companies Act, 2013, the Listing Obligations and Disclosure Requirements of the Securities and Exchange Board of India (SEBI), 2015 (Listing Regulations) and the SEBI’s Insider Trading Regulations are far-reaching and often untested and have added complexity to our corporate compliance regime.
In connection with this Annual Report on Form 20-F for the fiscal year ended March 31, 2016, our management assessed our internal controls over financial reporting, and determined that our internal controls were effective as of March 31, 2016. However, we will undertake management assessments of our internal control over financial reporting in connection with each annual report, and any deficiencies uncovered by these assessments or any inability of our auditors to issue an unqualified opinion regarding our internal control over financial reporting could harm our reputation and the price of our equity shares and ADSs.
We are committed to maintaining high standards of corporate governance and public disclosure, and our efforts to comply with evolving laws, regulations and standards in this regard have resulted in, and are likely to continue to result in, increased general and administrative expenses and a diversion of management time and attention from revenue-generating activities to compliance activities.
In addition, it may become more expensive or more difficult for us to obtain director and officer liability insurance. Further, our Board members and executive officers could face an increased risk of personal liability in connection with their performance of duties and our regulatory reporting obligations. As a result, we may face difficulties attracting and retaining qualified Board members and executive officers, which could harm our business. If we fail to comply with new or changed laws or regulations, our business and reputation may be harmed.
The intellectual property laws of India are limited and do not give sufficient protection to software and the related intellectual property rights to the same extent as those in the United States. We may be unsuccessful in protecting our intellectual property rights. We may also be subject to third party claims of intellectual property infringement.
We rely on a combination of patent, copyright, trademark and design laws, trade secrets, confidentiality procedures and contractual provisions to protect our intellectual property. However, the laws of India do not protect proprietary rights to the same extent as laws in the United States. While we take utmost care in protecting our intellectual property, our competitors may independently develop similar technology or duplicate our products or services. Unauthorized parties may infringe upon or misappropriate our products, services or proprietary information.
The misappropriation or duplication of our intellectual property could disrupt our ongoing business, distract our management and employees, reduce our revenues and increase our expenses. We may need to litigate to enforce our intellectual property rights or to determine the validity and scope of the proprietary rights of others. Any such litigation could be time consuming and costly. As the number of patents, copyrights and other intellectual property rights in our industry increases, and as the coverage of these rights increases, we believe that companies in our industry will face more frequent infringement claims. Defense against these claims, even if such claims are not meritorious, could be expensive and time consuming and may divert our management’s attention and resources from operating our company. From time to time, third parties have asserted, and may in the future assert, patent, copyright, trademark and other intellectual property rights against us or against our customers. Our business partners may have similar claims asserted against them. Third parties, including companies with greater resources than us, may assert patent rights to technologies that we utilize in our business. If we become liable to third parties for infringing their intellectual property rights, we could be required to pay a substantial damage award and be forced to develop non-infringing technology, obtain a license or cease selling the applications or products that contain the infringing technology. We may be unable to develop non-infringing technology or to obtain a license on commercially reasonable terms, or at all. An unfavorable outcome in connection with any infringement claim against us as a result of litigation, other proceeding or settlement, could have a material and adverse impact on our business, results of operations and financial position.
In addition, there has been a notable increase in the number of claims or lawsuits initiated by certain litigious, non-practicing entities in the software industry. The non-practicing entities are business establishments that hold the patents and they seek monetary damages by alleging that a product feature infringes a patent. These non-practicing entities are also becoming more aggressive in their monetary demands and requests for court-issued injunctions. We currently intend to vigorously defend these claims. However, as with most litigation, the outcome is difficult to determine. Such lawsuits or claims may increase our cost of doing business and may potentially be extremely disruptive if the plaintiffs succeed in blocking the sales of our products and services.
We cannot be sure that the services and solutions that we offer to our clients do not infringe on the intellectual property rights of third parties, and these third parties could claim that we or our clients are infringing upon their intellectual property rights. These claims could harm our reputation, cause us to incur substantial costs or prevent us from offering some services or solutions in the future. Any related proceedings could require us to expend significant resources over an extended period of time. In most of our contracts, we agree to indemnify our clients for expenses and liabilities resulting from claimed infringements of the intellectual property rights of third parties. In some instances, the amount of these indemnities could be greater than the revenues we receive from the client.
Any claims or litigation in this area could be time-consuming and costly, damage our reputation and/or require us to incur additional costs to obtain the right to continue to offer a service or solution to our clients. If we cannot secure this right at all or on reasonable terms, or we cannot substitute alternative technology, our results of operations could be materially adversely affected. The risk of infringement claims against us may increase as we expand our industry software solutions and platforms and continue to develop and license our software to multiple clients.
In addition, we rely on third-party software in providing some of our services and solutions. If we lose our ability to continue using such software for any reason, including because it is found to infringe the rights of others, we will need to obtain substitute software or seek alternative means of obtaining the technology necessary to continue to provide such services and solutions. Our inability to replace such software, or to replace such software in a timely or cost-effective manner, could materially adversely affect our results of operations.
The software industry is making increasing use of open source software in its development work. We also incorporate open source technology in our products which may expose us to liability and have a material impact on our product development and sales. The open source license may require that the software code in those components or the software into which they are integrated be freely accessible under open source terms. While we take appropriate measures to comply with open source terms, there is a possibility that third-party claims may require us to disclose our own source code to the public, to make the same freely accessible under open source terms. Any such requirement to disclose our source code or other confidential information related to our products could materially and adversely affect our competitive position, results of business operations, financial condition and relationship with client(s).
Increased regulation in the industries in which our clients operate could harm our business, results of operations and financial condition
The industries in which our clients are concentrated are increasingly subject to governmental regulation and intervention. For example our clients in the financial and healthcare sectors may be subject to stringent compliance requirements including privacy and security standards for handling data. Additionally, clients in the financial services sector have been subject to increased regulation following the enactment of the Dodd-Frank Wall Street Reform and Consumer Protection Act in the United States. Further, regulators have imposed guidelines for use of cloud computing services that mandate specific controls or require financial services enterprises to obtain regulatory approval prior to outsourcing certain functions.
If our customers are unable to obtain regulatory approval to use our services where required, our business may be harmed. New or changing regulations or legislation or increased government intervention in any industry affecting our customers may reduce demand for our services or cause us to incur additional costly changes in our processes or personnel, thereby negatively affecting our business, results of operations and financial condition.
Risks Related to Investments in Indian Companies and International Operations Generally
Our net income would decrease if the Government of India reduces or withdraws tax benefits and other incentives it provides to us or when our tax holidays expire, reduce or terminate.
Many of our development centers in India are registered as Special Economic Zones (SEZ). Under the Special Economic Zones (SEZ) Act, 2005, SEZ units which begin providing services on or after April 1, 2005 are eligible for a deduction of 100% of profits or gains derived from the export of services for the first five years from the financial year in which the unit has commenced the provision of services and 50% of such profits or gains for the five years thereafter. Up to 50% of such profits or gains is also available for a further five years subject to creation of a Special Economic Zone Re-investment Reserve out of the profit of the eligible SEZ units and utilization of such reserve by the Company for acquiring new plant and machinery for the purpose of its business as per the provisions of the Income Tax Act, 1961.
As a result of these tax incentives, a portion of our pre-tax income has not been subject to tax. These tax incentives resulted in a decrease in our income tax expense of $268 million, $273 million and $273 million for the fiscal 2016, 2015 and 2014, respectively, compared to the tax amounts that we estimate we would have been required to pay if these incentives had not been available. The per share effect of these tax incentives computed based on both basic and diluted weighted average number of equity shares for fiscal 2016, 2015 and 2014 was $0.12 each. The basic and diluted weighted average number of equity shares have been adjusted for bonus issue. (Refer to Note 2.12 under Item 18 of this Annual Report on Form 20-F).
If the government of India changes its policies affecting SEZs in a manner that adversely impacts the incentives for establishing and operating facilities in SEZs, results of operations and financial condition may be adversely affected.
The Union Budget, 2015 had proposed to reduce the rate of corporate tax from 30% to 25% over the next four years in a phased manner starting from the FY 2016-2017, but the process of reducing the corporate tax rate would likely be accompanied by rationalization and removal of various kinds of tax exemption and incentives for corporate tax payers.
Under the Finance Act, 2016, no tax incentives shall be available to units commencing business activities on or after April 1, 2020. Further the Finance Act, 2016 has also amended Section 80-IAB of the Income Act, 1961 whereby tax incentive shall not be available to an undertaking engaged in the development of Special Economic Zones (SEZ) where the specified activities commences on or after April 1, 2017. When our tax holidays expire, reduce or terminate, our tax expense will materially increase, reducing our profitability.
With our growth of business in SEZ units, we may have to compute our tax liability under Minimum Alternate Tax (MAT) in future years as the tax liability under normal tax provisions may be lower as compared to MAT tax liability. MAT is computed on book profits.
The Income Tax Act, 1961 provides that the MAT paid by us can be adjusted against our normal tax liability over the next ten years. Although MAT paid by us can be set off against our future tax liability, cash flows for intervening periods could be adversely affected.
In the event that the government of India or the government of another country changes its tax policies in a manner that is adverse to us, our tax expense may materially increase, reducing our profitability.
The Finance Act, 2012 adopted the General Anti Avoidance Rules (GAAR). Finance Act, 2015 deferred the implementation of GAAR by two years so as to implement it as part of a comprehensive regime to deal with The Organization for Economic Co-operation and Development’s (OECD)’s Base Erosion and Profit Shifting (BEPS) project of which India is an active participant. Thus, GAAR provisions shall be applicable from Financial Year 2017-18. Pursuant to GAAR, an arrangement in which the main purpose, or one of the main purposes, is to obtain a tax benefit and may be declared as an “impermissible avoidance arrangement” if it also satisfies at least one of the following four tests:
| - | The arrangement creates rights and obligations, which are not normally created between parties dealing at arm’s length. |
| - | It results in misuse or abuse of provisions of tax laws. |
| - | It lacks commercial substance or is deemed to lack commercial substance. |
| - | It is carried out in a manner, which is normally not employed for a bona fide purpose. |
If any of our transactions are found to be impermissible avoidance arrangements under GAAR, our business, financial condition and results of operations may be adversely affected.
The Finance Act, 2015 had lowered the tax withholding rate on payment made to non-residents towards “royalty” and/or “fees for technical services” to 10% from 25%, subject to furnishing of Indian Permanent Account Number (PAN) by such non-residents. The Finance Act 2016 has amended Section 206AA to prescribe alternative documents to PAN, which shall be notified subsequently. However a lower rate may apply if a Double Taxation Avoidance Agreement exists. As we procure various software licenses and technical services from non-residents in the course of delivering our products and services to our clients, the cost of withholding tax on such purchase of software and services may be additional cost to us as the company may have to gross up for such withholding taxes.
We operate in jurisdictions that impose transfer pricing and other tax-related regulations on us, and any failure to comply could materially and adversely affect our profitability.
We are required to comply with various transfer pricing regulations in India and other countries. Additionally, we operate in several countries and our failure to comply with the local and municipal tax regime may result in additional taxes, penalties and enforcement actions from such authorities. In the event that we do not properly comply with the transfer pricing and tax-related regulations, our profitability may be adversely affected.
Terrorist attacks or a war could adversely affect our business, results of operations and financial condition.
Terrorist attacks and other acts of violence or war have the potential to directly impact our clients or us. To the extent that such attacks affect or involve the United States or Europe, our business may be significantly impacted, as the majority of our revenues are derived from clients located in the United States and Europe. In addition, such attacks may destabilize the economic and political situation in India, may make travel more difficult, may make it more difficult to obtain work visas for many of our technology professionals who are required to work in the United States or Europe, and may effectively reduce our ability to deliver our services to our clients. Such obstacles to business may increase our expenses and negatively affect the results of our operations. Furthermore, any attacks in India could cause a disruption in the delivery of our services to our clients, and could have a negative impact on our business, personnel, assets, results of operations and could cause our clients or potential clients to choose other vendors for the services we provide.
Also, regional conflicts in South Asia could adversely affect the Indian economy, disrupt our operations and cause our business to suffer. South Asia has, from time to time, experienced instances of civil unrest and hostilities among neighboring countries, including between India and Pakistan. There have been military confrontations between India and Pakistan that have occurred in the region of Kashmir and along the India-Pakistan border. Further, Pakistan has sometimes experienced significant instability and this has heightened the risks of conflict in South Asia. Military activity or terrorist attacks in the future could hurt the Indian economy by disrupting communications and making travel more difficult and such political tensions could create a greater perception that investments in Indian companies involve higher degrees of risk. This, in turn, could have a material adverse effect on the market for securities of Indian companies, including our equity shares and our ADSs, and on the market for our services.
Changes in the policies of the government of India or political instability may adversely affect economic conditions in India generally, which could impact our business and prospects.
The government of India could change specific laws and policies affecting technology companies, foreign investment, currency exchange and other matters affecting investment in our securities which could adversely affect business and economic conditions in India generally, and our business in particular. If the Government of India changes its policies affecting SEZs in a manner that adversely impact the incentives for establishing and operating facilities in SEZs, our business, results of operations and financial condition may be adversely affected.
Political instability could also delay the reform of the Indian economy and could have a material adverse effect on the market for securities of Indian companies, including our equity shares and our ADSs, and on the market for our services.
Our international expansion plans subject us to risks inherent in doing business internationally.
Because of our global presence, we are subject to additional risks related to our international expansion strategy, including risks related to compliance with a wide variety of treaties, national and local laws, including multiple and possibly overlapping tax regimes, privacy laws and laws dealing with data protection, export control laws, restrictions on the import and export of certain technologies and national and local labor laws dealing with immigration, employee health and safety, and wages and benefits, applicable to our employees located in our various international offices and facilities. We may from time to time be subject to litigation or administrative actions resulting from claims against us by current or former employees, individually or as part of a class action, including for claims of wrongful termination, discrimination (including on grounds of nationality, ethnicity, race, faith, gender, marital status, age or disability), misclassification, redundancy payments under TUPE-type legislation, or other violations of labor laws, or other alleged conduct. If we are held liable for unpaid compensation, redundancy payments, statutory penalties, and other damages arising out of such actions and litigations, our revenues and operating profitability could be adversely affected.
In addition, we may face competition in other countries from companies that may have more experience with operations in such countries or with international operations generally. We may also face difficulties integrating new facilities in different countries into our existing operations, as well as integrating employees that we hire in different countries into our existing corporate culture. As an international company, our offshore and onsite operations may also be impacted by disease, epidemics and local political instability which could have a material adverse effect on revenues and profitability.
Our international expansion plans may not be successful and we may not be able to compete effectively in other countries. Any of these events could adversely affect our revenues and operating profitability.
Our ability to acquire companies organized outside India depends on the approval of the RBI and / or the Government of India and failure to obtain this approval could negatively impact our business.
Generally, the RBI must approve any acquisition by us of any company organized outside of India. The RBI permits acquisitions of companies organized outside of India by an Indian party without approval if the transaction consideration is paid in cash, the transaction value does not exceed 400% of the net worth of the acquiring company as of the date of the acquiring company’s latest audited balance sheet, or if the acquisition is funded with cash from the acquiring company’s existing foreign currency accounts or with cash proceeds from the issuance of ADRs / GDRs. However, any financial commitment exceeding US$1 (one) billion or its equivalent in a financial year requires prior approval of the RBI even when the total financial commitment of the Indian company is within 400% of the net worth of the acquiring company as per the last audited balance sheet.
If we fail to obtain any required approval from the RBI or any other government agency for acquisitions of companies organized outside India, our international growth may become restricted, which could negatively affect our business and prospects.
Indian laws limit our ability to raise capital outside India and may limit the ability of others to acquire us, which could prevent us from operating our business or entering into a transaction that is in the best interests of our shareholders.
Indian law relating to foreign exchange management constrains our ability to raise capital outside India through the issuance of equity or convertible debt securities. Generally, any foreign investment in, or acquisition of, an Indian company does not require the approval from relevant government authorities in India, including the RBI. However, in a number of industrial sectors, there are restrictions on foreign investment in Indian companies. Changes to the policies may create restrictions on our capital raising abilities. For example, a limit on the foreign equity ownership of Indian technology companies or pricing restrictions on the issuance of ADRs / GDRs may constrain our ability to seek and obtain additional equity investment by foreign investors. In addition, these restrictions, if applied to us, may prevent us from entering into certain transactions, such as an acquisition by a non-Indian company, which might otherwise be beneficial for us and the holders of our equity shares and ADSs.
Risks Related to the ADSs
Historically, our ADSs have traded at a significant premium to the trading prices of our underlying equity shares. Currently, they do not do so and they may not continue to do so in the future.
In the past, our ADSs have traded at a premium to the trading prices of our underlying equity shares on the Indian stock exchanges. We believe that this price premium has resulted from the relatively small portion of our market capitalization previously represented by ADSs, restrictions imposed by Indian law on the conversion of equity shares into ADSs and an apparent preference of some investors to trade dollar-denominated securities. We have completed three secondary ADS offerings which significantly increased the number of our outstanding ADSs. Also, over time, the restrictions on the issuance of ADSs imposed by Indian law have been relaxed. As a result, our ADSs do not command any premium currently and may not trade at a premium in the future.
In the past several years, our ADSs have been converted into equity shares in India as the premium on ADSs compared to equity shares has significantly narrowed. If a substantial amount of our ADSs are converted into underlying equity shares in India, it could affect the liquidity of such ADSs on the NYSE and could impact the price of our ADSs.
Sales of our equity shares may adversely affect the prices of our equity shares and ADSs.
Sales of substantial amounts of our equity shares, including sales by our insiders in the public market, or the perception that such sales may occur, could adversely affect the prevailing market price of our equity shares, ADSs or our ability to raise capital through an offering of our securities. In the future, we may also sponsor the sale of shares currently held by some of our shareholders as we have done in the past, or issue new shares. We can make no prediction as to the timing of any such sales or the effect, if any, that future sales of our equity shares, or the availability of our equity shares for future sale, will have on the market price of our equity shares or ADSs prevailing from time to time.
The price of our ADSs and the U.S. dollar value of any dividends we declare may be negatively affected by fluctuations in the U.S. dollar to Indian rupee exchange rate.
Fluctuations in the exchange rate between the Indian rupee and the U.S. dollar will affect the dollar conversion by Deutsche Bank Trust Company Americas, the Depositary with respect to our ADSs, of any cash dividends paid in Indian rupees on the equity shares represented by the ADSs.
Negative media coverage and public scrutiny may adversely affect the prices of our equity shares and ADSs.
Media coverage and public scrutiny of our business practices, policies and actions has increased dramatically over the past several years, particularly through the use of social media. Any negative media coverage in relation to our business, regardless of the factual basis for the assertions being made, may adversely impact our reputation. Responding to allegations made in the media may be time consuming and could divert the time and attention of our senior management from our business. Any unfavorable publicity may also adversely impact investor confidence and result in sales of our equity shares and ADSs, which may lead to a decline in the share price of our equity shares and our ADSs.
Indian law imposes certain restrictions that limit a holder’s ability to transfer the equity shares obtained upon conversion of ADSs and repatriate the proceeds of such transfer which may cause our ADSs to trade at a premium or discount to the market price of our equity shares.
Under certain circumstances, the RBI must approve the sale of equity shares underlying ADSs by a non-resident of India to a resident of India. The RBI has given general permission to effect sales of existing shares or convertible debentures of an Indian company by a resident to a non-resident, subject to certain conditions, including the price at which the shares may be sold. Additionally, except under certain limited circumstances, if an investor seeks to convert the rupee proceeds from a sale of equity shares in India into foreign currency and then repatriate that foreign currency from India, he or she will have to obtain RBI approval for each such transaction. Required approval from the RBI or any other government agency may not be obtained on terms favorable to a non-resident investor or at all.
An investor in our ADSs may not be able to exercise pre-emptive rights for additional shares and may thereby suffer dilution of such investor’s equity interest in us.
Under the Indian Companies Act, 2013, a company incorporated in India must offer its holders of equity shares pre-emptive rights to subscribe and pay for a proportionate number of shares to maintain their existing ownership percentages prior to the issuance of any new equity shares, unless such pre-emptive rights have been waived by three-fourths of the shareholders voting on the resolution to waive such rights. Holders of ADSs may be unable to exercise pre-emptive rights for equity shares underlying ADSs unless a registration statement under the Securities Act of 1933 as amended, or the Securities Act, is effective with respect to such rights or an exemption from the registration requirements of the Securities Act is available. We are not obligated to prepare and file such a registration statement and our decision to do so will depend on the costs and potential liabilities associated with any such registration statement, as well as the perceived benefits of enabling the holders of ADSs to exercise their pre-emptive rights, and any other factors we consider appropriate at the time. No assurance can be given that we would file a registration statement under these circumstances. If we issue any such securities in the future, such securities may be issued to the Depositary, which may sell such securities for the benefit of the holders of the ADSs. There can be no assurance as to the value, if any, the Depositary would receive upon the sale of such securities. To the extent that holders of ADSs are unable to exercise pre-emptive rights granted in respect of the equity shares represented by their ADSs, their proportional interests in us would be reduced.
ADS holders may be restricted in their ability to exercise voting rights.
The SEBI (Listing Obligations and Disclosure Requirements), 2015 (“Listing Regulations”) Indian Companies Act, 2013 and the listing agreement with Indian stock exchanges now provide that an e-voting facility must be mandatorily provided to all shareholder resolutions in accordance with prescribed procedure under the Companies Act, 2013. This may mean that ADS holders may be able to vote on our resolutions irrespective of where they are located or whether they are able to attend the meetings of shareholders. At our request, the Depositary will electronically mail to holders of our ADSs any notice of shareholders’ meeting received from us together with information explaining how to instruct the Depositary to exercise the voting rights of the securities represented by ADSs. If the Depositary receives voting instructions from a holder of our ADSs in time, relating to matters that have been forwarded to such holder, it will endeavor to vote the securities represented by such holder’s ADSs in accordance with such voting instructions. However, the ability of the Depositary to carry out voting instructions may be limited by practical and legal limitations and the terms of the securities on deposit. We cannot assure that holders of our ADSs will receive voting materials in time to enable such holders to return voting instructions to the Depositary in a timely manner. Securities for which no voting instructions have been received will not be voted. There may be other communications, notices or offerings that we only make to holders of our equity shares, which will not be forwarded to holders of ADSs. Accordingly, holders of our ADSs may not be able to participate in all offerings, transactions or votes that are made available to holders of our equity shares.
It may be difficult for holders of our ADSs to enforce any judgment obtained in the United States against us or our affiliates.
We are incorporated under the laws of India and certain of our directors and executive officers reside outside the United States. Virtually all of our assets are located outside the United States. As a result, holders of our ADSs may be unable to effect service of process upon us outside the United States. In addition, holders of our ADSs may be unable to enforce judgments against us if such judgments are obtained in courts of the United States, including judgments predicated solely upon the federal securities laws of the United States.
The United States and India do not currently have a treaty providing for reciprocal recognition and enforcement of judgments (other than arbitration awards) in civil and commercial matters. Therefore, a final judgment for the payment of money rendered by any federal or state court in the United States on the basis of civil liability, whether or not predicated solely upon the federal securities laws of the United States, would not be enforceable in India. However, the party in whose favor such final judgment is rendered may bring a new suit in a competent court in India based on a final judgment that has been obtained in the United States. The suit must be brought in India within three years from the date of the judgment in the same manner as any other suit filed to enforce a civil liability in India. It is unlikely that a court in India would award damages on the same basis as a foreign court if an action is brought in India. Furthermore, it is unlikely that an Indian court would enforce foreign judgments if it viewed the amount of damages awarded as excessive or inconsistent with Indian practice. A party seeking to enforce a foreign judgment in India is required to obtain approval from the RBI under the Foreign Exchange Management Act, 1999, to repatriate any amount recovered pursuant to the execution of such a judgment.
Holders of ADSs are subject to the Securities and Exchange Board of India’s Takeover Code with respect to their acquisitions of ADSs or the underlying equity shares, and this may impose requirements on such holders with respect to disclosure and offers to purchase additional ADSs or equity shares.
The Securities and Exchange Board of India (Substantial Acquisition of Shares and Takeovers) Regulations, 2011 (the Takeover Code) is applicable to publicly listed Indian companies. Therefore, the provisions of the Takeover Code apply to us and to any person acquiring our equity shares or voting rights in our company, such as those represented by our ADSs.
The acquisition of shares or voting rights which entitle the acquirer, along with persons acting in concert with the acquirer, to exercise 25% or more of the voting rights in or control over the target company triggers a requirement for the acquirer to make an open offer to acquire at least 26% of the total shares of the target company for an offer price determined as per the provisions of the Takeover Code. The acquirer is required to make a public announcement for an open offer on the date on which it is agreed to acquire such shares or voting rights. Such open offer shall only be for such number of shares as is required to adhere to the maximum permitted non-public shareholding. Further, acquisition of shares or voting rights by an acquirer who holds 25% or more of the voting rights in the target company (along with persons acting in concert with the acquirer), shall make an open offer to acquire additional shares or voting rights which entitle the acquirer (along with persons acting in concert with the acquirer) to exercise more than 5% of voting rights in the target company.
Upon the acquisition of shares or voting rights in a publicly listed Indian company such that the aggregate share-holding of the acquirer (meaning a person who directly or indirectly, acquires or agrees to acquire shares or voting rights in a target company, or acquires or agrees to acquire control over the target company, either by himself or together with any person acting in concert) is 5% or more of the shares of the company, the acquirer is required, within two working days of such acquisition, to disclose the aggregate shareholding and voting rights in the company to the company and to the stock exchanges in which the shares of the company are listed.
Further, an acquirer who, together with persons acting in concert with him, holds shares or voting rights entitling them to 5% or more of the shares or voting rights in a target company, acquires or sells shares representing 2% or more of the shares or voting rights of the company must disclose, within two working days of such acquisition, sale or receipt of intimation of allotment of such shares, the acquirer's revised shareholding to the company and to the stock exchanges on which the shares of the company are listed. This disclosure is required, in case of a sale, even if such sale results in the shareholding of the acquirer falling below 5%.
The Takeover Code may impose conditions that discourage a potential acquirer, which could prevent an acquisition of our company in a transaction that could be beneficial for our equity holders.
If the government of India modifies dividend distribution tax rates or introduces new forms of taxes on distribution of profits or changes the basis of application of these taxes, the same could materially affect the returns to our shareholders.
The effective rate of dividend distribution tax (DDT) is 20.3576%. Our current dividend policy states that dividend pay-out would be up to 50% of post-tax consolidated profits including dividend tax. If the effective rate of the DDT increases in future, the dividend amount receivable by our shareholders after taxes may decrease further.
Further the Finance Act 2016 has provided that any income earned by an individual, Hindu Undivided Family (HUF) or a firm, who is a resident in India, by way of dividend declared, distributed or paid by any domestic company in excess of Rs.1,000,000 in aggregate shall be chargeable to tax at the rate of 10% on gross basis on such amount exceeding Rs.1,000,000.
Item 4. Information on the Company
COMPANY OVERVIEW
Infosys is a leading provider of consulting, technology and next-generation services.
We enable our clients to renew and simplify their existing landscapes, and partner with them in designing and implementing new solutions to their most complex problems in a dynamic business environment.
Our comprehensive end-to-end business solutions include:
| · | Consulting Services |
| · | Business Application Services – Enterprise System implementation and services, Digital solutions and services, Data Analytics, Business Process Management |
| · | Technology Services – Application Development, Modernization & Management, Cloud Infrastructure and Security, Engineering Services, Enterprise Mobility, Internet of Things (IoT), Software Testing |
| · | Outsourcing Services – Application Outsourcing, Business Process Outsourcing including Customer Service, Finance & Accounting, Human Resources, Sourcing & Procurement Process Outsourcing |
| · | Our products and platform solutions include Mana, the Infosys Information Platform (IIP), the Edge suite of Products, Skava, Panaya and FinacleTM, an industry-leading universal banking solution. |
Our “Global Delivery Model” is based on a scalable infrastructure that results in multiple efficiencies for our clients. We divide projects into components that we execute simultaneously at client sites and at our Development Centers in India and around the world. We optimize our cost structure by maintaining the flexibility to execute project components where it is most cost effective. We are then able to execute project components around the clock and across time zones, to reduce project delivery times.
We believe we have some of the best talent in the technology services industry, and we are committed to be among the industry’s leading employers.
We have organized our sales and marketing departments into teams that focus on specific geographies and industries, enabling us to better customize our service offerings to our clients’ needs. Our primary geographic markets are North America, Europe, India and Rest of the World which generated 62.7%, 23.0%, 2.6% and 11.7% of our revenues in the fiscal year ended March 31, 2016. We serve clients in financial services; manufacturing; energy & utilities, communications and services; retail, consumer packaged goods and logistics; life sciences, healthcare and insurance and Hi-tech.
Our revenues grew from $6,994 million in fiscal 2012 to $9,501 million in fiscal 2016, representing a compound annualized growth rate of 8.0%. Our net income grew from $1,716 million to $2,052 million during the same period, representing a compound annualized growth rate of 4.6%. Between March 31, 2012 and March 31, 2016, our total employees grew from 149,994 to 194,044, representing a compound annualized growth rate of 6.6%.
| A. | HISTORY AND DEVELOPMENT OF THE COMPANY |
We were incorporated on July 2, 1981 in Maharashtra, India, as Infosys Consultants Private Limited, a private limited company under the Indian Companies Act, 1956. We changed our name to Infosys Technologies Private Limited in April 1992 and to Infosys Technologies Limited in June 1992, when we became a public limited company. In June 2011, we changed our name from Infosys Technologies Limited to Infosys Limited, following approval of the name change by our Board, shareholders and the Indian regulatory authorities. The name change was intended to reflect our transition from a provider of technology services to a partner with our clients solving business problems by leveraging technology. We made an initial public offering of equity shares in India in February 1993 and were listed on stock exchanges in India in June 1993. We completed our initial public offering of ADSs in the United States in 1999. In August 2003, June 2005 and November 2006, we completed sponsored secondary offerings of ADSs in the United States on behalf of our shareholders. Each of our 2005 and 2006 sponsored secondary offerings also included a public offering without listing in Japan, or POWL. In 2008, we were selected as an original component member of 'The Global Dow', a world-wide stock index made up of 150 leading blue-chip stocks. Following our voluntary delisting from the NASDAQ Global Select Market on December 11, 2012, we began trading of our ADSs on the New York Stock Exchange (NYSE) on December 12, 2012, under the ticker symbol INFY. On February 20, 2013, we also listed our ADSs on the Euronext London and Paris (previously called NYSE Euronext (NYX) London and Paris) markets, under the ticker symbol INFY.
Infosys BPO Limited (Infosys BPO) is our majority-owned and controlled subsidiary. Infosys Technologies (Australia) Pty. Ltd (Infosys Australia), Infosys Tecnologia do Brasil Ltda (Infosys Brasil), Infosys Technologies (China) Co. Limited (Infosys China), Infosys Technologies S. de R. L. de C.V (Infosys Mexico), Infosys Technologies (Sweden) AB (Infosys Sweden), Infosys Public Services, Inc. (Infosys Public Services), Infosys Technologies (Shanghai) Co. Limited (Infosys Shanghai), Infosys Americas Inc. (Infosys Americas), EdgeVerve Systems Limited (EdgeVerve), Infosys Consulting Holding AG (Infosys Lodestone) (formerly Lodestone Holding AG), Panaya Inc.(Panaya), Infosys Nova holdings LLC. (Infosys Nova), Kallidus Inc. (d.b.a Skava) (Kallidus), Skava Systems Private Ltd. and Noah Consulting LLC (Noah) are our wholly-owned and controlled subsidiaries.
The address of our registered office is Electronics City, Hosur Road, Bangalore-560 100, Karnataka, India. The telephone number of our registered office is +91-80-2852-0261. Our agent for service of process in the United States is CT Corporation System, 1350 Treat Boulevard, Suite 100, Walnut Creek, CA 94597-2152. Our website address is www.infosys.com and the information contained in our website does not constitute a part of this Annual Report.
Principal Capital Expenditures and Divestitures
In fiscal 2016, 2015 and 2014, we spent $413 million, $367 million and $451 million, respectively, on capital expenditures. As of March 31, 2016, we had contractual commitments of $224 million for capital expenditure. These commitments included $181 million in domestic purchases and $43 million in overseas commitments for hardware, supplies and services. All our capital expenditures were financed out of cash generated from operations.
The Hon’ble High Court of Karnataka sanctioned the scheme of amalgamation of Infosys Consulting India Limited (ICIL) with Infosys Limited with an effective date of August 23, 2013. Accordingly, all the assets and liabilities of ICIL were transferred to Infosys Limited on a going concern basis. As ICIL was a wholly owned subsidiary of Infosys Limited, no shares have been allotted to the shareholders upon the scheme becoming effective.
