0001067491-14-000065.txt : 20141016 0001067491-14-000065.hdr.sgml : 20141016 20141015075148 ACCESSION NUMBER: 0001067491-14-000065 CONFORMED SUBMISSION TYPE: 6-K PUBLIC DOCUMENT COUNT: 23 CONFORMED PERIOD OF REPORT: 20140930 FILED AS OF DATE: 20141015 DATE AS OF CHANGE: 20141015 FILER: COMPANY DATA: COMPANY CONFORMED NAME: Infosys Ltd CENTRAL INDEX KEY: 0001067491 STANDARD INDUSTRIAL CLASSIFICATION: SERVICES-COMPUTER PROGRAMMING SERVICES [7371] IRS NUMBER: 581760235 FISCAL YEAR END: 0331 FILING VALUES: FORM TYPE: 6-K SEC ACT: 1934 Act SEC FILE NUMBER: 001-35754 FILM NUMBER: 141156507 BUSINESS ADDRESS: STREET 1: ELECTRONICS CITY HOSUR RD STREET 2: BANGALORE KARNATAKA INDIA CITY: BANGALORE STATE: K7 ZIP: 560 100 BUSINESS PHONE: 0119180852 MAIL ADDRESS: STREET 1: ELECTRONIC CITY HOSUR RD STREET 2: BANGALORE KARNATAKA INDIA CITY: BANGALORE STATE: K7 ZIP: 560 100 FORMER COMPANY: FORMER CONFORMED NAME: INFOSYS TECHNOLOGIES LTD DATE OF NAME CHANGE: 19980804 6-K 1 index.htm DISCLOSURE OF RESULTS OF OPERATIONS AND FINANCIAL CONDITION

UNITED STATES SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

Form 6-K

Report of Foreign Private Issuer

Pursuant to Rule 13a-16 or 15d-16 of the Securities Exchange Act of 1934

For the quarter ended September 30, 2014

Commission File Number 000-25383

Infosys Limited

(Exact name of Registrant as specified in its charter)

Not Applicable

(Translation of Registrant's name into English)

Electronics City, Hosur Road, Bangalore - 560 100, Karnataka, India. +91-80-2852-0261

(Address of principal executive offices)

Indicate by check mark whether the registrant files or will file annual reports under cover Form 20-F or Form 40-F:

Form 20-F þ Form 40-F o

Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation
S-T Rule 101(b)(1) : o

Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation
S-T Rule 101(b)(7) : o

TABLE OF CONTENTS

DISCLOSURE OF RESULTS OF OPERATIONS AND FINANCIAL CONDITION

DISCLOSURE OF RESULTS OF OPERATIONS AND FINANCIAL CONDITION

We hereby furnish the United States Securities and Exchange Commission with copies of the following information concerning our public disclosures regarding our results of operations and financial condition for the quarter ended September 30, 2014.

The following information shall not be deemed "filed" for purposes of Section 18 of the Securities Exchange Act of 1934, as amended (the "Exchange Act"), or incorporated by reference in any filing under the Securities Act of 1933, as amended, or the Exchange Act, except as shall be expressly set forth by specific reference in such a filing.

On October 10, 2014, we announced our results of operations for the quarter ended September 30, 2014. We issued press releases announcing our results under International Financial Reporting Standards (“IFRS”) in U.S. dollars and Indian rupees, copies of which are attached to this Form 6-K as Exhibits 99.1 and 99.2, respectively.

On October 10, 2014, we held a press conference to announce our results, which was followed by a question and answer session with those attending the press conference. The transcript of this press conference is attached to this Form 6-K as Exhibit 99.3.

We have also made available to the public on our web site, www.infosys.com, a fact sheet that provides details on our profit and loss account summary for the quarters ended September 30, 2014 and 2013 (as per IFRS); revenue by geographical segment, service offering, project type, and industry classification; information regarding our client concentration; employee information and metrics; infrastructure information; and consolidated IT services information. We have attached this fact sheet to this Form 6-K as Exhibit 99.4.

On October 10, 2014, we also held two teleconferences with investors and analysts to discuss our results. Transcripts of those two teleconferences are attached to this Form 6-K as Exhibits 99.5 and 99.6, respectively.

Our Chief Executive Officer, Chief Financial Officer and Chief Operating Officer held a question and answer session with CNBC on October 10, 2014. The transcript of this question and answer session is attached to this Form 6-K as Exhibit 99.7.

Our Chief Executive Officer, Chief Financial Officer, Chief Operating Officer and Head – Human Resources held a common television address to business television channels on October 10, 2014, addressing analyst questions. The transcript of this address is attached to this Form 6-K as Exhibit 99.8.

We placed advertisements in certain Indian newspapers concerning our results of operations for the quarter ended September 30, 2014, under IFRS. A copy of the form of this advertisement is attached to this Form 6-K as Exhibit 99.9.

We have made available to the public on our web site, www.infosys.com, the following: Unaudited Condensed Financial Statements in compliance with IFRS; Audited Financial Statements in compliance with IFRS in Indian Rupees and the Auditors Report; Indian GAAP Standalone Balance Sheet, Standalone Statement of Profit and Loss, Standalone Cash Flow statement, Notes on Accounts and Auditors Report for the quarter ended September 30, 2014. We have attached these documents to this Form 6-K as Exhibits 99.10, 99.11 and 99.12 respectively.

SIGNATURES

Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly organized.

Infosys Limited

/s/ Dr. Vishal Sikka

Date: October 15, 2014

Dr. Vishal Sikka

Chief Executive Officer

INDEX TO EXHIBITS

Exhibit No.	Description of Document
99.1	IFRS USD Press Release
99.2	IFRS INR Press Release
99.3	Transcript of October 10, 2014 Press Conference
99.4	Fact Sheet regarding Registrant's Profit and Loss Account Summary for the three months ended September 30, 2014 and 2013 (as per IFRS); Revenue by Geographical Segment, Service Offering, Project Type, and Industry Classification; Information regarding Client Concentration; Employee Information and Metrics; Infrastructure Information; and Consolidated IT Services Information
99.5	Transcript of October 10, 2014 11:00 a.m. IST Earnings Call
99.6	Transcript of October 10, 2014 6:00 p.m. IST Earnings Call
99.7	Transcript of October 10, 2014 CNBC Question and Answer session with Company's Officers
99.8	Transcript of October 10, 2014 Common TV address with Company's Officers
99.9	Form of Advertisement placed in Indian Newspapers
99.10	Unaudited Condensed Financial Statements in compliance with IFRS
99.11	Audited Financial Statements in compliance with IFRS in Indian Rupees and the Auditors Report
99.12	Indian GAAP Standalone Balance Sheet, Standalone Statement of Profit and Loss, Standalone Cash Flow statement, Notes on Accounts and Auditors Report for the quarter and half-year ended September 30, 2014

EX-99.1 CHARTER 2 exv99w01.htm IFRS USD PRESS RELEASE

Exhibit 99.1
IFRS USD Press Release

Infosys Announces Results for the Quarter ended September 30, 2014

Q2 revenues at $ 2,201 million. Growth of 3.1% QoQ; 6.5% YoY

Q2 constant currency revenue at $ 2,217 million. Growth of 3.9% QoQ; 6.3% YoY

Q2 net profit at $ 511 million. Growth of 6.0% QoQ; 33.4% YoY

FY 15 revenue guidance maintained at 7%-9%

Interim dividend of 30 per share (app. $ 0.49 per ADS)

1:1 bonus issue of equity shares and 1:1 stock dividend of American Depositary Shares, to increase liquidity of its shares and expand the retail shareholder base

Bangalore, India – October 10, 2014

Financial Highlights

Consolidated results under International Financial Reporting Standards (IFRS) for the quarter ended September 30, 2014

Quarter ended September 30, 2014

Revenues were $ 2,201 million for the quarter ended September 30, 2014
QoQ growth was 3.1% in reported terms; 3.9% in constant currency terms
YoY growth was 6.5%

Net profit was $ 511 million for the quarter ended September 30, 2014
QoQ growth was 6.0%
YoY growth was 33.4%

Earnings per share (EPS) was $ 0.89 for the quarter ended September 30, 2014
QoQ growth was 6.0%
YoY growth was 32.8%

Liquid assets including cash and cash equivalents, available-for-sale financial assets, certificates of deposits and government bonds were $ 5,444 million as on September 30, 2014 as compared to $ 4,943 million as on June 30, 2014.

Infosys has pledged

254 crore ($ 42 million) for FY 15 towards Corporate Social Responsibility (CSR) through the Infosys Foundation - its philanthropic arm. The Infosys Foundation is engaged in several programs aimed at alleviating hunger, promoting education, improving health, assisting rural development, supporting arts and helping the destitute.

Other Highlights

Infosys and its subsidiaries added 49 clients (gross) during the quarter.

Gross addition of 14,255 employees during the quarter.

165,411 employees as on September 30, 2014 for Infosys and its subsidiaries.

Declared an interim dividend of

30 per share (equivalent to interim dividend of app. $ 0.49 per ADS at the exchange rate of

61.00). The record date for payment of dividend is October 17, 2014.

The Board in its meeting held on October 10, 2014 has considered, approved and recommended a bonus issue of one equity share for every equity share held and a stock dividend of one American Depositary Share (ADS) for every ADS held, as on a record date to be determined.

"Digital transformation is reshaping the business of every one of our clients. We see this as a great opportunity to help them renew the core of their business as well as to expand into new frontiers and are seeing early positive results”, said Dr. Vishal Sikka, Chief Executive Officer and Managing Director. “Our strategy is to apply the same principles to our own business in order to capture this opportunity and accelerate our growth, within our culture of lifelong learning and purposeful work."

“On several fronts, our efforts to bring in operational efficiencies yielded encouraging results during the quarter”, said U. B. Pravin Rao, Chief Operating Officer. “We have seen positive results of some of our interventions on sales, margins and attrition, and we will continue to focus on these areas.”

“We have been able to improve our margins during the quarter and feel confident of sustaining these within a narrow band”, said Rajiv Bansal, Chief Financial Officer. “This is giving us increased confidence to make the investments required to meet our growth aspirations.”

Outlook*

The company’s outlook (consolidated) for the fiscal year ending March 31, 2015, under IFRS is as follows:

Revenues are expected to grow 7%-9% in USD terms

Conversion: AUD / USD – 0.87; Euro / USD – 1.26; GBP / USD – 1.62 for rest of fiscal 2015 (exchange rates as of September 30, 2014)

Business Highlights

Signed a multi-year agreement with Daimler AG covering management of infrastructure services and data centers.

Consolidated IT and BPO operations for a major fashion retailer in the US as part of a five-year Oracle Retail Support agreement. This will help the retailer better focus on new brand acquisitions and global expansion.

Designed an analytics-based solution to help one of UK’s leading supermarket chains drive targeted campaigns to enhance customer loyalty, acquire new customers and improve revenues.

Migrated, supported and enhanced an automated outbound dialer application for a telecom service provider in the US. This will help the provider integrate Short Messaging Service for end users by deriving information from multiple systems like billing and provisioning systems.

Infosys Public Services (IPS) has been engaged by a postal solution provider in the US to reduce cost of operation and efficiently maintain its plant equipment and vehicle fleet asset management system. IPS is also migrating the client’s business-critical applications to a new data center by utilizing proprietary application assessment tools and migration approaches for rapid execution with zero business disruption.

Our products and platforms business, Edgeverve Systems, is seeing increased momentum. A global sports brand has engaged Edgeverve to help build a responsive user experience-based multi-channel ecommerce store in India.

Expanded the scope of our strategic partnerships to deliver value to businesses across cloud-based infrastructure, analytics and big data. We broadened our partnership with:

Microsoft to securely expedite movement to Azure and hybrid cloud environments while optimizing cloud investments.

Oracle to enhance support for a range of innovative solutions and services on new technology platforms across digital marketing, big data and Oracle Cloud Applications.

Hitachi Data Systems to bring next-generation infrastructure and data center transformation solutions to facilitate the smooth transitioning of IT infrastructure to new cloud-based environments.

Huawei to offer cloud, big data and communication solutions.

Entered into a strategic relationship with the Institute for Computational & Mathematical Engineering (ICME), Stanford University. Through this arrangement, we will jointly develop curriculum in Data Science and Analytics focused on real-world problem areas and will undertake joint research using Data Science to find solutions to key industry issues.

Working with faculty from the Stanford d.school and the d.Global initiative to bring design thinking to our clients on a large scale.

Extended the relationship with Oracle to enhance support for a range of innovative solutions and services on new technology platforms.

This quarter we made six unique patent applications in India and the US, adding to a total of 505 unique patent applications in various stages of patent prosecution in India, the US and other jurisdictions. Till date we have been granted 199 patents by the United States Patent and Trademark Office, three by the Luxembourg Patent Office, one by the Australian Patent Office and one patent by the Intellectual Property Office of Singapore.

Awards and Recognition

	·	Infosys was cited as a Leader and Star Performer in Life Sciences IT Outsourcing in Everest Group’s report; IT Outsourcing in Life Sciences Industry – Service Provider Landscape with PEAK Matrix™ Assessment 2014’.
	·	Infosys was positioned in the Winner’s circle of the HFS Blueprint – SAP Services.
	·	Infosys was named a Leader in the Magic Quadrant for Finance and Accounting BPOby Gartner for the fourth consecutive year.
	·	Finacle emerged as a leader in a key industry assessment – The Forrester Wave(TM): Customer-Centric Global Banking Platforms, Q3 2014. It was also judged a winner by Juniper Research for the 2014 Future Mobile Awards in the mobile banking category; and was rated by CEB TowerGroup analysts as ‘Best in Class’ for bank user services and enterprise support.
	·	Infosys named a Leader in IDC MarketScape – Worldwide Oracle Implementation Services Ecosystem 2014 report.

Changes to the Board

The members of the company at the Extra-ordinary General Meeting held on July 30, 2014 approved the appointment of Dr. Vishal Sikka as the Chief Executive Officer and Managing Director effective August 1, 2014.

Mr. Narayana Murthy will cease to be Non-Executive Chairman effective October 10, 2014. He indicated that in line with the company’s high corporate governance standards and to avoid any perceived conflicts, it would not be appropriate for him to be the Chairman Emeritus of Infosys. The Board accepted Mr. Murthy’s decision and sincerely thanked him for his vision, leadership and guidance in making Infosys a globally respected company.

Mr. S. Gopalakrishnan will cease to be the Non-Executive Vice Chairman effective October 10, 2014. The Board expressed its deep sense of appreciation for the services rendered by him during his tenure at Infosys.

Mr. K. V. Kamath has been elected as the Chairman of the Board effective October 11, 2014.

The company has been classifying its founders, Narayana Murthy, Nandan Nilekani, S. Gopalakrishnan, S. D. Shibulal and K. Dinesh along with their immediate family members as promoters / promoter group of the company in applicable disclosures with the stock exchanges and other regulatory authorities.

With the last two founders, Narayana Murthy and S. Gopalakrishnan, remitting office, the founders have neither association with the company nor exercise any control over the affairs of the company after the current date. The founders have therefore requested the company to seek appropriate classification of their revised status. The company is in the process of seeking appropriate regulatory guidance on the same.

Infosys Foundation

Infosys has pledged 254 crore ($42 million) towards Corporate Social Responsibility through the Infosys Foundation - its philanthropic arm. Infosys and its subsidiaries donated $13 million and $21 million to Infosys Foundation for the quarter and half-year ended September 30, 2014.

The Infosys Foundation executes several programs aimed at alleviating hunger, promoting education, improving health, assisting rural development, supporting arts and helping the destitute.

This quarter, Infosys Foundation constituted a corpus of 33 crore ($ 5 million) for the Chennai Mathematical Institute. This corpus will be used to enhance faculty compensation and support fellowship requirements for research students.

The Foundation also launched Spark-IT, a three-month program to enhance the skill levels of unemployed engineering graduates in the country. It has committed 9 crore ($ 1 million) for this program which will help train 1,800 graduates in the fiscal year 2015.

About Infosys Ltd

Infosys is a global leader in consulting, technology and outsourcing solutions. We enable clients, in more than 30 countries, to stay a step ahead of emerging business trends and outperform the competition. We help them transform and thrive in a changing world by co-creating breakthrough solutions that combine strategic insights and execution excellence.

Visit www.infosys.com to see how Infosys (NYSE: INFY), with US$ 8.25 billion in annual revenues and 160,000+ employees, is Building Tomorrow's Enterprise^® today.

Safe Harbor

Certain statements in this release concerning our future growth prospects are forward-looking statements regarding our future business expectations intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, 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, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, and unauthorized use of our intellectual property and general economic conditions affecting our industry. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2014 and on Form 6-K for the quarter ended June 30, 2014. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the company's filings with the Securities and Exchange Commission and our reports to shareholders. In addition, please note that the date of this press release is mentioned at the beginning of the release, and any forward-looking statements contained herein are based on assumptions that we believe to be reasonable as of this date. The company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the company unless it is required by law.

Contact

Investor Relations

Sandeep Mahindroo

+91 80 3980 1018

Sandeep_Mahindroo@infosys.com

Media Relations

Sarah Vanita Gideon, India
+91 (80) 4156 3373

Sarah_Gideon@Infosys.com

Infosys Limited and subsidiaries

Unaudited Condensed Consolidated Interim Balance Sheets as of

(Dollars in millions except equity share data)

	September 30, 2014	March 31, 2014
ASSETS
Current assets
Cash and cash equivalents	4,604	4,331
Available-for-sale financial assets	611	367
Investment in certificates of deposit	17	143
Trade receivables	1,464	1,394
Unbilled revenue	477	469
Prepayments and other current assets	447	440
Derivative financial instruments	7	36
Total current assets	7,627	7,180
Non-current assets
Property, plant and equipment	1,360	1,316
Goodwill	340	360
Intangible assets	49	57
Available-for-sale financial assets	213	208
Deferred income tax assets	108	110
Income tax assets	248	254
Other non-current assets	44	37
Total non-current assets	2,362	2,342
Total assets	9,989	9,522
LIABILITIES AND EQUITY
Current liabilities
Trade payables	22	29
Derivative Financial Instruments	4	–
Current income tax liabilities	434	365
Client deposits	4	6
Unearned revenue	136	110
Employee benefit obligations	165	159
Provisions	66	63
Other current liabilities	894	792
Total current liabilities	1,725	1,524
Non-current liabilities
Deferred income tax liabilities	9	11
Other non-current liabilities	63	54
Total liabilities	1,797	1,589
Equity
Share capital- 5 ($0.16) par value 600,000,000 equity shares authorized, issued and outstanding 571,402,566 each, net of 2,833,600 treasury shares each as of September 30, 2014 and March 31, 2014, respectively	64	64
Share premium	704	704
Retained earnings	9,406	8,892
Other components of equity	(1,982)	(1,727)
Total equity attributable to equity holders of the company	8,192	7,933
Non-controlling interests	–	–
Total equity	8,192	7,933
Total liabilities and equity	9,989	9,522

Infosys Limited and subsidiaries

Unaudited Condensed Consolidated Interim Statements of Comprehensive Income

(Dollars in millions except share and per equity share data)

	Three months ended September 30, 2014	Three months ended September 30, 2013	Six months ended September 30, 2014	Six months ended September 30, 2013
Revenues	2,201	2,066	4,334	4,057
Cost of sales	1,353	1,337	2,697	2,633
Gross profit	848	729	1,637	1,424
Operating expenses:
Selling and marketing expenses	127	120	238	223
Administrative expenses	146	158	288	282
Total operating expenses	273	278	526	505
Operating profit	575	451	1,111	919
Other income, net	144	81	283	184
Profit before income taxes	719	532	1,394	1,103
Income tax expense	208	149	401	302
Net profit	511	383	993	801
Other comprehensive income
Items that will not be reclassified to profit or loss:
Re-measurement of the net defined benefit liability / (asset)	(1)	5	(4)	6
Items that may be reclassified subsequently to profit or loss:
Fair value changes on available-for-sale financial asset	5	(4)	8	(4)
Exchange differences on translation of foreign operations	(223)	(316)	(259)	(935)
Total other comprehensive income, net of tax	(219)	(315)	(255)	(933)
Total comprehensive income	292	68	738	(132)
Profit attributable to:
Owners of the company	511	383	993	801
Non-controlling interests	–	–	–	–
	511	383	993	801
Total comprehensive income attributable to:
Owners of the company	292	68	738	(132)
Non-controlling interests	–	–	–	–
	292	68	738	(132)
Earnings per equity share
Basic ($)	0.89	0.67	1.74	1.40
Diluted ($)	0.89	0.67	1.74	1.40
Weighted average equity shares used in computing earnings per equity share
Basic	571,402,566	571,402,566	571,402,566	571,402,566
Diluted	571,404,028	571,402,566	571,403,297	571,402,566

NOTE:

The unaudited Condensed Consolidated interim Balance sheets and Condensed Consolidated interim Statements of Comprehensive Income for the three months and six months ended September 30, 2014 have been taken on record at the Board meeting held on October 10, 2014

A Fact Sheet providing the operating metrics of the company can be downloaded from www.infosys.com

EX-99.2 BYLAWS 3 exv99w02.htm IFRS INR PRESS RELEASE

Exhibit 99.2

IFRS INR Press Release

Infosys Announces Results for the Quarter ended September 30, 2014

Q2 revenues at 13,342 crore. Growth of 4.5% QoQ; 2.9% YoY

Q2 net profit at 3,096 crore. Growth of 7.3% QoQ; 28.6% YoY

FY 15 revenue guidance maintained at 7%-9%

Interim dividend of 30 per share

1:1 bonus issue of equity shares and 1:1 stock dividend of American Depositary Shares, to increase liquidity of its shares and expand the retail shareholder base

Bangalore, India – October 10, 2014

Financial Highlights

Consolidated results under International Financial Reporting Standards (IFRS) for the quarter ended September 30, 2014

Quarter ended September 30, 2014

Revenues were

13,342 crore for the quarter ended September 30, 2014
QoQ growth was 4.5%
YoY growth was 2.9%

Net profit was

3,096 crore for the quarter ended September 30, 2014
QoQ growth was 7.3%
YoY growth was 28.6%

Earnings per share (EPS) was

54.19 for the quarter ended September 30, 2014
QoQ growth was 7.3%
YoY growth was 28.7%

Liquid assets including cash and cash equivalents, available-for-sale financial assets, certificates of deposits and government bonds were

33,616 crore as on September 30, 2014 as compared to

29,748 crore as on June 30, 2014.

Infosys has pledged

254 crore for FY 15 towards Corporate Social Responsibility (CSR) through the Infosys Foundation - its philanthropic arm. The Infosys Foundation is engaged in several programs aimed at alleviating hunger, promoting education, improving health, assisting rural development, supporting arts and helping the destitute.

Other Highlights

Infosys and its subsidiaries added 49 clients (gross) during the quarter.

Gross addition of 14,255 employees during the quarter.

165,411 employees as on September 30, 2014 for Infosys and its subsidiaries.

Declared an interim dividend of

30 per share. The record date for payment of dividend is October 17, 2014.

Outlook*

The company’s outlook (consolidated) for the fiscal year ending March 31, 2015, under IFRS is as follows:

Revenues are expected to grow 6.7%-8.7% in INR terms

* Conversion 1 US$ = 61.00

Business Highlights

Signed a multi-year agreement with Daimler AG covering management of infrastructure services and data centers.

Designed an analytics-based solution to help one of UK’s leading supermarket chains drive targeted campaigns to enhance customer loyalty, acquire new customers and improve revenues.

Expanded the scope of our strategic partnerships to deliver value to businesses across cloud-based infrastructure, analytics and big data. We broadened our partnership with:

–

Microsoft to securely expedite movement to Azure and hybrid cloud environments while optimizing cloud investments.

–

Oracle to enhance support for a range of innovative solutions and services on new technology platforms across digital marketing, big data and Oracle Cloud Applications.

–

Hitachi Data Systems to bring next-generation infrastructure and data center transformation solutions to facilitate the smooth transitioning of IT infrastructure to new cloud-based environments.

–

Huawei to offer cloud, big data and communication solutions.

Working with faculty from the Stanford d.school and the d.Global initiative to bring design thinking to our clients on a large scale.

Awards and Recognition

Infosys was cited as a Leader and Star Performer in Life Sciences IT Outsourcing in Everest Group’s report; IT Outsourcing in Life Sciences Industry – Service Provider Landscape with PEAK Matrix™ Assessment 2014’.

Infosys was positioned in the Winner’s circle of the HFS Blueprint – SAP Services.

Infosys was named a Leader in the Magic Quadrant for Finance and Accounting BPOby Gartner for the fourth consecutive year.

Finacle emerged as a leader in a key industry assessment – The Forrester Wave(TM): Customer-Centric Global Banking Platforms, Q3 2014. It was also judged a winner by Juniper Research for the 2014 Future Mobile Awards in the mobile banking category; and was rated by CEB TowerGroup analysts as ‘Best in Class’ for bank user services and enterprise support.

Infosys named a Leader in IDC MarketScape – Worldwide Oracle Implementation Services Ecosystem 2014 report.

Changes to the Board

Mr. K.V. Kamath has been elected as the Chairman of the Board effective October 11, 2014.

The company has been classifying its founders, Narayana Murthy, Nandan Nilekani, S. Gopalakrishnan, S. D. Shibulal and K. Dinesh along with their immediate family members as promoters/promoter group of the company in applicable disclosures with the stock exchanges and other regulatory authorities.

With the last two founders, Narayana Murthy and S Gopalakrishnan, remitting office, the founders have neither association with the company nor exercise any control over the affairs of the company after the current date. The founders have therefore requested the company to seek appropriate classification of their revised status. The company is in the process of seeking appropriate regulatory guidance on the same.

Infosys Foundation

Infosys has pledged 254 crore for FY15 towards Corporate Social Responsibility (CSR) through the Infosys Foundation – its philanthropic arm. Infosys and its subsidiaries donated 77 crore and 125 crore to Infosys Foundation for the quarter and half-year ended September 30, 2014, respectively.

The Infosys Foundation is engaged in several programs aimed at alleviating hunger, promoting education, improving health, assisting rural development, supporting arts and helping the destitute.

This quarter, Infosys Foundation constituted a corpus of 33 crore for the Chennai Mathematical Institute. This will be used to enhance faculty compensation and support fellowship requirements for research students.

The Foundation also launched Spark-IT, a three-month program to enhance the skill levels of unemployed engineering graduates in the country. It has committed 9 crore for this program which will help train 1,800 graduates in the fiscal year 2015.

About Infosys Ltd

Visit www.infosys.com to see how Infosys (NYSE: INFY), with US$ 8.25 billion in annual revenues and 160,000+ employees, is Building Tomorrow's Enterprise^® today.

Safe Harbor

Contact

Investor Relations

Sandeep Mahindroo

+91 80 3980 1018

Sandeep_Mahindroo@infosys.com

Media Relations

Sarah Vanita Gideon, India
+91 (80) 4156 3373

Sarah_Gideon@Infosys.com

Infosys Limited and subsidiaries

Consolidated Balance Sheets as of

(In crore except share data)

	September 30, 2014	March 31, 2014
ASSETS
Current assets
Cash and cash equivalents	28,432	25,950
Available-for-sale financial assets	3,771	2,197
Investment in Certificates of deposit	103	859
Trade receivables	9,040	8,351
Unbilled revenue	2,948	2,811
Prepayments and other current assets	2,761	2,636
Derivative financial instruments	45	215
Total current assets	47,100	43,019
Non-current assets
Property, plant and equipment	8,398	7,887
Goodwill	2,097	2,157
Intangible assets	301	342
Available-for-sale financial assets	1,316	1,252
Deferred income tax assets	666	656
Income tax assets	1,530	1,522
Other non-current assets	272	220
Total non-current assets	14,580	14,036
Total assets	61,680	57,055
LIABILITIES AND EQUITY
Current liabilities
Trade payables	135	173
Derivative financial instruments	25	–
Current income tax liabilities	2,679	2,187
Client deposits	25	40
Unearned revenue	840	660
Employee benefit obligations	1,017	954
Provisions	409	379
Other current liabilities	5,521	4,745
Total current liabilities	10,651	9,138
Non-current liabilities
Deferred income tax liabilities	56	64
Other non-current liabilities	391	323
Total liabilities	11,098	9,525
Equity
Share capital- 5 par value 60,00,00,000 equity shares authorized, issued and outstanding 57,14,02,566 each, net of 28,33,600 treasury shares each, as of September 30, 2014 and March 31, 2014, respectively	286	286
Share premium	3,091	3,090
Retained earnings	46,689	43,584
Other components of equity	516	570
Total equity attributable to equity holders of the company	50,582	47,530
Non-controlling interests	–	–
Total equity	50,582	47,530
Total liabilities and equity	61,680	57,055

Infosys Limited and subsidiaries

Consolidated Statements of Comprehensive Income

(In crore except share and per equity share data)

	Three months ended September 30, 2014	Three months ended September 30, 2013	Six months ended September 30, 2014	Six months ended September 30, 2013
Revenues	13,342	12,965	26,112	24,232
Cost of sales	8,201	8,384	16,247	15,703
Gross profit	5,141	4,581	9,865	8,529
Operating expenses:
Selling and marketing expenses	769	757	1,435	1,341
Administrative expenses	889	987	1,736	1,687
Total operating expenses	1,658	1,744	3,171	3,028
Operating profit	3,483	2,837	6,694	5,501
Other income, net	877	510	1,706	1,087
Profit before income taxes	4,360	3,347	8,400	6,588
Income tax expense	1,264	940	2,418	1,807
Net profit	3,096	2,407	5,982	4,781
Other comprehensive income
Items that will not be reclassified to profit or loss:
Re-measurement of the net defined benefit liability/(asset)	(3)	30	(23)	38
Items that may be reclassified subsequently to profit or loss:
Fair value changes on available-for-sale financial asset	28	(19)	45	(21)
Exchange differences on translation of foreign operations	(76)	206	(76)	395
Total other comprehensive income, net of tax	(51)	217	(54)	412
Total comprehensive income	3,045	2,624	5,928	5,193
Profit attributable to:
Owners of the company	3,096	2,407	5,982	4,781
Non-controlling interests	–	–	–	–
	3,096	2,407	5,982	4,781
Total comprehensive income attributable to:
Owners of the company	3,045	2,624	5,928	5,193
Non-controlling interests	–	–	–	–
	3,045	2,624	5,928	5,193
Earnings per equity share
Basic ()	54.19	42.12	104.70	83.66
Diluted ()	54.19	42.12	104.70	83.66
Weighted average equity shares used in computing earnings per equity share
Basic	57,14,02,566	57,14,02,566	57,14,02,566	57,14,02,566
Diluted	57,14,04,028	57,14,02,566	57,14,03,297	57,14,02,566

NOTE:

The audited Consolidated interim Balance sheets and Consolidated interim Statements of Comprehensive Income for the three months ended and six months ended September 30, 2014 have been taken on record at the Board meeting held on October 10, 2014.

A Fact Sheet providing the operating metrics of the company can be downloaded from www.infosys.com

EX-99.3 VOTING TRUST 4 exv99w03.htm PRESS CONFERENCE

Exhibit 99.3

Press Conference

PRESS CONFERENCE

October 10, 2014

CORPORATE PARTICIPANTS

Dr. Vishal Sikka

Chief Executive Officer & Managing Director

Pravin Rao

Chief Operating Officer

Rajiv Bansal

Chief Financial Officer

Srikantan Moorthy

Senior Vice President & Group Head – Human Resources

Press

Ayushman

Cogencis Newswires

Itika

Business Standard

Vishal

VCCircle

Chandra

Vishal

VCCircle

Sujit John

Times of India

Niveda

Reuters News

Dearton Hector

CNBC

Shirish

Bloomberg

Varun Sood

The Economic Times

Vishal Sikka

Good afternoon everyone. I want to quickly walk you through the strategy for Infosys that we see ahead of us and after that Pravin and Rajiv as well as many of the members of the Infosys leadership team will join me in answering your questions.

I titled my presentation “The Human Revolution.” We see that the world around us is being reshaped by software and software driven technologies in a very fundamental and profound way. That transformation is something that is affecting every industry and indeed every business and as a result of that, pervasive digital transformation. We see that there is a great opportunity for every company to transform itself and a simple framework that I have used to articulate this strategy is here, a software led transformation of every company and of course this applies to Infosys, to our company and this strategy has basically a duality. Duality is that every business is on the one hand looking to renew its core and at the same time to innovate into new areas. And this duality of renewal of their core and the innovation into new areas is framed within an outer frame that we can call culture. It is a culture, a context that a company creates, a culture of learning, of creativity, of imagination and a culture of purpose. I believe this applies to every company because no company can transform itself unless its workforce, its employees, its culture moves into the next generation that the company needs to or looks to go into and in order to re-skill this workforce to get the workforce to think differently and understand the new business realities, the new business models, the new systems that are needed, you need to learn, you need to educate yourself. So this duality surrounded by the culture applies to every business and also to our business.

When we look at renew, the renew dimension is about renewing and rethinking the existing systems and processes of the business. This means getting better at the existing business, improving the existing systems, getting more value out of them, to make them more relevant to the emerging world of the future. In IT world, this means re-platforming or bringing the cloud reality to the systems or bringing the cloud scale, the elasticity, the economics to the systems, but also to expose, to instrument and integrate the existing systems for mobility to connect them to the world of sensors and internet of things to intelligence systems as well as to analytics and big data. So basically taking the existing systems that are serving the current needs of the business and evolving that to be relevant into the emerging world and thereby achieving increased operational efficiency, increased productivity, getting more economic value out of the existing systems. For this world, for this part of this duality for the renew part, I believe that Infosys must look into amplifying the abilities of our clients not only augmenting them and at the same time there is the new dimension where we are increasingly looking at software driven ways, businesses are looking at software driven ways to connect the value chain, to connect their ecosystem and find new ways to engage with and understand their customers, new ways to get into new markets, to explore new areas and new business models to serve this new realties and then culture I already talked about, learning and education, engaging with employees and finding the core purpose.

For us at Infosys, the same three dimensions apply. For us, renew means renewal of our existing businesses. All our existing service offerings, service lines will see this renewal in BPO for example and that renewal will be led by automation, with artificial intelligence technologies, by innovation as well as by achieving much better operational excellence in the work that we do and this applies to everything to all our existing services. So it is not that something will stay back as it was and so on, but everything that we do will be renewed from business process outsourcing BPO. Clients are no longer interested in previous generation ways where you are simply augmenting for cheaper prices but in innovation and business processes, in business process efficiency and new outcomes using automation to dramatically improve the productivity of the people.

In IMS for example, automation can lead to a dramatic improvement in the efficiency of IMS. So similarly every service line that we have can be evolved to deal with this new reality with automation, with innovation, and with our operational excellence and at the same time we are renewing our work in the IP oriented areas like Finacle, like EdgeVerve and the platforms under tools work that we are starting to do and we are bringing this, augmenting these existing services renewal with new kinds of things that they are bringing such as the Infosys platform on big data. We recently started to see extremely encouraging results. In this area, we have started many POCs already with clients with artificial intelligence led innovation and new kinds of applications as well as with new services done such as design thinking where we can work together with our clients on co-creating new kinds of solutions and we are at the same time redoubling our efforts in education. This is a picture of our beautiful Mysore campus. I have been around dozens of universities in my life and I have never seen anything like this. The way we work there, the way we teach there is exemplary and we are significantly increasing our focus on education, on learning there. Also in bringing new kinds of techniques that we bring to rescale and upscale our employees. In these new areas, we just launched an artificial intelligence class. We are doing a massive embrace of teaching design thinking to our employees and to recreate a culture of learning of continuously learning or free learning for all of us for each one of us for life. So that is the basic idea. I did my Ph.D and my graduate education in artificial intelligence and people tell me these days that this automation will make us less relevant that will make us replaced by our humanity will be replaced by or made irrelevant by technology and I think that is complete nonsense.

Ever since the industrial revolution or even before that, technology has always served to empower people to amplify their reach to enable us to do more and it will continue to do so. AI based techniques will further amplify our reach. It will make us more productive, it will make us focus on delivering more value on creating, on bringing our creativity to life in new areas, and I believe that in the end it will enable us to do what Prof. Mashelkar once said to ‘do more with less for more’. And I think that is an incredibly exciting thought. I think of that as a human revolution in a way like the Green Revolution a few decades ago dramatically improved the productivity of agriculture, of our farmers. I believe that technology and education, computing and learning and surrounding ourselves and equipping ourselves with great next generation technology will help us create a revolution of human productivity which we can call The Human Revolution. These are all of course early days, these are early thoughts, but a key difference is that we are already executing on these. The first results of each one of these areas that I have articulated have already been put into place. We are already seeing results of that and of course we have seen the results of that in the quarterly results announcement that we have done today and we are really excited about the future that we are entering into. We have a debt management team and together we are looking forward to bringing this strategy to life. I also want to say that this is still early and high level and over the next 1-2 quarters, we will articulate this in much more detail, much more precision around investments and around forecasts and outlooks and I look forward to doing that with you but for now this is where we are. It is an exciting day and exciting time for all of us at Infosys and with that I would like to, Rajiv, Pravin do you guys want to say anything?

Rajiv Bansal

No, I think we will throw the floor open for questions.

Vishal Sikka

Let throw the floor open for some questions.

Ayushman

Ayushman here from Cogencis Newswires. Infosys 3.0 has so far been the most visible strategy of the company. So is this new strategy of yours part an extension of that Infosys 3.0 or is it part of an extremely new strategy that you have come across?

Vishal Sikka

I think it is wrong to think of this in the context of any of the work that we did in the past. Obviously this is not a radically new idea that I am proposing. Nature renews itself continuously and new things continue to happen. So I prefer not to look back what Infosys 3.0 was and was not. I think what we have laid out here is a sort of ideas which we believe are highly relevant to the industry and to the client that we are emerging into, the future that we are emerging into and one key here is that each one of these ideas albeit early is already in execution and the first signs of this are already here.

Ayushman

And we have seen revenues from the India business go down. Can you just throw some light on that?

Pravin Rao

In India business in the last few quarters, we have actually consciously slowed down because we have had some challenges in some of the projects executed particularly in the government area. So the project which we are doing is executing well, but we have had challenges in terms of payments and other things. So we have consciously slowed down, but right now with the new government’s thrust on digital and smart cities and so on, we will start taking a fresh look at it and we believe that there may be some opportunities. So over a period of time I think we can see some growth coming back.

Itika

Dr. Sikka, this is Itika from Business Standard. While you discuss all these new technologies and the new focus that you will have, one doubt always remains about how you are going to manage the traditional versus the new. Could you please throw some color on that whether the traditional will just stop being a focus area or how do you do this? Thank you.

Vishal Sikka

I think one key point that I want to make this very clear and I want to reemphasize this, if it was not clear earlier, is that this is not about leaving something behind. What I have proposed, what I am proposing is that we renew everything that we do today. Every service line that we offer in every geography for every industry, we renew that using this triple combination of focus on business outcomes and value with new kinds of business models and so forth, of bringing automation, bringing next generation technologies, bringing advances to the way that we run those businesses as well as to a great focus on business outcome with operational excellence and so on. So that applies to everything that we do. Each existing business, whether it is BPO or IMS, application development and maintenance, we are launching an individual set of priority. I outline many of this earlier today in the earnings call and you can look at the transcript of that for each one of the service lines that I spoke about and how that will be evolved. So it is not about leaving something behind, but it is about moving the whole thing forward together and then in addition to renewing all our existing service lines, it is about adding new additional kinds of capabilities to that and like this co-creation with clients or with design thinking like offering new kinds of applications which are next generation application based on artificial intelligence and so forth, the big data, machine learning applications and working with startups and things of this nature. So it is about taking the existing services that we are offering and renewing these and then complementing or augmenting those with new kinds of services.

Vishal

Mr. Sikka, Vishal here from VCCircle. My question to you is about startups. I think in many of the areas that you discussed like big data, analytics, cloud services, they augment future business very well. So are you looking at a fund for these startups and you mentioned in the analyst call that acquisitions will be a major part of your strategy. Would you like to shed some light on that?

Vishal Sikka

I think first of all I have to compliment you on having a great first name. The work with regard to the startups has three different dimensions to it. The first one is that we at Infosys can be a great accelerator of the roadmap of the startup companies. See once a startup raises financing, they have the ability to fund engineering but usually they do not have time. They need reach. They need scale. They need their functionality done quickly and we can be a great enabler of their ability to get to their roadmap faster, so in that sense extending and amplifying their engineering team and their operations. So that is one great area that we are very excited about. We already have several startups that we are working in this dimension. The second dimension of the work with startups is to bring them to our clients together. In many cases we work with clients. We have large scale wide scope solutions that we offer and we can have an offering there where we can bring startups to fill a particular piece of the puzzle and so on. So joint go-to-market is the second one and we are starting to do this as well and then the third dimension is where we can invest in the startups. So we have a $100 mn fund and we are starting to make the first investment from this one. So that is the work that we do with startups. I think the second part of your thing was about M&A and it is not a major part of the strategy that I have outlined. I think major would be a wrong word to use but it is a key part of, key element of the direction forward. It is something that we are very interested in but it is not from a purpose of growing because of acquiring some yesterday’s company but focusing on the future, enhancing our capabilities and our skills with small companies with great technology, with great people that augment and complement our skills and our capabilities and so forth.

Chandra

Vishal, you spoke about renewing the core by adding new solutions to the traditional businesses that you have. Have you already started doing this? Will it happen with existing clients, with new clients and how will it change the way you price contracts, structure contracts going forward?

Vishal Sikka

Yes, we are already starting to do that Chandra. The key here is again, see it takes many different forms. The simplest one is where we take an existing client and an existing offering and we improve the way that we do that. So we improve the way that we do BPO for an existing customer. We improve the way that we do IMS for an existing customer or even I mentioned earlier the example of a large financial institution who is our client and we talked about how IVS, a very simple thing like QA of a software can be dramatically improved with better technology. So that is one example. The second example is where we continue to do the existing work and renew that but add new kinds of capabilities to them, new services, new projects, new offerings and so forth. Then Sandeep who I was looking for must be doing something more important than this. He has started to work with many of his clients. Many of our other segment leaders have started to work with their clients on bringing in new kinds of projects, design thinking projects, big data projects and so forth to complement the work that we are already doing with them and these are new things and in some cases you are right. We do have new business models here where we price based on value delivered on 90-day cycles with extreme agility and so forth. So we are starting the first of these kinds of engagements and then the third dimension is where we have a new client or where we just start a completely new kind of an engagement and then here the traditional services even though we reline them are not there yet but we are starting in a completely new path and hopefully over time then that relationship expands into bringing other kinds of services there as well. So it is all of these.

Itika

Hi Vishal, Itika again. We had several media reports over the past few weeks talking about lot of your former SAP colleagues coming and joining leadership positions at Infosys. Could you share details about it? Who has joined?

Vishal Sikka

Well, a few of my friends and colleagues have joined. But also some many colleagues have joined from outside. There is not any, I would say handful of people. I would not read anything great into it. It is a relatively common thing when a senior executive leaves the company; they have several people who then decide to come and work with them again and so forth. SAP is a great partner for us. We have a very distinguished partnership with SAP which we are very excited about taking to a whole new level. I recently met with Gerhard in Berlin in our Confluence. So there are many exciting areas that we are working on together. We believe that we can be the best SAP partner in the world and we are excited about that. I have lots of friends there. Of course I spent more than a quarter of my life at SAP. So I have hundreds if not thousands of friends there. So I would not read anything significant into this.

Participant

Vishal, you said M&A is not a major part but coming on the back of Cognizant’s $2 bn buy of TriZetto, has that sort of put pressure because the immediate question was what is Infosys going to do now?

Vishal Sikka

No, absolutely not. Every company decides what is the right thing for them. We wish them the best on that endeavor and as I mentioned we are interested in acquiring companies that bring us unique skills and capabilities and technologies that help us to go into the areas that we find strategic for our future and we will look for those and do those. We are not interested in acquiring a previous generation company, no matter how big or small. But we would rather focus on the future.

Participant

First of all Mr. Leo Apotheker sends you his best regards. Said to say hi to you and all the best. Second design led thinking and delivering software services requires a whole new change in mind set. I just want to know how you plan to do this while boutique design firms can do it really easily with compact teams. How are you going to approach it? Is it going to be top down? Is it going to be bottom down? Is it going to be all pervasive because learning takes time you know that and turning a bunch of techies into thing is like, I do not know. It is like an oxymoron. How do you intent to start? Is it going to be a cell, a design cell, which will have a multidisciplinary team and who will it consists of? What levels? Will it be top down, bottom down? Thank you.

Vishal Sikka

First of all my very best to Leo as well. He is a great mentor and was my boss at SAP and I learnt a lot from him. I have a great relationship with him. So I wish him the very best. With regard to design, I think in order to achieve the goal that we have laid out for ourselves; we are in the process of doing a very large scale, broad and deep embrace of design thinking. Of course we have a design team. So Sanjay Rajagopalan is our head of design. We have a CDG, a communication design group which focuses on this. So which by our terminology would classify as a boutique design practice within the company and will continue to enhance that and make that bigger and bring the modern design techniques to that and so forth. But what we have in mind is to bring design thinking everywhere and that means that multiple dimensions of work has to be done there. We are already starting to do that. We have done the first exercises for our senior management team, for our executive management team. We all went to Stanford. It was written about heavily here. Also the second level management has to a large degree already taken the first set of trainings in design thinking. So that has already happened for our consulting leadership team, for our sales leadership team and many of our product leadership teams. But beyond that, in order to bring design to a much wider scale across the company, we have started to do work with the first training session for our trainers have happened. So a few of our key educators have already been trained. I have already taken the first trainings on design thinking and they are now in the process of implementing new classes that tens of thousands of Infoscions can start to take and that is something that you will see. I mean, our aspiration is to get tens of thousands of the first 25,000s or so of Infoscions to get a first training in design thinking already within this year.

Sujit John

Sujit John from the Times of India. Vishal, stock markets, and many of us are always interested. You are trying to do a big transformation. The objective is what, is it you are trying to catch up with industry growth rates in India; are you trying to raise your profit margins to a certain number; what is the larger vision that is driving you here?

Vishal Sikka

Sujit, the larger vision is of course to do all of the above. Our aspiration here is we believe a company that can renew the kinds of existing services that we offer in BPO, IMS, application development, package implementation and so on where a dramatic improvement in productivity and innovation can be achieved and also bring new kinds of services at the same time for clients. We believe that such a company is a next generation services company. So we are not interested in being a previous generation services company. We are interested in having Infosys be a next generation leading services company. We believe that such a services company can achieve significant growth at higher margins and that is our aspiration. We believe that we can be the best among in such a future that we aspire to. So that is our goal and that will mean all of the dimensions that you have talked about not only focusing on any one particular one. We will have to invest in new areas and so forth. Unfortunately it is too early for me to be any more precise or quantitative with you on that and you have known me for many years and as we get those quantitative details and as we better articulate our strategy into more business, into more detailed business plans, we will look forward to sharing those with all of you.

Niveda

Niveda from Reuters News. I was just wondering with so much focus on new tech, is there some sort of an internal goal or are you thinking of how much of your overall revenue is going to come from new technologies that you guys are focusing on?

Vishal Sikka

I think that the simple way to articulate the strategy that I mentioned earlier is that 100% of our revenue will come from the renew and the new services. I think we have many of these services already. So digital is a business unit that we have led by Suri and we believe we can expand our business in this area dramatically. Similarly in bringing more benefits of cloud computing to our infrastructure management business unit that we are looking forward to doing. So I would not break that down into any particular number right now. Of course vast majority of our revenue today comes from our existing services and we will continue to renew those and that will lead to a growth there. But at the same time we will complement that with new kinds of services and there will be small for the foreseeable future. But overtime they will have two effects – one is that they will continue to become a bigger and bigger part of our business and influence bigger and bigger work forces in the company, but also at the same time they will become drivers for more of the traditional redesign services and so on. Application Development has been, for example, a big part of Infosys since our founding and it continues to be a very large part of our business and I expect that for the foreseeable future this will continue to be the case. So, it is not so much about which ones will grow how much, but it is really what I said tongue-in-cheek that the renew plus new is the entire company and new will obviously be initially a small part of it, but then again the interesting thing about such a strategy of renew plus new is that at any given point in time there is always something new and it is always small and it is always the next generation thing and so on, so that is how it goes.

Participant

And when you are talking about inorganic partnerships, is there geographic specific or what sort of _____

Vishal Sikka

Yes, all of that, some of those are regional ones, some are industry oriented ones, some are technical layers oriented ones and there is massive startup activity here in India, of course, then the valley in Berlin, in Israel, in China, in Ireland and many places. So we want to work with startups wherever they are.

Dearton Hector

Hi, this is Dearton Hector from CNBC. Infosys sort of always been considered as one of the best employers in the country ranked by many newspapers and magazines, but even though there is consistent effort from your parts to impress the shareholders. Why is the attrition rates so high, are the employees unhappy?

Vishal Sikka

Maybe I can start and Tan you can answer. Over the last year or so there has been a lot going on here and many of the things that you see with the attrition is a legacy all over and the sort of the natural latency of how this works. Our goal was that in 3 to 4-months the attrition rates start to come down and as you can see in the month-over-month rates even though the overall attrition on an LTM basis continues to be very high and we are not happy about that, but when you look into a month-by-month from July to September you find that the attrition rates are coming down and that is an encouraging sign that I believe is a result of tremendous effort that we have put in on many of the things and Pravin and Tan can talk about this but as well as helping in employees see a great future ahead, helping employees see a great relevance to the work that they do, which is of importance to clients a purposeful work and I believe that we are starting to see all of that. So if you look at these numbers over the next 12 month I believe that you will start to see them come down to a much more traditional levels.

Participant

Mr. Sikka, I was not talking about the future actually. I do not think you answered my question. My question was that are the employees unhappy?

Srikantan Moorthy

So of course you got the number on attrition. We, in fact, concluded an employee survey and more than a 100,000 people participated in the survey over a 2-week period. While we are analyzing the results it is very clear that the engagement level is very high just from the numbers of the people that participated in the survey and now looking at what they have said and acting on it. Two, when we did the murmuration initiative little while ago when Vishal joined, Vishal and Pravin conducted it and the number of people again who came back and provided ideas, more than 2,600 ideas came through, we shortlisted them, we picked 10, employees were allowed to rank their ideas. So the amount of engagement is significantly high and I think all of those are demonstrated in the reduction in the attrition numbers now. So, I would not say that employees are unhappy.

Participant

While laying out your strategy what you said over the period of time you will explain it further, you said it is not radically different from what it was earlier, and you said the results of some of the strategy are reflected in the quarterly numbers now. Can you just give specific examples in the numbers where you are seeing the impact is really being felt? Suppose, for example, we are talking about some 98 to 100 basis points of margin expansion. Is it because of that strategy or the strategy for the radical cost rationalization structure that Mr. Murthy had put out, because of that? And another say kind of client addition; 46 people are comparing with the previous quarter addition, they are saying it is a lesser number. Where exactly you are seeing those impacts being felt? Second part is you mentioned about there will be greater focus in business outcome. What about the focus on profitable growth, the previous generation of leaders have been laying a lot of importance on that? What is your strategy with regard to the margin front? Will all this new initiatives or whatever strategy you are putting, it may require lots of investment into that, will it impact the margin point of view or are you not bothered if there will be margin dilution?

Vishal Sikka

I think that the nature of the Services business is such that the sales process and then the delivery of the projects and the skilling of the people and hiring of the capabilities and developing their capabilities and so on, it takes time. So when you start to see meaningful results it will take some time. However, we already started to see first results within this quarter, primarily driven by operational excellence, primarily driven by some enhancement, some new deals that we have done in new areas, it is too early to start to break these things down, I mean, this is we have barely started here, but, yes, we already have some examples of new deals that we have done within this quarter as well as some enhancements to the existing clients work that we have been doing because of the new stuff in Big Data or Design and so on which has started to show excitement in the clients, that starts to show in their willingness to work with us in new areas and in helping close deals which is perhaps otherwise would not have closed with us, etc., So it is too early to break these down in a more meaningful way, but we certainly have started to see the results of this, both the new offerings and the new attitude in the results that you see today. And then on the growth and innovation, focus on business outcomes, what Mr. Murthy used to call the ‘Consistent Profitable Growth’ all of these can be achieved simultaneously, it is not one versus the other, and that is our objective, I mentioned this in our earnings call earlier that ‘Consistent Profitable Growth’ is what we are aiming to get back to as well as industry leading growth over time.

Participant

_____

Rajiv Bansal

As a CFO there is always an opportunity to cut something, right, and I would want to optimize as much as possible. The whole idea is that we are at a stage where we need to invest money back in the business as Vishal was saying and there is a lot of investments required in the business. Now where does the money come from? The money has to come from cutting unnecessary costs and that is what the focus has been. We are also very clearly articulating that we would work in a narrow band of the margin for the near term so that we are able to plough the money back into the business to accelerate and sustain our growth and that is the primary objective right now. So there is still opportunities to cut cost. I think our operational performance this quarter clearly shows that we can actually perform at a very high level on every front, be it utilization, be it optimization of cost, be it sales productivity, revenue productivity or whatever. So there is still opportunity for improvement. I think all the segment heads who are sitting here have committed to continue on this path and keep cutting costs and become more productive and it will show up on the numbers over a period of time.

Participant

_____

Vishal Sikka

Before you start can I give a personal answer to those two questions? If attrition is defined as the people living on their own when we would want to keep them, then the number I would be comfortable with is zero. The other answer to your other question about how many have come back is many.

Pravin Rao

Historically, we have always had attrition of 13% to 15% and that is natural in this industry. Given the amount of emphasis we place on training and enablement and other things, Infoscions are always a target for our competitors. So we have always been comfortable dealing with 13 to 15% and that is where we would expect it to be. We have taken a lot of measures over the last 2-3 quarters, we have addressed all the hygiene issues, and in the last quarter at least we have addressed the soft factor as well in terms of engaging with people and so on. While LTM attrition is high in Q2 but when I look at month-on-month over this quarter it is significantly trending down in the right direction. So our belief is over the next couple of quarters it should probably come back to 13 to 15% where we want it to be.

Participant

Dr. Vishal, I have a couple of questions to you and Rajiv. The larger picture though we give you benefit of doubt it is only 70 days you are a chief executive of this company and from all that you set time and all, but a chief executive does it work for today or tomorrow but he will have targets, he works for future. So while you retained or maintained the revenue guidance as what it is, what are the initiatives you have taken? You see the results coming only in the next fiscal and all. Then I will ask Rajiv the other question which have not been focused?

Vishal Sikka

I will say that the meaningful results or meaningful impact from the work that we are doing now will start to materialize over the next several quarters. Mr. Murthy had laid down a 3-year roadmap and we are in a sense around 1.25 year into that and I expect that you should expect to see the results over the next 2 to 3-years obviously a meaningful impact from these things that we are doing, but the key difference is that it is not that these things that we are doing will somehow magically appear 2-years later, these are already here, they are just small and not evenly distributed yet like William Gibson wrote about in Europe, “The future is already here, it is just not evenly distributed.” It is a similar idea. So all these practices that I am talking about we already started to see engagements with clients in these areas the very first economic results from that and you will see that incrementally grow, but the meaningful impact from this will take 2 to 3-years.

Participant

Rajiv Bansal, just could you give a statement on this? Your revenue growth for the quarter on year-on-year is 2.9% whereas the profit is 28.6% and even the quarterly actually it is more 4.5%. How do you explain this? We need a statement on this to say. For the average reader normally it is in double digits which is on year-on-year is 2.9 it is almost flat. What could be the reason?

Rajiv Bansal

When you look at numbers in rupee terms rupee depreciation plays a big role in the growth numbers year-on-year or quarter-on-quarter. Since we are an Indian company and we report numbers in rupees, but the fact is that most of our earnings are in either US dollars or Euro or Australian dollars and the currency conversion plays a big role in the reported numbers. So I think the right thing would be to look at growth in dollar terms year-on-year and quarter-on-quarter and that would be the right thing to look at. This quarter we have grown 3.1% in reported currency terms in dollar terms and 3.9% constant currency terms. If you remember during the quarter, especially in September all the global currencies had depreciated big time against the dollar, especially Euro and Australian dollar which has resulted in a loss of about $16 mn during the quarterly revenue. So I think the fluctuations in the currency explain the reasons for different numbers that you see today.

Participant

But then this seem to have effect so far as the profit is concerned, it does not square up there is it not?

Rajiv Bansal

Profit is also because what happens is that when the rupee starts depreciating your profitability starts improving, because everyone per cent depreciation of rupee impacts your profitability by about 22 basis points. So what has happened over the last 1-year the rupee has depreciated significantly resulting in better operating margins but lower growth numbers year-on-year for that matter.

Participant

Last one year sequentially if you see the active clients is actually two only increase is it because many have left out or suspended accounts?

Rajiv Bansal

No, again see when the client addition or attrition data should not be looked on a quarter to quarter basis alone these are reported on a LMT basis so you would always have certain clients start at certain proof-of-concept with you start one project with you and they may not continue with that project further or they may not want to do more outsourcing see we always see additional attrition of clients. I think the important thing is to see how we are able to mine our clients, how many million dollar clients we are able to add quarter after year after year how many $100 mn, $50 mn, $20 mn, or $5 mn clients are being added and I think if you look at on that parameter we have done exceedingly well this quarter our $100 mn clients have gone up, our $50 mn clients have gone up, our $20 mn clients have gone up and quarterly fluctuations will always continue.

Participant

Hi, let me just go ahead because there is always a 5^th time that I am being highlighted. My question is if you look at back of the envelop calculations and try to figure out what is the revenue per employee for Infosys it is about I think $51,000 per year or so and that’s very less for example SAP I think its $2.5 lakh per year or something per employee do you have I mean you say that we need to increase productivity, etc., and this kind of number is extremely low for a IT company do you have a target in mind or I mean I know that it’s a moving thing but would you I mean probably next 2-years or 5-years do you have a figure which you would be comfortable with?

Vishal Sikka

I think the nature of product companies, of companies who sell intellectual property is that the marginal cost of selling the same product to the next client is much less than before and so on and in our industry there is this fancy term non-linearity which this is what it means. And so therefore you see in established companies with their intellectual property base a much higher revenue per employee. We are a services company and human evolution that I have talked about is about services and we believe that we can augment and amplify the capabilities of our people with product type services with technologies and automation that amplifies them and therefore achieve a much higher productivity rate. At $51,000 roughly revenue per employee we are among the highest in the industry, certainly in India in the services industry but our aspiration is to grow much higher than that. How much higher, I think that it will take time for us to much more precisely articulate these goals over the next 1 to 2 quarters. When we understand in a more operational way what the implications of and the consequences of this strategy are, that I have laid out. So far the first 70 days the first 100 days or so have been about deeply engaging with clients, engaging with employees and engaging with partners, in understanding the dynamics of the business, in helping deliver a great Q2 which we have done, in identifying what some of these strategic areas are, and articulating that in a coherent way but at a high level and now it will be our endeavor over the next one to two quarters to much more precisely detail this out in terms of business parts and then we can have a more quantitative and substantial discussion about what kinds of numbers we feel more comfortable with. Right now I would just be flippant and say that we would be comfortable with a much higher number.

Participant

Did you lead the Daimler AG agreement that you just had or you just signed them on board. I met Michael Gorriz few months ago and he was saying there is no pre-doing predictive analysis for us for all that handles across the world so did you lead that deal?

Vishal Sikka

I have known Michael for a very long time and in the sense that I am the CEO of this company yes I guess I lead all these deals but yes I have been involved in the work that we have done with Daimler.

Shirish

Shirish from Bloomberg here. I just wanted to ask a question just sort of related to what my colleague had asked and about this whole thing on pricing - do you see yourself at some point moving up the pricing curve and how would you reconcile the two challenges of one in a very highly commoditized services market where you want to win a deal and this TCS and there is some other 3^rd company and you bidding for the same deal and your sales guys are saying okay if we just drop the pricing a little we are going to win this deal okay it’s a big deal. On the other hand you are trying to move up the value chain in terms of where you are because you just spoke about the $50,000 productivity and SAP being the product company and you wanting to use automation, innovation and so on. So how are you going to reconcile both in the short and longer term with the conflict on pricing and do you see yourself moving up fairly quickly on the pricing chain given the fact that you are pushing on automation and innovation?

Vishal Sikka

I think in the new differentiated offerings we can come up new ways of pricing, new business models where the outcomes can be linked to the value delivered, and therefore you can have a much higher value that can be achieved provided that there is also higher value being perceived by the client. So in the new offerings this is relatively easier to do where you have differentiation and so on. In the existing services I think we have to find value in the existing services that we do. We have to find the way the technology helps improve the quality of the service, that helps improve the productivity, helps find better business outcome. A simple way to achieve that is to become much more clear and explicit about the value that is being delivered and not be oblivious to that. It also involves rethinking the way that we work with intellectual property and how we protect and manage intellectual property and all of these things have to be done. But yes I mean I think in the near term you can expect that. There are things that are rapidly commoditizing and in these there is always pricing pressure and you see that but our endeavor is to not continue down this downward spiral of costs and which I think is wrong not only for us but also for the whole industry and instead move up the value chain and go into much better kinds of innovation based services, much better outcome based services and I think that is a greater future for all of us.

Moderator

We will take one last question please.

Participant

You added number of clients but the client contributions to the top 5 clients and top 10 clients have remained flat and then the repeat business has gone down what are the concerns? Also if you can talk about the strategic direction for EdgeVerve and Finacle?

Rajiv Bansal

If you look at the client segmentation that we have provided there is growth in the top 5, top 10, and top 25 clients though it is slightly lower than the company average which will typically happen because when you look at on a quarter-to-quarter basis some of the large clients, their budgets will get saturated. There is only so much that you can grow with a client beyond a point unless you are able to innovate and that’s why I think what Vishal was saying about innovation to renew our business makes a lot of sense. If we have to really accelerate our growth with large clients we need to have a complete differentiated service offering, different kind of thinking, and that is what the part of the strategy that Vishal is laying out on. Having said that I think we are focusing on client mining. We continue to invest in our large clients and quarterly movements would be there but top client growth would be our priority and it continues to be so.

Vishal Sikka

I think the second part of her question was about Edge and EdgeVerve. This is an area that we are very excited about. Obviously the EdgeVerve this last quarter we separated the company as a wholly-owned subsidiary of Infosys. We are very excited about the Edgeverve roadmap. We are already seeing great traction with clients around the world across industries with this. We have more than a dozen clients of AssistEdge. We have some great clients working with us on ProcureEdge and TradeEdge or iBuy. So this is something that in all the front line area for an emerging businesses we are very excited about. We want to bring a dramatically improved user experience there, a dramatically improved experience of engaging with the product, of implementing it. As much automation as possible in doing that. As well as bringing many of the network effects at all these products to life and so we are quite excited about that.

Rajiv Bansal

I will just add I think you are misunderstanding the data which we have given. Our top 10 clients have grown by 4.2%, the top 5 clients have grown by 2.5%. What you are seeing is a percentage of those clients as a percent of our total revenues which if it remains flat means these clients have grown in line with the company growth rates.

Varun Sood

Hi Vishal, I am Varun Sood from The Economic Times. I just have two questions here. Firstly if you can just give us an update on this $100 mn fund because one of the first things which we kind of understood was that this was the first initiative you wanted to do to bring in this innovation strand for a company like Infosys but you’ve strengthened your partnership with Stanford at various levels but still we haven’t really seen any traction going there, what is really happening? And the second question is what is this next generation transformation company Infosys? You’ve outlined your whole strategy of plan, you are not giving any time line, and you are not giving any investments but what do you have in mind that say 4-years from now I want to have Infosys which would be a modern day Accenture I don’t know I am trying to understand? Thank you.

Vishal Sikka

I think with regard to the fund $100 mn fund that we have started we are starting to make the first move from this both in terms of investing in startup companies as well as in participating in investments together with venture capitalists or even in some cases also investing in VC. So you will see as interesting news that is worth sharing becomes available we will share that, but we are starting to work on this quite extensively. And in terms of the vision for the company I think that when 33-years ago when Infosys started we had a vision to build a next generation a new kind of a services company. We pioneered a global delivery model and so forth all based around the notion of education and I think around this an entirely new notion of services can be invented and we are really excited about that. A few years from now if you look back it would be great for us to look at Infosys as a company where we helped achieve massive transition, massive transformation for many of our leading clients, where we built amazing solutions that brought great value, that brought purposeful we did that using technologies. One of the clients that we worked with in the last quarter, a large company, a very large company in this mining related area and we did a project with them where we showed how data coming from trucks could be ingested into a big data platform that was done using open source technology and Cloud based hardware. We ingested more than 20,000 events per second into this 10 node cluster and we analyzed that data while it is coming from these trucks at the rate of 20,000 events per second. We analyzed that for the emerging issues in the trucks for predictive maintenance and this analytic run which is over 250 mn records, the result itself was a 1000 lines of a results set including the time to print the 1000 lines took 4 seconds. So 4 second response on a 250 mn records set for preventive maintenance, while there are trucks running around in the mine field that you need to make sure that you learn about if they are about to go down. This is one of these amazing examples of a kind of thing that we can achieve where we bring new technology at a dramatic cost performance improvement to life on a problem that is of extreme importance to our client and when we look back on it 4-year from now it would be awesome. If each of one of our clients has had a great success story like this to share in some pioneering frontline area and they say that also in the traditional services that Infosys has done we have done an amazing job of renewing that, of bring innovation and automation to that, to dramatically improve the productivity of the people I think that would be a great state to be in where no matter where in the world somebody thinks about software, where somebody thinks about innovation, they think about Infosys first. That would be a great state for us to be in.

