Tata Consultancy Services Limited

TCS/SE/35/2021-22
May 24, 2021
National Stock Exchange of India Limited BSE Limited

Exchange Plaza, Bandra Kurla Complex, P. J. Towers, Dalal Street,
Mumbai-400051 Mumbai-400001
Symbol: TCS Scrip Code No. 532540
Dear Sirs,
Sub: Intimation under Regulation 34 of SEBI (Listing Obligations and Disclosure

Requirements) Regulations, 2015
This is further to our letter dated May 18, 2021 wherein the Company has filed with the stock
exchanges the Integrated Annual Report for FY 2020-21, including the disclosures on GRI
Annexures – Stakeholder Engagement Framework, Identification of Material Topics and
GRI Content Index. Ernst & Young Associates LLP has now issued Independent Assurance
Statement dated May 19, 2021 on the Integrated Annual Report of the Company for FY 2020-21
which is included as part of the Integrated Annual Report and is enclosed herewith. This is also
available on the Company's website www.tcs.com as well as the website of the National Securities
Depository Limited https://www.evoting.nsdl.com.
This is for your information and record.
Thanking you,
Yours faithfully,
For Tata Consultancy Services Limited
Rajendra Moholkar
Company Secretary
cc:
1. National Securities Depository Limited
2. Central Depository Services (India) Limited
3. TSR Darashaw Consultants Private Limited
Tata Consultancy Services Limited

TCS House Raveline Street Fort Mumbai Maharashtra 400001 India
Telephone +91 22 6778 9999 e-mail corporate.office@tcs.com www.tcs.com
Registered Office 9th Floor Nirmal Building Nariman Point Mumbai 400021
Corporate Identification No. (CIN) L22210MH1995PLC084781
Building on belief
Integrated Annual Report 2020-21
Backdrop: The iconic campus of the Tata Research Design

and Development Center at Hadapsar in Pune, India
Content
About TCS 03 Statutory Section Standalone Statement of Changes in Equity 269
Board of Directors 04 Notice 35 Standalone Statement of Cash Flows 272
Management Team 05 Directors’ Report 47 Notes forming part of the Standalone Financial
Letter from the Chairman 07 72 Statements 274
Corporate Governance Report
Letter from the CEO 09 98 Statement under section 129 of the Companies
Management Discussion and Analysis 324
Act, 2013 relating to Subsidiary Companies
Performance Highlights 15
The Year Gone By 16 Consolidated Financial Statements
Glossary 328
Independent Auditors’ Report 174
Thematic Section Consolidated Balance Sheet 183 GRI Annexures
TRDDC: Built on a Belief in the Future 20 Consolidated Statement of Profit and Loss 185 About this Report 337
Operating Model and Front-end Consolidated Statement of Changes in Equity 187 Stakeholder Engagement Framework 338
Transformation: Phoenix Group 22
Consolidated Statement of Cash Flows 190 Identification of Material Topics 340
Business Model Innovation: Toyo Tire 23
Notes forming part of the Consolidated GRI Content Index 344
Building on Belief: A Panel Discussion 24 Financial Statements 192
Customer Journey Transformation: bpost 28
Citizen Services Transformation: Connecticut Standalone Financial Statements
Department of Labor 29 Independent Auditors’ Report 255
Q&A with CFO and CHRO 30 Standalone Balance Sheet 266
Business Transformation: Novolex 33 Standalone Statement of Profit and Loss 268
Building Digital India: Reserve Bank of India 34
Integrated Annual Report 2020-21

About TCS1 Theme
RecentAnnual
Recent Annual Report
Report Themes
Themes
Tata Consultancy Services is an IT services, This year’s theme is TCS’ new brand
consulting and business solutions organization statement,`Building on Belief’, which encapsulates
that has been partnering with many of the world’s the active and collaborative role that TCS plays
largest businesses in their transformation journeys in partnering with customers over the long term,
for over 50 years. TCS offers a consulting-led, leveraging its contextual knowledge, investments in 2019-20
ANNUAL REPORT
cognitive powered, integrated portfolio of business, research and innovation, and technology expertise Purpose-driven.
Resilient.
technology and engineering services and solutions. to help them grow, and achieve their purpose-led Adaptable.
This is delivered through its unique Location transformation goals. FY 2020

Independent Agile™ delivery model, recognized as a Purpose-Driven. Resilient. Adaptable
benchmark of excellence in software development. Forty years ago, the farsighted and pathbreaking
decision to set up the Tata Research, Design and
A part of the Tata group, India’s largest multinational Development Center (TRDDC) in Pune, epitomizes
business group, TCS has over 488,000 of the this theme. It was driven as much by FC Kohli’s
world’s best-trained consultants in 46 countries. passion for research as JRD Tata’s belief in building
The company generated consolidated revenues of the nation’s intellectual capital through institutions
US $22.2 billion in the fiscal year ended March 31, of higher education and research in different
2021, and is listed on the BSE (formerly Bombay domains. FY 2018
FY 2019
Stock Exchange) and the NSE (National Stock Growth and Transformation Dawn of Business 4.0TM
Exchange) in India. With a mandate to pursue technology research with Business 4.0TM
across a broad set of domains for the betterment
TCS’ proactive stance on climate change and award- of Indian industry, TRDDC went on to make
winning work with communities across the world outstanding contributions particularly in the area
have earned it a place in leading sustainability indices of industrializing software engineering, systems
such as the MSCI Global Sustainability Index and the engineering, material sciences, bio-informatics and
FTSE4Good Emerging Index. For more information, genomics. Much of TCS’ intellectual property and its
visit us at www.tcs.com. award-winning suite of products and platforms, all
of which differentiate TCS significantly in the market
FY 2017 FY 2016
today, owe their genesis to work done by TRDDC.
Reimagining the Enterprise Shaping the Future
1
102-1, 102-5, 102-7
Integrated Annual Report 2020-21 About TCS | 3

Average Age (Years)
Board of Directors
60
Non-Independent, Non Executive Independent, Non Executive 50 70
Average Tenure on the Board (Years)
5
2 14
Board Independence (%)

N Chandrasekaran Aarthi Subramanian O P Bhatt Don Callahan Keki M Mistry
Chairman M M C M M M M C C M
56% 44%
C C M
Independent Non-Independent
Non-Independent, Executive Average Tenure of Independent Directors

on the Board (Years)
4
2 9
Board Committees C Chairman M Member

Audit Committee
Rajesh Gopinathan N G Subramaniam Dr Pradeep Kumar Hanne Birgitte Nomination and Remuneration Committee
CEO & MD COO Khosla Breinbjerg Sorensen Stakeholders' Relationship Committee
Corporate Social Responsibility Committee
M M M M M C M M M
Executive Committee
Risk Management Committee*
Integrated Annual Report 2020-21 Board of Directors | 4 * Ramakrishnan V (Chief Financial Officer), is also a member of the Committee
Management Team
Corporate
Rajesh Gopinathan N G Subramaniam V Ramakrishnan Milind Lakkad Samir Seksaria

Chief Executive Officer Chief Operating Officer Chief Financial Officer Chief Human Head - Business Finance
and Managing Director and Executive Director Resources Officer and CFO Designate
Rajashree R K Ananth Krishnan Madhav Anchan Rajendra Moholkar

Chief Marketing Officer Chief Technology General Counsel Legal Company Secretary
Officer and Corporate Affairs
Integrated Annual Report 2020-21 Management Team | 5

Business Heads
Surya Kant Krishnan Ramanujam K Krithivasan Shankar Narayanan Kamal Bhadada

Chairman - TCS North Business and Banking, Financial Retail, Travel and Communication, Media
America Technology Services Services and Insurance Consumer Products and Information Services
Amit Bajaj Suresh Muthuswami Susheel Vasudevan Debashis Ghosh

North America BFSI Platforms Manufacturing and Life Sciences, Healthcare
Utilities and Public Services
Integrated Annual Report 2020-21 Management Team | 6

Dear Stakeholder,
Even as I write this, India and many other parts of the world are in the grip of
second or even third waves of the pandemic, much fiercer than anything we
saw last year. It is a health crisis of the kind we have not seen in generations.
My heart goes out to everyone out there who has suffered the loss of loved
ones. I am confident we will eventually get it under control, but until then, I urge
you to stay safe, follow covid discipline, get vaccinated if you are eligible and keep
your spirits up.
On the business front, your company weathered the pandemic very well. It
adapted quickly and embraced a new operating model that prioritized the health
and wellbeing of its employees, while enabling it to continue supporting its
customers not just in their mission-critical operations but also in their growth
and transformation journeys. Its Vision 25x25 and pioneering work around talent
clouds have reinforced its credentials as a thought leader on the future of work,
and a trend setter in the industry.
TCS’ agility, resilience and responsiveness during the crisis earned it tremendous
goodwill from customers and enhanced its standing in the market. After the
initial impact from lockdown-related disruptions, it swiftly returned to a sharp
growth trajectory over the next nine months, and exited the year on a very
strong note, with an expanded market share, industry-leading profitability and an
all-time high order book.
Letter from the Chairman

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2020-21 Letter From The Chairman | 7
Technological change is far more perceptible when Your company is very well positioned to benefit
Your company has been guided by
it comes to consumer technology, and less so in from this multi-year technology upgradation cycle,
the enterprise world. Enterprise adoption of new and help customers translate their transformative a set of strong beliefs, right from
technologies tends to be very measured, and it visions into reality. To better articulate its mission and the time it was founded. Belief in
is only much later, with the benefit of hindsight, its aspirations, your company adopted a new brand our core values, belief in putting
that the scale of change and the key inflection statement this year, `Building on Belief’. I think it the customer above all, belief in
points become more evident. To my mind, the year describes what TCS does very accurately, and also investing in people and empowering
gone by saw an important inflection point that has reflects the ethos of the Tata Group and its evolution
huge ramifications on enterprise consumption of over the last century and a half.
them, belief in constantly trying out
technology in the coming years, and on demand for new ideas and models, and belief in
your company’s services. Your company has been guided by a set of strong doing right by all the stakeholder
beliefs, right from the time it was founded. Belief in communities we work with.
The pressing need for operational resilience and our core values, belief in putting the customer above
for enhancing customer experiences in digital all, belief in investing in people and empowering
channels accelerated enterprise decision-making, them, belief in constantly trying out new ideas
committing to future technology investments around and models, and belief in doing right by all the
the all-encompassing hyperscaler cloud stacks. stakeholder communities we work with. This is why
This represents an important inflection point in the new brand statement resonates so well, and feels
the enterprise embrace of the cloud, and will drive so right.
significant spending on migrating workloads to public On behalf of the Board of Directors of Tata
clouds in the coming years. Looking ahead, your company sees immense Consultancy Services, I want to thank you for your
opportunities for growth, riding the new technology continued trust, confidence, and support.
Moving workloads to the cloud is just the start cycle that has kicked off, powered by the belief
of their digital transformation journeys. The rich that its differentiated capabilities and collaborative, Warm regards,
native capabilities of these stacks, particularly in the solution-centric approach makes it the preferred
areas of analytics, machine learning and artificial transformation partner of its customers. It is building
N Chandrasekaran
Chairman
intelligence open up a vast array of possibilities on that belief, and investing in sharpening the
for enterprises to pursue new business models, capabilities needed to expand its footprint in this
address new customer segments, and provide highly large opportunity.
personalized, differentiated experiences across the
entire customer journey.
Integrated Annual Report 2020-21 Letter From The Chairman | 8

Dear Stakeholder,
It has been a difficult year for everybody. Despite the ferocity with which the
second and third waves of the pandemic are now hitting us, we are in a far better
place as we exit FY 2021 than we were at the start. With a plethora of vaccines
and new therapies that modern science and the pharmaceutical industry have
delivered at unmatched speed, humanity is not as helpless as when the pandemic
first struck. We are a resilient and adaptable species. With discipline, focus and
fortitude, we shall overcome.
Our business performance in the year gone by is also a reflection of that innate
resilience and adaptability. In the early months of the pandemic, when the
worldwide lockdown disrupted economic activity across virtually all sectors, your
company responded with speed and agility, embracing a new operating model,
Secure Borderless Workspaces (SBWS™). Working remotely, our teams helped
customers maintain business continuity during peak disruption, and thereafter,
to accelerate their growth and transformation (G&T). The dedication shown
by TCSers, our agility and our innovation, won us much appreciation from our
customers, and incremental business.
Despite a sharp fall in revenues in the first quarter, progressively strengthening

demand for our services helped us stage a swift recovery during the rest of the
year, helping clock full year revenues of ₹164,177 crore in FY 2021, growing
4.6% over the prior year in reported terms, and degrowing by 0.8% in constant
currency terms.
The uneven impact of the pandemic on the different sectors shows up clearly in
our segmental reporting. Three of our six industry verticals showed growth (in
constant currency) over the prior year. As is to be expected in a pandemic year,
Letter from the CEO

1
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2020-21 Letter From The CEO | 9
when the world looked to the pharma majors to switch entirely to online-only modes, triggering a lot of resources to support their core transformation.
save humanity from the scourge of disease, our Life investment in not just front-end transformations and Some customers embarked on significant operating
Sciences and Healthcare business grew 17.1%. The personalization of the customer experience, but also at model transformations as they sought out strategic
other two verticals were Banking, Financial Services the back end, to simplify and digitize processes, reduce partners with strong capabilities and shared values.
and Insurance which grew 2.4%1, and Technology and turnaround times for customer service requests and There was also increased activity around traditional
Services which grew 0.2%. enhance the end-to-end customer journey. outsourcing.
Our operating margin continued to be industry- Second, the pandemic drove home the downsides These trends resulted in a steady and strong flow
leading at 25.9%*, an expansion of 1.3%* over the of carrying technology debt, and the need for of deals of all sizes, across all our industry verticals,
prior year. Net profit was ₹33,388 crore*, a net greater resilience and agility within enterprises. This throughout the year. We had two large deal wins,
margin of 20.3%*. Our cash conversion continues resulted in several core transformation engagements with Deutsche Bank and with Prudential Financial
to be very strong, with a cash conversion ratio around building a lean, secure and adaptive digital Inc respectively, that saw us strengthen our German
of 116.2%* and free cash flow of ₹35,663 crore, core, encompassing operations, digital workplaces, presence and establish a strong local presence in
growing 21.8% over the prior year. applications, data, the underlying infrastructure and Ireland. The order book signed every quarter was
cybersecurity. higher than that in the prior year. We closed the year
The Board has recommended a final dividend of ₹15 with an all-time high quarterly TCV of $9.2 billion.
for the year, bringing the total dividend for the year In terms of technology choices, both these drivers The full year order book was $31.6 billion, our
to ₹38 per share. In keeping with our shareholder converged on the hyperscaler cloud stacks, also highest ever, representing a growth of 17.1% over
friendly capital allocation policy, your company has known as public clouds. FY 2021 will be remembered the prior year.
paid out ₹33,873 crore in dividends and a buyback in as the year when many enterprises took the leap and
FY 2021, amounting to 95% of the free cash flow. committed to channeling their future technology
investments into one or more of these cloud stacks,
Strong Business Momentum significantly accelerating what had been a measured
movement over the last few years. We see this technology shift
Demand was driven by the confluence of two big as the start of a multi-year
trends. First, with consumers preferring contactless, This decision triggered many engagements around technology upgradation cycle in
digital transactions, enterprises were forced to rely cloud migration, application modernization and which the abundance of native
more on their digital channels, and in some cases, data modernization. As a precursor to the core
capabilities will constantly expand
transformation and cloud migration, many customers
are revisiting their current operations to look the art of the possible, opening
1
Excluding Regional Markets and Others
for opportunities for optimization and to free up up newer opportunities for
*Excluding an exceptional item provided towards a contested legal
claim technology-driven differentiation.
Integrated Annual Report 2020-21 Letter From The CEO | 10
A Multi-year Technology Cycle conversational systems, AI, ML and IoT. Today’s customers’ cloud transformation journeys play out
public cloud is no longer just a very large and over three horizons, spread over the next three to
The enterprise embrace of the hyperscaler cloud inexpensive third-party data center, but a holistic, five years and beyond.
has ramifications that go beyond the current year, all-encompassing technology ecosystem. Once an
extending to the medium and the longer term as enterprise enters this ecosystem, it is virtually certain The events of FY 2021 have kickstarted the
well. This is a decadal technology shift that goes far that all of its future innovation and technology journey across the first of those horizons for many
beyond just the server and storage aspects of the programs will stay within that ecosystem. enterprises. Migration to the cloud, by itself, is a
IT infrastructure, and represents a crystallization of material transformation program that will play out
technology choices at a much broader level. So we see this technology shift as the start of a over the next two to three years, depending on the
multi-year technology upgradation cycle in which complexity of the IT landscape. The outcome of
This is because all the major hyperscale providers the abundance of native capabilities will constantly this first phase of transformation will be a resilient,
have been steadily building out their technology expand the art of the possible, opening up newer future-ready digital technology stack that supports
stacks over the last few years, expanding the opportunities for technology-driven differentiation. leaner, more agile operations and serves as a scalable
offerings to include richer native choices around foundation for growth and the subsequent horizons
databases, data warehouses, applications and Of course, the technology by itself doesn’t deliver of transformation.
even cutting-edge tools like machine vision, differentiation. If anything, cloud models are
predicated on standardization and commoditization. Enterprises will start realizing the full value of their
Differentiation takes place when enterprises cloud investments in the subsequent two horizons.
invest in bespoke solutions that harness the native In the second horizon, we expect to start helping
capabilities of the cloud, and are contextualized to our customers leverage the rich native capabilities
Our verticalized, customer- each customer’s unique circumstances, which amplify of these stacks around analytics, AI and ML to build
centric organization structure their unique strengths, and manage the nuances and new systems of customer engagement, new systems
has helped us foster domain and idiosyncrasies to reduce risks. This is exactly what of differentiation and experiment with new business
we have been doing for our customers over the last models.
contextual knowledge within few years, leveraging our deep contextual knowledge
the Industry Solution Units. Our of their business and technology landscapes, our As more and more enterprises get on to this journey,
sustained investments in organic research and innovation, intellectual property and the cloud will become the seamless technology fabric
talent development, in research expertise across digital technologies. that will bring together enterprises from across
and innovation, and in creating industries to form collaborative ecosystems which
Given the ever-increasing reliance of enterprises co-innovate around their individual products and
intellectual property have helped on technology to drive differentiation, and to services. It will help launch larger, purpose-driven
build up solutioning expertise and power their growth and transformation, we see our offerings, each representing much more value to
boost our innovation credentials.
We also refreshed our brand last
their common customers than the sum of its parts. This differentiated approach is helping us win several
We believe this boundaryless innovation has the G&T engagements that represent a promising month, and launched a new brand
power to change industry after industry. Given our beachhead in a market where our participation has statement, `Building on Belief’, to
deep domain knowledge across multiple industry been quite low traditionally. reflect who we are today, and to
verticals, and our work on innovation at their support our, and our customers'
intersections, it presents us an opportunity to be the We are very proud of this early success. Our path
aspirations in the G&T space. It
transformation agents and potential orchestrators of to getting to where we are today, systematically
such ecosystems. investing to acquire the necessary capabilities and celebrates the power of reinvention
customer mindshare, has been very differentiated, and instils hope into business and
Building on Belief very organic and very TCS. Our verticalized, trust in the enterprise.
customer-centric organization structure has
With many of our customers embarking on multi- helped us foster domain and contextual knowledge
year, enterprise-wide transformation journeys, within the Industry Solution Units. Our sustained
we are very well positioned to benefit from this investments in organic talent development, in
expanding opportunity. Most importantly, we believe research and innovation, and in creating intellectual
that this represents a unique opportunity to redefine property have helped build up solutioning expertise
how enterprises have traditionally approached and boost our innovation credentials. Moreover, we
transformations. have created structures that help stitch together Masters program, that identifies individuals who have
different capabilities from across TCS to put together developed deep contextual knowledge on the job
We believe that enterprises can build sustainable, holistic solutions that help our customers achieve and are using that to create value for our customers.
inclusive, and greater futures for their stakeholders their business objectives. We have launched newer learning and development
by adopting an organic, inside out transformation initiatives that will identify high potential candidates
model, rather than outside in, externally driven Our focus and investments will now be on growing and put them through experiential courses that will
standardized change agendas. Our own journey over further and gaining more market share in this space. help them become more effective transformation
the last two decades in one of the most competitive Towards this, we are investing in deepening our leaders. We are strengthening our partnerships
industries in the world highlights the strengths of transformation capabilities. While we stay open to with large technology providers as well as startups,
this approach. Our transformation approach values inorganic acquisitions, our focus and commitment to academia and domain specialists towards co-
the collective knowledge between us and the organic talent development remains unwavering. innovating and collaborating to create new service
customer, and combines it with a deep understanding offerings.
of technologies and an innovation mindset to build In addition to hiring more management graduates,
their aspirations into reality. we are scaling up our highly successful Contextual

Purpose, People, Planet help employees cope with the disease and to ease
the load on stretched local medical infrastructure.
We are entering FY 2022 with I have spoken earlier2 about how a purpose-driven
strong growth momentum and approach can infuse greater resilience, adaptability Our emphasis on organic talent development is a
with much better visibility for and innovation within the organization, and drive natural outcome of this belief system, to help our
future growth than we did last greater rootedness in the community. In FY 2021, employees realize their potential. TCSers collectively
year, powered by a strong order alongside a new brand statement, we also articulated logged 43 million learning hours in FY 2021, building
our core purpose: building greater futures through expertise in a broad range of digital technologies
book built up throughout the innovation and collective knowledge. that will be critical to our customers’ transformation
year and a robust deal pipeline. needs.
The first three words capture our forward-looking
worldview very well. We truly believe that everything We honored all the job offers we had made pre-
we do should result in better outcomes, and pandemic, and also onboarded all the trainees to
therefore greater futures, for our stakeholders. The whom we had given offer letters. We had our normal
emphasis on innovation and collective knowledge annual salary increase in October, and promotions
represents core tenets of the belief system that has as well. In line with the strong recovery in demand,
sustained TCS over the last five decades, and shaped we also ramped up our lateral hiring during the
our culture and guided our strategy. second half of the year and ended the year with a
net addition of 40,185. By onboarding over 60,000
We also refreshed our brand last month, and It was this purpose-led approach which helped us freshers over the last couple of years and training
launched a new brand statement, `Building on keep our employees safe and well even during the them on the technologies most in demand, we have
Belief’, to reflect who we are today, and to support bleakest phases of this pandemic. The proactive created for ourselves, a secure talent pool to support
our, and our customers' aspirations in the G&T space. outreach of our HR, touching over 400,000 the growth ahead.
It celebrates the power of reinvention and instils employees, the 24/7 medical hotline, online
hope into business and trust in the enterprise. Our counseling services, and virtual sessions to foster While this influx of fresh talent is very important for
belief conveys our optimistic outlook and reflects our physical and emotional wellness brought us all closer our growth, even more critical has been our ability to
limitless potential to create greater futures. together during the year. We tied up with ambulance consistently retain the talent that we have cultivated
services and hospitals and set up isolation centers and grown in the organization. This year, we set a
and quarantine accommodation at our facilities to new benchmark in talent retention. Our attrition in IT
services was 7.2%, the lowest in the industry globally,
2
Letter from the CEO, Integrated Annual Report, FY 2019-20 and an all-time low by our own standards.

We continued to work with communities across the the prior year, we are working on a longer-term emerge, new combinatorial possibilities will open up,
world, pursuing our long-standing commitment to roadmap to neutralize our carbon footprint and bring driving further investments by our customers. So we
programs in the areas of health, STEM education, down atmospheric carbon towards helping the world believe this market will see tremendous growth in
skills development and the bridging of digital divides. reach net-zero levels by 2050. the coming years.
In addition, we helped in the fightback against the
pandemic. Our researchers used AI to identify Our Vision 25x25 will be pivotal in this fight for That puts us in a very advantageous position. In
promising new molecules which could potentially our planet. Equally important is the leading role addition to the large outsourcing opportunity which
inhibit the spread of the virus. Our data marketplace we are playing in helping our customers become we continue to dominate, we are now entering a
solution is powering a critical national initiative to more energy efficient, whether it is by deploying large, growing opportunity that significantly expands
double India’s COVID testing capacity. our Clever Energy solution that uses IoT and AI to our addressable market. It is an exciting growth
remotely monitor and optimize energy consumption journey we are embarking on for the next few years.
Even more fulfilling is the work we do for our across distributed facilities, or by helping them switch We thank you for your trust and look forward to
customers which helps further their mission to save from energy-inefficient in-house data centers to your continued support on the journey ahead.
lives. In the Life Sciences domain, our teams used our more efficient public clouds.
innovative platform to streamline drug development Best Regards,
processes, speed up clinical trials, and help pharma Looking Ahead
companies rush new therapies and vaccines to Rajesh Gopinathan
the market. At a time when the world desperately We are entering FY 2022 with strong growth Chief Executive Officer & Managing Director
needed more ventilators and manufacturers were momentum and with much better visibility for future
struggling to increase production, our team worked growth than we did last year, powered by a strong
with the engineers at GE Healthcare to automate order book built up throughout the year and a
the late-point configuration of ventilators. This robust deal pipeline. In the medium and longer term,
reduced the production time per ventilator by 6 we see strong structural growth drivers triggered
minutes, enabling production of an additional 340 by the multi-year technology refresh cycle that our
ventilators per month, helping ease suffering and customers are embarking on, and their increased
saving lives. focus on G&T initiatives.
On the environment front, while I am pleased that The G&T opportunity is very large, and yet to be
our large-scale switch to remote working helped fully scoped. The transformation imperative will
us cut our absolute carbon footprint by 48.8% over only strengthen over time, and as new technologies

Performance Highlights1
Revenue Trend Operating Profit Trend Client Metrics Employee Metrics

CAGR 8.6%
12.1%
11.3%
11.0%
25.9%
25.7% 10.5%
25.6% 105
164,177
24.6% 101
24.8%
156,949
97 99
146,463
84
7.2%
123,104
117,966
448k
387k
395k
424k
488k
49 48
44
42,481
30,324
30,502
37,450
38,580
35 38
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021* FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
₹ crore ₹ crore Operating Profit Operating Margin $50 Mn+ Clients $100 Mn+ Clients Total Headcount Attrition (IT Services)
Earnings per share^ (Amount in ₹) OCF# and Cash Conversion ₹ crore Cash Usage## Shareholder Payouts ₹ crore
106.0%
CAGR 7.7% 98.6% 101.5%
116.2% 92.6%
100.1% 0.2% 19,726
97.1% 17,840
38,802
95.9% 90.9% 9.7% 16,000
Shareholder 7.5% 16,000
89.27
32,369
86.19
42.0%
83.05
Payouts
28,593 Capex
14,147 #
25,223
25,067
66.71
67.10
14,055
Acquisitions, etc.
13,148
11,377
11,071
Invested Funds 82.6%
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021*

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021* FY 2017 FY 2018 FY 2019 FY 2020 FY 2021* Dividend Special Dividend Buyback, including tax
Shareholder Payout ratio (Including special dividend and buyback, including tax)
Êarnings per share is adjusted for bonus issue # Operating Cash Flow OCF OCF to Net Profit Ratio ## Cash usage for the period FY 2017 to FY 2021 # Includes proposed final dividend
* FY 2021 numbers are excluding provision towards legal claim
1
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Letter FromHighlights
The CEO | 15
TCS #1
The Year Gone By EUROPE EUROPEAN IT CUSTOMER SATISFACTION SURVEY
RANKS in BY WHITELANE RESEARCH
Q4
Unveiled a new brand statement,
CUSTOMER SATISFACTION Across Combined
‘Building on Belief’, to articulate
8
TCS’ mission and relationship with annual value of
customers, and putting its vast experience in th YEAR 13 contracts over
purpose-led transformation at the core of its
brand story as it embarks on its next decade of in a row 1700+
CXOs Polled
European
Countries
€40
BILLION
4050+
IT Contracts
transformation-led growth.
#1
Ranked #2 in the PEAK Matrix® IT Service Provider
of the Year: ITS Top 20 by Everest Group, for being a in  European
countries
Leader in 18 evaluations and a Star Performer in 4, in
2020. Additionally, TCS was named the Leader of the 82% 81%
Year in Application Services and in Life Sciences, and
the Star Performer of the Year in Healthcare.
73%
Average
TCS 72%
Average
TCS
CUSTOMER
#1 Service #1 Cloud SATISFACTION
Launched the TCS COVID-19 Testing and Vaccine
Management Suite of modular, easy-to-deploy
Delivery Quality Capability
for TCS
solutions that leverage AI, robotics, blockchain and
72%
83% 73% Industry (Belgium, Luxembourg, United Kingdom, France,
the Internet of Things (IoT) to streamline every stage TCS
74% 64% TCS Nordics, Netherlands, Switzerland, Germany &
of the end-to-end testing and vaccination journeys, Average Average
Average Austria)
enabling more individuals to get tested and vaccinated
#2 Account
faster and return to normal life experiences. #2 Proactivity
Management
TCS has showcased their capabilities, flexibility and agility in
Completed the third successful share buyback supporting their clients in their digital transformation efforts
in four years, to the tune of ₹16,000 crore at 71% 79% regardless of the situation. They have more than proved to
62% TCS 72% TCS
₹3,000 per share, through the tender offer route, Average Average be the reliable, innovative and trusted digital partner
extinguishing 5.3 crore equity shares, representing customers are looking for.
about 1.42 percent of the total equity. #3 Business
#2 Innovation -JEF LOOS, HEAD OF RESEARCH, WHITELANE RESEARCH
Understanding
*BASED ON STUDIES CONDUCTED BY WHITELANE RESEARCH, PA CONSULTING, QUINT WELLINGTON REDWOOD, NAVISCO AND VLERICK BUSINESS SCHOOL IN 2020.
Integrated Annual Report 2020-21 The Year Gone By | 16

Ranked #1 in Customer Satisfaction across Europe Mourned the passing of FC Kohli (“FCK”), TCS’ first
in an independent survey of 1,700 CxOs of top CEO, and the Father of the Indian IT Industry, at the
IT spending organizations by Whitelane Research. age of 96. FCK came on board in 1969 and led the
Additionally, in the individual country rankings, TCS company for the next 27 years, navigating multiple
was ranked #1 in UK, France, Germany, Austria, technology waves by continually investing in people
Switzerland, Netherlands, Belgium, Luxembourg and and in research and innovation.
the Nordics.
Established a strategic partnership with Prudential
Ranked among the Top 3 brands in IT services by Financial Inc (PFI), that saw over 1,500 employees
Brand Finance; TCS clocked the highest absolute of Pramerica Systems Ireland Ltd, PFI’s Irish
brand value growth in the sector in 2020 and was subsidiary, transfer to TCS’ new global delivery center
named the fastest growing brand in the industry over in Ireland. Besides expanding the PFI relationship, the
the last decade (2010-2020). new center enhances TCS’ nearshore capability to
provide a range of services to customers in Ireland,
Q3
Augmented the Banking Service Bureau the UK, Europe and the US.
built and run by TCS for the digital
banking industry in Israel, with a new Deepened the relationship with Deutsche Bank
transformative Digital Bank Guarantee platform, by acquiring its subsidiary, Postbank Systems
powered by the Quartz® Blockchain solution. Bank AG (PBS), its full-range IT captive that provides
Hapoalim, Israel’s largest bank that manages over project management, application management and
30% of the total bank guarantees in the country, is infrastructure support services. The addition of
the anchor customer for the SaaS platform. PBS’ 1,500 employees further adds to TCS’ scale in
Shri Faqir Chand Kohli Germany, and strengthens its growth outlook.
Launched TCS Clever Energy™, an energy and 19th March 1924 – 26th November 2020
emission management system that uses a digital Selected as a Superbrand, in the US and UK,
twin setup based on IoT, AI and cloud, to help Your sense of purpose. Your clarity of vision. based on the strength of its brand reputation
Your unwavering belief in investing in people.
commercial and industrial organizations manage across channels, business performance, industry-
These have shaped TCS into what it is today.
their energy consumption better, drive energy and leading job creation, scale of employee training
We continue to draw inspiration from
cost efficiencies, decrease carbon emissions, and and development, and dedication to nationwide
your pioneering spirit.
accelerate their carbon neutral journeys. corporate social responsibility initiatives.
The TCS family deeply mourns the passing of its
founding CEO and the Father of Indian IT Industry.

Q2
Launched new cloud practice units to while meeting local data- and cyber-sovereignty Ranked #2 by revenue in the UK market for
gain leadership in the rapidly expanding regulations. software and IT services in TechMarketView’s UK
opportunity around the three major SITS rankings, up from #5 in 2019. Further, based on
hyperscale platforms – AWS, Microsoft Azure and Ran a TV campaign in India for the first time, titled revenues earned, TCS was ranked #1 in Applications
Google Cloud Platform. Each unit is a full-service, #TCSPartOfYourStory, showcasing the central role and #2 in Consulting and Solutions.
multidisciplinary organization offering customers played by TCS in building the technology backbone
the full range of transformational and operational of Digital India, transforming various sectors, and Built and deployed a blockchain-based digital
services on the respective technology stacks, becoming part of every Indian’s life. supply chain platform, powered by the TCS Data
spanning advisory services, migration, application and Marketplace solution, to support Indigenisation
data modernization, including SaaS and enterprise Launched TCS Safe Workplace, a return-to-work of Diagnostics, an ambitious new project launched
productivity suites, infrastructure, cyber-security and solution for global enterprises that uses existing by the Government of India to scale up indigenous
edge. enterprise platforms to create a workplace command Covid-19 diagnostic test-kit production capacity to a
center that assesses the readiness of employees, million test kits a day.
The Contextual Masters program that recognizes the work environment and the workforce model;
experienced TCSers who demonstrate high levels of automates the return-to-work processes, including
contextual knowledge, crossed the 10,000 masters contact tracing, shift management, and workspace
milestone. Contextual knowledge is highly valuable planning; and monitors critical risk factors.
tacit knowledge about a customer's business,
operations and technology landscape, acquired on Opened up the game-changing National Qualifier
the job by immersing oneself into that environment, Test (NQT) to other corporates, making it a
a key differentiator for TCS. common gateway test for fresher recruitment. This
standardized test will provide candidates with access
Operationalized 10 new Threat Management to open positions at multiple corporates, while
Centers, at Bloomington, Minnesota – US, helping corporates get an in-depth understanding of
Manchester – UK, Madrid – Spain, as well as at major applicants’ cognitive abilities and reduce evaluation
Indian cities. These will offer comprehensive and overheads.
integrated cybersecurity and threat management
services across IT, OT, IoT and cloud ecosystems,
helping customers stay secure and cyber-resilient

Q1
Held India’s first ever virtual AGM, Offered free of cost access to TCS iON Digital Glass
enabling participation by a record number Room, a virtual learning platform, to educational
of shareholders from different parts of institutions in the US, Europe and India, to enable
India, some of them for the very first time. Access to educators and students to connect in a secure virtual
the videoconference was from the NSDL e-voting environment, moving lessons from classrooms to
page, seamlessly linking the event to the online interactive digital glass rooms.
voting process as well.
Fully institutionalized the SBWS operating model
Successfully deployed TCS DynaPORT, a state- and also replicated it for customers. The model was
of-the-art terminal operating system at Tilbury2 strengthened with additional analytics and extended
Ro-Ro, London’s latest freight ferry terminal. TCS to cover the end-to-end customer engagement
implemented this solution in under twelve weeks, lifecycle, including prospecting, sale and even new
100% virtually during the COVID-19 lockdown, project ramp ups.
leveraging the Secure Borderless Workspaces™
(SBWS™) model.
Launched a SaaS version of the ignio™ suite of

autonomous software. Further, the suite was
expanded to include three new products: ignio
Cognitive Procurement to help enterprises
make smarter purchase decisions, ignio AI.Digital
Workspace, a self-healing, end-user experience
management software, and ignio Studio, a low-code
toolkit that allows customers to extend the out-of-
the-box capabilities of the ignio software suite.

TRDDC: Built on a Belief in the Future
The idea of setting up a technology research center domains. This too was an outcome of FCK’s belief
in India, when none existed, was born out of a core that “computers would be the tool that all industry
belief that the future would be shaped by computers, would use, willy-nilly, in the future.”
and that R&D was key to value creation. For FC Kohli
(“FCK”), the visionary who helmed TCS in its start-up Mastering Automation
years, the complete lack of technology research in
India in the 70s was simply unacceptable. Around A core research theme at TRDDC in its early years
1980, having launched TCS’ global ambitions with was a topic close to FCK’s heart – the automation of
the first overseas office in New York, he turned his software development. The technology landscape in
attention to this problem. the 80s was in a state of ferment, with newer, more
powerful computers, operating systems, databases
He commissioned academicians at MIT and the and programming languages. But software was still
University of Waterloo to think through the scope hand coded and very artisanal. So customers wishing
and mandate of such a center, and come up with a to upgrade were dissuaded by the effort and cost of
report. He pulled in Prof E C Subba Rao, who was re-engineering their existing systems.
teaching at IIT Kanpur to drive this endeavor. At the
time, an industrial research center by a business TRDDC built language translators, converters and
house was unheard of in India. But the House of compilers using which TCS was able to win many of
Tatas, with its history of pioneering many other firsts, these upgradation opportunities. It used automation
was best suited for it. JRD Tata was very supportive. to transform the legacy systems much faster, and
He was keen that the Group establishes an with higher quality, reliability and traceability than
institution that would apply science and technology its competitors of that era. TRDDC’s tools foundry
for the benefit of Indian industry and people. represented the ultimate conversion toolset,
automatically generating compilers for any source
So it came to be that FCK’s dream was realized on and target programming language. Depending on
October 8, 1981, the new Tata Research Design and the needs of individual projects, compilers could be
Development Centre (TRDDC), was officially open. created on demand and shipped to those project
Right from the start, TRDDC’s mandate was broad, teams.
researching problems not just in IT, but also in other
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Continued research around software engineering computing and materials, biosciences, mathematical Founded forty years ago, one of many firsts that
and systems engineering culminated in the and behavioral sciences. Such blue-sky research at TCS pioneered over the last five decades, the Tata
development of a suite of software tools that the intersections of industries is today foundational Research Design and Development Center lived
could extract business logic from legacy code, and to TCS’ ability to orchestrate purpose-driven, cross- up to its founder’s belief and went on to shape
automatically generate high quality code in any industry ecosystems for boundaryless innovation on the company’s present-day approach to research,
desired programming language from a model. These the cloud. innovation, growth and transformation. TRDDC’s
resulted in the TCS MasterCraft™ suite of intelligent outstanding contributions over the decades to the
automation products that is today the mainstay Research for Social Good company’s growth, to the expansion of knowledge
of customers’ application and data modernization and to society truly make it the embodiment of
programs as part of their cloud transformation With its expansive mandate and the Tata Group’s the TCS ethos of building greater futures through
journeys. guiding ethos, TRDDC took up many research innovation and collective knowledge.
themes around social and environmental issues.
Innovating at the Intersections These resulted in frugal innovations like low-
maintenance water filters for rural areas, eco-friendly
TCS’ collaborative approach to co-innovation with cement, award-winning test kits for tuberculosis,
customers, leveraging collective knowledge, which and of course, the game-changing Computer-based
is helping it differentiate itself in the growth and Functional Literacy software that was to be the
transformation market today, has its roots in how mainstay of large-scale adult literacy programs in
TRDDC engaged with its clients in those early India and elsewhere.
years. In an interview1, Subba Rao recalled, “The two
sides had lots of dialogue. This was unlike what most This tradition of pursuing a broad set of ideas which
consultants did. We always took the view that the benefit society at large continues to this day. TCS’
client should be part of the solution. The clients and we Research & Innovation group uses technology for
published case studies and research papers of successful such diverse social causes as helping the differently
solutions, jointly.” abled, scaling up Covid test kit production in India,
designing tests for biomarkers to predict premature
Scientists at TRDDC were an eclectic set. Different birth, identifying promising molecules for drug
research teams, working side by side, made possible development and innovative ways to help customers
cross-pollination of ideas and multidisciplinary reduce their carbon footprint.
research at the intersection of different domains:
1
Research by Design – Innovation at TCS, 2007
Integrated Annual Report 2020-21 TRDDC: Built on a Belief in the Future | 21

Powering Phoenix Group’s Growth Strategy with a
Fully Digital Operating Model
Phoenix Group has evolved into the UK’s largest acquisitions and unlock significant value. It is currently
long-term savings and retirement business, pursuing transforming another 6 million policies.
a growth strategy that leverages key industry trends
to consolidate and scale up its Heritage business, while On the front-end, TCS is helping the Phoenix Group
enhance and personalize the customer, employer,
Our strategic partnership with TCS organically growing its Open business and deepening
existing customer relationships to meet broader and adviser experiences, adopting a more data and
will support our growth ambitions insights-driven approach. These initiatives have
customer needs as they journey to and through
and accelerate our ability to innovate resulted in a 400% increase in site visits to its online
retirement. This in turn supports Phoenix Group in
whilst continuing to deliver excellent delivering its purpose of helping people secure a life of customer self-service tool, the use of which has seen
customer service. possibilities. an 8x improvement in individual life cover claims
processing, as well as 85% of encashment claims
The primary focus has been on Phoenix Group’s 15-year long partnership with TCS has settled in under 3 days compared to 12 days on
given it a scalable, customer-centric digital operating traditional channels. It also has reduced customer
migration to TCS’ digital and customer
model that supports perpetual transformation, driving complaints and enhanced customer satisfaction. At the
centric operating model that helps us both aspects of its growth strategy. new, jointly developed Innovation Hub in Edinburgh,
take innovative new products faster to designers and domain experts from both organizations
market and delivers more personalized At the core of this model is the TCS BFSI Platform will work with end-users to envision new offerings and
for Life & Pensions powered by TCS BaNCS™, which innovative experiences.
experiences to our customers has simplified and modernized Phoenix Group’s
and advisers. The TCS partnership technology stack, enabled greater innovation through Partnering with TCS for its growth and transformation
facilitates plug-in partnerships and easier and faster design and rollout of new products, is enabling the Phoenix Group to adapt quickly to
further improves our digital and and transformed all the processes across the end-to- regulatory and market changes, and provide intuitive,
innovation capabilities while giving end customer journey, hyper-automating them with personalized experiences to customers, advisers,
straight-through-processing for faster turnaround and employers on a fully digital platform. With a
us a cost structure that is an industry
times. new operating model that is establishing industry
benchmark. benchmarks in efficiency, agility and customer-
By previously consolidating more than 7.4 million centricity, Phoenix Group is set to power ahead with
Andy Briggs policies scattered across disparate systems on the its strategy to capture new growth opportunities.
Group CEO, Phoenix Group new platform, TCS has helped Phoenix Group retire
hundreds of legacy systems, drive synergies from its
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Enabling Toyo Tire to Launch an Innovative,
IoT-powered Business Model
Customer-centricity, agility and
Toyo Tire Corporation, one of the world’s leading By partnering with TCS in this journey, Toyo Tire digital innovation have been at the
tire manufacturers headquartered in Japan, seeks is poised to launch an innovative business model, core of Toyo Tire’s ability to launch
to delight its customers with its products through offering a whole host of predictive maintenance and innovative new products and services
constant technological innovation, enabled by advisory services to its customers, and powering its
fostering creativity and entrepreneurial thinking. future growth.
that delight our customers and
create a distinct brand positioning for
Recognizing the importance of proper tire us.
maintenance in ensuring safety and maximizing
efficiency, Toyo Tire partnered with TCS to explore Our new tire wear estimation model,
how technology could be used to help its customers built in collaboration with TCS,
– fleet owners and transport service providers
enables an innovative services-based
– reduce the time and effort spent in physically
inspecting individual tires for wear. business model that powers our
future growth. TCS brought a lot of
TCS used its Bringing Life to Things™ IoT framework digital expertise, creative ideas and
to envision a new automated system that would intellectual property. Their passion
meet Toyo Tire’s vision. The solution uses
components of TCS DigiFleet™, its IoT-enabled
for innovation and shared values
suite for fleet managers, to automatically gather data have made them a key part of our
on tire conditions from sensors installed on wheels digital innovation journey.
of trucks, buses, and other transport vehicles, help
visualize the data, provide real time insights and Tetsuo Shimomura
transmit it to the cloud. This data along with other DGM - DX Promotion Division
information is then used by Toyo’s proprietary AI Toyo Tire Corporation
model to accurately estimate the extent of wear of
the tires.
Integrated Annual Report 2020-21 Customer Stories

Stories || 23
23
WHAT DOES YOUR NEW BRAND STATEMENT our teams act as force multipliers, giving customers
BUILDING ON BELIEF: `BUILDING ON BELIEF’ MEAN TO YOU AND TO many more ideas for potential development than
CUSTOMERS? they could have managed on their own. This in turn
A Panel Discussion improves their yield - the chances of hitting upon a
KAK: Every new idea or innovation is born out of the winning innovation that gives them the competitive
belief that it will build something better. In research differentiation they are looking for.
and innovation, belief is central to the survival of
an idea at every stage, determining whether it will NGS: Everything that Ananth just mentioned about
be picked from among other worthy candidates for innovation applies equally to business transformation.
further development, or will get past resistance when To me, digital transformation is innovation applied
further progress looks impossible. Only by striving at scale to an organization’s business model, its
on with passion and faith, can ideas be brought to customer engagement, and its operations. The
fruition, making a big difference to the enterprise. most successful business transformation programs
are those which are purpose-led. We help every
Our new brand statement highlights the role that customer realize that purpose.
TCS has been playing in helping customers scale up
and accelerate their innovation programs and realize TCS has intrinsically been built on strong beliefs
those ideas they truly believe in. By contributing which have profoundly shaped our organization
high quality ideas backed by a deep understanding culture. By adopting a purpose-led approach—
of the customer’s business and technology contexts, putting the customer at the center, continually
investing in people, and helping them build long,
fulfilling careers with TCS—we have created a
sustainable business model that has proved itself
over the last five decades.
FEATURING
Krishnan Ramanujam N G Subramaniam K Ananth Krishnan
President – Business & Chief Operating Officer Chief Technology Officer
Technology Services
Integrated Annual Report 2020-21 Panel Discussion | 24

Customers truly appreciate this and see us as a As we embark on a new multi-year technology TCS has intrinsically been built on
strategic partner who remains current across cycles cycle, the move to the cloud will open phenomenal strong beliefs which have profoundly
while helping them also stay current. Employees opportunities for our customers to further innovate,
appreciate this too and it has resulted in industry- transform, differentiate themselves and power their
shaped our organization culture. By
leading talent retention and an invaluable repository future growth. Their growth and transformation adopting a purpose-led approach—
of contextual knowledge, both of which are investment is going to leapfrog in the coming years. putting the customer at the center,
competitive differentiators. This not only expands the addressable market but continually investing in people, and
also provides a secular tailwind to power TCS’ growth helping them build long, fulfilling
KR: There is a large growth and transformation over the next decade. Hence, this renewed focus.
market in which we want to expand TCS’ footprint
careers with TCS—we have created
and gain further share from legacy consulting HOW DO YOU ACTUALLY WIN THESE DEALS? a sustainable business model that
organizations. In that context, the new brand ARE THERE RFPS FOR GROWTH AND has proved itself over the last five
statement is very timely and reflects that aspiration. TRANSFORMATION? decades.
Building on Belief is a way for us to signal to
all customers and prospects that TCS will work NGS: There are multiple scenarios: RFP driven
alongside them in their G&T journeys, with a sense transformation deals and proactive proposals. In the
of shared purpose and help them realize their vision. first scenario, customers typically know what they
want to accomplish and look to us for knowhow.
YOU HAVE BEEN SPEAKING ABOUT GROWTH Whereas, in the latter, account teams proactively our Innovation Days and deliver selected ones in rapid
AND TRANSFORMATION FOR THE LAST THREE identify business problems that are critical for a Agile sprints to the customer. Many of these activities
YEARS. WHY THE RENEWED FOCUS NOW? customer, and put together high-level solution are now anchored at our PacePorts™.
ideas which they pitch to customers. This is often
NGS: Yes, we have been winning quite a few growth followed by more detailed workshops that eventually Our Annual Innovation Forums and TCS PacePorts
and transformation engagements with the Business culminate in a full-fledged engagement. are key avenues that fuel innovation. At the Innovation
4.0™ thought leadership framework. Some of these Forums, our customers and partners, including start-
stories have been showcased in our recent annual KAK: In the second scenario, TCS Research & ups, talk about the innovative work they are doing in
reports. While the number of such deals has been Innovation is a catalyst. We often organize account- partnership with TCS, while PacePorts showcase our
steadily increasing, it is only a small foothold in the level ideathons to crowdsource creative ideas which innovative solutions across different verticals, often
larger opportunity. address our customers’ most pressing business triggering new ideas among customers and resulting
problems, leveraging our contextual knowledge. in productive conversations.
We brainstorm on these and other proactive ideas at

KR: Chance favors the prepared mind. In addition offerings. Other common themes we saw this transformation of their Standard Life business and
to the avenues described by NGS and Ananth, TCS’ year included supply chain transformation in the meet the future needs of their customers, workplace
Business 4.0 thought leadership framework that manufacturing and consumer goods sectors, and clients and their advisers.
has been updated to address pandemic and post- omnichannel transformation in retail.
pandemic challenges and our multi-horizon cloud Similarly, the TCS ADD platform transforms the end-
transformation roadmap, provide a great starting Across industries, we are picking up promising to-end drug development process which is at the core
point to jointly envision the aspirational end-state themes that emerge from ongoing G&T of any life sciences company’s value creation engine.
capabilities with the C-Suite. engagements which address broader business In FY 2021, one of the world’s largest pharmaceutical
problems that may be relevant to other enterprises, companies deployed TCS ADD Analytics & Insights,
Our sales teams leverage a steadily expanding and are productizing those offerings. This organic an AI-powered adaptive monitoring solution to
suite of transformation offerings aligned to manner of steadily expanding our portfolio of transform the oversight of over 200 clinical trials,
emerging themes, which they can readily adapt to transformation offerings lowers the execution risk strengthening oversight effectiveness and improving
each customer’s unique circumstances. One very for our customers. the efficacy of the studies.
successful approach has been to benchmark the
customer against best-in-class metrics in their WHAT ROLE DOES YOUR INTELLECTUAL Some solutions are transformational not just at
industry, identify the gaps across different areas PROPERTY, PRODUCTS AND PLATFORMS PLAY an enterprise level, but at an industry level. Israel’s
of their operations, and then use design thinking IN THE G&T OPPORTUNITY? Ministry of Finance wanted to rejuvenate its banking
principles to help top management chalk an inside- sector, spark greater innovation, and democratize
out roadmap for their growth and transformation. NGS: Intellectual property is one of TCS’ biggest consumer access to banking. We helped them realize
differentiators, and it has played a pivotal role in that vision by building a banking service bureau
With each successful G&T engagement, the positive many of our largest G&T engagements. Our patents, powered by TCS BaNCS™, to serve as a shared digital
references build up and we are sought by other products, and platforms stand testimony to our banking operations platform that neo-banks can use
customers facing similar business problems to help technology expertise and business knowledge. to launch their operations very quickly. First Digital
them in their transformation journeys. For example, Bank, the first bank in Israel to receive a banking
a recent annual report1 highlighted how we helped The TCS BFSI Platform for Life and Pensions license in 40 years, commenced its digital-only
the Bayer Group build a replicable business carve- continues to be the operating model of choice for operations leveraging our platform in March 2021.
out model to execute quick divestitures. In FY 2021, insurers looking to reimagine customer experience.
several customers who were restructuring their In last year’s annual report2, we had carried the M&G KAK: Many G&T initiatives are centered around
portfolios to sharpen their business focus and free story. In FY 2021 too, we signed a very large deal enhancing the customer journey and scaling up the
up capital, partnered with us for our divestiture with the Phoenix Group, to drive the growth and organization’s ability to quickly launch innovative
products and services. Our AI-based TwinX supports
1
Page 19, TCS Annual Report 2018-19 2
Page 21, TCS Annual Report 2019-20 the digital simulation of an enterprise, or an

enterprise digital twin. Key entities such as customer, of $31.6 billion, 17% higher than the previous year. Let me explain. If you look at the evolution of
product, process, network, and resource are Very importantly, these are not just large plain technology spends over the last five decades,
mapped, so businesses can test strategic decisions vanilla outsourcing deals, but also higher-value hardware held complete primacy in the first four
such as new product rollouts or the launch of new G&T deals. Every year, we close several very large decades, with software and services serving
channels, before piloting them in the market. Several transformational deals, including one in FY 2021 subordinate roles. Over time, proprietary hardware
customers are using TwinX today for what-if analyses with a TCV of over $2.4 billion. gave way to standardized architectures, setting the
especially in areas like the ideal customer journey, stage for virtualization and commoditization.
reducing customer churn as well as potential fraud. WHAT GIVES YOU THE CONFIDENCE THAT
YOU ARE ON A LONGER-TERM GROWTH We see that cycle repeating now with packaged
As customers start exploring opportunities in TRAJECTORY AND NOT JUST BENEFITING software. SaaS models are driving standardization and
ecosystem innovation, they can leverage TCS’ Data FROM SHORT TERM PENT-UP DEMAND? commoditization of software. So even as enterprises
Marketplace solution and our Quartz™ Blockchain invest in upgrading their technologies, they will invest
solution, to orchestrate or participate in ecosystems KR: While I don’t deny some amount of pent-up even more on IT services because only service-
and seamlessly and securely exchange data with demand playing out, but as NGS mentioned earlier, providers like TCS can help them harness these
partners on a real time basis. the adoption of hyperscaler clouds by our customers very powerful and commoditized technologies to
is a pivotal point, setting them on a course of create unique combinatorial solutions that provide
YOUR PEERS HAVE ALSO BEEN WINNING A LOT increasing technology investments over the next competitive differentiation. The next decade will
OF VERY LARGE DEALS IN RECENT TIMES. DOES few years, all aimed at harnessing the rich native clearly be the decade of IT services.
THIS REPRESENT A LOSS OF MARKET SHARE capabilities available within the hyperscaler stacks for
FOR TCS? innovation, growth and transformation.
NGS: Fourteen years ago, when we won our first Our sharpened focus on the high value G&T Our sharpened focus on the high value
billion-dollar deal, it was path breaking because it opportunity and investments around deepening our G&T opportunity and investments
represented our coming of age. Having won against solutioning capabilities will result in a quantum leap in
the largest names of that era, it demonstrated our the size of our addressable market. We are confident
around deepening our solutioning
ability to put together winning, multi-tower deal that the secular tailwind from increased spends and capabilities will result in a quantum leap
constructs. Today, winning such large outsourcing our own investments and focused efforts will drive a in the size of our addressable market.
deals is essential for revenue growth and visibility, but better growth trajectory in the years ahead. We are confident that the secular
it is a hygiene factor and no longer a differentiator. tailwind from increased spends and our
NGS: Another important driver of longer term
We win more than a fair share of such very large growth is the structural shift within the technology own investments and focused efforts
deals every year. In FY 2021, we had an order book market, leading to growing primacy of IT services. will drive a better growth trajectory in
the years ahead.
Enabling bpost to Deliver not just Parcels but also Smiles
With e-commerce making inroads at an exponential Powered by advanced analytics, the TCS-designed
pace and declining mail volumes, bpost is on a Dynamic Routing Model generates optimized,
multi-year growth and transformation journey to efficient, and accurate route plans with increased
transform into a customer centric and sustainable parcel density per route, ensuring first-time-right
global omni-commerce leader, with the vision delivery. Simulations and scenario planning are
of making Belgium a gateway for e-commerce used to predict parcel volume growth and statistical
logistics. TCS is a strategic advisor, helping bpost techniques ensure optimal workload distribution
shape its transformation journey by reimagining the among delivery personnel.
customer experience and building a digital core that
will drive new business opportunities and accelerate With a penetration of 1 in every 4 Belgian
innovation. households, and a rating much higher than similar
apps from competitors, the mybpost app has
The parcel delivery business not only rides high on contributed to an 8% growth in NPS and 18%
The postal industry is profoundly customer emotions but is highly competitive and reduction in customer service requests. With the
transforming resulting in challenges entails logistical complexity which can drive up the use of advanced analytics for optimized parcel
cost of customer service. Experience designers from delivery, TCS helped bpost successfully handle a
spanning from logistics to TCS Interactive Design labs digitally reimagined the 2.5X growth in parcel volumes in 2020, with margin
profitability. It was imperative for us end-to-end parcel lifecycle by mapping all customer and EBIT growth, increased efficiency, and most
to accelerate our transformation into touchpoints and analyzing key factors impacting importantly, higher customer satisfaction, bringing
a customer centric and sustainable Net Promoter Score (NPS), including social media it closer to its ambition.
omni-commerce group. The decision sentiment analysis. They designed an intuitive and
engaging digital experience with a mobile-first
to work with TCS was not driven
approach and also enabled 24x7 digital customer
by a technology choice, but their service across all channels with chatbots. bpost
transformation abilities! customers can now track and trace parcels through
proactive notifications and enjoy flexible options
Nico Cools for receiving parcels at home, at neighbors, or at a
CIO & Chief Digital Officer, bpost SA participating store. Returns processing is simplified with
just 3 steps, including the ability to print shipping labels.
Integrated Annual Report 2020-21 Customer Stories | 28

Helping the State of Connecticut Provide Pandemic Relief
to the Unemployed
Following the devastating job losses due to the the urgency of the situation, the TCS team worked
pandemic, Connecticut’s Department of Labor over a weekend to come up with a plan to rapidly
(CTDOL) found itself inundated with over a million implement a new cloud-based standalone PUA
applications for unemployment insurance, almost ten system.
years’ worth of applications in a single year.
In just five weeks, TCS, working closely with CTDOL,
Additionally, it had to administer the federally quickly designed and deployed a new cloud-based
funded Pandemic Unemployment Assistance (PUA) standalone PUA system, and integrated it with
program under the CARES Act and extended by CTDOL’s legacy unemployment insurance system.
the Continued Assistance Act, which provided up The new PUA system streamlined the workflows and
to $600/week for up to fifty weeks to the self- leveraged advanced analytics to prevent fraudulent
employed, independent contractors, and gig workers claims. Its cloud-native architecture scaled well -
who were ordinarily ineligible for unemployment easily handling the 10,000 claims filed on the very
assistance, but whose livelihoods had been affected first day of its launch. Till date, over $1 billion in The unemployment benefit programs
by the pandemic. benefits has been paid through the new system. are a critical safety net for the
CTDOL wanted to swiftly implement the PUA Powered by a deep belief in itself, TCS built the citizens during this pandemic. TCS
program but their mainframe-based legacy system complete solution in just weeks, helping CTDOL and Connecticut DOL teams have
was not easy to modify. live up to its mission of delivering unemployment worked closely in partnership to pay
assistance to self-employed individuals in their hour out over a Billion dollars in benefits
CTDOL approached its transformation partner, TCS, of need.
to help implement the PUA program urgently. TCS
through this new system and help
was already working on CTDOL’s Unemployment the citizens of Connecticut.
Insurance Modernization program, replacing its
legacy system with a modern, multi-tenant, cloud- Kurt Westby
based platform, designed, developed and managed Commissioner of Labor
by TCS for the ReEmployUSA consortium. Given State of Connecticut

HAS A FULL YEAR OF WORKING REMOTELY the reliance on partners who can take end to end
Q&A with RESULTED IN ANY STRUCTURAL CHANGES TO
YOUR BUSINESS? WILL GLOBAL SOURCING BE
responsibility for defined scope.
V RAMAKRISHNAN, CFO MUCH MORE OF THE NORM IN THE FUTURE? That is very timely because enterprises embarking
& on growth and transformation journeys are revisiting
MILIND LAKKAD, CHRO VR: Yes, I think so. In service delivery, any and their operations and looking for ways to free up staff
every in-person activity that entailed travel and to redeploy them on transformation projects, and
other overheads, was successfully executed entirely also to reduce costs to fund the new work. So I think
remotely last year using SBWS. It is faster, safer, and there will be a much higher propensity to outsource
in many cases, results in better outcomes because we and automate in the coming years, and also a greater
can assign the best talent for the job, unconstrained openness to location-agnostic models.
by location, mobility and visa availability. In the longer
term, this significantly de-risks service delivery for ML: The other structural change is to our workplace.
customers, and our business model. Whenever the pandemic is contained and we start
normalizing, we will start transitioning to a more
The other change is on the demand front. A full year hybrid working model in line with our Vision 25x25,
of remote working has changed the thinking around that captures all the benefits of the remote model
managerial supervision. Executives across the world and addresses its challenges. To recap, we envisage
have had to adopt a more outcome-focused versus that by year 2025, no more than 25% of our
acitvity-based approach. This is helping increase employees would need to be at a TCS facility at a
point in time, and no individual would have to spend
more than 25% of their time at a TCS facility to be
100% productive.
We believe this is a more balanced approach, and

will give our employees the best of both worlds. In
this model, the role of the office itself will change
significantly. Earlier, the office was where one
performed day-to-day activities, and offsites were
meant for business planning or team motivation. The
new model flips that. Our offices will become ideation
Integrated
IntegratedAnnual
AnnualReport
Report2020-21
2020-21 Q&A | 30
and innovation hubs, using in-person interactions for with a normal salary hike in October and regular constraint. We are now using AI to autonomously
brainstorming and team-building, while day-to-day promotions, much ahead of the rest of the industry. match individuals with the requisite skill profiles
work can be performed from anywhere. We also invested significantly in Covid care and to open opportunities, regardless of their physical
relief efforts, and contributed handsomely to the location. This is enabling access to a larger pool of
YOUR MARGINS IMPROVED IN FY 2021, commitments by the Tata Group. talent, better fitment, significantly faster allocations
BENEFITING FROM LOWER TRAVEL AND and superior outcomes.
FACILITIES EXPENSES. HOW SUSTAINABLE IS So overall, I am very pleased with the way we were
THIS? able to deal with a very fluid situation, balancing Its true value lies in talent fungibility, where, for
the needs of our customers, employees, and example, a cyber-security expert or an expert team,
VR: We believe our industry-leading operating communities, and yet deliver an industry-leading can be part-allocated to multiple assignments at the
margin is a reflection of our relative competitiveness. operating margin of 25.9%*, an expansion of 1.3%* same time, enabling all those customer engagements
While there may be some small movements here over the prior year. to gain from sharing that high-quality expertise.
and there, our margins have shown tremendous
resilience over the last decade. We don’t see any Looking ahead, we expect demand, revenue and Customers are very pleased with the faster project
structural threat to our competitiveness in the operating costs to normalise and come back to our ramp-ups that this has enabled, as well as the
foreseeable future, so our margins should remain long term comfort zones. That, along with higher superior outcomes that follow from better fitment. It
stable. quality revenues from our expanding participation in also opens up more opportunities for our employees,
the growth and transformation opportunity, greater particularly those in smaller locations, driving up
Specific to FY 2021, we started off with a very operating efficiencies from continuing innovations to employee satisfaction levels and talent retention. At
sudden ramp down in demand, our Q1 revenue the delivery model – such as talent clouds – will help an aggregate level, this is helping reduce mean time
reducing by 6.3% year on year in constant currency. us sustain our operating margin at current levels. between allocations, and drive up utilization across
However we took an industry-defining stand that we the system.
would not let go any employees due to the demand WHAT ARE TALENT CLOUDS AND HOW DO
contraction, and also committed to onboarding all THEY CHANGE THE DELIVERY MODEL? HOW DOES YOUR NEW FOCUS ON GROWTH
45,000 job offers we had made. The industry-wide AND TRANSFORMATION DEALS AFFECT YOUR
reductions in travel, facilities and some marketing ML: The talent cloud is an innovation enabled by MARGINS AND YOUR INVESTMENTS? HOW
expenses helped offset this. our SBWS operating model. Historically, we serviced WILL IT AFFECT CAPITAL ALLOCATION? WILL
customers from specific delivery centers, and staffed YOU ALSO ACQUIRE A CONSULTING OUTFIT?
The second half of the year saw a sharp growth any new project largely with individuals based out of
recovery, and the emergence of a multi year growth those locations. With SBWS, we did away with that VR: These deals have lower competitive intensity,
cycle. We immediately rewarded our employees and customers evaluate us on the merits of our
* Excluding an exceptional item provided towards a contested legal claim solution and not on price. So these are high quality
Integrated Annual Report 2020-21 Q&A | 31

revenues, and as their share increases, they will lend innovation, and in the various HR initiatives that SOME OF YOUR PEERS HAVE SPOKEN OF A
further resilience to our busines. Overall we have Milind will speak about. We won’t acquire something WAR FOR TALENT. YOU DON’T LOOK TOO
always believed in taking a holistic view to the service just to grow our consulting revenue. WORRIED. WHY?
portfolio, continously investing in newer services
that increase our overall relevance to our customers, At a broad level, we remain open to acquisition ML: Our sustained investments in organic talent
which gives us competitive differentiation, and opportunities if they are attractive and and value development at scale are paying off. Our state of
supports our industry-leading profitability. accretive. Our capital allocation policy continues to the art talent development infrastructure is helping
be to return most of the free cash flow we generate us align our planning with emerging customer
In terms of investment, keep in mind that each year to our shareholders. requirements. So we are fulfilling most of the open
our approach to growth and transformation positions requiring new technology skills using in-
engagements is very differentiated. We are not ML: On the people front, we continue to believe house groomed candidates, and don’t rely too much
trying to replicate the legacy consulting model. To in growing our own talent, and are scaling up our on lateral recruits.
expand our presence in this opportunity, we will campus recruitment of management graduates from
invest in deepening our solutioning capabilities, premier business schools in India and elsewhere, Additionally, we have created a deep pipeline of
organically. We will invest in more research and as well as engineering talent from top technology digital talent by hiring over 30,000 fresh engineering
institutes. Given our differentiated, inside-out graduates each year, including a cadre of high
approach to growth and transformation, we are performers, and training them on new technologies
investing in various programs to promote business which are most in demand.
thinking and foster contextual knowledge across the
organization. Even more important than acquiring new talent is
We believe our industry-leading retaining our existing talent that we have invested
operating margin is a reflection Our Contextual Masters program has identified in, and groomed over the years. We continue to be
16,000 individuals till date with deep insights of the industry leader in talent retention, with our IT
of our relative competitiveness. our customers’ business and technology contexts. services attrition rate falling to an all-time low of
While there may be some small We are bringing them and others into our strategic 7.2% this year. So we are very proud of our talent
movements here and there, our talent development initiatives, and scaling these strategy and investments, and immensely excited
margins have shown tremendous programs to create a large and diverse cadre of next about the future growth it is helping power.
resilience over the last decade. generation growth and transformation leaders, who
can help customers explore the art of the possible
We don’t see any structural threat
in their respective contexts and steer them through
to our competitiveness in the organizational change.
foreseeable future, so our margins
should remain stable.
Integrated Annual Report 2020-21 Q&A | 32
Transforming Novolex into a Futuristic, Intelligent Enterprise
To achieve hyper-growth and After years of strong top line growth driven by has reduced monthly and quarterly closing from
become an industry leader, Novolex multiple acquisitions, Novolex, a leader in packaging 5 days to 3 days. More effective rebate programs
launched Project Optimus for innovation, recognized that to continue to drive and efficient commission payment processes have
optimizing and transforming the profitable growth through M&A, it would need to improved pricing efficiency and increased sales
entire business. TCS and Novolex fix the disparate set of processes, organizational margin.
structures and customer experiences, all resulting
established a true partnership in Applying design thinking principles and leveraging
from a sprawl of 11 disparate ERP systems built up
successfully implementing the from years of acquisitions. The siloed operations its domain depth and expertise across digital
Optimus program and set a secured were hindering the company’s ability to drive technologies, TCS helped Novolex realize its
path for reaping continuous business sustainable synergies and deliver a unified customer vision of delivering a Òne Novolex’ experience
value. experience. to its customers. Today, TCS continues to engage
with Novolex in a sustain mode to drive perpetual
Don Ray Novolex partnered with TCS to drive its end-to-end transformation and further increase its return on
business transformation and create a new cloud- investment.
VP - Manufacturing Services, Novolex
based digital core using the SAP S/4HANA platform
to support its future growth. TCS’ consultants
worked with Novolex through the full lifecycle
TCS has helped ensure timely of its business transformation, starting with the
business transformation that can development of the business case and roadmap,
empower Novolex as an ‘Intelligent establishment of a transformation management
Enterprise’ with industry leading office, design of a standardized global template, all
the way through to deployment and realization of
solutions and help accelerate our benefits.
growth as a world-class packaging
company. The new platform has eliminated the silos, enabled
significant savings and ongoing SGA efficiencies,
Paul Palmisano improved executive visibility into business
Former CFO, Novolex performance and delivered faster time to market.
The simplified consolidated financial reporting

