Hello, and a very warm welcome to everybody for this KPIT Technologies analyst meet. As we do always, we will have the presentations by the KPIT leadership team, and then we will have this open for Q&A from all of you.

Since today we have an extended management team present, we will do a small introduction of who is present here from KPIT leadership, which would be done by Priya Hardikar. Priya herself is a part of the leadership team.

She is our CFO and a part of the executive board, and she handles, obviously, as being a CFO, all the accounting, auditing, legal, taxation, investor relations, compliance. All of these are under her.

Now I would request Priya to please come over and introduce the leadership team. Once again, thank you for joining us on this meet.

Thank you, Sunil, and very warm welcome, all of you. I'm happy to introduce my colleagues with you.

I'm sure you know most of them. Mr.

Kishor Patil, Co-Founder, CEO, and Managing Director. Kishor, as has led the company's transformation into global mobility technology partner.

He has been and continues to shape KPIT's long-term strategy across mobility, software, and automotive innovation. Mr.

Sachin Tikekar, President and Joint Managing Director. Sachin drives KPIT's growth agenda and client relationships.

He plays a key role in scaling KPIT's presence across the markets and strengthening strategic OEM partnerships. Mr.

Anup Sable, Whole-time Director and Chief Operating Officer. Anup oversees KPIT's technology visioning, execution, delivery excellence, and execution rigor.

He focuses on full-stack tech that will help OEM transform their roadmaps and bring excellence in their performance. Mr.

Chinmay Pandit, Whole-time Director and Head of Americas. Chinmay leads KPIT Americas business and strengthening OEM relationship and expanding regional growth.

He focuses on market development, client trust, and strategic execution. Mr.

Pushpahas Joshi, Head of Strategy and Growth Office, Member of Executive Board. Pushpahas has led KPIT's strategy, growth initiatives, and new mobility businesses.

He drives portfolio expansion across the connected products, digital mobility, and strategic market development. Mr.

Omkar Panse, CTO, Chief Technology Officer. Omkar leads KPIT's global technology vision, software-defined vehicle strategy.

He also drives next-generation E/E architecture, SDV platforms, and mobility technologies across the domains. Mr.

Gaurav Kakati, Chief Technology Officer, AI, the buzzword. Gaurav heads KPIT's AI strategy, focusing on generative AI, agentic solutions, and AI-led transformation of automotive software lifecycle.

He brings deep expertise in enterprise AI, automation, and innovation. Thank you, everybody, and welcome once again.

Over to you, Kishor.

Good afternoon, and very happy to really welcome you. After a long time, we are having this gathering.

I I really missed it for last few years. I'm I'm so happy that we are doing it at a time when there are many questions we need to answer, I think.

Great to have you all here. This is basically, as we call it, the next phase of transformation and growth.

KPIT is always trying to consolidate and grow, and further its thought leadership, as well as the market leadership in the areas in which we operate, basically, mobility. That's why we will start, I think I'll give you some overview about this.

First, I will very quickly, for you all have seen the results, but, I I would quickly take you to FY '26 performance, market trends, and KPIT response. I think this is the part I will cover.

Anup will talk about technology moat, what is the differentiation of KPIT in multiple ways for future, today and future. Sachin will talk about the resilient growth.

There are many questions about the industry, this, that, how we are expanding the overall market, how we would like to do this in spite of disruptions in industries or beyond global global environment. Then, of course, I will come and talk about midterm outlook.

I know some of you want to do it the other way, but I think it is [laughter] business day. I think this all you have seen.

It has been a bit of a muted growth year, but but ultimately, we had a good Q4. I think we had a growth of 1.8% in constant currency, a 1.9% quarter-on-quarter growth in terms of dollar.

In terms of rupee, it basically it's a growth of 12%, and quarter-on-quarter it is 5.8%. The the key highlight, if you want to ask me, is the $349 million worth engagements closed during the quarter.

It basically says that there is the the number of deals, the number of engagements we have signed, and we have, of course, announced a couple of them specifically. I will cover them later.

That is very important. Pipeline continues to be satisfactory.

Important part is the solution and products, that's our next pivot. We'll talk about it, what does it actually mean, what it means to us, what it means to our clients, how do we differentiate it.

It's a 21% of the total pipeline is already into products and solutions. It will it basically gives us a very encouraging sign.

Cash generation has been very good for the company over many years. It continues to be that.

Dividend payout, after dividend payout, it is 9.6 billion cash at the quarter end. We have the final dividend, which is 5.25 per share.

DSOs stood at 47 days. Dividend is about 33% kind of a payout.

If you look at the revenue, the little going little down, 18% year-on-year growth in trucks and off-highway. As last year we decided that we will expand into truck and off-highway, as a segment.

Now it is 18% growth year-on-year in trucks and off-highway. The Q4 growth was also led by trucks and off-highway 11.6% year, and the second was cloud-based connected services.

These are the some of the areas where we saw that. Detail part about the growth Sachin will talk.

I'm just talking about the highlight of this quarter and overall day. EBITDA growth margin is for the year 20.8%, and for this quarter 20.6%.

I must say tell you that what we have never compromise is on the investments in technology, because we believe that is the core of KPIT, that's the core of future, and that's what we will continue to do it. Most of the companies have one less than 1% investment into technology.

We have done more than 3% for many years. We have up the investments more than 5%.

I think that is a very important part, I would say, that after doing that, we continue to have one of the best EBITDA number in the industry. Let's talk about tailwinds as well as the headwinds.

The growth is driven by connected vehicle, powertrain, vehicle engineering, and aftersales. I wanted to say this a little bit here.

This is how the actual thing is. This year, it is driven by all the four segments.

Connected vehicles, we'll we'll see in terms of technology wise, of course, this is the area of the highest growth in the industry, one of the highest growth in the industry. Powertrain also continues to grow.

Now the powertrain is not is electrification, it's a conventional, it's a hybrid, and there are also pilots we are doing in terms of hydrogen-based systems. I think that's a it's a more broader than pure electric, but nevertheless, we continue to do that growth, even though naturally the growth is not the highest in that in part, but we have grown in that.

The vehicle engineering, this I wanted to bring it out, this is a different part of the acquisition we did in the Caresoft, last year, that actually we double down on that beyond software. The reason is we wanted to make sure that we are in a position to address one of the key point of pain for our OEMs, which is cost reduction.

If you when you look at the cost reduction, it is not about software, but it is about overall cost of the vehicle. That's where Caresoft has, certain certain competencies and some platforms.

With that, we are in a better position to deliver that. More importantly, in the industry, typically, people have been doing the benchmarking, which has been a more hardware benchmarking, you know.

The we are we bring to it now software benchmarking, which is really one of its kind, which tells them in terms of how the how the performance is going to be there, how the security is going to be there. These are some of the things which we are adding.

These are the areas which continue to grow. Last, but not the least, is aftersales.

This is one of the fast-growing areas for KPIT. Aftersales is very important, because OEMs are looking for sources of revenue for them going forward, and not at the point of sales, but throughout the life of the vehicle.

Aftersales has become a big area. I think that's the area where we have build a very strong solutions.

I think you will hear about it. It's a 9% year-on-year growth with OEM clients, which has been our strategy.

We did have drop in certain part, which just to tell you on it, Tier 1 revenues, which has never been a focus, but whatever we had, I think we actually there was a drop in that. We have strengthened the China presence and two new engagements with Chinese OEM.

This is very important. It's not It's a very small part of our revenue, but it is important for us because China is is is a big market, you know.

The second thing is it has different type of OEMs than the traditional. Later, there is a possibility that Chinese OEM, which already are, entering into the other markets and can take the market share also in other markets.

We want to make sure that we are successful in China. It's not the easiest market.

It will take time. Let me tell you, we have spent time and effort, and now we have two clear Chinese OEM engagements, which, even though the revenues are not that great, I'm very proud about it.

And 18% year-on-year growth in trucks and off-highway, I mentioned, and accelerated pipe generation in AI-infused solutions and products. That is that this is the focus area, and this is how we did last year.

In terms of headwinds, AI-led transformation led to near-term cannibalization in some areas, in some cases. Over the period, not over the period, we see a larger opportunity with AI-based solution.

In sometimes in the short term, in a in a particular case, it can cannibalize a particular part. Over the long term, we see that we are in a position to take end-to-end, and that's why we are moving towards the solution, taking the full ownership of the solution, and actually it adds to the revenues.

Lower than expected growth in middleware and autonomous driving. One of the important reason for this is many new architecture programs have been delayed, and that's why some of the middleware or, the QNX or some of those companies, actually that got pushed out, many of these programs.

We our revenues have come down on that area. Autonomous driving, the game has a little bit changed, and I will show you.

It is one of the high-growth area going forward, and there is a better adoption of this area. The only thing is the way it is there, earlier, all OEMs wanted to develop their own stack, and they realize that they failed in that.

They could not do it. It is more about really integration.

It is more about how do you really train that, and how do you build on the stack. These are the some of the things which we need to do.

There is a different approach, and there are some demo you can see later. You will see it.

I think that is there. Last, but not the least, there were in few accounts, there was a program cancellation and delays in few accounts, and I will talk about it later.

It challenged near-term growth, but expanded foundation for substantial future expansion. I must tell you that what we have achieved last year is one of the best we have achieved in last many years in terms of qualitative progress, both in terms of changing the complexion of services, taking the lead in terms of AI, the products journey in on, apart from solutions, the products journey, and also the markets where we have expanded.

I think I'm very proud about what we achieved, and, of course, the leadership development which we have been in a position to achieve, which is going to be a base for the future growth, not only for a year or two, but going forward. These these are the two strategic engagement we talked about.

The important The reason I wanted to talk about is the many vehicle programs got pushed out, as I talked about, but that is more in passenger car area. Off-highway and commercial now are looking to adopt into SDV or AI-based software development, right, AIDV.

I think this is one of the, I would say, one part one and a very important engagement which we have won, and that's why its strategic value is more as more than only the value, financial value. It's a long-term partnership in excess of $50 million focused on large-scale software-defined transformation.

It is for this and for the next-generation machine platform. This is called SDV generally we call it.

Here it is called SDM, software-defined machines, so that. It is shift from legal legacy architecture to modular platform-led electronics and software architecture.

I think this is important from that aspect. This the second thing is a leading Japanese Tier 1 and to delay deliver the next generation of digital cockpit.

This is important because the way we are changing our way of delivering to the client and the solutioning. It is a platform which which is ours, and we are delivering to multiple OEMs of the Tier 1 through this platform.

Right now we are engaged for three OEMs, and it will go to five OEMs. I think that is how we are delivering.

These two engagements are important. Sorry, two OEM programs underwent more to start shortly.

This is a very important part. Again, here we have used all our experience of so many years and so many production programs in digital cockpit area, and also of course we have used AI in terms of accelerated development.

There are We I had some chat informally, and people were asking about where the spend is and etc. First thing, I must tell you that this is a only limited part.

I have just picked up a data for only automotive part, and also outside China, because that is the data which is available. There is a Beyond this, there is a Chinese data spend.