Moderator

Thank you.

EX-99.4 ACQ AGREEMNT 5 exv99w04.htm FACT SHEET

Exhibit 99.4

Fact Sheet

EX-99.5 HOLDERS RTS 6 exv99w05.htm EARNINGS CALL 1

Exhibit 99.5

Earnings Call 1

earnings call 1

Q2 FY 2015 RESULTS

October 10, 2014

CORPORATE PARTICIPANTs

Vishal Sikka

Chief Executive Officer & Managing Director

Pravin Rao

Chief Operating Officer

Rajiv Bansal

Chief Financial Officer

Mohit Joshi

Head – Financial Services

Sandeep Dadlani

Head - Retail, CPG and Logistics

Ravi Kumar S.

Head - Insurance, Cards, and Payments

ANALYSTS

Ankur Rudra

CLSA

Anantha Narayan

Credit Suisse

Viju George

JP Morgan

Edward Caso

Wells Fargo

Mitali Ghosh

Bank of America

Diviya Nagarajan

UBS

Pankaj Kapoor

Standard Chartered

Nitin Mohta

Macquarie

Surendra Goyal

Citigroup

Yogesh Agarwal

HSBC

Sandeep Shah

CIMB

Moderator

Ladies and Gentlemen, good day and welcome to the Infosys Earnings Conference Call. As a reminder, all participant lines will be in the listen-only mode. There will be an opportunity for you to ask questions after the presentation concludes. Should you need assistance during the conference, please signal an operator by pressing ‘*’ then ‘0’ on your touchtone telephone. Please note that this conference is being recorded. I now hand the conference over to Sandeep Mahindroo. Thank you. And over to you.

Sandeep Mahindroo

Thanks Inba. Hello, everyone. This is Sandeep from the Investor Relations team in Bangalore. At the outset, let me apologize for the late start since the closure of the previous event got delayed.

Welcome to the Infosys call to discuss future strategic roadmap along with the Q2 ’15 Earnings Release. Joining us today on this call is CEO and MD – Dr. Vishal Sikka; COO – Pravin Rao; CFO – Rajiv Bansal, along with other members of the senior management team. We will start the call with some remarks on the strategy of the company by Dr. Sikka, followed by comments on the performance of the company. Subsequently we will open up the call for questions.

Before I hand it over to the management team, I would like to remind you that anything that we say which refers to our outlook for the future is a forward-looking statement which must be read in conjunction with the risk that the company faces. A full statement and explanation of these risks is available in our filings with the SEC which can be found on www.sec.gov.

I would now like to pass it on to Dr. Vishal Sikka.

Dr. Vishal Sikka

Thank you Sandeep. Good Day, everyone, and apologies for the late start.

Before we get into the results of this quarter, I would like to take a few minutes to give you my perspective on the road ahead for Infosys. Today is my first quarterly results day. I started my journey as the CEO of Infosys about 70 days ago and each day has been a tremendous experience. Simultaneously, exhilarating and humbling but also challenging and yet a familiar one. Infosys is an iconic company. Our company has been instrumental in putting India on the technology map, pioneering the Global Delivery Model, which transform the industry and being the engine that trained the top talent in the industry and all of this, while maintaining the utmost standards of honesty and integrity which others have measured themselves by. So as we look at ahead to the next 33 years of Infosys, we not only aspire to achieve consistent profitable growth as Murthy used to say, but indeed to get back to being the bellwether company for our industry, leading it in both growth and profitability. And we want to do that on the basis of innovation, on the basis of technology, especially Automation and Artificial Intelligence (AI) technologies, and on the basis of amazing people who are amplified by technology, by knowledge, by imagination and by their conviction and by the community and the ecosystem around them from Infosys. We believe that this will result in a much higher productivity and a deeper relevance of each individual, to the businesses they serve. We believe that this is a human revolution.

We want to bring about this revolution on a foundation of learning and on the basis of excellence with the most modern technologies like the latest platforms and architectures and the most advanced capabilities in AI, in Automation, in Machine Learning and other areas. We have already started down this path over the last 70 days.

I want to make a brief mention of Automation. Artificial Intelligence as a domain is not very well understood. It is often associated with precipitating or accelerating the irrelevance of humanity. Having studied AI at Stanford and Syracuse and other places at the feet of the pioneers of this domain, I see the world fundamentally differently. This pessimistic description is not correct. Technology has always been about the amplification of the human being, about augmenting them with new capabilities, not about making them irrelevant. This goes back to centuries when the industrial revolution started and even before this. AI and Automation are no exception. I see Artificial Intelligence technology, Automation technology helping achieve a dramatic improvement in the productivity of our people, in their ability to offer new value, new capabilities. We see an opportunity to launch human revolution, where we are able to achieve much higher productivity levels to bring much more innovation, where we are able to, to paraphrase Prof. Mashelkar “Do more with less for more.” I refer to this as the next generation of services. And we are building Infosys into such a next-generation services company.

Over the last 70 days, I have interacted with dozens of partners, hundreds of clients and tens of thousands of employees. It is very clear that the world around us is being profoundly reshaped by software. As a result of this reshaping and to best serve this transformation, to best evolve their business, we see every business in the world in every industry following a dual strategy. On the one hand, renew their existing systems and landscapes and businesses and on the other hand, enter into new business areas, new business models and build new solutions and landscapes to serve those. This duality also applies to us equally. We at Infosys are striving to bring this dual opportunity to life within the underlying fabric of our culture, our education, our learning.

When we think about renew and renewing the landscapes, we believe that everyone in every business and every industry, needs to renew and rethink their existing systems and processes and for Infosys this means the renewal of our existing business lines. BPO, for example, can see a tremendous improvement in productivity and a tremendous increase in value due to an embrace of Artificial Intelligence and Automation technologies, due to a focus on process innovation and process improvement. Consulting can move much more and renew itself towards much deeper business process expertise and understanding, towards transcending individual applications, towards achieving much higher value rates by being consultants in the business strategies and the business systems, as well as augmenting the consulting capabilities with helping clients achieve their destinies in new areas, in new frontiers, using techniques like design thinking. We believe that for example the IMS service where we do Infrastructure Management for clients, can be dramatically improved with Automation; same with Verification Services, Packaged Applications, Engineering Services, etc. We believe that everyone needs to enable these systems and instrument them for Cloud, Mobility, Analytics, sensor, re-platform them for the elastic efficiency of cloud. For Infosys this means we must achieve IP excellence with our own products like Finacle and our Edgeverve products as well as investment and development in platforms and tools. We believe that every business needs to increase operational efficiency and productivity. For Infosys, this means that investment in automation, in innovation, in operational efficiency in all walks of our company.

On the new dimension, I believe that everyone needs to find software-driven ways of connecting their entire ecosystem and value chains, to create new ways of engaging with and understanding customers, to find new areas of growth and new business models to serve them. And for Infosys this means embarking on building our information platform on achieving new openness and new partnerships, as well as to elevate our client conversations and to help them find and execute against their future needs and their future paradigms. Everyone needs to explore new markets and new business models. And at Infosys we need to offer new services like design thinking and co-creation and enter into strategic partnerships where we can fill the gaps in our value chains. All of this has to be done including for us, on a foundation of culture, engagement, and purpose. And at Infosys, we will double down on learning and education for all of us for life.

Let us drill down into this in a little bit more detail taking a service line view. In Consulting Services, we will leverage the glue of our platforms, our integrated services and a deep business expertise to help bring the best end-to-end solutions for our clients, and we will apply the power of design thinking to define future systems and solutions for our clients.

In Business Process Management and Business Process Outsourcing, we will invest in the advanced application of automation and AI and accelerate our clients move to best practices as they are most trusted and reliable partner in process innovation and process efficiency.

In Product Engineering which is one of the most exciting areas that we have in Infosys, we will bring our unique and complementary competencies in the mechanical and electronic domain and seek to release the massive value at the intersection of the physical and digital world. We will focus on capabilities and applications like predictive maintenance, using techniques like machine learning and intelligent adaptive behavior across industry verticals, as well as in certain industries that are completely being transformed by software like manufacturing.

In Application Development, our desire, our aspiration is to rethink the development experience of developers. We have tens of thousands of developers to build applications and to increase developer productivity dramatically. We are working on the Infosys development platform that will consolidate and integrate the experience of authoring systems built around rapid, agile, methodologies; built around design thinking and bringing AI capabilities and automation into the development and authoring experience itself, which to a large degree has not changed over the last several decades. So we believe there is a tremendous opportunity to achieve an improvement there not only for us but also for the industry.

In Application Management and Testing, we will invest in areas like automated source code analysis, upgrades, automated regression testing, dependency analysis and things like that which can dramatically improve the efficiency as well as value delivery of testing complex software systems.

In Infrastructure Management, we are adopting an open plus preferred approach with reference architectures that can simplify the complex landscapes of our clients. We have already embarked on partnerships with key infrastructure players and tooling companies that will help us do this and we are embracing Artificial Intelligence and automation for infrastructure management in a very deep and fundamental way to dramatically improve the efficiency of our ability to do Infrastructure Management.

We are building the best-in-class banking platform with Finacle. We have a great installed base, of almost 180 banks and close to half a billion end users that we serve. Our focus will be to enhance the end user experience of the product, to create an ecosystem of extensions in key areas like Analytics, Mobile Banking, Digital Commerce and others, as well to embrace latest techniques in software development, in implementation, in improving the experience of implementing the systems and radically improve our efficiency with Finacle. We are very excited about this as we are with our Edge suite of products. We are seeing rapid traction with the Edge suite of products in major companies around the world. This will continue to be an extremely important offering from Infosys and we aspire to grow this business significantly in the coming years.

With Big Data and Analytics, with Machine Learning and Data Science, we are proposing an Infosys information platform and enterprise grade Big Data platform that combines Open Source software with Infosys and partner tools. We want this to cost our clients a fraction of previous generation of Big Data and Analytical platforms.

Infosys can enable start-ups to attain great engineering speed, scale and global reach by helping them amplify and accelerate their development at the right moment. This together with joint go-to-market where we can help bring start-ups to our clients and strategic venture investment from our $100 mn venture fund, will help bring Infosys into close collaboration with today’s start-ups which will be great companies of the future.

To support all these service line innovation, we will need to renew and rethink the existing systems and processes that we have in the company for sales and marketing, for people and talent, our IT systems, our operations and our administration. We are working to focus our people agenda on the employee experience. But also on trust through empowerment and accountability, on great employability and life-long learning. We are working to create a transparent and a meritocracy-based culture that empowers every single employee to do their best for our clients with an unwavering commitment to our values. We are working to lead next-generation capabilities and engaging our work force to have continuous and ongoing and rich massive dialogues with more than 160,000 Infoscions around the world using technology, using crowd sourcing, using modern communication and collaboration capabilities. We will offer a unique combination of career mobility, learning and great technological challenge and inspiration to retain our top talent and we will renew our workforce through diversity and by a key focus on minimizing our work force distance to customer value. Often in large organizations, tiers of management emerge which are far removed from the ground realities of customer value. We are working to minimize this and we will embark on an active inorganic strategy, not to achieve growth but to focus on acquiring core capabilities, such as automation technologies, or Artificial Intelligence technologies, such as collaboration capabilities, to expand in under penetrated areas, to expand and complement and amplify our skills in key strategic areas for the future, as well as in under penetrated by high growth markets and key geographies.

In doing all of this we believe that we will greatly improve our competitiveness in the market especially to win large transformation projects, expand our relationships with each of our clients and deepen this and achieve disproportionate growth in emerging markets. We believe that we will better position ourselves to lead our clients into their future with relevant innovation in offerings Cloud, Mobility, Sensors and next generation intelligent adaptive applications in great new areas of growth. We believe that we will increase operational excellence so that we are able to confidently invest for growth. By creating a culture of innovation of trust and empowerment among employees, we will aim to attract and retain the best global talent in the industry. We have started making investments into these, and we are already seeing some early signs of success. We have been working on expanding our collaboration with universities. We recently established programs with Stanford, with the Institute for Computational and Mathematical Engineering which is the premier data science institute in the world, as well as with the Design School, and with East China Normal University and other universities in China and other countries in Asia, as well as in Europe, where we recently expanded our partnership with the technical university of Berlin.

As I mentioned earlier, alliances are a key focus for us going forward. We have recently announced alliances with Microsoft, with Hitachi, with Huwaei, as well as expanding our partnerships with Oracle and with SAP. We are engaging with startups in a massive way. We launched a great new initiative as a harbinger of things to come for engaging with employees called murmuration and we have already seen the First Proof of Concept project for our Infosys Information Platform for Big Data and Analytics with some key clients.

In closing, we believe that a company that follows such a path will be a next generation services company. We will once again define what it means to be a leading IT services company, one that is based on a foundation of intellect and on values. We are aspiring and striving to build Infosys into such a next generation services company. We, myself, our leadership team, our Board, and the entire employee population of Infosys are committed 100% to these goals and we look forward to the rest of this journey. In the coming quarters, I hope to share with you more detailed plans of our execution on these strategies, their expected outcomes and the financial implications of these decisions.

Let me now talk to you about the business highlights for the second quarter of this year. Beyond the strategy that I have outlined, we continue to maintain a steadfast focus on the present business. We had a very good quarter, our revenue in Indian rupee terms grew by a healthy 4.5% quarter-over-quarter. Our US dollar revenue grew 3.1% in reported terms, and in constant currency terms it grew by 3.9%.

Our growth was quite broad based across industry verticals, across geographies and across service offerings. Our services business grew by 3.6% in reported currency and by 4.4% in constant currency. Our Finacle business did not have such a great quarter and posted a 5.4% decline in quarter-on-quarter revenue. We just announced a leadership change for this unit and we will be executing plans on several dimensions to return this business to growth and success as I outlined earlier.

Volume growth for this quarter was 3.0%. Per capita revenue growth for IT services was 0.6% in reported terms and 1.3% in constant currency terms. Our operating margins for this quarter went up by 100 basis points to 26.1% and this is despite several one-time charges that Rajiv will articulate later. This is very good because it allows us to better plan our investments for growth. Earnings per share for the quarter was Rs 54.19 and in US dollar terms it was 89 cents which is a quarter-on-quarter increase of 7.3% and 6% respectively. We added 49 new clients during the quarter. Gross employee addition was over 14,000. We have taken several initiatives over the last few months to address some of the attrition issues that we have had and these are beginning to yield positive results, with attrition declining month-on-month during the quarter. This continues to be an important area of attention for us. Our quarterly performance has enabled us to pay our employees on an average 100% of their bonus for Q2.

As mentioned earlier winning large annuity engagements continues to be an important part of our strategy. During the quarter, we signed 7 large deals with a total contract value of approximately $600 mn. 5 deals were in the Americas, 1 in Europe, and 1 in the rest of the world. 2 are in Financial Services and 1 each in retail, Manufacturing, telecom, life sciences, and energy and utilities. The overall deal pipeline and decision cycles have remained steady over the last quarter.

Pricing also remains stable in most areas. Some commodity areas are seeing a downward pressure whereas other innovative areas have opportunities for us to deliver and achieve even greater value.

Our Products and Platforms business which was established as Edgeverve Systems, a wholly owned subsidiary of Infosys in the last quarter is seeing increased momentum with prospects and clients. We see great opportunities for EdgeVerve as I articulated earlier in my strategy outlook.

We have maintained our revenue guidance for financial year 2015, 7% to 9%, despite significant cross currency movements during the year.

With that it is my great pleasure to hand over to my colleague, friend and our Chief Operating Officer, Pravin.

Pravin Rao

Thanks Vishal, let me talk about the highlights in various business segments.

In financial services we had a constant currency growth of 2.5% quarter-on-quarter for the services part. Budgetary challenges remain in this sector with many banks looking at cutting spends both on run-the-business and change the business programs. Apart from focus on efficiency improvements we are also seeing spend on risk and compliance, client facing initiatives and digital. Decision cycles are slightly faster compared to 12 months back.

In Insurance, digital and big data are gaining prominence along with analytics. New demand and deal pipeline in this sector is good. In Cards and Payment, digital and technology modernization are the top two trends. There is a lot of focus on security given the recent spate of breaches.

Retail and CPG continues to see challenges due to postponement of large initiatives. While pipeline is healthy, there are delays in ramp ups of programs won earlier. Retailers are extensively focused on digital commerce while CPG companies are focused on cost reduction and brand building.

In Manufacturing, there is an increase in spend in high tech led by ISVs, Telco OEMs and devices and equipment. Spend in the industrial manufacturing is also increasing while auto is flat and aerospace is experiencing a reduction in spend. Growth in this sector is being largely driven by Americas in both discretionary and nondiscretionary space. We are seeing spend in areas like ERP, customer experience and analytics. We do expect to see growth to be impacted in quarter 3 due to holidays in the US.

In telecom the industry trends remains similar to last quarter with decline in top line in both wire line and wireless, squeezing spend and consolidation in this sector. Client focus is on customer experience improvement, churn reduction, and operational efficiency. While we saw another strong quarter of growth in quarter 2 we do expect some challenges in the upcoming quarters as mentioned earlier. In energy, while super majors are focusing on improved operational efficiencies, oil field services clients are witnessing increased activity in the international market. Even though ERP has been a big market in the sector, we see increased infra deals. Clients are looking for efficiency improvement, application rationalization, and better business intelligence. Decision cycle remains stable.

In Life Sciences we are seeing state of mergers and acquisitions and divestment activities due to which the decision making is slow. Additionally, patent cliff is leading to cost reduction by the clients. There is increase in activity in ERP transformation and digital managed services, SaaS based solutions and compliance. Deal pipeline assume some improvement though decision cycle remains similar to last quarter.

In growth markets, there is a demand for utility-based pricing and as-a-service model. There is an increase in combined IT-BPO deals and cloud infrastructure deals. Deal pipeline and decision cycle remains steady.

In BPO, client conversations are more around transformation of the business processes with clients looking up to service providers to take end-to-end ownership of their processes. Though cost continues to drive outsourcing, discussions around value and domain expertise are becoming predominant.

Finacle growth was impacted during the quarter since closure of some of the large deals got pushed out from quarter 2. Market for Finacle continues to remain soft due to its discretionary orientation and client preference being towards step changes rather than large transformations.

In Cloud and Infrastructure services, demand is high and that option of public cloud is on the rise. Our strategy to help simplify and industrialize client operations and helping them evolve to large digital and cutting-edge technologies is a clear differentiator. We have been rated as a ‘Challenger’ in the Gartner rating for the 2014 North America Data Center Outsourcing which is a significant improvement from our position in 2012.

With regards to Digital, we have seen strong growth in quarter 2 in Americas led largely by Retail, CPG, Logistics, and Manufacturing verticals. Digital is on top of our agenda for most clients thereby leading to strong demand. Though digital fits into discretionary budgets, decision making is reasonably quick. Our quarter-on-quarter deal pipeline has increased significantly.

I will now hand over to Rajiv to talk about financial highlights.

Rajiv Bansal

Good morning everyone. Thank you Pravin.

Let me take you through the financial highlights. Our revenues for the quarter was at Rs.13,342 cr which is a sequential growth of 4.5% in rupee terms. In dollar terms, our revenues were at $2.201 bn as against $2.133 bn which is a sequential growth of 3.1%. During the quarter major global currencies depreciated against the US dollar. For example Euro depreciated against the US dollar by 3.8%, Australian dollar depreciated by 1.7%, and GBP by 1.5%. This has impacted our reported growth by approximately $16 mn during the quarter. Therefore our revenue growth in constant currency is at 3.9% during the quarter.

It is important to note that the revenue growth for IT Services alone is at 3.6% in reported terms and 4.4% in constant currency terms. As Vishal mentioned, Finacle has been underperforming for the last couple of quarters, something that we are aware of and are working on to correct. BPO had a marginal growth in the quarter, it grew by 0.7%. The softer growth in BPO was cyclical and we expect it to recover in the coming quarters.

On the margin front, rupee has depreciated by 1.3% against the US dollar during the quarter which had a positive impact of 0.3% on the operating margins. Our gross margins were healthy at 38.5% as against 37% last quarter. The operating margins for the quarter went up by 100 basis points to 26.1%. The net margins were at 23.2% as compared to 22.6% last quarter. The increase in operating margin was primarily driven by increase of 2.2% in utilization which went up up from 80.1% last quarter to 82.3% in the current quarter, an improvement in the onsite mix from 29.2% in the previous quarter to 28.7% in the current quarter and because of the rupee depreciation that I spoke about earlier. The expansion in the margin is after making significant investments in the business during the quarter. We have promoted around 12,000 people during the quarter, the highest that we have done in any single quarter in the history. We will be paying 100% bonus to our employees during the quarter and this is after making increased investment in customer delivery, education and training and in sales.

We have also contributed Rs.77 Cr during the quarter to Infosys Foundation for CSR leaded activities. With that, our contribution to Infosys Foundation for the year is at Rs. 125 cr. Other income for the quarter was at Rs. 877 Cr which included a forex scale of about Rs. 148 Cr, yield on other income is at 9.34% in the quarter. We have outstanding hedges of $1.027 bn as of September 30^th, 2014.

Our affective tax rate for the quarter is at 29%. We saw good collections during the quarter as a result of which the DSO for the quarter dropped to 63 days as compared to 66 days last quarter.

The Board had declared interim dividend of Rs.30 per share, the Board has also recommended bonus issue of 1:1 for the equity shares and 1:1 stock dividend for ADS to increase liquidity of its share and expand the retail shareholder base.

Let me briefly touch upon the outlook for FY15. The guidance for the year has been maintained at 7% to 9%. In the last few months, the currency markets have been extremely volatile. Most of the major currencies have depreciated against the dollar. The Euro has depreciated by 8.8% against US dollar between March and September, the Australian dollar has depreciated by 5.7%, and Swiss Francs by 7.9% during the same period. In rupee terms, our original guidance was 5.6% to 7.6% which has now been revised to 6.7% to 8.7%.

We have seen an expansion in margins during the quarter on account of strong operational performance. Historically, Q3 and Q4 are soft quarters for us. We continue to make substantial investment in our business to accelerate and sustain our growth. We expect the operating margins to continue to be around 25%, (+/-1%). However, the same may vary quarter-on-quarter depending on our investment requirements.

With that I will throw the floor open for questions.

Moderator

Thank you very much sir. Ladies and Gentlemen we will now begin the question and answer session. Our first question is from Ankur Rudra of CLSA. Please go ahead.

Ankur Rudra

Hi, thanks for taking my question and Vishal welcome to Infosys and congratulations on a great beginning here. The first question is to you. Could you help us understand you highlighted that you will be focusing on several next generation services and you defined a set of new services and old services that you would renew. Can you categorize which are the services which will be next generation, services which is considered old which has to changed, A. And B) will there be any further org structure changes to Infosys? Thanks.

Vishal Sikka

Thanks. Every service that we offer today will be renewed on the basis of innovation, on the basis of automation and improvements in process efficiency and so forth. So as such, there is no old or new service, it is simply an old way or a new way of doing the same services. But in addition to renewing every service that we have today on the basis of innovation and automation, Artificial Intelligence as well as operational excellence, we believe that there is an additional need for new kinds of things such as the new kinds of platforms for big data analytics, machine learning and so forth; such as new kinds of intelligent and adaptive applications which are based on Artificial Intelligence and so forth; such as new services where we offer new capabilities like design thinking to help clients find the next generation systems to build for the new areas that they are entering into. So it is not so much about which service is old and which one is new, it is about renewing every service that we have presently and augmenting those with new kinds of services and capabilities that we offer.

With regard to the second question that you had on the management team, this has been my first quarter working with our management team. It has been an incredibly exciting experience. We have a great dynamic, young, excited, passionate management team which I am really proud of. It has been great to work with them and you can see the results. Despite the fact that it is so early and almost all of the changes that I have talked about will take time to take shape but you can already see in the passion and in the motivation of the team that there is a lot of excitement here. We are very excited about that. Obviously we will make changes as necessary but at this time I don’t see any reason or I don’t see any changes forthcoming in our management team.

Ankur Rudra

Thanks. If I can squeeze in one quick question for Pravin. Pravin you mentioned a few challenges in Financial Services and Retail. Given that these verticals may probably are seeing a spurt in spending around digital or new areas can you highlight what are the reasons for weakness in the industry? And that is my last question. Thank you.

Pravin Rao

Yes, Mohit and Sandeep are here. I will request first Mohit to talk about financial figures and then Sandeep to talk about Retail.

Mohit Joshi

From a Financial Services perspective we have seen a growth of about 2.5%. Obviously there are different paradigms in different markets. We have grown faster in Europe. I think for the rest of the year we hope to see a level of growth.

Sandeep Dadlani

This is Sandeep. On Retail and CPG, we found this quarter several retailers had huge security breaches. They had negative same store sales and some record store closings as well. CPG companies saw cost inflation really eating into their bottom-line while their top-line continued to struggle. So we saw postponements of some programs. However, the innovation conversations with all of these companies is very active and very pronounced. As we see these postponements get caught up and these innovation conversation amplifying themselves in future quarters, we remain optimistic that this will be a one-time event.

Pravin Rao

I will also request Ravi who heads our Insurance practice to give some color as well.

Ravi Kumar S.

In Insurance we have had a great quarter. I see the forecast for the rest of the year looking good in terms of pipeline and opportunities on large pursuits. A good number of refresh cycles happening on outsourcing deals as well as transformational deals in digital and big data.

Moderator

Thank you. Our next question is from Anantha Narayan of Credit Suisse. Please go ahead.

Anantha Narayan

Thank you. Good afternoon, and congratulations on a good quarter. I had a couple of question for Vishal. First you spoke extensively about some of these areas that you focused in terms of innovation and technology. So is it possible to give us a broad range of the investments that would be required over the next few years in dollar terms? And also related to that what in your view is a sustainable margin level for the industry from a three to five year perspective? That was one question and the second is do you have any internal targets on when Infosys can get back to growth level that are in line with what some of your top peers are achieving.

Vishal Sikka

I think it is too early to give a more precise guidance on where and how much the investment will come. Suffice to say that we will be investing and we are already starting to invest more in some of these key areas that I talked about, especially around education. We will do some inorganic acquisitions and so forth but not form a perspective of growth. We believe that long term growth has to come from a renovation of our workforce, a great education of our workforce in new areas of reskilling and so forth. So we are investing heavily in that. We are also starting to invest in areas around some of these - Infosys Information Platform for Big Data. So you will see us make investments in these areas and as we outline the operational level details and the business plan around the strategy that I have outlined to you today over the next one to two quarters, you will see us also starting to make more precise statements about investments and so forth in this direction. Rajiv do you want to add something?

Rajiv Bansal

I think that’s true. Once we have our vision and strategy in place we need to detail it out in terms of detailed business plans, the financial models and the investments which are required and only then we will be able to probably articulate in more detail about what these numbers would look like in long-term and medium-term.

Anantha Narayan

Vishal if you could just comment on your views on longer term sustainable margin levels for the industry and also what is your target to get back to growth rates in line with top peers?

Vishal Sikka

I think it is too early to forecast that. I believe that a next generation services companies based on the strategies that I have articulated should be able to get into 15-18% growth in the long-term and let us say 25-28% margins. I see no reason why over a long-term we could not achieve such numbers. But it is again too early to tell that and we have not yet had an opportunity to articulate this strategy in more precise terms operationally and we will do that. You should expect that in the April timeframe.

Anantha Narayan

Thank you and good luck.

Moderator

Thank you. Our next question is from Viju George of JP Morgan. Please go ahead.

Viju George

Thank you for taking my question. Dr. Sikka welcome to Infosys. We hope to see great things from you. One of the things that seems refreshing as you are talking about beginning the new to the old and not so much seeing the old and new as very distinct entities. You have talked about Artificial Intelligence and Automation as an overriding theme but given that the large majority of Infosys employees are not necessarily computer scientist or computer science graduates or electronics and communication graduates but increasingly from civil, mechanical, etc. Do you sense that the large scale reskilling is possible?

Vishal Sikka

Yes, absolutely Viju. I think that the focus that Infosys has on education, on learning, on what Mr. Murthy used to call Learnability will help us get there. The specific areas that we choose in our education do help us get a jump start on where we go in life but it is not one of those things that prevents us from doing new kind of things in life. We believe that we can reinvent ourselves. It is not civil engineers, mechanical engineers, people with mathematics, physics backgrounds can for sure learn Artificial Intelligence and computing deeper mathematical areas and so forth. One of the reasons that I feel confidence in our ability to execute on the strategy that I have outlined is our educational infrastructure and our focus on education. On my first night as CEO I was in our incredible facility in Mysore. There is nothing like that that I have seen anywhere else in the world. And I asked our head of education, Binod, “How long would it take us to put together a class for something completely new?” He looked at this example that he had just done where a new kind of no-sequal database technology and he said that “it takes between eight weeks to three months to put together such a class.” So to me the fact that we can take a new kind of a database technology that we have absolutely no idea about, put together a world class training program for that in two to three months and then train 16,000 people in parallel through that, is an incredible capability and incredible advantage. That at its heart is what gives me the confidence that we will be able to execute on the road that I have laid out.

Viju George

I have one more question. The industry is also going towards vertical focus and it has been around for a bit now but now that you are increasingly emphasizing Artificial Intelligence and automation, how important do you think the industry input or the domain knowledge would be in the delivery of digital in the various verticals and isn’t that going to be also equally relevant going forward?

Vishal Sikka

You are absolutely right Viju. That is an incredibly important part of being able to achieve and offer value of a solution to a client - deep understanding of the domain of an industry, how it works, what are its priorities, what are its dynamics is extremely important, in addition to the technology that helps become an enabler for that. Design thinking teaches us that great solutions have desirability which is a deep understanding of the end-user and what they do and how to appeal to the people feasibility which is the technology, the capabilities, the architecture and that’s where the AI and these kinds of techniques come in. and viability which is the economics and the value that we deliver. So a combination of all of these three things is necessary. So I would even go further and say that in addition to the technology and the capabilities and the deep domain expertise, you also need to ensure that there is a new kind of value that is being offered with the right economics, the right time to value and the right processes to deliver that value. So those three capabilities need to go hand-in-hand.

Viju George

And just to reconfirm, you are not envisaging any large scale changes in senior management or org structure as of now?

Vishal Sikka

Correct.

Viju George

Thank you and all the best.

Moderator

Thank you. Our next question is from Edward Caso of Wells Fargo. Please go ahead.

Edward Caso

Hi, thank you for taking my question and welcome. I had a question around the sales organization and the sales approach especially given you are refocusing or sort of enhancing of the offerings which we will have. Do you see a need for some meaningful changes on that front?

Vishal Sikka

Thanks Ed. By the way I hope you are not in New York. It’s probably the middle of the night there. In fact our sales team is actively engaged in embracing these ideas and also renewing their own capabilities through both reskilling and retraining as well as our sales leaders are bringing in new talent as the need to be able to better serve these capabilities. We have already done design thinking training sessions with dozens of our sales leaders and we will continue to do and invest in areas like that. But simple answer to your question is yes.

Edward Caso

And I guess my other question is on geographically it sounds like your management team will be more spread out. How is that working initially and do you sense any need to may be reposition some of your management team?

Vishal Sikka

I think that a diverse, distributed, global management team is simply a reflection of the nature of our business and the nature of business itself in the world that we are entering into. If you look at the Global Delivery Model which was the pioneering thing that Mr. Murthy and our founders had put together, it transformed the industry by being able to offer value from multiple locations at the same time. We have delivery teams of course based in India in multiple Delivery Centers but also in other locations like China and Philippines and in Europe and so forth. We increasingly see that this idea of this onshore-offshore will become less and less fundamental to the work that we do and will be replaced more and more by a deep embrace of collaboration, of real-time communication, of shared experiences using tooling, using communication technologies and we will also invest in those areas. We are working with our partner Cisco in these areas for example – helping rethinking and evolve our delivery processes and so forth. We believe that great innovation has to be made there and that also has applies to getting use to bring able to work with teams that are in multiple time zone and distributed. Anyway our sales leaders whenever I talk to them they are out there on a flight somewhere and continuously working and it’s a 24x7 world that we live in. It just happens to be across 24 different time zones.

Edward Caso

Thank you and welcome.

Vishal Sikka

Thanks Ed.

Moderator

Thank you. Our next question is from Mitali Ghosh of Bank of America. Please go ahead.

Mitali Ghosh

Thanks and congratulations on the encouraging results and to CEO Sikka and his team on generating palpable positive energy in the company. My questions is to Vishal. It was good to hear that you have met over 100 customers since joining and as you would be aware, there is an impression in the market that some of your peers have done a better job of staying closer to and growing customers and winning new ones in the last couple of years. What part of this do you attribute to Infosys offerings and what part to the sales and client relationship management process and if you could elaborate on your strategy with respect to each especially with respect to steps to incentivize sales and your own plans to build CEO connect?

Vishal Sikka

I don’t think I have a sense of what the break down between these categories is Mitali. Both of those capabilities that you talked about contribute towards achieving value. I believe in my experience CEO connect or connect to the CXOs or clients is not something you do by showing up at cocktail parties and things like this but by building trusted, long-term relationships which emerge into friendships which are based on delivering value, which are based on great integrity and trust and sharing both good news and bad news and values like that which are basic and kind of timeless. We all believe in that and going forward we will make significant investments in improving the way that we do our sales and marketing. I already talked about some of these and we will as we further elaborate our strategy, talk in more detail about that including looking at our compensation structures, looking at how we build and manage pipelines, how we engage with clients and so forth and then we will apply to both on the sales and marketing side as well as on the delivery and IT system side and operations. So please stay tuned for that. Perhaps over the recent past we slipped on these kinds of engagements and offering these values but I am not focused on that. As you can see from the quarter, we are starting to show results in all these different dimensions. So it is not a fluke in some particular area and we will continue through a very intense focus on improving our operational abilities in all walks of our company. I expect that we will continue to do well.

Mitali Ghosh

Sure, thanks and on the acquisitions, you did mention that will be a key part of strategy as well. Typically what is the thought on assessing optimum size and may be some kind of valuation metrics for inorganic investments?

Vishal Sikka

I think Mitali, the key idea is to not acquire yesterday’s products, services and companies, but to acquire capabilities and skills of tomorrow that help us to grow in the areas that are strategic to us, that accelerate our desire, our aspirations in new areas. So in that sense we want to do that. It is difficult to predict the size and so forth of these as whatever we end up discovering and developing our synergy with. Beyond the technology and the skills, we also want to use the inorganic strategy to get into some underpenetrated but high growth areas as well as in some geographies, where perhaps acquisition of a skill can help us achieve our objective faster.

Mitali Ghosh

Sure, and would there be any kind of maximum size beyond which you would not be comfortable in terms of acquisition?

Vishal Sikka

No.

Mitali Ghosh

And just lastly very quickly Pravin, thanks for the detailed vertical wise commentary. Just a quick question. If you put it altogether in your mind, how would you assess the demand environment overall in terms of deal flow, discretionary versus annuity business, sales cycle and your own win rate versus let us say about 6 months ago?

Pravin Rao

I think the demand environment is fairly stable. Across the board, on one hand we are seeing tremendous pressure on cost cutting particularly on the operational side, but at the same time we are seeing investments back in the digital side, in the areas of infrastructure management, in the areas of digital analytics, big data and so on. The decision cycle though continues to be slightly longer, but when I look back compare with what it was 6 months back, definitely there is much more optimism. We are seeing it much better than what we were seeing 6 months back.

Mitali Ghosh

Okay, thanks, that is very helpful and wish you the best.

Moderator

Thank you. Our next question is from Diviya Nagarajan of UBS. Please go ahead.

Diviya Nagarajan

Thanks for taking my question and a warm welcome to Dr. Sikka. My question was follow-up on what the questions that were asked about reskilling your workforce. What is the timeframe that you are looking at in terms of this reskilling and what are the categories of your workforce in terms of employee experience that you will be targeting first?

Vishal Sikka

The question is about reskilling of the workforce and we are already starting on this. It will take time. We are 165,000 employees but we are already starting on this in a very profound way. We have already started in some areas. For example, we are putting together a class that is going to be available companywide to every Infoscion on Artificial Intelligence that we are putting together in conjunction with some of the leading online AI classes that some of my friends have done over the years. I am myself looking at, hopefully if I can find the time, to do a couple of classes on fundamentals of computer science as well as on some of the key principles of economics and thresholds and on building complex, long-lived systems. We are starting design thinking training in a massive way. We have already done for many of our leaders for example in consulting and our sales leadership. We have already done some design classes together with Stanford University’s d.school. We are putting together a very large scale design thinking training sessions for all Infosys employees at Mysore as well as on our DCs. Some of them in partnership with some of the faculty and professor from the d.school as part of the d.global initiative from Stanford and then so forth. This will help us train tens of thousands of Infosys employees on design thinking over the next few months. So the key is that it is an incremental effort which itself is in a way demonstration of design thinking that we are already starting incrementally, rapidly and iteratively in getting these things going, but overtime you will see us putting together many more of these kinds of examples. It will also include upgrading and investing in our educational infrastructure itself, in doing much better embrace of collaboration and remote teaching and online teaching and things of this nature. We are starting to do all of that.

Diviya Nagarajan

And in terms of the employee profiles that you are starting out with initially, would it be more senior employees, project management level and so is or it would cut across the entire workforce. How are you thinking about that?

Vishal Sikka

It is cutting across the entire workforce. We already started many of our senior management on some of these techniques and reception to that has been incredibly positive. We did a 2-day design session with many of our leadership teams as well as sales leadership and our consulting leadership. This has already happened. Many of our trainers have already gone through designed thinking training etc. We have already redone many of our foundation classes especially the ones dealing with computer science and are starting in October, we are starting the new class in Artificial Intelligence. So this is all happening. It will not be one size fits all. Different nature of employees and different segments and so forth will have different kinds of reskilling targeted towards them. But again I want to make it clear that even though we are starting this and we are very serious about it, just given the scale, the nature and the inherent latency in this process, this is something that is going to take a long time to accomplish.

Diviya Nagarajan

Got that. And I understand it will take a few quarters for us to get details on investments, but how are you thinking about investments? When you say investments, are you talking about people investments, are you talking about balance sheet leverage, how should we think about it going forward?

Vishal Sikka

Yes. All of the above.

Diviya Nagarajan

Got it. And one last question to Rajiv. We are way above the 24% that we started out with in terms of margin target and we are now at 26% plus. How do we read your margin target range of 24%-25% from here on? Does it mean that the investments will accelerate going forward or is it possible that you continue to operate at a slightly higher range than what you expect to as of now?

Rajiv Bansal

In fact in my opening remarks, I did touch upon my outlook on the margins. Yes, it is true that our margins have expanded by 100 basis points in spite of having made investments in the business which is so badly required right now. But the Q3 and Q4 are soft quarters for us. You would see the utilization is already at all-time high. The onsite-offshore mix is at 28.7% which is all time low. I think given where we are and the need for making investments, I would be more comfortable with the margin band of about 25% plus minus 1%. It could vary quarter-on-quarter depending on the opportunities to make the investment, the right timing of making the investments, but I think for this year I think 25% plus minus 1% would be the right margin target. As Vishal said, once we start detailing out the strategy and working on the execution part of it, we would probably be able to give a much better idea about the margins going forward in April sometime.

Diviya Nagarajan

Thanks and all the best.

Rajiv Bansal

Thank you so much.

Moderator

Thank you. Our next question is from Pankaj Kapoor of Standard Chartered. Please go ahead.

Pankaj Kapoor

Thanks and good set of numbers, congratulations for that. Vishal, many of the changes that you have highlighted like the usage of Artificial Intelligence. These are basically quite structural in nature and hence my sense would be that they will reflect in numbers and in terms of how we adopt only over a period of time. At the same time, you also have maintained that the 2-year timeline for meeting the industry growth rate that Mr. Murthy had setup we are broadly sticking to that. This I presume will imply gaining market share from competitors in the traditional services. So can you elaborate on how we plan to go about achieving this please? That is my first question.

Vishal Sikka

Thank you Pankaj. I think the key is to see that the renewal applies to everything that we do, to every service that we have today. It is not that some services are old and some are new and some will be untouched and others not. My sense of it is that renewal of these services will take multiple forms. One is with the embrace of Artificial Intelligence, automation and so forth; the other is through a deep focus on business value, on business outcomes, on process improvements, on innovation and so forth and the other one is on operational improvements in the way that these are delivered, our internal ways of getting these things done, the systems and landscape that support these and even the business models are on them and so forth. So a combination of those has to be done on each of these services that we have today. So if you look at a horizon of the two to three years or longer going forward, the thing to see is that the renewal of these services will incrementally happen and as a result of that we will see more and more value that we can offer or differentiated value that we can offer to our clients and that starts to show up in the results incrementally, as well as the training of the workforce to better support that on large scales. And then we will complement this with the new kinds of offerings. For example, we have already started approximately 10 POCs with our clients on this big data work that I was talking about and we have already started to engage with startup companies. We have already started to engage with some clients on doing design thinking workshops with clients. That also starts incrementally and overtime picks up scale as we grow forward. I do not see that something as a zero-sum thing which comes at the expense of someone else and so forth but rather much more as an increase in our own capability and our ability to offer value to our clients.

Pankaj Kapoor

I think one of the underlying impact of this would be that there will be much more non-linearity because of the usage of automation and intelligence in other such kind of tools. So does it mean that from now to may be over the next two to three years, it will be more prudent to look at the gains in our per employee productivity as a true indicator of how we are working or how we are achieving success on these initiatives, rather than the industry growth come or our overall revenue growth ?

Vishal Sikka

Pankaj, I expect that per employee productivity will be one of these metrics. It is too early to tell what the key metrics and indicators will be for these. I for sure will expect that will be one of them. There will be others and we will articulate these as we do more going forward. In some of these cases, it will also be a good time, a good opportunity to evolve the business model and how we offer that. In terms of the non-linearity and so forth, I think that longer term we see that the embrace of these technologies on automation and so forth helps. We are a services company and we are deeply committed to the human revolution around services and we see that these technologies on automation will help amplify the ability of people to do more. As I mentioned earlier, Prof. Mashelkar’s quote “Being able to do more with less for more”. But how that will take shape and what the breakdown of that will be, I think this will take some time to deliver, to measure. I think one key thing that perhaps I would look for is “are we showing incremental progress on these” and I think that will be a good measure in the early days.

Pankaj Kapoor

Sure, thank you and all the best sir.

Moderator

Thank you. Our next question is from Nitin Mohta of Macquarie. Please go ahead.

Nitin Mohta

Thanks for the opportunity. Vishal, you earlier mentioned about bridging the gap vs. peers would not be possible by following yesterday’s practice. Sir my question is that while you are trying to fire growth through innovation, how would you handle the bleed on the bread and butter business as competition remains intense on a downward spiral?

Vishal Sikka

My sense is that the renewal of the existing businesses, our improving incrementally and augmenting our existing businesses with our new capabilities but also just the renewal of the existing business itself, will end up helping us significantly. If you look at BPO for example, this is one area that we have not been growing as much as we would like. But I see this as an area for where I have great hope for growth. By focusing on delivering great value to our clients in process improvements, in improving the efficiency of the staff that is there, as well as in embracing AI technologies for example voice processing or natural language processing technologies, for automating many of the steps, making them more exception oriented and so forth, that we can achieve such efficiencies. In some cases we will be able to transform the business models also around these, to be able to leverage or extract value from that additional improvement that has been achieved and so forth. So it is not so much that there will be some old services that continue to go as is and therefore we are not competitive in those or something like that. But it is rather about achieving an improvement in each dimension of what we are working on.

Nitin Mohta

And if I can ask the second one on client mining that has been one area where investors have been worried in the past. So for the limited period that you have been here, what are the changes that you have already implemented on the sales engine to drive deeper penetration with existing clients?

Vishal Sikka

Yes, I think with regards to client mining, this is an area that I think we can for sure do better. This is one of the areas of focus for us in the sales and marketing area and achieving better operational excellence in there. We have seen in this quarter already some encouraging signs of good results where we have been able to grow in large number of cases, our existing relationships as well as of course create completely new ones. So you should see us do much more in this area as we go forward in improving operationally and achieving much better excellence in how we run our sales and marketing organization.

Nitin Mohta

Thank you and we look forward to your leadership.

Moderator

Thank you. Our next question is from Surendra Goyal of Citigroup. Please go ahead.

Surendra Goyal

Vishal, welcome and thanks for your thoughts. So couple of questions. Firstly you said that your initial thoughts are that medium-term growth for Infosys could be 15%-18%. So I am sure you would have thought of that in the context of the industry growth. Could you share any thoughts about what do you think that the medium-term industry growth outlook could be?

Vishal Sikka

I think you misunderstood or this is not what I meant. What I meant was that any next generation services company could expect over a long term 15%-18% growth and 25%-28% margin. I believe that we can be such a company. I believe that overtime, we could get into those kinds of numbers. But as I said very clearly it is too early to tell and it will take us more time. By the April timeframe, you should expect us to articulate more precisely what kinds of numbers are we looking at both in terms of our investments and allocation and so forth as well as in terms of growth. Having said that, a large scale services company that is able to offer renewed existing services like infrastructure management, BPO and application development and so forth and augment that with new kinds of services in new areas, could achieve this kind of a growth and margin number and our whole endeavor is to get to that.

Surendra Goyal

Sure, thanks. And my second question is could you share your thoughts on the medium term impact of cloud on the IT services spending? Thanks.

Vishal Sikka

I think that the cloud computing model and a great expansion of this model is inevitable. The opportunity for cloud-based delivery of computing, communication and storage and so forth, has its inherent advantages of scale, of marginal cost improvement and so forth. In many industries, there is of course continued need for excellence in IT infrastructure in-house such as in banking and telco. But overtime we do see a massive growth in cloud computing and that has a significant impact on not only the design of cloud itself and large scale data centers, but also in design more locally in racks and in individual computing units and servers and you see that big shift happening in the IT infrastructure world around these things. So large scale cloud vendors and cloud providers are able to offer much better efficiency both in terms of power, in terms of the price of computing and so forth as well as in the elastic business models that they are increasingly able to offer. I do see a great growth in that area and a great kind of an economic shift, displacement away from the previous generation model of hardware towards cloud. But again it will take time and there are many industries where there are structural reasons why enterprises have their own landscapes and so on.

Moderator

Thank you. Our next question is from Yogesh Agarwal of HSBC. Please go ahead.

Yogesh Agarwal

Welcome Vishal. Just one question for you. Over the next few quarters, what do you think will be the change in Infosys strategy for the large rebid deals because most of the innovation and renewal of services will start to impact after maybe one or two years but in the near term for the large rebid deals, is there a change in marketing positioning for Infosys?

Vishal Sikka

I think the simple change there is we will continue to get better, we will continue to do more with less for more. Also in rebid deals and that will mean a great focus on operational excellence, a great focus on bringing new technologies and innovation to our work. In one of my client visits with a very large financial services client when Mohit and I were together, the leadership of the bank actually told us that even in areas like verification of QA and testing services, they see and value great innovation such as bringing more automation into QA and verification, bringing more advanced source code analysis techniques and dependency tracking techniques and so forth. The innovation can be brought in and the benefits of the innovation can be brought in to the very existing things that we do and that also include obviously the rebid projects. So our proposition there will simply be to continually get better at doing that.

Moderator

Thank you. Our next question is from Sandeep Shah of CIMB. Please go ahead.

Sandeep Shah

Thanks for the opportunity. Welcome to Dr. Vishal Sikka. Vishal Sikka, I think you articulated the strategy led through innovation for the company going forward. Though we also hear from the peers where they are also looking to invest into emerging technologies but at the same time they are keeping a balance in terms of a growth through innovation led SMAC related digital revenue plus also in terms of the outsourcing business. In 2011 also, Infosys had articulated a kind of a similar strategy consulting-led approach through Infosys 3.0. But at that point in time I think we slipped in terms of maintaining a balance between an outsourcing and the innovation-led revenue growth. How differently you plan to execute going forward that you keep a balanced approach in terms of not missing on the outsourcing side in your journey of another two to three years?

Vishal Sikka

So again I see that in our offerings including in outsourcing whether it is IT or BPO or integrated IT and BPO and so forth, we believe that there is a great opportunity to bring innovation to these and to improve those and we will do that. I do not think that we should see as us continuing to offer the same old stuff. But at the same time again to achieve a massive transformation of these services will take some time. I do not want to dwell on what was done before or 3.0 or 4.0 or 10.0, but the key here is that each of the steps that we have articulated, we are already executing on. This is not something that we are doing which is of an exotic nature that we will get to add some point in the future but in true principles of design thinking, we are already executing on these. We are already starting to build these with lighthouse clients. We are starting to do design projects. We are starting to do this complex big data projects in predictive maintenance and machine learning and things of this nature. The incrementality and the incremental adoption of innovation in our existing work, in our existing services, in our existing clients as well as of course the new things that we are doing and so forth, all together that incremental adoption is something that should be a key sign of a good embrace. It would be easy to put together a great vision for something that we plan to do at some time in the future, but the key here is that we are already doing these things, although on a smaller scale. Achieving a bigger scale on these will take time.

Sandeep Shah

Fair enough. Just second question is in terms of the outsourcing TCV wins for the large deals. I think for the past few quarters we are in the range of $500-700 million. So do you believe that we are in a position that we can break this jinx, we can actually look up rather than maintaining this TCV in the near to medium-term?

Vishal Sikka

Yes, I would think so.

Sandeep Shah

Thanks and all the best.

Moderator

Thank you. I now hand the floor back to Mr. Sandeep Mahindroo for closing comments.

Sandeep Mahindroo

Thanks everyone for joining us on this call. We look forward to talking to you again. Have a good day.

Moderator

Thank you. Ladies and gentlemen on behalf of Infosys that concludes this conference. Thank you for joining us and you may now disconnect your lines.

EX-99.6 ADVSER CONTR 7 exv99w06.htm EARNINGS CALL 2

Exhibit 99.6

Earnings Call 2

earnings call 2

October 10, 2014

CORPORATE PARTICIPANTS

Vishal Sikka

Chief Executive Officer & Managing Director

Pravin Rao

Chief Operating Officer

Rajiv Bansal

Chief Financial Officer

Mohit Joshi

Senior Vice President, Segment Head – Financial Services

Sandeep Dadlani

Senior Vice President – Segment Head, Retail, CPG, and Logistics

investors

Moshe Katri

Cowen & Company

Joseph Foresi

Janney Montgomery Scott

Anil Doradla

William Blair

Rishi Jhunjhunwala

Goldman Sachs

Edward Caso

Wells Fargo

Keith Bachman

Bank of Montreal

Jamie Friedman

Susquehanna Financial Group

Ravi Menon

Centrum Broking

Karan Uppal

Equirus Securities

Ashwin Shirvaikar

Citigroup

Nihar Shah

Enam Holdings

Moderator

Ladies and gentlemen, good day and welcome to the Infosys Earnings Conference Call. As a reminder, all participant lines will be in the listen-only mode. There will be an opportunity for you to ask questions after the presentation concludes. Should you need assistance during the conference, please signal an operator by pressing * then 0 on your touchtone telephone. Please note that this conference is being recorded. I now hand the conference over to Mr. Sandeep Mahindroo. Thank you and over to you sir.

Sandeep Mahindroo

Thanks Inba. Hello everyone. I am Sandeep from the Investor Relations team in Bangalore. Welcome to the Infosys call to discuss future strategic roadmap along with the Q2FY15 earnings release. Joining us today on this call is CEO & MD – Dr. Vishal Sikka; COO – Mr. Pravin Rao; CFO – Mr. Rajiv Bansal along with other members of the senior management team. We will start the call with some remarks on the strategy of the company by Dr. Sikka followed by comments on the performance of the company. Subsequently, we will open up the call for questions.

Before I hand it over to the management team, I would like to remind you that anything which we say which refers to our outlook for the future is a forward looking statement which must be read in conjunction with the risks that the company faces. A full statement and explanation of these risks is available in our filings with the SEC, which can be found on www.sec.gov. I would now like to pass it on to Vishal Sikka.

Vishal Sikka

Thank you Sandeep. Good day everyone. Before we get into the results of this quarter, I would like to take a few minutes to give you my perspective on the road ahead for Infosys.

I started my journey as the CEO of Infosys about 70 days ago and each day has been a tremendous experience, simultaneously exhilarating and humbling but also challenging and yet a familiar one. Infosys is an iconic company. Our company has been instrumental in putting India on the technology map in pioneering the Global Delivery Model which transformed the industry and for being the engine, the trend, the top talent in the industry and all of this while maintaining the utmost standards of honesty and integrity which others have measured themselves by. As we look ahead to the next 33 years of Infosys, we not only aspire to achieve consistent profitable growth as Mr. Murthy used to say, but indeed get back to being the bellwether company for our industry leading it in both growth and profitability. We want to do that on the basis of innovation, on the basis of technology especially Automation and Artificial Intelligence technologies and on the basis of amazing people who are amplified by technology, by the knowledge, the imagination and the conviction and the community and the ecosystem they bring with them in Infosys. We believe that this will result in a much higher productivity and a deeper relevance of each individual. I believe that this is a human revolution. We want to bring about this revolution on a foundation of learning and on the basis of excellence with the most modern technologies such as the latest platforms and architectures and the most advanced capabilities in AI and Automation and we have already started down this path.

Artificial Intelligence as a domain is often misunderstood. It is often associated with the precipitation of the acceleration of human irrelevance. Having studied AI at Stanford and at Syracuse before that and at the feet of the pioneers in AI, I happen to see this differently. This pessimistic description is not correct. Technology for centuries has always been about the amplification of us. The amplification of the human, not making them irrelevant. AI and Automation is no exception to this. We see an opportunity to launch a great human revolution where we are able to achieve much higher productivity levels to bring much more innovation where we are able to paraphrase Professor Mashelkar “do more with less for more.” I referred to this as the next generation of services and we are building Infosys into such a next generation services company.

Over the last 70 days, I have interacted with dozens of partners, hundreds of clients, and tens of thousands of employees and it is very clear that the world around us is being profoundly reshaped by software and by software driven technologies. As a result of this and to best serve this transformation and to best achieve relevance in the world of the future, we see every business adopting a dual strategy - on the one hand to renew their existing systems, existing landscapes and their existing businesses and at the same time complement this renewal with entering into new business areas, new business models and build completely new solutions for these often in areas where there was never software for those before. This duality of renew and new also applies to us at Infosys equally well. We must bring this dual opportunity to life and we must do so within the underlying fabric of our culture.

When we think about the renew portion of this equation, I believe that everyone - every company in every industry, has a need to renew and rethink their existing systems and processes, to enable these systems and processes for new kinds of access, mobility, analytics and big data, sensors and adaptive behavior as well as move the systems to the cloud for achieving better scalability, better economics, better elasticity. For Infosys, this means the renewal of our existing business lines whether it is Consulting or BPO, whether it is Application Development and Maintenance or Infrastructure Management, whether it is implementing and integrating Package Systems or building completely new Engineered Solutions, whether it is Verification or Implementations, everything. For Infosys, it also means IP excellence with our Finacle and Edge products and an investment in assembling and building platforms and tools using existing technologies, using open source technologies, using proprietary technologies from our partners as well as our own IP. Each company needs to achieve this renewal through an improvement in their own operational efficiency and productivity. For Infosys this means an investment in Automation, in Innovation and in our own Operational Efficiency.

Similarly on the new side of this equation, we see a need for every business to find new software driven ways of connecting their ecosystem and their entire value chain, new ways to create engagement with customers and understanding of customers to explore new markets, new business models and to build systems for these that have never existed before, in new ways on new kinds of technology platforms. For Infosys, this new dimension means working on our information platform, working on elevating our client conversations and helping our clients find and execute against their needs of the future. It also means offering new kinds of services using approaches like design thinking and co-creation. It means entering into new strategic partnerships as well as work with startups and new kinds of companies to help us fill the gaps in our own value chain. This entire renew and new has to be done on a foundation of culture, of engagement and of purposeful work. At Infosys, we will double down on learning and education for all of us and indeed engage in lifelong learning.

Let me drill down into the renewal of our services and offering the new services in a little bit more detail. Taking a service line view in Consulting Services, we will leverage the glue of our platforms, our integrated services and a deep business expertise to bring the best end-to-end solutions to our clients. Further we will apply the power of design thinking to define the future systems and solutions for our clients.

In Business Process Outsourcing and Business Process Management, we will invest in the advanced application of Automation and Artificial Intelligence and a deep focus on process improvement, on process innovation and help accelerate our clients move to best practices across domains as they are more trusted and reliable business partner.

In Product Engineering which is a key focus for us, we will bring our unique and complementary competency in the mechanical and electronic domains where we design the great products of the world from airplanes and airplane parts to security systems, from drills to cars, from oil fields to routers and seek to release the massive value that lies at the intersection of the physical and digital world. Once we have done the design of these kinds of products, we will focus on capabilities like Predictive Maintenance, Machine Learning and Intelligent and Adaptive Systems across industry verticals to derive a new value across this chain from the design to the deployment of products. In doing so, we will also improve the way that we bring these products to life in software by bringing together techniques in CAD, in product design, together with the software design and development experience.

In Application Development, our aspiration is to rethink the development experience to improve developer productivity dramatically. We are working on the Infosys Development Platform that will consolidate tooling and experience and build around rapid, agile, techniques, integration of development and operations, design thinking methodology and then bringing AI capabilities and new abstractions into the development and authoring experience which to a large degree has not changed over the last several decades.

In Application Management and Testing, we will invest in areas like automated source code analysis, automated upgrades, automated regression testing etc.

In Infrastructure Management, we are adopting an open plus preferred approach with reference architectures put together with our partners in infrastructure that can help us simply the complex landscapes of our clients as well as doing a massive embrace of Artificial Intelligence and Automation techniques to help bring a dramatic efficiency improvement in the way infrastructure of enterprise clients is managed.

We have already embarked on this journey with partnership with infrastructure players as well as tooling companies and we will do more. On the Product side, we are building the best-in-class core banking platform with Finacle. Our focus will be to enhance the end user experience of the products and to create an ecosystem of extension in areas like Analytics, Mobile Banking, Digital Commerce and Inclusive Banking.

We are seeing rapid traction with our Edge suite of products in major companies around the world, across industries, in helping achieve a dramatic new economics and ease of experience in the frontline areas that are critical to enterprises. This will continue to be an important offering from Infosys and we look forward to growing this business significantly in the coming years. With Big Data and Analytics, we are proposing an Infosys Information Platform and Enterprise led Big Data Platform that combines open source software with partner technologies and tools as well as our own and we want to bring this to life at our client at a cost that is a fraction of the previous generation approaches towards these areas.

Infosys can enable startup companies to attain dramatic improvement in engineering speed, in scale and achieve a global reach by helping them amplify and accelerate their development as they grow and helping them achieve their engineering goals as well as their operational goals much more efficiently and in an accelerated way. We will combine this extension of the engineering of startups with joint go-to-market with them as well as strategic venture investments to bring Infosys into close collaboration with today’s small companies, cutting edge companies that will be great companies of the future.

To support all of these service line innovations, our strategy will be to renew and rethink our own existing systems and processes, our processes for sales and marketing for people and talent, for IT systems and for operations and administration. We will focus our people agenda on the experience of our employees, on trust through empowerment and accountability, on continuous employability and on lifelong learning. We are aspiring to create a transparent and a meritocratic culture that empowers every single employee to do their best for our clients with an unwavering commitment to our values. We will be employee-centric and are working on bringing advanced technology to a deep and wide engagement with our entire workforce using new Cloud Sourcing Solutions.

We will offer a unique combination of career mobility, learning and technological challenges to retain our top talent and we will renew our workforce to diversity of every sort globally and on minimizing our distance to customer value. Often in large organizations, we see an endemic where middle tiers in the organization lose their distance to this value and we are striving to minimize that as we renew ourselves.

We will also embark on an active inorganic strategy, focus on acquiring core capabilities, not on acquiring yesterday’s revenue and yesterday’s technology, but in achieving efficiency in acceleration of our roadmap towards the future, with automation technologies, with new thinking and collaboration and advance new areas, as well as to expand in underpenetrated and high growth markets and in new geographies that are strategic to us.

In doing all of this, we believe that we will greatly improve our competitiveness in the market, especially to win large transformational projects and to expand our relationships with each of our client and achieve a disproportionate growth in emerging markets. We believe that we will better position ourselves to lead our clients into their future with relevant innovation, in offerings in new areas and we will increase operational excellence so that we are able to confidently invest for growth. We have already started down this path by making investment into these areas and are already seeing early results and evidence of success.

We have been collaborating with universities. In the last 70 days, we have established programs with Stanford, with the Institute for Computational Maths and Engineering, a premier provider of data science and data scientists, as well as the Design School faculty members in helping establish a massive embrace of design thinking at Infosys. We have also partnered with the East China Normal University to help teach the teachers as well as other universities in Europe like TU Berlin in areas around working with startups and in advanced technologies.

We have been establishing partnerships with Microsoft, with Hitachi, with Huawei as well as expanding our partnership with Oracle and SAP, engaging with startup companies in innovating and investing in new ways to engage with our employees such as the ‘Murmuration’ initiative that we launched and we already have a few dozen POCs going on of the Infosys Information Platform around Big Data.

All of this tells us that a new and ‘next generation services company’ is on the horizon. We believe that a company that brings in capabilities such as the ones that I have outlined will be a ‘next generation services company’. We believe that Infosys can not only be such a ‘next generation services company’ but can once again define what it means to be an IT services company. A great company based on innovation that is founded based on a foundation of intellect and values. We, myself, our entire leadership team, our Board and the entire employee population of Infosys is 100% committed to these goals and we look forward to the rest of the journey. In the coming quarters, I look forward to sharing with you more detailed plans of our execution on these strategies and more tangible articulation of what these strategies will mean for our business, our investment and their expected outcomes.

Let me now talk about the business highlights for the second quarter of this fiscal year. Our US dollar revenue grew 3.1% in reported and 3.9% in constant currency. Our growth was quite broad based across most of our industry verticals, across geographies and across service offerings. By itself, our services business grew by 3.6% in reported currency and 4.4% in constant currency. Our Finacle business did not have such a great quarter and posted a 5.4% decline on a quarter-on-quarter basis. We have taken action to alleviate this. We have just announced a leadership change. Michael Reh has now taken over as the Head of the Finacle business and will be executing plans on several fronts to return this business to growth and success as I outlined earlier.

Volume growth for this quarter was 3.0% and per capita revenue growth for IT services was 0.6% in reported terms and 1.3% in constant currency terms. Our operating margin for the quarter went up by 100 basis points to 26.1%. This is good because it allows us to better plan our investments for growth and this is despite one-time investment that we have made, that Rajiv will outline later. Earnings Per Share for the quarter was 89 cents which is a quarter-over-quarter growth of 6%.

We added 49 new clients during the quarter. The gross employee addition was over 14,000. We have taken several initiatives over the last few months to address some of the attrition issues that we have had and these are now beginning to yield positive results with attrition declining month over month during this quarter. This continues to be an important area of attention for us. Our quarterly performance has enabled us to pay our employees on average 100% of the bonus for Q2 for the first time in 16 quarters.

As mentioned earlier, winning large annuity engagements continues to be an important part of our strategy. During this quarter, we signed 7 large deals with a TCV of $600 million. Five deals were in the Americas, one in Europe and one elsewhere in the world. Two are in Financial Services and one each in Retail, Manufacturing, Telecom, Life sciences and Energy & Utilities. The overall deal pipeline and decision cycles have remained steady over the last three months. Pricing also remains stable in most areas. Some commodity areas are seeing a downward pressure whereas other innovative areas have opportunities for us to deliver and achieve much greater value.

Our Products and Platforms business which was established as Edgeverve Systems, a wholly owned subsidiary of Infosys in this last quarter, is seeing increased momentum with prospects and clients and we see great opportunities for Edgeverve as I articulated earlier.

We have maintained our revenue guidance for financial year 2015 at 7% to 9% despite significant cross currency movement during the year. As you can see, we had a very good quarter, one that we are proud of and as I mentioned in my strategy description earlier, we are looking forward to growth in the coming quarters and to sharing with you additional details as we go forward and build out a deeper operational plan based on the strategies that I have mentioned.

With that, let me hand over to my colleague and my friend and our COO, Pravin.

Pravin Rao

Thanks Vishal. Let me talk about highlights in various business segments.

In Financial Services, we had a growth of 2.5% on constant currency basis quarter-on-quarter for the services part. Budgetary challenges remain in this sector with many banks looking at cutting back spend on both run the business and change the business programs. There is intense focus on efficiency improvements as well as spend in the areas of risk and compliance, client-facing initiatives, digital and new products. Decision cycles are slightly faster compared to 12 months back.

In Insurance, Digital and Big Data are gaining prominence along with Analytics. New demand and deal pipeline in the sector is good. In Cards and Payments, digital and technology modernizations are the top two trends. There is a lot of focus on security given spate of breaches off late.

Retail and CPG continues to see challenges due to postponement of large initiatives and long decision cycles. While pipeline is healthy, there are delays in ramp-ups of programs won earlier. Retailers are extensively focusing on digital commerce and analytics, while CPG companies are focusing on cost reductions and brand building.