Partnering RBI in Building Payment Systems for Digital India With its deep understanding of the
payments ecosystem, technological
The Reserve Bank of India (RBI) has been the driving of the few countries in the world to operate a real-
capabilities and shared purpose of
force in creating the nation’s payment systems, time, large value payment system round the clock.
operating with the strong belief that innovative, nation-building, TCS has been a
secure and efficient payment mechanisms are central This has led to faster settlements, improved long-standing, trusted partner in
to economic growth. TCS has been RBI’s digital liquidity, reduced cost for retail payment systems, RBI’s mission to provide secure,
transformation partner for the last two decades, and enhanced ease of doing business, fulfilling the cutting edge payment mechanisms
building the systems needed to help the central bank purpose of giving further impetus to Digital India’s
to the nation.
realize this belief. progress.
The two important online payment systems run

It is a testimony to the robustness
by the Reserve Bank of India, namely, National of their design and the quality of
Electronic Funds Transfer (NEFT) and Real Time their services that the RTGS and
Gross Settlement (RTGS), have both been enabled NEFT platforms and its underlying
by robust and scalable technology platforms built and messaging system have scaled up
maintained by TCS.
over time to handle the immense
The underlying messaging infrastructure that enables growth in volumes without any
the smooth interchange of data is the Structured disruption over the last many years.
Financial Messaging System, a TCS innovation that Their teams went above and beyond
connects over 70,000 branches of over 200 banks and supported us solidly when we
and clearing houses in India.
needed it the most, at the height of
Today, these two platforms process over 260 million the pandemic last year.
payment transactions, worth $1.5 trillion, every
month. Dr Deepak Kumar
Chief General Manager, Department of
In the latest development, TCS teams enhanced both Information Technology, Reserve Bank of
platforms and their related ecosystems to enable India
successful introduction of NEFT 24x365 in 2019,
and then RTGS 24x365 in 2020, making India one (Views expressed in the quote are personal)

Notice Notice is hereby given that the twenty-sixth Annual
General Meeting of Tata Consultancy Services
Notes:
Limited will be held on Thursday, June 10, 2021 at 1. In view of the continuing COVID-19 pandemic,
3:30 p.m. (IST) through Video Conferencing (“VC”) / the Ministry of Corporate Affairs (“MCA”) has
Other Audio Visual Means (“OAVM”) to transact the vide its circular nos. 14/2020 and 17/2020
following business: dated April 8, 2020 and April 13, 2020
respectively, in relation to “Clarification on
1. To receive, consider and adopt: passing of ordinary and special resolutions by
companies under the Companies Act, 2013
a. the Audited Standalone Financial and the rules made thereunder on account
Statements of the Company for the of the threat posed by Covid-19”, circular
financial year ended March 31, 2021,
no. 20/2020 dated May 5, 2020 in relation
together with the Reports of the Board of
to “Clarification on holding of annual general
Directors and the Auditors thereon; and
meeting (AGM) through video conferencing
b. the Audited Consolidated Financial (VC) or other audio visual means (OAVM)”
Statements of the Company for the and Circular no. 02/2021 dated January 13,
financial year ended March 31, 2021, 2021 in relation to “Clarification on holding of
together with the Report of the Auditors annual general meeting (AGM) through video
thereon. conferencing (VC) or other audio visual means
(OAVM)” (collectively referred to as “MCA
2. To confirm the payment of Interim Dividends on Circulars”) and Securities and Exchange Board
Equity Shares and to declare a Final Dividend on of India (“SEBI”) vide its circular no.
Equity Shares for the financial year 2020-21. SEBI/HO/CFD/CMD1/CIR/P/2020/79
dated May 12, 2020 in relation to “Additional
3. To appoint a Director in place of relaxation in relation to compliance with
N Chandrasekaran (DIN 00121863) who retires
certain provisions of SEBI (Listing Obligations
by rotation and, being eligible, offers himself for
and Disclosure Requirements) Regulations
re-appointment.
2015 – Covid-19 pandemic” and circular no.
SEBI/HO/CFD/CMD2/CIR/P/2021/11 dated
Integrated Annual Report 2020-21 Notice | 35

January 15, 2021 in relation to “Relaxation Company. Since this AGM is being held pursuant payment of such dividend subject to deduction
from compliance with certain provisions of to the MCA Circulars and SEBI Circulars of tax at source will be made on Monday, June
the SEBI (Listing Obligations and Disclosure through VC / OAVM, physical attendance of 14, 2021 as under:
Requirements) Regulations, 2015 due to the Members has been dispensed with. Accordingly,
CoVID -19 pandemic” (collectively referred to the facility for appointment of proxies by the i. To all Beneficial Owners in respect of
as “SEBI Circulars”) permitted the holding of the Members will not be available for the AGM and shares held in dematerialized form as per
Annual General Meeting (“AGM”) through hence the Proxy Form, Attendance Slip and the data as may be made available by the
VC / OAVM, without the physical presence of route map of the AGM are not annexed to this National Securities Depository Limited
the Members at a common venue. In compliance Notice. (“NSDL”) and the Central Depository
with the MCA Circulars and SEBI Circulars, the Services (India) Limited (“CDSL”),
AGM of the members of the Company is being 4. Institutional / Corporate shareholders (i.e. other collectively “Depositories”, as of end of day
than individuals, HUF, NRI, etc.) are required on Thursday, May 27, 2021;
held through VC / OAVM. The registered office
to send a scanned copy (PDF / JPG Format)
of the Company shall be deemed to be the
of their respective Board or governing body ii. To all Members in respect of shares held
venue for the AGM.
Resolution / Authorization etc., authorizing their in physical form after giving effect to valid
2. The relevant details, pursuant to Regulations representative to attend the AGM through transmission or transposition requests
26(4) and 36(3) of the SEBI (Listing Obligations VC / OAVM on their behalf and to vote lodged with the Company as of the close of
and Disclosure Requirements) Regulations, through remote e-Voting. The said Resolution / business hours on Thursday, May 27, 2021.
2015 (“SEBI Listing Regulations”) and Authorization shall be sent to the Scrutinizer by
7. As per Regulation 40 of SEBI Listing
Secretarial Standard on General Meetings e-mail on its registered e-mail address to
Regulations, as amended, securities of
issued by the Institute of Company Secretaries tcs.scrutinizer@gmail.com with a copy marked to
listed companies can be transferred only in
of India, in respect of Director seeking evoting@nsdl.co.in.
dematerialized form with effect from,
re-appointment at this AGM are also annexed
5. The Company has fixed Thursday, May 27, 2021 April 1, 2019, except in case of request
to this Notice.
as the ‘Record Date’ for determining entitlement received for transmission or transposition and
3. Pursuant to the provisions of the Companies of members to final dividend for the financial relodged transfers of securities. Further, SEBI
Act, 2013 (“Act”) a Member entitled to attend year ended March 31, 2021, if approved at the vide its circular no. SEBI/HO/MIRSD/RTAMB/
and vote at the AGM is entitled to appoint a AGM. CIR/P/2020/236 dated December 2, 2020
proxy to attend and vote on his / her behalf had fixed March 31, 2021 as the cut-off date
and the proxy need not be a Member of the 6. If the final dividend, as recommended by the for re-lodgement of transfer deeds and the
Board of Directors, is approved at the AGM,
shares that are re-lodged for transfer shall be To register e-mail address for all future 10. In compliance with the aforesaid MCA Circulars
issued only in demat mode. In view of this and correspondence and update the bank account and SEBI Circulars, Notice of the AGM along
to eliminate all risks associated with physical details, please follow the below process: with the Integrated Annual Report 2020-21
shares and for ease of portfolio management, Physical Send a request to TCPL at is being sent by electronic mode to those
members holding shares in physical form are Holding csg-unit@tcplindia.co.in: Members whose e-mail addresses are registered
requested to consider converting their holdings i) To register e-mail address, please provide with the Company / Depositories.
to dematerialized form. Members can contact Folio No., Name of shareholder, scanned
the Company or Company’s Registrars and copy of the share certificate (front and Process for registration of e-mail id for
Transfer Agents, TSR Darashaw Consultants back), PAN and AADHAR (self-attested obtaining Notice of the AGM along with
scanned copy of both PAN card and Integrated Annual Report.
Private Limited (“TCPL”) for assistance in this
Aadhar card)
regard. Members may also refer to Frequently If your e-mail address is not registered with
ii) To update bank account details, please
Asked Questions (“FAQs”) on Company’s the Depositories (if shares held in electronic
send the following additional documents
website https://on.tcs.com/demat-faq. / information followed by the hard form) / Company (if shares held in physical
copies: form), you may register on or before
8. Members who have not yet registered their
a) Name of the bank and branch 5:00 p.m. (IST) on Thursday, June 3, 2021
e-mail addresses are requested to register the
address, to receive the Notice of the AGM along with
same with their Depository Participants (“DP”)
b) Type of bank account i.e., savings or the Integrated Annual Report 2020-21 by
in case the shares are held by them in electronic
current, completing the process as under:
form and with TCPL in case the shares are held
by them in physical form. c) Bank account no. allotted after
a. Visit the link https://tcpl.linkintime.co.in/
implementation of core banking
solutions, EmailReg/Email_Register.html
9. Members are requested to intimate changes,
if any, pertaining to their name, postal address, d) 9-digit MICR code no., and b. Select the name of the Company from
e-mail address, telephone / mobile numbers, e) 11-digit IFSC code dropdown
Permanent Account Number (PAN), mandates, f) Original cancelled cheque bearing
c. Enter details in respective fields such as
nominations, power of attorney, etc., to their the name of the first shareholder,
failing which a copy of the bank DP ID and Client ID (if shares held in
DPs if the shares are held by them in electronic
passbook / statement attested by a electronic form) / Folio no. and Certificate
form and to TCPL if the shares are held by them
bank no. (if shares held in physical form),
in physical form.
Demat Please contact your DP and follow the process Shareholder name, PAN, mobile no. and
Holding advised by your DP. e-mail id.
d. System will send OTP on mobile no. and 12. Members holding shares in physical form, in be transferred to IEPF Authority. In view of this,
e-mail id. identical order of names, in more than one folio Members are requested to claim their dividends
are requested to send to the Company or TCPL, from the Company, within the stipulated
e. Enter OTP received on mobile no. and timeline. The Members, whose unclaimed
the details of such folios together with the share
e-mail id. dividends / shares have been transferred to
certificates for consolidating their holdings in
one folio. A consolidated share certificate will be IEPF, may claim the same by making an online
Members may note that the Notice and
issued to such Members after making requisite application to the IEPF Authority in web Form
Integrated Annual Report 2020-21 will No. IEPF-5 available on www.iepf.gov.in. For
also be available on the Company’s website changes.
details, please refer to corporate governance
www.tcs.com, websites of the Stock report which is a part of this Integrated Annual
13. In case of joint holders, the Member whose
Exchanges i.e. BSE Limited and Report and FAQ of investor page on Company’s
name appears as the first holder in the order
National Stock Exchange of India Limited website https://on.tcs.com/IR-FAQ.
of names as per the Register of Members of
at www.bseindia.com and www.nseindia.com
the Company will be entitled to vote during the
respectively, and on the website of NSDL 16. Members attending the meeting through
AGM.
https://www.evoting.nsdl.com. VC / OAVM shall be counted for the purpose
14. Members seeking any information with regard of reckoning the quorum under Section 103 of
11. As per the provisions of Section 72 of the Act, to the financial statements or any matter to be the Act.
the facility for making nomination is available placed at the AGM, are requested to write to the
for the Members in respect of the shares held Company on or before June 9, 2021 through 17. Pursuant to Finance Act 2020, dividend income
by them. Members who have not yet registered e-mail on investor.relations@tcs.com. The same is taxable in the hands of shareholders w.e.f.
their nomination are requested to register the will be replied by the Company suitably. April 1, 2020 and the Company is required
same by submitting Form No. SH-13. The said to deduct tax at source from dividend paid
form can be downloaded from the Company’s 15. Members are requested to note that, dividends to shareholders at the prescribed rates. For
website https://on.tcs.com/form-sh-13. if not encashed for a period of 7 years from the the prescribed rates for various categories,
Members are requested to submit the said date of transfer to Unpaid Dividend Account please refer to the Finance Act, 2020 and the
of the Company, are liable to be transferred to
details to their DP in case the shares are held by amendments thereof. The shareholders are
the Investor Education and Protection Fund
them in electronic form and to TCPL in case the requested to update their PAN with the DP
(“IEPF”). Further, all the shares in respect of
shares are held in physical form. (if shares held in electronic form) and Company
which dividend has remained unclaimed for
/ TCPL (if shares held in physical form).
7 consecutive years or more from the date of
transfer to unpaid dividend account shall also

A Resident individual shareholder with Distribution available on the Company’s website form or in dematerialized form, as on
PAN and who is not liable to pay income tax at https://on.tcs.com/IR-FAQ. Thursday, June 3, 2021 i.e. cut-off date,
can submit a yearly declaration in Form may cast their vote electronically. The
No. 15G / 15H, to avail the benefit of 18. Instructions for e-Voting and joining the AGM e-Voting module shall be disabled by NSDL
non-deduction of tax at source by e-mail to are as follows: for voting thereafter. Members have the
TCSExemptforms2021@tcplindia.co.in by option to cast their vote on any of the
A. VOTING THROUGH ELECTRONIC MEANS
11:59 p.m. IST on May 25, 2021. Shareholders resolutions using the remote e-Voting
are requested to note that in case their PAN i. In compliance with the provisions of facility either during the period commences
is not registered, the tax will be deducted at a Section 108 of the Act, read with June 7, 2021 to June 9, 2021 or e-Voting
higher rate of 20%. Rule 20 of the Companies (Management during the AGM. Members who have voted
and Administration) Rules, 2014, as on some of the resolutions during the said
Non-resident shareholders [including Foreign voting period are also eligible to vote on
amended from time to time,
Institutional Investors (FIIs) / Foreign Portfolio the remaining resolutions during the AGM.
Regulation 44 of the SEBI Listing
Investors(FPIs)] can avail beneficial rates under
Regulations and in terms of SEBI vide
tax treaty between India and their country of iii. The Members who have cast their vote by
circular no. SEBI/HO/CFD/CMD/
tax residence, subject to providing necessary remote e-Voting prior to the AGM may
CIR/P/2020/242 dated December 9,
documents i.e. No Permanent Establishment attend / participate in the AGM through
2020 in relation to e-Voting Facility
and Beneficial Ownership Declaration, Tax VC / OAVM but shall not be entitled to cast
Provided by Listed Entities, the Members
Residency Certificate, Form 10F, any other their vote on such resolution again.
are provided with the facility to cast their
document which may be required to avail
vote electronically, through the e-Voting iv. The Board of Directors have appointed
the tax treaty benefits. For this purpose the
services provided by NSDL, on all the P N Parikh (Membership No. FCS 327)
shareholder may submit the above documents
resolutions set forth in this Notice. The and failing him Jigyasa Ved (Membership
(PDF / JPG Format) by e-mail to
instructions for e-Voting are given herein No. FCS 6488) of Parikh & Associates,
TCSExemptforms2021@tcplindia.co.in.
below. Practicing Company Secretaries as the
The aforesaid declarations and documents need
to be submitted by the shareholders by Scrutinizer to scrutinize the e-Voting
ii. The remote e-Voting period commences
11:59 p.m. IST on May 25, 2021. process in a fair and transparent manner.
on Monday, June 7, 2021 (9:00 a.m.
IST) and ends on Wednesday, June 9, v. The voting rights of Members shall be in
For further details and formats of declaration,
2021 (5:00 p.m. IST). During this period, proportion to their shares in the paid-up
please refer to FAQs on Taxation of Dividend
Members holding shares either in physical
equity share capital of the Company as on vii. The details of the process and manner voting process. Individual demat account
the cut-off date. for remote e-Voting are explained herein holders would be able to cast their vote
below: without having to register again with the
vi. Any person holding shares in physical e-Voting service provider (ESP) thereby not
form and non-individual shareholders, Step 1: Access to NSDL e-Voting system only facilitating seamless authentication but
who acquires shares of the Company and also ease and convenience of participating
becomes a Member of the Company after Step 2: Cast your vote electronically and in e-Voting process.
sending of the Notice and holding shares join virtual meeting on NSDL e-Voting
as of the cut-off date, may obtain the login system. Shareholders are advised to update their
ID and password by sending a request at mobile number and e-mail ID with their
Details on Step 1 are mentioned below: DPs in order to access e-Voting facility.
evoting@nsdl.co.in. However, if he / she is
already registered with NSDL for remote I) Login method for remote e-Voting and
e-Voting then he /she can use his / her joining virtual meeting for Individual
existing User ID and password for casting shareholders holding securities in demat
the vote. mode.
In case of Individual Shareholders holding
securities in demat mode and who acquires Pursuant to SEBI circular no. SEBI/HO/
shares of the Company and becomes a CFD/CMD/CIR/P/2020/242 dated
Member of the Company after sending of December 9, 2020 on “e-Voting facility
the Notice and holding shares as of the provided by Listed Companies”, e-Voting
cut-off date may follow steps mentioned process has been enabled to all the
below under “Login method for remote individual demat account holders, by way of
e-Voting and joining virtual meeting for single login credential, through their demat
Individual shareholders holding securities accounts / websites of Depositories / DPs
in demat mode.” in order to increase the efficiency of the

Type of shareholders Login Method Type of shareholders Login Method
Individual A. NSDL IDeAS facility 3. A new screen will open. You will have to enter your User
Shareholders holding If you are already registered, follow the below steps: ID (i.e. your sixteen digit demat account number held
securities in demat with NSDL), Password / OTP and a Verification Code as
mode with NSDL 1. Visit the e-Services website of NSDL. Open web browser
shown on the screen.
by typing the following URL: https://eservices.nsdl.com/
either on a Personal Computer or on a mobile. 4. After successful authentication, you will be redirected to
2. Once the home page of e-Services is launched, click NSDL website wherein you can see e-Voting page. Click
on the “Beneficial Owner” icon under “Login” which is on options available against company name or e-Voting
available under “IDeAS” section. service provider - NSDL and you will be redirected to
3. A new screen will open. You will have to enter your User e-Voting website of NSDL for casting your vote during
ID and Password. After successful authentication, you will the remote e-Voting period or joining virtual meeting
be able to see e-Voting services. and e-Voting during the meeting.
4. Click on “Access to e-Voting” appearing on the left hand Individual 1. Existing users who have opted for Easi / Easiest, can
side under e-Voting services and you will be able to see Shareholders holding login through their user id and password. Option will
e-Voting page. securities in demat be made available to reach e-Voting page without any
mode with CDSL further authentication. The URL for users to login to Easi
5. Click on options available against company name or / Easiest is https://web.cdslindia.com/myeasi/home/login
e-Voting service provider - NSDL and you will be or www.cdslindia.com and click on New System Myeasi.
re-directed to NSDL e-Voting website for casting your
vote during the remote e-Voting period or joining virtual 2. After successful login of Easi / Easiest the user will be
meeting and e-Voting during the meeting. also able to see the e-Voting Menu. The Menu will have
links of ESP i.e. NSDL portal. Click on NSDL to cast your
If you are not registered, follow the below steps:
vote.
1. Option to register is available at https://eservices.nsdl.
com. 3. If the user is not registered for Easi/Easiest, option to
register is available at
2. Select “Register Online for IDeAS” Portal or click at https://web.cdslindia.com/myeasi/Registration/
https://eservices.nsdl.com/SecureWeb/IdeasDirectReg.jsp EasiRegistration. Alternatively, the user can directly
3. Please follow steps given in points 1-5. access e-Voting page by providing demat Account
Number and PAN from a link in www.cdslindia.com home
B. e-Voting website of NSDL page. The system will authenticate the user by sending
1. Open web browser by typing the following OTP on registered Mobile and e-mail as recorded in the
URL: https://www.evoting.nsdl.com/ either on a personal demat Account. After successful authentication, user will
computer or on a mobile phone. be provided links for the respective ESP i.e. NSDL where
2. Once the home page of e-Voting system is launched, the e-Voting is in progress.
click on the icon “Login” which is available under
‘Shareholder/Member’ section.
Type of shareholders Login Method II) Login method for e-Voting and joining virtual meeting for
Individual 1. You can also login using the login credentials of your shareholders other than Individual shareholders holding securities in
Shareholders demat account through your DP registered with NSDL / demat mode and shareholders holding securities in physical mode.
(holding securities CDSL for e-Voting facility. How to Log-in to NSDL e-Voting website?
in demat mode) 2. Once logged-in, you will be able to see e-Voting option. 1. Visit the e-Voting website of NSDL. Open web browser by typing the
logging through Once you click on e-Voting option, you will be redirected following URL: https://www.evoting.nsdl.com/ either on a personal
their depository to NSDL / CDSL Depository site after successful computer or on a mobile.
participants authentication, wherein you can see e-Voting feature.
2. Once the home page of e-Voting system is launched, click on the icon
3. Click on options available against company name or
“Login” which is available under “Shareholders / Member” section.
e-Voting service provider - NSDL and you will be
redirected to e-Voting website of NSDL for casting your 3. A new screen will open. You will have to enter your User ID, your
vote during the remote e-Voting period or joining virtual Password / OTP and a Verification Code as shown on the screen.
meeting and e-Voting during the meeting.
4. Alternatively, if you are registered for NSDL eservices i.e. IDEAS, you can
Important note: Members who are unable to retrieve User ID / Password log-in at https://eservices.nsdl.com/ with your existing IDEAS login. Once
are advised to use Forgot User ID and Forgot Password option available at you log-in to NSDL eservices after using your log-in credentials, click on
respective websites. e-Voting and you can proceed to Step 2 i.e. cast your vote electronically.
Helpdesk for Individual Shareholders holding securities in demat mode 5. Your User ID details are given below:
for any technical issues related to login through Depository i.e. NSDL and
Manner of holding shares Your User ID is:
CDSL. i.e. Demat (NSDL or CDSL)
or Physical
Login type Helpdesk details
a) For Members who 8 Character DP ID followed by 8 Digit Client ID
Securities held with Please contact NSDL helpdesk by sending a request at hold shares in demat For example, if your DP ID is IN300*** and Client ID is
NSDL evoting@nsdl.co.in or call at toll free no.: 1800 1020 990 account with NSDL. 12****** then your user ID is IN300***12******
and 1800 22 44 30
b) For Members who 16 Digit Beneficiary ID
Securities held with Please contact CDSL helpdesk by sending a request at hold shares in demat For example, if your Beneficiary ID is 12************** then
CDSL helpdesk.evoting@cdslindia.com or contact at account with CDSL. your user ID is 12**************
022- 23058738 or 022-23058542-43 c) For Members holding EVEN Number followed by Folio Number registered with
shares in Physical the company
Form. For example, if EVEN is 123456 and folio number is
001*** then user ID is 123456001***

6. Your password details are given below: for shares held in physical form. d) Members can also use the one-time
The .pdf file contains your ‘User password (OTP) based login for casting
a) If you are already registered for
ID’ and your ‘initial password’. the votes on the e-Voting system of
e-Voting, then you can use your NSDL.
existing password to login and cast ii) In case you have not registered
your vote. your e-mail address with the 8. After entering your password, click on
Company / Depository, please Agree to “Terms and Conditions” by
b) If you are using NSDL e-Voting system selecting on the check box.
follow instructions mentioned
for the first time, you will need to
below in this notice.
retrieve the ‘initial password’ which was 9. Now, you will have to click on “Login”
communicated to you by NSDL. Once 7. If you are unable to retrieve or have not button.
you retrieve your ‘initial password’, you received the ‘initial password’ or have 10. After you click on the “Login” button,
need to enter the ‘initial password’ and forgotten your password: Home page of e-Voting will open.
the system will force you to change
a) Click on “Forgot User Details /
your password. Details on Step 2 are mentioned below:
Password?” (If you are holding shares
c) How to retrieve your ‘initial password’? in your demat account with NSDL or How to cast your vote electronically on NSDL
CDSL) option available on e-Voting system?
i) If your e-mail ID is registered in
www.evoting.nsdl.com.
your demat account or with the 1. After successful login at Step 1, you will be
company, your ‘initial password’ b) “Physical User Reset Password?” able to see all the companies “EVEN” in
is communicated to you on your (If you are holding shares in physical which you are holding shares and whose
e-mail ID. Trace the e-mail sent to mode) option available on voting cycle and General Meeting is in
you from NSDL in your mailbox www.evoting.nsdl.com. active status.
from evoting@nsdl.com. Open the 2. Select “EVEN 115987” of company for
e-mail and open the attachment c) If you are still unable to get the
which you wish to cast your vote during
i.e. a .pdf file.Open the .pdf file. password by aforesaid two options,
the remote e-Voting period and casting
The password to open the .pdf file you can send a request at
your vote during the General Meeting. For
is your 8-digit client ID for NSDL evoting@nsdl.co.in mentioning your
joining virtual meeting, you need to click
account, last 8 digits of client ID demat account number / folio number,
on “VC/OAVM” link placed under “Join
for CDSL account or folio number your PAN, your name and your General Meeting”.
registered address.
3. Now you are ready for e-Voting as the In such an event, you will need to go B. INSTRUCTIONS FOR MEMBERS FOR
Voting page opens. through the “Forgot User Details/ ATTENDING THE AGM THROUGH
Password?” or “Physical User Reset VC / OAVM ARE AS UNDER:
4. Cast your vote by selecting appropriate Password?” option available on
options i.e. assent or dissent, verify / modify 1. Members will be able to attend the
https://www.evoting.nsdl.com to reset the
the number of shares for which you wish AGM through VC / OAVM or view the live
password.
to cast your vote and click on “Submit” and webcast of the AGM provided by NSDL at
also “Confirm” when prompted. 2. In case of any queries relating to https://www.evoting.nsdl.com following the
e-Voting you may refer to the FAQs for steps mentioned above for access to NSDL
5. Upon confirmation, the message “Vote cast Shareholders and e-Voting user manual e-Voting system. After successful login,
successfully” will be displayed and you will for Shareholders available at the download you can see link of VC / OAVM placed
receive a confirmation by way of a SMS section of https://www.evoting.nsdl.com under Join General meeting menu against
on your registered mobile number from or call on toll free no.: 1800 1020 990 company name. You are requested to click
depository. and 1800 22 44 30 or send a request at on VC / OAVM link placed under Join
evoting@nsdl.co.in. General Meeting menu.
6. You can also take the printout of the votes
cast by you by clicking on the print option 3. Members may send a request to Members who do not have the User ID and
on the confirmation page. evoting@nsdl.co.in for procuring user id and Password for e-Voting or have forgotten
password for e-voting by providing demat the User ID and Password may retrieve the
7. Once you confirm your vote on the
account number / Folio number, client same by following the remote e-Voting
resolution, you will not be allowed to
master or copy of Consolidated Account instructions mentioned in the Notice.
modify your vote.
statement, PAN (self attested scanned Further, Members can also use the OTP
General Guidelines for shareholders copy of PAN card), AADHAR (self attested based login for logging into the e-Voting
scanned copy of Aadhar Card). If you are an system of NSDL.
1. It is strongly recommended not to share Individual shareholders holding securities in
your password with any other person and demat mode, you are requested to refer to 2. Facility of joining the AGM through
take utmost care to keep your password the login method explained above. VC / OAVM shall open 30 minutes before
confidential. Login to the e-Voting website the time scheduled for the AGM.
will be disabled upon five unsuccessful 4. The instructions for members for e-Voting
attempts to key in the correct password. on the day of the AGM are mentioned in
point number 18 (A).
3. Members who need assistance before Other Instructions By Order of the Board of Directors
or during the AGM, can contact NSDL
on evoting@nsdl.co.in / 1800 1020 990 1. The Scrutinizer shall, immediately after the
and 1800 22 44 30 or contact conclusion of voting at the AGM, unblock
Rajendra Moholkar
Amit Vishal, Senior Manager – NSDL at the votes cast through remote e-Voting
Company Secretary
amitv@nsdl.co.in/ or Sagar Ghosalkar, (votes cast during the AGM and votes
Membership No. ACS 8644
Assistant Manager- NSDL at cast through remote e-Voting) and make,
sagar.ghosalkar@nsdl.co.in. not later than 48 hours of conclusion Mumbai, April 12, 2021
of the AGM, a consolidated Scrutinizer’s
4. Members who would like to express their Report of the total votes cast in favour or Registered Office:
th
views or ask questions during the AGM may against, if any, to the Chairman or a person 9 Floor, Nirmal Building, Nariman Point,
register themselves as a speaker by sending authorised by him in writing, who shall Mumbai 400 021
their request from their registered e-mail countersign the same. CIN: L22210MH1995PLC084781
address mentioning their name, DP ID Tel: 91 22 6778 9595
and Client ID / folio number, PAN, mobile 2. The result declared along with the E-mail: investor.relations@tcs.com
number at tcsagm.speakers@tcs.com from Scrutinizer’s Report shall be placed on the Website: www.tcs.com
June 4, 2021 (9:00 a.m. IST) to June 6, Company’s website www.tcs.com and on
2021 (5:00 p.m. IST). Those Members who the website of NSDL https://www.evoting.
have registered themselves as a speaker will nsdl.com / immediately. The Company
only be allowed to express their views / ask shall simultaneously forward the results to
questions during the AGM. The Company National Stock Exchange of India Limited
reserves the right to restrict the number and BSE Limited, where the shares of the
of speakers depending on the availability of Company are listed.
time for the AGM.

Annexure to the Notice Particulars N Chandrasekaran
Details of Directors seeking re-appointment at the Annual General Meeting DIN 00121863
Memberships / Tata Sons Private Limited
Particulars N Chandrasekaran Chairmanships of • Nomination and Remuneration Committee
committees of other
DIN 00121863 • Corporate Social Responsibility Committee*
companies
Date of Birth June 2, 1963 (57 years) Tata Steel Limited
Date of Appointment February 21, 2017 • Nomination and Remuneration Committee

• Executive Committee of the Board*
Qualifications Bachelor's Degree - Applied Science
Tata Motors Limited
Master's Degree - Computer Applications
• Nomination and Remuneration Committee
Expertise in specific Rich experience in various areas of business, technology,
functional areas operations, societal and governance matters The Indian Hotels Company Limited
Directorships held in Tata Sons Private Limited
other companies The Tata Power Company Limited
Tata Steel Limited
Tata Motors Limited
• Executive Committee of the Board*
The Indian Hotels Company Limited
Tata Consumer Products Limited
The Tata Power Company Limited
Tata Consumer Products Limited Tata Chemicals Limited
TCS Foundation • Nomination and Remuneration Committee
Tata Chemicals Limited Number of shares held in 177,056
the Company
*Chairman of the Committee

For other details such as number of meetings of the board attended during the
year, remuneration drawn and relationship with other directors and key managerial
personnel in respect of above directors, please refer to the corporate governance
report which is a part of this Integrated Annual Report.

Directors’ To the Members,
The Directors present the Integrated Annual Report of Tata Consultancy Services Limited (the Company or
Report TCS) along with the audited financial statements for the financial year ended March 31, 2021. The consolidated
performance of the Company and its subsidiaries has been referred to wherever required.
1. Financial results
(` crore)
Standalone Consolidated
Financial Year Financial Year Financial Year Financial Year
2020-21 2019-20 2020-21 2019-20
(FY 2021) (FY 2020) (FY 2021) (FY 2020)
Revenue from operations 135,963 131,306 164,177 156,949
Other income 5,400 8,082 3,134 4,592
Total income 141,363 139,388 167,311 161,541
Expenses
Operating expenditure 95,653 93,953 117,631 114,840
Depreciation and amortisation expense 3,053 2,701 4,065 3,529
Total expenses 98,706 96,654 121,696 118,369
Profit before finance costs, exceptional item and tax 42,657 42,734 45,615 43,172
Finance costs 537 743 637 924
Profit before exceptional item and tax 42,120 41,991 44,978 42,248
Exceptional item
Provision towards legal claim 1,218 - 1,218 -
Profit before tax 40,902 41,991 43,760 42,248
Tax expense 9,942 8,731 11,198 9,801
Profit for the year 30,960 33,260 32,562 32,447
Attributable to:
Shareholders of the Company 30,960 33,260 32,430 32,340
Non-controlling interests NA NA 132 107
Opening balance of retained earnings 71,532 77,159 78,810 85,520
Closing balance of retained earnings 70,928 71,532 79,586 78,810
Integrated Annual Report 2020-21 Directors’ Report | 47

2. COVID-19 The SBWS™ model has been institutionalized and based on the Company’s performance, the
and the Company has been able to seamlessly Directors have declared interim dividends of
The COVID-19 pandemic has emerged as a adapt and extend it to prospect for new `23 per equity share involving a cash outflow
global challenge, creating disruption across business, sell, contract and execute programs. of `8,598 crore. The Directors have also
the world. Global solutions are needed to This transformative model enables remote recommended a final dividend of `15 per equity
overcome the challenges – businesses & access for employees, sets up a suitable share, the final dividend on equity shares, if
business models have transformed to create a cybersecurity framework and all project approved by the Members, would involve a cash
new work order. The swift transition to remote management practices and systems needed to outflow of `5,549 crore. The total dividend for
working was facilitated by the Secure Borderless ensure that work allocation, monitoring and FY 2021 amounts to `38 per equity share and
Workspaces™ model adopted by the Company. reporting continues without disruption. In this would involve a total cash outflow of
way, the SBWS™ model ensured that neither `14,147 crore, resulting in a dividend payout
The physical and emotional wellbeing of
the quality nor the timeliness of client deliveries of 44.3 percent* of the standalone profits of the
employees continues to be a top priority
was ever compromised. SBWS™ is not a Company.
for the Company, with several initiatives to
short-term response to a crisis, but a new
support employees and their families during the In addition to the above, the Company bought
beginning. These new ways of working
pandemic. The Company has invested in setting back 5,33,33,333 equity shares at a price
and managing businesses present a great
up medical helplines, ambulance services and of `3,000 per equity share for an aggregate
opportunity to more than just ‘recover’ from
first line Covid Care Centers within consideration of `16,000 crore. The offer
the consequences of the crisis, but to accelerate
TCS premises, and has also extended counselling size of the buy-back was 19.96 percent and
transformation.
and self-help services providing mental &
18.11 percent of the aggregate paid-up
emotional support to employees. The Company
The revenue impact of the pandemic played equity share capital and free reserves as per
has reimagined employee engagement, which
out broadly along the lines that the Company audited condensed standalone interim financial
transcends geographic barriers by embracing
had anticipated at the start and affected all statements and audited condensed consolidated
virtual technologies and embraces our diverse
verticals, with the exception of Life Sciences and interim financial statements of the Company as
workforce. Initiatives like the #OneTCS channel,
Healthcare, with varying levels of impact. on September 30, 2020, respectively.
designed to reduce stress and the feeling of
The buy-back represented 1.42 percent of the
isolation, hosted inspirational leaders, mental
3. Return of surplus funds to Shareholders total issued and paid-up equity share capital
health experts, virtual town halls and a global
of the Company. The buy-back process was
talent hunt competition to boost morale of In line with the practice of returning 80 to
employees. completed and the shares were extinguished on
100 percent free cash flow to shareholders January 6, 2021.
*Excluding provision towards legal claim.
The shareholder’s payout with respect to 5. Company’s performance and families through the Vande Bharat Mission.
dividend and buy-back including tax on In addition, TCS took various initiatives to keep
buy-back (excluding transaction costs, other On a consolidated basis, the revenue for employees productive and engaged, with secure
incidental and related expenses) aggregated to FY 2021 was `164,177 crore, higher by access and the latest collaboration tools. Virtual
`33,873 crore, resulting in a payout of 4.6 percent over the previous year’s revenue HR days, daily check-in calls to associates,
106.1 percent* of the standalone profits of `156,949 crore. The profit after tax (PAT) increased connect sessions with leaders,
of the Company. attributable to shareholders and non-controlling counselling services and other initiatives focused
interests for FY 2021 and FY 2020 was on improving the employees’ resilience.
In FY 2020, the Company paid a total dividend `33,520 crore* and `32,447 crore, respectively. TCS employees, their families and other
of `73 per equity share, including a special The profit after tax (PAT) attributable to stakeholders highly appreciated these steps.
dividend of `40 per equity share, which resulted shareholders for FY 2021 and FY 2020 was
in an outflow of `31,895 crore and a dividend `33,388 crore* and `32,340 crore, respectively. This year the Company’s Learning Intensity has
payout of 95.9 percent of the standalone profits increased significantly, by almost 37%.
of the Company. On a standalone basis, the revenue for The Company launched TCS Elevate, a
FY 2021 was `135,963 crore, higher by merit-based talent framework to bring further
The Dividend Distribution Policy, in terms 3.5 percent over the previous year’s revenue of tighter linkage between learning and careers,
of Regulation 43A of the Securities and `131,306 crore in FY 2020. The profit after tax and to drive a culture of continuous learning
Exchange Board of India (Listing Obligations (PAT) attributable to shareholders for FY 2021 and aspiration for accelerated career paths.
and Disclosure Requirements) Regulations, and FY 2020 was `31,918 crore* and Over 138,000 associates have been
2015 (“SEBI Listing Regulations”) is available on `33,260 crore, respectively. on-boarded to this program.
the Company’s website on https://on.tcs.com/
Dividend. 6. Human resource development The Company continued its track record of
pioneering industry-first practices by
4. Transfer to reserves In this extraordinary year, TCS continued to embracing online hiring, conducting around
stay focused on the health and wellbeing of its 100,000 virtual interviews, and pivoting the
The closing balance of the retained earnings associates through multiple measures. Some TCS NQT completely to virtual mode.
of the Company for FY 2021, after all of these included the setting up of first line Over 368K students from 3,100+ colleges
appropriation and adjustments was Covid Care Centres at TCS premises, hospital attended the TCS NQT from the safety of their
`70,928 crore. admission assistance, home healthcare services, homes. The Company’s investment in strategic
availability of OHC doctors round the clock, tele leadership hiring from top B-schools deepened
medicine and repatriation of onsite associates with TCS being the highest internship hirer in
these top campuses. The Company had a net information security practices and mature Enablement Functions such as HR, Marketing,
addition of 40,185, taking its total associate business continuity management by successfully Administration, IT Infrastructure, Delivery
count to 488,649. completing annual re-certification/surveillance Excellence, Internal IT, and Research.
audits for various industry standards and models.
A digital online onboarding model helped the While standard Agile pushes for collaboration
Company to effectively integrate associates TCS’ integrated Quality Management System within a physical setting, TCS had to invent
hired across the globe. Its diverse workforce (iQMS™) continues to enable outstanding a method to bring agility without the need
includes 154 nationalities across 46 countries. value and experience to its customers. iQMS™ for physical co-location of teams.
The Company is one of the largest employers is continually enhanced for emerging service TCS created the Location Independent Agile™
of women in the world. Sustained efforts to offerings, new delivery methodologies, providing comprehensive blueprints of team
improve gender diversity, through focused industry best practices and latest technologies. configurations, practices and technology for
hiring, mentoring and coaching women iQMS™ has been updated with handbooks and collaboration such as Open Agile Collaborative
employees, have resulted in women currently guidelines for Agile methodology. Workspace (OACW) so that team members
accounting for 36.5 percent of the workforce. from any part of the world can work together
Agile is a method to accelerate the speed of without location constraints.
TCS’ commitment to its employees and its delivery in software development. TCS saw
pioneering and innovative HR initiatives have an opportunity to elevate Agile by applying it By converting Agile into a strategic enterprise
won it many awards and accolades from top to everything an organization does spanning transformation lever, TCS created many
Industry bodies such as ATD and Brandon Hall. market research, innovation, product capabilities, including the world’s largest
The Company’s internal associate satisfaction development, sales, delivery, and support Agile workforce. TCS has filed five patents in the
survey PULSE showed the highest associate functions, allowing organization wide delivery Agile space. Today, industry Agile experts and
satisfaction and engagement scores in the and innovation at high speeds, breaking analysts acknowledge TCS’ leadership in Agile.
last 13 years. This is also reflected in its LTM departmental barriers and transcending location TCS handles over 12,000 Agile projects
attrition rate of 7.2 percent, which is an industry constraints. TCS calls this as Enterprise Agile. contributing to 85 percent of IT services
benchmark, and its lowest ever. In 2017, TCS declared ‘Enterprise Agile by revenue. TCS has also added a key term to
2020’ as its vision with the goal of transforming the worldwide agile vocabulary by introducing
7. Quality initiatives TCS along four dimensions: Workforce, the concept of Agility Debt™ - an index that
Workplace & Infrastructure, Service Delivery, uniquely measures an organization’s agility.
The Company continues to sustain its and Internal Processes. Implementation was TCS saw customers who undertook holistic
commitment to the highest levels of quality, accomplished in three waves for (1) IT Services, Agile Transformations growing faster than their
superior service management, robust (2) Cognitive Business Operations and (3) peers, and more than 90 percent of customers

acknowledged increased speed-to-value from 8. Subsidiary companies Services Ireland Limited was incorporated
their agile adoption. as a wholly owned subsidiary of the
The Company has 50 subsidiaries as on Company in Ireland to provide the aforesaid
The Company accomplished the Enterprise March 31, 2021. There are no associates or services.
Agile 2020 vision by October 2020 satisfying joint venture companies within the meaning
all the KPI’s that were set, which the Company of Section 2(6) of the Companies Act, 2013 • CMC Americas, Inc., a US based subsidiary
believes is first of its kind in the industry. (“Act”). There has been no material change in of the Company was voluntarily dissolved
The Company has 427,000+ Agile Ready the nature of the business of the subsidiaries. with effect from December 16, 2020 as
workforce with 86 percent of them functioning CMC Americas Inc. and TCS both provide
as Practitioners in client projects. • The Equity stake in Technology similar services. This would also enable
The Company’s AgiltyDebt™ stands below Outsourcing S.A.C., was sold to Banco rationalization of the number of entities in
0.25 and more than 70 percent of new projects Pichincha Peru on December 1, 2020, the US.
getting initiated are following agile methods at book value, consequent to which
Technology Outsourcing S.A.C. ceased to • On January 1, 2021, Tata Consultancy
Technologies and Investments from ‘Enterprise be the subsidiary of the Company. Services Netherlands B.V., a wholly owned
Agile’ initiative gave the foundation for Secure subsidiary of the Company acquired
Borderless Workspaces (SBWS™), which is the • In November 2020, TCS entered into 100 percent shares of Postbank Systems
backbone for our associates to work remotely an agreement with Prudential Financial, AG (PBS), a subsidiary of Deutsche Bank
from wherever they feel safe. Inc.(PFI) to acquire over 1,500 staff and AG at an estimated transaction value
select assets of Pramerica Systems Ireland at a symbolic 1 Euro. PBS is the
To reduce the delivery risks during the Ltd. (Pramerica), PFI’s subsidiary based full-range captive IT service provider that
pandemic, the Company had rolled out in Letterkenny, Ireland. The intent of the provides project management, application
Guidelines for “Service Delivery under SBWS™ transaction was for TCS to establish a management and infrastructure support
and the SBWS™ Governance utility. It has been new global delivery centre in Ireland to services to Postbank and other subsidiaries
monitoring the 20,000+ projects across the provide PFI with a range of business and of Deutsche Bank. As a part of transaction,
globe through digitized dashboards. technology services, while also expanding PBS and its around 1,500 employees
The customer-centricity, rigor in operations TCS nearshore capabilities to provide become part of TCS which helped in
and focus on delivery excellence have resulted the multifunctional, digital services and deepening the relationship between the
in consistent improvements in customer solutions to other customers in Ireland, two organizations and add to TCS’ scale
satisfaction levels in the periodic surveys the UK, Europe and the US. Accordingly, in Germany and strengthen its growth
conducted by the Company. This is validated by on December 2, 2020, Tata Consultancy outlook.
top rankings in third party surveys as well.
Pursuant to the provisions of Section 129(3) Company at the end of the financial year the relevant board committees, including the
of the Act, a statement containing the and of the profit of the Company for that audit committee, the Board is of the opinion
salient features of financial statements of the period; that the Company’s internal financial controls
Company’s subsidiaries in Form No. AOC-1 were adequate and effective during FY 2021.
is attached to the financial statements of the iii. they have taken proper and sufficient
Company. care for the maintenance of adequate 10. Directors and key managerial personnel
accounting records in accordance with the
N. Chandrasekaran retires by rotation and being
Further, pursuant to the provisions of provisions of the Act for safeguarding the
eligible, offers himself for re-appointment.
Section 136 of the Act, the financial statements assets of the Company and for preventing
A resolution seeking shareholders’ approval for
of the Company, consolidated financial and detecting fraud and other irregularities;
his re-appointment along with other required
statements along with relevant documents and
iv. they have prepared the annual accounts on details forms part of the Notice.
separate audited financial statements in respect
of subsidiaries, are available on the Company’s a going concern basis;
Pursuant to the provisions of Section 149
website on https://www.tcs.com/investor- v. they have laid down internal financial of the Act, the independent directors have
relations. controls to be followed by the Company submitted declarations that each of them meet
and such internal financial controls are the criteria of independence as provided in
9. Directors’ responsibility statement Section 149(6) of the Act along with Rules
adequate and operating effectively;
framed thereunder and Regulation 16(1)(b) of
Pursuant to Section 134(5) of the Act, vi. they have devised proper systems to the SEBI Listing Regulations. There has been
the Board of Directors, to the best of its ensure compliance with the provisions of all no change in the circumstances affecting their
knowledge and ability, confirm that: applicable laws and that such systems are status as independent directors of the Company.
i. in the preparation of the annual accounts, adequate and operating effectively.
During the year under review, the
the applicable accounting standards have Based on the framework of internal financial non-executive directors of the Company had no
been followed and there are no material controls and compliance systems established pecuniary relationship or transactions with the
departures; and maintained by the Company, the work Company, other than sitting fees, commission
performed by the internal, statutory and and reimbursement of expenses, if any.
ii. they have selected such accounting
secretarial auditors and external consultants,
policies and applied them consistently and Pursuant to the provisions of Section 203 of
including the audit of internal financial controls
made judgments and estimates that are the Act, Rajesh Gopinathan, Chief Executive
over financial reporting by the statutory auditors Officer and Managing Director, N. Ganapathy
reasonable and prudent so as to give a true
and the reviews performed by management and Subramaniam, Chief Operating Officer and
and fair view of the state of affairs of the
Executive Director, Ramakrishnan V., Chief 12. Board evaluation The Board and the Nomination and
Financial Officer and Rajendra Moholkar, Remuneration Committee reviewed the
Company Secretary are the Key Managerial The Board of Directors has carried out an performance of individual directors on the
Personnel of the Company as on annual evaluation of its own performance, board basis of criteria such as the contribution of the
March 31, 2021. committees, and individual directors pursuant individual director to the board and committee
to the provisions of the Act and SEBI Listing meetings like preparedness on the issues to
Ramakrishnan V. has been the Chief Financial Regulations. be discussed, meaningful and constructive
Officer since February 21, 2017. He will be contribution and inputs in meetings, etc.
retiring from the services of the Company The performance of the board was evaluated
effective April 30, 2021. The Board places by the Board after seeking inputs from all the At the board meeting that followed the
on record its appreciation for his invaluable directors on the basis of criteria such as the meeting of the independent directors and
contribution and guidance during his tenure board composition and structure, effectiveness meeting of Nomination and Remuneration
with the Company. of board processes, information and functioning, Committee, the performance of the Board,
etc. its Committees, and individual directors was
During the year under review, the Board at its also discussed. Performance evaluation of
meeting held on October 7, 2020 appointed The performance of the committees was independent directors was done by the entire
Samir Seksaria as the Chief Financial Officer evaluated by the Board after seeking inputs Board, excluding the independent director being
Designate of the Company to take over from from the committee members on the basis of evaluated.
Ramakrishnan V. as Chief Financial Officer, with criteria such as the composition of committees,
effect from May 1, 2021. Samir Seksaria has effectiveness of committee meetings, etc. 13. Policy on directors’ appointment and
been with TCS since 1999 and has held various remuneration and other details
positions in business consulting and finance. The above criteria are broadly based on the
He is a commerce graduate from Narsee Monjee Guidance Note on Board Evaluation issued by The Company’s policy on appointment of
College, Mumbai and a member of the Institute the Securities and Exchange Board of India on directors is available on the Company’s website
of Chartered Accountants of India. January 5, 2017. on https://on.tcs.com/ApptDirectors.
11. Number of meetings of the Board In a separate meeting of independent directors, The policy on remuneration and other matters
performance of non-independent directors, the provided in Section 178(3) of the Act has been
Seven meetings of the Board were held during Board as a whole and Chairman of the Company disclosed in the Corporate Governance Report,
the year. For details of meetings of the Board, was evaluated, taking into account the views of which is a part of this report and is also available
please refer to the Corporate Governance executive directors and non-executive directors. on the Company’s website on
Report, which is a part of this report. https://on.tcs.com/remuneration-policy.
14. Corporate social responsibility 17. Auditors ensuring its effectiveness. The Audit Committee
has additional oversight in the area of financial
The brief outline of the corporate social At the twenty-second AGM held on June 16, risks and controls. The major risks identified by
responsibility (CSR) policy of the Company 2017 the Members approved appointment the businesses and functions are systematically
and the initiatives undertaken by the Company of B S R & Co. LLP, Chartered Accountants addressed through mitigating actions on
on CSR activities during the year are set out (Firm Registration No.101248W/W-100022) a continuing basis. The development and
in Annexure I of this report in the format as Statutory Auditors of the Company to implementation of risk management policy has
prescribed in the Companies (Corporate Social hold office for a period of five years from the been covered in the Management Discussion
Responsibility Policy) Rules, 2014. For other conclusion of that AGM till the conclusion of the and Analysis, which forms part of this report.
details regarding the CSR Committee, please twenty-seventh AGM, subject to ratification of
refer to the Corporate Governance Report, their appointment by Members at every AGM, if 20. Vigil Mechanism
which is a part of this report. This Policy is so required under the Act.
available on the Company’s website on The Company has a Whistle Blower Policy and
https://on.tcs.com/Global-CSR-Policy. 18. Auditor’s report and Secretarial audit report has established the necessary vigil mechanism
for directors and employees in confirmation with
15. Internal financial control systems and their The statutory auditor’s report and the Section 177(9) of the Act and Regulation 22 of
adequacy secretarial auditor’s report do not contain any Listing Regulations, to report concerns about
qualifications, reservations, or adverse remarks unethical behavior. This Policy is available on
The details in respect of internal financial or disclaimer. Secretarial audit report is attached the Company’s website on https://on.tcs.com/
control and their adequacy are included in the to this report as Annexure II. WhistleBP.
Management Discussion and Analysis, which is a
part of this report. 19. Risk management 21. Particulars of loans, guarantees and
investments
16. Audit committee The Board of Directors of the Company
has formed a Risk Management Committee The particulars of loans, guarantees and
The details pertaining to the composition of the
to frame, implement and monitor the risk investments as per Section 186 of the Act
Audit Committee are included in the Corporate
management plan for the Company. by the Company, have been disclosed in the
Governance Report, which is a part of this
The Committee is responsible for monitoring financial statements.
report.
and reviewing the risk management plan and

22. Transactions with related parties a. The ratio of the remuneration of each director to the median remuneration of the employees of the
Company and percentage increase in remuneration of each Director, Chief Executive Officer, Chief
None of the transactions with related parties Financial Officer and Company Secretary in the financial year:
fall under the scope of Section 188(1) of the
Act. Accordingly, the disclosure of related party Name Ratio to median % increase in
transactions as required under Section remuneration remuneration in the
134(3)(h) of the Act in Form AOC-2 is not financial year
applicable to the Company for FY 2020-21 and Non-executive Directors:
hence does not form part of this report. N. Chandrasekaran* - -
O P Bhatt 36.91 15.00
23. Annual Return Aarthi Subramanian# - -
Dr. Pradeep Kumar Khosla 29.69 32.14
Pursuant to Section 92(3) read with Hanne Sorensen 29.69 32.14
Section 134(3)(a) of the Act, the Annual Keki Mistry 32.09 42.86
Return as on March 31, 2021 is available on Don Callahan 32.09 42.86
the Company’s website on https://on.tcs.com/ Executive Directors:
annual-return-20-21. Rajesh Gopinathan 326.81 52.21
N. Ganapathy Subramaniam 258.43 59.18
24. Particulars of employees Chief Financial Officer
Ramakrishnan V. - 60.30
The information under Section 197 of the Act Company Secretary
read with Rule 5 of the Companies Rajendra Moholkar - 76.00
(Appointment and Remuneration of Managerial
Personnel) Rules, 2014: * A
s a policy, N. Chandrasekaran, Chairman, has abstained from receiving commission from the
Company and hence not stated.
# In line with the internal guidelines of the Company, no payment is made towards commission to the
Non-Executive Directors of the Company, who are in full time employment with any other Tata
Company and hence not stated.

b. The percentage increase in the median FY 2020 owing to decrease in 25. Integrated Report
remuneration of employees in the financial remuneration of 15 percent in FY 2020
year: (0.03) percent in view of the economic conditions The Company being one of the top companies
impacted by the COVID-19 pandemic in the country in terms of market capitalization,
c. The number of permanent employees on wherein the Directors had decided to has voluntarily provided Integrated Report,
the rolls of Company: 488,649 moderate the executive remuneration for which encompasses both financial and
FY 2020 to express solidarity and conserve non-financial information to enable the
d. Average percentile increase already made Members to take well informed decisions and
resources.
in the salaries of employees other than the have a better understanding of the Company’s
e. Affirmation that the remuneration is as per long term perspective. The Report also
managerial personnel in the last financial
the remuneration policy of the Company: touches upon aspects such as organisation’s
year and its comparison with the percentile
strategy, governance framework, performance
increase in the managerial remuneration
The Company affirms that the and prospects of value creation based on
and justification thereof and point out if remuneration is as per the remuneration the six forms of capital viz. financial capital,
there are any exceptional circumstances for policy of the Company. manufactured capital, intellectual capital, human
increase in the managerial remuneration: capital, social and relationship capital and natural
f. The statement containing names of top capital.
The average annual increase was ten employees in terms of remuneration
5.2 percent in India. However, during the drawn and the particulars of employees 26. Disclosure requirements
course of the year, the total increase is as required under Section 197(12) of
approximately 6.4 percent, after accounting As per SEBI Listing Regulations, the Corporate
the Act read with Rule 5(2) and 5(3)
Governance Report with the Auditors’
for promotions and other event based of the Companies (Appointment and
Certificate thereon, and the integrated
compensation revisions. Employees outside Remuneration of Managerial Personnel)
Management Discussion and Analysis including
India received a wage increase varying Rules, 2014, is provided in a separate
the Business Responsibility Report are attached,
from 2 percent to 6 percent. The increase annexure forming part of this report.
which forms part of this report.
in remuneration is in line with the market Further, the report and the accounts are
trends in the respective countries. being sent to the Members excluding the The Company has devised proper systems to
aforesaid annexure. In terms of Section ensure compliance with the provisions of all
Increase in the managerial remuneration 136 of the Act, the said annexure is open applicable Secretarial Standards issued by the
for the year was 55.22 percent. Increase for inspection and any Member interested Institute of Company Secretaries of India and
in the managerial remuneration for in obtaining a copy of the same may write that such systems are adequate and operating
FY 2021 is not comparable with to the Company Secretary. effectively.
27. Deposits from public carbon footprint data is presented for the sake Technology absorption, adaption and
of continuity and is not comparable with the innovation
The Company has not accepted any deposits earlier year.
from public and as such, no amount on account Research & Development (R&D): Specific
of principal or interest on deposits from public The total rooftop solar energy generation areas in which R & D was carried out by the
was outstanding as on the date of the balance across the campuses increased to 8.1 MWp Company
sheet. contributing to 2.5 percent of total electricity
use in the reporting year. Total renewable TCS Research and Innovation (R&I)
28. Conservation of energy, technology energy used - from rooftop solar power plants commemorated the 40th year of its founding
absorption, foreign exchange earnings and and through power purchase agreements was by adopting a new brand statement “Inventing
outgo 45.5 million units amounting to 15.6 percent of for Impact”. In keeping with its purpose-driven
the total electricity consumption. worldview, TCS R&I teams were engaged in
Conservation of energy 72 COVID related initiatives around the world,
The Company achieved the target power working with local, national and international
The Company saw a year-on-year reduction in
utilization efficiency (PUE) of 1.65 across bodies, adopting multiple approaches: leveraging
absolute energy use by 46.6 percent in MWh
21 of 23 target data centers. The Company TCS IP, collaborating with partners, and offering
and an absolute carbon footprint reduction
has also taken up additional 44 data centers for individual consultative inputs across many areas,
(across Scope 1 and Scope 2) by 48.8 percent
this initiative and reduced weighted average such as drug candidate molecule discovery,
(in tonnes of carbon dioxide equivalent).
PUE of all DCs to 1.77 in reporting year from COVID data management, diagnostic kits,
This reduction was not commensurate to the
2.4 in 2017. The Company has focused on epidemiological study and management.
extremely low occupancy because some utilities
temporary closure of ODCs and hub rooms
had to be run to maintain the infrastructure. TCS continues to expand its foundational
as SBWSTM was approved by customers and all
stakeholders, leading to further reduction in research, in core computing areas and the
TCS’ specific greenhouse gas emissions
energy consumption. intersections with other sciences. New areas
(Scope 1 + Scope 2) comes to 0.54 tCO2e/ FTE
of focus include DNA computing, AI for protein
(Full Time Equivalent)/Annum in the current
The investment in IoT based energy design, cognitive robotics, meta materials,
reporting year, a reduction of 53 percent
management system helped the Company to quantum computing and sensing. Research and
Y-O-Y. This is estimated with the actual carbon
define a new normal of consumption profile, Innovation teams worked with cross-functional
footprint and a notional FTE (working out of
leveraging cognitive AI/ML algorithms and teams across the Company on strategic
TCS offices), considering an increase of
monitoring performance against it to drive initiatives such as Patents, Products & Platforms
8.23 percent in the FTE over the last reporting
efficiency. (3P), Technology Change Management,
year. This increase in FTE, is in line with the
5G, Cloud and Cyber Security.
TCS global headcount growth. The specific
TCS R&I continues to build its intellectual TCS continued to foster the culture of The first edition of TCS Sustainathon, a
property; more than 240 papers were presented innovation, organizing one crowdsourced challenge that aims to inspire students to
at conferences or published in journals. The innovation a week. The TCS Innovista envision a sustainable future using technology
New Products and Solutions Development competition attracted over 10,290 entries from to solve real world problems, focused on
framework that governs the emerging pipeline across the organization. The Company set up a reducing food wastage. TCS and the Malaysian
of IP, and IP-leveraged offerings continued community of Innovation Champions who serve petroleum major PETRONAS launched a
to expand the Company’s portfolio with new as innovation ambassadors, helping customers Social Enterprise Education Lab (SEEd.Lab), an
offerings like TCS Dynaport™, TCS Consent leverage the best of TCS for their growth and end-to-end incubation program to encourage
Management Solution, and TCS Omnistore™ transformation. Its Co-Innovation Network entrepreneurship and job creation. TCS and
to support the next wave of growth. Numerous (TCS COIN™) initiative continued to expand, Auckland Business School partnered to develop
new technology use cases were piloted for with 67 ongoing projects in emerging an APAC-Focused Digital Sustainability Index.
customers in various industry segments. technologies with global academic partners,
and with over 2,400 start-ups in its emerging Future Course of Action
The Company’s existing portfolio of products technology ecosystem.
TCS will continue to scale the Patents, Products
and platforms continued to grow, with new and Platforms strategy across the organization,
releases in FY 2021 with additional features The Company’s Pace Ports, which are
experiential spaces connecting customers to all harnessing the collective knowledge and
and functionality, and expansion of the ignio™, creativity of internal teams and of partners
TCS ADD and TCS BaNCS™ suites with new of TCS’ organizational capabilities in innovation,
technology and industry expertise, hosted to deliver innovative solutions in support of
products covering adjacencies. the Company’s pursuit of the growth and
several events and workshops. In FY 2021,
three new PACE Ports, in Pittsburgh, Toronto transformation opportunity and longer term
TCS won CII’s Industrial Intellectual Property
and Amsterdam respectively, commenced virtual sustainability goals.
Awards 2020. R&I won the Business Culture
Award, and several of the Company’s products operations. The PACE Internship Program was
Expenditure on R&D
and platforms won multiple awards across the launched this year in Amsterdam with a batch
world. The Company continued to contribute of students pursuing Masters in Innovation TCS innovation Labs are located in India and
to standards bodies especially in ISO SC7 and & Digitalization from Nyenrode Business other parts of the world. These R&D centers, as
Systems Engineering. As of March 31, 2021, University. certified by Department of Scientific & Industrial
the Company has applied for 5,879 patents Research (DSIR) function from Pune, Chennai,
In keeping with the Company’s commitment
cumulatively and has been granted 1,850 Bengaluru, Delhi- NCR, Hyderabad, Kolkata and
to social responsibility and environmental
patents. Mumbai.
stewardship, it launched several new initiatives.

Expenditure incurred in the R&D centers and innovation centers of TCS during FY 2021 and FY 2020 are The Directors thank the Company’s employees,
given below: customers, vendors, investors and academic
(` crore) partners for their continuous support.
Expenditure on R&D and innovation Standalone Consolidated
The Directors also thank the Government
FY 2021 FY 2020 FY 2021 FY 2020
of India, Governments of various states in
a. Capital 1 2 1 2 India, Governments of various countries and
b. Recurring 298 300 302 304 concerned Government departments and
c. Total R&D expenditure (a+b) 299 302 303 306 agencies for their co-operation.
d. Innovation center expenditure 1,546 1,458 1,614 1,561
The Directors mourn the loss of life due to
e. Total R&D and innovation expenditure (c+d) 1,845 1,760 1,917 1,867 COVID-19 pandemic and are deeply grateful
f. R&D and innovation expenditure as a 1.4% 1.3% 1.2% 1.2% and have immense respect for every person
percentage of total turnover who risked their life and safety to fight this
pandemic.
Foreign exchange earnings and outgo
Export revenue constituted 94.0 percent of the total standalone revenue in FY 2021 (93.4 percent in FY The Directors appreciate and value the
2020). contribution made by every member of the
(` crore) TCS family.
Foreign exchange earnings and outgo FY 2021 FY 2020 On behalf of the Board of Directors
a. Foreign exchange earnings 130,720 128,501
N. Chandrasekaran
b. CIF Value of imports 241 569
Chairman
c. Expenditure in foreign currency 54,800 51,748
Mumbai, April 12, 2021
29. Acknowledgements
Padma Bhushan Shri. F. C. Kohli, founder and the first CEO of TCS, passed away on November 26, 2020.
The Directors place on record their deep appreciation of his vision, leadership, enormous contribution and
monumental work in laying the foundation of the Indian IT Industry and express a deep gratitude to his
indefatigable, influential spirit for shaping TCS and the fabric of TCS culture.

Annexure I
Annual Report on CSR Activities
1. Brief outline on CSR Policy of the Company
TCS’ vision is to empower communities by connecting people to opportunities in the digital economy and mission is to build inclusive, equitable and sustainable pathways
for all including youth, women and marginalized communities.
By prioritizing TCS’ focus on education, skilling, entrepreneurship and employment it seeks to help people and communities bridge the opportunity gap. The Company
also supports health, wellness, water, sanitation and hygiene needs of communities, especially those that are marginalized. TCS also supports conservation and relief
efforts to communities at the time of natural and man-made disasters. Its focus on preserving art and heritage as well as supporting action against climate change
remains consistent.
By applying its resources towards communities that need it the most, TCS ensures equitable access. The Company’s CSR strategy incorporates an inclusive approach
into the design of every program. In India this is aligned to its support of the Government of India’s Affirmative Action Policy and the Tata Group’s Affirmative Action
Program.
To achieve transformational impact, TCS leverages the best of the Company’s capabilities – its intellectual, technology, human and financial capital. TCS aims to create
innovative solutions to societal challenges applying its contextual knowledge while harnessing the expertise of a diverse network of leaders; execute and scale programs
using its technology capabilities; engage its large employee base to volunteer their time, skills and expertise as last-mile connectors and make impact investments in
large scale, sustainable, multi-year programs that empower communities.
The projects undertaken are within the broad framework of Schedule VII of the Companies Act, 2013. Details of the CSR policy and projects or programs undertaken
by the Company are available on links given below:
https://on.tcs.com/Global-CSR-Policy
https://www.tcs.com/corporate-social-responsibility

2. Composition of the CSR committee:
Sr. Name of Director Designation / Nature of Directorship Number of meetings of CSR Number of meetings of CSR
No. Committee held during the year Committee attended during the year
1 N. Chandrasekaran Chairman, Non-independent Non-Executive Director 4 4
2 O. P. Bhatt Member, Independent, Non-Executive Director 4 4
3 N. Ganapathy Subramaniam Member, Non-Independent, Executive Director 4 4
3. Provide the web-link where Composition of CSR committee, CSR Policy and CSR projects approved by the board are disclosed on the website of the Company
Composition of the CSR committee shared above and is available on the Company’s website on https://www.tcs.com/corporate-governance.
CSR policy - https://on.tcs.com/Global-CSR-Policy
CSR projects - https://www.tcs.com/corporate-social-responsibility
4. Provide the details of Impact assessment of CSR projects carried out in pursuance of sub-rule (3) of rule 8 of the Companies (Corporate Social Responsibility
Policy) Rules, 2014, if applicable (attach the report).
TCS has been conducting internal impact assessments to monitor and evaluate its strategic CSR programs. The Company takes cognizance of sub-rule (3) of rule 8 of
the Companies CSR Policy Rules 2014 and has initiated steps to conduct impact assessment of CSR projects through an independent agency. There are no projects
undertaken or completed after January 22, 2021, for which the impact assessment report is applicable in FY 2021.
5. Details of the amount available for set off in pursuance of sub-rule (3) of rule 7 of the Companies (Corporate Social responsibility Policy) Rules, 2014 and
amount required for set off for the financial year, if any
Sr. Financial Year Amount available for set-off from preceding financial years (in `) Amount required to be setoff for the financial year, if any (in `)
No.
- NIL NIL

6. Average net profit of the Company as per Section 135(5): `33,153 crore
7. (a) Two percent of average net profit of the Company as per section 135(5) : `663 crore
(b) Surplus arising out of the CSR projects or programmes or activities of the previous financial years : NIL
(c) Amount required to be set off for the financial year, if any : NIL
(d) Total CSR obligation for the financial year (7a+7b-7c) : `663 crore
8. (a) CSR amount spent or unspent for the financial year:
Total Amount Spent for the Amount Unspent (` crore)

Financial Year. (` crore) Total Amount transferred to Unspent CSR Account Amount transferred to any fund specified under Schedule VII
as per Section 135(6) as per second proviso to Section 135(5)
Amount Date of transfer Name of the Fund Amount Date of transfer
674 NIL - - NIL -

(b) Details of CSR amount spent against ongoing projects for the financial year:
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11)
Sr. Name of the Item from the Local area Location of the project Project Amount Amount spent Amount transferred to Mode of Mode of Implementation - Through
No. Project list of activities (Yes/No) duration allocated for in the current Unspent CSR Account for Implementa Implementing Agency
in Schedule VII State District the project financial Year the project as per Section tion - Direct Name CSR Registration
to the Act (in `) (in `) 135(6) (in `) (Yes/No) number
1 Tata Translational (i) Yes West Bengal Kolkata 6 years 79 3 - No Tata Medical CSR00002920
Cancer Research Center Trust
Center
2 BridgeIT - (ii) Yes Madhya Satna, Rewa 5 years 6 1 - No Centre for CSR00004191
CADAM Pradesh Datia, Alternative
(Project 2) Uttar Chhatarpur, Dalit Media
Pradesh Nawada
Bihar Ranchi, Ramgarh
Jharkhand North 24
West Bengal Parganas
3 BridgeIT - DF (ii) Yes Karnataka, Raichur, Yadgir, 5 years 3 1 - No Development CSR00002377
(Project 2) Odisha Gajapati and Focus
Rayagada
4 BridgeIT - DF (ii) No Mizoram, Aizawl, Raichur 5 years 1 -* - No Development CSR00002377
(Project 1) Karnataka Focus
5 BridgeIT - (ii) Yes Haryana, Ambala, 5 years 3 -* - No Centre for CSR00004191
CADAM Rajasthan Kurukshetra Alternative
(Project 1) Bharatpur, Dalit Media
Dholpur
TOTAL 5
*Represents value less than `0.50 crore.