There is also of, of course, this does not include off-highway commercial. This does not include micromobility.

Still, there is a at least a, the good representation of automotive spend. This is from the McKinsey Jan '26, their their internal data which they collected.

If you really look at which are the pockets, they still, they are talking about 2x growth in 2030, by 2030 into into the spend, R&D spend. However, however, I'll bring bring to your notice two things.

If you look at the areas where they are going to spend, one is the AD/ADAS, which is becoming three times the spend from now till 2030. AD/ADAS is the largest spend area from that perspective, in terms of growth.

The second area, if you look at it, is the infotainment and digital services, that is there. E/E architecture, it's a relatively smaller part, but that is again moving in a big way.

Integration, validation is existing. It cross Many times, it is across many spend area.

It's the largest area of spend anyway, otherwise. These are the some of the spend areas.

Now, we this will spend on Gen Gen 3 and Gen 4 programs. These are the architecture type you can look at.

Now, auto soft automotive software spend remains strong, that's the one thing I wanted to say. Second thing I wanted to say that this is only, as I again repeating, it is only automotive part.

This does not have off-highway commercial. This does not have Chinese data and other things.

Beyond electrification, there is a high growth in other domains. Electrification is not the highest spender.

I just wanted to bring, while I mentioned to you last year also, we have grown into powertrain or propulsion area. There are multiple shades.

It is not only electrification which drives it. Beyond that, actually, the spend is here.

As you could see in the earlier, our highest growth was in infotainment, connected, and security. The second part I wanted to cover is in case of AD/ADAS, even though this spend is 3x, I must also say that this is not necessarily something to be available market to us fully, because of two reasons, because this is where then the companies may source platforms from the companies who have built the platforms.

There are very few now, because this includes billions and billions of dollars to really build a platform and, you know. I think, but, as always, the actually the validation, integration is, simulation is a very, very big part of it, and that is always a very big part of any implementation, and that is what is available to us.

I just wanted to explain to you, from your understanding, how how this looks like. E/E architecture, I talked about it.

It it will go when the new vehicle programs will come. E/E architecture will become important.

It is important for all off-our off-highway and commercial vehicles segment. Now, you all know about the trends, but for a very quick, tariff and geopolitical conflicts, EV policy changes in USA and Europe, supply chain disruption, rapid maturity of AI technology.

Impact on OEMs, multibillion-dollar write-off. One of the questions people ask is earlier we had much more clearer view of how the growth will be in the next year.

Little bit we have said that this are the this is where there will be growth and this is where there may be there will be the programs will come to end. One of the thing is, for one of our client, and I'll tell you it is a public news, Honda, they basically canceled all their new platform programs.

That had an impact on us, and it was very recently, because it happened in in the April month, and for us to understand the impact, it took us some time. There are some things which happen, and that's why we also decided that we'll have a more broad-based strategy, which we have been working.

It's not that we will work from now, last two years, and Sachin will, of course, talk about it. Then loss of market share in China and growing Chinese presence in other market.

Many of the OEMs lost In European OEMs lost their Chinese market drastically. They and this is where they were making money also earlier, luxury OEMs.

I must tell you that they're coming back to some extent, even though their margins are less. Last few quarters, there is a recovery in many of those.

This is what happened for large most of the part. Last couple of quarters, it has come come.

Then pressure of margins. Even though they have grown, the margins have gone down.

R&D budget, I told you about how it changes. Again, I must tell you that AI budgets is not considered in some terms of pure AI technology.

Naturally, AI into those domains is considered there, but AI by itself is not naturally considered part of it. Impact, delay in vehicle programs, I talked about it.

Most of the programs, most of the programs are delayed. It it has a two impacts on it.

One impact is architecture part is something which got postponed, which we have really positioned us well, which will come to which is very important. It will come handy.

As I said, it is also important for off-highway commercial. Then the second part is integration revenues will increase, actually.

I must tell you that whatever we have a visibility, my experience tells me that there will be in next two years a demand which we don't see today, which will come when the vehicle will get into actually the market, because the integration problems comes when actually it the vehicle is launched. Right now, many of these programs are delayed.

At that point of time, they need something which is a proven partner and a solution. That is the they both are the impact of delay in vehicle programs.

Near-term revenue moderation, but robust outlook in medium term. Early mover in software-defined machines for trucks and off-highway, I talked to you about that, and traction in autonomous L3, L4 programs, digital cockpit, and aftersales.

We made some See, earlier, we had made investments in aftersales. We made one investment into another company in California, right, Helm, last year.

It's a small investment, but the idea is actually to build this kind of expertise, when we go for the integration, we go for the, implementations, I think we we are in a better position. Also when off-highway commercial, when we are building the solution, we can have a little better preferred relationship with some of them, while we work with all the all the stack provider.

It is not actually We provide We work with any stack provider. These shifts are there, but midterm outlook remains strong.

What has been the KPIT response? This is something which we have been working already for two years.

It's not something we are looking at it right now. First is faster growth with solution and products.

We believe this growth, we expect to be 30% on the this, even though it's a small part. As we've said, initially, we start with 20%, 25%.

We'll grow with 30% plus growth rate in this solutions and products. Expanding to adjacencies and new geographies.

I I don't want to talk everything about it here, but we are looking We already had off-highway commercial, which has been pretty successful for us. We also have built a micromobility, and I don't have a clear data, but I can tell you that by 2032, it will be a very big part of the business, micromobility.

The new geographies. We believe that we believe in India.

India growth story, it will be number three market. I truly believe in next 10 years, it could be number two market in the world if, we are on track.

I think then Middle Middle East and other market is there, and of course, Asia, Vietnam, China, all these markets are there. New geographies.

We have made strategic external investment of $400 million in M&As, and I will tell you later how it actually stacks, create the full-stack story, and how the technology investment did. This is beyond the 5% I talk about.

[laughter] This is So, if you really this These are not in included into the investments we have made into technology. That makes us really the most preferred partner.

I'm sure you have seen the quote from Cariad CFO about this. He talks about that they really know the game.

I think this kind of experience, this kind of a thing is come based on these kind of investments. Continued investment in R&D 5%, which I said, which is on top of this.

This is a very, very important part. As Gaurav is here, he we had When we started our journey about few years about AI, we actually had a separate organization build this technology and then take it in the company.

First is we build a core technology, core stack, and you'll talk about it. The product, this is what we call automotive mobility or mobility intelligence product, BEACoN, for AI-first development, integration, validation.

We are of this this we use for two things. One is AI-infused solution, and also as a product, because when a client will adopt it, he it's his employees will also use that.

We will be in a position to license also the product. We will also use it when wherever we are delivering services.

There are multiple flexibility in which we are doing. Here we have tied up with some really some of the tech companies.

I think we had one announcement from Microsoft part of this at the time of CS, but there are a few others. I think it's a very, very important part for us.

The last part is ecosystem of complementary partners, because if you had to take the full ownership, we don't do everything, but we have to build a a an ecosystem. Now, if you know the China benefit over many other companies is countries, is basically the ecosystem which they have built.

If you drive your ecosystem, your innovation is fast, you can give the full solution, which is very important. We have a clear-cut focus on ecosystem of complementary partners, whether it is semiconductor companies, it is specialized Tier 1s or specialized software stack providers.

I think that's the kind of ecosystem which we are building. Continuous rigor on What this will mean is continuous rigor on wallet share expansion and expansion into new geographies and adjacencies.

We believe we have about 10%, 11% market share, I've talked about it earlier, and we believe there is a much more headroom for us in terms of growing in the existing account. Beyond that, there are new accounts.

There beyond that, there are adjacencies. I think this these are the areas where we can really make.

These are the investments we have made. That's what I wanted to come out.

These are the significant investments we have made. As much important is people.

Why, I will tell you, because the disruption is not only one time, it will happen. We want to build a really agile organization, and this agile leadership is going to be very important the mindset.

Whether it is even the AI adoption in the how you will use the AI for the client, apart from that, overall, how will you face different parts of the issues which may come, whether it is geopolitical or technical disruptions. It's a very important part, and we create We identified about 60 roles which are going to be critical, very broad-based, which are going to drive the organization.

This is the first batch where we are looked at about 40 people, 40 roles, where we we decide We went through a exceptional program. This is completely designed by us with some partners where we took all the team to China.

They actually drove the vehicles, they actually went to the all the OEMs, they went to the, they had interactions with the government. Then they went to California, where they saw they went to NVIDIA, they went to the university, they went to the AI startups, they looked at it.

Then then we went to France, and there we had, the university university interaction. This is from INSEAD campus, where we had some this.

Also McKinsey has been our partners for this, too. A very, very rich program to really change the mindset and look at the world differently.

My one thing, I will tell you, my one take on that, and which is very important for our industry, for KPIT, and for India, that's why it is very important, is if you take last 150 years, 200 years' history, there's a direct correlation between investment you make into technology and the growth you will have in future sustainable. KPIT, that's why continues to make that investment, which is very important to drive the growth for today and tomorrow and for future.

That is what it is. I think this is, as I talked about, this AI engineers, AI champions, engineers, research partnership, upskilling.

This we have basically building M.Tech., Ph.D. combined programs with with premier institute for research.

I think this is all going to be very important for us going forward. We are making a lot of investment into this area.

This is one area where we probably must be investing highest in this in in the industry again, as much as the technology. This this has this investment we talk about proactive investment across chip-to-cloud.

As we talk about, it's a we it doesn't mean that we are only doing an acquisition and investing into this area, but we have some work, and then we actually complement it with some of the specialist player. This chip, it was a PathPartner.

E/E architecture, it's a Technica. Middleware is a Corys.

Application is Helm.ai. Cloud, you can say N-Dream and Somite Solution.

These are the horizontal which go across. It is Caresoft, Technica again.

Validation, as I said, validation is a large part of the spend today, and it's also something which is continuous, and it is going to be very important, because one part, if you ask for difference that why China can deliver a program in two years or less than two years versus four years what people take, is one of the thing where you can really reduce is time is the validation. That's where we have some very, very special offering, which you can see it later.

Recent is the cybersecurity, CyIQ again. It's a We believe that what was important to us is having a cybersecurity solution in the vehicle, which is being used multiple vehicle.

Millions of vehicle, as the Cariad is a investor into this company. In Volkswagen Group, there's a millions of vehicle where CyIQ solution is there.

Proactive strategic investment across all layer, chip-to-cloud stack. Now I come to Anup for the technology moat, as we call.

What is that differentiation? What is that KPIT is doing in this area?

Over to you. All right.

Good afternoon,

everybody. Can you hear me?

Okay. Every time we talk about KPIT, we talk about software integration.

Many people might have question of what really is that integration, why is KPIT keeps on talking about it. I'm going to talk more about that in terms of your understanding.

If you just focus on this part, look at each car as a software component, right? If each car is a software component, what happens is software developers design these components.

That means they have a car, and they start riding on a very open, free, just freshly opened highway, straight paths, missing link road. They go at 100 km/h, and they think their component works, because it rides at 100 km/h.