We incorporated a wholly owned subsidiary, Infosys Americas Inc., on June 25, 2013.
EdgeVerve was created as a wholly
owned subsidiary on February 14, 2014 to focus on developing and selling products and platforms. On April 15, 2014, the Board
authorized the Company to execute a Business Transfer Agreement and related documents with EdgeVerve, subject to securing the
requisite approval from shareholders in the Annual General Meeting. Subsequently, at the AGM held on June 14, 2014, the
shareholders have authorized the Board to enter into a Business Transfer Agreement and related documents with EdgeVerve, with
effect from July 1, 2014 or such other date as may be decided by the Board. We have undertaken an enterprise valuation by an
independent valuer and accordingly the business has been transferred to the Company’s wholly owned subsidiary for a
consideration of $70 million (421 crore) with effect from July 1, 2014 which is settled through the issue of fully paid-up
equity shares of such subsidiary. The transfer of assets and liabilities between entities under common control is accounted
for at carrying values and does not have any impact on the consolidated financial statements.
Further, on April 24, 2015, the Board authorized the Company to execute a Business Transfer Agreement and related documents with EdgeVerve, to transfer the business of Finacle and EdgeServices. After the requisite approval from the shareholders through postal ballot on June 4, 2015, a Business Transfer Agreement and other related documents were executed with EdgeVerve to transfer the business with effect from August 1, 2015. We have undertaken an enterprise valuation by an independent valuer and accordingly the business were transferred for a consideration of approximately $491 million and approximately $27 million for Finacle and EdgeServices, respectively. The consideration was settled through issue of 850,000,000 equity shares amounting to approximately $129 million and 254,900,000 non-convertible redeemable debentures amounting to approximately $389 million in EdgeVerve, post the requisite approval from shareholders on December 11, 2015. The transfer of assets and liabilities was accounted for at carrying values and did not have an impact on the consolidated financial statements.
On January 23, 2015, a wholly owned subsidiary, Infosys Nova Holdings LLC, was incorporated. Infosys Nova acquired 20% of the equity interests in DWA Nova LLC for a cash consideration of $15 million. The Company has made this investment to form a new company along with Dream Works Animation (DWA). The new company, DWA Nova LLC, will develop and commercialize image generation technology in order to provide end-to-end digital manufacturing capabilities for companies involved in the design, manufacturing, marketing or distribution of physical consumer products. As of March 31, 2016, Infosys Nova holds 16% of the equity interest in DWA Nova LLC
On March 5, 2015, Infosys acquired 100% of the voting interests in Panaya Inc., a Delaware Corporation in the United States. Panaya is a leading provider of automation technology for large scale enterprise and software management. The business acquisition was conducted by entering into a share purchase agreement for cash consideration of $225 million. Panaya’s CloudQuality™ suite positions Infosys to bring automation to several of its service lines via an agile SaaS model, and helps mitigate risk, reduce costs and shorten time to market for clients.
On June 2, 2015, Infosys acquired 100% of the voting interests in Kallidus Inc. U.S, a leading provider of digital experience solutions, including mobile commerce and in-store shopping experiences to large retail clients and 100% of the voting interests of Skava Systems Private Limited, India, an affiliate of Kallidus. The business acquisition was conducted by entering into a share purchase agreement for cash consideration of $91 million and a contingent consideration of up to $20 million. The payment of the contingent consideration to sellers of Kallidus is dependent upon the achievement of certain financial targets by Kallidus over a period of 3 years ending on December 31, 2017. Infosys expects to help its clients bring new digital experience to their customers through IP-led technology offerings, new automation tools and skill and expertise in these new emerging areas.
On November 16, 2015, Infosys acquired 100% membership interest in Noah Consulting, LLC, a leading provider of advanced information management consulting services for oil and gas industry. This acquisition combines Noah’s industry knowledge, information strategy planning, data governance and architecture capabilities with Infosys’ ability to provide technology and outsourcing services on a global scale to oil and gas clients. The business acquisition was conducted by entering into a share purchase agreement for a cash consideration of $33 million, a contingent consideration of up to $5 million and an additional consideration of up to $32 million, referred to as retention bonus payable to the employees of Noah at each anniversary year following the acquisition date for the next three years, subject to their continuous employment with the group at each anniversary. The payment of the contingent consideration to the sellers of Noah was dependent upon the achievement of certain financial targets by Noah for the year ended December 31, 2015 and year ending December 31, 2016. During year ending March 31, 2016, based on an assessment of Noah achieving the targets for the year ended December 31, 2015 and year ending December 31, 2016, the entire contingent consideration has been reversed in the statement of comprehensive income.
| B. | BUSINESS OVERVIEW |
INDUSTRY OVERVIEW
Software and computing technology is transforming businesses in every industry around the world in a very profound and fundamental way. The continued reduction in the unit cost of hardware, the explosion of network bandwidth, advanced software technologies and technology enabled services are fueling the rapid digitization of business processes and information. Traditional business models are being disrupted in every industry with digital and software based business models. This disruption is characterized by highly desirable user experiences, an extreme scale of cost performance that has become available in computing infrastructure and disintermediation of the supply chain. Leveraging technologies and models of the digital era to both extend the value of existing investments and, in parallel, transform and future proof their businesses is increasingly becoming a top priority for business leaders. This duality – to renew existing core businesses and innovate new businesses – is the essence of what companies are faced with as strategic imperatives today.
From an IT perspective, the renewal translates to harnessing the efficiency of distributed cloud computing, enabling legacy systems for mobile and sensor access, extracting value out of digitized data, keeping systems relevant and optimizing the costs of building and running technology systems. And as businesses look to new areas and new economics, new and intelligent systems are required to be built with next generation technologies and with exponentially superior cost benefit performance.
The fast pace of technology change and the need for technology professionals who are highly skilled in both the renewal and new technology areas are driving businesses to rely on third parties in order to realize their IT transformation. Several technology solution and service providers have emerged over the years, offering different models for clients to consume their solution and service offerings:
| · | Technology consulting companies – who take on niche and time bound projects for their clients |
| · | Global IT outsourcing companies – who leverage global talent pools to systematically optimize the IT operations of clients |
| · | Business process outsourcing firms – who leverage global talent pools to manage outsourced core business processes of their clients |
| · | Software firms – who provide licensed software that enable the automation of business processes |
| · | Specialty platform and Software-as-a-Service companies – who provide utility based models for clients to consume software features |
| · | Data analytics companies – who specialize in designing, analyzing and reporting insights from the vast amount of data that corporations are collecting about their customers, operations and markets |
| · | Internal IT departments of the companies themselves, usually a cost center for the corporation. |
OUR COMPETITIVE STRENGTHS
We believe our strengths give us the competitive advantage to position ourselves as the leading global solutions and services company.
| 1. | Consulting and domain expertise: Our specific industry, domain, process, and technology expertise allows us to enable clients transform their businesses with innovative strategies and solutions. Our expertise helps our clients enhance their performance, gain process and IT efficiencies, increase agility and flexibility, reduce costs, and achieve measurable business value. |
| 2. | Breadth of offerings: Our suite of comprehensive end to end business solutions includes business and technology consulting, enterprise solutions, systems integration, custom application development, application maintenance and production support, infrastructure management, independent testing and validation, cloud ecosystem integration, product engineering and lifecycle solutions, business process management, software products, and business platforms and solutions. |
| 3. | Intellectual property in platforms, products: Our products, platforms and solutions are geared to sense, influence, fulfil, and serve the needs of digital consumers as well as leverage the potential of their business ecosystem. |
| 4. | Experience and expertise in large scale outsourcing: We have developed processes and frameworks for large scale outsourcing of technology projects that minimize financial and business risk to our clients. Our Global Delivery Model divides projects into components that can be executed simultaneously at client sites and at our development centers in India and around the world. We optimize our cost structure by maintaining the flexibility to execute project components where it is most cost effective. This is further strengthened with automation, intelligence and collaboration technologies. |
| 5. | Deep client relationships and brand: We have long standing relationships with large corporations and other organizations. Our track record in delivering high quality solutions across the entire software lifecycle and our strong domain expertise helps us to solidify these relationships and gain increased business from our existing clients. This history of client retention allows us to showcase and strengthen our brand. |
| 6. | Quality and process execution: Our sophisticated processes, standards and quality frameworks allow us to continuously optimize service delivery of various engagements on key performance indicators like business value, productivity, quality and cycle-time. |
| 7. | High quality talent: We have a strong ecosystem for employee attraction, career development, engagement and retention through a trusted partnership with our stakeholders. Competence development of our workforce has always been our key strategic focus area. We have a culture of performance and innovation in an open and collaborative environment. |
OUR STRATEGY
Our strategic objective is to build a sustainable organization that remains relevant to the agenda of our clients, while generating profitable growth for our investors. In order to do this, we will apply the priorities of “renew” and “new” to our own business and cascade it to everything we do.
These translate to the following strategic focus areas:
Build expansive, lasting relationships with our clients by delivering differentiated market offerings:
Our strategy is to engage with clients on their large transformative programs, both in traditional IT areas as well as for their new digital business initiatives. We expand existing client relationships by providing them a broad set of end-to-end service offerings and increase the size, nature and number of projects we do with them. Our specific industry, domain, process, and technology expertise allows us to enable clients transform their businesses with innovative strategies and solutions. Through our transformation service offering, which we call “AiKiDo,” we help our clients address key aspects of their business. Our “Ai” offering, a result of our investments in building intellectual property, helps clients leverage software based platforms to dramatically boost productivity and to deliver next generation experiences to their customers. Our “Ki” offering captures the know-how of existing client technology landscapes, which we then leverage for process improvements and transformation. With our “Do” offering, which incorporates design thinking concepts, we help clients identify and prioritize their most significant problems and solve them in rapid, iterative and innovative ways. We offer an end-to-end suite of high quality, highly responsive and innovation led services spanning business consulting, IT services, software platform-based services and business process management. This enables us to partner with our clients on large, multi-year engagements.
Through our Zero Distance program, we help our clients innovate and derive more value from their projects. Zero Distance is the process of everyday innovation at Infosys whereby all employees are expected to innovate in their individual capacities and through their individual jobs. Zero Distance has a three-fold emphasis: to reduce the gap between us and the code we write, the gap between us and our clients and the gap between us and the ultimate end user.
We also plan to acquire new clients, and increase our presence in new geographies and market segments by investing in targeted business development and marketing. We will position our brand as differentiated, global and respected.
Deliver solutions and services leveraging highly cost effective models:
Our strategy is to leverage software based automation and our Global Delivery Model to deliver solutions and services to our clients in the most cost effective manner, while at the same time optimizing our cost structure to remain competitive.
We are embracing artificial intelligence based automation techniques and software automation platforms to boost productivity of our projects. We are leveraging software process engineering and collaboration technologies to improve process productivity.
Our Global Delivery Model provides scale, quality, expertise, cost and time-to-market advantages to our client projects. The model enables us to perform work at the location where the best talent is available and where it makes the best economic sense with the least amount of acceptable risk. Over the last thirty years, we have developed our distributed execution capabilities to deliver high quality and scalable services. This scalable infrastructure complements our ability to deliver project components that are executed round the clock and across time zones enabling us to reduce project delivery times.
Enhance our operational processes for agility and optimal cost:
We periodically assess the effectiveness of our organization structure and processes to optimize it for alignment with our strategic objectives and agility. We continually evaluate critical cross functional processes and benchmark them with best in class practices to optimize costs and enable swift and effective response to our clients. We constantly monitor and optimize various operational parameters such as the cost and utilization of resources, distribution of employees around the world, the cost of operating our campuses and whether we are optimally realizing the efficiencies of scale.
Last year, we launched our Zero Bench program. This program allows us to effectively deploy our un-utilized resources into internal projects. Zero Bench enables employees to fulfill their professional aspirations while, at the same time, helps us to improve our employee engagement and our operational efficiency.
Attract and retain a global, diverse, motivated and high performing employee base:
Our employees are our biggest asset. To meet the evolving need of our clients, our priority is to attract and engage the best talent in the right locations with the right skills. We offer our employees challenging work assignments, benchmarked compensation and a collaborative, productive work environment. Our performance management system is based on objectivity and rewards performance. We invest substantially in employee engagement to motivate employees and encourage social communication and collaboration.
Teaching and learning is central to the Infosys culture. Our investments in our Global Education Center and in creating various learning opportunities for our employees help our employees stay abreast of new developments in software technologies, spur innovation and help them build a lifelong career at Infosys.
We are guided by our value system which motivates our attitudes and actions. Our core values are Client Value, Leadership by Example, Integrity and Transparency, Fairness and Excellence (C-LIFE).
Pursue strategic alliances and acquisitions:
We leverage alliances that complement our core competencies. We partner with leading technology software and hardware providers in creating, deploying, integrating and operating business solutions for our clients. We have also expanded the scope of our collaborations to encompass universities and research organizations.
We will deploy our capital in making selective business acquisitions that augment our expertise, complement our presence in certain market segments and accelerate the execution of our strategies.
We have an innovation fund with an outlay of $500 million to tap into innovation networks of early stage companies and universities to gain access to new thinking and business models.
OUR STRUCTURE
Our go-to-market business units are organized as:
| - | Financial Services |
| - | Manufacturing |
| - | Retail, CPG & Logistics |
| - | Energy, Utilities, Communications & Services |
| - | Hi-tech |
| - | Life Sciences, Healthcare & Insurance |
| - | China |
| - | Japan |
| - | India |
| - | Infosys Public Services |
Our service delivery is organized as horizontal centers of excellence:
| - | Infosys Global Consulting |
| - | Global Delivery |
| · | Enterprise Solutions |
| · | Infosys Digital |
| · | Enterprise Mobility |
| · | Application Development Services |
| · | Application Management Services |
| · | Application Modernization Services |
| · | Independent Validation Solutions |
| · | Data and Analytics |
| · | Engineering Services |
| · | Cloud and Infrastructure Services |
| · | Infosys Center for Emerging Technology Solutions |
| - | Products |
| · | FinacleTM |
| · | EdgeVerve |
| - | Platforms |
| · | Panaya |
| · | Mana |
| - | Skava |
| - | Infosys BPO |
OUR SOLUTIONS
We provide our clients with a full range of business and technology services, comprising of the following service lines.
1) Infosys Global Consulting (IGC)
Infosys Global Consulting helps global corporations in more than 20 countries develop unique solutions to address their complex business challenges and create value through sustainable innovation. Our approach, with an eye on execution, combines creative thinking, technological expertise and global reach to enable companies achieve market-leading performance. We use Design Thinking to drive innovation for our clients while renewing their IT landscapes non-disruptively. We go beyond being traditional advisors and develop innovative strategies and solutions for clients by combining new technologies, open source software and start-up ideas.
We are defining, designing and delivering value to corporations across industries such as financial services, insurance, retail, consumer packaged goods, logistics, energy, utilities, healthcare, life sciences, manufacturing, communications and services (e.g. airlines, hospitality) and Hi-tech in the US, Latin America, Europe, Asia, Australia, New Zealand and other geographies.
We offer consulting services in the following areas: Strategy and Architecture, Business Transformation, Enterprise Processes, Enterprise Applications, Digital Transformation, Insights and Analytics, and Change and Learning.
Strategy and Architecture: We enable clients to get the best value from technology by developing an IT strategy, optimizing applications and infrastructure, implementing IT operating models, and governing the technical architecture for reliability and security.
Business Transformation: We enable clients to define and deliver technology-enabled transformations of their business. We also help clients implement their transformation strategy (including M&A), and manage and govern these programs.
Enterprise Processes: We design the overall process model and eliminate organizational gaps to help clients achieve efficient processes. We also aid in building their supply chain and operation capabilities, addressing key challenges in finance functions and enhancing employee productivity.
Enterprise Applications: We offer Enterprise Application-enabled business transformation programs, and design and implementation of Oracle and SAP solutions. Our experience and knowledge in HANA strategy and technical architecture help us build HANA capabilities for clients. We offer HANA advisory and center of excellence services, platform services and business suite for HANA (S/4).
Digital Transformation: Enabling clients to focus on their complete value chain, we offer customer relationship management, multi-channel commerce and digital marketing to improve customer experience and increase customer acquisition.
Insights and Analytics: We help clients utilize data, insights and real-time predictive analysis for better decision-making and optimizing processes. We provide a holistic service package from strategy to implementation, as well as advice on running master data management programs internally or externally.
Change and Learning: We help clients define and implement change agendas to streamline business objectives and enable new operational structures. We leverage latest technologies and social trends to help them enhance and retain knowledge, reduce learning costs, and comply with regulatory requirements.
Infosys Global Consulting is also leading the way in taking Infosys’ next generation suite of services, AiKiDo, which is based on platforms, knowledge-based IT and design thinking that apply to enterprises globally. AiKiDo aims to help clients address three key aspects of their business: a non-disruptive renewal and simplification of their existing landscapes, introduction of new offerings and models in a dynamic business environment, and creating a culture of innovation in their organizations.
Ai refers to platforms and platforms as a service to build intelligent solutions. It helps harmonize and unify the disjointed initiatives in enterprises and build solutions to emerging business problems.
Ki refers to knowledge-based management and evolution of landscapes which captures the knowledge within an organization – people, structures and systems – over time. It is a modular service that systematically harvests and curates enterprise knowledge to renew existing technology landscapes, optimize business processes and drive rapid innovation
Do refers to our service offering on design thinking-led initiatives that will help clients find, understand and define the problems that are most important to their businesses. It also helps in prioritizing problems and solving them effectively and quickly.
Noah Consulting: In fiscal 2016, Infosys acquired Noah Consulting LLC, a leading provider of advanced information management consulting services for the oil and gas industry. Noah Consulting’s vast knowledge of industry, information strategy planning, data governance and architecture capabilities effectively complement our expertise in technology and outsourcing services, and together, we offer next-generation data analytics solutions to our clients in the oil and gas sector.
2) Global Delivery
Enterprise Solutions (SAP, Oracle and EAIS)
SAP
The Infosys SAP practice provides SAP services to help our clients transform their operations, streamline and standardize business processes to ensure consistency across countries, consolidate platforms, and replace legacy systems with SAP applications. Our core SAP offerings include end-to-end SAP-enabled business transformation, package evaluation, package implementation services, global deployments, upgrades, master data management, business intelligence and analytics (HANA and S/4HANA), integration, mobility solutions, enterprise risk management, enterprise performance management, SAP basis and technology, and production support and maintenance services. We have a strong focus on the latest SAP technologies and products, and also provide platform-based offerings to our clients. Additionally, this Practice has expertise in industry-specific SAP solutions.
Oracle
The Infosys Oracle Practice provides end-to-end Oracle offerings to help transform our clients’ businesses and enterprise resource planning (ERP) landscape. Our focus is on Oracle implementations, business transformation services, global rollouts, and application development, support and maintenance offerings. We have deep expertise across Oracle products and platforms, including next-generation offerings in Fusion Apps, Exa capabilities, and Oracle Cloud offerings in Human Capital Management (HCM) and Customer Relationship Management (CRM). We have developed industry-specific Oracle solutions that our clients have implemented. We have also made significant investments in delivering core Oracle technologies, including the establishment of exclusive joint innovation centers and Centers of Excellence (CoEs) that are used in our client engagements.
Enterprise Application Integration Services (EAIS)
At the core of Enterprise Application Integration Services (EAIS) is bringing together disparate systems through the use of next generation integration technologies along with best of breed enterprise applications. The fundamental themes of our offering is around helping customers renew their core business and innovate into new business through accelerated digitization of processes and technology through for example, Service Oriented Architecture (SoA), Business Process Management (BPM) and Application Program Interface (API) etc. along with Supply Chain Management (SCM) solutions like Maximo and Microsoft Dynamics based solutions. The focus areas are:
| · | BPM solutions to help global enterprises overcome business challenges through process orchestration, rules implementation, simplify business process, improve productivity, reduce costs, and significantly reduce time-to-market. |
| · | SoA & EAI offers standardized and centralized integrated solutions to optimize SoA transformation for global enterprises with in-depth and clear-cut SoA strategy, architecture, and implementation offerings. |
| · | A dedicated competency center focused on implementing APIs as the new method of connecting and developing new applications, within and outside the enterprise. The API economy is enabling rapid response to ever changing business requirements, new application development and new business models. |
| · | SCM & Enterprise Asset Management (EAM) have in-depth expertise in creating point solutions on Order Management, Warehouse Management, planning, procurement solutions across industries with dedicated centers of excellence for multiple product offerings. |
| · | Microsoft Dynamics caters to the business needs of both the large enterprises and mid-sized organizations by providing end-to-end services on Microsoft Dynamics™ AX, Microsoft Dynamics™ NAV, and Microsoft Dynamics™ CRM. These solutions lower the total cost of ownership and ensure higher and quicker return on investment, thus enabling customers to use Microsoft Dynamics™ to maximize their business value and improve their competitiveness. |
Infosys Digital
Digital technology continues to impact our world through its transformative capability and pervasive impact, and is on the top of the agenda for most of our clients, leading to a strong demand. Infosys' Digital Practice focuses and works with our customers across four areas: Experience, Digitization, Connected Devices and New Business Models.
Experience: We focus on enabling our customers to better connect with consumers, partners and employees. Our specific offerings in this area are an omni-channel experience, omni-channel commerce, digital marketing, and developing a workforce of the future.
Digitization: We focus on optimizing operations and simplifying processes for our customers, to enable them to provide better experiences. Our specific offerings include the digitization and simplification of processes, business process management, process SaaSification (Software on the Cloud) wrap and renew, and supply chain planning and fulfillment.
Connected Devices: We enable our customers to collaborate and engage in new ways of leveraging the world of connected devices. We provide services based on connected devices, wearables, and IoT.
New Business Models: We work with our clients to help them create new business models and new product possibilities. We provide services aimed at using the API economy, and also work with our customers to build industry-specific digital solutions.
We ensure the success of digital transformation programs for clients by not only providing innovative solutions, but also ensuring their timely execution. We also seek to enable our clients to look at digital transformation holistically across consumerization, enterprise and the ecosystem, and provide them an end-to-end view and capabilities across the consulting, creative, technology and operations functions.
Enterprise Mobility
As smart devices (phone, tablets and wearables) rapidly become more pervasive and intrinsic in our lives, enterprises are eagerly looking at ways to leverage this phenomenon and transform their business. The Enterprise Mobility Practice at Infosys plays a pivotal role in ‘smart devices-led digital transformation’ for our clients. We work across all industries and help clients create a smarter workforce, enhance customer intimacy and simplify operations.
This Practice provides comprehensive solutions and capabilities to our clients, from consulting services, to design, implementation and support. Our approach which focuses on the ‘end user’, while placing emphasis on experience and short-burst execution cycles, delivers timely and valuable solutions to clients. We work in a collaborative manner with clients and end users, to identify transformation opportunities, define the transformation roadmap, co-create, innovate and implement the right solutions and tools for the client.
We accelerate the deployment of mobility-driven solutions through our pre-built solutions and reference architectures, industry-leading tools and frameworks, and an eco-system of innovative partner capabilities. In the fast-changing and innovative mobile world, investing in creating a sustainable engine is essential.
We continue to invest in mobile research initiatives, mobile devices labs, and the latest tools aimed at testing and automation, our Mobile Academy, User Experience (UX) Labs, and in our mobile centers of excellence along with enhancing the SKAVA mobility platform. Our alliances, acquisitions and partnerships with strategic and innovative players are essential to delivering a comprehensive mobility experience to our clients. In fact, Infosys sees mobility as a pivotal element of our customers' digital transformation journey.
Application Development Services
We develop customized software solutions for our clients through projects that leverage a combination of our technical capabilities, domain understanding, consultative capabilities, intellectual property assets and methodologies. We aim to provide high-quality solutions that are secure, easy-to-deploy and modular, to facilitate enhancements and extensions. Our proprietary methodologies also allow our software applications to integrate stringent security measures throughout the software development lifecycle. Infosys' vast pool of consultants and certified program management professionals help our clients execute both projects and large transformation programs.
With the rapid embrace of Digitization by our clients, Infosys has taken the lead to move away from the traditional waterfall development approach to an Agile & Scrum based approach supported by a robust DevOps framework. Infosys’ global Agile and Virtual Scrum (distributed Agile project execution platform) solutions embody the best practices developed from more than 1000 projects. These best practices enable clients to leverage the benefits of globally distributed teams while retaining all the advantages of co-located Agile teams. Additionally, the service virtualization and continuous delivery frameworks, as part of the Infosys DevOps Ecosystem, ensure that not just the development, but also the delivery of IT solutions, embrace agility, which is the ultimate goal of our clients.
Our accelerated development ecosystem improves business agility and cycle time by leveraging standardized technical and business assets. Our Rapid Prototyping tool helps us engage with clients more effectively when gathering software requirements, and our Tabletop solution provides best-in-class collaboration to enable distributed story creation, design and development. Our Value Realization Method (VRM™) helps clients maximize business value early on in the lifecycle of a project, by driving measurable results along with Business Value Articulation (BVA), through process improvements, to ensure we track value effectively.
Application Management Services
Our Application Management Services help our clients reduce their cost of IT operations, deliver higher business value, and bring technology innovation, to transform and grow their business. We bring in efficiencies through an industrialized, IP-based service delivery model. Through our automation platform, we enhance productivity and ensure consistent high quality service delivery. Using machine learning algorithms and natural language processing, we are able to mine rich insights from IT support data and drive IT improvement strategies.
We help improve business availability through proactive monitoring of critical business processes using one of our IPs, thus reducing the impact of any potential business disruption. We have a structured, tool-based approach towards application portfolio analysis, which helps our clients harvest more value from existing assets. We also help our clients tap new technologies, to further grow and transform their business.
We have a dedicated team, which continuously monitors technology and business trends, and develops solutions and accelerators that enable us to deliver best-in-class application management services to our clients.
Application Modernization Services
Our Application Modernization Services help modernize legacy systems to enhance flexibility, mitigate risk, minimize disruption, and lower costs. We address issues in the legacy system such as multiple technology platforms, high cost of maintenance, unsupported systems, shrinking employee expertise, lack of integration, and web capabilities. The services provide a metrics-based framework to help our clients choose from various modernization methods – such as web enabling, re-engineering, re-hosting, componentization, and new development.
Independent Validation Solutions
Our Independent Validation Solutions Practice offers end-to-end validation solutions, and specialized testing services, such as SoA testing, data warehouse testing, package testing, test consulting and other testing services, to clients across various industry verticals. Also, in response to changing market and client demands, we have introduced new service offerings such as cloud testing, infrastructure testing, test environment management, agile testing and security testing. Our quality assurance solutions are aimed at building high reliability and predictability in our client technology systems, keeping in mind the time-to-market and optimization constraints.
We have invested internally in developing technology-based solutions for test lifecycle automation, non-functional testing and vertical-specific testing. We have also built alliances with leading test tool vendors such as Hewlett-Packard Company (HP), IBM, Microsoft Corporation, CA, Inc., Parasoft Corporation, Micro Focus International plc, Compuware Corporation and TestPlant Ltd., and are involved in building joint solutions with some of these alliance partners. These testing solutions facilitate high reliability in our clients’ applications and products, while enabling us to deliver such solutions cost-effectively and with a reduced time-to-market. Our dedicated testing professionals are trained at an in-house testing academy in various areas, including industry domains, technology, quality processes, testing methodologies and project management. We also use a best-of-breed approach to include industry-standard tools and our proprietary IP to achieve significant benefits across the testing lifecycle through the Infosys Test Lifecycle Platform, test management and data testing workbenches.
Our engagements span multiple geographies across business lines of our clients. We provide a broad range of services, including independent testing, maintenance testing, package testing for implementations, upgrades and roll outs, functional automation, performance testing, test process maturity assessment, Test Center of Excellence (TCoE) design and implementation, quality assurance transformation, and user acceptance testing. We provide these offerings through a ‘Managed Testing Services’ model, with centers of specialization for test automation, performance testing, data warehouse testing, SOA testing, test data management, infrastructure testing and user acceptance testing. With our managed testing services model and our test consulting services, we have played a key role in transforming our clients’ testing organizations, leading to continuous improvements in quality at reduced costs.
Data and Analytics
Our Data and Analytics (DNA) service helps customers realize business value from their data and drive superior business performance through better visibility and decision-making.
We work with customers across the entire lifecycle of their data, right from defining their DNA strategy, to defining and implementing their enterprise information architecture, data acquisition and transformation from disparate data sources, and organizing data to arrive at meaningful conclusions and derive actionable information and insights that are delivered through multiple channels, including self-service options. We also prescribe solutions to their business problems, and predict future outcomes of their business processes through the use of statistical analysis, data mining, mathematical modeling, predictive analysis and data visualization tools, which finally leads to the application of robotics, machine learning and business process automation that relies on continuously accumulated knowledge and data to improve the efficiency of their business process.
We help customers achieve all this using systems that can work with the huge data volumes that come with the increasing speed of business, and enables near real-time insights through high-speed data ingestion and processing capabilities. The ‘Infosys Information Platform’ provides such capabilities with a reduced time-to-market, and significantly lowers the cost envelope for driving insights and predictive and prescriptive analytics.
Infosys is able to achieve this through a talented pool of people having rich industry and technology expertise honed over several engagements with our customers, our dedicated centers of excellence in the areas of enterprise performance management, big data, mobile BI and data visualization, a full-stack open source-based platform that reduces the time-to-market and total cost of ownership for our customers, and a set of tools, IP and accelerators that bring in speed, predictability, agility, accuracy, higher quality, higher productivity and an industrialized approach to our engagements with our customers.
The Practice’s service offerings include:
| · | DNA Strategy Consulting: define DNA strategy, roadmap and governance, advice on technology, architecture choices and assist our clients build their data, analytics and business intelligence competency centers. |
| · | Big Data, Architecture and Technology Consulting: define and implement end-to-end enterprise information architecture, and enable clients to move onto the Infosys Information Platform. |
| · | Data Integration and Extract, Transform and Load (ETL): provide end-to-end services for building enterprise data warehouses, data marts, and data stores. This includes building best-in-class data models or adopting industry-specific models and building the entire data provisioning layer using ETL tools. |
| · | Master Data Management (MDM), Data Quality and Governance: define and implement MDM platforms using tools and custom technologies, and industry-specific data quality and governance services. |
| · | Business Intelligence and Reporting: Our information delivery services include reporting, dashboards and analytics. |
| · | Mobile, Self-Service and Visualization Technologies: enable end-users with self-service BI, and enable its consumption on mobile platforms. We also build next-generation reporting systems using best-in-class visualization technologies. |
| · | Enterprise Performance Management: conceptualize and deliver enterprise performance management solutions that help corporations assess and analyze their performance around key KPIs, profitability analysis and the like, as well as applications that deliver capabilities based on financial consolidation and planning. |
| · | Data Mining and Predictive Analytics: design and develop data mining models, and predictive analytics systems. |
Engineering Services
Our Engineering Services unit provides cutting-edge engineering solutions to support our clients across the product lifecycle of their offerings, from product ideation and creation to sustenance and end-of-life management. This Practice features deep core and emerging engineering skills, and strong ecosystem partnerships, along with manufacturing and supply chain expertise that ranges from embedded firmware to composite material design. Our offerings enable clients to reduce time from concept to market, redesign products for new demands, and value-engineer for emerging markets. This is augmented by our investments in emerging technologies, which help clients gain from new business opportunities such as the IoT and Software Defined Networking (SDN).
We have over twenty years of delivering excellence to Fortune Global 500 clients across multiple industries, utilizing our Global Delivery Model to design, build, execute and manage complex projects requiring the integration of engineering services with IT and business process outsourcing (BPO). Our offerings include:
| · | Mechanical products and systems, including the design and rendering of automotive, aircraft and industrial subsystems such as lightweight composite aero-structures, and design optimization leveraging knowledge-based engineering (KBE) |
| · | Communications engineering, including media services such as interactive TV solutions, large-scale network engineering, and enabling enterprise collaboration |
| · | Electronic products and systems, ranging from the new product development (NPD) of home security and automation solutions and wearable medical devices, to high-end advanced driver assistance systems (ADAS) connected car solutions |
| · | Software Product Development Services (SPDS) incorporating new technologies that enable clients across multiple industries to further differentiate their offerings |
| · | Product Lifecycle Management (PLM), including implementation, systems integration and solution development |
Cloud and Infrastructure Services
Our Cloud and Infrastructure Services aims to be the most innovative service provider in the cloud and infrastructure services space. Our offerings are aimed at helping client organizations simplify and evolve their IT infrastructure for a digital future.