(c) Details of CSR amount spent against other than ongoing projects for the financial year:
(1) (2) (3) (4) (5) (6) (7) (8)

Sr. Name of the Project Item from the list of Local area Location of the project Amount spent Mode of Mode of implementation - Through
No. activities in schedule (Yes/ No) for the project implementation - implementing agency
VII to the Act State District (` crore) Direct Name CSR registration
(Yes/No) number
1 Contribution for (i), (ii), (iv), (v) Yes Pan India 351 No TCS CSR00002960
Schedule VII activities Foundation
2 COVID support - (viii) Yes Pan India 256 No PM CARES -
PM CARES Fund Fund
3 COVID support - (i), (xii) Yes Uttar Pradesh Noida 12 Yes - -
Quarantine centre, Maharashtra Mumbai
supply of disinfectant and
food packets distribution
4 Education and skill (ii) Yes Pan India 7 Yes - -
building projects
5 Digital Nerve Centre (i) Yes Pan India 6 Yes - -

6 COVID support - Food (i), (xii) Yes Maharashtra Mumbai 5 No Taj Public CSR00000540
distribution for frontline Service
healthcare workers Welfare Trust
7 Community (ii) (iii) Yes Pan India 5 Yes - -
transformation projects
8 Hospital Management (i) Yes Tamil Nadu Chennai 2 Yes - -
System at Cancer West Bengal Kolkata
Institute and Tata Medical
Centre
9 Centre of Excellence in (ii) (iii) Yes Tamil Nadu Coimbatore 2 No Coimbatore Registration in progress
Cyber Security Institute of
Technology

(1) (2) (3) (4) (5) (6) (7) (8)
(Yes/No) number
10 Support towards (v) Yes Karnataka Bengaluru 1 No Art & Registration in progress
Museum of Art & Photography
Photography Foundation
11 Adult Literacy Program (ii) Yes Madhya Ujjain, Allahabad, -* No Humana CSR00000929
Pradesh Jaipur, Dausa People To
Uttar Pradesh Mewat People India
Rajasthan
Haryana
12 Impact India Foundation (i) Yes Maharashtra Mumbai -* Yes - -
13 Infrastructure support to (i) Yes Maharashtra Mumbai -* No Society for CSR00003225
Hospital Rehabilitation
of Crippled
Children
14 Restoration and (iv) Yes Tamil Nadu Chengalpattu -* Yes - -
rejuvenation of Siruseri
Lake
15 Andhra Pradesh Social (ii) Yes Andhra Pradesh Ananthapur, -* Yes - -
Welfare Residential Vizianagaram,
Educational Institutions Srikakulam,
Society (APSWREIS) Kadapa, Guntur
- Student Digital
Innovation Program goIT
16 Scholarship program (ii) Yes Madhya Chhindwara -* No NIIT CSR00000621
Pradesh Foundation
17 Holistic empowerment of (ii) Yes Tamil Nadu Chennai -* No Ramana Registration in progress
differently abled children Sunritya
Aalaya Trust
(1) (2) (3) (4) (5) (6) (7) (8)
(Yes/No) number
18 Jal Jeevan Mission (i) Yes Himachal, Shimla, Tehri, -* Yes# Tata CSR00002739
Uttarakhand, Grehwal, Community
Maharashtra, Dehradun, Initiatives
Rajasthan, Nashik, Sirohi, Trust
Jharkhand, Hazaribag,
Guajrat, Sikkim, Dahod, South
Manipur, Goa Sikkim, Imphal
East, Imphal
West, North and
South Goa
19 Archaeometallurgical (v) Yes Tamil Nadu Keeladi, -* No National Registration in progress
insights on ancient Kodumanal, Institute of
excavations Adichanallur Advanced
Studies
TOTAL 647
*Represents value less that `0.50 crore.
# Jal Jeevan Mission project is being jointly implemented with Tata Community Initiatives Trust, CSR reg. no. - CSR00002739
(d) Amount spent in Administrative Overheads: `22 crore
(e) Amount spent on Impact Assessment, if applicable: NIL
(f) Total amount spent for the Financial Year (8b+8c+8d+8e) : `674 crore
(g) Excess amount for set off, if any
Sr. Particular Amount (` crore)
No.
(i) Two percent of average net profit of the Company as per Section 135(5) 663
(ii) Total amount spent for the Financial Year 674
(iii) Excess amount spent for the financial year [(ii)-(i)] 11
(iv) Surplus arising out of the CSR projects or programmes or activities of the previous financial years, if any NIL
(v) Amount available for set off in succeeding financial years [(iii)-(iv)] 11
9. (a) Details of Unspent CSR amount for the preceding three financial years:
Sr. Preceding Amount transferred to Amount spent in the Amount transferred to any fund specified under Amount remaining to be spent in
No. Financial Year Unspent CSR Account under reporting Financial Year Schedule VII as per Section 135(6), if any succeeding financial years (` crore)
Section 135 (6) (` crore) (` crore)
Name of the Amount Date of
Fund (` crore) transfer
1 - NIL - - NIL - -
(b) Details of CSR amount spent in the financial year for ongoing projects of the preceding financial year(s):
(1) (2) (3) (4) (5) (6) (7) (8) (9)

Sr. Project ID Name of the Project Financial Year in Project Total amount Amount spent on Cumulative amount Status of the project
No. which the project was duration allocated for the the project in the spent at the end of - Completed /
commenced project (` crore) reporting Financial reporting Financial Ongoing
Year (` crore) Year (` crore)
1 TTCRC Tata Translational Cancer FY 2016 6 years 79 3 47 Ongoing
Research Centre
2 BridgeIT BridgeIT - CADAM (Project 2) FY 2020 5 years 6 1 2 Ongoing
3 BridgeIT - DF (Project 2) FY 2020 5 years 3 1 1 Ongoing
4 BridgeIT - DF (Project 1) FY 2018 5 years 1 -* 1 Ongoing
5 BridgeIT - CADAM (Project 1) FY 2018 5 years 3 -* 2 Ongoing
6 BridgeIT - Humana FY 2020 5 years 1 - -* Ongoing
7 IIT Setting up of IIIT at Guwahati, FY 2014 Open 29 - 16 Ongoing
Vadodara, Srirangam, Ranchi ended
and Nagpur in PPP mode
TOTAL 5

10. In case of creation or acquisition of capital asset, furnish the details relating to the asset so created or acquired through CSR spent in the financial year
(asset-wise details)
(a) Date of creation or acquisition of the capital asset(s) : None
(b) Amount of CSR spent for creation or acquisition of capital asset : NIL
(c) Details of the entity or public authority or beneficiary under whose name such capital asset is registered, their address etc. : Not Applicable
(d) Provide details of the capital asset(s) created or acquired (including complete address and location of the capital asset) : Not Applicable
11. Specify the reason(s), if the company has failed to spend two per cent of the average net profit as per Section 135(5) : Not Applicable
Rajesh Gopinathan N. Chandrasekaran

Chief Executive Officer and Managing Director Chairman, Corporate Social Responsibility Committee

Annexure II
Form No. MR-3
Secretarial Audit Report
for the financial year ended March 31, 2021
[Pursuant to Section 204(1) of the Companies Act, 2013 and Rule 9 of the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014]
To, warranted due to the spread of the COVID-19 (iv) Foreign Exchange Management Act, 1999 and
The Members, pandemic, we hereby report that in our opinion, the the rules and regulations made thereunder
Tata Consultancy Services Limited Company has during the audit period covering the to the extent of Foreign Direct Investment,
financial year ended on March 31, 2021, generally Overseas Direct Investment and External
We have conducted the secretarial audit of the complied with the statutory provisions listed Commercial Borrowings;
compliance of applicable statutory provisions and hereunder and also that the Company has proper
the adherence to good corporate practices by Tata Board processes and compliance mechanism in place (v) The following Regulations and Guidelines
Consultancy Services Limited (hereinafter called to the extent, in the manner and subject to the prescribed under the Securities and Exchange
“the Company”). Secretarial Audit was conducted reporting made hereinafter: Board of India Act, 1992 (‘SEBI Act’):
in a manner that provided us a reasonable basis
for evaluating the corporate conducts/ statutory We have examined the books, papers, minute books, (a) The Securities and Exchange Board of
compliances and expressing our opinion thereon. forms and returns filed and other records made India (Substantial Acquisition of Shares and
available to us and maintained by the Company Takeovers) Regulations, 2011;
Based on our verification of the Company’s books, for the financial year ended on March 31, 2021
papers, minute books, forms and returns filed and according to the applicable provisions of: (b) The Securities and Exchange Board of India
other records maintained by the Company, to the (Prohibition of Insider Trading) Regulations,
extent the information provided by the Company, its (i) The Companies Act, 2013 (the Act) and the 2015;
officers, agents and authorized representatives during rules made thereunder;
the conduct of secretarial audit, the explanations (c) The Securities and Exchange Board of
and clarifications given to us and the representations (ii) The Securities Contract (Regulation) Act, 1956 India (Issue of Capital and Disclosure
made by the Management and considering the (‘SCRA’) and the rules made thereunder; Requirements) Regulations, 2018 and
relaxations granted by the Ministry of Corporate amendments from time to time;
Affairs and Securities and Exchange Board of India (iii) The Depositories Act, 1996 and the Regulations
and Bye-laws framed thereunder;

(d) The Securities and Exchange Board of (b) Special Economic Zones Act, 2005 and the We further report that:
India (Share Based Employee Benefits) rules made thereunder;
Regulations, 2014; (Not applicable to the The Board of Directors of the Company is duly
Company during the audit period) (c) Software Technology Parks of India rules constituted with proper balance of Executive
and regulations Directors, Non-Executive Directors and Independent
(e) The Securities and Exchange Board of Directors. There were no changes in the composition
India (Issue and Listing of Debt Securities) (d) The Indian Copyright Act, 1957 of the Board of Directors that took place during the
Regulations, 2008; (Not applicable to the period under review.
Company during the audit period) (e) The Patents Act, 1970
Adequate notice was given to all directors to
(f) The Securities and Exchange Board of India (f) The Trade Marks Act, 1999 schedule the Board Meetings, agenda and detailed
(Registrars to an Issue and Share Transfer notes on agenda were sent at least seven days in
Agents)Regulations, 1993 regarding the We have also examined compliance with the advance for meetings other than those held at
Companies Act and dealing with client; (Not applicable clauses of the following: shorter notice, and a system exists for seeking and
applicable to the Company during the audit obtaining further information and clarifications
(i) Secretarial Standards issued by The
period) on the agenda items before the meeting and for
Institute of Company Secretaries of
meaningful participation at the meeting.
(g) The Securities and Exchange Board of India India with respect to board and general
(Delisting of Equity Shares) Regulations, meetings. As per the minutes, the decisions at the Board
2009; (Not applicable to the Company Meetings were taken unanimously.
(ii) The Listing Agreements entered into by the
during the audit period) and
Company with National Stock Exchange of We further report that there are adequate systems
(h) The Securities and Exchange Board of India India Limited and BSE Limited read with the and processes in the Company commensurate with
(Buyback of Securities) Regulations, 2018; SEBI (Listing Obligations and Disclosure the size and operations of the Company to monitor
Requirements) Regulations, 2015. and ensure compliance with applicable laws, rules,
(vi) Other laws applicable specifically to the regulations and guidelines etc.
Company namely:- During the period under review, the Company has
complied with the provisions of the Act, Rules, We further report that during the audit period the
(a) Information Technology Act, 2000 and the Regulations, Guidelines, standards etc. mentioned following events occurred which had bearing on the
rules made thereunder; above. Company’s affairs in pursuance of the above referred
laws, rules, regulations, guidelines, standards etc.

1. The Company has completed buyback of ‘Annexure A’ 4. Wherever required, we have obtained the
5,33,33,333 (Five crore thirty three lakh thirty Management Representation about the
three thousand three hundred and thirty three) To, Compliance of laws, rules and regulations and
fully paid-up equity shares of face value of The Members happening of events etc.
`1 (Rupee One) each (“Equity Shares”), on a Tata Consultancy Services Limited
proportionate basis, through the Tender Offer 5. The Compliance of the provisions of Corporate
route through the Stock Our report of even date is to be read along with this and other applicable laws, rules, regulations,
Exchange mechanism as prescribed under the letter. standards is the responsibility of management.
Securities and Exchange Board Our examination was limited to the verification
of India (Buy-back of Securities) Regulations, 1. Maintenance of secretarial record is the of procedure on test basis.
2018, at a price of `3,000 (Rupees responsibility of the management of the
Three Thousand only). Company. Our responsibility is to express an 6. The Secretarial Audit report is neither an
opinion on these secretarial records based on assurance as to the future viability of the
For Parikh & Associates our audit. Company nor of the efficacy or effectiveness
Company Secretaries with which the management has conducted the
2. We have followed the audit practices and affairs of the Company.
P. N. Parikh process as were appropriate to obtain
Partner reasonable assurance about the correctness For Parikh & Associates
FCS No: 327 CP No: 1228 of the contents of the secretarial records. The Company Secretaries
verification was done on test basis to ensure
Place: Mumbai that correct facts are reflected in secretarial P. N. Parikh
Date: April 12, 2021 UDIN: F000327C000063984 records. We believe that the process and Partner
practices, we followed provide a reasonable basis FCS No: 327 CP No: 1228
This Report is to be read with our letter of even date for our opinion.
which is annexed as Annexure A and Forms an integral Place: Mumbai
part of this report. 3. We have not verified the correctness and Date: April 12, 2021 UDIN: F000327C000063984
appropriateness of financial records and Books
of Accounts of the Company.

Corporate I. Company’s Philosophy on Corporate
Governance
In addition, the Company has adopted a Code of
Conduct for its non-executive directors which
Governance Effective corporate governance practices
includes Code of Conduct for Independent
Directors that suitably incorporates the duties
Report constitute the strong foundation on which of independent directors as laid down in the
successful commercial enterprises are built to Companies Act, 2013 (“the Act”).
last. The Company’s philosophy on corporate The Company’s corporate governance
governance oversees business strategies and philosophy has been further strengthened
ensures fiscal accountability, ethical corporate through the Tata Business Excellence Model, the
behaviour and fairness to all stakeholders TCS Code of Conduct for Prevention of Insider
comprising regulators, employees, customers, Trading and the Code of Corporate Disclosure
vendors, investors and the society at large. Practices (“Insider Trading Code”). The Company
has in place an Information Security Policy that
Strong leadership and effective corporate ensures proper utilization of IT resources.
governance practices have been the Company’s
hallmark inherited from the Tata culture and The Company is in compliance with the
ethos. requirements stipulated under Regulation
17 to 27 read with Schedule V and clauses
The Company follows the Tata Group philosophy (b) to (i) of sub-regulation (2) of Regulation
of building sustainable businesses that are 46 of Securities and Exchange Board of
rooted in the community and demonstrate care India (Listing Obligations and Disclosure
for the environment. Being a part of the Tata Requirements) Regulations, 2015 (“SEBI Listing
Group, which epitomizes sustainability, TCS has Regulations”), as applicable, with regard to
inherited a strong legacy of fair and transparent corporate governance.
ethical governance, as embodied in the Tata
Code of Conduct (TCoC). The details of TCS’ board structure and
the various committees that constitute the
The Company has adopted a Code of Conduct governance structure1 of the organization are
for its employees including the Managing covered in detail in this report.
Director and the Executive Directors.
1
102-18
Integrated Annual Report 2020-21 Corporate Governance Report | 72
The various material aspects of corporate governance and TCS’ approach to them are discussed in the table below:
Material Topic TCS’ Approach Material Topic TCS’ Approach
Avoidance of Chairmanship of the Board is a non-executive position and separate Additionally, TCS strives to reduce information asymmetry through
conflict of interest from that of the Chief Executive Officer and Managing Director transparency, extensive disclosures and detailed commentary of the
(CEO and MD). demand environment and the state of the business. The company
provides a variety of channels including a structured global investor
TCoC2 for non-executive directors, and for Independent Directors, outreach program, through which minority shareholders can interact
carries explicit clauses covering avoidance of conflict of interest. with the management or the Board.
Likewise, it explicitly prohibits any employee – including the
Managing Director and executive directors – from accepting any Shareholders can communicate concerns and grievances to the
position of responsibility, with or without remuneration, with any Company Secretary’s office through a well-publicized channel, where
other organization without TCS’ prior written approval. For executive complaints are tracked to closure. The Stakeholders’ Relationship
directors and the Managing Director, such approval must be Committee, oversees the redressal of these complaints.
obtained from the Board.
Values, Ethics and Over the last five decades, TCS has consistently demonstrated a
Board Board independence is ensured by having independent members in compliance3 very principled conduct and has earned its reputation for trust and
independence majority (five out of nine), and by setting a high bar in terms of the integrity while building a highly successful global business.
and minority qualifications, expertise and experience in selecting the right mix The company’s core values are: Leading Change, Integrity,
shareholders’ of individuals to serve on the Board, who can collectively serve the Respect for the Individual, Excellence, and Learning and Sharing.
interests best interests of all stakeholders, maintain board and management
The TCoC serves as a moral guide and a governing framework for
accountability and drive corporate ethics, values and sustainability.
responsible corporate citizenship. It sets out guidelines on various
Board effectiveness is further enhanced by ensuring diversity in
topics including respect for human rights, prohibition of bribery and
terms of gender, nationality, industry and areas of expertise.
corruption, recognition of employees’ freedom of association, and
TCS’ Policy on Appointment of Directors and Board Diversity can be
avoidance of conflicts of interest.
found at https://on.tcs.com/appointment-BoD.
Every employee is required to sign the TCoC at the time of joining
TCS’ governance philosophy around minority shareholders’ interests
the company. Annual refresher courses are mandated to ensure
is guided by the TCoC which emphasizes fairness and transparency
continued awareness of the code. Further, frequent communications
to all stakeholders. Further a qualified, diverse and independent
from the leadership reiterate the importance of our values and the
Board ensures that minority shareholders’ interests are protected.
TCoC.
https://www.tcs.com/tata-code-of-conduct
2
102-16
3

Material Topic TCS’ Approach Material Topic TCS’ Approach
Customers and suppliers are made aware of the TCoC principles Tax Strategy TCS is committed to comply with the applicable laws and regulations,
in contract discussions, and through inclusion of specific clauses and believes in reporting to the respective tax authority, relevant
in proposals and contracts. The TCS Supplier Code of Conduct is information that is complete and accurate, in a timely manner.
shared with suppliers as part of the procurement process and is TCS does not engage in aggressive and contrived tax planning or
published on the TCS website. tax structuring for the purpose of gaining tax advantages. TCS’s tax
policy is to optimize the tax cost, avail tax incentives where available,
Employees can raise ethics concerns on Ultimatix – the intranet while achieving 100% compliance with the spirit as well as the letter
portal of the Company, which are investigated and tracked to closure of the tax laws and regulations in all countries in which it operates.
by the HR department. Employees and other stakeholders can also Compliance is achieved through a robust compliance reporting and
report any non-compliance to the TCoC or to the laws of the land monitoring process, with a strong governance on minimizing the tax
by any one directly to the Chairman of the Audit Committee under risk. TCS has zero tolerance towards tax evasion, or the facilitation of
the Whistle blower Policy without fear of retaliation. Information tax evasion, by itself or by its employees or vendors. TCS maintains
about these channels is communicated to employees as part of the open and collaborative relationships with governments and tax
mandatory training modules. authorities worldwide. Where appropriate, TCS seeks advance
Compliance to laws of the countries in which TCS operate, as well as clearance from tax authorities on the proposed tax treatment of
global legislation such as FCPA, UKBA is monitored through formal transactions, helping pre-empt future disputes.
compliance procedures led by the corporate compliance office. Succession TCS’ philosophy of empowering employees, its industry-leading
Changes to legislation are closely monitored, risks are evaluated and planning talent retention, and a decentralized organization structure that
effectively managed across our operations. devolves executive decision-making across over 150 business units
Governance, Risk and Compliance are overseen by Chief Risk Officer have resulted in a large and deep bench of leadership talent that
and the Chief HR Officer who report to the Chief Operating Officer enables robust succession planning and continuity and consistency in
(COO), Executive Director and CEO and MD respectively. At the strategy. Succession planning for the top two leadership positions in
apex level, the Audit Committee headed by an Independent Director each business unit is reviewed by senior management. Additionally,
oversees compliance to the TCoC Anti-bribery and anti-corruption heads of business units carry out succession planning for key
policies, gifting policy and to external regulations. functions within their units.
Succession planning at senior management levels is reviewed by the
Board. Business or unit heads are invited to present on specific topics
at Board meetings from time to time, offering an opportunity for the
directors to assess their values, competencies, and capabilities.

II. Board of Directors 16(1)(b) of the SEBI Listing Regulations and that they are independent
of the management. Further, the Independent Directors have included
i. As on March 31, 2021, the Company has nine Directors. Of the nine their names in the data bank of Independent Directors maintained with
Directors, seven (i.e. 77.8 percent) are Non-Executive Directors out of the Indian Institute of Corporate Affairs in terms of Section 150 of the
which five (i.e. 55.6 percent) are Independent Directors. The profiles of Act read with Rule 6 of the Companies (Appointment & Qualification of
Directors are available at https://www.tcs.com/ir-corporate-governance. Directors) Rules, 2014.
The composition of the Board is in conformity with Regulation 17 of the
SEBI Listing Regulations read with Section 149 of the Act. iv. Seven Board Meetings were held during the year under review and the
gap between two meetings did not exceed one hundred and twenty days.
ii. None of the Directors on the Board: The said meetings were held on:
• holds directorships in more than ten public companies;
April 16, 2020; July 9, 2020; September 29, 2020; October 7, 2020;
• serves as Director or as Independent Directors (ID) in more than November 23, 2020; January 8, 2021; and March 18, 2021.
seven listed entities; and The necessary quorum was present for all the meetings.
• who are the Executive Directors serves as IDs in more than three v. The names and categories of the Directors on the Board, their
listed entities. attendance at Board Meetings held during the year under review and at
the last Annual General Meeting (“AGM”), name of other listed entities
Necessary disclosures regarding Committee positions in other public in which the Director is a director and the number of Directorships and
companies as on March 31, 2021 have been made by the Directors. Committee Chairmanships / Memberships held by them in other public
None of the Directors is related to each other except N Ganapathy limited companies as on March 31, 2021 are given herein below.
Subramaniam and N Chandrasekaran. Other directorships do not include directorships of private limited
companies, foreign companies and companies registered under
iii.
Independent Directors are non-executive directors as defined under
Section 8 of the Act. Further, none of them is a member of more than
Regulation 16(1)(b) of the SEBI Listing Regulations and Section 149(6)
ten committees or chairman of more than five committees across all
of the Act along with rules framed thereunder. In terms of Regulation
the public companies in which he / she is a Director. For the purpose of
25(8) of SEBI Listing Regulations, they have confirmed that they are not
determination of limit of the Board Committees, chairpersonship and
aware of any circumstance or situation which exists or may be reasonably
membership of the Audit Committee and Stakeholders’ Relationship
anticipated that could impair or impact their ability to discharge their
Committee has been considered as per Regulation 26(1)(b) of
duties. Based on the declarations received from the Independent
SEBI Listing Regulations.
Directors, the Board of Directors has confirmed that they meet the
criteria of independence as mentioned under Regulation
Name of the Director Category Number Whether Number of Number of Directorship in other listed entity
of Board attended Directorships in other Committee positions (Category of Directorship)
Meetings last AGM Public Companies held in other Public
attended held on Companies
during the June 11,
Chairman Member Chairman Member
FY 2021 2020
N Chandrasekaran Non-Independent, 7 Yes 6 - - - 1. Tata Steel Limited @
(Chairman) Non-Executive
2. Tata Motors Limited@
DIN 00121863
3. ata Consumer Products Limited (Formerly known as
T
Tata Global Beverages Limited) @
4. The Tata Power Company Limited @
5. The Indian Hotels Company Limited @
6. Tata Chemicals Limited @

Rajesh Gopinathan Non-Independent, 7 Yes - - - - -
(Chief Executive Officer and Executive
Managing Director)
DIN 06365813
N Ganapathy Subramaniam Non-Independent, 7 Yes 1 - - - Tata Elxsi Limited @
(Chief Operating Officer and Executive
Executive Director)
DIN 07006215
O P Bhatt Independent, 7 Yes - 4 2 4 1. Hindustan Unilever Limited #
DIN 00548091 Non-Executive
2. Tata Steel Limited #
3. Tata Motors Limited #
4. Aadhar Housing Finance Limited (Debt Listed) #

Name of the Director Category Number Whether Number of Number of Directorship in other listed entity
of Board attended Directorships in other Committee positions (Category of Directorship)
Meetings last AGM Public Companies held in other Public
attended held on Companies
during the June 11,
Chairman Member Chairman Member
FY 2021 2020
Aarthi Subramanian Non-Independent, 7 Yes 2 5 1 2 Tata Capital Limited (Debt Listed) @
Dr Pradeep Kumar Khosla Independent, 7 Yes - - - - -
Hanne Sorensen Independent, 7 Yes - 1 - 2 Tata Motors Limited #
Keki Mistry Independent, 7 Yes - 5 1 5 1. Housing Development Finance Corporation Limited $
2. Torrent Power Limited #
3. HDFC Life Insurance Company Limited ^
4. HDFC Asset Management Company Limited@

Don Callahan Independent, 6 Yes - - - - -
Category of directorship held:
@Non-Independent, Non-Executive # Independent, Non-Executive $ Executive Director ^ Nominee, Non-Executive
Due to the exceptional circumstances caused by the COVID-19 pandemic and consequent relaxations granted by MCA and SEBI, all Board meetings in FY 2021 were held
through Video Conferencing.

vi. During FY 2021, information as mentioned in Part A of Schedule II of x. The Board has identified the following skills / expertise / competencies
the SEBI Listing Regulations, has been placed before the Board for its fundamental for the effective functioning of the Company which are currently
consideration. available with the Board:
vii. During FY 2021, one meeting of the Independent Directors was held on Global Business Understanding, of global business dynamics, across various geographical
April 15, 2020. The Independent Directors, inter-alia, reviewed the markets, industry verticals and regulatory jurisdictions.
performance of Non-Independent Directors, Board as a whole and Chairman
Strategy and Appreciation of long-term trends, strategic choices and experience in
of the Company, taking into account the views of Executive Directors and Planning guiding and leading management teams to make decisions in uncertain
Non-Executive Directors. environments.
viii. The Board periodically reviews the compliance reports of all laws applicable to Governance Experience in developing governance practices, serving the best interests
of all stakeholders, maintaining board and management accountability,
the Company.
building long-term effective stakeholder engagements and driving
corporate ethics and values.
ix. Details of equity shares of the Company held by the Directors as on
March 31, 2021 are given below:
The eligibility of a person to be appointed as a Director of the Company is
dependent on whether the person possesses the requisite skill sets identified
Name Category Number of equity by the Board as above and whether the person is a proven leader in running a
shares
business that is relevant to the Company’s business or is a proven academician
N Chandrasekaran Non-Independent, Non-Executive 177,056 in the field relevant to the Company’s business. Being an IT service provider,
Aarthi Subramanian Non-Independent, Non-Executive 5,600 the Company’s business runs across different industry verticals, geographical
markets and is global in nature. The Directors so appointed are drawn from diverse
Rajesh Gopinathan Non-Independent, Executive 2,760
backgrounds and possess special skills with regard to the industries / fields from
N Ganapathy Subramaniam Non-Independent, Executive 197,760 where they come.
Keki Mistry* Independent, Non-Executive 4,150
*includes shares held jointly with relative
The Company has not issued any convertible instruments.

III. Committees of the Board
i. There are six Board Committees as on March 31, 2021, details of which are as follows:
Name of the Extract of terms of reference Category and composition Other details
Committee
Audit Committee Committee is constituted in line with the provisions of Name Category • Four meetings of the Audit Committee
Regulation 18 of SEBI Listing Regulations and Section 177 Keki Mistry (Chairman) Independent, were held during the year under review
of the Act. and the gap between two meetings did not
Non-Executive
exceed one hundred and twenty days.
• Oversight of financial reporting process. O P Bhatt Independent,
Non-Executive • Committee invites such of the executives
• Reviewing with the management, the annual financial as it considers appropriate, representatives
statements and auditors’ report thereon before Aarthi Subramanian Non-Independent, of the statutory auditors and internal
submission to the Board for approval. Non- Executive auditors, to be present at its meetings.
• Evaluation of internal financial controls and risk Dr Pradeep Kumar Khosla Independent,
• The Company Secretary acts as the
management systems Non-Executive
Secretary to the Audit Committee.
Hanne Sorensen Independent,
• Recommendation for appointment, remuneration and • Rajendra Moholkar is the Compliance
terms of appointment of auditors of the Company. Non-Executive
Officer to ensure compliance and effective
Don Callahan Independent, implementation of the Insider Trading
• Approve policies in relation to the implementation Non-Executive
of the Insider Trading Code and to supervise Code.
implementation of the same. • Quarterly Reports are sent to the
• To consider matters with respect to the Tata Code of members of the Committee on matters
Conduct, Anti-Bribery and Anti-Corruption Policy and relating to the Insider Trading Code.
Gifts Policy. • The previous AGM of the Company was
held on June 11, 2020 and was attended
by Keki Mistry, Chairman of the Audit
Committee.

Committee
Nomination and Committee is constituted in line with the provisions of Name Category • Two Nomination and Remuneration
Remuneration Regulation 19 of SEBI Listing Regulations and Section 178 O P Bhatt (Chairman) Independent, Committee meetings were held during the
Committee of the Act. year under review.
Non-Executive
• Recommend to the Board the setup and composition N Chandrasekaran Non-Independent, • The Company does not have any Employee
of the Board and its Committees. Non-Executive Stock Option Scheme.
• Recommend to the Board the appointment / Aarthi Subramanian Non-Independent, • Details of Performance Evaluation Criteria
re-appointment of Directors and Key Managerial Non-Executive and Remuneration Policy are provided at
Personnel. Hanne Sorensen Independent, serial no. III(iii) below.
• Support the Board and Independent Directors in Non-Executive • The previous AGM of the Company was
evaluation of the performance of the Board, its held on June 11, 2020 and was attended
Committees and individual Directors. by O P Bhatt, Chairman of the Nomination
and Remuneration Committee.
• Recommend to the Board the Remuneration Policy for
Directors, executive team or Key Managerial Personnel
as well as the rest of employees.
• Oversee familiarization programs for Directors.
Stakeholders’ Committee is constituted in line with the provisions of Name Category • Two meetings of the Stakeholders’
Relationship Regulation 20 of SEBI Listing Regulations and Section 178 Dr Pradeep Kumar Khosla Independent, Relationship Committee were held during
Committee of the Act. the year under review.
The broad terms of reference are as under: Rajesh Gopinathan Non-Independent, • Details of Investor complaints and
Executive Compliance Officer are provided at serial
• Consider and resolve the grievances of security no. III(ii) below.
holders. Keki Mistry Independent,
Non-Executive • The previous AGM of the Company was
• Consider and approve issue of share certificates, held on June 11, 2020 and was attended
transfer and transmission of securities, etc. by Dr Pradeep Kumar Khosla, Chairman of
• Review activities with regard to the Health Safety and the Stakeholders’ Relationship Committee.
Sustainability initiatives of the Company.

Committee
Corporate Social Committee is constituted in line with the provisions of Name Category • Four meetings of the CSR Committee
Responsibility (“CSR”) Section 135 of the Act. N Chandrasekaran Non-Independent, were held during the year under review.
Committee • Formulate and recommend to the Board, a CSR Policy • Four Board meetings of TCS Foundation, a
indicating the activities to be undertaken by the Section 8 company which was incorporated
Company as specified in Schedule VII of the Act. O P Bhatt Independent, with sole objective of carrying on
• Recommend the amount of expenditure to be incurred Non-Executive Corporate Social Responsibility (CSR)
on the activities mentioned in the CSR Policy. N Ganapathy Subramaniam Non-Independent, activities of the Company were held during
Executive the year.
• Monitor the CSR Policy.
Risk Management Committee is constituted in line with the provisions of Name Category • Four meetings of the RMC were held
Committee (“RMC”) Regulation 21 of SEBI Listing Regulations. Keki Mistry Independent, during the year under review.
• Formulate, monitor and review risk management (Chairman) Non-Executive • Fortnightly reports on management of
policy and plan, inter alia, covering investment of Don Callahan Independent, foreign exchange risks are made available
surplus funds, management of foreign exchange risks, to the members of the RMC.
Non-Executive
cyber security risks, data privacy risks and intellectual
property infringements risks. Rajesh Gopinathan Non-Independent,
Executive
• Approve addition / deletion of banks from time to time
for carrying out Treasury transactions and delegate the N Ganapathy Subramaniam Non-Independent,
said power to such person as may deem fit. Executive
Ramakrishnan V Chief Financial Officer
Executive Committee Detailed review of the following matters which form part Name Category • The said matters were discussed in various
of terms of Executive Committee, were presented to the N Chandrasekaran Non-Independent, Board meetings held during the year under
Board: review in the presence of the Executive
• Business and strategy review; Committee Members with the intent to
Rajesh Gopinathan Non-Independent, avail expertise of all Board members.
• Long-term financial projections and cash flows;
Executive
• Capital and revenue budgets and capital expenditure
programmes;
• Acquisitions, divestments and business restructuring
proposals;
• Senior management succession planning;
• Any other item as may be decided by the Board.
The terms of reference of these committees are available on the website (https://www.tcs.com/ir-corporate-governance)

ii. Stakeholders’ Relationship Committee - participation and contribution by a director, The Board of Directors, on the recommendation
other details commitment, effective deployment of the Nomination and Remuneration Committee,
of knowledge and expertise, integrity decides the commission payable to the Managing
a. Name, designation and address of
and maintenance of confidentiality and Director and the Executive Directors out of the
Compliance Officer:
independence of behaviour and judgement. profits for the financial year and within the ceilings
Rajendra Moholkar prescribed under the Act, based on the Board
Company Secretary Remuneration Policy: evaluation process considering the criteria such as
Tata Consultancy Services Limited the performance of the Company as well as that of
Remuneration policy of the Company is
9th Floor, Nirmal Building, the Managing Director and each Executive Director.
designed to create a high-performance
Nariman Point, Mumbai 400 021. culture. It enables the Company to attract,
Telephone: 91 22 6778 9595 The Company pays sitting fees of `30,000 per
retain and motivate employees to achieve
meeting to its Non-Executive Directors for attending
b. Details of investor complaints received results. Our business model promotes
meetings of the Board and meetings of committees
and redressed during FY 2021 are as customer centricity and requires employee
of the Board. The Company also pays commission
follows: mobility to address project needs.
to the Non-Executive Directors within the ceiling
The remuneration policy supports such
of 1 percent of the net profits of the Company as
Opening Received Resolved Closing mobility through pay models that are
computed under the applicable provisions of the
balance during the during the balance compliant to local regulations. In each
Act, with the approval of the members. The said
year year country where the Company operates,
commission is decided each year by the Board
- 86 86 - the remuneration structure is tailored to
of Directors, on the recommendation of the
the regulations, practices and benchmarks
Nomination and Remuneration Committee and
iii. Nomination and Remuneration prevalent in the IT industry.
distributed amongst the Non-Executive Directors
Committee - other details
The Company pays remuneration by way of based on the Board evaluation process, considering
salary, benefits, perquisites and allowances criteria such as their attendance and contribution

Performance Evaluation Criteria for
(fixed component) and commission (variable at the Board and Committee meetings, as well as
Independent Directors:
component) to its Managing Director and the time spent on operational matters other than at
The performance evaluation criteria for the Executive Directors. Annual increments meetings. The Company also reimburses the
independent directors is determined are recommended by the Nomination and out-of-pocket expenses incurred by the Directors
by the Nomination and Remuneration Remuneration Committee within the salary for attending the meetings. The Remuneration policy
Committee. An indicative list of factors on scale approved by the Board and Members is available on https://on.tcs.com/remuneration-policy.
which evaluation was carried out includes and are effective April 1, each year.
iv. Details of the Remuneration for the year ended March 31, 2021:
a. Non-Executive Directors: b. Managing Director and Executive Director

(` lakh) (` lakh)
Name Commission Sitting Fees Name of Director Salary Benefits, Commission ESPS
Perquisites
N Chandrasekaran, Chairman@ - 3.90
and Allowances
O P Bhatt 230.00 5.40
Rajesh Gopinathan 127.50 209.04 1,700.00 -
Aarthi Subramanian@@ - 3.90 Chief Executive Officer
Dr Pradeep Kumar Khosla 185.00 4.20 and Managing Director
(w.e.f. February 21, 2017
Hanne Sorensen 185.00 4.20 for a period of 5 years)
Keki Mistry 200.00 5.40 N Ganapathy 121.50 188.93 1,300.00 -
Don Callahan 200.00 4.50 Subramaniam
Chief Operating Officer
Total 1,000.00 31.50
and Executive Director
@ A
s a policy, N Chandrasekaran, Chairman, has abstained from (w.e.f. February 21, 2017
receiving commission from the Company. for a period of 5 years)
@@ In line with the internal guidelines of the Company, no payment is

The above figures do not include provisions for encashable leave, gratuity
made towards commission to the Non-Executive Directors of the
and premium paid for group health insurance, as separate actuarial
Company, who are in full time employment with any other Tata
valuation / premium paid are not available.
company.
Services of the Managing Director and Executive Director may be
terminated by either party, giving the other party six months’ notice
or the Company paying six months’ salary in lieu thereof. There is no
separate provision for payment of severance pay.

v. Number of committee meetings held and attendance records
Name of the Committee Audit Committee Nomination and Stakeholders’ Relationship Corporate Social Risk Management
Remuneration Committee Committee Responsibility Committee Committee
No. of meetings held 4 2 2 4 4
Date of meetings April 16, 2020; April 16, 2020 July 14, 2020 and April 29, 2020; April 6, 2020;
July 9, 2020; and January 15, 2021 July 23, 2020; July 3, 2020;
October 7, 2020 and October 7, 2020 October 30, 2020 and October 1, 2020 and
January 8, 2021 February 11, 2021@ January 15, 2021
No. of Meetings Attended
Name of Member
N Chandrasekaran - 2 - 4 -
Rajesh Gopinathan - - 2 - 4
O P Bhatt 4 2 - 4 -
N Ganapathy Subramaniam - - - 4 4
Aarthi Subramanian 4 2 - - -
Dr Pradeep Kumar Khosla 4 - 2 - -
Hanne Sorensen 4 2 - - -
Keki Mistry 4 - 2 - 4
Don Callahan 4 - - - 4
Ramakrishnan V - - - - 4
Whether quorum was present for all the The necessary quorum was present for all the above committee meetings
meetings
@ T
CS Foundation, a Section 8 company incorporated in 2015 with sole objective of carrying on Corporate Social Responsibility (CSR) activities of the Company,
has held four meetings during the FY 2021.
Due to the exceptional circumstances caused by the COVID-19 pandemic all Committee meetings in FY 2021 were held through Video Conferencing.

IV. General Body Meetings ii. Details of special resolution passed through
postal ballot, the persons who conducted
i. General Meeting
the postal ballot exercise, details of the
a. Annual General Meeting (“AGM”): voting pattern and procedure of postal
ballot:
Financial Date Time Venue
Year The Company had sought the approval
of the shareholders by way of a Special
2018 June 15, 2018 Birla Matushri Sabhagar
Resolution through notice of postal ballot
19, Sir Vithaldas Thackersey Marg,
2019 June 13, 2019 dated October 7, 2020 for buy-back of
3.30 p.m. New Marine Lines, Mumbai – 400 020
its equity shares, which was duly passed
2020 June 11, 2020 Meeting conducted through VC / OAVM and the results of which were announced
pursuant to the MCA Circular
on November 18, 2020. P N Parikh
(Membership No. FCS 327) of
b. Extraordinary General Meeting:
Parikh & Associates, Practising Company
No extraordinary general meeting of the members was held during FY 2021. Secretaries, was appointed as the
Scrutinizer to scrutinize the postal ballot
c. Special resolution: process only by voting through electronic
means (remote e-voting) in a fair and
Special resolution for re-appointment of O P Bhatt as an Independent Director was passed at the transparent manner.
AGM held in 2019 and no special resolution was passed in the previous AGMs held in 2018 and
2020.

Description of the Votes in favour of the resolution Votes against the resolution Invalid votes
Resolution Number of Number of Percentage of Number of Number of Percentage of Total number of Total number of
members voted valid Votes cast total number of members voted valid votes cast total number of members whose invalid votes cast
(Shares) valid votes cast (Shares) valid votes cast votes were (Shares)
declared invalid
Approval for Buy-back 5,202 3,482,270,324 99.57 289 14,932,052 0.43 0 0
of Equity Shares
Procedure for postal ballot: The postal ballot was carried out as per the provisions of Sections 108 and 110 and other applicable provisions of the Act, read
with the Rules framed thereunder and read with the Circular No. 14/2020 dated April 8, 2020, Circular No. 17/2020 dated April 13, 2020 and
Circular No. 33/2020 dated September 28, 2020, issued by the Ministry of Corporate Affairs.
iii.
Details of special resolution proposed to be conducted through postal ballot:
None of the businesses proposed to be transacted at the ensuing AGM requires passing of a special resolution through postal ballot.
V. A certificate has been received from Parikh & Associates, Practising Company VI. B S R & Co. LLP, Chartered Accountants (Firm Registration No.
Secretaries, that none of the Directors on the Board of the Company has 101248W/W – 100022) has been appointed as the Statutory Auditors of
been debarred or disqualified from being appointed or continuing as directors the Company. The particulars of payment of Statutory Auditors’ fees, on
of companies by the Securities and Exchange Board of India, Ministry of consolidated basis for FY 2021 is given below:
Corporate Affairs or any such statutory authority. (` lakh)
Particulars Amount
Services as statutory auditors (including quarterly audits) 910.1
Tax audit 63.5
Services for tax matters 24.8
Other matters 389.4
Re-imbursement of out-of-pocket expenses 78.7
Total 1,466.5

VII. Other Disclosure
Particulars Statutes Details Website link for details / policy
Related party transactions Regulation 23 of SEBI Listing There are no material related party transactions during the https://on.tcs.com/RPT
Regulations and as defined year under review that have conflict with the interest of the
under the Act Company. Transactions entered into with related parties during
FY 2021 were in the ordinary course of business and at arms’
length basis and were approved by the Audit Committee.
The Board’s approved policy for related party transactions is
uploaded on the website of the Company.
Details of non-compliance by the Schedule V (C) 10(b) to the Nil
Company, penalty, strictures imposed SEBI Listing Regulations
on the Company by the stock
exchange, or Securities and Exchange
Board of India (‘SEBI’) or any statutory
authority on any matter related to
capital markets during the last three
financial years.
Whistle Blower Policy and Vigil Regulation 22 of SEBI Listing The Company has this Policy and has established the necessary https://on.tcs.com/WhistleBP
Mechanism Regulations vigil mechanism for directors and employees to report
concerns about unethical behaviour. No person has been
denied access to the Chairman of the Audit Committee. The
said policy has been uploaded on the website of the Company.
Discretionary requirements Schedule II Part E of the • A message from the Chief Executive Officer and
SEBI Listing Regulations Managing Director on the half-yearly financial
performance of the Company including a summary of
the significant events in the six month period ended
September 30, 2020 was sent to every member.
• The auditors’ report on financial statements of the
Company are unmodified.
• Internal auditors of the Company make quarterly
presentations to the audit committee on their reports.

Subsidiary Companies Regulation 24 of the The audit committee reviews the consolidated financial https://on.tcs.com/Subsidiary
SEBI Listing Regulations statements of the Company and the investments made by
its unlisted subsidiary companies. The minutes of the Board
meetings along with a report on significant developments of
the unlisted subsidiary companies are periodically placed before
the Board of Directors of the Company.
The Company does not have any material unlisted subsidiary

company.
The Company has a policy for determining ‘material

subsidiaries’ which is disclosed on its website.
Policy on Determination of Materiality Regulation 30 of The Company has adopted this policy. https://on.tcs.com/Material
for Disclosures SEBI Listing Regulations
Policy on Archival and Preservation of Regulation 9 of The Company has adopted this policy. https://on.tcs.com/Archival
Documents SEBI Listing Regulations
Reconciliation of Share Capital Audit Regulation 76 of the Securities A qualified practising Company Secretary carried out a share https://www.tcs.com/corporate-governance
Report and Exchange Board of India capital audit to reconcile the total admitted equity share capital
(Depositories and Participants) with the National Securities Depository Limited (“NSDL”) and
Regulations, 2018 and the Central Depository Services (India) Limited (“CDSL”) and
SEBI Circular No D&CC / the total issued and listed equity share capital. The audit report
FITTC/ Cir-16/2002 dated confirms that the total issued / paid-up capital is in agreement
December 31, 2002. with the total number of shares in physical form and the total
number of dematerialized shares held with NSDL and CDSL.
Code of Conduct Regulation 17 of the The members of the Board and Senior Management Personnel https://www.tcs.com/tata-code-of-conduct
SEBI Listing Regulations have affirmed compliance with the Code of Conduct applicable
to them during the year ended March 31, 2021. The
Integrated Annual Report of the Company contains a certificate
by the Chief Executive Officer and Managing Director, on the
compliance declarations received from the members of the
Board and Senior Management.

Dividend Distribution Policy Regulation 43A of the A regular annual dividend generally consists of three interim https://on.tcs.com/Dividend
SEBI Listing Regulations dividends after each of the first three quarters of the fiscal
year, topped up with a final dividend after the fourth quarter.
In addition, every second or third year, the accumulated surplus
cash has been returned to shareholders through a special
dividend.
Terms of Appointment of Independent Regulation 46 of SEBI Listing Terms and conditions of appointment / re-appointment of https://on.tcs.com/ApptID
Directors Regulations and Section 149 Independent Directors are available on the Company’s website.
read with Schedule IV of the
Act
Familiarization Program Regulations 25(7) and 46 of Details of familiarization program imparted to Independent https://on.tcs.com/familiarization-programme
SEBI Listing Regulations Directors are available on the Company’s website.
Disclosure under the Sexual Section 134 of the Companies The details have been disclosed in the Business Responsibility
Harassment of Women at Workplace Act, 2013 read with Rule 8 Report forming part of the Integrated Annual Report.
(Prevention, Prohibition and of the Companies (Accounts)
Redressal) Act, 2018 Rules, 2014
VIII. Means of Communication
The quarterly, half-yearly and annual financial results of the Company are published in leading newspapers in India which include The Indian Express, Financial Express,
Loksatta, Business Standard, The Hindu Business Line, Hindustan Times and Sandesh. The results are also displayed on the Company’s website www.tcs.com.
Statutory notices are published in The Free Press Journal, Business Standard and Navshakti. The Company also issues press releases from time to time. Financial Results,
Statutory Notices, Press Releases and Presentations made to the institutional investors / analysts after the declaration of the quarterly, half-yearly and annual results
are submitted to the National Stock Exchange of India Limited (NSE) and BSE Limited (BSE) as well as uploaded on the Company’s website. Frequently Asked Questions
(FAQs) giving details about the Company and its shares is uploaded on the Company’s website https://www.tcs.com/investor-relations. A Management Discussion and
Analysis Report is a part of this Integrated Annual Report.

IX. General shareholder information vi. Stock Codes / Symbol
i. Annual General Meeting for FY 2021 NSE : TCS
Date : June 10, 2021 BSE : 532540
Time : 3.30 p.m. (IST) Listing Fees as applicable have been paid.
Venue : M
eeting is being conducted through VC/OAVM pursuant to vii. Corporate Identity Number (CIN)
the MCA Circular dated May 5, 2020 read with circulars dated of the Company : L22210MH1995PLC084781
April 8, 2020, April 13, 2020 and January 13, 2021 and as
viii. Market Price Data:
such there is no requirement to have a venue for the AGM.
For details, please refer to the Notice of this AGM. High, Low (based on daily closing prices) and number of equity shares
traded during each month in FY 2021 on NSE and BSE:
As required under Regulation 36(3) of the SEBI Listing Regulations and
Secretarial Standard 2 on General Meetings, particulars of Directors Month NSE BSE
seeking re-appointment at this AGM are given in the Annexure to the High (`) Low (`) Total number of High (`) Low (`) Total number of
Notice of this AGM. equity shares equity shares
traded traded
ii. Financial Calendar
Apr-2020 2,014.45 1,654.20 88,921,044 2,014.85 1,654.40 2,933,547
Year ending : March 31
May-2020 2,020.35 1,891.65 65,346,426 2,018.95 1,891.25 2,336,179
AGM in : June Jun-2020 2,118.85 2,016.10 73,994,030 2,115.60 2,010.90 5,655,678
iii. Dividend Payment : The final dividend, if approved, shall be Jul-2020 2,309.75 2,092.05 106,381,350 2,309.20 2,092.55 4,563,262
paid / credited on Monday, June 14, 2021 Aug-2020 2,308.10 2,238.55 65,561,599 2,307.70 2,237.10 2,141,484
iv. Date of Book Closure / Sep-2020 2,522.95 2,246.35 116,408,785 2,523.55 2,245.30 4,232,712
Record Date : As mentioned in the Notice of this AGM Oct-2020 2,830.00 2,523.45 128,618,662 2,831.20 2,522.75 4,370,785
v. Listing on Stock Exchanges : National Stock Exchange of India Limited Nov-2020 2,726.60 2,604.60 65,135,883 2,725.90 2,603.85 2,612,896
E xchange Plaza, C-1, Block G, Dec-2020 2,930.50 2,709.45 62,832,148 2,930.65 2,708.45 3,035,676
Bandra Kurla Complex Bandra (East), Jan-2021 3,308.80 2,928.25 84,685,394 3,308.20 2,928.20 6,356,022
Mumbai 400 051
Feb-2021 3,214.10 2,894.30 65,464,843 3,215.15 2,896.05 3,780,459
BSE Limited Mar-2021 3,177.85 2,924.20 71,839,687 3,177.60 2,926.20 3,093,672
P. J. Towers, Dalal Street, Mumbai 400 001
ix. Performance of the share price of the Company in comparison to the Effective April 1, 2021, the registered address of TCPL has changed to
BSE Sensex: the abovementioned address from 6, Haji Moosa Patrawala Industrial
Estate, 20, Dr. E. Moses Road, Mahalaxmi, Mumbai 400 011.
TCS Share price and BSE Sensex Movement xi. Places for acceptance of documents :
220.00
Documents will be accepted at the above address between 10.00 a.m. and
200.00
3.30 p.m. (Monday to Friday except bank holidays).
180.00
160.00 For the convenience of the shareholders, documents will also be accepted
140.00 at the following branches of TCPL:
120.00
a. Branches of TCPL:
100.00
80.00 • Bengaluru • Jamshedpur
60.00 C/o. Mr. D. Nagendra Rao Bungalow No. 1, 'E' Road,
Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21
TCS Share Price BSE Sensex "Vaghdevi" 543/A, 7th Main Northern Town Bistupur,
Base100= Wednesday, April 1, 2020 3rd Cross, Hanumanthnagar Jamshedpur - 831001
Bengaluru – 560019
x. Registrars and Transfer Agents • Kolkata • New Delhi
/o Link Intime India
C C/o Link Intime India
Name and Address : SR Darashaw Consultants Private Limited (TCPL)
T Private Limited Private Limited
C-101, 1st Floor, 247 Park, Vaishno Chamber, Noble Heights, 1st Floor
Lal Bahadur Shastri Marg, Flat No. 502 & 503 Plot No NH-2, C-1 Block, LSC
Vikhroli West, Mumbai 400083 5th Floor, 6, Brabourne Road Near Savitri Market, Janakpuri
Telephone : 022 6656 8484 Kolkata – 700001 New Delhi – 110058
Extn : 411/412/413 • Ahmedabad
Fax : 022 6656 8494 C/o Link India Intime Private Limited
E-mail : csg-unit@tcplindia.co.in Amarnath Business Centre-1 (ABC-1)
Website : https://www.tcplindia.co.in Beside Gala Business Centre
Nr. St. Xavier's College Corner
Off. C.G. Road, Ellisbridge
Ahmedabad – 380006
xii. Share Transfer System: b. Categories of equity shareholding as on March 31, 2021:
In terms of Regulation 40(1) of SEBI Listing Regulations, as amended Category Number of equity Percentage
from time to time, securities can be transferred only in dematerialized shares held of holding
form with effect from April 1, 2019, except in case of request received for Promoters 2,669,125,829 72.2
transmission or transposition of securities. Further, SEBI has fixed March
Other Entities of the Promoter Group 1,078,469 0.0
31, 2021 as the cut-off date for re-lodgement of transfer deeds and
Mutual Funds and UTI 105,446,780 2.8
the shares that are re-lodged for transfer shall be issued only in demat
mode. Members holding shares in physical form are requested to consider Banks, Financial Institutions, States and Central 2,717,528 0.1
converting their holdings to dematerialized form. Transfers of equity Government
shares in electronic form are effected through the depositories with Insurance Companies 180,602,928 4.9
no involvement of the Company. The Directors and certain Company Foreign Institutional Investors and Foreign 577,872,115 15.6
officials (including Chief Financial Officer and Company Secretary) are Portfolio Investors - Corporate
authorized by the Board severally to approve transfers, which are noted at NRI’s / OCB’s / Foreign Nationals 5,783,506 0.2
subsequent Board Meetings. Corporate Bodies / Trust 23,550,503 0.6
xiii. Shareholding as on March 31, 2021: Indian Public and Others 129,412,703 3.5
Alternate Investment Fund 2,924,427 0.1
a. Distribution of equity shareholding as on March 31, 2021: IEPF account 536,585 0.0
Number of Holding Percentage Number of Percentage to GRAND TOTAL 3,699,051,373 100.0
shares to capital accounts total accounts
1 – 100 22,300,258 0.6 875,220 78.8
101 - 500 39,873,938 1.1 195,829 17.6
501 - 1000 15,299,099 0.4 21,296 1.9
1001 - 5000 28,370,143 0.7 14,577 1.3
5001 - 10000 9,465,878 0.3 1,337 0.1
10001 - 20000 9,558,427 0.3 675 0.1
20001 - 30000 6,285,683 0.2 257 0.0
30001 - 40000 6,191,165 0.2 179 0.0
40001- 50000 5,588,711 0.1 124 0.0
50001 -100000 25,925,253 0.7 359 0.1
100001 - above 3,530,192,818 95.4 909 0.1
GRAND TOTAL 3,699,051,373 100.0 1,110,762 100.0

c. Top ten equity shareholders of the Company as on March 31, 2021: xv. Outstanding GDRs / ADRs / Warrants or any convertible instruments,
conversion date and likely impact on equity:
Sr. Name of the shareholder* Number of equity Percentage
No. shares held of holding The Company has not issued any GDRs / ADRs / Warrants or any
convertible instruments in the past and hence, as on March 31, 2021, the
1 Tata Sons Private Limited 2,669,125,829 72.2 Company does not have any outstanding GDRs / ADRs / Warrants or any
2 Life Insurance Corporation of India 143,882,693 3.8 convertible instruments.
3 Invesco Oppenheimer Developing 29,442,588 0.8 xvi. Commodity price risk or foreign exchange risk and hedging activities:
Markets Fund
4 SBI Mutual Fund 26,771,470 0.7 The Company does not deal in commodities and hence the disclosure
pursuant to SEBI Circular dated November 15, 2018 is not required to
5 Axis Mutual Fund Trustee Limited 20,931,890 0.6 be given. For a detailed discussion on foreign exchange risk and hedging
6 Vanguard Emerging Markets Stock 13,581,105 0.4 activities, please refer to Management Discussion and Analysis Report.
Index Fund, A Series Of Vanguard
International Equity Index Funds xvii. Equity shares in the suspense account:
7 NPS Trust Account 13,327,027 0.4 In accordance with the requirement of Regulation 34(3) and Part F of
8 Government Of Singapore 13,123,054 0.4 Schedule V to the SEBI Listing Regulations, details of equity shares in the
9 Vanguard Total International Stock Index 12,174,731 0.3
suspense account are as follows:
Fund Particulars Number of Number of
10 First State Investments Icvc- Stewart 11,529,019 0.3 shareholders equity shares
Investors Asia Pacific Leaders Fund Aggregate number of shareholders and the 26 1,640
outstanding shares in the suspense account
*Shareholding is consolidated based on Permanent Account Number (PAN) of lying as on April 1, 2020
the shareholder.
Shareholders who approached the Company for - -
xiv. Dematerialization of shares and liquidity: transfer of shares from suspense account during
the year
The Company’s shares are compulsorily traded in dematerialized form on Shareholders to whom shares were transferred - -
NSE and BSE. Equity shares of the Company representing 99.97 percent from the suspense account during the year
of the Company’s equity share capital are dematerialized as on Shareholders whose shares are transferred to - -
March 31, 2021. Under the Depository System, the International the demat account of the IEPF Authority as per
Securities Identification Number (ISIN) allotted to the Company’s shares is Section 124 of the Act
INE467B01029. Aggregate number of shareholders and the 26 1,640
outstanding shares in the suspense account
lying as on March 31, 2021

The voting rights on the shares outstanding in the suspense account as In light of the aforesaid provisions, the Company has during the year
on March 31, 2021 shall remain frozen till the rightful owner of such under review, transferred to IEPF the unclaimed dividends, outstanding
shares claims the shares. for seven years, of the Company, erstwhile TCS e-Serve Limited and
CMC Limited (since amalgamated with the Company). Further, shares of
xviii. Transfer of unclaimed / unpaid amounts to the Investor Education and the Company, in respect of which dividend has not been claimed for
Protection Fund: seven consecutive years or more from the date of transfer to unpaid
dividend account, have also been transferred to the demat account of
Pursuant to Sections 124 and 125 of the Act read with the Investor
IEPF Authority.
Education and Protection Fund Authority (Accounting, Audit, Transfer and
Refund) Rules, 2016 (“IEPF Rules”), dividend, if not claimed for a period The details of unclaimed dividends and shares transferred to IEPF during
of seven years from the date of transfer to Unpaid Dividend Account of FY 2021 are as follows:
the Company, are liable to be transferred to the Investor Education and
Protection Fund (“IEPF”). Financial year Amount of Number of shares
unclaimed dividend transferred
Further, all the shares in respect of which dividend has remained transferred
unclaimed for seven consecutive years or more from the date of transfer (` lakh)
to unpaid dividend account shall also be transferred to IEPF Authority.
2012-13 144.57* 15,391
The said requirement does not apply to shares in respect of which there
is a specific order of Court, Tribunal or Statutory Authority, restraining 2013-14 121.45 226,716
any transfer of the shares. TOTAL 266.02 242,107
In the interest of the shareholders, the Company sends periodical *Includes final dividend of erstwhile TCS e-Serve Limited and erstwhile
reminders to the shareholders to claim their dividends in order to avoid CMC Limited
transfer of dividends / shares to IEPF Authority. Notices in this regard are
also published in the newspapers and the details of unclaimed dividends The members who have a claim on above dividends and shares may claim
and shareholders whose shares are liable to be transferred to the the same from IEPF Authority by submitting an online application in web
IEPF Authority, are uploaded on the Company’s website Form No. IEPF-5 available on the website www.iepf.gov.in and sending
https://on.tcs.com/unclaimed-dividend. a physical copy of the same, duly signed to the Company, along with
requisite documents enumerated in the Form No. IEPF-5. No claims shall
lie against the Company in respect of the dividend / shares so transferred.

The following tables give information relating to various outstanding Financial Year Date of declaration Last date for claiming
dividends and the dates by which they can be claimed by the shareholders unpaid dividend
from the Company’s Registrar and Transfer Agent: 2020-21 July 9, 2020 August 8, 2027
October 7, 2020 November 6, 2027
a. For shareholders of TCS: January 8, 2021 February 7, 2028
Financial Year Date of declaration Last date for claiming
b. For shareholders of erstwhile CMC Limited which has merged
unpaid dividend
with the Company:
2013-14 June 27, 2014 July 27, 2021
2014-15 July 17, 2014 August 18, 2021 Financial Year Date of declaration Last date for claiming
October 16, 2014 November 16, 2021 unpaid dividend
January 15, 2015 February 15, 2022
2013-14 June 23, 2014 July 22, 2021
June 30, 2015 July 30, 2022
2015-16 July 9, 2015 August 9, 2022 2014-15 June 11, 2015 July 10, 2022
October 13, 2015 November 12, 2022 2015-16 July 16, 2015 August 18, 2022
June 17, 2016 July 17, 2023 xix. Plant locations:
2016-17 July 14, 2016 August 15, 2023
October 13, 2016 November 16, 2023 In view of the nature of the Company’s business viz. Information
January 12, 2017 February 12, 2024 Technology (IT) Services and IT Enabled Services, the Company
June 16, 2017 July 16, 2024 operates from various offices in India and abroad. The Company has
2017-18 July 13, 2017 August 13, 2024 a manufacturing facility at 17-B, Tivim Industrial Estate, Karaswada,
October 12, 2017 November 12, 2024 Mapusa– Bardez, Goa.
June 15, 2018 July 15, 2025 xx. Address for correspondence:
2018-19 July 10, 2018 August 9, 2025
October 11, 2018 November 10, 2025 Tata Consultancy Services Limited
January 10, 2019 February 9, 2026 9th Floor, Nirmal Building Nariman Point, Mumbai 400 021
June 13, 2019 July 13, 2026 Telephone: 91 22 6778 9595
2019-20 July 9, 2019 August 8, 2026 Designated e-mail address for Investor Services: investor.relations@tcs.com
October 10, 2019 November 9, 2026 For queries on IEPF related matters: iepf.assist@tcs.com
January 17, 2020 February 16, 2027 Website: www.tcs.com
March 10, 2020 April 9, 2027
June 11, 2020 July 11, 2027

DECLARATION REGARDING COMPLIANCE BY PRACTISING COMPANY SECRETARIES’ CERTIFICATE ON CORPORATE GOVERNANCE
BOARD MEMBERS AND SENIOR MANAGEMENT
PERSONNEL WITH THE COMPANY’S CODE OF To the Members of the Company has complied with the conditions of
CONDUCT Tata Consultancy Services Limited Corporate Governance as stipulated in the
SEBI Listing Regulations for the year ended on
This is to confirm that the Company has adopted We have examined the compliance of the conditions March 31, 2021.
a Code of Conduct for its employees including of Corporate Governance by Tata Consultancy
the Managing Director and Executive Directors. Services Limited (‘the Company’) for the year ended We further state that such compliance is neither an
In addition, the Company has adopted a Code on March 31, 2021, as stipulated under Regulations assurance as to the future viability of the Company
of Conduct for its Non-Executive Directors and 17 to 27, clauses (b) to (i) of sub- regulation (2) nor of the efficiency or effectiveness with which
Independent Directors. These Codes are available on of Regulation 46 and para C, D and E of Schedule the management has conducted the affairs of the
the Company’s website. V of the Securities and Exchange Board of India Company.
(Listing Obligations and Disclosure Requirements)
I confirm that the Company has in respect of the Regulations, 2015 (“SEBI Listing Regulations”). For Parikh & Associates
year ended March 31, 2021, received from the Company Secretaries
Senior Management Team of the Company and the The compliance of the conditions of Corporate
Members of the Board a declaration of compliance Governance is the responsibility of the management P N Parikh
with the Code of Conduct as applicable to them. of the Company. Our examination was limited to the Partner
review of procedures and implementation thereof, FCS No: 327 CP No: 1228
For the purpose of this declaration, Senior as adopted by the Company for ensuring compliance UDIN: F000327C000064501
Management Team means the Chief Financial Officer, with conditions of Corporate Governance. It is
Global Head - HR, Global Business Unit Heads, neither an audit nor an expression of opinion on the
Global Head - Legal and the Company Secretary as financial statements of the Company.
on March 31, 2021.
In our opinion and to the best of our information
Rajesh Gopinathan and according to the explanations given to us, and
Chief Executive Officer and the representations made by the Directors and the
Managing Director Management and considering the relaxations granted
Mumbai, April 12, 2021 by the Ministry of Corporate Affairs and Securities
and Exchange Board of India warranted due to the
spread of the COVID-19 pandemic, we certify that

CERTIFICATE OF NON-DISQUALIFICATION OF DIRECTORS
(pursuant to Regulation 34(3) and Schedule V Para C clause (10)(i) of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015)
To, below for the Financial Year ending on March 31, Ensuring the eligibility of for the appointment /
The Members 2021 have been debarred or disqualified from being continuity of every Director on the Board is the
Tata Consultancy Services Limited appointed or continuing as Directors of companies responsibility of the management of the Company.
9th Floor, Nirmal Building, by the Securities and Exchange Board of India, Our responsibility is to express an opinion on these
Nariman Point, Mumbai 400 021 Ministry of Corporate Affairs, or any such other based on our verification. This certificate is neither an
Statutory Authority. assurance as to the future viability of the Company
We have examined the relevant registers, records, nor of the efficiency or effectiveness with which
forms, returns and disclosures received from the Sr. Name of Director DIN Date of the management has conducted the affairs of the
Directors of Tata Consultancy Services Limited No. Appointment in Company.
having CIN L22210MH1995PLC084781 and Company *
having registered office at 9th Floor, Nirmal Building, 1. N Chandrasekaran 00121863 September 6, 2007 For Parikh & Associates
Nariman Point, Mumbai 400 021 (hereinafter 2. Rajesh 06365813 February 21, 2017 Company Secretaries
referred to as ‘the Company’), produced before Gopinathan
me/us by the Company for the purpose of issuing 3. N Ganapathy 07006215 February 21, 2017 P N Parikh
this Certificate, in accordance with Regulation Subramaniam Partner
34(3) read with Schedule V Para-C Sub clause 4. O P Bhatt 00548091 April 2, 2012
FCS No: 327 CP No: 1228
10(i) of the Securities Exchange Board of India UDIN: F000327C000064655
5. Aarthi 07121802 March 12, 2015
(Listing Obligations and Disclosure Requirements) Subramanian Mumbai, April 12, 2021
Regulations, 2015. 6. Dr. Pradeep 03611983 January 11, 2018
Kumar Khosla
In our opinion and to the best of our information and
7. Hanne Sorensen 08035439 December 18, 2018
according to the verifications (including Directors
8. Keki Mistry 00008886 December 18, 2018
Identification Number (DIN) status at the portal
9. Don Callahan 08326836 January 10, 2019
www.mca.gov.in) as considered necessary and
explanations furnished to us by the Company & *the date of appointment is as per the MCA Portal.
its officers, We hereby certify that none of the
Directors on the Board of the Company as stated

Management OVERVIEW OF THE INDUSTRY While the spending showed a decline on a full year basis,
technology was center-stage in enterprises’ response
Discussion and The pandemic is estimated to have caused a 3.3%
contraction of the world output in CY 20201, with
to the pandemic-related lockdowns and thereafter.
After the initial contraction due to dislocations, the need
Analysis advanced economies contracting 4.7%, and many for business continuity, operational resilience and the
sectors such as travel, hospitality, transportation, switch to digital transactions drove strong demand for IT
aerospace, consumer discretionary and small services over the rest of the year.
enterprises getting impacted severely across the
world. Consequently, global technology spend2 Demand for services around remote connectivity,
declined 3.2% to about $1.4 trillion in 2020. Within cybersecurity, collaboration tools, digitized processes,
that, IT services spending declined more, down 3.9%, automation and cloud adoption, progressively
while Business Process Management declined by 2.4%. strengthened in the course of the year.
Global Market
USD Billion
TCS
1400 1355 USD Million
1.3x
1300
1200 25000
1100 22174
1014 20000
1000 2.7x
900
800 15000
700
600 10000
TCS has grown twice 8187
500
the rate of the 5000
400
market growth over
300
the last decade
200 0
100 22.174 FY 2011 FY 2021
8.187 TCS
0
FY 2011 FY 2021
1
World Economic Outlook, IMF, April 2021
2
Nasscom Strategic Review Report 2021
Integrated
Integrated Annual
Annual Report
Report 2020-21
2020-21 Management Discussion and Analysis | 98
Very importantly, as consumers shifted to digital channels for most of TCS geographic footprint covers North America, Latin America, the United Kingdom,
their needs, enterprises realized the need to invest in enhancing customer Continental Europe, Asia-Pacific, India, and Middle-East and Africa4.
experience. This significantly accelerated investments in digital transformation
and cloud adoption. TCS considers industry verticals as its go-to-market business segments. The five key
vertical clusters are: Banking, Financial Services and Insurance (BFSI), Retail and
The global market for IT services continues to be a highly fragmented one, Consumer Business, Communications, Media and Technology (CMT), Manufacturing and
with even the largest provider having a mid-single digit market share. TCS Others. The last category includes Life Sciences and Healthcare, Energy, Resources and
is among the largest IT services providers globally, with a market share of Utilities, Public Services and others.
1.6%, and has significantly outperformed the market, growing at twice the
rate of market growth over the last decade. This may be attributed to market
share gains resulting from TCS’ customer-centric strategy and organization Europe
UK & Ireland
structure, focused investments in building superior capabilities, better 20 locations
7 locations
execution resulting greater customer satisfaction, and steadily expanding Japan
participation in customers’ growth and transformation spends. North America
2 locations
19 locations MEA
1 location
TCS’ BUSINESS
An Overview3 India
APAC*
107 locations 8 locations
TCS is an IT services, consulting and business solutions organization partnering LATAM
many of the world’s largest businesses in their transformational journeys 19 locations
for the last 50 years. It has a global presence, deep domain expertise in
multiple industry verticals and a complete portfolio of offerings – grouped
under consulting and service integration, digital transformation services, *APAC - 8 (China - 5, Philippines -2, Singapore -1 )
cloud services, cognitive business operations, and products and platforms –
Key Industry Verticals
targeting every C-suite stakeholder.
The Company leverages all these and its deep contextual knowledge of its
customers’ businesses to craft unique, high quality, high impact solutions Banking, Financial Retail and Communications, Manufacturing Life Sciences Energy, Public
designed to deliver differentiated business outcomes. These solutions are Services and
Insurance
Consumer
Business
Media and
Technology
and Healthcare Resources
and Utilities
Services
delivered using its Secure Borderless Workspaces™ (SBWS™) operating model

which enables a highly distributed, Location Independent Agile™ delivery. TCS Global Delivery Footprint
3
102-2 4
102-4, 102-6
Integrated Annual Report 2020-21 Management Discussion and Analysis | 99
Integrated Business Model
Intellectual Capital
Domain knowledge, contextual knowledge,
patents, products and platforms
Partners
Technology and COIN
Human Capital
Skills, competencies, capabilities, knowledge OPERATIONS
and motivation of employees
Research & Innovation
Products & Platforms
FINANCIAL CAPITAL Services & Solutions
Sources of funds from
Natural Capital
VALUE
business operations, Talent Acquisition CUSTOMER
financing or investing Renewable & Non-renewable Resources Talent Engagement ENGAGEMENT
activities
Talent Development
Contextual Knowledge
Manufactured Capital
Physical Infrastructure including Buildings, Agile Workspaces,
Equipment & Software
Customer Goodwill/Brand Value/CSR/Taxes
Social & Relationship Capital

Investors, Customers, Employees,Communities Goodwill Stakeholder Payout, Reserves

INPUT OUTPUT OUTCOMES
• ₹164,177 crore Revenue • 116.2%* Operating cash flow to • Strong growth creates more jobs, and career growth opportunities for employees
Net income ratio
Financial • 4.4x growth over the last decade • Best in class profitability and strong balance sheet provide greater ability to invest
Capital • 101.5%* Shareholder payout to in newer capabilities and to weather economic downturns
• 25.9%* Operating margin Net income ratio
• ₹50,430 crore Invested Funds • Consistently high shareholder returns enhances relationship capital
• 5,879 Patents applied • Enabled new business models, new revenue streams
• 1,850 Patents granted • Expanded the addressable market
Intellectual
• 67 academic partnerships and ecosystem of 2,400 startups in COIN program • Differentiated positioning; superior speed to market and generate higher
Capital
quality revenues
• 6,000+ innovators nurtured till date
• Winning large growth and transformation engagements
• 40,185 Net addition of employees • 379k+ associates trained in new • Best in class talent retention helps foster contextual knowledge, ensures stability
Human • 7.2% Attrition technologies in delivery teams
Capital • 457k+ associates trained in agile
• 43 million learning hours logged • Upskilling and reskilling at scale has created a large and deep pool of expertise
• 48.8% reduction in absolute carbon footprint YoY (Scope 1 + Scope 2) • Limited the impact of the company’s physical operations
Natural • 63.9% Reduction in fresh water consumption YoY
Capital • Fulfilled responsibilities towards environmental stewardship
• 1.65 Power utilization efficiency achieved at 21 data centers
• 1,000+ Number of agile workspaces • Enabled wider adoption of TCS’ pioneering Location independent agile model,
pre-pandemic
• 5 PacePorts
Manufactured • Easy switchover to the SBWS during the pandemic
• 30+ innovation labs
Capital • Greater visibility of TCS’ Research and Innovation
• 11 cities with Covid care centers within TCS Facilities
• More innovation engagements
• Relief to employees needing Covid care
• 48 $100M+ clients • ₹737 crore CSR spend • Deep and enduring customer relationships with high repeat business
Social & • 101 $50M+ clients • 1.8 million+ Number of beneficiaries of • Greater revenue visibility, lower selling expense
Relationship global CSR initiatives • Stronger brand, helping drive higher quality revenue
Capital • $14.9 billion Brand Valuation
• 787k+ Volunteering hours spent on CSR • Very high goodwill in the community, fulfilling the company’s purpose
* Excluding provision towards legal claim

Value Creation Model5 TCS applies some of its intellectual capital towards business solutions that address the customer’s
investments in research and innovation (R&I), business problems. Further, its ability to stitch
Talent and creativity, that is represented by human exploring the creative use of newer technologies together complex, holistic solutions that address
capital, is at the core of TCS’ value creation engine. to solve business problems across different industry the needs of all stakeholders in the enterprise, along
verticals. In addition to its own intellectual capital, with the high levels of trust engendered in customer
TCS continually enhances its human capital by TCS also partners with leading technology providers, relationships, helps it win large transformation deals.
acquiring the best talent available in each of the start-ups and academic researchers to leverage their These deals bring in high quality revenues, powering
markets it operates in, providing a supportive and intellectual capital and build solutions. industry-leading organic growth and margins,
vibrant workplace to engage that talent, investing boosting the company’s financial capital.
in upskilling individuals with the latest technology The immediate tangible outcomes of TCS’ R&I,
skills, and giving them career paths matching their produced by in-house teams or co-created with These solutions create immense value for its
aspirations. customers or partners, are patents, proofs of customers by helping them embrace new business
concepts, and pilot solutions. The latter two are models, pursue new revenue streams, deliver
A firm belief in organic talent development, and showcased at various innovation centers and Pace superior customer experiences or build resilience and
of investing in people has helped TCS successfully Ports™, and trigger conversations with customers on efficiency into their operations, and gain competitive
navigate through multiple technology cycles over the innovation in their specific business contexts. These differentiation.
last five decades, pivoting and adapting each time to often culminate in them signing up TCS as their
build relevant new capabilities through reskilling of innovation partner. The company’s strong service orientation, willingness
the workforce at scale and helping customers realize to invest in the relationship, commitment to deliver
the benefits of emerging technologies. Some of the innovative software solutions piloted impactful outcomes and track record of execution
by R&I, that are assessed to have a material market excellence have resulted in consistently high
The company’s industry-aligned, customer-centric potential are productized, adding to TCS’ large customer satisfaction levels and long, enduring
organization structure has resulted in each business portfolio of products and platforms. These expand customer relationships. The resultant expansion in
unit acquiring tremendous domain depth, and the organization’s intellectual capital; create new, relationship capital translates into a very high level
the account teams within those units building up higher value revenue streams, adding to the financial of repeat business that lends greater visibility and
immense customer-specific contextual knowledge. capital; and enhance its brand positioning i.e. predictability to the business model.
This domain expertise, contextual knowledge, project relationship capital.
management experience and technology expertise TCS constantly invests in building newer capabilities
gained on the job represents a conversion of human Customer Engagement and expanding its offerings. By cross-selling and up-
capital into intellectual capital. selling these new offerings, customer engagements
TCS uses its intellectual capital and human capital continually expand over the years, covering newer
5
103-2 to build impactful, customized technology and and newer areas of the enterprise’s operations.