Then this happens. They come to a junction, largely unruly problem.

Many software components come into picture. Each software component, the driver is different, the attitude is different, the car capacity is different, the condition of the car is different, and then this typically happens.

This typically happens in any context in an automotive. Automotive is a very complex machine.

It has got about 100 to 120 computers, five or six different types of networks. All of this have to handshake with each other in real time, because sometimes, obviously, when you press a brake, you want the braking to happen.

When you turn the steering, you want the steering to turn. There are real-time issues, there are safety issues.

Overall, it's one of the most complex machines in the world. The second thing is, okay, if there is a complex machine, what is the problem, right?

We can scale up and solve all the problems. When you look at the latest semiconductor technologies, all of you must have heard about GPUs that are used in AI, you heard about NVIDIA, Blackwell, latest SOCs.

Do you have an idea of how much it costs for that one single big chip? Approximately $35,000.

That is probably more than the cost of the car. Now, when you talk about giving infinite bandwidth in car, that is not possible, because I give you an example.

The second bullet point talks about a $300 billion company, let's say the sales are $300 billion, margins are very small, 2.5%, 3%, sometimes maybe 4%. So, $7.5 billion of net margins.

Then let's say there is an opportunity of saving $10 per car. That you multiply by 10 million vehicles, that becomes suddenly $100 million saving.

A car company cannot think about even spending $1 more or even $0.50 more. Negotiations are done for that per car.

If you can reduce even $1 per car, that is a great opportunity for extracting that money in the bottom line. That is why a car is always a constrained environment.

Everything inside the car is constrained. It is the most optimized version.

When you want to do optimization, you get into situations like this. You get into integration issues.

That is the real main work that we do in terms of making sure that the car is optimized very well in terms of what it has to do. Most of the chaos that happens, the programs get delayed.

When you hear about delay in programs, it is because most of the software engineers start driving at 100 km/h, and they soon hit a bottleneck like this. This bottleneck is absolutely unresolvable.

That is where we come into picture. Of course, there is also complexity, not only it is to be optimized for that car, it is to be optimized for probably 15 different models of the car, because you can't keep on engineering differently for every single car.

Some large OEMs who have huge number of models, every year they launch 10, 15 different car models, exactly the same component needs to exist inside, and then the scalability has to be up, down, sideways, all those things are there. It becomes even more complex because of that.

This is what our real work and value addition to the customer is. What do you do when integration problems happen?

Of course, you can do something about it before it happens. What is the proactive way of handling it?

Then there is, of course, once you get into a problem, what do you do? You keep on finding the problems, you diagnose the problems, you fix the problem.

There is something that after it happens. Now, mind you, the traffic jam is very easy to see for very, very unscheduled person to actually observe and find out where is the bottleneck, who's the car who's actually blocking everything, which truck is blocking it.

In software, you can't see anything. You have to observe by different ways.

Demos today that we're talking about is actually talking about these observability. How do we look into something that happens so fast?

It is so critical from a real-time perspective. Microseconds are important, milliseconds are important.

How do you observe these things? How do you find out the problems?

That is what we do also. Next question you might have and I had many questions before this session started, what is the AI impact?

How does AI really help? Of course, AI helps.

AI improves software productivity, worst case 10 times, best case maybe 50 times, 100 times. What do you do?

That means you create a eight-lane highway. Here there are six, five.

Everybody drives very fast and again go to the same bottleneck and hit it there. Okay.

AI is a fantastic way for generating a lot of software. Today if you could generate 10 million lines of software, you'll generate 100 million lines of software, and then you're left to finding problems of 100 million lines of software inside the car.

The problem increases 10-fold, probably multifold, not just 10, because the order of magnitude is not linear here. You're probably talking about power equations here in terms of complexity getting created.

Okay. That is what we do.

Now let me get to you, again. You must have heard about software V, okay?

If you look at this outer light purple thing, it almost looks like a V. It is looking like a U more than a V now, but that is actually the software V.

In a vehicle, you come from a requirements V, because even requirements have to be validated. You can observe that inside the big V, there are these small V's.

Each of these V's, the left-hand side of the V is called a development side, and the right hand of the side of V is called the validation side, okay? Even requirements are validated.

There's a way of validating a requirement. I write something, I validate it.

Is it ambiguous? Is it traceable?

Is it testable? If I write a requirement that is ambiguous, it cannot be implemented.

If I write a requirement that is not testable, nobody can verify whether it is written correctly. Each of this V is important.

Once I write the requirements, am I actually implementing the right platform? Is my network architecture correct?

Is my system architecture correct? What is my requirement, and what is my verification and validation for that?

Then you come to something called as a feature development, the purple V's that you have. Software developers do these features.

They write the features. They test the features locally, the highway driving at 100 km/h.

Then you come to integration and regression, when you come to the roundabout where traffic jams get created. This is a traffic jam.

This is how you need to first verify whether your platform is working, then you keep on adding the features on top of it, and then Every time somebody adds a new feature, his feature has to be tested with 300 other features that already exist inside the car, and they are actually handshaking, discussing, exchanging data with each other in real time. Sometimes this real time breaks.

Sometimes something doesn't work. You'll see in your modern cars, sometimes things don't work, okay, and they don't work intermittently.

You're lucky if it doesn't work consistently. Sometimes it doesn't work intermittently, okay.

These are the integration problems that we are talking about. Once everything is done, then again there is a standard validation cycle.

You have things that are tested in labs, and in labs there are two stages. One is called a domain system hardware-in-loop testing.

Then you have a multi-domain testing that happens. Car infotainment gets tested with ADAS, and then all of it gets tested with chassis, it's called multi-domain.

It is in lab. Then you have mule vehicles.

I had tried to simplify this diagram for you. It is not that simple, [laughter] okay.

It is very, very complex cycle. Then you have a start of production, and then you have an aftersales section.

Your car is in the field, and you need to be serviced, and all those things need to happen. What at KPIT we have been doing for so many years and what we have done is you can take a look at different coverage areas of KPIT, and let me explain.

On the top, the orange color or whatever color that is, there are many ladies in the room, [laughter] goes with orange. That is actually the platform approach.

There are different platforms. Platforms are things that do most of the dirty work inside the car from a hardware perspective, but they are not as glamorous as the applications that you see in the front.

The applications are what serve the users, that is you who drive the car. The difficult part of what the applications should actually make happen inside are the platforms.

Okay. You have platforms.

Then we have BEACoN. The reds are all the AI-accelerated work packets that we would call it in terms of software.

You can see if you look at this diagram, I've done a left-hand side and a right-hand side. You'll see the red occurring here.

This is the AI that is going to eat up the software development part, the digital part. Then there is a little bit of red here also, the AI part here also, because even when test verification is done, large part of the verification to be done is also software, okay.

Validation also done. I talked about what do you do before, what do you do beforehand.

Everything that happens on the left-hand side, a good automotive platform, a good AI infrastructure, a good virtual validation. If I do not have the hardware for testing, how can I emulate the hardware, simulate the hardware, whichever word you feel comfortable with?

How do I actually simulate this hardware, so that even if the hardware is not there, and I still able to test the software that I write. It's called virtual validation, it's because it's virtual.

You're doing validation virtually. Then you have actually real validation, but you have to do it across the board, even on the left-hand side of this bigger V.

This is a development cycle, and in that development cycle, you're using AI, you're using virtual validation, you're using real validation, and then you're accelerating things using automotive platforms, okay. Then you have a integration where you again have the virtual validation platform playing a big role, the SDV benches playing a big role, the one that is in the back, and then AI playing a big role.

Then on the actual validation side, it's the real validation that comes into picture. Then after you get into the sales, you have an aftersales products that come into picture, okay.

This whatever I have painted here is now the portfolio that KPIT has in terms of what Kishor was talking about product and solutions. This is what we've been doing for last maybe four years or so.

From a BEACoN perspective, I think, again, there are questions, and I don't think we have enough time to discuss in detail. If there is more interest and Sunil can find that out, we can have a separate session on this, is what is this AI?

Why is this AI? What is the difference between GPT and Claude and DeepSeek and, of course, there is difference.

There are little bit of differences, nuances here and there. Then AI gets even more complex, when you want to use AI as a prototyping tool or when you want to use AI as a production tool.

Production needs consistency. Production needs repeatability.

Prototype needs experimentation and fun. When do you transform from experimentation or having fun to doing some serious work in terms of repeatable, and where repeatable things in automotive, repeatability is also bundled with concerns for safety, that means traceability exists.

Some regulations exist, like ISO 26262 for functional safety. How do you encompass all of this?

You might hear a few words that are happening at agents. Agents are a way of actually organizing a model.

A model is an LLM model. Agent is a way of organizing this model to do a specific task.

You might also hear about a word called harness. Harness is actually used to extract a specific thing from the agent model combination, so that you are able to get what you really want to achieve at an engineering scale.

What we have done is out of our experience that we have in automotive, what we understand, we're working across multiple domains, and then we took an early lead on AI in terms of how it is expressing itself, how the models are progressing, and what is the most optimum that our customers need from this in terms of putting up an enterprise together. Engineering organizations are huge.

KPIT is a 13,000-plus people company doing only engineering for automotive. How do you organize 13,000 people together in terms of AI usage?

How do you manage it? How do you address safety concerns?

How do I make sure that my code actually doesn't leave KPIT? How do I actually create traceability?

How do I track everything together? All these things bundled together are what BEACoN has right now.

This is what we are using very effectively in terms of large-scale implementations that we are doing for our customers on the most complex programs. When I talk about the traffic jams, the traffic jams are the projects start becoming bigger, complex, unpredictable in terms of when they will get complete.

These are the problems that we are solving now. We have customer testimonials to tell us that we are getting better and better every day in terms of solving those problems.

I will not get into details of what the features are, etc., because it can get more confusing. This is our way of addressing large-scale problems that need AI intervention.

If you noticed, the red color is everywhere, okay. What it means is there are places where AI can solve pure software problems, but there are places where there is no software involved.

There is a lot of electronics involved, hardware involved. How are we actually putting all of this together through AI is what is called as a harnessing, making it work for the entire life chain, is what we are trying to do.

This is what we are getting good at. Kishor mentioned about the inorganic effort, the companies, the joint ventures that we have.

Here we are talking about it's not just that, it is also about an investment that we are making, significant investment in terms of creating technology. If you look at the layers, these are the things that we have right now working in some form or other in terms of customer, and now we are supporting it with the AI harness that we have.

What it basically means that when we look at typically a company that does some great work in a specific area, let's take, for example, Technica, it is usually doing work with few customers, and our advantage is that globally we work with many customers. We basically bring that expansion.

We try to understand how it can be expanded. We also try to look at what needs to be done more in terms of making it happen, how do you scale it globally, expand it globally across the markets that we have.

This is the work that we are currently doing, and this is the one that we intend to expand in the next couple of years. Again, same slide looking at it from technology perspective.

All the purples here are actually a result of all of this work that we have done. The black is organic that KPIT has for last many years invested and actually converted them into products or solutions that we are trying to sell, okay.