In Manufacturing, there is an increase in spend in high-tech led by ISVs, Telco OEMs and devices and equipment. Spend in industrial manufacturing is also increasing while Auto is flat and Aerospace is experiencing a reduction in spend. Growth in the sector is largely driven by Americas on both discretionary and non-discretionary side.

In Telecom, the industry trends remain similar to last quarter, with declining top line in both wireline and wireless, squeezing spend and triggering consolidation in the sector. Client focus is on customer experience improvement, churn reduction and operational efficiency. While we saw another quarter of strong in Q2, we expect growth challenges in the upcoming quarters as mentioned earlier.

In Energy, while super majors are focusing on improved operational efficiency, oil field services clients are witnessing increased activity in the international market. Clients are looking for efficiency improvement, application rationalization and better business intelligence. Decision cycles remain stable in this vertical.

Life Sciences is witnessing mergers and acquisitions and divestment activity due to which decision making is slow. Additionally, patent cliff is leading to cost cutting by the clients. There is an increase in activity in ERP transformation, Digital Managed Services, SaaS-based solutions and compliance. There is a significant reduction in discretionary spend. Deal pipeline are showing some improvement though decision cycles remain similar to last quarter.

In growth markets, there is a demand for utility-based pricing and as-a-service-models. There is an increase in combined IT-BPO deals and Cloud Infrastructure deals. Deal pipeline and decision cycles remain steady. In BPO, client conversations are more around transformation of the business processes with clients looking up to service providers to take end-to-end ownership of their processes. Though cost continues to drive outsourcing, discussions around value and domain expertise are becoming predominant.

Finacle growth was impacted during this quarter due to delay in deferment of closure of some of the large deals. Markets for Finacle continues to remain soft due to its discretionary orientation and client preference being towards step changes rather than large transformations.

In Cloud and Infrastructure services, demand is high and adoption of public cloud in on the rise. Our strategy to help simplify and industrialize client operations and helping them evolve to leverage digital and cutting edge technologies is a clear differentiator. We have been rated as a challenger in the Gartner rating for 2014 for North America Data Center Outsourcing, which is a significant improvement from our position in 2012.

As regards Digital, we had strong growth in Q2 in Americas led largely by Retail & CPG and Manufacturing verticals. Digital is on top of our agenda for most plans, thereby leading to strong demand.

I will now hand over to Rajiv to talk about financial highlights.

Rajiv Bansal

Thank you, Pravin. For the next few minutes I will take you through the financial highlights for the quarter. Revenue for the quarter was at $2.201 bn as against $2.133 bn last quarter, which is a sequential growth of 3.1%. During the quarter major global currencies depreciated against US dollar. For example, Euro depreciated by about 3.8%, Australian dollar about 1.7% and GBP by 1.5%. This has impacted our reported growth by approximately $16 mn during the quarter; revenue growth in constant currency is at 3.9%.

It is important to note that the revenue growth for IT Services alone was at 3.6% in reported terms and 4.4% in constant currency terms. Finacle and BPO continue to have growth challenges; BPO grew by only 0.7% during the quarter. While the softer growth in BPO was cyclical and we expect it to recover in the coming quarters, Finacle continues to have growth challenges something that we are aware of and are working to correct. It has sequentially declined by 5.4% during the quarter.

On the margin front, the rupee has depreciated by 1.3%, against the US dollar during the quarter, which has resulted in a positive impact of 0.3% on operating margins. Our gross margins for the quarter were at 38.5% as against 37% last quarter.

Operating margins for the quarter went up by 100 basis points to 26.1%. Net margins for the quarter was at 23.2% compared to 22.6% last quarter. The increase in operating margins were primarily driven by an increase of 2.2% in utilization from 80.1% last quarter to 82.3% in the current quarter, an improvement in onsite mix from 29.2% in the previous quarter to 28.7% in this quarter and the rupee depreciation that I spoke about earlier. The expansion in margin is after making significant investments in the business during the quarter. We promoted around 12,000 employees during the quarter, the highest we have done in any single quarter in the history. We will be paying, as Vishal mentioned, an average of 100% bonus to our employees during the quarter.

We have increased our investments in customer delivery, education and training and in sales. We contributed US$13 mn to Infosys Foundation for the quarter-ended 30 September 2014 for CSR activities.

Other income for the quarter was at US$144 mn, which included forex gain of $24 mn. Yield on other income was at 9.34% during the quarter. We have outstanding hedges of $1.027 bn as on September 30, 2014. Effective tax rate for the quarter was at 29%.

Our cash and cash equivalents including available-for-sale assets and certificates for deposits were at $5.443 bn as on September 30. We saw good collections during the quarter as a result of which the DSO dropped to 63 days as compared to 66 days last quarter.

I am happy to inform you that the board has declared an interim dividend of Rs.30 per share which will be approximately $0.49 based on the currency exchange rate.

The Infosys Board has also recommended a 1:1 bonus of issue of equity shares and 1:1 stock dividend of American Depositary Shares to increase liquidity of the share and expand the retail shareholder base.

I will briefly touch upon the outlook for FY ’15: The guidance for the year has been maintained at 7% to 9% in spite of significant cross-currency movements during the last few months. As you would have noticed, the currency markets have been extremely volatile and most of the major currencies have depreciated against the US dollars; for example, the euro has depreciated by 8.8% against US dollar between March and September, Australian dollar has depreciated by 5.7% and Swiss Franc by 7.9% during the same period.

On the margin front, we have seen an expansion in margins during the quarter on account of strong operational performance. Historically, Q3 & Q4 have been soft quarters for us. We continue to make substantial investments in our business to accelerate and sustain our growth. We expect the operating margins to continue to be around 25% for the year, (+/-1%). However, the same may vary quarter-on-quarter depending on our investment requirements.

With that, I will open the floor for questions.

Moderator

Thank you. Ladies and Gentlemen, we will now begin the question-and-answer session. Our first question is from Moshe Katri of Cowen & Company. Please go ahead.

Moshe Katri

Hey, thank you very much. The first is for Dr. Sikka. Based on the steps you are planning to take to transform the business, how should we think about Infosys’ margins in the near term in the next few years and then also in the long run 3-5 years and beyond? Second for Rajiv, with peak level utilization, how should we think about utilization for fiscal year 2015 versus hiring plans? Thank you and best of luck.

Vishal Sikka

Moshe, let me address the first part of your question. Then for the second one Rajiv can answer that, but it was not very clear, so perhaps when I am done with my answer you can repeat your second question. So with regard to the growth ahead and the margins, as Rajiv said, we are presently maintaining our margin outlook. The strategy that I have outlined, it will take time for this to take shape and to start getting reflected in a meaningful way in the P&L. Over the next couple of quarters, we are going to further outline this in much more detail quantitatively to give you better guidance both in terms of investments and capital allocation as well as in terms of the forecast on growth and outlook. Having said that, we do feel very confident about the long-term growth, as well as profitability of the strategy that we have outlined. Such a new service and next generation services company, as I envision Infosys to become, would see a significant growth as well as profitability at the same time. One other point that I would like to make is, as we detail this and given the inherent latencies in the business, even though the results will take time to get there, we are already seeing the first early signs of success of the strategy in engagement that we are starting to do with clients, both in terms of renewing our existing services as well as bringing new services to life. So the journey ahead is going to be one where it will take some time to achieve a meaningful impact, but at the same time we are going to get there incrementally and not that the results will show up in a big bang down the line.

Moshe Katri

Okay and then the second part, that is for Rajiv. As I said, utilizations is at peak levels right now. Should we expect these to move higher or should we look for an inflection point on the hiring right now given the demand that you are seeing?

Rajiv Bansal

Moshe, I will try answering though I could not get the complete question. I think the line is not very clear. But our utilization for the quarter is at 82.3%, which is an all-time high. I have not seen this kind of utilization over the last many, many years. As we have been talking about over the last couple of quarters, I had been always maintaining that, I believe that the right utilization will be about 80% to 82% and over the last couple of quarters we have taken a lot of initiatives to reach that number. Having said that, I think there is a need to make investments. We have to hire ahead of time, we have to hire for the growth that we see in the next year and as a result you would see us investing more into the business, hiring more people, hiring the right skill set and that would mean that there could be in the -term some impact on the margins because of hiring ahead of the curve. Having said that, I think there is a lot of focus in the company on automation, on productivity improvements and this is an environment where it is not easy to get pricing increases from the customer on a year-on-year basis. So we have to drive productivity improvement on automation, to drive better value for our clients, at the same time improve our margins on an ongoing basis.

Moshe Katri

Thank you again and best of luck.

Moderator

Thank you. Our next question is from Joseph Foresi of Janney Montgomery Scott. Please go ahead.

Joseph Foresi

Hi. My first question is just on the growth prospects for the company. I think you have trailed industry growth rate for a little while and I think the initiative was to get back over those industry growth rates. Can you just revisit that particular issue? And is this about improving the prospects of the core business before the new plan or is this about putting both forward at the same time?

Vishal Sikka

Joseph, it is about putting both forward at the same time, to simultaneously renew our existing business and achieve much better efficiency, innovation and operational excellence out of that. But at the same time complement and augment that with a new set of services that we offer, a new set of innovative capabilities that we offer. So that the sum total of that would help us achieve over time industry leading growth and profitability, which has been our target.

Joseph Foresi

Okay. And then on the attrition side, it picked up this quarter despite I think the increased bonuses. Can you talk a little bit about why the rate continue to pick up and what are you expecting for the attrition rate to do over the long term?

Vishal Sikka

Joseph, the attrition on an LTM basis is still a little bit above 20% and that continues to be of concern for us. However, we have taken many steps around attrition and if you look at the month-over-month numbers, they have already declined. So it is heading in the right direction. As I had mentioned when I started, the actions that we have taken around attrition will take some time to take shape because of the long nature of these latencies of people deciding and then going through the process of leaving and so forth. So we are seeing encouraging signs here when we look at it on a month-by-month basis that the attrition is coming down and we feel confident that both based on the measures that we have taken to improve our position on attrition as well as now the strategy around growth and the results. We believe that a combination of these will over time bring us back down to the levels that are more normal for us in the industry.

Joseph Foresi

Okay. And then the last question from me. You laid out a fairly ambitious plan for the business and given the fact that it has been a services company for a long period of time, it seems like that culture will be changing a bit. Can you just lay out for us a couple of organizational changes that you feel need to take place in order to be successful and what do you think the impact of those changes will be?

Vishal Sikka

I do not see any structural changes in the organization any time soon. This has been the first quarter for us to work together. It has been a great experience; it has been an amazing experience. We have a young, dynamic, passionate team that is driven towards success and it has been a great experience for me to work with our team and I look forward to that. Of course as you see in example with Finacle, as we see an opportunity to make changes and take corrective actions, we will do so swiftly. But I do not see any structural reason to make any changes at this time. I think our team is fully equipped to go after this agenda that I have outlined. A key part to getting to the kind of transformation that you are talking about is to ensure that we continue to focus on education. Infosys is a company that heavily values education, training and learning. I believe that education is at the heart of any company’s transformation. If you think about it, any company that goes through a fundamental change in its business has to reeducate, has to retrain, reskill their workforce, has to get their employees to think differently about the world of the future and has to take those actions. Therefore, learning and education is always at the heart of any company’s transformation. But it is especially true for Infosys where education has always been at the heart of what we do. Mr. Murthy, our Founder, used to talk about learnability, the ability to learn, as the thing that is fundamental to Infosys. 20 years ago we did not have BPO or IMS or services like this. Who knows what kinds of services we have done 10 to 15 years from now? But we will have education then, just as we had education 20 years ago. So a strong focus on education and on learning, is at the heart of our ability to transform ourselves, to be able to do these kinds of things that I have outlined. We have already taken major steps in this direction. We have been teaching design thinking to our company. We have already started that in a massive way, in partnership with many faculty and professors from Stanford d. school and the d. Global Initiative. We have already done the first training classes of design thinking for our executive management and many of our senior management members, leaders of our consulting teams and leaders of our sales teams. We have already done the first sessions of training some of our great teachers, our trainers on design thinking and as we speak, we are launching a massive embrace of design thinking for all Infoscions. I expect that before the end of this year, we will have trained 25,000 Infosys employees on design thinking. Similarly we are doing a huge embrace of Artificial Intelligence based on the CS188 class out of Berkeley. We have been putting together a great new Artificial Intelligence class. I am myself hoping to find some time to do some of these computer science classes and so on. So we are looking into not only using education and investing and doubling down on education as a great mechanism for our organizational transformation, but we are also looking to invest in education itself and in finding new ways to train and so forth. So more so than the management, I would advise looking at our ability to educate and to train as a great mechanism for our organizational transformation.

Joseph Foresi

Thank you.

Moderator

Thank you. Our next question is from Anil Doradla of William Blair. Please go ahead.

Anil Doradla

Yes, hi Vishal. Your commentary and vision around the whole Artificial Intelligence was quite interesting. Can you share a couple of key areas where Infosys could benefit materially? What is the nature of jobs in this Artificial Intelligence paradigm? And also as a follow up, you talked about investments. Can you share with us what would be the nature of some of these investments? Thanks.

Vishal Sikka

We see AI as impacting many of our lines of businesses in a very fundamental way. If you look at Infrastructure Management for example, automation and rule-based systems and so forth can have a tremendous impact in how a landscape can be managed automatically or more or less automatically where people can manage these by exception. If you look at BPO, many processes which are based on documents and voice can be revolutionized with AI technique, with voice processing, with text processing, image recognition and so forth, as well as rule-based systems and machine learning to understand and detect correct behavior and taking actions based on that behavior. So we believe that our existing services can be significantly improved by embracing AI techniques there, as well as of course in completely new kinds of applications that we can build in complex areas, in intelligent adaptive sense and response type behaviors, whether it is in machines and machine-based systems, whether it is in connected cars or connected vehicles, airlines, all systems where we design the system and then the system is in production, where it can be integrated into an intelligent adaptive system, can have a significant impact from AI. So the kinds of jobs there are around managing by exception, around modeling. Modeling of systems and system behavior, creating rules, creating the constraints around which learning can happen, these are some very high paying, high skill jobs that we are looking forward to having within Infosys and I think that that can have a great impact, both on the existing services as well as new areas that we can go into and we are starting that training in earnest. By the way, one other area that we are extremely excited about is in natural language processing, using the same information platform that I talked about earlier with Open Source components. We see a great opportunity in industries like insurance or banking, where automatic analysis of new stories and extraction of events and events of significance, whether it is on the risk side or on the growth side can have a great impact to our business and we are already starting to do projects in these areas. On the investment side, I would not limit it to any particular area. We are excited about many areas. Of course, in the AI techniques and these kinds of automation techniques, as well as in new ways of collaborating because remote work forces and remote abilities to work together are of great interest to us. So we are looking in many areas like that as well as in under penetrated areas or verticals, some areas in Energy, in Healthcare, in Retail and in many geographies as well. So I would not put any particular area or a segment as a focus for investment, just a broad interest in participating in the growth of other companies.

Anil Doradla

Can we expect M&A on some of these initiatives by Infosys over the next several quarters?

Vishal Sikka

Yes.

Anil Doradla

Thanks a lot and best of luck, Vishal.

Vishal Sikka

Thank you, Anil.

Moderator

The next question is from Rishi Jhunjhunwala of Goldman Sachs. Please go ahead.

Rishi Jhunjhunwala

Yes, hi, thanks for the opportunity. Vishal, this question is for you, I just wanted a sense of conversations that you have been having with the customers and with the employees in Infy over the past 70 days. What are the key concerns that have been highlighted by the customers regarding Infy and the key issues that would have been raised by employees during your conversation? And as a follow-up, what were your responses to them and did anything come as an unexpected surprise? Thank you.

Vishal Sikka

That is a great question. I think that all the clients that I talked to increasingly and this differs across industries, but increasingly, all the clients that we talked to no longer have the patience for what we could call “Yesterday’s Services.” They do not want to have staff augmentation or labor arbitrage simply for the sake of saving costs. They aspire to have improvements in business processes, better outcomes. They want to learn what new ways are of running processes, of running businesses efficiently, they want to understand how to innovate and they want help in getting into new areas. So if anything, their primary frustration is in not having a more innovative mindset, not having a more open mindset towards how business outcomes can be improved, how business process excellence can be achieved, and things of that nature. In other words, I have across my interactions with several hundred clients have seen a tremendous dissatisfaction with the way IT services of yesterday used to be and a tremendous desire to engage on new kinds of ways of bringing value and innovation and so forth. And with employees it is a similar thing, they look for great purpose to work on innovative projects, to work on next generation kinds of things, they also look for simpler efficient ways of working, efficient systems, efficient processes and so on. So we have been focusing heavily on that, on dramatically simplifying our own complexities on improving our operational efficiency and things of that nature. And overtime as the things become more concrete and some of the results start to become more visible, we look forward to sharing those with you.

Moderator

Our next question is from Edward Caso of Wells Fargo. Please go ahead.

Edward Caso

Thank you, good evening. I guess my question is on capital deployment with $5.2 bn in cash and well over a $1 bn in cash generated every year. Could you update us on your cash dividend payout strategy, maybe as a percent of cash flow what you might want to direct towards acquisitions and were the stock repurchases part of the board consideration? Thank you.

Vishal Sikka

Maybe I can start and then Rajiv can answer this in more detail. First of all, well, we are very proud of the $5.4 bn in cash that we have. We believe that it is a bit early to make a more precise statement about this. I and our management team have not yet had enough time to sufficiently articulate in detail the strategy that I have laid out. We will do so over the next couple of quarters. So around the April timeframe where we start our financial year, I would expect to be able to give more precise answers on capital allocation and things of this nature. Having said that, as you can tell I have a very innovation-oriented mindset here. We see Infosys as an innovation-driven company, as a growth-driven company and we see tremendous opportunity to leverage that cash that we have towards these objectives. Rajiv?

Rajiv Bansal

As Vishal said I think we have to wait to detail out our plans. What Vishal has laid out is a high level strategy today. We have to open our business plans on execution, strategy, on what kind of allocation of capital that we do between different strategies and different execution engines that we are going to come out with and only after that, will be appropriate for us to be able to say exactly how much of cash is going to be excess or whether it is going to be less than what we need. Having said that, the Board every quarter doing their deliberations look at the capital deployment and as and when they feel appropriate I think they would take the right decision.

Edward Caso

Right. My other question is you are talking about a real change in personality for Infosys and you are going to work with your deployment group on the knowledge side. What about your sales organization, can you adjust the capabilities of the group you have or will you have to seek significant outside talent to execute on your strategy? Thanks.

Vishal Sikka

Just as on the operational side, we are in the process of revitalizing our sales and marketing functions towards this type of operational excellence, towards being able to articulate values, to do solutioning, to be able to get into new areas, to do design thinking together with clients, to do co-creation. That means the same reskilling that we have talked about in other areas has to also apply to the sales part of the organization and we are already working on this. As I mentioned, the first set of trainings in these new areas for the leadership of sales has already happened, for the leadership of consulting has already happened. But as we go forward we will also be adjusting our processes, the way we manage the pipelines and the way we mine accounts, the way we change the level of the dialog that we have directly to go engage more with the CXO suite as well as the compensation structure and things of that nature. So we have already started this, Mr. Murthy started this more than an year ago and we are going to continue that heavily because we believe that we will need a world class sales and operational excellence in order to achieve the objectives that we have talked about. However, I do believe that we have the elements in place already, so that this reskilling and this transformation can be done from within and we do not need to a structural change to do that.

Moderator

Thank you. Our next question is from Keith Bachman of Bank of Montreal. Please go ahead.

Keith Bachman

Hi, thank you. I have two as well if I could. The first one is you talked about the Financial Services industry, could you talk a little bit about is this more Infosys or is this a broad-based impact across the industry? And related to that if you could talk about, you had mentioned a new leadership change. What are the objectives there, what is the strategy you think to kind of revitalize growth and then I have a follow-up please.

Vishal Sikka

So I think that you have to separate the Financial Services vertical performance from the Finacle performance, Finacle is our core banking product and the product suite where we had a dissatisfying quarter and we have made a leadership change. We have brought a great new leader with Michal Reh to run the Finacle business and we expect that this business will get back to growth and success. We have a great installed base in Finacle. There are almost 180 banks around the world serving 0.5 bn people. If you look at analyst reports and so forth it is viewed as the best and if not, one of the best banking products in the world. So we are very excited about that. We have had issues with this over the last few quarters and we have already taken an action there.

With regard to the broader Financial Services, this continues to be a great business for us and is growing. I will ask Mohit who runs our Financial Services business to talk more about it.

Mohit Joshi

Yeah, the Financial Services business had grown by 2.5% quarter-on-quarter on a constant currency basis. We have grown much faster in Europe. I think what we are seeing is there are four key trends that we have spoken about even earlier - industrialization, digital, risk and compliance and infrastructure modernization. I think for the second half of the year, we remain cautiously optimistic on the opportunities.

Keith Bachman

You did not mention what the issue was on Finacle. You said you are fixing it but I didn’t hear what the issue was over the past couple of quarters?

Vishal Sikka

The issue with Finacle has been basically across the board, from development and operations to sales, the efficiency of the development processes. I see that as an organization that sort of stalled a little bit and stagnated. You saw that in the business performance over the last few quarters. So we believe that with a great leader, with a development and innovation-oriented mindset, we will be able to get this business to growth fairly quickly.

Keith Bachman

Okay. Let me ask my follow-up then, as you mentioned an interesting roadmap surrounding investment opportunities. Could you give us some perspective on how long into areas like AI what is the investment period that you envision, is this a multi-year cycle of investments and if it is such, would you anticipate at least directionally that margins would decline during this investment cycle? Thank you.

Vishal Sikka

I don’t have a very precise answer for you on the AI one. I think my sense is that it is going to be a multi-year effort. We will detail this out over the next couple of quarters and be more precise about it. However, we will go about this in a very swift and efficient way, in a very incremental and iterative way as we bring these to life. Some of the solution that I talked about like in area of bringing AI techniques to helpdesk or to language processing for applications and insurance and banking and so forth. We have already started on these but to do a much more massive embrace like the kind that I have in mind, will take multiple years. In other areas like in big data, we have a few dozen POCs going already with huge clients around the platform that I mentioned which brings together an assembly of open source-based technology. There is a lot of exciting work happening there together with proprietary and our partner technologies in information processing, to bring great new big data analytical solutions to life. We have already started to work with our clients in this area and that work is something that we are really excited about.

Moderator

Thank you. Our next question is from Jamie Friedman of Susquehanna Financial Group. Please go ahead.

Jamie Friedman

Hi. Vishal, my question was, I was hoping to get your perspective on the software landscape and what I want to know is do you think that your software partners will be more or less important in the future of Infosys than they have been in the past?

Vishal Sikka

They will continue to be significantly important to us. We work in an ecosystem, our clients work in an ecosystem. Their landscapes are not only heterogeneous, they are permanently heterogeneous. Therefore they look a company like us as a neutral provider of advice and guidance, as well as help in managing these heterogeneous landscapes. So we see ourselves in that light and we see ourselves in a very symbiotic relationship with our ecosystem partners. I continue to see strength of that going forward. We do see in the new side of the equation, in the next generation solution, we see a tremendous embrace of open source product of new platforms what many people call the third platform and so forth. These are much more cloud-oriented, cloud scale open source-based technology platforms which have a much different cost performance profile compared to the traditional enterprise platforms. In that sense in the new areas, I think that you will see more and more work done on these kinds of approaches but working together with an ecosystem of partners and especially software partners is fundamental to the Infosys story and will continue to be the case.

Moderator

Thank you. Our next question is from Ravi Menon of Centrum Broking. Please go ahead.

Ravi Menon

Well, thank you for the opportunity. I have two questions, one is for Vishal and other is for the CFO. Vishal, you spoke of the lead sales leadership already adding some new talent, could you elaborate how you are deepening ability on sales side to understand customer needs? For instance, are you hiring senior technologists with experience in the domains like CIOs from a particular segment like Retail for instance?

Vishal Sikka

Yes, we have been adding new talent across especially in the higher ranks of the sales organizations to bring in more domain expertise, to bring in more expertise in solutioning and so on and we will continue to do that. But increasingly we see a need for clients who see us as advisors, especially in new areas. To do that we need to bring in new kinds of skills in co-creation in thinking together and working together with clients on what next generation problems are like. We are already starting to do engagements like this. Many of our leaders are working on things of this nature. Perhaps I can ask Sandeep who has been doing this in the Retail and CPG area to share his experience in how his sales team has been able to do some of these kinds of engagement already in new areas.

Sandeep Dadlani

Sure. This is Sandeep, and what we have been doing is inducting talent from MBA universities at the lower levels and at the senior levels also going through design thinking training on the lines of some of our new solutions. If you take the new Infosys information platform as an example that we launched literally a few weeks ago, even in the few weeks that have ensued, the sales team has gone out and had multiple, dozens of conversations and already engaged in multiple proof of concepts with clients to prove these new platforms out and then engage at a larger scale. So there is both outside talent coming in as well as internal talent being trained and aggressively running campaigns with new more powerful solutions. Thank you.

Ravi Menon

Thanks, appreciate that clarification. Secondly, Rajiv if you could clarify whether there is any room for cutting down on the G&A side because last quarter you had a real one-off of sorts in the provision for impairment foreseeable but this quarter I see the G&A is still flat Q-o-Q. So is there any room to offset some of the sales and marketing investments?

Rajiv Bansal

We continuously keep looking at opportunities for optimizing our cost further. G&A is one area where we have optimized over the last many-many quarters. I think we also have to ensure that we drive more productivity and improve our process in the G&A area. So that is one area that we continuously keep looking at but again if you compare with rest of the industry, I think it is the lowest in the industry. Even if you are able to optimize cost further it may not be very significant on the P&L. We have to look at cost optimization all across organization be it in the delivery organization, the sales organization and within the BEF functions. That is something that we do on an ongoing basis.

Moderator

Thank you. Our next question is from Karan Uppal of Equirus Securities.

Karan Uppal

Yeah, hi, I have a couple of questions here. So first Dr. Sikka I wanted to ask that and you are trying to implement the concept like design thinking which you quite correctly understand implies more exploratory thinking around any kind of solution. So in a timeframe of the services business where generally you have to deliver it in a short period of time on a specified deadline, don’t you think it is a radical change in the way it could be implemented successfully in this business model?

Vishal Sikka

I do not see that as a radical change. I see that as an evolution of the way that we create opportunity in new areas. I see that as a great methodology for helping our clients think through what their approach needs to be in some of these uncharted, unprecedented kinds of new territories, new frontiers that they need to get into. That applies to every industry as they go through the digital transformation. So in many ways I guess you could say that I see that as an inevitability that we have to do that and when you look at operationally, that takes the shape of something that is complementary to the normal traditional services. So you would have a handful of design projects which are small incremental, rapidly done but high value and high margin, complement the existing kind of services that are happening at the same client. Increasingly we will see sort of this mix of these things where design thinking is used to on one hand improve the existing services that we bring and existing projects that are going on and on the other hand to do new short-time window highly iterative, high value projects that are in new areas and therefore of significant importance to clients and we will see a mix of both of these.

Karan Uppal

Okay. The other question was more on the BPO side, so recently we have seen and as you have also pointed out in your opening remarks that companies and increasingly the IT vendors have been either building or acquiring these so called industrialized platforms and then offering it on a pay-as-you-go model to the end users. So if this is the future of business scenario if you envision it to be likely, would that create a case where a ‘winner take-all’ paradigm for the guy who holds so called successful platform from a specific vertical or will there be a room for everybody to participate in that kind of movement?

Vishal Sikka

It is too early to tell. I would see definitely an opportunity where someone who can offer a much more integrated stack with a next generation business process management offering which has heavy use of improvement built into it using automation and Artificial Intelligence together, with the ability to run that infrastructure and the associated applications and so forth could have an advantage. On the other hand clients might also decide that putting too much into the hands of one vendor might be too risky. So my sense is that you will see a mix of those but it is too early to tell. This idea of integrated IT and BPO or business process as a service is still very early. We are seeing signs of these opportunities emerge on both sides where somewhere clients have a very clear partitioning across the kinds of offerings and others where we do these integrated offerings.

Karan Uppal

Okay. So if I can just squeeze a last one for Rajiv. One was that how do we read a client metrics we have like the $300 mn going from one to zero, how should we read that? And secondly if you can just help us with the margin bridge for the quarter.

Rajiv Bansal

I will answer the second part first. On the margin if you look at it during the quarter, utilization improved by 2.3% and the rupee had also depreciated during the quarter which had given us a benefit of about 0.3% on the margin. Those put together actually helped us improve our operating margins by about 100 basis points.

On the $300 mn client, this is calculated on the LTM basis and it depends on the run-rate of the client over the last four quarters. The largest client has dropped off from $300 mn client it is about $ 290 mn odd. Typically it depends on run-rate, so if four quarters back there was revenue which was good or bad, depending on that the total revenue from client could keep shifting. So again on a quarter-to-quarter basis there is not much to look into it but yes, the good part is that if you look at the $1 mn clients, $5 mn clients and $10 mn clients, I think the numbers have been increasingly consistently over the last many quarters. That is something which gives us the confidence about the future.

Moderator

Thank you. Our next question is from Ashwin Shirvaikar of Citigroup. Please go ahead.

Ashwin Shirvaikar

Thank you. Vishal, good message on the automation and digitization fronts, I sort of agree with you on both these trends. But one of the things is that both digitization, automation implies a major change from the current FTE basis of thinking and when you kind of correlate that with your own experience speaking with clients in the last 70 days where you say many of these clients are unhappy with the old style of outsourcing, how willing are these clients to change the way they contract with you and go from a FTE basis to maybe a different basis?

Vishal Sikka

It is a mix. There are clients of course in certain industries and certain geographies who see a great need for this and urgency to do these new kinds of projects whereas in other industries and other geographies they are looking at these, they are experimenting with them, but they continue with the existing path. So it is kind of a distribution of you could say innovators or the ones that see the most urgency depending on the nature of the situation. In those cases where they do see the urgency of doing innovative projects, we see a tremendous willingness to try out new models, new ways of articulating the value or sharing the value or having us share a portion of the value that is created and new ways of contracting to achieve and so forth. So it is a mix and I think that you have to adopt a kind of a tiered strategy depending on the nature of the client and depending on where they are and their evolution of the particular business and how they see their business evolving. This is one of the areas that we will articulate in more detail over the next couple of quarters as our large scale sales strategy towards these approaches becomes clearer. Presently what we are doing is with early adopters we are engaging in these kinds of projects like the few dozen big data projects that I talked about or the adoption of Artificial Intelligence or connected car and things of this nature. So as the early success of those early adopters gets us into more and more experience, we then use to drive more scale in those businesses.

Ashwin Shirvaikar

Got it. And then a more near term question, you added 49 clients this quarter. As I look at the number of clients added in the last eight quarters, on average that number to 59. I know it can jump up and down but 49 I think is probably the lowest number since 2Q ’13 for you guys. Is there anything to read into that with regards to maybe what is going on, is this a result of maybe sales force turnover or what is going on here?

Vishal Sikka

No, I wouldn’t read any of that into it.

Ashwin Shirvaikar

Could you elaborate on what is going on?

Vishal Sikka

I think there are many factors that go into new kinds of deals, into sizes of deals and how the contracting processes are like and so forth. Depending on the nature of the deals that happen to be in a pipeline or near closure in that particular time period is what determines the number of deals that we get in a quarter. It is always a mix of these things, so the fact that the number of deals is what it is, my sense of it is this is of no consequence. Perhaps Pravin you can add something to that.

Pravin Rao

We actually have added a lot of bandwidth to the sales as well. We have added 150 account managers, we have added about 170 sales folks, we hired from leading business schools in US. So we have increased the sales bandwidth. I think it is not a secular trend, so I don’t think we should be reading too much into it.

Moderator

Thank you. Our next question is from Nihar Shah of Enam Holdings. Please go ahead.

Nihar Shah

Hi sir, this is Nihar Shah here from Enam Holdings. I just had one question, in terms of your strategy that you have outlined can you sort of elaborate a little bit on how that will impact the future hiring? In a sense would it be more towards laterals versus freshers and how do you see that sort of also impacting the pyramid as you execute on your strategy over a three-to-five year timeframe. That is all from my side.

Vishal Sikka

I think in the near term it is too early to say that there is any structural change to how we hire. We are committed to diversify the workforce that we have in all major dimensions but I would not see a significant change in the hiring simply because the nature of the new things is such that it is still very-very small and very early. I mean typically at Infosys we hire close to 10,000 people in a quarter and if we hire a couple 100 data scientists and so forth it does not really change the overall picture that much even though it is an incredibly strategic area for us. So I would not see a great change in the mix of hiring in the near term. However we are very committed to diversifying the nature of our workforce, bringing in additional talent in many different areas whether it is in geographies or in new skills and so forth and we will continue to do that.

Nihar Shah

Great. That’s all from my side. Thank you so much.

Moderator

Thank you. I now hand the floor back to Mr. Sandeep Mahindroo for closing comments.

Sandeep Mahindroo

Folks, due to time constraints we will not be able to take any further questions. We thank you all for joining us on this call and look forward to talking to you again. Have a good weekend ahead.

Moderator

Thank you. Ladies and gentlemen on behalf of Infosys that concludes this conference. Thank you for joining us and you may now disconnect your lines.

EX-99.7 DISTR CONTR 8 exv99w07.htm CNBC QUESTION AND ANSWER SESSION

Exhibit 99.7

CNBC Question and Answer session

Infosys limited CNBC QUESTION AND ANSWER SESSION

Q2 FY 2015 results

October 10, 2014

CORPORATE PARTICIPANTS

Vishal Sikka

Chief Executive Officer & Managing Director

Pravin Rao

Chief Operating Officer

Rajiv Bansal

Chief Financial Officer

interviewer

Shereen Bhan

CNBC-TV18

Shereen Bhan

Well, thanks very much, guys. I do have the Infosys management here with us in our makeshift CNBC-TV18 Studio, Vishal Sikka, Rajiv Bansal, and Pravin Rao. Appreciate you joining us. First of all, congratulations on your first quarter and a good quarter. Great way to start, Vishal. So welcome to the QSQT era, Qayamat se Qayamat Tak if you would like that, quarter-to-quarter. I hope it has been a grueling intense initiation as far as you are concerned.

Vishal Sikka

Yes. I have never heard that QSQT reference to quarters before, but yes, it has been a fun and intensive.

Shereen Bhan

Excellent. Let me start by asking you, because in your opening remarks, “sketchy at this point in time”, which is understandable given the fact that you have only been in office for about 70 days. But let me ask you the fundamental question when you talk about positioning Infosys as a “Next Generation Services Company,” not of previous generation services company. You have talked about AI, you have talked about Innovation. You have also talked about continuing to focus on the bread-and-butter segment, because you will have to do that. What does this mean in terms of reorienting the very core of your business model? If you are talking about positioning yourself as a new generation services company with a key focus on not on cost and labor arbitrage but on innovation. What will it mean in terms of redesigning your business model?

Vishal Sikka

I think that it means a massive embrace of innovation, a massive embrace of new technologies, artificial intelligence, automation, a great focus on delivering business outcomes and value on innovation, on process improvement. I see that as something that can help us rethink and reinvent each one of our existing service lines without disrupting them. For example, the traditional BPO, clients are increasingly not interested in the way BPO used to be done yesterday. They are interested in achieving great business outcomes, process improvements and process innovation. We see an opportunity to bring tremendous voice technologies, language processing technologies, automation technologies to rethink all kinds of business processes and we are starting to do that in some ways. Infrastructure Management can benefit tremendously from Innovation. So the key is to take our existing services and bring a renewal in those with the power of technology, with the power of better efficiency, with the power of automation, as well as in operational excellence and so forth.

Shereen Bhan

Let me now extrapolate your other statements which you said that “You want the company to become a bellwether once again.” You do know that Infosys has not been a bellwether for the last several quarters now. When do you anticipate that all of these are actually going to start delivering in terms of results? When do you anticipate that this is going to start delivering in terms of you being able to catch up with your peers? Forget industry leading but on par with industry rate. By when can we expect that? Is FY 17 perhaps the earliest?

Vishal Sikka

Murthy started this journey about a year and a quarter ago and it was a three-year journey. So I expect that that is the timeline that we will stick to. The nature of the business is such that there is inherent latency in the adoption and being able to see the results. Of course, you are seeing the early results already. It is not that we can only achieve a step jump two years later or something like that. So you will see a continuously an incremental achievement and contribution of these new areas, but a meaningful impact of this will take more time.

Shereen Bhan

Moving out of a single digit dollar revenue growth, by when do we anticipate Infosys moving out of that?

Vishal Sikka

I am deeply convinced that a next generation services company as I have talked about is one that can grow 15-18% over time, 25-28% margin over the longer term.

Shereen Bhan

You are nowhere close to that. You…

Vishal Sikka

Right now we are not, but I expect that over a long term that is the target that we should easily aspire to.

Shereen Bhan

So double digit, I would not get to 20% or even 15-18% but NASSCOM industry rate, by when do you anticipate you will be able to get to that?

Vishal Sikka

I think that you should expect that we will be able to start achieving those kinds of results on the timeline that we have started on which was 3 years from one year ago. So I would say, two to three years out from now.

Shereen Bhan

You said that you will require till at least April to articulate what your plan as far as capital allocation is concerned. Are we given to understand then that even your strategy as far as M&A or inorganic growth is concerned, we will perhaps have to wait till April in order to hear more clarity on that?

Vishal Sikka

I think this is an area where obviously you want to be able to jump at opportunities that surface. But we are carefully looking at our opportunities and we are thinking about these new areas and yes, that would be a good timeframe. But do not hold it against me if I ended up announcing something earlier than that.

Shereen Bhan

The street will be very happy if you actually did end up announcing something earlier. They are drawing parallels with what we were seeing happen as far as Cognizant is concerned which has just announced big deals. They are hoping that we could perhaps see the same aggression from Infosys. So perhaps sooner than April, maybe something on the M&A front?

Vishal Sikka

You can never say never on this kind of matters. But we are very seriously thinking about these and not from the perspective of growing or acquiring a previous generation company, but from the purpose of acquiring new skills, new capabilities that help us accelerate our drive towards the next generation, towards innovation.

Shereen Bhan

So would it be correct to assume then that the inorganic growth strategy that you will pursue will be to augment areas like Artificial Intelligence and so on and so forth?

Vishal Sikka

Yes.

Shereen Bhan

So that is what you are looking at, at this point in time.

Vishal Sikka

Amongst other things.

Shereen Bhan

The buyback debate – let us get that over once and for all. It was taken to the Board several times in the past as well. What is the situation now as far as the buyback is concerned? You have announced one for one bonus today, but is the buyback debate over and done with at this point in time at least till April or perhaps even beyond that?

Vishal Sikka

I would hope so. I think we are a new management team. You can see the results that we have started to deliver on. We are committed to a strategy of growth. We have a very passionate young dynamic management team. We see opportunities in many different areas. We see opportunities for growth in every area. We would like time to be able to think about and rationally plan in detail what we are going to do. I do see the opportunity to grow the company and to take advantage of any of the positions that we have in those areas. It will however take us time over the next couple of quarters to more precisely articulate what those are. So until then it would be wrong to even expect a statement from us in that area. However, I do believe that we are a company that is focused on growth and on being able to leverage the cash to be able to invest and grow in new ways.

Shereen Bhan

Will you continue with the Infosys philosophy of protecting margins as opposed to chasing growth because that is another area that analysts would like some clarity on. Are you going to sacrifice margins for growth? Is there going to be a change in that Infosys philosophy and ideology?

Vishal Sikka

I would not put it as one at the expense of the other. Murthy always talked about consistent profitable growth. I deeply believe that we need to do both - achieve a great industry leading growth as well as the profitable while doing so.

Shereen Bhan

Let me ask you about the demand environment. And you said that you have been meeting with clients across the globe at this point in time to get a sense of what it is looking like. What are the indications that you are getting in terms of IT spending as far as 2015 are concerned? What are the early indications that you are getting? How robust is the demand environment looking today?

Vishal Sikka

I think there are certain areas where there is a decrease in demand that we see and Pravin can talk about this in more detail. Overall if I could summarize that at a high level - I have met several hundred clients already and interacted with them over the last 70 days. My sense is that there is never a shortage for demand for innovation, for great value. What I referred to as yesterday’s services are some areas we see a downward pressure commoditizing and the commoditization of the services leads to downward pressure. However, when you talk to clients about delivering value, even in existing area and certainly in the new area, there is a great opportunity to deliver great value.

Shereen Bhan

But here in the existing areas, let me just take that point forward. Because if I were to look at you being able to get back into the double digit kind of growth rate and say catch up with your peers, for instance, if I were to look at the BPO segment, 9% growth for you versus 30% for TCS, in the Infrastructure Services side 15% growth for you versus 27% for TCS. How soon do you anticipate being able to bridge that gap?

Vishal Sikka

I think that we will not bridge the gap by following the practices of yesterday. As you have pointed out, we have seen significant challenges in these areas in the past. I do not believe in just becoming better in efficiency and continuing this downward spiral that the industry seems to be on lower and lower cost and faster and faster hiring and things of this nature. I think that is the wrong direction for the industry. I think a much better idea and a much better direction is one that is based on innovation, one that is based on a massive embrace of automation and new technology.

Shereen Bhan

What will that also then mean in terms of pricing and being able to attract a premium as far as pricing is concerned if you do indeed follow this differentiated strategy?

Vishal Sikka

Yes, I think that we can achieve a much higher value and new kinds of business models, new ways of delivering value and then capturing that value with clients, new kinds of propositions where we can share in the value that is delivered to the clients and so forth, as well as in much higher productivity that we achieve with our employees by the use of technology.

Shereen Bhan

Rajiv, let me ask you the question on margins, because 100% basis point to growth as far as margins are concerned quarter-over-quarter. Have you been able to suck out everything that you could as far as utilization is concerned? Utilization rates are at the highest at 82%. Is there room to be able to more there? You said that you do not anticipate margins moving significantly higher than that 25% band that you held out. But is there really room for further improvement?

Rajiv Bansal

There is always room for improvement in everything that we do. I am sure if we look around the company the scope for improvement in many-many areas. Having said that I think utilization at 82.3% is what I had set out about 5-6 quarters back that I would want utilization to be 80% to 82% and today we are there. I think this gives us the confidence to us that if we set our eyes on something, we will achieve it.

Shereen Bhan

So what is the next target that you are setting your eyes on?

Rajiv Bansal

Having said that, I think we have challenges in the growth. As you rightly pointed out, we have been underperforming the industry and the leading players in the industry. First priority is to get back our growth. To accelerate our growth and sustain that growth. For that, there has to be investments made into the business and we are making investments. What we are doing is on one hand we are looking at the cost carefully; we are cutting out all the costs which are unnecessary, which are not required for the growth of the business but also making investments back in business.

Shereen Bhan

You made significant gain as far as your cost optimization strategy is concerned, which was articulated, which is one of the pillars that’s Mr. Murthy’s revival plan. Do you believe enough has been done on that front or do you see that you could perhaps see more advantages coming in from being able to squeeze cost cuts?

Rajiv Bansal

As I said there is never enough on cost optimization. There are always opportunities for cost optimization, there is automation, there is productivity benefits, there are many, many ways of looking at cost optimization. But, I believe that we have to look at cost optimization on a continuous basis. At the same time look at opportunities for investment in the business.

Shereen Bhan

Investment continues, cost optimization continues, but the impact of the kind of strategy that Vishal just articulated, the more differentiated innovative strategy that you are gunning for, forget what happens as far as margins are concerned over the next two or three quarters. But when can we start seeing that impact margins going forward?

Rajiv Bansal

I think the impact of the margins will show up as Vishal said. Our aspirations continue to be industry-leading growth at industry-leading margins. If that is the thing, the impact will show on the positive side of the margins. So as we start executing on the strategies, I think you will start seeing the numbers flow down on the margins too.

Shereen Bhan

So two to three years, is that the time period that you are working with as well?

Rajiv Bansal

I think Vishal is here I cannot work on a different timeline than Vishal.

Shereen Bhan

Pravin, let me ask you this in terms of attrition, you have actually seen attrition rates go up despite some of the measures that the company has announced now at about 20%. What can we anticipate in terms of attrition and also the reskilling that is going to be required for you to be able to capture these areas of opportunities, the digitization piece and so and so forth. What should we anticipate there? I also want to ask you about, there has been a lot of rumors about CTO, CIO, Chief Innovation Officer, and so on and so forth, are we likely to see more changes as far as the management structure is concerned.

Pravin Rao

On the attrition on a LTM basis, it is 20.1% but when you look at it on a month-on-month basis, attrition has actually come down. So it is trending down in the right direction. We are very confident that in the next two quarters, we will get it back to where we want it to be.

Shereen Bhan

Where would you want it to be in the next couple of quarters, exactly, specifically?

Pravin Rao

Historically it (voluntary attrition) has been around 12%-14% and that is where we are comfortable with and that is where we would like to see it in the next couple of quarters. Looking at the trend, and looking at all the things we are doing, from April onwards, we have already had about 12,000 plus promotions. We have done a lot of things to fix the hygiene issue. Now it is the softer factor in terms of engaging with the employees better. With Vishal and the new strategy and lot of things that we are doing on the engagement front, I am very confident that attrition should go down. It has started trending down already, when I look back from July through September, even though it is 20.1% on an LTM basis.

Shereen Bhan

Quick take as far as your different verticals are concerned, and also the kind of growth that you anticipate specifically in the US market, which continues to be on the uptrend, but of course other markets like Europe looking a bit muted at this point in time.

Pravin Rao

I think Europe actually on a sequential basis, we grew by about 4.2%, US was 3.1%. In this quarter, except in India I think we have seen good growth across all geographies. In the US, definitely from an optimism perspective we are seeing more optimism and it is more or less broad based. As I said earlier, on the retail and CPG we are seeing some softness and probably in the second half we may see some softness in telecom sector, otherwise are pretty much.

Vishal Sikka

To your earlier question Shereen about the reskilling, this is an area that we are extremely focused on, we relate to the heart of our company. It is at the heart of any company transformation and especially at Infosys, where we value learning and education so much. On my first night I went to Mysore to our incredible campus, we are bringing in the ability to reskill to our education itself. So we are creating new classes.

Shereen Bhan

That is part of your 100 day plan for Infosys as well.

Vishal Sikka

My own, I am doing, I am hoping to do a couple of classes myself that I can teach. Hopefully, will have the chance to do that. But we are doing a massive embrace of AI. We are creating some Artificial Intelligence classes, embedded system, adaptive systems, and so forth. We have classes on design thinking together with Stanford. We have already trained some of our trainers in these areas, we have taken some clients on session. This reskilling we know that it is going to be at the heart of our renewal and therefore we are investing heavily.

Shereen Bhan

So are you looking at bringing in at CTO or Chief Innovation Officer and so on and so forth, and what is the real story as far as how many former SAP colleagues you brought with you to Infosys because they are all kinds of numbers that are doing the rounds. Because of the few that have actually joined the organization but I am not sure about the exact number.

Vishal Sikka

Just a few, a handful of colleagues.

Shereen Bhan

It is not 15.

Vishal Sikka

No. SAP is a distinguished partner. I have perhaps 1000s of friends there. Infosys and SAP have a very deep partnership and we are looking to really take this partnership to a great level. I recently met with Gerd in Berlin. I worked 12 years there, there is no such thing. This is typical in the industry when in as a senior executive leaves, there are lots of people you are close to and have a chemistry with. A handful of people who have joined us, one of those is Dr. Navin Budhiraja who used to be at SuccessFactors, a company that SAP had acquired and he left SuccessFactors SAP some time ago. When I joined Infosys he asked me if he could come and join. He is our chief architect, he is helping us with our platform strategy and so forth and so there are some people like this.

Shereen Bhan

So, are you looking at adding more roles as far as the senior management is concern.

Vishal Sikka

I am very comfortable with our management team for now. I think that we had a great chemistry working in this quarter. This was my first quarter working together. As you can see here, Pravin, Rajiv, and I are sitting here. We have a great dynamic young team. Of course we make changes when necessary, we made the change in Finacle.

Shereen Bhan

I am already getting signals because we are out of time, so two quick last questions, let me start with you Vishal, quick question as far as the clients that you are talking to. The BP deal has been a big win as far Infosys is concerned. Can we anticipate more such deal wins for you, the BP kind.

Vishal Sikka

Absolutely. I think we did 7 large deals in this quarter to the tune of about $600 mn TCV - five are in the US in many different industries. For sure, you should look for that.

Shereen Bhan

Rajiv, a quick question as far currency and the currency headwinds are concerned. What is going to be the strategy to deal with the currency volatility that you have clearly articulated?

Rajiv Bansal

I think on cross currencies, you cannot do much because the translation would show up on the top-line for all the companies. But on the rupee, I think we expect the rupee to be in a narrow band of Rs 60 to 62, and our hedging strategy continues to be short-term. I think it has worked very well for us in the past and I am sure it will work very well for us in the future too.

Shereen Bhan

So, our Moneycontrol viewers are writing in, my final question saying, are you likely to be a more aggressive Infosys, Vishal Sikka?

Vishal Sikka

A more aggressive Infosys, Vishal Sikka?

Shereen Bhan

No, no, Vishal Sikka are you going to lead a more aggressive Infosys or Infosys continues to be more conservative as has been the norm?

Vishal Sikka

I do not know about aggressive, but a passionate Infosys, a very responsive Infosys, an agile Infosys, a dynamic Infosys that is hungry for growth and excellence. Absolutely.

Shereen Bhan

Vishal Sikka, Rajiv Bansal, Pravin Rao, thank you very much for joining us exclusively at CNBC TV18. We wish you gentlemen the very best of luck and we are going to come back to you for more precise details on capital allocation, M&A.

Vishal Sikka

Absolutely.

Shereen Bhan

And of course we hope that you do get back to industry leading growth rates as well, but thank you very much indeed.

Vishal Sikka

Thank you so much, Shereen.

EX-99.13 OTH CONTRCT 9 exv99w08.htm COMMON TV ADDRESS

Exhibit 99.8

Common TV Address

Common Tv Address

Q2 FY 2015 RESULTS

October 10, 2014

CORPORATE PARTICIPANTs

Vishal Sikka

Chief Executive Officer & Managing Director

Rajiv Bansal

Chief Financial Officer

Pravin Rao

Chief Operating Officer

Srikantan Moorthy

Head – Human Resources

PRESS

Poornima Murali

CNBC TV 18

Rukmini Rao

Bloomberg TV

Arti

Zee Business

Vishal Sikka

Hello. This is Vishal. It is my great pleasure to speak to you today. Today is my first Earnings Day as CEO of Infosys. It has been about 70 days since I started this journey as the Infosys CEO. We had a good quarter, but we will get to that in a minute.

Over the last 70 days, I have had a chance to interact with several dozen partners, a few 100 customers and with tens of thousands of employees around the world. And the world that I see that we are emerging into, is a world that is being fundamentally and massively reshaped by software and software technology. In this emerging world, we feel that every business has a dual need in order to best serve and best deal with this transformation that they need achieve. And the duality on the one hand has a great renewal that each business is embarking on, a renewal of their existing businesses, existing systems, existing landscapes, existing processes and renewal to achieve great operational efficiency and effectiveness to make the systems and processes relevant for the world of tomorrow, to connect up their systems to mobile devices, to the social world, to sensors and to the internet of things, to connect the systems to Analytics and Big Data for intelligent responsive behavior and also to move and re-platform the systems to the cloud to achieve greater economic efficiency and benefits of scale. So in other words, a great renewal of their existing business to achieve much better operational efficiency as well as relevance of their existing systems to the emerging world. Each business that I talked to is complementing this great renewal with a completely new set of initiatives, a new set of things and a new set of systems, new businesses that they are going into, new ways of growing, new customers that they target, new business model, new ways of finding and reaching these customers and engaging with them. This often requires not only getting into new business models, getting into new frontiers, but also building new kinds of systems to serve those needs. And this transformation with this duality of renew and new, usually is based on a common fabric of education, of learning in order to transform themselves. Each business has to teach its work force the new emerging world that they get into. Therefore, education, culture, learning and ways of engaging with employees ends up being at the heart of the transformation of every company.

We at Infosys see a tremendous opportunity in this paradigm, in this world that we are emerging into. Of course, we at Infosys have to ourselves deal with this duality of on one hand renewing our existing services and on the other hand complementing that with new kinds of services that we offer. On one hand, renewing our existing systems and processes and on the other hand developing new systems, new processes and new ways of working. And to do so again on the basis of our own common fabric of our culture, our values and especially our education. Education has been at the heart of the Infosys since our founding. Mr. Murthy used to call this ‘learnability’ as the key capability that we have the ability to learn. We see that also as our key focus going forward. So we are embarking on a journey to renew our existing work. Each of our services will be renewed on the basis of innovation, on the basis of new technologies, like automation, artificial intelligence-based technology. Our services like BPO will see a massive embrace of artificial intelligence techniques, of automation and using that to deliver great business outcomes, to deliver great business performance and process improvement and process innovation for our clients. We see that as an opportunity to help rethink the way business process management has been done. We also see automation and artificial intelligence impacting our other services like IMS in a very deep way. Infrastructure Management can be dramatically improved through the use of automation and artificial intelligence techniques. Similarly verification, the IVS capability. We believe that Consulting can be redesigned and rethought around a deep understanding of business processes and business process expertise as well as with the power of design thinking to help our clients enter into a new world. In other words, we see a renewal of every service that Infosys offers. We also see a renewal of our existing processes from sales and marketing, new ways of engaging with customers and working with them, achieving much better operational efficiency in the way that we do our sales process, the way that we engage with our employees and our own systems and processes. We complement this renewal of our services that we offer as well as our internal systems and processes with new sets of capabilities that we bring in.

We are starting to see extremely encouraging and exciting results in our work with clients on Big Data, on Deep Analytics, Data Science, on using open source technologies and other proprietary technologies from our partners, to bring together incredible cost performance improvement and performance of great scale for our clients. We are starting to see the first encouraging results of this already. We are also doing a massive embrace of AI (Artificial Intelligence) in our own capabilities and applications that we deliver and building new kinds of applications for our clients. We are also seeing an embrace of new techniques like design thinking to help customers think about new areas with rapid prototyping and incremental iteration and thinking through how to approach new areas and build new systems for this. So we see our own renewal and our own augmentation of our renewal with new capability. Doing so on the basis of our education, our culture, and the way that we work with our employees.

We believe that on the basis of this there can be a next-generation services company that we can transform into. We used to be one. Infosys was founded on this notion, on this dream, on an idea of a next-generation services company with a Global Delivery Model and pioneering things that our founders did. Mr. Murthy always talked about consistent profitable growth and a great vision and we believe that we can get back to that consistent profitable growth as well as achieve great growth and once again becoming a bellwether of the Indian IT industry.

I look forward to helping lead such as Infosys which can grow significantly as well as achieve great profitability and we believe that we can be a leading example of such an innovative next-generation services company.

A lot of people say that you are talking about artificial intelligence and automation and that they somehow makes our humanity less relevant. I believe that at our heart, we are a deeply human company. I have my own education in artificial intelligence. This argument goes back centuries to the industrial revolution. I believe that automation has always served to amplify our ability and AI techniques will continue to do that. I see an Infosys that is dramatically amplified with the power of our people who are enhanced and augmented with these great technologies, great automation and how that helps to serve the great needs of the future, a great human revolution in other words. Prof. Mashelkar used to say something that I believe is a credo for us as we look at the road ahead for Infosys, “We must do more with less for more.” We are looking forward to transforming ourselves into such an Infosys, one that is innovative, one that is agile and responsive, one that is an incredibly exciting place to work in, and we already see signs of this coming this quarter.

Let me turn my attention now to our quarter. We had a very good quarter; we had a very exciting quarter. We achieved 3.9% growth quarter-over-quarter on constant currency, 4.5% in rupees and 3.1% as reported in dollar terms. We also achieved in the services business alone 3.6% growth in reported currency and 4.4% growth in constant currency. Our Finacle business did not have such a great quarter. We have made a leadership change there with the addition of Michael Reh as the new Head of Finacle.

Our operating margins in the quarter went up by 100 basis points quarter-over-quarter to 26.1%. This despite several one-time charges that Rajiv will talk about. We had a great performance and on the basis of this, we have given 100% variable bonus to all our employees. In other words we are starting to see the signs of first success on the strategy that I have outlined.

To talk further about the achievements that we had in the quarter, I would like to invite my friend Rajiv, our CFO, to talk about the quarter.

Rajiv Bansal

Thank you Vishal. I will spend 5 minutes taking you through the financial highlights.

As Vishal mentioned revenues for the quarter grew by 3.9% on constant currency basis, 3.1% on reported currency basis. In rupee terms our revenues grew by 4.5%. During the quarter, major global currencies depreciated against the US dollar - Euro, Australian dollar, and GBP for example depreciated by 3.8%, 1.7%, and 1.5% respectively, which had an impact of about $16 mn on our reported numbers. On the margin front, rupee depreciated by 1.3% against the dollar which resulted in a positive impact of 0.3% on our operating margins. The increase in the operating margins was primarily driven by 2.2% increase in utilization. Utilization is at an all-time high of 82.3% as against 80.1% last quarter, an improvement in onsite effort mix, it went down from 29.2% in the previous quarter to 28.7% in the current quarter. As Vishal mentioned the expansion in margins is after having made significant investments in the business during the quarter. This was a quarter where we promoted 12,000 employees, the highest that we have seen in any single quarter in the history. We have provided for 100% bonus for our employees during the quarter, this is after a long period of time and we have also increased our investments in sales, customer delivery, education and training and other areas.

During the quarter we have contributed 77 Cr to Infosys Foundation for CSR activities, which takes our number for the half year to 125 Cr. Our other income for the quarter was Rs. 877 Cr, which included a Forex gain of Rs. 148 Cr. Our effective tax rate for the quarter is at 29%. The cash and cash equivalent as of September 30^th is at Rs. 33,616 Cr.

The Board has declared an interim dividend of Rs 30 per share. The record date for interim dividend pays October 17^th. The Infosys Board has also approved 1:1 issue of equity shares and 1:1 stock dividend of American depository shares to increase the liquidity of the shares and expand its retail shareholder base.

On the outlook for FY 15, the guidance for the year has been maintained at 7 to 9%. In the last few months we have seen the currency markets being extremely volatile and most of the major global currencies have depreciated against the US dollar. For example the Euro has depreciated by 8.8% against the US dollar between March and September. The Australian dollar has depreciated by about 6%, and Swiss Franc by about 8%. In spite of all this depreciation of global currencies against the dollar, we have kept the guidance as 7% to 9%.

On the margins front, we have seen an expansion in our margins during the quarter on account of strong operational performance. However, historically Q3 and Q4 are weak quarters. We continue to make substantial investments in our business to accelerate and sustain the growth. I would expect the margins to be in the narrow band of about 25% (+/-1%) for the whole year. It may vary quarter-on-quarter depending on the needs for making investments.

With that I will open it for questions.

Poornima Murali

Dr. Sikka congratulations, this is Poornima from CNBC. Could you give us an idea of the capital allocation, you have announced 1:1 bonus so what is that, and also how comfortable are you in terms of guidance considering H2 is sort of weak.

Vishal Sikka

On the capital allocation question, I will refer to my friend Rajiv. On the second half, we do see that the currency fluctuations have created an atmosphere where some companies have revised their guidance downwards. However, we continue to hold our guidance. Historically if you see Q3 and Q4 have been weak quarters, but we continue to hold our guidance that we had offered at the beginning of the year.

Rajiv Bansal

On capital allocation, as we had communicated in the earlier interaction with the investors, I think Vishal coming in new, has given a new lease of life to the company. We are already seeing this in our performance during quarter. There is a lot of work to be done. Vishal is laying out his high level vision and strategy for the company. Once he has articulated his strategies, we will detail it out in terms of business plan and financial plans over the next one or two quarters. I would say only after we have actually looked at the detailed business plan and financial plan based on the strategy and vision, we would be in a better position to come and talk about the capital allocation. I think the right timeframe for that would be sometime around April and till then I think we have to focus on investing back in the business and fulfill the dream that we have of where we want to take the company.

Rukmini Rao

Dr. Sikka, Hi, this is Rukmini Rao from Bloomberg TV. You just spoke about the way Infosys is doing business. Would this mean that there will be changes in the top management as well that we can look forward to in the coming days? Has there been a concrete plan as far as your cash utilization goes because you have been talking about that and all of us were anticipating you will give us the road map ahead for how you are you going to utilize the huge pile of cash that you are sitting on right now? Thank you.

Vishal Sikka

With regard to the management team, this is my first quarter working with the management team. It has been a very exciting quarter. It has been great to work with the management team. We are very fortunate to have a young, dynamic and a very passionate management team and it’s been very exciting to work with everyone. Of course we always continually make changes, this is why we are here. You saw the change that we made in Finacle and as necessary we will make adjustments and so forth but I see no structural reasons to make any changes at this point. We have just started to click and gel together. You see Pravin, Rajiv and I are here and all of our segments heads and leaders are on an incredibly exciting journey and are very passionate about it.

Rukmini Rao

And on the cash?

Vishal Sikka

And on the cash perhaps Rajiv can talk about this. I have articulated a high level strategy today and we will continue to do that during the course of the day. Over the next one to two quarters, we will make more precise and objective quantitative measurements out of this for what our business plan over the next few years is going to be and how we change things, how we make allocations, how we make adjustments to our investments and what that means in terms of our guidance of the business and so forth, all that will come over the next one to two quarters or so. But we do see that we are designing the company as you can see and rethinking and reinventing ourselves around a strategy that is driven by innovation, a strategy that is driven by growth, a strategy that is driven by bringing a massive embrace of new technologies, new processes into the company. Therefore we believe that the management has to wait and see how we can take advantage of the cash that we have towards these purposes of innovation and growth and we will have more to say about this I would say in April timeframe. Rajiv perhaps you can add more to that.

Rajiv Bansal

I think as I answered in the previous question what Vishal said, I think the right time for it would be sometime in April. I think we have a lot of work to do. Vishal has laid out a high level strategy and we will be talking about it through the day. I think we have a tough task cut out in the next one or two quarters to come out with execution strategy, detailed business plans, the cash requirements to fulfill that business case and the dream that we have. Only after that we will be able to say exactly what we are going to with this cash and the capital deployment.

Participant

This is from NDTV Profit. So how would you maintain the balance between focusing on bread and butter business and focusing on the next gen things like digital etc.?

Vishal Sikka

Yeah, some time ago I had an interview where I impromptu said this line and I would like to reinvoke that line, “Without one we are just dreamers and without the other we are just grinders”. So we have to be able to walk and chew gum at the same time and we must do both.

Participant

Hi Vishal, I see you had a good quarter so far but when it comes to dealing with competition, I am sure the long-term target for you was to ensure that Infosys gets back to growing in line with peers or even outpacing peers. How will you really pick and choose battles? Which areas can Infosys really choose up the ante? Secondly, the initiatives that you mentioned, what would it mean in terms of reallocation of resources, will you have to let go off people how do not have these skills and will you also increase budgets for training going forward?

Vishal Sikka

So yes we will increase the budget for training going forward. We are working on massively enhancing our ability to train and educate people. We believe that this is at the heart of what we do in the company. On my first night as CEO, I went to our Mysore campus. It is an incredibly beautiful place and extremely inspiring place where our young trainees come for the first time that is at the heart of what we do in the company. See 20 years ago, there was no BPO or IMS, these capabilities, these services did not exist, but we still had education. 10-15 years from now, who knows what kinds of services we are offering but we will still have education. So education is a timeless thing, it is at the heart of what we do. When I went there and when I asked our Head of Education, “How long does it take us to put together a class for something completely new?” And he told me, that he had just done this for a new technology, between eight weeks and three months. Now if you think about this, our ability to train ourselves on any new technology under the sun in a massive way, we can train 16,000 people in parallel in our Mysore facility and something that we have no idea about, within two to three months is an incredible capability and we are going to invest heavily into that because we believe that is at the heart of our growth in the future.

Your other question about competition – I fundamentally believe that there is a previous generation sort of services which are primarily driven around costs, staff augmentation, labor arbitrage, around efficiency, how fast you can recruit, how many people you can recruit and how you can jam them down in supply chain of clients. I believe that is the wrong direction for the company. I believe there is better direction for services companies, one that is driven by innovation. Which area will I choose to up the ante on, it is innovation. It is bringing massively artificial intelligence, automation, new platform efforts and big data and machine learning, data science and so forth and investing in that and renewing ourselves in that. Each one of Infoscions around the world goes through continuously retraining. We believe that we can reskill people for this new generation and whenever we cannot, we will augment ourselves with new talent, new capabilities and so forth. But we are not interested in the way the services business used to be. None of our clients is increasingly interested in the way the services business used to be. We are interested in a new kind of a services company, one that dramatically amplifies human potential with technology, with automation, and that can bring great innovation to life at client both in their existing areas and in completely new unprecedented areas and that is what we are helping to rebuild the company towards.

Participant

What sort of grace period would you expect from investor for all that you have mentioned?

Vishal Sikka

I think that the earliest signs, the first earliest signs are here as you can see in the results in the quarter but this is going to be a long journey. When Mr. Murthy started he had talked about a three-year roadmap, we are about one and a quarter year into that. So I would expect the next two to three years to start to see the results of this in a meaningful and a big way.

Arti

Hello Mr. Sikka, this is Arti from Zee Business. My question to you would be that you have added 49 clients as to what we see. On that note I would like to ask you as to, has that client addition happened on a higher rate and also if you could throw a light on your US business as well?