Increasingly, clients are migrating workloads to a hybrid environment, by benchmarking their internal IT infrastructure services on the basis of performance, cost, agility and reliability vis-à-vis private and public Cloud infrastructure. Infosys is poised to cater to this trend through our unique and comprehensive suite of solutions and methodologies based on ‘hybrid IT management’ and ‘workload migration to Cloud’.
At the same time, our industrialized service delivery and unified hybrid IT management approach deliver a simplified and responsive IT environment using the latest developments in automation, Cloud, analytics and mobility. With our automation assets, analytics-driven operations, and rapid environment deployment solutions, we have been able to reduce manual effort, improve asset utilization, and accelerate time-to-market.
Infosys has also made large investments to create comprehensive platforms and solutions aimed at addressing hybrid IT management and the industrialization of services. The platforms include:
| · | Infosys Hybrid IT Management Platform: It effectively helps enterprises manage and govern a unified hybrid IT environment. The solution enables the rapid creation, adoption and governance of Cloud services across the ecosystem. The Unified Services Catalog, together with the platform’s smart brokerage capabilities, provides an enterprise-wide, collaborative decision-support mechanism to accelerate the assessment and deployment of best-in-class Cloud infrastructure, platforms and applications. |
| · | Infosys Automation Suite: Along with Infosys' IT operations analytics solution, this suite reduces manual effort significantly through process standardization, predictive analytics and workflow automation |
Infosys Center for Emerging Technology Solutions (iCETS)
iCETS is responsible for incubating new technological capabilities; competencies for emerging technologies, IP/Accelerators that differentiate service offerings and automation platforms. The mandate for iCETS is to keep an eye on emerging horizon and help service lines scale the adoption.
iCETS has developed and deployed platforms for our service lines that include Smart Asset Store, Rapid prototyping Tool for Application Development, data analysis and migration tools that support DNA Oracle and SAP Practices. Platforms for data privacy, data testing and functional testing for IVS and IOT platform for Engineering Service. Infosys Enterprise Gamification Platform, recognized as an industry leading platform, was incubated by iCETS along with location based services and hyper personalized visualization/video.
Our clients are facing a highly connected, competitive and technology-driven business environment. Predicting the next big threat or the next big opportunity is becoming increasingly difficult. Our client’s expect us, as their innovation partners, to help them differentiate themselves with proactive technology guidance and innovation. iCETS brings together the Interdisciplinary learning by working with multiple segments and clients and contextualization of emerging technologies. iCETS strives to fulfill these expectations by playing a catalytic role in the technology led innovation and to provide our clients with first mover advantage in emerging technologies.
3) Products
EdgeVerve Systems Limited, a wholly owned subsidiary of Infosys, develops innovative software products and offers them on premise and on the cloud. Our products help businesses develop deeper connections with stakeholders, power continuous innovation and accelerate growth in the digital world. We power our clients’ growth in rapidly evolving areas like banking, digital marketing, interactive commerce, distributive trade, credit servicing, customer service and enterprise buying.
Today EdgeVerve products and platforms are used by global corporations across industries such as financial services, insurance, retail and CPG, life sciences, manufacturing and telecom. Our solutions are available in two broad categories – Edge suite and FinacleTM
Edge suite includes – AssistEdge, CreditFinanceEdge, TradeEdge, and ProcureEdge. The solutions focus on realizing business outcomes for clients by driving revenue growth, cost effectiveness and profitability. AssistEdge is an enterprise class customer service product that delivers an integrated, cross-channel experience and reduces service intensity by enhancing operational productivity. CreditFinanceEdge is an integrated credit servicing and asset management platform that manages multiple credit types and asset classes – from on-boarding to resolution to closure. TradeEdge helps global companies, reach billions of new consumers and increase revenues while reducing non-productive inventory. ProcureEdge helps global enterprises realize rapid and sustainable savings in indirect-spend while providing significant business benefits across the Source-to-Pay (S2P) life cycle.
FinacleTM our universal banking solution suite, is the choice of financial institutions across 92 countries and serves over 839 million customers. FinacleTM solutions address the core banking, e-banking, mobile banking, CRM, payments, treasury, origination, liquidity management, Islamic banking, wealth management, and analytics needs of financial institutions. FinacleTM solutions are consistently rated as a leader in the market by top industry analysts and is proven to be the most scalable banking platform globally.
4) Platforms
One important part of our strategy is the creation of “Infosys Platforms” that consist of Infosys Mana, along with its three embedded platform components - Infosys Information Platform (IIP), Infosys Automation Platform (IAP) and the Infosys Knowledge Platform (IKP). Our platforms leverage open source software components, and/or our proprietary software products, all of which can be deployed in the public or private cloud or on the customers' premises.
Infosys Mana – Infosys Mana is our knowledge-based and machine-learning based Artificial Intelligence (AI) offering to enable the re-invention of the business operations, IT operations and engineering operations in an enterprise. Enterprises constantly have a need to re-imagine and re-invent their systems landscapes. However, this is currently very hard due to the high cost of making any changes and the fragmentation of the knowledge about the operations and maintenance of these systems across multiple people, organizations and systems. This then leads to a significant loss in agility to evolve the business processes of the enterprise to match the changing customer expectations. Infosys Mana addresses these challenges using the latest in AI technologies.
IIP - Our IIP helps enterprises embark on their big data journey by providing a compelling price-performance ratio in data processing while also enabling them to take advantage of innovations happening in the open source community. IIP is based on an assembly of tested open source components and offers rapid deployment as a base for a broad variety of industry-specific scenarios. IIP is the big data component of Infosys Mana, and provides the data ingestion, modeling, NLP and machine learning capabilities.
IAP - Our IAP (Infosys Automation Platform), which was built on top of our IIP, enables improved efficiencies in IT operations. IAP helps ensures business outcomes by monitoring and analyzing in near real-time, the health of all layers of IT systems including business processes, applications and infrastructure leveraging stream processing and big data technologies. IAP aim to predict issues using knowledge models, machine learning algorithms and predictive analytics and aims to prevent business disruptions through proactive interventions. IAP automates repetitive tasks in IT operations and leverages advanced capabilities like natural language processing and artificial intelligence to make IT systems self-learning and self-healing. IAP is the automation component of Infosys Mana.
Panaya
Panaya, an Infosys company, is a leader in ERP change analytics and cloud-based enterprise software testing. The Panaya CloudQuality™ Suite disrupts the risk, time and costs required to deliver all types of SAP® and Oracle® EBS changes. Powered by big data analytics and aggregating since 2008, Panaya CloudQuality™ Suite delivers insights that tell organizations what will break, how to fix it and what to test. It is constantly improving and finding smarter ways to perform everything from day-to-day maintenance to major projects.
5) Skava
Skava, an Infosys company, powers the next generation of digital transformation for leading retailers worldwide by delivering the most versatile technology platform in the industry. Skava enables digital shopping experiences for global brands across mobile, tablet, desktop, in-store, and all emerging channels.
6) Infosys BPO
Infosys BPO offers services to operate, optimize and transform business processes. Infosys BPO enables clients to outsource several critical business processes that relate to specific industry verticals and functional horizontals. We operate in the banking, financial services, insurance services, manufacturing, energy, utilities, communications, media, entertainment, retail, consumer packaged goods, logistics, life sciences and healthcare verticals.
Our functional horizontals are spread across the areas of customer service, finance and accounting, human resource outsourcing, legal process outsourcing, sales and fulfillment operations, sourcing and procurement, and operational analytics. Infosys BPO has not only pioneered ‘Business Value Realization’ (BVR), but has also emerged as a trusted and valued collaboration partner, through its consistent focus on improving process and end-business metrics. Through technology solutions and domain competency, Infosys BPO is focused on the automation of processes to make them touch-less, realize business value, and co-create to sustain long-term partnerships.
OUR CLIENTS
We market our services to large enterprises throughout the globe. We have a strong market presence in North America, Europe and Asia Pacific. We are also currently building a strong presence in South America and Africa.
Our revenues for the last three fiscal years by geographic area are as follows:
| Fiscal | |||
| 2016 | 2015 | 2014 | |
| North America | 62.7% | 61.5% | 60.7% |
| Europe | 23.0% | 24.1% | 24.4% |
| India | 2.6% | 2.4% | 2.6% |
| Rest of the World | 11.7% | 12.0% | 12.3% |
| Total | 100.0% | 100.0% | 100.0% |
Our revenues for the last three fiscal years by business segment were as follows:
| Business Segments |
Fiscal | ||
| 2016 | 2015 | 2014 | |
| Financial services (FS) | 27.3% | 27.0% | 27.1% |
| Manufacturing (MFG) | 11.0% | 11.6% | 11.3% |
| Energy & utilities, Communication and Services (ECS) | 21.7% | 22.5% | 22.2% |
| Retail, Consumer packaged goods and Logistics (RCL) | 16.4% | 16.6% | 17.3% |
| Life Sciences, Healthcare and Insurance (HILIFE) | 13.0% | 12.6% | 12.4% |
| Hi-Tech | 7.9% | 7.3% | 7.1% |
| All other Segments | 2.7% | 2.4% | 2.6% |
| Total | 100.0% | 100.0% | 100.0% |
For fiscal 2016, 2015 and 2014 our largest client contributed 3.6%, 3.3% and 3.8%, respectively, of our total revenues.
The volume of work we perform for specific clients varies from year to year based on the nature of the assignments we have with our clients. Thus, a major client in one year may not provide the same level of revenues in a subsequent year. However, in any given year, a limited number of clients tend to contribute a significant portion of our revenues. Our revenues experience seasonality across certain quarters based on the billable effort that varies across quarters due to differences in the number of working days for our clients and variation in the amount of client spending across quarters.
SALES AND MARKETING OVERVIEW
We have organized our sales, marketing and business development departments into teams that focus on specific geographies and industries, enabling us to better customize our service offerings to our clients’ needs. Our sales and marketing strategy is focused on articulating and demonstrating that higher productivity and optimal contribution of each individual can be achieved due to both innovation and experienced professionals whose talents, are amplified by the knowledge, imagination, conviction, community and the ecosystem they bring with them.
Infosys branding is designed to position Infosys as the next-generation services company that will help enterprises renew themselves and create new avenues from which to generate value. The Infosys brand is built around the premise that software, in a very fundamental way, is reshaping the world around us. Because of this, there is a duality that every business faces; - on the one hand, the need to renew existing systems and improve their effectiveness with new technologies and innovation, and on the other hand, deliver completely new kinds of services, new solutions in new ways using next-generation technologies.
Our sales organization is aligned by industry segments and we have sales and marketing offices in 43 countries around the world including India. Our blend of geographic reach and industry expertise allow us to deliver global expertise locally and tailored to each of our client's needs.
COMPETITION
We experience intense competition in traditional services and see a rapidly changing marketplace with new competitors arising in new technologies who are focused on agility, flexibility and innovation.
We typically compete with other technology services providers in response to requests for proposals. Clients often cite our industry expertise, comprehensive end-to-end solutions, ability to scale, superior quality and process execution, Global Delivery Model, experienced management team, talented professionals and track record as reasons for awarding us contracts.
In future, we expect intensified competition. In particular, we expect increased competition from firms that strengthen their offshore presence in India or other low-cost locations, firms that offer technology based solutions to business problems and from firms incumbent in market segments that we have recently entered.
We believe that the principal competitive factors in our business are:
| · | the ability to keep pace with ever-changing technology and customer requirements; |
| · | the ability to increase the scale and breadth of service offerings to provide one-stop solutions for customer needs; |
| · | the ability to articulate and demonstrate long-term value to existing and potential customers; |
| · | the ability to attract and retain high-quality management, technology professionals, and sales personnel; |
| · | the ability to effectively integrate onsite and offshore execution capabilities to deliver high quality, seamless, scalable, cost-effective services |
| · | a strong and well-recognized brand; |
| · | a proven track record of performance excellence and customer satisfaction; |
| · | the financial strength to be able to invest in personnel and infrastructure to support the evolving demands of customers; and |
| · | high ethical and corporate governance standards to ensure honest and professional business practices and protect the reputation of the company and its customers. |
HUMAN CAPITAL
Our professionals are our most important assets. We believe that the quality and level of service that our professionals deliver are among the highest in the global technology services industry. We are committed to remaining among the industry’s leading employers.
As of March 31, 2016, we employed 194,044 employees, of which 182,329 are software professionals, including trainees. During fiscal 2016, we added 17,857 new hires, net of attrition. Our culture and reputation as a leader in the technology services industry enables us to recruit and retain some of the best available talent in India.
We have built our global talent pool by recruiting new students from premier universities, colleges and institutes in India and through need-based hiring of project leaders and middle managers across the globe. We recruit students who have consistently shown high levels of achievement from campuses in India. We, generally, also recruit students from campuses including the United States, the United Kingdom, Australia and China. We rely on a rigorous selection process involving aptitude tests and interviews to identify the best applicants. This selection process is continually assessed and refined based on the performance tracking of past recruits.
During fiscal 2016, we received 1,115,745 employment applications, interviewed 121,670 applicants and extended offers of employment to 55,056 applicants. These statistics do not include our subsidiaries.
A large part of our focus in fiscal 2015 was on listening to employee feedback to make the right changes. Zero Distance, a movement to bring innovation to every project at Infosys, facilitated by a 5 point framework of innovation was an example of employee engagement built through ground-up involvement in organizational growth and strategy. Through the year, we gathered feedback from employees across all our communication channels and platforms, including our annual employee engagement survey (LITMUS 2016). From LITMUS, we identified a number of tracks to be actionized, and invited employees to be a part of these. We also worked on an exercise to identify influencer groups within the organization, whose networks could be leveraged to spread ideas of innovation and collaboration. To ensure that employees are able to be their productive best, we worked on simplifying internal processes through a collaborative effort with various teams. Rewards and recognition in terms of the annual awards for excellence, quarterly promotions, and unit awards continued.
Education, Training and Assessment
Competency development continues to be a key area of strategic focus for us. We launched new programs for our employees in keeping with the changes in the use of technology in education. We enhanced our technology led training efforts in multiple areas. With over 1,405 videos on various topics and many multimedia artifacts for learning, we now have a rich repository of technology assisted learning.
During fiscal 2016, the total training provided for employees was over 2.12 million person days. Many of our employees also took external certifications creating a large pool of certified people.
We conduct Design Thinking programs to enhance the innovation quotient of our employees. The number of total participants who benefited from the Design Thinking training crossed over 80,000 as of March 31, 2016.
Our industry-academia partnership program, Campus Connect, made progress through the launch of electives to help engineering colleges run new programs within their curricula. During fiscal 2016, we engaged with 1,225 faculty members who in turn trained 40,996 students. With this, the total number of beneficiaries covered has reached 13,111 faculty members and 371,639 students from 317 engineering institutions. Our knowledge management system set a new record by winning the Global Most Admired Knowledge Enterprise (MAKE) award for the 11th time, Asian MAKE Award for the 13th time and the Indian MAKE award for the 11th time.
Compensation
Our technology professionals receive competitive salaries and benefits. We have a performance-linked compensation program that links compensation to individual performance, as well as our company performance.
INTELLECTUAL PROPERTY
Our intellectual property rights are critical to our business. We rely on a combination of patent, copyright, trademark and design laws, trade secrets, confidentiality procedures and contractual provisions to protect our intellectual property. We currently have 292 patents issued by the United States Patent and Trademark Office, 1 patent issued by Australian Patent Office, 6 patents issued by Intellectual Property Office of Singapore and 3 patents issued by the Luxembourg Patent Office and an aggregate of 424 pending patent applications. We also have 37 trademarks registered across classes identified for various goods and services in India and in other countries. We require employees, independent contractors and whenever possible, vendors to enter into confidentiality agreements upon the commencement of their relationships with us. These agreements generally provide that any confidential or proprietary information developed by us or on our behalf be kept confidential. These agreements also provide that any confidential or proprietary information disclosed to third parties in the course of our business be kept confidential by such third parties. However, our clients usually own the intellectual property in the software we develop for them.
We regard our trade name, trademarks, service marks and domain names as important to our success. We rely on the law to protect our proprietary rights to them, and we have taken steps to enhance our rights by filing trademark applications where appropriate. We have obtained registration of our key brand ‘INFOSYS’ as a trademark in both India and in the United States. We also aggressively protect these names and marks from infringement by others.
EFFECT OF GOVERNMENT REGULATION ON OUR BUSINESS
Regulation of our business by the Indian government affects us in several ways. We have benefited from certain tax incentives promulgated by the Government of India, including tax holiday from Indian corporate income tax on the income from the operation of the units registered under the Software Technology Parks Scheme and tax holidays on the income from the operation of our units registered under the Special Economic Zone Act. The tax holiday for all of our STP units expired as of March 31, 2011. We have also benefited from the liberalization and deregulation of the Indian economy by the successive Indian governments since 1991. Further, there are restrictive Indian laws and regulations that affect our business, including regulations that require us to obtain approval from the RBI and / or the Ministry of Finance of the Government of India in certain cases, to acquire companies incorporated outside India and regulations that require us, subject to some exceptions, to obtain approval from relevant government authorities in India in order to raise capital outside India. The conversion of our equity shares into ADSs is governed by guidelines issued by the RBI. The Indian Companies Act, 2013 has introduced the concept of compulsory corporate social responsibilities. As per the Indian Companies Act, 2013, all companies having net worth of rupees five hundred crore or more, turnover of rupees one thousand crore or more or a net profit of rupees five crore or more during any financial year will be required to constitute a Corporate Social Responsibility (CSR) Committee of the board of directors consisting of three or more directors, at least one of whom will be an independent director, and have a CSR policy approved by the Board. Consequent to the requirements of the Indian Companies Act, 2013, $33 million was contributed towards corporate social responsibility activities during fiscal 2016.
The ability of our technology professionals to work in the United States, Europe and in other countries depends on the ability to obtain the necessary visas and work permits. As of March 31, 2016, the majority of our professionals in the United States held either H-1B visas (14,659 persons), which allow the employee to remain in the United States for up to six years during the term of the work permit and work as long as he or she remains an employee of the sponsoring firm, or L-1 visas (1,364 persons), which allow the employee to stay in the United States only temporarily. If employees are on L-1A visas, they can typically stay in the United States temporarily for a maximum duration of 7 years and if they are on L-1B visas they can stay in the United States temporarily for a maximum duration of 5 years. Both are temporary visas, but the company may sponsor employees on either visa for green cards.
U.S. law provides that the annual limit on H-1B visas is 65,000 plus 20,000 additional H-1B visas that are available to those who possess a master's or higher degree from institutions of higher education in the United States. For fiscal 2017, over 236,000 applications were received during the filing period which began on April 1, 2016. The government conducts a random lottery to determine which H-1B applications will be adjudicated that year. Increasing demand for H-1B visas, or changes in how the annual limit is administered, could limit the company’s ability to access that visa classification.
Changes in L-1 visa policy, either by statute or through administrative policy, could limit our ability to transfer existing employees to the United States.
Immigration laws in the United States may also require us to meet certain levels of compensation, and to comply with other legal requirements, including labor market tests, as a condition to obtaining or maintaining work visas for our technology professionals working in the United States.
Immigration laws in the United States and in other countries are subject to legislative and policy changes, as well as to variations in standards of application and enforcement due to political forces and economic conditions. In addition, the U.S. Congress is considering extensive changes to U.S. immigration laws regarding the admission of high-skilled temporary and permanent workers. This could have a material and adverse effect on our business, revenues and operating results.
Similar labor market protective immigration reform measures have been introduced in many countries, which include minimum wage floor requirements for certain work permit categories. Many governments have also tightened adjudication standards for labor market tests. These changes could negatively affect our ability to utilize current employees to fulfil existing or new projects and could also result in higher operating expenses.
It is difficult to predict the political and economic events that could affect immigration laws, or the restrictive impact they could have on obtaining or monitoring work visas for our technology professionals. Our reliance on work visas for a significant number of technology professionals makes us particularly vulnerable to such changes and variations as it affects our ability to staff projects with technology professionals who are not citizens of the country where the work is to be performed. Recently, there has been an increase in the number of visa application rejections. This may affect our ability to get timely visas and staff projects accordingly. As a result, we may not be able to obtain a sufficient number of visas for our technology professionals or may encounter delays or additional costs in obtaining or maintaining the conditions of such visas. Additionally, we may have to apply in advance for visas and this could result in additional expenses during certain quarters of the fiscal year.
LEGAL PROCEEDINGS
The company is subject to legal proceedings and claims, which have arisen in the ordinary course of business. The company’s management does not reasonably expect that these legal actions, when ultimately concluded and determined, will have a material and adverse effect on the company’s results of operations or financial condition.
| C. | ORGANIZATIONAL STRUCTURE |
We hold a majority interest in the following companies:
Infosys BPO. Infosys established Infosys BPO Limited in April 2002, under the laws of India. As of March 31, 2016, Infosys holds 99.98% of the outstanding equity shares of Infosys BPO.
Infosys is the sole shareholder of the following companies:
Infosys Australia. In January 2004, we acquired, for cash, 100% of the equity in Expert Information Services Pty. Limited, Australia. The acquired company was renamed as 'Infosys Technologies (Australia) Pty. Limited'. As of March 31, 2016, Infosys Australia is under liquidation.
Infosys China. In October 2003, we established a wholly-owned subsidiary, Infosys Technologies (China) Co. Limited (Infosys China) in Shanghai, China, to expand our business operations in China.
Infosys Mexico. In June 2007, we established a wholly-owned subsidiary, Infosys Technologies S.de R.L.de C. V. (Infosys Mexico) to expand our business operations in Latin America.
Infosys Sweden. In March 2009, we incorporated a wholly-owned subsidiary, Infosys Technologies (Sweden) AB to expand our operations in Sweden.
Infosys Brasil. In August 2009, we incorporated a wholly-owned subsidiary, Infosys Tecnologia do Brasil Ltda to expand our operations in South America.
Infosys Public Services. In October 2009, we incorporated a wholly-owned subsidiary, Infosys Public Services Inc., to focus and expand our operations in the U.S. public services market.
Infosys Shanghai. In February 2011, we incorporated a wholly-owned subsidiary, Infosys Technologies (Shanghai) Company Limited, in China.
Infosys Consulting India Limited. Infosys Consulting India Limited (ICIL) was a wholly owned subsidiary of Infosys Consulting Inc. until the termination of Infosys Consulting Inc., effective January 12, 2012. Pursuant to the transfer of assets and liabilities of Infosys Consulting Inc. to Infosys Limited, Infosys Consulting India Limited became a wholly owned subsidiary of Infosys Limited. On February 9, 2012, ICIL filed a petition in the Honourable High Court of Karnataka for its merger with Infosys Limited. The Hon’ble High Court of Karnataka sanctioned the scheme of amalgamation of ICIL with Infosys Limited with an effective date of August 23, 2013 and an appointed date of January 12, 2012. Accordingly, all the assets and liabilities of ICIL were transferred to Infosys Limited on a going concern basis. As ICIL was a wholly owned subsidiary of Infosys Limited, no shares have been allotted to the shareholders upon the scheme becoming effective.
Infosys Lodestone. In October 2012, Infosys acquired 100% of the voting interests in Infosys Consulting Holding AG (formerly Lodestone Holding AG), a global management consultancy firm headquartered in Zurich, Switzerland.
Infosys Americas. In June 2013, we incorporated a wholly-owned subsidiary, Infosys Americas Inc.
EdgeVerve. In February 2014, we incorporated a wholly owned subsidiary EdgeVerve Systems Limited to focus on developing and selling products and platforms.
Infosys Nova. In January 2015, we incorporated a wholly owned subsidiary Infosys Nova Holding LLC. During the year ended March 31, 2015, Infosys Nova acquired 20% of the equity interests in DWA Nova LLC for a cash consideration of $15 million. The Company has made this investment to form a new company along with Dream Works Animation (DWA). As of March 31, 2016, Infosys Nova holds 16% of the equity interests in DWA Nova LLC.
Panaya. In March 2015, we acquired 100% of the voting interests in Panaya Inc. (Panaya), a Delaware Corporation in the United States. Panaya is a leading provider of automation technology for large scale enterprise and software management.
Kallidus. In June 2015, Infosys acquired 100% of the voting interests in Kallidus Inc., US (Kallidus), a leading provider of digital experience solutions, including mobile commerce and in-store shopping experiences to large retail clients and 100% of the voting interests of Skava Systems Private Limited, an affiliate of Kallidus.
Noah. In November 2015, Infosys has acquired 100% membership interest in Noah Consulting, LLC (Noah), a leading provider of advanced information management consulting services for the oil and gas industry.
See Note 2.18, Related Party transactions under Item 18 of this Annual Report on Form 20-F for a list of all our subsidiaries and associates.
| D. | PROPERTY, PLANT AND EQUIPMENT |
The campus of our corporate headquarters, Infosys City, is located at Electronics City, Bangalore, India. Infosys City consists of approximately 4.6 million square feet of land and 4.4 million square feet of operational facilities. The campus features, among other things, an Education, Training and Assessment unit, a Management Development Center and extensive state-of-the-art conference facilities.
Additionally, we have leased independent facilities measuring approximately 949,000 square feet in Electronics City which accommodate approximately 10,000 employees.
Our capital expenditure on property, plant and equipment for fiscal 2016, 2015, and 2014 was $413 million, $367 million, and $451 million, respectively. As of March 31, 2016 we had contractual commitments for capital expenditure of $224 million. All our capital expenditures are financed out of cash generated from operations.
Our software development facilities are equipped with a world-class technology infrastructure that includes networked workstations, servers, data communication links and video-conferencing.
We have 85 sales and marketing offices across the world. Appropriate expansion plans are being undertaken to meet our expected future growth.
Our most significant leased and owned properties are listed in the table below.
| Location | Building | Seating capacity | Ownership | Land | Ownership |
| Approx. Sq. ft. | Approx. Sq. ft. | ||||
| Software Development Facilities | |||||
| Bangalore (Infosys City), Karnataka | – | – | – | 23,958 | Leased |
| Bangalore - J.P.Nagar Sarakki, Karnataka | – | – | – | 16,553 | Owned |
| Bangalore (Infosys City Main Campus), Karnataka | 3,782,492 | 22,578 | Owned | 3,505,446 | Owned |
| Bangalore (Infosys City-Phase 2), Karnataka | – | – | – | 152,896 | Owned |
| Bangalore SY No 66 (Electronics City Karnataka) | – | – | – | 44,083 | Owned |
| Bangalore Plot no 44 (SY No 5,11 15(p) - (Electronics City Karnataka) | – | – | – | 217,801 | Owned |
| Bangalore Plot no 20 (SY No 43(p) Electronic City-Phase 2 | – | – | – | 43,647 |
Owned |
| Bangalore (Center Point, Electronics City), Karnataka | 158,100 | 1,175 | Leased | – | – |
| Bangalore Sarjapur & Billapur, Karnataka | – | – | – | 14,272,751 | Owned |
| Bangalore (Devanahalli), Karnataka | – | – | – | 374,313 | Owned |
| Bangalore (Salarpuria Building, Electronics City) Karnataka | 225,245 | 3,264 | Leased | – | – |
| Bangalore (Tower Office, Banerghatta Road), Karnataka | 120,906 | 1,408 | Leased | – | – |
| Bangalore (JP IT Park Building, Electronics City), Karnataka | 170,724 | 1,654 | Leased | – | – |
| Bangalore - Building next to Gate 2 (Opp. Siemens), Karnataka | 399,080 | 2,081 | Owned | 90,170 | Owned |
| Bangalore - EC 53 Building (Electronics City Karnataka) | 220,334 | 2,089 | Owned | 131,552 | Owned |
| Bangalore - Opp to EC 53 Building (Electronics City Karnataka) | – | – | – | 437,344 | Owned |
| Bangalore – Goldhill building on rent Phase-2 (Electronics City Karnataka) | 394,500 | 3,930 | Leased | – | – |
| Bhubaneswar (Chandaka Industrial Park), Orissa | 879,721 | 3,974 | Owned | 1,999,455 | Leased |
| Bhubaneswar (Info Valley Goudakasipur & Arisol), Orissa | 325,689 | 2,194 | Owned | 2,218,040 | Leased |
| Chandigarh (SEZ Campus) | 1,135,580 | 6,079 | Owned | 1,316,388 | Leased |
| Chennai (Sholinganallur), Tamil Nadu | 508,300 | 3,490 | Owned | 578,043 | Leased |
| Chennai (Maraimalai Nagar), Tamil Nadu | 3,637,108 | 20,168 | Owned | 5,617,084 | Leased |
| Chennai Kothari Rd Nungambakkam Tamil Nadu | – | – | – | 16,610 | Owned |
| Chennai - BPO Offices | 131,128 | 1,612 | Leased | – | – |
| Hyderabad (Manikonda Village), Andhra Pradesh | 1,873,209 | 10,266 | Owned | 2,194,997 | Owned |
| Hyderabad (Pocharam Village), Andhra Pradesh | 3,051,680 | 15,719 | Owned | 19,615,145 | Owned |
| Mangalore (Kottara), Karnataka | 204,000 | 1,268 | Owned | 119,790 | Owned |
| Mangalore (Pajeeru and Kairangala Village), Karnataka | 1,741,636 | 5,604 | Owned | 15,156,794 | Leased |
| Mangalore (Kairangala Village), Karnataka | – | – | – | 258,747 | Owned |
| Mysore (Hebbal Electronic City), Karnataka | 11,564,877 | 15,576 | Owned | 12,652,487 | Owned |
| Mysore (Hebbal Electronic City), Karnataka | – | – | – | 2,047,346 | Leased |
| Mysore – Hebbal Village Karnataka | – | – | – | 10,803 | Owned |
| Mysore – Hebbal Village Karnataka | – | – | – | 460,083 | Owned |
| Pune (Hinjewadi), Maharashtra | 589,647 | 3,771 | Owned | 1,089,004 | Leased |
| Pune (Hinjewadi Phase II), Maharashtra | 6,123,575 | 33,084 | Owned | 4,987,787 | Leased |
| Thiruvananthapuram, Attipura Village, Kerala | 1,989,655 | 7,070 | Owned | 2,178,009 | Leased |
| Thiruvananthapuram, Pallipuram Village, Kerala | – | – | – | 2,171,039 | Leased |
| Jaipur (M-City), Rajasthan | 778,245 | 6,908 | Owned | – | – |
| Jaipur (Mahindra World City), Rajasthan | – | – | – | 6,452,568 | Leased |
| Nagpur - Dahegaon Village (SEZ campus) | – | – | – | 6,193,211 | Leased |
| Indore - Tikgarita Badshah & Badangarda Village (SEZ campus) | – | – | – | 5,666,307 | Leased |
| Hubli - Gokul Village (SEZ campus) | – | – | – | 1,875,265 | Leased |
| Noida - Plot No A-1 to A-6 Sector 85 | – | – | – | 1,201,346 | Leased |
| Mohali Plot No I-3 Sector 83 A IT City SAS Nagar | – | – | – | 2,178,009 | Leased |
| New Delhi Vasanth Vihar | – | – | – | 9,360 | Owned |
| Shanghai Infosys Technologies (Shanghai) Co. Ltd(1)(2) | – | – | – | 657,403 | Leased |
| Shanghai, China | 254,278 | 2,021 | Leased | – | – |
| Hangzhou, China | 186,814 | 2,149 | Leased | – | – |
| Manila, Philippines | 149,974 | 2,365 | Leased | – | – |
| Lodz, Poland | 224,643 | 2,597 | Leased | – | – |
| (1) | The nature of the ownership is that of a land use right. |
| (2) | We are in the process of establishing a new software development facility center in China. The facility center will have an area of approximately 1,050,000 square feet with a seating capacity of around 4,500 to focus on Chinese and global markets. The project would require an estimated cost of approximately $170 million. We expect to complete the construction of this software development center in the fiscal year ending March 31, 2017. |
Item 4 A. Unresolved Staff Comments
None.
Item 5. Operating and Financial Review and Prospects
The consolidated financial statements of the Company included in this Annual Report on Form 20-F have been prepared in accordance with International Financial Reporting Standards as issued by International Accounting Standards Board. The discussion, analysis and information presented in this section should be read in conjunction with our consolidated financial statements included herein and the notes thereto.
OPERATING RESULTS
This information is set forth under the caption entitled 'Management's Discussion and Analysis of Financial Condition and Results of Operations' below and is incorporated herein by reference.
LIQUIDITY AND CAPITAL RESOURCES
This information is set forth under the caption entitled 'Management's Discussion and Analysis of Financial Condition and Results of Operations' below and is incorporated herein by reference.
RESEARCH AND DEVELOPMENT, PATENTS AND LICENSES, ETC.
We have committed and expect to continue to commit in the future, a portion of our resources to research and development. Efforts towards research and development are focused on refinement of methodologies, tools and techniques, implementation of metrics, improvement in estimation process and the adoption of new technologies.