Thank you very much. I call upon Sachin.

Thank you.

All right. You can all hear me.

I'm I'm sure you can see me. I hope you can hear me, too.

In our company, we have two functions, marketing and account management. There are about 150 people.

Their primary job is to just translate what Anup presented to all of you to the purchasing organizations in large OEMs. That's what they do essentially and to get them to pay us money for something they cannot touch and feel.

I just wanted to get that out, [laughter], to all of you. What I'll try and cover is walk you through our story over the last couple of years.

This story is about, when you when you see certain things getting repeated, then you wonder and you try and fix them in a systemic way. We realized that the these macro problems and micro problems are not going to go away.

First it was the pandemic, and then there was a supply chain disruption, and then there were tariffs and wars, and, now there is AI, all of that. Two years ago, we said that we needed to build our organizations, which will become resilient enough to deal with this, right?

At some point, you have to say it is part of life and you have to build your future based on resilience. That's really our story.

Let me cover some of that, what is it that we've been trying to do over the last two years. I think we have made progress, but there were some unforeseen punches along the way.

We continue to roll with the punches, and we continue to make progress along these. First is, those of you who attend our investor calls, you hear us talk about our T25 strategy, 25 clients that we've been working with.

In all fairness, bulk of the growth that you saw of KPIT, phenomenal growth over the last four years, it was mostly on the back of eight OEMs. It was mostly with Anup just presented, which was largely in-vehicle software, right?

There is lot more to KPIT. That means now first step that we have to take that we've been taking is to look at every OEM and their relevant spend to us and see what does that mean and how do we go deep in every client and expand in a wide way.

We've been looking at wallet share for the last couple of years. We know exactly where they spend and where they are not likely to spend and how much they spend on us versus others.

We have been doing it very diligently. Kishor I mentioned this earlier on, if you take the overall wallet share of KPIT among our top 20 top 25 clients is about 10% as of last year.

That we grew by 10% to 12% year-on-year. Now the goal for this year is whether we can push that up to more than 20 15% to 20%.

This is number one thing that we've been doing. Essentially, we're doing it through these four points that are listed out here.

One is cross-practice offerings. Most of the things that you saw on the V-cycle, you can imagine that they are different practices on on the KPIT side.

There was a platform that you saw, and then there are different domains, whether it's digital cockpit or AD/ADAS or body or chassis, right? Bringing them collectively and solving larger problem of the client.

This is one thing that we started to do for every client now in a very conscious manner. The second part is all of the clients have constraints, too.

A, they don't have the time, and they don't have the money that they had few years ago. Hence, the solutions and products come in handy.

Doing business in a linear manner just doesn't make sense anymore, right? How do we really increase nonlinearity for our clients so that we can shorten the the the time frame and secondly, also offer them cost-ed cost-effective solutions without compromising our own margins.

That's the the second part that we've been talking about. The third thing is, what when you looked at the V-cycle, it's a very complex cycle, because there are from the OEM perspective, there are many parties that are involved in this.

There is the chip layer at the bottom, then there are there is Tier 1, there are cloud players and so forth. It's a it's a complex ecosystem.

What we have realized is if we have to solve the larger problem, we have to work with alliances to solve the larger part problem. You heard about some of the conversations that we've been having with the chipmakers like Qualcomm, some of the Tier 1s that we partner with, Kishor talked about one of the case studies earlier on, and last, but not the least, the the cloud players.

This has become This is something that we need to do more of. We've been a company that has been doing our own stuff and creating value for the clients.

Working with other partners doesn't come naturally to us. That's something that we need to get better at, but that's something that we've been very conscious about over the last two years.

You'll hear more and more about KPIT working with some of the other partners to create greater value for the OEMs. We believe that these are the three things that will help us to increase our wallet share substantially in the next couple of years.

This is step number one. Step number two is to take them take alternate business model.

Doing the business the same way just doesn't make sense anymore for the most of the OEMs. First thing we have done is we we had quite a few time-and-material engagements with the clients.

What you'll see in our financial results, if you watch them quarter-on-quarter over the last couple of years, there is substantial shift from time-and-material to fixed-price. That's something And this year also, we have made significant stride towards fixed-price.

The reason to get to fixed-price was unless it's fixed-price or outcome-based, we cannot really apply our solutions, especially that are infused by AI in order to create value. This is the first step towards it.

What we have done is more than 80% of our new contracts are fixed-price in nature. That's something that some we've driven very diligently over the last couple of years.

We are also in the process of converting our existing contracts that are time-and-material into And this is this is probably the harder part. Winning new programs that are outcome-based is easier than something that you've been doing with a client for many years.

That's something that we have embarked on. We'll be converting four of our largest clients in that model in in in this quarter, and we'll take the next four in the next quarter.

That will pretty much take us north of 75% overall in terms of having outcome-based and fixed-price. The second part is there are five products that we have, and we see tremendous growth in all of these five products in the immediate future.

For those products, we have to look at different licensing models that make sense for the clients as well as for us. That's something that we are doing.

The last part I already talked about, the services, they need to be in excess of 80% in terms of our contracting, the nature of contracting that we have with the clients. Step number one, go deep and wide in our existing T25 clients.

Step two, we've been talking about expanding. We've been very careful about adding new clients, because we wanted to make sure that we do justice to the existing clients, go deep and wide before we can add more clients.

We have now built enough muscles, and AI solutions and products do help us substantially. Unlike any other year in the past, we added 13 clients.

That's a big thing for a company like KPIT, who's been very diligent about not adding clients. They come across the three segments that we talk about.

We've been talking about for the last two years, we started to talk a little bit about trucks first, and then we started to talk about off-highway. Very happy to say that we've added four truck OEMs to our list of clients, initial engagements, and they take time, because we want to get into them in a strategic manner rather than getting into a dog-eat-dog kind of a world.

It takes time, but we have made the breakthrough in case of four. I think the success has been greater, and we've been actually pleasantly surprised by the response that we got from some of the off-highway players.

Unlike the pass-car companies and the truck companies, some of the off-highway players are doing reasonably well. They understand, they have the money, they want to invest proactively, and hence, the timing is working out for us.

We have added six off-highway OEMs across four different countries now, initial engagement. One of them is the big one that Kishor talked about earlier on with one OEM in in North America.

For us, I think this OEM is important, and the assignment is important. We did a consulting assignment for them, and based on that, they awarded us awarded us with the current generation program and also the next generation program of software-defined machine.

This becomes sort of a playbook for all the others to follow in the off-highway space. Unlike passenger car, where we are we have learned to understand the business quite well, not just the technology part, but we really understand their business quite well.

It takes time to understand the business of off-highway, because there are different applications. There is mining, there is agriculture, and there is construction, right, the three large components of off-highway.

We are learning their business, so that instead of going inside out, which is, oh, this is what we do for pass-car, and this is what we have to give it to you, we are going outside in. We're trying to understand the business applications of their machines, looking at, what are the business KPIs, and sort of altering the software-defined machines template for them.

The first has created a really good playbook, and it's the same playbook that we are going to play to the other three that are in the pipeline now, right? The second part is So, this is the the growth strategy.

There were three pass-car OEMs that are really good OEMs. They were not our clients.

I think we have made breakthrough in all three of them. They happen to be some of the largest OEMs in the world, one of them in a very meaningful manner, the the other two early days, but very promising engagements.

Once we hit all three of them, we would have covered almost all of the major pass-car OEMs outside of China, all of them, bar none, right? That creates our pass-car story a little more comprehensive.

The three that we have added, they are a lot more, quote, unquote, "resilient" to the dramatic changes that are happening in the in the pass-car area, right? They're feeling less of the pressure as compared to some of the others.

I think that makes the pass-car portfolio a lot more stable for us. The trucks, they've been going through a slump.

Just the trucking industry mostly in North America and Europe has been going through a slump for the last 9 months. Some of it is just seasonality.

Some of it is just political uncertainty. There will be a pre-buying that will happen in the second half of 2026, and we believe that the truck business will pick up a little bit.

The European market as well as North America market is likely to pick up in the second half of 2026. Truck market works in a very simple manner, right?

As soon as the the construction and everything starts to pick up, their business picks up, and that's when they start to spend money on companies like us. We do believe that in the second half of the year, the truck guys will also open up their wallets and embark on the software-defined truck journey for the most part.

Essentially, the composition of T25 is changing along with this. A, T25 is not really T25 anymore.

It's a lot more than that. Secondly, T25 had most of the OEMs from passenger cars.

Now, the new T40 will look a lot more balanced across the three industry segments. The three industry segments usually have three different cycles.

Hopefully, we'll be able to reduce the variability in our business, and we'll have a little more, far more balanced growth going forward. This has become sort of our horizon one.

Now and here, let's go deep and wide in each of these accounts and create tremendous value for them. The horizon two is actually micromobility.

Micromobility, we started working on it a long time ago, actually. We sort of decided to park it in between for about six years.

Now we are reviving micromobility, because we do have the the the mindshare and the bandwidth to to make investments in micromobility. We're going to start micromobility from India, and I'll talk a little bit about what does that entail in in the next slide.

The horizon three is what what will also cover. This is Horizon one is now and here.

Horizon two, micromobility, basically, is for tomorrow, what's in it for us. There were some questions before we started this session about whether we'll get into other areas of mobility, like aerospace and locomotives and some of the others.

We do have an answer for that for you as well. The third lever is actually growth markets and focus.

This is really important from our perspective. We'll talk first about India for India.

We are headquartered off out of India, but our business in India has been very, very low over the last 30 years. This is going to change now starting this financial year.

There are three things about it. Number one, the India OEMs are truly becoming competitive not only in India, but by global standards.

You've seen that. Number two, the global OEMs have started to take India a lot more seriously, and they want to build India for India products here.

Some of them have started to see substantial loss in their market share in China. India is the next big market.

They're looking at for India for India. That creates an opportunity for us.

Third is there are new there are companies in India, conglomerates in India that want to get into pass-car business. The best way for them, the fastest way for them to get into that is to buy platforms from China.

This is something that has started to happen, and we are involved in about three different conversations about the same. It also creates an opportunity where we can bring a platform from China, a car vehicle platform from China, and sort of help the India OEM get into production faster and be the software and system integrator for all of them and validation, what Anup talked about earlier on, right, to put the vehicle on the road.

The last, but not the least part is, as Indian economy grows, trucks and off-highway, as the network of of infrastructure improves, trucks and off-highway will become more and more relevant, and I think we are ready. The name here is, I think, the traditional services that we've been able to sell in in markets like Germany, North America, and in in Japan, they are not going to be the same here in India.

We'll drive growth through solutions and products as well. That's about India.

The second part is about China. We've been talking about our presence in China.

We have had presence for more than 15 years. Two years ago, we decided to revamp and refresh the presence that we have with four objectives.

Number one, go there to learn from China and bring those learnings to our global OEMs. That's something that we've been doing.

Omkar, Anup, both of them spend substantial amount of time with our team in China to capture those learnings and apply them for the OEMs outside of China. This is step number one.