This further broadens and deepens the contextual TCS’ physical operations consume social capital brand value, which is a quantifiable measure of its
knowledge of customers’ business and IT landscapes, in the form of license to operate in each of the social and relationship capital with stakeholders.
further enhancing TCS’ intellectual capital. communities where it has its facilities, and natural
capital in terms of its environmental footprint. TCS Strategy for Sustainable Growth
Over time, this combination of business knowledge, enhances its social capital with local communities
contextual knowledge, technology depth, and across the world by investing in areas such as Customer-centricity is at the heart of TCS’
intellectual property has become a steadily education, skill development, employability, health strategy, organization structure and investment
deepening moat around the company’s business and wellness, and the environment, mapped to UN decisions. TCS’ customer-centric worldview helps
model and sharpened its differentiated positioning. Development Goals6. On the environmental front, spot trends early, embrace business opportunities
TCS has a systematic program to reduce its carbon by making the right investments and mitigating
Value Sharing and resource consumption footprint – including the risks while discharging its social and environmental
use of green IT, green buildings, intelligent energy responsibilities. The company invests in broadening
Best in class profitability, reduced cost of capital due management using its own IoT-based solution and and deepening customer relationships by continually
to a more predictable and resilient business, and high water and waste recycling. It has also been reducing looking for new areas in their value chain where
cash conversion on account of superior execution business travel through greater use of video and the company can add value, proactively investing in
have resulted in a high return on equity. All this and audio conferencing and other collaboration tools. building newer capabilities, reskilling its workforce
a shareholder-friendly capital allocation policy have The near complete switchover to virtual ways and launching newer services, solutions, products
boosted the company’s relationship capital with of interaction during the pandemic is expected and platforms. Over time, TCS’ participation has also
shareholders. to continue in the longer term, resulting in a extended into the departmental budgets of other
structurally smaller environmental footprint in the stakeholders within the customers’ organizations –
The investments in people, research and innovation, business heads, CMOs, CROs, COOs, CFOs and even
future.
and intellectual property creation are all charged CEOs. This has not only embedded TCS deeper into
off and not capitalized. The company’s capital TCS’ business model and strategy have resulted their businesses but has also resulted in a continual
expenditure to support its growth – manufacturing in deep and enduring customer relationships, a increase in services consumed, revenues and share
capital – towards building campuses, Agile vibrant and engaged workforce, a steady expansion of wallet, as evidenced by the client metrics reported
workspaces, innovation centers, and Pace Ports is of its addressable market, a strong reputation as every quarter and every year.
modest relative to its size. That and the focus on a responsible corporate citizen and a proven track
pursuing organic business growth opportunities record in delivering longer term stakeholder value. At an aggregate level, this strategy has resulted in
maximizes the free cash flow available for distribution All of this has significantly enhanced the company’s deep and enduring customer relationships, a vibrant
to shareholders. and engaged workforce, a steady expansion of the
6
102-12: TCS is a signatory to the UN Global Compact and aligned addressable market, and a proven track record in
with its ten principles. It is also one of the earliest companies in India delivering longer term stakeholder value.
to participate in the Carbon Disclosure Project (CDP).
Enabling Investments Amsterdam, Pittsburgh and Toronto respectively – became operational digitally.
TCS pioneered the use of the word ‘digital’ to TCS continued to invest in intellectual property and launched several new products within the ignio™ suite, the
describe the new family of technologies that TCS BaNCS™ suite and the TCS ADD suite. There were also new service offerings launched, catering to the
emerged in the last few years. Quick to recognize
their potential, the company made investments
ahead of time7 in developing relevant capabilities
– in terms of reskilling the workforce, research London
and innovation around the creative use of these Amsterdam (2021)
technologies to address business problems across Toronto (2021)
Pittsburgh (2021)
different industries, building collaborative workspaces
and innovation centers, IP in these new areas, and Paris
Tokyo (2019)
alliances and partnerships. Those early investments New York (2020)
have given TCS a head start in participating in its @ Cornell Tech
Largest pace port in TCS’ first
customers’ growth and transformation journeys. Pace Port
collaboration with the TCS’ first
universities of Toronto @ Carnegie European
To showcase the outcomes of its own Research and and Waterloo Mellon Pace Port
Innovation, and to provide ideation and prototyping University Sydney
spaces for collaborating with customers on their
innovation, TCS has been investing in creating a In pipeline
network of Pace Ports in all its major markets. These
co-innovation and advanced research centers consist TCS Digital Library: An interactive channel that delivers TCS COINTM Accelerator: An entrepreneurial forum to bring
of TCS COIN™ accelerators, Agile workspaces, cutting-edge thought leadership digitally together client teams to solve specific customer problems
academic research labs and an innovation showcase, TCS Rapid Labs: An innovation factory for quick turnaround of TCS Agile Workspace: An environment to produce
and will help engage customers through the proofs of concepts and MVPs working-quality pilots and MVP software in short and fast
discovery, definition, refinement and delivery phases TCS Academic Research Lab: A collaborative medium to strike
increments
of innovation. The company set up its first Pace Port partnerships with academia TCS Think Space: A space for researchers and analysts to
in Tokyo (FY 2019) and the second in New York (FY create new solutions by leveraging digital forces and design
TCS Innovation Showcase: A sensory experience of TCS’
2020), at the Tata Innovation Center in the Cornell thinking methodology
ongoing research and innovation stories
Tech campus. In FY 2021, three new Pace Ports – at
TCS Pace PortTM Network: Integrating Capabilities to Drive Innovation
7
Ref MD&A – AR FY 2011, CEO’s Letter – AR FY 2012

evolving needs of customers during the pandemic. successful organizations: purpose-driven, resilient security protocols were extended to implement
To gain leadership in the rapidly expanding services and adaptable. These attributes develop from SBWS, a fully location-agnostic model for remote
opportunity around the hyperscale cloud platforms, following four behaviors: mass personalize, leverage working that lends further resilience to the delivery
TCS launched dedicated practice units around AWS, ecosystems, embrace risk and create exponential model.
Microsoft Azure and Google Cloud Platform. Each value. This is accomplished by harnessing the
unit is a full-service, multidisciplinary organization abundance of resources – compute power, storage, Building on the success of its SBWS model, TCS is
offering customers the full range of transformational talent, market reach – created by the convergence now further innovating with service delivery models,
and operational services on the respective of intelligence, agility, automation and cloud. launching talent clouds, which enable greater
technology stacks, spanning advisory services, fungibility of talent, resulting in faster project ramp-
migration, application and data modernization, In addition to this, TCS articulated its three- ups and better delivery outcomes for customers
including SaaS and enterprise productivity suites, horizon cloud transformation journey roadmap while resulting in higher employee satisfaction.
infrastructure, cyber-security and edge. to guide customers in their core transformation
and cloud investments. While these provide a Outcomes
TCS also operationalized ten new Threat way for customers to think through their digital
Management Centres (TMCs) across locations - transformation journeys at a business model TCS’ thought leadership and investments have
including the US, UK, Spain and India - for providing level, TCS’ thought-leading execution framework made it the preferred innovation and transformation
cyber security services locally to its enterprise consisting of the Location Independent Agile partner to progressive enterprises across different
customers. These centres will focus on providing model and the Machine First™ Delivery Model industry verticals. Customers bank on TCS’
cyber security solutions and services, including found significant traction in FY 2021, as customers contextual knowledge and solutioning capabilities to
managed detection and response services, incident sought greater operational resiliency and efficiency. leverage new technologies to change their business
management and breach support, on-demand cyber Operating model transformations using a Machine models, drive new revenue streams, strengthen
vigilance services, digital forensics and regulatory First approach were seen by customers as customer relationships by offering superior
compliance. foundational for their growth and transformation experiences, or transform their operations.
initiatives.
Thought Leadership This has increased demand for the entire gamut of
TCS’ Location Independent Agile model allows large services, solutions, products and platforms offered by
TCS’ Business 4.0™ thought leadership transformational programs to be delivered by globally TCS, resulting in a stronger order book, more robust
framework 8 to guide customers in their growth distributed teams working collaboratively in an revenue growth, and improved market share. These
and transformation journeys was refreshed in Agile mode, resulting in significant speed to market, transformational engagements are raising TCS’
FY 2021 to include the defining attributes of reduced risk and enhanced customer experiences. profile within C-suites, embedding its teams more
The underlying project management methodology, deeply within customers’ businesses and resulting in
8
Ref AR FY 2018 governance structures, processes and controls, and greater predictability and resilience.

TCS Strategy
Market Trends TCS Approach Outcomes
More and more industries are leveraging Position as a growth and transformation partner Industry-defining mega deals
technology to differentiate themselves More investment in research and innovation, Thinner competitive set
Customers want solutions to business problems co-innovation and collaboration Higher quality revenue
and not just technology skills Domain-specific IP More fulfilling work; better retention
Greater focus on contextual knowledge
Proactive solution selling
Non-CIO buyers emerging in enterprises Full stakeholder services and solutions Expansion of addressable market
More deeply embedded in customer’s business;
greater resilience and visibility
Higher profile, strategically more important
engagements
Transformational partners selected based on Leverage TCS’ contextual knowledge, Location Thinner competitive set
solution quality and time to market Independent Agile, Machine First Delivery Model Higher quality revenue
and Intellectual Property
Greater platformization of business Launch of cloud based platforms and new business Large deals that improve business visibility
models Expansion of addressable market
Leverage IP portfolio Frees up spends for systems of differentiation
Pandemic disruption highlights need for Launch of SBWS Highlights company’s responsiveness
operational resilience and enterprise adaptability Greater focus on Location Independent Agile and MFDM Market share expansion
Promote operating model transformation using AI

FY 2021 PERFORMANCE OVERVIEW: industries, domains and markets, while enabling
Global, Diverse Workforce
HUMAN CAPITAL9 better utilization of smaller talent pools.
Customers are particularly delighted by the
Talent Management faster project ramp-ups that this model enables,
and the superior outcomes. 488,649employees
The ability to attract, motivate, develop and retain
talent is critical to TCS’ continued success. The
company’s HR strategy is focused on attracting the
best talent globally, reskilling and transforming the
TCS also announced Vision 25x25, wherein
by year 2025, only 25% of the workforce will
need to be physically present in TCS offices at
154 36.5
women
%
nationalities
workforce and providing a stimulating workplace, any point, and an employee needs to spend no
which is flexible, nurtures social contract, fosters more than 25% of their time in a TCS office to Talent Development
innovation, and builds a result-oriented, high be 100% productive. This is expected to make
performance culture. The progressive policies,
continual investment in upgrading employees’ skills
a significant difference to employees’ quality
of life, open up opportunities to demographic 43million
learning hours
457K trained
and the philosophy of empowering individuals and segments disadvantaged by the current way of
helping them realize their potential have made TCS’ working, help enhance TCS’ ability to attract logged in Agile
HR processes and outcomes an industry benchmark. and retain diverse talent further and reduce its
379K+
environmental footprint.
The SBWS operating model that was rolled out
in a record three weeks towards the end of the Pandemic Support
employees
last fiscal year, proved its strength in FY 2021, trained in new technologies
enabling every activity that hitherto required Employee health and wellbeing continued to be
physical presence, to be executed remotely. Freed a key priority in FY 2021. In addition to existing Talent Retention
from the constraints of physical location, TCS health care benefits, which are a benchmark in
launched an innovative concept of talent clouds
or virtual teams of individuals who are physically
distributed across locations, but made available to
the industry, the company launched several
initiatives to help employees receive prompt
medical attention. Besides a medical helpline,
7.2% Attrition in IT services
any project seamlessly, as per client demand and TCS partnered with leading healthcare chains to
project requirement. This has helped open up more provide ambulance services, hospital admission
opportunities for employees to explore, across assistance and home healthcare services to
employees in India.
9
103-2, 103-3

TCS also set up first-line COVID-19 Care Centers at from a COVID-19 perspective, with round the clock provided self-help resources and counselling services
its premises in 11 cities in India to help employees availability of OHC doctors, and tele medicine. to help employees overcome mental and emotional
and their dependents quarantine safely and receive challenges through the TCS Cares initiative.
medical attention. The functioning of the existing Thousands of employees and their families who were
Occupational Health Centers (OHC) was revisited to stranded overseas due to flight cancelations were A break-up of the workforce by region, age and
ensure better preparedness for medical emergencies repatriated through the Vande Bharat Mission. TCS gender is provided in the charts below10.
INDIA NORTH AMERICA UNITED KINGDOM

<30 31% <30 16% <30 13%
years 25% years 6% years 7%
30-40 26% 30-40 21% 30-40 18%

40-50 6% 40-50 23% 40-50 24%

>50 1% >50 16% >50 19%

years 0.1% years 5% years 4%
EUROPE APAC EMERGING MARKETS

<30 15% <30 15% <30 25%
30-40 20% 30-40 23% 30-40 26%

40-50 16% 40-50 13% 40-50 11%

>50 12% >50 6% >50 5%

Male Female
TCS Employees by Region, Age and Gender

10
102-8

Talent Acquisition11 The company remains the preferred employer In FY 2021, the company had a net addition of
at leading engineering campuses in India. The 40,185 employees to its global workforce.
TCS’ talent acquisition strategy is to identify, engage company’s college recruitment efforts in USA,
and hire Top Talent with the right competencies Canada, Latin America, China and Hungary have
required by the business at the right time to promote been progressing well with very encouraging
future business growth. TCS continues to be the outcomes. TCS was one of the largest job creators
Employer of Choice and delivers a meaningful in IT services in several major markets. In the United
experience to associates and business through an States, TCS has hired over 21,500 employees over
agile, and data driven ecosystem. the last five years.
TCS National Qualifier Test Academic Interface Program Gamified hiring

This nationwide online test TCS partners with academic institutions to enhance their Programming contests to spot top talent
administered by TCS iON™ has curriculum and pedagogy. Activities include workshops,
3,708 Gamified hiring offers made
helped TCS tap into the larger internships, sponsorship of contests, faculty development programs,
national talent pool and boosted research scholarships, curriculum review and launch of new programs. 354,000+ registrations from 98 countries
the quality of entry-level talent. in CodeVita’s 9th season
India: Outside India
The FY 2021 was fully virtual, so
students could attend it from the • 686 institutes • 422 institutes
safety and comfort of their homes. • 1,069 student workshops; • 330 student workshops; Launchpad 2021
120,996 students 21,991 students Exclusive Campus Commune channel to
Participation by 368,894
students • 524 Faculty Development • 10 Faculty Development engage 2020-21 batch through blogs,
Programs; 20,306 teachers Programs; 651 teachers quizzes, podcasts, webinars, to nurture the talent
3,157 colleges represented and also prepare them for the upcoming National
• 1,302 internships, incl • 296 internships
20 global interns Qualifier Test (NQT).
247,000+ students of the FY 2021 batch
2,332 associates are pursuing higher studies under participated
the TCS Higher Education program
11
102-9

Talent Development12 menti-meters, peer tagging, simulation, online other virtually. The Company’s internal associate
games etc. satisfaction survey PULSE showed the highest
121
Junior 118
associate satisfaction and engagement scores in the
• Rollout of virtual versions of previously in- last 13 years.
60 person leadership and soft skills programs for
Middle 58 uninterrupted upskilling. Some of the platforms and initiatives used by TCS to
53 enhance and enrich employee engagement are:
Senior 60 • Segmentation of employees to achieve focused
Male Female learning objectives. Eg: by allocation status, by • Cara: AI-based HR assistant that answers
FY 2021 Average learning hours per employee13 experience levels, by extent of digital skills etc. employee questions on HR policies.
TCS takes a purpose-centric approach to learning The Contextual Masters pool has grown to over • Milo: Chatbot to facilitate the mentoring process.
and development that leverages horizontal 16,000 in FY 2021, further strengthening the
collaboration and the abundance of internal talent in Company’s cadre of Growth and Transformation • Knome, KnowMax, GEMS: Platforms for social
an ecosystem where the training is just-in-time, just- leaders capable of engaging with CXOs on their collaboration within the organization, learning,
for-me and just-enough. transformation agenda. sharing and for rewards and recognition.
In response to COVID-19, rigor in learning was Talent Engagement • Safety First: Initiative focused on employee safety
intensified, with a focus on building deeper and and security.
higher competencies. Starting with the post-offer TCS has proactively reimagined employee
engagement to onboarding – the entire process engagement with its “Engagement with Purpose” • Fit4life: Builds a fraternity of health and fitness
has been 100% virtual. This virtual ecosystem has model focused on health and wellbeing, lifelong conscious employees and creates a culture of
enabled trainees to become SBWS-enabled and learning, career development, living TCS’ values, fitness
start their business journey immediately after social collaboration and community service. It is
joining. In the new way of working, engagement with a virtual, mass-personalized subscription-based • Purpose4life: Forum for volunteering for
learners has changed significantly. program with continuous real time feedback. The community projects in the areas of education,
company has meaningfully engaged with over health and environment.
• Reinvention of teaching and assessment methods 400,000 employees, helping foster togetherness
with virtual breakout rooms, digital whiteboards, during trying times. The #OneTCS Channel has seen • Maitree: Community of TCSers and their families
very good response and has helped employees meet, who plan activities that help create a bond among
connect, learn, share and spend some time with each employees and promote work-life balance.
12
103-2, 103-3
13
404-1

• PULSE: TCS’ annual employee engagement and • Talent Review is TCS’ process to assess and review country that TCS operates in. The company regularly
satisfaction survey is the organization’s formal the leadership pool in the organization. It enables benchmarks its compensation plans and benefits with
listening forum. leaders to share their career aspirations and the market to ensure competitiveness.
preferences of mobility, followed by an assessment
• TCS Cares: Program aimed at creating robust of their leadership attributes. The objective of Across the enterprise, remuneration is the same
avenues to build an emotionally strong and the program is to create and sustain a healthy for men and women working full-time, in the same
mentally resilient workforce. leadership pipeline. grade, in the same role, and at the same location14.
Where relevant, the company publishes the raw
Career Management • Exciting Opportunities is the internal platform mean and median pay differences between genders
to publish niche and critical requirements to (not normalized for part-timers or grade and role
TCS has multiple initiatives to help employees grow the leadership and high potential communities, differences) on its own website as well as on public
in their careers: thereby facilitating talent mobility. This embodies sites.
the company’s philosophy of giving the first right
• Xcelerate is an integrated platform to capture of refusal for all leadership positions to internal The company offers a variety of benefits to full time
associates’ aspirations and mapping them to future candidates, thereby enabling better leadership employees including parental leave15. In FY 2021, a
opportunities. development and building strong organizational total of 16,907 employees availed of parental leave.
loyalty. Of these, 116 were men and 16,791 were women.
• iConnect is a highly collaborative tool designed Of the 18,767 employees whose parental leave
to help employees reach out to senior mentors Competitive Compensation ended during the year, 127 were men and 18,640
for guidance on career paths, have face to face were women. Of these, 91 men and 16,176 women
dialogues about their role and career. It provides TCS’ business model depends on its ability to attract employees rejoined work, amounting to a retention
flexibility for group mentoring as well as individual and retain talent in the highly competitive, global rate of 72% and 87% respectively.
mentoring. market for software engineers with graduate or
post-graduate degrees in engineering and with At TCS, three months’ notice is required from
• Inspire is the high potential program for mid- relevant technical skills. either side for termination16. In India, 0.03% of the
level employees. It helps identify high potentials workforce is unionized17. Although most of the
as early as possible, invest in them continuously, Compensation levels are merit based, determined
enable accelerated growth, and transition them to by qualification, experience levels, special skills if 14
405-2
leadership roles, and reward and recognize their any, and individual performance. Compensation 15
401-3
efforts and success. structures are driven by prevailing practices in each 16
402-1
17
102-41

organization's activities are performed by full-time Talent Diversity18 Towards creating a more inclusive and equitable
employees, TCS uses contractors, especially for workplace, the company has programs like:.
short-term assignments or those requiring skills not TCS is an equal opportunity employer, embracing
internally available. diversity in race, nationality, religion, ethnicity, • Champions of Equity, a company-wide campaign
marital status, gender, age, physical ability, and sexual that entails senior leaders pledging to fair and
In FY 2021, the company launched Elevate, a new orientation. equitable practices and serving as role models to
merit-based, democratized and transparent talent the rest of the organization.
framework designed to establish a tighter linkage Through a variety of initiatives and campaigns,
between learning, skill development, career and the company celebrates the diversity within the • Allies of Diversity, a larger dialog on diversity and
compensation. Over 138,000 employees were workforce and promotes inclusion. The company inclusion that also includes leaders from customer
onboarded in this program. has a well-defined and progressive Diversity and organizations.
Inclusion Policy with a focus on gender diversity
Talent Retention (men, women, non-binary gender), persons with • Race Education, a learning initiative to build
disability and neuro diversity, sexual orientation, awareness around socio-cultural understanding of
TCS’ empowering culture, philosophy of investing diversity of the mind and generational diversity. race and its manifestation at the workplace.
in people, career growth opportunities, and This includes parental leave and insurance cover
progressive HR policies have resulted in consistently for LGBTQ+ partners and gender re-assignment Women in the Workforce
high retention levels and developed a strong surgery, besides equal opportunity and fair practice.
employer brand. In recent years, the company’s TCS’ Center of Excellence for Accessibility works on TCS is one of the world’s largest employers of
investments in organic talent development and IT solutions for differently abled individuals, aiding women. The company has multiple initiatives for
initiatives like Contextual Masters have further their integration into the workforce. helping women employees realize their potential,
reassured employees that the company values them while striking a good work-life balance. These include
for the contextual knowledge they possess and is The company believes that its new hybrid working discussion circles and support groups to help women
prepared to invest in equipping them with new-age model as envisaged by Vision 25x25 is inherently through major life stages, re-orientation programs
technology skills that they do not have. more inclusive, and will help various demographic to reconnect employees after long childcare leave,
groups disadvantaged by the old way of working, interactions with inspirational women leaders, and
This has made TCS the employer of choice, and its to overcome those constraints and pursue fulfilling special leadership development programs to address
employee retention record an industry benchmark. careers at TCS, further boosting workforce diversity. the needs and aspirations of women at different
In FY 2021, TCS’ IT services attrition rate was at an stages in their careers, learning modules to equip
all-time low of 7.2%. mid-level managers to work with diverse teams, tie-
ups with day care centers near the workplace, virtual
support groups and parenting workshops.
18
103-2, 103-3

iExcel is TCS’ flagship program to groom mid- • Mentorship: Participants in these programs are most material issues for employees while they
level women managers for business leadership also helping develop and advance others. 343 work from home. Ergonomics and general safety
roles through an immersive curriculum designed iExcellers are active mentors, having mentored at home, stretches and fitness, including yoga and
to improve problem solving, learning agility and 2,310 employees till date, an average of 7 meditation practices, mental health – were the most
innovation. Till date, over 969 employees have mentees per iExcel mentor. relevant topics which drew employee participation.
undergone this program, including 343 women Employees’ families, including children, were also
leaders in the virtual editions organized in FY 2021. • Innovation: This is a high focus area, helping engaged in such sessions.
TCS gain a differentiated positioning in the market.
These programs are yielding encouraging results and Of the 2,837 unique inventors responsible for the SBWS Ergo track was instituted to help employees
are expected to steadily increase gender diversity 1,850 granted patents till date, 607 are women. understand ergonomic stressors and equip them
especially at senior levels in the coming years. A few with ways to adopt the best feasible posture while
key outcomes are detailed below: Occupational Health and Safety19 working from home. Ergonomics @ Home webinars
were conducted every week, reaching over 10,000
• Participation: The overall percentage of women in TCS has a well-defined Occupational Health and employees. There were also sessions on ergonomics
the workforce has gone up from 33.8% in FY Safety policy and supporting processes to ensure for employees’ kids. A series of self-help tools were
2016 to 36.5% in FY 2021. There has been the safety and well-being of its employees. Safety created for employees including tips and videos
significant improvement in women’s participation lead and lag indicators are measured across on home ergonomic postures and workstation
across different levels over the last five years: the organization and reported. The board-level stretches, blogs posts on ergonomics and wellbeing
Stakeholders’ Relationship Committee reviews and an ergo self-assessment quiz. The program has
FY
41.4% the company’s health and safety performance reached over 27,000 employees since the start of
26.8% on a regular basis. Over 96% of the workforce is
2016 11.4% SBWS.
represented in joint management-employee health
12.6% and safety committees20 that monitor, advise and
FY
30.3%
Awards and Accolades for Human Capital
2021 44.0% drive occupational, health and safety initiatives.
• Given the Best of Best award by the Association of
Junior Middle Senior TCS is certified to ISO 45001:2018 Occupational Talent Development for the second time in a row,
Women in the Workforce Health and Safety Management System standard for sustained excellence in learning integration
across 120 of its facilities worldwide. With SBWS and effectiveness, strategic value of learning and
• Role Mobility: 67% of the participants in the iExcel becoming the new normal, employee engagement individual and company performance.
program reported role movements thereafter. 42% programs transitioned to be able to address the
experienced upward progression, 4% had enhanced 19
103-2, 103-3
responsibilities, while 21% had lateral movements. 20
403-4

• Awarded 18 Stevies® at the 2020 Great • Won three awards for talent management and
Employers Awards; six Gold Stevies, eight Silver excellence in learning at the 2020 Brandon Hall
Stevies and four Bronze Stevies in recognition Group Awards; two Gold awards for ‘Best Advance
of TCS’ talent management, CSR and business in Creating a Talent Strategy’ and ‘Best Learning
practices that have helped it attract retain the best Program Supporting a Change Transformation
talent to build a global, diverse workforce, and a Business Strategy’ and a Silver award in the
vibrant workplace. category ‘Best Use of Games and Simulations for
Learning’.
• Won the Top Women Award for Corporate
Citizenship in South Africa, hosted by Standard
Bank, in recognition of its role in advancing women
to leadership roles.
• Named a Global Top Employer by the Top

Employers Institute for the sixth successive year
for its employee-friendly workplace practices
and continued investments in building up talent
across the organization through professional
development initiatives and digital skills programs.
In addition, it has been certified as a Top Employer
in Europe, UK, North America, APAC, MEA and
LATAM. It was ranked the #1 Top Employer in
the US, UK, Finland, Switzerland, Singapore,
Philippines, Malaysia, Hong Kong, Ecuador, Chile
and Australia in the country-wise rankings.

FY 2021 PERFORMANCE OVERVIEW: The company’s Chief Technology Officer oversees a three-horizon portfolio of investments spanning current
INTELLECTUAL CAPITAL innovation, mid-term and long-term research:
This is a milestone year for TCS Research and

Innovation (R&I). TCS’ first research lab was Horizon
established forty years ago at the Tata Research,
Design and Development Centre (TRDDC) in Pune. Horizon 03
TCS Research marked its 40th year by adopting a
new brand identity with the tagline Ìnventing for
Horizon 02 Disruptive
Impact’. TCS R&I made a significant contribution 01 Platform Innovations
Innovations
towards mitigating the effect of the pandemic across Futuristic investments
areas such as drug candidate molecule discovery, Mid-term investments in in new areas such as
Derivative Innovations cloud-based platforms
COVID data management, diagnostic kits and DNA computing,
Investments in labs across key business units for orchestration of AI for protein design,
epidemiological study.
to deliver innovative solutions to solve network technologies, cognitive robotics,
current customer problems. Several of TCS’ robot communications meta materials,
Sustained investments over the years have resulted
IP-based products released new features: and logistics, and quantum computing
in a significant scaling up of TCS’ R&I footprint over XR-based avatars.
the last four decades. Today, TCS has research labs ignio™ released features related to cognitive and sensing, and
procurement, digital workspace and assurance, R&I is creating digital twin digital twins for
and innovation centers around the world, some
enabling customers to leverage the power of AI platforms. biology.
deeply embedded within business units, some in
in business and IT functions.
collaboration with academia, as part of Pace Ports, TCS CogniXTM for Finance
as well as dedicated Agile Innovation Centers for TCS MasterCraft™ launched new features for was launched this year.
customers. The company has over 6,000 inventors application development, modernization and
and innovators working on advancing scientific enterprise data transformation; strengthened its
knowledge and solving real-world problems. go-to-market strategy with Cloud Service
Providers (hyperscalers).
Jile™ MarketPlace was launched to facilitate

integration to various commercial and
open-source tools in agile project management.
TCS Portfolio of Investments for Innovations

TCS R&I is building a rich pipeline of IP based assets consisting of patents, products
and platforms. To enable business alignment and to de-risk emerging technology
use, TCS’ New Products and Services Development framework monitors the Edge Seismic Event Attribution System Adaptive
pipeline of evolving, future-focused offerings. This has resulted in a further Analytics Forecasting Modeling Performance
Modeling
Machine
Learning
expansion of the IP portfolio across a range of technologies and industry domain
processes. As of March 31, 2021, the company has filed for 5,879 patents and Agriculture Livestock Intelligent Connected Ports
Intelligent
has been granted 1,850 patents. TCS researchers presented over 240 papers at Powerplant
Digital
Farming
Digital
Farming
Pharma
Manufacturing
Health
System
Terminal
Planning
premier research conferences and notable journals this year.
Intelligent Special Smart Intelligence
Enterprise Digital Collaborative
Virtual Purpose Waste Logistic
Personalization Inclusivity Interfaces
Assistant Hardware Management Management
SUBJECT CLUSTER
Autonomous Deep Computer Robotic IT Operation Predictive IT ML Natural
Process Augmented Language
Data Science Vehicle Learning Vision
Automation
Automation Operation
Data Centre Processing
Internet of Things
Security
Access, Trustworthy
IoT Multimedia Threat Privacy by Incident Cybersecurity Quantum
Authenticate & Data
User experience Security Security
Authorize
Modeling Design
Management
and Event in Gaming Cryptography
Management
Artificial Intelligence
/Machine Learning Reliable & Safe Light
Meta Sensor Cognitive Sensor Unobstructive Drone
Information Materials Informatics Robotics
Embedded
Analytics Sensing
Detection and
Technology
Technology System Ranging
Embedded Systems
& Robotics Citizen Anti-fraud
5G Network Automated Procurement Crypto Smart
Sensing Digital Optimization Clearing Automation Services
Payment Contracts
Connect System
Technology
5G Technology
& Application Business Regulatory Decision Knowledge Data
Adaptive
Blockchain Technology Transaction Compliance Space Delivery
System
Governance
Management Automation Exploration System System
& Application
Software
Services
Hybrid Cloud Microservice System
System Quantum
Software Storage Architecture
Computing Validation &
Modernization
Engineering Management and Design Verification
TCS' Patent Wall: Breakup by Themes

Broad-basing Innovation Innovation Ecosystem TCS runs ideathons and hackathons almost every
week to build an innovation culture within the
Every key business unit has its own innovation TCS’ Co-Innovation (COIN™) ecosystem continues organization and offer employees opportunities
program, led by a unit-level CTO. These units to expand. It now consists of over 2,400 start-ups to innovate within and outside their current
leverage their deep domain expertise, customer- distributed across innovation hubs all around the assignments. These crowdsource innovative ideas
specific contextual knowledge and the research world. The global Academic COIN program now has from within TCS and have been very popular with
outcomes in emerging technologies from Corporate 67 active partnerships with various institutions. New customers. Several customers have run challenges
R&I as well as the TCS Co-Innovation Network to partnerships were forged with KTH Royal Institute of and have been impressed by the number of novel
come up with innovative solutions for customers in Technology, Sweden, National Institute of Industrial solutions or ideas TCSers have come up with.
their respective segments. Examples include: Engineering (NITIE), Mumbai, and IIT Jodhpur, among
others. Social Good
TCS DynaPORT™: This solution from the Travel,
Transportation and Hospitality unit is for seaports Customer Engagement A number of assistive technologies have emerged
and terminal operators. This one-stop digital terminal from TCS R&I, including Assisto (Speech aid for
operating system (TOS) streamlines order-to-invoice TCS Research and Innovation connects with Cerebral Palsy); VHAB (Immersive Physio); Verbose
processes and supports multi-modal and multi- customers and partners through several channels. (Speech-to-text); School at Home assistance for
purpose requirements. It currently powers over 80 TCS Innovation Forum 2020, its flagship event, was disabled; Emotrain (Training for Autistic) and Home
terminals across the globe. reimagined in a format that was optimal for digital Bound (COVID related remote medical assistance).
channels. Over 3,700 clients and partners attended These were especially useful during the pandemic,
TCS Omnistore™: With TCS OmniStore, retailers can the series across editions, totaling 4x attendance where much of the training and support for children
orchestrate unified omnichannel customer journeys, over the physical event in 2019. A number of with special needs had to be virtual.
build new services and apps quickly without worrying Innovation Days, Round Tables and seminars were
about channel constraints, and ensure their stores held for customers around the world. TCS’ Access Infinity platform that has been powering
are ‘always on’ to drive unique, interconnected the Sugamya Pustakalaya portal, won the Zero
micro-experiences. TCS Pace Ports™ were launched in Amsterdam, Project Award this year. Launched by Daisy Forum
Toronto and Pittsburgh. Pace Ports offer access of India (DFI), a not-for-profit organization with
TCS Consent Management Solution: This helps to COIN accelerators, academic research, design a network of over 100 organisations working for
organizations automate compliance towards latest thinking and agile workspaces and innovation the welfare of the visually impaired, the portal has
privacy regulations while reducing associated costs. showcases, enabling faster innovation. This year Pace 674,795 books available for download for the print-
It offers a range of capabilities such as consent Ports anchored 75 customer teams virtually. disabled community.
collection and enforcement, data subject rights, data
masking and data discovery.

Socially responsible initiatives launched include TCS Suite of Products and Platforms
the TCS Sustainathon, Seed.Lab and the Digital
Sustainability Index. TCS Sustainathon, in its first • Digital Glass room: Virtual learning platform,
edition for Singapore, focused on reducing food made available to educational institutions across
wastage. TCS and the Malaysian petroleum major • 19 new wins (50% of the new wins were on TCS the country shut down by lockdown, free of cost.
PETRONAS launched a Social Enterprise Education BaNCS Cloud) and 25 go lives in FY 2021 Garnered registrations from 37,000 institutions.
Lab (SEEd.Lab), an end-to-end incubation program • Highlights: Remote internships for students across trending
for a group of young Malaysian to-be-entrepreneurs domains guided by industry mentors, helped 2.6k
y Banking: Serves more than 25% of the world
and to create employment opportunities for others. college students
population. Two of the world's largest core
banking implementations run on TCS BaNCS, • Assessment: 273 million+ candidates assessed
TCS and Auckland Business School Launched an till date; 10.5 million+ answer books evaluated,
processing 1 billion accounts
APAC-focused Digital Sustainability Index. The new 900,000 registrations for TCS NQT in FY
index will track the adoption and leverage of digital y Capital Markets: Performs clearing and
2021. Remote assessments served 28 million+
technologies by enterprises for their growth and settlement in over 20 markets worldwide.
candidates. Socially distanced assessments for
transformation, and for discharging their social and Records 10 million trades per day (peak),
in-center exams across 700+ cities through zero-
environmental responsibilities, to create longer term represents $40 trillion worth of AUC across
touch biometric, crowd management, process
value for all stakeholders. 100 countries
digitization, which lead to 20 million+ youth
y Insurance: Administers over 20 million life, securing their future in academic admission / job
Other investments in sustainability initiatives like
annuity and pension policies; 135 million recruitment.
digital farming, the energy value chain, and water and
property and casualty policies
power savings, continue. • Learning: 12 million+ learners on the platform,
y Global Securities: It offers ready market 71,000 courses available, 490,000+ communities
The TCS Research Scholar Program is in its 10th connectivity to 45+local markets for
• Process Management: 700+ SMB clients, 145+
year and has supported 350 scholars from 41 settlements, with 8 of the top custodians
education ERP clients
premier institutes till date. TCS’ researchers mentor running on the solution
young social entrepreneurs solving socially relevant . • 300+ new wins in India and 7 in International
problems at the TCS Foundation’s Digital Impact market
Square (DISQ), Nashik. DISQ entrepreneurs came • Strategic partnerships in India with bodies like
up with innovative solutions for coping with the National Skill Development Corporates (NSDC)
pandemic. and the state governments of Kerala and
Telangana towards skills development

• 14,000+ active users till date
• Plug and play SaaS based business platform to

digitally transform business, network and revenue
• World leading cognitive automation software for IT
management domains of subscription-based
and business operations. FY 2021 highlights:
businesses • AI-powered retail optimization suite that
• 50+ new wins; 180% YoY growth in channel enables retailers to improve sales and margins
• Prevented revenue leakage of over $100 million
partners with integrated merchandising and supply chain
and has delivered cost savings of over $25 million
• Manages over 1.5 million technology resources decisions.
for customers globally in FY 2021.
autonomously • 1 new win and 2 go-lives in FY 2021
• Serving 33+ clients, across Communications,
• 84 patents filed to date; 30 granted Utilities, Manufacturing and Personal Care; Serving
22 million+ subscribers, handling 145,000+
devices and processing 1.2 billion+ events.
• 13 new wins and go-lives in FY 2021 • AI-powered future commerce platform that
• Comprehensive suite for digital transformation of enables unified customer journeys by seamlessly
drug development and clinical trials catering to new channels and brand expansions.
• Executed 500 trials on ADD • 1 new win and 4 go-lives in FY 2021
• Customers: 9 out of the top 10 pharma companies • AI powered system of actionable intelligence –
powered by an enterprise digital twin (customer,
• Key implementations: Redesigned operational product, process) to help business leaders simulate
analytics for top 3 pharma, implemented advanced and optimise enterprise decisions, predict and • Digital platform to optimally automate and
submission planning for a pharma major’s proactively manage outcomes manage IT processes
regulatory submission; rolled out cognitive
automation of pharmacovigilance for 62 studies ; • 7 new wins and 3 go-lives in FY 2021 • FY 2021 Highlights: 25 new wins, 96 billion+
12k+ shipments completed ; 10k+ kits dispensed records processed for data privacy, 5 billion+
; 90%+ adherence rate on Decentralized Trials records processed for data quality, 57+ million
solution; implemented eConsent for 11 studies lines of code (mloc) analyzed, 5+ mloc generated
• Set up COVID study on ADD in less than 10 days • SaaS-based, scalable Agile DevOps platform to
for a leading Asia- based pharma major accelerate software development and delivery and
integrate DevOps tools

building a culture of innovation that welcomes new that recognizes and honors organizations and
ideas from across the organization, resulting in an their CIOs, for its digital transformation initiatives,
• Intelligent smart contract development toolkits, industry-leading portfolio of intellectual property. including its SBWS operating model, its digital talent
Integration solutions and ‘Designed for DLT’ • Highly Commended in the category Best platform, and AI-led solution for timely financial
business solutions that provides foundational Enterprise AI Solution at The AIconics Awards, book closure.
technology, tools and business components for TCS Optumera™, an AI-powered retail • Digitate, a software venture of TCS, was ranked
creating distributed ledger solutions across varied optimization suite, helps retailers make data-driven #37 among the Top 100 Software Companies of
industries decisions around right-sizing store space, shopper- 2020 by The Software Report, recognized for the
• Built on the core principles of Coexistence, centric omni-channel assortments, dynamic rapid growth and market leadership of its ignio suite
Integration and Interoperability, Quartz enables pricing strategies and compliance. It also won the within five years of launch.
existing systems to coexist and integrate with 2021 Data Breakthrough Award in the category • Named the POS Technology of the Year at the
blockchain platforms and other messaging Data Solution of the Year – Retail for empowering Retail Systems Awards 2020, TCS OmniStore™,
networks retailers to execute integrated strategic decisions. a flagship product of the TCS Algo Retail™ suite,
• 10 new wins and 2 go-lives in FY 2021 • Won the 2021 CIO 100 Award for its Intelligent was recognized for its open architecture and fluid
Urban Exchange (IUX) for Workplace Resilience technology stack that allows enterprises to quickly
software. build new journeys, services, and apps without
Awards and Accolades for Intellectual Capital worrying about channel constraints; all this with
• Won the 2021 IoT Breakthrough Award in the
• Awarded the Best Patents Portfolio in the Large category Enterprise IoT Management Innovation the flexibility of reusing existing investments.
Enterprises (Information and Communications for its Intelligent Urban Exchange (IUX) for TCS OmniStore™ also won the ICXA Award for
Technology and Services) category at the Workplace Resilience software. Excellence in Omnichannel Interactive Customer
Confederation of Indian Industry (CII) Industrial Experience, for using interactive technologies to
• Honored with the CIO Choice 2021 award in the create transcendent brand experiences across
Intellectual Property Awards 2020.
category Digital Transformation Enabler for its channels.
• Won the CIO Magazine Innovation Award jointly investments in research and innovation, strong
with Damen Shipyards, in the ‘Most Innovative B2B domain knowledge across industries, rigor in • TCS Connected Clinical Trials solution, part of
Project or Program’ category, for Triton, Damen’s service delivery, and comprehensive portfolio of TCS ADD platform, won the 2020 Citeline Award
connected vessel platform, designed and built by services and platform solutions including IT and in the category ‘Best Patient-facing Technology
TCS. advisory services, and digital workplace. Initiative’ for providing a positive experience to
patients in clinical trials and driving efficiency.
• Won the Business Culture Award in the category • Conferred the CIO100 Special Award for Business
Best Use of Innovation for Business Culture, for Transformers, IDG India’s annual award program

FY 2021 PERFORMANCE OVERVIEW: Over time, this has resulted in an expanding Supplier engagement includes defining product
RELATIONSHIP CAPITAL participation in the departmental spends of a specifications on safety/environment, vendor
broad range of stakeholders across the enterprise, compliance review, outlining mandatory policy
Customers including business heads, CMOs, CROs, COOs, CFOs and process requirements, desktop assessments,
and even CEOs. It has also resulted in a continual audits and performance review on these criteria.
Customer-centricity is at the core of TCS’ business expansion of customer relationships in terms of the TCS’ responsible sourcing program encourages its
model, organization structure and investment services consumed, revenue and share of wallet, suppliers to go beyond 100% regulatory compliance,
decisions. The philosophy has been to delight them as evidenced by the movement in the large client and strive for better sustainability performance.
by delivering superior outcomes, and build strong, metrics over the last 5 years.
enduring relationships. Additionally, the company Investors
seeks to expand and deepen customer engagements TCS was ranked #1 in Customer Satisfaction
by continually looking for new areas in the across Europe for the eighth consecutive year in TCS is seen as a benchmark in transparency and
customer’s business where the company can add a large, independent survey of 1700 CxOs of top disclosures, publicly communicating its longer-
value, proactively invest in building newer capabilities, IT spending organizations by Whitelane Research. term strategy, qualitative aspects of the demand
and launch new services and solutions to participate Additionally, in the individual country rankings, outlook, risks and opportunities. The company has a
in those opportunities. TCS was ranked #1 by customers in UK, France, robust investor outreach program through which it
Germany, Austria, Switzerland Netherlands, Belgium, engages with a broad range of investors domestically
Luxembourg and the Nordics. and overseas. These efforts towards removing
Client Metrics information asymmetries and helping investors
101 Suppliers21 arrive at a fair valuation of the company’s stock have
84 resulted in TCS topping various regional investor
TCS’ Sustainable Supply Chain policy and Green polls conducted by publications such as Institutional
Procurement policy outline its commitment to Investor, FinanceAsia and AsiaMoney.
making its supply chain more responsible and
48 sustainable. In FY 2021, the company integrated In FY 2021, TCS was quick to embrace virtual
35 sustainability, safety and environmental requirements meetings for its investor outreach, including
in its online vendor management system across the meetings, virtual NDRs and conferences. TCS was
various stages of vendor lifecycle – selection, review also the first corporate in India to hold a virtual
FY 2017 FY 2021 and renewal. Annual General Meeting last year.
$100 million+ clients $50 million+ clients
21
308-1
Integrated
Integrated Annual
Annual Report
Report 2020-21
2020-21 Management Discussion and Analysis | 121
The following table provides the number of investor Brand Building Breaking out
and analyst interactions by category in FY 2021:
TCS’ marketing organization aims to elevate the • Leading the narrative with thought leadership –
Particulars Q1 Q2 Q3 Q4 FY relevance and vitality of the TCS brand, articulate New Beginning, Vision 25X25, Secure Borderless
2021 and drive its purpose, deploy cutting-edge Workspaces™, Business 4.0™
marketing technologies to enhance its targeting and
Meetings and Calls 59 29 38 95 221 • Launched the ‘Transforming India’ campaign –
amplification capabilities, enable sales, and promote
Conferences 47 207 111 62 427 sustainable practices. In FY 2021, TCS’ marketing Integrated campaign across digital and television
Sell Side Analysts 8 8 27 5 48 organization quickly pivoted to meet the accelerated with 1,700 spots; reached 1.6 million high affinity
digital push during the pandemic and strengthened TV audiences; 111 million impressions garnered
Total 114 244 176 162 696 across digital platforms; over 1 million website
its growth and transformation positioning. Key
highlights of the year are: clicks generated
Quarterly, half-yearly, and annual results are
intimated to the stock exchanges, published in Full Pivot to Digital • Global Media Engagement – Leading the
leading Indian newspapers, emailed to analysts and conversation during the pandemic, positioning TCS
investors who subscribe to the service, and posted • Rapid shift to digital events – Innovation Forums, as a thought leader in technology transformation.
on the website. Half-yearly results are mailed to industry events, client workshops, virtual client This resulted in a greater share of voice with over
shareholders, along with a message from the MD on visits; 500+ events, 20,000 participants, 2,900 50,000 mentions and 4,000 unique stories.
the Company's performance. client and prospect accounts engaged
• Social Media success – The company used social
The quarterly earnings release is accompanied by a • Digitally enabled customer engagement – media channels effectively to amplify its narratives.
press conference, which is streamed live on Full deployment of digital marketing for sales Its stakeholder engagement resulted in garnering
www.tcs.com, and an earnings call that is webcast enablement, including 500+ campaigns in over 5 million followers on LinkedIn, and 100
on the website. Material developments during the account-based marketing and 50,000 customer million organic impressions.
quarter that might impact revenue or earnings touch points
are intimated to the stock exchanges and through Driving Associate Engagement and Connect
the website. Quarterly results, regulatory filings, • Enabled global marathons go virtual – Virtual
transcripts of earnings call, Investor Relations running apps, digital and physical running • Launched the #OneTCS platform: A medium
presentations and schedules of analyst and investor experiences created to drive employee engagement, connection
interactions are available at https://www.tcs.com/ and motivation. An enterprise-wide, arts-driven
investor-relations talent hunt was launched; interviews and online
interaction with celebrity sportspersons, lifestyle

gurus to keep the #OneTCS platform vibrant Details of TCS’ new brand articulation and purpose can be found here: https://www.tcs.com/buildingonbelief.
for employees. There were 6.5 million unique
engagements on this platform. Refer to the Panel Discussion on Building on Belief (Page 24), featuring N G Subramaniam, Chief Operating
Officer, K Ananth Krishnan, Chief Technology Officer and Krishnan Ramanujam, President – Business and
• Townhalls, events, consistent multi-channel Technology Services
communication: These included celebrating
milestones such as achieving the goal of Enterprise Brand Value
Agile by 2020, and 10,000 Contextual Masters
TCS’ reputation for customer-centricity, domain depth and execution excellence have made it the preferred
• Pandemic communication with clarity to inform growth and transformation partner to leading corporations across the world. It is also recognized as a top
and connect: Welfare programs, COVID-19 employer brand across the major markets it operates in, including North America, Europe, UK, India, Latin
response initiatives, structured employee well- America and Australia, among others.
being program via TCS Cares
• Unique usage of external channels to drive TCS Brand Value

employee engagement Building on Belief
Brand launch
TCS is among the Top 3 Brands in IT Services and its brand value
TCS adopted a new brand statement, Building on grew by $1.4 billion in FY 2021
Belief, to convey how its partnership with customers
goes beyond technology deployment. It helps them GLOBAL TOP EMPLOYER SUPERBRAND IN US #
make a meaningful difference, translating their ACROSS MAJOR MARKETS
(6TH CONSECUTIVE YEAR)
FOR ITS STRENGTH OF BUSINESS
REPUTATION & COMMUNITY IMPACT
FASTEST GROWING BRAND
OF THE DECADE
aspiration into reality. The new statement conveys
how TCS builds on their ambition and optimism to
transform their business for the better, the impact of
which is felt by their customers and the communities
they serve. It also reflects TCS' own belief that it,
along with its customers, can harness collective
knowledge to innovate in ways that result in better Winner of 2020 Gartner Communications Award for
futures for individuals, communities and the planet. Excellence in Building a Corporate Brand

Its purpose-driven community outreach and corporate social responsibility Awards and Accolades for Relationship Capital
initiatives across the world have earned it local recognition and goodwill. The
company’s high standing in the investor community is evidenced by the top ranking Partners
it has been consistently receiving in surveys across Asia.
• Won the 2020 SAP® Pinnacle Award in the category Integrated Delivery Partner
The cumulative effect of all the goodwill and recognition from these different of the Year, in recognition of its outstanding contributions as an SAP partner,
stakeholders, and concerted efforts by the company’s marketing organization have dedication to teamwork, innovative approach and capacity to challenge what is
helped put TCS among the Top 3 brands in IT Services by brand value. possible, in helping customers achieve their goals.
According to Brand Finance, TCS’ brand value grew by $1.4 billion in FY 2021 , the • Named the Global System Integrator of the Year 2020 by HPE in recognition
highest absolute growth among the 25 companies assessed, that too in a of its outstanding performance, commitment to customer excellence, focus on
challenging year when the brand value of IT services companies collectively growth, innovation, and professional achievements.
dropped by 3 percent. Further, at 10 percent growth over the prior year, TCS has
outperformed its other two peers among the Top 3 brands in IT services. • Won 2020 Pega Partner Award for Excellence in Growth and Delivery for
leveraging Pega technologies to drive successful digital transformation programs
for joint clients in the insurance, manufacturing and telecommunications
TCS Brand Valuation
industries.
$ 14.9
$ billion
• Awarded the 2020 Canada IMPACT Award for Datacenter Migration by
$ 13.5
Microsoft Corporation for driving strong business outcomes for its customers,
$ 12.8
including enhanced security, increased agility, more resiliency, strong TCO
$ 10.4
benefits and improved governance through both repeatable solutions and

$ 9.4
$ 9.1
transformational wins.
$ 8.7
$ 8.2
• Recognized by Amazon Web Services (AWS) as the 2020 AWS Migration

$ 5.2
Success Partner of the Year in India, for TCS’ commitment to excellence in

$ 2.3
helping customers successfully migrate and manage their core applications on

the cloud.
FY FY FY FY FY FY FY FY FY FY • Recognized as a Solution Plus Partner by Intel’s Winners’ Circle Program, for
2010 2013 2014 2015 2016 2017 2018 2019 2020 2021
contributions to the acceleration of #5G and virtual network transformation.
Source:Brand Finance

• Won the 2020 Salesforce Partner Innovation Award in the Media Industry • Listed among the Top 10 in five categories – Customer Favourite, Best AR
category for helping Equifax UK deliver enhanced customer experiences, Team, Biggest Improver, Analyst Advocacy Award and Overall Champion, in a
survey covering over 300 analysts globally, by The Analyst Observatory at the
Brand University of Edinburgh Business School. Notably, this is an unaided measure
of analyst mindshare of the larger universe of software vendors, technology
• Ranked among the Top 3 brands in IT services by Brand Finance; TCS clocked the providers, hyperscalers, telecom companies and system integrators.
highest absolute brand value growth in the sector in 2020 and was named the
fastest growing brand in the industry over the last decade (2010-2020). • Won the 2020 Gartner Communications Award in the category ‘Excellence
in Building a Corporate Brand’ for its multi-phased communication strategy,
• Named a Superbrand in the US and in the UK, on the strength of its brand centered around its Business 4.0™ thought-leadership framework.
reputation, business performance, industry-leading job creation, scale of
employee training and development, and commitment to corporate social • TCS Transforming India campaign has won the Best Integrated Campaign Award
responsibility initiatives. - Gold at the Exchange4Media - India PR and Corporate Communications
Conference 2020,
• Ranked among the Top 100 US brands, across all industries, by Brand Finance for
the sixth year in a row. TCS was ranked #59, up two places from last year.
• Won 2 Stevies at the 2020 American Business Awards®, for the 2019 TCS New
York City Marathon app. TCS received a Gold Stevie® in the category Mobile
Marketing Campaign of the Year and a Silver Stevie in the category Best User
Experience.
• Ranked at second place for the Analyst Relations Team of The Year award by
the Institute of Industry Analyst Relations, based on their poll of over 100 top
industry analysts.

FY 2021 PERFORMANCE OVERVIEW: MANUFACTURED CAPITAL
With SBWS, TCS enabled most of its workforce to be fully productive while working remotely.
Through out FY 2021, less than 4% of the workforce worked out of its facilities, mostly
confined to very sensitive projects and activities such as R&D which necessarily require
specialized equipment and controlled environments. To create a safe workplace for them,
TCS deployed its IUX for Workplace Resilience solution which combines risk analytics with key
business relaunch functions, including workforce safety, regulatory compliance, operational
resilience, and customer engagement.
Its business command dashboard enables site administrators to monitor the daily risk profile
and risk prediction for over 180,000 TCSers in India on a rolling seven, 14- and 21-day basis,
easing workforce deployment planning. Based on the daily risk scores, site administrators
could decide which of the employees could be safely allowed to return to work, if required.
Additionally, to ease the pressure on strained local medical infrastructure and help
TCSers and their families safely quarantine themselves in the event of testing positive to
the virus, TCS built 11 Covid Health Centers across various cities at its campuses, with a
cumulative capacity of 240 beds.
Looking ahead, TCS’ Vision 25x25 envisages a very different role for the office, to serve as
physical hubs for collaboration, innovation and team building, while routine work can get done
from anywhere. Towards this, the company has already built Incubation Development Centers
at some of its locations, which will be further refined to align with business requirements.
These locations are going to be Open Agile Collaborative Workspaces with Software
Defined Network rolled out in a phased manner. This will give the teams mobility, flexibility
and seamless collaboration environments for their business functions. TCS is also planning
to consolidate old leased, non-agile and smaller vintage facilities to new owned campuses,
optimizing its operational expenses.
Top: Open Agile collaborative workspaces to support all stages of the innovation lifecycle
Bottom: Covid Health centres created at TCS' campuses in 11 cities

FY 2021 PERFORMANCE OVERVIEW: FINANCIAL CAPITAL22 Analysis of revenue growth
The discussions in this section relate to the consolidated, Rupee-denominated financial results pertaining to the On a reported basis, TCS’ revenue grew 4.6% in
year that ended March 31, 2021. The financial statements of Tata Consultancy Services Limited and its subsidiaries FY 2021, compared to 7.2% in the prior year, due
(collectively referred to as ‘TCS’ or ‘the Company’ are prepared in accordance with the Indian Accounting Standards to the sharp revenue reduction in the first quarter
(referred to as ‘Ind AS’) prescribed under section 133 of the Companies Act, 2013, read with the Companies across industry segments from the pandemic impact.
(Indian Accounting Standards) Rules, as amended from time to time. Significant accounting policies used in the
preparation of the financial statements are disclosed in the notes to the consolidated financial statements. Average currency exchange rates during FY 2021 for
the three major currencies are given below:
The following table gives an overview of the consolidated financial results of the Company:
` crore Currency Weightage FY 2021 FY 2020 % Change
(%) ` ` YoY
FY 2021 Adjusted* FY 2021 Reported FY 2020
USD 52.0 74.06 71.23 4.0
Revenue % of % Growth Revenue % of Revenue % of
Revenue Revenue Revenue
GBP 13.5 97.32 90.15 8.0
Revenue from operations 164,177 100.0 4.6 164,177 100.0 156,949 100.0
EUR 12.0 86.69 78.94 9.8
Earnings before interest, tax, 46,546 28.4 10.5 45,328 27.6 42,109 26.8
depreciation and amortization
Movements in currency exchange rates through the
(EBIDTA) (before other income)
year resulted in a positive impact of 5.4% on the
Profit Before Tax (PBT) 44,978 27.4 6.5 43,760 26.7 42,248 26.9 reported revenue. The constant currency revenue
Profit after tax attributable to 33,388 20.3 3.2 32,430 19.8 32,340 20.6 growth for the year, which is the reported revenue
shareholders of the Company growth stripped of the currency impact, was (0.8)%.
Earnings per share (in `) 89.27 3.6 86.71 86.19
Growth attributable to FY 2021 (%) FY 2020 (%)
* Excluding provision towards legal claim
Business growth (0.8) 7.1
Impact of Exchange rate 5.4 0.1
Total Growth 4.6 7.2
103-3
22

Segmental Performance
The revenue break-up by Industry Vertical and Geography is provided below:
Others
India 11.7%
Others 5.1%
18.2%
Banking, Financial
Services and
Manufacturing Insurance
Americas
9.7% 40.0%
51.3%
Europe
Communication, 31.9%
Media and
Techology
16.5% Retail and
Consumer
Business
15.6%
Revenue by Industry Vertical Revenue by Geography

Segment revenues, year on year growth, a brief commentary and segment margins are provided below:
Industry Vertical Segment Revenue YoY Commentary Segment Margin

FY 2021 Revenue FY 2021
(FY 2020) Growth (FY 2020)
` crore % %
Banking, Financial Services 65,634 7.4 • Key investment themes included customer experience transformation; future readiness through core 28.5
and Insurance (61,095) transformation including platform simplification and modernization and cloud adoption; optimization (27.7)
of back office operations.
• Other key areas of spend included adoption of payments, robo-advisory systems and
crypto-custody solutions
• Market reform such as CAT, LIBOR Transition, SFTR, BREXIT also drove significant spend especially
around the use of predictive analytics, AI, NLP and automation.
Communication, Media and 27,077 4.2 • Parts of the Media sub-vertical, related to live sports, events, entertainment and radio were affected 29.6
Technology (25,978) by the pandemic. (29.7)
• Key investment themes included 5G and fiber rollout, network virtualization, operating model
transformation, product and platform engineering, business simplification, data and analytics and
cloud enablement.
• M&A and business separation activities was another key driver of spend.
Retail and Consumer 25,589 (2.6) • Retail and CPG – Discretionary retail and some parts of CPG were impacted by the pandemic. 27.9
Business (26,280) Spending was driven by transformation in Demand Planning, Forecasting and Replenishment to (26.1)
ensure continuous availability of high demand essential items; unified customer experience across
channels, contactless pick-up / payment, curbside pickups etc; D2C and e-commerce initiatives in
CPG.
• Travel, Transportation & Hospitality – The sector was badly impacted by pandemic restrictions. Key
investment themes include contactless operations and self-service, operating model changes, and
simplification.