Vishal Sikka

Yes, the client addition is increasing. We had 7 very large deals that we have signed in the quarter. We are starting to see the first signs of engagement with clients in extreme amount of interest in these new areas that I have talked about, but it is still very early. In terms of the US business, yes the US business did grow 3.1% and Rajiv and Pravin can add to that, Pravin you can answer the question yourself.

Pravin Rao

Our US business grew by 3.1%. In general, we are seeing a lot of optimism in the US business. We have seen growth across verticals. We have seen good growth in Manufacturing primarily in Hi-Tech and Automobile space and Industrial Manufacturing. In Telecom we have had excellent growth and Financial Services we had probably more growth in Europe than in US. In many verticals I think our growth in US has been better than in Europe. At the same time we are also seeing the signs of weakness in couple of verticals – one is Retail and CPG we are seeing some challenges. We are seeing some postponement of decisions; we have seen some cancellations of projects so that sector continues to remain weak. While telecom in the first half has had a fantastic run, we expect in the second half it may be muted where there is a lot of merger and consolidation happening in that space. Both wire line and on the wireless side there is a lot of pressure on top line, so there is lot of pressure on cost as well. While the Telecom has been extremely good in the first half we expect it to be a little muted in the second half. But otherwise by and large I think US has been pretty good for us this quarter.

Vishal Sikka

And I would say the seven large deals that I mentioned with a total TCV of around $600 mn, five of these were in the US.

Participant

Okay, thanks a lot.

Participant

This is for CNBC Aawaz. Can you elaborate on deal wins in this quarter in terms of the total contract value and also your realization has improved this quarter after a two quarter decline, can it sustain?

Pravin Rao

Large deal, we had a total TCV in this quarter of $600 mn. As Vishal said we had 7 large deal wins this quarter, total TCV of $600 mn.

Rajiv Bansal

On the realization I think we should not read too much into quarter-to-quarter numbers. The fact is there are many things which go into the realized revenue per employees – it could be the productivity, the business mix, the client mix, or the project mix. I think what we will say the pricing is stable, pricing continues to be stable. I think there is a lot of focus on productivity improvement and automation and that will probably help us realize more revenue per employee. But I think pricing environment continues to be stable. On the large outsourcing deals we do see pricing pressures depending on the competition but other than that, I would say the pricing continuous to be stable.

EX-99.9 CUST CONTRCT 10 exv99w09.htm FORM OF ADVERTISEMENT

Exhibit 99.9

Form of Advertisement

Infosys Limited

Regd. office: Electronics City, Hosur Road, Bangalore – 560 100, India

CIN : L85110KA1981PLC013115

Website: www.infosys.com

email: investors@infosys.com

T: 91 80 2852 0261, F: 91 80 2852 0362

Audited consolidated financial results of Infosys Limited and its subsidiaries for the quarter and half-year ended September 30, 2014 prepared in compliance with the International Financial Reporting Standards (IFRS) as issued by the International Accounting Standards Board.

(in crore, except share and per equity share data)

Particulars	Quarter ended September 30,	Quarter ended June 30,	Quarter ended September 30,	Half- year ended September 30,		Year ended March 31,
	2014	2014	2013	2014	2013	2014
Revenues	13,342	12,770	12,965	26,112	24,232	50,133
Cost of sales	8,201	8,046	8,384	16,247	15,703	32,141
Gross profit	5,141	4,724	4,581	9,865	8,529	17,992
Selling and marketing expenses	769	666	757	1,435	1,341	2,625
Administrative expenses	889	847	987	1,736	1,687	3,326
Operating profit	3,483	3,211	2,837	6,694	5,501	12,041
Other income, net	877	829	510	1,706	1,087	2,669
Profit before income taxes	4,360	4,040	3,347	8,400	6,588	14,710
Income tax expense	1,264	1,154	940	2,418	1,807	4,062
Net profit	3,096	2,886	2,407	5,982	4,781	10,648
Paid-up equity share capital (par value 5/- each, fully paid)	286	286	286	286	286	286
Share premium, retained earnings and other components of equity ⁽¹⁾	47,244	47,244	39,511	47,244	39,511	39,511
Earnings per share (par value 5/- each)
Basic	54.19	50.51	42.12	104.70	83.66	186.35
Diluted	54.19	50.51	42.12	104.70	83.66	186.35
Total Public Shareholding ⁽²⁾
Number of shares	39,66,88,097	38,98,49,697	39,56,76,421	39,66,88,097	39,56,76,421	39,02,57,428
Percentage of shareholding	69.08	67.89	68.90	69.08	68.90	67.96
Promoters and Promoter Group Shareholding
Pledged / Encumbered
Number of shares	–	–	–	–	–	–
Percentage of shares (as a % of the total shareholding of promoter and promoter group)	–	–	–	–	–	–
Percentage of shares (as a % of the total share capital of the Company)	–	–	–	–	–	–
Non-encumbered
Number of shares	9,14,08,078	9,15,08,078	9,15,08,078	9,14,08,078	9,15,08,078	9,15,08,078
Percentage of shares (as a % of the total shareholding of promoter and promoter group)	100.00	100.00	100.00	100.00	100.00	100.00
Percentage of shares (as a % of the total share capital of the Company)	15.92	15.94	15.94	15.92	15.94	15.94

⁽¹⁾

Represents the previous accounting year balance as required under Clause 41 of the Listing Agreement.

⁽²⁾

Total Public Shareholding as defined under Clause 40A of the Listing Agreement excludes shares held by founders and American Depository Receipt Holders.

The audited consolidated financial statements for the quarter and half-year ended September 30, 2014 have been taken on record by the Board of Directors at its meeting held on October 10, 2014. The statutory auditors have expressed an unqualified audit opinion. The information presented above is extracted from the audited consolidated financial statements. The consolidated financial statements are prepared in accordance with the International Financial Reporting Standards (IFRS) as issued by the International Accounting Standards Board.

2. Changes to the Board

Narayana Murthy will cease to be Non-Executive Chairman effective October 10, 2014. He indicated that in line with the company’s high corporate governance standards and to avoid any perceived conflicts, it would not be appropriate for him to be the Chairman Emeritus of Infosys. The Board accepted Mr. Murthy’s decision and sincerely thanked him for his vision, leadership and guidance in making Infosys a globally respected company.

S. Gopalakrishnan will cease to be Non-Executive Vice Chairman effective October 10, 2014.The Board expresses its deep sense of appreciation for the services rendered by him during his tenure on the Board.

K.V. Kamath has been elected as the Chairman of the Board effective October 11, 2014.

3. Edgeverve Systems Limited

On June 14, 2014, the shareholders had authorised the Board to enter into a Business Transfer Agreement for the transfer of the Products, Platforms and Solutions Business unit to Edgeverve Systems Limited (the Company’s wholly-owned subsidiary). The transfer is effective July 1, 2014. This business has been transferred for a consideration of US $70 million (approximately 421 crore) based on an enterprise valuation done by an independent valuer which is settled through the issue of fully paid up equity shares. The transfer of assets and liabilities is accounted for at carrying values and does not have any impact on the consolidated financial statements.

During the quarter ended June 30, 2014, based on internal and external technical evaluation, management reassessed the remaining useful life of assets, primarily consisting of buildings and computers with effect from April 1, 2014. Accordingly, the useful life of certain assets required a change from the previous estimates. If the group had continued with the previously assessed useful lives, charge for depreciation and cost of sales for the three months and six months ended September 30, 2014 would have been higher by

119 crore and

255 crore, respectively on assets held at April 1, 2014.

The Board in its meeting held on October 10, 2014 has considered and approved and recommended a bonus issue of one equity share for every equity share held, and a bonus issue, viz., a stock dividend of one American Depositary Share (ADS) for every ADS held, respectively, as on a record date to be determined. Consequently, the ratio of equity shares underlying the ADSs held by an American Depositary Receipt holder would remain unchanged.

The Board approved and recommended the issuance in order to increase the liquidity of its shares and to expand the retail shareholder base.

The bonus issue of equity shares and ADSs will be subject to approval by the shareholders, through a postal ballot, and any other applicable statutory and regulatory approvals. Accordingly, the record date for the bonus issues of equity shares and ADSs will be announced in due course.

6. Information on dividends for the quarter and half-year ended September 30, 2014

The Board declared an interim dividend of 30/- per equity share . The record date for the payment of interim dividend is October 17, 2014. The interim dividend will be paid on October 20, 2014. The interim dividend declared in the previous year was 20/- per equity share.

(in )

Particulars	Quarter ended September 30,	Quarter ended June 30,	Quarter ended September 30,	Half-year ended September 30,		Year ended March 31,
	2014	2014	2013	2014	2013	2014
Dividend per share (par value 5/- each)
Interim dividend	30.00	–	20.00	30.00	20.00	20.00
Final dividend	–	–	–	–	–	43.00
Total dividend	30.00	–	20.00	30.00	20.00	63.00

The final dividend of 43/- per equity share for fiscal 2014 was approved by the shareholders at the Annual General Meeting of the company held on June 14, 2014 and the same was paid on June 16, 2014.

7. Other information (Consolidated - Audited)

(in crore)

Particulars	Quarter ended September 30,	Quarter ended June 30,	Quarter ended September 30,	Half-year ended September 30,		Year ended March 31,
	2014	2014	2013	2014	2013	2014
Staff costs	7,522	7,355	7,704	14,877	14,217	28,834
Items exceeding 10% of aggregate expenditure	–	–	–	–	–	–
Details of other income:
Interest income on deposits and certificates of deposit	644	614	522	1,258	1,037	2,156
Income from available-for-sale financial assets	70	79	62	149	104	224
Miscellaneous income, net	15	7	12	22	19	59
Gains/(losses) on foreign currency	148	129	(86)	277	(73)	230
Total	877	829	510	1,706	1,087	2,669

8. Audited financial results of Infosys Limited (Standalone Information)

(in crore)

Particulars	Quarter ended September 30,	Quarter ended June 30,	Quarter ended September 30,	Half-year ended September 30,		Year ended March 31,
	2014	2014	2013	2014	2013	2014
Revenues	11,863	11,319	11,482	23,182	21,441	44,341
Profit before exceptional item and tax	4,169	3,795	3,208	7,964	6,284	14,002
Profit on transfer of business ⁽¹⁾	412	–	–	412	–	–
Profit before tax	4,581	3,795	3,208	8,376	6,284	14,002
Profit for the period	3,365	2,720	2,326	6,085	4,576	10,194

Note:

The audited results of Infosys Limited for the above mentioned periods are available on our website www.infosys.com. The information above has been extracted from the audited financial statements as stated.

⁽¹⁾

Exceptional item pertains to profit on transfer of business to Edgeverve, a wholly owned subsidiary

9. Information on investor complaints pursuant to Clause 41 of the Listing Agreement for the quarter ended September 30, 2014

Nature of complaints received	Opening balance	Additions	Disposal	Closing balance
Non-receipt of dividend / Annual Report related	–	130	130	–

10. Consolidated statement of assets and liabilities (IFRS Consolidated Audited)

(in crore)

Particulars	As at
	September 30, 2014	March 31, 2014
EQUITY AND LIABILITIES
Shareholders’ funds
Share capital	286	286
Reserves and surplus	50,296	47,244
Sub-total- Shareholders' Fund	50,582	47,530
Minority interests	–	–
Non-current liabilities
Deferred tax liabilities	56	64
Other long-term liabilities	391	323
Sub-total- Non- Current liabilities	447	387
Current liabilities
Trade payables	135	173
Other current liabilities	10,107	8,586
Short-term provisions	409	379
Sub-total- Current liabilities	10,651	9,138
TOTAL - EQUITY AND LIABILITIES	61,680	57,055
ASSETS
Non-current assets
Fixed assets	8,398	7,887
Goodwill on consolidation	2,097	2,157
Non-current investments	1,316	1,252
Deferred tax assets	666	656
Other non-current assets	2,103	2,084
Sub-total- Non- Current assets	14,580	14,036
Current assets
Current investments	3,874	3,056
Trade receivables	9,040	8,351
Cash and cash equivalents	28,432	25,950
Other current assets	5,754	5,662
Sub-total Current assets	47,100	43,019
TOTAL - ASSETS	61,680	57,055

The above disclosure is in compliance with Clause 41(V)(h) and Annexure IX of the listing agreement. The disclosure is an extract of the audited IFRS Consolidated Balance Sheet as at September 30, 2014.

11. Segment reporting (IFRS Consolidated Audited)

(in crore)

Particulars	Quarter ended September 30,	Quarter ended June 30,	Quarter ended September 30,	Half-year ended September 30,		Year ended March 31,
	2014	2014	2013	2014	2013	2014
Revenue by business segment
Financial Services and Insurance (FSI)	3,818	3,695	3,801	7,513	7,135	14,698
Manufacturing (MFG)	2,918	2,774	2,835	5,692	5,235	10,853
Energy & utilities, Communication and Services (ECS)	2,202	2,020	2,064	4,222	3,808	7,932
Retail, Consumer packaged goods and Logistics (RCL)	2,191	2,151	2,145	4,342	4,009	8,346
Life Sciences and Healthcare (LSH)	873	824	868	1,697	1,658	3,399
Growth Markets (GMU)	1,340	1,306	1,252	2,646	2,387	4,905
Total	13,342	12,770	12,965	26,112	24,232	50,133
Less: Inter-segment revenue	–	–	–	–	–	–
Net revenue from operations	13,342	12,770	12,965	26,112	24,232	50,133
Segment profit before tax, depreciation and non-controlling interests:
Financial Services and Insurance (FSI)	1,124	1,078	1,034	2,202	2,014	4,349
Manufacturing (MFG)	744	679	560	1,423	1,101	2,452
Energy & utilities, Communication and Services (ECS)	646	488	593	1,134	1,077	2,274
Retail, Consumer packaged goods and Logistics (RCL)	668	657	498	1,325	958	2,221
Life Sciences and Healthcare (LSH)	218	178	143	396	340	749
Growth Markets (GMU)	374	361	342	735	664	1,373
Total	3,774	3,441	3,170	7,215	6,154	13,418
Less: Other unallocable expenditure	291	230	333	521	653	1,377
Add: Unallocable other income	877	829	510	1,706	1,087	2,669
Profit before tax and non-controlling interests	4,360	4,040	3,347	8,400	6,588	14,710

Notes on segment information

Business segments

Effective quarter ended March 31, 2014, the Company reorganized its segments consequent to which the business segments of the company are as set out above. The previous period figures, extracted from the audited consolidated financial statements, have been presented after incorporating necessary reclassification adjustments pursuant to changes in the reportable segments.

Segmental capital employed

Assets and liabilities used in the Company's business are not identified to any of the reportable segments, as these are used interchangeably between segments. The Management believes that it is not practicable to provide segment disclosures relating to total assets and liabilities since a meaningful segregation of the available data is onerous.

By order of the Board

for Infosys Limited

Dr. Vishal Sikka

Bangalore, India

October 10, 2014

Chief Executive Officer and Managing Director

The Board has also taken on record the unaudited condensed consolidated results of Infosys Limited and its subsidiaries for the quater and half-year ended September 30, 2014, prepared as per International Financial Reporting Standards (IFRS) and reported in US Dollars. A summary of the financial statements is as follows:

(in US$ million, except per equity share data)

Particulars	Quarter ended September 30,	Quarter ended June 30,	Quarter ended September 30,	Half-year ended September 30,		Year ended March 31,
	2014	2014	2013	2014	2013	2014
Revenues	2,201	2,133	2,066	4,334	4,057	8,249
Cost of sales	1,353	1,344	1,337	2,697	2,633	5,292
Gross profit	848	789	729	1,637	1,424	2,957
Net profit	511	482	383	993	801	1,751
Earnings per Equity Share
Basic	0.89	0.84	0.67	1.74	1.40	3.06
Diluted	0.89	0.84	0.67	1.74	1.40	3.06
Total assets	9,989	9,625	8,397	9,989	8,397	9,522
Cash and cash equivalents including available-for-sale financial assets (current) and certificates of deposit	5,232	4,728	4,133	5,232	4,133	4,841

Certain statements in this advertisement concerning our future growth prospects are forward-looking statements regarding our future business expectations intended to qualify for the 'safe harbor' under the Private Securities Litigation Reform Act of 1995, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding fluctuations in earnings, fluctuations in foreign exchange rates, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, 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, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal or expiration of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, and unauthorized use of our intellectual property and general economic conditions affecting our industry. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2014 and on Form 6-K for the quarter ended June 30, 2014. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward-looking statements, including statements contained in the company's filings with the Securities and Exchange Commission and our reports to shareholders. In addition, please note that the date of this advertisement is October 10, 2014, and any forward-looking statements contained herein are based on assumptions that we believe to be reasonable as of this date. The company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the company unless it is required by law.

EX-99.10 12B1 PLAN 11 exv99w10.htm IFRS USD EARNINGS RELEASE

Exhibit 99.10

IFRS USD Earnings Release

Infosys Limited and Subsidiaries

Unaudited Condensed Consolidated Interim Balance Sheets as of

(Dollars in millions except equity share data)

	Note	September 30, 2014	March 31, 2014
ASSETS
Current assets
Cash and cash equivalents	2.1	4,604	4,331
Available-for-sale financial assets	2.2	611	367
Investment in certificates of deposit		17	143
Trade receivables		1,464	1,394
Unbilled revenue		477	469
Prepayments and other current assets	2.4	447	440
Derivative financial instruments	2.7	7	36
Total current assets		7,627	7,180
Non-current assets
Property, plant and equipment	2.5	1,360	1,316
Goodwill	2.6	340	360
Intangible assets		49	57
Available-for-sale financial assets	2.2	213	208
Deferred income tax assets		108	110
Income tax assets		248	254
Other non-current assets	2.4	44	37
Total Non-current assets		2,362	2,342
Total assets		9,989	9,522
LIABILITIES AND EQUITY
Current liabilities
Trade payables		22	29
Derivative financial instruments	2.7	4	–
Current income tax liabilities		434	365
Client deposits		4	6
Unearned revenue		136	110
Employee benefit obligations		165	159
Provisions	2.8	66	63
Other current liabilities	2.9	894	792
Total current liabilities		1,725	1,524
Non-current liabilities
Deferred income tax liabilities		9	11
Other non-current liabilities	2.9	63	54
Total liabilities		1,797	1,589
Equity
Share capital - 5 ($0.16) par value 600,000,000 equity shares authorized, issued and outstanding 571,402,566 each, net of 2,833,600 treasury shares each as of September 30, 2014 and March 31, 2014, respectively		64	64
Share premium		704	704
Retained earnings		9,406	8,892
Other components of equity		(1,982)	(1,727)
Total equity attributable to equity holders of the company		8,192	7,933
Non-controlling interests		–	–
Total equity		8,192	7,933
Total liabilities and equity		9,989	9,522
Commitments and contingent liabilities	2.5, 2.8, 2.12 and 2.16

The accompanying notes form an integral part of the unaudited condensed consolidated interim financial statements

Infosys Limited and Subsidiaries

Unaudited Condensed Consolidated Interim Statements of Comprehensive Income

(Dollars in millions except share and per equity share data)

	Note	Three months ended September 30,		Six months ended September 30,
		2014	2013	2014	2013
Revenues		2,201	2,066	4,334	4,057
Cost of sales	2.18	1,353	1,337	2,697	2,633
Gross profit		848	729	1,637	1,424
Operating expenses:
Selling and marketing expenses	2.18	127	120	238	223
Administrative expenses	2.18	146	158	288	282
Total operating expenses		273	278	526	505
Operating profit		575	451	1,111	919
Other income, net		144	81	283	184
Profit before income taxes		719	532	1,394	1,103
Income tax expense	2.12	208	149	401	302
Net profit		511	383	993	801
Other comprehensive income
Items that will not be reclassified to profit or loss:
Re-measurements of the net defined benefit liability/asset		(1)	5	(4)	6
		(1)	5	(4)	6
Items that maybe reclassified subsequently to profit or loss:
Fair value changes on available-for-sale financial assets	2.2	5	(4)	8	(4)
Exchange differences on translation of foreign operations		(223)	(316)	(259)	(935)
		(218)	(320)	(251)	(939)
Total other comprehensive income, net of tax		(219)	(315)	(255)	(933)
Total comprehensive income		292	68	738	(132)
Profit attributable to:
Owners of the company		511	383	993	801
Non-controlling interests		–	–	–	–
		511	383	993	801
Total comprehensive income attributable to:
Owners of the company		292	68	738	(132)
Non-controlling interests		–	–	–	–
		292	68	738	(132)
Earnings per equity share
Basic ($)		0.89	0.67	1.74	1.40
Diluted ($)		0.89	0.67	1.74	1.40
Weighted average equity shares used in computing earnings per equity share
Basic	2.13	571,402,566	571,402,566	571,402,566	571,402,566
Diluted	2.13	571,404,028	571,402,566	571,403,297	571,402,566

The accompanying notes form an integral part of the unaudited condensed consolidated interim financial statements

Infosys Limited and Subsidiaries

Unaudited Condensed Consolidated Interim Statements of Changes in Equity

(Dollars in millions except equity share data)

	Shares(*)	Share capital	Share premium	Retained earnings	Other components of equity	Total equity attributable to equity holders of the company
Balance as of April 1, 2013	571,402,566	64	704	7,666	(1,103)	7,331
Changes in equity for the six months ended September 30, 2013
Remeasurement of the net defined benefit liability/(asset), net of tax effect	–	–	–	–	6	6
Change in accounting policy -Adoption of Revised IAS 19 (Refer Note 2.10)	–	–	–	(6)	9	3
Dividends (including corporate dividend tax)	–	–	–	(302)	–	(302)
Fair value changes on available-for-sale financial assets, net of tax effect (Refer Note 2.2 and 2.12)	–	–	–	–	(4)	(4)
Net profit	–	–	–	801	–	801
Exchange differences on translation of foreign operations	–	–	–	–	(935)	(935)
Balance as of September 30, 2013	571,402,566	64	704	8,159	(2,027)	6,900
Balance as of April 1, 2014	571,402,566	64	704	8,892	(1,727)	7,933
Changes in equity for the six months ended September 30, 2014
Shares issued on exercise of employee stock options	–	–	–	–	–	–
Remeasurement of the net defined benefit liability/(asset), net of tax effect	–	–	–	–	(4)	(4)
Dividends (including corporate dividend tax)	–	–	–	(479)	–	(479)
Fair value changes on available-for-sale financial assets, net of tax effect (Refer Note 2.2 and 2.12)	–	–	–	–	8	8
Net profit	–	–	–	993	–	993
Exchange differences on translation of foreign operations	–	–	–	–	(259)	(259)
Balance as of September 30, 2014	571,402,566	64	704	9,406	(1,982)	8,192

*excludes treasury shares of 2,833,600 held by consolidated trust

The accompanying notes form an integral part of the unaudited condensed consolidated interim financial statements

Infosys Limited and Subsidiaries

Unaudited Condensed Consolidated Interim Statements of Cash Flows

(Dollars in millions)

	Six months ended September 30,
	2014	2013
Operating activities:
Net Profit	993	801
Adjustments to reconcile net profit to net cash provided by operating activities :
Depreciation and amortisation	86	110
Income from available-for-sale financial assets and certificates of deposit	(30)	(19)
Income tax expense	401	302
Effect of exchange rate changes on assets and liabilities	3	12
Deferred purchase price	19	14
Provisions for doubtful trade receivable	28	13
Other non-cash item	6	(3)
Changes in Working Capital
Trade receivables	(142)	(224)
Prepayments and other assets	2	(16)
Unbilled revenue	(23)	(120)
Trade payables	(3)	(4)
Client deposits	(3)	(3)
Unearned revenue	30	3
Other liabilities and provisions	130	385
Cash generated from operations	1,497	1,251
Income taxes paid	(326)	(279)
Net cash provided by operating activities	1,171	972
Investing activities:
Expenditure on property, plant and equipment, net of sale proceeds, including changes in retention money and capital creditors	(168)	(199)
Loans to employees	(5)	(4)
Deposits placed with corporation	1	(1)
Income from available-for-sale financial assets and certificates of deposit	30	14
Investment in quoted debt securities	–	(108)
Redemption of certificates of deposit	121	–
Investment in certificates of deposit	–	(87)
Investment in liquid mutual funds	(1,999)	(1,830)
Redemption of liquid mutual funds	1,741	1,657
Investment in fixed maturity plan securities	(5)	(5)
Redemption of fixed maturity plan securities	5	–
Net cash used in investing activities	(279)	(563)
Financing activities:
Payment of dividend (including corporate dividend tax)	(479)	(302)
Net cash used in financing activities	(479)	(302)
Effect of exchange rate changes on cash and cash equivalents	(140)	(527)
Net increase/(decrease) in cash and cash equivalents	413	107
Cash and cash equivalents at the beginning	4,331	4,021
Cash and cash equivalents at the end	4,604	3,601
Supplementary information:
Restricted cash balance	57	50

The accompanying notes form an integral part of the unaudited condensed consolidated interim financial statements

Notes to the Unaudited Condensed Consolidated Interim Financial Statements

1. Company Overview and Significant Accounting Policies

1.1 Company overview

Infosys Limited (Infosys or the company) along with its controlled trusts, Infosys Limited Employees' Welfare Trust and Infosys Science Foundation, majority owned and controlled subsidiary, Infosys BPO Limited (Infosys BPO) and its wholly owned and controlled subsidiaries, and wholly owned and controlled subsidiaries, Infosys Technologies (Australia) Pty. Limited (Infosys Australia), Infosys Technologies (China) Co. Limited (Infosys China), Infosys Technologies S. DE R.L. de C.V. (Infosys Mexico), Infosys Technologies (Sweden) AB (Infosys Sweden), Infosys Tecnologia do Brasil Ltda (Infosys Brasil), Infosys Public Services, Inc., (Infosys Public Services), Infosys Americas Inc., (Infosys Americas), Edgeverve Systems Limited (Edgeverve), Infosys Technologies (Shanghai) Company Limited (Infosys Shanghai) and Lodestone Holding AG and its controlled subsidiaries (Infosys Lodestone) is a leading global services company. The Infosys group of companies (the Group) provides business consulting, technology, engineering and outsourcing services. In addition, the Group offers software products and platforms.

The company is a public limited company incorporated and domiciled in India and has its registered office at Bangalore, Karnataka, India. The company has its primary listings on the Bombay Stock Exchange and National Stock Exchange in India. The company’s American Depositary Shares representing equity shares are also listed on the New York Stock Exchange (NYSE), NYSE Euronext London and NYSE Euronext Paris.

1.2 Basis of preparation of financial statements

These condensed consolidated interim financial statements have been prepared in compliance with International Financial Reporting Standards as issued by the International Accounting Standards Board (IFRS) and in accordance with IAS 34, Interim Financial Reporting, under the historical cost convention on the accrual basis except for certain financial instruments and prepaid gratuity benefits which have been measured at fair values. Accordingly, these condensed consolidated interim financial statements do not include all the information required for a complete set of financial statements. These condensed consolidated interim financial statements should be read in conjunction with the consolidated financial statements and related notes included in the company’s Annual Report on Form 20-F for the year ended March 31, 2014. Accounting policies have been applied consistently to all periods presented in these unaudited condensed consolidated interim financial statements.

1.3 Basis of consolidation

Infosys consolidates entities which it owns or controls. Control exists when the parent has power over the entity, is exposed, or has rights, to variable returns from its involvement with the entity and has the ability to affect those returns by using its power over the entity. Power is demonstrated through existing rights that give the ability to direct relevant activities, those which significantly affect the entity's returns. Subsidiaries are consolidated from the date control commences until the date control ceases.

The financial statements of the Group companies are consolidated on a line-by-line basis and intra-group balances and transactions including unrealized gain / loss from such transactions are eliminated upon consolidation. These financial statements are prepared by applying uniform accounting policies in use at the Group. Non-controlling interests which represent part of the net profit or loss and net assets of subsidiaries that are not, directly or indirectly, owned or controlled by the company, are excluded.

1.4 Use of estimates

The preparation of the financial statements in conformity with IFRS requires management to make estimates, judgments and assumptions. These estimates, judgments and assumptions affect the application of accounting policies and the reported amounts of assets and liabilities, the disclosures of contingent assets and liabilities at the date of the financial statements and reported amounts of revenues and expenses during the period. Application of accounting policies that require critical accounting estimates involving complex and subjective judgments and the use of assumptions in these financial statements have been disclosed in Note 1.5. Accounting estimates could change from period to period. Actual results could differ from those estimates. Appropriate changes in estimates are made as management becomes aware of changes in circumstances surrounding the estimates. Changes in estimates are reflected in the financial statements in the period in which changes are made and, if material, their effects are disclosed in the notes to the consolidated interim financial statements.

1.5 Critical accounting estimates

a. Revenue recognition

The company uses the percentage-of-completion method in accounting for its fixed-price contracts. Use of the percentage-of-completion method requires the company to estimate the efforts or costs expended to date as a proportion of the total efforts or costs to be expended. Efforts or costs expended have been used to measure progress towards completion as there is a direct relationship between input and productivity. Provisions for estimated losses, if any, on uncompleted contracts are recorded in the period in which such losses become probable based on the expected contract estimates at the reporting date.

b. Income taxes

The company's two major tax jurisdictions are India and the U.S., though the company also files tax returns in other overseas jurisdictions. Significant judgments are involved in determining the provision for income taxes, including amount expected to be paid/recovered for uncertain tax positions.

c. Business combinations and intangible assets

Business combinations are accounted for using IFRS 3 (Revised), Business Combinations. IFRS 3 requires the identifiable intangible assets and contingent consideration to be fair valued in order to ascertain the net fair value of identifiable assets, liabilities and contingent liabilities of the acquiree. Significant estimates are required to be made in determining the value of contingent consideration and intangible assets. These valuations are conducted by independent valuation experts.

d. Property, plant and equipment

Property, plant and equipment represent a significant proportion of the asset base of the Group. The charge in respect of periodic depreciation is derived after determining an estimate of an asset’s expected useful life and the expected residual value at the end of its life. The useful lives and residual values of Group's assets are determined by management at the time the asset is acquired and reviewed periodically, including at each financial year end. The lives are based on historical experience with similar assets as well as anticipation of future events, which may impact their life, such as changes in technology.

1.6 Property, plant and equipment

Property, plant and equipment are stated at cost, less accumulated depreciation and impairment, if any. Costs directly attributable to acquisition are capitalized until the property, plant and equipment are ready for use, as intended by management. The group depreciates property, plant and equipment over their estimated useful lives using the straight-line method. The estimated useful lives of assets are as follows:

Buildings	22-25 years
Plant and machinery	5 years
Computer equipment	3-5 years
Furniture and fixtures	5 years
Vehicles	5 years

Depreciation methods, useful lives and residual values are reviewed periodically, including at each financial year end. (Refer note 2.5)

Advances paid towards the acquisition of property, plant and equipment outstanding at each balance sheet date and the cost of assets not put to use before such date are disclosed under ‘Capital work-in-progress’. Subsequent expenditures relating to property, plant and equipment is capitalized only when it is probable that future economic benefits associated with these will flow to the Group and the cost of the item can be measured reliably. Repairs and maintenance costs are recognized in net profit in the statement of comprehensive income when incurred. The cost and related accumulated depreciation are eliminated from the financial statements upon sale or retirement of the asset and the resultant gains or losses are recognized in net profit in the statement of comprehensive income. Assets to be disposed off are reported at the lower of the carrying value or the fair value less cost to sell.

1.7 Business combinations

Business combinations have been accounted for using the acquisition method under the provisions of IFRS 3 (Revised), Business Combinations.

The cost of an acquisition is measured at the fair value of the assets transferred, equity instruments issued and liabilities incurred or assumed at the date of acquisition, which is the date on which control is transferred to the Group. The cost of acquisition also includes the fair value of any contingent consideration. Identifiable assets acquired and liabilities and contingent liabilities assumed in a business combination are measured initially at their fair value on the date of acquisition.

Business combinations between entities under common control by formation of a new company is outside the scope of IFRS 3 (Revised), Business Combinations and is accounted for at carrying value.

Transaction costs that the Group incurs in connection with a business combination such as finders’ fees, legal fees, due diligence fees, and other professional and consulting fees are expensed as incurred.

1.8 Employee benefits

1.8.1 Gratuity

Infosys provides for gratuity, a defined benefit retirement plan (the Gratuity Plan) covering eligible employees. The Gratuity Plan provides a lump-sum payment to vested employees at retirement, death, incapacitation or termination of employment, of an amount based on the respective employee's salary and the tenure of employment.

Liabilities with regard to the Gratuity Plan are determined by actuarial valuation, performed by an independent actuary, at each balance sheet date using the projected unit credit method. The company fully contributes all ascertained liabilities to the Infosys Limited Employees' Gratuity Fund Trust (the Trust). In case of Infosys BPO and Edgeverve, contributions are made to the Infosys BPO's Employees' Gratuity Fund Trust and Edgeverve Systems Limited Employees' Gratuity Fund Trust. Trustees administer contributions made to the Trusts and contributions are invested in a scheme with Life Insurance Corporation as permitted by law.

The group has adopted Revised IAS 19 effective April 1, 2013. Pursuant to this adoption, the Group recognizes the net obligation of a defined benefit plan in its balance sheet as an asset or liability. The amended standard requires immediate recognition of the gains and losses through re-measurements of the net defined benefit liability/ (asset) through other comprehensive income. Further it also requires the interest expense (income) considered in the Profit and Loss to be restricted to the discount rate based on the Government securities yield. The actual return of the portfolio, in excess of such yields is recognized through the other comprehensive income. The Revised IAS 19 also requires effect of any plan amendments to be recognized immediately through the net profits, in the statement of comprehensive income.

Previously, the actuarial gains and losses were charged or credited to net profit in the statement of comprehensive income in the period in which they arose and the expected return on plan assets computed based on market expectations were considered as part of the net gratuity cost.

The adoption of Revised IAS 19 Employee Benefits did not have a material impact on the consolidated financial statements.

1.8.2 Superannuation

Certain employees of Infosys are also participants in a defined contribution plan. The company has no further obligations to the Plan beyond its monthly contributions. Certain employees of Infosys BPO are also eligible for superannuation benefit. Infosys BPO has no further obligations to the superannuation plan beyond its monthly contribution which are periodically contributed to a trust fund, the corpus of which is invested with the Life Insurance Corporation of India. Certain employees of Edgeverve are also participants in the Edgeverve Systems Limited Employees Superannuation Fund Trust ('the Plan') which is a defined contribution plan. The Company has no obligations to the Plan beyond its monthly contributions.

1.8.3 Provident fund

Eligible employees of Infosys receive benefits from a provident fund, which is a defined benefit plan. Both the employee and the company make monthly contributions to the provident fund plan equal to a specified percentage of the covered employee's salary. The company contributes a part of the contributions to the Infosys Limited Employees' Provident Fund Trust. The trust invests in specific designated instruments as permitted by Indian law. The remaining portion is contributed to the government administered pension fund. The rate at which the annual interest is payable to the beneficiaries by the trust is being administered by the government. The company has an obligation to make good the shortfall, if any, between the return from the investments of the Trust and the notified interest rate.

In respect of Infosys BPO, eligible employees receive benefits from a provident fund, which is a defined contribution plan. Both the employee and Infosys BPO make monthly contributions to this provident fund plan equal to a specified percentage of the covered employee's salary. Amounts collected under the provident fund plan are deposited in a government administered provident fund. The company has no further obligation to the plan beyond its monthly contributions.

In respect of Edgeverve Systems Limited, eligible employees receive benefits from a provident fund, which is a defined contribution plan. Both the employee and the Company make monthly contributions to this provident fund plan equal to a specified percentage of the covered employee's salary. Amounts collected under the provident fund plan are deposited in a Government administered provident fund. The Company has no further obligations under the provident fund plan beyond its monthly contributions.

1.8.4 Compensated absences

The Group has a policy on compensated absences which are both accumulating and non-accumulating in nature. The expected cost of accumulating compensated absences is determined by actuarial valuation on the additional amount expected to be paid/availed as a result of the unused entitlement that has accumulated at the balance sheet date. Expense on non-accumulating compensated absences is recognized in the period in which the absences occur.

1.8.5 Share - based compensation

The Group recognizes compensation expense relating to share-based payments in net profit using a fair-value measurement method in accordance with IFRS 2, Share-Based Payment. Under the fair value method, the estimated fair value of awards is charged to income on a straight-line basis over the requisite service period for each separately vesting portion of the award as if the award was in-substance, multiple awards with a corresponding increase to securities premium.

1.9 Recent accounting pronouncements

1.9.1 Standards issued but not yet effective

IFRS 9 Financial Instruments: In November 2009, the International Accounting Standards Board issued IFRS 9, Financial Instruments: Recognition and Measurement, to reduce the complexity of the current rules on financial instruments as mandated in IAS 39. IFRS 9 has fewer classification and measurement categories as compared to IAS 39 and has eliminated the categories of held to maturity, available for sale and loans and receivables. Further it eliminates the rule-based requirement of segregating embedded derivatives and tainting rules pertaining to held to maturity investments. For an investment in an equity instrument which is not held for trading, IFRS 9 permits an irrevocable election, on initial recognition, on an individual share-by-share basis, to present all fair value changes from the investment in other comprehensive income. No amount recognized in other comprehensive income would ever be reclassified to profit or loss. IFRS 9, was further amended in October 2010, and such amendment introduced requirements on accounting for financial liabilities. This amendment addresses the issue of volatility in the profit or loss due to changes in the fair value of an entity’s own debt. It requires the entity, which chooses to measure a liability at fair value, to present the portion of the fair value change attributable to the entity’s own credit risk in the other comprehensive income. The effective date for adoption of IFRS 9 is annual periods beginning on or after January 1, 2018, though early adoption is permitted. The Group is currently evaluating the requirements of IFRS 9, and has not yet determined the impact on the condensed consolidated interim financial statements.

IFRS 15 Revenue from Contract with Customers: In May 2014, the International Accounting Standards Board issued IFRS 15, Revenue from Contract with Customers. The core principle of the new standard is that an entity should recognise revenue to depict the transfer of promised goods or services to customers in an amount that reflects the consideration to which the entity expects to be entitled in exchange for those goods or services. Further the new standard requires enhanced disclosures about the nature, amount, timing and uncertainty of revenue and cash flows arising from the entity’s contracts with customers. The standard permits the use of either the retrospective or cumulative effect transition method. The effective date for adoption of IFRS 15 is annual periods beginning on or after January 1, 2017, though early adoption is permitted. The Group has not yet selected a transition method and has not yet evaluated the impact of IFRS 15 on the consolidated financial statements.

2. Notes to the Unaudited Condensed Consolidated Interim Financial Statements

2.1 Cash and cash equivalents

Cash and cash equivalents consist of the following:

(Dollars in millions)

	As of
	September 30, 2014	March 31, 2014
Cash and bank deposits	4,020	3,729
Deposits with corporations	584	602
	4,604	4,331

Cash and cash equivalents as of September 30, 2014 and March 31, 2014 include restricted cash and bank balances of $57 million and $53 million, respectively. The restrictions are primarily on account of cash and bank balances held by irrevocable trusts controlled by the company, bank balances held as margin money deposits against guarantees and balances held in unclaimed dividend bank accounts.

The deposits maintained by the Group with banks and corporations comprise of time deposits, which can be withdrawn by the Group at any point without prior notice or penalty on the principal.

The table below provides details of cash and cash equivalents :

(Dollars in millions)

	As of
	September 30, 2014	March 31, 2014
Current accounts
Banamex Bank, Mexico	1	–
Bank of America, Mexico	5	1
Bank of America, USA	136	119
Bank of Zachodni WBK S.A.	1	–
Barclays Bank, UK	12	19
Citibank N.A., China	5	9
CIC, France	–	1
Citibank N.A., Australia	11	13
Citibank N.A., Brazil	6	6
Citibank N.A., India	–	1
Citibank N.A., Japan	2	2
Citibank N.A., New Zealand	1	1
Citibank N.A., South Africa	–	1
Citibank N.A., Czech Republic	1	–
Commerzbank, Germany	1	1
Deutsche Bank, Belgium	1	2
Deutsche Bank, Czech Republic (Euro account)	2	1
Deutsche Bank, Czech Republic (U.S. dollar account)	1	2
Deutsche Bank, France	3	1
Deutsche Bank, Germany	3	6
Deutsche Bank, India	5	1
Deutsche Bank, Netherlands	4	3
Deutsche Bank, Philippines	1	1
Deutsche Bank, Philippines (U.S. dollar account)	1	5
Deutsche Bank, Poland	1	–
Deutsche Bank, Russia (U.S. dollar account)	–	2
Deutsche Bank, Singapore	–	2
Deutsche Bank, Spain	–	1
Deutsche Bank, Switzerland	–	1
Deutsche Bank, United Kingdom	10	12
Deutsche Bank-EEFC, India (Australian dollar account)	14	1
Deutsche Bank-EEFC, India (Euro account)	1	1
Deutsche Bank-EEFC, India (U.S. dollar account)	34	11
Deutsche Bank-EEFC, India (U.K. Pound Sterling account)	1	2
HSBC Bank, Brazil	1	1
HSBC Bank, Hong kong	5	–
ICICI Bank, India	37	6
ICICI Bank-EEFC, India (U.S. dollar account)	1	3
ING, Belgium	1	1
Nordbanken, Sweden	1	3
Pudong Devpt Bank, China	1	–
Punjab National Bank, India	3	2
Royal Bank of Scotland, China	8	6
Royal Bank of Canada, Canada	1	4
Royal Bank of Scotland, China (U.S. dollar account)	1	1
State Bank of India, India	–	1
Union Bank of Switzerland, Switzerland	2	–
Union Bank of Switzerland, Switzerland (U.S. dollar account)	2	1
Union Bank of Switzerland, Switzerland (Euro account)	1	–
Union Bank of Switzerland, Switzerland (U.K. Pound Sterling account)	1	–
Wells Fargo Bank N.A. USA	4	–
Westpac, Australia	1	1
	335	259
Deposit accounts
Andhra Bank, India	150	126
Allahabad Bank, India	164	169
Axis Bank, India	175	180
Bank of Baroda, India	357	368
Bank of India, India	469	424
Canara Bank, India	427	393
Central Bank of India, India	252	260
Citibank N.A., China	–	3
Corporation Bank, India	210	189
Deutsche Bank, Poland	21	21
HDFC, India	76	–
ICICI Bank, India	484	501
IDBI Bank, India	251	286
Indusind Bank, India	3	4
ING Vysya Bank, India	32	33
Indian Overseas Bank, India	131	120
Jammu and Kashmir Bank, India	–	4
Kotak Mahindra Bank, India	1	4
National Australia Bank Limited, Australia	15	15
Oriental Bank of Commerce, India	22	15
Punjab National Bank, India	74	13
State Bank of India, India	9	10
South Indian Bank, India	–	4
Syndicate Bank, India	175	144
Union Bank of India, India	12	3
Vijaya Bank, India	138	143
Yes Bank, India	37	38
	3,685	3,470
Deposits with corporations
HDFC Limited, India	584	602
	584	602
Total	4,604	4,331

2.2 Available-for-sale financial assets

Investments in mutual fund units, quoted debt securities and unquoted equity securities are classified as available-for-sale financial assets.

Cost and fair value of these investments are as follows:

(Dollars in millions)

	As of
	September 30, 2014	March 31, 2014
Current
Mutual fund units:
Liquid mutual fund units
Cost and fair value	587	342
Fixed Maturity Plan Securities
Cost	23	24
Gross unrealized holding gains	1	1
Fair value	24	25
	611	367
Non-current
Quoted debt securities:
Cost	220	225
Gross unrealized holding gains/(losses)	(8)	(18)
Fair value	212	207
Unquoted equity securities:
Cost	–	–
Gross unrealized holding gains	1	1
Fair value	1	1
	213	208
Total available-for-sale financial assets	824	575

Mutual fund units:

Liquid mutual funds:

The fair value of liquid mutual funds as of September 30, 2014 and March 31, 2014 was $587 million and $342 million, respectively. The fair value is based on quoted prices.

Fixed maturity plan securities:

The fair value of fixed maturity plan securities as of September 30, 2014 and March 31, 2014 is $24 million and $25 million, respectively. The net unrealized loss of less than $1 million, net of taxes, has been recognized in other comprehensive income for each of the three months and six months ended September 30, 2014, respectively. The unrealized gain of less than $1 million, net of taxes of less than $1 million has been recognized in other comprehensive income for the three months and six months ended September 30, 2013 (Refer to note 2.12) . The fair value is based on quotes reflected in actual transactions in similar instruments.

Quoted debt securities:

The fair value of quoted debt securities as of September 30, 2014 and March 31, 2014 was $212 million and $207 million, respectively. The net unrealized gain of $5 million, net of taxes, has been recognized in other comprehensive income for the three months ended September 30, 2014. The net unrealized gain of $8 million, net of taxes, has been recognized in other comprehensive income for the six months ended September 30, 2014. (Refer to note 2.12)

The net unrealized loss of $4 million, net of taxes of $1 million, has been recognized in other comprehensive income for the three months and six months ended September 30, 2013. The fair value is based on the quoted price.

Unquoted equity securities:

As of September 30, 2014 and March 31, 2014, the 2,154,100 shares held in OnMobile Systems Inc, U.S.A, were fair valued at $1 million each. The fair value has been derived based on an agreed upon exchange ratio between these unquoted equity securities and quoted prices of the underlying marketable equity securities. The unrealized loss of less than $1 million (net of taxes) has been recognized in other comprehensive income for each of the three months and six months ended September 30, 2014, respectively.

The unrealized loss of less than $1 million, net of taxes of less than $1 million has been recognized in other comprehensive income for each of the three months and six months ended September 30, 2013, respectively.

2.3 Edgeverve

Edgeverve was created as a wholly owned subsidiary to focus on developing and selling products and platforms. On April 15, 2014, the Board of Directors of Infosys has authorized the Company to execute a Business Transfer Agreement and related documents with Edgeverve, subject to securing the requisite approval from shareholders in the Annual General Meeting. Subsequently, at the AGM held on June 14, 2014, the shareholders have authorised the Board to enter into a Business Transfer Agreement and related documents with Edgeverve, with effect from July 1, 2014 or such other date as may be decided by the Board of Directors. The company has undertaken an enterprise valuation by an independent valuer and accordingly the business has been transferred for a consideration of $70 million with effect from July 1, 2014 which is settled through the issue of fully paid up equity shares.

The transfer of assets and liabilities is accounted for at carrying values and does not have any impact on the consolidated financial statements.

2.4 Prepayments and other assets

Prepayments and other assets consist of the following:

(Dollars in millions)

	As of
	September 30, 2014	March 31, 2014
Current
Rental deposits	3	2
Security deposits with service providers	1	2
Loans and advances to employees	38	35
Prepaid expenses ⁽¹⁾	14	19
Interest accrued and not due	13	3
Withholding taxes ⁽¹⁾	208	176
Deposit with corporation	157	163
Advance payments to vendors for supply of goods ⁽¹⁾	8	15
Premiums held in trust ⁽²⁾	3	23
Other assets	2	2
	447	440
Non-Current
Loans and advances to employees	7	6
Security deposits with service providers	10	10
Deposit with corporation	8	7
Prepaid gratuity ⁽¹⁾	9	2
Prepaid expenses ⁽¹⁾	2	2
Rental Deposits	8	10
	44	37
	491	477
Financial assets in prepayments and other assets	250	263

⁽¹⁾

Non financial assets

⁽²⁾

Represents premiums collected from policyholders and payable to insurance providers by a service provider maintaining the amounts in a fiduciary capacity (Refer to Note 2.9).

Withholding taxes primarily consist of input tax credits. Other assets primarily represent travel advances and other recoverables. Security deposits with service providers relate principally to leased telephone lines and electricity supplies.

Deposit with corporation represents amounts deposited to settle certain employee-related obligations as and when they arise during the normal course of business.

2.5 Property, plant and equipment

Following are the changes in the carrying value of property, plant and equipment for the three months ended September 30, 2014:

(Dollars in millions)

	Land	Buildings	Plant and machinery	Computer equipment	Furniture and fixtures	Vehicles	Capital work-in-progress	Total
Gross carrying value as of July 1, 2014	216	845	288	460	169	5	319	2,302
Additions	37	41	21	27	9	–	–	135
Deletions	–	–	(1)	(3)	–	(1)	(45)	(50)
Translation difference	(5)	(23)	(7)	(13)	(5)	1	(8)	(60)
Gross carrying value as of September 30, 2014	248	863	301	471	173	5	266	2,327
Accumulated depreciation as of July 1, 2014	–	(305)	(183)	(339)	(119)	(2)	–	(948)
Depreciation	(2)	(8)	(11)	(15)	(8)	–	–	(44)
Accumulated depreciation on deletions	–	–	1	1	–	–	–	2
Translation difference	–	8	3	10	3	(1)	–	23
Accumulated depreciation as of September 30, 2014	(2)	(305)	(190)	(343)	(124)	(3)	–	(967)
Carrying value as of September 30, 2014	246	558	111	128	49	2	266	1,360
Carrying value as of July 1, 2014	216	540	105	121	50	3	319	1,354

Proceeds on sale of property, plant and equipment during the three months ended September 30, 2014 was less than $1 million.

Following are the changes in the carrying value of property, plant and equipment for the three months ended September 30, 2013:

(Dollars in millions)

	Land	Buildings	Plant and machinery	Computer equipment	Furniture and fixtures	Vehicles	Capital work-in-progress	Total
Gross carrying value as of July 1, 2013	144	717	218	336	141	5	326	1,887
Additions	15	20	8	37	10	1	11	102
Deletions	–	–	–	–	–	–	–	–
Translation difference	(8)	(37)	(10)	(16)	(5)	(1)	(15)	(92)
Gross carrying value as of September 30, 2013	151	700	216	357	146	5	322	1,897
Accumulated depreciation as of July 1, 2013	–	(264)	(150)	(244)	(102)	(3)	–	(763)
Depreciation	–	(12)	(9)	(26)	(4)	–	–	(51)
Accumulated depreciation on deletions	–	–	–	–	–	–	–	–
Translation difference	–	14	9	11	3	–	–	37
Accumulated depreciation as of September 30, 2013	–	(262)	(150)	(259)	(103)	(3)	–	(777)
Carrying value as of September 30, 2013	151	438	66	98	43	2	322	1,120
Carrying value as of July 1, 2013	144	453	68	92	39	2	326	1,124

Proceeds on sale of property, plant and equipment during the three months ended September 30, 2013 was less than $1 million.

Following are the changes in the carrying value of property, plant and equipment for the six months ended September 30, 2014:

(Dollars in millions)

	Land	Buildings	Plant and machinery	Computer equipment	Furniture and fixtures	Vehicles	Capital work-in-progress	Total
Gross carrying value as of April 1, 2014	190	839	284	444	170	6	305	2,238
Additions	64	51	28	46	11	–	14	214
Deletions	–	–	(2)	(5)	(2)	(1)	(45)	(55)
Translation difference	(6)	(27)	(9)	(14)	(6)	–	(8)	(70)
Gross carrying value as of September 30, 2014	248	863	301	471	173	5	266	2,327
Accumulated depreciation as of April 1, 2014	–	(300)	(175)	(328)	(117)	(2)	–	(922)
Depreciation	(2)	(15)	(22)	(28)	(13)	–	–	(80)
Accumulated depreciation on deletions	–	–	2	3	2	–	–	7
Translation difference	–	10	5	10	4	(1)	–	28
Accumulated depreciation as of September 30, 2014	(2)	(305)	(190)	(343)	(124)	(3)	–	(967)
Carrying value as of September 30, 2014	246	558	111	128	49	2	266	1,360
Carrying value as of April 1, 2014	190	539	109	116	53	4	305	1,316

Proceeds on sale of property, plant and equipment during the six months ended September 30, 2014 was less than $1 million.

Following are the changes in the carrying value of property, plant and equipment for the six months ended September 30, 2013:

(Dollars in millions)

	Land	Buildings	Plant and machinery	Computer equipment	Furniture and fixtures	Vehicles	Capital work-in-progress	Total
Gross carrying value as of April 1, 2013	157	773	231	347	147	5	306	1,966
Additions	16	30	15	54	14	1	60	190
Deletions	–	–	–	(2)	–	–	–	(2)
Translation difference	(22)	(103)	(30)	(42)	(15)	(1)	(44)	(257)
Gross carrying value as of September 30, 2013	151	700	216	357	146	5	322	1,897
Accumulated depreciation as of April 1, 2013	–	(275)	(154)	(240)	(103)	(3)	–	(775)
Depreciation	–	(24)	(18)	(51)	(11)	–	–	(104)
Accumulated depreciation on deletions	–	–	–	2	–	–	–	2
Translation difference	–	37	22	30	11	–	–	100
Accumulated depreciation as of September 30, 2013	–	(262)	(150)	(259)	(103)	(3)	–	(777)
Carrying value as of September 30, 2013	151	438	66	98	43	2	322	1,120
Carrying value as of April 1, 2013	157	498	77	107	44	2	306	1,191

Proceeds on sale of property, plant and equipment during the six months ended September 30, 2013 was less than $1 million.

Following are the changes in the carrying value of property, plant and equipment for the year ended March 31, 2014:

(Dollars in millions)

	Land	Buildings	Plant and machinery	Computer equipment	Furniture and fixtures	Vehicles	Capital work-in-progress	Total
Gross carrying value as of April 1, 2013	157	773	231	347	147	5	306	1,966
Additions	48	136	73	125	33	2	60	477
Deletions	–	–	(1)	(5)	–	(1)	(30)	(37)
Translation difference	(15)	(70)	(19)	(23)	(10)	–	(31)	(168)
Gross carrying value as of March 31, 2014	190	839	284	444	170	6	305	2,238
Accumulated depreciation as of April 1, 2013	–	(275)	(154)	(240)	(103)	(3)	–	(775)
Depreciation	–	(49)	(35)	(109)	(21)	–	–	(214)
Accumulated depreciation on deletions	–	–	–	4	–	1	–	5
Translation difference	–	24	14	17	7	–	–	62
Accumulated depreciation as of March 31, 2014	–	(300)	(175)	(328)	(117)	(2)	–	(922)
Carrying value as of March 31, 2014	190	539	109	116	53	4	305	1,316
Carrying value as of April 1, 2013	157	498	77	107	44	2	306	1,191

Proceeds on sale of property, plant and equipment during the year ended March 31, 2014 was $1 million.

During the three months ended June 30, 2014, based on internal and external technical evaluation, management reassessed the remaining useful life of assets primarily consisting of buildings and computers with effect from April 1, 2014. Accordingly the useful lives of certain assets required a change from the previous estimates.

The existing and revised useful lives are as below:

Category of assets	Existing useful life (Years)	Revised useful life (Years)
Building	15	22-25
Plant and machinery	5	5
Computer equipment	2-5	3-5
Furniture and fixtures	5	5
Vehicles	5	5

Had the Group continued with the previously assessed useful lives, charge for depreciation and cost of sales for the three months and six months ended September 30, 2014 would have been higher by $20 million and $43 million, respectively for assets held at April 1, 2014. The revision of the useful lives will result in the following changes in the depreciation expense as compared to the original useful life of the assets:

(Dollars in millions)

Particulars	Fiscal 2015	Fiscal 2016	After Fiscal 2016
Increase / (decrease) in depreciation expense	(72)	(24)	96

The depreciation expense is included in cost of sales in the condensed consolidated interim statement of comprehensive income.

Carrying value of land includes $99 million and $60 million as of September 30, 2014 and March 31, 2014, respectively, towards deposits paid under certain lease-cum-sale agreements to acquire land, including agreements where the company has an option to purchase or renew the properties on expiry of the lease period.

The contractual commitments for capital expenditure were $275 million and $227 million as of September 30, 2014 and March 31, 2014, respectively.

2.6 Goodwill

Following is a summary of changes in the carrying amount of goodwill:

(Dollars in millions)

	As of
	September 30, 2014	March 31, 2014
Carrying value at the beginning	360	364
Translation differences	(20)	(4)
Carrying value at the end	340	360

For the purpose of impairment testing, goodwill acquired in a business combination is allocated to the cash generating units (CGU) or groups of CGU’s, which are benefiting from the synergies of the acquisition. The chief operating decision maker reviews the goodwill for any impairment at the operating segment level, which is represented through groups of CGU’s.

During the three months ended March 31, 2014, the company reorganized its business to strengthen its focus on growing existing client relationships and increasing market share through service differentiation and operational agility. Consequent to the internal reorganization there were changes effected in the segments based on the “management approach” as defined in IFRS 8, Operating Segments. (Refer to Note 2.15). Accordingly the goodwill has been allocated to the new operating segments as at September 30, 2014 and March 31, 2014.

(Dollars in millions)

Segment	As of
	September 30, 2014	March 31, 2014
Financial services	71	75
Insurance	49	50
Manufacturing	72	76
Energy, communication and services	33	35
Resources & utilities	15	16
Life sciences and Healthcare	20	22
Retail, consumer packaged goods and logistics	50	54
Growth markets	30	32
Total	340	360

The entire goodwill relating to Infosys BPO’s acquisition of McCamish has been allocated to the group of CGU’s which is represented by the 'Insurance' segment.

The goodwill relating to Infosys Lodestone and Portland acquisitions has been allocated to the groups of CGU’s which are represented by the entity’s operating segments.

The recoverable amount of a CGU is the higher of its fair value less cost to sell and its value-in-use. The fair value of a CGU is determined based on the market capitalization. The value-in-use is determined based on specific calculations. These calculations use pre-tax cash flow projections over a period of five years, based on financial budgets approved by management and an average of the range of each assumption mentioned below. As of March 31, 2014, the estimated recoverable amount of the CGU exceeded its carrying amount. The recoverable amount was computed based on the fair value being higher than value-in-use and the carrying amount of the CGU was computed by allocating the net assets to operating segments for the purpose of impairment testing. The key assumptions used for the calculations are as follows:

	In %
Long term growth rate	8-10
Operating margins	17-20
Discount rate	13.2

The above discount rate is based on the Weighted Average Cost of Capital (WACC) of the Company. These estimates are likely to differ from future actual results of operations and cash flows.

2.7 Financial instruments

Financial instruments by category

The carrying value and fair value of financial instruments by categories as of September 30, 2014 were as follows:

(Dollars in millions)

	Loans and receivables	Financial assets/liabilities at fair value through profit and loss	Available for sale	Trade and other payables	Total carrying value/fair value
Assets:
Cash and cash equivalents (Refer to Note 2.1)	4,604	–	–	–	4,604
Available-for-sale financial assets (Refer to Note 2.2)	–	–	824	–	824
Investment in certificates of deposit	17	–	–	–	17
Trade receivables	1,464	–	–	–	1,464
Unbilled revenue	477	–	–	–	477
Prepayments and other assets (Refer to Note 2.4)	250	–	–	–	250
Derivative financial instruments	–	7	–	–	7
Total	6,812	7	824	–	7,643
Liabilities:
Trade payables	–	–	–	22	22
Derivative financial instruments	–	4	–	–	4
Client deposits	–	–	–	4	4
Employee benefit obligation	–	–	–	165	165
Other liabilities (Refer note 2.9)	–	–	–	766	766
Total	–	4	–	957	961

The carrying value and fair value of financial instruments by categories as of March 31, 2014 were as follows:

(Dollars in millions)

	Loans and receivables	Financial assets/liabilities at fair value through profit and loss	Available for sale	Trade and other payables	Total carrying value/fair value
Assets:
Cash and cash equivalents (Refer to Note 2.1)	4,331	–	–	–	4,331
Available-for-sale financial assets (Refer to Note 2.2)	–	–	575	–	575
Investment in certificates of deposit	143	–	–	–	143
Trade receivables	1,394	–	–	–	1,394
Unbilled revenue	469	–	–	–	469
Prepayments and other assets (Refer note 2.4)	263	–	–	–	263
Derivative financial instruments	–	36	–	–	36
Total	6,600	36	575	–	7,211
Liabilities:
Trade payables	–	–	–	29	29
Client deposits	–	–	–	6	6
Employee benefit obligation	–	–	–	159	159
Other liabilities (Refer note 2.9)	–	–	–	687	687
Total	–	–	–	881	881

Fair value hierarchy

Level 1 - Quoted prices (unadjusted) in active markets for identical assets or liabilities.

Level 2 – Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices).

Level 3 - Inputs for the assets or liabilities that are not based on observable market data (unobservable inputs).

The following table presents fair value hierarchy of assets and liabilities measured at fair value on a recurring basis as of September 30, 2014:

(Dollars in millions)

	As of September 30, 2014	Fair value measurement at end of the reporting period using
		Level 1	Level 2	Level 3
Assets
Available- for- sale financial asset- Investments in liquid mutual fund units (Refer to Note 2.2)	587	587	–	–
Available- for- sale financial asset- Investments in fixed maturity plan securities (Refer to Note 2.2)	24	–	24	–
Available- for- sale financial asset- Investments in quoted debt securities (Refer to Note 2.2)	212	212	–	–
Available- for- sale financial asset- Investments in unquoted equity instruments (Refer to Note 2.2)	1	–	1	–
Derivative financial instruments- gain on outstanding foreign exchange forward and option contracts	7	–	7	–
Liabilities
Derivative financial instruments- loss on outstanding foreign exchange forward and option contracts	4	–	4	–

The following table presents fair value hierarchy of assets and liabilities measured at fair value on a recurring basis as of March 31, 2014:

(Dollars in millions)

	As of March 31, 2014	Fair value measurement at end of the reporting period using
		Level 1	Level 2	Level 3
Assets
Available- for- sale financial asset- Investments in liquid mutual fund units (Refer to Note 2.2)	342	342	–	–
Available- for- sale financial asset- Investments in fixed maturity plan securities (Refer to Note 2.2)	25	–	25	–
Available- for- sale financial asset- Investments in quoted debt securities (Refer to Note 2.2)	207	207	–	–
Available- for- sale financial asset- Investments in unquoted equity instruments (Refer to Note 2.2)	1	–	1	–
Derivative financial instruments- gain on outstanding foreign exchange forward and option contracts	36	–	36	–

Income from financial assets or liabilities that are not at fair value through profit or loss is as follows:

(Dollars in millions)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Interest income on deposits and certificates of deposit	106	83	209	174
Income from available-for-sale financial assets	12	10	25	18
	118	93	234	192

Derivative financial instruments

The Group holds derivative financial instruments such as foreign exchange forward and option contracts to mitigate the risk of changes in exchange rates on foreign currency exposures. The counterparty for these contracts is generally a bank or a financial institution. These derivative financial instruments are valued based on quoted prices for similar assets and liabilities in active markets or inputs that are directly or indirectly observable in the marketplace. The following table gives details in respect of outstanding foreign exchange forward and options contracts:

(In millions)

	As of
	September 30, 2014	March 31, 2014
Forward contracts
In U.S. dollars	752	751
In Euro	68	64
In United Kingdom Pound Sterling	72	77
In Australian dollars	85	75
Option contracts
In U.S. dollars	–	20

The Group recognized a net gain on derivative financial instruments of $14 million and a net loss on derivative financial instruments of $57 million for the three months ended September 30, 2014 and September 30, 2013, respectively, which is included under other income.

The Group recognized a net gain on derivative financial instruments of $27 million and a net loss on derivative financial instruments of $128 million for the six months ended September 30, 2014 and September 30, 2013, respectively, which is included under other income.

The foreign exchange forward and option contracts mature within 12 months. The table below analyses the derivative financial instruments into relevant maturity groupings based on the remaining period as of the balance sheet date:

(Dollars in millions)

	As of
	September 30, 2014	March 31, 2014
Not later than one month	199	198
Later than one month and not later than three months	471	467
Later than three months and not later than one year	357	393
	1,027	1,058

Financial risk management

Financial risk factors

The Group's activities expose it to a variety of financial risks - market risk, credit risk and liquidity risk. The Group's primary focus is to foresee the unpredictability of financial markets and seek to minimize potential adverse effects on its financial performance. The primary market risk to the Group is foreign exchange risk. The Group uses derivative financial instruments to mitigate foreign exchange related risk exposures. The Group's exposure to credit risk is influenced mainly by the individual characteristic of each customer and the concentration of risk from the top few customers. The demographics of the customer including the default risk of the industry and country in which the customer operates also has an influence on credit risk assessment.

Market risk

The Group operates internationally and a major portion of the business is transacted in several currencies and consequently the Group is exposed to foreign exchange risk through its sales and services in the United States and elsewhere, and purchases from overseas suppliers in various foreign currencies. The Group uses derivative financial instruments such as foreign exchange forward and option contracts to mitigate the risk of changes in exchange rates on foreign currency exposures. The exchange rate between the rupee and foreign currencies has changed substantially in recent years and may fluctuate substantially in the future. Consequently, the results of the Group’s operations are adversely affected as the Indian rupee appreciates / depreciates against these currencies.

The following table gives details in respect of the outstanding foreign exchange forward and option contracts:

(Dollars in millions)

	As of
	September 30, 2014	March 31, 2014
Aggregate amount of outstanding forward and option contracts	1,027	1,058
Gain on outstanding forward and option contracts	7	36
Loss on outstanding forward and option contracts	4	–

The outstanding foreign exchange forward and option contracts as of September 30, 2014 and March 31, 2014, mature within twelve months.