Step number two is to work with our global OEMs who have presence in China and help them salvage their market share. I think there are going to be more and more opportunities.

You see companies like GM, Volkswagen Group making a comeback to some extent in China by launching China for China vehicles, that are market ready. The second thing is to help them remain relevant in Chinese market.

The third part, which I talked about in in context of India, is to take China OEM platforms or help Chinese OEM become successful outside of China. You all know there is there is intense competition.

China is a 30 million passenger car market, and there are close to 100 OEMs, after 50 that have gone bankrupt. Now we are left with maybe 99.

It's a crowded space, brutally competitive. The Chinese OEMs have no choice but to look outside of China, and, there is a role that KPIT can play to help them penetrate into some of the other specific markets.

That takes me to the third part, which is Southeast Asia. India, China, now and here.

Southeast Asia is for tomorrow. Whatever will we will build in India in terms of our offerings for micromobility, we are going to take them as well as our solutions to Southeast Asia.

Why do we bring up Southeast Asia? Because there are very few OEMs.

There are a couple of them in Malaysia, one of them is owned by Chinese, there is one in Vietnam. Right, it's not just about that.

China also is looking at countries like Vietnam and Thailand as their gateway towards the rest of the world. Right, you'll see presence of Chinese OEMs increasing in Vietnam and Thailand.

That's why, we believe that our learnings from India will be a lot more applicable to countries in Southeast Asia. Last, but not the least, we are not just thinking about today and tomorrow, we are also thinking about day after tomorrow.

The next market, the next horizon of act action and activity is going to be in the Middle East and Africa. We are already thinking, what does it mean?

Right, the the the offerings that we have for the developed world are different than the offerings that we have for India and China. Similarly, the offerings for Africa are going to be very different, but they're going to be built on the back of the offerings that we'll create for India.

That's something that we'll look into day after tomorrow. That's really from geography perspective, that's really our horizon three.

This is looking at adjacencies beyond the three segments that we talked about. Number one, pass-car, that more than 75% of our business continues to come from pass-car today.

Second is trucks and off-highway, picking up quite fast for us, and we remain quite bullish. However, we started to look at micromobility, and we have Pushpahas here.

He's running micromobility for us. We've sort of revived our focus on micromobility after taking a break for six years.

This is about looking at two-wheelers and three-wheelers and the last-mile connectivity, where the real opportunity is not only in terms of creating efficient propulsion and vehicle engineering design, but the aftersales aftersales products and solutions become very relevant to them. That's something that we've started to work on.

We signed a partnership with Hero Motors recently, and that's our great way of really getting a firsthand feel for what does this look like and how we can take it to others in India and beyond. The question now is, what is deeptech?

Deeptech is something that we are sensing and scanning at this point in time, which is really our horizon three. This is where the rest of mobility We are trying to see what are the areas where we have core competencies, and how they can be made relevant to these new areas.

Now deeptech, you can talk about robotics, you can talk about aerospace, you can talk about spacetech, any of these areas within the realm of mobility. We believe that many things that we do from technology perspective are relevant to them, but it takes time to understand what that market is all about and what their KPIs are.

Most importantly, what is that compelling reason that those OEMs would want to work with KPIT? This is something that we need to figure out during the course of this year and next year.

Pretty soon, we'll be getting into some of these areas. This is another flavor that we wanted to give you in terms of thinking about three horizons in terms of the geographies as well as the market segments.

Now the next question is, okay, this will bring back growth. What does that mean to the bottom line of KPIT?

In our we've provide directionally that we'll be able to hold on to our EBITDA in the immediate future, in spite of the headwinds, we'll capitalize on the tailwinds that we have. More importantly, in the midterm, we want to increase our margins.

We are very clear about that, so that our ability to invest continue to make investment in the future technologies, remains valid. Here are the levers by which we are improving our efficiency overall.

Let me start with the last one first. Over the last three years, consistently per person revenue and per person contribution for KPIT has gone up, and we believe that it will continue to go up in future.

That means, there can be a tremendous cost leverage in terms of overall efficiency and improvement. This is This is going to be one of the most important levers in future.

Now I'll go in the, first through four, sort of a sequence. Number one, I already talked about why it's important to get into outcome-based model, right?

We want to get into outcome-based model so that we can help our clients get to their production program faster, cheaper, and in a more reliable manner. We can also free up their bandwidth to do other things that are relevant to them, right, whereas we take care of delivering entire software very well tested, integrated on the on the road for them.

Second part is Anup talked about the set of solutions. I forget which color it was on Anup's presentation, but we have we have a whole bunch of solutions that we have built, and essentially, they create tremendous value for the clients, and they they also shorten the the time frames towards production for our clients.

More we do, greater benefit the clients get without compromising our margins. The third part is we already talked about products.

They are sort of the backbone. Anup actually demonstrated the V-cycle.

The V-cycle also has AI infrastructure. There are set of tools.

They are also KPIT tools from Technica and KPIT's own tool. We are not just limiting ourselves in this case to the software part, correct?

It's a it's a complete V-cycle solution that we take to our clients. Then in the new markets, whether it's India, China, Southeast Asia, and Africa, unlike the Western world where we started with services and then sort of we are in the process of graduating to solutions and products, we'll take the products and solutions first approach to the new markets, starting with India, Southeast Asia, and then in Africa, right?

That means, it's going to be a lot more cost-effective for the buyers and a lot more profitable for KPIT. These are the five levers by which we believe that that'll give us the ability to continue to make tremendous investments in in the future of our technologies, at the same time, have profitable growth for our company.

Switching gears a little bit, and I wanted to take a couple of minutes to talk about while we love to talk about the technology that we bring and the difference that we make to mobility, we are also very proud of our vision. When new beginning of KPIT happened in in early 2019, it took us about 9 months to come up with a vision.

We involved about 300 people to come up with the vision of the company, and we came up with the vision of reimagining mobility with you means, all of our stakeholders, for cleaner, safer, and smarter world. One thing that we are 500% proud of among other things is everything that we do, each one of us, all 13,000 employees across the globe, we help our OEMs make their vehicles cleaner, safer, or smarter.

We are very proud of, making our vision the reality. We live it every day, and, we are in a very fortunate position to be doing that.

However, it's one thing to have the vision and align your business model towards the vision. I think that's something that has happened really well.

From sustainability perspective, we needed to do something more. For that, we launched EcoVoyage two years ago with very specific ESG-related goals, and we have actually signed up with science-based targets now.

We are committed to being a net zero organization by 2050. There is an important milestone that we will hit in 2030, which is reducing our own carbon footprint by more than 40%, and we are already made tremendous progress towards it.

This is one part. On the environment side, that's what we have signed up for, and that's what we will do, and we are pretty sure our When you put in science-based target, it's cast in stone.

We just wanted to give ourselves a little more space by signing up for 2050. Our internal goal, obviously, is to achieve it, before 2040.

We'll see how it goes. Anup and Gaurav with AI have created new complications for us, we have to learn to deal with that.

On the social front, I think this is something that we've been doing since the beginning of our organization. We've been committed to the social causes, anchored on three E's, it's environment, education, energy, with employee engagement.

That has been our CSR sort of a tag line. All the work that we do has tremendous impact on the environment.

We also take lot of initiatives to educate people right from school-going kids to college-going to Ph.D. programs.

That's something that we continue to do on a large scale. Just having targets related to environment and social is not good enough.

You need to have solid governance to lead with that, and we have created a A, we have made commitments, and secondly, we've put a stringent governance to make sure that we are staying on top of it. This is what I wanted to share with all of you.

I would love to talk to you about midterm outlook, but you may want to hear this from Kishor. Kishor, back to you.

Thank you. I'm hoping that

I will also get claps at the end of this. [laughter] So, this is what we had talked about FY '27.

It's a First, we have to say that it's a positive environment in FY '27. I must say that all across, we are seeing a good traction.

I think we have some road a little bit of a few issues to tackle in the early part of the year, but we are seeing a very positive environment in FY '27. Two of our largest SDV programs coming to an end, but the revenue will be largely compensated by growth in newly acquired accounts.

That's the second part I want to consider. Continuation of this program would have resulted in 4% to 5% sequential growth for the year.

You can just say to we would have been in a very, very good situation, a little bit now it will get compromised, but I just wanted to tell you the kind of growth we are creating into new accounts. Solid growth is expected from trucks and off-highway, USA, India.

India, we will be almost doubling. It's a small base, but doubling the revenue.

China, which is also again have grown reasonably well. Connected vehicles, aftersales, and autonomous driving, which we are expecting growth, which these are the areas where we will have substantial growth.

We expect 30% year-on-year revenue growth in solution and products, and we hope it will increase over the period. This is very important, because this will drive the profitability also, as Sachin mentioned.

It will drive profitability. EBITDA, 20.5% to 21.2% post increasing investment in AI solutions and products, competency development, and new markets.

We will increase our profitability. We have just given a range, because the currency moments, etc., we really don't know what happens, and it has a reasonable impact.

This is about FY '27. In midterm, we believe the growth is driven by wallet share improvement in the current account, new account wins, which we are very, very they're very promising, and expansion across new geography and adjacencies.

See, I will tell you one thing. We will pick up adjacencies, Sachin talked about it, where we can really pivot our automotive-like story in next four years.

This has to be an area which has of a high spend in a really tech-enabled area, very tech-enabled area, and we have we will only go for a leadership, we'll only go for the leadership in in a medium term. That's what we are we are used to, and that's what we will go for.

We have opportunity for annualized sustainable double-digit growth, and I can tell you that I've been a little we want to be make sure that we do not want to overcommit. We have generally done this.

We we will be in a position to We believe that the opportunity is big. If little bit of a help from environment, we can significantly grow in years to come, again go back to the old days.

50% revenue share to be achieved from solutions and product. This is very important.

See, the revenue part, which is in FY '26, which is 85% of our this, 15% is solution and product, which will move to 60% in three years. This is in terms of 40%.

We expect the EBITDA to be between 22% to 24% from where we are today. This is what we are looking at.

We do believe that we can bring back a a significant profitable growth in the medium term. Medium term is a year after this next next two years, next few years.

We can, we can again go back to the ways we are more familiar with, and build a much larger canvas for us growth, not only for next two years, but much longer time. That's what we are looking for.

This is what we have. Thank you very much for the time, and we'll take the question.

Thanks.

Hi, Chandramouli Muthiah from Goldman Sachs. Thank you very much for the detailed presentations to all the members of the management who presented.

Very useful insights to understand the journey going forward. I have three questions.

The first one is just on this pivot on your sort of slide on the industry that mostly incremental spend over the next few years might be in the AD/ADAS space. KPIT in the past has had a reasonably good share of its own revenue come from AD/ADAS.

At this stage, it looks like most of the spend on AD/ADAS, the big spend is happening with the new-age OEMs, Waymo, Tesla, some of the Chinese OEMs, some of the Korean OEMs. Just want to understand amongst the legacy players, which is your key focus, how AD/ADAS will progress in that context, will majority of the spend be with some of the new-age OEMs and how KPIT can leverage itself for that opportunity?