Our research and development expenses for fiscal 2016, 2015 and 2014 were $108 million, $110 million and $147 million, respectively.
TREND INFORMATION
This information is set forth under the caption entitled “Management's Discussion and Analysis of Financial Condition and Results of Operations” below and is incorporated herein by reference.
MANAGEMENT'S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS
Overview
Infosys is a leading provider of consulting, technology, outsourcing solutions and next-generation services.
Our professionals deliver high quality solutions through our Global Delivery Model. Using our Global Delivery Model, we divide projects into components that we execute simultaneously at client sites and at our Development Centers in India and around the world. We optimize our cost structure by maintaining the flexibility to execute project components where it is most cost effective. Our Global Delivery Model, with its scalable infrastructure and ability to execute project components around the clock and across time zones, also enables us to reduce project delivery times.
We have organized our sales and marketing departments into teams that focus on specific geographies and industries, enabling us to better customize our service offerings to our clients’ needs. Our primary geographic markets are North America, Europe, India and Rest of the World. We serve clients in financial services; manufacturing; energy, communications, utilities and services; retail, consumer packaged goods and logistics; life sciences, healthcare, insurance and Hi-Tech.
There is an increasing need for highly skilled technology professionals in the markets in which we operate and in the industries to which we provide services. At the same time, companies are reluctant to expand their internal IT departments and increase costs. These factors have increased the reliance of companies on their outsourcing service providers and are expected to continue to drive future growth for outsourcing services. We believe that because the effective use of offshore technology services offers lower total costs of ownership of IT infrastructure, lower labor costs, improved quality and innovation and faster delivery of technology solutions, companies are increasingly turning to offshore technology service providers. The key factors contributing to the growth of IT and IT enabled services in India include high quality delivery, significant cost benefits and the availability of a large and growing skilled and English speaking IT professionals. Our proven Global Delivery Model, our comprehensive end-to-end solutions, our commitment to superior quality and process execution, our long standing client relationships, our ability to service clients across industries and our ability to scale make us one of the leading offshore service providers in India.
There are numerous risks and challenges affecting the business. These risks and challenges are discussed in detail in the section entitled 'Risk Factors' and elsewhere in this Annual Report on Form 20-F.
We were founded in 1981 and are headquartered in Bangalore, India. We completed our initial public offering of equity shares in India in 1993 and our initial public offering of ADSs in the United States in 1999. We completed three sponsored secondary ADS offerings in the United States in August 2003, June 2005 and November 2006. We did not receive any of the proceeds from any of our sponsored secondary offerings.
The Hon’ble High Court of Karnataka sanctioned the scheme of amalgamation of Infosys Consulting India Limited (ICIL) with Infosys Limited with an effective date of August 23, 2013. Accordingly, during fiscal 2014, all the assets and liabilities of ICIL were transferred to Infosys Limited on a going concern basis. As ICIL was a wholly owned subsidiary of Infosys Limited, no shares have been allotted to the shareholders upon the scheme becoming effective.
We incorporated a wholly owned subsidiary, Infosys Americas Inc., on June 25, 2013.
EdgeVerve was created as a wholly
owned subsidiary on February 14, 2014 to focus on developing and selling products and platforms. On April 15, 2014, the Board
authorized the Company to execute a Business Transfer Agreement and related documents with EdgeVerve, subject to securing the
requisite approval from shareholders in the Annual General Meeting. Subsequently, at the AGM held on June 14, 2014, the
shareholders have authorized the Board to enter into a Business Transfer Agreement and related documents with EdgeVerve, with
effect from July 1, 2014 or such other date as may be decided by the Board. We have undertaken an enterprise valuation by an
independent valuer and accordingly the business has been transferred to the Company’s wholly owned subsidiary for a
consideration of $70 million (421 crore) with effect from July 1, 2014 which is settled through the issue of fully paid-up equity
shares of such subsidiary. The transfer of assets and liabilities between entities under common control is accounted for at
carrying values and does not have any impact on the consolidated financial statements.
Further, on April 24, 2015, the Board authorized the Company to execute a Business Transfer Agreement and related documents with EdgeVerve, to transfer the business of Finacle and EdgeServices. After the requisite approval from the shareholders through postal ballot on June 4, 2015, a Business Transfer Agreement and other related documents were executed with EdgeVerve to transfer the business with effect from August 1, 2015. We have undertaken an enterprise valuation by an independent valuer and accordingly the business were transferred for a consideration of approximately $491 million and approximately $27 million for Finacle and EdgeServices, respectively. The consideration was settled through issue of 850,000,000 equity shares amounting to approximately $129 million and 254,900,000 non-convertible redeemable debentures amounting to approximately $389 million in EdgeVerve, post the requisite approval from shareholders on December 11, 2015. The transfer of assets and liabilities between entities under common control was accounted for at carrying values and did not have an impact on the consolidated financial statements.
On January 23, 2015, a wholly owned subsidiary, Infosys Nova Holdings LLC, was incorporated. During fiscal 2015, the Company acquired 20% of the equity interests in DWA Nova LLC for a cash consideration of $15 million. The Company has made this investment to form a new company along with Dream Works Animation (DWA). The new company, DWA Nova LLC, will develop and commercialize image generation technology in order to provide end-to-end digital manufacturing capabilities for companies involved in the design, manufacturing, marketing or distribution of physical consumer products. As of March 31, 2016, Infosys Nova holds 16% of the equity interest in DWA Nova LLC.
On March 5, 2015, Infosys acquired 100% of the voting interests in Panaya Inc. (Panaya), a Delaware Corporation in the United States. Panaya is a leading provider of automation technology for large scale enterprise and software management. The business acquisition was conducted by entering into a share purchase agreement for cash consideration of $225 million. Panaya’s CloudQuality™ suite positions Infosys to bring automation to several of its service lines via an agile SaaS model, and helps mitigate risk, reduce costs and shorten time to market for clients.
On June 2, 2015, Infosys acquired 100% of the voting interests in Kallidus Inc., U.S (Kallidus), a leading provider of digital experience solutions, including mobile commerce and in-store shopping experiences to large retail clients and 100% of the voting interests of Skava Systems Private Limited, India, an affiliate of Kallidus. Infosys expects to help its clients bring new digital experience to their customers through IP-led technology offerings, new automation tools and skill and expertise in these new emerging areas. The business acquisition was conducted by entering into a share purchase agreement for cash consideration of $91 million and a contingent consideration of up to $20 million. The payment of the contingent consideration to sellers of Kallidus is dependent upon the achievement of certain financial targets by Kallidus over a period of 3 years ending on December 31, 2017.
On November 16, 2015, Infosys acquired 100% membership interest in Noah Consulting, LLC, (Noah), a leading provider of advanced information management consulting services for oil and gas industry. The acquisition combines Noah’s industry knowledge, information strategy planning, data governance and architecture capabilities with Infosys’ ability to provide technology and outsourcing services on a global scale to oil and gas clients. The business acquisition was conducted by entering into a share purchase agreement for a cash consideration of $33 million, a contingent consideration of up to $5 million and an additional consideration of up to $32 million, referred to as retention bonus payable to the employees of Noah at each anniversary year following the acquisition date for the next three years, subject to their continuous employment with the group at each anniversary. The payment of the contingent consideration to the sellers of Noah was dependent upon the achievement of certain financial targets by Noah for the year ended December 31, 2015 and year ending December 31, 2016. During fiscal 2016, based on an assessment of Noah achieving the targets for the year ended December 31, 2015 and year ending December 31, 2016, the entire contingent consideration has been reversed in the statement of comprehensive income.
We
allotted 574,236,166 fully paid up equity shares of face value 5/- each during the three
months ended December 31, 2014 pursuant to a bonus issue approved by the shareholders through postal ballot. The record date
fixed by our Board was December 3, 2014. A bonus share of one equity share for every equity share held, and a stock dividend
of one American Depositary Share (ADS) for every ADS held, respectively, has been allotted. Consequently, the ratio of equity
shares underlying the ADSs held by an American Depositary Receipt holder remains unchanged. Options granted under the
stock option plan have been adjusted for bonus shares.
We have allotted 1,148,472,332
fully paid-up equity shares of face value 5/- each during the three months ended June 30, 2015 pursuant to a bonus issue approved
by our shareholders through postal ballot. We allotted bonus share of one equity share for every equity share held, and a stock
dividend of one American Depositary Share (ADS) for every ADS held, respectively, to holders of our securities as of the record
date of June 17, 2015. Consequently, the ratio of equity shares underlying the ADSs held by an American Depositary Receipt holder
remains unchanged. Options granted under the stock option plan have been adjusted for bonus shares.
11,323,576 and 5,667,200 shares were held by controlled trust, as of March 31, 2016 and March 31, 2015, respectively.
Effective fiscal 2014, the board decided to increase the dividend pay-out ratio of the company from up to 30% of post-tax consolidated profits to up to 40% of post-tax consolidated profits. In its meeting on April 24, 2015, the Board decided to increase dividend pay-out ratio from up to 40% to up to 50% of post-tax consolidated profits effective fiscal 2015.
At our Annual General Meeting held on
June 22, 2015, our shareholders approved a final dividend of 29.50 per equity share (approximately $0.47 per equity share) (not
adjusted for the June 17, 2015 bonus issue) which in the aggregate resulted in a cash outflow of $636 million (excluding dividend
paid on treasury shares), including of corporate dividend tax.
On October 12, 2015, our Board declared
an interim dividend of 10.00 ($0.15 per equity share) which resulted in a cash outflow of $423 million, (excluding dividend paid
on treasury shares) inclusive of corporate dividend tax.
Our Board, in its meeting on April 15,
2016, proposed a final dividend of 14.25 per equity share (approximately $0.22 per equity share). The proposal is subject to the
approval of shareholders at the ensuing Annual General Meeting to be held on June 18, 2016, and if approved, would result in a
cash outflow of approximately $592 million (excluding dividend paid on treasury shares), including corporate dividend tax.
On March 31, 2016, pursuant to the approval by the shareholders through postal ballot the Board has been authorised to introduce, offer, issue and allot share-based incentives to eligible employees of the Company and its subsidiaries under the 2015 Stock incentive compensation plan (the 2015 Plan). The maximum number of shares under the 2015 plan shall not exceed 24,038,883 equity shares. 17,038,883 equity shares will be issued as RSUs at par value and 7,000,000 equity shares will be issued as stock options at market price. These instruments will vest over a period of 4 years and the Company expects to grant the instruments under the 2015 Plan over the period of 4 to 7 years. For additional information of the Company’s stock incentive compensation plans, see Note 2.15 Employees’ Stock Options Plans under Item 18 of this Annual Report.
The following table illustrates our compounded annual growth rate in revenues, net profit, earnings per equity share and number of employees from fiscal 2012 to fiscal 2016:
(Dollars in millions except per share and employee data)
| Fiscal 2016 | Fiscal 2012 | Compounded annual growth rate | |
| Revenues | 9,501 | 6,994 | 8.0% |
| Net profit | 2,052 | 1,716 | 4.6% |
| Earnings per equity share (Basic)* | 0.90 | 0.75 | 4.6% |
| Earnings per equity share (Diluted)* | 0.90 | 0.75 | 4.6% |
| Number of employees at the end of the fiscal year | 194,044 | 149,994 | 6.6% |
* Adjusted for bonus shares
Our revenue growth was attributable to a number of factors, including an increase in the volume and number of projects executed for clients, as well as an expansion in the solutions that we provide to our clients. We added 325 new customers (gross) during fiscal 2016 as compared to 221 new customers (gross) during fiscal 2015 and 238 new customers (gross) during fiscal 2014. For fiscal 2016, 2015 and 2014, 97.1%, 97.8% and 97.7%, respectively, of our revenues came from repeat business, which we define as revenues from a client that also contributed to our revenues during the prior fiscal year.
Results of Operations
The following table sets forth certain financial information as a percentage of revenues:
| Fiscal 2016 | Fiscal 2015 | Fiscal 2014 | |
| Revenues | 100.0% | 100.0% | 100.0% |
| Cost of sales | 62.6% | 61.7% | 64.2% |
| Gross profit | 37.4% | 38.3% | 35.8% |
| Operating expenses: | |||
| Selling and marketing expenses | 5.5% | 5.5% | 5.2% |
| Administrative expenses | 6.9% | 6.9% | 6.6% |
| Total operating expenses | 12.4% | 12.4% | 11.8% |
| Operating profit | 25.0% | 25.9% | 24.0% |
| Other income, net | 5.0% | 6.4% | 5.3% |
| Share in associate's profit / (loss) | – | – | – |
| Profit before income taxes | 30.0% | 32.3% | 29.3% |
| Income tax expense | 8.4% | 9.2% | 8.1% |
| Net profit | 21.6% | 23.1% | 21.2% |
Results for Fiscal 2016 compared to Fiscal 2015
Revenues
Our revenues are generated principally from services provided on either a time-and-materials or a fixed-price, fixed-timeframe basis. Many of our client contracts, including those that are on a fixed-price, fixed-timeframe basis can be terminated by clients with or without cause and with short notice periods of between 0 and 90 days. Since we collect revenues as portions of the contracts are completed, terminated contracts are only subject to collection for portions of the contract completed through the time of termination. In order to manage and anticipate the risk of early or abrupt contract terminations, we monitor the progress of contracts and change orders according to their characteristics and the circumstances in which they occur. This includes a review of our ability and our client's ability to perform on the contract, a review of extraordinary conditions that may lead to a contract termination and a review of the historical client performance considerations. Since we also bear the risk of cost overruns and inflation with respect to fixed-price, fixed-timeframe projects, our operating results could be adversely affected by inaccurate estimates of contract completion costs and dates, including wage inflation rates and currency exchange rates that may affect cost projections. Although we revise our project completion estimates from time to time, such revisions have not, to date, had a material adverse effect on our operating results or financial condition.
We experience from time to time, pricing pressure from our clients. For example, clients often expect that as we do more business with them, they will receive volume discounts. Additionally, clients may ask for fixed-price, fixed-timeframe arrangements or reduced rates. We attempt to use fixed-price arrangements for engagements where the specifications are complete, so individual rates are not negotiated.
The following table sets forth the growth in our revenues in fiscal 2016 from fiscal 2015:
(Dollars in millions)
| Fiscal 2016 | Fiscal 2015 | Change | Percentage Change | |
| Revenues | 9,501 | 8,711 | 790 | 9.1% |
The increase in revenues was primarily attributable to an increase in volumes in our segments.
During fiscal 2016, we reorganized some of our segments to enhance executive customer relationships, improve focus of sales investments and increase management oversight. Consequent to the internal reorganization there were changes effected in the segments based on the “management approach” as defined in IFRS 8, Operating Segments, Growth Markets (GMU) comprising enterprises in APAC (Asia Pacific) and Africa have been subsumed across the other verticals and businesses in India, Japan and China are run as standalone regional business units and Infosys Public services (IPS) is reviewed separately by the Chief Operating Decision Maker (CODM). Further, the erstwhile manufacturing segment is now being reviewed as Hi-Tech, Manufacturing and others included in ECS (See Note 2.19, Segment reporting, of Item 18 of this Annual report on Form 20-F for additional information). Accordingly, the prior period comparatives have been restated.
The following table sets forth our revenues by business segments for fiscal 2016 and fiscal 2015:
| Business Segments | Percentage of Revenues | |
| Fiscal 2016 | Fiscal 2015 | |
| Financial Services (FS) | 27.3% | 27.0% |
| Manufacturing (MFG) | 11.0% | 11.6% |
| Energy & utilities, Communication and Services (ECS) | 21.7% | 22.5% |
| Retail, Consumer packaged goods and Logistics (RCL) | 16.4% | 16.6% |
| Life Sciences, Healthcare and Insurance (HILIFE) | 13.0% | 12.6% |
| Hi-Tech | 7.9% | 7.3% |
| All other Segments | 2.7% | 2.4% |
There were significant currency movements during fiscal 2016 as compared to fiscal 2015, the U.S. dollar appreciated by 6.2% against the United Kingdom Pound Sterling, 12.7% against the Euro and 16.1% against the Australian Dollar.
Had the average exchange rate between various currencies and the U.S. dollar remained constant, during fiscal 2016 in comparison to fiscal 2015, our revenues in constant currency terms for fiscal 2016 would have been higher by $366 million at $9,867 million as against our reported revenues of $9,501 million, resulting in a growth of 13.3% as against a reported growth of 9.1%.
The following table sets forth our business segment profit (revenues less identifiable operating expenses and allocated expenses) as a percentage of business segment revenue for fiscal 2016 and fiscal 2015 (see Note 2.19.1, Business Segments under Item 18 of this Annual Report on Form 20-F for additional information):
| Business Segments | Fiscal 2016 | Fiscal 2015 |
| Financial services (FS) | 28.4% | 29.6% |
| Manufacturing (MFG) | 22.6% | 22.8% |
| Energy & utilities, Communication and Services (ECS) | 29.6% | 30.0% |
| Retail, Consumer packaged goods and Logistics (RCL) | 27.8% | 30.2% |
| Life Sciences, Healthcare and Insurance (HILIFE) | 28.0% | 28.1% |
| Hi-Tech | 26.5% | 26.7% |
| All other Segments | 15.4% | 1.2% |
Overall segment profitability has marginally declined primarily on account of increase in cost of efforts (comprising of employee cost and cost of technical subcontractors), reduction in offshore mix, reduced realized revenue per employee, impact of cross currency partially offset by gains on account of depreciation of the Indian Rupee against US Dollar and increase in utilization. RCL profitability has decreased on account of higher cost of technical sub-contractors.
Our revenues are also segmented into onsite and offshore revenues. The table below sets forth the percentage of our revenues by location for fiscal 2016 and fiscal 2015:
| Percentage of revenues | ||
| Fiscal 2016 | Fiscal 2015 | |
| Onsite | 53.2% | 51.2% |
| Offshore | 46.8% | 48.8% |
We typically assume full project management responsibility for each project that we undertake. Using our Global Delivery Model, we divide projects into components that we execute simultaneously at client sites and our Development Centers located outside India (‘onsite’) and at our Global Development Centers in India (‘offshore’). The proportion of work performed at our facilities and at client sites varies from quarter-to-quarter. We charge higher rates and incur higher compensation and other expenses for work performed onsite. The services performed onsite typically generate higher revenues per-capita, but at lower gross margins in percentage as compared to the services performed at our own facilities in India. As a result, our total revenues, cost of sales and gross profit in absolute terms and as a percentage of revenues fluctuate from quarter-to-quarter.
The table below sets forth details of billable hours expended for onsite and offshore for fiscal 2016 and fiscal 2015:
| Fiscal 2016 | Fiscal 2015 | |
| Onsite | 24.7% | 24.1% |
| Offshore | 75.3% | 75.9% |
Revenues from services represented 96.9% of total revenues for fiscal 2016 as compared to 96.8% for fiscal 2015. We also generate revenue from software application products, including banking software. Sales of our software products represented 3.1% of our total revenues for fiscal 2016 as compared to 3.2% for fiscal 2015.
The following table sets forth the revenues from fixed-price, fixed-timeframe contracts and time-and-materials contracts as a percentage of services revenues for fiscal 2016 and fiscal 2015:
| Percentage of total services revenues | ||
| Fiscal 2016 | Fiscal 2015 | |
| Fixed-price, fixed-timeframe contracts | 44.0% | 42.1% |
| Time-and-materials contracts | 56.0% | 57.9% |
Revenues and gross profits are also affected by employee utilization rates. We define employee utilization as the proportion of total billed person months to total available person months, excluding sales, administrative and support personnel. We manage utilization by monitoring project requirements and timetables. The number of software professionals that we assign to a project will vary according to the size, complexity, duration, and demands of the project. An unanticipated termination of a significant project could also cause lower utilization of technology professionals. In addition, we do not utilize our technology professionals when they are enrolled in training programs, particularly during our training course for new employees.
The following table sets forth the utilization rates of billable IT services professionals:
| Fiscal 2016 | Fiscal 2015 | |
| Including trainees | 75.0% | 74.6% |
| Excluding trainees | 80.6% | 80.9% |
The following table sets forth our revenues by geographic segments for fiscal 2016 and fiscal 2015:
| Geographic Segments | Percentage of revenues | |
| Fiscal 2016 | Fiscal 2015 | |
| North America | 62.7% | 61.5% |
| Europe | 23.0% | 24.1% |
| India | 2.6% | 2.4% |
| Rest of the World | 11.7% | 12.0% |
The decline in percentage of revenues in Europe and Rest of the World was primarily due to depreciation in the respective currencies in those regions against US Dollar.
The following table sets forth our geographic segment profit (revenues less identifiable operating expenses and allocated expenses) as a percentage of geographic segment revenue for fiscal 2016 and fiscal 2015 (see Note 2.19.2, Geographic Segments, under Item 18 of this Annual Report on Form 20-F for additional information):
| Geographic Segments | Fiscal 2016 | Fiscal 2015 |
| North America | 26.2% | 27.9% |
| Europe | 27.1% | 26.8% |
| India | 35.1% | 24.1% |
| Rest of the World | 32.3% | 31.0% |
Overall segment profitability has marginally declined primarily on account of increase in cost of efforts (comprising of employee cost and cost of technical subcontractors), reduction in offshore mix, reduced realized revenue per employee, impact of cross currency partially offset by gains on account of depreciation of the Indian Rupee against US Dollar and increase in utilization. North America profitability has decreased on account of higher cost of technical sub-contractors.
During fiscal 2016, the total billed person-months for our IT services professionals grew by 14.5% compared to fiscal 2015. The onsite and offshore billed person-months for our IT services professionals grew by 16.8% and 13.6%, respectively during fiscal 2016. During fiscal 2016, there was a 7.2% decrease in offshore revenue productivity, and a 4.0% decrease in the onsite revenue productivity of our IT services professionals when compared to fiscal 2015. On a blended basis, the revenue productivity decreased by 4.7% during fiscal 2016 when compared to fiscal 2015.
Cost of sales
The following table sets forth our cost of sales for fiscal 2016 and fiscal 2015:
(Dollars in millions)
| Fiscal 2016 | Fiscal 2015 | Change | Percentage Change | |
| Cost of sales | 5,950 | 5,374 | 576 | 10.7% |
| As a percentage of revenue | 62.6% | 61.7% |
(Dollars in millions)
| Fiscal 2016 | Fiscal 2015 | Change | |
| Employee benefit costs | 4,627 | 4,299 | 328 |
| Deferred purchase price pertaining to acquisition (Refer to note 2.3 of Item 18) | 23 | 41 | (18) |
| Depreciation and amortization | 222 | 175 | 47 |
| Travelling costs | 250 | 219 | 31 |
| Cost of technical sub-contractors | 537 | 354 | 183 |
| Cost of Software packages for own use | 111 | 139 | (28) |
| Third party items bought for service delivery to clients | 81 | 31 | 50 |
| Operating lease payments | 37 | 35 | 2 |
| Communication costs | 27 | 34 | (7) |
| Provision for post-sales client support | 1 | 6 | (5) |
| Repairs and maintenance | 28 | 27 | 1 |
| Other expenses | 6 | 14 | (8) |
| Total | 5,950 | 5,374 | 576 |
The increase in cost of sales during fiscal 2016 from fiscal 2015 was primarily due to increase in cost of efforts (comprising of employees cost and cost of technical subcontractors). The cost of efforts have increased as a percentage of revenue from 53.4% in fiscal 2015 to 54.4% in fiscal 2016. The increase in cost of efforts is due an increased engagement of technical sub-contractors to meet certain skill requirements in complex projects which has been partially offset by a decrease in employee cost as a percentage of revenue. For fiscal 2016 and 2015, 9.0% and 6.6%, respectively, of our cost of sales was attributable to cost of technical subcontractors. We hire subcontractors from time to time for client requirements and we generally do not perform subcontracted work for other technology service providers. The increase in employee cost during fiscal 2016 from fiscal 2015 is on account of increased compensation in last 12 months, promotions and increase in the number of employees partially offset by role mix change and currency impact.
Gross profit
The following table sets forth our gross profit for fiscal 2016 and fiscal 2015:
(Dollars in millions)
| Fiscal 2016 | Fiscal 2015 | Change | Percentage Change | |
| Gross profit | 3,551 | 3,337 | 214 | 6.4% |
| As a percentage of revenue | 37.4% | 38.3% |
The decrease in gross profit as a percentage of revenue during fiscal 2016 from fiscal 2015 was attributable to an increase in cost of sales as a percentage of revenue during the same period as explained above.
Selling and marketing expenses
The following table sets forth our selling and marketing expenses for fiscal 2016 and fiscal 2015:
(Dollars in millions)
| Fiscal 2016 | Fiscal 2015 | Change | Percentage Change | |
| Selling and marketing expenses | 522 | 480 | 42 | 8.7% |
| As a percentage of revenue | 5.5% | 5.5% |
(Dollars in millions)
| Fiscal 2016 | Fiscal 2015 | Change | |
| Employee benefit costs | 403 | 389 | 14 |
| Travelling costs | 54 | 43 | 11 |
| Branding and marketing | 44 | 26 | 18 |
| Operating lease payments | 7 | 6 | 1 |
| Consultancy and professional charges | 7 | 3 | 4 |
| Communication costs | 3 | 4 | (1) |
| Other expenses | 4 | 9 | (5) |
| Total | 522 | 480 | 42 |
The increase in selling and marketing expenses during fiscal 2016 from fiscal 2015 was attributable primarily on account of branding and marketing activities undertaken by the company and increase in travelling cost on account of an overall increase in business. The employee benefit costs as a percentage of revenue has not changed significantly in fiscal 2016 as compared to fiscal 2015.
Administrative expenses
The following table sets forth our administrative expenses for fiscal 2016 and fiscal 2015:
(Dollars in millions)
| Fiscal 2016 | Fiscal 2015 | Change | Percentage Change | |
| Administrative expenses | 654 | 599 | 55 | 9.2% |
| As a percentage of revenue | 6.9% | 6.9% |
(Dollars in millions)
| Fiscal 2016 | Fiscal 2015 | Change | |
| Employee benefit costs | 206 | 174 | 32 |
| Consultancy and professional charges | 107 | 65 | 42 |
| Repairs and maintenance | 131 | 97 | 34 |
| Power and fuel | 33 | 36 | (3) |
| Communication costs | 38 | 44 | (6) |
| Travelling costs | 41 | 35 | 6 |
| Rates and taxes | 17 | 21 | (4) |
| Operating lease payments | 11 | 9 | 2 |
| Insurance charges | 9 | 9 | – |
| Provisions for doubtful trade receivables | (7) | 29 | (36) |
| Contribution towards Corporate Social Responsibility (CSR) | 33 | 42 | (9) |
| Other expenses | 35 | 38 | (3) |
| Total | 654 | 599 | 55 |
The increase in administrative expenses for fiscal 2016 from fiscal 2015 was primarily due to increase in consultancy and professional charges, repairs and maintenance, partially offset by a decrease in provision for doubtful trade receivables. The increase in consultancy and professional charges was due to additional costs arising out of acquisitions, increased recruitment and training initiatives and increase in other professional fees. The increase in repairs and maintenance cost was primarily on account of higher cost incurred on maintenance of physical and technology infrastructure. The decrease in Provision for Bad and Doubtful trade receivables was primarily due to collection of receivables which were earlier provided for. The employee benefit costs as a percentage of revenue has not changed significantly in fiscal 2016 as compared to fiscal 2015.
Operating profit
The following table sets forth our operating profit for fiscal 2016 and fiscal 2015:
(Dollars in millions)
| Fiscal 2016 | Fiscal 2015 | Change | Percentage Change | |
| Operating profit | 2,375 | 2,258 | 117 | 5.2% |
| As a percentage of revenue | 25.0% | 25.9% |
The decrease in operating profit as a percentage of revenue for fiscal 2016 from fiscal 2015 was attributable to a decrease of 0.9% in gross profit as a percentage of revenue during the same period.
Other income
The following table sets forth our other income for fiscal 2016 and fiscal 2015:
(Dollars in millions)
| Fiscal 2016 | Fiscal 2015 | Change | Percentage Change | |
| Other income, net | 476 | 560 | (84) | (15.0%) |
Other income for fiscal 2016 primarily includes interest income on deposits and certificates of deposit of $385 million, income from available-for-sale financial assets of $27 million, and a foreign exchange gain of $4 million on forward and options contracts and foreign exchange gain of $21 million on translation of other assets and liabilities. The interest income for fiscal 2016 has declined as compared to fiscal 2015 primarily due to the softening interest rate environment in India.
Other income for fiscal 2015 primarily includes interest income on deposits and certificates of deposit of $430 million, income from available-for-sale financial assets of $43 million, and a foreign exchange gain of $85 million on forward and option contracts, partially offset by a foreign exchange loss of $7 million on translation of other assets and liabilities.
Functional Currency and Foreign Exchange
The functional currency of Infosys, Infosys BPO, controlled trusts, EdgeVerve and Skava Systems Pvt. Ltd. is the Indian rupee. The functional currencies for all of the other subsidiaries are the respective local currencies. The consolidated financial statements included in this Annual Report on Form 20-F are presented in U.S. dollars (rounded off to the nearest million) to facilitate comparability. The translation of functional currencies of foreign subsidiaries to U.S. dollars is performed for assets and liabilities using the exchange rate at the balance sheet date, and for revenue, expenses and cash flow items using a monthly average exchange rate for the respective periods. The gains or losses resulting from such translation are included in other comprehensive income and presented as currency translation reserves under other components of equity.
Generally, Indian law requires residents of India to repatriate any foreign currency earnings to India to control the exchange of foreign currency. More specifically, Section 8 of the Foreign Exchange Management Act, or FEMA, requires an Indian company to take all reasonable steps to realize and repatriate into India all foreign currency earned by the company outside India, within such time periods and in the manner specified by the RBI. The RBI has promulgated guidelines that require the company to repatriate any realized foreign currency back to a foreign currency account such as an Exchange Earners Foreign Currency, or EEFC account with an authorized dealer in India, subject to the condition that the sum total of the accruals in the account during a calendar month should be converted into rupees on or before the last day of the succeeding calendar month, after adjusting for utilization of the balances for approved purposes or forward commitments.
We typically collect our earnings denominated in foreign currencies using a dedicated foreign currency account located in the local country of operation. In order to do this, we are required to obtain, and have obtained, approval from an authorized dealer, on behalf of the RBI, to maintain a foreign currency account in overseas countries.
Our failure to comply with RBI regulations could result in RBI enforcement actions against us.
We generate substantially all of our revenues in foreign currencies, particularly the U.S. dollar, the United Kingdom Pound Sterling, Euro and the Australian dollar, whereas we incur a significant portion of our expenses in Indian rupees. The exchange rate between the Indian rupee and the U.S. dollar has changed substantially in recent years and may fluctuate substantially in the future. Consequently, the results of our operations are adversely affected as the Indian rupee appreciates against the U.S. dollar. Foreign exchange gains and losses arise from the depreciation and appreciation of the Indian rupee against other currencies in which we transact business and from foreign exchange forward and option contracts.