The following table analyses foreign currency risk from financial instruments as of September 30, 2014:

(Dollars in millions)

	U.S. dollars	Euro	United Kingdom Pound Sterling	Australian dollars	Other currencies	Total
Cash and cash equivalents	181	16	23	40	66	326
Trade receivables	967	169	87	85	97	1,405
Unbilled revenue	277	69	22	26	37	431
Other assets	16	8	3	2	9	38
Trade payables	(7)	(2)	(1)	(1)	(9)	(20)
Client deposits	(2)	(2)	–	–	–	(4)
Accrued expenses	(90)	(25)	(10)	(4)	(29)	(158)
Employee benefit obligation	(64)	(12)	(6)	(22)	(17)	(121)
Other liabilities	(117)	(18)	(5)	(4)	(69)	(213)
Net assets / (liabilities)	1,161	203	113	122	85	1,684

The following table analyses foreign currency risk from financial instruments as of March 31, 2014:

(Dollars in millions)

	U.S. dollars	Euro	United Kingdom Pound Sterling	Australian dollars	Other currencies	Total
Cash and cash equivalents	144	17	33	30	63	287
Trade receivables	898	182	102	87	75	1,344
Unbilled revenue	271	64	22	32	41	430
Other assets	12	6	2	2	9	31
Trade payables	(3)	(3)	(2)	–	(16)	(24)
Client deposits	(3)	(3)	–	–	–	(6)
Accrued expenses	(127)	(26)	(10)	(6)	(31)	(200)
Employee benefit obligation	(64)	(12)	(7)	(22)	(16)	(121)
Other liabilities	(75)	(5)	–	(9)	(50)	(139)
Net assets / (liabilities)	1,053	220	140	114	75	1,602

For the three months ended September 30, 2014 and September 30, 2013, every percentage point depreciation / appreciation in the exchange rate between the Indian rupee and the U.S. dollar has affected the company's incremental operating margins by approximately 0.54% and 0.46%, respectively.

For the six months ended September 30, 2014 and September 30, 2013, every percentage point depreciation / appreciation in the exchange rate between the Indian rupee and the U.S. dollar has affected the company's incremental operating margins by approximately 0.53% and 0.46%, respectively.

Sensitivity analysis is computed based on the changes in the income and expenses in foreign currency upon conversion into functional currency, due to exchange rate fluctuations between the previous reporting period and the current reporting period.

Credit risk

Credit risk refers to the risk of default on its obligation by the counterparty resulting in a financial loss. The maximum exposure to the credit risk at the reporting date is primarily from trade receivables amounting to $1,464 million and $1,394 million as of September 30, 2014 and March 31, 2014, respectively and unbilled revenue amounting to $477 million and $469 million as of September 30, 2014 and March 31, 2014, respectively. Trade receivables are typically unsecured and are derived from revenue earned from customers primarily located in the United States. Credit risk is managed through credit approvals, establishing credit limits and continuously monitoring the creditworthiness of customers to which the Group grants credit terms in the normal course of business.

The following table gives details in respect of percentage of revenues generated from top customer and top five customers:

(In %)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Revenue from top customer	3.4	3.9	3.4	3.9
Revenue from top five customers	13.6	15.0	13.7	14.9

Financial assets that are neither past due nor impaired

Cash and cash equivalents and available-for-sale financial assets are neither past due nor impaired. Cash and cash equivalents include deposits with banks and corporations with high credit-ratings assigned by international and domestic credit-rating agencies. Available-for-sale financial assets include investment in mutual fund units, quoted debt securities and unquoted equity securities. Certificates of deposit represent funds deposited at a bank or other eligible financial institution for a specified time period. Investment in quoted debt securities represents the investments made in debt securities issued by government and quasi government organizations. Of the total trade receivables, $1,065 million and $1,064 million as of September 30, 2014 and March 31, 2014, were neither past due nor impaired.

There is no other class of financial assets that is not past due but impaired except for trade receivables of $5 million and $3 million as of September 30, 2014 and March 31, 2014, respectively.

Financial assets that are past due but not impaired

The company’s credit period generally ranges from 30-60 days. The age analysis of the trade receivables have been considered from the due date. The age wise break up of trade receivables, net of allowances of $57 million and $33 million as of September 30, 2014 and March 31, 2014, respectively, that are past due, is given below:

(Dollars in millions)

	As of
Period (in days)	September 30, 2014	March 31, 2014
Less than 30	242	229
31 – 60	82	42
61 – 90	37	21
More than 90	38	38
	399	330

The provision for doubtful trade receivable for the three months and six months ended September 30, 2014 was $9 million and $28 million, respectively.

The provision for doubtful trade receivable for the three months and six months ended September 30, 2013 was $6 million and $13 million, respectively.

The movement in the provisions for doubtful trade receivable is as follows:

(Dollars in millions)

	Three months ended September 30,		Six months ended September 30,		Year ended March 31,
	2014	2013	2014	2013	2014
Balance at the beginning	55	23	36	17	17
Translation differences	(1)	(1)	(1)	(1)	–
Provisions for doubtful trade receivable	9	6	28	13	23
Trade receivables written off	(1)	(2)	(1)	(3)	(4)
Balance at the end	62	26	62	26	36

Liquidity risk

As of September 30, 2014, the Group had a working capital of $5,902 million including cash and cash equivalents of $4,604 million, current available-for-sale financial assets of $611 million and investment in certificates of deposit of $17 million. As of March 31, 2014, the Group had a working capital of $5,656 million including cash and cash equivalents of $4,331 million, current available-for-sale financial assets of $367 million and investment in certificates of deposit of $143 million.

As of September 30, 2014 and March 31, 2014, the outstanding employee benefit obligations were $165 million and $159 million, respectively, which have been fully funded. Further, as of September 30, 2014 and March 31, 2014, the Group had no outstanding bank borrowings. Accordingly, no liquidity risk is perceived.

The table below provides details regarding the contractual maturities of significant financial liabilities as of September 30, 2014

(Dollars in millions)

Particulars	Less than 1 year	1-2 years	2-4 years	4-7 years	Total
Trade payables	22	–	–	–	22
Client deposits	4	–	–	–	4
Other liabilities (excluding liabilities towards acquisition and incentive accruals - Refer Note 2.9)	711	–	–	–	711
Incentive accruals on an undiscounted basis (Refer note 2.9)	–	–	2	–	2
Liability towards acquisitions on an undiscounted basis (Refer Note 2.9)	–	68	–	–	68

The table below provides details regarding the contractual maturities of significant financial liabilities as of March 31, 2014:

(Dollars in millions)

Particulars	Less than 1 year	1-2 years	2-4 years	4-7 years	Total
Trade payables	29	–	–	–	29
Client deposits	6	–	–	–	6
Other liabilities (excluding liabilities towards acquisition and incentive accruals - Refer Note 2.9)	640	–	–	–	640
Incentive accruals on an undiscounted basis (Refer note 2.9)	–	4	–	–	4
Liability towards acquisitions on an undiscounted basis (Refer Note 2.9)	–	55	–	–	55

As of September 30, 2014 and March 31, 2014, the Group had outstanding financial guarantees of $7 million and $6 million, towards leased premises. These financial guarantees can be invoked upon breach of any term of the lease agreement. To the Group’s knowledge there has been no breach of any term of the lease agreement as of September 30, 2014 and March 31, 2014.

Offsetting of financial assets and financial liabilities:

The group offsets a financial asset and a financial liability when it currently has a legally enforceable right to set off the recognised amounts and the group intends either to settle on a net basis, or to realise the asset and settle the liability simultaneously.

The following table provides quantitative information about offsetting of derivative financial assets and derivative financial liabilities:

(Dollars in millions)

	As of
	September 30, 2014		March 31, 2014
	Derivative financial asset	Derivative financial liability	Derivative financial asset	Derivative financial liability
Gross amount of recognised financial asset/liability	9	(6)	36	–
Amount set off	(2)	2	–	–
Net amount presented in balance sheet	7	(4)	36	–

2.8 Provisions

Provisions comprise the following:

(Dollars in millions)

	As of
	September 30, 2014	March 31, 2014
Provision for post sales client support and other provisions	66	63
Provision towards visa related matters (Refer to note 2.16)	–	–
	66	63

Provision for post sales client support and other provisions represents costs associated with providing sales support services which are accrued at the time of recognition of revenues and are expected to be utilized over a period of 6 months to 1 year. The movement in the provision for post sales client support and other provisions is as follows:

(Dollars in millions)

	Three months ended September 30, 2014	Six months ended September 30, 2014
Balance at the beginning	62	63
Translation differences	(2)	(2)
Provision recognized/(reversed)	8	11
Provision utilized	(2)	(6)
Balance at the end	66	66

Provision for post sales client support and other provisions for the three months and six months ended September 30, 2014 and September 30, 2013 is included in cost of sales in the consolidated statement of comprehensive income.

Provision towards visa related matters amounting to $35 million (including legal costs) was created and paid during the year ended March 31, 2014.

As of September 30, 2014 and March 31, 2014, claims against the company, not acknowledged as debts, net of amounts paid (excluding demands from Indian income tax authorities- Refer to Note 2.12) amounted to $30 million (184 crore) and $27 million (163 crore), respectively.

2.9 Other liabilities

Other liabilities comprise the following:

(Dollars in millions)

	As of
	September 30, 2014	March 31, 2014
Current
Accrued compensation to employees	378	266
Accrued expenses	280	308
Withholding taxes payable ⁽¹⁾	183	152
Retainage	14	14
Liabilities of controlled trusts	25	25
Premiums held in trust ⁽²⁾	3	23
Accrued gratuity	1	–
Others	10	4
	894	792
Non-Current
Liability towards acquisition of business	55	43
Incentive accruals	–	4
Deferred income - government grant on land use rights ⁽¹⁾	8	7
	63	54
	957	846
Financial liabilities included in other liabilities	766	687
Financial liability towards acquisitions on an undiscounted basis	68	55
Financial liability towards incentive accruals on an undiscounted basis	2	4

⁽¹⁾	Non financial liabilities
⁽²⁾	Represents premiums collected from policyholders and payable to insurance providers by a service provider maintaining the amounts in fiduciary capacity (Refer to Note 2.4).

Accrued expenses primarily relate to cost of technical sub-contractors, telecommunication charges, legal and professional charges, brand building expenses, overseas travel expenses and office maintenance. Others include unclaimed dividend balances.

2.10 Employee benefits

The Group has adopted Revised IAS 19 with effect from April 1, 2013. The impact on account of the revision in accounting policy was a reduction in retained earnings by $6 million and an increase in other comprehensive income by $9 million. The reduction in retained earnings by $6 million includes a write back of unamortised negative past service cost of $3 million.

2.11 Employees' Stock Option Plans (ESOP)

2011 RSU Plan (the 2011 Plan): The Company has a 2011 RSU Plan which provides for the grant of restricted stock units (RSUs) to eligible employees of the Company. The Board of Directors recommended establishment of the 2011 Plan to the shareholders on August 30, 2011 and the shareholders approved the recommendation of the Board of Directors on October 17, 2011 through a postal ballot. The maximum aggregate number of shares that may be awarded under the Plan is 2,833,600 shares (currently held by the Infosys Limited Employees Welfare Trust) and the plan shall continue in effect for a term of 10 years from the date of initial grant under the plan. The RSUs will be issued at par value of the equity share. The 2011 Plan is administered by the Management Development and Compensation Committee (the Committee). The Committee is comprised of independent members of the Board of Directors.

During August 2014, the company granted 22,794 RSUs under the 2011 Plan .The RSUs will vest over a period of four years from the date of the grant in the proportions specified in the award agreement and expire seven days from the date of vesting. The RSUs will vest subject to achievement of certain key performance indicators as set forth in the award agreement for each applicable year of the vesting tranche and continued employment through each vesting date.

The fair value of each RSU is estimated on the date of grant using the Black-Scholes-Merton valuation model. The expected term of the RSU is estimated based on the vesting term and contractual term of the RSU, as well as expected exercise behaviour of the employee who receives the RSU. Expected volatility during the expected term of the RSU is based on historical volatility of the observed market prices of the company's publicly traded equity shares during a period equivalent to the expected term of the RSU.

The weighted average fair value of RSUs on grant date was approximately $55.

The fair value of each RSU is estimated on the date of grant using the Black-Scholes-Merton model with the following assumptions:

Particulars	Three months ended September 30, 2014
Weighted average share price ($)	58
Exercise price ($)	0.08
Expected volatility (%)	30 - 37
Expected life of the option (years)	1 - 4
Expected dividends (%)	1.84
Risk-free interest rate (%)	8 - 9

The activity in the 2011 Plan during the three months and six months ended September 30, 2014 is set out below:

Particulars	Three months ended September 30, 2014		Six months ended September 30, 2014
	Shares arising out of options	Weighted average exercise price ($)	Shares arising out of options	Weighted average exercise price ($)
2011 Plan:
Outstanding at the beginning	–	–	–	–
Granted	22,794	0.08	22,794	0.08
Forfeited and expired	–	–	–	–
Exercised	–	–	–	–
Outstanding at the end	22,794	0.08	22,794	0.08
Exercisable at the end	–	–	–	–

The weighted average remaining contractual life of RSUs outstanding as of September 30, 2014 under the 2011 Plan was 2.89 years.

During each of the three months and six months ended September 30, 2014, the company recorded an employee compensation expense of less than $1 million in the statement of comprehensive income.

2.12 Income taxes

Income tax expense in the consolidated statement of comprehensive income comprises:

(Dollars in millions)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Current taxes
Domestic taxes	163	140	319	277
Foreign taxes	49	31	90	51
	212	171	409	328
Deferred taxes
Domestic taxes	1	(3)	(2)	(7)
Foreign taxes	(5)	(19)	(6)	(19)
	(4)	(22)	(8)	(26)
Income tax expense	208	149	401	302

Income tax expense for the three months ended September 30, 2014 and September 30, 2013 includes reversals (net of provisions) of $5 million and less than $1 million pertaining to earlier periods.

Income tax expense for the six months ended September 30, 2014 and September 30, 2013 includes reversals (net of provisions) of $8 million and $3 million pertaining to earlier periods.

The revision in the useful life of assets held at April 1, 2014 has resulted in a decrease in deferred tax credit by $7 million and $14 million for the three months and six months ended September 30, 2014 and will result in a decrease in deferred tax credit by $29 million for the year ended March 31, 2015. (Refer to Note 2.5)

Entire deferred income tax for the three months and six months ended September 30, 2014 and September 30, 2013 relates to origination and reversal of temporary differences.

For the three months and six months ended September 30, 2014, a reversal of deferred tax asset of less than $1 million and $2 million, respectively, relating to available-for-sale financial assets has been recognized in other comprehensive income.

For the three months and six months ended September 30, 2013, a reversal of deferred tax liability of $1 million each, respectively, relating to available-for-sale financial assets has been recognized in other comprehensive income.

A reconciliation of the income tax provision to the amount computed by applying the statutory income tax rate to the income before income taxes is summarized below:

(Dollars in millions)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Profit before income taxes	719	532	1,394	1,103
Enacted tax rates in India	33.99%	33.99%	33.99%	33.99%
Computed expected tax expense	245	181	474	375
Tax effect due to non-taxable income for Indian tax purposes	(69)	(68)	(134)	(126)
Overseas taxes	34	26	64	45
Tax reversals, overseas and domestic	(5)	–	(8)	(3)
Effect of differential overseas tax rates	(1)	–	(2)	–
Effect of exempt income	(4)	(3)	(9)	(6)
Effect of unrecognized deferred tax assets	–	1	3	4
Branch profit tax	–	(8)	–	(8)
Effect of non-deductible expenses	12	24	18	29
Additional deduction on research and development expense	(3)	(4)	(5)	(8)
Others	(1)	–	–	–
Income tax expense	208	149	401	302

The applicable Indian statutory tax rate for fiscal 2015 and fiscal 2014 is 33.99%.

During the six months ended September 30, 2014 and September 30, 2013, the company received weighted tax deduction on eligible research and development expenditures based on the approval received from Department of Scientific and Industrial Research (DSIR) on November 23, 2011 which has been renewed up to March 31, 2017 with effect from April 1, 2014. The weighted tax deduction is equal to 200% of such expenditures incurred.

The foreign tax expense is due to income taxes payable overseas, principally in the United States. In India, the company has benefited from certain tax incentives that the Government of India had provided to the export of software from the units registered under the Software Technology Parks Scheme (STP) and the company continues to benefit from certain tax incentives for the units registered under the Special Economic Zones Act, 2005 (SEZ). However, the income tax incentives provided by the Government of India for STP units have expired, and all the STP units are now taxable. SEZ units which began providing services on or after April 1, 2005 are eligible for a deduction of 100 percent of profits or gains derived from the export of services for the first five years from the financial year in which the unit commenced the provision of services and 50 percent of such profits or gains for a further five years. Certain tax benefits are also available for a further period of five years subject to the unit meeting defined conditions.

As of September 30, 2014, claims against the Group not acknowledged as debts from the Indian Income tax authorities, net of amount paid to the authorities of $278 million (1,714 crore), amounted to $1 million (9 crore). As of March 31, 2014, claims against the Group not acknowledged as debts from the Indian Income tax authorities, net of amount paid to the authorities of $286 million (1,716 crore), amounted to $3 million (19 crore).

Demands from the Indian Income tax authorities include payment of additional tax of $251 million (1,548 crore), including interest of $70 million (430 crore) upon completion of their tax review for fiscal 2006, fiscal 2007, fiscal 2008 and fiscal 2009. These income tax demands are mainly on account of disallowance of a portion of the deduction claimed by the company under Section 10A of the Income Tax Act. The deductible amount is determined by the ratio of export turnover to total turnover. The disallowance arose from certain expenses incurred in foreign currency being reduced from export turnover but not reduced from total turnover. The tax demand for fiscal 2007, fiscal 2008 and fiscal 2009 also includes disallowance of portion of profit earned outside India from the STP units and disallowance of profits earned from SEZ units. The matter for fiscal 2006, fiscal 2007, fiscal 2008 and fiscal 2009 are pending before the Commissioner of Income tax (Appeals), Bangalore. The company is contesting the demand and the management including its tax advisors believes that its position will likely be upheld in the appellate process. The management believes that the ultimate outcome of these proceedings will not have a material adverse effect on the Company's financial position and results of operations.

2.13 Earnings per equity share

The following is a reconciliation of the equity shares used in the computation of basic and diluted earnings per equity share:

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Basic earnings per equity share - weighted average number of equity shares outstanding⁽¹⁾	571,402,566	571,402,566	571,402,566	571,402,566
Effect of dilutive common equivalent shares	1,462	–	731	–
Diluted earnings per equity share - weighted average number of equity shares and common equivalent shares outstanding	571,404,028	571,402,566	571,403,297	571,402,566

⁽¹⁾

Excludes treasury shares

For the three months and six months ended September 30, 2014 and September 30, 2013, there were no outstanding options to purchase equity shares which had an anti-dilutive effect.

2.14 Related party transactions

Infosys has provided guarantee for performance of certain contracts entered into by its subsidiaries.

Transactions with key management personnel

The table below describes the compensation to key management personnel which comprise directors and members of the executive council:

(Dollars in millions)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Salaries and other employee benefits to whole-time directors and members of executive council / executive officers*	1	2	3	4
Commission and other benefits to non-executive/ independent directors	–	1	–	1
Total	1	3	3	5

Executive Council dissolved effective April 1, 2014 and Executive officers have been appointed with effect from that date.

2.15 Segment Reporting

IFRS 8 establishes standards for the way that public business enterprises report information about operating segments and related disclosures about products and services, geographic areas, and major customers. The Company's operations predominantly relate to providing end-to-end business solutions to enable clients to enhance business performance. During the three months ended March 31, 2014, the Company reorganized its segments to strengthen its focus on growing existing client relationships and increasing market share through service differentiation and operational agility. Consequent to the internal reorganization there were changes effected in the reportable business segments based on the "management approach" as defined in IFRS 8, Operating Segments. The Chief Operating Decision Maker evaluates the Company's performance and allocates resources based on an analysis of various performance indicators by business segments and geographic segments. Accordingly, information has been presented both along business segments and geographic segments. The accounting principles used in the preparation of the financial statements are consistently applied to record revenue and expenditure in individual segments, and are as set out in the significant accounting policies.

Business segments of the company is determined based on (i) industry class of the customers (outside of the growth markets) and; (ii) presence of customers in growth markets across industry classes. Business segments of the Company are primarily enterprises in Financial Services and Insurance (FSI) , enterprises in Manufacturing (MFG), enterprises in the Energy & utilities, Communication and Services (ECS), enterprises in Retail, Consumer packaged goods and Logistics (RCL), enterprises in Life Sciences and Healthcare (LSH) and enterprises in Growth Markets (GMU) comprising enterprises in APAC (Asia Pacific) and Africa. The FSI reportable segments have been aggregated to include the Financial Services operating segment and Insurance operating segment and the ECS reportable segment has been aggregated to include Energy, Communication and Services operating segment and Resources & Utilities operating segments. Geographic segmentation is based on business sourced from that geographic region and delivered from both on-site and off-shore. North America comprises the United States of America, Canada and Mexico, Europe includes continental Europe (both the east and the west), Ireland and the United Kingdom, and the Rest of the World comprising all other places except those mentioned above and India. Consequent to the above change in the composition of reportable business segments, the prior year comparatives have been restated.

Revenue and identifiable operating expenses in relation to segments are categorized based on items that are individually identifiable to that segment. Allocated expenses of segments include expenses incurred for rendering services from the company's offshore software development centres and on-site expenses, which are categorized in relation to the associated turnover of the segment. Certain expenses such as depreciation, which form a significant component of total expenses, are not specifically allocable to specific segments as the underlying assets are used interchangeably. Management believes that it is not practical to provide segment disclosures relating to those costs and expenses, and accordingly these expenses are separately disclosed as "unallocated" and adjusted against the total income of the Company.

Assets and liabilities used in the company's business are not identified to any of the reportable segments, as these are used interchangeably between segments. Management believes that it is currently not practicable to provide segment disclosures relating to total assets and liabilities since a meaningful segregation of the available data is onerous.

Geographical information on revenue and business segment revenue information is collated based on individual customers invoiced or in relation to which the revenue is otherwise recognized.

2.15.1 Business Segments

Three months ended September 30, 2014 and September 30, 2013

(Dollars in millions)

	FSI	MFG	ECS	RCL	LSH	GMU	Total
Revenues	630	481	364	362	143	221	2,201
	605	452	330	342	138	199	2,066
Identifiable operating expenses	300	243	169	164	73	106	1,055
	280	235	142	166	78	98	999
Allocated expenses	145	116	88	87	35	53	524
	158	125	91	94	38	56	562
Segment profit	185	122	107	111	35	62	622
	167	92	97	82	22	45	505
Unallocable expenses							47
							54
Operating profit							575
							451
Other income, net							144
							81
Profit before income taxes							719
							532
Income tax expense							208
							149
Net profit							511
							383
Depreciation and amortisation							47
							54
Non-cash expenses other than depreciation and amortisation							–
							–

Six months ended September 30, 2014 and September 30, 2013

(Dollars in millions)

	FSI	MFG	ECS	RCL	LSH	GMU	Total
Revenues	1,247	945	701	721	281	439	4,334
	1,194	876	638	671	278	400	4,057
Identifiable operating expenses	598	484	346	329	148	213	2,118
	551	453	285	328	146	190	1,953
Allocated expenses	284	225	167	172	67	104	1,019
	304	236	171	180	75	109	1,075
Segment profit	365	236	188	220	66	122	1,197
	339	187	182	163	57	101	1,029
Unallocable expenses							86
							110
Operating profit							1,111
							919
Other income, net							283
							184
Profit before income taxes							1,394
							1,103
Income Tax expense							401
							302
Net profit							993
							801
Depreciation and amortisation							86
							110
Non-cash expenses other than depreciation and amortisation							–
							–

2.15.2 Geographic Segments

Three months ended September 30, 2014 and September 30, 2013

(Dollars in millions)

	North America	Europe	India	Rest of the World	Total
Revenues	1,338	543	49	271	2,201
	1,271	495	50	250	2,066
Identifiable operating expenses	646	258	26	125	1,055
	623	236	20	120	999
Allocated expenses	322	130	11	61	524
	365	128	11	58	562
Segment profit	370	155	12	85	622
	283	131	19	72	505
Unallocable expenses					47
					54
Operating profit					575
					451
Other income, net					144
					81
Profit before income taxes					719
					532
Income Tax expense					208
					149
Net profit					511
					383
Depreciation and amortisation					47
					54
Non-cash expenses other than depreciation and amortisation					–
					–

Six months ended September 30, 2014 and September 30, 2013

(Dollars in millions)

	North America	Europe	India	Rest of the World	Total
Revenues	2,635	1,065	100	534	4,334
	2,494	965	102	496	4,057
Identifiable operating expenses	1,277	524	67	250	2,118
	1,214	466	44	229	1,953
Allocated expenses	627	252	21	119	1,019
	684	250	22	119	1,075
Segment profit	731	289	12	165	1,197
	596	249	36	148	1,029
Unallocable expenses					86
					110
Operating profit					1,111
					919
Other income, net					283
					184
Profit before income taxes					1,394
					1,103
Income Tax expense					401
					302
Net profit					993
					801
Depreciation and amortisation					86
					110
Non-cash expenses other than depreciation and amortisation					–
					–

2.15.3 Significant clients

No client individually accounted for more than 10% of the revenues for the three months and six months ended September 30, 2014 and September 30, 2013.

2.16 Litigation

In addition, the U.S. Department of Homeland Security (“DHS”) has reviewed the company’s employer eligibility verifications on Form I-9 with respect to its employees working in the United States. In connection with this review, the company was advised that the DHS has found errors in a significant percentage of its Forms I-9 that the DHS has reviewed, and may impose fines and penalties on the company related to such alleged errors.

On October 30, 2013, the company settled the foregoing matters and entered into a Settlement Agreement (“Settlement Agreement”) with the U.S. Attorney, the DHS and the United States Department of State (“State,” and collectively with the U.S. Attorney and the DHS, the “United States”).

In the Settlement Agreement, the company denied and disputed all allegations made by the United States, except for the allegation that the company failed to maintain accurate Forms I-9 records for many of its foreign nationals in the United States in 2010 and 2011 as required by law, and that such failure constituted civil violations of certain laws.

During the year ended March 31, 2014 the Company recorded a charge related to the settlement agreement (including legal costs) of $35 million related to the matters that were the subject of the Settlement agreement. The said amount was paid prior to December 31, 2013.

In addition, the company is subject to legal proceedings and claims, which have arisen in the ordinary course of business. The company’s management does not reasonably expect that these legal actions, when ultimately concluded and determined, will have a material and adverse effect on the company’s results of operations or financial condition.

2.17 Corporate Social Responsibility (CSR)

Administrative expenses for three months and six months ended September 30, 2014 includes contribution to Infosys Foundation towards CSR. Consequent to the requirements of the Companies Act, 2013, a CSR committee has been formed by the company to formulate and monitor the CSR policy of the company. The proposed areas for CSR activities are eradication of hunger, poverty and malnutrition and the promotion of education and healthcare and rural development projects. The funds will be allocated to a corpus and utilised through the year on these activities which are specified in Schedule VII of the Indian Companies Act, 2013.

2.18 Break-up of expenses

Cost of sales

(Dollars in millions)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Employee benefit costs	1,092	1,083	2,183	2,111
Deferred purchase price pertaining to acquisition	10	7	19	14
Depreciation and amortisation	47	54	86	110
Travelling costs	58	58	116	122
Cost of technical sub-contractors	84	84	159	168
Cost of software packages for own use	29	23	67	50
Third party items bought for service delivery to clients	6	6	15	13
Operating lease payments	9	8	18	17
Communication costs	6	7	13	13
Repairs and maintenance	4	4	10	9
Provision for post-sales client support	3	(1)	4	(3)
Other expenses	5	4	7	9
Total	1,353	1,337	2,697	2,633

Sales and marketing expenses

(Dollars in millions)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Employee benefit costs	103	101	196	185
Travelling costs	12	8	21	15
Branding and marketing	7	6	12	12
Operating lease payments	2	1	3	3
Consultancy and professional charges	–	–	1	2
Communication costs	2	1	2	2
Other expenses	1	3	3	4
Total	127	120	238	223

Administrative expenses

(Dollars in millions)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Employee benefit costs	45	44	90	85
Consultancy and professional charges	14	16	21	32
Repairs and maintenance	22	18	41	36
Power and fuel	10	9	19	19
Communication costs	10	10	22	21
Travelling costs	9	5	16	12
Rates and taxes	5	4	9	8
Operating lease payments	2	3	5	6
Insurance charges	2	2	4	4
Provisions for doubtful trade receivable	9	6	28	13
Contributions to Infosys Foundation towards CSR (Refer Note 2.17)	13	–	21	–
Other expenses (Refer to Note 2.16)	5	41	12	46
Total	146	158	288	282

2.19 Dividends

The Board of Directors, in their meeting on October 10, 2014, declared an interim dividend of approximately $0.49 per equity share (30 per equity share), which would result in a cash outflow of approximately $335 million, inclusive of corporate dividend tax.

2.20 Share capital

The Board approved and recommended the issuance in order to increase the liquidity of its shares and to expand the retail shareholder base.

EX-99.11 OPIN COUNSL 12 ex99w11.htm IFRS INR EARNINGS RELEASE

Exhibit 99.11

IFRS INR Earnings Release

Independent Auditors’ Report

To the Board of Directors of Infosys Limited

We have audited the accompanying consolidated financial statements of Infosys Limited (“the Company”) and subsidiaries, which comprise the consolidated balance sheet as at September 30, 2014, the consolidated statement of comprehensive income for the three months and six months then ended, consolidated statements of changes in equity and cash flows for the six months then ended, and a summary of significant accounting policies and other explanatory information.

Management’s Responsibility for the Consolidated Financial Statements

Management is responsible for the preparation of these consolidated financial statements that give a true and fair view of the consolidated financial position, consolidated financial performance and consolidated cash flows of the Company in accordance with the International Financial Reporting Standards as issued by International Accounting Standards Board (“IFRS”). This responsibility includes the design, implementation and maintenance of internal control relevant to the preparation and presentation of the consolidated financial statements that give a true and fair view and are free from material misstatement, whether due to fraud or error.

Auditor’s Responsibility

Our responsibility is to express an opinion on these consolidated financial statements based on our audit. We conducted our audit in accordance with the Standards on Auditing issued by the Institute of Chartered Accountants of India. Those Standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the consolidated financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the consolidated financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the Company’s preparation and presentation of the consolidated financial statements that give a true and fair view in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of the accounting estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Opinion

In our opinion and to the best of our information and according to the explanations given to us, the consolidated financial statements give a true and fair view in conformity with IFRS:

(a)

in the case of the consolidated balance sheet, of the consolidated financial position of the Company as at September 30, 2014;

(b)

in the case of the consolidated statement of comprehensive income, of the consolidated financial performance for the three months and six months ended on that date;

(c)

in the case of the consolidated statement of changes in equity, of the consolidated changes in equity for the six months ended on that date; and

(d)

in the case of the consolidated statement of cash flows, of the consolidated cash flows for the six months ended on that date.

for B S R & Co. LLP

Chartered Accountants

Firm’s Registration Number: 101248W/W-100022

Akhil Bansal

Partner

Membership Number: 090906

Bangalore

October 10, 2014

Infosys Limited and subsidiaries

(In crore except share data)

Consolidated Balance Sheets as of	Note	September 30, 2014	March 31, 2014
ASSETS
Current assets
Cash and cash equivalents	2.1	28,432	25,950
Available-for-sale financial assets	2.2	3,771	2,197
Investment in certificates of deposit		103	859
Trade receivables		9,040	8,351
Unbilled revenue		2,948	2,811
Prepayments and other current assets	2.4	2,761	2,636
Derivative financial instruments	2.7	45	215
Total current assets		47,100	43,019
Non-current assets
Property, plant and equipment	2.5	8,398	7,887
Goodwill	2.6	2,097	2,157
Intangible assets	2.6	301	342
Available-for-sale financial assets	2.2	1,316	1,252
Deferred income tax assets	2.16	666	656
Income tax assets	2.16	1,530	1,522
Other non-current assets	2.4	272	220
Total non-current assets		14,580	14,036
Total assets		61,680	57,055
LIABILITIES AND EQUITY
Current liabilities
Trade payables		135	173
Derivative financial instruments	2.7	25	–
Current income tax liabilities	2.16	2,679	2,187
Client deposits		25	40
Unearned revenue		840	660
Employee benefit obligations		1,017	954
Provisions	2.8	409	379
Other current liabilities	2.9	5,521	4,745
Total current liabilities		10,651	9,138
Non-current liabilities
Deferred income tax liabilities	2.16	56	64
Other non-current liabilities	2.9	391	323
Total liabilities		11,098	9,525
Equity
Share capital- 5 par value 60,00,00,000 equity shares authorized, issued and outstanding 57,14,02,566 each, net of 28,33,600 treasury shares each, as of September 30, 2014 and March 31, 2014, respectively		286	286
Share premium		3,091	3,090
Retained earnings		46,689	43,584
Other components of equity		516	570
Total equity attributable to equity holders of the Company		50,582	47,530
Non-controlling interests		–	–
Total equity		50,582	47,530
Total liabilities and equity		61,680	57,055

The accompanying notes form an integral part of the consolidated interim financial statements

As per our report of even date attached

for B S R & Co. LLP

for Infosys Limited

Chartered Accountants

Firm's Registration Number:101248W/W-100022

Akhil Bansal	Narayana Murthy	S. Gopalakrishnan	Dr. Vishal Sikka	U.B.Pravin Rao
Partner Membership No. 090906	Non-Executive Chairman	Non-Executive Vice-Chairman	Chief Executive Officer and Managing Director	Director and Chief Operating Officer
	K.V. Kamath	R.Seshasayee	Ravi Venkatesan	Prof. Jeffrey S. Lehman
	Director	Director	Director	Director
	Dr. Omkar Goswami	Kiran Mazumdar- Shaw	Rajiv Bansal	Parvatheesam K
Bangalore October 10, 2014	Director	Director	Chief Financial Officer	Chief Risk & Compliance Officer and Company Secretary

Infosys Limited and subsidiaries

(In crore except share and per equity share data)

Consolidated Statements of Comprehensive Income	Note	Three months ended September 30,		Six months ended September 30,
		2014	2013	2014	2013
Revenues		13,342	12,965	26,112	24,232
Cost of sales	2.10	8,201	8,384	16,247	15,703
Gross profit		5,141	4,581	9,865	8,529
Operating expenses:
Selling and marketing expenses	2.10	769	757	1,435	1,341
Administrative expenses	2.10	889	987	1,736	1,687
Total operating expenses		1,658	1,744	3,171	3,028
Operating profit		3,483	2,837	6,694	5,501
Other income, net	2.13	877	510	1,706	1,087
Profit before income taxes		4,360	3,347	8,400	6,588
Income tax expense	2.16	1,264	940	2,418	1,807
Net profit		3,096	2,407	5,982	4,781
Other comprehensive income
Items that will not be reclassified to profit or loss
Remeasurement of the net defined benefit liability/(asset)		(3)	30	(23)	38
		(3)	30	(23)	38
Items that may be reclassified subsequently to profit or loss
Fair value changes on available-for-sale financial asset	2.2 & 2.16	28	(19)	45	(21)
Exchange differences on translation of foreign operations		(76)	206	(76)	395
		(48)	187	(31)	374
Total other comprehensive income, net of tax		(51)	217	(54)	412
Total comprehensive income		3,045	2,624	5,928	5,193
Profit attributable to:
Owners of the company		3,096	2,407	5,982	4,781
Non-controlling interests		–	–	–	–
		3,096	2,407	5,982	4,781
Total comprehensive income attributable to:
Owners of the company		3,045	2,624	5,928	5,193
Non-controlling interests		–	–	–	–
		3,045	2,624	5,928	5,193
Earnings per equity share
Basic ()		54.19	42.12	104.70	83.66
Diluted ()		54.19	42.12	104.70	83.66
Weighted average equity shares used in computing earnings per equity share	2.17
Basic		57,14,02,566	57,14,02,566	57,14,02,566	57,14,02,566
Diluted		57,14,04,028	57,14,02,566	57,14,03,297	57,14,02,566

The accompanying notes form an integral part of the consolidated interim financial statements

As per our report of even date attached

for B S R & Co. LLP

for Infosys Limited

Chartered Accountants

Firm's Registration Number:101248W/W-100022

Akhil Bansal	Narayana Murthy	S. Gopalakrishnan	Dr. Vishal Sikka	U.B.Pravin Rao
Partner Membership No. 090906	Non-Executive Chairman	Non-Executive Vice-Chairman	Chief Executive Officer and Managing Director	Director and Chief Operating Officer
	K.V. Kamath	R.Seshasayee	Ravi Venkatesan	Prof. Jeffrey S. Lehman
	Director	Director	Director	Director
	Dr. Omkar Goswami	Kiran Mazumdar- Shaw	Rajiv Bansal	Parvatheesam K
Bangalore October 10, 2014	Director	Director	Chief Financial Officer	Chief Risk & Compliance Officer and Company Secretary

Infosys Limited and subsidiaries

Consolidated Statements of Changes in Equity

(In crore except share data)

	Shares(*)	Share capital	Share premium	Retained earnings	Other components of equity	Total equity attributable to equity holders of the Company
Balance as of April 1, 2013	57,14,02,566	286	3,090	36,114	307	39,797
Changes in equity for the six months ended September 30, 2013
Remeasurement of the net defined benefit liability/(asset), net of tax effect (refer note 2.11)	–	–	–	–	38	38
Change in accounting policy - Adoption of Revised IAS 19 (refer note 2.11)	–	–	–	(35)	50	15
Dividends (including corporate dividend tax)	–	–	–	(1,806)	–	(1,806)
Fair value changes on available-for-sale financial assets, net of tax effect (refer note 2.2 and note 2.16)	–	–	–	–	(21)	(21)
Net profit	–	–	–	4,781	–	4,781
Exchange differences on translation of foreign operations	–	–	–	–	395	395
Balance as of September 30, 2013	57,14,02,566	286	3,090	39,054	769	43,199
Balance as of April 1, 2014	57,14,02,566	286	3,090	43,584	570	47,530
Changes in equity for the six months ended September 30, 2014
Shares issued on exercise of employee stock options	–	–	1	–	–	1
Remeasurement of the net defined benefit liability/(asset), net of tax effect (refer note 2.11)	–	–	–	–	(23)	(23)
Dividends (including corporate dividend tax)	–	–	–	(2,877)	–	(2,877)
Fair value changes on available-for-sale financial assets, net of tax effect (refer note 2.2 and note 2.16)	–	–	–	–	45	45
Net profit	–	–	–	5,982	–	5,982
Exchange differences on translation of foreign operations	–	–	–	–	(76)	(76)
Balance as of September 30, 2014	57,14,02,566	286	3,091	46,689	516	50,582

* excludes treasury shares of 28,33,600 held by consolidated trust.

The accompanying notes form an integral part of the consolidated interim financial statements.

As per our report of even date attached

for B S R & Co. LLP

for Infosys Limited

Chartered Accountants

Firm's Registration Number:101248W/W-100022

Akhil Bansal	Narayana Murthy	S. Gopalakrishnan	Dr. Vishal Sikka	U.B.Pravin Rao
Partner Membership No. 090906	Non-Executive Chairman	Non-Executive Vice-Chairman	Chief Executive Officer and Managing Director	Director and Chief Operating Officer
	K.V. Kamath	R.Seshasayee	Ravi Venkatesan	Prof. Jeffrey S. Lehman
	Director	Director	Director	Director
	Dr. Omkar Goswami	Kiran Mazumdar- Shaw	Rajiv Bansal	Parvatheesam K
Bangalore October 10, 2014	Director	Director	Chief Financial Officer	Chief Risk & Compliance Officer and Company Secretary

Infosys Limited and subsidiaries

(In crore)

Consolidated Statements of Cash Flows	Note	Six months ended September 30,
		2014	2013
Operating activities:
Net profit		5,982	4,781
Adjustments to reconcile net profit to net cash provided by operating activities:
Depreciation and amortization	2.5 and 2.6	521	652
Income tax expense	2.16	2,418	1,807
Income on available-for-sale financial assets and certificates of deposits		(179)	(114)
Effect of exchange rate changes on assets and liabilities		15	69
Deferred purchase price		116	84
Provision for doubtful account receivables		169	71
Other non-cash item		29	(24)
Changes in working capital
Trade receivables		(858)	(1,331)
Prepayments and other assets		13	(95)
Unbilled revenue		(137)	(716)
Trade payables		(20)	(27)
Client deposits		(15)	(15)
Unearned revenue		180	19
Other liabilities and provisions		786	2,301
Cash generated from operations		9,020	7,462
Income taxes paid	2.16	(1,967)	(1,667)
Net cash provided by operating activities		7,053	5,795
Investing activities:
Expenditure on property, plant and equipment net of sale proceeds, including changes in retention money and capital trade payables	2.5 and 2.9	(1,013)	(1,192)
Loans to employees		(32)	(26)
Deposits placed with corporation		6	(6)
Income on available-for-sale financial assets and certificates of deposits		178	83
Investment in quoted debt securities	2.2	(1)	(643)
Investment in certificates of deposit		–	(519)
Redemption of certificates of deposit		733	–
Investment in liquid mutual fund units		(12,039)	(10,931)
Redemption of liquid mutual fund units		10,487	9,895
Investment in fixed maturity plan securities		(30)	(30)
Redemption of fixed maturity plan securities		30	–
Net cash used in investing activities		(1,681)	(3,369)
Financing activities:
Payment of dividends (including corporate dividend tax)		(2,877)	(1,806)
Net cash used in financing activities		(2,877)	(1,806)
Effect of exchange rate changes on cash and cash equivalents		(13)	91
Net increase/(decrease) in cash and cash equivalents		2,495	620
Cash and cash equivalents at the beginning	2.1	25,950	21,832
Cash and cash equivalents at the end	2.1	28,432	22,543
Supplementary information:
Restricted cash balance	2.1	351	314

The accompanying notes form an integral part of the consolidated interim financial statements

As per our report of even date attached

for B S R & Co. LLP

for Infosys Limited

Chartered Accountants

Firm’s Registration No : 101248W/W-100022

Akhil Bansal	Narayana Murthy	S. Gopalakrishnan	Dr. Vishal Sikka	U.B.Pravin Rao
Partner Membership No. 090906	Non-Executive Chairman	Non-Executive Vice-Chairman	Chief Executive Officer and Managing Director	Director and Chief Operating Officer
	K.V. Kamath	R.Seshasayee	Ravi Venkatesan	Prof. Jeffrey S. Lehman
	Director	Director	Director	Director
	Dr. Omkar Goswami	Kiran Mazumdar- Shaw	Rajiv Bansal	Parvatheesam K
Bangalore October 10, 2014	Director	Director	Chief Financial Officer	Chief Risk & Compliance Officer and Company Secretary

Notes to the Consolidated Interim Financial Statements

1. Company Overview and Significant Accounting Policies

1.1 Company overview

Infosys Limited (Infosys or the company) along with its controlled trusts, Infosys Limited Employees‘ Welfare Trust and Infosys Science Foundation, majority owned and controlled subsidiary, Infosys BPO Limited and its wholly owned and controlled subsidiaries (Infosys BPO), and its wholly owned and controlled subsidiaries Infosys Technologies (Australia) Pty. Limited (Infosys Australia), Infosys Technologies (China) Co. Limited (Infosys China), Infosys Technologies S. DE R.L. de C.V. (Infosys Mexico), Infosys Technologies (Sweden) AB (Infosys Sweden), Infosys Tecnologia do Brasil Ltda (Infosys Brasil), Infosys Public Services, Inc., (Infosys Public Services), Infosys Americas Inc., (Infosys Americas), Edgeverve Systems Limited (Edgeverve), Infosys Technologies (Shanghai) Company Limited (Infosys Shanghai) and Lodestone Holding AG and its controlled subsidiaries (Infosys Lodestone) is a leading global services company. The Infosys group of companies (the Group) provides business consulting, technology, engineering and outsourcing services. In addition, the Group offers software products and platforms.

The Group’s consolidated interim financial statements are authorized for issue by the company’s Board of Directors on October 10, 2014.

1.2 Basis of preparation of financial statements

These consolidated interim financial statements have been prepared in compliance with International Financial Reporting Standards as issued by the International Accounting Standards Board (IFRS), under the historical cost convention on the accrual basis except for certain financial instruments and prepaid gratuity benefits which have been measured at fair values. Accounting policies have been applied consistently to all periods presented in these consolidated interim financial statements.

1.3 Basis of consolidation

1.4 Use of estimates

1.5 Critical accounting estimates

a. Revenue recognition

The group uses the percentage-of-completion method in accounting for its fixed-price contracts. Use of the percentage-of-completion method requires the group to estimate the efforts or costs expended to date as a proportion of the total efforts or costs to be expended. Efforts or costs expended have been used to measure progress towards completion as there is a direct relationship between input and productivity. Provisions for estimated losses, if any, on uncompleted contracts are recorded in the period in which such losses become probable based on the expected contract estimates at the reporting date.

b. Income taxes

c. Business combinations and intangible assets

d. Property, plant and equipment

1.6 Revenue recognition

The company derives revenues primarily from software related services and from the licensing of software products. Arrangements with customers for software related services are either on a fixed-price, fixed-timeframe or on a time-and-material basis.

Revenue on time-and-material contracts are recognized as the related services are performed and revenue from the end of the last billing to the balance sheet date is recognized as unbilled revenues. Revenue from fixed-price, fixed-timeframe contracts, where there is no uncertainty as to measurement or collectability of consideration, is recognized as per the percentage-of-completion method. When there is uncertainty as to measurement or ultimate collectability, revenue recognition is postponed until such uncertainty is resolved. Efforts or costs expended have been used to measure progress towards completion as there is a direct relationship between input and productivity. Provisions for estimated losses, if any, on uncompleted contracts are recorded in the period in which such losses become probable based on the current contract estimates. Costs and earnings in excess of billings are classified as unbilled revenue while billings in excess of costs and earnings are classified as unearned revenue. Maintenance revenue is recognised ratably over the term of the underlying maintenance arrangement.

In arrangements for software development and related services and maintenance services, the company has applied the guidance in IAS 18, Revenue, by applying the revenue recognition criteria for each separately identifiable component of a single transaction. The arrangements generally meet the criteria for considering software development and related services as separately identifiable components. For allocating the consideration, the company has measured the revenue in respect of each separable component of a transaction at its fair value, in accordance with principles given in IAS 18. The price that is regularly charged for an item when sold separately is the best evidence of its fair value. In cases where the company is unable to establish objective and reliable evidence of fair value for the software development and related services, the company has used a residual method to allocate the arrangement consideration. In these cases the balance of the consideration, after allocating the fair values of undelivered components of a transaction has been allocated to the delivered components for which specific fair values do not exist.

License fee revenues are recognized when the general revenue recognition criteria given in IAS 18 are met. Arrangements to deliver software products generally have three elements: license, implementation and Annual Technical Services (ATS). The company has applied the principles given in IAS 18 to account for revenues from these multiple element arrangements. Objective and reliable evidence of fair value has been established for ATS. Objective and reliable evidence of fair value is the price charged when the element is sold separately. When other services are provided in conjunction with the licensing arrangement and objective and reliable evidence of their fair values have been established, the revenue from such contracts are allocated to each component of the contract in a manner, whereby revenue is deferred for the undelivered services and the residual amounts are recognized as revenue for delivered elements. In the absence of objective and reliable evidence of fair value for implementation, the entire arrangement fee for license and implementation is recognized using the percentage-of-completion method as the implementation is performed. Revenue from client training, support and other services arising due to the sale of software products is recognized as the services are performed. ATS revenue is recognised ratably over the period in which the services are rendered.

Advances received for services and products are reported as client deposits until all conditions for revenue recognition are met.

The company accounts for volume discounts and pricing incentives to customers as a reduction of revenue based on the ratable allocation of the discounts/ incentives amount to each of the underlying revenue transaction that results in progress by the customer towards earning the discount/ incentive. Also, when the level of discount varies with increases in levels of revenue transactions, the company recognizes the liability based on its estimate of the customer's future purchases. If it is probable that the criteria for the discount will not be met, or if the amount thereof cannot be estimated reliably, then discount is not recognized until the payment is probable and the amount can be estimated reliably. The company recognizes changes in the estimated amount of obligations for discounts in the period in which the change occurs. The discounts are passed on to the customer either as direct payments or as a reduction of payments due from the customer.

The company presents revenues net of value-added taxes in its statement of comprehensive income.

1.7 Property, plant and equipment

Buildings	22-25 years
Plant and machinery	5 years
Computer equipment	3-5 years
Furniture and fixtures	5 years
Vehicles	5 years

Depreciation methods, useful lives and residual values are reviewed periodically, including at each financial year end. (Refer note 2.5)

1.8 Business combinations

Business combinations have been accounted for using the acquisition method under the provisions of IFRS 3 (Revised), Business Combinations.

Business combinations between entities under common control by formation of a new company is outside the scope of IFRS 3 (Revised), Business Combinations and is accounted for at carrying value.

1.9 Goodwill

Goodwill represents the cost of business acquisition in excess of the Group's interest in the net fair value of identifiable assets, liabilities and contingent liabilities of the acquiree. When the net fair value of the identifiable assets, liabilities and contingent liabilities acquired exceeds the cost of business acquisition, a gain is recognized immediately in net profit in the statement of comprehensive income. Goodwill is measured at cost less accumulated impairment losses.

1.10 Intangible assets

Intangible assets are stated at cost less accumulated amortization and impairment. Intangible assets are amortized over their respective individual estimated useful lives on a straight-line basis, from the date that they are available for use. The estimated useful life of an identifiable intangible asset is based on a number of factors including the effects of obsolescence, demand, competition, and other economic factors (such as the stability of the industry, and known technological advances), and the level of maintenance expenditures required to obtain the expected future cash flows from the asset. Amortization methods and useful lives are reviewed at each financial year end.

Research costs are expensed as incurred. Software product development costs are expensed as incurred unless technical and commercial feasibility of the project is demonstrated, future economic benefits are probable, the company has an intention and ability to complete and use or sell the software and the costs can be measured reliably. The costs which can be capitalized include the cost of material, direct labour, overhead costs that are directly attributable to preparing the asset for its intended use. Research and development costs and software development costs incurred under contractual arrangements with customers are accounted as cost of sales.

1.11 Financial instruments

Financial instruments of the Group are classified in the following categories: non-derivative financial instruments comprising of loans and receivables, available-for-sale financial assets and trade and other payables; derivative financial instruments under the category of financial assets or financial liabilities at fair value through profit or loss; share capital and treasury shares. The classification of financial instruments depends on the purpose for which those were acquired. Management determines the classification of its financial instruments at initial recognition. Regular way purchase and sale of financial assets are accounted for at trade date.

a. Non-derivative financial instruments

(i) Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. They are presented as current assets, except for those maturing later than 12 months after the balance sheet date which are presented as non-current assets. Loans and receivables are measured initially at fair value plus transaction costs and subsequently carried at amortized cost using the effective interest method, less any impairment loss or provisions for doubtful accounts. Loans and receivables are represented by trade receivables, net of allowances for impairment, unbilled revenue, cash and cash equivalents, prepayments, certificates of deposit, and other assets. Cash and cash equivalents comprise cash and bank deposits and deposits with corporations. The company considers all highly liquid investments with a remaining maturity at the date of purchase of three months or less and that are readily convertible to known amounts of cash to be cash equivalents. Certificates of deposit is a negotiable money market instrument for funds deposited at a bank or other eligible financial institution for a specified time period. For these financial instruments, the carrying amounts approximate fair value due to the short maturity of these instruments. Loans and receivables are reclassified to available-for-sale financial assets when the financial asset becomes quoted in an active market.

(ii) Available-for-sale financial assets

Available-for-sale financial assets are non-derivatives that are either designated in this category or are not classified in any of the other categories. Available-for-sale financial assets are recognized initially at fair value plus transactions costs. Subsequent to initial recognition these are measured at fair value and changes therein, other than impairment losses and foreign exchange gains and losses on available-for-sale monetary items are recognized directly in other comprehensive income. When an investment is derecognized, the cumulative gain or loss in other comprehensive income is transferred to net profit in the statement of comprehensive income. These are presented as current assets unless management intends to dispose off the assets after 12 months from the balance sheet date.

(iii) Trade and other payables

Trade and other payables are initially recognized at fair value, and subsequently carried at amortized cost using the effective interest method. For trade and other payables maturing within one year from the balance sheet date, the carrying amounts approximate fair value due to the short maturity of these instruments.

b. Derivative financial instruments

Financial assets or financial liabilities, at fair value through profit or loss.

This category has two sub-categories wherein, financial assets or financial liabilities are held for trading or are designated as such upon initial recognition. A financial asset is classified as held for trading if it is acquired principally for the purpose of selling in the short term. Derivatives are categorized as held for trading unless they are designated as hedges.

The group holds derivative financial instruments such as foreign exchange forward and option contracts to mitigate the risk of changes in exchange rates on foreign currency exposures. The counterparty for these contracts is generally a bank or a financial institution. Although the group believes that these financial instruments constitute hedges from an economic perspective, they do not qualify for hedge accounting under IAS 39, Financial Instruments: Recognition and Measurement. Any derivative that is either not designated a hedge, or is so designated but is ineffective as per IAS 39, is categorized as a financial asset, at fair value through profit or loss.

Derivatives are recognized initially at fair value and attributable transaction costs are recognized in net profit in the statement of comprehensive income when incurred. Subsequent to initial recognition, derivatives are measured at fair value through profit or loss and the resulting exchange gains or losses are included in other income. Assets/ liabilities in this category are presented as current assets/current liabilities if they are either held for trading or are expected to be realized within 12 months after the balance sheet date.

c. Share capital and treasury shares

Ordinary Shares

Ordinary shares are classified as equity. Incremental costs directly attributable to the issuance of new ordinary shares and share options are recognized as a deduction from equity, net of any tax effects.

Treasury Shares

When any entity within the Group purchases the company's ordinary shares, the consideration paid including any directly attributable incremental cost is presented as a deduction from total equity, until they are cancelled, sold or reissued. When treasury shares are sold or reissued subsequently, the amount received is recognized as an increase in equity, and the resulting surplus or deficit on the transaction is transferred to/ from share premium.

1.12 Impairment

a. Financial assets

The Group assesses at each balance sheet date whether there is objective evidence that a financial asset or a group of financial assets is impaired. A financial asset is considered impaired if objective evidence indicates that one or more events have had a negative effect on the estimated future cash flows of that asset. Individually significant financial assets are tested for impairment on an individual basis. The remaining financial assets are assessed collectively in groups that share similar credit risk characteristics.

(i) Loans and receivables

Impairment loss in respect of loans and receivables measured at amortized cost are calculated as the difference between their carrying amount, and the present value of the estimated future cash flows discounted at the original effective interest rate. Such impairment loss is recognized in net profit in the statement of comprehensive income.

(ii) Available-for-sale financial assets

Significant or prolonged decline in the fair value of the security below its cost and the disappearance of an active trading market for the security are objective evidence that the security is impaired. An impairment loss in respect of an available-for-sale financial asset is calculated by reference to its fair value and is recognized in net profit in the statement of comprehensive income. The cumulative loss that was recognized in other comprehensive income is transferred to net profit in the statement of comprehensive income upon impairment.

b. Non-financial assets

(i) Goodwill

Goodwill is tested for impairment on an annual basis and whenever there is an indication that goodwill may be impaired, relying on a number of factors including operating results, business plans and future cash flows. For the purpose of impairment testing, goodwill acquired in a business combination is allocated to the Group's cash generating units (CGU) or groups of CGU’s expected to benefit from the synergies arising from the business combination. A CGU is the smallest identifiable group of assets that generates cash inflows that are largely independent of the cash inflows from other assets or group of assets. Impairment occurs when the carrying amount of a CGU including the goodwill, exceeds the estimated recoverable amount of the CGU. The recoverable amount of a CGU is the higher of its fair value less cost to sell and its value-in-use. Value-in-use is the present value of future cash flows expected to be derived from the CGU.

Total impairment loss of a CGU is allocated first to reduce the carrying amount of goodwill allocated to the CGU and then to the other assets of the CGU pro-rata on the basis of the carrying amount of each asset in the CGU. An impairment loss on goodwill is recognized in net profit in the statement of comprehensive income and is not reversed in the subsequent period.

(ii) Intangible assets and property, plant and equipment

Intangible assets and property, plant and equipment are evaluated for recoverability whenever events or changes in circumstances indicate that their carrying amounts may not be recoverable. For the purpose of impairment testing, the recoverable amount (i.e. the higher of the fair value less cost to sell and the value-in-use) is determined on an individual asset basis unless the asset does not generate cash flows that are largely independent of those from other assets. In such cases, the recoverable amount is determined for the CGU to which the asset belongs.

If such assets are considered to be impaired, the impairment to be recognized in net profit in the statement of comprehensive income is measured by the amount by which the carrying value of the assets exceeds the estimated recoverable amount of the asset.

c. Reversal of impairment loss

An impairment loss for financial assets is reversed if the reversal can be related objectively to an event occurring after the impairment loss was recognized. An impairment loss in respect of goodwill is not reversed. In respect of other assets, an impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount. The carrying amount of an asset other than goodwill is increased to its revised recoverable amount, provided that this amount does not exceed the carrying amount that would have been determined (net of any accumulated amortization or depreciation) had no impairment loss been recognized for the asset in prior years. A reversal of impairment loss for an asset other than goodwill and available- for-sale financial assets that are equity securities is recognized in net profit in the statement of comprehensive income. For available-for-sale financial assets that are equity securities, the reversal is recognized in other comprehensive income.

1.13 Fair value of financial instruments

In determining the fair value of its financial instruments, the group uses a variety of methods and assumptions that are based on market conditions and risks existing at each reporting date. The methods used to determine fair value include discounted cash flow analysis, available quoted market prices and dealer quotes. All methods of assessing fair value result in general approximation of value, and such value may never actually be realized.

For all other financial instruments the carrying amounts approximate fair value due to the short maturity of those instruments. The fair value of securities, which do not have an active market and where it is not practicable to determine the fair values with sufficient reliability, are carried at cost less impairment.

1.14 Provisions

A provision is recognized if, as a result of a past event, the Group has a present legal or constructive obligation that can be estimated reliably, and it is probable that an outflow of economic benefits will be required to settle the obligation. Provisions are determined by discounting the expected future cash flows at a pre-tax rate that reflects current market assessments of the time value of money and the risks specific to the liability.

a. Post sales client support

The group provides its clients with a fixed-period post sales support for corrections of errors and telephone support on all its fixed-price, fixed-timeframe contracts. Costs associated with such support services are accrued at the time related revenues are recorded and included in cost of sales. The group estimates such costs based on historical experience and estimates are reviewed on a periodic basis for any material changes in assumptions and likelihood of occurrence.

b. Onerous contracts

Provisions for onerous contracts are recognized when the expected benefits to be derived by the Group from a contract are lower than the unavoidable costs of meeting the future obligations under the contract. The provision is measured at the present value of the lower of the expected cost of terminating the contract and the expected net cost of continuing with the contract. Before a provision is established the Group recognizes any impairment loss on the assets associated with that contract.

1.15 Foreign currency

Functional currency

The functional currency of Infosys, Infosys BPO and Edgeverve is the Indian rupee. The functional currencies for Infosys Australia, Infosys China, Infosys Mexico, Infosys Sweden, Infosys Brasil, Infosys Public Services, Infosys Shanghai, Infosys Lodestone and Infosys Americas are the respective local currencies. These financial statements are presented in Indian rupees (rounded off to crore; one crore equals ten million).

Transactions and translations

Foreign-currency denominated monetary assets and liabilities are translated into the relevant functional currency at exchange rates in effect at the balance sheet date. The gains or losses resulting from such translations are included in net profit in the statement of comprehensive income. Non-monetary assets and non-monetary liabilities denominated in a foreign currency and measured at fair value are translated at the exchange rate prevalent at the date when the fair value was determined. Non-monetary assets and non-monetary liabilities denominated in a foreign currency and measured at historical cost are translated at the exchange rate prevalent at the date of transaction.

Transaction gains or losses realized upon settlement of foreign currency transactions are included in determining net profit for the period in which the transaction is settled. Revenue, expense and cash-flow items denominated in foreign currencies are translated into the relevant functional currencies using the exchange rate in effect on the date of the transaction.

The translation of financial statements of the foreign subsidiaries to the functional currency of the company is performed for assets and liabilities using the exchange rate in effect at the balance sheet date and for revenue, expense and cash-flow items using the average exchange rate for the respective periods. The gains or losses resulting from such translation are included in currency translation reserves under other components of equity. When a subsidiary is disposed off, in full, the relevant amount is transferred to net profit in the statement of comprehensive income. However when a change in the parent's ownership does not result in loss of control of a subsidiary, such changes are recorded through equity.

Goodwill and fair value adjustments arising on the acquisition of a foreign entity are treated as assets and liabilities of the foreign entity and translated at the exchange rate in effect at the balance sheet date.

1.16 Earnings per equity share

Basic earnings per equity share is computed by dividing the net profit attributable to the equity holders of the company by the weighted average number of equity shares outstanding during the period. Diluted earnings per equity share is computed by dividing the net profit attributable to the equity holders of the company by the weighted average number of equity shares considered for deriving basic earnings per equity share and also the weighted average number of equity shares that could have been issued upon conversion of all dilutive potential equity shares. The dilutive potential equity shares are adjusted for the proceeds receivable had the equity shares been actually issued at fair value (i.e. the average market value of the outstanding equity shares). Dilutive potential equity shares are deemed converted as of the beginning of the period, unless issued at a later date. Dilutive potential equity shares are determined independently for each period presented.

The number of equity shares and potentially dilutive equity shares are adjusted retrospectively for all periods presented for any share splits and bonus shares issues including for changes effected prior to the approval of the financial statements by the Board of Directors.

1.17 Income taxes

Income tax expense comprises current and deferred income tax. Income tax expense is recognized in net profit in the statement of comprehensive income except to the extent that it relates to items recognized directly in equity, in which case it is recognized in other comprehensive income. Current income tax for current and prior periods is recognized at the amount expected to be paid to or recovered from the tax authorities, using the tax rates and tax laws that have been enacted or substantively enacted by the balance sheet date. Deferred income tax assets and liabilities are recognized for all temporary differences arising between the tax bases of assets and liabilities and their carrying amounts in the financial statements except when the deferred income tax arises from the initial recognition of goodwill or an asset or liability in a transaction that is not a business combination and affects neither accounting nor taxable profit or loss at the time of the transaction. Deferred tax assets are reviewed at each reporting date and are reduced to the extent that it is no longer probable that the related tax benefit will be realized.

Deferred income tax assets and liabilities are measured using tax rates and tax laws that have been enacted or substantively enacted by the balance sheet date and are expected to apply to taxable income in the years in which those temporary differences are expected to be recovered or settled. The effect of changes in tax rates on deferred income tax assets and liabilities is recognized as income or expense in the period that includes the enactment or the substantive enactment date. A deferred income tax asset is recognized to the extent that it is probable that future taxable profit will be available against which the deductible temporary differences and tax losses can be utilized. Deferred income taxes are not provided on the undistributed earnings of subsidiaries and branches where it is expected that the earnings of the subsidiary or branch will not be distributed in the foreseeable future. The income tax provision for the interim period is made based on the best estimate of the annual average tax rate expected to be applicable for the full financial year. The group offsets current tax assets and current tax liabilities, where it has a legally enforceable right to set off the recognized amounts and where it intends either to settle on a net basis, or to realize the asset and settle the liability simultaneously. Tax benefits of deductions earned on exercise of employee share options in excess of compensation charged to income are credited to share premium.

1.18 Employee benefits

1.18.1 Gratuity

The group has adopted Revised IAS 19 effective April 1, 2013. Pursuant to this adoption, the Group recognizes the net obligation of a defined benefit plan in its balance sheet as an asset or liability. The amended standard requires immediate recognition of the gains and losses through re-measurements of the net defined benefit liability/ (asset) through other comprehensive income. Further it also requires the interest expense (income) on plan assets to be considered in the Profit and Loss to be restricted to the discount rate based on the Government securities yield. The actual return of the portfolio, in excess of such yields is recognised through the other comprehensive income. The Revised IAS 19 also requires effect of any plan amendments to be recognised immediately through the net profits, in the statement of comprehensive income.

The adoption of Revised IAS 19 Employee Benefits did not have a material impact on the consolidated financial statements.

1.18.2 Superannuation

1.18.3 Provident fund

1.18.4 Compensated absences

1.19 Share-based compensation

1.20 Dividends

Final dividends on shares are recorded as a liability on the date of approval by the shareholders and interim dividends are recorded as a liability on the date of declaration by the company's Board of Directors.

1.21 Operating profit

Operating profit for the Group is computed considering the revenues, net of cost of sales, selling and marketing expenses and administrative expenses.

1.22 Other income

Other income is comprised primarily of interest income, dividend income and exchange gain/loss on forward and options contracts and on translation of other assets and liabilities. Interest income is recognized using the effective interest method. Dividend income is recognized when the right to receive payment is established.

1.23 Leases

Leases under which the group assumes substantially all the risks and rewards of ownership are classified as finance leases. When acquired, such assets are capitalized at fair value or present value of the minimum lease payments at the inception of the lease, whichever is lower. Lease payments under operating leases are recognised as an expense on a straight line basis in net profit in the statement of comprehensive income over the lease term.