The second one is just to understand the 4% to 5% sequential growth opportunity through FY '27, if there was no ramp-down in the two large programs you spoke about. At this stage, KPIT is close to a $750 million kind of revenue organization.

Just want to understand on an annual basis, what is the gap in revenue that has to be covered with these newly acquired accounts to do the growth aspiration that you might have for the year in FY '27? The third bit is just on the 22% to 24% EBITDA margin range, what are the drivers of that transition from the current sort of mid-20%, 20.5% kind of range to a 22% to 24% range?

Is that more to do with products and solutions being a larger share? What's the difference between products and solutions versus what the legacy business is in terms of margin opportunity set?

What role does AI play in that sort of transition? Those are my three questions.

Thank you.

First thing is on autonomous part. I will take it from there.

It's a for every client, for example, any legacy OEMs which they have built the solutions, they have been in a position to go to to level 2 or 2+ level, and now they have to move towards that, and there they have realized most of them they have realized that they will have to source from they will have a different partner. Like for example, if you talk about Chinese or that part, there's a player called Momenta.

If you talk about, other other players, we talked about Helm where we had done this, there are players in Europe. This these are this.

I think we, as I mentioned earlier, the main opportunity for us So, first, this is an opportunity across the OEM. That's where the spend, I said, it will accelerate.

Last few years, if it had slowed down, the autonomous area. It will accelerate, and our opportunity is in terms of validation and simulation and the what we can take.

There are a few things we have demonstrating how things will work also, how we will do it. That will be the big area for us, and also of course, some of the areas we can add to that.

The second part is off-highway and commercial vehicles. They are looking at also autonomy.

That is another area which will be the area of growth. I think these are some of the area.

In terms of new adjacencies we are talking about, there are also autonomy opportunities. These are This is I I hope I have answered the question whether it is this.

Just to tell you, we do work with all these company, including Momenta. We also sell our products to some of these companies.

We also work in their implementations in out for other clients. We already have that experience and, this build this kind of a thing.

That's the first question. The second question I will take, and I will come to this is the margin.

The margin growth will come through, as as we said, we believe that we will be in a position to increase our gross contribution significantly through our approach of solutions and products. Of course, you know the products typically we gross margins will be much higher.

The solutions also the margins will be higher, because we will have our own, I would say, the we we call it PTS, we we we have the assets, reusable assets, along with the AI-infused solutions. We will be in a position to really improve our margins substantially.

That is really the way we have build the organization within the practices we have. With that, we will be in a position to improve the margin.

That's the first part. The second part is of course the business model change, which we will do, and which is becoming more fixed-price, AI-infused solutions.

These are a couple of areas which I can call out. There may be, of course, as Sachin mentioned, we will be using AI internally, we can have efficiency in terms of SG&A and all that.

I think the key drivers are the first two I talked about. The third area, you asked me about 4% to 5%.

I just mentioned this about this year that because this was a big program, this is this is a big drop for us for the first half of the year. That will be a significant part for us.

The calculation, right? If it is a 4%, what we 3% to 4%, if you look at on our quarter revenue.

That's something kind of an impact we will have, and we will try to first cover that and then later on go go beyond it. That's the this is this.

Got it. Got it.

That's helpful. Just to clarify that, 4% to 5% is 4Q to 1Q?

Once you sort of lap that, then that's sort of behind you for the rest of the year, is that?

There are two things I want to say is these clients, we already have more pipeline. We are going for some more work.

The only thing is there is a gap. It's not that this is stopped and then you will get that.

Also, at some point of time, they will look at the new architecture, new production programs, other parts. We have those kind of an engagement.

They may not exactly be equal to the kind of a drop we may have, but even these clients, we have more business to cover. First is something we will make up by that, and the second we'll make up by the new clients which we are.

Got it. Got it.

Then just the other follow-up question I had is just on the current state of spending. I think, Sachin, you mentioned there's been challenge after challenge over the past four, five years, which you've sort of tried to manage through.

In the current environment where there's higher oil prices globally and the automotive companies in certain geographies might have some shortfall in cash flow, what impact does that have on maybe the near term in terms of when they choose to reopen their purses on broader futuristic R&D and spending?

We're not seeing the impact on the OEMs yet because of the conflict that we are seeing at this point in time. We'll see when it gets resolved.

I think if it continues beyond 3 to 6 months, it'll have repercussions that will be macro. At that time, we may have to think about it, but today we are not in any of our conversations with any of our clients, this is not coming up.

I think they are solely focused on rationalizing their cost and creating funds to invest into the future programs. I think that's what they are solely focused on.

Those conversations are not coming in. It may impact the truck business faster than the pass-car business, if this continues beyond a period of time.

We are watchful about it. All our clients are watchful about it, but nobody's taking any actions as of now.

Got it. Just lastly, there was an interesting presentation on the India opportunity, Global for India, India for India.

I think you've already announced an engagement with JSW Motors, which potentially comes out with their first vehicle for India later this year. Just want to understand today, what is India as a percentage of your revenue, and in your journey over the next 3 to 5 years, where do you envision this as a contributor, just given that a lot of the new EVs, new hybrids that are coming in the Indian market are pretty software-intensive?

Yeah. Right now, we are about

4%

of our revenues are from India, and they will increase substantially. The share will go up, and we do believe that if it is going to be the third largest market, that's why we are doubling down.

If it is going to be, in my view, 10 years second largest market, we would like to really double down and play a very dominant role in this market.

All right. Thank you very much, and all the best.

Thank you.

Thank you, Chandramouli. Yeah.

Thank you for the opportunity, sir. This is Vimal Gohil from Alchemy Capital.

Sir, my question is around, you mentioned reusable assets and solutions in the presentation. I just wanted to ask, how are these solutions competing with the Chinese counterparts?

Because, one, globally, we've seen a massive flip-flop. EVs took a back seat last year.

Now, suddenly, you're seeing the near-term data on EVs growing 50% in some markets because of what we're seeing on the oil price. There could be another flip on that, and the OEMs will have to be very, very agile.

There are certain quick-to-use Chinese products or IPs available, plus there is the Google and the Apple ecosystem also that's available on the front end. How are our products sort of working over there?

That's point number one. Lastly, on this R&D aggressive experimentation strategy that we've sort of capitalized over the last three, four, five years, that is moving towards more disciplined, capital efficiency by these OEMs.

How are we looking to maneuver that aspect? That'll be helpful.

I'll give you a first answer. You can add if you want to.

The second answer, I will tell you, is we talked about is improving our wallet share and going with a product and solution. Instead of, see, the fundamentally the shift in the services business is doing a work with somebody else in terms of a T&M or then later on fixed in terms of getting work done, then whether we can do it ourselves, whether we can do it in GCCs is versus having a solution, full-fledged solution, somebody ready to take the ownership and doing it faster and with innovation.

That is the basically fundamental thing. That's why we mentioned about how we will increase our wallet share, and that is something we measure every time.

I think that's how we would like to increase that. The second thing is we showed the McKinsey numbers also.

There is a shift in the spend, but actually the overall spend is increasing. Somewhere else it will get cut down, but overall spend will increase.

This is the answer for the second question. About the Chinese OEM, I can tell you that there are Chinese has been very successful in China.

When you go outside China, their ecosystem does not work. One of the best benefit of Chinese OEM is in China, is because of their ecosystem.

One of the reason they find favor with KPIT is also because of a very strong partner and the trusted partner to the OEM outside China. That's why they are ready to partner with us for going outside China.

Many of these we find more traction than others. To answer your question, we believe with the AI-based and these solutions, our solutions will be as good, if not better, because many of these solutions are localized also.

They need a localized law, localized proven way of working. China is a special market.

It works in a different way. Having that understanding of different market, working in that market will give us a unique advantage.

Sir,

just one clarification or one question here, a fresh question, is some of these Chinese specialist automotive ER&D specialists are working with very high gross margins. That is their revenue per employee is significantly higher, but their investments into R&D are far, far above the industry average, and they are working on negative EBITDA margins.

In that context, plus they are going global as well. They're working with some of these larger OEMs.

We will be encountering them when we sit across the table for most of these OEMs that we work with. To that extent, we are talking of expansion of EBITDA margins from the current 20-odd levels to 22% to 24%.

If you can just maybe reconcile the math here, that we are competing with them plus we are talking about expanding EBITDA margins.

I don't know whether you have a specific example, but we know all the Chinese players. There's some places we have come across some of this, but we can compete with them favorably outside China.

In China, we are building our capacity to basically we talked about in certain products and solutions, just to give you, the validation, the products which we have, we are selling it to all the top OEMs in China. We are also, if you look at, some solutions like aftersales, these are we are selling.

There is a very good interest in China to do that. I don't see anything.

I'm sure there will be good at some places. I'm not saying everywhere we will be the.

Let me add to what Kishor is saying. If you look at China, number one, it's their EV platform or their batteries, that's their biggest export as of now.

The second part, their hope is they will also sell the software platform, right, on top of that. To us, the EV platform and the battery is complement.

This is where we can play the integration, validation, production, because they don't have that experience. They don't have the local capability.

For some of our OEMs, we are already working with Chinese Tier 1s or Tier 2s, for that matter, to help them go into production, right? That is very complementary to what we're doing.

As far as the software stack is concerned, that's where the exposure could be. Yes, potential threat, but I think we're going to take them head-on.

That's why, Anup presented the V-cycle and the solutions that we are building. We think that they are a lot more robust, and they are actually localized in different markets where Chinese don't have the same kind of experience.

Yes, they are going to be complementary in some areas. There will be some competition, but I think we are on.

Thank you. Sir, one percentage of revenues coming from China, that will help.

You've given the number on India, that is 4%.

We would not like to talk about that, but it is similar to India.

Thank you so much, sir, and all the very best.

Thank you. Hi.

Hiren here. Just want a sense of when I just see the automotive landscape at least also in India, is that somehow over the last few years, the Japanese seem to have lost their way, right?

There used to be a lot of new products. The Japanese OEMs were looked at very favorably in a country like India for reliability of their cars, fuel efficiency, etc.

Last few years, they seem to have lost their mojo. It so happens that also your ramp-down seems to be from a Japanese OEM, right?

I think when there was a way early wave of electrification and EV, I think they were still batting and rooting for hybrids. All three will coexist.

Even what are you seeing, what are these Japanese OEMs thinking? Because they are very large players globally, right?

Not just in India, but I somehow feel that they seem to be losing their way even globally. What is the thinking?

Usually they take a lot of time to decide and then they move and hopefully, that will help us get more business from the Japanese OEMs?

Sachin.

Let's talk about three specific ones, correct? The biggest one, if you look at them, they've done reasonably well as compared to anybody else, the big Japanese OEM, right?

Toyota.

They're still the biggest. The drop in their profitability was comparatively lower.

Sales actually went up, right, compared to everybody else. They are fairly resilient, because they have global footprint, and they have been able to localize their products everywhere, right?

They are the ones, if you look at on the SDV journey, they're the most backward, right? That says something about it.