The following table sets forth the currencies in which our revenues for fiscal 2016 and fiscal 2015 were denominated:
| Currency | Percentage of Revenues | |
| Fiscal 2016 | Fiscal 2015 | |
| U.S. dollar | 69.9% | 68.9% |
| United Kingdom Pound Sterling | 6.6% | 5.9% |
| Euro | 9.3% | 10.2% |
| Australian dollar | 6.9% | 7.6% |
| Others | 7.3% | 7.4% |
The following table sets forth information on the foreign exchange rates in rupees per U.S. dollar, United Kingdom Pound Sterling, Euro and Australian dollar for fiscal 2016 and fiscal 2015:
| Fiscal 2016() |
Fiscal 2015() |
Appreciation / (Depreciation) in percentage | |
| Average exchange rate during the period: | |||
| U.S. dollar | 65.69 | 61.18 | (7.4%) |
| United Kingdom Pound Sterling | 98.88 | 98.37 | (0.5%) |
| Euro | 72.51 | 77.06 | 5.9% |
| Australian dollar | 48.27 | 53.11 | 9.1% |
| Fiscal 2016() |
Fiscal 2015() | |
| Exchange rate at the beginning of the period: (a) | ||
| U.S. dollar | 62.50 | 59.92 |
| United Kingdom Pound Sterling | 92.47 | 99.77 |
| Euro | 67.19 | 82.69 |
| Australian dollar | 47.54 | 55.30 |
| Exchange rate at the end of the period: (b) | ||
| U.S. dollar | 66.26 | 62.50 |
| United Kingdom Pound Sterling | 95.47 | 92.47 |
| Euro | 75.40 | 67.19 |
| Australian dollar | 50.98 | 47.54 |
| Appreciation / (Depreciation) of the Indian rupee against the relevant currency: ((b) / (a) - as a percentage) | ||
| U.S. dollar | (6.0)% | (4.3)% |
| United Kingdom Pound Sterling | (3.2)% | 7.3% |
| Euro | (12.2)% | 18.7% |
| Australian dollar | (7.2)% | 14.0% |
The following table sets forth information on the foreign exchange rates in U.S. dollar per United Kingdom Pound Sterling, Euro and Australian dollar for fiscal 2016 and fiscal 2015:
| Fiscal 2016 ($) | Fiscal 2015 ($) | Appreciation / (Depreciation) in percentage | |
| Average exchange rate during the period: | |||
| United Kingdom Pound Sterling | 1.51 | 1.61 | 6.2% |
| Euro | 1.10 | 1.26 | 12.7% |
| Australian dollar | 0.73 | 0.87 | 16.1% |
| Fiscal 2016 ($) | Fiscal 2015 ($) | |
| Exchange rate at the beginning of the period: (a) | ||
| United Kingdom Pound Sterling | 1.48 | 1.67 |
| Euro | 1.08 | 1.38 |
| Australian dollars | 0.76 | 0.92 |
| Exchange rate at the end of the period: (b) | ||
| United Kingdom Pound Sterling | 1.44 | 1.48 |
| Euro | 1.14 | 1.08 |
| Australian dollar | 0.77 | 0.76 |
| Appreciation / (Depreciation) of U.S. dollar against the relevant currency: ((b) / (a) - as a percentage) | ||
| United Kingdom Pound Sterling | 2.7% | 11.4% |
| Euro | (5.6)% | 21.7% |
| Australian dollar | (1.3)% | 17.4% |
For fiscal 2016 and fiscal 2015, every percentage point depreciation / appreciation in the exchange rate between the Indian rupee and the U.S. dollar has affected our incremental operating margins by approximately 0.50% and 0.52%, respectively. The exchange rate between the Indian rupee and the U.S. dollar has fluctuated substantially in recent years and may continue to do so in the future. We are unable to predict the impact that future fluctuations may have on our operating margins. For more discussion on our foreign exchange exposure, see Item 3 in the section titled “Risk Factors - Risks Related to Our Company and Our Industry - Currency fluctuations may affect the results or our operations” in this Annual Report on Form 20-F.
We recorded a gain of $4 million and $85 million for fiscal 2016 and fiscal 2015, respectively, on account of foreign exchange forward and option contracts and foreign exchange gain of $21 million and foreign exchange loss of $7 million on translation of other assets and liabilities for fiscal 2016 and fiscal 2015, respectively. Our accounting policy requires us to mark to market and recognize the effect in statement of comprehensive income immediately of any derivative that is either not designated as a hedge, or is so designated but is ineffective as per IAS 39.
Income tax expense
Our net profit earned from providing software development and other services outside India is subject to tax in the country where we perform the work. Most of our taxes paid in countries other than India, can be claimed as a credit against our tax liability in India.
We, being a resident company in India as per the provisions of the Income Tax Act, 1961, are required to pay taxes in India on the global income in accordance with the provisions of Section 5 of the Indian Income Tax Act, 1961, which is reflected as domestic taxes. The geographical segment disclosures on revenue in note 2.19.2 of Item 18 of this Annual Report on Form 20-F are based on the location of customers and do not reflect the geographies where the actual delivery or revenue-related efforts occur. The income on which domestic taxes are imposed are not restricted to the income generated from the “India” geographic segment. As such, amounts applicable to domestic income taxes and foreign income taxes will not necessarily correlate to the proportion of revenue generated from India and other geographical segments.
In India, we have benefited from certain tax incentives that the Government of India had provided for the export of software from the units registered under the Software Technology Parks Scheme (STP) and we continue to benefit from certain tax incentives for the units registered under the Special Economic Zones Act, 2005 (SEZ). However, as the income tax incentives provided by the Government of India for STP units have expired, the income from all of our STP units are now taxable. SEZ units that began the provision of services on or after April 1, 2005 are eligible for a deduction of 100% of profits or gains derived from the export of services for the first five years from the financial year in which the unit has commenced the provision of services and 50 percent of such profits or gains for the five years thereafter. Up to 50% of such profits or gains is also available for a further five years subject to creation of a Special Economic Zone Re-investment Reserve out of the profit of the eligible SEZ units and utilization of such reserve by the Company for acquiring new plant and machinery for the purpose of its business as per the provisions of the Income Tax Act, 1961.
As a result of these tax incentives, a portion of our pre-tax income has not been subject to income tax. These tax incentives resulted in a decrease in our income tax expense of $268 million and $273 million for fiscal 2016 and 2015, respectively, compared to the tax amounts that we estimate we would have been required to pay if these incentives had not been available. The per share effect of these tax incentives computed based on both basic and diluted weighted average number of equity shares for fiscal 2016 and 2015 was $0.12 each. The basic and diluted weighted average number of equity shares have been adjusted for bonus issue, wherever applicable (See Note 2.12, Equity, under Item 18 of this Annual Report on Form 20-F for additional information). See Note 2.16, Income Taxes, under Item 18 of this Annual Report on Form 20-F for reconciliation of the income tax provision to the amount computed by applying the statutory income tax rate to the income before income taxes.
The following table sets forth our income tax expense and effective tax rate for fiscal 2016 and fiscal 2015:
(Dollars in millions)
| Fiscal 2016 | Fiscal 2015 | Change | Percentage Change | |
| Income tax expense | 799 | 805 | (6) | (0.8%) |
| Effective tax rate | 28.0% | 28.6% |
Our effective tax rate for the fiscal 2016 was 28.0% compared to 28.6% for fiscal 2015. Effective tax rate is generally influenced by various factors including non-deductible expenses, exempt non-operating income, overseas taxes, benefits from SEZ units and other tax deductions. The decrease in the effective tax rate to 28.0% for the fiscal 2016 compared to fiscal 2015, was mainly due to a decrease in overseas taxes, increase in tax reversals (net) partially offset by decrease in benefits from SEZ units as a percentage of profit before income taxes and increase in tax rates. The tax reversals (net) comprise of reversal of provisions of $51 million made in earlier periods which is partially offset by an additional tax provision of $4 million pertaining to prior periods. The reversal of the provision is primarily due to completion of audits in certain jurisdictions. (See Note 2.16, Income Taxes, under Item 18 of this Annual report on Form 20-F for a reconciliation of the income tax provision to the amount computed by applying the statutory income tax rate to the income before income taxes).
Net profit
The following table sets forth our net profit for fiscal 2016 and fiscal 2015:
(Dollars in millions)
| Fiscal 2016 | Fiscal 2015 | Change | Percentage Change | |
| Net profit | 2,052 | 2,013 | 39 | 1.9% |
| As a percentage of revenues | 21.6% | 23.1% |
The decrease in net profit as a percentage of revenues for fiscal 2016 as compared to fiscal 2015 was primarily attributable to a 0.9% decrease in operating profit as a percentage of revenue and decrease in other income partially offset by a decrease in effective tax rate, as explained above.
Results for Fiscal 2015 compared to Fiscal 2014
Revenues
Our revenues are generated principally from services provided on either a time-and-materials or a fixed-price, fixed-timeframe basis. Many of our client contracts, including those that are on a fixed-price, fixed-timeframe basis can be terminated by clients with or without cause and with short notice periods of between 0 and 90 days. Since we collect revenues as portions of the contracts are completed, terminated contracts are only subject to collection for portions of the contract completed through the time of termination. In order to manage and anticipate the risk of early or abrupt contract terminations, we monitor the progress of contracts and change orders according to their characteristics and the circumstances in which they occur. This includes a review of our ability and our client's ability to perform on the contract, a review of extraordinary conditions that may lead to a contract termination and a review of the historical client performance considerations. Since we also bear the risk of cost overruns and inflation with respect to fixed-price, fixed-timeframe projects, our operating results could be adversely affected by inaccurate estimates of contract completion costs and dates, including wage inflation rates and currency exchange rates that may affect cost projections. Although we revise our project completion estimates from time to time, such revisions have not, to date, had a material adverse effect on our operating results or financial condition.
We experience from time to time, pricing pressure from our clients. For example, clients often expect that as we do more business with them, they will receive volume discounts. Additionally, clients may ask for fixed-price, fixed-timeframe arrangements or reduced rates. We attempt to use fixed-price arrangements for engagements where the specifications are complete, so individual rates are not negotiated.
The following table sets forth the growth in our revenues in fiscal 2015 from fiscal 2014:
(Dollars in millions)
| Fiscal 2015 | Fiscal 2014 | Change | Percentage Change | |
| Revenues | 8,711 | 8,249 | 462 | 5.6% |
The increase in revenues was attributable to an increase in volumes in our segments.
During fiscal 2016, we reorganized some of our segments to further sharpen focus on industry segments and increase management oversight. Consequent to the internal reorganization there were changes effected in the segments based on the “management approach” as defined in IFRS 8, Operating Segments, Growth Markets (GMU) comprising enterprises in APAC (Asia Pacific) and Africa have been subsumed across the other verticals and businesses in India, Japan and China are run as standalone regional business units and Infosys Public services (IPS) is reviewed separately by the Chief Operating Decision Maker (CODM). Further, the erstwhile manufacturing segment is now being reviewed as Hi-Tech, Manufacturing and others included in ECS. Accordingly, the numbers for fiscal 2015 and fiscal 2014 have been restated. (See Note 2.19, Segment reporting, of Item 18 of this Annual report on Form 20-F for additional information).
The following table sets forth our revenues by business segments for fiscal 2015 and fiscal 2014:
| Business Segments | Percentage of Revenues | |
| Fiscal 2015 | Fiscal 2014 | |
| Financial Services (FS) | 27.0% | 27.1% |
| Manufacturing (MFG) | 11.6% | 11.3% |
| Energy & utilities, Communication and Services (ECS) | 22.5% | 22.2% |
| Retail, Consumer packaged goods and Logistics (RCL) | 16.6% | 17.3% |
| Life Sciences, Healthcare and Insurance (HILIFE) | 12.6% | 12.4% |
| Hi-Tech | 7.3% | 7.1% |
| All other Segments | 2.4% | 2.6% |
There were significant currency movements during fiscal 2015 as compared to fiscal 2014, the U.S. dollar appreciated by 6.5% and 6.7% against the Australian dollar and Euro, respectively and depreciated by 0.6% against the United Kingdom Pound Sterling.
Had the average exchange rate between various currencies and the U.S. dollar remained constant, during fiscal 2015 in comparison to fiscal 2014, our revenues in constant currency terms for fiscal 2015 would have been higher by $122 million at $8,833 million as against our reported revenues of $8,711 million, resulting in a growth of 7.1% as against a reported growth of 5.6%.
The following table sets forth our business segment profit (revenues less identifiable operating expenses and allocated expenses) as a percentage of business segment revenue for fiscal 2015 and fiscal 2014 (see Note 2.19.1, Business Segments, under Item 18 of this Annual Report on Form 20-F for additional information):
| Business Segments | Fiscal 2015 | Fiscal 2014 |
| Financial services (FS) | 29.6% | 28.9% |
| Manufacturing (MFG) | 22.8% | 20.5% |
| Energy & utilities, Communication and Services (ECS) | 30.0% | 29.1% |
| Retail, Consumer packaged goods and Logistics (RCL) | 30.2% | 26.8% |
| Life Sciences, Healthcare and Insurance (HILIFE) | 28.1% | 27.1% |
| Hi-Tech | 26.7% | 26.2% |
| All other Segments | 1.2% | 9.9% |
Profitability across most of the segments has improved primarily on account of improved utilization and improved offshore mix which was partially offset by the investments in business through compensation increases given to employees during the last 12 months, promotions, increase in variable payout and adverse cross currency movement. Consequent to the requirements of the Indian Companies Act, 2013, $42 million was contributed towards Corporate Social Responsibility (CSR) activities during the fiscal 2015. The segment profitability for fiscal 2014 included a provision of $35 million towards visa related matters. RCL profitability has increased on account of higher offshore mix and utilization rates.
Our revenues are also segmented into onsite and offshore revenues. The table below sets forth the percentage of our revenues by location for fiscal 2015 and fiscal 2014:
| Percentage of revenues | ||
| Fiscal 2015 | Fiscal 2014 | |
| Onsite | 51.2% | 52.0% |
| Offshore | 48.8% | 48.0% |
We typically assume full project management responsibility for each project that we undertake. Using our Global Delivery Model, we divide projects into components that we execute simultaneously at client sites and our Development Centers located outside India (‘onsite’) and at our Global Development Centers in India (‘offshore’). The proportion of work performed at our facilities and at client sites varies from quarter-to-quarter. We charge higher rates and incur higher compensation and other expenses for work performed onsite. The services performed onsite typically generate higher revenues per-capita, but at lower gross margins in percentage as compared to the services performed at our own facilities in India. As a result, our total revenues, cost of sales and gross profit in absolute terms and as a percentage of revenues fluctuate from quarter-to-quarter.
The table below sets forth details of billable hours expended for onsite and offshore for fiscal 2015 and fiscal 2014:
| Fiscal 2015 | Fiscal 2014 | |
| Onsite | 24.1% | 25.2% |
| Offshore | 75.9% | 74.8% |
Revenues from services represented 96.8% of total revenues for fiscal 2015 as compared to 96.4% for fiscal 2014. We also generate revenue from software application products, including banking software. Sales of our software products represented 3.2% of our total revenues for fiscal 2015 as compared to 3.6% for fiscal 2014.
The following table sets forth the revenues from fixed-price, fixed-timeframe contracts and time-and-materials contracts as a percentage of services revenues for fiscal 2015 and fiscal 2014:
| Percentage of total services revenues | ||
| Fiscal 2015 | Fiscal 2014 | |
| Fixed-price, fixed-timeframe contracts | 42.1% | 40.8% |
| Time-and-materials contracts | 57.9% | 59.2% |
Revenues and gross profits are also affected by employee utilization rates. We define employee utilization as the proportion of total billed person months to total available person months, excluding sales, administrative and support personnel. We manage utilization by monitoring project requirements and timetables. The number of software professionals that we assign to a project will vary according to the size, complexity, duration, and demands of the project. An unanticipated termination of a significant project could also cause lower utilization of technology professionals. In addition, we do not utilize our technology professionals when they are enrolled in training programs, particularly during our training course for new employees.
The following table sets forth the utilization rates of billable IT services professionals:
| Fiscal 2015 | Fiscal 2014 | |
| Including trainees | 74.6% | 72.3% |
| Excluding trainees | 80.9% | 76.4% |
The following table sets forth our revenues by geographic segments for fiscal 2015 and fiscal 2014:
| Geographic Segments | Percentage of revenues | |
| Fiscal 2015 | Fiscal 2014 | |
| North America | 61.5% | 60.7% |
| Europe | 24.1% | 24.4% |
| India | 2.4% | 2.6% |
| Rest of the World | 12.0% | 12.3% |
The following table sets forth our geographic segment profit (revenues less identifiable operating expenses and allocated expenses) as a percentage of geographic segment revenue for fiscal 2015 and fiscal 2014 (see Note 2.19.2, Geographical Segments, under Item 18 of this Annual Report on Form 20-F for additional information):
| Geographic Segments | Fiscal 2015 | Fiscal 2014 |
| North America | 27.9% | 26.0% |
| Europe | 26.8% | 25.4% |
| India | 24.1% | 27.3% |
| Rest of the World | 31.0% | 32.7% |
Profitability across most of the segments has improved primarily on account of improved utilization and improved offshore mix which was partially offset by the investments in business through compensation increases given to employees during the last 12 months, promotions, increases in variable payout and adverse cross currency movement. Consequent to the requirements of the Indian Companies Act, 2013, $42 million was contributed towards CSR activities during the fiscal 2015. The profitability in Europe and Rest of the World has been impacted by adverse cross currency movement. However in Europe, the impact of the same has been partially offset by improved margins of Infosys Lodestone. The segment profitability of North America for the fiscal 2014 included a provision of $35 million towards visa related matters.
During fiscal 2015, the total billed person-months for our IT services professionals grew by 9.3% compared to fiscal 2014. The onsite and offshore billed person-months for our IT services professionals grew by 2.9% and 12.1%, respectively during fiscal 2015. During fiscal 2015, there was a 2.7% decrease in offshore revenue productivity, and a 1.1% increase in the onsite revenue productivity of our IT services professional when compared to fiscal 2014. On a blended basis, the revenue productivity decreased by 2.8% during fiscal 2015 when compared to fiscal 2014.
Cost of sales
The following table sets forth our cost of sales for fiscal 2015 and fiscal 2014:
(Dollars in millions)
| Fiscal 2015 | Fiscal 2014 | Change | Percentage Change | |
| Cost of sales | 5,374 | 5,292 | 82 | 1.5% |
| As a percentage of revenue | 61.7% | 64.2% |
(Dollars in millions)
| Fiscal 2015 | Fiscal 2014 | Change | |
| Employee benefit costs | 4,299 | 4,222 | 77 |
| Deferred purchase price pertaining to acquisition (Refer to note 2.3 under Item 18) | 41 | 31 | 10 |
| Depreciation and amortization | 175 | 226 | (51) |
| Travelling costs | 219 | 225 | (6) |
| Cost of technical sub-contractors | 354 | 322 | 32 |
| Cost of Software packages for own use | 139 | 128 | 11 |
| Third party items bought for service delivery to clients | 31 | 32 | (1) |
| Operating lease payments | 35 | 35 | – |
| Communication costs | 34 | 26 | 8 |
| Provision for post-sales client support | 6 | 8 | (2) |
| Repairs and maintenance | 27 | 18 | 9 |
| Other expenses | 14 | 19 | (5) |
| Total | 5,374 | 5,292 | 82 |
The increase in cost of sales during fiscal 2015 from fiscal 2014 was attributable primarily to an increase in our employee benefit costs and cost of technical sub-contractors partially offset by decrease in depreciation. The increase in employee benefit costs during the fiscal 2015 from fiscal 2014 was primarily due to compensation increases given to employees during the last 12 months, promotions, higher variable payout and an increase in the number of employees partially offset by reduction in onsite mix, role mix change and cross currency impact. The decrease in depreciation is primarily on account of changes in the estimated useful life of buildings and computer equipment. During the three months ended June 30, 2014, the management based on internal and external technical evaluation reassessed the remaining useful life of assets primarily consisting of buildings and computer equipment with effect from April 1, 2014. Accordingly, the useful lives of certain assets required a change from the previous estimates. Had the group continued with the previously assessed useful lives, charge for depreciation and cost of sales for the fiscal 2015 would have been higher by $72 million for assets held at April 1, 2014 (see note 2.5 in Item 18 of this Annual Report on Form 20-F for additional information).
We hire subcontractors on a limited basis from time to time for client requirements and we generally do not perform subcontracted work for other technology service providers. For fiscal 2015 and 2014, 6.6% and 6.1% respectively, of our cost of sales was attributable to cost of technical subcontractors.
Gross profit
The following table sets forth our gross profit for fiscal 2015 and fiscal 2014:
(Dollars in millions)
| Fiscal 2015 | Fiscal 2014 | Change | Percentage Change | |
| Gross profit | 3,337 | 2,957 | 380 | 12.9% |
| As a percentage of revenue | 38.3% | 35.8% |
The increase in gross profit as a percentage of revenue during fiscal 2015 from fiscal 2014 was attributable to a decrease in cost of sales as a percentage of revenue, during the same period, as explained above.
Selling and marketing expenses
The following table sets forth our selling and marketing expenses for fiscal 2015 and fiscal 2014:
(Dollars in millions)
| Fiscal 2015 | Fiscal 2014 | Change | Percentage Change | |
| Selling and marketing expenses | 480 | 431 | 49 | 11.4% |
| As a percentage of revenue | 5.5% | 5.2% |
(Dollars in millions)
| Fiscal 2015 | Fiscal 2014 | Change | |
| Employee benefit costs | 389 | 356 | 33 |
| Travelling costs | 43 | 32 | 11 |
| Branding and marketing | 26 | 22 | 4 |
| Operating lease payments | 6 | 7 | (1) |
| Consultancy and professional charges | 3 | 3 | – |
| Communication costs | 4 | 4 | – |
| Other expenses | 9 | 7 | 2 |
| Total | 480 | 431 | 49 |
The increase in selling and marketing expenses during fiscal 2015 from fiscal 2014 was attributable primarily to an increase in the employee benefit costs on account of increase in the number of employees, compensation increases given to sales and marketing personnel during the last 12 months, promotions, increase in variable payout and cross currency impact. The increase in travelling cost was on account of an overall increase in business.
Administrative expenses
The following table sets forth our administrative expenses for fiscal 2015 and fiscal 2014:
(Dollars in millions)
| Fiscal 2015 | Fiscal 2014 | Change | Percentage Change | |
| Administrative expenses | 599 | 547 | 52 | 9.5% |
| As a percentage of revenue | 6.9% | 6.6% |
(Dollars in millions)
| Fiscal 2015 | Fiscal 2014 | Change | |
| Employee benefit costs | 174 | 168 | 6 |
| Consultancy and professional charges | 65 | 80 | (15) |
| Repairs and maintenance | 97 | 77 | 20 |
| Power and fuel | 36 | 36 | – |
| Communication costs | 44 | 42 | 2 |
| Travelling costs | 35 | 23 | 12 |
| Rates and taxes | 21 | 17 | 4 |
| Operating lease payments | 9 | 11 | (2) |
| Insurance charges | 9 | 9 | – |
| Provisions for doubtful trade receivables | 29 | 23 | 6 |
| Contribution towards Corporate Social Responsibility (CSR) | 42 | – | 42 |
| Other expenses (Refer note 2.20) | 38 | 61 | (23) |
| Total | 599 | 547 | 52 |
The increase in administrative expenses for fiscal 2015 from fiscal 2014 was primarily due to increase in repairs and maintenance, contribution towards CSR, partially offset by a decrease in consultancy and professional charges and other expenses. The increase in the employee benefit costs was on account of compensation increase during the last 12 months, promotions and increase in variable payout offset by reduction in person months and cross currency impact. Consequent to the requirements of the Indian Companies Act, 2013, a CSR committee has been formed by the company to formulate and monitor the CSR policy of the company and $42 million was contributed towards CSR activities during fiscal 2015. The areas for CSR activities are eradication of hunger and malnutrition, promoting education, art and culture, healthcare, destitute care and rehabilitation and rural development projects. The funds were primarily allocated to a corpus and utilized through the year on these activities. Other expenses for fiscal 2014 include a charge of $35 million towards visa related matters (See note 2.20 under Item 18 of this Annual Report on Form 20-F for additional information).
Operating profit
The following table sets forth our operating profit for fiscal 2015 and fiscal 2014:
(Dollars in millions)
| Fiscal 2015 | Fiscal 2014 | Change | Percentage Change | |
| Operating profit | 2,258 | 1,979 | 279 | 14.1% |
| As a percentage of revenue | 25.9% | 24.0% |
The increase in operating profit as a percentage of revenue for fiscal 2015 from fiscal 2014 was attributable to an increase of 2.5% in gross profit as a percentage of revenue partially offset by a 0.3% increase in selling and marketing expenses and a 0.3% increase in administrative expenses as a percentage of revenue.
Other income
The following table sets forth our other income for fiscal 2015 and fiscal 2014:
(Dollars in millions)
| Fiscal 2015 | Fiscal 2014 | Change | Percentage Change | |
| Other income, net | 560 | 440 | 120 | 27.3% |
Other income for fiscal 2015 primarily includes interest income on deposits and certificates of deposit of $430 million, income from available-for-sale financial assets of $43 million, and a foreign exchange gain of $85 million on forward and options contracts, partially offset by foreign exchange loss of $7 million on translation of other assets and liabilities.
Other income for fiscal 2014 primarily includes interest income on deposits and certificates of deposit of $356 million, income from available-for-sale financial assets of $37 million, foreign exchange gain of $78 million on translation of other assets and liabilities, partially offset by a foreign exchange loss of $40 million on forward and options contracts.
The increase in interest income, including income from available-for-sale financial assets, for fiscal 2015 over fiscal 2014 is primarily on account of an increase in investible surplus.
Functional Currency and Foreign Exchange
The functional currency of Infosys, Infosys BPO, EdgeVerve and controlled trusts is the Indian rupee. The functional currencies for all of the other subsidiaries are the respective local currencies. The consolidated financial statements included in this Annual Report on Form 20-F are presented in U.S. dollars (rounded off to the nearest million) to facilitate comparability. The translation of functional currencies of foreign subsidiaries to U.S. dollars is performed for assets and liabilities using the exchange rate at the balance sheet date, and for revenue, expenses and cash flow items using a monthly average exchange rate for the respective periods. The gains or losses resulting from such translation are included in other comprehensive income and presented as currency translation reserves under other components of equity.
We generate substantially all of our revenues in foreign currencies, particularly the U.S. dollar, the United Kingdom Pound Sterling, Euro and the Australian dollar, whereas we incur a significant portion of our expenses in Indian rupees. The exchange rate between the Indian rupee and the U.S. dollar has changed substantially in recent years and may fluctuate substantially in the future. Consequently, the results of our operations are adversely affected as the Indian rupee appreciates against the U.S. dollar. Foreign exchange gains and losses arise from the depreciation and appreciation of the Indian rupee against other currencies in which we transact business and from foreign exchange forward and option contracts.
The following table sets forth the currencies in which our revenues for fiscal 2015 and fiscal 2014 were denominated:
| Currency | Percentage of Revenues | |
| Fiscal 2015 | Fiscal 2014 | |
| U.S. dollar | 68.9% | 68.8% |
| United Kingdom Pound Sterling | 5.9% | 5.9% |
| Euro | 10.2% | 10.3% |
| Australian dollar | 7.6% | 7.9% |
| Others | 7.4% | 7.1% |
The following table sets forth information on the foreign exchange rates in rupees per U.S. dollar, United Kingdom Pound Sterling, Euro and Australian dollar for fiscal 2015 and fiscal 2014:
| Fiscal 2015 () |
Fiscal 2014 () |
Appreciation / (Depreciation) in percentage | |
| Average exchange rate during the period: | |||
| U.S. dollar | 61.18 | 60.75 | (0.7)% |
| United Kingdom Pound Sterling | 98.37 | 97.00 | (1.4)% |
| Euro | 77.06 | 81.77 | 5.8% |
| Australian dollar | 53.11 | 56.28 | 5.6% |
| Fiscal 2015() |
Fiscal 2014() | |
| Exchange rate at the beginning of the period: (a) | ||
| U.S. dollar | 59.92 | 54.29 |
| United Kingdom Pound Sterling | 99.77 | 82.23 |
| Euro | 82.69 | 69.50 |
| Australian dollar | 55.30 | 56.63 |
| Exchange rate at the end of the period: (b) | ||
| U.S. dollar | 62.50 | 59.92 |
| United Kingdom Pound Sterling | 92.47 | 99.77 |
| Euro | 67.19 | 82.69 |
| Australian dollar | 47.54 | 55.30 |
| Appreciation / (Depreciation) of the Indian rupee against the relevant currency: ((b) / (a) - as a percentage) | ||
| U.S. dollar | (4.3)% | (10.4)% |
| United Kingdom Pound Sterling | 7.3% | (21.3)% |
| Euro | 18.7% | (19.0)% |
| Australian dollar | 14.0% | 2.3% |
The following table sets forth information on the foreign exchange rates in U.S. dollar per United Kingdom Pound Sterling, Euro and Australian dollar for fiscal 2015 and fiscal 2014:
| Fiscal 2015 ($) | Fiscal 2014 ($) | Appreciation / (Depreciation) in percentage | |
| Average exchange rate during the period: | |||
| United Kingdom Pound Sterling | 1.61 | 1.60 | (0.6)% |
| Euro | 1.26 | 1.35 | 6.7% |
| Australian dollar | 0.87 | 0.93 | 6.5% |
| Fiscal 2015 ($) | Fiscal 2014 ($) | |
| Exchange rate at the beginning of the period: (a) | ||
| United Kingdom Pound Sterling | 1.67 | 1.51 |
| Euro | 1.38 | 1.28 |
| Australian dollars | 0.92 | 1.04 |
| Exchange rate at the end of the period: (b) | ||
| United Kingdom Pound Sterling | 1.48 | 1.67 |
| Euro | 1.08 | 1.38 |
| Australian dollar | 0.76 | 0.92 |
| Appreciation / (Depreciation) of U.S. dollar against the relevant currency: ((b) / (a) - as a percentage) | ||
| United Kingdom Pound Sterling | 11.4% | (10.6)% |
| Euro | 21.7% | (7.8)% |
| Australian dollar | 17.4% | 11.5% |
For fiscal 2015 and fiscal 2014, every percentage point depreciation / appreciation in the exchange rate between the Indian rupee and the U.S. dollar has affected our incremental operating margins by approximately 0.52% and 0.48%, respectively. The exchange rate between the Indian rupee and the U.S. dollar has fluctuated substantially in recent years and may continue to do so in the future. We are unable to predict the impact that future fluctuations may have on our operating margins.
We recorded a gain of $85 million and loss of $40 million for fiscal 2015 and fiscal 2014, respectively, on account of foreign exchange forward and option contracts and foreign exchange loss of $7 million and foreign exchange gain $78 million on translation of other assets and liabilities for fiscal 2015 and fiscal 2014, respectively. Our accounting policy requires us to mark to market and recognize the effect in statement of comprehensive income immediately of any derivative that is either not designated as a hedge, or is so designated but is ineffective as per IAS 39.
Income tax expense
Our net profit earned from providing software development and other services outside India is subject to tax in the country where we perform the work. Most of our taxes paid in countries other than India, can be claimed as a credit against our tax liability in India.
We, being a resident company in India as per the provisions of the Income Tax Act, 1961, are required to pay taxes in India on the global income in accordance with the provisions of Section 5 of the Indian Income Tax Act, 1961, which is reflected as domestic taxes. The geographical segment disclosures on revenue in note 2.19.2 of Item 18 of this Annual Report on Form 20-F are based on the location of customers and do not reflect the geographies where the actual delivery or revenue-related efforts occur. The income on which domestic taxes are imposed are not restricted to the income generated from the “India” geographic segment. As such, amounts applicable to domestic income taxes and foreign income taxes will not necessarily correlate to the proportion of revenue generated from India and other geographical segments.
In India, we have benefited from certain tax incentives that the Government of India had provided for the export of software from the units registered under the Software Technology Parks Scheme (‘STP’) and we continue to benefit from certain tax incentives for the units registered under the Special Economic Zones Act, 2005 (SEZ). However, as the income tax incentives provided by the Government of India for STP units have expired, the income from all of our STP units are now taxable. SEZ units which began provision of services on or after April 1, 2005 are eligible for a deduction of 100 percent of profits or gains derived from the export of services for the first five years from the financial year in which the unit has commenced the provision of services and 50 percent of such profits or gains for the five years thereafter. Up to 50% of such profits or gains is also available for a further five years subject to creation of a Special Economic Zone Re-investment Reserve out of the profit of the eligible SEZ units and utilization of such reserve by the Company for acquiring new plant and machinery for the purpose of its business as per the provisions of the Income Tax Act, 1961.
As a result of these tax incentives, a portion of our pre-tax income has not been subject to income tax. These tax incentives resulted in a decrease in our income tax expense of $273 million and $273 million for fiscal 2015 and 2014, respectively, compared to the tax amounts that we estimate we would have been required to pay if these incentives had not been available. The per share effect of these tax incentives computed based on both basic and diluted weighted average number of equity shares for fiscal 2015 and 2014 was $0.12 each and $0.12 each, respectively. The basic and diluted weighted average number of equity shares have been adjusted for bonus issue (See Note 2.12, Equity, Item 18 under this Annual Report on Form 20-F for additional information). See Note 2.16, Income Taxes, under Item 18 of this Annual Report on Form 20-F for reconciliation of the income tax provision to the amount computed by applying the statutory income tax rate to the income before income taxes.
The following table sets forth our income tax expense and effective tax rate for fiscal 2015 and fiscal 2014:
(Dollars in millions)
| Fiscal 2015 | Fiscal 2014 | Change | Percentage Change | |
| Income tax expense | 805 | 668 | 137 | 20.5% |
| Effective tax rate | 28.6% | 27.6% |
Our effective tax rate for the fiscal 2015 was 28.6% compared to 27.6% for fiscal 2014. Effective tax rate is generally influenced by various factors including non-deductible expenses, exempt non-operating income, overseas taxes, benefits from SEZ units and other tax deductions. The increase in the effective tax rate to 28.6% for the fiscal 2015 compared to fiscal 2014, was mainly due to an increase in overseas taxes, decrease in benefits from SEZ units as a percentage of profit before income taxes, partially offset by increase in tax reversals (net) and decrease in non-deductible expenses. The tax reversals (net) comprise of reversal of provisions of $101 million made in earlier periods which is partially offset by an additional tax provision of $75 million pertaining to prior periods. The reversal of the provision is due to adjudication of a disputed matter in favor of the company and the creation of additional tax provisions for prior years is based on tax assessments made during the year by tax authorities. (Refer to Note 2.16 of Item 18 of this Annual report for a reconciliation of the income tax provision to the amount computed by applying the statutory income tax rate to the income before income taxes).
