TCS reported its financial results for the quarter and fiscal year ending March 2014. For FY2014, TCS reported revenue growth of 29.9% in INR terms and 16.2% in USD terms over the previous fiscal year. Net income for FY2014 grew by 25.4% in INR terms and 22.9% in USD terms over FY2013. In Q4 FY2014, TCS reported revenue growth of 31.2% in INR terms and 15.2% in USD terms over Q4 FY2013. Net income for Q4 FY2014 grew by 16.7% in INR terms and 13% in USD terms over Q4 FY2013. TCS saw strong growth
TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...Tata Consultancy Services
Read TCS’ study to know how global finance leaders are utilizing cloud-based systems & data analytics in finance to plug FP&A gaps & achieve sustainable growth.
TCS 2020 CFO Study: Key Findings - Empowering the enterprise with data-driven...Tata Consultancy Services
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TCS 2021 Global Financial Leadership Study - The Next Era in Financial Planni...Tata Consultancy Services
Read TCS’ study to know how global finance leaders are utilizing cloud-based systems & data analytics in finance to plug FP&A gaps & achieve sustainable growth.
TCS 2020 CFO Study: Key Findings - Empowering the enterprise with data-driven...Tata Consultancy Services
Read the most interesting results from the TCS CFO Study survey of senior finance executives in North America, UK and Europe to see who is leading the way in creating agile, real-time organizations.
Disruptive outsourcing leaps to the front. Our 2018 survey of more than 500 executives from leading organizations indicates that disruptive outsourcing solutions—led by cloud and automation—are fundamentally transforming traditional outsourcing. https://deloi.tt/2x7zxb8
Intelligent Finance Operations: The CFO's most powerful assetAccenture Operations
Can your finance operations lead the way? If recent history has taught us anything, it’s to expect the unexpected.
The unpredictable. Even the unprecedented.
TrueView helps the world’s leading brands capture, track, and analyze what matters most when it comes to customer experience and brand health. With seamless data capture, dynamic reporting, and proven performance improvement solutions, TrueView gives your frontline teams the tools they need to fulfill the promise of your brand.
www2.deloitte.com/us/en/pages/risk/solutions/lra-a-deloit…ml?id=us:2sm:3ss:trueview:awa:adv:103118
In this rapidly changing global business environment—where cost is a true strategic differentiator—Deloitte’s first global cost management survey report provides an inside look at the practices and trends currently shaping the future of business, with detailed insights from more than 1,000 C-level executives and senior management in four major regions: the United States (US), Latin America (LATAM), Europe (EU), and Asia Pacific (APAC). http://deloi.tt/2kUWuaw
The Bottom Line on Trust | Accenture Strategy Competitive Agility Index 2018accenture
In the not-too-distant past, trust was considered a “soft” corporate issue. Its connection to a company’s value, tenuous. Not anymore. New Accenture Strategy research quantifies the impact of trust on your company’s competitiveness. And bottom line. Trust is anything but soft.
To be competitive in today’s environment, companies need to execute a balanced strategy that prioritizes trust at the same level as growth and profitability. Those who do benefit from greater resiliency from trust incidents, making them more competitive. Those who don’t are putting billions in future revenue at risk.
Accenture Strategy found that more than half (54%) of the 7.030 companies we scored on our Competitive Agility Index experienced a material drop in trust, a key measure of competitiveness. Conservatively, those companies lost out on US$180 billion in potential revenues.
What if your company could quantify the potential negative impact of a trust incident on key measures of competitiveness: growth and profitability? Accenture Strategy can show you how.
This presentation outlines the keynote delivered by TCS, VP & CTO, K Ananth Krishnan, at the IEEE-IEEEMA INTELECT 2015. It covers how IT is all for Smart & Sustainable Energy.