They do have a little bit of a runway before they start to lose market share in the bigger markets. I'm talking about globally, not just about India, generally speaking.

Now, I think there is an opportunity for us to help someone like Toyota rapidly get on to their SDV journey and also get into multiple powertrains, right? They're still number one when it comes to hybrid, right?

They were the first ones, and they continue to dominate, and I think in some markets, it makes perfect sense, for instance, US, right, which is the most profitable market for them. Yes, they've taken a little bit longer.

They decided to double down on hybrid as opposed to BEV. If you look at what they have done in China, Toyota launched a battery electric vehicle with level 2+ autonomy stack from Momenta, actually.

They're actually gaining slight bit of market share in China, right? I think they are taking some steps to get there, and to us, it's an opportunity.

Nissan has gone through a difficult period, but they are coming back slowly, right? I think they're cutting costs dramatically, and they're trying to figure out which are the markets that are really important to them and where they'll remain relevant.

From Honda, US is the market right now. That's where they make money, and that's where they're still really well, and people believe in Honda cars, right, in the US.

However, they have sort of all three of them, except for Toyota in the recent past, they have dramatically lost their market share in China, right? That's where they lost the game.

Because Chinese presence is also expanding in Southeast Asia and Latin America, that's where they're facing competition on the battery electric vehicle. However, these markets, it's only 10% to 15% battery electric vehicle penetration.

As far as the remaining 80%, 85%, it's still Toyota largely, and maybe bit of Honda and Nissan in those. To your point, yes, there is a challenge.

All three of them are dealing with it little differently. I think in the recent past, there has been a bigger wake-up call, and you've started to see actions from Nissan in last one year, and you'll see similar actions from Honda in the next 1 to 2, right, to really find out which market are going to define them in future and what's going to be their differentiator.

They're betting big. They've been betting big on hydrogen, on sodium cells as well.

I think they're trying to now disrupt the China. They've probably given up on the pure battery electric part, right?

They're saying now, how to disrupt China beyond battery electric, that's the thinking. We'll see how this unfolds.

I think you're spot-on. Nissan has been in trouble, now Honda is getting in trouble, and if Toyota doesn't change their ways, they can potentially get in trouble in couple of years.

Hi. Am I audible?

Hello.

Hi. My name is Arun, and I am a qualified chartered accountant.

I'm from Serene Alpha. Just having one question.

You mentioned about the middleware and the QNX part, right? When do we expect these things to get normalized, and we can expect some incremental contribution from the QNX part?

I think I mentioned a bit that when the new architecture programs will start coming in, I think that's when that will come. In off-highway commercial, there is already an opportunity for us to introduce, I think.

There are both on pass-car as well as off-highway commercial, it will take some time, because typically, with multiple changes, there is a 1 to 2 years delay in these programs. That's when it would come up.

Anup, you have any quick.

Just one clarification, not all middleware from KPIT perspective equals to QNX. QNX is a platform.

QNX platform wherever it goes, KPIT will go in terms of its implementation partner. However, the middleware demand will, to Kishor's point, sort of start to pick up for us in trucks and off-highway as we do more and more of their software-defined machine programs.

Understood. Just one more thing.

These TCVs wins in this quarter, there is a significant jump. Coincidentally, it is at the same time when we are seeing these two big SDVs are coming to an end.

Just trying to understand how we managed a significant jump in this TCV in this particular quarter and not in the earlier quarters. Secondly, how do you think what can be the new base for this TCV wins for us in maybe the upcoming quarter, sir?

First thing is we are happy that I hope you are also happy [laughter] that it has come in time. It has come on the back of, I said, off-highway commercial and few other strong wins we had and also other our traditional clients also.

It's a process. I think it just worked out during this quarter.

I can't say specifically what it is, but typically, I cannot say what is the minimum we will earn every quarter in terms of wins, but I think looking at the market, I think we see that much stronger wins as compared to the last year every quarter.

I think quarter-on-quarter, there will be variability, because they are very different. If you take a six-monthly, yearly view, you'll see change year-on-year quite a bit in a positive direction.

Please understand, some of these are multiyear, so that's why what Sachin mentioned, if you win a one large it may not happen every quarter, but typically, we see a stronger traction as compared to the last year.

Got it, sir. That's it from my side.

Thank you.

Yeah. Hi.

Good evening. This is Mohit Chandani from Ambit.

My first question was, in your conversations with European and North American OEMs, how are they responding to all the challenges that they are facing? They saw EVs decline significantly, had to write off, now they're facing competition with China.

Is the focus right now very firmly on cost consolidation, where they just want to preserve their market share? Or do you see any change in terms of appetite for them to maybe even increase or improve their SDV spends?

That's the first question.

Sure. Two separate markets, different strategies, right?

If you look at, and I'm generalizing, first, let's take Europe, because that's where the pressure is the highest. There are tariffs, and then there is more intense Chinese competition not only in Europe, but also in China for the European OEMs, right?

They are under lot more pressure than the American ones at this point in time. Their strategy is essentially they have to dramatically reduce their cost.

Two things: A, cost of the product; and cost of production. That's really their focus.

When we look at them, there are still a lot of inefficiencies. Their ecosystem is also very localized to Germany and Western Europe, sometimes in Eastern Europe.

They are taking a very hard look. What was working in their favor is going against them now, right?

This is what helped them build true engineering excellence, right, and the kind of vehicles that they have built. Now that is getting disrupted because of the Chinese OEMs.

A, they have to let go of that, and then they have to look at new set of partners. Some will come from China, some will come from India.

That's exactly what they are going through. The net-net of that is, A, there is a lot of cost that they can save, both on the product side as well as in the production side, by just relooking at how they do this work, right, and with whom they do this work, right?

There is tremendous headroom for them to reduce the cost there. That's what we are seeing in Europe at this point in time with all the three OEMs.

Now one of them specifically is already thinking about the future, right, and In pockets, they are already thinking about it, but they'll think about it, maybe once they get their cost lot more aligned to the future business, right? That's some color to what we are seeing at.

I'm generalizing this for all of Europe. When I say this, it's mostly about Germany.

Of course, there are other nuances in UK and France. In North America, there are two now, right, besides Tesla.

For them, they are in a protected market. If you see, 80% of their sales, Chinmay, if I'm not mistaken, both for GM and Ford, are actually in North America, and that's where they don't have Chinese competition, right?

Their hope is that they will not have Chinese competition in the immediate future. Their view is very different.

They are actually investing in the future, and when it comes to General Motors, they're actually working on the second generation of SDV as we speak, correct? The other one has scrapped their next generation, but they're working on an intermediate.

I think the approaches are very different. They are remaining focused on the vehicles that make money for them in the US, which are largely the SUVs, and they're doubling down on that, right?

If you look at it, there is very little demand for electric vehicles in the US, especially now that the benefits have gone away, right? The government support has gone away.

They're scrapping their electric programs and doubling down on ICE as well as hybrid, right? One of them has created a separate company in California that they think can compete with the Chinese, right?

What does that mean, right? In Europe, it creates a tremendous opportunity for us to be part of their new ecosystem in a more strategic manner.

In the US, we are already part of their future programs that are necessary for them to remain relevant and competitive in the US. Now in the US, for these two OEMs, even though they don't have competition from China, but guess who they have competition from?

It's the other OEMs from Japan, Korea, and Europe, correct? Because for them, China is not their number one market anymore, it's the US, right?

They still have to remain competitive in their own way, and that creates an opportunity for KPIT.

Got it. Thank you for that very detailed response.

Secondly, if I'm just looking at the off-highway segment, right, and that's something that you've talked about will be a big growth driver. Now I understand the size of the automotive software market for pass-car, but how big do you think is the market for off-highway?

Is adoption or requirement for software really as high to compensate for any decline that you're seeing in the pass-car segments?

Number one, just to get this out of the way, there is no decline that we are seeing, [laughter] If you remember our second slide, we do believe that the spend will go up. There is a reset of that spend, but the spend will go up in pass-car.

We're not giving up on passenger cars. It's our bread and butter, will continue to remain our bread and butter going forward.

However, as the size of our company grows, we need to also expand our horizon in a very strategic manner. That's exactly what we are doing by looking at trucks and off-highway.

The spend is very different. A, the number of OEMs that exist in trucks outside of China are very limited.

There are five that dominate probably 80% of the market share globally, right, outside of China. The spend is limited to them.

Off-highway is a different thing, right? There are five big ones globally, but then there are a lot of local ones in Europe, in India, Southeast Asia, and so forth, right, and in the US as well.

Their spend is not quite as much as passenger car. Number of vehicles sold, right, you're talking about 90 million versus less than a million, right?

It's not the same. However, their applications are very different, and they're 15 years behind when it comes to making investments in software.

That creates headroom for us to grow for the next several years along with that. If that answers your question.

Understood. Thanks for that.

Just lastly, trying to understand these ramp-downs that you're talking about a little bit better, was it this was a planned ramp-down where a project basically naturally ended its lifecycle, or was there a change in strategy that caused this decline? Do you also see some of your other large projects also ramping down, say, at the end of FY '27 or in FY '28?

A very good question, and I'm glad you asked that question, because one was a planned, and we are very proud to say that there'll be an SDV hitting the ground running in a more efficient manner in the next 3 to 6 months. That's the program that will get over.

We are already signing up for serial life programs with them. The quantum will not be same as the large one-time SDV program that we did.

It's the future work that we'll continue to do with this OEM. The other one was a surprise not only to us, but to the rest of the world, when that OEM decided to stop their EV programs, the launch of this, and they decided to take a $15 billion hit, one-time hit, right, on their balance sheet.

That was a surprise and a very unpleasant one for us. That's life.

The other question is, A, in the foreseeable future, we don't see any other programs coming to an abrupt end. Right, I'm just quickly scanning all our OEM engagement as you ask that question, not likely at this point in time.

We don't see it not definitely to the tune of what we saw with this particular OEM, right? That's really the second part.

The reason we talked about building resilience growth is we have to be ready for these kinds of surprises. Some are pleasant, some are not so pleasant, right?

Irrespective of that, we need to learn to grow.

Great. Thank you so much.

Sir,

Abhishek Gupta from Axis Mutual Fund. Sir, just to start with on this quarter, there was a decline in the strategic clients, revenue from the strategic clients.

The SDV programs which will stop in the next two quarters, does it had the incremental impact they are our strategic client, first of all? That had the impact, incremental impact, in this quarter in that account?

First on that. Secondly, sir,

Yes.

On the Japan market, sir, basically, Honda is declining for us, right? Despite of that, we are seeing growth in the Japan market.

Incrementally, we are seeing the SDV program for them is stopping, and that might impact our incoming quarters. The growth which we saw in Japan market in this quarter, is it a more of a one-time thing, or it's going to be incremental opportunities over there, but it won't be able to backfill the Honda yet?

Just two on this quarter, first of all.

The first question is the planned ramp-down of one OEM that has been happening as it gets to the production. Some of the strategic business that has gone down with one planned OEM, it actually started to impact us not only in Q4, but in Q3 as well, right?