Industry Vertical Segment Revenue YoY Commentary Segment Margin
FY 2021 Revenue FY 2021
(FY 2020) Growth (FY 2020)
` crore % %
Manufacturing 15,950 (3.1) • Large parts of the manufacturing sector were impacted badly by the plant closures and supply chain 28.1
(16,468) disruptions. This resulted in postponements in capex and discretionary programs. (27.0)
• Key spending themes included IT infrastructure and movement to the cloud, Plant safety and
industrial applications such as remote asset management, IT security, Supply chain resilience,
in-vehicle software, connected products.
• In the Utilities sub-vertical, key areas of spend included geospatial systems, customer service, and
operational resilience and optimization.
Others 29,927 10.3 • Growth in the Life Sciences segment was led by pandemic related initiatives such as adverse event 27.5
(27,128) processing for the vaccine, M&A synergies through IT integration, digital marketing and analytics, IT (22.6)
operating model transformation, cloud enablement, workplace modernization and cybersecurity.
• Key areas of spend across other verticals included M&A, cloud adoption, cyber security, operations
optimization and vendor consolidation

Business Outlook Increased activity around mergers, acquisitions Enterprise Risk Management
and divestitures are expected to drive more
Global economic growth is projected to grow at opportunities around integration and transitional The COVID-19 pandemic continues to challenge
6 percent23 in 2021 after an estimated contraction of services. Other industry-specific themes such as businesses in every possible way and has amplified
3.3 percent in 2020. While there is still uncertainty regulatory compliance in the banking and financial existing risks. Operating in an uncertain and
on the path of the health crisis, with likelihood of services domains, supply chain transformation ever-changing environment, TCS’ global operations
third or fourth waves, and the emergence of new in manufacturing, and connected vehicles in the bring in considerable complexities and its robust
strains of the virus, overall business outlook across auto sector are also expected to drive growth. enterprise risk management framework aids in
industries appears to be positive in all of TCS’ major TCS also expects increasing focus on longer term ensuring the strategic objectives are achieved.
markets. This is expected to result in an expansion in sustainability initiatives across industries, focused on This framework is supported by processes for
enterprise spending on IT services globally, following leveraging technology to reduce emissions, wastes risk identification, risk assessment, risk response
a decline in 2020. and resource consumption. planning and actions, risk monitoring and overall
risk governance. The digital platform for integrated
TCS anticipates increased investments by customers Core transformation initiatives designed to build a risk management provides an enterprise-wide view
in growth and transformation initiatives that scalable, adaptive, future-ready digital core are also of risks covering strategic, operational, compliance,
deepen customer engagement, enable competitive expected to accelerate in FY 2022. TCS anticipates financial and catastrophic risks, providing a holistic
differentiation, improve supply chain resilience and increased spending on business operations approach towards informed decision making. Risks
drive revenue growth. Common investment themes transformation using TCS Cognix™; legacy system are assessed and managed at various levels with a
that are expected to accelerate across all industry transformation including application architecture top-down and bottom-up approach covering the
verticals in FY 2022 are: data-driven customer and data modernization; cloud adoption; intelligent enterprise, the business units, the geographies, the
journey transformations spanning front-, middle- automation; cyber-security; IT operating model functions, the customer relationships and projects.
and back-office processes and systems to enable transformation using a Machine First approach
enhanced and personalized customer experiences; for leaner and more agile operations; and digital
digital enablers for direct distribution and end- workplace transformation for enhanced user
customer engagement; seamless, personalized experience and superior collaboration. The need for
omnichannel experiences in consumer-facing optimization and for freeing up resources for high
industries; product and business model innovations; priority transformation initiatives is also expected to
and adoption of open APIs to enable purpose-driven result in more outsourcing engagements and vendor
ecosystems. consolidation, helping drive market share gains.
23
World Economic Outlook, April 2021, International Monetary Fund
Listed below are some of the key risks, anticipated impact on the Company and mitigation strategies.
Key Risks Impact on the Company Mitigation

Disruption and Customers: • COVID-19 Emergency Response Apex committee at Enterprise level to drive a holistic action
Uncertainty in The COVID-19 pandemic extending into the second year has plan and coordinate global efforts, based on frequent risk assessments.
Business due to the resulted in changes in consumer behaviors, impacting demand • Secure Borderless WorkSpaces (SBWSTM) infrastructure enabling associates to work from home
COVID-19 pandemic in various industries, hurting small businesses and necessitating and ensure business continuity. Digital communication channels and collaboration platforms set
large fiscal interventions. Tapering off of these interventions, or up for them to stay connected with colleagues and customers.
the emergence of new variants which trigger new lockdowns
and other restrictions could disrupt the return to normalcy • Regular communication with customers about measures taken to maintain business services and
and impact customers’ short-term priorities, growth plans reporting of their operations status.
and discretionary budgets. It could also result in restructuring
of some contracts, deferment, cancellation of some planned • Pursuing new and re-purposed offerings and solutions during and post the COVID-19
engagements besides other tactical steps such as vendor disruption.
rationalization, or insourcing of work to captives, impacting the
• Regular coordination with key suppliers for expeditious provisioning of assets critical for business
company’s revenue growth.
services
Mobility:
• 24*7 dedicated helpline for associates to address COVID-19 related help, queries and for
Due to new strains of COVID-19 and increasing trend
emotional support. Regular webinars, interactive sessions, counseling services (TCS Cares),
in infection cases globally, business disruptions due to
medical hotline to doctors and fitness sessions for associates. Isolation Centers setup in
intermittent lockdowns, international travel restrictions are
likely, impacting the mobility of the company’s workforce 11 TCS Offices.
required to travel for work purposes, which in turn may impact • Periodic advisories to associates towards ensuring health and safety.
service delivery and revenues.
• SOP for operating TCS Offices including implementing Safe Operating Zones for associates
Workforce:
required to work from office, thermal screening, self-declaration, frequent sanitization of
The continuing pandemic may affect not only the health of premises, social distancing layout etc. AI-based Workplace resilience tool implemented in
affected employees, but also their emotional and mental Delivery Centers to aid in risk profiling and contact tracing.
wellbeing, due to physical isolation for a long period. If large
numbers of employees are affected, it could result in business • Rigorous review and execution of Business Continuity and Crisis Management capability which is
disruption and necessitate higher spends for ensuring business benchmarked with ISO 22301 certification.
resiliency. There could be hesitation to come back to office
in the near future from employees who have been working • Remote working practices for managers and employees integrated into the Location
remotely from their hometowns. This may impact employee Independent Agile delivery method, to ensure effectiveness and productivity.
morale and satisfaction leading to the risk of higher attrition.

However, the company’s relative competitiveness is expected • Regular connect with Government and Health service providers to facilitate planning for logistics
to increase because of its traditional value focus and its strong and arrangements for vaccination of employees as required.
track record in helping customers improve the efficiency and
• Encouraging associates to get vaccinated, including facilitation and reimbursement.
resilience of their business and IT operations through digital
transformation initiatives and the Machine First Delivery • Monitoring changes in regulations related to the impact due to pandemic and align internal
ModelTM. policies accordingly.
Volatile global political The Company derives a material portion of its revenues from • Broad-based business mix, well diversified across geographies and industry verticals.
and economic customers’ discretionary spending which is linked to their
• Offerings and value propositions targeting all stakeholders (in addition to the CIO) in the
scenario business outlook. Political disruptions or volatile economic
customer organization, covering discretionary as well as non-discretionary spends, and relevant
conditions due to geo-political tensions, trade wars, and
at every point in the business cycle.
uncertainty regarding post-Brexit impacts on different business
sectors may adversely affect that outlook resulting in reduced • Participating in the customer’s growth and transformation initiatives through services and
spending which could restrict revenue growth opportunities. offerings including advisory services, migration and modernization of applications and workplace
transformation using location independent agile, deep contextual knowledge and data-driven
analytics and dashboards.
• Proactively investing in infrastructure and resourcing to satisfy anticipated customer demand for
flexible products-and-platforms based solution offerings and subscription-based services to gain
market share and new clients and markets.
• More long-term contracting models.
• Leveraging business ecosystem through collaboration with partners, startups and alliances to
participate in transformation initiatives of customers.
Restrictions on global Distributed software development models require the free • Ongoing monitoring of the global environment, working with advisors, partners and
mobility, location movement of people across countries and any restrictions governments.
strategies in key markets pose a threat to the global mobility of skilled
• Material reduction in dependency on work visas through increased hiring of local talent including
professionals.
freshers, use of contractors, local mobility and training in all major markets.
Restrictions on mobility due to the pandemic, or due to
• Leveraging the SBWSTM model to source talent from anywhere and deliver from anywhere.
legislations which limit the availability of work visas or which
Use of Location Independent Agile to promote systematic collaboration and reduce the need for
apply onerous eligibility criteria or costs could lead to project
co-location.
delays and increased costs.

• Active engagement in Science, Technology, Engineering and Math (STEM) initiatives designed to
structurally increase the availability of engineering talent in major markets.
• Greater brand visibility through event sponsorships, community outreach, showcasing of
investments, innovation capabilities and employment generation.
• Increased outreach to government stakeholders, trade bodies, think tanks and research
institutes.
Business model Rapidly evolving technologies are changing technology • Investments in building scale and differentiated capabilities on emerging technologies through
challenges consumption patterns, creating new classes of buyers within large scale reskilling, external hiring, research and innovation, solution development and IP asset
the enterprise, giving rise to entirely new business models and creation leveraging deep contextual knowledge across customer specific domain, technologies
therefore new kinds of competitors. and processes.
The COVID-19 pandemic has resulted in a major acceleration • Establishment of focused business service units providing end-to-end transformational and
of technology investments by customers to make themselves operational solutions on leading cloud technology platforms spanning advisory, migration and
future-proof and also to power the revival of their business. modernization and support of applications.
This investment shift is targeted to deliver superior customer • Staying relevant to customers by constantly launching new service practices and technology
experience or improve their employee engagement or solutions including a new AI-Powered business command solution to help firms assess risk
improve their operational resilience. There is a major shift profiles and protect employees returning to offices and modernizing existing offerings and
towards public cloud adoption and cloud-based transformation solutions.
initiatives as well as digitalization of legacy applications.
• Developing capabilities in organization divestiture and integration planning to cater to Merger
This is resulting in increased demands on the Company’s agility
and Acquisition induced demand for advisory and business consolidation related services.
to keep pace with the rapidly changing customer expectations.
Failure to cope may result in loss of market share and impact • Thought leadership by propagating the Business 4.0 framework leveraging the Machine First
business growth. Delivery Model (MFDM™). Developing industry-specific best practices and AI-led Products to
enable customers derive greater business value and discover opportunities to transform and
There is also increased focus on vendor consolidation and grow their businesses.
corporate restructuring and mergers and acquisitions in some
customer industries. • Implementing Location Independent Agile methods to mitigate location constraints and pricing
and margin pressures.
• Constant scouring of the technology landscape through alliance partnerships, and strong
connections in academia and the start-up ecosystem to spot new trends and technologies and
launch offerings around them.

Litigation risks Given the scale and geographic spread of the Company’s • Strengthening internal processes and controls to adequately ensure compliance with contractual
operations, litigation risks can arise from commercial disputes, obligations, information security and protection of intellectual property.
perceived violation of intellectual property rights and
• Improved governance and controls over immigration process / increasing localization and
employment related matters. Its rising profile and scale also
sensitization of business managers.
make TCS a target to litigations without any legal merit. This
risk is inherent to doing business across the various countries • Potential disputes are promptly brought to the attention of management and dealt with
and commensurate with risk faced by other players similarly appropriately.
placed in the industry. In addition to incurring legal costs and
distracting management, litigations garner negative media • Team of in-house counsels, backed by tie-ups with a network of highly reputed global law firms
attention and pose reputation risk. Adverse rulings can result in in all the major markets.
substantive damages. • Robust mechanism to track and respond to notices as well as defend the Company’s position in
all claims and litigation.
Currency volatility Volatility in currency exchange movements results in • Following a currency hedging policy that is aligned with market best practices, to limit impact of
transaction and translation exposure. TCS’ functional currency exchange volatility on receivables, forecasted revenue and other current assets and liabilities
is the Indian Rupee. Appreciation of the Rupee against any
• Hedging strategies are decided and monitored by the Risk Management Committee of the
major currency could impact the reported revenue in Rupee
Board convened on a regular basis.
terms, the profitability and also result in collection losses.
Breach of data Data Privacy and protection of personal data is an area of • Global privacy policy in place covering all applicable geographies and areas of operations, which
protection laws increasing concern globally. Legislations like GDPR in Europe sets out the privacy principles within TCS.
carry severe consequences for non-compliance or breach.
• Global privacy policy in place to oversee and deploy data privacy obligations and support
Many other countries have enacted or are enacting their
Data Privacy regulations to ensure protection of personal initiatives across the enterprise. DPOs (Data Protection Officers) have been appointed for
TCS entities as required by local privacy regulations. Privacy leads have been appointed in all
data. Violation of data protection laws or security breaches
units.
can result in substantive liabilities, fines or penalties and
reputational impact. • Embedding privacy by design and privacy by default principles in development of new or changed
internal processes or services or products. Robust and continued governance of personal data.
• Data protection controls and robust risk response mechanisms to cater to protection of personal
data in the TCS ecosystem as well as protection of such data in Client-managed networks in
Global Delivery Centers.

• Industry standard data masking technologies to protect personal data in sensitive customer
engagements, as applicable.
• Review and sign-off of Data Processing Agreement (DPA) with Vendors and Third parties and
their tracking for privacy compliance, where required.
• Mandatory online training and other workshops on data privacy and protection and on GDPR.
Awareness campaigns through blog posts, email broadcasts, gamification, roadshows and online
events.
• Implementing and maintaining data transfer agreements, where required for the transfer of data
across jurisdictions.
• Periodic reviews and audits by independent audit firm to verify compliance to obligations.
Cyber Attacks Risks of cyber-attacks are forever a threat on account of the • Investments in automated prevention and detection solutions, including Perimeter security
fast-evolving nature of the threat. There is also an increased controls with advanced tools, enhanced internal vulnerability detection, data leak prevention
risk due to various pandemic themed cyber threats. tools, defined and tested incident management and recovery process in compliance with ISO
27001 standard.
In addition to impact on business operations, a security breach
could result in reputational damage, penalties and legal and • Deployment of a security governance tool on all devices used by employees while working
financial liabilities. remotely, to monitor the work and ensure compliance to company security policies and
contractual obligations.
• Compliance to security controls for cloud services as per ISO 27017:2015 / 27018:2014
standard.
• Continued reinforcement of stringent security policies and procedures including enhanced

security measures and awareness building to combat pandemic-themed threats like phishing,
soliciting for fraudulent causes or charities, suspicious pleas and communication through social
media, text or calls.
• Collaboration with Computer Emergency Response Team (CERT) and other private Cyber
Intelligence agencies, and enhanced awareness of emerging cyber threats.

• Enterprise-wide training and awareness programs on Information Security including the
extensively used enterprise-wide communication and collaboration platforms accessed through
mobile or desktop channels.
• Strict access controls including dynamic passwords for secure access to enterprise applications
and special handling of privileged administrator accounts. Rigorous access management on all
Cloud deployments.
• Encryption of data, data back-up and recovery mechanisms for ensuring business continuity.
• Ability to isolate TCS enterprise network from client network and defined escalation mechanisms
to handle security incidents in client environment.
• Periodic rigorous testing to validate effectiveness of controls through Vulnerability Assessment

and Penetration Testing.
• Internal and external audits and forensics.

Non-compliance As a global organization, the Company has to comply with a • Deployment of a comprehensive global compliance management framework that enables
to complex and complex regulatory landscape across multiple jurisdictions, tracking of changes to applicable laws and regulations across various jurisdictions and functional
changing global covering areas such as Employment and Labour, Immigration, areas and managing compliance obligations. This includes those laws and provisions specially
regulations Taxation, Foreign Exchange and Export Control, Environment, enacted directly to cater to the pandemic impacts.
Health and Safety, Anti-Bribery and Anti-Corruption, Data
• Periodic regulatory compliance certification, which is fully digitized enables self-governance and
Privacy and so on.
covers compliance across all the locations of the Company.
The laws and regulations are continuously evolving, increasing
• Adequate and effective internal controls to comply with regulations and to keep a check on
in number and complexity. This has resulted in greater
unlawful and fraudulent activities.
compliance risk and cost for the Company.
• Awareness through web-based compliance training courses for all staff and regular notifications/
The fast pace of changes in the regulatory environment,
alerts on regulatory changes communicated to stakeholders.
including those due to the pandemic, also requires quick
understanding of their implications and adaptation in business • Strong governance at executive and board level through compliance committees.
operations. Failure to comply could result in penalties,
reputational damage and criminal prosecution.

Intellectual Property Risk of infringement of third-party IPs by TCS may lead to • Established an industry leading IP management framework (IP 4.0) and accordingly
(IP) infringement and potential liabilities, increased litigation and impact reputation. have institutionalized frameworks, processes and procedures that address the risk of
leakage infringement of third-party IP while ensuring safeguarding of TCS’ own IP assets. This strong
Inadequate protection of TCS’ IP may lead to loss of IP leading focus on IP-led growth driven based on the 3P (Patents, Products and Platforms) strategy is
to potential loss of ownership rights, revenue and value. contributing significantly towards thinning the competition for TCS.
• Established a centralized IP and Software Product Engineering group that strives to build an IP
thinking culture and hence covering the IP related awareness aspects effectively.
• Well-defined (software) asset lifecycle governance framework that incorporates policy guidance
and risk mitigation guidelines on IP, Legal, software product engineering and business-related
risks.
• IP Governance program that ensures that there is right access and right use of TCS IP, customer
IP, partner IP, and third-party IP in service and partner engagements.
• Some of the other key controls include: Employee confidentiality agreement, training and
awareness for IP protection and prevention of IP contamination and infringement. Digitized
system to enable strict controls around movement of people and information across
TCS’ product teams and customer account teams.
• Technology inventions celebrated in TCS by running special programs such as “Invent and
Inspire” wherein top inventors and their invention stories are recognized for their success and
impact on business.

Sustainability Risks Growing scientific evidence indicates that extreme weather • An environmentally sustainable approach adopted by creating green policies, processes,
- Climate change conditions like intense winter storms (recent event in Texas for frameworks and infrastructure. All TCS Centers globally continue to be certified under the
and Environmental example), rainfall, cyclones, droughts, are attributable to climate ISO14001:2015 Environment Management Standard.
aspects change. As a result of changing weather and seasonal patterns,
• Designed and planned all delivery centers infrastructure to have minimum impact upon
there are also increasing cases of seasonal diseases, epidemics
occurrence of any extreme weather events. Business Continuity plans tested periodically to
and pandemics besides threat to human safety and business
ensure effectiveness in the event of disaster. Mass communication infrastructure to reach
disruption.
targeted set employees used effectively multiple times last year due to pandemic and extreme
weather conditions.
As TCS has operations globally with employees distributed
across numerous locations due to remote working, these • Focus on Carbon footprint reduction, through energy efficiency, use of renewable energy, water
sustainability related risks, if not managed properly, have the management through rainwater harvesting, recycling and waste management.
potential to impact delivery operations and safety of TCS
stakeholders resulting in business disruption. • Centralised IoT based Remote Energy Management System across TCS campuses, Roof Top
Solar Power Plants in campuses.
Market dimension and opportunity:
• Driving supply chain sustainability through responsible sourcing.
As TCS’ customers respond to climate change actions, the
company is seeing a transition in the customer’s business • Year-round associate engagement on environmental awareness and sensitizing them towards
models, thus creating new markets and new opportunities, nature and conservation of resources.
creating new business avenues for TCS to partner with them in Market dimension and opportunity:
their climate change mitigation journey by leveraging its core
competencies. • Consumer behaviors are shaping how products and services are delivered and consumed. Low
carbon strategies by consumers and hence increasing demand for more sustainable products and
services, present an opportunity for the company.
• TCS key solution areas revolve around designing sustainability strategy, sustainability innovation,
sustainable consumer analytics and sustainable dashboards. Various TCS products and solutions
facilitate alignment to the UN Sustainable Development Goals. TCS works closely with its
customers in coming up with innovative solutions leveraging AI, ML, NLP, Cloud and DLT to
manage the range of risks and opportunities climate change brings along.

Internal Financial Control Systems and their state-of-the-art enterprise resource planning (ERP) TCS also undergoes periodic audit by specialized
Adequacy system that connects all parts of the organization, third party consultants and professionals for business
to record data for accounting, consolidation and specific compliances such as quality management,
TCS has aligned its current systems of internal management information purposes. It has continued service management, information security, etc.
financial control with the requirement of Companies its efforts to align all its processes and controls with The audit committee reviews reports submitted by
Act 2013, on the lines of the globally accepted global best practices. the management and audit reports submitted by
risk-based framework issued by the Committee of internal auditors and statutory auditors. Suggestions
Sponsoring Organizations (COSO) of the Treadway TCS management has assessed the effectiveness for improvement are considered and the audit
Commission. The Internal Control – Integrated of the Company’s internal control over financial committee follows up on corrective action. The
Framework (the 2013 framework) is intended reporting (as defined in Clause 17 of SEBI audit committee also meets TCS’ statutory auditors
to increase transparency and accountability Regulations 2015) as of March 31, 2021. to ascertain, inter alia, their views on the adequacy
in an organization’s process of designing and of internal control systems and keeps the board
implementing a system of internal control. BSR & Co. LLP, the statutory auditors of TCS of directors informed of its major observations
The framework requires a company to identify and have audited the financial statements included in periodically.
analyze risks and manage appropriate responses. this integrated annual report and have issued an
The Company has successfully laid down the attestation report on the company’s internal control Based on its evaluation (as defined in section
framework and ensured its effectiveness. over financial reporting (as defined in section 143 of 177 of Companies Act 2013 and Clause 18 of
Companies Act 2013). SEBI Regulations 2015), TCS’ audit committee
TCS’ internal controls are commensurate with its has concluded that, as of March 31, 2021, the
size and the nature of its operations. These have TCS has appointed Ernst & Young LLP to oversee company’s internal financial controls were adequate
been designed to provide reasonable assurance and carry out internal audit of its activities. The audit and operating effectively.
with regard to recording and providing reliable is based on an internal audit plan, which is reviewed
financial and operational information, complying each year in consultation with the statutory auditors
with applicable statutes, safeguarding assets from and approved by the audit committee. In line with
unauthorized use, executing transactions with international practice, the conduct of internal audit
proper authorization and ensuring compliance with is oriented towards the review of internal controls
corporate policies. TCS has a well-defined delegation and risks in the Company’s operations such as
of power with authority limits for approving software delivery, accounting and finance,
contracts as well as expenditure. Processes for procurement, employee engagement, travel,
formulating and reviewing annual and long-term insurance, IT processes, including most of the
business plans have been laid down. TCS uses a subsidiaries and foreign branches.

Performance Trend – 10 years
Amounts in ` Crore
Ind AS Indian GAAP
FY 2021* FY 2021 FY 2020 FY 2019 FY 2018 FY 2017 FY 2016 FY 2015# FY 2015 FY 2014 FY 2013 FY 2012
Revenue from operations
Total revenue from operations 164,177 164,177 156,949 146,463 123,104 117,966 108,646 94,648 94,648 81,809 62,989 48,894
Revenue by geographic segments
Americas 84,278 84,278 82,000 77,562 66,145 66,091 60,011 51,053 51,053 45,259 35,247 27,570
Europe 52,346 52,346 48,037 43,456 34,155 30,038 29,092 26,730 26,730 23,433 16,813 12,382
India 8,449 8,449 8,964 8,393 7,921 7,415 6,729 6,108 6,108 5,488 4,890 4,202
Others 19,104 19,104 17,948 17,052 14,883 14,422 12,814 10,757 10,757 7,629 6,039 4,740
Cost
Employee cost 91,814 91,814 85,952 78,246 66,396 61,621 55,348 48,296 50,924 40,486 31,922 24,683
Other operating cost 25,817 27,035 28,888 28,711 24,192 24,034 22,621 19,242 19,242 16,170 13,027 9,776
Total cost (excluding interest & depreciation) 117,631 118,849 114,840 106,957 90,588 85,655 77,969 67,538 70,166 56,656 44,949 34,459
Profitability
EBITDA (before other income) 46,546 45,328 42,109 39,506 32,516 32,311 30,677 27,110 24,482 25,153 18,040 14,435
Profit before tax 44,978 43,760 42,248 41,563 34,092 34,513 31,840 28,437 25,809 25,402 18,090 13,923
Profit after tax attributable to shareholders of the
Company 33,388 32,430 32,340 31,472 25,826 26,289 24,270 21,912 19,852 19,164 13,917 10,413
Financial Position
Equity share capital 370 370 375 375 191 197 197 196 196 196 196 196
Reserves and surplus 87,014 86,063 83,751 89,071 84,937 86,017 70,875 52,499 50,439 48,999 38,350 29,284
Gross block of property, plant and equipment 28,658 28,658 26,444 24,522 22,720 20,891 19,308 16,624 16,624 13,162 10,996 8,844
Total investments 29,373 29,373 26,356 29,330 36,008 41,980 22,822 1,662 1,662 3,434 1,897 1,350
Net current assets 66,076 65,125 63,177 70,047 63,396 65,804 47,644 30,726 28,495 27,227 19,734 12,673
Earnings per share in `
EPS - as reported 89.27 86.71 86.19 83.05 134.19 133.41 123.18 111.87 101.35 97.67 70.99 53.07
EPS - adjusted for Bonus Issue 89.27 86.71 86.19 83.05 67.10 66.71 61.59 55.94 50.68 48.84 35.50 26.54
Headcount (number)
Headcount (including subsidiaries) as on March 31st 488,649 488,649 448,464 424,285 394,998 387,223 353,843 319,656 319,656 300,464 276,196 238,583
Note : The company transitioned into Ind AS from April 1, 2015.
# Excluding the impact of one-time employee reward.

Overview of Funds Invested
Funds invested exclude earmarked balances with banks and equity shares measured at fair value through other comprehensive income.
(` Crore)
FY 2021 FY 2020 FY 2021 FY 2020 FY 2021 FY 2020

Current Non-current Total funds invested
Investments in mutual funds, Government securities and others 29,160 26,140 175 174 29,335 26,314
Deposits with banks 3,848 1,210 719 348 4,567 1,558
Inter-corporate deposits 11,229 8,171 27 27 11,256 8,198
Cash and bank balances 5,272 8,241 - - 5,272 8,241
Total 49,509 43,762 921 549 50,430 44,311
Total invested funds include `1,306 crore and `1,195 crore for FY 2021 and FY 2020, respectively, pertaining to trusts and TCS Foundation held for specified purposes.

Ratio Analysis – 10 years
Ratio Analysis Ind AS Indian GAAP

Units FY 2021* FY 2021 FY 2020 FY 2019 FY 2018 FY 2017 FY 2016 FY 2015#
FY 2015 FY 2014 FY 2013 FY 2012
Ratios - Financial Performance
Employee Cost / Total Revenue % 55.9 55.9 54.8 53.4 53.9 52.2 50.9 51.0 53.8 49.5 50.7 50.5
Other Operating Cost / Total % 15.7 16.5 18.4 19.6 19.7 20.4 20.9 20.4 20.3 19.8 20.7 20.0
Revenue
Total Cost / Total Revenue % 71.6 72.4 73.2 73.0 73.6 72.6 71.8 71.4 74.1 69.3 71.4 70.5
EBITDA (Before Other Income) / % 28.4 27.6 26.8 27.0 26.4 27.4 28.2 28.6 25.9 30.7 28.6 29.5
Total Revenue
Profit Before Tax / Total Revenue % 27.4 26.7 26.9 28.4 27.7 29.3 29.3 30.0 27.3 31.1 28.7 28.5
Tax / Total Revenue % 7.0 6.8 6.2 6.8 6.7 6.9 6.9 7.2 6.6 7.4 6.4 7.0
Effective Tax Rate - Tax / PBT % 25.5 25.6 23.2 24.1 24.1 23.6 23.6 23.5 23.7 23.9 22.2 24.4
Profit After Tax / Total Revenue % 20.3 19.8 20.6 21.5 21.0 22.3 22.3 23.2 21.0 23.4 22.1 21.3
Ratios - Growth
Total Revenue % 4.6 4.6 7.2 19.0 4.4 8.6 14.8 15.7 15.7 29.9 28.8 31.0
EBITDA (Before Other Income) % 10.5 7.6 6.6 21.5 0.6 5.3 25.3 7.8 (2.7) 39.4 25.0 29.1
Profit After Tax % 3.2 0.3 2.8 21.9 (1.8) 8.3 22.3 14.3 3.6 37.7 33.6 14.8
Ratios - Balance Sheet
Debt-Equity Ratio Times - - - - 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Current Ratio Times 3.0 2.9 3.3 4.2 4.6 5.5 4.1 3.9 2.4 2.7 2.7 2.2

Ratio Analysis Ind AS Indian GAAP
Units FY 2021* FY 2021 FY 2020 FY 2019 FY 2018 FY 2017 FY 2016 FY 2015#
FY 2015 FY 2014 FY 2013 FY 2012
Days Sales Outstanding (DSO) in Days 67 67 71 68 74 70 81 79 79 81 82 86
` terms
Days Sales Outstanding (DSO) in Days 68 68 67 69 74 73 80 78 78 82 82 81
$ terms
Invested Funds / Capital Employed % 52.6 53.1 47.7 55.2 55.6 55.8 45.8 42.3 43.9 44.0 37.2 35.6
Capital Expenditure / Total % 1.9 1.9 2.0 1.5 1.5 1.7 1.8 3.1 3.1 3.8 4.2 4.1
Revenue
Operating Cash Flow / Total % 23.6 23.6 20.6 19.5 20.4 21.4 17.6 20.5 20.5 18.0 18.4 14.3
Revenue
Free Cash Flow / Operating Cash % 91.9 91.9 90.5 92.5 92.8 92.3 89.7 84.8 84.8 78.9 77.3 71.5
Flow Ratio
Depreciation of Property, Plant % 8.7 8.7 8.6 8.5 9.1 9.5 10.0 11.7 11.7 10.6 10.2 10.7
and Equipment (PPE) / Average
Gross Block of PPE
Ratios - Per Share
EPS - adjusted for Bonus ` 89.27 86.71 86.19 83.05 67.10 66.71 61.59 55.94 50.68 48.84 35.50 26.54
Price Earning Ratio, end of year Times 35.6 36.6 21.2 24.1 21.2 18.2 20.4 22.8 25.1 21.8 22.1 22.0
Dividend Per Share ` 38.00 38.00 73.00 30.00 50.00 47.00 43.50 79.00 79.00 32.00 22.00 25.00
Dividend Per Share - adjusted for ` 38.00 38.00 73.00 30.00 25.00 23.50 21.75 39.50 39.50 16.00 11.00 12.50
Bonus
Market Capitalisation / Total Times 7.2 7.2 4.4 5.1 4.4 4.1 4.6 5.3 5.3 5.1 4.9 4.7
Revenue
FY 2021 PERFORMANCE OVERVIEW: TCS has continued to empower communities network of experts to develop innovative solutions
SOCIAL CAPITAL globally through its strategic programs - by to unique problems within the community. Its deep
prioritizing education, skilling, employment and understanding of technology and its application helps
A Purpose-Driven Approach entrepreneurship with a focus to bridge the to create a strong foundation for execution at scale.
opportunity gap. TCS has also invested in basic TCS’ growing, highly skilled and diverse workforce
TCS’ Corporate Social Responsibility (CSR)24 health and wellness, water sanitation and hygiene, serves as champions to build organic connects with
commitment stems from the Company’s core values conservation and disaster relief efforts to support the community while accelerating social impact. This
and the Tata Group’s ethos of improving the quality the most pressing needs of communities across the novel approach ensures that the company invests
of life of local communities, while contributing globe. in large-scale yet sustainable initiatives that create
to economic and social development. TCS’ core generational improvements.
belief of building greater futures for people and TCS’ CSR programs have integrated inclusion within
communities through innovation and collective their design, ensuring that the company applies Opportunities for employees to volunteer time
knowledge is based on the values of fairness, equity its resources towards communities and population include skills-based volunteering, pro bono support
and respect for human rights and guides how the segments that need it the most, and becomes the to community-based organization and social
Company conducts its business, treats its employees catalyst for equal access. In India, the company is cause leadership. In FY 2021, more than 69,000
and supports local communities25. aligned with the Government of India’s Affirmative employees volunteered over 787,000 hours to
Action Policy and the Tata Group’s Affirmative Action support these initiatives.
The company’s vision is to empower communities Program.
by connecting people to opportunities in the An understanding of access darkness during the
digital economy and its mission is to build inclusive, In FY 2021, TCS’ global community initiatives pandemic prompted bridgital and other innovative
equitable and sustainable pathways for all - especially reached more than 1.8 million beneficiaries. solutions and a recalibration of TCS programmes.
youth, women and marginalized communities. The company has leveraged this opportunity to
TCS has leveraged its intellectual, technology reimagine its programs through a digital-first
expertise, and financial and human capital to create approach and, in conjunction with its efforts to close
24
103-2, 103-3 exponential impact across the globe. The company’s the digital gap, to be able to reach people when and
TCS has been a signatory to the UN Global Compact
25 engagement strategy utilizes its contextual where they needed it most.
(UNGC) since 2006 and is aligned with its ten principles. knowledge and the knowledge from a diverse
The Company supports the principles contained in
the Universal Declaration of Human Rights, the ILO
Declaration on Fundamental Principles and Rights at
Work, and the United Nations Guiding Principles on
Business and Human Rights.
Management Discussion and Analysis | 145

Community Initiatives26 THOUGHT LEADERSHIP, RESEARCH AND INSIGHTS Pro-Bono Technology Support to Social Organisations
EDUCATION Digital Empowers Women’s Business
Adult Literacy Collaborative
program (ALP)
Chief Executives
Ignite My Future in for Corporate
School (IMFIS) Purpose (CECP)
BASIC HEALTH AND WELLNESS
Charitable
Cancer Institute, Recycling Australia
SKILLING
Chennai
GoIT
Medical Center Education

(TMC)
EMPLOYMENT India has ~258 million adult illiterates. Despite
Youth Employment years of investments, illiteracy continues to persist
Operation Smile
Program as a core impediment stopping individuals from
becoming productive and responsible members of
their communities and contributing to the national
ENTREPRENEURSHIP
Tata Trusts Migrant economy. Over the last two decades, TCS’ Adult
BridgeIT Resource Centers Literacy program has not only helped create basic
literacy for groups that are otherwise left behind,
but has also empowered its female beneficiaries
WATER SANITATION AND HYGIENE to become income generators and change
Digital Impact
Square Jal Jeevan Mission agents within their own communities. Literacy
empowerment has resulted in social and economic
inclusion, as well as access to government benefits,
insurance schemes, financial stability and, in some
cases, financial independence.
26
413-1
TCS’ proprietary Computer Based Functional 20 states and 162 districts in India and in Burkina Education has never been more important than
Literacy (CBFL) solution continues to help people Faso, Western Africa. in today’s globally connected, knowledge-based
across India and in Africa achieve functional literacy economy. It is increasingly critical for students
(reading, writing, arithmetic) within 50 hours - Downstream impact created by the program, till date, to master algorithmic thinking, problem-solving,
1/6th the time demanded by conventional learning includes collaboration and creativity, among several other
methods. This year, TCS invested in efforts to skills that will set them up for success in this new
broaden its scope to include financial and digital • 81% of learners encouraged their own children, world of work.
literacy modules, so that the program is elevated especially girls, to go to school.
to integrate a path to enhanced livelihoods while • 75% reported that their self-esteem had
creating relevance for its learners in the new digital increased as a result of being literate.
world.
• 67% reported that they were now more
8,180 learners gained literacy skills this year. Till date participative in family decisions.
the program has reached learners across
Like any other piece of drawstring, the measuring tape in Asha Devi’s tailoring shop in
a nondescript village of central India, hung uselessly for years. Despite her competence
with the sewing machine, till the age of 45, Asha could never establish herself as a
‘Tailor Master’. She could neither read nor write, and therefore she could not take down
measurements to sew.
Asha Devi enrolled herself in the Adult Literacy Program (ALP) and over three months, Teachers from a school in Bronx, New York receive guidance
achieved functional literacy. She now understands digits, expertly takes measurements and writes them down. through an IMFIS module.
Literacy brought out the natural entrepreneur in her. Asha has now started a tailoring school at her house Computational thinking (CT) has emerged as a key
where she offers a two-month crash course. The school gives her an assured income, in addition to the skill-set empowering students with the strategies
monthly turnover in her tailoring shop. they need to thrive in any job or industry. Ignite My
Future in School (IMFIS) has integrated CT skills
“Now I’m not dependent on anyone. At the bank, I can do my own transactions. Earlier, I would have to take my within classrooms in 350 districts across US and in
daughter’s help to fill out the forms and could only use my thumb print,” she says. India, LATAM and UK.

While integrating a core yet novel skill set within K-12 students and 20,000 educators in the U.S. a Skilling
classrooms, multi-layer engagement is critical. The full year ahead of the company’s 2022 goal.
program has integrated within its model support In today’s Business 4.0™ world, where digital
to key stakeholders within the learning ecosystem An integral element of the program is the Ignite technologies are rapidly reshaping the ways in which
which includes students, parents, teachers and Innovation Student Challenge, which encourages enterprises do business, integrating new skill sets
administrators and adopted an inclusive approach students to use computational thinking to create within a student’s learning experience can play an
within its design so that no student gets left behind. digital solutions that solve problems within their extremely important role in democratizing access to
community and improve the world. The program opportunities.
As educators grappled with virtual learning during has created innovation champions like Ryan H who
the pandemic, IMFIS offered year-round support was recognized as an “Orange County Hero” by This has been the unique outcome of goIT, TCS’
through its Learning Leader Ambassador Program the American Red Cross and received a grant from student focused digital innovation program, which
working with 190 educators from schools across the Office of Naval Research to bring his low-cost has introduced learners across the globe to STEM,
North America, UK and LATAM in addition to wildfire detection idea to life – a much needed computer science, design thinking and innovation.
sharing distance learning activities that teachers solution in a year that has seen multiple fires within Students who have experienced goIT are empowered
of any subject, grade, or student population could the region. to create technology enabled human-centred
immediately put into action. solutions to problems within their ecosystems such
In addition, Gitanjali R, winner of the 2019 challenge as Local, an app to provide low-income families with
In FY 2021, IMFIS empowered more than 600,000 under the Health Pillar was named Time magazine’s fresh, locally sourced produce or Big Otry Fever, a
students and educators. This year, the program was first ever ‘Kid of the Year’. platform to mitigate online bullying and negative
also launched in India, Wales, Mexico and Canada. commentary.
The program surpassed its goal to reach 1 million
Diego Vela is a middle school teacher at Colegio Ingles Americano in Monterrey, Mexico. In his STEM lab and computer studies classes, he
incorporates Ignite My Future’s transdisciplinary lessons to empower his students to solve real world problems.
He says, “The power of computational thinking lies in the fact that once you show students how to apply it to solve problems, they will naturally begin to
apply those strategies from that moment forward. They will forever receive the benefits of using computational thinking to find solutions.” Diego is also
a Learning Leader Ambassador who has shared his love of computational thinking and IMFIS resources with teachers in his school and at global
events.
Through the program’s global collaboration, he has connected his classes with other students from around the world to work together to solve
global problems using computational thinking. “We all speak one language,” says Deigo. “It is the language of education.”

The goIT Monthly goIT helps students think, problem solve and design. • 80% of students showed higher order design
Challenge provides Through a standardized and engaging curriculum, thinking skills.
a recurring students are introduced to the innovation lifecycle,
product prototyping and industry relevant • 55% wanted to continue using technology to
opportunity for
entrepreneurial skills empowering them to become create solutions for the community.
classrooms to
directly engage with the digital innovators of tomorrow. 94% of the
students have gone through the program indicated Employment
the UN Sustainable
Development that they were excited about a career that utilizes
digital technologies. Over the decade to 2030, India will need to create
Goals (SDGs) and at least 90 million new jobs to absorb the 60 million
the much-needed
The pandemic demonstrated the critical role new workers who will enter the workforce. In a
virtual engagement
learning continuity played while highlighting the similar vein, Latin America experiences the world’s
for students who are remotely learning. It
need to build strong support systems. In response, highest skills shortage in the formal economy, with
engages experts from across business and
goIT transitioned to three models of delivery while four in ten organizations finding it difficult to get
policy to set challenges on issues impacting TCS
keeping the core curriculum intact – volunteer workers with the necessary skills.
communities to spur digital innovation, creativity
and generation of new ideas. This year, students driven engagements in-person or virtually, goIT
Online ensuring seamless year-round connects with As a result of the pandemic, digital fluency
across North America, UK and Australia worked
students and SDG focused monthly challenges that and a mastery of technology has become the
on novel solutions to address sustainability
encouraged students to create solutions based on default especially when ensuring access to future
challenges impacting communities everywhere.
UN Sustainable Development Goals. These unique opportunities. Despite this, there still exists an
It was Jennifer Smith’s, EVP and CIO Zions offerings enabled students to expand their creativity, acute lack of access to and understanding of digital
Bancorporation, challenge on reducing connect with a myriad of industry mentors and technologies. Even today, youth from ethnic, socio-
inequalities (SDG goal 10) that spurred Nadine develop sustainable solutions to problems faced by economic, and otherwise marginalized communities
and Ivy from Canada to create winning solutions vulnerable communities across the globe. have limited or no access to develop market relevant
to address gender and ethnic inequalities. skills that can set them up for success.
Nadine’s solution Female Force specifically targets In FY 2021, the program reached more than 54,000
beneficiaries and expanded to 33 countries. Last year TCS Singapore partnered with the
gender inequality by creating a safe space for Singaporean government to help graduates upskill
women to share their experiences and ideate and secure jobs during COVID last year, along
on solutions. Nadine says, “With Female Force I Impact created by the program, till date, includes,
with its usual hiring. In FY 2021, TCS Singapore
want to create a supportive virtual village in which
• 70% of students showed an increase in empathy. announced plans to launch a Digital Acceleration
women can empower each other.”

Centre (DAC), supported by the Singapore Economic it was critical to evolve its program model so that BPS, retail, banking and several others. The impact
Development Board (EDB), to support Singapore’s students using smartphones with low bandwidth created by the program, till date, includes,
businesses in their recovery and future-readiness. or even regular phones were able to connect to • 1.5x enhancement in income in comparison to
As part of this initiative, TCS’ will provide up to 100 mentors and coaching sessions. The digital pivot male employee in a rural area.
traineeship opportunities for local polytechnic and meant mentors and TCS volunteers from every part • 81% indicated that better jobs led to a change of
university graduates through Workforce Singapore’s of the country, even other parts of the world, could role as earning member.
SGUnited Traineeships Programme. This programme join in. The initial challenge of mobility became an
• 74% indicated an enhancement of status in the
consists of foundational, specialized, and hands-on opportunity to tap into a larger pool of volunteers,
family and community.
training courses for intensive skill building through youth and mentors increasing one-on-one
various formats including webinars, assessments, and engagement and learning effectiveness. Entrepreneurship
hackathons.
In FY 2021, more than 15,000 students were Access to high paying jobs and improved standards
TCS’ Youth Employment programs, in India and trained in India and LATAM, and more than 800 of living are often not available to youth from rural
LATAM, have supported skills development for students gained employment in sectors such as IT, and marginalized areas. Additionally, lack of proper
undergraduate students and have provided a
platform for first time employment in the private
sector for many. These trainings have not only During the last three semesters of his graduate program at the Government Engineering
increased self-esteem, status and confidence College of Kushalnagar, Rakshith joined the TCS Youth Employment Program for rural
but have also led to enhanced mobility, financial undergraduates, which he describes as a remarkable transformational journey.
independence and generational growth.
Prior to this experience, his family’s sole source of sustenance was their paddy field. After
his training, Rakshith was recruited by a leading IT consulting company. Two years into
Overall, engineering students experience business
employment, Rakshith has not only supported the needs of his family adequately but added to their savings,
communication, general aptitude and technical skills
enabling them to purchase a coffee estate near their village.
over 196 hours while non-engineering students
train in math, analytics, English and technology At work, Rakshith has devoted himself to ensuring the same opportunities are made available to many others.
over 100 hours. Armed with cross-functional skills, Today, outside his working hours, he conducts at 10 aptitude sessions in every quarter with at least 40-60
these youth are then connected to employment students across 14 colleges attending each session.
opportunities across multiple sectors. “The program inspired me develop skills that helped me become a high skilled professional. It also played a
significant role in making me more confident in my communications skills. I believe this program is a necessity for
Over last year, TCS realised that in rural colleges
all rural students who are aspiring to achieve their goals with limited available resources.” says Rakshith.
where computer and internet access were limited,

digital infrastructure, knowledge and resources in financial transactions, tele-health and tele-law, as
The community
villages have prevented communities from accessing well as access to government schemes like Ayushman
in Ekta village of
opportunities presented by the digital economy. Golden Cards and farmer support are, as a result,
Bharatpur district
more easily accessible. Bapi from Odisha started
BridgeIT, is a youth entrepreneurship program in the central
his entrepreneurial journey in August 2020. In less
that has played a pivotal role in enhancing access Indian state of
than a year’s time, Bapi’s monthly income reached
to new opportunities. The program enables Rajasthan today
`130,000. Honappa from Karnataka has experienced
economic growth to be more inclusive allowing lauds the grit, toil
a similar trajectory earning `146,000 last month
rural entrepreneurship to become key enablers in and determination with which Laxmi steered her
after only 11 months of being an entrepreneur.
overcoming discrimination and raising the standards family - from economic distress to stability - as
of living of those in rural areas. Another critical outcome has been the upward she took on the role of an entrepreneur and a
social mobility and respect for these entrepreneurs digital service provider. At 18, Laxmi joined the
An intensive training infrastructure, access to digital within their communities. For example, Zohming BridgeIT program, training to use a computer
tools and resources help youth participants to from Mizoram was elected as the Vice President of while enhancing her communication and business
emerge as confident, savvy entrepreneurs that are his village council after supporting multiple families skills. In parallel, she made time to complete her
empowered to offer digitally-enabled services that through his services. graduation.
not only support their own financial independence,
but also create a the much-needed connect for rural As of date, the program has 437 active digital After she acquired digital skills, Laxmi was
populations. entrepreneurs, providing digital services to an provided two laptops to start her own business.
average of 200,000 beneficiaries every quarter. “I opened a shop at home offering services like
With access to digital within its core theory of Till date, this robust network of entrepreneurs has e-Mitra, on-line form filling for issuing fresh
change, the program also implements Computer support rural populations across 30 districts and 10 ration cards, Aadhar cards, voter ID cards, pension
Aided Learning (CAL) in Government schools and states in India. withdrawal and anything else that needed to be
supports literacy for adults through Computer Based enabled digitally,” recalls Laxmi.
Functional Literacy (CBFL) modules. Impact created by the program, till date, includes, Laxmi visited each of the 5,000 households
Through FY 2021, the entrepreneurs have • 2x earnings for men in comparison to others in her village to market her services. As the
diversified the service lines delivered by them self-employed in rural areas. business flourished, her monthly income grew
thereby enhancing their income and standard of • `4 crore aggregate earnings of entrepreneurs to ` 60,000. Today, Laxmi is a leading supporter
living. These entrepreneurs are also slowly becoming • 95% indicated increased income and improved at the local self-help group and has supported
an organic network of connects for the rural standard of living. the community with their online documentation,
communities to access the abundance offered by so that they, in turn, can access the COVID-19
• 92% women indicated higher self esteem at
a highly digitized world. Services such as banking, subsidies and relief schemes.
home.
A TCS Foundation Initiative, Digital Impact Square million people and includes case studies and lessons
(DISQ), an open social innovation center, has learned from 33 companies and 44 programs.
leveraged digital technologies to become an enabler
for growth and transformation. The intervention has Digital Empowers
addressed challenges in health and hygiene, food
security, housing and transportation, water, citizen The purpose of Digital Empowers is to raise
empowerment and education among several other awareness on digital technologies and social issues,
critical areas. explore the art of what’s possible, and foster cross
sector partnerships. The program has primarily
Digital Impact Square fosters a culture of innovation focused on convening four key expert groups from
through a series of sustained innovation cycles. This, technology, business, non-profit, and public policy -
in turn, accelerates the journey for many young to ideate, collaborate and create solutions for social
ideators to entrepreneurs and innovators. Overall, impact leveraging emerging technologies.
the program has supported 11 solutions in reaching
self-sufficiency. Since inception in 2018, Digital Empowers has
engaged with more than 2,500 experts from UK,
Thought Leadership, Research and Insights Europe, US and Canada to expand the knowledge
base, explore new solutions and collaborate to
In addition to leveraging emerging technologies address the most pressing community issues - all
to transform customers’ businesses, TCS is also of which have cross sections across the world. In an
using them to transform society. TCS leverages its effort to further engage and leverage the innovative
intellectual capital to create innovative solutions to nature of the startup community, Digital Empowers
societal challenges and the company does this by launched Pitch for Purpose in 2020, for founders
applying its contextual knowledge while engaging of U.S.-based early-stage tech ventures using
a high-profile and diverse network of leaders to their startup as a force for good. Symba’s digital
harness expertise and amplify impact. internships solution won funding and mentorship
support from TCS.
In collaboration with the World Economic Forum,
TCS released Closing the Skills Gap: Key Insights and In response to education interruptions caused by the
Success Metrics summarizing a 3-year collaboration COVID-19 pandemic TCS produced a Global Insights
that generated business commitments to skill 17.3 Report to provide recommendations to adapt to a
changing education landscape.
Basic Health and Wellness view of patient’s clinical reports. To enhance co-creation of a smart water management system
operational efficiency, enhancements were made to serve potable water to 20 crore rural households
TCS has consistently leveraged its technology to the management system supporting laboratory at the lowest cost, empowered the consumers to
capabilities to execute large scale community impact services, billing and finance. All these enhancements enhance their experience by enabling data driven
programs enabling greater access to high quality ensure that patients not only benefit from modern operations through mobile apps, evangelized the
healthcare facilities. TCS’s Digital Nerve Centre is a affordable cancer therapy but also from the cost- State Governments to fast track the system roll out,
unique and innovative care delivery model designed effective models of care. capacity-built teams and enabled the adoption of a
to connect, communicate, coordinate and deliver Utility Operations culture.
care by leveraging people, infrastructure and a For Operation Smile, an organisation that has
robust digital platform. The primary healthcare enabled thousands of safe surgeries for those Through this year, the program has successfully
transformations at Kolar has integrated all levels of born with cleft lip and cleft palate, TCS built a piloted and demonstrated benefits from ‘IoT based
public health facilities -from Sub centre, Primary comprehensive Patient Management System to smart rural water management’ in 7 villages across
Health Centre level to District Hospital level on a streamline a patient’s journey. 4 States. The project has also aided the government
single platform to provide the right care through the and technical taskforces in developing adequate
right healthcare center. TCS also supported Tata Trusts in their interventions standards, governance frameworks and rollout
for migrant populations in Uttar Pradesh and guidelines.
TCS’ technology support to The Cancer Institute Karanataka, India through a holistic Beneficiary
(CI) - Chennai and Tata Medical Center (TMC) – Management System (BMS) and a grievance Pro-Bono Technology Support to Social
Kolkata has opened new avenues of connection and management system. A mobile application for Organisations
real time communication enhancing efficiency and field mobilizers helped capture details and create
quality for care. sensitizations about Apna Seva Kendras and TCS’ pro-bono technology support interventions
government schemes and benefits. continue to help community-based organizations
The Tertiary Health Care Transformation at the across the globe. In FY 2021, the company
Tata Medical Center (TMC) in Kolkata provided Water Sanitation and Hygiene supported social organizations like the Women’s
100% coverage of patients via virtual engagements, Business Collaborative focused on leveraging
including those that did not show and were not Jal Jeevan Mission, a project by the ministry of Jal the power of collaboration to accelerate change
reachable. Patient care services implemented this Shakti, Government of India has been supported for gender inclusion and Chief Executives for
year improved patient satisfaction and reduced by the Tata Group with TCS providing key expertise Corporate Purpose (CECP), a CEO-led coalition to
anxiety. in applying a ‘Bridgital model’ for monitoring create social impact in North America with services
rural water service delivery as well as enhanced valued over $2million.
A new clinical dashboard was rolled out this year stakeholder engagement via digitally enabled
to virtually support doctors by providing a holistic workflows. To date, interventions have led to the
Stakeholder capitalism and a purpose driven approach is
becoming critical for companies as consumers and the
society at large is expecting more from businesses. It
is, therefore, important for companies to communicate
more long-term, forward-looking information to key
stakeholders. TCS’ technology enabled solution for
Chief Executives for Corporate Purpose (CECP) has
digitally enabled long-term planning for more than 250
of its member companies.
The solution has supported over 30 CEOs on their
journey to refocus investor expectations towards the
long term and corporate sustainability.
“Through their pro bono services, TCS gave us, as a non-profit, access to expert developers who helped us design and implement a first-class platform. TCS worked hands-on as
an extension of our team and fully embedded themselves in the development process from start to end as true thought partners.”
In Australia, TCS provided pro bono technology TCS community investments have been actualized, As the pandemic driven global lockdowns were
empowerment to Australia and New Zealand based in a large part, by its large employee base who imposed, TCS developed virtual skills-based
Meals on Wheels, Royal Hospital for Women, Food generously volunteer their time, skills and expertise volunteering opportunities via a global catalogue
Ladder, Charitable Recycling Australia and Biocovid as last-mile connectors. TCS’ Employee Volunteer for associates. Through the Youth Employment
valued at A$1 million so they could continue to Program channeled the unique skillset of its Program, volunteers in India delivered sessions for
support people who depended on their services even employees and their ability to address some of the youth in Sweden, Germany, US and Australia.
during in the pandemic. most pressing issues in countries where they live and
work. In FY 2021, more than 69,000 employees Through TCS’ collaboration with Katalyst, 33
Employee Engagement volunteered over 787,000 hours to support these volunteers mentored 53 girls from marginalized
initiatives, contributing to Sustainable Development communities in India providing them the exposure to
Goals 3, 4, 5, 8, 10, and 13. a new set of experiences and perspectives.

Through Lab on Bike, implemented in association providing kits for communities affected by typhoon
A Sakira Banu, IT Analyst, with Agastya International Foundation, associates Ulysses and by raising funds.
Chennai: CSR Champion who volunteered to provide more than 600 students and
changed the lives of 1300 teachers access to quality hands-on basic education Empowering Communities to Adapt and be
people designed to foster creative thinking, problem-solving Resilient to COVID19
At the Oragadam and communication skills. Associates also conducted
Thiruvidanthai village in Tamil computers, English, science and Math lessons for 40 As the unprecedented impact of the pandemic
Nadu, access to water was a massive issue, with students of Ashram Vinay Mandir School. hit communities across the globe, TCS focused
only one borewell for 46 families. The greatest on building resilience. While the safety and well-
impact was on women and their sanitation and Over 2,800 people from rural communities in being of its employees and ensuring support to
hygiene. Sakira Banu, through her volunteering Karnataka and Puduccherry were supported by its customers were key, it was equally important
effort, was instrumental in constructing a motor- TCS volunteers. Students were provided access to continue the mission critical services that the
based borewell to create access to water for 160 to computer, internet, multimedia learning while company was performing around the world to help
people. Sarika also supported efforts to construct employment-related mentorship was provided to people transition into this new beginning. TCS
borewells in Sembakkam and Paloor Villages. the youth. Adults in the villages benefited from the contributed ` 250 crore to the PM Cares Fund to
healthcare advice and awareness programs. support vulnerable and marginalized populations in
At the Hanumanthapuram Government School
India.
in Tamil Nadu, students had to bring water
TCSers in China helped set up a computer lab
from their own homes rationing consumption TCS responded to this global community challenge
to facilitate remote education in a distant school
to ensure they had access to clean drinking with great agility, creating essential interventions
in Gansu province. Employees who, typically,
water through the school day. Leveraging her including those that supported health and well-
volunteered in person, spent time via video
experience of constructing sustainable borewells, being, facilitated adaptation of education systems
conferencing several times a week to teach
Sakira liaised with the Block Development Officer,
students STEM subjects. TCSers in the US and to virtual and remote learning and leveraged a
obtained the necessary approvals, and the school
Canada supported military veterans and youth from purpose-driven approach to utilizing its technology
got a 425 ft borewell and long-term access to
underserved communities through mock interviews and human capital to create solutions that address
water, leading to better sanitation and hygiene for
and virtual career coaching, while those in India immediate needs of the local communities.
the entire school.
volunteered time to lead technical trainings through
In her role as a volunteer champion, Sakira has its youth employment programs. The pandemic pushed medical professionals into
also led efforts to plant 100,000 palm seeds the front lines of the crisis. As a result, there was
along the coast of Panaiyur village to mitigate Employees also supported disaster relief efforts to an increased need to develop and deliver resources
excessive soil erosion. help those affected by typhoon Rolly and Ulysses by that support physicians, nurses, care team members

and their families. TCS provided more than 100,000 health and well-being as health professional worked ensured the activation of contact-less patient care
PPE to police and front-line workers and supported around the clock. TCS iON CoronaWarriors, an coordination services for over 21,000 patients.
the building of isolation centers in Noida. The online learning program, was specifically created for Virtual consultation services implemented at the
company also built capacity for 200 doctors across paramedical and professional healthcare workers on hospital proved to be immensely beneficial while the
22 hospitals, in collaboration with Tata Trusts and the fundamentals of infection prevention and control integration of a COVID assessment helped with early
CMC Vellore Hospital and Care Institute of Health of COVID-19. This 6-hour course was designed and assessment and the delivery of appropriate care. At
Sciences, supporting these essential workers at a curated by healthcare experts at TCS and Harvard Tata Medical Center Kolkata, ClinicographTM services
time when the pandemic was at its peak. University to provide essential support during the enabled location independent access to review
peak of the pandemic. and analyze patient data to provide care during
2.5 million meals were distributed to 250,000 lockdowns.
doctors and medical professionals in partnership For at risk populations such as those with cancer,
with Indian Hotels Company Ltd. This helped ensure TCS’ support to Cancer Institute, Chennai The pandemic had the deepest impact on those
who are most vulnerable, including people living in
poverty, older people, those with disabilities, youth
TCS’ Leaders with Purpose program provides professional development through and minorities. TCS’ support in providing food,
hands-on civic leadership training to select champions committed to leveraging pantry boxes and healthcare products for vulnerable
their skills to change the world. The 80-member cohort of 2021 is currently communities in the U.S., Mexico and Chile ensured
undergoing expert mentoring sessions and social projects to build socially access to basic sustenance. At this time, it was also
conscious leaders within the company’s workforce. important that verified information is made available
for those in rural and disconnected areas. TCS
For many years, Anita served as a CSR Champion, helping organize and promote
created content in 10 Indian languages focusing on
volunteer opportunities among associates in her account. In 2019, she enrolled for
physical and emotional well-being as well as guides
the program, motivated by a desire to help train and inspire the next generation of
to access government relief measures and other
“volunteers to spread the sense of purposefulness across the workforce.”
entitlements that were crucial to ensuring wellness
Through training in community engagement, Anita gained greater insight into the objectives and of 450,000 people in India during the lockdowns.
opportunities to scale impact through corporate social initiatives. After graduating from the program in the
Lending a Helping Hand
summer of 2020, Anita remains a true social leader and she is now leading a team of TCS associates in a
pro bono effort benefitting an international disaster relief agency. She also serves on TCS’ inaugural Go Red TCS family of more than 488,000 global employees
Advisory Committee to raise funds and awareness in the fight against heart disease, the global #1 cause of shared TCS’ commitment to support those that
death. needed it the most – and TCS, in turn, supported

All it takes is one person to make a difference. Jigar Chadva, a delivery manager and a community champion, realized that he alone could be
the start of a movement that would provide support and relief for so many impacted by the pandemic.
He, along with members of his team, took the lead to organize several activities in Bangalore to provide relief to marginalized sections and
those below the poverty line, who are most impacted by the lockdown. Understanding the need for swift action, Jigar worked, for over 2
months, to collect and distribute 450 food packets from central government authorized kitchens for people in and around Whitefield area of
Bangalore city.
Twenty families also received groceries and supplies worth `10,000. Organizations such as Chaitanya Kuteer, SOS Children’s village and
Vonisha Foundation received a total of 1,000 masks while non-profit Chaitanya Kuteer was also supported with grocery stock of 2 months for
the wellbeing of the children who were under its care.
For his efforts, Jigar was recognized as a CORONA warrior – a special badge issued by the Government of India for those who had selflessly volunteered time in support
of communities and to help others receive immediate relief.
“Thanks to you and your team of warriors for this generous gesture towards community well-being Since these areas are home to people who earn less than `30 a day, these
masks are the much needed and timely protection against any new wave of the pandemic.” - SOS Children’s Villages of India, Bangalore
their incredible efforts and generosity during Technology and innovation are the core strengths When stay-at-home orders were rolled out across
the pandemic. TCS matched 100% of employee of TCS, and the company leveraged its expertise the U.S. to stop the spread, millions of Americans
donations, resulting in over `12 crore donated to in both to overcome the challenges communities were left furloughed or laid-off, and without any
global community organizations such as the PM were facing during the pandemic. Resilience of certainty of when they would be back to work.
CARES fund, Feeding America, Canadian Red Cross, social organizations was key if continuity to essential States faced a tremendous challenge in disbursing
Caritas Manila, Singapore People’s Association and services had to be maintained. TCS delivered unemployment benefits to a large pool of people,
many others. enhancements to its Beneficiary Management with state IT systems unable to keep pace. TCS
System (BMS), developed pro-bono for Tata Trust’s stepped up to offer its technology and consulting
TCS associates volunteered time to create awareness migrant support interventions. Enhancements services pro-bono to improve performance and
e-communication materials in multiple easily included features such as SMS and e-mail capacity of benefits systems of New York State while
accessible formats and translated these into four configurations key during the pandemic to create enabling the processing of 140,000 unemployment
languages. As a result, over 18,000 beneficiaries in large scale connects for a population group that was claims during the lockdown. Also, see the story
India had access to WHO guidelines on actions to most impacted by the disconnect. of how TCS developed a standalone system to
adopt to ensure their safety during the pandemic. help the State of Connecticut disburse pandemic
unemployment assistance to gig workers and other support their educational needs. A 5-day self-paced While virtual learning facilitated continued
independent contractors on Page 29 in this Report. digital certification program, Career Edge, was also education in a way that wouldn’t have been possible
specially designed and offered at no cost to university a decade ago, at home education platforms were
Bridging education gaps students and working professionals to enhance their not without their own challenges. TCS created its
digital skills during lockdowns. Edu VirtualAssist (EVA) to support educators and
Virtual learning became an essential service during parents struggling with common technical issues or
the pandemic. Across the globe, there were over Where access to virtual learning was disrupted, just needing advice on how to get the most out of
a billion students putting their varying degrees TCS’ programs offered distant learning activities the virtual learning experience. EVA leveraged the
of digital skills to the test in an effort to keep and addressed the digital divide through computer expertise, skills and empathy of TCS’ workforce to
themselves safe yet connected. At the same time, donations to underserved students in the U.K., provide pro bono support to educators and parents
access to at-work skills remained a distant possibility Singapore, Netherlands and Hungary. across the globe.
for marginalized youth. Acknowledging this critical
gap, TCS created support systems for learners of Rodney Crouse, a middle Extending TCS’ reach
all ages, educators and parents to make a seamless school teacher in North
transition to remote and online learning. Carolina and TCS’ Ignite My One of the biggest challenges that impacted
Future in School Learning rural India during the pandemic was the lack
A digital pivot for TCS’ strategic programs, Ignite Leader realized quickly this of connectivity. The digital divide created an
My Future in School, goIT and Youth Employment, year that computational unprecedented lack of access to basic services
ensured that learning continued even if it could thinking strategies will help rendering several marginalized groups at risk. Digital
not take place in person. TCS Cares and TCS Yoga, his students remain engaged during distance entrepreneurs of TCS’ flagship BridgeIT program
designed to engage the company’s global workforce, learning. By integrating the simple strategies became the “bridge” to connect communities to
were also integrated into the program design of that he learnt from the program, Rodney has critical services that had all gone virtual. New services
its employment programs in India to ensure much found that students who were struggling to stay within the CSC platform, such as tele-law and
needed support to students in managing the engaged were now taking an initiative. tele-health, were delivered via these entrepreneurs.
negative impacts to their overall well-being during Today, Rodney collaborates with educators from They also provided access to emergency ambulance
the pandemic. Mexico, Canada and the U.S. to help his students services and food for those below the poverty line in
solve the global problem of Food Deserts. “My rural regions and distributed health materials, over
TCS’ proprietary iON Digital Glass Room was opened kids are living in a food desert, so they are learning 6,000 masks, food and protective equipment to
up for any educational institution across the globe about where they live and how to solve a problem over 200,000 households. From April to August, the
to utilize free of cost for the entire academic year. that affects their community. This project is months of highest impact these services supported
Over 23,000 institutions leveraged the platform to relevant to all of their lives.” more than 157,000 people across India. BridgeIT

also leveraged its partner network to provide access Awards and Accolades for Social Capital • Awarded the 2020 CSR China Education Award
to masks, food, and protective equipment to over by CSR China TOP 100 for its long-term
• Named as one of America’s Most Community-
180,000 households in Raichur, Karnataka. commitment to STEM.
Minded Information Technology Companies for
the fourth consecutive year, and as Technology • Awarded by SHRM India for Excellence in
TCS’ Youth Employment Program, additionally,
Sector Leader for the third year, in the Civic Community Impact at the HR Excellence Awards
expanded its reach during the pandemic to support
50 by Points of Light, the world’s largest 2020.
training for marginalized populations in states such as
organization dedicated to volunteer service.
Arunachal Pradesh, Himachal Pradesh, Haryana and • Received an APEX award from Global Compact
Ladakh. • Recognized among Asia’s Best Companies 2020 Network Singapore for Sustainable Solutions
for Best Environmental Stewardship and Most in recognition of TCS’ Care Seniors Program in
The company’s work with social entrepreneurs who Committed to Social Causes by FinanceAsia. Singapore.
have scaled the solutions incubated by the Digital
Impact Square, a TCS Foundation Initiative, served • Named the 2020 Corporate Citizen of the Year • Recognized for its work with Million Women
more than 3.8 Million people in India. Solutions by Economic Times for demonstrating a deep Mentors at the 17th Annual Innovations in
like a vehicle e-pass system allowed essential and commitment to society. Diversity & Inclusion Awards.
authorized services to work smoothly during the • Won the 2020 Stevie Gold Award for Best CSR
lockdown and MahaKavach, helped health authorities Strategy in Canada.
in tracking quarantined patients in Maharashtra, India
in turn supporting the management of the spread of
the disease in critical states.

Business Responsibility Report 9. Total number of locations where business activity is undertaken by the
Company:
This section is as per Regulation 34 of the SEBI (Listing Obligations and Disclosure
Requirements) Regulations, 2015 (a) Number of International Locations (Provide details of major 5):
76 delivery centres
Section A: General information about the company
Breakup for the top 5 regions is as below:
1. Corporate Identity Number (CIN) of the Company: Region # of Delivery Centers
L22210MH1995PLC084781 UK and Ireland 20
2. Name of the Company: Tata Consultancy Services Limited North America 19

Latin America 19
3. Registered address: 9th Floor, Nirmal Building, Nariman Point,
Mumbai - 400 021, India Asia Pacific 10
Europe 7
4. Website: www.tcs.com
MEA 1
5. E-mail id: corporate.sustainability@tcs.com
(b) Number of National Locations: 107
6. Financial Year reported: April 1, 2020 to March 31, 2021
10. Markets served by the Company – Local/State/National/International:
7. Sector(s) that the Company is engaged in (industrial activity code-wise): North America, Latin America, United Kingdom and Ireland, Continental Europe,
ITC CODE: 85249009 Product Description: Computer Software Asia Pacific, Middle East and Africa, and India.
8. List three key products/services that the Company manufactures/provides

(as in balance sheet): Consulting and Service Integration, Digital Transformation
Services and Cognitive Business Operations.

Section B: Financial details of the company 3. Do any other entity/entities (e.g. suppliers, distributors etc.) that the
Company does business with, participate in the BR initiatives of the
1. Paid up Capital (INR): 370 crores Company? If yes, then indicate the percentage of such entity/entities?
[Less than 30%, 30-60%, More than 60%] No.
2. Total Turnover (INR): 164,177 crores
3. Total profit after taxes (INR): 32,430 crores Section D: BR information
4. Total Spending on Corporate Social Responsibility (CSR) as percentage 1. Details of Director/Directors responsible for BR
of profit after tax (%): 2.03% of average net profit for previous three years in
respect of standalone TCS (India Initiatives only) (a) Details of the Director/Director responsible for implementation of
the BR policy/policies
5. List of activities in which expenditure in 4 above has been incurred:
The Corporate Social Responsibility (CSR) Committee of the Board of
Category (CSR in India only) ₹ crore Directors is responsible for implementation of BR policies. The members
Disaster Relief - COVID 19 273 of the CSR Committee are as follows:
Education, Skilling, Employment, Entrepreneurship 28
DIN Number Name Designation
Health, Wellness and Water, Sanitation and Hygiene (WASH) 22
00121863 N Chandrasekaran Chairman
Heritage 1
00548091 O P Bhatt Independent Director
Contribution to Foundations/Trusts 350
07006215 N Ganapathy Subramaniam Chief Operating Officer
Total 674
(b) Details of the BR head
Including overseas spend, the Company’s total spending on Corporate Social
Responsibility is ` 737 crore
Name: Milind Lakkad
Designation: Chief Human Resources Officer
Section C: Other details
Telephone number: 022 67789999
1. Does the Company have any Subsidiary Company/ Companies? Yes E-mail id: corporate.sustainability@tcs.com
2. Do the Subsidiary Company/ Companies participate in the BR Initiatives of

the parent company? If yes, then indicate the number of such subsidiary
company(s): Yes, 49 subsidiaries participated
2. Principle wise (as per NVGs) BR Policy/policies
The National Voluntary Guidelines on Social, Environmental and Economic Responsibilities of Business (NVGs) released by the Ministry of Corporate Affairs has adopted
nine areas of Business Responsibility. These briefly are as follows:
P1 Business should conduct and govern themselves with Ethics, Transparency and Accountability
P2 Businesses should provide goods and services that are safe and contribute to sustainability throughout their life cycle
P3 Businesses should promote the wellbeing of all employees
P4 Businesses should respect the interests of, and be responsive towards all stakeholders, especially those who are disadvantaged, vulnerable and marginalized
P5 Businesses should respect and promote human rights
P6 Business should respect, protect, and make efforts to restore the environment
P7 Businesses, when engaged in influencing public and regulatory policy, should do so in a responsible manner
P8 Businesses should support inclusive growth and equitable development
P9 Businesses should engage with and provide value to their customers and consumers in a responsible manner
S. N. Questions P1 P2 P3 P4 P5 P6 P7 P8 P9
1 Do you have a policy / policies for.... Y Y Y Y Y Y Y Y Y
2 Has the policy being formulated in consultation with the relevant stakeholders? Y Y Y Y Y Y Y Y Y
3 Does the policy conform to any national / international standards? Y Y Y Y Y Y Y Y Y
4 Has the policy been approved by the Board? If yes, has it been signed by MD/owner/ CEO/appropriate Y Y Y Y Y Y Y Y Y
Board Director?
5 Does the company have a specified committee of the Board/ Director/ Official to oversee the Y* Y* Y* Y** Y* Y*** Y* Y* Y*
implementation of the policy? Indicate the link for the policy to be viewed online?
6 Has the policy been formally communicated to all relevant internal and external stakeholders? Y Y Y Y Y Y Y Y Y
7 Does the company have in-house structure to implement the policy/ policies? Y Y Y Y Y Y Y Y Y

S. N. Questions P1 P2 P3 P4 P5 P6 P7 P8 P9
8 Does the Company have a grievance redressal mechanism related to the policy/policies to address Y Y Y Y Y Y Y Y Y
stakeholders’ grievances related to the policy/ policies?
9 Has the company carried out independent audit/ evaluation of the working of this policy by an internal Y N Y N N Y N N Y
or external agency?
* TATA Code of Conduct (https://on.tcs.com/Tata-Code-Of-Conduct)

** CSR Policy (https://on.tcs.com/Global-CSR-Policy)
*** Environment Policy (https://on.tcs.com/Environmental-Policy)
3. Governance related to BR Section E: Principle wise performance

(a) Indicate the frequency with which the Board of Directors, Committee Principle 1
of the Board or CEO to assess the BR performance of the Company.
Within 3 months, 3-6 months, Annually, More than 1 year: 7 Board 1. Does the policy relating to ethics, bribery and corruption cover only the
Meetings were held during the year. company? No
(b) Does the Company publish a BR or a Sustainability Report? What is Does it extend to the Group/Joint Ventures/Suppliers/Contractors/
the hyperlink for viewing this report? How frequently it is published? NGOs/ Others? Yes
Yes, the Company publishes a Sustainability Report every year as part of
2. How many stakeholder complaints have been received in the past financial
the Integrated Annual Report. The hyperlink is: https://on.tcs.com/Annual-
year and what percentage was satisfactorily resolved by the management?
Report-2021
If so, provide details thereof, in about 50 words or so: In FY 2021, 184
concerns from various stakeholders were received via various channels. Of these,
167 (91%) were satisfactorily resolved as on March 31, 2021, and the remaining
concerns are a work in progress to be resolved following due processes.