The use of outsourcing is accelerating even as it radically reinvents itself to keep pace with changing technologies that enable outcome based business services. The quest to drive business value through outsourcing was once focused on cost-cutting – and this will remain a key motivation—but the results of Deloitte’s global outsourcing survey 2016 indicate that outsourcing is becoming a vibrant pathway for driving innovation into the enterprise. www.deloitte.com/us/2016GOS
The business landscape is being transformed by a series of megatrends, of which digital technology is already proving to be the most pervasive and potentially disruptive.
PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.
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A large entertainment, media & communications company found that its five semi-autonomous divisions each had its own vastly different talent management needs and processes, and that was a problem when it came to identifying and retaining top talent across all the operating units. Although the enterprise technically owned the core HR solution for four of the divisions, the support model was handled at the division level and did not use a Shared Services model, leading to inefficiencies and redundant efforts. The company wanted to develop standardized processes, procedures, and technologies across the divisions to create a cross-divisional view of talent focusing on operational excellence and employee engagement.
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Digital decoupling. US Federal survey resultsaccenture
US Federal survey results from 185 IT decision makers working in the government that reported having legacy environments within their agency. Learn more. https://accntu.re/2NnRbBN
TCS recently reported its Q1FY15 results, which were in line on revenue front & at operating level. However, the net profits were above estimates, aided by higher other income. Buy on dips.
Disruptive outsourcing leaps to the front. Our 2018 survey of more than 500 executives from leading organizations indicates that disruptive outsourcing solutions—led by cloud and automation—are fundamentally transforming traditional outsourcing. https://deloi.tt/2x7zxb8
Intelligent Finance Operations: The CFO's most powerful assetAccenture Operations
Can your finance operations lead the way? If recent history has taught us anything, it’s to expect the unexpected.
The unpredictable. Even the unprecedented.
TrueView helps the world’s leading brands capture, track, and analyze what matters most when it comes to customer experience and brand health. With seamless data capture, dynamic reporting, and proven performance improvement solutions, TrueView gives your frontline teams the tools they need to fulfill the promise of your brand.
www2.deloitte.com/us/en/pages/risk/solutions/lra-a-deloit…ml?id=us:2sm:3ss:trueview:awa:adv:103118
In this rapidly changing global business environment—where cost is a true strategic differentiator—Deloitte’s first global cost management survey report provides an inside look at the practices and trends currently shaping the future of business, with detailed insights from more than 1,000 C-level executives and senior management in four major regions: the United States (US), Latin America (LATAM), Europe (EU), and Asia Pacific (APAC). http://deloi.tt/2kUWuaw
The Bottom Line on Trust | Accenture Strategy Competitive Agility Index 2018accenture
In the not-too-distant past, trust was considered a “soft” corporate issue. Its connection to a company’s value, tenuous. Not anymore. New Accenture Strategy research quantifies the impact of trust on your company’s competitiveness. And bottom line. Trust is anything but soft.
To be competitive in today’s environment, companies need to execute a balanced strategy that prioritizes trust at the same level as growth and profitability. Those who do benefit from greater resiliency from trust incidents, making them more competitive. Those who don’t are putting billions in future revenue at risk.
Accenture Strategy found that more than half (54%) of the 7.030 companies we scored on our Competitive Agility Index experienced a material drop in trust, a key measure of competitiveness. Conservatively, those companies lost out on US$180 billion in potential revenues.
What if your company could quantify the potential negative impact of a trust incident on key measures of competitiveness: growth and profitability? Accenture Strategy can show you how.
This presentation outlines the keynote delivered by TCS, VP & CTO, K Ananth Krishnan, at the IEEE-IEEEMA INTELECT 2015. It covers how IT is all for Smart & Sustainable Energy.
The use of outsourcing is accelerating even as it radically reinvents itself to keep pace with changing technologies that enable outcome based business services. The quest to drive business value through outsourcing was once focused on cost-cutting – and this will remain a key motivation—but the results of Deloitte’s global outsourcing survey 2016 indicate that outsourcing is becoming a vibrant pathway for driving innovation into the enterprise. www.deloitte.com/us/2016GOS
The business landscape is being transformed by a series of megatrends, of which digital technology is already proving to be the most pervasive and potentially disruptive.
PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.
TCS PoV: Emerging Wave of Digital Disruption & the Role of QA by Siva Ganesan...Tata Consultancy Services
Emerging Wave of Digital Strategy and Assurance Surfboard - Social Media, Big Data, Analytics and Mobility have driven an aggressive digital disruption across many industries. Tuned to these imperatives, organizations are planning to implement holistic digital strategies to stay competitive. To successfully embark on this transformation, it is imperative to have a robust Assurance (QA & Testing) strategy as traditional Assurance strategy does not really serve the needs of enterprises today
Client case studies: Where will your company find top talent? Look to the cloudPwC
A large entertainment, media & communications company found that its five semi-autonomous divisions each had its own vastly different talent management needs and processes, and that was a problem when it came to identifying and retaining top talent across all the operating units. Although the enterprise technically owned the core HR solution for four of the divisions, the support model was handled at the division level and did not use a Shared Services model, leading to inefficiencies and redundant efforts. The company wanted to develop standardized processes, procedures, and technologies across the divisions to create a cross-divisional view of talent focusing on operational excellence and employee engagement.
Mayfield CXO Survey: Post COVID-19 Impacts to ITNavin Chaddha
We asked our CXO Innovators Network how IT spending, priorities and strategy will change as a result of COVID-19 – here are some of the key takeaways from the survey.
Digital decoupling. US Federal survey resultsaccenture
US Federal survey results from 185 IT decision makers working in the government that reported having legacy environments within their agency. Learn more. https://accntu.re/2NnRbBN
TCS recently reported its Q1FY15 results, which were in line on revenue front & at operating level. However, the net profits were above estimates, aided by higher other income. Buy on dips.
MindTree: Rupee appreciation drags revenue growth during Q1FY15IndiaNotes.com
Onsite pricing was up 2.7%, while offshore pricing declined by 0.5%. In INR terms revenues grew at a slower rate by 2.4% QoQ impacted by rupee appreciation during the quarter. EBITDA grew by 41.5% YoY, but fell by 4.9%.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
To what extent has cloud become a continual source of innovation for organizations? Have they significantly altered their cloud outlook in the face of economic pressures? In what ways are cloud and artificial intelligence coming together?
How crucial is cloud as a catalyst for innovation for organizations in North America? Are investments in line with business objectives? To what extent is cloud fueling artificial intelligence? Learn these answers and other findings in this brief.
How do organizations in Europe view their cloud investments? Are they realizing the true potential of cloud to drive innovation at scale? Learn these answers and other findings in this brief.
How are organizations in the United Kingdom & Ireland using cloud-enabled business models to innovate at scale? What is cloud’s role in sustainability? Learn these answers and other findings in this brief.
How are organizations in Asia-Pacific using cloud to drive business innovation? How are they balancing the rising demand for data-intensive technologies with overall business objectives? What’s driving the move to industry cloud? Find out in this brief.
The retail consumer survey helps retailers analyze how consumer behavior in the US is influenced and how they can develop a CX strategy that brings ROI.
The retail consumer survey helps retailers analyze how consumer behavior in the UK is influenced and how they can develop a CX strategy that brings ROI.
Read the report about leaders balancing innovation with optimization, developing business growth strategies, & looking for growth in a digital ecosystem.
Enterprises storing PII data on the cloud need to secure data at rest and in transit from intruders. A five-fold approach can help build guardrails for enterprise PII data.
Businesses are bound to see turbulent times & solid risk & crisis management plans are vital. Read how the leadership and stakeholders can sail through crisis.
Retailers faced new challenges due to COVID-19 & adopting critical digital technologies helped them be agile, survive & improve customer experience. Read more.