Little bit happened in Q3, little bit happened in Q4. We'll feel more impact in Q1 now of that, which has been planned, right?

No surprises to us in that. The second one was a surprise, which was a program, unfortunately, very close to the production, right, unfortunately.

There was a little bit of a reduction in Q4, but the dramatic reduction actually happens in Q1, right? As far as the Japan is concerned, yes, we've had tremendous growth.

What we are going to do in future is not have one-pony story in Japan, right? You saw a partnership with a Tier 1 now in Japan.

There are three truck and off-highway OEMs that we are targeting and the remaining two pass-car OEMs that we talked about earlier on, especially the big one. Right, hopefully, it'll take time, but the thing is, in the midterm, we'll have lot more broader-based growth coming out of Japan.

This quarter growth is Asia, it has also India growth. It's not only Japan.

Got it, sir. Secondly, sir, in your second slide on the passenger vehicle spends from '26 to FY '30, we saw increases happening over there.

Sir, if I look at the European OEMs and their recent commentary as well as presentation, everybody till FY '29 seems to be cutting down on their budgets. If I compare on the Japanese market, we are still very young over there, and we are just still growing.

The spends increase which we are seeing over there, is it more traction from the Indian market, that is what getting reflected over there? Why is that spend increasing if the biggest market of our Europe, all the OEMs are starting to cut down on their R&D spends and they have been very blunt about that in the market?

You want to answer?

No, I can.

All right. People are cutting costs, right, especially in Europe.

It's not necessarily R&D spend, the cost is going down so that they can continue to spend money where it matters to them from future perspective. Fortunately for us, it is also software.

Now within that, there are inefficiencies in which they spend money, right? Working with the local ecosystem, where the costs are very high and the lock-in is a lot longer, right?

KPIT can provide flexibility, especially given our products and solution, we can do all of this lot more efficiently for them, right? That's really our opportunity.

Overall, I think in markets like India, the West Coast of the US, China, in parts of Korea and Japan, the spend will continue to go up, and that's the reflection that you see. It's also true in North America, for that matter, right?

I talked about West Coast, but I'm also talking about Detroit, right? The spend will go up.

There is a reset that everybody's trying to do in the last couple of years. I think some of it is behind them, now that there is a clear roadmap.

If you look at the reports from McKinsey earlier on, the spend percentage went up even more significantly, it's already come down to some extent, and this is the latest one that we have. We have our own ways of validating this by having real conversations with the clients.

We believe that this is roughly what it's going to be. We just have to figure out how much of that we can capture going forward.

Got it. Sir, lastly, from my side, for beyond FY '27, seems to be very confident on our solutions and products side of the business, it will be 50% and more.

The new products which you are taking to our clients, it will be more of a replacement products, which will be our competitor over there, or it will be a fully net new or more what we say, these clients which we have, they don't have that tech adoption yet in their system, and this will make them more efficient, more of operationally effective, what is our target client doing, sir?

Anup, go ahead.

Yeah. It's a mix.

No black-and-white answer on this, it's a mix of it. Even for the replacement category, there is obviously new things that we are bringing to the table, and that is why the replacement is important.

The end-to-end part of it is there. There is AI introduced into that, and there are few things that are really the new problems that we are addressing, and we've been working on this for quite some time.

These are not really new. The early market tests have been done already.

Another way to answer that question is, if you look at products, our products, they're actually replacing something that has been provided by somebody else, right? It's completely a replacement.

When it comes to our solutions, it's a little more disruptive. It's not replacing like-to-like, but it's replacing an ecosystem to some extent of the OEM, right?

There is a subtle, not subtle, obvious difference between the two.

Hi, Kishor. This is Soumitra from Avendus.

Just continuing the question that Abhishek just asked. Roughly, we are around $727 million, $730 million in revenues.

In three years' time, even if we were to reach roughly $950 million to $1 billion in revenues, we are targeting around $550 million to $600 million from the solutions and products, and we are currently at about $110-odd million. Roughly, we will grow 30% this year, but for the next two years or next three years, in that case, the number will have to grow up 3 to 4x.

Is the understanding correct? I just wanted to understand the back-of-the-envelope calculation.

Absolutely. I think there are two things to it.

One is most of the current business, as we said, fixed-price was the first step, but then that will get converted into AI-infused solution. That is the first step.

Many of this will get converted into AI-infused solution, which will give us a better productivity and margins and more ownership, and that's why the scale will grow. That's the first part.

The second is the product. I think from that perspective, that number would be fine.

I think we believe actually that's a non-linear growth. 100% we cannot say, but we believe that's a very reasonable number.

Okay. Second question is on this market share thing.

When you look yourself with your competitors in any deal, especially given the fact that Infosys acquired in-tech, HCL acquired ASAP, when you do a volume-based market share calculation in the last 12 to 18 months of all the deals that have happened in the market, has there been any market share loss? You would have ended up winning six deals in a normal scenario.

Has the competition increased, which resulted in six maybe coming down to five or so?

You can look at the revenues of some entities which you talked about, all these what has happened to their revenues actually. To answer very quickly, we are not seen any loss to this.

Actually, in Europe specifically, our biggest opportunity is consolidation, which is happening, and KPIT is certainly a major beneficiary of it.

Okay. Thank you.

Thanks.

Hi, it's Kawaljeet from Kotak Institutional Equities. Can you hear me?

Can you speak up a little bit, please?

Hi. It's Kawaljeet from Kotak Institutional Equities.

My question is that in Europe, there are plenty of assets available for sale, whether it's Bertrand, EDAG, maybe there are a lot of players attached to the Cariad ecosystem. Do any of those assets interest you?

Second is that in mechanical engineering, are there any parts of the mechanical engineering ecosystem which will be of interest to KPIT, or would the focus continue to be on embedded and software?

Coming to your first question, I think you look at their performance, most of these companies are struggling, both in terms of revenue and this, having so many employees in that part of the world with less than 35 hours a week with that kind of a cost is a liability in some sense. Most of these companies you're talking about, some of the OEMs have a stake in this companies, but they are preferring to move away, because from their perspective, the value is actually reducing their cost, bringing innovation, bringing the best practices from the other organization.

They are moving. We have seen all these assets, and I think as Anup said, some of the disruptions which are coming and the kind of products and solutions we are bringing, they're far superior to what these companies have.

That is the first question. Of course, they are not cost-competitive, which is a biggest concern for the OEMs.

That is the first. On the mechanical side, I think the Caresoft acquisition when we did, I think there are two things.

First is very important in off-highway commercial, because there is overall mechanical content is high. In some of these areas, it's important.

In the pass-car, cost reduction is a very important part. We're focusing on the cost reduction part, wherever we can bring the cost reduction.

The third part which we are focusing is the manufacturing part, manufacturing efficiency, because that's where they're trying to reduce the cost of manufacturing, as Sachin mentioned earlier, like Europe or other parts. We have got some of these capabilities ourselves as well as through the acquisition of Caresoft.

That's what we are developing.

Just a follow-up question. If you look at the German car manufacturers, especially the one whose name starts with V, they have farmed out multiple contracts away from the likes of EDAG and etc.

to offshore players, but there have been massive delays, and in some cases, not even ramp-ups. What explains the reluctance for actually those ramp-up in contracts which have been delayed for really long time?

I did not get that.

He's talking about V.

VW, yeah.

That is trying to consolidate the business to India. Ah.

He thinks that the ramp-up is not happening properly.

Okay. Okay.

I think I cannot go into details about every OEM, but in this case, if you can check their biggest success or the largest part of their success, whatever they have got is with KPIT. They're seeing the success.

They have seen the success already.

Hello? Yeah.

Hi. This is Rahul from Daulat Capital.

Sachin, you talked about that wallet share expansion thought process from 10% plus now to eventually going to 20 20%. Is this going to come because of our cost-effectiveness, solutioning, or some of that AI harness thing that you talked about in that Anup chart?

What are the key drivers for that?

All of the above. In all honesty, it's all of the above.

What we are trying to do is we have to help them create efficiency within their own system, correct? I think that's the part, and that's why our solutions are going to be helpful.

Use of AI in the programs that we deliver is going to be very useful, and that's what is creating differentiator. When we are working on any kind of engagements in a competitive scenario, we end up winning not because we offer the lowest cost, we offer the highest reliability and the greatest return on their investment, right?

That has been sort of the differentiator for us. We believe that all three things that you mentioned are going to help us.

The 10% wallet share, it will increase by 20% in the immediate future, right? It will not move from 10% to 20% of their wallet share.

It will increase by 20% this year. That's really the goal that we are taking in every cell.

We believe that this is how we're going to do it. AI is going to be a big part of that.

Our products are going to be a good part of that. That's all that I can say.

Yeah. Just last one for Kishor.

You talked about that 30% kind of a growth is a possibility on the product solution side. Yeah.

Sorry, can you?

Yeah.

Yeah.

The other maths of it is some part of our existing services pool would kind of be converted into the product solution bucket. In that process, do we see some kind of shrinkage that might happen to our existing scope of work, or it will not harm that in a short term?

No, it won't harm in that way. In one or two cases, it can happen, smaller projects, but largely, the idea is to take a larger responsibility to take the ownership.

There will be an efficiency, but you are doing a more work. That's how it will happen.

Sure. Thank you.

All right.

Good evening, and thanks for taking the follow-up. Just want to understand the CyIQ acquisition and also some of the work that it does.

If I look at the historical revenues, there was a sharp in for the company in the last 2 years. What drove that?

Also, can I get a sense of other than Volkswagen, does the company work with some other clients as well? What's the strategy for the company?

I can talk about [unclear]. I'll take the technology.

Sir,

This is Mohit Chandani from Ambit, yeah.

Hello. Can you hear me?

Yeah. If you look at almost all the acquisitions that we have done or all the partnerships that we have done, we are taking a look at an expertise which is probably constrained by something, but we know that it is a great expertise.

Then we basically try to look at how to take that expertise to the rest of the customers that we have. In CyIQ, if you look at it from a cybersecurity perspective, there are loads of offerings.

We didn't talk about most of them. If you look at in-vehicle and outside the vehicle, there is a good portfolio of work that is way ahead of everything else that has been done.

Then when you look at the competency of the people there, what they are capable of doing, especially in the context of what is going to happen in the future, AI is going to create more cybersecurity challenges, quantum has been advanced, 2035 has come down to 2029. If you look at these two potential threats that will happen in the future, the competency of the people and the solutions that they have are extremely relevant.

Now we basically would like to take them to other customers.

I think on the Cariad side, I think it is the same cost issue. Their strategy is to move to India most of the work.

They are already into multi-million vehicles. They find it a great win-win, because KPIT is their trusted partner, as you can see the quote from Cariad.

Then the consolidation and that is how the revenue came down because of that and also of the cycle of the Cariad during that time, because Cariad overall business also was a bit impacted during that time. I think there is a bigger opportunity there, but more importantly, as Anup said, I think we can take it to other.

The biggest advantage to that is it is in many millions of vehicles already, which gives us a confidence, our other OEMs will get that.