Principle 2 3. Virtual HABilitation (VHAB) - TCS’ VHAB aims at providing a full-
fledged application platform for children having difficulties in limb, muscular
1. List up to 3 of your products or services whose design has incorporated movements and general behavioral traits. A cost efficient solution built
social or environmental concerns, risks and/or opportunities: on gesture reality, leap motion and virtual reality platforms that builds a
personalized suite of exercises for various kinds of movements for hands, legs
1. TCS Evirozone™ is a suite of products designed with environmental
and palms, that are fun, interactive and ensure development
sustainability as a central focus for the Consumer and Packaged Goods
industry. This includes: 2. For each such product, provide the following details in respect of resource
used (Energy, Water, Raw material etc.) per unit of product (optional)
o TCS Envirozone O-Zone for Responsible Sourcing. O-Zone brings
TM
a holistic view to manage supply chain sustainability risks by tracking a) Reduction during sourcing/production/ distribution achieved since
and mitigating water stress, food toxicity, climate and social risks from a the previous year throughout the value chain?
complex network of suppliers upstream.
o EnvirozoneTM: This is a digital product, therefore not applicable.
o TCS EnvirozoneTM iCloseLoop – This is a Recycling Marketplace that
helps in achieving a unified view of the journey towards sustainable o Digital Farming Initiative: Not Applicable
packaging and a circular economy. It serves as an input to strategic o Virtual HABilitation (VHAB) – Not Applicable
decisions on product packaging and extended producer responsibility.
b) Reduction during usage by consumers (energy, water) has been
o TCS EnvirozoneTM Net-Zero – Net-Zero is a Carbon Management achieved since the previous year:
Solution that enables accounting and management of value chain
emissions for better visibility on climate risk. It also enables stakeholders’ EnvirozoneTM: The products listed above are TCS’ new digital offerings that
engagement for shared ownership of carbon mitigation programs. enable better environmental, social and governance (ESG) performance
for the Company’s customers. These solutions have proven ability to better
2. Digital Farming Initiative (DFI): TCS’ Digital Farming Initiative is a manage ESG risk and accelerate its customers’ sustainability journeys
platform that personalizes data support to the level of each farmer and towards responsible sourcing, net-zero carbon, circular economy, and brand
field. It hopes to transform the complete supply chain of the agri eco-system neutrality. Each customer’s journey has been different; but ESG performance
through the application of innovative protocol-centric, data-driven, “Sky- has improved in each case.
Earth” convergence technologies, thereby improve farmer livelihoods. It also
works through creation of rural nuclei of growth called PRIDEs (Progressive Digital Farming Initiative The following improvements have been achieved
Rural Integrated Digital Enterprises). with respect to environmental impact:
o Reduction in chemicals usage (20 kgs/hectare): 50,400 tons

o Reduction methane and CO2 emissions: 7,500 tons/year TCS has played a key role in enhancing Small and Medium Enterprises’
manufacturing capability by identifying gaps in the process as compared to
o Reduction in water usage: 2.4million litres/season
customer processes and supporting the SME by training and handholding to
o Reduction in electricity usage: 1million units/year overcome those gaps. One example of supporting these key activities is by
helping the supplier create a specific FAI (First Article Inspection) process so
Virtual HABilitation (VHAB) – Not Applicable
that components can be developed and inspected in record time and shipped
to customer.
3. Does the company have procedures in place for sustainable sourcing
(including transportation)? Beyond the company’s own procurement system, TCS is increasing the
capacity of Self Help Groups and entrepreneurs through its BridgeIT and
(a) If yes, what percentage of your inputs was sourced sustainably? Also, Adult Literacy programs and community investments.
provide details thereof, in about 50 words or so.
5. Does the company have a mechanism to recycle products and waste? If yes
TCS’ suppliers sign the Supplier Code of Conduct and the Tata Code of what is the percentage of recycling of products and waste (separately as
Conduct. The Company’s policy on supply chain sustainability can be found 10%). Also, provide details thereof, in about 50 words or so:
here: https://on.tcs.com/Sustainable-Supply-Chain-Policy
Yes. For more details please refer to FY 2021 Performance Overview: Natural
4. Has the company taken any steps to procure goods and services from Capital which forms part of this Integrated Annual Report
local & small producers, including communities surrounding their place of
work? Yes Principle 3
(a) If yes, what steps have been taken to improve their capacity and 1. Please indicate the Total number of employees:
capability of local and small vendors? 488,649 as on March 31, 2021
While the criteria for selection of goods and services is quality, reliability and 2. Please indicate the Total number of employees hired on temporary/
price, TCS gives preference to small organisations, particularly promoted by contractual/ casual basis: 18,259 as on March 31, 2021
entrepreneurs from socially backward communities. TCS has conducted a 3. Please indicate the Number of permanent women employees:
value stream mapping of their manufacturing lines, identified opportunities 178,357 as on March 31, 2021
for process and productivity improvements and facilitated capacity planning.
TCS has also supported suppliers to meet their raw material / hardware 4. Please indicate the Number of permanent employees with disabilities:
purchasing needs from Tier II suppliers. This has helped the suppliers to 825 as on March 31, 2021
improve their own capacity.
5. Do you have an employee association that is recognized by management? Principle 4
Yes
1. Has the company mapped its internal and external stakeholders? Yes
6. What percentage of your permanent employees are members of this
recognized employee association? 0.03% (For India) 2. Out of the above, has the company identified the disadvantaged,
vulnerable & marginalized stakeholders: Yes
7. Please indicate the Number of complaints relating to child labour, forced
labour, involuntary labour, sexual harassment in the last financial year and 3. Are there any special initiatives taken by the company to engage with the
pending, as on the end of the financial year: disadvantaged, vulnerable and marginalized stakeholders? If so, provide
details thereof, in about 50 words or so:
The Company has adopted a policy on prevention, prohibition and redressal Yes. Please refer to the section on FY 2021 Performance Overview: Social Capital
of sexual harassment at the workplace in line with the provisions of the Sexual in this Integrated Annual Report for details on the Company’s Adult Literacy
Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Program, Bridge IT, Youth Employment programs among others.
Act, 2013 (India) and the Rules thereunder.
Principle 5
During FY 2021, the Company has received 27 complaints of sexual
harassment, out of which 19 complaints have been resolved with appropriate 1. Does the policy of the company on human rights cover only the company
action taken and 8 complaints remain pending as on March 31, 2021. Internal or extend to the Group/Joint Ventures/ Suppliers/Contractors/NGOs/
review is under progress for the pending complaints, following due process. Others?
The principles stated in the Company’s code and policies which include respect for
There have been no complaints in other areas. human rights and dignity of all stakeholders, extend to the group, joint ventures,
suppliers and all those who work with TCS.
8. What percentage of your under mentioned employees were given safety &
skill upgradation training in the last year? 2. How many stakeholder complaints have been received in the past financial
(a) Permanent Employees – 99.7% year and what percent was satisfactorily resolved by the management?
No material concern related to violation of fundamental human rights of
(b) Permanent Women Employees – 99.7% individuals was received during the financial year.
(c) Casual/Temporary/Contractual Employees – 78.3%
(d) Employees with Disabilities - 99.4%

Principle 6 Principle 7
1) Does the policy related to Principle 6 cover only the company or extends 1. Is your company a member of any trade and chamber or association? If
to the Group/Joint Ventures/Suppliers/Contractors/NGOs/others. Yes, Name only those major ones that your business deals with:
The policy is applicable to TCS, its subsidiaries and vendors. Yes. National Association of Software and Services Companies (NASSCOM),
Confederation of Indian Industries (CII), Federation of India Chambers of
2) Does the company have strategies/ initiatives to address global Commerce and Industry (FICCI), US India Business Council (USIBC), US Chamber
environmental issues such as climate change, global warming, etc? Y/N. If of Commerce and Confederation of British Industry (CBI).
yes, please give hyperlink for webpage etc:
Yes.. Please refer to the section on FY 2021 Performance Overview: Natural 2. Have you advocated/lobbied through above associations for the
Capital in this Integrated Annual Report and https://www.tcs.com/sustainability- advancement or improvement of public good? Yes/ No; if yes specify
strategy. TCS’ Environmental Policy is available on https://on.tcs.com/ the broad areas (drop box: Governance and Administration, Economic
Environmental-Policy Reforms, Inclusive Development Policies, Energy security, Water, Food
Security, Sustainable Business Principles, Others):
3) Does the company identify and assess potential environmental risks? Yes. Yes. TCS participated in consultations on governance and administration,
sustainable business principles, inclusive development policies (with a focus on
4) Does the company have any project related to Clean Development
skill building and literacy), economic reforms and tax and other legislations. TCS
Mechanism? If so, provide details thereof, in about 50 words or so. Also, if
Yes, whether any environmental compliance report is filed? uses the Tata Code of Conduct as a guide for its actions in influencing public and
Not Applicable regulatory policy.
5) Has the company undertaken any other initiatives on – clean technology, Principle 8
energy efficiency, renewable energy, etc. Y/N. If yes, please give hyperlink
for web page etc. 1. Does the company have specified programmes/initiatives/ projects in
Yes. Please refer to the section on FY 2021 Performance Overview: Natural pursuit of the policy related to Principle 8? If yes details thereof?
Capital in this Integrated Annual Report. Yes. Please refer to the preceding section on FY 2021 Performance Overview:
Social Capital in this Integrated Annual Report.
6) Are the Emissions/Waste generated by the company within the permissible
limits given by CPCB/SPCB for the financial year being reported? Yes. 2. Are the programmes/projects undertaken through in-house team/own
foundation/external NGO/government structures/any other organization?
7) Number of show cause/ legal notices received from CPCB/SPCB which are TCS uses all of these modes.
pending (i.e. not resolved to satisfaction) as on end of Financial Year. None

3. Have you done any impact assessment of your initiative? Principle 9
TCS has been conducting internal impact assessments to monitor and evaluate its
strategic CSR programs. The Company takes cognizance of sub-rule (3) of rule 1. What percentage of customer complaints/consumer cases are pending as
8 of the Companies CSR Policy Rules 2014 and has initiated steps to conduct on the end of financial year.
impact assessment of CSR projects through an independent agency. There are no 5.8% complaints are pending resolution as on March 31, 2021.
projects undertaken or completed after 22nd January 2021, for which the impact
assessment report is applicable in FY 2021. 2. Does the company display product information on the product label,
over and above what is mandated as per local laws? Yes/No/N.A./Remarks
4. What is your company’s direct contribution to community development (additional information):
projects- Amount in INR and the details of the projects undertaken? Not Applicable
`737 crore, including overseas spend. For more details, please refer to Annexure II
of Directors’ Report in this Integrated Annual Report. 3. Is there any case filed by any stakeholder against the company regarding
unfair trade practices, irresponsible advertising and/or anticompetitive
5. Have you taken steps to ensure that this community development
behaviour during the last five years and pending as on end of financial
initiative is successfully adopted by the community? Please explain in 50
year? If so, provide details thereof, in about 50 words or so:
words, or so.
No
Yes.The CSR initiatives of the Company are executed by a skilled team who ensure
impact-focused implementation, monitoring, and reporting. Successful adoption 4. Did your company carry out any consumer survey/ consumer satisfaction
of programs is evidenced by the following impact achieved, till date, in its strategic trends?
programs: Yes
• 23,800 rural youth employed through Youth Employment Program
• 325,000 villagers supported with digital services by 466 BridgeIT

entrepreneurs
• 1.07 million individuals, including over 70,000 prison inmates, made literate
though the Adult Literacy Program
Please refer to the section on FY 2021 Performance Overview: Social Capital in

this Integrated Annual Report for further details.

FY 2021 PERFORMANCE OVERVIEW: baseline year FY 2008) ahead of schedule, through digital technology was launched at TCS’
NATURAL CAPITAL the Company has set a new carbon reduction first Sustainathon in Singapore in 2020. The
target. It commits to reduce absolute Scope 1 challenge focused on solutions for food waste
TCS’ approach to sustainable growth is built on the + Scope 2 greenhouse gas emissions by 70% management which amplified the critical role
belief that it can strengthen its business while also by 2025 over a 2016 base year. It aspires that sustainability and success of the UN SDGs
valuing the environment and its ecosystem. TCS to achieve net-zero emissions by 2030. Key play in the creation of a better future.
is in a unique position to combine its heritage of strategies include energy efficiency across
purpose along with digital leadership and innovation operations, expanded use of renewable energy • Partnering with customers for more
to drive its own journey to more sustainable sources, working with supply chain partners to sustainable outcomes: Beyond its own
outcomes, as well as partner with customers, civil reduce value chain emissions and optimizing footprint, TCS is actively engaged with
society and governments to lead and shape solutions business air travel and employee commutes. customers and partners to help shape and
towards the achievement of the UN Sustainable The Company’s Vision 25x25 is a strategic deliver their journey to more sustainable and
Development Goals. lever which will enable achieving this aspiration, future-fit businesses. It sees greater potential
along with carbon removal offsets. Further, the in enabling efficiencies and climate action
TCS’ leadership commitment builds on the significant Company has identified two markets and two through its digital solutions for customers,
progress it has already made in reducing its delivery centers where it will become carbon higher than what it can accomplish within its
environmental footprint. It is driven by the belief neutral before the close of FY 2022. own organizational boundaries. TCS offers digital
that business success and sustainability-driven solutions that use cutting edge technologies
decisions are one and the same thing for a future-fit • Influencing and enabling future generations: for intelligent energy management that reduces
business, and banks on the passion of its employees, TCS is one of the largest creators of skilled energy consumption, evaluation of portfolio
shareholders, suppliers, and customers to support jobs globally. It encourages students to build climate risks for decision making, GreenIT,
its progress on this journey. TCS is focused on the skills and confidence to pursue STEM logistics route optimization, scope 1, 2 & 3
harnessing its core business capabilities to lead and education and careers and become tomorrow’s carbon emission foot printing and enabling
influence change with its primary stakeholders across technology and business leaders. It is committed blockchain-based Renewable Energy Certificate
four key areas: to imparting digital skills and capabilities to marketplaces. In addition, it plans to partner with
at least 5 million youths by 2025. Another customers strategically to deliver carbon neutral
• Accelerating TCS’ journey towards net zero: initiative to inspire and empower young minds operations together.
Having achieved the previous target of halving to solve real-world environmental problems
the specific carbon footprint by 202027 (versus
In the past years, TCS has successfully reduced its specific energy consumption in kWh/FTE by over 60% in FY 2020 over the baseline year FY 2008, and brought down its specific carbon
27
footprint from Scope 1 and Scope 2 from 3 tCO2/FTE in FY 2008 to 1.15 tCO2e/FTE in FY 2020, a reduction of 61.6%.
• Empowering employees to lead the change: To TCS is certified under the ISO 14001:2015 Low quantities of food waste were generated as
harness the energy of millennial employees who Environmental Management System (EMS) standard, canteens and food services were operating at a bare
also have high levels of social and environmental across 120 locations globally. The management minimum. Air travel and employee commutes were
awareness, TCS plans to involve them as part system has integrated environmental (including extremely limited and hence the carbon footprint
of incubation teams that rethink the business climate change) risks and opportunities with TCS’ associated with them also reduced significantly.
models and operations of today, and also business strategy. The company measures, manages
increase their self-awareness of their role as and reports on energy, carbon, water and waste Managing the Carbon Footprint28
change agents through awareness/training and – the most material environmental aspects of its
action. The Company has launched programs operations. TCS has embraced the precautionary principle
to influence conscious choices as individuals and recognized carbon footprint mitigation and
and families, and facilitate measurement and Impact of SWBS™ energy optimization as a high priority area29. With
monitoring of an individual’s ecological footprint. an operational footprint that consists largely
The company’s environmental footprint was
of campuses of office blocks for the delivery
significantly reduced in FY 2021 due to the large-
Key Focus Areas organization, and sales offices, direct emissions from
scale switch to remote working, enabled by the
operations – also referred to as Scope 1 emissions
Secure Borderless Workspaces operating model.
The four key focus areas of the Company’s – are a very small part of the company’s carbon
With over 96% of employees working from home
environmental strategy are: footprint, amounting to just 8% of the overall carbon
throughout the year, resource consumption,
• Energy management: Energy efficiency footprint. The rest is made up of indirect emissions,
emissions and wastes were significantly lower
through green infrastructure and operational referred to as Scope 2 emissions, associated with
across all the parameters. However, despite the low
efficiency purchased electricity30.
occupancy rates of 3-4%, utilities across facilities
• Carbon footprint reduction: Maximizing energy had to be run at base load to ensure the overall Due to the pandemic, all energy utilities had to
efficiency and use of renewable energy health of the facility and systems. Moreover, the data be operated at base load for cooling and lighting
centers supporting connectivity from home had to systems, data centers and server rooms, to optimize
• Water management: Efficient use, recycling and
be operated as usual, and consumed the usual level the energy use. The absolute energy consumption
rainwater harvesting
of energy. Consequently, resource consumption is down by 46.6% YoY and absolute carbon footprint
• Waste management: Reduction, Reuse and reduced to the tune of 40% to 50% despite the low
Recycling physical occupancy.
28
103-2, 103-3
29
102-11; Earliest reference on Page 5, TCS Corporate Sustainability Report 2006-07
30
302-1, In FY 2021, TCS consumed 292 GWh of electricity of which 15.6% was from renewable sources, ~1% from onsite utilities and the remaining was purchased electricity. Total direct
energy used was 0.04 Million GJ and total direct plus indirect energy used was 1.04 million GJ. The total electricity consumed, as well as direct energy usage, has gone down, due to lockdowns.
(Scope 1 + Scope 2)31 is down by 48.8% YoY32. TCS’ more rooftop solar, taking the total on-site roof were also taken up and the weighted average PUE
estimated33 specific greenhouse gas emission (Scope top solar capacity across its campuses to 8.1 MWp. of all DCs reduced to 1.77 this year from 2.4 in
1 + Scope 2) was 0.54 tCO2e/ FTE/Annum in the This increased the solar electricity generation 2017. The key enablers have been green data center
current reporting year, a reduction of 53% Y-O-Y. capacity to 11 million units within campuses. The practices leveraging technologies like modular UPS,
The specific carbon footprint data is presented for total renewable energy quantum including on-site cold aisle containment, in-row cooling and rear door
the sake of continuity and is not comparable with the rooftop and third-party power purchase agreements heat exchanger with water cooled rack. The rack per
prior years. is about 45.5 million units in FY 2021, which is about user ratio was also improved. There is a shift towards
15.6% of the total energy mix. On-site rooftop solar use of servers that enable high degree of virtualized
The Path to Energy Efficiency34
contributed about 2.5% of the total electricity mix. hosting capability on smaller physical footprint and
Addition of more green buildings to the company’s thus reduce the overall requirement for space, power
real estate portfolio, installing roof top solar power In FY 2021, solar photo voltaic cells technology and cooling.
plants across campuses, optimizing IT system power was upgraded from polycrystalline solar panels to
monocrystalline PERC technology panels. This As the established standard operating procedures
usage, upgrading legacy equipment with state-
helped to improve the project capacity and power were recalibrated on the basis of the base load for
of-the-art technology, and improving operational
generation by 13% and 17% respectively in the same cooling and lighting systems, data centers and server
efficiency through the inhouse-built, IoT-based
given rooftop space. An elevated solar installation rooms, to optimize energy use; the investments
Remote Energy Management System has helped
was successfully piloted around the lake area at made in the IoT based energy management platform
reduce the specific energy consumption year on
Synergy park campus in Hyderabad to utilize the and the energy operations command center
year. This reduction has been despite the growth
paid good dividends. The cognitive AI / ML based
in employees, commissioning of new facilities and cooling effect of water on solar panels.
algorithms came into play and were able to quickly
ramping up within existing facilities. Data center power management initiatives helped define a ‘new normal’ consumption profile based
Over 60% of the total office space currently occupied achieve the target power utilization efficiency (PUE) on the significantly reduced activities. With this,
by TCS in India is designed as per the Leadership of 1.65 at 21 Data Centers and reduce weighted the energy analysts at the command center were
in Energy and Environmental Design (LEED) green average PUE of 23 Data Centers to 1.66 this year able to get insights on possible areas of additional
building standards. In FY 2021, the company added from 2.54 in 2014. An additional 44 Data centers optimization during the COVID-19 period.
Scope 1 emissions have been calculated using the emissions factors published by the GHG (greenhouse) Protocol All Sector Tools version released in 2017. For Scope 2 emissions – that is,
31
purchased electricity-related carbon emissions – for India, the source is the emissions factor in the CO2 Baseline Database for the Indian Power Sector, User Guide, Version 15.0, Dec 2019,
published by the Central Electricity Authority of India. For Scope 2 emissions of locations other than India, IEA emission factors 2020 have been used.
32
305-1, 210,278 tCO2e in FY 2021 vs 410,971 tCO2e in FY 2020
33
Based on actual carbon footprint and notional headcount associated with each center, assuming FTE growth in line with overall net headcount addition.
34
103-2, 103-3
Cooling and lighting were aligned, in a continuous ozone depleting potential (ODP) refrigerants in its greater collaboration in the new normal has ensured
manner, to the reduced operations demand. Base operations. New facilities have HVAC systems based seamless business communication despite constraints
load requirements (UPS, cooling, etc) were analysed on zero-ODP refrigerants as well as a low Global on in-person meetings and business discussions.
in the context of the new normal and optimized Warming Potential (GWP). All ODP refrigerant gases
through initiatives such as consolidation of hub will be phased out and replaced with zero-ODP Water Conservation35
rooms, consolidation of workspaces within many refrigerants, in line with country-specific timelines
of the operational facilities, and consolidation of agreed to as per the Montreal Protocol and local TCS optimizes water consumption through
facilities. Once the optimizations were achieved, the regulations. conservation, sewage treatment and reuse, and
consumption at the appropriate levels of granularity rainwater harvesting. All new campuses have been
were continuously monitored through automated Value Chain Emissions designed for 50% higher water efficiency, 100%
alerts, to ensure that any consumption leakages treatment and recycling of sewage, and rainwater
were immediately identified and addressed. The All other indirect emissions are accounted by TCS as harvesting. Employee engagement also plays a big
company has saved ~0.4 million units of electricity Scope 3 emissions. These are also known as value role in the company’s water sustainability strategy.
through UPS and server rooms consolidation. chain emissions because they are caused by sources
not owned or controlled by TCS but are relevant to In FY 2021, TCS consumed 1.4 million kL36 of fresh
ISO 50001:2018 Energy Management System its operations and in its value chain. The company water. Out of this, 73% was from municipal sources,
certification audits were successfully extended estimates that value chain emissions amounted to 13% from third party suppliers, 8% from groundwater
at four campuses in India in FY 2021, taking the 234,615 tCO2e, which is 0.50 tCO2e per FTE in FY and 6% from rainwater harvested at the campuses.
total count of certified locations to five. Synergy 2021, by applying an expansive boundary and using Absolute water consumption was 63.9% lower in FY
Park - Hyderabad, TCS Center - Kochi, Garima standard Scope 3 emission factors. 2021 as compared to FY 2020. The focus had been
Park - Ahmedabad and Siruseri - Chennai have on restricting the use of water for maintenance and
been recommended for new certification and Low occupancy in offices and significantly reduced upkeep of the offices. On-campus sewage treatment
Sahayadri Park - Pune has been recommended for business travel and employee commuting has plants were run at below capacity to ensure the
continuation of certification. resulted in a reduction in the Scope 3 emissions. sewage is treated and recycled. Total treated sewage
The largest contributors in earlier reporting years, recycled as a percentage of the total sewage
Other Emissions amounting to ~60%, were business travel intrinsic generated was ~54% in FY 202137.
to the consultancy business model, and daily
Emissions of Ozone-depleting substances primarily workplace commutes of employees. Both these
occur during operation and maintenance of air categories saw a reduction of more than 95% in FY
conditioning systems in the form of system losses or 2021. TCS’ investment in superior communications, 35
103-2, 103-3
fugitive emissions. TCS is committed to using zero- remote connectivity and data security to promote
36
303-3
37
306-1
The company continues to pursue groundwater treatment of food waste. The aim is to divert all online contests, live sessions, webinars with eminent
replenishment initiatives through on-campus garden waste to composting to generate organic speakers on topics related to conservation and
rainwater harvesting systems, and community manure. Elimination of single-use plastics across environment, and multiple blogs on TCS internal
water shed management projects. TCS continues campuses and recycling of all recyclable plastic social media platform to sensitize associates
to support initiatives on surface water body wastes remain as focus areas. and share knowledge on the topic. Over 9,000
rejuvenation at Siruseri in Chennai, Kasalganga in employees participated in this campaign.
Solapur and Malguzari ponds in Vidarbha. Biodegradable waste is treated onsite for biogas
recovery or manure generation through bio- The year-round calendar for engaging with
Waste Reduction and Reuse digesters or composting. All TCS campuses, owned employees to create environmental awareness
offices and leased offices that have the required included themes aligned with the World Bio-diversity
As an IT services and consulting organization, TCS’ space have been provided with on-site food Day, World Environment Week, World Ozone
facilities mostly generate electronic, electrical, and waste management facilities. In FY 2021, due Day, Green Consumer Day, World Wildlife Week,
municipal solid waste. Potentially hazardous and to low quantities of waste generated, the waste Pollution Control Day, Energy Conservation Day,
regulated wastes such as lead-acid batteries and management systems could not be operated World Water Day and the Earth Hour campaign.
waste lube oil are generated in relatively smaller optimally as they are designed for higher capacity.
proportions. The waste generation across all waste Small organic waste handling units were piloted The company’s purpose-driven worldview inspires
categories reduced due to the limited operations in for use across leased locations which are space many employees to undertake volunteering in their
FY 2021. constrained. Over 162 tons of compost were local communities around environmental themes.
generated in FY 2021, reducing the need for This year, associates innovated and engaged in
TCS is committed to sustain the best practices that chemical fertilizers and the resultant soil and activities in their homes and neighborhood to keep
have already been institutionalized like segregation groundwater pollution. up the spirit of care for environment. Employees
of all recyclable wastes, 100% compliance to grew plants and trees in and around their homes with
management practices for regulated wastes like Employee Engagement their families. Some took up urban farming assisted
hazardous and e-waste and 100% recycling on by a phygital workshop on ‘how to grow your own
printer and toner cartridges, paper and packaging TCS observed the Tata Sustainability Month in food’. Green consumerism through a stronger focus
wastes. TCS aspires to improve the waste June’20, featuring a fully digital campaign on the on ‘buy local’ saw traction among associates.
management practices and achieve 100% onsite theme ‘Time for Nature’ consisting of multiple

Consolidated Independent Auditors’ Report profit and other comprehensive income, consolidated
changes in equity and consolidated cash flows for the
To the Members of
Financial Tata Consultancy Services Limited
year then ended.
Basis for Opinion
Statements Report on the Audit of the Consolidated
We conducted our audit in accordance with the
Financial Statements Standards on Auditing (SAs) specified under Section
Opinion 143(10) of the Act. Our responsibilities under
We have audited the consolidated financial those SAs are further described in the Auditor’s
statements of Tata Consultancy Services Limited Responsibilities for the Audit of the Consolidated
(hereinafter referred to as “the Holding Company”) Financial Statements section of our report. We are
and its subsidiaries (Holding Company and its independent of the Group in accordance with the
subsidiaries together referred to as “the Group”), ethical requirements that are relevant to our audit
which comprise the consolidated balance sheet as of the consolidated financial statements in terms
at 31 March 2021, and the consolidated statement of the Code of Ethics issued by the Institute of
of profit and loss (including other comprehensive Chartered Accountants of India, and the relevant
income), consolidated statement of changes in provisions of the Act, and we have fulfilled our
equity and consolidated statement of cash flows for other ethical responsibilities in accordance with
the year then ended, and notes to the consolidated these requirements. We believe that the audit
financial statements, including a summary of evidence obtained by us is sufficient and appropriate
significant accounting policies and other explanatory to provide a basis for our opinion on consolidated
information (hereinafter referred to as “the financial statements.
consolidated financial statements”). Key Audit Matters
In our opinion and to the best of our information and Key audit matters (‘KAM’) are those matters that, in
according to the explanations given to us, the aforesaid our professional judgment, were of most significance
consolidated financial statements give the information in our audit of the consolidated financial statements
required by the Companies Act, 2013 (‘the Act’) in of the current period. These matters were addressed
the manner so required and give a true and fair view in the context of our audit of the consolidated
in conformity with the accounting principles generally financial statements as a whole, and in forming our
accepted in India, of the consolidated state of affairs opinion thereon, and we do not provide a separate
of the Group as at 31 March 2021, of its consolidated opinion on these matters.
Integrated Annual Report 2020-21 Consolidated Financial Statements | 174

Description of Key Audit Matters Key audit matters How our audit addressed the key audit matter
Key audit matters How our audit addressed the key audit matter • these contracts may involve onerous • On selected specific and statistical samples of
obligations which requires critical contracts, we tested that the revenue recognized
Revenue recognition– Fixed price contracts
assessment of foreseeable losses to be is in accordance with the revenue recognition
The Group inter alia engages in Fixed-price Our audit procedures included the following: made by the Group; and accounting standard –
contracts, wherein, revenue is recognized • Obtained an understanding of the systems, • at year-end, significant amount of  Evaluated the identification of performance
using the percentage of completion processes and controls implemented by the Group work in progress (Contract assets), obligations and the ascribed transaction price;
computed as per the input method based for recording and computing revenue and the related to these contracts are recognised  Tested the Group’s computation of the
on the Group’s estimate of contract costs associated contract assets, unearned and deferred on the balance sheet. estimation of contract costs and onerous
(Refer Note 5(a) and Note 12 to the revenue balances. obligations, if any. We:
consolidated financial statements). • Including involvement of our Information • assessed that the estimates of costs to
We identified revenue recognition of fixed technology (‘IT’) specialists, as required: complete were reviewed and approved
price contracts as a  Assessed the IT environment in which the by appropriate designated management
Key Audit Matter since – business systems operate and tested system personnel;
• there is an inherent risk and presumed controls over computation of revenue • performed a retrospective analysis of costs
fraud risk around the accuracy and recognised; incurred with estimated costs to identify
existence of revenues recognised  Tested the IT controls over appropriateness of significant variations and challenged
considering the customised and complex cost and revenue reports generated by the whether those variations are required to be
nature of these contracts and significant system; considered in estimating the remaining costs
inputs of IT systems; to complete the contract;
 Tested the controls pertaining to allocation of
• application of revenue recognition resources and budgeting systems which prevent • assessed the appropriateness of work
accounting standard (Ind AS 115, the unauthorized recording/changes to costs in progress (contract assets) on balance
Revenue from Contracts with customers) incurred; and sheet date by evaluating the underlying
is complex and involves a number of documentation to identify possible
 Tested on a random sampling basis the controls
key judgments and estimates mainly in changes in estimated costs to complete the
relating to the estimation of contract costs
identifying performance obligations, required to complete the respective projects. remaining performance obligations; and
related transaction price and estimating
• inspected underlying documents and
the future cost-to- completion of these
performed analytics to determine
contracts, which is used to determine
reasonableness of contract costs.
the percentage of completion of the
relevant performance obligation;

Key audit matters How our audit addressed the key audit matter Key audit matters How our audit addressed the key audit matter
Evaluation of key tax matters The Group has ongoing legal proceedings • read and considered final orders by various courts
with Epic Systems Corporation (referred to on this matter;
The Group operates in multiple jurisdictions Our audit procedures included the following:
as Epic), for alleged unauthorised access • read and considered all available submissions filed by
and is subject to periodic challenges by local • Understood, assessed and tested the design, to and download of Epic’s confidential both Epic and the Group to various courts till date;
tax authorities on a range of tax matters implementation and operating effectiveness of key information and use thereof in the
during the normal course of business controls over taxes; • considered legal views obtained by the Group
development of the Company’s product
including transfer pricing and indirect from external law firms and the relevant judicial
• Obtained an understanding of key tax matters; MedMantra. The Company in the current
tax matters. These involve significant precedents considered by the Group in their
• The audit team, along with our internal tax experts - year has recorded a provision of
judgment by the Group to determine the assessment of provision towards this legal claim;
 read and analysed select key correspondences, `1,218 crore (US $165 million) towards this
possible outcome of the uncertain tax • conducted detailed discussions with in-house
external legal opinions/ consultations obtained legal claim in its ‘Consolidated Statement of
positions, consequently having an impact legal head and Group’s senior management, to
by the Group for key tax matters; Profit and Loss’. This has been presented as
on related accounting and disclosures in the understand their assessment on the most likely
an “exceptional item” in the Consolidated
consolidated financial statements.  evaluated and challenged key assumptions made outcome of this litigation and to understand the
Statement of Profit and Loss.
Refer Note 5(e) and Note 20 to the by the Group in estimating the current and basis considered for the provision towards this legal
deferred tax balances; Due to the complexity involved in this
consolidated financial statements. claim; and
litigation, the Group applied judgement in
 assessed and challenged the Group’s estimate of • assessed the adequacy of provision recorded and
measuring and recognizing provision towards
the possible outcome of the disputed cases by evaluated disclosures in the consolidated financial
the legal claim. This process involved an
considering legal precedence and other judicial statements in relation to this legal claim.
evaluation based on judicial precedents
rulings; and
and views shared by the lawyers (external
 Assessed and tested the presentation and and internal) of the Group and detailed
disclosures relating to taxes in the consolidated deliberations with the Group’s senior
financial statements. management. Accordingly, it has been
Assessment of provision towards legal claim considered as a key audit matter.
Refer to Note 5(f) to the consolidated Our audit procedures included the following:
financial statements – “Use of estimates and • obtained management assessment on the litigation
judgements – Provisions and contingent along with the communications made to the Board
liabilities” and Note 20 to the consolidated of Directors and regulators;
financial statements – “Commitments and
contingencies”

Other Information statements in terms of the requirements of the Act of the entities included in the Group are responsible
that give a true and fair view of the consolidated for assessing the ability of each entity to continue
The Holding Company’s management and Board of state of affairs, consolidated profit/loss and other as a going concern, disclosing, as applicable, matters
Directors are responsible for the other information. comprehensive income, consolidated statement related to going concern and using the going
The other information comprises the information of changes in equity and consolidated cash flows concern basis of accounting unless the respective
included in the Holding Company’s Annual Report, of the Group in accordance with the accounting management and Board of Directors either intends
but does not include the financial statements and our principles generally accepted in India, including the to liquidate the entity or to cease operations, or has
auditor’s report thereon. Indian Accounting Standards (Ind AS) specified under no realistic alternative but to do so.
Section 133 of the Act. The respective management
Our opinion on the consolidated financial statements and Board of Directors of the entities included The respective Board of Directors of the entities
does not cover the other information and we do not in the Group are responsible for maintenance of included in the Group are responsible for overseeing
express any form of assurance conclusion thereon. adequate accounting records in accordance with the the financial reporting process of each entity.
provisions of the Act for safeguarding the assets of
In connection with our audit of the consolidated each entity and for preventing and detecting frauds Auditor’s Responsibilities for the Audit of the
financial statements, our responsibility is to read the and other irregularities; the selection and application Consolidated Financial Statements
other information and, in doing so, consider whether of appropriate accounting policies; making judgments
the other information is materially inconsistent and estimates that are reasonable and prudent; Our objectives are to obtain reasonable assurance
with the consolidated financial statements or our and the design, implementation and maintenance about whether the consolidated financial statements
knowledge obtained in the audit or otherwise of adequate internal financial controls that were as a whole are free from material misstatement,
appears to be materially misstated. If, based on the operating effectively for ensuring the accuracy and whether due to fraud or error, and to issue
work we have performed, we conclude that there is a completeness of the accounting records, relevant to an auditors’ report that includes our opinion.
material misstatement of this other information, we the preparation and presentation of the consolidated Reasonable assurance is a high level of assurance,
are required to report that fact. We have nothing to financial statements that give a true and fair view but is not a guarantee that an audit conducted in
report in this regard. and are free from material misstatement, whether accordance with SAs will always detect a material
due to fraud or error, which have been used for the misstatement when it exists. Misstatements can arise
Responsibilities of Management and Those from fraud or error and are considered material
purpose of preparation of the consolidated financial
Charged with Governance for the Consolidated if, individually or in the aggregate, they could
statements by the management and Board of
Financial Statements reasonably be expected to influence the economic
Directors of the Holding Company, as aforesaid.
decisions of users taken on the basis of these
The Holding Company’s management and Board consolidated financial statements.
In preparing the consolidated financial statements,
of Directors are responsible for the preparation
the respective management and Board of Directors
and presentation of these consolidated financial
Auditor’s Responsibilities for the Audit of the • Evaluate the appropriateness of accounting underlying transactions and events in a manner
Consolidated Financial Statements policies used and the reasonableness of that achieves fair presentation.
accounting estimates and related disclosures
As part of an audit in accordance with SAs, we made by management and Board of Directors of • Obtain sufficient appropriate audit evidence
exercise professional judgment and maintain the Holding Company. regarding the financial information of such
professional skepticism throughout the audit. We entities within the Group to express an opinion
also: • Conclude on the appropriateness of on the consolidated financial statements. We
management’s and Board of Director’s of are responsible for the direction, supervision
• Identify and assess the risks of material the Holding Company use of the going and performance of the audit of financial
misstatement of the consolidated financial concern basis of accounting in preparation of information of the entities included in the
statements, whether due to fraud or error, consolidated financial statements and, based consolidated financial statements. We remain
design and perform audit procedures responsive on the audit evidence obtained, whether a solely responsible for our audit opinion.
to those risks, and obtain audit evidence that is material uncertainty exists related to events
sufficient and appropriate to provide a basis for or conditions that may cast significant doubt We believe that the audit evidence obtained by
our opinion. The risk of not detecting a material on the appropriateness of this assumption. us is sufficient and appropriate to provide a basis
misstatement resulting from fraud is higher If we conclude that a material uncertainty for our audit opinion on the consolidated financial
than for one resulting from error, as fraud may exists, we are required to draw attention in statements.
involve collusion, forgery, intentional omissions, our auditors’ report to the related disclosures
misrepresentations, or the override of internal in the consolidated financial statements or, We communicate with those charged with
control. if such disclosures are inadequate, to modify governance of the Holding Company and such
our opinion. Our conclusions are based on other entities included in the consolidated financial
• Obtain an understanding of internal control the audit evidence obtained up to the date of statements of which we are the independent
relevant to the audit in order to design our auditors’ report. However, future events auditors regarding, among other matters, the
audit procedures that are appropriate in the or conditions may cause the Group (Holding planned scope and timing of the audit and significant
circumstances. Under Section 143(3)(i) of the company and subsidiaries) to cease to continue audit findings, including any significant deficiencies in
Act, we are also responsible for expressing as a going concern. internal control that we identify during our audit.
our opinion on the internal financial controls
with reference to the consolidated financial • Evaluate the overall presentation, structure and We also provide those charged with governance with
statements and the operating effectiveness of content of the consolidated financial statements, a statement that we have complied with relevant
such controls based on our audit. including the disclosures, and whether the ethical requirements regarding independence, and to
consolidated financial statements represent the communicate with them all relationships and other

matters that may reasonably be thought to bear on b) In our opinion, proper books of account the directors of the Group’s companies
our independence, and where applicable, related as required by law relating to preparation incorporated in India is disqualified as on
safeguards. of the aforesaid consolidated financial 31 March 2021 from being appointed as a
statements have been kept so far as it director in terms of Section 164(2) of the
From the matters communicated with those charged appears from our examination of those Act.
with governance, we determine those matters books.
that were of most significance in the audit of the f) With respect to the adequacy of the
consolidated financial statements of the current c) The consolidated balance sheet, the internal financial controls with reference
period and are therefore the key audit matters. consolidated statement of profit and loss to consolidated financial statements of
We describe these matters in our auditors’ report (including other comprehensive income), the Holding Company and its subsidiary
unless law or regulation precludes public disclosure the consolidated statement of changes in companies incorporated in India and the
about the matter or when, in extremely rare equity and the consolidated statement of operating effectiveness of such controls,
circumstances, we determine that a matter should cash flows dealt with by this Report are refer to our separate report in ‘Annexure A’.
not be communicated in our report because the in agreement with the relevant books of
adverse consequences of doing so would reasonably account maintained for the purpose of B. With respect to the other matters to be
be expected to outweigh the public interest benefits preparation of the consolidated financial included in the Auditors’ Report in accordance
of such communication. statements. with Rule 11 of the Companies (Audit and
Auditor’s) Rules, 2014, in our opinion and to the
Report on Other Legal and Regulatory d) In our opinion, the aforesaid consolidated best of our information and according to the
Requirements financial statements comply with the Ind AS explanations given to us:
specified under Section 133 of the Act.
A. As required by Section 143(3) of the Act, based i. The consolidated financial statements
on our audit, we report, to the extent applicable, e) On the basis of the written representations disclose the impact of pending litigations
that: received from the directors of the Holding as at 31 March 2021 on the consolidated
Company as on 31 March 2021 taken financial position of the Group. Refer
a) We have sought and obtained all the on record by the Board of Directors of Note 20 to the consolidated financial
information and explanations which to the the Holding Company and on the basis statements.
best of our knowledge and belief were of written representations received by
ii. The Group did not have any material
necessary for the purposes of our audit the management from directors of its
foreseeable losses on long-term contracts
of the aforesaid consolidated financial subsidiaries which are incorporated in
including derivative contracts during the
statements. India, as on 31 March 2021, none of
year ended 31 March 2021.
iii. There has been no delay in transferring C. With respect to the matter to be included in the under Section 197 of the Act. The Ministry
amounts to the Investor Education and Auditors’ report under Section 197(16) of the of Corporate Affairs has not prescribed other
Protection Fund by the Holding Company Act: details under Section 197(16) of the Act which
and its subsidiary companies incorporated are required to be commented upon by us.
in India during the year ended 31 March In our opinion and according to the information
2021. and explanation given to us, the remuneration For B S R & Co. LLP
paid during the current year by the Holding Chartered Accountants
iv. The disclosures in the consolidated financial Company and its subsidiaries which are Firm’s Registration No: 101248W/W-100022
statements regarding holdings as well as incorporated in India to its directors is in
dealing in specified banks notes during accordance with the provisions of Section Amit Somani
the period from 8 November 2016 to 30 197 of the Act. The remuneration paid to Partner
December 2016 have not been made since any director by the Holding Company and Bengaluru Membership No: 060154
they do not pertain to the financial year its subsidiaries which are incorporated in 12 April 2021 UDIN: 21060154AAAAAV1547
ended 31 March 2021. India, is not in excess of the limit laid down

Annexure A to the Independent Auditors’ consolidated financial statements and such internal Auditor’s Responsibility
Report on the consolidated financial financial controls were operating effectively as at
statements of Tata Consultancy Services 31 March 2021, based on the internal financial Our responsibility is to express an opinion on
Limited for the year ended 31 March 2021 controls with reference to consolidated financial the internal financial controls with reference to
statements criteria established by such companies consolidated financial statements based on our
Report on the Internal Financial Controls with considering the essential components of such audit. We conducted our audit in accordance with
reference to the aforesaid consolidated financial internal controls stated in the Guidance Note on the Guidance Note and the Standards on Auditing,
statements under Clause (i) of Sub-section 3 of Audit of Internal Financial Controls Over Financial prescribed under section 143(10) of the Act, to the
Section 143 of the Companies Act, 2013 (“the Act”) Reporting issued by the Institute of Chartered extent applicable to an audit of internal financial
Accountants of India (the “Guidance Note”). controls with reference to consolidated financial
(Referred to in paragraph A(f) under ‘Report on statements. Those Standards and the Guidance Note
Other Legal and Regulatory Requirements’ section Management’s Responsibility for Internal Financial require that we comply with ethical requirements
of our report of even date) Controls and plan and perform the audit to obtain reasonable
assurance about whether adequate internal financial
Opinion The respective company’s management and the
controls with reference to consolidated financial
Board of Directors are responsible for establishing
statements were established and maintained and
In conjunction with our audit of the consolidated and maintaining internal financial controls with
if such controls operated effectively in all material
financial statements of Tata Consultancy Services reference to consolidated financial statements
respects.
Limited (hereinafter referred to as “the Holding based on the criteria established by the respective
Company”) as of and for the year ended 31 March company considering the essential components of
Our audit involves performing procedures to
2021, we have audited the internal financial internal control stated in the Guidance Note. These
obtain audit evidence about the adequacy of
controls with reference to the consolidated responsibilities include the design, implementation
the internal financial controls with reference to
financial statements of the Holding Company and and maintenance of adequate internal financial
consolidated financial statements and their operating
such companies incorporated in India under the controls that were operating effectively for ensuring
effectiveness. Our audit of internal financial controls
Companies Act, 2013 which are its subsidiary the orderly and efficient conduct of its business,
with reference to consolidated financial statements
companies, as of that date. including adherence to the respective company’s
included obtaining an understanding of internal
policies, the safeguarding of its assets, the prevention
financial controls with reference to consolidated
In our opinion, the Holding Company and such and detection of frauds and errors, the accuracy and
financial statements, assessing the risk that a material
companies incorporated in India which are its completeness of the accounting records, and the
weakness exists, and testing and evaluating the
subsidiary companies, have, in all material respects, timely preparation of reliable financial information,
design and operating effectiveness of the internal
adequate internal financial controls with reference to as required under the Companies Act, 2013
controls based on the assessed risk.
(hereinafter referred to as “the Act”).
The procedures selected depend on the auditor’s fairly reflect the transactions and dispositions of projections of any evaluation of the internal financial
judgement, including the assessment of the risks of the assets of the company; (2) provide reasonable controls with reference to consolidated financial
material misstatement of the consolidated financial assurance that transactions are recorded as statements to future periods are subject to the risk
statements, whether due to fraud or error. necessary to permit preparation of consolidated that the internal financial controls with reference
financial statements in accordance with generally to consolidated financial statements may become
We believe that the audit evidence we have obtained accepted accounting principles, and that receipts and inadequate because of changes in conditions, or
is sufficient and appropriate to provide a basis for our expenditures of the company are being made only in that the degree of compliance with the policies or
audit opinion on the internal financial controls with accordance with authorisations of management and procedures may deteriorate.
reference to consolidated financial statements. directors of the company; and (3) provide reasonable
assurance regarding prevention or timely detection For B S R & Co. LLP
Meaning of Internal Financial Controls with of unauthorised acquisition, use, or disposition of the Chartered Accountants
reference to Consolidated Financial Statements company’s assets that could have a material effect on Firm’s Registration No: 101248W/W-100022
the consolidated financial statements.
A company’s internal financial controls with
Amit Somani
reference to consolidated financial statements is a Inherent Limitations of Internal Financial Partner
process designed to provide reasonable assurance Controls with reference to Consolidated Financial Bengaluru Membership No: 060154
regarding the reliability of financial reporting and Statements 12 April 2021 UDIN: 21060154AAAAAV1547
the preparation of consolidated financial statements
for external purposes in accordance with generally Because of the inherent limitations of internal
accepted accounting principles. A company’s internal financial controls with reference to consolidated
financial controls with reference to consolidated financial statements, including the possibility of
financial statements includes those policies and collusion or improper management override of
procedures that (1) pertain to the maintenance of controls, material misstatements due to error
records that, in reasonable detail, accurately and or fraud may occur and not be detected. Also,

Consolidated Balance Sheet
(` crore) (` crore)
Note As at As at Note As at As at
March 31, 2021 March 31, 2020 March 31, 2021 March 31, 2020
ASSETS Current assets
Non-current assets Inventories 10(e) 8 5
Property, plant and equipment 10(a) 11,110 10,941 Financial assets
Capital work-in-progress 10(a) 926 906 Investments 8(a) 29,160 26,140

Trade receivables 8(b) 30,079 30,532
Right-of-use assets 9 7,633 7,994
Unbilled receivables 6,583 5,732
Goodwill 10(b) 1,798 1,710
Cash and cash equivalents 8(c) 6,858 8,646
Other intangible assets 10(c) 480 283
Other balances with banks 8(d) 2,471 1,020
Financial assets
Loans 8(e) 11,472 8,475
Investments 8(a) 213 216
Other financial assets 8(f) 1,394 1,473
Trade receivables 8(b) 55 74 Income tax assets (net) 19 8
Unbilled receivables 273 324 Other assets 10(d) 11,236 8,206
Loans 8(e) 29 29 Total current assets 99,280 90,237
Other financial assets 8(f) 1,573 1,184 TOTAL ASSETS 1,30,759 1,20,899
Income tax assets (net) 1,845 2,462 EQUITY AND LIABILITIES
Deferred tax assets (net) 17 3,931 2,828 Equity
Other assets 10(d) 1,613 1,711 Share capital 8(l) 370 375
Total non-current assets 31,479 30,662 Other equity 11 86,063 83,751

Equity attributable to shareholders of the 86,433 84,126
Company
Non-controlling interests 675 623
Total equity 87,108 84,749

Consolidated Balance Sheet
(` crore)
Note As at As at
March 31, 2021 March 31, 2020
Liabilities
Non-current liabilities
Financial liabilities
Lease liabilities 6,503 6,906
Other financial liabilities 8(g) 280 291
Unearned and deferred revenue 1,197 697
Employee benefit obligations 14 749 417
Deferred tax liabilities (net) 17 767 779
Total non-current liabilities 9,496 9,090
Current liabilities
Financial liabilities NOTES FORMING PART OF CONSOLIDATED FINANCIAL STATEMENTS
Lease liabilities 1,292 1,268 As per our report of even date attached For and on behalf of the Board
Trade payables 7,860 6,740 For B S R & Co. LLP Rajesh Gopinathan N Ganapathy Subramaniam
Other financial liabilities 8(g) 6,150 6,100 Chartered Accountants CEO and COO and Executive Director
Unearned and deferred revenue 3,650 2,915 Firm’s registration no: Managing Director
101248W/W-100022
Other liabilities 10(f) 4,068 3,283
Provisions 10(g) 1,394 293
Amit Somani V Ramakrishnan Rajendra Moholkar
Employee benefit obligations 14 3,498 2,749
Partner CFO Company Secretary
Income tax liabilities (net) 6,243 3,712 Membership No: 060154
Total current liabilities 34,155 27,060
TOTAL EQUITY AND LIABILITIES 1,30,759 1,20,899
Bengaluru, April 12, 2021 Mumbai, April 12, 2021

Consolidated Statement of Profit and Loss
(` crore) (` crore)
Note Year ended Year ended Note Year ended Year ended
Revenue from operations 12 1,64,177 1,56,949 OTHER COMPREHENSIVE INCOME (OCI)
Other income 13 3,134 4,592 Items that will not be reclassified subsequently to
TOTAL INCOME 1,67,311 1,61,541 profit or loss
Expenses Remeasurement of defined employee benefit plans (82) (429)
Employee benefit expenses 14 91,814 85,952 Net change in fair values of investments in equity (2) (20)
Cost of equipment and software licences 15(a) 1,462 1,905 shares carried at fair value through OCI
Finance costs 16 637 924 Income tax on items that will not be reclassified 11 90
Depreciation and amortisation expense 4,065 3,529 subsequently to profit or loss
Other expenses 15(b) 24,355 26,983 Items that will be reclassified subsequently to profit
or loss
TOTAL EXPENSES 1,22,333 1,19,293
PROFIT BEFORE EXCEPTIONAL ITEM AND TAX 44,978 42,248 Net change in fair values of investments other than 51 958
equity shares carried at fair value through OCI
Exceptional item
Net change in intrinsic value of derivatives 14 (94)
Provision towards legal claim 20 1,218 -
designated as cash flow hedges
PROFIT BEFORE TAX 43,760 42,248
Net change in time value of derivatives designated 53 (52)
Tax expense as cash flow hedges
Current tax 17 11,635 10,378
Exchange differences on translation of financial 448 326
Deferred tax 17 (437) (577) statements of foreign operations
TOTAL TAX EXPENSE 11,198 9,801
PROFIT FOR THE YEAR 32,562 32,447

Consolidated Statement of Profit and Loss
(` crore)
Note Year ended Year ended
March 31, 2021 March 31, 2020
Income tax on items that will be reclassified (32) (315)
subsequently to profit or loss
TOTAL OTHER COMPREHENSIVE INCOME / (LOSSES) 461 464
TOTAL COMPREHENSIVE INCOME FOR THE YEAR 33,023 32,911
Profit for the year attributable to:
Shareholders of the Company 32,430 32,340
Non-controlling interests 132 107
32,562 32,447
Other comprehensive income for the year attributable to:

NOTES FORMING PART OF CONSOLIDATED FINANCIAL STATEMENTS
Shareholders of the Company 484 424
As per our report of even date attached For and on behalf of the Board
Non-controlling interests (23) 40 For B S R & Co. LLP Rajesh Gopinathan N Ganapathy Subramaniam
461 464 Chartered Accountants CEO and COO and Executive Director
Firm’s registration no: Managing Director
Total comprehensive income for the year attributable to: 101248W/W-100022
Shareholders of the Company 32,914 32,764
Non-controlling interests 109 147 Amit Somani V Ramakrishnan Rajendra Moholkar

33,023 32,911 Membership No: 060154
Earnings per equity share:- Basic and diluted (`) 18 86.71 86.19
Weighted average number of equity shares 374,01,10,733 375,23,84,706 Bengaluru, April 12, 2021 Mumbai, April 12, 2021

Consolidated Statement of Changes in Equity
A. EQUITY SHARE CAPITAL
(` crore)
Balance as at April 1, 2019 Changes in equity share capital during the year Balance as at March 31, 2020
375 - 375
(` crore)
Balance as at April 1, 2020 Changes in equity share capital during the year* Balance as at March 31, 2021
375 (5) 370
*Refer note 8(l).
B. OTHER EQUITY
(` crore)
Reserves and surplus Items of other comprehensive income Equity Non- Total
Capital Capital General Special Economic Retained Statutory Investment Cash flow hedging reserve Foreign currency attributable to controlling equity
reserve redemption reserve Zone re- earnings reserve revaluation Intrinsic value Time value translation shareholders of interests
reserve investment reserve reserve reserve the Company
Balance as at April 1, 2019 75 431 27 994 85,520 348 192 134 (30) 1,380 89,071 453 89,524
Transition impact of Ind AS 116, net of tax - - - - (357) - - - - - (357) (2) (359)
Restated balance as at April 1, 2019 75 431 27 994 85,163 348 192 134 (30) 1,380 88,714 451 89,165
Profit for the year - - - - 32,340 - - - - - 32,340 107 32,447
Other comprehensive income / (losses) - - - - (339) - 604 (89) (38) 286 424 40 464
Total comprehensive income - - - - 32,001 - 604 (89) (38) 286 32,764 147 32,911
Dividend (including tax on dividend of - - - - (37,634) - - - - - (37,634) (68) (37,702)
`5,742 crore)
Impact on purchase of non-controlling - - - - (93) - - - - - (93) 93 -
interests
Transfer to Special Economic Zone - - - 2,947 (2,947) - - - - - - - -
re-investment reserve
Transfer from Special Economic Zone - - - (2,347) 2,347 - - - - - - - -
Transfer to reserves - - - - (27) 27 - - - - - - -
Balance as at March 31, 2020 75 431 27 1,594 78,810 375 796 45 (68) 1,666 83,751 623 84,374

(` crore)
Reserves and surplus Items of other comprehensive income Equity Non- Total
Capital Capital General Special Economic Retained Statutory Investment Cash flow hedging reserve Foreign currency attributable to controlling equity
reserve redemption reserve Zone re- earnings reserve revaluation Intrinsic value Time value translation shareholders of interests
reserve investment reserve reserve reserve the Company
Balance as at April 1, 2020 75 431 27 1,594 78,810 375 796 45 (68) 1,666 83,751 623 84,374
Profit for the year - - - - 32,430 - - - - - 32,430 132 32,562
Other comprehensive income / (losses) - - - - (71) - 32 11 41 471 484 (23) 461
Total comprehensive income - - - - 32,359 - 32 11 41 471 32,914 109 33,023
Dividend - - - - (10,850) - - - - - (10,850) (57) (10,907)
Expenses for buy-back of equity shares1 - - - - (31) - - - - - (31) - (31)
Tax on buy-back of equity shares1 - - - - (3,726) - - - - - (3,726) - (3,726)
Buy-back of equity shares1 - 5 - - (16,000) - - - - - (15,995) - (15,995)
Transfer to Special Economic Zone - - - 5,058 (5,058) - - - - - - - -
Transfer from Special Economic Zone - - - (4,114) 4,114 - - - - - - - -
Transfer to reserves - - - - (32) 32 - - - - - - -
Balance as at March 31, 2021 75 436 27 2,538 79,586 407 828 56 (27) 2,137 86,063 675 86,738
1
Refer note 8(l).
Total equity (primarily retained earnings) includes `1,366 crore and `1,258 crore as at March 31, 2021 and 2020, respectively, pertaining to trusts and TCS Foundation held for specified
purposes.
Nature and purpose of reserves b. Capital redemption reserve
a. Capital reserve As per Companies Act, 2013, capital redemption reserve is created when
company purchases its own shares out of free reserves or securities premium.
The Group recognises profit and loss on purchase, sale, issue or cancellation of A sum equal to the nominal value of the shares so purchased is transferred
the Group’s own equity instruments to capital reserve. to capital redemption reserve. The reserve is utilised in accordance with the
provisions of section 69 of the Companies Act, 2013.

c. General reserve h. Cash flow hedging reserve
The general reserve is a free reserve which is used from time to time to The cash flow hedging reserve represents the cumulative effective portion
transfer profits from / to retained earnings for appropriation purposes. As of gains or losses arising on changes in fair value of designated portion of
the general reserve is created by a transfer from one component of equity to hedging instruments entered into for cash flow hedges. Such gains or losses
another and is not an item of other comprehensive income, items included in will be reclassified to statement of profit and loss in the period in which the
the general reserve will not be reclassified subsequently to statement of profit underlying hedged transaction occurs.
and loss.
i. Foreign currency translation reserve
d. Special Economic Zone re-investment reserve
The exchange differences arising from the translation of financial statements
The Special Economic Zone (SEZ) re-investment reserve is created out of the of foreign operations with functional currency other than Indian Rupee is
profit of eligible SEZ units in terms of the provisions of section recognised in other comprehensive income and is presented within equity in
10AA(1)(ii) of the Income-tax Act, 1961. The reserve will be utilised by the the foreign currency translation reserve.
Group for acquiring new assets for the purpose of its business as per the
terms of section 10AA(2) of Income-tax Act, 1961.
e. Retained earnings NOTES FORMING PART OF CONSOLIDATED FINANCIAL STATEMENTS

This reserve represents undistributed accumulated earnings of the Group as As per our report of even date attached For and on behalf of the Board
on the balance sheet date.
For B S R & Co. LLP Rajesh Gopinathan N Ganapathy Subramaniam
f. Statutory reserve Chartered Accountants CEO and COO and Executive Director
Statutory reserves are created to adhere to requirements of applicable laws. 101248W/W-100022
g. Investment revaluation reserve

This reserve represents the cumulative gains and losses arising on the Partner CFO Company Secretary
revaluation of equity and debt instruments on the balance sheet date Membership No: 060154
measured at fair value through other comprehensive income. The reserves
accumulated will be reclassified to retained earnings and profit and loss
respectively, when such instruments are disposed.
Consolidated Statement of Cash Flows
(` crore) (` crore)
Year ended Year ended Year ended Year ended
CASH FLOWS FROM OPERATING ACTIVITIES Unearned and deferred revenue 1,091 375
Profit for the year 32,562 32,447 Other financial liabilities 122 1,208
Adjustments to reconcile profit and loss to net Other liabilities and provisions 1,509 596
cash provided by operating activities Cash generated from operations 47,894 38,215
Depreciation and amortisation expense 4,065 3,529 Taxes paid (net of refunds) (9,092) (5,846)
Bad debts and advances written off, allowance for 201 144 Net cash generated from operating activities 38,802 32,369
doubtful trade receivables and advances (net) CASH FLOWS FROM INVESTING ACTIVITIES
Provision towards legal claim (Refer note 20) 1,218 - Bank deposits placed (6,605) (7,663)
Tax expense 11,198 9,801 Inter-corporate deposits placed (21,076) (14,905)
Net gain on lease modification (100) (14) Purchase of investments* (54,462) (80,002)
Unrealised foreign exchange gain (21) (117) Payment for purchase of property, plant and (2,719) (2,538)
Net gain on disposal of property, plant and (13) (46) equipment
equipment Payment including advances for acquiring right-of- (101) (519)
Net gain on investments (204) (214) use assets
Interest income (2,504) (3,562) Payment for purchase of intangible assets (356) (192)
Dividend income (8) (10) Proceeds from bank deposits 4,767 11,965
Finance costs 637 924 Proceeds from inter-corporate deposits 18,018 14,432
Operating profit before working capital changes 47,031 42,882 Proceeds from disposal / redemption of 51,630 84,089
Net change in investments*
Inventories (3) 5 Proceeds from disposal of property, plant and 37 161
Trade receivables 1,260 (3,295) equipment
Unbilled receivables (201) (508) Interest received 2,730 3,729
Loans and other financial assets (17) (2) Dividend received 8 8
Other assets (2,805) (3,492) Net cash generated from / (used in) investing (8,129) 8,565
Trade payables (93) 446 activities

Consolidated Statement of Cash Flows
(` crore)
Year ended Year ended
March 31, 2021 March 31, 2020
CASH FLOWS FROM FINANCING ACTIVITIES
Repayment of lease liabilities (1,336) (1062)
Interest paid (634) (924)
Dividend paid (including tax on dividend in previous (10,850) (37,634)
year)
Dividend paid to non-controlling interests (57) (68)
(including tax on dividend in previous year)
Purchase of non-controlling interests - (227)
Transfer of funds to buy-back escrow account (160) -
Transfer of funds from buy-back escrow account 160 -
Expenses for buy-back of equity shares (31) -
(Refer note 8(l))
Tax on buy-back of equity shares (Refer note 8(l)) (3,726) -
NOTES FORMING PART OF CONSOLIDATED FINANCIAL STATEMENTS
Buy-back of equity shares (Refer note 8(l)) (16,000) -
Net cash used in financing activities (32,634) (39,915) As per our report of even date attached For and on behalf of the Board
Net change in cash and cash equivalents (1,961) 1,019 For B S R & Co. LLP Rajesh Gopinathan N Ganapathy Subramaniam
Cash and cash equivalents at the beginning of the 8,646 7,224 Chartered Accountants CEO and COO and Executive Director
year Firm’s registration no: Managing Director
Exchange difference on translation of foreign 173 403 101248W/W-100022
currency cash and cash equivalents
Cash and cash equivalents at the end of the year 6,858 8,646 Amit Somani V Ramakrishnan Rajendra Moholkar
(Refer note 8(c)) Partner CFO Company Secretary
Membership No: 060154
*Purchase of investments include `172 crore and `503 crore for the years ended
March 31, 2021 and 2020, respectively, and proceeds from disposal / redemption of
investments include `104 crore and `542 crore for the years ended March 31, 2021 and Bengaluru, April 12, 2021 Mumbai, April 12, 2021
2020, respectively, held by trusts and TCS Foundation held for specified purposes.
Notes forming part of Consolidated Financial Statements
1) Corporate information period. Historical cost is generally based on the fair value of the consideration
given in exchange for goods and services. Fair value is the price that would be
Tata Consultancy Services Limited (“the Company”) and its subsidiaries received to sell an asset or paid to transfer a liability in an orderly transaction
(collectively together with employee welfare trusts referred to as “the between market participants at the measurement date. All assets and liabilities
Group”) provide IT services, consulting and business solutions and have been have been classified as current and non-current as per the Group’s normal
partnering with many of the world’s largest businesses in their transformation operating cycle. Based on the nature of services rendered to customers and
journeys. The Group offers a consulting-led, cognitive powered, integrated time elapsed between deployment of resources and the realisation in cash and
portfolio of IT, business and engineering services and solutions. This is cash equivalents of the consideration for such services rendered, the Group
delivered through its unique Location-Independent Agile delivery model has considered an operating cycle of 12 months.
recognised as a benchmark of excellence in software development.
The statement of cash flows have been prepared under indirect method,
The Company is a public limited company incorporated and domiciled in whereby profit or loss is adjusted for the effects of transactions of a non-cash
India. The address of its corporate office is TCS House, Raveline Street, Fort, nature, any deferrals or accruals of past or future operating cash receipts
Mumbai 400001. As at March 31, 2021, Tata Sons Private Limited, the or payments and items of income or expense associated with investing or
holding company owned 72.16% of the Company’s equity share capital. financing cash flows. The cash flows from operating, investing and financing
activities of the Group are segregated. The Group considers all highly liquid
The Board of Directors approved the consolidated financial statements for the
investments that are readily convertible to known amounts of cash and are
year ended March 31, 2021 and authorised for issue on April 12, 2021.
subject to an insignificant risk of changes in value to be cash equivalents.
2) Statement of compliance
The functional currency of the Company and its Indian subsidiaries is the
These consolidated financial statements have been prepared in accordance Indian Rupee (`). The functional currency of foreign subsidiaries is the
with the Indian Accounting Standards (referred to as “Ind AS”) prescribed currency of the primary economic environment in which the entity operates.
under section 133 of the Companies Act, 2013 read with the Companies Foreign currency transactions are recorded at exchange rates prevailing
(Indian Accounting Standards) Rules as amended from time to time. on the date of the transaction. Foreign currency denominated monetary
assets and liabilities are retranslated at the exchange rate prevailing on the
3) Basis of preparation balance sheet date and exchange gains and losses arising on settlement and
restatement are recognised in the statement of profit and loss. Non-monetary
These consolidated financial statements have been prepared on historical cost assets and liabilities that are measured in terms of historical cost in foreign
basis except for certain financial instruments and defined benefit plans which currencies are not retranslated.
are measured at fair value or amortised cost at the end of each reporting

The significant accounting policies used in preparation of the consolidated rates prevailing on the balance sheet date. Statement of profit and loss of
financial statements have been discussed in the respective notes. such entities has been translated using weighted average exchange rates.
Translation adjustments have been reported as foreign currency translation
4) Basis of consolidation reserve in the statement of changes in equity. When a foreign operation is
disposed off in its entirety or partially such that control, significant influence or
The Company consolidates all entities which are controlled by it.
joint control is lost, the cumulative amount of exchange differences related to
The Company establishes control when; it has power over the entity, is that foreign operation recognised in OCI is reclassified to statement of profit
exposed, or has rights, to variable returns from its involvement with the and loss as part of the gain or loss on disposal.
entity and has the ability to affect the entity’s returns by using its power over
5) Use of estimates and judgements
relevant activities of the entity.
The preparation of consolidated financial statements in conformity with the
Entities controlled by the Company are consolidated from the date control
recognition and measurement principles of Ind AS requires management
commences until the date control ceases.
to make estimates and judgements that affect the reported balances of
The results of subsidiaries acquired, or sold, during the year are consolidated assets and liabilities, disclosures of contingent liabilities as at the date of the
from the effective date of acquisition and up to the effective date of disposal, consolidated financial statements and the reported amounts of income and
as appropriate. expenses for the periods presented.
All inter-company transactions, balances, income and expenses are eliminated Estimates and underlying assumptions are reviewed on an ongoing basis.
in full on consolidation. Revisions to accounting estimates are recognised in the period in which the
estimates are revised and future periods are affected.
Changes in the Company’s interests in subsidiaries that do not result in a loss
of control are accounted for as equity transactions. The carrying amount of The Group uses the following critical accounting estimates in preparation of its
the Company’s interests and the non-controlling interests are adjusted to consolidated financial statements:
reflect the changes in their relative interests in the subsidiaries. Any difference
a. Revenue recognition
between the amount by which the non-controlling interests are adjusted and
the fair value of the consideration paid or received is recognised directly in Revenue for fixed-price contracts is recognised using percentage-of-
equity and attributed to shareholders of the Company. completion method. The Group uses judgement to estimate the future
cost-to-completion of the contracts which is used to determine the
Assets and liabilities of entities with functional currency other than the
degree of completion of the performance obligation.
functional currency of the Company have been translated using exchange
b. Useful lives of property, plant and equipment which is exercised while determining the provision for income tax. A
deferred tax asset is recognised to the extent that it is probable that
The Group reviews the useful life of property, plant and equipment at the future taxable profit will be available against which the deductible
end of each reporting period. This reassessment may result in change in temporary differences and tax losses can be utilised. Accordingly, the
depreciation expense in future periods. Group exercises its judgement to reassess the carrying amount of
deferred tax assets at the end of each reporting period.
c. Impairment of goodwill
f. Provisions and contingent liabilities
The Group estimates the value-in-use of the cash generating units
(CGUs) based on the future cash flows after considering current The Group estimates the provisions that have present obligations as a
economic conditions and trends, estimated future operating results and result of past events and it is probable that outflow of resources will be
growth rate and anticipated future economic and regulatory conditions. required to settle the obligations. These provisions are reviewed at the
The estimated cash flows are developed using internal forecasts. The end of each reporting period and are adjusted to reflect the current best
discount rates used for the CGUs represent the weighted average cost of estimates.
capital based on the historical market returns of comparable companies.
The Group uses significant judgement to disclose contingent liabilities.
d. Fair value measurement of financial instruments Contingent liabilities are disclosed when there is a possible obligation
arising from past events, the existence of which will be confirmed only
When the fair value of financial assets and financial liabilities recorded in
by the occurrence or non-occurrence of one or more uncertain future
the balance sheet cannot be measured based on quoted prices in active
events not wholly within the control of the Group or a present obligation
markets, their fair value is measured using valuation techniques including
that arises from past events where it is either not probable that an
the Discounted Cash Flow model. The inputs to these models are taken
outflow of resources will be required to settle the obligation or a reliable
from observable markets where possible, but where this is not feasible, a
estimate of the amount cannot be made. Contingent assets are neither
degree of judgement is required in establishing fair values. Judgements
recognised nor disclosed in the consolidated financial statements.
include considerations of inputs such as liquidity risk, credit risk and
volatility. Changes in assumptions about these factors could affect the g. Employee benefits
reported fair value of financial instruments.
The accounting of employee benefit plans in the nature of defined benefit
e. Provision for income tax and deferred tax assets requires the Group to use assumptions. These assumptions have been
explained under employee benefits note.
The Group uses estimates and judgements based on the relevant rulings
in the areas of allocation of revenue, costs, allowances and disallowances
h. Leases The Group has carried out this assessment based on available internal
and external sources of information upto the date of approval of these
The Group evaluates if an arrangement qualifies to be a lease as per the consolidated financial statements and believes that the impact of
requirements of Ind AS 116. Identification of a lease requires significant COVID-19 is not material to these consolidated financial statements
judgement. The Group uses significant judgement in assessing the lease and expects to recover the carrying amount of its assets. The impact
term (including anticipated renewals) and the applicable discount rate. of COVID-19 on the consolidated financial statements may differ from
that estimated as at the date of approval of these consolidated financial
The Group determines the lease term as the non-cancellable period
statements owing to the nature and duration of COVID-19.
of a lease, together with both periods covered by an option to extend
the lease if the Group is reasonably certain to exercise that option; and 6) Recent pronouncements
periods covered by an option to terminate the lease if the Group is
reasonably certain not to exercise that option. In assessing whether the On March 24, 2021, the Ministry of Corporate Affairs (“MCA”) through
Group is reasonably certain to exercise an option to extend a lease, or a notification, amended Schedule III of the Companies Act, 2013. The
not to exercise an option to terminate a lease, it considers all relevant amendments revise Division I, II and III of Schedule III and are applicable
facts and circumstances that create an economic incentive for the Group from April 1, 2021. Key amendments relating to Division II which relate to
to exercise the option to extend the lease, or not to exercise the option companies whose financial statements are required to comply with Companies
to terminate the lease. The Group revises the lease term if there is a (Indian Accounting Standards) Rules 2015 are:
change in the non-cancellable period of a lease.
Balance Sheet:
The discount rate is generally based on the incremental borrowing rate
specific to the lease being evaluated or for a portfolio of leases with • Lease liabilities should be separately disclosed under the head ‘financial
similar characteristics. liabilities’, duly distinguished as current or non-current.
i. Impact of COVID-19 (pandemic) • Certain additional disclosures in the statement of changes in equity such
as changes in equity share capital due to prior period errors and restated
The Group has taken into account all the possible impacts of COVID-19 balances at the beginning of the current reporting period.
in preparation of these consolidated financial statements, including but
not limited to its assessment of, liquidity and going concern assumption, • Specified format for disclosure of shareholding of promoters.
recoverable values of its financial and non-financial assets, impact on
• Specified format for ageing schedule of trade receivables, trade payables,
revenue recognition owing to changes in cost budgets of fixed price
capital work-in-progress and intangible asset under development.
contracts, impact on leases and impact on effectiveness of its hedges.