Read how the logistics industry can transform & overcome the supply chain management challenges, build sustainable supply chains, & improve CX in the new normal.
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Sales & marketing has seen a digital transformation & solving customer issues has become vital. These shifts will now reshape the jobs of CMOs, CEOs, & CFOs.
Reduce cost, improve coverage, and enhance effectiveness by using UAVs/Drones...Tata Consultancy Services
End-to-end solution offering right from sensor selection to actionable insights generation to minimize asset downtime and cover hard-to-reach and risky areas.
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Putting the SPARK into Virtual Training.pptxCynthia Clay
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
2. 216th Apr 2014
Disclaimer
Certain statements in this release concerning our future prospects are forward-looking
statements. Forward-looking statements by their nature involve a number of risks and
uncertainties that could cause actual results to differ materially from market expectations.
These risks and uncertainties include, but are not limited to our ability to manage growth,
intense competition among Indian and overseas IT services companies, various factors
which may affect our cost advantage, such as wage increases or an appreciating Rupee,
our ability to attract and retain highly skilled professionals, time and cost overruns on
fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration,
our ability to manage our international operations, reduced demand for technology in our
key focus areas, disruptions in telecommunication networks, our ability to successfully
complete and integrate potential acquisitions, liability for damages on our service
contracts, the success of the companies in which TCS has made strategic investments,
withdrawal of governmental fiscal incentives, political instability, legal restrictions on
raising capital or acquiring companies outside India, unauthorized use of our intellectual
property and general economic conditions affecting our industry. TCS may, from time to
time, make additional written and oral forward-looking statements, including our reports
to shareholders. These forward-looking statements represent only the Company’s current
intentions, beliefs or expectations, and any forward-looking statement speaks only as of
the date on which it was made. The Company assumes no obligation to revise or update
any forward-looking statements.
4. 416th Apr 2014
FY14 Performance Highlights
Revenue:
- INR Revenue of `818,094 Mn, growth of 29.9%, CC terms 17.3%
- USD Revenue of $13,442 Mn, growth of 16.2%
Profit:
- Operating Income at ` 238,080 Mn, Operating Margin of 29.1%
- Net Income at ` 191,168 Mn, Net Margin of 23.4%
Demand:
- Clients in $100M+ revenue band increased by 7 and in $20M+ revenue band
increased by 15
- Strong growth in Life Science, Media, Energy & Utilities, Retail and
Manufacturing
People:
- Gross addition of 61,200 associates, Net addition of 24,268
- Closing headcount : 300,464
5. 516th Apr 2014
Q4 FY14 Performance Highlights
Revenue:
- INR Revenue of `215,511 Mn, growth of 1.2% QoQ and 31.2% YoY
- USD Revenue of $3,503 Mn, growth of 1.9% QoQ and 15.2% YoY
Profit:
- Operating Income at ` 62,810 Mn, Operating Margin of 29.1%
- Net Income at ` 52,967 Mn, Net Margin of 24.6%
Demand:
- Clients in $100M+ revenue band increased by 2 and in $20M+ revenue band
increased by 7
- Strong growth in Media, Life Science and Energy & Utilities.
People:
- Gross addition of 18,564 associates, closing headcount: 300,464
- Utilization at 83.8% (ex-trainees) and 77.9% (including trainees)
13. 1316th Apr 2014
Growth by Market
Note: The growth rates reported here are based on actual revenues in INR. Calculating growth using the % Rev figures might result in some variance due to rounding error.