1.24 Government grants

The Group recognizes government grants only when there is reasonable assurance that the conditions attached to them shall be complied with, and the grants will be received. Government grants related to assets are treated as deferred income and are recognized in net profit in the statement of comprehensive income on a systematic and rational basis over the useful life of the asset. Government grants related to revenue are recognized on a systematic basis in net profit in the statement of comprehensive income over the periods necessary to match them with the related costs which they are intended to compensate.

1.25 Recent accounting pronouncements

1.25.1 Standards issued but not yet effective

IFRS 15 Revenue from Contract with Customers: In May 2014, the International Accounting Standards Board issued IFRS 15, Revenue from Contract with Customers. The core principle of the new standard is that an entity should recognise revenue to depict the transfer of promised goods or services to customers in an amount that reflects the consideration to which the entity expects to be entitled in exchange for those goods or services. Further the new standard requires enhanced disclosures about the nature, amount, timing and uncertainty of revenue and cash flows arising from the entity’s contracts with customers. The standard permits the use of either the retrospective or cumulative effect transition method. The effective date for adoption of IFRS 15 is annual periods beginning on or after January 1, 2017, though early adoption is permitted. The group has not yet selected a transition method and has not yet evaluated the impact of IFRS 15 on the consolidated financial statements.

2. Notes to the consolidated interim financial statements

2.1 Cash and cash equivalents

Cash and cash equivalents consist of the following:

(In crore)

	As of
	September 30, 2014	March 31, 2014
Cash and bank deposits	24,827	22,342
Deposits with corporations	3,605	3,608
	28,432	25,950

Cash and cash equivalents as of September 30, 2014 and March 31, 2014 include restricted cash and bank balances of 351 crore and 318 crore, respectively. The restrictions are primarily on account of cash and bank balances held by irrevocable trusts controlled by the Company, bank balances held as margin money deposits against guarantees and balances held in unclaimed dividend bank accounts.

The deposits maintained by the Group with banks and corporations comprise of time deposits, which can be withdrawn by the Group at any point without prior notice or penalty on the principal.

The table below provides details of cash and cash equivalents:

(In crore)

	As of
	September 30, 2014	March 31, 2014
Current Accounts
ANZ Bank, Taiwan	1	1
Banamex Bank, Mexico	8	–
Bank of America, Mexico	28	4
Bank of America, USA	841	713
Bank of Baroda, Mauritius	1	–
Bank of Tokyo- Mitsubishi UFJ, Ltd., Japan	1	–
Bank Zachodni WBK S.A, Poland	4	–
Barclays Bank, UK	73	112
Bonz Bank, Australia	–	2
China Merchants Bank, China	2	2
China Merchants Bank, China (U.S Dollar Account)	–	2
CIC Bank, France	–	5
Citibank EEFC, India (U.S. Dollar account)	1	–
Citibank N.A, China	30	51
Citibank N.A, Costa Rica	1	1
Citibank N.A., Czech Republic	3	1
Citibank NA, Australia	65	78
Citibank NA, Brazil	40	36
Citibank EEFC, Czech Republic (U.S. Dollar account)	–	1
Citibank N.A., Dubai	1	–
Citibank NA, India	1	2
Citibank NA, Japan	15	11
Citibank NA, New Zealand	7	2
Citibank NA, Singapore	1	4
Citibank NA, South Africa	3	4
Citibank NA, Thailand	1	1
Commerzbank, Germany	8	7
Crédit Industriel et Commercial Bank, France	2	–
Deutsche Bank, India	30	8
Deutsche Bank, Philippines	6	6
Deutsche Bank, Philippines (U.S. Dollar account)	4	29
Deutsche Bank, Poland	5	1
Deutsche Bank-EEFC (Australian Dollar account)	86	8
Deutsche Bank-EEFC (Euro account)	3	8
Deutsche Bank-EEFC (Swiss Franc account)	–	1
Deutsche Bank-EEFC (U.S. Dollar account)	208	64
Deutsche Bank-EEFC (United Kingdom Pound Sterling account)	4	11
Deutsche Bank, Belgium	6	12
Deutsche Bank, Czech Republic	1	2
Deutsche Bank, Czech Republic (Euro account)	10	8
Deutsche Bank, Czech Republic (U.S. Dollar account)	9	14
Deutsche Bank, EEFC (CHF account)	1	–
Deutsche Bank, France	16	5
Deutsche Bank, Germany	16	33
Deutsche Bank, Netherlands	24	17
Deutsche Bank, Russia	–	2
Deutsche Bank, Russia (U.S. Dollar account)	1	13
Deutsche Bank, Singapore	2	10
Deutsche Bank, Spain	2	3
Deutsche Bank, Switzerland	2	3
Deutsche Bank, Switzerland (U.S. Dollar Account)	–	2
Deutsche Bank, United Kingdom	61	74
HDFC Bank-Unclaimed dividend account	1	1
HSBC Bank, Brazil	6	3
HSBC Bank, Hong Kong	29	–
ICICI Bank, India	228	36
ICICI Bank-EEFC (Euro account)	–	1
ICICI Bank-EEFC (U.S. Dollar account)	7	16
ICICI Bank-EEFC (United Kingdom Pound Sterling account)	–	1
ICICI Bank-Unclaimed dividend account	2	2
ING, Belgium	6	3
Nordbanken, Sweden	7	17
Punjab National Bank, India	18	4
Pudong Development Bank, China	7	–
Raiffeisen Bank, Romania	1	1
Royal Bank of Scotland, China	47	38
Royal Bank of Canada, Canada	8	22
Royal Bank of Scotland, China (U.S. Dollar account)	6	6
Shanghai Pudong Development Bank, China	–	1
Santander Bank, Argentina	1	1
State Bank of India, India	1	9
UBS AG (U.S. Dollar Account)	15	1
UBS AG, Switzerland	9	5
UBS AG, Switzerland (United Kingdom Pound Sterling account)	4	–
UBS AG, Switzerland (Euro Account)	7	1
Wells Fargo Bank N.A., USA	23	–
Westpac, Australia	3	5
	2,071	1,548
Deposit Accounts
Andhra Bank	924	753
Allahabad Bank	1,011	1,011
Axis Bank	1,080	1,080
Bank of Baroda	2,205	2,205
Bank of India	2,895	2,541
Canara Bank	2,636	2,353
Central Bank of India	1,555	1,555
Corporation Bank	1,300	1,134
Citibank, China	–	19
Deutsche Bank, Poland	133	125
HDFC Bank	469	–
ICICI Bank	2,987	2,999
IDBI Bank	1,547	1,713
ING Vysya Bank	200	200
Indusind Bank	16	25
Indian Overseas Bank	806	718
Jammu and Kashmir Bank	–	25
Kotak Mahindra Bank	5	25
National Australia Bank Limited, Australia	93	91
Oriental Bank of Commerce	138	91
Punjab National Bank	457	80
South Indian Bank	–	25
State Bank of India	58	58
Syndicate Bank	1,080	863
Union Bank of India	76	20
Vijaya Bank	855	855
Yes Bank	230	230
	22,756	20,794
Deposits with corporations
HDFC Limited	3,605	3,608
	3,605	3,608
Total	28,432	25,950

2.2 Available-for-sale financial assets

Investments in mutual fund units, quoted debt securities and unquoted equity securities are classified as available-for-sale financial assets.

Cost and fair value of the above investments are as follows:

(In crore)

	As of
	September 30, 2014	March 31, 2014
Current
Mutual fund units:
Liquid mutual funds
Cost and fair value	3,621	2,051
Fixed maturity plan securities
Cost	143	143
Gross unrealised holding gains	7	3
Fair value	150	146
	3,771	2,197
Non-current
Quoted debt securities:
Cost	1,360	1,351
Gross unrealised holding gain/ (loss)	(50)	(106)
Fair value	1,310	1,245
Unquoted equity securities:
Cost	4	4
Gross unrealised holding gains	2	3
Fair value	6	7
	1,316	1,252
Total available-for-sale financial assets	5,087	3,449

Mutual fund units:

Liquid mutual funds

The fair value of liquid mutual funds as of September 30, 2014 and March 31, 2014 is 3,621 crore and 2,051 crore, respectively. The fair value is based on quoted price.

Fixed maturity plan securities:

The fair value as of September 30, 2014 and March 31, 2014 is 150 crore and 146 crore, respectively. The net unrealized loss of 1 crore, net of taxes has been recognized in other comprehensive income for the three months ended September 30, 2014. The net unrealized gain of 2 crore, net of taxes has been recognized in other comprehensive income for the six months ended September 30, 2014. The net unrealized gain of 1 crore, net of taxes has been recognized in other comprehensive income for the three months and six months ended September 30, 2013, respectively. The fair value is based on quotes reflected in actual transactions in similar instruments. (Refer to note 2.16)

Quoted debt securities:

The fair value of quoted debt securities as of September 30, 2014 and March 31, 2014 is 1,310 crore and 1,245 crore, respectively. The net unrealized gain of 31 crore and 44 crore, net of taxes has been recognized in other comprehensive income for the three months and six months ended September 30, 2014 respectively. The net unrealized loss of 20 crore and 21 crore, net of taxes of 3 crore each has been recognized in other comprehensive income for the three months and six months ended September 30, 2013, respectively. The fair value is based on the quoted prices. (Refer to note 2.16)

Unquoted equity securities:

As of September 30, 2014 the 21,54,100 shares held in OnMobile Systems Inc, U.S.A, were fair valued at 6 crore and the resultant unrealized loss of 2 crore, net of taxes of less than 1 crore has been recognized in other comprehensive income for the three months ended September 30, 2014. The resultant unrealized loss of 1 crore, net of taxes of less than 1 crore has been recognized in other comprehensive income for the six months ended September 30, 2014. Unrealized loss of 1 crore, net of taxes of less than 1 crore and 1 crore respectively, has been recognized in other comprehensive income for the three months and six months ended September 30, 2013. The fair value has been derived based on an agreed upon exchange ratio between these unquoted equity securities and quoted prices of the underlying marketable equity securities.

2.3 Business combinations

During the year ended March 31, 2010, Infosys BPO acquired 100% of the voting interests in Infosys McCamish Systems LLC (McCamish), a business process solutions provider based in Atlanta, Georgia, in the United States. The business acquisition was conducted by entering into Membership Interest Purchase Agreement for a cash consideration of 173 crore and a contingent consideration of upto 93 crore. The fair value of contingent consideration and its undiscounted value on the date of acquisition was 40 crore and 67 crore, respectively.

The payment of contingent consideration was dependent upon the achievement of certain revenue targets and net margin targets by McCamish over a period of 4 years ending March 31, 2014. Further, contingent to McCamish signing any deal with total revenues of USD 100 million or more, the aforesaid period could be extended by 2 years.

The fair value of the contingent consideration was determined by discounting the estimated amount payable to the previous owners of McCamish on achievement of certain financial targets. The key inputs used for the determination of fair value of contingent consideration were the discount rate of 13.9% and the probabilities of achievement of the net margin and the revenue targets ranging from 50% to 100%.

During the year ended March 31, 2013, pursuant to McCamish entering into the asset purchase agreement with Seabury & Smith Inc., an assessment of the probability of McCamish achieving the required revenue and net margin targets pertaining to contingent consideration was conducted. The assessment was based on the actual and projected revenues and net margins pertaining to McCamish post consummation of the asset purchase transaction. The fair value of the contingent consideration and its related undiscounted value was determined at 17 crore and 23 crore, respectively. The contingent consideration was estimated to be in the range between 23 crore and 33 crore.

During March 2014, an assessment of the probability of McCamish achieving the required revenue and net margin targets pertaining to the contingent consideration was conducted. The entire contingent consideration was reversed in the statement of comprehensive income as it was estimated that the liability is no longer required.

During the year ended March 31, 2013, McCamish entered into an asset purchase agreement with Seabury & Smith Inc., a company providing back office services to life insurers, to purchase its BPO division for a cash consideration of 5 crore and a deferred consideration of 5 crore. Consequent to the transaction, intangible assets on customer contracts and relationships of 5 crore, intangible software of 1 crore and goodwill of 4 crore has been recorded. The intangible customer contracts and relationships and software are amortized over a period of five years and four months, respectively, being management’s estimate of its useful life, based on the life over which economic benefits are expected to be realized. During the year ended March 31,2014, based on an assessment made by the management, deferred consideration of 5 crore has been reversed in the statement of comprehensive income, as the same is no longer payable.

On October 22, 2012, Infosys acquired 100% of the voting interests in Lodestone Holding AG, a global management consultancy firm headquartered in Zurich. The business acquisition was conducted by entering into a share purchase agreement for a cash consideration of 1,187 crore and an additional consideration of upto 608 crore, which the company refers to as deferred purchase price, estimated on the date of acquisition, payable to the selling shareholders of Lodestone Holding AG who are continuously employed or otherwise engaged by the Group during the three year period following the date of the acquisition.

As per the share purchase agreement, approximately 608 crore, referred to as deferred purchase price, is payable on the third anniversary of the acquisition date to the selling shareholders of Lodestone who will be continuously employed or otherwise engaged by the Group during the three year period from the date of acquisition. This transaction is treated as post acquisition employee remuneration expense as per IFRS 3R. For the three months and six months ended September 30, 2014 and September 30, 2013, a post-acquisition employee remuneration expense of 60 crore and 46 crore and 116 crore and 84 crore respectively, is recorded in cost of sales in the statement of comprehensive income. As of September 30, 2014 and March 31, 2014, the liability towards deferred purchase price amounted to 342 crore and 255 crore, respectively.

2.4 Prepayments and other assets

Prepayments and other assets consist of the following:

(In crore)

	As of
	September 30, 2014	March 31, 2014
Current
Rental deposits	21	10
Security deposits with service providers	8	10
Loans and advances to employees	233	208
Prepaid expenses⁽¹⁾	84	116
Interest accrued and not due	80	21
Withholding taxes⁽¹⁾	1,283	1,052
Advance payments to vendors for supply of goods⁽¹⁾	52	92
Deposit with corporations	967	979
Premiums held in trust⁽²⁾	18	135
Other assets	15	13
	2,761	2,636
Non-current
Loans and advances to employees	45	38
Deposit with corporation	49	43
Rental deposits	51	60
Security deposits with service providers	62	60
Prepaid expenses⁽¹⁾	10	9
Prepaid gratuity and other benefits⁽¹⁾	55	10
	272	220
	3,033	2,856
Financial assets in prepayments and other assets	1,549	1,577

⁽¹⁾	Non financial assets
⁽²⁾	Represents premiums collected from policyholders and payable to insurance providers by a service provider maintaining the amounts in fiduciary capacity

Deposit with corporations represents amounts deposited to settle certain employee-related obligations as and when they arise during the normal course of business.

2.5 Property, plant and equipment

Following are the changes in the carrying value of property, plant and equipment for the three months ended September 30, 2014:

(In crore)

	Land	Buildings	Plant and machinery	Computer equipment	Furniture and fixtures	Vehicles	Capital work-in-progress	Total
Gross carrying value as of July 1, 2014	1,299	5,086	1,733	2,766	1,019	34	1,917	13,854
Additions	229	245	127	162	50	–	–	813
Deletions	–	–	(3)	(24)	–	–	(274)	(301)
Translation difference	–	–	2	1	–	(1)	–	2
Gross carrying value as of September 30, 2014	1,528	5,331	1,859	2,905	1,069	33	1,643	14,368
Accumulated depreciation as of July 1, 2014	–	(1,838)	(1,100)	(2,034)	(718)	(18)	–	(5,708)
Depreciation	(15)	(46)	(73)	(94)	(45)	(2)	–	(275)
Accumulated depreciation on deletions	–	–	1	14	–	–	–	15
Translation difference	–	–	–	(3)	(1)	2	–	(2)
Accumulated depreciation as of September 30, 2014	(15)	(1,884)	(1,172)	(2,117)	(764)	(18)	–	(5,970)
Carrying value as of July 1, 2014	1,299	3,248	633	732	301	16	1,917	8,146
Carrying value as of September 30, 2014	1,513	3,447	687	788	305	15	1,643	8,398

Proceeds on the sale of property, plant and equipment during the three months ended September 30, 2014 was 1 Crore.

Following are the changes in the carrying value of property, plant and equipment for the three months ended September 30, 2013

(In crore)

	Land	Buildings	Plant and machinery	Computer equipment	Furniture and fixtures	Vehicles	Capital work-in-progress	Total
Gross carrying value as of July 1, 2013	853	4,255	1,296	1,997	840	29	1,940	11,210
Additions	94	125	55	225	57	3	77	636
Deletions	–	–	–	(1)	(1)	(2)	–	(4)
Translation difference	–	–	3	15	13	3	–	34
Gross carrying value as of September 30, 2013	947	4,380	1,354	2,236	909	33	2,017	11,876
Accumulated depreciation as of July 1, 2013	–	(1,567)	(890)	(1,451)	(608)	(16)	–	(4,532)
Depreciation	–	(72)	(51)	(162)	(29)	(1)	–	(315)
Accumulated depreciation on deletions	–	–	–	1	1	1	–	3
Translation difference	–	–	(2)	(10)	(10)	–	–	(22)
Accumulated depreciation as of September 30, 2013	–	(1,639)	(943)	(1,622)	(646)	(16)	–	(4,866)
Carrying value as of July 1, 2013	853	2,688	406	546	232	13	1,940	6,678
Carrying value as of September 30, 2013	947	2,741	411	614	263	17	2,017	7,010

Proceeds on the sale of property, plant and equipment during the three months ended September 30, 2013 was less than 1 crore.

Following are the changes in the carrying value of property, plant and equipment for the six months ended September 30, 2014

(In crore)

	Land	Buildings	Plant and machinery	Computer equipment	Furniture and fixtures	Vehicles	Capital work-in-progress	Total
Gross carrying value as of April 1, 2014	1,140	5,026	1,702	2,659	1,017	36	1,832	13,412
Additions	388	305	167	275	64	1	85	1,285
Deletions	–	–	(11)	(31)	(12)	(3)	(274)	(331)
Translation difference	–	–	1	2	–	(1)	–	2
Gross carrying value as of September 30, 2014	1,528	5,331	1,859	2,905	1,069	33	1,643	14,368
Accumulated depreciation as of April 1, 2014	–	(1,794)	(1,048)	(1,965)	(700)	(18)	–	(5,525)
Depreciation	(15)	(90)	(133)	(170)	(76)	(3)	–	(487)
Accumulated depreciation on deletions	–	–	9	21	12	2	–	44
Translation difference	–	–	–	(3)	–	1	–	(2)
Accumulated depreciation as of September 30, 2014	(15)	(1,884)	(1,172)	(2,117)	(764)	(18)	–	(5,970)
Carrying value as of April 1, 2014	1,140	3,232	654	694	317	18	1,832	7,887
Carrying value as of September 30, 2014	1,513	3,447	687	788	305	15	1,643	8,398

Proceeds on the sale of property, plant and equipment during the six months ended September 30, 2014 was 2 crore.

Following are the changes in the carrying value of property, plant and equipment for the six months ended September 30, 2013

(In crore)

	Land	Buildings	Plant and machinery	Computer equipment	Furniture and fixtures	Vehicles	Capital work-in-progress	Total
Gross carrying value as of April 1, 2013	850	4,199	1,254	1,887	800	26	1,660	10,676
Additions	97	181	92	322	80	6	357	1,135
Deletions	–	–	(1)	(9)	(1)	(3)	–	(14)
Translation difference	–	–	9	36	30	4	–	79
Gross carrying value as of September 30, 2013	947	4,380	1,354	2,236	909	33	2,017	11,876
Accumulated depreciation as of April 1, 2013	–	(1,497)	(835)	(1,304)	(558)	(14)	–	(4,208)
Depreciation	–	(142)	(104)	(303)	(66)	(2)	–	(617)
Accumulated depreciation on deletions	–	–	1	9	1	2	–	13
Translation difference	–	–	(5)	(24)	(23)	(2)	–	(54)
Accumulated depreciation as of September 30, 2013	–	(1,639)	(943)	(1,622)	(646)	(16)	–	(4,866)
Carrying value as of April 1, 2013	850	2,702	419	583	242	12	1,660	6,468
Carrying value as of September 30, 2013	947	2,741	411	614	263	17	2,017	7,010

Proceeds on the sale of property, plant and equipment during the six months ended September 30, 2013 was 1 crore.

Following are the changes in the carrying value of property, plant and equipment for the year ended March 31, 2014:

(In crore)

	Land	Buildings	Plant and machinery	Computer equipment	Furniture and fixtures	Vehicles	Capital work-in-progress	Total
Gross carrying value as of April 1, 2013	850	4,199	1,254	1,887	800	26	1,660	10,676
Additions	291	827	445	760	200	11	357	2,891
Deletions	(1)	–	(3)	(27)	(2)	(5)	(185)	(223)
Translation difference	–	–	6	39	19	4	–	68
Gross carrying value as of March 31, 2014	1,140	5,026	1,702	2,659	1,017	36	1,832	13,412
Accumulated depreciation as of April 1, 2013	–	(1,497)	(835)	(1,304)	(558)	(14)	–	(4,208)
Depreciation	–	(297)	(213)	(657)	(129)	(5)	–	(1,301)
Accumulated depreciation on deletions	–	–	3	27	2	3	–	35
Translation difference	–	–	(3)	(31)	(15)	(2)	–	(51)
Accumulated depreciation as of March 31, 2014	–	(1,794)	(1,048)	(1,965)	(700)	(18)	–	(5,525)
Carrying value as of April 1, 2013	850	2,702	419	583	242	12	1,660	6,468
Carrying value as of March 31, 2014	1,140	3,232	654	694	317	18	1,832	7,887

Proceeds on the sale of property, plant and equipment during the year ended March 31, 2014 was 3 crore.

During the three months ended June 30, 2014, the management based on internal and external technical evaluation reassessed the remaining useful life of assets primarily consisting of buildings and computers with effect from April 1, 2014. Accordingly the useful lives of certain assets required a change from the previous estimates.

The existing and revised useful lives are as below:

Category of assets	Existing useful life (Years)	Revised useful life (Years)
Building	15	22-25
Plant and machinery	5	5
Computer equipment	2-5	3-5
Furniture and fixtures	5	5
Vehicles	5	5

Had the group continued with the previously assessed useful lives, charge for depreciation and cost of sales for the three months and six months ended September 30, 2014 would have been higher by 119 crore and 255 crore, respectively on assets held at April 1, 2014. The revision of the useful lives will result in the following changes in the depreciation expense as compared to the original useful life of the assets.

(In crore)

Particulars	Fiscal 2015	Fiscal 2016	After Fiscal 2016
Increase / (decrease) in depreciation expense	(435)	(144)	579

The depreciation expense is included in cost of sales in the consolidated statement of comprehensive income.

Carrying value of land includes 614 crore and 359 crore as of September 30, 2014 and March 31, 2014, respectively, towards deposits paid under certain lease-cum-sale agreements to acquire land including agreements where the Company has an option to purchase or renew the properties on expiry of the lease period. The contractual commitments for capital expenditure were 1,695 crore and 1,363 crore, as of September 30, 2014 and March 31, 2014, respectively.

2.6 Goodwill and intangible assets

Following is a summary of changes in the carrying amount of goodwill:

(In crore)

	As of
	September 30, 2014	March 31, 2014
Carrying value at the beginning	2,157	1,976
Translation differences	(60)	181
Carrying value at the end	2,097	2,157

Effective quarter ended March 31, 2014, the company reorganized its business to strengthen its focus on growing existing client relationships and increasing market share through service differentiation and operational agility. Consequent to the internal reorganization there were changes effected in the segments based on the “management approach” as defined in IFRS 8, Operating Segments. (Refer Note 2.19). Accordingly the goodwill has been allocated to the new operating segments as at September 30, 2014 and March 31, 2014.

(In crore)

Segment	As of
	September 30, 2014	March 31, 2014
Financial services	433	448
Insurance	304	302
Manufacturing	441	458
Energy, Communication and services	205	212
Resources & utilities	94	97
Retail, Consumer packaged goods and logistics	311	321
Life Sciences and Healthcare	126	130
Growth Markets	183	189
Total	2,097	2,157

The entire goodwill relating to Infosys BPO’s acquisition of McCamish has been allocated to the groups of CGU’s which are represented by the Insurance segment.

The goodwill relating to Infosys Lodestone and Portland acquisitions has been allocated to the groups of CGU’s which are represented by the entity’s operating segment

	In %
Long term growth rate	8-10
Operating margins	17-20
Discount rate	13.2

The above discount rate is based on the Weighted Average Cost of Capital (WACC) of the Company. These estimates are likely to differ from future actual results of operations and cash flows

Following are the changes in the carrying value of acquired intangible assets for the three months ended September 30, 2014:

(In crore)

	Customer related	Software related	Sub-contracting rights related	Intellectual property rights related	Land use- rights related	Brand	Others	Total
Gross carrying value as of July 1, 2014	381	35	21	11	68	28	9	553
Additions	–	–	–	–	–	–	–	–
Translation differences	(11)	1	–	–	2	(1)	–	(9)
Gross carrying value as of September 30, 2014	370	36	21	11	70	27	9	544
Accumulated amortization as of July 1, 2014	(136)	(26)	(21)	(11)	(4)	(23)	(8)	(229)
Amortization expense	(9)	(1)	–	–	(1)	(4)	(1)	(16)
Translation differences	1	(1)	–	–	1	1	–	2
Accumulated amortization as of September 30, 2014	(144)	(28)	(21)	(11)	(4)	(26)	(9)	(243)
Carrying value as of July 1, 2014	245	9	–	–	64	5	1	324
Carrying value as of September 30, 2014	226	8	–	–	66	1	–	301

Following are the changes in the carrying value of acquired intangible assets for the three months ended September 30, 2013:

(In crore)

	Customer related	Software related	Sub-contracting rights related	Intellectual property rights related	Land use- rights related	Brand	Others	Total
Gross carrying value as of July 1, 2013	365	34	21	11	68	26	9	534
Additions	–	–	–	–	–	–	–	–
Translation differences	26	2	–	–	4	3	–	35
Gross carrying value as of September 30, 2013	391	36	21	11	72	29	9	569
Accumulated amortization as of July 1, 2013	(92)	(22)	(14)	(11)	(1)	(9)	(4)	(153)
Amortization expense	(11)	(1)	(1)	–	–	(4)	(1)	(18)
Translation differences	(3)	(2)	–	–	(2)	–	–	(7)
Accumulated amortization as of September 30, 2013	(106)	(25)	(15)	(11)	(3)	(13)	(5)	(178)
Carrying value as of July 1, 2013	273	12	7	–	67	17	5	381
Carrying value as of September 30, 2013	285	11	6	–	69	16	4	391

Following are the changes in the carrying value of acquired intangible assets for the six months ended September 30, 2014:

(In crore)

	Customer related	Software related	Sub-contracting rights related	Intellectual property rights related	Land use- rights related	Brand	Others	Total
Gross carrying value as of April 1, 2014	381	35	21	11	68	28	9	553
Additions	–	–	–	–	–	–	–	–
Translation differences	(11)	1	–	–	2	(1)	–	(9)
Gross carrying value as of September 30, 2014	370	36	21	11	70	27	9	544
Accumulated amortization as of April 1, 2014	(125)	(26)	(19)	(11)	(3)	(20)	(7)	(211)
Amortization expense	(20)	(2)	(2)	–	(1)	(7)	(2)	(34)
Translation differences	1	–	–	–	–	1	–	2
Accumulated amortization as of September 30, 2014	(144)	(28)	(21)	(11)	(4)	(26)	(9)	(243)
Carrying value as of April 1, 2014	256	9	2	–	65	8	2	342
Carrying value as of September 30, 2014	226	8	–	–	66	1	–	301

Following are the changes in the carrying value of acquired intangible assets for the six months ended September 30, 2013:

(In crore)

	Customer related	Software related	Sub-contracting rights related	Intellectual property rights related	Land use- rights related	Brand	Others	Total
Gross carrying value as of April 1, 2013	341	32	21	11	61	24	9	499
Additions	–	–	–	–	–	–	–	–
Translation differences	50	4	–	–	11	5	–	70
Gross carrying value as of September 30, 2013	391	36	21	11	72	29	9	569
Accumulated amortization as of April 1, 2013	(80)	(19)	(12)	(11)	(1)	(5)	(3)	(131)
Amortization expense	(21)	(2)	(3)	–	–	(7)	(2)	(35)
Translation differences	(5)	(4)	–	–	(2)	(1)	–	(12)
Accumulated amortization as of September 30, 2013	(106)	(25)	(15)	(11)	(3)	(13)	(5)	(178)
Carrying value as of April 1, 2013	261	13	9	–	60	19	6	368
Carrying value as of September 30, 2013	285	11	6	–	69	16	4	391

Following are the changes in the carrying value of acquired intangible assets for the year ended March 31, 2014:

(In crore)

	Customer related	Software related	Sub-contracting rights related	Intellectual property rights related	Land use- rights related	Brand	Others	Total
Gross carrying value as of April 1, 2013	341	32	21	11	61	24	9	499
Additions	–	–	–	–	–	–	–	–
Translation differences	40	3	–	–	7	4	–	54
Gross carrying value as of March 31, 2014	381	35	21	11	68	28	9	553
Accumulated amortization as of April 1, 2013	(80)	(19)	(12)	(11)	(1)	(5)	(3)	(131)
Amortization expense	(43)	(4)	(7)	–	(1)	(14)	(4)	(73)
Translation differences	(2)	(3)	–	–	(1)	(1)	–	(7)
Accumulated amortization as of March 31, 2014	(125)	(26)	(19)	(11)	(3)	(20)	(7)	(211)
Carrying value as of April 1, 2013	261	13	9	–	60	19	6	368
Carrying value as of March 31, 2014	256	9	2	–	65	8	2	342

The estimated useful lives and remaining useful life of intangible assets as of September 30, 2014 are as follows:

(in years)

Intangible asset	Asset acquisition / Business combination	Useful life	Remaining Useful life
Sub-contracting rights	Asset acquisition	3	1
Land use rights	Asset acquisition	50	47
Software	Asset acquisition	5	2
Customer contracts and relationships	Philips BPO	7	–
Customer contracts and relationships	McCamish	9	4
Customer contracts and relationships	Portland	10	7
Customer contracts and relationships	Seabury and Smith	5	3
Customer contracts	Lodestone	2	–
Customer relationships	Lodestone	10	8
Brand	Lodestone	2	–

The amortization expense is included in cost of sales in the consolidated statement of comprehensive income.

Research and development expense recognized in net profit in the consolidated statement of comprehensive income, for the three months and six months ended September 30, 2014 and September 30, 2013 was 162 crore and 265 crore and 327 crore and 512 crore, respectively

2.7 Financial instruments

Financial instruments by category

The carrying value and fair value of financial instruments by categories as of September 30, 2014 were as follows:

(In crore)

	Loans and receivables	Financial assets/ liabilities at fair value through profit and loss	Available for sale	Trade and other payables	Total carrying value/fair value
Assets:
Cash and cash equivalents (Refer Note 2.1)	28,432	–	–	–	28,432
Available-for-sale financial assets (Refer Note 2.2)	–	–	5,087	–	5,087
Investment in certificates of deposit	103	–	–	–	103
Trade receivables	9,040	–	–	–	9,040
Unbilled revenue	2,948	–	–	–	2,948
Prepayments and other assets (Refer Note 2.4)	1,549	–	–	–	1,549
Derivative financial instruments	–	45	–	–	45
Total	42,072	45	5,087	–	47,204
Liabilities:
Trade payables	–	–	–	135	135
Derivative financial instruments	–	25	–	–	25
Client deposits	–	–	–	25	25
Employee benefit obligations	–	–	–	1,017	1,017
Other liabilities (Refer Note 2.9)	–	–	–	4,735	4,735
Total	–	25	–	5,912	5,937

The carrying value and fair value of financial instruments by categories as of March 31, 2014 were as follows

(In crore)

	Loans and receivables	Financial assets/ liabilities at fair value through profit and loss	Available for sale	Trade and other payables	Total carrying value/fair value
Assets:
Cash and cash equivalents (Refer Note 2.1)	25,950	–	–	–	25,950
Available-for-sale financial assets (Refer Note 2.2)	–	–	3,449	–	3,449
Investment in certificates of deposit	859	–	–	–	859
Trade receivables	8,351	–	–	–	8,351
Unbilled revenue	2,811	–	–	–	2,811
Prepayments and other assets (Refer Note 2.4)	1,577	–	–	–	1,577
Derivative financial instruments	–	215	–	–	215
Total	39,548	215	3,449	–	43,212
Liabilities:
Trade payables	–	–	–	173	173
Client deposits	–	–	–	40	40
Employee benefit obligations	–	–	–	954	954
Other liabilities (Refer Note 2.9)	–	–	–	4,110	4,110
Total	–	–	–	5,277	5,277

Fair value hierarchy

Level 1 - Quoted prices (unadjusted) in active markets for identical assets or liabilities.

Level 2 - Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (i.e. as prices) or indirectly (i.e. derived from prices)

Level 3 - Inputs for the assets or liabilities that are not based on observable market data (unobservable inputs).

The following table presents fair value hierarchy of assets and liabilities measured at fair value on a recurring basis as of September 30, 2014:

(In crore)

	As of September 30, 2014	Fair value measurement at end of the reporting period/year using
		Level 1	Level 2	Level 3
Assets
Available- for- sale financial asset- Investments in liquid mutual fund units (Refer Note 2.2)	3,621	3,621	–	–
Available- for- sale financial asset- Investments in fixed maturity plan securities (Refer Note 2.2)	150	–	150	–
Available- for- sale financial asset- Investments in quoted debt securities (Refer Note 2.2)	1,310	1,310	–	–
Available- for- sale financial asset- Investments in unquoted equity instruments (Refer Note 2.2)	6	–	6	–
Derivative financial instruments - gain on outstanding foreign exchange forward and option contracts	45	–	45	–
Liabilities
Derivative financial instruments - loss on outstanding foreign exchange forward and option contracts	25	–	25	–

The following table presents fair value hierarchy of assets and liabilities measured at fair value on a recurring basis as of March 31, 2014:

(In crore)

	As of March 31, 2014	Fair value measurement at end of the reporting period/year using
		Level 1	Level 2	Level 3
Assets
Available- for- sale financial asset- Investments in liquid mutual fund units (Refer Note 2.2)	2,051	2,051	–	–
Available- for- sale financial asset- Investments in fixed maturity plan securities (Refer Note 2.2)	146	–	146	–
Available- for- sale financial asset- Investments in quoted debt securities (Refer Note 2.2)	1,245	1,245	–	–
Available- for- sale financial asset- Investments in unquoted equity instruments (Refer Note 2.2)	7	–	7	–
Derivative financial instruments- gain on outstanding foreign exchange forward and option contracts	215	–	215	–
Liabilities
Derivative financial instruments- loss on outstanding foreign exchange forward and option contracts	–	–	–	–

Income from financial assets or liabilities that are not at fair value through profit or loss is as follows:

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Interest income on deposits and certificates of deposit	644	522	1,258	1,037
Income from available-for-sale financial assets	70	62	149	104
	714	584	1,407	1,141

Derivative financial instruments

The following table gives details in respect of outstanding foreign exchange forward and option contracts:

	September 30, 2014		March 31, 2014
	In million	In crore	In million	In crore
Forward contracts
In U.S. dollars	752	4,644	751	4,500
In Euro	68	524	64	531
In United Kingdom Pound Sterling	72	718	77	772
In Australian dollars	85	457	75	415
Option contracts
In U.S. dollars	–	–	20	120
Total forwards and options		6,343		6,338

The Group recognized a net gain on derivative financial instruments of 84 crore and 160 crore during the three months and six months ended September 30, 2014 as against a net loss on derivative financial instruments of 375 crore and 793 crore during the three months and six months ended September 30, 2013 which are included in other income.

The foreign exchange forward and option contracts mature within twelve months. The table below analyzes the derivative financial instruments into relevant maturity groupings based on the remaining period as of the balance sheet date:

(In crore)

	As of
	September 30, 2014	March 31, 2014
Not later than one month	1,226	1,185
Later than one month and not later than three months	2,911	2,795
Later than three months and not later than one year	2,206	2,358
	6,343	6,338

Financial risk management

Financial risk factors

The Group's activities expose it to a variety of financial risks: market risk, credit risk and liquidity risk. The Group's primary focus is to foresee the unpredictability of financial markets and seek to minimize potential adverse effects on its financial performance. The primary market risk to the Group is foreign exchange risk. The Group uses derivative financial instruments to mitigate foreign exchange related risk exposures. The Group's exposure to credit risk is influenced mainly by the individual characteristic of each customer and the concentration of risk from the top few customers. The demographics of the customer including the default risk of the industry and country in which the customer operates also has an influence on credit risk assessment.

Market risk

The Group operates internationally and a major portion of the business is transacted in several currencies and consequently the Group is exposed to foreign exchange risk through its sales and services in the United States and elsewhere, and purchases from overseas suppliers in various foreign currencies. The Group holds derivative financial instruments such as foreign exchange forward and option contracts to mitigate the risk of changes in exchange rates on foreign currency exposures. The exchange rate between the rupee and foreign currencies has changed substantially in recent years and may fluctuate substantially in the future. Consequently, the results of the Group’s operations are adversely affected as the rupee appreciates/ depreciates against these currencies.

The following table gives details in respect of the outstanding foreign exchange forward and option contracts:

(In crore)

	As of
	September 30, 2014	March 31, 2014
Aggregate amount of outstanding forward and option contracts	6,343	6,338
Gain on outstanding forward and option contracts	45	215
Loss on outstanding forward and option contracts	25	–

The outstanding foreign exchange forward and option contracts as of September 30, 2014 and March 31, 2014, mature within twelve months.

The following table analyzes foreign currency risk from financial instruments as of September 30, 2014

(In crore)

	U.S. dollars	Euro	United Kingdom Pound Sterling	Australian dollars	Other currencies	Total
Cash and cash equivalents	1,118	101	142	247	408	2,016
Trade receivables	5,971	1,048	536	525	599	8,679
Unbilled revenue	1,708	423	137	159	231	2,658
Other assets	100	49	18	13	58	238
Trade payables	(44)	(10)	(6)	(6)	(55)	(121)
Client deposits	(8)	(14)	–	(1)	(2)	(25)
Accrued expenses	(555)	(158)	(60)	(26)	(179)	(978)
Employee Benefit obligations	(394)	(74)	(35)	(136)	(108)	(747)
Other liabilities	(723)	(110)	(35)	(24)	(428)	(1,320)
Net assets / (liabilities)	7,173	1,255	697	751	524	10,400

The following table analyzes foreign currency risk from financial instruments as of March 31, 2014

(In crore)

	U.S. dollars	Euro	United Kingdom Pound Sterling	Australian dollars	Other currencies	Total
Cash and cash equivalents	865	102	198	182	376	1,723
Trade receivables	5,378	1,093	610	519	449	8,049
Unbilled revenue	1,624	383	132	194	247	2,580
Other assets	72	39	15	10	52	188
Trade payables	(19)	(17)	(8)	(2)	(98)	(144)
Client deposits	(18)	(17)	–	–	(5)	(40)
Accrued expenses	(763)	(156)	(61)	(34)	(184)	(1,198)
Employee benefit obligations	(382)	(73)	(40)	(133)	(98)	(726)
Other liabilities	(449)	(33)	(3)	(51)	(299)	(835)
Net assets / (liabilities)	6,308	1,321	843	685	440	9,597

For the three months ended September 30, 2014 and September 30, 2013, every percentage point depreciation / appreciation in the exchange rate between the Indian rupee and U.S. dollar, has affected the Company's incremental operating margins by approximately 0.54% and 0.46%, respectively.

For the six months ended September 30, 2014 and September 30, 2013, every percentage point depreciation / appreciation in the exchange rate between the Indian rupee and U.S. dollar, has affected the Company's incremental operating margins by approximately 0.53% and 0.46%, respectively.

Credit risk

Credit risk refers to the risk of default on its obligation by the counterparty resulting in a financial loss. The maximum exposure to the credit risk at the reporting date is primarily from trade receivables amounting to 9,040 crore and 8,351 crore as of September 30, 2014 and March 31, 2014, respectively and unbilled revenue amounting to 2,948 crore and 2,811 crore as of September 30, 2014 and March 31, 2014, respectively. Trade receivables and unbilled revenue are typically unsecured and are derived from revenue earned from customers primarily located in the United States. Credit risk is managed through credit approvals, establishing credit limits and continuously monitoring the creditworthiness of customers to which the Group grants credit terms in the normal course of business.

The following table gives details in respect of percentage of revenues generated from top customer and top five customers:

(In %)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Revenue from top customer	3.4	3.9	3.4	3.9
Revenue from top five customers	13.6	15.0	13.7	14.9

Financial assets that are neither past due nor impaired

Cash and cash equivalents, available-for-sale financial assets and investment in certificates of deposit are neither past due nor impaired. Cash and cash equivalents include deposits with banks and corporations with high credit-ratings assigned by international and domestic credit-rating agencies. Available-for-sale financial assets include investment in liquid mutual fund units, quoted debt securities and unquoted equity securities. Certificates of deposit represent funds deposited at a bank or other eligible financial institution for a specified time period. Investment in quoted debt securities represents the investments made in debt securities issued by government and quasi government organizations. Of the total trade receivables, 6,577 crore and 6,377 crore as of September 30, 2014 and March 31, 2014, respectively, were neither past due nor impaired.

There is no other class of financial assets that is not past due but impaired except for trade receivables of 27 crore and 18 crore as of September 30, 2014 and March 31, 2014, respectively

Financial assets that are past due but not impaired

The Group’s credit period generally ranges from 30-60 days. The age analysis of the trade receivables have been considered from the due date. The age wise break up of trade receivables, net of allowances of 354 crore and 196 crore as of September 30, 2014 and March 31, 2014, respectively, that are past due, is given below:

(In crore)

Period (in days)	As of
	September 30, 2014	March 31, 2014
Less than 30	1,494	1,369
31 – 60	507	252
61 – 90	226	124
More than 90	236	229
	2,463	1,974

The provision for doubtful trade receivables for the three months and six months ended September 30, 2014 and September 30, 2013 was 54 crore and 33 crore and 169 crore and 71 crore, respectively. The movement in the provision for doubtful accounts receivables is as follows:

(In crore)

	Three months ended September 30,		Six months ended September 30,		Year ended March 31,
	2014	2013	2014	2013	2014
Balance at the beginning	329	136	214	95	95
Translation differences	1	6	2	15	6
Provisions for doubtful accounts receivable (refer note 2.10)	54	33	169	71	138
Trade receivables written off	(3)	(14)	(4)	(20)	(25)
Balance at the end	381	161	381	161	214

Liquidity risk

As of September 30, 2014, the Group had a working capital of 36,449 crore including cash and cash equivalents of 28,432 crore, current available-for-sale financial assets of 3,771 crore and investment in certificates of deposit of 103 crore. As of March 31, 2014, the Group had a working capital of 33,881 crore including cash and cash equivalents of 25,950 crore, current available-for-sale financial assets of 2,197 crore and investment in certificates of deposit 859 crore.

As of September 30, 2014 and March 31, 2014, the outstanding employee benefit obligations were 1,017 crore and 954 crore, respectively, which have been substantially funded. Further, as of September 30, 2014 and March 31, 2014, the Group had no outstanding bank borrowings. Accordingly, no liquidity risk is perceived.

The table below provides details regarding the contractual maturities of significant financial liabilities as of September 30, 2014:

(In crore)

Particulars	Less than 1 year	1-2 years	2-4 years	4-7 years	Total
Trade payables	135	–	–	–	135
Client deposits	25	–	–	–	25
Other liabilities ( excluding liabilities towards acquisition and incentive accruals - Refer Note 2.9)	4,391	–	–	–	4,391
Incentive accruals on an undiscounted basis (Refer note 2.9)	–	–	11	–	11
Liability towards other acquisitions on an undiscounted basis (Refer Note 2.9)	–	421	–	–	421

The table below provides details regarding the contractual maturities of significant financial liabilities as of March 31, 2014:

(In crore)

Particulars	Less than 1 year	1-2 years	2-4 years	4-7 years	Total
Trade payables	173	–	–	–	173
Client deposits	40	–	–	–	40
Other liabilities ( excluding liabilities towards acquisition and incentive accruals - Refer Note 2.9)	3,832	–	–	–	3,832
Incentive accruals on an undiscounted basis (Refer note 2.9)	–	23	–	–	23
Liability towards other acquisitions on an undiscounted basis (Refer Note 2.9)	–	330	–	–	330

As of September 30, 2014 and March 31, 2014, the group had outstanding financial guarantees of 40 crore and 37 crore, respectively, towards leased premises. These financial guarantees can be invoked upon breach of any term of the lease agreement. To the group’s knowledge there has been no breach of any term of the lease agreement as of September 30, 2014 and March 31, 2014.

Offsetting of financial assets and financial liabilities:

The following table provides quantitative information about offsetting of derivative financial assets and derivative financial liabilities:

(In crore)

	As of September 30, 2014		As of March 31, 2014
	Derivative financial asset	Derivative financial liability	Derivative financial asset	Derivative financial liability
Gross amount of recognised financial asset/liability	55	(35)	215	–
Amount set off	(10)	10	–	–
Net amount presented in balance sheet	45	(25)	215	–

2.8 Provisions

Provisions comprise the following:

(In crore)

	As of
	September 30, 2014	March 31, 2014
Provision for post sales client support and other provisions	409	379
Provisions towards visa related matters (Refer note 2.21)	–	–
	409	379

Provision for post sales client support and other provisions represents cost associated with providing post sales support services which are accrued at the time of recognition of revenues and are expected to be utilized over a period of 6 months to 1 year. The movement in the provision for post sales client support and other provisions is as follows

(In crore)

	Three months ended September 30, 2014	Six months ended September 30, 2014
Balance at the beginning	374	379
Provision recognized/ (reversed)	51	69
Provision utilized	(14)	(38)
Translation difference	(2)	(1)
Balance at the end	409	409

Provision for post sales client support and other provisions for the three months and six months ended September 30, 2014 and September 30, 2013 is included in cost of sales in the statement of comprehensive income

Provision towards visa related matters amounting to 219 crore (including legal costs) was created and paid during the year ended March 31, 2014.

As of September 30, 2014 and March 31, 2014, claims against the company, not acknowledged as debts, net of amounts paid (excluding demands from Indian Income tax authorities- Refer note 2.16) amounted to 184 crore and 163 crore, respectively.

2.9 Other liabilities

Other liabilities comprise the following :

(In crore)

	As of
	September 30, 2014	March 31, 2014
Current
Accrued compensation to employees	2,336	1,594
Accrued expenses	1,731	1,846
Withholding taxes payable⁽¹⁾	1,129	912
Retainage	86	82
Liabilities of controlled trusts	154	151
Deferred income - government grant on land use rights⁽¹⁾(Refer Note 2.6)	1	1
Premiums held in trust⁽²⁾	18	135
Accrued gratuity	6	–
Others	60	24
	5,521	4,745
Non-current
Liability towards acquisition of business (Refer note 2.3)	342	255
Incentive accruals	2	23
Deferred income - government grant on land use rights⁽¹⁾ (Refer Note 2.6)	47	45
	391	323
	5,912	5,068
Financial liabilities included in other liabilities	4,735	4,110
Financial liability towards acquisitions on an undiscounted basis	421	330
Financial liability towards incentive accruals on an undiscounted basis	11	23

⁽¹⁾	Non financial liabilities
⁽²⁾	Represents premiums collected from policyholders and payable to insurance providers by a service provider maintaining the amounts in fiduciary capacity.

Accrued expenses primarily relates to cost of technical sub-contractors, telecommunication charges, legal and professional charges, brand building expenses, overseas travel expenses and office maintenance. Others include unclaimed dividend balances

2.10 Expenses by nature

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Employee benefit costs (Refer Note 2.11.4)	7,522	7,704	14,877	14,217
Deferred purchase price pertaining to acquisition (Refer Note 2.3)	60	46	116	84
Depreciation and amortization charges (Refer Note 2.5 and 2.6)	291	333	521	652
Travelling costs	477	446	922	885
Consultancy and professional charges	91	104	137	206
Cost of Software packages for own use	180	147	405	302
Third party items bought for service delivery to clients	33	36	90	75
Communication costs	108	117	223	217
Cost of technical sub-contractors	508	527	956	1,003
Power and fuel	60	58	115	113
Office maintenance	107	99	197	184
Repairs and maintenance	51	38	110	82
Rates and taxes	32	28	57	47
Insurance charges	12	13	25	26
Commission to non-whole time directors	2	3	4	5
Branding and marketing expenses	44	37	72	70
Provision for post-sales client support	18	(7)	24	(17)
Provision for doubtful account receivables (Refer Note 2.7)	54	33	169	71
Contributions to Infosys Foundation towards CSR (Refer Note 2.20)	77	–	125	–
Operating lease payments (Refer Note 2.14)	78	81	159	157
Others (Refer note 2.21)	54	285	114	352
Total cost of sales, selling and marketing expenses and administrative expenses	9,859	10,128	19,418	18,731

2.10.1 Break-up of expenses

Cost of sales

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Employee benefit costs	6,622	6,791	13,152	12,596
Deferred purchase price pertaining to acquisition (Refer Note 2.3)	60	46	116	84
Depreciation and amortization	291	333	521	652
Travelling costs	352	368	699	727
Cost of Software packages for own use	181	146	406	299
Third party items bought for service delivery to clients	33	36	90	75
Cost of technical sub-contractors	508	527	956	1,003
Operating lease payments	54	53	109	103
Communication costs	36	42	76	77
Repairs and maintenance	23	23	60	52
Provision for post-sales client support	18	(7)	24	(17)
Others	23	26	38	52
Total	8,201	8,384	16,247	15,703

Selling and marketing expenses

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Employee benefit costs	624	641	1,181	1,115
Travelling costs	71	47	124	90
Branding and marketing	43	37	71	70
Operating lease payments	10	11	20	20
Communication costs	8	7	13	12
Consultancy and professional charges	6	3	9	12
Cost of Software packages for own use	(1)	1	(1)	3
Others	8	10	18	19
Total	769	757	1,435	1,341

Administrative expenses

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Employee benefit costs	276	272	544	506
Consultancy and professional charges	85	101	128	194
Repairs and maintenance	28	15	50	30
Office maintenance	107	99	197	184
Power and fuel	60	58	115	113
Communication costs	64	68	134	128
Travelling costs	54	31	99	68
Provision for doubtful accounts receivable	54	33	169	71
Rates and taxes	32	28	57	47
Insurance charges	12	13	25	26
Operating lease payments	14	17	30	34
Commission to non-whole time directors	2	3	4	5
Contribution to Infosys Foundation towards CSR (Refer Note 2.20)	77	–	125	–
Others (Refer note 2.21)	24	249	59	281
Total	889	987	1,736	1,687

2.11 Employee benefits

2.11.1 Gratuity

The following tables set out the funded status of the gratuity plans and the amounts recognized in the Group's financial statements as of September 30, 2014 and March 31, 2014:

(In crore)

	As of
	September 30, 2014	March 31, 2014
Change in benefit obligations
Benefit obligations at the beginning	707	652
Service cost	48	99
Interest expense	31	47
Remeasurements - Actuarial (gains)/ losses	34	9
Benefits paid	(70)	(100)
Benefit obligations at the end	750	707
Change in plan assets
Fair value of plan assets at the beginning	717	681
Interest income	33	52
Remeasurements- Return on plan assets excluding amounts included in interest income	3	8
Contributions	116	76
Benefits paid	(70)	(100)
Fair value of plan assets at the end	799	717
Funded status	49	10
Prepaid gratuity benefit	55	10
Accrued gratuity	(6)	–

Amount for the three months and six months ended September 30, 2014 and September 30, 2013 recognised in net profit in the statement of comprehensive income:

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Service cost	24	5	48	49
Net interest on the net defined benefit liability/(asset)	(1)	(2)	(2)	(2)
Net gratuity cost	23	3	46	47

Amount for the three months and six months ended September 30, 2014 and September 30, 2013 recognised in statement of other comprehensive income:

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Remeasurements of the net defined benefit liability/ (asset)
Actuarial (gains) / losses	3	(27)	34	(31)
(Return) / loss on plan assets excluding amounts included in the net interest on the net defined benefit liability/(asset)	–	(3)	(3)	(7)
	3	(30)	31	(38)

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
(Gain) / loss from change in demographic assumptions	–	–	–	–
(Gain) / loss from change in financial assumptions	3	(59)	18	(57)
	3	(59)	18	(57)

The Group has adopted Revised IAS 19 with effect from April 1, 2013. The impact on account of the revision in accounting policy is a reduction in retained earnings by 35 crore and an increase in other comprehensive income by 50 crore. The reduction in retained earnings by 35 crore includes a write back of unamortized negative past service cost by 15 crore.

Amounts recognised in statement of comprehensive income has been apportioned between cost of sales, selling and marketing expenses and administrative expenses on the basis of direct employee cost as follows:

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Cost of sales	20	3	41	42
Selling and marketing expenses	3	–	4	3
Administrative expenses	–	–	1	2
	23	3	46	47

Effective July 1, 2007, the Company amended its Gratuity Plan, to suspend the voluntary defined death benefit component of the Gratuity Plan. This amendment resulted in a negative past service cost amounting to 37 crore, which was being amortized on a straight-line basis over the average remaining service period of 10 years. On adoption of Revised IAS 19, the unamortized negative past service cost of 15 crore as of March 31, 2013 has been credited to retained earnings.

The weighted-average assumptions used to determine benefit obligations as of September 30, 2014 and March 31, 2014 are set out below:

	As of
	September 30, 2014	March 31, 2014
Discount rate	8.7%	9.2%
Weighted average rate of increase in compensation levels	8.0%	8.0%

The weighted-average assumptions used to determine net periodic benefit cost for the three months and six months ended September 30, 2014 and September 30, 2013 are set out below:

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Discount rate	9.2%	8.0%	9.2%	8.0%
Weighted average rate of increase in compensation levels	8.0%	7.3%	8.0%	7.3%
Weighted average duration of defined benefit obligation	6.4 years	9.2 years	6.4 years	9.2 years

Gratuity is applicable only to employees drawing a salary in Indian rupees and there are no other foreign defined benefit gratuity plans.

The Company contributes all ascertained liabilities towards gratuity to the Infosys Limited Employees' Gratuity Fund Trust. In case of Infosys BPO and Edgeverve, contributions are made to the Infosys BPO Employees' Gratuity Fund Trust and Edgeverve Systems Limited Employees Gratuity Fund Trust, respectively. Trustees administer contributions made to the trust. As of September 30, 2014 and March 31, 2014, the plan assets have been primarily invested in insurer managed funds

Actual return on assets for the three months and six months ended September 30, 2014 and September 30, 2013 were 16 crore and 17 crore and 36 crore and 34 crore, respectively.

The Company assesses these assumptions with its projected long-term plans of growth and prevalent industry standards. The discount rate is based on the government securities yield.

As of September 30, 2014, every percentage point increase / decrease in discount rate will affect our gratuity benefit obligation by approximately 36 crore.

As of September 30, 2014, every percentage point increase / decrease in weighted average rate of increase in compensation levels will affect our gratuity benefit obligation by approximately 30 crore.

The Group does not expect to contribute to the gratuity trusts during the remainder of fiscal 2015.

Maturity profile of defined benefit obligation:

(in crore)

Within 1 year	128
1-2 year	128
2-3 year	133
3-4 year	142
4-5 year	150
5-10 years	753

Sensitivity for significant actuarial assumptions is computed by varying the actuarial assumptions used for valuation of defined benefit obligation by one percentage.

Assumptions regarding future mortality experience are set in accordance with the published statistics by the Life Insurance Corporation of India.

2.11.2 Superannuation

The Company contributed 53 crore and 51 crore and 106 crore and 99 crore to the superannuation plan during the three months and six months ended September 30, 2014 and September 30, 2013, respectively.

Superannuation contributions have been apportioned between cost of sales, selling and marketing expenses and administrative expenses on the basis of direct employee cost as follows:

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Cost of sales	47	45	94	88
Selling and marketing expenses	4	5	8	8
Administrative expenses	2	1	4	3
	53	51	106	99

2.11.3 Provident fund

The Company has an obligation to fund any shortfall on the yield of the trust’s investments over the administered interest rates on an annual basis. These administered rates are determined annually predominantly considering the social rather than economic factors and in most cases the actual return earned by the Company has been higher in the past years. The Actuarial Society of India issued the final guidance for measurement of provident fund liabilities during the quarter ended December 31, 2011. The actuary has accordingly provided a valuation and based on the below provided assumptions there is no shortfall as at September 30, 2014 and March 31, 2014, respectively.

The details of fund and plan asset position are given below:

(In crore)

	As of
	September 30, 2014	March 31, 2014
Plan assets at period end, at fair value	2,873	2,817
Present value of benefit obligation at period end	2,873	2,817
Asset recognized in balance sheet	–	–

The plan assets have been primarily invested in government securities.

Assumptions used in determining the present value obligation of the interest rate guarantee under the Deterministic Approach:

	As of
	September 30, 2014	March 31, 2014
Government of India (GOI) bond yield	8.7%	9.2%
Remaining term of maturity	8 years	8 years
Expected guaranteed interest rate	8.8%	8.8%

The Group contributed 81 crore and 75 crore and 160 crore and 145 crore to the provident fund during the three months and six months ended September 30, 2014 and September 30, 2013, respectively.

Provident fund contributions have been apportioned between cost of sales, selling and marketing expenses and administrative expenses on the basis of direct employee cost as follows:

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Cost of sales	72	65	142	128
Selling and marketing expenses	7	7	13	12
Administrative expenses	2	3	5	5
	81	75	160	145

2.11.4 Employee benefit costs include:

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Salaries and bonus	7,364	7,575	14,564	13,926
Defined contribution plans	66	59	128	115
Defined benefit plans	92	70	185	176
	7,522	7,704	14,877	14,217

The gratuity and provident plans are applicable only to employees drawing a salary in Indian rupees and there are no other foreign defined benefit plans.

The employee benefit cost is recognized in the following line items in the statement of comprehensive income:

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Cost of sales	6,622	6,791	13,152	12,596
Selling and marketing expenses	624	641	1,181	1,115
Administrative expenses	276	272	544	506
	7,522	7,704	14,877	14,217

2.12 Equity

Share capital and share premium

The Company has only one class of shares referred to as equity shares having a par value of 5. The amount received in excess of the par value has been classified as share premium. Additionally, share-based compensation recognized in net profit in the consolidated statement of comprehensive income is credited to share premium. 28,33,600 shares were held by controlled trust, each as of September 30, 2014 and March 31, 2014.

The Board approved and recommended the issuance in order to increase the liquidity of its shares and to expand the retail shareholder base.

Retained earnings

Retained earnings represent the amount of accumulated earnings of the Group.

Other components of equity

Other components of equity consist of currency translation, fair value changes on available-for-sale financial assets and remeasurement of net defined benefit liability/asset.

The Company’s objective when managing capital is to safeguard its ability to continue as a going concern and to maintain an optimal capital structure so as to maximize shareholder value. In order to maintain or achieve an optimal capital structure, the Company may adjust the amount of dividend payment, return capital to shareholders, issue new shares or buy back issued shares. As of September 30, 2014, the Company has only one class of equity shares and has no debt. Consequent to the above capital structure there are no externally imposed capital requirements.

The rights of equity shareholders are set out below.

2.12.1 Voting

Each holder of equity shares is entitled to one vote per share. The equity shares represented by American Depositary Shares (ADS) carry similar rights to voting and dividends as the other equity shares. Each ADS represents one underlying equity share.

2.12.2 Dividends

The Company declares and pays dividends in Indian rupees. The remittance of dividends outside India is governed by Indian law on foreign exchange and is subject to applicable distribution taxes

The amount of per share dividend recognized as distributions to equity shareholders for six months ended September 30, 2014 and September 30, 2013 was 43.00 and 27.00, respectively.

The Board of Directors, in their meeting on October 10, 2014, declared an interim dividend of 30.00 per equity share, which would result in a cash outflow of approximately 2,067 crore, inclusive of corporate dividend tax.

2.12.3 Liquidation

In the event of liquidation of the Company, the holders of shares shall be entitled to receive any of the remaining assets of the Company, after distribution of all preferential amounts. However, no such preferential amounts exist currently, other than the amounts held by irrevocable controlled trusts. The amount distributed will be in proportion to the number of equity shares held by the shareholders. For irrevocable controlled trusts, the corpus would be settled in favour of the beneficiaries.

2.12.4 Share options

There are no voting, dividend or liquidation rights to the holders of options issued under the Company's share option plans.

2.13 Other income

Other income consists of the following:

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Interest income on deposits and certificates of deposit	644	522	1,258	1,037
Exchange gains/ (losses) on forward and options contracts	84	(375)	160	(793)
Exchange gains/ (losses) on translation of other assets and liabilities	64	289	117	720
Income from available-for-sale financial assets	70	62	149	104
Others	15	12	22	19
	877	510	1,706	1,087

2.14 Operating leases

The Group has various operating leases, mainly for office buildings, that are renewable on a periodic basis. Rental expense for operating leases was 78 crore and 81 crore and 159 crore and 157 crore for the three months and six months ended September 30, 2014 and September 30, 2013, respectively.

The schedule of future minimum rental payments in respect of non-cancellable operating leases is set out below:

(In crore)

	As of
	September 30, 2014	March 31, 2014
Within one year of the balance sheet date	225	251
Due in a period between one year and five years	543	563
Due after five years	205	288

A majority of the Group’s operating lease arrangements extend up to a maximum of ten years from their respective dates of inception, and relates to rented overseas premises. Some of these lease agreements have a price escalation clause.

2.15 Employees' Stock Option Plans (ESOP)

2011 RSU Plan (the 2011 Plan): The Company has a 2011 RSU Plan which provides for the grant of restricted stock units (RSUs) to eligible employees of the Company. The Board of Directors recommended establishment of the 2011 Plan to the shareholders on August 30, 2011 and the shareholders approved the recommendation of the Board of Directors October 17, 2011 through a postal ballot. The maximum aggregate number of shares that may be awarded under the Plan is 28,33,600 shares (currently held by the Infosys Limited Employees Welfare Trust) and the plan shall continue in effect for a term of 10 years from the date of initial grant under the plan. The RSUs will be issued at par value of the equity share. The 2011 Plan is administered by the Management Development and Compensation Committee ( the Committee).The Committee is comprised of independent members of the Board of Directors.

The fair value of each RSU is estimated on the date of grant using the Black-Scholes-Merton valuation model. The expected term of an RSU is estimated based on the vesting term and contractual term of the RSU, as well as expected exercise behaviour of the employee who receives the RSU. Expected volatility during the expected term of the RSU is based on historical volatility of the observed market prices of the company's publicly traded equity shares during a period equivalent to the expected term of the RSU.

The weighted average fair value of RSUs on grant date was 3,355/-

The fair value of each RSU is estimated on the date of grant using the Black-Scholes-Merton model with the following assumptions:

Particulars
Weighted average share price ()	3,549
Exercise price ()	5
Expected volatility (%)	30 - 37
Expected life of the option (years)	1 - 4
Expected dividends (%)	1.84
Risk-free interest rate (%)	8 - 9

The activity in the 2011 Plan during the three months and six months ended September 30, 2014 is set out below:

Particulars	Three months ended September 30, 2014		Six months ended September 30, 2014
	Shares arising out of options	Weighted average exercise price	Shares arising out of options	Weighted average exercise price
2011 Plan:
Outstanding at the beginning	–	–	–	–
Granted	22,794	5	22,794	5
Forfeited and expired	–	–	–	–
Exercised	–	–	–	–
Outstanding at the end	22,794	5	22,794	5
Exercisable at the end	–	–	–	–

The weighted average remaining contractual life of RSUs outstanding as of September 31, 2014 under the 2011 Plan was 2.89 years.

During each of the three months and six months ended September 30, 2014, the company recorded an employee compensation expense of 1 crore in the statement of comprehensive income.

2.16 Income taxes

Income tax expense in the consolidated statement of comprehensive income comprises:

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Current taxes
Domestic taxes	991	873	1,920	1,650
Overseas taxes	297	199	544	309
	1,288	1,072	2,464	1,959
Deferred taxes
Domestic taxes	7	(18)	(11)	(39)
Overseas taxes	(31)	(114)	(35)	(113)
	(24)	(132)	(46)	(152)
Income tax expense	1,264	940	2,418	1,807

Income tax expense for the three months ended September 30, 2014 and September 30, 2013 includes reversals (net of provisions) of 26 crore and a provision (net of reversals) 7 crore, pertaining to earlier periods. Income tax expense for the six months ended September 30, 2014 and September 30, 2013 includes reversals (net of provisions) of 45 crore and 15 crore, respectively, pertaining to earlier periods.

The revision in the useful life of assets held at April 1, 2014 has resulted in a decrease in deferred tax credit by 45 crore and 87 crore for the three months and six months ended September 30, 2014, respectively and will result in a decrease in deferred tax credit by 172 crore for the year ended March 31, 2015 (Refer note 2.5).