• If a company has not used funds for the specific purpose for which it was The interest of non-controlling shareholders is initially measured either at
borrowed from banks and financial institutions, then disclosure of details fair value or at the non-controlling interests’ proportionate share of the
of where it has been used. acquiree’s identifiable net assets. The choice of measurement basis is made
on an acquisition-by-acquisition basis. Subsequent to acquisition, the carrying
• Specific disclosure under ‘additional regulatory requirement’ such as
amount of non-controlling interests is the amount of those interests at initial
compliance with approved schemes of arrangements, compliance with
recognition plus the non-controlling interests’ share of subsequent changes in
number of layers of companies, title deeds of immovable property not
equity of subsidiaries.
held in name of company, loans and advances to promoters, directors,
key managerial personnel (KMP) and related parties, details of benami Business combinations arising from transfers of interests in entities that
property held etc. are under common control are accounted at historical cost. The difference
between any consideration given and the aggregate historical carrying
Statement of profit and loss:
amounts of assets and liabilities of the acquired entity is recorded in
• Additional disclosures relating to Corporate Social Responsibility (CSR), shareholders’ equity.
undisclosed income and crypto or virtual currency specified under the
head ‘additional information’ in the notes forming part of consolidated 8) Financial assets, financial liabilities and equity instruments
financial statements.
Financial assets and liabilities are recognised when the Group becomes a
The amendments are extensive and the Group will evaluate the same to give party to the contractual provisions of the instrument. Financial assets and
effect to them as required by law. liabilities are initially measured at fair value. Transaction costs that are directly
attributable to the acquisition or issue of financial assets and financial liabilities
7) Business combinations
(other than financial assets and financial liabilities at fair value through profit
The Group accounts for its business combinations under acquisition method or loss) are added to or deducted from the fair value measured on initial
of accounting. Acquisition related costs are recognised in the consolidated recognition of financial asset or financial liability.
statement of profit and loss as incurred. The acquiree’s identifiable assets,
liabilities and contingent liabilities that meet the condition for recognition are The Group derecognises a financial asset only when the contractual rights to
recognised at their fair values at the acquisition date. the cash flows from the asset expire, or when it transfers the financial asset
and substantially all the risks and rewards of ownership of the asset to another
Purchase consideration paid in excess of the fair value of net assets acquired is entity. The Group derecognises financial liabilities when, and only when, the
recognised as goodwill. Where the fair value of identifiable assets and liabilities Group’s obligations are discharged, cancelled or have expired.
exceed the cost of acquisition, after reassessing the fair values of the net
assets and contingent liabilities, the excess is recognised as capital reserve.
Cash and cash equivalents income on initial recognition. The transaction costs directly attributable to the
acquisition of financial assets and liabilities at fair value through profit or loss
The Group considers all highly liquid financial instruments, which are readily are immediately recognised in statement of profit and loss.
convertible into known amounts of cash that are subject to an insignificant risk
of change in value and having original maturities of three months or less from Financial liabilities
the date of purchase, to be cash equivalents. Cash and cash equivalents consist
of balances with banks which are unrestricted for withdrawal and usage. Financial liabilities are measured at amortised cost using the effective interest
method.
Financial assets at amortised cost
Equity instruments
Financial assets are subsequently measured at amortised cost if these
financial assets are held within a business whose objective is to hold these An equity instrument is a contract that evidences residual interest in the assets
assets in order to collect contractual cash flows and the contractual terms of the company after deducting all of its liabilities. Equity instruments issued
of the financial asset give rise on specified dates to cash flows that are solely by the Group are recognised at the proceeds received net of direct issue cost.
payments of principal and interest on the principal amount outstanding.
Derivative accounting
Financial assets at fair value through other comprehensive income
• Instruments in hedging relationship
Financial assets are measured at fair value through other comprehensive
The Group designates certain foreign exchange forward, currency
income if these financial assets are held within a business whose objective is
options and futures contracts as hedge instruments in respect of foreign
achieved by both collecting contractual cash flows on specified dates that are
exchange risks. These hedges are accounted for as cash flow hedges.
solely payments of principal and interest on the principal amount outstanding
and selling financial assets. The Group uses hedging instruments that are governed by the policies of
the Company and its subsidiaries which are approved by their respective
The Group has made an irrevocable election to present subsequent
Board of Directors. The policies provide written principles on the use of
changes in the fair value of equity investments not held for trading in other
such financial derivatives consistent with the risk management strategy of
comprehensive income.
the Company and its subsidiaries.
Financial assets at fair value through profit or loss
The hedge instruments are designated and documented as hedges at
Financial assets are measured at fair value through profit or loss unless they the inception of the contract. The Group determines the existence of an
are measured at amortised cost or at fair value through other comprehensive economic relationship between the hedging instrument and hedged item

based on the currency, amount and timing of their respective cash flows. • Instruments not in hedging relationship
The effectiveness of hedge instruments to reduce the risk associated
with the exposure being hedged is assessed and measured at inception The Group enters into the contracts that are effective as hedges from an
and on an ongoing basis. If the hedged future cash flows are no longer economic perspective, but they do not qualify for hedge accounting. The
expected to occur, then the amounts that have been accumulated in change in the fair value of such instrument is recognised in the statement
other equity are immediately reclassified in net foreign exchange gains in of profit and loss.
the statement of profit and loss.
Impairment of financial assets (other than at fair value)
The effective portion of change in the fair value of the designated
The Group assesses at each date of balance sheet whether a financial asset
hedging instrument is recognised in other comprehensive income and
or a group of financial assets is impaired. Ind AS 109 requires expected credit
accumulated under the heading cash flow hedging reserve.
losses to be measured through a loss allowance. The Group recognises lifetime
The Group separates the intrinsic value and time value of an option and expected losses for all contract assets and / or all trade receivables that do not
designates as hedging instruments only the change in intrinsic value of constitute a financing transaction. In determining the allowances for doubtful
the option. The change in fair value of the time value and intrinsic value trade receivables, the Group has used a practical expedient by computing
of an option is recognised in other comprehensive income and accounted the expected credit loss allowance for trade receivables based on a provision
as a separate component of equity. Such amounts are reclassified into matrix. The provision matrix takes into account historical credit loss experience
the statement of profit and loss when the related hedged items affect and is adjusted for forward looking information. The expected credit loss
statement of profit and loss. allowance is based on the ageing of the receivables that are due and allowance
rates used in the provision matrix. For all other financial assets, expected
Hedge accounting is discontinued when the hedging instrument expires credit losses are measured at an amount equal to the 12-month expected
or is sold, terminated or no longer qualifies for hedge accounting. Any credit losses or at an amount equal to the life time expected credit losses if
gain or loss recognised in other comprehensive income and accumulated the credit risk on the financial asset has increased significantly since initial
in equity till that time remains and is recognised in statement of profit and recognition.
loss when the forecasted transaction ultimately affects the profit and loss.
Any gain or loss is recognised immediately in the statement of profit and
loss when the hedge becomes ineffective.

(a) Investments Investments – Current
Investments consist of the following: (` crore)
Investments – Non-current As at As at
(` crore) March 31, 2021 March 31, 2020
As at As at Investments carried at fair value through
March 31, 2021 March 31, 2020 profit or loss
Investments designated at fair value through OCI Mutual fund units (quoted) 4,904 1,692
Fully paid equity shares (unquoted) Investments carried at fair value through OCI
Mozido LLC 73 75 Government bonds and securities (quoted) 23,670 24,290
FCM LLC 55 55 Corporate bonds (quoted) 450 132
Taj Air Limited 19 19 Investments carried at amortised cost
Philippine Dealing System Holdings Corporation 7 7 Corporate bonds (quoted) - 26
Less: Impairment in value of investments (116) (114) Commercial papers (quoted) 136 -
Investments carried at amortised cost 29,160 26,140
Government bonds and securities (quoted) 165 164
Corporate bonds (quoted) 10 10 Investments – Current includes `166 crore and `95 crore as at March 31, 2021 and
213 216 2020, respectively, pertaining to trusts and TCS Foundation held for specified purposes.
Government bonds and securities includes bonds pledged with bank for credit facility
Investments – Non-current includes `175 crore and `174 crore as at March 31, 2021
amounting to `1,650 crore and NIL as at March 31, 2021 and 2020, respectively.
and 2020, respectively, pertains to trusts held for specified purposes.
Aggregate value of quoted and unquoted investments is as follows:
(` crore)
As at As at
March 31, 2021 March 31, 2020
Aggregate value of quoted investments 29,335 26,314
Aggregate value of unquoted investments 38 42
(net of impairment)
Aggregate market value of quoted investments 29,356 26,336
Aggregate value of impairment of investments 116 114

Market value of quoted investments carried at amortised cost is as follows: The movement in fair value of investments carried / designated at fair value
(` crore) through OCI is as follows:
As at As at (` crore)
March 31, 2021 March 31, 2020
Government bonds and securities 186 186
March 31, 2021 March 31, 2020
Corporate bonds 10 36
Commercial papers 136 - Balance at the beginning of the year 796 192
Net loss arising on revaluation of financial (2) (20)
Equity instruments carried at fair value through OCI are as follows: assets carried at fair value
Net gain arising on revaluation of investments 51 972
(` crore) other than equities carried at fair value through
In Numbers Currency Face Equity instruments As at As at other comprehensive income
value per carried at fair value March 31, 2021 March 31, 2020 Deferred tax relating to net gain arising (17) (340)
share through OCI on revaluation of investments other than
Fully paid equity shares equities carried at fair value through other
(unquoted) comprehensive income
1,00,00,000 USD 1 Mozido LLC 73 75 Net cumulative gain reclassified to statement - (14)
of profit and loss on sale of investments other
15 USD 5,00,000 FCM LLC 55 55 than equities carried at fair value through other
1,90,00,000 INR 10 Taj Air Limited 19 19 comprehensive income
5,00,000 PHP 100 Philippine Dealing System 7 7 Deferred tax relating to net cumulative gain - 6
Holdings Corporation reclassified to statement of profit and loss on
sale of investments other than equities carried
Less: Impairment in value (116) (114)
at fair value through other comprehensive
of investments
income
38 42
Balance at the end of the year 828 796

(b) Trade receivables (c) Cash and cash equivalents
Trade receivables (unsecured) consist of the following: Cash and cash equivalents consist of the following:
Trade receivables – Non-current (` crore)
(` crore) As at As at
As at As at March 31, 2021 March 31, 2020
March 31, 2021 March 31, 2020 Balances with banks
Trade receivables 787 656 In current accounts 5,266 8,237
Less: Allowance for doubtful trade receivables (732) (582) In deposit accounts 1,586 405
Cheques on hand* - 1
Considered good 55 74
Cash on hand 1 1
Remittances in transit 5 2
Trade receivables – Current
6,858 8,646
(` crore)
As at As at *Represents value less than `0.50 crore.
March 31, 2021 March 31, 2020 Balances with banks in current accounts include `13 crore and `4 crore as at March 31,
2021 and 2020, respectively, pertaining to trusts held for specified purposes.
Trade receivables 30,248 30,747
Less: Allowance for doubtful trade receivables (244) (306) (d) Other balances with banks
Considered good 30,004 30,441 Other balances with banks consist of the following:
Trade receivables 388 340 (` crore)
As at As at
Less: Allowance for doubtful trade receivables (313) (249)
March 31, 2021 March 31, 2020
Credit impaired 75 91 Earmarked balances with banks 209 215
30,079 30,532 Short-term bank deposits 2,262 805
2,471 1,020
Earmarked balances with banks primarily relate to margin money for purchase of
investments, margin money for derivative contracts and unclaimed dividends.

(e) Loans (f) Other financial assets
Loans (unsecured) consist of the following: Other financial assets consist of the following:
Loans – Non-current Other financial assets – Non-current
(` crore) (` crore)
As at As at As at As at
Considered good Security deposits 837 824
Inter-corporate deposits 27 27 Earmarked balances with banks 3 1
Loans and advances to employees 2 2 Long-term bank deposits 719 348
29 29 Others 14 11
1,573 1,184
Loans – Current
(` crore) Other financial assets – Current
As at As at (` crore)
March 31, 2021 March 31, 2020 As at As at
Considered good March 31, 2021 March 31, 2020
Inter-corporate deposits 11,229 8,171 Security deposits 168 170
Loans and advances to employees 243 304 Fair value of foreign exchange derivative assets 495 425
Credit impaired Interest receivable 615 744
Loans and advances to employees 17 15 Others 116 134
Less: Allowance on loans and advances to (17) (15) 1,394 1,473
employees
11,472 8,475 Interest receivable includes `40 crore and `43 crore as at March 31, 2021 and 2020,
respectively, pertaining to trusts and TCS Foundation held for specified purposes.
Inter-corporate deposits placed with financial institutions yield fixed interest rate. Inter-
corporate deposits include `952 crore and `922 crore as at March 31, 2021 and 2020,
respectively, pertaining to trusts and TCS Foundation held for specified purposes.

(g) Other financial liabilities (h) Financial instruments by category
Other financial liabilities consist of the following: The carrying value of financial instruments by categories as at March 31, 2021
Other financial liabilities – Non-current is as follows:
(` crore) (` crore)
As at As at Fair Fair value Derivative Derivative Amortised Total
March 31, 2021 March 31, 2020 value through other instruments instruments cost carrying
Capital creditors - 3 through comprehensive in hedging not in value
profit income relationship hedging
Others 280 288
or loss relationship
280 291
Financial assets
Others include advance taxes paid of `226 crore and `226 crore as at March 31, Cash and cash equivalents - - - - 6,858 6,858
2021 and 2020, respectively, by the seller of TCS e-Serve Limited (merged with the Bank deposits - - - - 2,981 2,981
Company) which, on refund by tax authorities, is payable to the seller. Earmarked balances with banks - - - - 212 212
Investments 4,904 24,158 - - 311 29,373
Other financial liabilities - Current
Trade receivables - - - - 30,134 30,134
(` crore)
Unbilled receivables - - - - 6,856 6,856
As at As at
Loans - - - - 11,501 11,501
March 31, 2021 March 31, 2020
Other financial assets - - 163 332 1,750 2,245
Accrued payroll 4,482 3,907
4,904 24,158 163 332 60,603 90,160
Unclaimed dividends 50 53
Fair value of foreign exchange derivative 92 693
liabilities Trade payables - - - - 7,860 7,860
Capital creditors 399 502 Lease liabilities - - - - 7,795 7,795
Liabilities towards customer contracts 914 807 Other financial liabilities - - 2 90 6,338 6,430
Others 213 138 - - 2 90 21,993 22,085
6,150 6,100
Loans include inter-corporate deposits of `11,256 crore, with original maturity period
within 36 months.

The carrying value of financial instruments by categories as at March 31, 2020 Carrying amounts of cash and cash equivalents, trade receivables, unbilled receivables,
is as follows: loans and trade payables as at March 31, 2021 and 2020, approximate the fair value.
Difference between carrying amounts and fair values of bank deposits, earmarked
(` crore)
balances with banks, other financial assets and other financial liabilities subsequently
Fair Fair value Derivative Derivative Amortised Total measured at amortised cost is not significant in each of the years presented. Fair
value through other instruments instruments cost carrying value measurement of lease liabilities is not required. Fair value of investments carried
through comprehensive in hedging not in value at amortised cost is `332 crore and `222 crore as at March 31, 2021 and 2020,
profit income relationship hedging respectively.
or loss relationship
Financial assets (i) Fair value hierarchy
Cash and cash equivalents - - - - 8,646 8,646
Bank deposits - - - - 1,153 1,153 The fair value hierarchy is based on inputs to valuation techniques that are
Earmarked balances with banks - - - - 216 216 used to measure fair value that are either observable or unobservable and
Investments 1,692 24,464 - - 200 26,356
consists of the following three levels:
• Level 1 — Inputs are quoted prices (unadjusted) in active markets for
Unbilled receivables - - - - 6,056 6,056 identical assets or liabilities.
Loans - - - - 8,504 8,504
Other financial assets - - 146 279 1,883 2,308 • Level 2 — Inputs are other than quoted prices included within Level 1
1,692 24,464 146 279 57,264 83,845 that are observable for the asset or liability, either directly (i.e. as prices)
Financial liabilities or indirectly (i.e. derived from prices).
Trade payables - - - - 6,740 6,740
• Level 3 — Inputs are not based on observable market data (unobservable
Lease liabilities - - - - 8,174 8,174
inputs). Fair values are determined in whole or in part using a valuation
Other financial liabilities - - 34 659 5,698 6,391
model based on assumptions that are neither supported by prices from
- - 34 659 20,612 21,305 observable current market transactions in the same instrument nor are
they based on available market data.
within 36 months.
The cost of unquoted investments included in Level 3 of fair value hierarchy
approximate their fair value because there is a wide range of possible fair value
measurements and the cost represents estimate of fair value within that range.

The following table summarises financial assets and liabilities measured at fair (` crore)
value on a recurring basis and financial assets that are not measured at fair
As at March 31, 2020 Level 1 Level 2 Level 3 Total
value on a recurring basis (but fair value disclosures are required):
Financial assets
(` crore)
Mutual fund units 1,692 - - 1,692
Equity shares - - 42 42
Financial assets
Government bonds and securities 24,476 - - 24,476
Mutual fund units 4,849 - 55 4,904
Corporate bonds 168 - - 168
Equity shares - - 38 38
Fair value of foreign exchange derivative - 425 - 425
Government bonds and securities 23,856 - - 23,856
assets
Corporate bonds 460 - - 460
26,336 425 42 26,803
Commercial papers 136 - - 136
assets
liabilities
29,301 495 93 29,889
- 693 - 693
Fair value of foreign exchange derivative - 92 - 92 Reconciliation of Level 3 fair value measurement of financial assets is as
liabilities follows:
- 92 - 92 (` crore)
March 31, 2021 March 31, 2020
Balance at the beginning of the year 42 58
Additions during the year 52 -
Fair value of investments 4 -
Impairment in value of investments (2) (20)
Translation exchange difference (3) 4
Balance at the end of the year 93 42

Reconciliation of Level 3 fair value measurement of financial liabilities is as The following are outstanding currency options contracts, which have been
follows: designated as cash flow hedges:
(` crore) As at March 31, 2021 As at March 31, 2020
Year ended Year ended Foreign No. of Notional amount Fair value No. of Notional amount Fair value
March 31, 2021 March 31, 2020 currency contracts of contracts (` crore) contracts of contracts (` crore)
(In million) (In million)
Balance at the beginning of the year - 218
US Dollar 63 1,615 51 55 1,420 20
Repayment during the year - (227) Great Britain 64 330 14 71 384 59
Translation exchange difference - 9 Pound
Balance at the end of the year - - Euro 60 346 78 38 363 (31)
Australian Dollar 38 206 16 26 192 48
Canadian Dollar 23 114 2 19 104 16
(j) Derivative financial instruments and hedging activity
The movement in cash flow hedging reserve for derivatives designated as cash
The Group’s revenue is denominated in various foreign currencies. Given the flow hedges is as follows:
nature of the business, a large portion of the costs are denominated in Indian
(` crore)
Rupee. This exposes the Group to currency fluctuations. Year ended Year ended
March 31, 2021 March 31, 2020
The Board of Directors have constituted a Risk Management Committee Intrinsic Time Intrinsic Time
(RMC) to frame, implement and monitor the risk management plan of the value value value value
Group which inter-alia covers risks arising out of exposure to foreign currency Balance at the beginning of the year 45 (68) 134 (30)
fluctuations. Under the guidance and framework provided by the RMC, the (Gain) / loss transferred to profit and loss on (341) 530 (449) 513
Group uses various derivative instruments such as foreign exchange forward, occurrence of forecasted hedge transactions
currency options and futures contracts in which the counter party is generally Deferred tax on (gain) / loss transferred to profit and 73 (125) 54 (38)
a bank. loss on occurrence of forecasted hedge transactions
Change in the fair value of effective portion of cash 355 (477) 355 (565)
flow hedges
Deferred tax on fair value of effective portion of cash (76) 113 (49) 52
flow hedges
Balance at the end of the year 56 (27) 45 (68)

The Group has entered into derivative instruments not in hedging relationship (k) Financial risk management
by way of foreign exchange forward, currency options and futures contracts.
As at March 31, 2021 and 2020, the notional amount of outstanding The Group is exposed primarily to fluctuations in foreign currency exchange
contracts aggregated to `37,615 crore and `40,298 crore, respectively and rates, credit, liquidity and interest rate risks, which may adversely impact
the respective fair value of these contracts have a net gain of `242 crore and the fair value of its financial instruments. The Group has a risk management
net loss of `380 crore. policy which covers risks associated with the financial assets and liabilities.
The risk management policy is approved by the Board of Directors. The focus
Exchange gain of `490 crore and loss of `461 crore on foreign exchange
of the risk management committee is to assess the unpredictability of the
forward, currency options and futures contracts that do not qualify for hedge
financial environment and to mitigate potential adverse effects on the financial
accounting have been recognised in the consolidated statement of profit and
performance of the Group.
loss for the years ended March 31, 2021 and 2020, respectively.
Net foreign exchange gains include loss of `189 crore and `64 crore Market risk
transferred from cash flow hedging reserve for the years ended March 31,
2021 and 2020, respectively. Market risk is the risk that the fair value or future cash flows of a financial
instrument will fluctuate because of changes in market prices. Such changes
Net gain on derivative instruments of `30 crore recognised in cash flow in the values of financial instruments may result from changes in the foreign
hedging reserve as at March 31, 2021, is expected to be transferred to currency exchange rates, interest rates, credit, liquidity and other market
the statement of profit and loss by March 31, 2022. The maximum period changes. The Group’s exposure to market risk is primarily on account of
over which the exposure to cash flow variability has been hedged is through foreign currency exchange rate risk.
calendar year 2021.
Following table summarises approximate gain / (loss) on Group’s other • Foreign currency exchange rate risk
comprehensive income on account of appreciation / depreciation of the
underlying foreign currencies: The fluctuation in foreign currency exchange rates may have potential
impact on the consolidated statement of profit and loss and other
(` crore)
comprehensive income and equity, where any transaction references
As at As at
more than one currency or where assets / liabilities are denominated in
March 31, 2021 March 31, 2020
a currency other than the functional currency of the respective entities.
10% Appreciation of the underlying foreign (306) (407)
currencies
Considering the countries and economic environment in which the Group
operates, its operations are subject to risks arising from fluctuations in
10% Depreciation of the underlying foreign 1,906 1,261
currencies exchange rates in those countries.

The Group, as per its risk management policy, uses derivative instruments The following table sets forth information relating to unhedged foreign
primarily to hedge foreign exchange. Further, any movement in the currency exposure as at March 31, 2021:
functional currencies of the various operations of the Group against (` crore)
major foreign currencies may impact the Group’s revenue in international
USD EUR GBP Others
business.
Net financial assets 3,194 155 101 1,129
The Group evaluates the impact of foreign exchange rate fluctuations Net financial liabilities (41) (573) (354) (411)
by assessing its exposure to exchange rate risks. It hedges a part of
these risks by using derivative financial instruments in line with its risk 10% appreciation / depreciation of the respective functional currency of Tata
management policies. Consultancy Services Limited and its subsidiaries with respect to various foreign
currencies would result in increase / decrease in the Group’s profit before taxes by
The foreign exchange rate sensitivity is calculated by aggregation of the approximately `320 crore for the year ended March 31, 2021.
net foreign exchange rate exposure and a simultaneous parallel foreign
exchange rates shift of all the currencies by 10% against the respective The following table sets forth information relating to unhedged foreign
functional currencies of Tata Consultancy Services Limited and its currency exposure as at March 31, 2020:
subsidiaries.
(` crore)
The following analysis has been worked out based on the net exposures USD EUR GBP Others
for each of the subsidiaries and Tata Consultancy Services Limited as of Net financial assets 2,140 239 82 1,145
the date of balance sheet which could affect the statement of profit and Net financial liabilities (3,257) (325) (160) (249)
loss and other comprehensive income and equity. Further the exposure
as indicated below is mitigated by some of the derivative contracts 10% appreciation / depreciation of the respective functional currency of Tata
entered into by the Group as disclosed in note 8(j). Consultancy Services Limited and its subsidiaries with respect to various foreign
currencies would result in increase / decrease in the Group’s profit before taxes by
approximately `39 crore for the year ended March 31, 2020.

• Interest rate risk • Exposure to credit risk
The Group’s investments are primarily in fixed rate interest bearing The carrying amount of financial assets and contract assets represents
investments. Hence, the Group is not significantly exposed to interest the maximum credit exposure. The maximum exposure to credit risk
rate risk. was `94,201 crore and `88,291 crore as at March 31, 2021 and 2020,
respectively, being the total of the carrying amount of balances with
Credit risk banks, bank deposits, investments, trade receivables, unbilled receivables,
loan, contract assets and other financial assets.
Credit risk is the risk of financial loss arising from counterparty failure to repay
or service debt according to the contractual terms or obligations. Credit risk The Group’s exposure to customers is diversified and no single customer
encompasses of both, the direct risk of default and the risk of deterioration contributes to more than 10% of outstanding trade receivables, unbilled
of creditworthiness as well as concentration of risks. Credit risk is controlled receivables and contract assets as at March 31, 2021 and 2020.
by analysing credit limits and creditworthiness of customers on a continuous
basis to whom the credit has been granted after obtaining necessary approvals Geographic concentration of credit risk
for credit.
Geographic concentration of trade receivables (gross and net of
Financial instruments that are subject to concentrations of credit risk allowances), unbilled receivables and contract assets is as follows:
principally consist of trade receivables, unbilled receivables, loans, investments,
derivative financial instruments, cash and cash equivalents, bank deposits and As at March 31, 2021 As at March 31, 2020
other financial assets. Inter-corporate deposits of `11,256 crore are with
Gross% Net% Gross% Net%
a financial institution having a high credit-rating assigned by credit-rating
agencies. Bank deposits include an amount of `2,669 crore held with two United States of America 41.08 41.83 44.94 45.66
Indian banks having high credit rating which are individually in excess of 10% India 20.31 18.79 11.56 10.01
or more of the Group’s total bank deposits as at March 31, 2021. None of the United Kingdom 16.37 16.75 14.74 15.02
other financial instruments of the Group result in material concentration of
credit risk. Geographical concentration of trade receivables, unbilled receivables and contract
assets is allocated based on the location of the customers.

The allowance for lifetime expected credit loss on trade receivables for The tables below provide details regarding the contractual maturities of
the years ended March 31, 2021 and 2020 was `190 crore and significant financial liabilities as at:
`133 crore respectively. The reconciliation of allowance for doubtful (` crore)
trade receivables is as follows: March 31, 2021 Due in Due in Due in 3rd Due after Total
(` crore) 1st year 2nd year to 5th year 5th year
Year ended Year ended Non-derivative financial
March 31, 2021 March 31, 2020 liabilities
Balance at the beginning of the year 1,137 1,020 Trade payables 7,860 - - - 7,860
Change during the year 190 133 Lease liabilities 1,742 1,601 3,325 3,509 10,177
Bad debts written off (34) (43) Other financial liabilities 6,058 50 230 - 6,338
Translation exchange difference (4) 27 15,660 1,651 3,555 3,509 24,375
Balance at the end of the year 1,289 1,137 Derivative financial 92 - - - 92
liabilities
Liquidity risk 15,752 1,651 3,555 3,509 24,467
Liquidity risk refers to the risk that the Group cannot meet its financial (` crore)
obligations. The objective of liquidity risk management is to maintain March 31, 2020 Due in Due in Due in 3rd Due after Total
sufficient liquidity and ensure that funds are available for use as per 1st year 2nd year to 5th year 5th year
requirements. The Group consistently generated sufficient cash flows Non-derivative financial
from operations to meet its financial obligations including lease liabilities liabilities
as and when they fall due. Trade payables 6,740 - - - 6,740
Lease liabilities 1,722 1,514 3,517 4,034 10,787
Other financial liabilities 5,407 12 279 - 5,698
13,869 1,526 3,796 4,034 23,225
Derivative financial 693 - - - 693
liabilities
14,562 1,526 3,796 4,034 23,918

(l) Equity instruments The Board of Directors at its meeting held on October 7, 2020, approved a
The authorised, issued, subscribed and fully paid-up share capital consist of proposal to buy-back upto 5,33,33,333 equity shares of the Company for
the following: an aggregate amount not exceeding `16,000 crore, being 1.42% of the total
(` crore) paid up equity share capital at `3,000 per equity share. The shareholders
As at As at approved the same on November 18, 2020, by way of a special resolution
March 31, 2021 March 31, 2020 through postal ballot. A Letter of Offer was made to all eligible shareholders.
Authorised The Company bought back 5,33,33,333 equity shares out of the shares that
460,05,00,000 equity shares of `1 each 460 460
were tendered by eligible shareholders and extinguished the equity shares
on January 6, 2021. Capital redemption reserve was created to the extent of
(March 31, 2020: 460,05,00,000 equity shares
of `1 each)
share capital extinguished (`5 crore). The excess cost of buy-back of
`16,031 crore (including `31 crore towards transaction cost of buy-back)
105,02,50,000 preference shares of `1 each 105 105
over par value of shares and corresponding tax on buy-back of `3,726 crore
(March 31, 2020: 105,02,50,000 preference
were offset from retained earnings.
shares of `1 each)
565 565 I. Reconciliation of number of shares
Issued, Subscribed and Fully paid up
369,90,51,373 equity shares of `1 each 370 375 As at March 31, 2021 As at March 31, 2020
(March 31, 2020: 375,23,84,706 equity shares
Number of Amount Number of Amount
of `1 each)
shares (` crore) shares (` crore)
370 375
Equity shares
Opening balance 375,23,84,706 375 375,23,84,706 375
The Company’s objective for capital management is to maximise shareholder
value, safeguard business continuity and support the growth of the Company. Shares extinguished on (5,33,33,333) (5) - -
The Company determines the capital requirement based on annual operating buy-back
plans and long-term and other strategic investment plans. The funding Closing balance 369,90,51,373 370 375,23,84,706 375
requirements are met through equity and operating cash flows generated. The
Company is not subject to any externally imposed capital requirements.

II. Rights, preferences and restrictions attached to shares (` crore)
As at As at
The Company has one class of equity shares having a par value of `1 March 31, 2021 March 31, 2020
each. Each shareholder is eligible for one vote per share held and carry
46,798 equity shares (March 31, 2020 : - -
a right to dividend. The dividend proposed by the Board of Directors 46,798 equity shares) are held by
is subject to the approval of the shareholders in the ensuing Annual Tata Steel Limited*
General Meeting, except in case of interim dividend. In the event of 766 equity shares (March 31, 2020 : 766 - -
liquidation, the equity shareholders are eligible to receive the remaining equity shares) are held by The Tata Power
assets of the Company after distribution of all preferential amounts, in Company Limited*
proportion to their shareholding. 267 270
III. Shares held by Holding company, its Subsidiaries and Associates

*Equity shares having value less than `0.50 crore.
(` crore)
As at As at IV. Details of shares held by shareholders holding more than 5% of the
March 31, 2021 March 31, 2020 aggregate shares in the Company
Equity shares (` crore)
Holding company As at As at
266,91,25,829 equity shares (March 31, 267 270 March 31, 2021 March 31, 2020
2020: 270,24,50,947 equity shares) are Equity shares
held by Tata Sons Private Limited
Tata Sons Private Limited, the Holding 266,91,25,829 270,24,50,947
Subsidiaries and Associates of Holding company
company
% of shareholding 72.16% 72.02%
7,220 equity shares (March 31, 2020: - -
7,220 equity shares) are held by Tata V. Equity shares movement during 5 years preceding March 31, 2021
Industries Limited*
10,23,685 equity shares (March 31, 2020: - - • Equity shares issued as bonus
10,36,269 equity shares) are held by Tata
Investment Corporation Limited* The Company allotted 191,42,87,591 equity shares as fully paid up
bonus shares by capitalisation of profits transferred from retained

earnings amounting to `86 crore and capital redemption reserve Group as a lessee
amounting to `106 crore in the quarter ended June 30, 2018,
pursuant to an ordinary resolution passed after taking the consent of The Group accounts for each lease component within the contract as a
shareholders through postal ballot. lease separately from non-lease components of the contract and allocates
the consideration in the contract to each lease component on the basis of
• Equity shares extinguished on buy-back the relative standalone price of the lease component and the aggregate
standalone price of the non-lease components.
The Company bought back 5,33,33,333 equity shares for an
aggregate amount of `16,000 crore being 1.42% of the total paid The Group recognises right-of-use asset representing its right to use the
up equity share capital at `3,000 per equity share. The equity shares underlying asset for the lease term at the lease commencement date. The
bought back were extinguished on January 6, 2021. cost of the right-of-use asset measured at inception shall comprise of the
amount of the initial measurement of the lease liability adjusted for any lease
The Company bought back 7,61,90,476 equity shares for an payments made at or before the commencement date less any lease incentives
aggregate amount of `16,000 crore being 1.99% of the total paid received, plus any initial direct costs incurred and an estimate of costs to be
up equity share capital at `2,100 per equity share. The equity shares incurred by the lessee in dismantling and removing the underlying asset or
bought back were extinguished on September 26, 2018. restoring the underlying asset or site on which it is located. The right-of-use
assets is subsequently measured at cost less any accumulated depreciation,
The Company bought back 5,61,40,350 equity shares for an accumulated impairment losses, if any and adjusted for any remeasurement
aggregate amount of `16,000 crore being 2.85% of the total paid of the lease liability. The right-of-use assets is depreciated using the straight-
up equity share capital at `2,850 per equity share. The equity shares line method from the commencement date over the shorter of lease term
bought back were extinguished on June 7, 2017. or useful life of right-of-use asset. The estimated useful lives of right-of-
use assets are determined on the same basis as those of property, plant and
9) Leases equipment. Right-of-use assets are tested for impairment whenever there is
any indication that their carrying amounts may not be recoverable. Impairment
A contract is, or contains, a lease if the contract conveys the right to
loss, if any, is recognised in the statement of profit and loss.
control the use of an identified asset for a period of time in exchange for
consideration.

The Group measures the lease liability at the present value of the lease Group as a lessor
payments that are not paid at the commencement date of the lease. The lease
At the inception of the lease the Group classifies each of its leases as either
payments are discounted using the interest rate implicit in the lease, if that
an operating lease or a finance lease. The Group recognises lease payments
rate can be readily determined. If that rate cannot be readily determined, the
received under operating leases as income on a straight-line basis over the
Group uses incremental borrowing rate. For leases with reasonably similar
lease term. In case of a finance lease, finance income is recognised over the
characteristics, the Group, on a lease by lease basis, may adopt either the
lease term based on a pattern reflecting a constant periodic rate of return on
incremental borrowing rate specific to the lease or the incremental borrowing
the lessor’s net investment in the lease. When the Group is an intermediate
rate for the portfolio as a whole. The lease payments shall include fixed
lessor it accounts for its interests in the head lease and the sub-lease
payments, variable lease payments, residual value guarantees, exercise price
separately. It assesses the lease classification of a sub-lease with reference
of a purchase option where the Group is reasonably certain to exercise that
to the right-of-use asset arising from the head lease, not with reference to
option and payments of penalties for terminating the lease, if the lease term
the underlying asset. If a head lease is a short term lease to which the Group
reflects the lessee exercising an option to terminate the lease. The lease
applies the exemption described above, then it classifies the sub-lease as an
liability is subsequently remeasured by increasing the carrying amount to
operating lease.
reflect interest on the lease liability, reducing the carrying amount to reflect
the lease payments made and remeasuring the carrying amount to reflect any If an arrangement contains lease and non-lease components, the Group
reassessment or lease modifications or to reflect revised in-substance fixed applies Ind AS 115 Revenue from contracts with customers to allocate the
lease payments. The Group recognises the amount of the re-measurement of consideration in the contract.
lease liability due to modification as an adjustment to the right-of-use asset
and statement of profit and loss depending upon the nature of modification. The details of the right-of-use assets held by the Group is as follows:
Where the carrying amount of the right-of-use asset is reduced to zero and (` crore)
there is a further reduction in the measurement of the lease liability, the Additions for year Net carrying amount
Group recognises any remaining amount of the re-measurement in statement ended March 31, 2021 as at March 31, 2021
of profit and loss. Leasehold land - 682
Buildings 1,226 6,758
The Group has elected not to apply the requirements of Ind AS 116 Leases Leasehold improvements 6 26
to short-term leases of all assets that have a lease term of 12 months or less Computer equipment 102 101
Software licences 26 25
and leases for which the underlying asset is of low value. The lease payments
Vehicles 30 32
associated with these leases are recognised as an expense on a straight-line
Office equipment 1 9
basis over the lease term. 1,391 7,633

(` crore) The total cash outflow for leases is `2,312 crore and `2,465 crore for years
Additions for year Net carrying amount ended March 31, 2021 and 2020, respectively, including cash outflow for
ended March 31, 2020 as at March 31, 2020 short term and low value leases.
Leasehold land 474 690
Buildings 2,443 7,218 The Group has lease term extension options that are not reflected in the
Leasehold improvements 15 46 measurement of lease liabilities. The present value of future cash outflows for
Computer equipment 7 13 such extension periods is `708 crore and `457 crore as at March 31, 2021
Vehicles 5 16 and 2020, respectively.
Office equipment 7 11
2,951 7,994
Lease contracts entered by the Group majorly pertains for buildings taken
on lease to conduct its business in the ordinary course. The Group does not
Depreciation on right-of-use assets is as follows: have any lease restrictions and commitment towards variable rent as per the
(` crore) contract.
March 31, 2021 March 31, 2020 10) Non-financial assets and liabilities
Leasehold land 8 4
Buildings 1,453 1,225 (a) Property, plant and equipment
Leasehold improvements 8 10
Computer equipment 12 17 Property, plant and equipment are stated at cost comprising of purchase
Software licences 1 - price and any initial directly attributable cost of bringing the asset to its
Vehicles 14 10 working condition for its intended use, less accumulated depreciation
Office equipment 4 2 (other than freehold land) and impairment loss, if any.
1,500 1,268
Depreciation is provided for property, plant and equipment on a
straight-line basis so as to expense the cost less residual value over their
Interest on lease liabilities is `523 crore and `492 crore for the years ended estimated useful lives based on a technical evaluation. The estimated
on March 31, 2021 and 2020, respectively. useful lives and residual values are reviewed at the end of each reporting
period, with the effect of any change in estimate accounted for on a
The Group incurred `352 crore and `392 crore for the years ended
prospective basis.
March 31, 2021 and 2020, respectively, towards expenses relating to short-
term leases and leases of low-value assets.
The estimated useful lives are as mentioned below: Property, plant and equipment with finite life are evaluated for
recoverability whenever there is any indication that their carrying
Type of asset Useful lives amounts may not be recoverable. If any such indication exists, the
recoverable amount (i.e. higher of the fair value less cost to sell and the
Buildings 20 years
value-in-use) is determined on an individual asset basis unless the asset
Leasehold improvements Lease term does not generate cash flows that are largely independent of those from
Plant and equipment 10 years other assets. In such cases, the recoverable amount is determined for the
Computer equipment 4 years cash generating unit (CGU) to which the asset belongs.
Vehicles 4 years If the recoverable amount of an asset (or CGU) is estimated to be less
Office equipment 5 years than its carrying amount, the carrying amount of the asset (or CGU) is
Electrical installations 4-10 years reduced to its recoverable amount. An impairment loss is recognised in
Furniture and fixtures 5 years
Depreciation is not recorded on capital work-in-progress until

construction and installation are complete and the asset is ready for its
intended use.

Property, plant and equipment consist of the following:
(` crore)
Freehold Buildings Leasehold Plant and Computer Vehicles Office Electrical Furniture Total
land improvements equipment equipment equipment installations and fixtures
Cost as at April 1, 2020 347 7,719 2,427 681 8,794 42 2,509 2,039 1,886 26,444
Additions 5 71 142 53 2,047 3 137 46 61 2,565
Disposals - (11) (72) (1) (180) (5) (80) (29) (63) (441)
Translation exchange difference (1) (2) 5 4 73 - 8 2 1 90
Cost as at March 31, 2021 351 7,777 2,502 737 10,734 40 2,574 2,058 1,885 28,658
Accumulated depreciation as at April 1, 2020 - (2,563) (1,441) (228) (6,414) (34) (2,068) (1,266) (1,489) (15,503)
Depreciation - (393) (199) (72) (1,246) (4) (204) (152) (137) (2,407)
Disposals - 8 68 1 168 5 79 26 62 417
Translation exchange difference - 1 (3) (3) (39) - (6) (1) (4) (55)
Accumulated depreciation as at March 31, 2021 - (2,947) (1,575) (302) (7,531) (33) (2,199) (1,393) (1,568) (17,548)
Net carrying amount as at March 31, 2021 351 4,830 927 435 3,203 7 375 665 317 11,110
Capital work-in-progress* 926
Total 12,036
*`2,565 crore has been capitalised and transferred to property, plant and equipment during the year ended March 31, 2021.

(` crore)
Cost as at April 1, 2019 345 7,429 2,403 552 7,687 39 2,377 1,935 1,755 24,522
Transition impact of Ind AS 116 - - (106) - (130) - (5) - (2) (243)
Restated cost as at April 1, 2019 345 7,429 2,297 552 7,557 39 2,372 1,935 1,753 24,279
Additions - 290 302 134 1,620 5 223 119 165 2,858
Disposals - (7) (185) - (379) (2) (90) (19) (51) (733)
Translation exchange difference 2 7 13 (5) (4) - 4 4 19 40
Cost as at March 31, 2020 347 7,719 2,427 681 8,794 42 2,509 2,039 1,886 26,444
Transition impact of Ind AS 116 - - 60 - 129 - 4 - 1 194
Restated accumulated depreciation as at - (2,187) (1,336) (172) (5,777) (31) (1,917) (1,132) (1,365) (13,917)
April 1, 2019
Depreciation - (379) (191) (60) (998) (5) (232) (147) (160) (2,172)
Disposals - 6 99 - 357 2 85 18 51 618
Translation exchange difference - (3) (13) 4 4 - (4) (5) (15) (32)
Total 11,847

(b) Goodwill Goodwill of `660 crore and `636 crore as at March 31, 2021 and
2020, respectively, has been allocated to the TCS business in France.
Goodwill represents the cost of acquired business as established at the The estimated value-in-use of this CGU is based on the future cash
date of acquisition of the business in excess of the acquirer’s interest flows using a 1.50% annual growth rate for periods subsequent to the
in the net fair value of the identifiable assets, liabilities and contingent forecast period of 5 years and discount rate of 9.30%. An analysis of the
liabilities less accumulated impairment losses, if any. Goodwill is tested for sensitivity of the computation to a change in key parameters (operating
impairment annually or when events or circumstances indicate that the margin, discount rates and long term average growth rate), based on
implied fair value of goodwill is less than its carrying amount. reasonable assumptions, did not identify any probable scenario in which
the recoverable amount of the CGU would decrease below its carrying
CGUs to which goodwill has been allocated are tested for impairment amount.
annually, or more frequently when there is indication for impairment.
The financial projections basis which the future cash flows have been The remaining amount of goodwill of `1,138 crore and `1,074 crore
estimated consider the increase in economic uncertainties due to as at March 31, 2021 and 2020, respectively, (relating to different
COVID-19, reassessment of the discount rates, revisiting the growth CGUs individually immaterial) has been evaluated based on the cash flow
rates factored while arriving at terminal value and subjecting these forecasts of the related CGUs and the recoverable amounts of these
variables to sensitivity analysis. If the recoverable amount of a CGU is less CGUs exceeded their carrying amounts.
than its carrying amount, the impairment loss is allocated first to reduce
the carrying amount of any goodwill allocated to the unit and then to the (c) Other intangible assets
other assets of the unit pro-rata on the basis of the carrying amount of
each asset in the unit. Intangible assets purchased including acquired in business combination,
are measured at cost as at the date of acquisition, as applicable, less
Goodwill consists of the following: accumulated amortisation and accumulated impairment, if any.
(` crore)
As at As at Intangible assets consist of rights under licensing agreement and software
March 31, 2021 March 31, 2020 licences and customer-related intangibles.
Balance at the beginning of the year 1,710 1,700
Translation exchange difference 88 10
Balance at the end of the year 1,798 1,710

Following table summarises the nature of intangibles and their estimated Intangible assets consist of the following:
useful lives: (` crore)
Rights under Customer- Total
Type of asset Useful lives licensing agreement related
Rights under licensing agreement and Lower of licence period and 2-5 years and software licences intangibles
software licences Cost as at April 1, 2020 448 120 568
Customer-related intangibles 3 years Additions 356 - 356
Intangible assets are amortised on a straight-line basis over the period of Disposals / Derecognised (64) - (64)
its economic useful life. Translation exchange difference - 2 2
Cost as at March 31, 2021 740 122 862
Intangible assets with finite life are evaluated for recoverability
whenever there is any indication that their carrying amounts may not Accumulated amortisation as at (180) (105) (285)
April 1, 2020
be recoverable. If any such indication exists, the recoverable amount
(i.e. higher of the fair value less cost to sell and the value-in-use) is Amortisation (149) (9) (158)
determined on an individual asset basis unless the asset does not Disposals / Derecognised 64 - 64
generate cash flows that are largely independent of those from other Translation exchange difference - (3) (3)
assets. In such cases, the recoverable amount is determined for the cash
generating unit (CGU) to which the asset belongs. Accumulated amortisation as at (265) (117) (382)
March 31, 2021
If the recoverable amount of an asset (or CGU) is estimated to be less Net carrying amount as at 475 5 480
than its carrying amount, the carrying amount of the asset (or CGU) is March 31, 2021
reduced to its recoverable amount. An impairment loss is recognised in

(` crore) (d) Other assets
Rights under Customer- Total Other assets consist of the following:
licensing agreement related Other assets – Non-current
and software licences intangibles (` crore)
Cost as at April 1, 2019 256 115 371 As at As at
Additions 192 - 192 March 31, 2021 March 31, 2020
Translation exchange difference - 5 5 Considered good
Cost as at March 31, 2020 448 120 568
Contract assets 250 197
Accumulated amortisation as at (102) (90) (192)
April 1, 2019 Prepaid expenses 621 839
Amortisation (80) (9) (89) Contract fulfillment costs 228 286
Translation exchange difference 2 (6) (4) Capital advances 66 55
Accumulated amortisation as at (180) (105) (285) Advances to related parties 33 36
March 31, 2020
Others 415 298
Net carrying amount as at 268 15 283
March 31, 2020 1,613 1,711
Advances to related parties, considered good,
comprise:
The estimated amortisation for the years subsequent to March 31, 2021
is as follows: Voltas Limited 2 3
(` crore) Tata Realty and Infrastructure Ltd* - -
Year ending March 31, Amortisation expense
Tata Projects Limited 30 33
2022 196
2023 152 Titan Engineering and Automation Limited* - -
2024 96
2025 36
Thereafter -
480

Other assets – Current (e) Inventories
(` crore) Inventories consists of a) Raw materials, sub-assemblies and components,
As at As at b) Work-in-progress, c) Stores and spare parts and d) Finished goods.
March 31, 2021 March 31, 2020 Inventories are carried at lower of cost and net realisable value. The cost of
Considered good
raw materials, sub-assemblies and components is determined on a weighted
Contract assets 3,830 4,292
Prepaid expenses 4,651 1,498
average basis. Cost of finished goods produced or purchased by the Group
Prepaid rent 28 15 includes direct material and labour cost and a proportion of manufacturing
Contract fulfillment costs 796 621 overheads.
Advance to suppliers 157 136
Advance to related parties 10 11 Inventories consist of the following:
Indirect taxes recoverable 1,491 1,374 (` crore)
Others 273 259
As at As at
Considered doubtful
March 31, 2021 March 31, 2020
Indirect taxes recoverable - 2 Raw materials, sub-assemblies and components 8 5
Other advances 1 3 Finished goods and work-in-progress * - -
Less: Allowance on doubtful assets (4) (8)
11,236 8,206 Goods-in-transit (raw materials) - -
Advance to related parties, considered good Stores and spares* - -
comprise:
8 5
The Titan Company Limited 2 3
Tata AIG General Insurance Company Limited 1 -
Tata AIA Life Insurance Company Limited - 1 *Represents value less than `0.50 crore.
Tata Sons Private Limited 7 7
Non-current – Others includes advance of `369 crore and `271 crore towards
acquiring right-of-use of leasehold land as at March 31, 2021 and 2020, respectively.
Contract fulfillment costs of `568 crore and `510 crore for the years ended March 31,
2021 and 2020, respectively, have been amortised in the consolidated statement of
profit and loss. Refer note 12 for changes in contract assets.

(f) Other liabilities 11) Other equity
Other liabilities consist of the following: Other equity consist of the following:
Other liabilities – Current (` crore)
March 31, 2021 March 31, 2020
As at As at Capital reserve 75 75
March 31, 2021 March 31, 2020 Capital redemption reserve
Advance received from customers 312 345 Opening balance 431 431
Transfer from retained earnings 5 -
Indirect taxes payable and other statutory 3,726 2,874
436 431
liabilities
General reserve
Operating lease liabilities - 2 Opening balance 27 27
Others 30 62 Transfer to retained earnings - -
27 27
4,068 3,283 Special Economic Zone re-investment reserve
Opening balance 1,594 994
(g) Provisions Transfer from retained earnings 5,058 2,947
Provisions consist of the following: Transfer to retained earnings (4,114) (2,347)
Provisions – Current 2,538 1,594
Retained earnings
(` crore) Opening balance 78,810 85,520
As at As at Transition impact of Ind AS 116 - (357)
March 31, 2021 March 31, 2020 Profit for the year 32,430 32,340
Remeasurement of defined employee benefit (71) (339)
Provision towards legal claim (Refer note 20) 1,211 -
plans
Provision for foreseeable loss 150 238 Expenses for buy-back of equity shares1 (31) -
Other provisions 33 55 Tax on buy-back of equity shares1 (3,726) -
Buy-back of equity shares1 (15,995) -
1,394 293 Transfer from Special Economic Zone 4,114 2,347
Purchase of non-controlling interests - (93)
95,531 1,19,418

(` crore) 12) Revenue recognition
As at As at
March 31, 2021 March 31, 2020 The Group earns revenue primarily from providing IT services, consulting and
Less: Appropriations business solutions. The Group offers a consulting-led, cognitive powered,
Dividend on equity shares 10,850 31,896 integrated portfolio of IT, business and engineering services and solutions.
Tax on dividend - 5,738
Transfer to capital redemption reserve1 5 - Revenue is recognised upon transfer of control of promised products or
Transfer to Special Economic Zone 5,058 2,947 services to customers in an amount that reflects the consideration which the
re-investment reserve Group expects to receive in exchange for those products or services.
Transfer to statutory reserve 32 27
79,586 78,810
• Revenue from time and material and job contracts is recognised on
Statutory reserve
output basis measured by units delivered, efforts expended, number of
Opening balance 375 348
Transfer from retained earnings 32 27
transactions processed, etc.
407 375
Investment revaluation reserve • Revenue related to fixed price maintenance and support services
Opening balance 796 192 contracts where the Group is standing ready to provide services is
Change during the year (net) 32 604 recognised based on time elapsed mode and revenue is straight lined over
828 796 the period of performance.
Cash flow hedging reserve (Refer note 8(j))
Opening balance (23) 104 • In respect of other fixed-price contracts, revenue is recognised using
Change during the year (net) 52 (127) percentage-of-completion method (‘POC method’) of accounting
29 (23) with contract costs incurred determining the degree of completion of
Foreign currency translation reserve the performance obligation. The contract costs used in computing the
Opening balance 1,666 1,380 revenues include cost of fulfilling warranty obligations.
Change during the year (net) 471 286
2,137 1,666 • Revenue from the sale of distinct internally developed software and
86,063 83,751
manufactured systems and third party software is recognised upfront
at the point in time when the system / software is delivered to the
1
Refer note 8(l). customer. In cases where implementation and / or customisation services
rendered significantly modifies or customises the software, these services

and software are accounted for as a single performance obligation and consideration or variable consideration with elements such as volume
revenue is recognised over time on a POC method . discounts, service level credits, performance bonuses, price concessions and
incentives. The transaction price is also adjusted for the effects of the time
• Revenue from the sale of distinct third party hardware is recognised at value of money if the contract includes a significant financing component. Any
the point in time when control is transferred to the customer. consideration payable to the customer is adjusted to the transaction price,
unless it is a payment for a distinct product or service from the customer. The
• The solutions offered by the Group may include supply of third-party estimated amount of variable consideration is adjusted in the transaction price
equipment or software. In such cases, revenue for supply of such third only to the extent that it is highly probable that a significant reversal in the
party products are recorded at gross or net basis depending on whether amount of cumulative revenue recognised will not occur and is reassessed
the Group is acting as the principal or as an agent of the customer. The at the end of each reporting period. The Group allocates the elements of
Group recognises revenue in the gross amount of consideration when variable considerations to all the performance obligations of the contract
it is acting as a principal and at net amount of consideration when it is unless there is observable evidence that they pertain to one or more distinct
acting as an agent. performance obligations.
Revenue is measured based on the transaction price, which is the The Group exercises judgement in determining whether the performance
consideration, adjusted for volume discounts, service level credits, obligation is satisfied at a point in time or over a period of time. The Group
performance bonuses, price concessions and incentives, if any, as specified in considers indicators such as how customer consumes benefits as services
the contract with the customer. Revenue also excludes taxes collected from are rendered or who controls the asset as it is being created or existence
customers. of enforceable right to payment for performance to date and alternate use
of such product or service, transfer of significant risks and rewards to the
The Group’s contracts with customers could include promises to transfer customer, acceptance of delivery by the customer, etc.
multiple products and services to a customer. The Group assesses the
products / services promised in a contract and identifies distinct performance Contract fulfilment costs are generally expensed as incurred except for certain
obligations in the contract. Identification of distinct performance obligation software licence costs which meet the criteria for capitalisation. Such costs are
involves judgement to determine the deliverables and the ability of the amortised over the contractual period or useful life of the licence, whichever
customer to benefit independently from such deliverables. is less. The assessment of this criteria requires the application of judgement, in
particular when considering if costs generate or enhance resources to be used
Judgement is also required to determine the transaction price for the to satisfy future performance obligations and whether costs are expected to
contract and to ascribe the transaction price to each distinct performance be recovered.
obligation. The transaction price could be either a fixed amount of customer

Contract assets are recognised when there is excess of revenue earned over Revenue disaggregation by nature of services is as follows:
billings on contracts. Contract assets are classified as unbilled receivables (only (` crore)
act of invoicing is pending) when there is unconditional right to receive cash, Year ended Year ended
and only passage of time is required, as per contractual terms. March 31, 2021 March 31, 2020
Consultancy services 1,62,508 1,54,829
Unearned and deferred revenue (“contract liability”) is recognised when there
is billings in excess of revenues. Sale of equipment and software licences 1,669 2,120
1,64,177 1,56,949
The billing schedules agreed with customers include periodic performance
based payments and / or milestone based progress payments. Invoices are Revenue disaggregation by industry vertical and geography has been included
payable within contractually agreed credit period. in segment information (Refer note 19).
In accordance with Ind AS 37, the Group recognises an onerous contract While disclosing the aggregate amount of transaction price yet to be
provision when the unavoidable costs of meeting the obligations under a recognised as revenue towards unsatisfied (or partially satisfied) performance
contract exceed the economic benefits to be received. obligations, along with the broad time band for the expected time to recognise
those revenues, the Group has applied the practical expedient in Ind AS 115.
Contracts are subject to modification to account for changes in contract
Accordingly, the Group has not disclosed the aggregate transaction price
specification and requirements. The Group reviews modification to contract
allocated to unsatisfied (or partially satisfied) performance obligations which
in conjunction with the original contract, basis which the transaction price
pertain to contracts where revenue recognised corresponds to the value
could be allocated to a new performance obligation, or transaction price of an
transferred to customer typically involving time and material, outcome based
existing obligation could undergo a change. In the event transaction price is
and event based contracts.
revised for existing obligation, a cumulative adjustment is accounted for.
Unsatisfied (or partially satisfied) performance obligations are subject to
The Group disaggregates revenue from contracts with customers by nature of
variability due to several factors such as terminations, changes in scope of
services, industry verticals and geography.
contracts, periodic revalidations of the estimates, economic factors (changes in
currency rates, tax laws etc). The aggregate value of transaction price allocated
to unsatisfied (or partially satisfied) performance obligations is `1,13,827 crore
out of which 53.05% is expected to be recognised as revenue in the next year
and the balance thereafter. No consideration from contracts with customers is
excluded from the amount mentioned above.
Changes in contract assets are as follows: Reconciliation of revenue recognised with the contracted price is as follows:
(` crore) (` crore)
Balance at the beginning of the year 4,489 3,428 Contracted price 1,66,917 1,58,977
Invoices raised that were included in the contract (3,496) (2,788) Reductions towards variable consideration (2,740) (2,028)
assets balance at the beginning of the year components
Increase due to revenue recognised during the 2,985 3,621 Revenue recognised 1,64,177 1,56,949
year, excluding amounts billed during the year
Translation exchange difference 102 228 The reduction towards variable consideration comprises of volume discounts,
Balance at the end of the year 4,080 4,489 service level credits, etc.
Changes in unearned and deferred revenue are as follows: 13) Other income
(` crore)
Dividend income is recorded when the right to receive payment is established.
Year ended Year ended Interest income is recognised using the effective interest method.
March 31, 2021 March 31, 2020
Balance at the beginning of the year 3,612 3,236 Other income consists of the following:
Revenue recognised that was included in the (3,010) (2,421) (` crore)
unearned and deferred revenue balance at the
beginning of the year
March 31, 2021 March 31, 2020
Increase due to invoicing during the year, 4,182 2,618
Interest income 2,504 3,562
excluding amounts recognised as revenue during
the year Dividend income 8 10
Translation exchange difference 63 179 Net gain on investments carried at fair value 204 200
through profit or loss
Balance at the end of the year 4,847 3,612
Net gain on sale of investments other than - 14
equity shares carried at fair value through OCI
Net gain on disposal of property, plant and 13 46
equipment

(` crore) which they occur. Past service cost, both vested and unvested, is recognised
Year ended Year ended as an expense at the earlier of (a) when the plan amendment or curtailment
March 31, 2021 March 31, 2020 occurs; and (b) when the entity recognises related restructuring costs or
Net gain on lease modification 100 13 termination benefits.
Net foreign exchange gain 248 727
The retirement benefit obligations recognised in the balance sheet represents
Rent income 1 1
the present value of the defined benefit obligations reduced by the fair value
Other income 56 19 of scheme assets. Any asset resulting from this calculation is limited to the
3,134 4,592 present value of available refunds and reductions in future contributions to the
Interest income comprise: scheme.
Interest on bank balances and bank deposits 137 519
Interest on financial assets carried at amortised 587 613 The Group provides benefits such as gratuity, pension and provident fund
cost (Company managed fund) to its employees which are treated as defined
Interest on financial assets carried at fair value 1,762 1,878 benefit plans.
through OCI
Other interest (including interest on tax refunds) 18 552
Defined contribution plans
Dividend income comprises:
Contributions to defined contribution plans are recognised as expense when
Dividend from mutual fund units and other 8 10 employees have rendered services entitling them to such benefits.
investments
The Group provides benefits such as superannuation, provident fund (other
14) Employee benefits
than Company managed fund) and foreign defined contribution plans to its
Defined benefit plans employees which are treated as defined contribution plans.
For defined benefit plans, the cost of providing benefits is determined using Short-term employee benefits
the Projected Unit Credit Method, with actuarial valuations being carried out
All employee benefits payable wholly within twelve months of rendering
at each balance sheet date. Remeasurement, comprising actuarial gains and
the service are classified as short-term employee benefits. Benefits such
losses, the effect of the changes to the asset ceiling and the return on plan
as salaries, wages etc. and the expected cost of ex-gratia are recognised
assets (excluding interest), is reflected immediately in the balance sheet with
in the period in which the employee renders the related service. A liability
a charge or credit recognised in other comprehensive income in the period in
is recognised for the amount expected to be paid when there is a present Employee benefit obligations consist of the following:
legal or constructive obligation to pay this amount as a result of past service Employee benefit obligations – Non-current
provided by the employee and the obligation can be estimated reliably. (` crore)
As at As at
Compensated absences March 31, 2021 March 31, 2020
Gratuity liability 12 8
Compensated absences which are expected to occur within twelve months Foreign defined benefit plans 473 308
after the end of the period in which the employee renders the related Other employee benefit obligations 264 101
services are recognised as undiscounted liability at the balance sheet date. 749 417
Compensated absences which are not expected to occur within twelve months
Employee benefit obligations – Current
after the end of the period in which the employee renders the related services
are recognised as an actuarially determined liability at the present value of the (` crore)
As at As at
defined benefit obligation at the balance sheet date.
March 31, 2021 March 31, 2020
Compensated absences 3,448 2,720
Employee benefit expenses consist of the following:
Other employee benefit obligations 50 29
(` crore) 3,498 2,749
March 31, 2021 March 31, 2020
Employee benefits plans consist of the following:
Salaries, incentives and allowances 83,045 77,660
Gratuity and pension
Contributions to provident and other funds 6,401 5,834
Staff welfare expenses 2,368 2,458 In accordance with Indian law, Tata Consultancy Services Limited and its
subsidiaries in India operate a scheme of gratuity which is a defined benefit
91,814 85,952
plan. The gratuity plan provides for a lump sum payment to vested employees
at retirement, death while in employment or on termination of employment
of an amount equivalent to 15 to 30 days’ salary payable for each completed
year of service. Vesting occurs upon completion of five continuous years of
service. The Company manages the plan through a trust. Trustees administer
contributions made to the trust. Certain overseas subsidiaries of the Company
also provide for retirement benefit pension plans in accordance with the local
laws.
The following table sets out the details of the defined benefit retirement plans and the amounts recognised in the financial statements:
(` crore)
Year ended March 31, 2021 Year ended March 31, 2020
Domestic Domestic Foreign Foreign Total Domestic Domestic Foreign Foreign Total
plans plans plans plans plans plans plans plans
Funded Unfunded Funded Unfunded Funded Unfunded Funded Unfunded
Change in benefit obligations
Benefit obligations, beginning of the year 3,638 8 753 145 4,544 2,679 4 629 120 3,432
Translation exchange difference - - (21) 6 (15) - - 55 5 60
Plan assumed on insourcing of employees - - 1,348 20 1,368 30 - - - 30
Plan participants’ contribution - - 12 - 12 - - 9 - 9
Service cost 460 2 27 32 521 358 1 16 22 397
Interest cost 244 1 12 3 260 222 - 11 5 238
Remeasurement of the net defined benefit liability 135 2 139 18 294 520 4 43 2 569
Past service cost / (credit) - - - - - - - - 1 1
Benefits paid (162) (1) 21 (6) (148) (171) (1) (10) (10) (192)
Benefit obligations, end of the year 4,315 12 2,291 218 6,836 3,638 8 753 145 4,544