Growth in INR terms
52.2%
2.2%
17.8%
12.1%
6.2%
7.4% 2.1% North America
Latin America
UK
Continental Europe
India
Asia Pacific
MEA
Geography (%) Q3 FY14 Q4 FY14
Q-o-Q
Growth
FY13 FY14
Y-o-Y
Growth
Americas
North America 52.7 52.2 0.2 53.7 53.0 28.2
Latin America 2.3 2.2 -2.3 2.2 2.3 34.5
Europe
UK 17.5 17.8 2.6 17.1 17.5 32.4
Continental Europe 11.6 12.1 5.0 9.6 11.2 51.7
India 6.3 6.2 0.3 7.8 6.7 12.2
Asia Pacific 7.4 7.4 2.4 7.5 7.2 25.7
MEA 2.2 2.1 -2.8 2.1 2.1 28.4
Total 100.0 100.0 1.2 100.0 100.0 29.9
Q4 FY14 Mix
14. 1416th Apr 2014
Growth by Domain
Growth in INR terms
Note: The growth rates reported here are based on actual revenues in INR. Calculating growth using the % Rev figures might result in some variance due to rounding error.
IP Revenue (%) Q3 FY14 Q4 FY14
Q-o-Q
Growth
FY13 FY14
Y-o-Y
Growth
BFSI 42.7 42.9 1.7 43.1 42.9 29.3
Telecom 9.6 9.3 -2.4 9.8 9.5 25.0
Retail & Distribution 13.8 13.5 -0.7 13.3 13.8 34.6
Manufacturing 8.8 8.6 -0.8 8.3 8.5 34.0
Hi-Tech 5.3 5.3 1.6 5.8 5.4 19.5
Life Sciences & Healthcare 5.9 6.1 3.9 5.2 5.8 45.0
Travel & Hospitality 3.5 3.5 1.7 3.5 3.4 25.7
Energy & Utilities 3.8 3.8 3.0 3.7 3.8 32.5
Media & Entertainment 2.3 2.6 13.0 2.2 2.3 38.5
Others 4.3 4.4 1.6 5.1 4.6 18.1
Total 100.0 100.0 1.2 100.0 100.0 29.9
42.9%
9.3%
13.5%
8.6%
5.3%
6.1%
3.5%
3.8%
2.6% 4.4% BFSI
Telecom
Retail & Distribution
Manufacturing
Hi-Tech
Life Sciences & Healthcare
Travel & Hospitality
Energy & Utilities
Media & Entertainment
Others
Q4 FY14 Mix
15. 1516th Apr 2014
Growth by Service Line
Growth in INR terms
Note: The growth rates reported here are based on actual revenues in INR. Calculating growth using the % Rev figures might result in some variance due to rounding error.
41.0%
15.7%
8.4%
4.8%
12.0%
3.4%
2.6%
12.1%
Application Development & Maint.
Enterprise Solutions
Assurance Services
Engineering & Industrial Services
Infrastructure Services
Global Consulting
Asset Leveraged Solutions
Business Process Services
SP Revenue (%) Q3 FY14 Q4 FY14
Q-o-Q
Growth
FY13 FY14
Y-o-Y
Growth
IT Solutions and Services
Application Development & Maint. 41.4 41.0 0.2 42.8 41.6 26.2
Enterprise Solutions 15.7 15.7 1.2 15.2 15.5 32.3
Assurance Services 8.5 8.4 -0.6 7.7 8.4 41.3
Engineering & Industrial Services 4.6 4.8 4.5 4.6 4.7 32.5
Infrastructure Services 12.0 12.0 1.5 11.5 11.9 35.1
Global Consulting 3.4 3.4 1.5 3.0 3.4 43.8
Asset Leveraged Solutions 2.3 2.6 16.4 2.7 2.5 21.3
Business Process Services 12.1 12.1 1.3 12.5 12.0 25.3
Total 100.0 100.0 1.2 100.0 100.0 29.9
Q4 FY14 Mix
17. 1716th Apr 2014
Operational Parameters
Delivery Location
Local Delivery 46.8 47.0 46.7 46.7
Remote Delivery 53.2 53.0 53.3 53.3
Global DC 5.4 5.6 4.8 5.4
India DC 47.8 47.4 48.5 47.9
Contract Type
Time & Material 48.3 47.6 48.9 48.0
Fixed Price & Time 51.7 52.4 51.1 52.0
Revenue % Q4 FY14 FY14FY13Q3 FY14
18. 1816th Apr 2014
Key Wins
Engaged by leading European utility to operate and transform customer service processes with an
aim to making them a leader in customer satisfaction within the industry.