Net profit
The following table sets forth our net profit for fiscal 2015 and fiscal 2014:
(Dollars in millions)
| Fiscal 2015 | Fiscal 2014 | Change | Percentage Change | |
| Net profit | 2,013 | 1,751 | 262 | 15.0% |
| As a percentage of revenues | 23.1% | 21.2% |
The increase in net profit as a percentage of revenues for fiscal 2015 as compared to fiscal 2014 was primarily attributable to a 1.9% increase in operating profit as a percentage of revenues and increases in other income partially offset by increase in income tax expense, as explained above.
Sensitivity analysis for significant defined benefit plans for Fiscal 2016 over Fiscal 2015
We provide for gratuity, a defined benefit retirement plan (Gratuity Plan) covering eligible employees. The Gratuity Plan provides a lump-sum payment to vested employees at retirement, death, incapacitation or termination of employment, of an amount based on the respective employee’s salary and the tenure of employment.
The following table sets forth the defined benefit obligation and fair value of plan assets as of March 31, 2016 and March 31, 2015:
(Dollars in millions)
| As of | ||
| March 31, 2016 | March 31, 2015 | |
| Benefit obligation at the end | 142 | 131 |
| Fair Value of plan assets at the end | 143 | 134 |
| Funded Status | 1 | 3 |
See Note 2.11.1, Gratuity, under Item 18 of this Annual Report on Form 20-F for disclosures on assumptions used, basis of determination of assumptions and sensitivity analysis for significant actuarial assumptions.
Liquidity and capital resources
In 1993, we raised approximately $4.4 million in gross aggregate proceeds from our initial public offering of equity shares in India. In 1994, we raised an additional $7.7 million through private placements of our equity shares with foreign institutional investors, mutual funds, Indian domestic financial institutions and corporations. On March 11, 1999, we raised $70.4 million in gross aggregate proceeds from our initial public offering of ADSs in the United States. Our growth in recent years has been financed largely by cash generated from operations.
As of March 31, 2016, 2015 and 2014, we had $5,804 million, $5,731 million and $5,656 million in working capital, respectively. The working capital as of March 31, 2016 includes $4,935 million in cash and cash equivalents and $11 million in available-for-sale financial assets. The working capital as of March 31, 2015 includes $4,859 million in cash and cash equivalents, $140 million in available-for-sale financial assets. The working capital as of March 31, 2014 includes $4,331 million in cash and cash equivalents, $367 million in available-for-sale financial assets and $143 million in investments in certificates of deposit. We have no outstanding bank borrowings. We believe that our working capital is sufficient to meet our current requirements. We believe that a sustained reduction in IT spending, a longer sales cycle, or a continued economic downturn in any of the various geographic locations or business segments in which we operate, could result in a decline in our revenue and negatively impact our liquidity and cash resources.
Our principal sources of liquidity are cash and cash equivalents and the cash flow that we generate from operations. Our cash and cash equivalents are comprised of deposits with banks and financial institutions with high credit-ratings assigned by international and domestic credit-rating agencies which can be withdrawn at any point of time without prior notice or penalty on principal. Cash and cash equivalents are primarily held in Indian Rupees. These cash and cash equivalents included a restricted cash balance of $74 million, $58 million and $53 million as of March 31, 2016, 2015 and 2014, respectively. These restrictions are primarily on account of balances held in unpaid dividend bank accounts, bank balances held as margin money deposit and cash balances held by irrevocable trusts controlled by us. Our investments in available for sale financial assets comprising mutual fund units and quoted debt securities represent funds deposited at a bank or other eligible financial institution for a specified time period and are also high credit-rated by domestic credit rating agencies.
The following table sets forth our cash flows for fiscal 2016, 2015 and 2014:
(Dollars in millions)
| Fiscal 2016 | Fiscal 2015 | Fiscal 2014 | |
| Net cash provided by operating activities | 1,862 | 1,756 | 2,003 |
| Net cash (used) in investing activities | (474) | (205) | (823) |
| Net cash (used) in financing activities | (1,059) | (815) | (519) |
Net cash provided by operations consisted primarily of net profit adjusted for depreciation and amortization, deferred purchase price, income taxes, income on available-for-sale financial assets and certificates of deposit, provisions for doubtful trade receivable and changes in working capital.
Trade receivables included under changes in working capital increased by $225 million, $240 million and $232 million during fiscal 2016, 2015 and 2014, respectively. Trade receivables as a percentage of last 12 months revenues were 18.0%, 17.8% and 16.9% as of March 31, 2016, 2015 and 2014, respectively. Day’s sales outstanding on the basis of last 12 months revenues were 66 days, 65 days and 62 days as of March 31, 2016, 2015 and 2014, respectively.
Prepayments and other assets have increased primarily on account of increase in withholding taxes, deferred contract cost, interest accrued, prepaid expenses and loans advanced to employees. The interest accrued has increased on account of increase in the proportion of cumulative fixed deposits. Deferred contract costs are upfront costs incurred for the contract and are amortized over the term of the contract.
Increase in other liabilities and provisions is primarily on account of increases in withholding taxes payable, accrued expenses, contingent consideration and accrued compensation to employees partially offset by a decrease in liability towards acquisition of business comprising of deferred consideration towards post acquisition employee remuneration which was settled during the year
Unearned revenues has increased primarily on account of advance client billings on fixed-price, fixed-timeframe contracts for which related efforts had not been expended. Unbilled revenues has increased primarily on account of increase in costs and earnings in excess of billings.
In fiscal 2016, income tax of $138 million was paid consequent to demand from tax authorities in India for fiscal 2011 and in fiscal 2015, income tax of $286 million was paid consequent to demand from tax authorities in India for fiscal 2010. Both these demands were towards denial of certain tax benefits. We have filed an appeal with the Income Tax Appellate Authorities (see note 2.16, Income Taxes, under Item 18 of this Annual Report on Form 20-F).
Based on the assumptions as of March 31, 2016, we expect to contribute $15 million to gratuity trusts during fiscal 2017 (see note 2.11.1, Gratuity, under Item 18 of this Annual Report on Form 20-F).
Net cash used in investing activities relating to our business acquisitions for fiscal 2016, 2015 and 2014 was $117 million, $206 million and nil, respectively. Net cash used in investing activities, relating to acquisition of additional property, plant and equipment for fiscal 2016, 2015 and 2014 was $413 million, $367 million and $451 million, respectively for our software Development Centers. During fiscal 2016, we invested $3,676 million in liquid mutual funds, $22 million in deposits with corporations, $12 million in preference securities, $3 million in other available for sale financial assets, $46 million in quoted debt securities and redeemed liquid mutual funds of $3,795 million and $5 million of fixed maturity plan securities. The redemption of liquid mutual funds was to lock-in interest rates on account of softening interest rates in India. During fiscal 2015, we invested $3,901 million in liquid mutual funds, $22 million in deposits with corporations, $5 million in fixed maturity plan securities and redeemed liquid mutual funds of $4,098 million, $25 million on fixed maturity plan securities and $135 million in certificates of deposit. During fiscal 2014, we invested $3,731 million in liquid mutual fund units, $154 million in quoted debt securities, $37 million in deposits with corporations, $24 million in fixed maturity plan securities, $210 million in certificate of deposits and redeemed liquid mutual funds of $3,681 million and $74 million of certificates of deposit. The proceeds realized from the redemption of available-for-sale financial assets were used in our business activities.
On October 22, 2012, we acquired 100% of the voting interests in Lodestone Holding AG, a global management consultancy firm headquartered in Zurich, Switzerland. The business acquisition was conducted by entering into a share purchase agreement for cash consideration of $219 million and additional consideration of up to $112 million, which we refer to as deferred purchase price, payable to the selling shareholders of Lodestone Holding AG who are continuously employed or otherwise engaged by us or our subsidiaries during the three year period following the date of the acquisition. In fiscal 2016, the liability towards post acquisition employee remuneration expense was settled.
On March 5, 2015, Infosys acquired 100% of the voting interests in Panaya Inc. (Panaya), a Delaware Corporation in the United States. Panaya is a leading provider of automation technology for large scale enterprise and software management. The business acquisition was conducted by entering into a share purchase agreement for a cash consideration of $225 million.
During the year ended March 31, 2015, the group acquired 20% of the equity interests in DWA Nova LLC for a cash consideration of $15 million. The Company has made this investment to form a new company along with Dream Works Animation (DWA). The new company, DWA Nova LLC, will develop and commercialize image generation technology in order to provide end-to-end digital manufacturing capabilities for companies involved in the design, manufacturing, marketing or distribution of physical consumer products. As of March 31, 2016, Infosys Nova holds 16% of the equity interest in DWA Nova LLC.
On June 2, 2015, Infosys acquired 100% of the voting interests in Kallidus Inc. U.S (Kallidus), a leading provider of digital experience solutions, including mobile commerce and in-store shopping experiences to large retail clients and 100% of the voting interests of Skava Systems Private Limited, India, an affiliate of Kallidus. The business acquisition was conducted by entering into a share purchase agreement for a cash consideration of $91 million and a contingent consideration of up to $20 million. The payment of the contingent consideration to sellers of Kallidus is dependent upon the achievement of certain financial targets by Kallidus over a period of 3 years ending on December 31, 2017
On November 16, 2015, Infosys acquired 100% membership interest in Noah Consulting, LLC, (Noah), a leading provider of advanced information management consulting services for oil and gas industry. The business acquisition was conducted by entering into a share purchase agreement for a cash consideration of $33 million, a contingent consideration of up to $5 million and an additional consideration of up to $32 million, referred to as retention bonus payable to the employees of Noah at each anniversary year following the acquisition date the next three years, subject to their continuous employment with the group at each anniversary. The payment of the contingent consideration to the sellers of Noah was dependent upon the achievement of certain financial targets by Noah for the year ended December 31, 2015 and year ending December 31, 2016. During fiscal 2016, based on an assessment of Noah achieving the targets for the year ended December 31, 2015 and year ending December 31, 2016, the entire contingent consideration has been reversed in the statement of comprehensive income.
We have an innovation fund with an outlay of $500 million to support the creation of a global eco-system of strategic partners.
We provide personal loans and salary advances to employees who are not executive officers or directors.
The annual rates of interest for these loans vary from 0% to 10%. Loans and advances aggregating $50 million, $40 million and $41 million were outstanding as of March 31, 2016, 2015 and 2014, respectively.
The timing of required repayments / recovery of employee loans and advances outstanding as of March 31, 2016 are as detailed below:
(Dollars in millions)
| 12 months ending March 31, | Repayment |
| 2017 | 46 |
| 2018 | 4 |
| 50 |
Net cash used in financing activities for fiscal 2016 was $1,059 million towards dividend payments including corporate dividend tax. Net cash used in financing activities for fiscal 2015 was $815 million towards dividend payments including corporate dividend tax. Net cash used in financing activities for fiscal 2014 was $519 million towards dividend payments including corporate dividend tax.
Our Board increased dividend
pay-out ratio from up to 40% to up to 50% of post-tax consolidated profits effective fiscal 2015. Our Board, in its meeting on
April 15, 2016, proposed a final dividend of 14.25 per equity share (approximately $0.22 per equity share). The proposal is subject
to the approval of shareholders at our Annual General Meeting to be held on June 18, 2016, and if approved, would result in a cash
outflow of approximately $592 million (excluding dividend paid on treasury shares), inclusive of corporate dividend tax.
As of March 31, 2016, we had contractual commitments for capital expenditure of $224 million, as compared to $252 million and $227 million of contractual commitments as of March 31, 2015 and 2014, respectively. These commitments include $181 million in commitments for domestic purchases as of March 31, 2016, as compared to $182 million and $129 million as of March 31, 2015 and 2014, respectively, and $43 million in overseas commitments for hardware, supplies and services to support our operations generally as of March 31, 2016, as compared to $70 million and $98 million as of March 31, 2015 and 2014, respectively. All our capital commitments will be financed out of cash generated from operations. We expect our outstanding contractual commitments as of March 31, 2016 to be significantly completed in a year.
Quantitative and Qualitative Disclosures about Market Risk
General
Market risk is attributable to all market sensitive financial instruments including foreign currency receivables and payables. The value of a financial instrument may change as a result of changes in the interest rates, foreign currency exchange rates, commodity prices, equity prices and other market changes that affect market risk sensitive instruments.
Our exposure to market risk is a function of our revenue generating activities and any future borrowing activities in foreign currency. The objective of market risk management is to avoid excessive exposure of our earnings and equity to loss. Most of our exposure to market risk arises out of our foreign currency trade receivables.
We have chosen alternative 1 provided by Item 11 of Form 20-F to disclose quantitative information about market risk. All the required information under alternative 1 has been either included in components of market risk as given below or in note 2.7 under Item 18 of this Annual Report and such information has been incorporated herein by reference.
The following table provides the cross references to notes under Item 18 of this Annual Report which contains disclosures required under alternative 1 of Item 11 of Form 20-F.
| Sl. No. | Requirements of Alternative 1 of Item 11 | Cross reference to notes in the financial statements for instruments held for trading (Derivative financial instruments) | Cross reference to notes in the financial statements for instruments other than for trading purposes (All other financial instruments) |
| 1. | Fair values of market risk sensitive instruments | Table: The carrying value and fair value of financial instruments by categories under Note 2.7, Financial Instruments, of Item 18 of this Annual Report. | Table: The carrying value and fair value of financial instruments by categories under Note 2.7, Financial Instruments, of Item 18 of this Annual Report. |
| 2. | Contract terms to determine future cash flows, categorized by expected maturity terms |
Section: Derivative Financial Instruments under Note 2.7, Financial Instruments, of Item 18 of this Annual Report describing the terms of forward and options contracts and the table depicting the relevant maturity groupings based on the remaining period as of March 31, 2016 and March 31, 2015.
|
Current Financial Assets: The expected maturity of these assets falls within one year, hence no additional disclosures are required. Non-Current Financial Assets: Prepayments and Other Assets - Primarily consist of deposit held with corporation to settle certain employee-related obligations as and when they arise during the normal course of business, rental deposits and security deposits with service providers. Consequently, the period of maturity could not be estimated. (see Note 2.4, Prepayments and Other Assets, under Item 18 of this Annual Report on Form 20-F for additional information). Hence we have not made any additional disclosures for the maturity of non-current financial assets. Financial Liabilities: Refer to Section “Liquidity Risk” under Note 2.7 of Item 18 of this Annual Report, table containing the details regarding the contractual maturities of significant financial liabilities as of March 31, 2016 and March 31, 2015. |
| 3. | Contract terms to determine cash flows for each of the next five years and aggregate amount for remaining years. | Same table as above however as all our forward and option contracts mature within 12 months, we do not require further classification. | Refer to Section “Liquidity Risk” under Note 2.7 of Item 18 of this Annual Report, table containing the details regarding the contractual maturities of significant financial liabilities as of March 31, 2016 and March 31, 2015. |
| 4. | Categorization of market risk sensitive instruments | We have categorized the forwards and option contracts based on the currency in which the forwards and option contracts were denominated in accordance with instruction to Item 11(a) 2 B (v). Refer to section entitled: Derivative Financial Instruments under Note 2.7, Financial Instruments, of Item 18 of this Annual Report; table giving details in respect of outstanding foreign exchange forward and option contracts. | We have categorized the financial assets and financial liabilities based on the currency in which the financial instruments were denominated in accordance with instruction to Item 11(a) 2 B (v). Refer to section entitled: Financial Risk Management under Note 2.7, Financial Instruments, under Item 18 of this Annual Report; table analyzing the foreign currency risk from financial instruments as of March 31, 2016 and March 31, 2015. |
| 5. | Descriptions and assumptions to understand the above disclosures | All the tables given under Note 2.7, Financial Instruments, under Item 18 of this Annual Report have explanatory headings and the necessary details to understand the information contained in the tables. | All the tables given under Note 2.7, Financial Instruments, under Item 18 of this Annual Report have explanatory headings and the necessary details to understand the information contained in the tables. |
Risk Management Procedures
We manage market risk through treasury operations. Our treasury operations' objectives and policies are approved by senior management and our Audit Committee. The activities of treasury operations include management of cash resources, implementing hedging strategies for foreign currency exposures, borrowing strategies, if any, and ensuring compliance with market risk limits and policies.
Components of Market Risk
| (1) | Exchange rate risk. Our exposure to market risk arises principally from exchange rate risk. Even though our functional currency is the Indian rupee, we generate a major portion of our revenues in foreign currencies, particularly the U.S. dollar, the United Kingdom Pound Sterling, Euro and the Australian dollar, whereas we incur a significant portion of our expenses in Indian rupees. The exchange rate between the Indian rupee and the U.S. dollar has changed substantially in recent years and may fluctuate substantially in the future. Consequently, the results of our operations are adversely affected as the Indian rupee appreciates against the U.S. dollar. For fiscal 2016, 2015 and 2014, U.S. dollar denominated revenues represented 69.9%, 68.9% and 68.8% of total revenues, respectively. For the same periods, revenues denominated in United Kingdom Pound Sterling represented 6.6%, 5.9% and 5.9% of total revenues, revenues denominated in the Euro represented 9.3%, 10.2% and 10.3% of total revenues while revenues denominated in the Australian dollar represented 6.9%, 7.6% and 7.9% of total revenues. Our exchange rate risk primarily arises from our foreign currency revenues, receivables and payables. |
| We use derivative financial instruments such as foreign exchange forward and option contracts to mitigate the risk of changes in exchange rates on foreign currency exposures. The counterparty for these contracts is a bank. |
| As of March 31, 2016, we had outstanding forward contracts of $510 million, Euro 100 million, United Kingdom Pound Sterling 65 million, Australian dollar 55 million, and Swiss Franc 25 million and outstanding options contract of $125 million. As of March 31, 2015, we had outstanding forward contracts of $716 million, Euro 67 million, United Kingdom Pound Sterling 73 million, Australian dollar 98 million, Canadian dollar 12 million and Singapore dollar 25 million. As of March 31, 2014, we had outstanding forward contracts of $751 million, Euro 64 million, United Kingdom Pound Sterling 77 million and Australian dollar 75 million and option contracts of $20 million. The forward and option contracts typically mature within 12 months, must be settled on the day of maturity and may be cancelled subject to the payment of any gains or losses in the difference between the contract exchange rate and the market exchange rate on the date of cancellation. We use these derivative instruments only as a hedging mechanism and not for speculative purposes. We may not purchase adequate instruments to insulate ourselves from foreign exchange currency risks. In addition, any such instruments may not perform adequately as a hedging mechanism. The policies of the RBI may change from time to time which may limit our ability to hedge our foreign currency exposures adequately. We may, in the future, adopt more active hedging policies, and have done so in the past. |
| (2) | Fair value. The fair value of our market rate risk sensitive instruments approximates their carrying value. |
Recent Accounting Pronouncements
IFRS 9 Financial instruments: In July 2014, the International Accounting Standards Board issued the final version of IFRS 9, Financial Instruments. The standard reduces the complexity of the current rules on financial instruments as mandated in IAS 39. IFRS 9 has fewer classification and measurement categories as compared to IAS 39 and has eliminated the categories of held to maturity, available for sale and loans and receivables. Further, it eliminates the rule-based requirement of segregating embedded derivatives and tainting rules pertaining to held to maturity investments. For an investment in an equity instrument which is not held for trading, IFRS 9 permits an irrevocable election, on initial recognition, on an individual share-by-share basis, to present all fair value changes from the investment in other comprehensive income. No amount recognized in other comprehensive income would ever be reclassified to profit or loss. It requires the entity, which chooses to measure a liability at fair value, to present the portion of the fair value change attributable to the entity’s own credit risk in the other comprehensive income
IFRS 9 replaces the ‘incurred loss model’ in IAS 39 with an ‘expected credit loss’ model. The measurement uses a dual measurement approach, under which the loss allowance is measured as either 12 month expected credit losses or lifetime expected credit losses. The standard also introduces new presentation and disclosure requirements.
The effective date for adoption of IFRS 9 is annual periods beginning on or after January 1, 2018, though early adoption is permitted. We have elected to early adopt the standard effective April 1, 2016 and the impact on the consolidated financial statements is not material.
IFRS 15 Revenue from Contracts with Customers: In May 2014, the International Accounting Standards Board (IASB) issued IFRS 15, Revenue from Contract with Customers. The core principle of the new standard is that an entity should recognize revenue to depict the transfer of promised goods or services to customers in an amount that reflects the consideration to which the entity expects to be entitled in exchange for those goods or services. Further the new standard requires enhanced disclosures about the nature, amount, timing and uncertainty of revenue and cash flows arising from the entity’s contracts with customers. The standard permits the use of either the retrospective or cumulative effect transition method. The effective date for adoption of IFRS 15 is annual periods beginning on or after January 1, 2017, though early adoption is permitted. In September 2015, the IASB issued an amendment to IFRS 15, deferring the adoption of the standard to periods beginning on or after January 1, 2018 instead of January 1, 2017
We are evaluating the effect of IFRS 15 on the consolidated financial statements including the transition method to be adopted and the related disclosures. We continue to evaluate the effect of the standard on ongoing financial reporting.
IFRS 16 Leases: On January 13, 2016, the International Accounting Standards Board issued the final version of IFRS 16, Leases. IFRS 16 will replace the existing leases Standard, IAS 17 Leases, and related Interpretations. The Standard sets out the principles for the recognition, measurement, presentation and disclosure of leases for both parties to a contract i.e., the lessee and the lessor. IFRS 16 introduces a single lessee accounting model and requires a lessee to recognise assets and liabilities for all leases with a term of more than 12 months, unless the underlying asset is of low value. Currently, operating lease expenses are charged to the statement of comprehensive income. The Standard also contains enhanced disclosure requirements for lessees. IFRS 16 substantially carries forward the lessor accounting requirements in IAS 17.
The effective date for adoption of IFRS 16 is annual periods beginning on or after January 1, 2019, though early adoption is permitted for companies applying IFRS 15 Revenue from Contracts with Customers. We are yet to evaluate the requirements of IFRS 16 and the impact on the consolidated financial statements.
Critical Accounting Policies
We consider the policies discussed below to be critical to an understanding of our financial statements as their application places the most significant demands on management's judgment, with financial reporting results relying on estimation about the effect of matters that are inherently uncertain. Specific risks for these critical accounting policies are described in the following paragraphs. For all of these policies, future events rarely develop exactly as forecast, and the best estimates routinely require adjustment.
Estimates
We prepare financial statements in conformity with IFRS, which requires us to make estimates, judgments and assumptions. These estimates, judgments and assumptions affect the application of accounting policies and the reported amounts of assets and liabilities, the disclosures of contingent assets and liabilities at the date of the financial statements and reported amounts of revenues and expenses during the period. Application of accounting policies which require critical accounting estimates involving complex and subjective judgments and the use of assumptions in the consolidated financial statements have been disclosed below. However, accounting estimates could change from period to period and actual results could differ from those estimates. Appropriate changes in estimates are made as and when we become aware of changes in circumstances surrounding the estimates. Changes in estimates are reflected in the period in which changes are made and, if material, their effects are disclosed in the notes to the consolidated financial statements.
a. Revenue recognition
We use the percentage-of-completion method in accounting for fixed-price contracts. Use of the percentage-of-completion method requires us to estimate the efforts or costs expended to date as a proportion of the total efforts or costs to be expended. Efforts or costs expended have been used to measure progress towards completion as there is a direct relationship between input and productivity. Provisions for estimated losses, if any, on uncompleted contracts are recorded in the period in which such losses become probable based on the expected contract estimates at the reporting date.
b. Income taxes
Our two major tax jurisdictions are India and the U.S., though we also file tax returns in other foreign jurisdictions. Significant judgments are involved in determining the provision for income taxes, including the amount expected to be paid / recovered for uncertain tax positions.
c. Business combinations and Intangible assets
Our business combinations are accounted for using IFRS 3 (Revised), Business Combinations. IFRS 3 requires us to fair value identifiable intangible assets and contingent consideration to ascertain the net fair value of identifiable assets, liabilities and contingent liabilities of the acquiree. Significant estimates are required to be made in determining the value of contingent consideration and intangible assets. These valuations are conducted by independent valuation experts.
d. Property, plant and equipment
Property, plant and equipment represent a significant proportion of the asset base of the Group. The charge in respect of periodic depreciation is derived after determining an estimate of an asset’s expected useful life and the expected residual value at the end of its life. The useful lives and residual values of Group's assets are determined by management at the time the asset is acquired and reviewed periodically, including at each financial year end. The lives are based on historical experience with similar assets as well as anticipation of future events, which may impact their life, such as changes in technology. Refer to note 2.5 of Item 18 of this Annual Report.
e. Impairment of Goodwill
Goodwill is tested for impairment on an annual basis and whenever there is an indication that the recoverable amount of a cash generating unit is less than its carrying amount, based on a number of factors including operating results, business plans, future cash flows and economic conditions. The recoverable amount of cash generating units is determined based on higher of value-in-use and fair value less cost to sell. The goodwill impairment test is performed at the level of the cash-generating unit or groups of cash-generating units which are benefitting from the synergies of the acquisition and which represents the lowest level at which goodwill is monitored for internal management purposes.
We use market related information and estimates to determine the recoverable amount. Key assumptions on which management has based its determination of recoverable amount include estimated long term growth rates, weighted average cost of capital and estimated operating margins. Cash flow projections take into account past experience and represent management’s best estimate about future developments.
Revenue Recognition
We derive our revenues primarily from software development and related services and the licensing of software products. Arrangements with customers for software development and related services are either on a fixed-price, fixed-timeframe or on a time-and-material basis.
We recognize revenue on time-and-material contracts as the related services are performed. Revenue from the end of the last billing to the balance sheet date is recognized as unbilled revenues. Revenue from fixed-price, fixed-timeframe contracts, where there is no uncertainty as to measurement or collectability of consideration, is recognized as per the percentage-of-completion method. When there is uncertainty as to measurement or ultimate collectability, revenue recognition is postponed until such uncertainty is resolved. Efforts or costs expended have been used to measure progress towards completion as there is a direct relationship between input and productivity. Provisions for estimated losses, if any, on uncompleted contracts are recorded in the period in which such losses become probable based on the current contract estimates. Costs and earnings in excess of billings have been classified as unbilled revenue while billings in excess of costs and earnings have been classified as unearned revenue. Deferred contract costs are amortized over the term of the contract. Maintenance revenue is recognized ratably over the term of the underlying maintenance arrangement.
At the end of every reporting period, we evaluate each project for estimated revenue and estimated efforts or costs. Any revisions or updates to existing estimates are made wherever required by obtaining approvals from officers having the requisite authority. Management regularly reviews and evaluates the status of each contract in progress to estimate the profit or loss. As part of the review, detailed actual efforts or costs and a realistic estimate of efforts or costs to complete all phases of the project are compared with the details of the original estimate and the total contract price. We evaluate change orders according to their characteristics and the circumstances in which they occur. If such change orders are considered by the parties to be a normal element within the original scope of the contract, no change in the contract price is made. Otherwise, the adjustment to the contract price may be routinely negotiated. Contract revenue and costs are adjusted to reflect change orders approved by the client and us, regarding both scope and price. Changes are reflected in revenue recognition only after the change order has been approved by both parties. The same principle is also followed for escalation clauses.
In arrangements for software development and related services and maintenance services, we have applied the guidance in IAS 18, Revenue, by applying the revenue recognition criteria for each separately identifiable component of a single transaction. The arrangements generally meet the criteria for considering software development and related services as separately identifiable components. For allocating the consideration, we have measured the revenue in respect of each separable component of a transaction at its fair value, in accordance with principles given in IAS 18. The price that is regularly charged for an item when sold separately is the best evidence of its fair value. In cases where we are unable to establish objective and reliable evidence of fair value for the software development and related services, we have used a residual method to allocate the arrangement consideration. In these cases the balance of the consideration after allocating the fair values of undelivered components of a transaction has been allocated to the delivered components for which specific fair values do not exist.
License fee revenues have been recognized when the general revenue recognition criteria given in IAS 18 are met. Arrangements to deliver software products generally have three components: license, implementation and Annual Technical Services (ATS). We have applied the principles given in IAS 18 to account for revenues from these multiple element arrangements. Objective and reliable evidence of fair value has been established for ATS. Objective and reliable evidence of fair value is the price charged when the element is sold separately. When other services are provided in conjunction with the licensing arrangement and objective and reliable evidence of their fair values have been established, the revenue from such contracts are allocated to each component of the contract in a manner, whereby revenue is deferred for the undelivered services and the residual amounts are recognized as revenue for delivered elements. In the absence of objective and reliable evidence of fair value for implementation, the entire arrangement fee for license and implementation is recognized using the percentage-of-completion method as the implementation is performed. Revenue from client training, support and other services arising due to the sale of software products is recognized as the services are performed. ATS revenue is recognized ratably over the period in which the services are rendered.
Advances received for services and products are reported as client deposits until all conditions for revenue recognition are met.
We account for volume discounts and pricing incentives to customers by reducing the amount of discount from the amount of revenue recognized at the time of sale. In some arrangements, the level of discount varies with increases in the levels of revenue transactions. The discounts are passed on to the customer either as direct payments or as a reduction of payments due from the customer. Further, we recognize discount obligations as a reduction of revenue based on the ratable allocation of the discount to each of the underlying revenue transactions that result in progress by the customer toward earning the discount. We recognize the liability based on an estimate of the customer's future purchases. If it is probable that the criteria for the discount will not be met, or if the amount thereof cannot be estimated reliably, then discount is not recognized until the payment is probable and the amount can be estimated reliably. We recognize changes in the estimated amount of obligations for discounts in the period in which the change occurs. We present revenues net of sales and value-added taxes in our consolidated statement of comprehensive income.
Income Tax
Our income tax expense comprises current and deferred income tax and is recognized in net profit in the statement of comprehensive income except to the extent that it relates to items recognized directly in equity, in which case it is recognized in equity. Current income tax for current and prior periods is recognized at the amount expected to be paid to or recovered from the tax authorities, using the tax rates and tax laws that have been enacted or substantively enacted by the balance sheet date. Deferred income tax assets and liabilities are recognized for all temporary differences arising between the tax bases of assets and liabilities and their carrying amounts in the financial statements except when the deferred income tax arises from the initial recognition of goodwill or an asset or liability in a transaction that is not a business combination and affects neither accounting nor taxable profit or loss at the time of the transaction. Deferred tax assets are reviewed at each reporting date and are reduced to the extent that it is no longer probable that the related tax benefit will be realized.
Deferred income tax assets and liabilities are measured using tax rates and tax laws that have been enacted or substantively enacted by the balance sheet date and are expected to apply to taxable income in the years in which those temporary differences are expected to be recovered or settled. The effect of changes in tax rates on deferred income tax assets and liabilities is recognized as income or expense in the period that includes the enactment or the substantive enactment date. A deferred income tax asset is recognized to the extent that it is probable that future taxable profit will be available against which the deductible temporary differences and tax losses can be utilized. Deferred income taxes are not provided on the undistributed earnings of subsidiaries and branches where it is expected that the earnings of the subsidiary or branch will not be distributed in the foreseeable future. We offset current tax assets and current tax liabilities, where we have a legally enforceable right to set off the recognized amounts and where we intend either to settle on a net basis, or to realize the asset and settle the liability simultaneously. We offset deferred tax assets and deferred tax liabilities wherever we have a legally enforceable right to set off current tax assets against current tax liabilities and where the deferred tax assets and deferred tax liabilities relate to income taxes levied by the same taxation authority. Tax benefits of deductions earned on exercise of employee share options in excess of compensation charged to income are credited to share premium.
Business Combinations, Goodwill and Intangible Assets
Business combinations have been accounted for using the acquisition method under the provisions of IFRS 3 (Revised), Business Combinations. The cost of an acquisition is measured at the fair value of the assets transferred, equity instruments issued and liabilities incurred or assumed at the date of acquisition, which is the date on which control is transferred. The cost of acquisition also includes the fair value of any contingent consideration. Identifiable assets acquired and liabilities and contingent liabilities assumed in a business combination are measured initially at their fair value on the date of acquisition. Business combinations between entities under common control is outside the scope of IFRS 3 (Revised), Business Combinations and is accounted for at carrying value. Transaction costs that we incur in connection with a business combination such as finders’ fees, legal fees, due diligence fees, and other professional and consulting fees are expensed as incurred.