Entire deferred income tax for the three months and six months ended September 30, 2014 and September 30, 2013 relates to origination and reversal of temporary differences

A deferred tax liability of 2 crore relating to available-for-sale financial assets has been recognized in other comprehensive income for the three months ended September 30, 2014. A deferred tax liability of 2 crore and a reversal of deferred tax asset of 12 crore has been recognized in other comprehensive income for the six months ended September 30, 2014. A reversal of deferred tax liability of 4 crore for each of the three months and six months ended September 30, 2013, relating to available-for-sale financial assets has been recognized in other comprehensive income.

A reconciliation of the income tax provision to the amount computed by applying the statutory income tax rate to the income before income taxes is summarized below:

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Profit before income taxes	4,360	3,347	8,400	6,588
Enacted tax rates in India	33.99%	33.99%	33.99%	33.99%
Computed expected tax expense	1,482	1,137	2,855	2,239
Tax effect due to non-taxable income for Indian tax purposes	(423)	(421)	(810)	(750)
Branch profit tax	–	(47)	–	(47)
Overseas taxes	208	162	384	272
Tax reversals, overseas and domestic	(26)	7	(45)	(15)
Effect of exempt income	(25)	(22)	(53)	(37)
Effect of unrecognized deferred tax assets	–	6	20	23
Effect of differential overseas tax rates	(7)	(4)	(13)	(7)
Effect of non-deductible expenses	74	145	109	172
Additional deduction on research and development expense	(14)	(23)	(29)	(45)
Others	(5)	–	–	2
Income tax expense	1,264	940	2,418	1,807

The applicable Indian statutory tax rates for fiscal 2015 and fiscal 2014 is 33.99%.

The foreign tax expense is due to income taxes payable overseas, principally in the United States of America. In India, the company has benefited from certain tax incentives that the Government of India had provided to the export of software from specially designated software technology parks, or STPs, in India and the company continues to benefit from certain tax incentives for facilities set up under the Special Economic Zones Act, 2005. However, the tax incentives provided by the Government of India for STPs have expired, and all the STP units are now taxable. Under the Special Economic Zones Act, 2005 scheme, units in designated special economic zones which begin providing services on or after April 1, 2005 are eligible for a deduction of 100 percent of profits or gains derived from the export of services for the first five years from commencement of provision of services and 50 percent of such profits or gains for a further five years. Certain tax benefits are also available for a further period of five years subject to the unit meeting defined conditions.

Infosys is subject to a 15% Branch Profit Tax (BPT) in the U.S. to the extent its U.S. branch's net profit during the year is greater than the increase in the net assets of the U.S. branch during the year, computed in accordance with the Internal Revenue Code. As of March 31, 2014, Infosys' U.S. branch net assets amounted to approximately 4,283 crore. As of September 30, 2014, the Company has provided for branch profit tax of 312 crore for its U.S branch, as the Company estimates that these branch profits are expected to be distributed in the foreseeable future. The change in provision for branch profit tax includes 9 crore movement on account of exchange rate during the six months ended September 30, 2014

Deferred income tax liabilities have not been recognized on temporary differences amounting to 2,901 crore and 2,587 crore as of September 30, 2014 and March 31, 2014, respectively, associated with investments in subsidiaries and branches as it is probable that the temporary differences will not reverse in the foreseeable future.

The following table provides the details of income tax assets and income tax liabilities as of September 30, 2014 and March 31, 2014:

	As at
	September 30, 2014	March 31, 2014
Income tax assets	1,530	1,522
Current income tax liabilities	2,679	2,187
Net current income tax asset/ (liability) at the end	(1,149)	(665)

The gross movement in the current income tax asset/ (liability) for the three months and six months ended September 30, 2014 and September 30, 2013 is as follows:

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Net current income tax asset/ (liability) at the beginning	(1,141)	(603)	(665)	(237)
Translation differences	(5)	5	5	7
Income tax paid	1,285	1,148	1,967	1,667
Current income tax expense (Refer Note 2.16)	(1,288)	(1,072)	(2,464)	(1,959)
Income tax on other comprehensive income	–	–	8	–
Net current income tax asset/ (liability) at the end	(1,149)	(522)	(1,149)	(522)

The tax effects of significant temporary differences that resulted in deferred income tax assets and liabilities are as follows:

(In crore)

	As of
	September 30, 2014	March 31, 2014
Deferred income tax assets
Property, plant and equipment	314	392
Minimum alternate tax credit carry-forwards	7	16
Computer software	54	50
Accrued compensation to employees	56	43
Trade receivables	114	47
Compensated absences	283	268
Accumulated losses	9	4
Available-for-sale financial asset	–	12
Post sales client support	109	98
Others	44	34
Total deferred income tax assets	990	964
Deferred income tax liabilities
Intangible asset	(56)	(63)
Temporary difference related to branch profits	(312)	(303)
Available-for-sale financial asset	(3)	(1)
Others	(9)	(5)
Total deferred income tax liabilities	(380)	(372)
Deferred income tax assets after set off	666	656
Deferred income tax liabilities after set off	(56)	(64)

Deferred tax assets and deferred tax liabilities have been offset wherever the Group has a legally enforceable right to set off current tax assets against current tax liabilities and where the deferred tax assets and deferred tax liabilities relate to income taxes levied by the same taxation authority.

The deferred income tax assets and deferred income tax liabilities recoverable within and after 12 months are as follows:

(In crore)

	As of
	September 30, 2014	March 31, 2014
Deferred income tax assets to be recovered after 12 months	382	636
Deferred income tax assets to be recovered within 12 months	608	328
Total deferred income tax assets	990	964
Deferred income tax liabilities to be settled after 12 months	(247)	(281)
Deferred income tax liabilities to be settled within 12 months	(133)	(91)
Total deferred income tax liabilities	(380)	(372)

In assessing the realizability of deferred income tax assets, management considers whether some portion or all of the deferred income tax assets will not be realized. The ultimate realization of deferred income tax assets is dependent upon the generation of future taxable income during the periods in which the temporary differences become deductible. Management considers the scheduled reversals of deferred income tax liabilities, projected future taxable income, and tax planning strategies in making this assessment. Based on the level of historical taxable income and projections for future taxable income over the periods in which the deferred income tax assets are deductible, management believes that the Group will realize the benefits of those deductible differences. The amount of the deferred income tax assets considered realizable, however, could be reduced in the near term if estimates of future taxable income during the carry forward period are reduced.

The gross movement in the deferred income tax account for the three months and six months ended September 30, 2014 and September 30, 2013 is as follows:

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Net deferred income tax asset at the beginning	595	374	592	384
Translation differences	(7)	(25)	(14)	(55)
Credits relating to temporary differences (Refer Note 2.16)	24	132	46	152
Temporary difference on available-for-sale financial asset	(2)	4	(14)	4
Net deferred income tax asset at the end	610	485	610	485

The credits relating to temporary differences during the six months ended September 30, 2014 are primarily on account of compensated absences, trade receivables, accrued compensation and post sales client support. The credits relating to temporary differences during the six months ended September 30, 2013 are primarily on account compensated absences, trade receivables, accumulated losses, accrued compensation to employees and property, plant and equipment.

Pursuant to the enacted changes in the Indian Income Tax Laws effective April 1, 2007, a Minimum Alternate Tax (MAT) has been extended to income in respect of which a deduction may be claimed under sections 10A and 10AA of the Income Tax Act. Consequent to the enacted change, Infosys BPO has calculated its tax liability for current domestic taxes after considering MAT. The excess tax paid under MAT provisions being over and above regular tax liability can be carried forward and set off against future tax liabilities computed under regular tax provisions. Infosys BPO was required to pay MAT, and, accordingly, a deferred income tax asset of 7 crore and 16 crore has been recognized on the balance sheet as of September 30, 2014 and March 31, 2014, respectively, which can be carried forward for a period of ten years from the year of recognition.

As of September 30, 2014 and March 31, 2014, claims against the group not acknowledged as debts from the Indian Income tax authorities (net of amount paid to statutory authorities of 1,714 crore and 1,716 crore) amounted to 9 crore and 19 crore, respectively.

Demands from the Indian Income tax authorities include payment of additional tax of 1,548 crore (1,548 crore), including interest of 430 crore (430 crore) upon completion of their tax review for fiscal 2006, fiscal 2007, fiscal 2008 and fiscal 2009. These income tax demands are mainly on account of disallowance of a portion of the deduction claimed by the company under Section 10A of the Income Tax Act. The deductible amount is determined by the ratio of export turnover to total turnover. The disallowance arose from certain expenses incurred in foreign currency being reduced from export turnover but not reduced from total turnover. The tax demand for fiscal 2007, fiscal 2008 and fiscal 2009 also includes disallowance of portion of profit earned outside India from the STP units and disallowance of profits earned from SEZ units. The matter for fiscal 2006, fiscal 2007, fiscal 2008 and fiscal 2009 are pending before the Commissioner of Income tax(Appeals), Bangalore. The company is contesting the demand and the management including its tax advisors believes that its position will likely be upheld in the appellate process. The management believes that the ultimate outcome of these proceedings will not have a material adverse effect on the Company's financial position and results of operations.

2.17 Earnings per equity share

The following is a reconciliation of the equity shares used in the computation of basic and diluted earnings per equity share:

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Basic earnings per equity share - weighted average number of equity shares outstanding⁽¹⁾	57,14,02,566	57,14,02,566	57,14,02,566	57,14,02,566
Effect of dilutive common equivalent shares - share options outstanding	1,462	–	731	–
Diluted earnings per equity share - weighted average number of equity shares and common equivalent shares outstanding	57,14,04,028	57,14,02,566	57,14,03,297	57,14,02,566

⁽¹⁾

Excludes treasury shares

For the three months and six months ended September 30, 2014, and September 30, 2013, there were no outstanding options to purchase equity shares which had an anti-dilutive effect.

2.18 Related party transactions

List of subsidiaries:

Particulars	Country	Holding as of
		September 30, 2014	March 31, 2014
Infosys BPO	India	99.98%	99.98%
Infosys China	China	100%	100%
Infosys Mexico	Mexico	100%	100%
Infosys Sweden	Sweden	100%	100%
Infosys Shanghai	China	100%	100%
Infosys Brasil	Brazil	100%	100%
Infosys Public Services, Inc.	U.S.	100%	100%
Infosys Consulting India Limited ⁽¹⁾	India	–	–
Infosys Americas ⁽²⁾	U.S.	100%	100%
Infosys BPO s. r. o ⁽³⁾	Czech Republic	99.98%	99.98%
Infosys BPO (Poland) Sp Z.o.o ⁽³⁾	Poland	99.98%	99.98%
Infosys BPO S.DE R.L. DE.C.V ^(3)(12)	Mexico	–	–
Infosys McCamish Systems LLC⁽³⁾	U.S.	99.98%	99.98%
Portland Group Pty Ltd⁽³⁾⁽⁴⁾	Australia	99.98%	99.98%
Portland Procurement Services Pty Ltd⁽⁸⁾	Australia	–	99.98%
Infosys Australia⁽⁵⁾	Australia	100%	100%
Edgeverve Systems Limited ⁽¹¹⁾	India	100%	100%
Lodestone Holding AG (Refer to Note 2.3)	Switzerland	100%	100%
Lodestone Management Consultants (Canada) Inc. ^(6)(10)	Canada	–	–
Lodestone Management Consultants Inc.⁽⁶⁾	U.S.	100%	100%
Lodestone Management Consultants Pty Limited⁽⁶⁾	Australia	100%	100%
Lodestone Management Consultants AG⁽⁶⁾	Switzerland	100%	100%
Lodestone Augmentis AG ⁽⁹⁾	Switzerland	100%	100%
Hafner Bauer & Ödman GmbH ⁽⁶⁾	Switzerland	100%	100%
Lodestone Management Consultants (Belgium) S.A.⁽⁷⁾	Belgium	99.90%	99.90%
Lodestone Management Consultants GmbH ⁽⁶⁾	Germany	100%	100%
Lodestone Management Consultants Pte Ltd. ⁽⁶⁾	Singapore	100%	100%
Lodestone Management Consultants SAS ⁽⁶⁾	France	100%	100%
Lodestone Management Consultants s.r.o. ⁽⁶⁾	Czech Republic	100%	100%
Lodestone Management Consultants GmbH ⁽⁶⁾	Austria	100%	100%
Lodestone Management Consultants Co., Ltd.⁽⁶⁾	China	100%	100%
Lodestone Management Consultants Ltd. ⁽⁶⁾	UK	100%	100%
Lodestone Management Consultants B.V. ⁽⁶⁾	Netherlands	100%	100%
Lodestone Management Consultants Ltda.⁽⁷⁾	Brazil	99.99%	99.99%
Lodestone Management Consultants Sp. z.o.o.⁽⁶⁾	Poland	100%	100%
Lodestone Management Consultants Portugal, Unipessoal, Lda.⁽⁶⁾	Portugal	100%	100%
S.C. Lodestone Management Consultants S.R.L. ⁽⁶⁾	Romania	100%	100%
Lodestone Management Consultants S.R.L. ⁽⁶⁾	Argentina	100%	100%

⁽¹⁾	The Hon’ble High Court of Karnataka sanctioned the scheme of amalgamation of Infosys Consulting India Limited (ICIL) with Infosys Limited with an effective date of August 23, 2013 and an appointed date of January 12, 2012.
⁽²⁾	Incorporated effective June 25, 2013
⁽³⁾	Wholly owned subsidiaries of Infosys BPO.
⁽⁴⁾	On January 4, 2012, Infosys BPO acquired 100% of the voting interest in Portland Group Pty Ltd
⁽⁵⁾	Under liquidation
⁽⁶⁾	Wholly owned subsidiaries of Lodestone Holding AG
⁽⁷⁾	Majority owned and controlled subsidiaries of Lodestone Holding AG
⁽⁸⁾	Wholly owned subsidiary of Portland Group Pty Ltd. Liquidated effective May 14, 2014
⁽⁹⁾	Wholly owned subsidiary of Lodestone Management Consultants AG
⁽¹⁰⁾	Liquidated effective December 31, 2013
⁽¹¹⁾	Incorporated effective February 14, 2014. Refer note below
⁽¹²⁾	Incorporated effective February 14, 2014.

Infosys has provided guarantee for performance of certain contracts entered into by its subsidiaries.

List of other related parties:

Particulars	Country	Nature of relationship
Infosys Limited Employees' Gratuity Fund Trust	India	Post-employment benefit plan of Infosys
Infosys Limited Employees' Provident Fund Trust	India	Post-employment benefit plan of Infosys
Infosys Limited Employees' Superannuation Fund Trust	India	Post-employment benefit plan of Infosys
Infosys BPO Limited Employees’ Superannuation Fund Trust	India	Post-employment benefit plan of Infosys BPO
Infosys BPO Limited Employees’ Gratuity Fund Trust	India	Post-employment benefit plan of Infosys BPO
Edgeverve Systems Limited Employees’ Gratuity Fund Trust	India	Post-employment benefit plan of Edgeverve
Edgeverve Systems Limited Employees’ Superannuation Fund Trust	India	Post-employment benefit plan of Edgeverve
Infosys Limited Employees’ Welfare Trust	India	Controlled trust
Infosys Science Foundation	India	Controlled trust

Refer Note 2.11 for information on transactions with post-employment benefit plans mentioned above.

Edgeverve

Edgeverve was created as a wholly owned subsidiary to focus on developing and selling products and platforms. On April 15, 2014, the Board of Directors of Infosys had authorized the Company to execute a Business Transfer Agreement and related documents with Edgeverve, subject to securing the requisite approval from shareholders in the Annual General Meeting. Subsequently, at the AGM held on June 14, 2014, the shareholders have authorised the Board to enter into a Business Transfer Agreement and related documents with Edgeverve, with effect from July 1, 2014 or such other date as may be decided by the Board of Directors. The company has undertaken an enterprise valuation by an independent valuer and accordingly the business has been transferred for a consideration of $70 million (approximately 421 crore) with effect from July 1, 2014 which is settled through the issue of fully paid up equity shares.

The transfer of assets and liabilities is accounted for at carrying values and does not have any impact on the consolidated financial statements.

Transactions with key management personnel

The table below describes the compensation to key management personnel which comprise directors and members of the executive council:

(In crore)

	Three months ended September 30,		Six months ended September 30,
	2014	2013	2014	2013
Salaries and other employee benefits to whole-time directors and members of executive council*	3	15	14	22
Commission and other benefits to non-executive/independent directors	2	3	5	6
Total	5	18	19	28

Executive Council dissolved effective April 1, 2014 and Executive officers have been appointed with effect from that date.

2.19 Segment reporting

IFRS 8 establishes standards for the way that public business enterprises report information about operating segments and related disclosures about products and services, geographic areas, and major customers. The Company's operations predominantly relate to providing end-to-end business solutions to enable clients to enhance business performance. Effective quarter ended March 31, 2014, the Company reorganized its segments to strengthen its focus on growing existing client relationships and increasing market share through service differentiation and operational agility. Consequent to the internal reorganization, there were changes effected in the reportable business segments based on the "management approach" as defined in IFRS 8, Operating Segments. The Chief Operating Decision Maker evaluates the Company's performance and allocates resources based on an analysis of various performance indicators by business segments and geographic segments. Accordingly, information has been presented both along business segments and geographic segments. The accounting principles used in the preparation of the financial statements are consistently applied to record revenue and expenditure in individual segments, and are as set out in the significant accounting policies.

Business segments of the company is determined based on (i) industry class of the customers (outside of the growth markets) and; (ii) presence of customers in growth markets across industry classes. Business segments of the Company are primarily enterprises in Financial Services and Insurance (FSI) , enterprises in Manufacturing (MFG), enterprises in the Energy & utilities, Communication and Services (ECS), enterprises in Retail, Consumer packaged goods and logistics (RCL), enterprises in Life Sciences and Healthcare (LSH) and enterprises in Growth Markets (GMU) comprising enterprises in APAC (Asia Pacific) and Africa. The FSI reportable segments has been aggregated to include the Financial Services operating segment and Insurance operating segment and the ECS reportable segment has been aggregated to include Energy, Communication and Services operating segment and, Resources & Utilities operating segments. Geographic segmentation is based on business sourced from that geographic region and delivered from both on-site and off-shore. North America comprises the United States of America, Canada and Mexico, Europe includes continental Europe (both the east and the west), Ireland and the United Kingdom, and the Rest of the World comprising all other places except those mentioned above and India. Consequent to the above change in the composition of reportable business segments, the prior year comparatives have been restated.

Revenue and identifiable operating expenses in relation to segments are categorized based on items that are individually identifiable to that segment. Allocated expenses of segments include expenses incurred for rendering services from the Company's offshore software development centres and on-site expenses, which are categorized in relation to the associated turnover of the segment. Certain expenses such as depreciation, which form a significant component of total expenses, are not specifically allocable to specific segments as the underlying assets are used interchangeably. Management believes that it is not practical to provide segment disclosures relating to those costs and expenses, and accordingly these expenses are separately disclosed as "unallocated" and adjusted against the total income of the Company.

Assets and liabilities used in the Company's business are not identified to any of the reportable segments, as these are used interchangeably between segments. Management believes that it is currently not practicable to provide segment disclosures relating to total assets and liabilities since a meaningful segregation of the available data is onerous.

Geographical information on revenue and business segment revenue information is collated based on individual customers invoiced or in relation to which the revenue is otherwise recognized.

2.19.1 Business segments

Three months ended September 30, 2014 and September 30, 2013

(In crore)

Particulars	FSI	MFG	ECS	RCL	LSH	GMU	Total
Revenues	3,818	2,918	2,202	2,191	873	1,340	13,342
	3,801	2,835	2,064	2,145	868	1,252	12,965
Identifiable operating expenses	1,814	1,472	1,028	996	445	644	6,399
	1,759	1,475	890	1,043	480	620	6,267
Allocated expenses	880	702	528	527	210	322	3,169
	1,008	800	581	604	245	290	3,528
Segment profit	1,124	744	646	668	218	374	3,774
	1,034	560	593	498	143	342	3,170
Unallocable expenses							291
							333
Operating profit							3,483
							2,837
Other income, net							877
							510
Profit before income taxes							4,360
							3,347
Income tax expense							1,264
							940
Net profit							3,096
							2,407
Depreciation and amortization							291
							333
Non-cash expenses other than depreciation and amortization							–
							–

Six months ended September 30, 2014 and September 30, 2013

(In crore)

Particulars	FSI	MFG	ECS	RCL	LSH	GMU	Total
Revenues	7,513	5,692	4,222	4,342	1,697	2,646	26,112
	7,135	5,235	3,808	4,009	1,658	2,387	24,232
Identifiable operating expenses	3,600	2,914	2,084	1,984	897	1,282	12,761
	3,288	2,708	1,696	1,961	868	1,137	11,658
Allocated expenses	1,711	1,355	1,004	1,033	404	629	6,136
	1,833	1,426	1,035	1,090	450	586	6,420
Segment profit	2,202	1,423	1,134	1,325	396	735	7,215
	*2,014*	*1,101*	*1,077*	*958*	*340*	*664*	*6,154*
Unallocable expenses							521
							653
Operating profit							6,694
							5,501
Other income, net							1,706
							1,087
Profit before income taxes							8,400
							6,588
Income tax expense							2,418
							1,807
Net profit							5,982
							4,781
Depreciation and amortization							521
							652
Non-cash expenses other than depreciation and amortization							–
							1

2.19.2 Geographic segments

Three months ended September 30, 2014 and September 30, 2013

(In crore)

Particulars	North America	Europe	India	Rest of the World	Total
Revenues	8,110	3,295	297	1,640	13,342
	7,974	3,104	317	1,570	12,965
Identifiable operating expenses	3,918	1,567	156	758	6,399
	3,905	1,479	129	754	6,267
Allocated expenses	1,950	789	62	368	3,169
	2,292	801	67	368	3,528
Segment profit	2,242	939	79	514	3,774
	1,777	824	121	448	3,170
Unallocable expenses					291
					333
Operating profit					3,483
					2,837
Other income, net					877
					510
Profit before income taxes					4,360
					3,347
Income tax expense					1,264
					940
Net profit					3,096
					2,407
Depreciation and amortization					291
					333
Non-cash expenses other than depreciation and amortization					–
					–

Six months ended September 30, 2014 and September 30, 2013

(In crore)

Particulars	North America	Europe	India	Rest of the World	Total
Revenues	15,874	6,416	605	3,217	26,112
	14,894	5,766	612	2,960	24,232
Identifiable operating expenses	7,692	3,159	406	1,504	12,761
	7,245	2,779	264	1,370	11,658
Allocated expenses	3,775	1,520	124	717	6,136
	4,095	1,491	130	704	6,420
Segment profit	4,407	1,737	75	996	7,215
	3,554	1,496	218	886	6,154
Unallocable expenses					521
					653
Operating profit					6,694
					5,501
Other income, net					1,706
					1,087
Profit before income taxes					8,400
					6,588
Income tax expense					2,418
					1,807
Net profit					5,982
					4,781
Depreciation and amortization					521
					652
Non-cash expenses other than depreciation and amortization					–
					1

2.19.3 Significant clients

No client individually accounted for more than 10% of the revenues in the three months and six months ended September 30, 2014 and September 30, 2013.

2.20 Corporate Social Responsibility (CSR)

As per Section 135 of the Companies Act, 2013, a CSR committee has been formed by the company. The proposed areas for CSR activities are, eradication of hunger, poverty and malnutrition, promoting education and healthcare and rural development projects. The funds will be allocated to a corpus and utilised through the year on these activities which are specified in Schedule VII of the Companies Act, 2013.

2.21 Litigation

During the year ended March 31, 2014 the Company recorded a charge related to the settlement agreement (including legal costs) of 219 crore related to the matters that were the subject of the Settlement agreement. The said amount was paid prior to December 31, 2013.

Auditor’s Report on Consolidated Quarterly Financial Results and Year to Date Financial Results of Infosys Limited Pursuant to the Clause 41 of the Listing Agreement

The Board of Directors of Infosys Limited

We have audited the consolidated quarterly financial results of Infosys Limited (‘the Company’) for the quarter ended 30 September 2014 and the consolidated year to date financial results for the period from 1 April 2014 to 30 September 2014 attached herewith, being submitted by the Company pursuant to the requirement of Clause 41 of the Listing Agreement, except for the disclosures regarding ‘Public Shareholding’ and ‘Promoter and Promoter Group Shareholding’ which have been traced from disclosures made by the Management and have not been audited by us. These consolidated quarterly financial results and year to date financial results have been prepared from consolidated interim financial statements, which are the responsibility of the Company’s management. Our responsibility is to express an opinion on these consolidated financial results based on our audit of such consolidated interim financial statements, which have been prepared in accordance with the recognition and measurement principles laid down in International Accounting Standard (IAS) 34, Interim Financial Reporting, as issued by the International Accounting Standard Board.

We conducted our audit in accordance with auditing standards generally accepted in India. Those Standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial results are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts disclosed as financial results. An audit also includes assessing the accounting principles used and significant estimates made by management. We believe that our audit provides a reasonable basis for our opinion.

In our opinion and to the best of our information and according to the explanations given to us, these consolidated quarterly and year to date financial results:

(i)

include the quarterly and year to date financial results of the following entities:

Infosys Limited;

Infosys BPO Limited;

Infosys BPO s.r.o;

Infosys Tecnologia Do Brasil LTDA;

Infosys BPO, S de R.L. de C.V.

Infosys Technologies (Australia) Pty. Limited;

Infosys Technologies (China) Co., Ltd.;

Infosys McCamish Systems, LLC;

Infosys Public Services, Inc.;

10.

Infosys Technologies S. de R.L. de C.V.;

11.

Infosys Technologies (Sweden) AB;

12.

Infosys BPO Poland SP Z O O;

13.

Infosys Technologies (Shanghai) Co., Ltd;

14.

Infosys Americas Inc.;

15.

Portland Group Pty Ltd;

16.

Portland Procurement Services Pty Ltd;

17.

Edgeverve Systems Limited;

18.

Lodestone Holding AG;

19.

Lodestone Management Consultants Inc.;

20.

Lodestone Management Consultants Pty Limited;

21.

Lodestone Management Consultants AG;

22.

Lodestone Augmentis AG;

23.

Hafner Bauer & Ödman GmbH;

24.

Lodestone Management Consultants (Belgium) NV;

25.

Lodestone Management Consultants GmbH, Austria;

26.

Lodestone Management Consultants Ltd.;

27.

Lodestone Management Consultants B.V.;

28.

Lodestone Management Consultants Ltda.;

29.

Lodestone Management Consultants Sp. z.o.o.;

30.

Lodestone Management Consultants Portugal, Unipessoal, Lda.;

31.

Lodestone Management Consultants S.R.L..;

32.

Lodestone Management Consultants Pte. Ltd.;

33.

Lodestone Management Consultants SAS;

34.

Lodestone Management Consultants s.r.o.;

35.

Lodestone Management Consultants GmbH, (Germany);

36.

S.C.Lodestone Management Consultants S.R.L.; and

37.

Lodestone Management Consultants Co. Ltd

38.

Infosys Limited Employees' Welfare Trust; and

39.

Infosys Science Foundation

(ii)

have been presented in accordance with the requirements of Clause 41 of the Listing Agreement in this regard; and

(iii)

give a true and fair view of the consolidated net profit and other financial information for the quarter ended 30 September 2014 as well as the consolidated year to date results for the period from 1 April 2014 to 30 September 2014.

Further, we also report that we have, on the basis of the books of account and other records and information and explanations given to us by the management, also verified the consolidated number of shares as well as percentage of shareholdings in respect of aggregate amount of consolidated public shareholdings, as furnished by the Company in terms of Clause 35 of the Listing Agreement and found the same to be correct.

for B S R & Co. LLP
Chartered Accountants
Firm’s registration number: 101248W/ W-100022

Akhil Bansal
Partner
Membership number: 090906

Bangalore

10 October 2014

EX-99.12 TAX OPINION 13 ex99w12.htm INDIAN GAAP STANDALONE

Exhibit 99.12

Indian GAAP Standalone

Independent Auditor’s Report

To the Board of Directors of Infosys Limited

Report on the Financial Statements

We have audited the accompanying financial statements of Infosys Limited (“the Company”), which comprise the balance sheet as at 30 September 2014, the statement of profit and loss for the quarter and six months then ended and the cash flow statement of the Company for the six months then ended and a summary of significant accounting policies and other explanatory information.

Management’s Responsibility for the Financial Statements

Management is responsible for the preparation of these financial statements that give a true and fair view of the financial position, financial performance and cash flows of the Company in accordance with the Accounting Standards issued under the Companies (Accounting Standards) Rules, 2006 which continue to apply under section 133 of the Companies Act, 2013 (‘the Act’) and other accounting principles generally accepted in India. This responsibility includes the design, implementation and maintenance of internal control relevant to the preparation and presentation of the financial statements that give a true and fair view and are free from material misstatement, whether due to fraud or error.

Auditor’s Responsibility

Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with the Standards on Auditing issued by the Institute of Chartered Accountants of India. Those Standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the Company’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of the accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Opinion

In our opinion and to the best of our information and according to the explanations given to us, the financial statements give the information required by the Act in the manner so required and give a true and fair view in conformity with the accounting principles generally accepted in India:

(i)

in the case of the balance sheet, of the state of affairs of the Company as at 30 September 2014;

(ii)

in the case of the statement of profit and loss, of the profit for the quarter and six months ended on that date; and

(iii)

in the case of the cash flow statement, of the cash flows for the six months ended on that date.

for B S R & Co. LLP
Chartered Accountants
Firm’s Registration Number: 101248W/W-100022

Akhil Bansal
Partner
Membership Number: 090906

Bangalore
10 October 2014

INFOSYS LIMITED

In crore

Balance Sheet as at	Note	September 30, 2014	March 31, 2014
EQUITY AND LIABILITIES
SHAREHOLDERS' FUNDS
Share capital	2.1	286	286
Reserves and surplus	2.2	45,837	41,806
		46,123	42,092
NON-CURRENT LIABILITIES
Deferred tax liabilities (net)	2.3	–	–
Other long-term liabilities	2.4	454	364
		454	364
CURRENT LIABILITIES
Trade payables	2.5	275	68
Other current liabilities	2.6	5,077	4,071
Short-term provisions	2.7	5,841	6,117
		11,193	10,256
		57,770	52,712
ASSETS
NON-CURRENT ASSETS
Fixed assets
Tangible assets	2.8	6,429	5,719
Intangible assets	2.8	8	13
Capital work-in-progress		1,070	954
		7,507	6,686
Non-current investments	2.10	4,429	3,968
Deferred tax assets (net)	2.3	561	542
Long-term loans and advances	2.11	1,874	2,227
Other non-current assets	2.12	102	52
		14,473	13,475
CURRENT ASSETS
Current investments	2.10	3,588	2,749
Trade receivables	2.13	8,108	7,336
Cash and cash equivalents	2.14	26,246	24,100
Short-term loans and advances	2.15	5,355	5,052
		43,297	39,237
		57,770	52,712
SIGNIFICANT ACCOUNTING POLICIES	1

As per our report of even date attached

for B S R & Co. LLP

for Infosys Limited

Chartered Accountants

Firm's Registration Number:101248W/W-100022

Akhil Bansal	Narayana Murthy	S. Gopalakrishnan	Dr. Vishal Sikka	U.B.Pravin Rao
Partner Membership No. 090906	Non-Executive Chairman	Non-Executive Vice-Chairman	Chief Executive Officer and Managing Director	Director and Chief Operating Officer
	K.V. Kamath	R.Seshasayee	Ravi Venkatesan	Prof. Jeffrey S. Lehman
	Director	Director	Director	Director
	Dr. Omkar Goswami	Kiran Mazumdar- Shaw	Rajiv Bansal	Parvatheesam K
Bangalore October 10, 2014	Director	Director	Chief Financial Officer	Chief Risk & Compliance Officer and Company Secretary

INFOSYS LIMITED

In crore, except share and per equity share data

Statement of Profit and Loss for the	Note	Quarter ended September 30,		Half-year ended September 30,
		2014	2013	2014	2013
Income from software services and products	2.16	11,863	11,482	23,182	21,441
Other income	2.17	833	503	1,623	1,066
Total revenue		12,696	11,985	24,805	22,507
Expenses
Employee benefit expenses	2.18	6,340	6,572	12,574	12,139
Deferred consideration pertaining to acquisition		56	57	113	109
Cost of technical sub-contractors	2.18	679	666	1,296	1,245
Travel expenses	2.18	366	340	706	687
Cost of software packages and others	2.18	198	165	466	339
Communication expenses	2.18	86	88	178	163
Professional charges		87	92	134	187
Depreciation and amortisation expense	2.8	251	257	443	507
Other expenses	2.18	464	540	931	847
Total expenses		8,527	8,777	16,841	16,223
PROFIT BEFORE EXCEPTIONAL ITEM AND TAX		4,169	3,208	7,964	6,284
Profit on transfer of business	2.10.2	412	–	412	–
PROFIT BEFORE TAX		4,581	3,208	8,376	6,284
Tax expense:
Current tax	2.19	1,231	1,006	2,319	1,852
Deferred tax	2.19	(15)	(124)	(28)	(144)
PROFIT FOR THE PERIOD		3,365	2,326	6,085	4,576
EARNINGS PER EQUITY SHARE
Equity shares of par value 5/- each
Before Exceptional item
Basic		51.68	40.50	99.28	79.69
Diluted		51.68	40.50	99.28	79.69
After Exceptional item
Basic		58.89	40.50	106.49	79.69
Diluted		58.89	40.50	106.49	79.69
Number of shares used in computing earnings per share	2.33
Basic		57,14,02,566	57,42,36,166	57,14,02,566	57,42,36,166
Diluted		57,14,03,542	57,42,36,166	57,14,03,054	57,42,36,166
SIGNIFICANT ACCOUNTING POLICIES	1

As per our report of even date attached

for B S R & Co. LLP

for Infosys Limited

Chartered Accountants

Firm's Registration Number:101248W/W-100022

Akhil Bansal	Narayana Murthy	S. Gopalakrishnan	Dr. Vishal Sikka	U.B.Pravin Rao
Partner Membership No. 090906	Non-Executive Chairman	Non-Executive Vice-Chairman	Chief Executive Officer and Managing Director	Director and Chief Operating Officer
	K.V. Kamath	R.Seshasayee	Ravi Venkatesan	Prof. Jeffrey S. Lehman
	Director	Director	Director	Director
	Dr. Omkar Goswami	Kiran Mazumdar- Shaw	Rajiv Bansal	Parvatheesam K
Bangalore October 10, 2014	Director	Director	Chief Financial Officer	Chief Risk & Compliance Officer and Company Secretary

INFOSYS LIMITED

In crore

Cash Flow Statement for the	Note	Half-year ended September 30,
		2014	2013
CASH FLOWS FROM OPERATING ACTIVITIES
Profit before tax		8,376	6,284
Adjustments to reconcile profit before tax to cash generated by operating activities
Depreciation and amortisation expense		443	507
Provision for bad and doubtful debts		158	70
Deferred purchase price		113	109
Interest and dividend income		(1,333)	(1,086)
Profit on transfer of business (Refer to note 2.10.2)		(412)	–
Stock compensation expense		1	–
Other non-cash item		19	(26)
Effect of exchange differences on translation of assets and liabilities		13	(24)
Changes in assets and liabilities
Trade receivables		(930)	(1,040)
Loans and advances and other assets		(322)	(777)
Liabilities and provisions		1,277	2,090
		7,403	6,107
Income taxes paid		(1,835)	(1,568)
NET CASH GENERATED BY OPERATING ACTIVITIES		5,568	4,539
CASH FLOWS FROM INVESTING ACTIVITIES
Payment towards capital expenditure		(948)	(1,036)
Proceeds on sale of fixed assets		–	1
Investment in subsidiaries		(40)	(1)
Investment in liquid mutual fund units		(11,620)	(10,197)
Disposal of liquid mutual fund units		10,088	9,186
Investment in certificates of deposit		–	(519)
Redemption of certificates of deposit		709	–
Investment in tax free bonds		–	(632)
Interest and dividend received		1,271	1,043
NET CASH USED IN INVESTING ACTIVITIES		(540)	(2,155)
CASH FLOWS FROM FINANCING ACTIVITIES
Loan given to subsidiary		–	(22)
Dividends paid (including corporate dividend tax)		(2,877)	(1,813)
NET CASH USED IN FINANCING ACTIVITIES		(2,877)	(1,835)
Effect of exchange differences on translation of foreign currency cash and cash equivalents		(5)	60
NET INCREASE/(DECREASE) IN CASH AND CASH EQUIVALENTS		2,146	609
Add: Bank balances taken over from Infosys Consulting India Limited (Refer to Note 2.27)		–	1
CASH AND CASH EQUIVALENTS AT THE BEGINNING OF THE PERIOD		24,100	20,401
CASH AND CASH EQUIVALENTS AT THE END OF THE PERIOD		26,246	21,011
SIGNIFICANT ACCOUNTING POLICIES	1

As per our report of even date attached

for B S R & Co. LLP

for Infosys Limited

Chartered Accountants

Firm's Registration Number:101248W/W-100022

Akhil Bansal	Narayana Murthy	S. Gopalakrishnan	Dr. Vishal Sikka	U.B.Pravin Rao
Partner Membership No. 090906	Non-Executive Chairman	Non-Executive Vice-Chairman	Chief Executive Officer and Managing Director	Director and Chief Operating Officer
	K.V. Kamath	R.Seshasayee	Ravi Venkatesan	Prof. Jeffrey S. Lehman
	Director	Director	Director	Director
	Dr. Omkar Goswami	Kiran Mazumdar- Shaw	Rajiv Bansal	Parvatheesam K
Bangalore October 10, 2014	Director	Director	Chief Financial Officer	Chief Risk & Compliance Officer and Company Secretary

Significant accounting policies

Infosys Limited ('Infosys' or 'the Company') along with its controlled trust, Infosys Science Foundation, majority-owned and controlled subsidiary, Infosys BPO Limited and its controlled subsidiaries ('Infosys BPO') and wholly-owned and controlled subsidiaries, Infosys Technologies (Australia) Pty. Limited ('Infosys Australia'), Infosys Technologies (China) Co. Limited ('Infosys China'), Infosys Technologies S. de R. L. de C. V. ('Infosys Mexico'), Infosys Technologies (Sweden) AB. ('Infosys Sweden'), Infosys Tecnologia DO Brasil LTDA. ('Infosys Brasil'), Infosys Public Services, Inc., USA ('Infosys Public Services'), Infosys Americas Inc., (Infosys Americas), Edgeverve Systems Limited (Edgeverve), Infosys Technologies (Shanghai) Company Limited ('Infosys Shanghai') and Lodestone Holding AG and its controlled subsidiaries ('Infosys Lodestone') is a leading global services corporation. The Company provides business consulting, technology, engineering and outsourcing services to help clients build tomorrow's enterprise. In addition, the Company offers software products and platforms.

1 Significant accounting policies

1.1 Basis of preparation of financial statements

These financial statements are prepared in accordance with Indian Generally Accepted Accounting Principles (GAAP) under the historical cost convention on the accrual basis except for certain financial instruments which are measured at fair values. GAAP comprises mandatory accounting standards as prescribed by the Companies (Accounting Standards) Rules, 2006, the provisions of the Companies Act, 2013 (to the extent notified) and guidelines issued by the Securities and Exchange Board of India (SEBI). Accounting policies have been consistently applied except where a newly issued accounting standard is initially adopted or a revision to an existing accounting standard requires a change in the accounting policy hitherto in use.

1.2 Use of estimates

The preparation of the financial statements in conformity with GAAP requires management to make estimates and assumptions that affect the reported balances of assets and liabilities and disclosures relating to contingent liabilities as at the date of the financial statements and reported amounts of income and expenses during the period. Examples of such estimates include computation of percentage of completion which requires the Company to estimate the efforts or costs expended to date as a proportion of the total efforts or costs to be expended, provisions for doubtful debts, future obligations under employee retirement benefit plans, income taxes, post-sales customer support and the useful lives of fixed tangible assets and intangible assets.

Accounting estimates could change from period to period. Actual results could differ from those estimates. Appropriate changes in estimates are made as the Management becomes aware of changes in circumstances surrounding the estimates. Changes in estimates are reflected in the financial statements in the period in which changes are made and, if material, their effects are disclosed in the notes to the financial statements.

1.3 Revenue recognition

Revenue is primarily derived from software development and related services and from the licensing of software products. Arrangements with customers for software development and related services are either on a fixed-price, fixed-timeframe or on a time-and-material basis.

Revenue on time-and-material contracts are recognized as the related services are performed and revenue from the end of the last billing to the Balance Sheet date is recognized as unbilled revenues. Revenue from fixed-price and fixed-timeframe contracts, where there is no uncertainty as to measurement or collectability of consideration, is recognized based upon the percentage of completion method. When there is uncertainty as to measurement or ultimate collectability revenue recognition is postponed until such uncertainty is resolved. Cost and earnings in excess of billings are classified as unbilled revenue while billings in excess of cost and earnings is classified as unearned revenue. Provision for estimated losses, if any, on uncompleted contracts are recorded in the period in which such losses become probable based on the current estimates.

Annual Technical Services revenue and revenue from fixed-price maintenance contracts are recognized ratably over the period in which services are rendered. Revenue from the sale of user licenses for software applications is recognized on transfer of the title in the user license, except in case of multiple element contracts, which require significant implementation services, where revenue for the entire arrangement is recognized over the implementation period based upon the percentage-of-completion method. Revenue from client training, support and other services arising due to the sale of software products is recognized as the related services are performed.

The Company accounts for volume discounts and pricing incentives to customers as a reduction of revenue based on the ratable allocation of the discount / incentive amount to each of the underlying revenue transactions that result in progress by the customer towards earning the discount / incentive. Also, when the level of discount varies with increases in levels of revenue transactions, the Company recognizes the liability based on its estimate of the customer's future purchases. If it is probable that the criteria for the discount will not be met, or if the amount thereof cannot be estimated reliably, then discount is not recognized until the payment is probable and the amount can be estimated reliably. The Company recognizes changes in the estimated amount of obligations for discounts using a cumulative catchup approach. The discounts are passed on to the customer either as direct payments or as a reduction of payments due from the customer.

The Company presents revenues net of indirect taxes in its statement of profit and loss.

Profit on sale of investments is recorded on transfer of title from the Company and is determined as the difference between the sale price and carrying value of the investment. Lease rentals are recognized ratably on a straight line basis over the lease term. Interest is recognized using the time-proportion method, based on rates implicit in the transaction. Dividend income is recognized when the Company's right to receive dividend is established.

1.4 Provisions and contingent liabilities

A provision is recognized if, as a result of a past event, the Company has a present legal obligation that can be estimated reliably, and it is probable that an outflow of economic benefits will be required to settle the obligation. Provisions are determined by the best estimate of the outflow of economic benefits required to settle the obligation at the reporting date. Where no reliable estimate can be made, a disclosure is made as contingent liability. A disclosure for a contingent liability is also made when there is a possible obligation or a present obligation that may, but probably will not, require an outflow of resources. Where there is a possible obligation or a present obligation in respect of which the likelihood of outflow of resources is remote, no provision or disclosure is made.

1.5 Post-sales client support and warranties

The Company provides its clients with a fixed-period warranty for corrections of errors and telephone support on all its fixed-price, fixed-timeframe contracts. Costs associated with such support services are accrued at the time when related revenues are recorded and included in statement of profit and loss. The Company estimates such costs based on historical experience and the estimates are reviewed annually for any material changes in assumptions.

1.6 Onerous contracts

Provisions for onerous contracts are recognized when the expected benefits to be derived by the Company from a contract are lower than the unavoidable costs of meeting the future obligations under the contract. The provision is measured at lower of the expected cost of terminating the contract and the expected net cost of fulfilling the contract.

1.7 Tangible assets and capital work-in-progress

Tangible assets are stated at cost, less accumulated depreciation and impairment, if any. Direct costs are capitalized until such assets are ready for use. Capital work-in-progress comprises of the cost of fixed assets that are not yet ready for their intended use at the reporting date.

1.8 Intangible assets

Intangible assets are recorded at the consideration paid for acquisition of such assets and are carried at cost less accumulated amortization and impairment.Research costs are expensed as incurred. Software product development costs are expensed as incurred unless technical and commercial feasibility of the project is demonstrated, future economic benefits are probable, the Company has an intention and ability to complete and use or sell the software and the costs can be measured reliably.

1.9 Depreciation and amortization

Depreciation on tangible assets is provided on the straight-line method over the useful lives of assets estimated by the Management. Depreciation for assets purchased / sold during a period is proportionately charged. Intangible assets are amortized over their respective individual estimated useful lives on a straight-line basis, commencing from the date the asset is available to the Company for its use. The Management estimates the useful lives for the other fixed assets as follows:

Buildings ⁽¹⁾	22-25 years
Plant and machinery⁽¹⁾	5 years
Office equipment	5 years
Computer equipment ⁽¹⁾	3-5 years
Furniture and fixtures ⁽¹⁾	5 years
Vehicles ⁽¹⁾	5 years

⁽¹⁾

For these class of assets, based on internal assessment and independent technical evaluation carried out by external valuers the management believes that the useful lives as given above best represent the period over which management expects to use these assets. Hence the useful lives for these assets is different from the useful lives as prescribed under Part C of Schedule II of the Companies Act 2013.

Depreciation and amortization methods, useful lives and residual values are reviewed periodically, including at each financial year end. (Refer note 2.8)

1.10 Impairment

The Management periodically assesses using, external and internal sources, whether there is an indication that an asset may be impaired. An impairment loss is recognized wherever the carrying value of an asset exceeds its recoverable amount. The recoverable amount is higher of the asset's net selling price and value in use, which means the present value of future cash flows expected to arise from the continuing use of the asset and its eventual disposal. An impairment loss for an asset is reversed if, and only if, the reversal can be related objectively to an event occurring after the impairment loss was recognized. The carrying amount of an asset is increased to its revised recoverable amount, provided that this amount does not exceed the carrying amount that would have been determined (net of any accumulated amortization or depreciation) had no impairment loss been recognized for the asset in prior years.

1.11 Retirement benefits to employees

a Gratuity

The Company provides for gratuity, a defined benefit retirement plan ('the Gratuity Plan') covering eligible employees. The Gratuity Plan provides a lump-sum payment to vested employees at retirement, death, incapacitation or termination of employment, of an amount based on the respective employee's salary and the tenure of employment with the Company.

Liabilities with regard to the Gratuity Plan are determined by actuarial valuation at each Balance Sheet date using the projected unit credit method. The Company fully contributes all ascertained liabilities to the Infosys Limited Employees' Gratuity Fund Trust (the Trust). Trustees administer contributions made to the Trust and contributions are invested in specific investments as permitted by the law. The Company recognizes the net obligation of the gratuity plan in the Balance Sheet as an asset or liability, respectively in accordance with Accounting Standard (AS) 15, 'Employee Benefits'. The Company's overall expected long-term rate-of-return on assets has been determined based on consideration of available market information, current provisions of Indian law specifying the instruments in which investments can be made, and historical returns. The discount rate is based on the Government securities yield. Actuarial gains and losses arising from experience adjustments and changes in actuarial assumptions are recognized in the statement of profit and loss in the period in which they arise.

b Superannuation

Certain employees of Infosys are also participants in the superannuation plan ('the Plan') which is a defined contribution plan. The Company has no obligations to the Plan beyond its monthly contributions.

c Provident fund

Eligible employees receive benefits from a provident fund, which is a defined benefit plan. Both the employee and the Company make monthly contributions to the provident fund plan equal to a specified percentage of the covered employee’s salary. The Company contributes a part of the contributions to the Infosys Limited Employees’ Provident Fund Trust. The remaining portion is contributed to the government administered pension fund. The rate at which the annual interest is payable to the beneficiaries by the trust is being administered by the government. The Company has an obligation to make good the shortfall, if any, between the return from the investments of the trust and the notified interest rate.

d Compensated absences

The employees of the Company are entitled to compensated absences which are both accumulating and non-accumulating in nature. The expected cost of accumulating compensated absences is determined by actuarial valuation based on the additional amount expected to be paid as a result of the unused entitlement that has accumulated at the Balance Sheet date. Expense on non-accumulating compensated absences is recognized in the period in which the absences occur.

1.12 Share-based payments

The company accounts for equity settled stock options as per the accounting treatment prescribed by Employee Stock Option Scheme and Employee Stock Purchase Guidelines, 1999, issued by Securities and Exchange Board of India and the Guidance Note on Employee Share-based Payments issued by the Institute of Chartered Accountants of India using the intrinsic value method.

1.13 Foreign currency transactions

Foreign-currency denominated monetary assets and liabilities are translated at exchange rates in effect at the Balance Sheet date. The gains or losses resulting from such translations are included in the Statement of profit and loss. Non-monetary assets and non-monetary liabilities denominated in a foreign currency and measured at fair value are translated at the exchange rate prevalent at the date when the fair value was determined. Non-monetary assets and non-monetary liabilities denominated in a foreign currency and measured at historical cost are translated at the exchange rate prevalent at the date of transaction.

Revenue, expense and cash-flow items denominated in foreign currencies are translated using the exchange rate in effect on the date of the transaction. Transaction gains or losses realized upon settlement of foreign currency transactions are included in determining net profit for the period in which the transaction is settled.

1.14 Forward and options contracts in foreign currencies

The Company uses foreign exchange forward and options contracts to hedge its exposure to movements in foreign exchange rates. The use of these foreign exchange forward and options contracts reduce the risk or cost to the Company and the Company does not use those for trading or speculation purposes.

Effective April 1, 2008, the Company adopted AS 30, 'Financial Instruments: Recognition and Measurement', to the extent that the adoption did not conflict with existing accounting standards and other authoritative pronouncements of the Company Law and other regulatory requirements.

Forward and options contracts are fair valued at each reporting date. The resultant gain or loss from these transactions are recognized in the statement of profit and loss. The Company records the gain or loss on effective hedges, if any, in the foreign currency fluctuation reserve until the transactions are complete. On completion, the gain or loss is transferred to the statement of profit and loss of that period. To designate a forward or options contract as an effective hedge, the Management objectively evaluates and evidences with appropriate supporting documents at the inception of each contract whether the contract is effective in achieving offsetting cash flows attributable to the hedged risk. In the absence of a designation as effective hedge, a gain or loss is recognized in the statement of profit and loss. Currently hedges undertaken by the Company are all ineffective in nature and the resultant gain or loss consequent to fair valuation is recognized in the statement of profit and loss at each reporting date.

1.15 Income taxes

Income taxes are accrued in the same period that the related revenue and expenses arise. A provision is made for income tax, based on the tax liability computed, after considering tax allowances and exemptions. Provisions are recorded when it is estimated that a liability due to disallowances or other matters is probable. Minimum alternate tax (MAT) paid in accordance with the tax laws, which gives rise to future economic benefits in the form of tax credit against future income tax liability, is recognized as an asset in the Balance Sheet if there is convincing evidence that the Company will pay normal tax after the tax holiday period and the resultant asset can be measured reliably. The Company offsets, on a year on year basis, the current tax assets and liabilities, where it has a legally enforceable right and where it intends to settle such assets and liabilities on a net basis.

The differences that result between the profit considered for income taxes and the profit as per the financial statements are identified, and thereafter a deferred tax asset or deferred tax liability is recorded for timing differences, namely the differences that originate in one accounting period and reverse in another, based on the tax effect of the aggregate amount of timing difference. The tax effect is calculated on the accumulated timing differences at the end of an accounting period based on enacted or substantively enacted regulations. Deferred tax assets in situation where unabsorbed depreciation and carry forward business loss exists, are recognized only if there is virtual certainty supported by convincing evidence that sufficient future taxable income will be available against which such deferred tax asset can be realized. Deferred tax assets, other than in situation of unabsorbed depreciation and carry forward business loss, are recognized only if there is reasonable certainty that they will be realized. Deferred tax assets are reviewed for the appropriateness of their respective carrying values at each reporting date. Deferred tax assets and deferred tax liabilities have been offset wherever the Company has a legally enforceable right to set off current tax assets against current tax liabilities and where the deferred tax assets and deferred tax liabilities relate to income taxes levied by the same taxation authority. The income tax provision for the interim period is made based on the best estimate of the annual average tax rate expected to be applicable for the full financial year. Tax benefits of deductions earned on exercise of employee share options in excess of compensation charged to statement of profit and loss are credited to the share premium account.

1.16 Earnings per share

Basic earnings per share is computed by dividing the net profit after tax by the weighted average number of equity shares outstanding during the period. Diluted earnings per share is computed by dividing the profit after tax by the weighted average number of equity shares considered for deriving basic earnings per share and also the weighted average number of equity shares that could have been issued upon conversion of all dilutive potential equity shares. The diluted potential equity shares are adjusted for the proceeds receivable had the shares been actually issued at fair value which is the average market value of the outstanding shares. Dilutive potential equity shares are deemed converted as of the beginning of the period, unless issued at a later date. Dilutive potential equity shares are determined independently for each period presented.

The number of shares and potentially dilutive equity shares are adjusted retrospectively for all periods presented for any share splits and bonus shares issues including for changes effected prior to the approval of the financial statements by the Board of Directors.

1.17 Investments

Trade investments are the investments made to enhance the Company’s business interests. Investments are either classified as current or long-term based on Management’s intention. Current investments are carried at the lower of cost and fair value of each investment individually. Cost for overseas investments comprises the Indian Rupee value of the consideration paid for the investment translated at the exchange rate prevalent at the date of investment. Long term investments are carried at cost less provisions recorded to recognize any decline, other than temporary, in the carrying value of each investment.

1.18 Cash and cash equivalents

Cash and cash equivalents comprise cash and cash on deposit with banks and corporations. The Company considers all highly liquid investments with a remaining maturity at the date of purchase of three months or less and that are readily convertible to known amounts of cash to be cash equivalents.

1.19 Cash flow statement

Cash flows are reported using the indirect method, whereby profit before tax is adjusted for the effects of transactions of a non-cash nature, any deferrals or accruals of past or future operating cash receipts or payments and item of income or expenses associated with investing or financing cash flows. The cash flows from operating, investing and financing activities of the Company are segregated.

1.20 Leases

Lease under which the Company assumes substantially all the risks and rewards of ownership are classified as finance leases. Such assets acquired are capitalized at fair value of the asset or present value of the minimum lease payments at the inception of the lease, whichever is lower. Lease payments under operating leases are recognised as an expense on a straight line basis in the statement of profit and loss over the lease term.

2 NOTES TO ACCOUNTS FOR THE QUARTER AND HALF-YEAR ENDED SEPTEMBER 30, 2014

Amounts in the financial statements are presented in crore, except for per share data and as otherwise stated. All exact amounts are stated with the suffix “/-”. One crore equals 10 million.

The previous period figures have been regrouped/reclassified, wherever necessary to conform to the current period presentation.

2.1 SHARE CAPITAL

in crore, except as otherwise stated

Particulars	As at
	September 30, 2014	March 31, 2014
Authorized
Equity shares, 5/- par value
60,00,00,000 (60,00,00,000) equity shares	300	300
Issued, Subscribed and Paid-Up
Equity shares, 5/- par value ⁽¹⁾	286	286
57,14,02,566 (57,14,02,566) equity shares fully paid-up
	286	286

Forfeited shares amounted to 1,500/- (1,500/-)

⁽¹⁾

Refer to note 2.33 for details of basic and diluted shares

The Company has only one class of shares referred to as equity shares having a par value of 5/-. Each holder of equity shares is entitled to one vote per share.

The Company declares and pays dividends in Indian rupees. The dividend proposed by the Board of Directors is subject to the approval of the shareholders in the ensuing Annual General Meeting.

During the year ended March 31, 2014, the amount of dividend per share recognized as distribution to equity shareholder was 63/- The dividend for the year ended March 31, 2014 includes 43 per share of final dividend. The total dividend appropriation for the year ended March 31, 2014 amounted to 4,233 crore, including corporate dividend tax of 615 crore.

The Board of Directors, in their meeting on October 10, 2014,declared an interim dividend of 30 per equity share.

In the event of liquidation of the Company, the holders of equity shares will be entitled to receive any of the remaining assets of the company in proportion to the number of equity shares held by the shareholders, after distribution of all preferential amounts.

The details of shareholder holding more than 5% shares as at September 30, 2014 and March 31, 2014 are set out below :

Name of the shareholder	As at September 30, 2014		As at March 31, 2014
	No. of shares	% held	No. of shares	% held
Deutsche Bank Trust Company Americas (Depository of ADR's - legal ownership)	8,61,39,991	15.00	9,24,70,660	16.10

The reconciliation of the number of shares outstanding and the amount of share capital as at September 30, 2014 and March 31, 2014 is set out below:

Particulars	As at September 30, 2014		As at March 31, 2014
	Number of shares	Amount	Number of shares	Amount
Number of shares at the beginning of the period	57,14,02,566	286	57,42,36,166	287
Less : Treasury shares	–	–	2,833,600	1
Number of shares at the end of the period	57,14,02,566	286	57,14,02,566	286

The Board approved and recommended the issuance in order to increase the liquidity of its shares and to expand the retail shareholder base.

Stock Option Plan:

2011 RSU Plan (the 2011 Plan): The Company has a 2011 RSU Plan which provides for the grant of restricted stock units (RSUs) to eligible employees of the Company. The Board of Directors recommended establishment of the 2011 Plan to the shareholders on August 30, 2011 and the shareholders approved the recommendation of the Board of Directors on October 17, 2011 through a postal ballot. The maximum aggregate number of shares that may be awarded under the Plan is 28,33,600 shares (currently held by the Infosys Limited Employees' Welfare Trust) and the plan shall continue in effect for a term of 10 years from the date of initial grant under the plan. The RSUs will be issued at par value of the equity share. The 2011 Plan is administered by the Management Development and Compensation Committee (the Committee). The Committee is comprised of independent members of the Board of Directors.

During August 2014, the company granted 22,794 RSUs under the 2011 Plan. The RSUs will vest over a period of four years from the date of the grant in the proportions specified in the award agreement and expire seven days from the date of vesting. The RSUs will vest subject to achievement of certain key performance indicators as set forth in the award agreement for each applicable year of the vesting tranche and continued employment through each vesting date.

In accordance with the SEBI Guidelines, the excess of the closing market price on the day prior to the grant of the RSUs over the exercise price is amortised on a straight-line basis over the vesting period.

The activity in the 2011 Plan during the quarter and half-year ended September 30, 2014 is set out below:

Particulars	Quarter ended September 30, 2014		Half-year ended September 30, 2014
	Shares arising out of options	Weighted average exercise price	Shares arising out of options	Weighted average exercise price
2011 Plan:
Outstanding at the beginning	–	–	–	–
Granted	22,794	5	22,794	5
Forfeited and expired	–	–	–	–
Exercised	–	–	–	–
Outstanding at the end	22,794	5	22,794	5
Exercisable at the end	–	–	–	–

The weighted average remaining contractual life of RSUs outstanding as of September 30, 2014 under the 2011 Plan was 2.89 years.

The differential on stock compensation expense if the ‘fair value’ of the RSUs on the date of the grant were considered instead of the ‘intrinsic value’ is less than 1 crore. Consequently, there is no impact on Earnings per Share.

The fair value for the above impact analysis is estimated on the date of grant using the Black-Scholes-Merton model with the following assumptions:

Particulars	Quarter ended September 30, 2014
Weighted average share price ()	3,549
Exercise price ()	5
Expected volatility (%)	30 - 37
Expected life of the option (years)	1 - 4
Expected dividends (%)	1.84
Risk-free interest rate (%)	8 - 9

The expected term of an RSU is estimated based on the vesting term and contractual term of the RSU, as well as expected exercise behaviour of the employee who receives the RSU. Expected volatility during the expected term of the RSU is based on historical volatility of the observed market prices of the company's publicly traded equity shares during a period equivalent to the expected term of the RSU.

The weighted average fair value of RSUs on grant date was 3,544/-

During each of the quarter and half-year ended September 30, 2014, the company recorded an employee compensation expense of 1 crore in the statement of profit and loss.

2.2 RESERVES AND SURPLUS

in crore

Particulars	As at
	September 30, 2014	March 31, 2014
Capital reserve - Opening balance	54	54
Add: Transferred from Surplus	–	–
	54	54
Securities premium account - Opening balance	3,069	3,065
Add: Reserves on consolidation of trust	–	4
	3,069	3,069

Employee Stock Options Outstanding- Opening balance (Refer note 2.1)	–	–
Add: Compensation for options granted during the period	8	–
	8	–
Less: Deferred Employee Stock Compensation	7	–
	1	–
General reserve - Opening balance	8,291	7,270
Add: Transferred from Surplus	–	1,021
	8,291	8,291
Surplus - Opening balance	30,392	25,383
Add: Net profit after tax transferred from Statement of Profit and Loss	6,085	10,194
Reserves on consolidation of trust	–	50
Dividend eliminated on consolidation of trust	12	13
Reserves on transfer of assets and liabilities of Infosys Consulting India Limited (refer to note 2.27)	–	6
Amount available for appropriation	36,489	35,646
Appropriations:
Interim dividend	1,723	1,149
Final dividend	–	2,469
Total dividend	1,723	3,618
Dividend tax	344	615
Amount transferred to general reserve	–	1,021
Surplus- Closing Balance	34,422	30,392
	45,837	41,806

2.3 DEFERRED TAXES

in crore

Particulars	As at
	September 30, 2014	March 31, 2014
Deferred tax assets
Fixed assets	281	356
Trade receivables	109	44
Unavailed leave	261	249
Computer software	53	50
Accrued compensation to employees	38	31
Post sales client support	109	98
Others	22	17
	873	845
Deferred tax liabilities
Branch profit tax	312	303
	312	303
Deferred tax assets after set-off	561	542
Deferred tax liabilities after set-off	–	–

Deferred tax assets and deferred tax liabilities have been offset wherever the Company has a legally enforceable right to set-off current tax assets against current tax liabilities and where the deferred tax assets and deferred tax liabilities relate to income taxes levied by the same taxation authority.

As at September 30, 2014 and March 31, 2014, the Company has provided for branch profit tax of 312 crore and 303 crore, respectively, for its overseas branches, as the Company estimates that these branch profits would be distributed in the foreseeable future. The change in provision for branch profit tax includes 9 crore movement on account of exchange rate during the half-year ended September 30, 2014.

2.4 OTHER LONG-TERM LIABILITIES

in crore

Particulars	As at
	September 30, 2014	March 31, 2014
Others
Gratuity obligation - unamortised amount relating to plan amendment (refer to note 2.30)	6	7
Payable for acquisition of business (refer to note 2.10.1)	421	330
Rental deposits received from subsidiary (refer to note 2.26)	27	27
	454	364

2.5 TRADE PAYABLES

in crore

Particulars	As at
	September 30, 2014	March 31, 2014

Trade payables	275	68
	275	68
Includes dues to subsidiaries (refer to note 2.26)	231	30

2.6 OTHER CURRENT LIABILITIES

in crore

Particulars	As at
	September 30, 2014	March 31, 2014
Accrued salaries and benefits
Salaries and benefits	1,184	503
Bonus and incentives	813	669
Other liabilities
Provision for expenses⁽¹⁾	1,240	1,296
Retention monies	82	72
Withholding and other taxes payable	877	834
Gratuity obligation - unamortised amount relating to plan amendment, current (refer to note 2.30)	3	4
Other payables⁽²⁾	98	63
Advances received from clients	9	21
Unearned revenue	746	606
Unpaid dividends	3	3
Mark-to-market forward and options contracts	22	–
	5,077	4,071
⁽¹⁾ Includes dues to subsidiaries (refer to note 2.26)	–	8
⁽²⁾ Includes dues to subsidiaries (refer to note 2.26)	24	3

2.7 SHORT-TERM PROVISIONS

in crore

Particulars	As at
	September 30, 2014	March 31, 2014
Provision for employee benefits
Unavailed leave	859	798
Others
Proposed dividend	1,723	2,469
Provision for
Tax on dividend	344	420
Income taxes (net of advance tax and TDS)	2,570	2,105
Post-sales client support and warranties and other provisions	345	325
Provision towards visa related matters (Refer note 2.36)	–	–
	5,841	6,117

Provision for post-sales client support and warranties and other provisions

The movement in the provision for post-sales client support and warranties and other provisions is as follows :

in crore

Particulars	Quarter ended		Half-year ended		Year ended
	September 30, 2014	September 30, 2013	September 30, 2014	September 30, 2013	March 31, 2014
Balance at the beginning	307	196	325	199	199
Provision recognized/(reversed)	48	(12)	52	(26)	124
Provision utilised	(12)	–	(33)	–	–
Exchange difference during the period	2	6	1	17	2
Balance at the end	345	190	345	190	325

Provision for post-sales client support and other provisions are expected to be utilized over a period of 6 months to 1 year.