Selected by a North American Fortune-500 multi-specialty pharmaceutical company for a multi-year,
multi-million dollar deal in the area of core infrastructure operations
Awarded multi-year engagement by North American global leader in process manufacturing to
transform and manage its global infrastructure
Selected by large European insurer to enhance customer experience by modernizing its IT footprint
Selected by a global shipping company to establish a shared service center covering shipping
documentation and finance & accounting processes
Awarded a contract by a leading Mediterranean retail bank to transform & run mission critical
systems & operations, leveraging TCS BaNCS and full spectrum of managed services.
Selected by a leading publisher to consolidate and transform technology infrastructure to accelerate
digital transformation
Selected by a leading European apparel and general merchandize retailer to manage their end-to-
end application and infrastructure operations
Selected by one of the market leaders in the Semiconductor Industry as the Strategic Partner for
providing solutions in the Product Engineering services leveraging global delivery
19. 1916th Apr 2014
Key Wins
A leading Australian retailer engaged TCS for a multi-channel enablement of their
merchandising systems
A leading European Bank has engaged TCS to define the strategic roadmap
leveraging Big Data for its credit risk transformation program
Chosen by a leading merchandiser to rollout a field sales mobile application in
numerous Asia Pacific countries
Engaged by a global Hi-Tech Company to transform their sales and operations
Business Intelligence systems using Big Data technologies
A global pharmaceutical and healthcare company engaged TCS to transform its supply
chain analytics using Big Data
Chosen by a US based financial company to build a mobile collaboration platform
A leading US consumer electronics manufacturer engaged TCS to migrate its
consumer data systems to the Big Data platform
33. 3316th Apr 2014
IFRS Balance Sheet in USD
Assets
Property and equipment
Intangible assets and Goodwill
Accounts Receivable
Unbilled Revenues
Investments
Cash and Cash equivalents
Other current assets
Other non current assets
Total assets
Liabilities and Shareholders' Equity
Shareholders' Funds
Redeemable Preference Shares
Long term borrowings
Short term borrowings
Other current liabilities
Other non-current liabilities
Minority Interest
Total Liabilities
Consolidated IFRS
$ Million % $ Million %
1,508 15.77 1,726 15.04
645 6.75 693 6.04
2,594 27.13 3,035 26.46
578 6.05 667 5.81
376 3.93 574 5.00
339 3.55 244 2.13
2,087 21.82 3,015 26.28
1,436 15.00 1,519 13.24
9,563 100.00 11,473 100.00
7,537 78.81 9,213 80.30
18 0.19 - -
24 0.25 21 0.18
19 0.20 28 0.25
1,578 16.50 1,816 15.83
266 2.79 280 2.44
121 1.26 115 1.00
9,563 100.00 11,473 100.00
31-Mar-1431-Mar-13
34. 3416th Apr 2014
Indian GAAP Income Statement - Consolidated
INCOME
a) IT & Consultancy Services
b) Manufacturing, Sale of equipment and Licences
Total Income
EXPENDITURE
a) Salaries & Wages
b) Overseas business expenditure