Goodwill represents the cost of business acquisition in excess of our interest in the net fair value of identifiable assets, liabilities and contingent liabilities of the acquiree. When the net fair value of the identifiable assets, liabilities and contingent liabilities acquired exceed the cost of the business acquisition, we recognize a gain immediately in net profit in the statement of comprehensive income. Goodwill is measured at cost less accumulated impairment losses.
Intangible assets are stated at cost less accumulated amortization and impairments. They are amortized over their respective individual estimated useful lives on a straight-line basis, from the date that they are available for use. The estimated useful life of an identifiable intangible asset is based on a number of factors including the effects of obsolescence, demand, competition, and other economic factors (such as the stability of the industry, and known technological advances), and the level of maintenance expenditures required to obtain the expected future cash flows from the asset. Amortization methods and useful lives are reviewed periodically including at each financial year end.
We expense research costs as and when the same are incurred. Software product development costs are expensed as incurred unless technical and commercial feasibility of the project is demonstrated, future economic benefits are probable, we have the intention and ability to complete and use or sell the software and the costs can be measured reliably. The costs which can be capitalized include the cost of material, direct labour, overhead costs that are directly attributable to preparing the asset for its intended use. Research and development costs and software development costs incurred under contractual arrangements with customers are accounted as cost of sales.
OFF - BALANCE SHEET ARRANGEMENTS
None.
CONTRACTUAL OBLIGATIONS
Set forth below are our outstanding contractual obligations as of March 31, 2016.
(Dollars in millions)
| Contractual obligations | Total | Less than 1 year | 1-3 years | 3-5 years | More than 5 years |
| Operating lease obligations | 255 | 56 | 82 | 50 | 67 |
| Purchase obligations | 411 | 379 | 26 | 5 | 1 |
| Unrecognized tax benefits | 443 | – | – | – | – |
| Post-retirement benefits obligations | 257 | 22 | 46 | 52 | 137 |
We have various operating leases, mainly for office buildings, that are renewable on a periodic basis. A majority of our operating lease arrangements extend up to a maximum of ten years from their respective dates of inception, and relate to rented overseas premises.
Purchase obligation means an agreement to purchase goods or services that are enforceable and legally binding on the Company that specifies all significant terms, including fixed or minimum quantities to be purchased; fixed, minimum or variable price provisions; and the approximate timing of the transaction. Purchase obligations include capital commitments .
Unrecognized tax benefits relate to liability towards uncertain tax positions taken in major tax jurisdictions. The period in which these uncertain tax positions will be settled is not practically determinable.
Post-retirement benefits obligations are the benefit payments, which are expected to be paid under our gratuity plans.
Item 6. Directors, Senior Management and Employees
DIRECTORS AND EXECUTIVE OFFICERS
Set forth below are the respective ages and positions of our directors and executive officers as of the date of this Annual Report on Form 20-F.
| Dr. Vishal Sikka(1) | 48 | Chief Executive Officer and Managing Director |
| U. B. Pravin Rao | 54 | Chief Operating Officer and Whole-time Director |
| M. D. Ranganath (2) | 54 | Chief Financial Officer and Executive Vice President |
| David D. Kennedy | 54 | Executive Vice President, General Counsel and Chief Compliance Officer |
| Kiran Mazumdar-Shaw | 63 | Independent Director |
| Ravi Venkatesan | 53 | Independent Director |
| Prof. Jeffrey S. Lehman(3) | 59 | Independent Director |
| R. Seshasayee | 67 | Non-Executive Chairman and Independent Director |
| Prof. John W. Etchemendy | 63 | Independent Director |
| Roopa Kudva | 52 | Independent Director |
| Dr. Punita Kumar-Sinha(4) | 53 | Independent Director |
(1)
|
Appointed as Chief Executive Officer and Managing Director with effect from June 14, 2014. Reappointment approved by the shareholders by way of postal ballot on March 31, 2016, effective from April 1, 2016. | |
| (2) | Appointed as Chief Financial Officer effective October 12, 2015. | |
| (3) | Appointed as member of the Board with effect from April 14, 2006. Reappointment approved by the shareholders by way of postal ballot on March 31, 2016, effective April 14, 2016. | |
| (4) | Appointed as a Member of the Board with effect from January 14, 2016. Appointment confirmed by the shareholders by way of postal ballot on March 31, 2016. | |
The following are the details of membership and chairmanship in Board committees :
| Committees of the Board of Directors as on March 31, 2016 | |||||||
| Name | Board |
Audit Committee |
Risk and Strategy Committee |
Nomination and Remuneration Committee |
Stakeholders Relationship Committee |
Corporate Social Responsibility Committee |
Finance and Investment Committee |
| Prof. Jeffrey S. Lehman | ● | ● | Chairperson | Chairperson | |||
| Ravi Venkatesan | ● | ● | Chairperson | ● | ● | ||
| R Seshasayee | Chairman | ● | ● | ● | Chairperson | ||
| Roopa Kudva | ● | Chairperson | ● | Chairperson | |||
|
Kiran Mazumdar- Shaw |
● | ● | ● | ● | ● | ||
| Prof. John W. Etchemendy | ● | ● | ● | ● | ● | ||
| Dr. Punita Kumar-Sinha | ● | ||||||
| Dr. Vishal Sikka | ● | ● | |||||
| U B Pravin Rao | ● | ||||||
● Member of the Committee.
Size and composition of the Board
We believe that our Board needs to have an appropriate mix of executive and independent directors to maintain its independence, and separate its functions of governance and management. Securities Exchange Board of India (SEBI) Listing regulations mandates that for a company with a non-executive Chairman, at least one-third of the board should be independent directors. As of March 31, 2016, our Board consists of nine members, two of whom are executive or whole-time directors, while the remaining seven are independent directors. Three out of nine Board members are women. Five of our Board members are Indians, while four are foreign nationals. The Board periodically evaluates the need for change in its composition and size.
Definition of Independent Directors
The Companies Act, 2013 and the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 define an ‘independent director’ as a person who is not a promoter or employee or one of the key managerial personnel of the company or its subsidiaries. They also state that the person should not have a material pecuniary relationship or transactions with the company or its subsidiaries, apart from receiving remuneration as an independent director. We abide by the above mentioned definitions of an independent Director in addition to definition of an independent director as laid down in the NYSE rules and the Sarbanes-Oxley Act, 2002 since we are listed on NYSE in the U.S.
Board membership criteria
The Nomination and Remuneration Committee works with the entire Board to determine the appropriate characteristics, skills and experience required for the Board as a whole and for individual members. Board members are expected to possess the required qualifications, integrity, expertise and experience for the position. They should also possess deep expertise and insights in sectors / areas relevant to the Company,
and ability to contribute to the Company’s growth.
Age limit for Managing Director / Executive Director: 60 years
Age limit for Independent Director: 70 years
The term of the persons holding these positions may be extended at the discretion of the committee beyond the age of 60 or 70 years with shareholder approval by passing a special resolution based on the explanatory statement annexed to the notice for such motion indicating the justification for extension of appointment beyond 60 or 70 years as the case may be.
Board members are expected to rigorously prepare for, attend and participate in all Board and applicable committee meetings. Each member is expected to ensure that their other current and planned future commitments do not materially interfere with their responsibilities with us.
Dr. Vishal Sikka is Chief Executive Officer & Managing Director of Infosys. Dr. Sikka is Executive Officer Infosys Nova Holdings LLC and he is also a member of our CSR Committee. Dr. Sikka joined Infosys in 2014 to help transform the company during a time of significant change in the services industry. Since joining Infosys, Dr. Sikka has implemented a strategy of helping clients renew their existing IT landscapes, and at the same time bring breakthrough innovation non-disruptively. In addition, Dr. Sikka has created a strong focus on learning and education within Infosys and with clients. Prior to joining Infosys, Dr. Sikka was a member of the Executive Board of SAP SE, leading all products and technologies, including all of product development, and driving innovation globally. Dr. Sikka is the creator of ‘timeless software,’ a framework which articulates the principles of renewing existing processes and landscapes without disruption to customer environments. He is especially known for his championship of technology as an amplifier of human potential and his passion for applying software in purposeful ways to address some of the biggest global challenges. Dr. Sikka received his BS in Computer Science from Syracuse University. He holds a Ph.D. in Computer Science from Stanford University.
U. B. Pravin Rao is the Chief Operating Officer of Infosys and Whole-time Director of the Board. As the Chief Operating Officer, Mr. Pravin Rao is responsible for driving growth and differentiation across portfolios at Infosys. Additionally, he oversees global delivery, quality and productivity, the supply chain, business enabler functions. He is also the Chairman of Infosys BPO, Chairman of Infosys Technologies (Australia) Pty. Limited and the director of Infosys Consulting Holding AG (formerly Lodestone Holding AG). Mr, Pravin Rao has over 28 years of experience. Since joining Infosys in 1986, he has held a number of senior leadership roles such as Head of Infrastructure Management Services, Delivery Head for Europe, and Head of Retail, Consumer Packaged Goods, Logistics and Life Sciences. Mr. Pravin Rao holds a degree in electrical engineering from Bangalore University, India.
M. D. Ranganath is the Chief Financial Officer of Infosys. His responsibilities include corporate finance, mergers and acquisitions, corporate planning, risk management and investor relations. He has over 24 years of experience in IT and financial services industries. He has held several leadership positions during a tenure of over 15 years with Infosys. Till recently, as Executive Vice President of Strategic Operations, he was responsible for strategic planning, risk management, mergers & acquisitions and corporate marketing. Earlier, he led the cost optimization initiative of the company as part of the Chairman’s Office. From January 2008 to July 2013, he was the Chief Risk Officer and worked with the Board’s Risk Management and Audit committees to enable the Board’s overview of risk management and governance. Prior to this, Mr. Ranganath was Head of the Domain Competency Group, where he led a group of industry consultants and worked with global financial services clients. From 1991 to 1999, Mr. Ranganath worked with ICICI Limited, where he held leadership responsibilities in Treasury, Planning and credit functions. He has a post graduate diploma in management (PGDM) from the Indian Institute of Management, Ahmedabad, a master's degree in technology from the Indian Institute of Technology, Madras and Bachelor’s degree in engineering from the University of Mysore. He is an Associate Member of CPA, Australia.
David D. Kennedy is Executive Vice President, General Counsel and Chief Compliance Officer of Infosys. He is responsible for all legal and compliance matters of the company. He is the Vice President of Infosys Nova Holdings LLC, he is also a director in Infosys Technologies (China) Company Limited and Infosys Technologies (Shanghai) Company Limited. He has offered legal guidance to international companies for over 25 years. Prior to Infosys, he was Chief Legal Officer at JDA Software, Inc., General Counsel and Corporate Secretary at Better Place, Inc., and General Counsel and Secretary for Business Objects S.A. He began his professional career with IBM and held various legal leadership roles within a number of business units. He holds a Bachelor of Science degree in Business Administration from the University Of Connecticut School Of Business Administration and a J.D. from the University Of Connecticut School Of Law.
Kiran Mazumdar-Shaw is an Independent Director of Infosys. She has served as one of the directors on our Board since January 2014. She is the Chairperson & Managing Director of Biocon Limited, a biotechnology company based in Bangalore, India. She is a member of our Nomination and Remuneration Committee, CSR Committee, Risk and Strategy Committee and Finance and Investment Committee. Ms. Shaw is highly respected in the corporate world and has been named among TIME magazine’s 100 most influential people in the world. The Economic Times placed her at India Inc.’s top 10 most powerful women CEO for the year 2012. Her pioneering efforts in biotechnology have drawn global recognition both for Indian Industry and Biocon. Ms. Shaw received a graduate honors degree in Zoology from Bangalore University (1973) and qualified as a Master Brewer from Ballarat University, Australia (1975). Ms. Shaw has also received many honorary Doctorates in recognition of her pre-eminent contributions to the field of biotechnology.
Ravi Venkatesan is an Independent Director of Infosys. He has served as one of the directors on our Board since April 2011. He is also the Chairperson of our Risk and Strategy Committee and a member of our Stakeholders Relationship Committee, Audit Committee and Finance and Investment Committee. Mr. Venkatesan is the Chairman of the Bank of Baroda and was previously the Chairman of Microsoft India. Mr. Venkatesan is also a trustee of Rockefeller Foundation and Chairman of Social Venture Partners India. He is the author of "Conquering the Chaos: Win in India, Win Everywhere" published by Harvard Business Review. Mr. Venkatesan received a Bachelor of technology in mechanical engineering from the Indian Institute of Technology, Bombay, a Master of Science in Industrial Engineering from Purdue University and a Master of Business Administration from Harvard University, where he was a Baker Scholar. He was voted as one of India's best management thinkers by Thinkers50.
Prof. Jeffrey S. Lehman is an Independent Director of Infosys. He has served as one of the directors on our Board since April 2006. Mr. Lehman is the Chairperson of our Nomination and Remuneration Committee and Stakeholders Relationship Committee and a member of our Audit Committee. He also serves as the Chairman of Infosys Public Services, Inc. For the past four years, Mr. Lehman has been Vice Chancellor of NYU Shanghai. He has previously served as the founding dean of the Peking University School of Transnational Law, the president at Cornell University, and the dean of the University of Michigan Law School. Mr. Lehman received a Bachelor of Arts in Mathematics from Cornell University and Master of Public Policy and Juris Doctor degrees from the University of Michigan.
R. Seshasayee is the Non-Executive Chairman at Infosys. He has served as one of the directors on our Board since January 2011. He is the Chairperson of CSR Committee, a member of Audit Committee and a member of our Risk and Strategy Committee and Nomination and Remuneration Committee. He joined Ashok Leyland Ltd. in 1976 and was appointed as Executive Director in 1983, Deputy Managing Director in 1993 and elevated as Managing Director in April 1998. Currently, Mr. Seshasayee is the Non-Executive Vice Chairman of Ashok Leyland Limited. Recognizing his contribution towards the enhancement of economic and social ties between Italy and India, Mr. Seshasayee was accorded the 'Star of Italian Solidarity' award by the Italian Government. In 2008, he was awarded the prestigious Sir Jehangir Ghandy Medal for Industrial and Social Peace by XLRI, Jamshedpur. In the same year, he was conferred the 'Lifetime Achievement Award, by the Institute of Chartered Accountants of India.
Prof. John W. Etchemendy is an Independent Director of Infosys. He has served as one of the directors on our Board since December 2014. He is member of Risk and Strategy Committee, Stakeholders Relationship Committee, Nomination and Remuneration Committee and Finance and Investment Committee. He is the Provost of Stanford University, a position he has held for 16 years, and holds the Patrick Suppes Family Professorship in the School of Humanities and Sciences. He is also a faculty member in the Symbolic Systems Program and a senior researcher at the Center for the Study of Language and Information (CSLI). He has received several teaching awards at Stanford and is the recipient of the Educom Medal for leadership in the application of technology to teaching. He received his B.A. and M.A. in Philosophy from the University of Nevada, Reno. He earned his doctorate in Philosophy at Stanford University. He served on the faculty at Princeton University for two years before joining Stanford's faculty in 1983. He is the author of numerous books and articles on logic, some co-authored with close collaborators. He has been co-editor of the Journal of Symbolic Logic and on the editorial board of several other journals.
Roopa Kudva is an Independent Director of Infosys. She has served as one of the directors on our Board since February 2015. Roopa Kudva is Managing Director of Omidyar Network India Advisors and Omidyar Network partner. Omidyar Network is a US-based philanthropic investment firm. She was the Managing Director and Chief Executive Officer of CRISIL, a global analytical company providing ratings, research, and risk and policy advisory services. She is the Chairperson of Audit Committee and Finance and Investment Committee, as a member of Risk and Strategy Committee. She regularly features in lists of the most powerful women in business compiled by prominent publications, including Fortune and Business Today. She is a recipient of several prestigious awards including the ‘Outstanding Woman Business Leader of The Year’ at CNBC TV18’s ‘India Business Leader Awards 2012’, India Today ‘Corporate Woman Award 2014’ and Indian Merchants’ Chamber Ladies' Wing’s ‘Woman of the Year’ Award 2013-14. She is a member of several policy-level committees relating to the Indian financial system, including committees of the Securities and Exchange Board of India and the RBI. She has also been a member of the Executive Council of NASSCOM. She is a regular speaker at global conferences and seminars by multilateral agencies, market participants, and leading academic institutions. She holds a postgraduate diploma in management from Indian Institute of Management, Ahmedabad (IIM-A) and also received the ‘Distinguished Alumnus Award’ from her alma mater.
Dr. Punita Kumar-Sinha is an Independent Director of Infosys. She has served as one of the directors on our Board since January 2016. Dr. Punita Kumar-Sinha has focused on investment management and financial markets during her 27-year career. She spearheaded some of the first foreign investments into the Indian equity markets in the early 1990s. Currently, she is the Founder and Managing Partner, Pacific Paradigm Advisors, an independent investment advisory and management firm focused on Asia. Dr. Kumar-Sinha is also a Senior Advisor and serves as an independent director for several companies. Prior to founding Pacific Paradigm Advisors, she was a Senior Managing Director of Blackstone and the Chief Investment Officer of Blackstone Asia Advisors. Dr Kumar-Sinha was also the Senior Portfolio Manager and CIO for The India Fund (NYSE:IFN), the largest India Fund in the US, for almost 15 years, The Asia Tigers Fund (NYSE:GRR), and The Asia Opportunities Fund. At Blackstone Asia Advisors, Dr. Kumar-Sinha led the business and managed teams in US, India, and Hong Kong. Prior to joining Blackstone, Dr. Kumar-Sinha was a Managing Director and Senior Portfolio Manager at Oppenheimer Asset Management Inc., and CIBC World Markets, where she helped open one of the first India advisory offices for a foreign firm. She also worked at Batterymarch (a Legg Mason company), Standish Ayer & Wood (a BNY Mellon company), JP Morgan and IFC / World Bank. Dr. Kumar-Sinha has been frequently featured in the media. She has been a speaker at many forums and many of her contributions at seminars and conferences have projected the potential and prospects of Asia as an investment destination. Dr. Kumar-Sinha has a Ph.D. and a Masters in Finance from the Wharton School, University of Pennsylvania. She received her undergraduate degree in chemical engineering with distinction from the Indian Institute of Technology, New Delhi. She has an MBA and is also a CFA Charter holder. Dr. Kumar-Sinha is a member of the CFA Institute and the Council on Foreign Relations. She is a Charter Member and was a Board Member of TIE-Boston. Dr. Kumar-Sinha has been awarded the Distinguished Alumni Award from IIT Delhi.
COMPENSATION
Our Nomination and Remuneration Committee determines and recommends to the Board the compensation payable to the directors. All Board-level compensation is based on the approval obtained from shareholders. The annual compensation of the executive directors is approved by the Nomination and Remuneration Committee, within the parameters set by the shareholders at the shareholders meetings. Remuneration of the executive directors consists of a fixed component and a variable pay. The Nomination and Remuneration Committee makes a half-yearly appraisal of the performance of the executive directors based on a detailed performance-related matrix.
We have a variable compensation structure for our employees above a certain level of seniority. The variable compensation is payable based on performance. Our Board aligned the compensation structure of our executive directors in line with that applicable to all of our other employees. Our executive directors have variable compensation payable on our achievement of certain performance targets. The variable compensation is payable quarterly or at other intervals as may be decided by our Board.
In fiscal 2016, we paid independent directors an aggregate of $1,395,402. Directors are also reimbursed for certain expenses in connection with their attendance at Board and committee meetings. Executive directors do not receive any additional compensation for their service on the Board.
We operate in numerous countries and compensation for our officers and employees may vary significantly from country to country. As a general matter, we seek to pay competitive salaries in all the countries in which we operate.
The table below describes the compensation for our officers and directors, for fiscal 2016.
| Name | Salary ($) | Bonus & Incentive ($) | Other Annual Compensation / Commission ($) | Amount accrued for long term benefits ($) |
| Dr. Vishal Sikka(3) | 906,923 | (1)(2) 6,488,727 | – | 51,198 |
| U. B. Pravin Rao | 135,313 | 849,677 | 387,287 | 24,269 |
| K. V. Kamath(4) | – | – | 58,709 | – |
| Ravi Venkatesan | – | – | 157,500 | – |
| Prof. Jeffrey S. Lehman(5) | – | – | 300,875 | – |
| R. Seshasayee(6) | – | – | 277,111 | – |
| Kiran Mazumdar-Shaw | – | – | 131,250 | – |
| Carol M Browner(7) | – | – | 102,441 | – |
| Roopa Kudva | – | – | 179,407 | – |
| Prof. John W. Etchemendy | – | – | 158,000 | – |
| Dr. Punita Kumar- Sinha(8) | – | – | 30,109 | – |
| Rajiv Bansal(9) | 84,937 | 639,393 | 2,698,415 | 15,102 |
| M. D. Ranganath(10) | 260,865 | 265,252 | – | 13,024 |
| David D. Kennedy | 470,510 | 658,619 | – | 20,439 |
| (1) | Includes provision for variable pay amounting to $4.33 million for fiscal 2016. The shareholders in the EGM dated July 30, 2014 had approved a variable pay of $4.18 million at a target level and also authorized the Board to alter and vary the terms of remuneration. Accordingly, based on the recommendations of the Nomination and Remuneration committee, the Board approved on April 15, 2016, $4.33 million as variable pay for fiscal 2016. |
| (2) | Includes payment of variable pay amounting to $2.1 million for fiscal 2015 as decided by the Nomination and Remuneration Committee on June 22, 2015 in line with the compensation plan approved by the shareholders. |
| (3) | Additionally during fiscal 2016, Dr. Vishal Sikka was granted RSUs valued at $2 million on the grant date, exercisable at par value of equity shares. |
| (4) | Ceased to be a member of the Board effective June 5, 2015. |
| (5) | Appointed as a Member of the Board with effect from April 14, 2006. Reappointment approved by the shareholders by way of postal ballot on March 31, 2016, effective April 14, 2016. |
| (6) | Appointed as Non-Executive Chairman of the Board effective June 5, 2015. |
| (7) | Ceased to be a member of the Board effective November 23, 2015. |
| (8) | Appointed as a Member of the Board effective January 14, 2016. Appointment approved by the shareholders by way of postal ballot on March 31, 2016. |
| (9) | Ceased to be a Chief Financial officer effective October 12, 2015. Refer to note 2.18, Related Party Transactions, under Item 18 of this Annual Report. |
| (10) | Appointed as Chief Financial officer effective October 12, 2015. |
All compensation to directors and officers disclosed in the table above that was paid in various currencies have been converted, for the purposes of the presentation in such table, at quarterly average exchange rates.
Equity Grants
In fiscal 2015, on recommendation of the Nomination and Remuneration Committee, we made a grant of 27,067 RSUs (the equivalent of 108,268 RSUs after adjustment for the bonus issues) to Dr. Vishal Sikka, CEO and MD. These RSUs will vest over a period of four years from the date of the grant in the proportions specified in the award agreement. Further in fiscal 2016, based on the recommendation of the Nomination and Remuneration Committee, we made a grant of 124,061 RSUs to Dr. Vishal Sikka. These RSUs will vest over a period of four years from the date of the grant in the proportions specified in the award agreement. For additional information on the RSU’s granted to the CEO (See note 2.15 under Item 18 of this Annual Report).
Option Exercises and Holdings
None of the directors or senior executives, except Dr. Vishal Sikka, held or exercised any options during the fiscal 2016. During fiscal 2016, Dr. Vishal Sikka exercised 10,824 options and held 221,505 options outstanding as of March 31, 2016.
The Indian Companies Act, 2013 only mandates executive directors to retire by rotation. Independent Directors shall hold office for a term up to five consecutive years on the board of the Company and will be eligible for re-appointment on passing of a special resolution by the Company. The term of office of each of the directors is given below:
| Name | Date when Current Term of Office Began (1) | Expiration / Renewal Date of Current Term of Office (2) | Whether Term of Office is subject to retirement by rotation |
| Ravi Venkatesan | April 1, 2014 | March 31, 2019 | – |
| Prof. Jeffrey S. Lehman(4) | April 14, 2016 | April 13, 2018 | – |
| R. Seshasayee(3) | April 1, 2014 | May 31, 2018 | – |
| U. B. Pravin Rao | January 10, 2014 | January 9, 2019 | Yes |
| Kiran Mazumdar-Shaw | January 10, 2014 | March 31, 2019 | – |
| Dr. Vishal Sikka(5) | June 14, 2014 | March 31, 2021 | Yes |
| Prof. John W. Etchemendy | December 4, 2014 | December 3, 2019 | – |
| Roopa Kudva | February 4, 2015 | February 3, 2020 | – |
| Dr. Punita Kumar-Sinha(6) | January 14, 2016 | January 13,2021 | – |
| (1) | For executive directors, this date is the date such director was appointed as an executive director. For non-executive directors, this date is the date such director was appointed / re-appointed as a director not liable to retire by rotation. |
| (2) | For executive directors, this date is the date when such director’s current term of appointment as an executive director expires. |
| (3) | Appointed as Non-Executive Chairman of the Board effective June 5, 2015. |
| (4) | Appointed as a Member of the Board with effect from April 14, 2006. Reappointment approved by the shareholders by way of postal ballot on March 31, 2016, effective April 14, 2016. |
| (5) | Appointed as Chief Executive Officer and Managing Director with effect from June 14, 2014. Reappointment approved by the shareholders by way of postal ballot on March 31, 2016, effective from April 1, 2016. He will retire by rotation in the ensuing Annual General Meeting scheduled for June 18, 2016 and will seek re-appointment. |
| (6) | Appointed by the Board as additional director effective January 14, 2016 and the appointment confirmed by shareholders by way of postal ballot on March 31, 2016. |
Employment and Indemnification contracts
Under the Indian Companies Act, our shareholders must approve the salary, bonus and benefits of all executive directors at a general meeting of shareholders. We have entered into agreements with our executive directors, Dr. Vishal Sikka, the Chief Executive Officer and Managing Director and Mr. U.B. Pravin Rao, our Chief Operating Officer. Refer to the section titled ‘Material Contracts’ in Item 10 of this Annual Report for the details of their contracts.
We have also entered into agreements to indemnify our directors and officers for claims brought under U.S. laws to the fullest extent permitted by Indian law. These agreements, among other things, indemnify our directors and officers for certain expenses, judgments, fines and settlement amounts incurred by any such person in any action or proceeding, including any action by or in the right of Infosys, arising out of such person's services as our director or officer. The form of the indemnification agreement for our directors and officers has been filed previously as an exhibit to the Annual Report on Form 20-F. Other than the indemnification agreements referred to in this paragraph, we have not entered into any agreements with our non-executive directors.
Board Composition
Our Articles of Association provide that the minimum number of directors shall be 3 and the maximum number of directors shall be 18. As on March 31, 2016, the Board consists of 9 members, two of whom are executive or whole-time directors, and seven are independent directors as defined by Rule 303A.02 of the Listed Company Manual of the New York Stock Exchange.
The Companies Act, 2013 require that at least two-thirds of our executive directors be subject to retirement by rotation. One-third of these directors must retire from office at each Annual General Meeting of the shareholders. A retiring director is eligible for re-election. Executive directors are required to retire at age 60 in accordance with our India-based employee retirement policies.
The age of retirement for independent directors joining the board is 70 years.
Board Leadership Structure
Non -Executive Chairman of the Board
Our Board leadership comprises of a Chief Executive Officer (CEO) and Managing Director (MD), Dr. Vishal Sikka and a non-executive Chairman, Mr. R Seshasayee. In the current structure, the roles of CEO and Chairman of the Board are separated.
The Non-Executive Chairman of the Board (the Chairman) is the leader of the Board. As Chairman, he will be responsible for fostering and promoting the integrity of the Board while nurturing a culture where the Board works harmoniously for the long-term benefit of the Company and all its stakeholders. The Chairman is primarily responsible for ensuring that the Board provides effective governance for the Company. In doing so, the Chairman will preside at meetings of the Board and at meetings of the shareholders of the Company.
The Chairman will take a lead role in managing the Board and facilitating effective communication among directors. The Chairman will be responsible for matters pertaining to governance, including the organization and composition of the Board, the organization and conduct of Board meetings, effectiveness of the Board, Board committees and individual directors in fulfilling their responsibilities. The Chairman will provide independent leadership to the Board, identify guidelines for the conduct and performance of directors, oversee the management of the Board's administrative activities such as meetings, schedules, agendas, communication and documentation.
The Chairman will actively work with the Nomination and Remuneration Committee to plan the Board and Board committee's composition, induction of directors to the Board, plan for director succession, participate in the Board effectiveness evaluation process and meet with individual directors to provide constructive feedback and advice.
Chief Executive Officer and Managing Director
The Chief Executive Officer and Managing Director is responsible for corporate strategy, brand equity, planning, external contacts and all management matters. He is also responsible for achieving the annual business targets and acquisitions.
Board’s Role in Risk Oversight
Our Board as a whole is responsible for overall oversight of risk management. The Risk and Strategy committee, comprising of five independent directors, assists the Board in fulfilling its corporate governance oversight responsibilities with regard to the identification, evaluation and mitigation of operational, strategic and external risks. The Risk and Strategy committee reviews the risk management practices in the company. Our senior management also provides regular reports and updates to the Risk and Strategy committee and our Board from time to time on the enterprise risks and actions taken.
Board and Management Changes
Mr. K V Kamath, Non-Executive Chairman resigned from the Board effective June 5, 2015. Mr. R Seshasayee, Independent Director was appointed as Non-Executive Chairman effective June 5, 2015. Mr. Rajiv Bansal resigned as the Chief Financial Officer effective October 12, 2015 and Mr. M. D. Ranganath was appointed as the Chief Financial Officer effective October 12, 2015. Ms. Carol M Browner, Independent Director resigned from the Board effective November 23, 2015. Dr. Punita Kumar-Sinha was appointed as an additional (independent) Director effective January 14, 2016.
Board Committee Information
Currently, the Board has six committees: the Audit Committee, Nomination and Remuneration Committee, Stakeholders Relationship Committee, Risk and Strategy Committee and Corporate Social Responsibility (CSR) Committee and Finance and Investment Committee. The charters governing these committees (except Stakeholders Relationship Committee) and corporate governance guidelines are posted on our website at www.infosys.com. All committees except the CSR Committee consist entirely of independent directors.
The Board, in consultation with the Nomination and Remuneration Committee, is responsible for constituting, assigning, co-opting and fixing terms of service for committee members. It delegates these powers to the nomination and remuneration committee.
The Non-Executive Chairman of the Board, in consultation with the Company Secretary and the committee Chairperson, determines the frequency and duration of the committee meetings. Normally, all the committees meet four times a year. Recommendations of the committees are submitted to the entire Board for approval. The quorum for meetings is either two members or one-third of the members of the committee, whichever is higher.
Details relating to the Audit Committee, Nomination and Remuneration Committee, Risk and Strategy Committee, Stakeholders Relationship Committee, Finance and Investment Committee and Corporate Social Responsibility Committee of the Board are provided below.
Audit Committee
The Audit Committee comprised of four independent directors each of whom was determined by the Board to be an independent director under applicable NYSE rules and Rule 10A-3 under the Exchange Act as of March 31, 2016. They were:
| · | Ms. Roopa Kudva, Chairperson and Audit Committee Financial Expert |
| · | Mr. R. Seshasayee, |
| · | Prof. Jeffrey S. Lehman |
| · | Mr. Ravi Venkatesan |
Ms. Roopa Kudva was appointed as a member of the Audit Committee, effective April 24, 2015 and on July 21, 2015 she was appointed as Chairperson.
Mr. K V Kamath ceased to be a member of the Committee effective June 5, 2015.
The primary objective of Audit Committee is to monitor and provide an effective supervision of the Management’s financial reporting process, to ensure accurate and timely disclosures, with the highest levels of transparency, integrity and quality of financial reporting. The committee oversees the work carried out in the financial reporting process by the management, the internal auditors and the independent auditors, and notes the processes and safeguards employed by each of them. The committee has the ultimate authority and responsibility to select, evaluate and, where appropriate, replace the independent auditors in accordance with the law. All possible measures must be taken by the committee to ensure the objectivity and independence of the independent auditors.
The Audit Committee held four meetings in person during fiscal 2016.
The Audit Committee has a charter which has been filed previously as an exhibit to the Annual Report on Form 20-F.
See Item 18 for the report of the Audit Committee.
Nomination and Remuneration Committee
The Nomination and Remuneration Committee comprised of four independent directors each of whom was determined by the Board to be an independent director under applicable NYSE rules as of March 31, 2016. They were:
| · | Prof. Jeffery S Lehman, Chairperson |
| · | Mr. R. Seshasayee |
| · |
Ms. Kiran Mazumdar-Shaw |
| · | Prof. John W Etchemendy |
Prof. John W Etchemendy was appointed as a member of the Committee effective from April 24, 2015
Mr. K V Kamath ceased to be a member of the Committee effective June 5, 2015.