2.8 FIXED ASSETS

Following are the changes in the carrying value of fixed assets for the half-year ended September 30, 2014:

in crore, except as otherwise stated

Particulars	Tangible assets									Intangible assets		Total
	Land-Freehold	Land- Leasehold	Buildings ⁽¹⁾⁽²⁾	Plant and equipment ⁽²⁾	Office equipment ⁽²⁾	Computer equipment ^{(2) (4)}	Furniture and fixtures ⁽²⁾	Vehicles	Total	Intellectual property rights	Total
Original cost
As at April 1, 2014	781	349	4,878	1,090	393	2,178	679	13	10,361	59	59	10,420
Additions/ Adjustments during the period	118	268	306	92	69	244	58	1	1,156	–	–	1,156
Deductions/ Retirement during the period	–	–	–	–	–	(25)	–	(1)	(26)	–	–	(26)
As at September 30, 2014	899	617	5,184	1,182	462	2,397	737	13	11,491	59	59	11,550
Depreciation and amortization
As at April 1, 2014	–	–	1,754	671	215	1,554	441	7	4,642	46	46	4,688
For the period	–	14	88	86	31	157	61	1	438	5	5	443
Deductions/ Adjustments during the period	–	–	–	–	–	(17)	–	(1)	(18)	–	–	(18)
As at September 30, 2014	–	14	1,842	757	246	1,694	502	7	5,062	51	51	5,113
Net book value
As at September 30, 2014	899	603	3,342	425	216	703	235	6	6,429	8	8	6,437

Following are the changes in the carrying value of fixed assets for the half-year ended September 30, 2013:

in crore, except as otherwise stated

Particulars	Tangible assets									Intangible assets		Total
	Land-Freehold	Land- Leasehold	Buildings ⁽¹⁾⁽²⁾	Plant and equipment ⁽²⁾	Office equipment ⁽²⁾	Computer equipment ⁽³⁾	Furniture and fixtures ⁽²⁾	Vehicles	Total	Intellectual property rights	Total
Original cost
As at April 1, 2013	492	348	4,053	779	276	1,525	518	10	8,001	59	59	8,060
Additions/ Adjustments during the period	96	–	181	54	28	278	56	1	694	–	–	694
Deductions/ Retirement during the period	–	–	–	(1)	–	(7)	–	–	(8)	–	–	(8)
As at September 30, 2013	588	348	4,234	832	304	1,796	574	11	8,687	59	59	8,746
Depreciation and amortization
As at April 1, 2013	–	–	1,467	547	159	1,053	345	5	3,576	31	31	3,607
For the period	–	–	138	61	26	225	49	1	500	7	7	507
Deductions/ Adjustments during the period	–	–	–	(1)	–	(6)	–	–	(7)	–	–	(7)
As at September 30, 2013	–	–	1,605	607	185	1,272	394	6	4,069	38	38	4,107
Net book value
As at September 30, 2013	588	348	2,629	225	119	524	180	5	4,618	21	21	4,639

Following are the changes in the carrying value of fixed assets for the year ended March 31, 2014:

in crore, except as otherwise stated

Particulars	Tangible assets									Intangible assets		Total
	Land-Freehold	Land- Leasehold	Buildings ⁽¹⁾⁽²⁾	Plant and equipment ⁽²⁾	Office equipment ⁽²⁾	Computer equipment ⁽³⁾	Furniture and fixtures ⁽²⁾	Vehicles	Total	Intellectual property rights	Total
Original cost
As at April 1, 2013	492	348	4,053	779	276	1,525	518	10	8,001	59	59	8,060
Additions/Adjustments during the period	290	1	825	312	117	672	161	3	2,381	–	–	2,381
Deductions/ Retirement during the period	(1)	–	–	(1)	–	(19)	–	–	(21)	–	–	(21)
As at March 31, 2014	781	349	4,878	1,090	393	2,178	679	13	10,361	59	59	10,420
Depreciation and amortization
As at April 1, 2013	–	–	1,467	547	159	1,053	345	5	3,576	31	31	3,607
For the period	–	–	287	125	56	520	96	2	1,086	15	15	1,101
Deductions/Adjustments during the period	–	–	–	(1)	–	(19)	–	–	(20)	–	–	(20)
As at March 31, 2014	–	–	1,754	671	215	1,554	441	7	4,642	46	46	4,688
Net book value
As at March 31, 2014	781	349	3,124	419	178	624	238	6	5,719	13	13	5,732

Notes:	⁽¹⁾	Buildings include 250/- being the value of 5 shares of 50/- each in Mittal Towers Premises Co-operative Society Limited.
	⁽²⁾	Includes certain assets provided on cancellable operating lease to subsidiaries
	⁽³⁾	The opening Balance as of April 1, 2013 includes computer equipment having gross book value of 1 crore (net book value Nil) transferred from Infosys Consulting India Limited ( Refer note 2.27)
	⁽⁴⁾	During the quarter ended September 30, 2014, computer equipment having net book value of 8 crore was transferred to Edgeverve Systems Limited (Refer note 2.10.2)

During the quarter ended June 30, 2014, the management based on internal and external technical evaluation reassessed the remaining useful life of assets primarily consisting of buildings and computers with effect from April 1, 2014. Accordingly the useful lives of certain assets required a change from the previous estimates.

The existing and revised useful lives are as below:

Category of assets	Existing useful life (Years)	Revised useful life (Years)
Building	15	22-25
Plant and machinery	5	5
Computer equipment	2-5	3-5
Furniture and fixtures	5	5
Vehicles	5	5

Had the Company continued with the previously assessed useful lives, charge for depreciation for the quarter and half-year ended September 30, 2014 would have been higher by 111 crore and 238 crore respectively, for assets held at April 1, 2014. The revision of the useful lives will result in the following changes in the depreciation expense as compared to the original useful life of the assets.

in crore

Particulars	Fiscal 2015	Fiscal 2016	After Fiscal 2016
Increase /(decrease) in depreciation expense	(404)	(145)	549

The Company has entered into lease-cum-sale agreements to acquire certain properties. In accordance with the terms of some of these agreements, the Company has the option to purchase or renew the properties on expiry of the lease period.

Tangible assets provided on operating lease to subsidiaries as at September 30, 2014 and March 31, 2014 are as follows:

in crore

Particulars	Cost	Accumulated depreciation	Net book value
Buildings	60	33	27
	49	32	17
Plant and equipment	2	–	2
	1	–	1
Furniture and fixtures	2	–	2
	–	–	–
Office equipment	2	–	2
	–	–	–

The aggregate depreciation charged on the above assets during the quarter and half-year ended September 30, 2014 amounted to 1 crore each (1 crore and 2 crore for the quarter and half-year ended September 30, 2013, respectively).

The rental income from subsidiaries for the quarter and half-year ended September 30, 2014 amounted to 14 crore and 18 crore respectively (5 crore and 9 crore for the quarter and half-year ended September 30, 2013, respectively)

2.9 LEASES

Obligations on long-term, non-cancellable operating leases

The lease rentals charged during the period and the obligations on long-term, non-cancellable operating leases payable as per the rentals stated in the respective agreements are as follows:

in crore

Particulars	Quarter ended September 30,		Half-year ended September 30,
	2014	2013	2014	2013
Lease rentals recognized during the period	40	45	82	90

in crore

Lease obligations payable	As at
	September 30, 2014	March 31, 2014
Within one year of the balance sheet date	116	125
Due in a period between one year and five years	308	314
Due after five years	189	218

The operating lease arrangements, are renewable on a periodic basis and for most of the leases extend upto a maximum of ten years from their respective dates of inception and relates to rented premises. Some of these lease agreements have price escalation clauses.

2.10 INVESTMENTS

in crore, except as otherwise stated

Particulars	As at
	September 30, 2014	March 31, 2014
Non-current investments
Long term investments - at cost
Trade (unquoted)
Investments in equity instruments of subsidiaries
Infosys BPO Limited
3,38,22,319 (3,38,22,319) equity shares of 10/- each, fully paid	659	659
Infosys Technologies (China) Co. Limited	107	107
Infosys Technologies (Australia) Pty Limited
1,01,08,869 (1,01,08,869) equity shares of AUD 0.11 par value, fully paid	66	66
Infosys Technologies, S. de R.L. de C.V., Mexico
17,49,99,990 (17,49,99,990) equity shares of MXN 1 par value, fully paid up	65	65
Infosys Technologies (Sweden) AB
1,000 (1,000) equity shares of SEK 100 par value, fully paid	–	–
Infosys Technologia do Brasil Ltda
4,00,00,000 (4,00,00,000) shares of BRL 1.00 par value, fully paid	109	109
Infosys Technologies (Shanghai) Company Limited	234	234
Infosys Consulting India Limited
Nil (Nil) equity shares of 10/- each, fully paid	–	–
Infosys Public Services, Inc.
3,50,00,000 (3,50,00,000) shares of USD 0.50 par value, fully paid	99	99
Lodestone Holding AG (refer to note 2.10.1)
23,350 (23,350) - Class A shares of CHF 1,000 each and 29,400 (29,400) - Class B Shares of CHF 100 each, fully paid up	1,323	1,323
Infosys Americas Inc.
10,000 (10,000) shares of USD 10 per share, fully paid up	1	1
Edgeverve Systems Limited (refer to note 2.10.2)
46,18,40,000 (10,00,000) equity shares of 10/- each, fully paid	462	1
	3,125	2,664
Others (unquoted) (refer to note 2.10.3)
Investments in equity instruments	6	6
Less: Provision for investments	2	2
	4	4
Others (quoted)
Investments in tax free bonds (refer to note 2.10.4)	1,300	1,300
	1,300	1,300
Total non-current investments	4,429	3,968
Current portion of Long term investments
Quoted
Fixed Maturity Plans (refer to note 2.10.5)	100	100
	100	100
Current investments – at the lower of cost and fair value
Other current investments
Unquoted
Liquid mutual fund units (refer to note 2.10.6)	3,414	1,866
Certificates of deposit (refer to note 2.10.7)	74	783
	3,488	2,649
Total current investments	3,588	2,749
Total investments	8,017	6,717
Aggregate amount of quoted investments excluding interest accrued but not due of 56 crore as of September 30, 2014 (48 crore as at March 31, 2014) included under Note 2.15 Short term Loans and advances	1,400	1,400
Market value of quoted investments	1,306	1,344
Aggregate amount of unquoted investments	6,619	5,319
Aggregate amount of provision made for non-current unquoted investments	2	2

Profit on sale of Investment is less than 1 crore each for quarter and half-year ended September 30, 2014 ( 1 crore each for the quarter and half-year ended September 30, 2013).

2.10.1 Investment in Lodestone Holding AG

On October 22, 2012, Infosys acquired 100% of the outstanding share capital of Lodestone Holding AG, a global management consultancy firm headquartered in Zurich, Switzerland. The acquisition was executed through a share purchase agreement for an upfront cash consideration of 1,187 crore and a deferred consideration of upto 608 crore.

The deferred consideration is payable to the selling shareholders of Lodestone on the third anniversary of the acquisition date and is contingent upon their continued employment for a period of three years. The investment in Lodestone has been recorded at the acquisition cost and the deferred consideration is being recognised on a proportionate basis over a period of three years from the date of acquisition. An amount of 56 crore and 57 crore, representing the proportionate charge of the deferred consideration has been recognised as an expense during the quarter ended September 30, 2014 and quarter ended September 30, 2013 respectively and 113 crore and 109 crore during half-year ended September 30, 2014 and September 30, 2013, respectively.

2.10.2 Investment in Edgeverve Systems Limited

On February 14, 2014, a wholly owned subsidiary Edgeverve Systems Limited (Edgeverve) was incorporated. Edgeverve was created to focus on developing and selling products and platforms. On April 15, 2014, the Board of Directors (the Board) of Infosys authorized the Company to execute a Business Transfer Agreement and related documents with Edgeverve, subject to securing the requisite approval from shareholders in the Annual General Meeting. Subsequently, at the AGM held on June 14, 2014, the shareholders have authorized the Board to enter into a Business Transfer Agreement and related documents with Edgeverve, with effect from July 1, 2014 or such other date as may be decided by the Board. The company has undertaken an enterprise valuation by an independent valuer and accordingly the business has been transferred for a consideration of $70 million (approximately 421 crore) with effect from July 1, 2014. Net assets amounting amounting to 9 crore have also been transferred and accordingly a gain of 412 crore has been recorded as an exceptional item. The consideration has been settled through the issue of fully paid up shares in Edgeverve.

2.10.3 Details of Investments

The details of non-current other investments in equity instruments as at September 30, 2014 and March 31, 2014 are as follows:

in crore

Particulars	As at
	September 30, 2014	March 31, 2014
OnMobile Systems Inc., (formerly Onscan Inc.) USA
21,54,100 (21,54,100) common stock at USD 0.4348 each, fully paid, par value USD 0.001 each	4	4
Merasport Technologies Private Limited
2,420 (2,420) equity shares at 8,052/- each, fully paid, par value 10/- each	2	2
Global Innovation and Technology Alliance
5,000 (5,000) equity shares at 1,000/- each, fully paid, par value 1,000/- each	–	–
	6	6
Less: Provision for investment	2	2
	4	4

2.10.4 Details of Investments in tax free bonds

The balances held in tax free bonds as at September 30, 2014 and March 31, 2014 is as follows:

in crore

Particulars	Face Value	As at September 30, 2014		As at March 31, 2014
		Units	Amount	Units	Amount
7.18% Indian Railway Finance Corporation Limited Bonds 19FEB2023	1,000/-	20,00,000	201	20,00,000	201
7.34% Indian Railway Finance Corporation Limited Bonds 19FEB2028	1,000/-	21,00,000	211	21,00,000	211
7.93% Rural Electrification Corporation Limited Bonds 27MAR2022	1,000/-	2,00,000	21	2,00,000	21
8.26% India Infrastructure Finance Company Limited Bonds 23AUG28	10,00,000/-	1,000	100	1,000	100
8.30% National Highways Authority of India Bonds 25JAN2027	1,000/-	5,00,000	53	5,00,000	53
8.35% National Highways Authority of India Bonds 22NOV2023	10,00,000/-	1,500	150	1,500	150
8.46% India Infrastructure Finance Company Limited Bonds 30AUG2028	10,00,000/-	2,000	200	2,000	200
8.46% Power Finance Corporation Limited Bonds 30AUG2028	10,00,000/-	1,500	150	1,500	150
8.48% India Infrastructure Finance Company Limited Bonds 05SEP2028	10,00,000/-	450	45	450	45
8.54% Power Finance Corporation Limited Bonds 16NOV2028	1,000/-	5,00,000	50	5,00,000	50
8.10% Indian Railway Finance Corporation Limited Bonds 23FEB2027	1,000/-	5,00,000	54	5,00,000	54
8.20% Power Finance Corporation Limited Bonds 2022	1,000/-	5,00,000	50	5,00,000	50
8.00% Indian Railway Finance Corporation Limited Bonds 2022	1,000/-	1,50,000	15	1,50,000	15
		64,56,450	1,300	64,56,450	1,300

2.10.5 Details of Investments in Fixed Maturity Plans

The balances held in Fixed Maturity Plans as at September 30, 2014 and March 31, 2014 is as follows:

in crore

Particulars	As at September 30, 2014		As at March 31, 2014
	Units	Amount	Units	Amount
UTI - Fixed Term Income Fund Series - XVII –XIII	2,50,00,000	25	2,50,00,000	25
HDFC Fixed Maturity Plans - Series 29	2,50,00,000	25	2,50,00,000	25
DSP BlackRock FMP Series 146 12M - Dir - Growth	2,50,00,000	25	2,50,00,000	25
DSP Black Rock FMP Series 151 12M - Dir - Growth	2,50,00,000	25	2,50,00,000	25
	10,00,00,000	100	10,00,00,000	100

2.10.6 Details of Investments in liquid mutual fund units

The balances held in liquid mutual fund units as at September 30, 2014 is as follows:

in crore

Particulars	Units	Amount
SBI Premier Liquid Fund - Direct Plan - Daily Dividend Reinvestment	24,85,931	249
IDFC Cash Fund Daily Dividend - Direct Plan	49,65,689	497
Tata Liquid Fund Direct Plan - Daily Dividend	25,67,895	286
JP Morgan India Liquid Fund Direct Plan-Daily Dividend	15,79,02,705	158
Religare Invesco Liquid Fund-Direct Plan Daily Dividend	8,070	1
Religare Invesco Liquid Fund-Direct Plan Daily Dividend	19,98,799	200
Reliance Liquid Fund - Treasury Plan - Direct Daily Dividend Option	25,93,407	396
L & T Liquid Fund Direct Plan - Daily Dividend Reinvestment	21,19,464	215
Kotak Liquid Scheme Plan A - Direct Plan - Daily Dividend	14,95,807	183
HDFC Liquid Fund - Direct Plan - Daily Dividend Reinvestment	17,27,30,629	176
ICICI Prudential Liquid - Direct Plan- Daily Dividend	3,74,00,328	374
AXIS Liquid Fund - Direct Plan - Daily Dividend Reinvestment	29,24,234	293
Birla Sun Life Cash Plus - Daily Dividend - Direct Plan - Reinvestment	3,85,05,844	386
	42,76,98,802	3,414

The balances held in liquid mutual fund units as at March 31, 2014 is as follows:

in crore

Particulars	Units	Amount
SBI Premier Liquid Fund - Direct Plan - Daily Dividend Reinvestment	14,96,454	150
IDFC Cash Fund Daily Dividend - Direct Plan	23,95,149	240
Tata Liquid Fund Direct Plan - Daily Dividend	24,61,026	274
HDFC Liquid Fund-Direct Plan- Daily Dividend Reinvestment	33,44,09,159	341
Religare Invesco Liquid Fund-Direct Plan Daily Dividend	12,704	1
Reliance Liquidity Fund-Direct Plan Daily Dividend Reinvestment Option	35,45,234	355
L & T Liquid Fund Direct Plan - Daily Dividend Reinvestment	14,82,628	150
UTI Liquid Cash Plan - Institutional - Direct Plan - Daily Dividend Reinvestment	11,78,546	120
Birla Sun Life Floating Rate Fund-STP-DD-Direct Reinvestment	2,34,93,259	235
	37,04,74,159	1,866

2.10.7 Details of Investments in certificate of deposits

The balances held in certificates of deposit as at September 30, 2014 is as follows:

Particulars	Face value	Units	Amount
Oriental Bank of Commerce	100,000/-	4,000	37
Corporation Bank	100,000/-	1,500	14
Vijaya Bank	100,000/-	2,500	23
		8,000	74

The balances held in certificates of deposit as at March 31, 2014 is as follows:

Particulars	Face value	Units	Amount
Oriental Bank of Commerce	100,000/-	48,500	454
IDBI Bank Limited	100,000/-	10,000	93
Corporation Bank	100,000/-	8,000	75
Union Bank of India	100,000/-	5,000	46
Indian Overseas Bank	100,000/-	5,000	46
HDFC Bank	100,000/-	5,000	46
Vijaya Bank	100,000/-	2,500	23
		84,000	783

2.11 LONG-TERM LOANS AND ADVANCES

in crore

Particulars	As at
	September 30, 2014	March 31, 2014
Unsecured, considered good
Capital advances	354	687
Electricity and other deposits	62	59
Rental deposits ⁽¹⁾	45	48
Other loans and advances
Advance income taxes (net of provisions)	1,398	1,417
Prepaid expenses	10	10
Loans and advances to employees
Housing and other loans	5	6
	1,874	2,227
⁽¹⁾ Includes deposits with subsidiaries (refer to note 2.26)	21	21

2.12 OTHER NON-CURRENT ASSETS

in crore

Particulars	As at
	September 30, 2014	March 31, 2014
Others
Restricted deposits (refer to note 2.34)	49	43
Advance to gratuity trust (refer to note 2.30)	53	9
	102	52

2.13 TRADE RECEIVABLES ⁽¹⁾

in crore

Particulars	As at
	September 30, 2014	March 31, 2014
Debts outstanding for a period exceeding six months
Unsecured
Considered doubtful	256	135
Less: Provision for doubtful debts	256	135
	–	–
Other debts
Unsecured
Considered good⁽²⁾	8,108	7,336
Considered doubtful	95	61
	8,203	7,397
Less: Provision for doubtful debts	95	61
	8,108	7,336

	8,108	7,336
⁽¹⁾Includes dues from companies where directors are interested	10	117
⁽²⁾ Includes dues from subsidiaries (refer to note 2.26)	257	129

2.14 CASH AND CASH EQUIVALENTS

in crore

Particulars	As at
	September 30, 2014	March 31, 2014
Cash on hand	–	–
Balances with banks
In current and deposit accounts	22,746	20,600
Others
Deposits with financial institutions	3,500	3,500
	26,246	24,100
Balances with banks in unpaid dividend accounts	3	3
Deposit accounts with more than 12 months maturity	176	182
Balances with banks held as margin money deposits against guarantees	203	200

Cash and cash equivalents as of September 30, 2014 and March 31, 2014 include restricted cash and bank balances of 207 crore and 203 crore, respectively. The restrictions are primarily on account of cash and bank balances held as margin money deposits against guarantees, unclaimed dividends and balances held by consolidated trust.

The deposits maintained by the Company with banks and financial institutions comprise of time deposits, which can be withdrawn by the Company at any point without prior notice or penalty on the principal.

The details of balances as on Balance Sheet dates with banks are as follows:

in crore

Particulars	As at
	September 30, 2014	March 31, 2014
In current accounts
ANZ Bank, Taiwan	1	1
Bank of America, USA	676	632
Bank of Baroda, Mauritius	1	–
Bank of Tokyo	1	–
Citibank NA, Australia	48	75
Citibank NA, India	1	2
Citibank, Dubai	1	–
Citibank NA, EEFC (U.S. Dollar account)	1	–
Citibank NA, Japan	14	11
Citibank NA, New Zealand	7	2
Citibank NA, South Africa	–	1
Citibank NA, Thailand	1	1
Deutsche Bank, Philippines	2	–
Deutsche Bank, India	25	7
Deutsche Bank-EEFC (Euro account)	3	8
Deutsche Bank-EEFC (GBP account)	3	11
Deutsche Bank-EEFC (AUD account)	86	8
Deutsche Bank-EEFC (U.S. Dollar account)	208	63
Deutsche Bank-EEFC (CHF account)	1	–
Deutsche Bank, Belgium	6	12
Deutsche Bank, France	16	5
Deutsche Bank, Germany	16	33
Deutsche Bank, Netherlands	20	16
Deutsche Bank, Russia	–	1
Deutsche Bank, Russia (U.S. Dollar account)	–	13
Deutsche Bank, Singapore	2	10
Deutsche Bank, Spain	2	3
Deutsche Bank, Switzerland	1	3
Deutsche Bank, Switzerland (U.S. Dollar account)	–	2
Deutsche Bank, UK	61	73
Deutsche Bank-EEFC (Swiss Franc account)	–	1
HSBC, Hong Kong	29	2
ICICI Bank, India	200	31
ICICI Bank-EEFC (U.S. Dollar account)	7	8
Nordbanken, Sweden	4	13
Punjab National Bank, India	17	3
Royal Bank of Canada, Canada	7	22
State Bank of India	1	9
	1,469	1,082

in crore

Particulars	As at
	September 30, 2014	March 31, 2014
In deposit accounts
Allahabad Bank	931	931
Andhra Bank	850	753
Axis Bank	1,000	1,000
Bank of Baroda	2,125	2,125
Bank of India	2,815	2,461
Canara Bank	2,350	2,046
Central Bank of India	1,500	1,500
Corporation Bank	1,220	1,054
HDFC Bank	469	–
ICICI Bank	2,885	2,976
IDBI Bank	1,470	1,650
Indusind Bank	16	25
ING Vysya Bank	200	200
Indian Overseas Bank	750	700
Jammu and Kashmir Bank	–	25
Kotak Mahindra Bank	–	25
Oriental Bank of Commerce	58	86
Punjab National Bank	457	–
Syndicate Bank	1,000	783
Vijaya Bank	775	775
Yes Bank	200	200
	21,071	19,315
In unpaid dividend accounts
HDFC Bank - Unclaimed dividend account	1	1
ICICI bank - Unclaimed dividend account	2	2
	3	3
In margin money deposits against guarantees
Canara Bank	145	142
State Bank of India	58	58
	203	200
Deposits with financial institutions
HDFC Limited	3,500	3,500
	3,500	3,500

Total cash and cash equivalents as per Balance Sheet	26,246	24,100

2.15 SHORT-TERM LOANS AND ADVANCES

in crore

Particulars	As at
	September 30, 2014	March 31, 2014
Unsecured, considered good
Loans to subsidiary (refer to note 2.26)	38	36
Others
Advances
Prepaid expenses	67	98
For supply of goods and rendering of services	39	72
Withholding and other taxes receivable	1,123	987
Others⁽¹⁾	326	20
	1,593	1,213
Restricted deposits (refer to note 2.34)	917	934
Unbilled revenues⁽²⁾	2,458	2,392
Interest accrued but not due	137	92
Loans and advances to employees
Housing and other loans	55	64
Salary advances	138	127
Electricity and other deposits	6	8
Mark-to-market forward and options contracts	43	217
Rental deposits	8	5
	5,355	5,052
Unsecured, considered doubtful
Loans and advances to employees	8	6
	5,363	5,058
Less: Provision for doubtful loans and advances to employees	8	6
	5,355	5,052
⁽¹⁾ Includes dues from subsidiaries (refer to note 2.26)	320	13
⁽²⁾ Includes dues from subsidiaries (refer to note 2.26)	2	–

2.16 INCOME FROM SOFTWARE SERVICES AND PRODUCTS

in crore

Particulars	Quarter ended September 30,		Half-year ended September 30,
	2014	2013	2014	2013
Income from software services	11,478	11,012	22,399	20,563
Income from software products	385	470	783	878
	11,863	11,482	23,182	21,441

2.17 OTHER INCOME

in crore

Particulars	Quarter ended September 30,		Half-year ended September 30,
	2014	2013	2014	2013
Interest received on deposits with banks and others	636	516	1,244	1,013
Dividend received on investment in mutual fund units	40	42	89	73
Miscellaneous income, net	18	7	24	13
Gains / (losses) on foreign currency, net	139	(62)	266	(33)
	833	503	1,623	1,066

2.18 EXPENSES

in crore

Particulars	Quarter ended September 30,		Half-year ended September 30,
	2014	2013	2014	2013
Employee benefit expenses
Salaries and bonus including overseas staff expenses	6,216	6,500	12,297	11,942
Contribution to provident and other funds	107	63	247	180
Employee compensation expense (Refer note 2.1)	1	–	1	–
Staff welfare	16	9	29	17
	6,340	6,572	12,574	12,139
Cost of technical sub-contractors
Technical sub-contractors - subsidiaries	332	372	658	643
Technical sub-contractors - others	347	294	638	602
	679	666	1,296	1,245
Travel expenses
Overseas travel expenses	341	317	649	638
Travelling and conveyance	25	23	57	49
	366	340	706	687
Cost of software packages and others
For own use	166	129	379	264
Third party items bought for service delivery to clients	32	36	87	75
	198	165	466	339
Communication expenses
Telephone charges	62	63	127	118
Communication expenses	24	25	51	45
	86	88	178	163

in crore

Particulars	Quarter ended September 30,		Half-year ended September 30,
	2014	2013	2014	2013
Other expenses
Office maintenance	94	81	169	150
Power and fuel	50	47	97	93
Brand building	30	23	44	44
Rent	40	45	82	90
Rates and taxes, excluding taxes on income	25	25	48	42
Repairs to building	14	5	25	12
Repairs to plant and machinery	11	7	22	15
Computer maintenance	18	18	50	43
Consumables	8	5	13	8
Insurance charges	11	9	21	16
Provision for post-sales client support and warranties	12	(12)	16	(26)
Commission to non-whole time directors	2	3	4	5
Provision for bad and doubtful debts and advances	52	31	158	70
Auditor's remuneration
Statutory audit fees	1	1	1	1
Other services	–	–	–	–
Bank charges and commission	–	1	1	2
Contributions to Infosys Foundation towards CSR (Refer Note 2.35)	72	–	120	–
Others	24	251	60	282
	464	540	931	847

2.19 TAX EXPENSE

in crore

	Quarter ended September 30,		Half-year ended September 30,
	2014	2013	2014	2013
Current tax
Income tax	1,231	1,006	2,319	1,852
Deferred tax	(15)	(124)	(28)	(144)
	1,216	882	2,291	1,708

During the quarter ended September 30, 2014, the company had reversal (net of provisions) of 25 crore, pertaining to tax relating to prior years (8 crore provisions (net of reversals) for quarter ended September, 2013 respectively).

During the half-year ended September 30, 2014 and September 30, 2013, the company had a reversal (net of provisions) of 49 crore and 15 crore, respectively, pertaining to tax relating to prior years.

The revision in the useful life of assets held at April 1, 2014 has resulted in a decrease in deferred tax credit by 44 crore and 83 crore for the quarter and half-year ended September 30, 2014 respectively and will result in a decrease in deferred tax credit by 165 crore for the year ended March 31, 2015 (Refer note 2.8).

Income taxes

The provision for taxation includes tax liabilities in India on the company’s global income as reduced by exempt incomes and any tax liabilities arising overseas on income sourced from those countries as per Indian Income Tax Act, 1961. Infosys' operations are conducted through Software Technology Parks ('STPs') and Special Economic Zones ('SEZs'). Income from STPs were tax exempt for the first 10 years from the fiscal year in which the unit commences software development, or March 31, 2011 which ever is earlier. Income from SEZ Units is fully tax exempt for the first 5 years, 50% exempt for the next 5 years and 50% exempt for another 5 years subject to fulfilling certain conditions.

2.20 CONTINGENT LIABILITIES AND COMMITMENTS (TO THE EXTENT NOT PROVIDED FOR)

in crore

Particulars	As at
	September 30, 2014	March 31, 2014
Contingent liabilities :
Outstanding guarantees and counter guarantees to various banks, in respect of the guarantees given by those banks in favour of various government authorities and others	25	24
Claims against the Company, not acknowledged as debts⁽¹⁾	173	169
[Net of amount paid to statutory authorities 1,715 crore (1,716 crore)]
Commitments :
Estimated amount of unexecuted capital contracts	1,137	827
(net of advances and deposits)

⁽¹⁾

Claims against the company not acknowledged as debts include demand from the Indian Income tax authorities for payment of additional tax of 1,548 crores (1,548 crores), including interest of 430 crore (430 crore) upon completion of their tax review for fiscal 2006, fiscal 2007,fiscal 2008 and fiscal 2009 . These income tax demands are mainly on account of disallowance of a portion of the deduction claimed by the company under Section 10A of the Income Tax Act. The deductible amount is determined by the ratio of export turnover to total turnover. The disallowance arose from certain expenses incurred in foreign currency being reduced from export turnover but not reduced from total turnover. The tax demand for fiscal 2007, fiscal 2008 and fiscal 2009 also includes disallowance of portion of profit earned outside India from the STP units and disallowance of profits earned from SEZ units. The matter for fiscal 2006, fiscal 2007,fiscal 2008 and fiscal 2009 are pending before the Commissioner of Income tax ( Appeals) Bangalore. The company is contesting the demand and the management including its tax advisors believes that its position will likely be upheld in the appellate process. The management believes that the ultimate outcome of these proceedings will not have a material adverse effect on the Company's financial position and results of operations.

2.21 DERIVATIVE INSTRUMENTS

The following table gives details in respect of outstanding foreign exchange forward and option contracts:

	As at
	September 30, 2014		March 31, 2014
	in million	in crore	in million	in crore
Forward contracts outstanding
In USD	709	4,378	724	4,338
In Euro	54	420	49	405
In GBP	68	683	73	732
In AUD	85	457	75	415
Options outstanding
In USD	–	–	20	120
		5,938		6,010

As of the Balance Sheet date, the Company's net foreign currency exposures that are not hedged by a derivative instrument or otherwise is Nil (Nil as at March 31, 2014).

The foreign exchange forward & option contracts mature within 12 months. The table below analyzes the derivative financial instruments into relevant maturity groupings based on the remaining period as of the balance sheet date:

Particulars	As at
	September 30, 2014	March 31, 2014
Not later than one month	1,152	1,137
Later than one month and not later than three months	2,724	2,674
Later than three months and not later than one year	2,062	2,199
	5,938	6,010

The Company recognized a gain of 85 crore and a loss of 347 crore on derivative instruments during the quarter ended September 30, 2014 and September 30, 2013, respectively, which is included in other income.

The Company recognized a gain of 157 crore and a loss of 738 crore on derivative instruments during the half-year ended September 30, 2014 and September 30, 2013, respectively, which is included in other income.

2.22 QUANTITATIVE DETAILS

The Company is primarily engaged in the development and maintenance of computer software. The production and sale of such software cannot be expressed in any generic unit. Hence, it is not possible to give the quantitative details of sales and certain information as required under paragraphs 5 (viii)(c) of general instructions for preparation of the statement of profit and loss as per Schedule III to the Companies Act, 2013.

2.23 IMPORTS (VALUED ON THE COST, INSURANCE AND FREIGHT BASIS)

in crore

Particulars	Quarter ended September 30,		Half-year ended September 30,
	2014	2013	2014	2013
Capital goods	110	128	179	178
	110	128	179	178

2.24 ACTIVITY IN FOREIGN CURRENCY

in crore

Particulars	Quarter ended September 30,		Half-year ended September 30,
	2014	2013	2014	2013
Earnings in foreign currency
Income from software services and products	11,597	11,198	22,649	20,862
Interest received from banks and others	1	1	2	5
	11,598	11,199	22,651	20,867
Expenditure in foreign currency
Overseas travel expenses (including visa charges)	158	231	527	581
Professional charges	48	274	71	344
Technical sub-contractors - subsidiaries	281	335	559	569
Overseas salaries and incentives	3,949	4,607	7,810	8,397
Other expenditure incurred overseas for software development	821	688	1,367	1,312
	5,257	6,135	10,334	11,203
Net earnings in foreign currency	6,341	5,064	12,317	9,664

2.25 DIVIDENDS REMITTED IN FOREIGN CURRENCIES

The Company remits the equivalent of the dividends payable to equity shareholders and holders of ADS. For ADS holders the dividend is remitted in Indian rupees to the depository bank, which is the registered shareholder on record for all owners of the Company’s ADSs. The depositary bank purchases the foreign currencies and remits dividends to the ADS holders.

The particulars of dividends remitted are as follows:

in crore

Particulars	Number of Non-resident share holders	Number of shares to which the dividends relate	Half-year ended September 30,
			2014	2013
Final dividend for fiscal 2014	2	9,30,32,691	400	–
Final dividend for fiscal 2013	2	7,19,18,545	–	194

No dividend was remitted in foreign currency during the quarter ended September 30, 2014 and September 30, 2013.

2.26 RELATED PARTY TRANSACTIONS

List of related parties:

Name of subsidiaries	Country	Holding as at
		September 30, 2014	March 31, 2014
Infosys BPO	India	99.98%	99.98%
Infosys China	China	100%	100%
Infosys Mexico	Mexico	100%	100%
Infosys Sweden	Sweden	100%	100%
Infosys Shanghai	China	100%	100%
Infosys Brasil	Brazil	100%	100%
Infosys Public Services, Inc.	U.S.	100%	100%
Infosys Consulting India Limited ⁽¹⁾	India	–	–
Infosys Americas ⁽²⁾	U.S.	100%	100%
Infosys BPO s. r. o ⁽³⁾	Czech Republic	99.98%	99.98%
Infosys BPO (Poland) Sp Z.o.o ⁽³⁾	Poland	99.98%	99.98%
Infosys BPO S.DE R.L. DE.C.V ^(3)(12)	Mexico	–	–
Infosys McCamish Systems LLC ⁽³⁾	U.S.	99.98%	99.98%
Portland Group Pty Ltd⁽³⁾⁽⁴⁾	Australia	99.98%	99.98%
Portland Procurement Services Pty Ltd⁽⁸⁾	Australia	–	99.98%
Infosys Australia ⁽⁵⁾	Australia	100%	100%
Edgeverve Systems Limited ⁽¹¹⁾	India	100%	100%
Lodestone Holding AG	Switzerland	100%	100%
Lodestone Management Consultants (Canada) Inc. ^(6)(10)	Canada	–	–
Lodestone Management Consultants Inc. ⁽⁶⁾	U.S.	100%	100%
Lodestone Management Consultants Pty Limited ⁽⁶⁾	Australia	100%	100%
Lodestone Management Consultants AG ⁽⁶⁾	Switzerland	100%	100%
Lodestone Augmentis AG ⁽⁹⁾	Switzerland	100%	100%
Hafner Bauer & Ödman GmbH ⁽⁶⁾	Switzerland	100%	100%
Lodestone Management Consultants (Belgium) S.A. ⁽⁷⁾	Belgium	99.90%	99.90%
Lodestone Management Consultants GmbH ⁽⁶⁾	Germany	100%	100%
Lodestone Management Consultants Pte Ltd. ⁽⁶⁾	Singapore	100%	100%
Lodestone Management Consultants SAS ⁽⁶⁾	France	100%	100%
Lodestone Management Consultants s.r.o. ⁽⁶⁾	Czech Republic	100%	100%
Lodestone Management Consultants GmbH ⁽⁶⁾	Austria	100%	100%
Lodestone Management Consultants Co., Ltd. ⁽⁶⁾	China	100%	100%
Lodestone Management Consultants Ltd. ⁽⁶⁾	UK	100%	100%
Lodestone Management Consultants B.V. ⁽⁶⁾	Netherlands	100%	100%
Lodestone Management Consultants Ltda. ⁽⁷⁾	Brazil	99.99%	99.99%
Lodestone Management Consultants Sp. z.o.o. ⁽⁶⁾	Poland	100%	100%
Lodestone Management Consultants Portugal, Unipessoal, Lda. ⁽⁶⁾	Portugal	100%	100%
S.C. Lodestone Management Consultants S.R.L. ⁽⁶⁾	Romania	100%	100%
Lodestone Management Consultants S.R.L. ⁽⁶⁾	Argentina	100%	100%

⁽¹⁾	The Hon’ble High Court of Karnataka sanctioned the scheme of amalgamation of Infosys Consulting India Limited (ICIL) with Infosys Limited with an effective date of August 23, 2013 and an appointed date of January 12, 2012.
⁽²⁾	Incorporated effective June 25, 2013
⁽³⁾	Wholly owned subsidiaries of Infosys BPO.
⁽⁴⁾	On January 4, 2012, Infosys BPO acquired 100% of the voting interest in Portland Group Pty Ltd
⁽⁵⁾	Under liquidation
⁽⁶⁾	Wholly owned subsidiaries of Lodestone Holding AG
⁽⁷⁾	Majority owned and controlled subsidiaries of Lodestone Holding AG
⁽⁸⁾	Wholly owned subsidiary of Portland Group Pty Ltd. Liquidated effective May 14, 2014.
⁽⁹⁾	Wholly owned subsidiary of Lodestone Management Consultant AG
⁽¹⁰⁾	Liquidated effective December 31, 2013
⁽¹¹⁾	Incorporated effective February 14, 2014 (Refer note 2.10.2)
⁽¹²⁾	Incorporated effective February 14, 2014

Infosys has provided guarantee for performance of certain contracts entered into by its subsidiaries.

List of other related party

Particulars	Country	Nature of relationship
Infosys Limited Employees' Gratuity Fund Trust	India	Post-employment benefit plan of Infosys
Infosys Limited Employees' Provident Fund Trust	India	Post-employment benefit plan of Infosys
Infosys Limited Employees' Superannuation Fund Trust	India	Post-employment benefit plan of Infosys
Infosys Science Foundation	India	Controlled trust

Refer Notes 2.30, 2.31 and 2.32 for information on transactions with post-employment benefit plans mentioned above.

List of key management personnel
Whole time directors	Executive council members (*)
S. D. Shibulal (resigned effective July 31, 2014)	U. Ramadas Kamath
Srinath Batni (resigned effective July 31, 2014)	Chandrashekar Kakal
V. Balakrishnan (resigned effective December 31, 2013)	Nandita Gurjar
Ashok Vemuri (resigned effective September 12, 2013)	Stephen R. Pratt (resigned effective January 31, 2014)
B. G. Srinivas (resigned effective June 10, 2014)	Basab Pradhan (resigned effective July 12, 2013)
U B Pravin Rao (effective January 10, 2014)	Prasad Thrikutam
Dr. Vishal Sikka (appointed effective June 14, 2014)	Rajiv Bansal
	Srikantan Moorthy (effective April 1, 2013)
Non-whole-time directors	Sanjay Purohit (effective April 1, 2013)
N. R. Narayana Murthy (effective June 14, 2014)	Ranganath D Mavinakere (effective August 19, 2013)
S. Gopalakrishnan (effective June 14, 2014)	Binod Hampapur Rangadore (effective August 19, 2013)
K.V.Kamath	Nithyanandan Radhakrishnan (effective August 19, 2013)
Deepak M. Satwalekar (retired effective November 13, 2013)	V.G. Dheeshjith (effective November 1, 2013)
Dr. Omkar Goswami	Ganesh Gopalakrishnan (effective November 1, 2013)
David L. Boyles (retired effective January 17, 2014)	Haragopal Mangipudi (effective November 1, 2013)
Prof. Jeffrey S. Lehman	Manish Tandon (effective November 1, 2013)
R. Seshasayee	K. Muralikrishna (effective November 1, 2013)
Ann M. Fudge (retired effective June 14, 2014)	S. Ravi Kumar (effective November 1, 2013)
Ravi Venkatesan	Sanjay Jalona (effective November 1, 2013)
Leo Puri (appointed effective April 11, 2013 and resigned effective August 14, 2013)	Jackie Korhonen (appointed effective November 1, 2013)
Kiran Mazumdar Shaw (appointed effective January 10, 2014)	Subrahmanyam Goparaju (appointed effective November 1, 2013 and resigned effective December 27, 2013)
Carol M. Browner (appointed effective April 29, 2014)

(*) Executive council dissolved effective April 1, 2014
Executive Officers (effective April 1, 2014)
Rajiv Bansal, Chief Financial Officer
Srikantan Moorthy , Group Head of Human Resource Development
Parvatheesam K, Chief Risk & Compliance Officer and Company Secretary (effective September 12, 2013)

The details of amounts due to or due from as at September 30, 2014 and March 31, 2014 are as follows:

in crore

Particulars	As at
	September 30, 2014	March 31, 2014
Trade Receivables
Infosys China	12	8
Infosys Mexico	5	2
Infosys Brasil	7	4
Infosys BPO (Including subsidiaries)	3	1
Lodestone Holding AG (including subsidiaries)	17	16
Edgeverve Systems Limited	16	–
Infosys Public Services	197	98
	257	129
Loans
Infosys Brasil	38	36
	38	36
Other receivables
Infosys BPO (Including subsidiaries)	2	2
Infosys China	6	–
Infosys Sweden	–	5
Infosys Public Services	1	2
Infosys Mexico	3	–
Edgeverve Systems Limited	23	–
Lodestone Holding AG (including subsidiaries)	285	4
	320	13
Unbilled revenues
Infosys BPO (Including subsidiaries)	2	–
	2	–
Trade payables
Infosys China	13	14
Infosys BPO (Including subsidiaries)	4	4
Infosys Mexico	1	1
Infosys Sweden	3	6
Lodestone Holding AG (including subsidiaries)	177	4
Edgeverve Systems Limited	31	–
Infosys Brasil	2	1
	231	30
Other payables
Infosys BPO (Including subsidiaries)	9	3
Infosys China	–	(12)
Infosys Mexico	1	2
Lodestone Holding AG (including subsidiaries)	2	4
Infosys Brasil	–	6
Edgeverve Systems Limited	10	–
Infosys Public Services	2	–
	24	3
Provision for expenses
Infosys BPO (Including subsidiaries)	–	2
Lodestone Holding AG (including subsidiaries)	–	6
	–	8
Rental Deposit given for shared services
Infosys BPO	21	21
Rental Deposit taken for shared services
Infosys BPO	27	27

The details of the related party transactions entered into by the Company, in addition to the lease commitments described in note 2.9, for the quarter and half-year ended September 30, 2014 and September 30, 2013 are as follows:

in crore

Particulars	Quarter ended September 30,		Half-year ended September 30,
	2014	2013	2014	2013
Capital transactions:
Financing transactions
Infosys Americas	–	1	–	1
Edgeverve Systems Limited	461	–	461	–
	461	1	461	1
Loans
Edgeverve Systems Limited *	–	–	–	–
Infosys Brasil	–	–	–	22
	–	–	–	22
Revenue transactions:
Purchase of services
Infosys China	38	68	74	131
Lodestone Holding AG (including subsidiaries)	197	250	419	412
Infosys BPO (Including subsidiaries)	53	50	106	91
Infosys Sweden	10	–	22	1
Infosys Mexic	3	3	5	6
Edgeverve Systems Limited	29	–	29	–
Infosys Brasil	2	1	3	2
	332	372	658	643
Purchase of shared services including facilities and personnel
Infosys BPO (including subsidiaries)	19	15	37	36
	19	15	37	36
Interest income
Lodestone Holding AG	–	2	–	4
Infosys Public Services	–	1	–	2
Infosys Brasil	–	1	1	1
	–	4	1	7
Sale of services
Infosys China	1	1	4	1
Infosys Mexico	3	–	5	–
Lodestone Holding AG (including subsidiaries)	5	–	11	2
Infosys Brasil	2	–	3	–
Infosys BPO (including subsidiaries)	22	19	45	35
Edgeverve Systems Limited	16	–	16	–
Infosys Public Services	194	136	363	273
	243	156	447	311
Sale of shared services including facilities and personnel
Edgeverve Systems Limited	9	–	9	–
Infosys BPO (including subsidiaries)	10	10	19	21
	19	10	28	21
Profit on transfer of business
Edgeverve Systems Limited (Refer Note 2.10.2)	412	–	412	–
	412	–	412	–

During the quarter ended September 30, 2014 loan of

12 crore was given and repaid.

During the quarter and half-year ended September 30, 2014, an amount of 72 crore and 120 crore respectively (Nil for the quarter and half-year ended September 30, 2013 respectively) was donated to Infosys Foundation, a not-for-profit foundation, in which certain directors of the Company are trustees.

The table below describes the compensation to key managerial personnel which comprise directors and members of executive council:

in crore

Particulars	Quarter ended September 30,		Half-year ended September 30,
	2014	2013	2014	2013
Salaries and other employee benefits to whole-time directors and members of executive council ⁽¹⁾	3	15	14	22
Commission and other benefits to non-executive/independent directors	2	2	4	5
Total	5	17	18	27

⁽¹⁾

Executive Council dissolved effective April 1, 2014 and Executive officers have been appointed with effect from that date

2.27 Merger of Infosys Consulting India Limited

The Hon’ble High Court of Karnataka sanctioned the scheme of amalgamation of Infosys Consulting India Limited (ICIL) with Infosys Limited with an effective date of August 23, 2013 and an appointed date of January 12, 2012. ICIL was a wholly owned subsidiary of Infosys Limited and was engaged in software related consultancy services. The merger of ICIL into Infosys Limited has been accounted for under pooling of interest method referred to in Accounting Standard 14, Accounting for Amalgamation (AS-14).

All the assets and liabilities of ICIL on and after the appointed date and prior to the effective date have been transferred to Infosys Limited on a going concern basis. As ICIL was a wholly owned subsidiary of Infosys Limited, no shares have been allotted to the shareholders upon the scheme becoming effective.

2.28 RESEARCH AND DEVELOPMENT EXPENDITURE

in crore

Particulars	Quarter ended September 30,		Half-year ended September 30,
	2014	2013	2014	2013
Expenditure at Department of Scientific and Industrial Research (DSIR) approved R&D centres (eligible for weighted deduction)⁽¹⁾
Capital Expenditure	–	–	–	–
Revenue Expenditure	41	68	85	133
Other R&D Expenditure
Capital Expenditure	–	–	–	–
Revenue Expenditure	91	193	208	369
Total R&D Expenditure
Capital Expenditure	–	–	–	–
Revenue Expenditure	132	261	293	502

⁽¹⁾

During the six months ended September 30, 2014 and September 30, 2013 ,the company received weighted tax deduction on eligible research and development expenditures based on the approval received from Department of Scientific and Industrial Research (DSIR) on 23rd November, 2011 which has been renewed up to 31st March, 2017 with effect from 1st April 2014.The weighted tax deduction is equal to 200% of such expenditures incurred.

The eligible R&D revenue and capital expenditure are 41 crore and Nil for the quarter ended September 30, 2014 and 68 crore and Nil towards revenue and capital expenditure for the quarter ended September 30, 2013.

The eligible R&D revenue and capital expenditure are 85 crore and Nil for the half-year ended September 30, 2014 and 133 crore and Nil towards revenue and capital expenditure for the half-year ended September 30, 2013.

2.29 SEGMENT REPORTING

The Company's operations predominantly relate to providing end-to-end business solutions to enable clients to enhance business performance. Effective quarter ended March 31, 2014 , the Company reorganized its business to strengthen its focus on growing existing client relationships and increasing market share through service differentiation and operational agility. Consequent to the internal reorganization there were changes effected in the reportable industry segments based on the "management approach" as laid down in AS 17, Segment reporting and an additional segment, Life Sciences and Healthcare was identified. The Chief Executive Officer evaluates the Company's performance and allocates resources based on an analysis of various performance indicators by industry classes and geographic segmentation of customers. Accordingly, segment information has been presented both along industry classes and geographic segmentation of customers, industry being the primary segment. The accounting principles used in the preparation of the financial statements are consistently applied to record revenue and expenditure in individual segments, and are as set out in the significant accounting policies.

Industry segments for the Company are primarily enterprises in Financial Services and Insurance (FSI) , enterprises in Manufacturing (MFG), enterprises in the Energy & utilities, Communication and Services (ECS),enterprises in Retail, Consumer packaged goods and Logistics (RCL) and enterprises in Life Sciences and Healthcare (LSH) . Geographic segmentation is based on business sourced from that geographic region and delivered from both on-site and off-shore. North America comprises the United States of America, Canada and Mexico; Europe includes continental Europe (both the east and the west), Ireland and the United Kingdom; and the Rest of the World comprising all other places except those mentioned above and India. Consequent to the above change in the composition of reportable industry segments, the prior year comparatives have been restated.

Fixed assets used in the Company’s business or liabilities contracted have not been identified to any of the reportable segments, as the fixed assets and services are used interchangeably between segments. Accordingly, no disclosure relating to total segment assets and liabilities are made. Geographical information on revenue and industry revenue information is collated based on individual customers invoiced or in relation to which the revenue is otherwise recognized.

Industry Segments

Quarter ended September 30, 2014 and September 30, 2013:

in crore

Particulars	FSI	MFG	ECS	RCL	LSH	Total
Income from software services and products	3,992	2,537	2,534	2,097	703	11,863
	*3,979*	*2,476*	*2,298*	*2,089*	*640*	*11,482*
Identifiable operating expenses	1,968	1,284	1,206	994	357	5,809
	1,979	1,301	1,023	1,050	360	5,713
Allocated expenses	813	534	532	441	147	2,467
	941	616	571	520	159	2,807
Segmental operating income	1,211	719	796	662	199	3,587
	*1,059*	*559*	*704*	*519*	*121*	*2,962*
Unallocable expenses						251
						257
Other income, net						833
						503
Profit before exceptional item and tax						*4,169*
						*3,208*
Exceptional item						412
						–
Profit before tax						4,581
						3,208
Tax expense						1,216
						882
Profit after taxes and exceptional item						3,365
						*2,326*

Half-year ended September 30, 2014 and September 30, 2013:

in crore

Particulars	FSI	MFG	ECS	RCL	LSH	Total
Income from software services and products	7,888	4,976	4,823	4,159	1,336	23,182
	*7,446*	*4,587*	*4,276*	*3,914*	*1,218*	*21,441*
Identifiable operating expenses	3,916	2,523	2,402	1,975	714	11,530
	3,658	2,388	1,940	1,974	658	10,618
Allocated expenses	1,620	1,058	1,023	884	283	4,868
	1,717	1,109	1,032	945	295	5,098
Segmental operating income	2,352	1,395	1,398	1,300	339	6,784
	*2,071*	*1,090*	*1,304*	*995*	*265*	*5,725*
Unallocable expenses						443
						507
Other income, net						1,623
						1,066
Profit before exceptional item and tax						*7,964*
						*6,284*
Exceptional item						412
						–
Profit before tax						8,376
						6,284
Tax expense						2,291
						1,708
Profit after taxes and exceptional item						6,085
						*4,576*

Geographic Segments

Quarter ended September 30, 2014 and September 30, 2013:

in crore

Particulars	North America	Europe	India	Rest of the World	Total
Income from software services and products	7,530	2,658	306	1,369	11,863
	*7,322*	*2,487*	*312*	*1,361*	*11,482*
Identifiable operating expenses	3,708	1,303	158	640	5,809
	3,674	1,243	119	677	5,713
Allocated expenses	1,583	557	58	269	2,467
	1,900	566	60	281	2,807
Segmental operating income	2,239	798	90	460	3,587
	*1,748*	*678*	*133*	*403*	*2,962*
Unallocable expenses					251
					257
Other income, net					833
					503
Profit before exceptional item and tax					*4,169*
					*3,208*
Exceptional item					412
					–
Profit before tax					4,581
					*3,208*
Tax expense					1,216
					882
Profit after taxes and exceptional item					3,365
					*2,326*

Half-year ended September 30, 2014 and September 30, 2013:

in crore

Particulars	North America	Europe	India	Rest of the World	Total
Income from software services and products	14,711	5,149	608	2,714	23,182
	*13,684*	*4,603*	*605*	*2,549*	*21,441*
Identifiable operating expenses	7,264	2,598	395	1,273	11,530
	6,829	2,329	244	1,216	10,618
Allocated expenses	3,123	1,089	115	541	4,868
	3,383	1,057	118	540	5,098
Segmental operating income	4,324	1,462	98	900	6,784
	*3,472*	*1,217*	*243*	*793*	5,725
Unallocable expenses					443
					507
Other income, net					1,623
					1,066
Profit before exceptional item and tax					*7,964*
					*6,284*
Exceptional item					412
					–
Profit before tax					8,376
					*6,284*
Tax expense					2,291
					1,708
Profit after taxes and exceptional item					6,085
					*4,576*

2.30 GRATUITY PLAN

The following table set out the status of the Gratuity Plan as required under AS 15.

Reconciliation of opening and closing balances of the present value of the defined benefit obligation and plan assets :

in crore

Particulars	As at
	September 30, 2014	March 31, 2014
Obligations at year beginning	668	612
Service cost	45	94
Interest cost	29	45
Transfer of obligation on amalgamation (refer to note 2.27)	–	3
Transfer of obligation (refer to note 2.10.2)	(5)	–
Actuarial (gain)/loss	26	8
Benefits paid	(67)	(94)
Obligations at year/ period end	696	668
Defined benefit obligation liability as at the balance sheet date is fully funded by the Company.
Change in plan assets
Plan assets at year beginning, at fair value	677	643
Expected return on plan assets	32	59
Actuarial gain/(loss)	2	(3)
Contributions	105	70
Benefits paid	(67)	(94)
Transfer of plan assets on amalgamation (refer to note 2.27)	–	2
Plan assets at year/ period end, at fair value	749	677
Reconciliation of present value of the obligation and the fair value of the plan assets:
Fair value of plan assets at the end of the year/period	749	677
Present value of the defined benefit obligations at the end of the year/period	696	668
Re-imbursement (obligation)/asset	(6)	–
Asset recognized in the balance sheet	47	9
Assumptions
Interest rate	8.70%	9.20%
Estimated rate of return on plan assets	9.50%	9.55%
Weighted expected rate of salary increase	8.00%	8.00%

in crore

Particulars	As at
	September 30, 2014	March 31, 2014	March 31, 2013	March 31, 2012	March 31, 2011
Obligations at year/ period end	696	668	612	569	459
Plan assets at year/ period end, at fair value	749	677	643	582	459
Funded Status	53	9	31	13	–
Experience adjustments:
(Gain)/loss:
Experience adjustments on plan liabilities	9	14	(49)	13	18
Experience adjustments on plan assets	(2)	3	–	–	1

Net gratuity cost for the quarter and half-year ended September 30, 2014 and September 30, 2013 comprises of the following components:

in crore

Particulars	Quarter ended September 30,		Half-year ended September 30,
	2014	2013	2014	2013
Gratuity cost for the period
Service cost	23	7	45	47
Interest cost	14	12	29	23
Expected return on plan assets	(16)	(14)	(32)	(29)
Actuarial (gain)/loss	(4)	(29)	24	(29)
Plan amendment amortization	(2)	(1)	(2)	(2)
Net gratuity cost	15	(25)	64	10
Actual return on plan assets	15	13	34	29

During the quarter ended September 30, 2014, a reimbursement obligation of 6 crore has been recognized towards settlement of gratuity liability of employees transferred to Edgeverve Systems Limited.

As at September 30, 2014 and March 31, 2014, the plan assets have been primarily invested in insurer managed funds. The estimates of future salary increases, considered in actuarial valuation, take account of inflation, seniority, promotion and other relevant factors such as supply and demand factors in the employment market. The Company expects to contribute Nil to the gratuity trust during the remainder of fiscal 2015.

Effective July 1, 2007, the Company revised the employee death benefits provided under the gratuity plan, and included all eligible employees under a consolidated term insurance cover. Accordingly, the obligations under the gratuity plan reduced by 37 crore, which is being amortized on a straight line basis to the statement of profit and loss over 10 years representing the average future service period of the employees. The unamortized liability as at September 30, 2014 and March 31, 2014 amounts to 9 crore and 11 crore, respectively and disclosed under 'Other long-term liabilities' and 'other current liabilities'.

2.31 PROVIDENT FUND

The Company contributed 70 crore and 139 crore towards provident fund during the quarter and half-year ended September 30, 2014, respectively ( 67 crore and 129 crore during the quarter and half-year ended September 30, 2013, respectively).

The Guidance on Implementing AS 15, Employee Benefits (revised 2005) issued by Accounting Standards Board (ASB) states that benefits involving employer established provident funds, which require interest shortfalls to be recompensed are to be considered as defined benefit plans. The Actuarial Society of India has issued the final guidance for measurement of provident fund liabilities during the quarter ended December 31, 2011. The actuary has accordingly provided a valuation and based on the below provided assumptions there is no shortfall as at June 30, 2014, March 31, 2014, March 31, 2013, March 31, 2012, and March 31, 2011.

The details of fund and plan asset position are given below:

in crore

Particulars	As at
	September 30, 2014	March 31, 2014	March 31, 2013	March 31, 2012	March 31, 2011
Plan assets at period end, at fair value	2,873	2,817	2,399	1,816	1,579
Present value of benefit obligation at period end	2,873	2,817	2,399	1,816	1,579
Asset recognized in balance sheet	–	–	–	–	–

Assumptions used in determining the present value obligation of the interest rate guarantee under the Deterministic Approach:

Particulars	As at
	September 30, 2014	March 31, 2014	March 31, 2013	March 31, 2012	March 31, 2011
Government of India (GOI) bond yield	8.70%	9.20%	7.95%	8.57%	7.98%
Remaining term of maturity	8 years	8 years	8 years	8 years	7 years
Expected guaranteed interest rate	8.75%	8.75%	8.25%	8.25%	9.50%

2.32 SUPERANNUATION

The Company contributed 53 crore and 105 crore to the Superannuation trust during the quarter and half-year ended September 30, 2014, respectively ( 51 crore and 99 crore during the quarter and half-year ended September 30, 2013, respectively).

2.33 RECONCILIATION OF BASIC AND DILUTED SHARES USED IN COMPUTING EARNINGS PER SHARE

Particulars	Quarter ended September 30,		Half-year ended September 30,
	2014	2013	2014	2013
Number of shares considered as basic weighted average shares outstanding	57,14,02,566	57,42,36,166	57,14,02,566	57,42,36,166
Effect of dilutive common equivalent shares	976	–	488	–
Number of shares considered as weighted average shares and potential shares outstanding	57,14,03,542	57,42,36,166	57,14,03,054	57,42,36,166

2.34 RESTRICTED DEPOSITS

Restricted deposits as at September 30, 2014 comprises 966 crore ( 977 crore as at March 31, 2014) deposited with financial institutions to settle employee-related obligations as and when they arise during the normal course of business.

2.35 CORPORATE SOCIAL RESPONSIBILITY (CSR)

As per Section 135 of the Companies Act, 2013, a CSR committee has been formed by the company. The proposed areas for CSR activities are eradication of hunger, poverty and malnutrition, promoting education and healthcare and rural development projects. The funds will be allocated to a corpus and utilized through the year on these activities which are specified in Schedule VII of the Companies Act, 2013.

2.36 LITIGATION

On May 23, 2011, the company received a subpoena from a grand jury in the United States District Court for the Eastern District of Texas. The subpoena required that the company provide to the grand jury certain documents and records related to its sponsorships for, and uses of, B1 business visas. In addition, the U.S. Department of Homeland Security (“DHS”) has reviewed the company’s employer eligibility verifications on Form I-9 with respect to its employees working in the United States. In connection with this review, the company was advised that the DHS has found errors in a significant percentage of its Forms I-9 that the DHS has reviewed, and may impose fines and penalties on the company related to such alleged errors.On October 30, 2013, the company settled the foregoing matters and entered into a Settlement Agreement (“Settlement Agreement”) with the U.S. Attorney, the DHS and the United States Department of State (“State,” and collectively with the U.S. Attorney and the DHS, the “United States”).In the Settlement Agreement, the company denied and disputed all allegations made by the United States, except for the allegation that the company failed to maintain accurate Forms I-9 records for many of its foreign nationals in the United States in 2010 and 2011 as required by law, and that such failure constituted civil violations of certain laws. During the year ended March 31, 2014 the Company recorded a charge related to the settlement agreement (including legal costs) of 219 crore related to the matters that were the subject of the Settlement agreement. The said amount was paid prior to December 31, 2013. In addition, the company is subject to legal proceedings and claims, which have arisen in the ordinary course of business. The company’s management does not reasonably expect that these legal actions, when ultimately concluded and determined, will have a material and adverse effect on the company’s results of operations or financial condition.

2.37 FUNCTION WISE CLASSIFICATION OF STATEMENT OF PROFIT AND LOSS

In crore

Particulars	Quarter ended September 30,		Half-year ended September 30,
	2014	2013	2014	2013
Income from software services and products	11,863	11,482	23,182	21,441
Software development expenses	6,897	6,991	13,746	13,080
GROSS PROFIT	4,966	4,491	9,436	8,361
Selling and marketing expenses	664	697	1,242	1,239
General and administration expenses	715	832	1,410	1,397
	1,379	1,529	2,652	2,636
OPERATING PROFIT BEFORE DEPRECIATION	3,587	2,962	6,784	5,725
Depreciation and amortization	251	257	443	507
OPERATING PROFIT	3,336	2,705	6,341	5,218
Other income	833	503	1,623	1,066
PROFIT BEFORE EXCEPTIONAL ITEM AND TAX	4,169	3,208	7,964	6,284
Profit on transfer of business (refer to note 2.10.2)	412	–	412	–
PROFIT BEFORE TAX	4,581	3,208	8,376	6,284
Tax expense:
Current tax	1,231	1,006	2,319	1,852
Deferred tax	(15)	(124)	(28)	(144)
PROFIT FOR THE PERIOD	3,365	2,326	6,085	4,576

As per our report of even date attached

for B S R & Co. LLP

for Infosys Limited

Chartered Accountants

Firm's Registration Number:101248W/W-100022

Akhil Bansal	Narayana Murthy	S. Gopalakrishnan	Dr. Vishal Sikka	U.B.Pravin Rao
Partner Membership No. 090906	Non-Executive Chairman	Non-Executive Vice-Chairman	Chief Executive Officer and Managing Director	Director and Chief Operating Officer
	K.V. Kamath	R.Seshasayee	Ravi Venkatesan	Prof. Jeffrey S. Lehman
	Director	Director	Director	Director
	Dr. Omkar Goswami	Kiran Mazumdar- Shaw	Rajiv Bansal	Parvatheesam K
Bangalore October 10, 2014	Director	Director	Chief Financial Officer	Chief Risk & Compliance Officer and Company Secretary

Auditors’ Report on Quarterly Financial Results and Year to Date Financial Results of Infosys Limited Pursuant to the Clause 41 of the Listing Agreement

The Board of Directors of Infosys Limited

We have audited the quarterly financial results of Infosys Limited (‘the Company’) for the quarter ended 30 September 2014 and year to date financial results for the period from 1 April 2014 to 30 September 2014, attached herewith, being submitted by the Company pursuant to the requirement of Clause 41 of the Listing Agreement, except for the disclosures regarding ‘Public Shareholding’ and ‘Promoter and Promoter Group Shareholding’ which have been traced from disclosures made by the management and have not been audited by us. These quarterly financial results as well as year to date financial results have been prepared on the basis of the interim financial statements, which are the responsibility of the Company’s management. Our responsibility is to express an opinion on these financial results based on our audit of such interim financial statements, which have been prepared in accordance with the recognition and measurement principles laid down in Accounting Standard (AS) 25, Interim Financial Reporting, issued under the Companies (Accounting Standards) Rules, 2006 which continue to apply under section 133 of the Companies Act 2013 and other accounting principles generally accepted in India.

In our opinion and to the best of our information and according to the explanations given to us, these quarterly and year to date financial results:

(i)

are presented in accordance with the requirements of Clause 41 of the Listing Agreement in this regard; and

(ii)

give a true and fair view of the net profit and other financial information for the quarter ended 30 September 2014 as well as the year to date results for the period from 1 April 2014 to 30 September 2014.

Further, we also report that we have, on the basis of the books of account and other records and information and explanations given to us by the management, also verified the number of shares as well as percentage of shareholdings in respect of aggregate amount of public shareholdings, as furnished by the Company in terms of Clause 35 of the Listing Agreement and found the same to be correct.

for B S R & Co. LLP
Chartered Accountants
Firm’s registration number: 101248W/ W-100022

Akhil Bansal
Partner
Membership number: 090906
Bangalore
10 October 2014

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