c) Other operating expenses
Total Expenditure
Profit Before Interest, Depreciation, Taxes
& Other Income
Interest
Depreciation
Profit Before Taxes & Other Income
Other income (expense), net
Profit Before Taxes
Provision For Taxes
Profit After Taxes & Before Minority Interest
Minority Interest
Net Profit
Consolidated Indian GAAP
%of Total Income
FY13 FY14 FY13 FY14
61,223 80,140 97.20 97.96
1,766 1,669 2.80 2.04
62,989 81,809 100.00 100.00
24,040 29,860 38.17 36.50
8,702 11,636 13.81 14.22
12,207 15,160 19.38 18.53
44,949 56,656 71.36 69.25
18,040 25,153 28.64 30.75
48 39 0.08 0.05
1,080 1,349 1.71 1.65
16,912 23,765 26.85 29.05
1,178 1,637 1.87 2.00
18,090 25,402 28.72 31.05
4,014 6,070 6.37 7.42
14,076 19,332 22.35 23.63
159 168 0.26 0.21
13,917 19,164 22.09 23.42
` Crore
35. 3516th Apr 2014
Indian GAAP Income Statement - Consolidated
INCOME
a) IT & Consultancy Services
b) Manufacturing, Sale of equipment and Licences
Total Income
EXPENDITURE
a) Salaries & Wages
b) Overseas business expenditure
c) Other operating expenses
Total Expenditure
Profit Before Interest, Depreciation, Taxes
& Other Income
Interest
Depreciation
Profit Before Taxes & Other Income
Other income (expense), net
Profit Before Taxes
Provision For Taxes
Profit After Taxes & Before Minority Interest
Minority Interest
Net Profit
Consolidated Indian GAAP
Q4 FY13 Q3 FY14 Q4 FY14 Q4 FY13 Q3 FY14 Q4 FY14
15,851 20,912 21,142 96.47 98.21 98.10
579 382 409 3.53 1.79 1.90
16,430 21,294 21,551 100.00 100.00 100.00
6,245 7,704 7,581 38.01 36.18 35.18
2,262 3,039 3,186 13.77 14.27 14.78
3,306 3,864 4,095 20.12 18.15 19.00
11,813 14,607 14,862 71.90 68.60 68.96
4,617 6,687 6,689 28.10 31.40 31.04
19 7 12 0.12 0.03 0.06
290 350 375 1.76 1.64 1.74
4,308 6,330 6,302 26.22 29.73 29.24
443 683 721 2.70 3.21 3.35
4,751 7,013 7,023 28.92 32.94 32.59
1,093 1,636 1,613 6.65 7.68 7.49
3,658 5,377 5,410 22.27 25.26 25.10
42 44 52 0.26 0.21 0.24
3,616 5,333 5,358 22.01 25.05 24.86
` Crore %of Total Income
36. 3616th Apr 2014
Indian GAAP Balance Sheet - Consolidated
31-Mar-13 31-Mar-14 31-Mar-13 31-Mar-14
Source of Funds
Shareholders' Funds 38,646 49,195 95.23 95.35
Minority Interest 695 708 1.71 1.37
Loan Funds 211 254 0.52 0.49
Deferred Tax Liability 235 309 0.58 0.60
Non Current Liabilities 796 1,129 1.96 2.19
Total Liabilities 40,583 51,595 100.00 100.00
Application of Funds
Fixed Assets (net) 8,142 10,444 20.06 20.24
Goodwill 3,582 2,269 8.83 4.40
Deferred Tax Asset 310 420 0.76 0.81
Investments 1,897 3,434 4.68 6.66
Cash and Bank Balance 6,769 14,442 16.68 28.00
Current Assets, Loans and Advances 23,700 27,297 58.40 52.90
Current Liabilities and Provisions 11,585 15,543 28.55 30.13
Net Current Assets 18,884 26,196 46.53 50.77
Non Current Assets 7,768 8,832 19.14 17.12
Total Assets 40,583 51,595 100.00 100.00
Consolidated Indian GAAP
` Crore %
37. 3716th Apr 2014
Currency mix and average realized rates in INR
Q3 FY14 Q4 FY14 Q3 FY14 Q4 FY14
USD 61.94 61.53 56.75% 56.03%
GBP 100.86 101.84 15.43% 15.82%
EUR 84.78 84.32 9.07% 9.34%
Others 18.75% 18.80%
Total 100.00% 100.00%
Currency
Average rates %of Revenue