Ms. Carol M. Browner ceased to be a member of the Committee effective November 23, 2015.
The purpose of the Nomination and Remuneration Committee is to oversee nomination process for top-level management and the executive remuneration structure. The committee identifies, screens and reviews individuals qualified to serve as Executive Directors, Non-Executive Directors and Independent Directors consistent with criteria approved by the Board and recommends, for approval by the Board, nominees for election at the annual meeting of shareholders. It also designs and continuously reviews the compensation program for our CEO and MD and senior executives against the achievement of measurable performance goals, and structures senior executive compensation to ensure it is competitive in the global markets in which we operate to attract and retain the best talent.
The committee makes recommendations to the Board on candidates for (i) nomination for election or re-election by the shareholders; and (ii) any Board vacancies that are to be filled. It may act on its own in identifying potential candidates, inside or outside the Company, or may act upon proposals submitted by the Chairman of the Board. The committee annually reviews and approves for the CEO and MD, the executive directors and executive officers : (a) the annual base salary; (b) the annual incentive bonus, including the specific goals and amount; (c) equity compensation; (d) employment agreements, severance arrangements, and change in control agreements / provisions; and (e) any other benefits, compensation or arrangements. It reviews and discusses all matters pertaining to candidates and evaluates the candidates in accordance with a process that it sees fit, passing on the recommendations to the Board. The committee coordinates and oversees the annual self-evaluation of the Board and of individual directors. It also reviews the performance of all the executive directors on a half-yearly basis or at such intervals as may be necessary on the basis of the detailed performance parameters set for each executive director at the beginning of the year. The committee may also regularly evaluate the usefulness of such performance parameters, and make necessary amendments.
The Nomination and Remuneration Committee held six meetings in fiscal 2016.
The Nomination and Remuneration Committee has adopted a charter. The charter has been filed previously as an exhibit to the Annual Report on Form 20F.
Risk and Strategy Committee
The Risk and Strategy Committee comprised of five independent directors each of whom was determined by the Board to be an independent director under applicable NYSE rules, as of March 31, 2016. They were:
| · | Mr. Ravi Venkatesan, Chairperson |
| · | Mr. R. Seshasayee |
| · |
Ms. Kiran Mazumdar-Shaw |
| · | Prof. John W. Etchemendy |
| · | Ms. Roopa Kudva |
Ms. Roopa Kudva was appointed as a member of the Committee effective April 24, 2015.
Ms. Carol M. Browner ceased to be a member of the Committee effective November 23, 2015.
The purpose of the Risk and Strategy Committee is to assist the Board in fulfilling its corporate governance duties by overseeing responsibilities with regard to the identification, evaluation and mitigation of operational, strategic and environmental risks. The Risk and Strategy Committee has overall responsibility for monitoring and approving our risk policies and associated practices. The Risk and Strategy Committee is also responsible for reviewing and approving risk disclosure statements in any public documents or disclosures.
The Risk and Strategy Committee held four meetings during fiscal 2016.
The Risk and Strategy Committee has adopted a charter. The charter has been filed previously as an exhibit to the Annual Report on Form 20-F.
Stakeholders Relationship Committee
The Stakeholders Relationship Committee comprised of three independent directors, each of whom was determined by the Board to be an independent director under applicable NYSE rules as of March 31, 2016. They were:
| · | Prof. Jeffery S Lehman, Chairperson |
| · | Mr. Ravi Venkatesan |
| · | Prof. John W Etchemendy |
R Seshasayee ceased to be a member of the Committee effective April 24, 2015.
Prof. John W Etchemendy was appointed as member of the Committee effective April 24, 2015.
The purpose of the Stakeholders Relationship Committee is to review and redress shareholder grievances.
The Stakeholders Relationship Committee held four meetings during fiscal 2016.
Corporate Social Responsibility Committee (“CSR Committee”)
The CSR Committee comprises three members as of March 31, 2016. They are:
| · | Mr. R. Seshasayee, Chairperson |
| · | Ms. Kiran Mazumdar-Shaw |
| · | Dr. Vishal Sikka |
| Ms. Carol M Browner was appointed as a member of the Committee, effective April 24, 2015 and ceased to be a member effective November 23, 2015. |
| Mr. K V Kamath ceased to be a member of the Committee, effective June 5, 2015. |
The purpose of the CSR Committee is to formulate and monitor the CSR policy of the Company. The committee has adopted a policy that intends to:
| · | Strive for economic development that positively impacts the society at large with a minimal resource footprint |
| · | Be responsible for the Company’s actions and encourage a positive impact through its activities on the environment, communities and stakeholders. |
The CSR Committee will oversee the activities / functioning of Infosys Foundation in identifying the areas of CSR activities, programs and execution of initiatives as per predefined guidelines.
Infosys Foundation guides the committee in reporting the progress of deployed initiatives, and making appropriate disclosures (internal / external) on a periodic basis.
The CSR Committee held four meetings during fiscal 2016.
The CSR Committee has adopted a charter. The charter has been filed previously as an exhibit to the Annual Report on Form 20-F.
Finance and Investment Committee
The Finance and Investment Committee comprised of four independent directors as on March 31, 2016:
| · | Ms. Roopa Kudva, Chairperson |
| · | Ms. Kiran Mazumdar-Shaw |
| · | Mr. Ravi Venkatesan |
| · | Prof. John W. Etchemendy |
The purpose of the Finance and Investment Committee is to assist it in overseeing acquisitions and investments made by the Company and to provide oversight on key investment policies of the Company.
The Committee shall:
| · | Discuss, review and approve the overall acquisition and investment strategy of the Company in terms of broad business objectives to be met, overall fund allocation and areas of focus for investments and acquisitions; |
| · | Consider and approve proposals for acquisitions and investments up to certain threshold amounts of exposure as approved by the Board; |
| · | Periodically review the status of acquisitions and investments in terms of business objectives met, status of integration of acquired companies, risk mitigation and financial returns; |
| · | Periodically review the treasury policy of the Company, including investment of surplus funds and foreign currency operations; |
| · | Conduct an annual self-review of its own effectiveness ; and |
| · | Update the Board on a periodic basis about the Committee’s deliberations and decisions |
The Committee has direct access to, and open communications with, the senior leaders of the Company. The Committee may also retain independent consultants on an as needed basis and determine the compensation for such consultants.
The committee held three meetings during fiscal 2016.
The Finance and Investment Committee has adopted a charter which is filed as an exhibit to this Annual Report on Form 20-F.
EMPLOYEES
As of March 31, 2016, we had 194,044 employees, of which 182,329 were software professionals. As of March 31, 2015, we had 176,187 employees, of which 166,046 were software professionals. As of March 31, 2014, we employed 160,405 employees, of which 151,059 were software professionals.
As of March 31, 2016, we had 148,688 employees in India, 23,594 employees in the Americas, 10,289 employees in Europe and 11,473 employees in the Rest of the World.
We seek to attract and motivate IT professionals by offering:
| · | an entrepreneurial environment that empowers IT professionals; |
| · | programs that recognize and reward performance; |
| · | challenging assignments; |
| · | constant exposure to new skills and technologies; and |
| · | a culture that emphasizes openness, integrity and respect for the employee. |
Some of our employees in jurisdictions across Europe are covered by collective bargaining agreements that have been adopted at a government level, across the information technology sector or otherwise. We believe that our management maintains good relations with our employees, including those employees covered under collective bargaining agreements.
Recruiting
We focus our recruiting on the top talent from engineering departments of Indian schools and rely on a rigorous selection process involving a series of written tests and interviews to identify the best applicants. We also recruit students from campuses in the United States, the United Kingdom, Australia and China. Our reputation as a premier employer enables us to select from a large pool of qualified applicants. For example, during fiscal 2016, we received 1,115,745 employment applications, interviewed 121,670 applicants and extended offers of employment to 55,056 applicants. These statistics do not include our subsidiaries. We added 17,857 new employees, net of attrition during fiscal 2016.
In fiscal 2016, we launched an innovative program named ‘Zero Bench’ to productively engage employees who are on bench (between client engagements) to create valuable outcomes for the organization. Our employees can now leverage our training infrastructure to upgrade their skills during their bench period and also work on short, internal projects of their choice, to gain exposure, hone their skills, extend networks, while delivering value.
Performance appraisals
As part of the focus on human resource development during fiscal 2016, we introduced iCount, the renewed performance management system. We moved away from the bell curve, to focus on individual employee contribution and continuous feedback, and built a self-serviced platform to empower employees to design their own journey within the organization.
Education, Training and Assessment
Competency development of our employees continues to be a key area of strategic focus for us. In keeping with the changes in the use of technology in education, we enhanced our technology-led training efforts in multiple areas. Our Foundation Program, an integrated-learning-platform with teaching, hands-on, assessments of in-class training has been strengthened for enhanced learning experience. In addition, mobile apps based “cool” learning has been used for greater participation and self-directed learning.
We made key changes in continuing education programs to enhance relevance and effectiveness of learning. For instance, we strengthened hands-on based assessments, and certifications which are skill-based and modular.
We have also made significant investments in hardware and software assets to boost our infrastructure capabilities. All these changes were incorporated to create unique experience for the learners at Infosys.
Our focus on developing our employees and providing continuing education and training remains a key element of our strategy. We train the new engineering graduates that join us at our Global Education Center in Mysore. With a total built-up area of 1.44 million square feet, the Infosys Global Education Center can train approximately 14,000 employees at a time.
Our education programs are designed based on the competencies needed to service our clients and are aligned with the specific roles of our professionals. Our training curriculum and offerings are frequently upgraded to meet our business needs. The Design thinking training has been imparted to client teams, leadership teams, current employees and fresh recruits. The number of total participants who benefited from the Design Thinking training crossed over 80,000 as of March 31, 2016.
As of March 31, 2016, we employed 753 full-time employees as educators, including 242 with either doctorate or master’s degree. Our educators conduct training programs for both the new entrants and experienced employees. We also continued our engagement with engineering colleges through our Campus Connect program and conducted faculty enablement workshops covering 1,225 faculty members from various colleges for fiscal 2016.
The Infosys Open Source program, OSSmosis, was set up this fiscal with the objective of ‘nurturing innovation through Open Source adoption and contribution’. Teams working on Big Data, DevOps, NoSQL Alternatives, Responsive Web Design put forth their collective experience through case studies, current trends, reference implementations, and points of view.
Leadership development
The vision of the Infosys Leadership Institute (ILI) is to be recognized as a globally respected institution that is committed to developing leaders within Infosys. The primary purpose of the institute is to develop and prepare senior leaders of the organization for current and future executive leadership roles. ILI employs a wide range of developmental approaches including classroom training, coaching, ‘leaders teach’ and executive education among others. Senior leaders from across Infosys and its subsidiaries are target beneficiaries of ILI’s programs.
Compensation
Our professionals receive competitive salaries and benefits. We have also adopted a variable compensation program which links compensation to company and individual performance.
Visas
As of March 31, 2016, the majority of our professionals in the United States held either H-1B visas (14,659 persons), which allow the employee to remain in the United States for up to six years during the term of the work permit and work as long as he or she remains an employee of the sponsoring firm, or L-1 visas (1,364 persons), which allow the employee to stay in the United States only temporarily. If employees are on L-1A visas, they can typically stay in the United States temporarily for a maximum duration of 7 years and if they are on L-1B visas they can stay in the United States temporarily for a maximum duration of 5 years.
SHARE OWNERSHIP
The following table sets forth as of March 31, 2016, for each director and executive officer, the total number of equity shares, ADSs and options to purchase equity shares and ADSs exercisable within 60 days from March 31, 2016. Beneficial ownership is determined in accordance with rules of the Securities and Exchange Commission. All information with respect to the beneficial ownership of any principal shareholder has been furnished by such shareholder and, unless otherwise indicated below, we believe that persons named in the table have sole voting and sole investment power with respect to all the shares shown as beneficially owned, subject to community property laws, where applicable. The shares beneficially owned by the directors and executive officers include the equity shares owned by their family members to which such directors disclaim beneficial ownership.
The share numbers and percentages listed below are based on 2,296,944,664 equity shares outstanding as of March 31, 2016. Percentage of shareholders representing less than 1% are indicated with an ‘*’.
| Name beneficially owned | Equity Shares beneficially owned | % of equity Shares |
| Dr. Vishal Sikka | 10,824 | ‘*’ |
| U.B. Pravin Rao | 555,520 | ‘*’ |
| Prof. Jeffrey S. Lehman | – | – |
| R. Seshasayee | 248 | ‘*’ |
| Ravi Venkatesan | – | – |
| Kiran Mazumdar-Shaw | 800 | ‘*’ |
| Prof. John W. Etchemendy | – | – |
| Roopa Kudva | – | – |
| Dr. Punita Kumar-Sinha (1) | 2,897 | ‘*’ |
| M. D. Ranganath | 9,256 | ‘*’ |
| David D. Kennedy | – | – |
| Total (all directors and executive officers) | 579,545 | ‘*’ |
No material changes subsequently till May 18, 2016.
| (1) | 1,520 ADSs of Infosys limited held by Dr. Punita Kumar-Sinha’s immediate family in SEP-IRA in the United States. She also owns 1,377 ADSs through the Asia Opportunities Fund. |
Option plans
2015 Stock Incentive Compensation Plan (the 2015 Plan)
SEBI issued the Securities and Exchange Board of India (Share based Employee Benefits) Regulations, 2014 (‘SEBI Regulations’) which replaced the SEBI ESOP Guidelines, 1999. The 2011 Plan (as explained below) was required to be amended and restated in accordance with the SEBI Regulations. Consequently, to effect this change and to further introduce stock options/ADR’s and other stock incentives, the Company put forth the 2015 Stock Incentive Compensation Plan (the 2015 Plan) for approval to the shareholders of the Company. Pursuant to the approval by the shareholders through postal ballot which ended on March 31, 2016 (the notice of postal ballot was furnished on Form 6-K on March 2, 2016), the Board has been authorized to introduce, offer, issue and allot share-based incentives to eligible employees of the Company and its subsidiaries under the 2015 Plan. The maximum number of shares under the 2015 plan shall not exceed 24,038,883 equity shares (this includes 11,223,576 equity shares which are currently held by the ‘Infosys Limited Employees Welfare Trust’ towards the 2011 Plan). 17,038,883 equity shares will be issued as RSUs at par value and 7,000,000 equity shares will be issued as stock options at market price. These instruments will vest over a period of 4 years and the Company expects to grant the instruments under the 2015 Plan over the period of 4 to 7 years. The 2015 Plan is filed as an exhibit to this Annual Report on Form 20-F.
2011 RSU Plan (the 2011 Plan)
The Company had a 2011 RSU Plan which provided for the grant of restricted stock units (RSUs) at par value to eligible employees of the Company. The Board recommended the establishment of the 2011 Plan to the shareholders on August 30, 2011 and the shareholders approved the recommendation of the Board on October 17, 2011 through a postal ballot. The maximum aggregate number of shares that may be awarded under the plan was 11,334,400 (adjusted for bonus issues) and the plan was expected to continue in effect for a term of 10 years from the date of initial grant under the plan. During fiscal 2015, the company made a grant of 108,268 restricted stock units (adjusted for bonus issues) to Dr. Vishal Sikka, Chief Executive Office and Managing Director. The Board on recommendation of Nomination and Remuneration Committee, further granted 124,061 RSUs to Dr. Vishal Sikka in fiscal 2016. These RSUs are vesting over a period of four years from the date of the grant in the proportions specified in the award agreement. The RSUs will vest subject to achievement of certain key performance indicators as set forth in the award agreement for each applicable year of the vesting tranche and continued employment through each vesting date. Further the Company has earmarked 100,000 equity shares for welfare activities of the employees, approved by the shareholders through postal ballot which ended on March 31, 2016. The equity shares currently held under this plan, i.e. 11,223,576 equity shares (this includes the aggregate number of equity shares that may be awarded under the 2011 Plan as reduced by 10,824 equity shares already exercised by Dr. Vishal Sikka and 100,000 equity shares which have been earmarked for welfare activities of the employees) have been subsumed under the 2015 Plan.
Further, the award granted to Dr. Vishal Sikka for fiscal 2016 was modified by the Nomination and Remuneration committee on April 14, 2016. There is no modification or change in the total number of RSUs granted or the vesting period (which is four years). The modifications relate to the criteria of vesting for each of the years. Based on the modification, the first tranche of the RSUs will vest subject to achievement of certain key performance indicators for fiscal 2016. Subsequent vesting of RSU's for each of the remaining years would be subject to continued employment.
The above were the only RSUs granted to purchase ADSs or equity shares to our executive officers and directors. The 2011 Plan has been filed previously as an exhibit to the Annual Report on Form 20-F.
It is important to note that the structure of RSUs has been designed to comply with Indian corporate law provisions that require the payment of at least par value for the issuance of a share. For this reason, employees who hold RSUs are required to pay par value upon vesting and prior to the issuance of the shares.
Item 7. Major Shareholders and Related Party Transactions
MAJOR SHAREHOLDERS
The following table sets forth as of March 31, 2016, certain information with respect to beneficial ownership of equity shares held by each shareholder or group known by us to be the beneficial owner of 5% or more of our outstanding equity shares.
Beneficial ownership is determined in accordance with rules of the Securities and Exchange Commission, which generally attribute beneficial ownership of securities to persons who possess sole or shared voting power or investment power with respect to those securities and includes equity shares issuable pursuant to the exercise of stock options or warrants that are immediately exercisable or exercisable within 60 days of March 31, 2016. These shares are deemed to be outstanding and to be beneficially owned by the person holding those options or warrants for the purpose of computing the percentage ownership of that person, but are not treated as outstanding for the purpose of computing the percentage ownership of any other person. Unless otherwise indicated, all information with respect to the beneficial ownership of any principal shareholder has been furnished by such shareholder and, unless otherwise indicated, we believe that persons named in the table have sole voting and sole investment power with respect to all the equity shares shown as beneficially owned, subject to community property laws where applicable. The shares beneficially owned by the directors and officers include equity shares owned by their family members to which such directors and officers disclaim beneficial ownership.
| Name of the beneficial owner | Class of security | No. of shares beneficially held | % of class of shares | No. of shares beneficially held | % of class of shares | No. of shares beneficially held | % of class of shares |
| Equity | March 31, 2016 | March 31, 2015 | March 31, 2014 | ||||
| Shareholding of all directors and officers as a group | 579,545 | 0.03 (1) | 381,952 | 0.03(2) | 58,816,301 |
10.24 (3) | |
No material changes subsequently till May 18, 2016.
| (1) | Comprised of 579,545 shares owned by non-founder directors and officers. The percentage ownership of the group is calculated on a base of 2,296,944,664 equity shares which includes no options that are currently exercisable or exercisable by all optionees within 60 days of March 31, 2016. |
| (2) | Comprised of 381,952 shares owned by non-founder directors and officers. The percentage ownership of the group is calculated on a base of 1,148,472,332 equity shares which includes no options that are currently exercisable or exercisable by all optionees within 60 days of March 31, 2015. |
| (3) | Comprised of 881,147 shares owned by non-founder directors and officers. The percentage ownership of the group is calculated on a base of 574,236,166 equity shares which includes no options that are currently exercisable or exercisable by all optionees within 60 days of March 31, 2014. The number of shares has not been adjusted for bonus share issue. |
Our ADSs are listed on the NYSE. Each ADS currently represents one equity share of par value 5/-
per share. ADSs are registered pursuant to Section 12(b) of the Securities Exchange Act of 1934 and as of March 31, 2016
are held by 30,199 holders of record in the United States.
Our equity shares can be held by Foreign Institutional Investors or FIIs, Foreign Portfolio Investors or FPIs and Non-Resident Indians or NRIs, who are registered with the Securities and Exchange Board of India, or SEBI, and the RBI. As of March 31, 2016, 41.76% of our equity shares were held by these FIIs, FPIs and NRIs, some of which may be residents or bodies corporate registered in the United States and elsewhere. We are not aware of which FIIs, FPIs and NRIs hold our equity shares as residents or as corporate entities registered in the United States.
Major shareholders do not have differential voting rights with respect to the equity shares. To the best of our knowledge, we are not owned or controlled directly or indirectly by any government, by any other corporation or by any other natural or legal person. We are not aware of any arrangement, the operation of which may at a subsequent date result in a change in control.
RELATED PARTY TRANSACTIONS
Infosys BPO. Infosys Limited established Infosys BPO in April 2002, under the laws of India.
As of March 31, 2016, Infosys Limited holds 99.98% of the outstanding equity shares of Infosys BPO. As of March 31, 2016, we have invested an aggregate of $145 million as equity capital in Infosys BPO.
During fiscal 2016, 2015 and 2014, we engaged Infosys BPO and its subsidiaries for management services for which we have been billed $3 million, $11 million and $12 million, respectively. Further, during each of the fiscal 2016, 2015 and 2014, Infosys BPO and its subsidiaries engaged us for certain management services for which we billed them $6 million. During fiscal 2016, 2015 and 2014, we engaged Infosys BPO and its subsidiaries for software development services for which we have been billed $55 million, $38 million and $30 million, respectively. Further, during fiscal 2016, 2015 and 2014, Infosys BPO and its subsidiaries engaged us for certain software development services for which we billed them $11 million, $14 million and $12 million, respectively.
Infosys Australia. In January 2004, we acquired, for cash, 100% of the equity in Expert Information Services Pty. Limited, Australia for $14 million. The acquired company was renamed as Infosys Technologies (Australia) Pty. Limited. As of March 31, 2016, Infosys Australia is under liquidation.
Infosys China. In October 2003, we established a wholly-owned subsidiary, Infosys China, to expand our business operations in China. As of March 31, 2016, we have invested an aggregate of $33 million as equity capital in Infosys China. During fiscal 2016, 2015 and 2014, we engaged Infosys China for software development services for which we have been billed $19 million, $23 million and $37 million, respectively. Further, during fiscal 2016, 2015 and 2014, Infosys China engaged us for certain software development services for which we billed them $2 million, $1 million and $1 million, respectively. During fiscal 2016, we disbursed $10 million as loan to Infosys China for expansion of business at an interest rate of 6.0% per annum. The loan is repayable within one year at the discretion of the subsidiary. During fiscal 2016, we accrued interest on the loan of less than $1 million. The largest loan amount outstanding during fiscal 2016 was $10 million.
Infosys Mexico. In June 2007, we established a wholly-owned subsidiary, Infosys Mexico, to expand our business operations in Latin America. As of March 31, 2016, we have invested an aggregate of $14 million in the subsidiary. During each of the fiscal 2016, 2015 and 2014, we engaged Infosys Mexico for software development services for which we have been billed $2 million. Further, during fiscal 2016, 2015 and 2014, Infosys Mexico engaged us for certain software development services for which we billed them $6 million, $2 million and $1 million, respectively.
Infosys Sweden. In March 2009, we established a wholly-owned subsidiary, Infosys Technologies (Sweden) AB to expand our business operations in Europe. As of March 31, 2016, we have invested an aggregate of less than $1 million as equity capital in Infosys Sweden. During fiscal 2016, 2015 and 2014, we engaged Infosys Sweden for software development services for which we have been billed $12 million, $7 million and $2 million, respectively. Further, during fiscal 2016, Infosys Sweden engaged us for certain software development services for which we billed them $4 million. During fiscal 2016, we disbursed $4 million as loan to Infosys Sweden for expansion of business at an interest rate of 6.0% per annum. The loan is repayable anytime within four years at the discretion of the subsidiary. During fiscal 2016, we accrued interest on the loan of less than $1 million. The largest loan amount outstanding during fiscal 2016 was $4 million.
Infosys Brasil. In August 2009, we established a wholly-owned subsidiary, Infosys Tecnologia do Brasil Ltda, to expand our operations in South America and invested an aggregate of $6 million in the subsidiary. Subsequently we made additional investments of $16 million in the subsidiary. Further, during fiscal 2014, we disbursed $6 million as loan to Infosys Brasil for expansion of business at an interest rate of 6.0% per annum. The loan was repayable within one year at the discretion of the subsidiary. During each of fiscal 2015 and 2014, we accrued interest on the loan of less than $1 million. During fiscal 2015, the outstanding loan amount was converted into share capital. As of March 31, 2016 we have invested an aggregate of $28 million as equity capital in the subsidiary. The largest loan amount outstanding during fiscal 2015 and 2014 was $6 million each. During fiscal 2016, 2015 and 2014, we engaged Infosys Brasil for software development services for which we have been billed $2 million, $1 million and $1 million, respectively. Further, during each of the fiscal 2016, 2015 and 2014, Infosys Brasil engaged us for certain software development services for which we billed them $1 million.
Infosys Public Services. In October 2009, we incorporated a wholly-owned subsidiary, Infosys Public Services, Inc., to focus and expand our operations in the U.S public services market and invested an aggregate of $5 million in the subsidiary. Further during fiscal 2013, we disbursed an amount of $12 million as loan to Infosys Public Services, at an interest rate of 6.0% per annum, for expansion of business operations. The loan was repayable within one year from the date of disbursement at the discretion of the subsidiary. The largest loan amount outstanding during fiscal 2014 was $12 million. During fiscal 2014, the outstanding loan amount was converted into share capital. During fiscal 2014, we received interest on loan of $1 million. As of March 31, 2016 we have invested $17 million in the subsidiary. During fiscal 2016, 2015 and 2014, Infosys Public Services engaged us for certain software development services for which we billed them $137 million, $120 million and $95 million, respectively. During fiscal 2016, we engaged Infosys Public Services for software development services for which we have been billed $2 million.
Infosys Shanghai. On February 21, 2011 we incorporated a wholly-owned subsidiary, Infosys Technologies (Shanghai) Company Limited and invested $3 million in the subsidiary. Subsequently we made additional investments of $44 million in the subsidiary. During fiscal 2016 and 2015, we have made additional investments of $40 million and $25 million, respectively in Infosys Shanghai. As of March 31, 2016, we have invested an aggregate of $112 million in the subsidiary.
Infosys Consulting India Limited. On February 9, 2012, Infosys Consulting India Limited filed a petition in the Honourable High Court of Karnataka for its merger with Infosys Limited. The Hon’ble High Court of Karnataka sanctioned the scheme of amalgamation of Infosys Consulting India Limited (ICIL) with Infosys Limited with an effective date of August 23, 2013 and an appointed date of January 12, 2012. Accordingly, during fiscal 2014, all the assets and liabilities of ICIL were transferred to Infosys Limited on a going concern basis. As ICIL was a wholly owned subsidiary of Infosys Limited, no shares have been allotted to the shareholders upon the scheme becoming effective.
Infosys Lodestone. On October 22, 2012, we acquired 100% of the voting interests in Lodestone Holding. During fiscal 2013, we disbursed an amount of $22 million as loans to Infosys Lodestone and its subsidiaries for expansion of business operations. During fiscal 2014, the outstanding loan amount was converted into share capital. During fiscal 2015, we disbursed an amount of $11 million as loans to Infosys Lodestone and its subsidiaries, at an interest rate of 6.0% per annum for expansion of business operations which is repayable within one year from the date of disbursement at the discretion of the subsidiary. Of the loan outstanding $10 million was repaid within fiscal 2015 and the balance of $1 million was repaid during fiscal 2016. During fiscal 2015 and fiscal 2014, we received interest on loan of less than $1 million and $1 million. As of March 31, 2016 we have invested $241 million in the subsidiary. The largest loan amount outstanding during fiscal 2016, 2015 and 2014 was $1 million, $11 million and $22 million, respectively. During fiscal 2016, 2015 and 2014, we engaged Infosys Lodestone and its subsidiaries for software development services for which we have been billed $170 million, $134 million and $168 million, respectively. During fiscal 2016, 2015 and 2014, Infosys Lodestone and its subsidiaries engaged us for software development services for which we billed them $5 million, $4 million and $3 million, respectively. During fiscal 2016, Infosys Lodestone engaged us for certain management services for which we billed them $1 million.
Infosys Americas. On June 25, 2013, we incorporated a wholly-owned subsidiary, Infosys Americas Inc., and invested less than $1 million in the subsidiary.
EdgeVerve. On February
14, 2014, we incorporated a wholly-owned subsidiary, EdgeVerve Systems Limited and invested less than $1 million in
the subsidiary. On April 15, 2014, the Board authorized the Company to execute a Business Transfer Agreement and
related documents with EdgeVerve, subject to securing the requisite approval from shareholders in the Annual General
Meeting. Subsequently, at the AGM held on June 14, 2014, the shareholders authorized the Board to enter into a Business
Transfer Agreement and related documents with EdgeVerve, with effect from July 1, 2014 or such other date as may be decided
by the Board. The Company undertook an enterprise valuation by an independent valuer and accordingly the business has
been transferred to the Company’s wholly owned subsidiary for a consideration of $70 million (421
crore) with effect from July 1, 2014 which is settled through the issue of fully paid-up equity shares of such subsidiary.
The transfer of assets and liabilities is accounted for at carrying values and does not have any impact on the consolidated
financial statements. During fiscal 2015, we have made an additional investment of $5 million in EdgeVerve. During fiscal
2015, we disbursed an amount of $5 million as loans to EdgeVerve, at an interest rate of 8.7% per annum for expansion of
business operations and $2 million was repaid in the same year and the balance of $3 million was repaid in fiscal 2016.
On April 24, 2015, the Board authorized the Company to execute a Business Transfer Agreement and related documents with EdgeVerve, a wholly owned subsidiary, to transfer the business of Finacle and Edge Services. After the requisite approval from shareholders through postal ballot on June 4, 2015, a Business Transfer Agreement and other related documents were executed with EdgeVerve to transfer the business with effect from August 1, 2015. The company has undertaken an enterprise valuation by an independent valuer and accordingly the business were transferred for a consideration of approximately $491 million and approximately $27 million for Finacle and Edge Services, respectively. The consideration was settled through issue of 850,000,000 equity shares amounting to approximately $129 million and 254,900,000 non-convertible redeemable debentures amounting to approximately $389 million in EdgeVerve, post the requisite approval from shareholders on December 11, 2015. The transfer of assets and liabilities is accounted for at carrying values and does not have any impact on the consolidated financial statements. During fiscal 2016, we accrued an interest on debentures of $9 million at an interest rate of 8.8% and the same was full received during the year. The largest debenture amount outstanding during fiscal 2016 was $398 million. Further during fiscal 2016, we disbursed an amount of $14 million as loan to EdgeVerve at an interest rate of 8.7% per annum and the same was fully repaid during the year. The largest loan amount outstanding during fiscal 2016, 2015 and 2014 was $17 million, $3 million, and Nil, respectively.
As of March 31, 2016, we have invested an aggregate of $203 million in the subsidiary. During fiscal 2016, 2015, and 2014, EdgeVerve engaged us for certain management services for which we billed them $22 million, $4 million, and Nil, respectively. During fiscal 2015, and 2014, we engaged EdgeVerve for software development services for which we have been billed $22 million and Nil, respectively. During fiscal 2015 and 2014, EdgeVerve engaged us for software development services for which we billed them $8 million and Nil, respectively.
Infosys Nova. On January 23, 2015, a wholly owned subsidiary, Infosys Nova Holdings LLC, was incorporated and we invested $15 million.
Panaya On March 5, 2015, we acquired 100% of the voting interests in Panaya Inc., a Delaware Corporation in the United States. As of March 31, 2016, we have invested an aggregate of $225 million in the subsidiary. During fiscal 2016, Panaya engaged us for certain management services for which we billed them $2 million. During fiscal 2016, we engaged Panaya for software development services for which we have been billed $3 million.
Kallidus On June 2, 2015, we acquired 100% of the voting interests in Kallidus Inc., US and 100% of the voting interests of Skava Systems Private Limited, an affiliate of Kallidus. As of March 31, 2016, we have invested an aggregate of $98 million in Kallidus and $9 million in Skava Systems. During fiscal 2016, we disbursed an amount of $2 million as loans to Kallidus at an interest rate of 6.0% per annum for expansion of business operations which is repayable within one year from the date of disbursement at the discretion of the subsidiary. The entire loan was repaid during fiscal 2016. During fiscal 2016, we received interest on loan of less than $1 million. The largest loan amount outstanding during fiscal 2016 was $2 million. During fiscal 2016, we engaged Kallidus for software development services for which we have been billed $3 million.
Noah On November 16, 2015, we acquired 100% membership interest in Noah Consulting, LLC. As of March 31, 2016, we have invested an aggregate of $37 million in the subsidiary. During fiscal 2016, we engaged Noah for software development services for which we have been billed $2 million.
See to note 2.18, Related party transactions, under Item 18 of this Annual Report for details of transactions with Key management personnel.
Employment and indemnification agreements
Refer to the section titled ‘Employment and Indemnification agreements’ under Item 6 of this Annual Report.
Loans to employees
We provide personal loans and salary advances to our employees who are not executive officers or directors.