(` crore)
Change in plan assets
Fair value of plan assets, beginning of the year 3,643 - 627 - 4,270 2,672 - 532 - 3,204
Translation exchange difference - - (17) - (17) - - 41 - 41
Plan assumed on insourcing of employees - - 1,302 - 1,302 30 - - - 30
Interest income 269 - 9 - 278 235 - 9 - 244
Employers’ contributions 837 - 25 - 862 766 - 17 - 783
Plan participants’ contribution - - 12 - 12 - - 9 - 9
Benefits paid (162) - 21 - (141) (171) - (10) - (181)
Remeasurement - return on plan assets excluding 119 - 93 - 212 111 - 29 - 140
amount included in interest income
Fair value of plan assets, end of the year 4,706 - 2,072 - 6,778 3,643 - 627 - 4,270

(` crore)
As at March 31, 2021 As at March 31, 2020
Funded status
Deficit of plan assets over obligations - (12) (255) (218) (485) - (8) (163) (145) (316)
Surplus of plan assets over obligations 391 - 36 - 427 5 - 37 - 42
391 (12) (219) (218) (58) 5 (8) (126) (145) (274)
(` crore)
Category of assets
Corporate bonds 1,408 - 805 - 2,213 1,004 - 137 - 1,141
Equity instruments 29 - - - 29 17 - - - 17
Government bonds and securities 2,257 - - - 2,257 1,695 - - - 1,695
Insurer managed funds 910 - 430 - 1,340 852 - 275 - 1,127
Bank balances 2 - 3 - 5 - - 6 - 6
Others 100 - 834 - 934 75 - 209 - 284
4,706 - 2,072 - 6,778 3,643 - 627 - 4,270

Net periodic gratuity / pension cost, included in employee cost consists of the following components:
(` crore)
Service cost 460 2 27 32 521 358 1 16 22 397
Net interest on net defined benefit (25) 1 3 3 (18) (13) - 2 5 (6)
(asset) / liability
Past service cost / (credit) - - - - - - - - 1 1
Net periodic gratuity / pension cost 435 3 30 35 503 345 1 18 28 392
Actual return on plan assets 388 - 102 - 490 346 - 38 - 384
Remeasurement of the net defined benefit (asset) / liability:

(` crore)
Year ended March 31, 2021
Domestic plans Domestic plans Foreign plans Foreign plans Total
Funded Unfunded Funded Unfunded
Actuarial (gains) and losses arising from changes in demographic assumptions 24 - 1 (2) 23
Actuarial (gains) and losses arising from changes in financial assumptions (32) - 118 19 105
Actuarial (gains) and losses arising from changes in experience adjustments 143 2 20 1 166
Remeasurement of the net defined benefit liability 135 2 139 18 294
Remeasurement - return on plan assets excluding amount included in interest income (119) - (93) - (212)
16 2 46 18 82

(` crore)
Domestic plans Domestic plans Foreign plans Foreign plans Total
Funded Unfunded Funded Unfunded
Actuarial (gains) and losses arising from changes in demographic assumptions (5) - (5) (9) (19)
Actuarial (gains) and losses arising from changes in financial assumptions 345 1 47 10 403
Actuarial (gains) and losses arising from changes in experience adjustments 180 3 1 1 185
Remeasurement of the net defined benefit liability 520 4 43 2 569
Remeasurement - return on plan assets excluding amount included in interest income (111) - (29) - (140)
409 4 14 2 429
The assumptions used in accounting for the defined benefit plan are set out below:
Domestic plans Foreign plans Domestic plans Foreign plans
Discount rate 4.25%-7.00% 0.40%-7.55% 5.25%-6.75% 0.60%-8.05%
Rate of increase in compensation levels of covered employees 4.00%-6.00% 1.25%-7.00% 4.00%-7.00% 1.25%-7.00%
Rate of return on plan assets 4.25%-7.00% 0.40%-7.55% 5.25%-6.75% 0.60%-8.05%
Weighted average duration of defined benefit obligations 3-18 years 5-65 years 3-18 years 6-26.10 years

Future mortality assumptions are taken based on the published statistics by The sensitivity analysis presented above may not be representative of the
the Insurance Regulatory and Development Authority of India. actual change in the defined benefit obligations as it is unlikely that the
change in assumptions would occur in isolation of one another as some of the
The expected benefits are based on the same assumptions as are used to assumptions may be correlated.
measure Group’s defined benefit plan obligations as at March 31, 2021. The
Group is expected to contribute `140 crore to defined benefit plan obligations Furthermore, in presenting the above sensitivity analysis, the present value of
funds for the year ending March 31, 2022 comprising domestic component of the defined benefit obligations has been calculated using the Projected Unit
`117 crore and foreign component of `23 crore. Credit Method at the end of the reporting period, which is the same as that
applied in calculating the defined benefit obligation liability recognised in the
The significant actuarial assumptions for the determination of the defined balance sheet.
benefit obligations are discount rate and expected salary increase. The
sensitivity analysis below have been determined based on reasonably possible Each year an Asset-Liability matching study is performed in which the
changes of the respective assumptions occurring at the end of the reporting consequences of the strategic investment policies are analysed in terms of risk
period, while holding all other assumptions constant. and return profiles. Investment and contribution policies are integrated within
this study.
If the discount rate increases / decreases by 0.50%, the defined benefit
obligations would increase / (decrease) as follows: The defined benefit obligations shall mature after year ended March 31, 2021
(` crore) as follows:
As at As at
March 31, 2021 March 31, 2020 (` crore)
Increase of 0.50% (378) (236)
Year ending March 31, Defined benefit obligations
Decrease of 0.50% 421 262
2022 367
If the expected salary growth increases / decreases by 0.50%, the defined 2023 310
benefit obligations would increase / (decrease) as follows:
2024 329
(` crore)
2025 353
As at As at
March 31, 2021 March 31, 2020 2026 341
Increase of 0.50% 276 177 2027-2031 1,840
Decrease of 0.50% (260) (165)

Provident fund The details of fund and plan assets are given below:
(` crore)
In accordance with Indian law, all eligible employees of Tata Consultancy As at As at
Services Limited in India are entitled to receive benefits under the provident March 31, 2021 March 31, 2020
fund plan in which both the employee and employer (at a determined Fair value of plan assets 20,003 17,072
rate) contribute monthly to a trust set up by the Company to manage the Present value of defined benefit obligations (20,003) (17,072)
investments and distribute the amounts entitled to employees. This plan is Net excess / (shortfall) - -
a defined benefit plan as the Company is obligated to provide its members a
rate of return which should, at the minimum, meet the interest rate declared
The plan assets have been primarily invested in Government securities and
by Government administered provident fund. A part of the Company’s
corporate bonds.
contribution is transferred to Government administered pension fund. The
contributions made by the Company and the shortfall of interest, if any, are The principal assumptions used in determining the present value obligations of
recognised as an expense in profit and loss under employee benefit expenses. interest guarantee under the deterministic approach are as follows:
In accordance with an actuarial valuation of provident fund liabilities on
(` crore)
the basis of guidance issued by Actuarial Society of India and based on the
As at As at
assumptions as mentioned below, there is no deficiency in the interest cost as March 31, 2021 March 31, 2020
the present value of the expected future earnings of the fund is greater than Discount rate 6.50% 6.50%
the expected amount to be credited to the individual members based on the Average remaining tenure of investment portfolio 8 years 7.73 years
expected guaranteed rate of interest of Government administered provident
Guaranteed rate of return 8.50% 8.50%
fund.
The Group expensed `1,085 crore and `1,042 crore for the years ended
All eligible employees of Indian subsidiaries of the Company are entitled to March 31, 2021 and 2020, respectively, towards provident fund.
receive benefits under the provident fund plan in which both the employee
and employer (at a determined rate) contribute monthly to the Government Superannuation
administered provident fund plan. A part of the company’s contribution is
transferred to Government administered pension fund. This plan is a defined All eligible employees on Indian payroll are entitled to benefits under
contribution plan as the obligation of the employer is limited to the monthly Superannuation, a defined contribution plan. The Group makes monthly
contributions made to the fund. The contributions made to the fund are contributions until retirement or resignation of the employee. The Group
recognised as an expense in profit and loss under employee benefit expenses. recognises such contributions as an expense when incurred. The Group has
no further obligation beyond its monthly contribution.
The Group expensed `366 crore and `356 crore for the years ended (a) Cost of equipment and software licences
March 31, 2021 and 2020, respectively, towards Employees’ Superannuation Cost of equipment and software licences consist of the following:
Fund. (` crore)
Foreign defined contribution plans March 31, 2021 March 31, 2020
Raw materials, sub-assemblies and 14 18
The Group expensed `1,458 crore and `1,324 crore for the years ended components consumed
March 31, 2021 and 2020, respectively, towards foreign defined contribution Equipment and software licences purchased 1,447 1,888
plans. 1,461 1,906
Finished goods and work-in-progress
15) Cost recognition Opening stock* 1 -
Less: Closing stock* - -
Costs and expenses are recognised when incurred and have been classified
1 -
according to their nature.
1,462 1,906
The costs of the Group are broadly categorised into employee benefit *Represents value less than `0.50 crore.
expenses, cost of equipment and software licences, depreciation and
amortisation expense and other expenses. Other expenses mainly include (b) Other expenses
fees to external consultants, facility expenses, travel expenses, communication Other expenses consist of the following:
expenses, bad debts and advances written off, allowance for doubtful trade (` crore)
receivables and advances (net) and other expenses. Other expenses is an Year ended Year ended
aggregation of costs which are individually not material such as commission March 31, 2021 March 31, 2020
and brokerage, recruitment and training, entertainment, etc. Fees to external consultants 13,214 12,937
Facility expenses 2,131 2,702
Travel expenses 1,081 3,296
Communication expenses 1,896 1,592
Bad debts and advances written off, 201 144
allowance for doubtful trade receivables
and advances (net)
Other expenses 5,832 6,312
24,355 26,983

16) Finance costs Current income tax payable by overseas branches of the Company is
Finance costs consist of the following: computed in accordance with the tax laws applicable in the jurisdiction in
(` crore) which the respective branch operates. The taxes paid are generally available
for set off against the Indian income tax liability of the Company’s worldwide
income.
March 31, 2021 March 31, 2020
Interest on lease liabilities 523 492 The current income tax expense for overseas subsidiaries has been computed
Interest on tax matters 96 354 based on the tax laws applicable to each subsidiary in the respective
jurisdiction in which it operates.
Other interest costs 18 78
637 924 Advance taxes and provisions for current income taxes are presented in the
balance sheet after off-setting advance tax paid and income tax provision
17) Income taxes arising in the same tax jurisdiction and where the relevant tax paying unit
intends to settle the asset and liability on a net basis.
Income tax expense comprises current tax expense and the net change in
the deferred tax asset or liability during the year. Current and deferred taxes Deferred income taxes
are recognised in statement of profit and loss, except when they relate to
items that are recognised in other comprehensive income or directly in equity, Deferred income tax is recognised using the balance sheet approach. Deferred
in which case, the current and deferred tax are also recognised in other income tax assets and liabilities are recognised for deductible and taxable
comprehensive income or directly in equity, respectively. temporary differences arising between the tax base of assets and liabilities and
their carrying amount, except when the deferred income tax arises from the
Current income taxes 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
The current income tax expense includes income taxes payable by the loss at the time of the transaction.
Company, its branches and its subsidiaries in India and overseas. The current
tax payable by the Company and its subsidiaries in India is Indian income tax Deferred income tax assets are recognised to the extent that it is probable
payable on worldwide income after taking credit for tax relief available for that taxable profit will be available against which the deductible temporary
export operations in Special Economic Zones (SEZs). differences and the carry forward of unused tax credits and unused tax losses
can be utilised.

The carrying amount of deferred income tax assets is reviewed at each The income tax expense consists of the following:
reporting date and reduced to the extent that it is no longer probable that (` crore)
sufficient taxable profit will be available to allow all or part of the deferred
income tax asset to be utilised.
March 31, 2021 March 31, 2020
Deferred income tax liabilities are recognised for all taxable temporary Current tax
differences except in respect of taxable temporary differences associated with Current tax expense for current year 11,737 9,730
investments in subsidiaries where the timing of the reversal of the temporary
Current tax expense / (benefit) pertaining to (102) 648
difference can be controlled and it is probable that the temporary difference prior years
will not reverse in the foreseeable future.
11,635 10,378
Deferred tax assets and liabilities are measured using substantively enacted tax Deferred tax
rates expected to apply to taxable income in the years in which the temporary Deferred tax expense / (benefit) for current year (359) 899
differences are expected to be received or settled.
Deferred tax benefit pertaining to prior years (78) (1,476)
For operations carried out in SEZs, deferred tax assets or liabilities, if any, have (437) (577)
been established for the tax consequences of those temporary differences 11,198 9,801
between the carrying values of assets and liabilities and their respective tax
bases that reverse after the tax holiday ends.
Deferred tax assets and liabilities are offset when they relate to income taxes
levied by the same taxation authority and the relevant entity intends to settle
its current tax assets and liabilities on a net basis.
Deferred tax assets include Minimum Alternate Tax (MAT) paid in accordance
with the tax laws in India, to the extent it would be available for set off against
future current income tax liability. Accordingly, MAT is recognised as deferred
tax asset in the balance sheet when the asset can be measured reliably and it
is probable that the future economic benefit associated with the asset will be
realised.

The reconciliation of estimated income tax expense at Indian statutory income Significant components of net deferred tax assets and liabilities for the year
tax rate to income tax expense reported in consolidated statement of profit ended March 31, 2021 are as follows:
and loss is as follows: (` crore)
(` crore) Opening Recognised Recognised in / Ajustments Exchange Closing
Year ended Year ended balance in profit reclassified from / utilisation difference balance
March 31, 2021 March 31, 2020 and loss other comprehensive
Profit before tax 43,760 42,248 income
Indian statutory income tax rate 34.94% 34.94% Deferred tax assets /
Expected income tax expense 15,292 14,764 (liabilities) in relation to
Tax effect of adjustments to reconcile Property, plant and 145 124 - 40 - 309
expected income tax expense to reported equipment and intangible
income tax expense assets
Tax holidays (4,708) (4,879) Provision for employee 654 168 8 77 (10) 897
Income exempt from tax (325) (285) benefits
Undistributed earnings in branches and (13) 428 Cash flow hedges 7 - (15) - - (8)
subsidiaries Receivables, financial 388 35 - - 1 424
Tax on income at different rates 843 152 assets at amortised cost
Tax pertaining to prior years (180) (828) MAT credit entitlement 1,074 39 - 597 - 1,710
Others (net) 289 449 Branch profit tax (284) (26) - - - (310)
Total income tax expense 11,198 9,801 Undistributed earnings of (286) 88 - - - (198)
subsidiaries
Unrealised gain on (484) 1 (17) - - (500)
Tata Consultancy Services Limited benefits from the tax holiday available for securities carried at
units set up under the Special Economic Zone Act, 2005. These tax holidays fair value through
are available for a period of fifteen years from the date of commencement of profit or loss / other
operations. Under the SEZ scheme, the unit which begins providing services comprehensive income
on or after April 1, 2005 will be eligible for deductions of 100% of profits Lease liabilities 345 (84) - - - 261
or gains derived from export of services for the first five years, 50% of such Others 490 92 - - (3) 579
profits or gains for a further period of five years and 50% of such profits 2,049 437 (24) 714 (12) 3,164
or gains for the balance period of five years subject to fulfilment of certain
conditions. From April 1, 2011, profits from units set up under SEZ scheme
are subject to Minimum Alternate Tax (MAT).
Gross deferred tax assets and liabilities are as follows: Significant components of net deferred tax assets and liabilities for the year
(` crore) ended March 31, 2020 are as follows:
(` crore)
As at March 31, 2021 Assets Liabilities Net
Opening Recognised Recognised in / Ajustments Exchange Closing
Deferred tax assets / (liabilities) in relation to balance in profit reclassified from / utilisation difference balance
Property, plant and equipment and intangible 458 149 309 and loss other comprehensive
assets income
Deferred tax assets /
Provision for employee benefits 908 11 897 (liabilities) in relation to
Cash flow hedges (8) - (8) Property, plant and 95 50 - - - 145
equipment and intangible
Receivables, financial assets at amortised cost 424 - 424
assets
MAT credit entitlement 1,710 - 1,710 Provision for employee 531 101 5 - 17 654
Branch profit tax - 310 (310) benefits
Cash flow hedges (12) - 19 - - 7
Undistributed earnings of subsidiaries - 198 (198) Receivables, financial 340 46 - - 2 388
Unrealised gain on securities carried at fair value (500) - (500) assets at amortised cost
through profit or loss / other comprehensive MAT credit entitlement 1,170 (96) - - - 1,074
income Branch profit tax (299) 15 - - - (284)
Undistributed earnings of (574) 288 - - - (286)
Lease liabilities 260 (1) 261
subsidiaries
Others 679 100 579 Unrealised gain on (149) (1) (334) - - (484)
3,931 767 3,164 securities carried at
fair value through
profit or loss / other
comprehensive income
Lease liabilities* 264 80 - - 1 345
Others 418 94 - - (22) 490
1,784 577 (310) - (2) 2,049
*Opening balance of deferred tax on lease liabilities has been restated by `170 crore to
give impact of transition to Ind AS 116.
Gross deferred tax assets and liabilities are as follows: Unrecognised deferred tax assets relate primarily to business losses and tax
(` crore) credit entitlements which do not qualify for recognition as per the applicable
accounting standards. These unexpired business losses will expire based on the
As at March 31, 2020 Assets Liabilities Net
year of origination as follows:
Deferred tax assets / (liabilities) in relation to
(` crore)
Property, plant and equipment and intangible 279 134 145
March 31, Unabsorbed business losses
assets
2022 3
Provision for employee benefits 663 9 654
2023 3
Cash flow hedges 7 - 7
2024 8
Receivables, financial assets at amortised cost 387 (1) 388
2025 5
MAT credit entitlement 1,074 - 1,074
2026 1
Branch profit tax - 284 (284)
Thereafter -
Undistributed earnings of subsidiaries - 286 (286)
20
Unrealised gain on securities carried at fair value (483) 1 (484)
through profit or loss / other comprehensive
income Under the Income-tax Act, 1961, Tata Consultancy Services Limited is liable
Lease liabilities 342 (3) 345 to pay Minimum Alternate Tax in the tax holiday period. MAT paid can be
carried forward for a period of 15 years and can be set off against the future
Others 559 69 490
tax liabilities. MAT is recognised as a deferred tax asset only when the asset
2,828 779 2,049 can be measured reliably and it is probable that the future economic benefit
associated with the asset will be realised.
Under the Income-tax Act, 1961, unabsorbed business losses expire 8 years
after the year in which they originate. In respect of certain foreign subsidiaries, Deferred tax liability on temporary differences of `9,100 crore as at
business losses can be carried forward indefinitely unless there is a substantial March 31, 2021, associated with investments in subsidiaries, has not been
change in the ownership. recognised, as it is the intention of Tata Consultancy Services Limited to
reinvest the earnings of these subsidiaries for the foreseeable future.

Direct tax contingencies 18) Earnings per share
The Company and its subsidiaries have ongoing disputes with income tax Basic earnings per share is computed by dividing profit or loss attributable
authorities in India and in some of the jurisdictions where they operate. The to equity shareholders of the Company by the weighted average number of
disputes relate to tax treatment of certain expenses claimed as deductions, equity shares outstanding during the year. The Company did not have any
computation or eligibility of tax incentives or allowances and characterisation potentially dilutive securities in any of the years presented.
of fees for services received. The Company and its subsidiaries have
contingent liability of `955 crore and `1,512 crore as at March 31, 2021 and Year ended Year ended
2020, respectively, in respect of tax demands which are being contested by March 31, 2021 March 31, 2020
the Company and its subsidiaries based on the management evaluation and Profit for the year attributable to shareholders 32,430 32,340
advice of tax consultants. In respect of tax contingencies of `318 crore and of the Company (` crore)
`318 crore as at March 31, 2021 and 2020, respectively, not included above, Weighted average number of equity shares 374,01,10,733 375,23,84,706
the Company is entitled to an indemnification from the seller of TCS e-Serve
Basic and diluted earnings per share (`) 86.71 86.19
Limited.
Face value per equity share (`) 1 1
The Group periodically receives notices and inquiries from income tax
authorities related to the Group’s operations in the jurisdictions it operates in. 19) Segment information
The Group has evaluated these notices and inquiries and has concluded that
any consequent income tax claims or demands by the income tax authorities Operating segments are defined as components of an enterprise for which
will not succeed on ultimate resolution. discrete financial information is available that is evaluated regularly by the
chief operating decision maker, in deciding how to allocate resources and
The number of years that are subject to tax assessments varies depending assessing performance. The Group’s chief operating decision maker is the
on tax jurisdiction. The major tax jurisdictions of Tata Consultancy Services Chief Executive Officer and Managing Director.
Limited include India, United States of America and United Kingdom. In India,
tax filings from fiscal 2018 are generally subject to examination by the tax The Group has identified business segments (‘industry vertical’) as reportable
authorities. In United States of America, the federal statute of limitation segments. The business segments comprise: 1) Banking, Financial Services
applies to fiscals 2017 and earlier and applicable state statutes of limitation and Insurance, 2) Manufacturing, 3) Retail and Consumer Business,
vary by state. In United Kingdom, the statute of limitation generally applies to 4) Communication, Media and Technology and 5) Others such as Energy,
fiscal 2018 and earlier. Resources and Utilities, Life Sciences and Healthcare, s-Governance and
Products.

Revenue and expenses directly attributable to segments are reported under Year ended March 31, 2020 (` crore)
each reportable segment. Expenses which are not directly identifiable to Banking, Manufacturing Retail and Communication, Others Total
each reporting segment have been allocated on the basis of associated Financial Consumer Media and
revenue of the segment or manpower efforts. All other expenses which are Services and Business Technology
not attributable or allocable to segments have been disclosed as unallocable Insurance
expenses. Revenue from operations 61,095 16,468 26,280 25,978 27,128 1,56,949
Segment result 16,950 4,445 6,870 7,703 6,141 42,109
The assets and liabilities of the Group are used interchangeably amongst Total unallocable expenses 4,453
segments. Allocation of such assets and liabilities is not practicable and any Operating income 37,656
forced allocation would not result in any meaningful segregation. Hence assets Other income 4,592
and liabilities have not been identified to any of the reportable segments. Profit before tax 42,248
Tax expense 9,801
Summarised segment information for the years ended March 31, 2021 and
Profit for the year 32,447
2020 is as follows: Depreciation and 3,529
Year ended March 31, 2021 (` crore) amortisation expense
Banking, Manufacturing Retail and Communication, Others Total (unallocable)
Financial Consumer Media and Significant non-cash items (2) - 18 8 120 144
Services and Business Technology (allocable)
Insurance Geographical revenue is allocated based on the location of the customers.
Revenue from operations 65,634 15,950 25,589 27,077 29,927 1,64,177
Segment result 18,681 4,483 7,151 8,010 8,221 46,546 Information regarding geographical revenue is as follows:
Total unallocable expenses* 5,920 (` crore)
Operating income 40,626 Geography Year ended Year ended
Other income 3,134 March 31, 2021 March 31, 2020
Profit before tax 43,760
Tax expense 11,198 Americas (1) 84,278 82,000
Profit for the year 32,562 Europe (2) 52,346 48,037
Depreciation and 4,065
India 8,449 8,964
amortisation expense
(unallocable) Others 19,104 17,948
Significant non-cash items 15 1 78 9 98 201
1,64,177 1,56,949
(allocable)
*Includes the provision towards legal claim of `1,218 crore. Refer note 20.
Geographical non-current assets (property, plant and equipment, right-of-use 20) Commitments and contingencies
assets, goodwill, other intangible assets, income tax assets and other non-
current assets) are allocated based on the location of the assets. Capital commitments
Information regarding geographical non-current assets is as follows: The Group has contractually committed (net of advances) `1,071 crore and
(` crore)
`1,396 crore as at March 31, 2021 and 2020, respectively, for purchase of
property, plant and equipment.
Geography As at As at
March 31, 2021 March 31, 2020 Contingencies
Americas (3) 2,470 2,596
Europe (4) 4,018 3,382
• Direct tax matters
India 17,901 18,920 Refer note 17.

Others 1,016 1,109
• Indirect tax matters
25,405 26,007
The Company and its subsidiaries in India have ongoing disputes with
• (1) and (3) are substantially related to operations in the United States of Indian tax authorities mainly relating to treatment of characterisation
America. and classification of certain items. The Company and its subsidiaries have
demands amounting to `556 crore and `517 crore as at March 31,
• (2) includes revenue in the United Kingdom of `25,659 crore and 2021 and 2020, respectively, from various indirect tax authorities which
`24,899 crore for the years ended March 31, 2021 and 2020, are being contested by the Company and its subsidiaries based on the
respectively. management evaluation and advice of tax consultants.
• (4) includes non-current assets in the United Kingdom of `1,546 crore • Other claims
and `1,245 crore as at March 31, 2021 and 2020, respectively.
Claims aggregating `194 crore and `211 crore as at March 31, 2021 and
Information about major customers 2020, respectively, against the Group have not been acknowledged as
debts.
No single customer represents 10% or more of the Group’s total revenue for
the years ended March 31, 2021 and 2020, respectively.

In addition to above, in October 2014, Epic Systems Corporation to the District Court. Both the Company and Epic have filed their briefs
(referred to as Epic) filed a legal claim against the Company in the Court at the District Court in relation to punitive damages. The matter is
of Western District Madison, Wisconsin alleging unauthorised access to under consideration by the District Court. On April 8, 2021, Epic has
and download of their confidential information and use thereof in the approached the Supreme Court seeking review of the order of the
development of the Company’s product MedMantra. In April 2016, the Appeals Court vacating the award of `2,055 crore (US $280 million)
Company received an unfavourable jury verdict awarding damages of towards punitive damages and remanding back to District Court with an
`6,900 crore (US $940 million) to Epic which was thereafter reduced instruction to reassess the punitive damages, to no more than
by the Trial Court to `3,083 crore (US $420 million). Pursuant to `1,028 crore (US $140 million). The Company will continue to pursue all
reaffirmation of the District Court order in March 2019, the Company legal options available in the matter. Considering all the facts and various
filed an appeal in the Appeals Court to fully set aside the Order. Epic also legal precedence, on a conservative and prudent basis, the Company has
filed a cross appeal challenging the reduction by the District Court judge provided `1,218 crore (US $165 million) towards this legal claim in its
of `734 crore (US $100 million) award and `1,468 crore statement of profit and loss for the year ended March 31, 2021. This has
(US $200 million) in punitive damages. On August 20, 2020, the Appeals been presented as an “exceptional item” in the consolidated statement of
Court vacated the award of `2,055 crore (US $280 million) in punitive profit and loss.
damages considering the award to be constitutionally excessive and
remanded the case back to District Court with instructions to reassess Pursuant to US Court procedures, a Letter of Credit has been made
and reduce the punitive damages award to at most `1,028 crore available to Epic for `3,230 crore (US $440 million) as financial security
(US $140 million), affirmed the District Court’s decision vacating the in order to stay execution of the judgement pending post-appeal
jury’s award of `734 crore (US $100 million) in compensatory damages proceedings and conclusion.
for alleged use of “other confidential information” by the Company,
• Letter of comfort
and affirmed the District Court’s decision upholding the jury’s award of
`1,028 crore (US $140 million) in compensatory damages for use of the The Company has given letter of comfort to banks for credit facilities
comparative analysis by the Company. The Company filed a petition for availed by its subsidiaries. As per the terms of letter of comfort, the
re-hearing of compensatory and punitive damages at the Appeals Court Company undertakes not to divest its ownership interest directly or
on September 3, 2020. Epic also filed for re-hearing that portion of the indirectly in the subsidiary and provide such managerial, technical and
Appeals Court’s decision that invalidated award of punitive damages. financial assistance to ensure continued successful operations of the
subsidiary.
In November 2020, the petitions for re-hearing filed by the Company
and Epic, respectively, were denied by the Appeals Court. The The amounts assessed as contingent liability do not include interest that could
proceedings for assessing punitive damages have been remanded back be claimed by counter parties.
21) Statement of net assets, profit and loss and other comprehensive income attributable to owners and non-controlling interests
Name of the entity Country of % of voting % of voting Net assets, i.e. total assets minus Share in profit or loss Share in other comprehensive income Share in total comprehensive
incorporation power power total liabilities income
as at as at As % of Amount As % of Amount As % of consolidated Amount As % of total Amount
March 31, March 31, consolidated net (` crore) consolidated (` crore) other comprehensive (` crore) comprehensive (` crore)
2021 2020 assets profit or loss income income
Tata Consultancy Services Limited India - - 80.20 74,794 86.46 30,960 (48.34) 73 87.03 31,033
Subsidiaries (held directly)
Indian
APTOnline Limited India 89.00 89.00 0.11 101 0.04 15 - - 0.04 15
MP Online Limited India 89.00 89.00 0.11 104 0.04 16 - - 0.04 16
C-Edge Technologies Limited India 51.00 51.00 0.30 277 0.20 72 - - 0.20 72
MahaOnline Limited India 74.00 74.00 0.09 82 0.01 4 - - 0.01 4
TCS e-Serve International Limited India 100.00 100.00 0.07 69 0.14 51 0.66 (1) 0.14 50
TCS Foundation India 100.00 100.00 1.17 1,088 0.26 93 - - 0.26 93
Foreign
Diligenta Limited U.K. 100.00 100.00 1.50 1,403 0.74 265 4.64 (7) 0.72 258
Tata Consultancy Services Canada Inc. Canada 100.00 100.00 1.04 970 1.31 468 - - 1.31 468
Tata America International Corporation U.S.A. 100.00 100.00 1.26 1,174 1.84 659 1.32 (2) 1.84 657
Tata Consultancy Services Asia Pacific Pte Ltd. Singapore 100.00 100.00 0.95 885 0.64 230 - - 0.65 230
Tata Consultancy Services Belgium Belgium 100.00 100.00 0.55 511 0.47 167 - - 0.47 167
Tata Consultancy Services Deutschland GmbH Germany 100.00 100.00 0.74 692 0.60 216 6.62 (10) 0.58 206
Tata Consultancy Services Netherlands BV Netherlands 100.00 100.00 3.01 2,811 0.96 344 - - 0.96 344
Tata Consultancy Services Sverige AB Sweden 100.00 100.00 0.81 758 0.42 152 - - 0.43 152
TCS FNS Pty Limited Australia 100.00 100.00 0.16 145 0.22 77 - - 0.22 77
TCS Iberoamerica SA Uruguay 100.00 100.00 1.70 1,588 1.07 384 - - 1.08 384
Tata Consultancy Services (Africa) (PTY) Ltd. South Africa 100.00 100.00 0.06 53 0.07 25 - - 0.07 25

CMC Americas, Inc. U.S.A. - 100.00 - - 0.08 30 - - 0.08 30
Tata Consultancy Services Qatar S.S.C. Qatar 100.00 100.00 0.03 31 - - - - - -
W12 Studios Limited U.K. 100.00 100.00 0.03 28 - - - - - -
Tata Consultancy Services Ireland Limited Ireland 100.00 - 0.25 230 0.04 14 - - 0.04 14
Subsidiaries (held indirectly)
Foreign
TCS e-Serve America, Inc. U.S.A. 100.00 100.00 - 2 0.04 16 - - 0.04 16
Tata Consultancy Services (China) Co., Ltd. China 93.20 93.20 0.25 230 0.15 52 - - 0.15 52
Tata Consultancy Services Japan, Ltd. Japan 66.00 66.00 1.52 1,422 0.65 231 - - 0.65 231
Tata Consultancy Services Malaysia Sdn Bhd Malaysia 100.00 100.00 0.10 94 0.08 27 - - 0.08 27
PT Tata Consultancy Services Indonesia Indonesia 100.00 100.00 0.03 29 0.03 12 - - 0.03 12
Tata Consultancy Services (Philippines) Inc. Philippines 100.00 100.00 0.11 98 0.01 3 (0.66) 1 0.01 4
Tata Consultancy Services (Thailand) Limited Thailand 100.00 100.00 0.02 15 0.03 10 - - 0.03 10
TCS Italia s.r.l. Italy 100.00 100.00 0.06 58 0.07 26 - - 0.07 26
Tata Consultancy Services Luxembourg S.A. Capellen (G.D. 100.00 100.00 0.12 110 0.15 53 - - 0.15 53
de Luxembourg)
Tata Consultancy Services Switzerland Ltd. Switzerland 100.00 100.00 0.58 545 0.69 248 4.64 (7) 0.68 241
Tata Consultancy Services Osterreich GmbH Austria 100.00 100.00 0.01 5 - - - - - -
Tata Consultancy Services Danmark ApS Denmark 100.00 100.00 0.01 6 - - - - - -
Tata Consultancy Services De Espana S.A. Spain 100.00 100.00 0.06 53 0.03 11 - - 0.03 11
Tata Consultancy Services (Portugal) Portugal 100.00 100.00 0.01 5 0.01 5 - - 0.01 5
Unipessoal, Limitada

Tata Consultancy Services France France 100.00 100.00 (0.46) (432) (0.03) (9) 2.65 (4) (0.04) (13)
Tata Consultancy Services Saudi Arabia Saudi Arabia 76.00 76.00 0.29 271 0.08 27 (0.66) 1 0.08 28
TCS Business Services GmbH Germany 100.00 100.00 (0.03) (28) (0.01) (3) 16.56 (25) (0.08) (28)
Postbank Systems AG Germany 100.00 - (0.02) (21) (0.14) (51) 106.62 (161) (0.59) (212)
Tata Consultancy Services (South Africa) South Africa 100.00 100.00 0.09 85 0.09 34 - - 0.10 34
(PTY) Ltd.
TCS Financial Solutions Beijing Co., Ltd. China 100.00 100.00 0.04 37 0.03 9 - - 0.03 9
TCS Financial Solutions Australia Pty Limited Australia 100.00 100.00 0.09 81 0.11 40 - - 0.11 40
TCS Solution Center S.A. Uruguay 100.00 100.00 0.37 342 0.33 119 - - 0.33 119
TCS Uruguay S.A. Uruguay 100.00 100.00 0.10 96 0.83 296 - - 0.83 296
Tata Consultancy Services Argentina S.A. Argentina 100.00 100.00 - 2 (0.01) (2) - - (0.01) (2)
Tata Consultancy Services Do Brasil Ltda Brazil 100.00 100.00 0.21 200 0.20 71 - - 0.20 71
Tata Consultancy Services De Mexico S.A., Mexico 100.00 100.00 1.08 1,004 0.68 244 4.64 (7) 0.66 237
De C.V.
MGDC S.C. Mexico 100.00 100.00 0.06 57 0.12 44 1.31 (2) 0.12 42
TCS Inversiones Chile Limitada Chile 100.00 100.00 0.35 327 0.01 2 - - 0.01 2
Tata Consultancy Services Chile S.A. Chile 100.00 100.00 0.42 393 (0.01) (2) - - (0.01) (2)
Technology Outsourcing S.A.C. Peru - 100.00 - - (0.02) (7) - - (0.02) (7)
TATASOLUTION CENTER S.A. Ecuador 100.00 100.00 0.11 103 0.13 45 - - 0.13 45
Trusts India - - 0.28 277 0.06 14 - - 0.05 14
TOTAL 100.00 93,260 100.00 35,807 100.00 (151) 100.00 35,656
a) Adjustments arising out of (6,152) (3,245) 612 (2,632)
consolidation

b) Non-controlling interests
Indian subsidiaries
APTOnline Limited (11) (2) - (2)
MP Online Limited (11) (2) - (2)
C-Edge Technologies Limited (136) (40) - (40)
MahaOnline Limited (21) (2) - (2)
Foreign subsidiaries
Tata Consultancy Services (China) Co., (16) (4) - (4)
Ltd.
Tata Consultancy Services Japan, Ltd. (480) (82) 23 (59)
(675) (132) 23 (109)
TOTAL 86.433 32,430 484 32,915
Notes:
1. CMC Americas, Inc. was liquidated w.e.f. December 16, 2020.

2. Tata Consultancy Services Ireland Limited was incorporated on December 2, 2020.
3. Tata Consultancy Services France SA was renamed as Tata Consultancy Services France.
4. Equity stake in Postbank Systems AG acquired w.e.f. January 1, 2021.
5. Equity stake in Technology Outsourcing S.A.C. was sold on December 1, 2020.

22) Related party transactions (` crore)
The Company’s principal related parties consist of its holding company Year ended March 31, 2021
Tata Sons Private Limited and its subsidiaries, its own subsidiaries, affiliates and Tata Subsidiaries Associates / Other Total
key managerial personnel. The Group’s material related party transactions and Sons of Tata joint ventures of related
outstanding balances are with related parties with whom the Group routinely Private Sons Tata Sons Private parties
enter into transactions in the ordinary course of business. Refer note 21 for Limited Private Limited and their
Limited subsidiaries
list of subsidiaries of the Company.
Bad debts and advances written off, - 2 - - 2
Transactions and balances with its own subsidiaries are eliminated on allowance for doubtful trade receivables
consolidation. and advances (net)
Contribution and advance to post - - - 5,913 5,913
Transactions with related parties are as follows: employment benefit plans
(` crore) Purchase of property, plant and - 3 88 - 91
Year ended March 31, 2021 equipment
Tata Subsidiaries Associates / Other Total Loans and advances given - 1 6 - 7

Sons of Tata joint ventures of related Loans and advances recovered - 1 10 - 11
Private Sons Tata Sons Private parties
Advances taken - 1 5 - 6
Limited Private Limited and their
Limited subsidiaries Dividend paid 7,817 4 3 - 7,824
Revenue from operations 35 609 2,205 - 2,849 Buy-back of shares 9,998 4 - - 10,002
Purchases of goods and services 1 475 361 - 837
(including reimbursements)
Brand equity contribution 180 - - - 180
Facility expenses - 20 42 - 62
Lease rental 1 36 45 - 82

(` crore) Balances receivable from related parties are as follows:
Year ended March 31, 2020 (` crore)
Tata Subsidiaries Associates / Other Total As at March 31, 2021

Sons of Tata joint ventures of related Tata Subsidiaries Associates / Other Total
Private Sons Tata Sons Private parties Sons of Tata joint ventures of related
Limited Private Limited and their Private Sons Tata Sons Private parties
Limited subsidiaries Limited Private Limited and their
Revenue from operations 31 432 2,193 - 2,656 Limited subsidiaries
Purchases of goods and services 1 556 457 - 1,014 Trade receivables, unbilled receivables 8 260 714 - 982
(including reimbursements) and contract assets
Brand equity contribution 162 - - - 162 Loans, other financial assets and other 9 27 62 - 98
assets
Facility expenses - 3 1 - 4
17 287 776 - 1,080
Lease rental 2 68 26 - 96
Bad debts and advances written off, 1 - - - 1 (` crore)
allowance for doubtful trade receivables
As at March 31, 2020
and advances (net)
Tata Subsidiaries Associates / Other Total
Contribution and advance to post - - - 2,684 2,684
Sons of Tata joint ventures of related
employment benefit plans
Purchase of property, plant and - 219 110 - 329 Limited Private Limited and their
equipment Limited subsidiaries
Loans and advances given - 4 85 - 89 Trade receivables, unbilled receivables 4 246 681 - 931
Loans and advances recovered - 3 30 - 33 and contract assets
Dividend paid 22,971 9 - - 22,980 Loans, other financial assets and other 10 30 65 - 105
assets
14 276 746 - 1,036

Balances payable to related parties are as follows: Material related party transactions are as follows:
(` crore) (` crore)
As at March 31, 2021 Year ended Year ended
March 31, 2021 March 31, 2020
Tata Subsidiaries Associates / Other Total
Sons of Tata joint ventures of related Revenue from operations
Jaguar Land Rover Limited 1,093 1,142
Limited subsidiaries Tata Steel IJmuiden BV 452 351
Trade payables, unearned and deferred 175 299 394 - 868
Material related party balances are as follows:
revenue, other financial liabilities and
other liabilities (` crore)
Commitments - 10 270 - 280 As at As at
March 31, 2021 March 31, 2020
(` crore)
Trade receivables, unbilled receivables and
As at March 31, 2020 contract assets
Tata Subsidiaries Associates / Other Total Jaguar Land Rover Limited 290 209
Sons of Tata joint ventures of related
Private Sons Tata Sons Private parties Transactions with key management personnel are as follows:
(` crore)
Limited subsidiaries
Trade payables, unearned and deferred 148 246 244 - 638
March 31, 2021 March 31, 2020
revenue, other financial liabilities and
other liabilities Short-term benefits 43 28
Commitments - 11 367 - 378 Dividend paid during the year 1 2
44 30

The remuneration of directors and key executives is determined by the March 31, 2020 include an amount of `18.00 per equity share towards final
remuneration committee having regard to the performance of individuals and dividend for the year ended March 31, 2019 and an amount of `67.00 per
market trends. equity share towards interim dividends (including special dividend) for the year
ended March 31, 2020.
The above figures do not include provisions for encashable leave, gratuity
and premium paid for group health insurance, as separate actuarial valuation / Dividends declared by the Company are based on profits available for
premium paid are not available. distribution. On April 12, 2021, the Board of Directors of the Company
have proposed a final dividend of `15.00 per share in respect of the year
23) The sitting fees and commission paid to non-executive directors is `10 crore ended March 31, 2021 subject to the approval of shareholders at the
and `9 crore as at March 31, 2021 and 2020, respectively. Annual General Meeting, and if approved, would result in a cash outflow of
approximately `5,549 crore.
24) The Indian Parliament has approved the Code on Social Security, 2020 which
would impact the contributions by the company towards Provident Fund and
Gratuity. The Ministry of Labour and Employment has released draft rules for
the Code on Social Security, 2020 on November 13, 2020, and has invited
suggestions from stake holders which are under active consideration by the As per our report of even date attached For and on behalf of the Board
Ministry. The Company and its Indian subsidiaries will assess the impact and its For B S R & Co. LLP Rajesh Gopinathan N Ganapathy Subramaniam
evaluation once the subject rules are notified and will give appropriate impact Chartered Accountants CEO and COO and Executive Director
in its financial statements in the period in which, the Code becomes effective Firm’s registration no: Managing Director
and the related rules to determine the financial impact are published. 101248W/W-100022
25) Dividends
Dividends paid during the year ended March 31, 2021 include an amount of
`6.00 per equity share towards final dividend for the year ended March 31,
2020 and an amount of `23.00 per equity share towards interim dividends for
the year ended March 31, 2021. Dividends paid during the year ended Bengaluru, April 12, 2021 Mumbai, April 12, 2021

Standalone Independent Auditors’ Report Basis for Opinion
To the Members of We conducted our audit in accordance with the
Financial Tata Consultancy Services Limited Standards on Auditing (SAs) specified under Section
143(10) of the Act. Our responsibilities under
Statements Report on the Audit of the Standalone those SAs are further described in the Auditor’s
Financial Statements Responsibilities for the Audit of the Standalone
Opinion Financial Statements section of our report. We
are independent of the Company in accordance
We have audited the standalone financial statements with the Code of Ethics issued by the Institute of
of Tata Consultancy Services Limited (hereinafter Chartered Accountants of India together with the
referred to as “the Company”), which comprise the ethical requirements that are relevant to our audit
Standalone Balance Sheet as at 31 March 2021, of the standalone financial statements under the
and the Standalone Statement of Profit and Loss provisions of the Act and the Rules thereunder, and
(including other comprehensive income), Standalone we have fulfilled our other ethical responsibilities in
Statement of Changes in Equity and Standalone accordance with these requirements and the Code
Statement of Cash Flows for the year then ended, of Ethics. We believe that the audit evidence we
and notes to the standalone financial statements, have obtained is sufficient and appropriate to provide
including a summary of the significant accounting a basis for our opinion on the standalone financial
policies and other explanatory information statements.
(hereinafter referred to as “the standalone financial
statements”). Key Audit Matters
In our opinion and to the best of our information and Key audit matters (‘KAM’) are those matters that, in
according to the explanations given to us, the aforesaid our professional judgment, were of most significance
standalone financial statements give the information in our audit of the standalone financial statements of
required by the Companies Act, 2013 (“the Act”) the current period. These matters were addressed in
in the manner so required and give a true and fair the context of our audit of the standalone financial
view in conformity with the accounting principles statements as a whole, and in forming our opinion
generally accepted in India, of the state of affairs of the thereon, and we do not provide a separate opinion
Company as at 31 March 2021, and profit and other on these matters.
comprehensive income, changes in equity and its cash
flows for the year ended on that date.
Integrated Annual Report 2020-21 Standalone Financial Statements | 255

Description of Key Audit Matters Key audit matters How our audit addressed the key audit matter
Key audit matters How our audit addressed the key audit matter • these contracts may involve onerous • On selected specific and statistical samples of
obligations which requires critical contracts, we tested that the revenue recognized
Revenue recognition– Fixed price contracts
assessment of foreseeable losses to be is in accordance with the revenue recognition
The Company inter alia engages in Our audit procedures included the following: made by the Company; and accounting standard–
Fixed-price contracts, wherein, revenue • Obtained an understanding of the systems, • at year-end, significant amount of work  Evaluated the identification of performance
is recognized using the percentage of processes and controls implemented by the in progress (Contract assets), related to obligations and the ascribed transaction price;
completion computed as per the input Company for recording and computing revenue these contracts are recognised on the  Tested Company’s computation of the
method based on the Company’s estimate of and the associated contract assets, unearned and balance sheet. estimation of contract costs and onerous
contract costs (Refer Note 4(a) and Note 10 deferred revenue balances. obligations, if any. We:
to the standalone financial statements). • Including involvement of our Information • assessed that the estimates of costs to
We identified revenue recognition of fixed technology (‘IT’) specialists, as required: complete were reviewed and approved
price contracts as a Key Audit Matter since –  Assessed the IT environment in which the by appropriate designated management
• there is an inherent risk and presumed business systems operate and tested system personnel;
fraud risk around the accuracy and controls over computation of revenue • performed a retrospective analysis of costs
existence of revenues recognised recognised; incurred with estimated costs to identify
considering the customised and complex  Tested the IT controls over appropriateness significant variations and challenged
nature of these contracts and significant of cost and revenue reports generated by the whether those variations are required to be
inputs of IT systems; system; considered in estimating the remaining costs
• application of revenue recognition to complete the contract;
 Tested the controls pertaining to allocation of
accounting standard (Ind AS 115, resources and budgeting systems which prevent • assessed the appropriateness of work
Revenue from Contracts with customers) the unauthorized recording/changes to costs in progress (contract assets) on balance
is complex and involves a number of incurred; and sheet date by evaluating the underlying
key judgments and estimates mainly in
 Tested on a random sampling basis the controls documentation to identify possible
identifying performance obligations,
relating to the estimation of contract costs changes in estimated costs to complete the
related transaction price and estimating
required to complete the respective projects. remaining performance obligations; and
the future cost-to- completion of these
contracts, which is used to determine • inspected underlying documents and
the percentage of completion of the performed analytics to determine
relevant performance obligation; reasonableness of contract costs.

Key audit matters How our audit addressed the key audit matter Key audit matters How our audit addressed the key audit matter
Evaluation of key tax matters The Company has ongoing legal proceedings • read and considered final orders by various courts
with Epic Systems Corporation (referred on this matter;
The Company operates in multiple Our audit procedures included the following:
to as Epic), for alleged unauthorised access • read and considered all available submissions filed
jurisdictions and is subject to periodic • understood, assessed and tested the design, to and download of Epic’s confidential by both Epic and the Company to various courts till
challenges by local tax authorities on a range implementation and operating effectiveness of key information and use thereof in the date;
of tax matters during the normal course controls over taxes; development of the Company’s product
of business including transfer pricing and • considered legal views obtained by the Company
• Obtained an understanding of key tax matters; MedMantra. The Company in the current
indirect tax matters. These involve significant from external law firms and the relevant judicial
• The audit team, along with our internal tax experts - year has recorded a provision of
judgment by the Company to determine precedents considered by the Company in their
 read and analysed select key correspondences, `1,218 crore (US $165 million) towards this
the possible outcome of the uncertain tax assessment of provision towards this legal claim;
external legal opinions/ consultations obtained legal claim in its ‘Standalone Statement of
positions, consequently having an impact • conducted detailed discussions with in-house
by the Company for key tax matters; Profit and Loss’. This has been presented
on related accounting and disclosures in the legal head and Company’s senior management,
as an “exceptional item” in the Standalone
standalone financial statements.  evaluated and challenged key assumptions made to understand their assessment on the most likely
Statement of Profit and Loss.
Refer Note 4(e) and Note 19 to the by the Company in estimating the current and outcome of this litigation and to understand the
deferred tax balances; Due to the complexity involved in this
standalone financial statements. basis considered for the provision towards this legal
litigation, the Company applied judgement
 assessed and challenged the Company’s claim; and
in measuring and recognizing provision
estimate of the possible outcome of the • assessed the adequacy of provision recorded and
towards the legal claim. This process involved
disputed cases by considering legal precedence evaluated disclosures in the standalone financial
an evaluation based on judicial precedents
and other judicial rulings; and statements in relation to this legal claim.
and views shared by the lawyers (external
 Assessed and tested the presentation and and internal) of the Company and detailed
disclosures relating to taxes in the standalone deliberations with the Company’s senior
financial statements. management. Accordingly, it has been
Assessment of provision towards legal claim considered as a key audit matter.
Refer to Note 4(f) to the standalone Our audit procedures included the following:
financial statements – “Use of estimates and • obtained management assessment on the litigation
judgements – Provisions and contingent along with the communications made to the Board
liabilities” and Note 19 to the standalone of Directors and regulators;
financial statements – “Commitments and
contingencies”

Other Information true and fair view of the state of affairs, profit/loss The Board of Directors is also responsible for
(including other comprehensive income), changes in overseeing the Company’s financial reporting
The Company’s management and Board of Directors
equity and cash flows of the Company in accordance process.
are responsible for the other information. The other
with the accounting principles generally accepted
information comprises the information included in Auditor’s Responsibilities for the Audit of the
in India, including the Indian Accounting Standards
the Company’s annual report, but does not include Standalone Financial Statements
(Ind AS) specified under Section 133 of the Act. This
the financial statements and our auditors’ report
responsibility also includes maintenance of adequate Our objectives are to obtain reasonable assurance
thereon.
accounting records in accordance with the provisions about whether the standalone financial statements
Our opinion on the standalone financial statements of the Act for safeguarding of the assets of the as a whole are free from material misstatement,
does not cover the other information and we do not Company and for preventing and detecting frauds whether due to fraud or error, and to issue
express any form of assurance conclusion thereon. and other irregularities; selection and application of an auditor’s report that includes our opinion.
appropriate accounting policies; making judgments Reasonable assurance is a high level of assurance,
In connection with our audit of the standalone and estimates that are reasonable and prudent; but is not a guarantee that an audit conducted in
financial statements, our responsibility is to read the and design, implementation and maintenance accordance with SAs will always detect a material
other information and, in doing so, consider whether of adequate internal financial controls that were misstatement when it exists. Misstatements can arise
the other information is materially inconsistent operating effectively for ensuring the accuracy and from fraud or error and are considered material
with the standalone financial statements or our completeness of the accounting records, relevant to if, individually or in the aggregate, they could
knowledge obtained in the audit or otherwise the preparation and presentation of the standalone reasonably be expected to influence the economic
appears to be materially misstated. If, based on the financial statements that give a true and fair view and decisions of users taken on the basis of these
work we have performed, we conclude that there is a are free from material misstatement, whether due to standalone financial statements.
material misstatement of this other information, we fraud or error.
are required to report that fact. We have nothing to As part of an audit in accordance with SAs, we
report in this regard. In preparing the standalone financial statements, exercise professional judgment and maintain
management and Board of Directors are responsible professional skepticism throughout the audit. We
Management’s and Board of Directors’ for assessing the Company’s ability to continue as also:
Responsibility for the Standalone Financial a going concern, disclosing, as applicable, matters
Statements related to going concern and using the going • Identify and assess the risks of material
concern basis of accounting unless the Board of misstatement of the standalone financial
The Company’s management and Board of Directors
Directors either intends to liquidate the Company statements, whether due to fraud or error,
are responsible for the matters stated in Section
or to cease operations, or has no realistic alternative design and perform audit procedures responsive
134(5) of the Act with respect to the preparation
but to do so. to those risks, and obtain audit evidence that is
of these standalone financial statements that give a
sufficient and appropriate to provide a basis for
our opinion. The risk of not detecting a material to draw attention in our auditor’s report to From the matters communicated with those charged
misstatement resulting from fraud is higher the related disclosures in the standalone with governance, we determine those matters
than for one resulting from error, as fraud may financial statements or, if such disclosures that were of most significance in the audit of the
involve collusion, forgery, intentional omissions, are inadequate, to modify our opinion. Our standalone financial statements of the current
misrepresentations, or the override of internal conclusions are based on the audit evidence period and are therefore the key audit matters.
control. obtained up to the date of our auditor’s report. We describe these matters in our auditors’ report
However, future events or conditions may cause unless law or regulation precludes public disclosure
• Obtain an understanding of internal control
the Company to cease to continue as a going about the matter or when, in extremely rare
relevant to the audit in order to design
concern. circumstances, we determine that a matter should
audit procedures that are appropriate in the
not be communicated in our report because the
circumstances. Under Section 143(3)(i) of the • Evaluate the overall presentation, structure and
adverse consequences of doing so would reasonably
Act, we are also responsible for expressing our content of the standalone financial statements,
be expected to outweigh the public interest benefits
opinion on whether the Company has adequate including the disclosures, and whether the
of such communication.
internal financial controls with reference to standalone financial statements represent the
standalone financial statements in place and the underlying transactions and events in a manner Report on Other Legal and Regulatory
operating effectiveness of such controls. that achieves fair presentation. Requirements
• Evaluate the appropriateness of accounting We communicate with those charged with 1. As required by the Companies (Auditors’ Report)
policies used and the reasonableness of governance regarding, among other matters, the Order, 2016 (“the Order”) issued by the Central
accounting estimates and related disclosures in planned scope and timing of the audit and significant Government of India in terms of Section
the standalone financial statements made by the audit findings, including any significant deficiencies in 143(11) of the Act, we give in the “Annexure A”
Management and Board of Directors. internal control that we identify during our audit. a statement on the matters specified in
paragraphs 3 and 4 of the Order, to the extent
• Conclude on the appropriateness of the
We also provide those charged with governance with applicable.
Management and Board of Directors use
a statement that we have complied with relevant
of the going concern basis of accounting 2. (A) As required by Section 143(3) of the Act,
ethical requirements regarding independence, and to
and, based on the audit evidence obtained, we report that:
communicate with them all relationships and other
whether a material uncertainty exists related to
matters that may reasonably be thought to bear on (a) We have sought and obtained all the
events or conditions that may cast significant
our independence, and where applicable, related information and explanations which to
doubt on the Company’s ability to continue
safeguards. the best of our knowledge and belief
as a going concern. If we conclude that a
were necessary for the purposes of
material uncertainty exists, we are required
our audit.
(b) In our opinion, proper books of the operating effectiveness of such notes during the period from
account as required by law have been controls, refer to our separate Report 8 November 2016 to 30 December
kept by the Company so far as it in “Annexure B”. 2016 have not been made in these
appears from our examination of those standalone financial statements since
(B) With respect to the other matters to
books. they do not pertain to the financial
be included in the Auditors’ Report in
year ended 31 March 2021.
(c) The Standalone Balance Sheet, the accordance with Rule 11 of the Companies
Standalone Statement of Profit and (Audit and Auditors) Rules, 2014, in our (C) With respect to the matter to be included
Loss (including other comprehensive opinion and to the best of our information in the Auditors’ Report under Section
income), the Standalone Statement of and according to the explanations given to 197(16) of the Act:
Changes in Equity and the Standalone us:
In our opinion and according to the
Statement of Cash Flows dealt with by
i. The Company has disclosed the impact information and explanations given to us,
this Report are in agreement with the
of pending litigations as at 31 March the remuneration paid by the Company to
books of account.
2021 on its financial position in its its directors during the current year is in
(d) In our opinion, the aforesaid standalone financial statements - Refer accordance with the provisions of
standalone financial statements comply Note 19 to the standalone financial Section 197 of the Act. The remuneration
with the Ind AS specified under statements; paid to any director is not in excess of the
Section 133 of the Act. limit laid down under Section 197 of the
ii. The Company did not have any long-
Act. The Ministry of Corporate Affairs has
(e) On the basis of the written term contracts including derivative
not prescribed other details under Section
representations received from the contracts for which there were any
197(16) of the Act which are required to
directors as on 31 March 2021 taken material foreseeable losses;
be commented upon by us.
on record by the Board of Directors,
iii. There has been no delay in
none of the directors is disqualified For B S R & Co. LLP
transferring amounts, required to be
as on 31 March 2021 from being Chartered Accountants
transferred, to the Investor Education
appointed as a director in terms of Firm’s Registration No: 101248W/W-100022
and Protection Fund by the Company;
Section 164(2) of the Act.
and
(f) With respect to the adequacy of Amit Somani
iv. The disclosures in the standalone
the internal financial controls with Partner
financial statements regarding holdings
reference to standalone financial Bengaluru Membership No: 060154
as well as dealings in specified bank
statements of the Company and 12 April 2021 UDIN: 21060154AAAAAU5511
Annexure A to the Independent Auditors’ properties included in property, plant and loans given, investments made, guarantees and
report on the standalone financial statements equipment are held in the name of the securities given.
of Tata Consultancy Services Limited for the Company.
year ended 31 March 2021 (v) The Company has not accepted any deposits
In respect of immovable properties from the public within the meaning of the
(Referred to in paragraph 1 under ‘Report on Other taken on lease and disclosed as right- directives issued by the Reserve Bank of India,
Legal and Regulatory Requirements’ section of our of-use-assets in the standalone financial provisions of Section 73 to 76 of the Act, any
report of even date) statements, the lease agreements are in the other relevant provisions of the Act and the
name of the Company. relevant rules framed thereunder.
(i) (a) The Company has maintained proper
records showing full particulars, including (ii) The inventory has been physically verified by the (vi) The Central Government has not prescribed the
quantitative details and situation of fixed management during the year. In our opinion, maintenance of cost records under Section 148
assets. the frequency of such verification is reasonable. of the Act for any of the services rendered by
The Company has maintained proper records the Company.
(b) The Company has a regular programme of inventory. The discrepancies noticed on
of physical verification of its fixed assets, verification between the physical stock and the (vii) (a) According to the information and
by which all fixed assets are verified in a book records were not material. explanations given to us and on the basis
phased manner over a period of three of our examination of the records of the
years. In our opinion, this periodicity of (iii) According to the information and explanations Company, amounts deducted/ accrued
physical verification is reasonable having given to us, the Company has not granted any in the books of account in respect of
regard to the size of the Company and loans, secured or unsecured to companies, undisputed statutory dues including
the nature of its assets. Pursuant to the firms, limited liability partnerships or other Provident fund, Employees’ State Insurance,
programme, certain fixed assets were parties covered in the register maintained Income-tax, Goods and Services tax,
physically verified during the year and no under Section 189 of the Act. Accordingly, the duty of Customs, Cess and other material
material discrepancies were noticed on provisions of clause 3(iii) (a), (b) and (c) of the statutory dues have generally been
such verification. Order are not applicable to the Company. regularly deposited during the year by the
Company with the appropriate authorities.
(c) According to the information and (iv) In our opinion and according to the information
explanations given to us and on the basis and explanations given to us, the Company According to the information and
of our examination of the records of the has complied with the provisions of Sections explanations given to us, no undisputed
Company, the title deeds of immovable 185 and 186 of the Act, with respect to the amounts payable in respect of Provident

fund, Employees’ State Insurance, Income-tax, Goods and Services tax, Name of the Nature of Amount Period Forum where
duty of Customs, Cess and other material statutory dues were in arrears Statute the Dues (` in crores)** dispute is pending
as at 31 March 2021, for a period of more than six months from the date 2 Financial Year - 1995-1996, Assistant
they became payable. 1997-1998, 2004-2005, Commissioner
2005-2006, 2011-2012,
(b) According to the information and explanations given to us, there are no 2016-17, 2017-18
dues of Income- tax or Sales tax or Service tax or Goods and Services tax 5 Financial Year - 2008-2009, Deputy
or duty of Customs or duty of Excise or Value added tax which have not 2010-2011, 2011-2012, Commissioner
been deposited by the Company on account of disputes, except for the 2012-2013, 2013-2014,
following: 2015-2016, 2016-2017
15 Financial Year - 1997-1998, Joint
Name of the Nature of Amount Period Forum where 2005-2006, 2010-11, Commissioner
Statute the Dues (` in crores)** dispute is pending 2011-12, 2012-13,
2013-2014, 2014-2015,
The Income- Income-tax 1,222 Assessment Year - 2007- Commissioner
2015-2016, 2016-2017
tax Act, 1961 08, 2011-12, 2015-16 of Income Tax
(Appeals) The Finance Service tax -* Financial Year - 2002-2003, Commissioner
Act, 1994 2003-2004, 2004-2005 Appeals
193 Assessment Year - 2006-07 Income-Tax
Appellate Tribunal 212 Financial Year - 2006-2007, Tribunal
2007-2008, 2009-2010,
The Central Sales tax 218 Financial Year - 1994-1995, High Court
2010-2011, 2012-2013,
Sales Tax Act, and VAT 2004-2005, 2007-2008,
2013-2014, 2014-2015,
1956 and 2008-2009, 2009-2010,
2015-2016, 2016-2017,
Value Added 2010-2011, 2011-2012,
2017-2018
Tax Act 2012-2013, 2013-2014,
2014-2015, 2015-2016 Goods and GST 19 Financial Year – 2019-20, Commissioner
Service Tax 2020-21 Appeals
8 Financial Year-1990-1991, Tribunal
Act
2002-2003, 2003-2004,
2004-2005, 2005-2006, *Indicates amount less than `0.50 crore
2006-2007, 2011-2012, **These amounts are net of amount paid/ adjusted under protest
2012-2013
`767 Crores

(viii) In our opinion and according to the information (xii) According to the information and explanations with directors or persons connected with him.
and explanations given to us, the Company given to us, in our opinion, the Company is not a Accordingly, paragraph 3(xv) of the Order is not
has not defaulted in the repayment of loans Nidhi Company as prescribed under applicable to the Company.
or borrowings to banks. The Company did not Section 406 of the Act. Accordingly, paragraph
have any outstanding loans or borrowings from 3(xii) of the Order is not applicable to the (xvi) According to the information and explanations
financial institutions or Government and there Company. given to us, the Company is not required to be
are no dues to debenture holders during the registered under Section 45-IA of the Reserve
year. (xiii) According to the information and explanations Bank of India Act, 1934. Accordingly, paragraph
given to us and based on our examination of 3(xvi) of the Order is not applicable to the
(ix) In our opinion and according to the information the records of the Company, all transactions Company.
and explanations given to us, the Company with the related parties are in compliance
did not raise any money by way of initial public with Sections 177 and 188 of the Act, where For B S R & Co. LLP
offer or further public offer (including debt applicable, and details of such transactions Chartered Accountants
instruments) and term loans during the year. have been disclosed in the standalone financial Firm’s Registration No: 101248W/W-100022
Accordingly, paragraph 3(ix) of the Order is not statements as required by the applicable Indian
applicable to the Company. Accounting Standards. Amit Somani
Partner
(x) To the best of our knowledge and according to (xiv) According to the information and explanations
Bengaluru Membership No: 060154
the information and explanations given to us, given to us and based on our examination of
12 April 2021 UDIN: 21060154AAAAAU5511
no material fraud by the Company or on the the records of the Company, the Company has
Company by its officers or employees has been not made any preferential allotment or private
noticed or reported during the year. placement of shares or fully or partly convertible
debentures during the year. Accordingly,
(xi) In our opinion and according to the information paragraph 3(xiv) of the Order is not applicable
and explanations given to us and based on to the Company.
examination of the records of the Company,
(xv) According to the information and explanations
the Company has paid/provided managerial
given to us and based on our examination of
remuneration in accordance with the requisite
the records of the Company, the Company
approvals mandated by the provisions of
has not entered into non-cash transactions
Section 197 read with Schedule V to the Act.

Annexure B to the Independent Auditors’ Controls Over Financial Reporting issued by the audit. We conducted our audit in accordance with
Report on the standalone financial statements Institute of Chartered Accountants of India (the the Guidance Note and the Standards on Auditing,
of Tata Consultancy Services Limited for “Guidance Note”). prescribed under Section 143(10) of the Act, to
the year ended 31 March 2021 the extent applicable to an audit of internal financial
Management’s Responsibility for Internal Financial controls with reference to standalone financial
Report on the internal financial controls with Controls statements. Those Standards and the Guidance Note
reference to the aforesaid standalone financial require that we comply with ethical requirements
The Company’s management and the Board of
statements under Clause (i) of Sub-section 3 of and plan and perform the audit to obtain reasonable
Directors are responsible for establishing and
Section 143 of the Companies Act, 2013 assurance about whether adequate internal financial
maintaining internal financial controls based on
(Referred to in paragraph 2(A)(f) under ‘Report on the internal financial controls with reference to controls with reference to standalone financial
Other Legal and Regulatory Requirements’ section standalone financial statements criteria established statements were established and maintained and
of our report of even date) by the Company considering the essential whether such controls operated effectively in all
components of internal control stated in the material respects.
Opinion Guidance Note. These responsibilities include Our audit involves performing procedures to
We have audited the internal financial controls with the design, implementation and maintenance of obtain audit evidence about the adequacy of
reference to standalone financial statements of Tata adequate internal financial controls that were the internal financial controls with reference to
Consultancy Services Limited (“the Company”) as of operating effectively for ensuring the orderly and standalone financial statements and their operating
31 March 2021 in conjunction with our audit of the efficient conduct of its business, including adherence effectiveness. Our audit of internal financial controls
standalone financial statements of the Company for to the Company’s policies, the safeguarding of with reference to standalone financial statements
the year ended on that date. its assets, the prevention and detection of frauds included obtaining an understanding of such internal
and errors, the accuracy and completeness of the financial controls, assessing the risk that a material
In our opinion, the Company has, in all material accounting records, and the timely preparation of weakness exists, and testing and evaluating the
respects, adequate internal financial controls with reliable financial information, as required under the design and operating effectiveness of internal control
reference to standalone financial statements and Companies Act, 2013 (hereinafter referred to as based on the assessed risk. The procedures selected
such internal financial controls were operating “the Act”). depend on the auditor’s judgement, including the
effectively as at 31 March 2021, based on the assessment of the risks of material misstatement of
internal financial controls with reference to Auditors’ Responsibility
the standalone financial statements, whether due to
standalone financial statements criteria established Our responsibility is to express an opinion on the fraud or error.
by the Company considering the essential Company’s internal financial controls with reference
components of internal control stated in the to standalone financial statements based on our We believe that the audit evidence we have obtained
Guidance Note on Audit of Internal Financial is sufficient and appropriate to provide a basis for our
audit opinion on the Company’s internal financial necessary to permit preparation of standalone projections of any evaluation of the internal financial
controls with reference to standalone financial financial statements in accordance with generally controls with reference to standalone financial
statements. accepted accounting principles, and that receipts and statements to future periods are subject to the risk
expenditures of the company are being made only in that the internal financial controls with reference
Meaning of Internal Financial Controls with accordance with authorisations of management and to standalone financial statements may become
Reference to Standalone Financial Statements directors of the company; and (3) provide reasonable inadequate because of changes in conditions, or
A company’s internal financial controls with assurance regarding prevention or timely detection that the degree of compliance with the policies or
reference to standalone financial statements is a of unauthorised acquisition, use, or disposition of the procedures may deteriorate.
process designed to provide reasonable assurance company’s assets that could have a material effect on
regarding the reliability of financial reporting and the standalone financial statements. For B S R & Co. LLP
the preparation of standalone financial statements Chartered Accountants
Inherent Limitations of Internal Financial Firm’s Registration No: 101248W/W-100022
for external purposes in accordance with generally Controls with Reference to Standalone Financial
accepted accounting principles. A company’s internal Statements
financial controls with reference to standalone Amit Somani
financial statements include those policies and Because of the inherent limitations of internal Partner
procedures that (1) pertain to the maintenance of financial controls with reference to standalone Bengaluru Membership No: 060154
records that, in reasonable detail, accurately and financial statements, including the possibility of 12 April 2021 UDIN: 21060154AAAAAU5511
fairly reflect the transactions and dispositions of collusion or improper management override of
the assets of the company; (2) provide reasonable controls, material misstatements due to error
assurance that transactions are recorded as or fraud may occur and not be detected. Also,

Standalone Balance Sheet
(` crore) (` crore)
Note As at As at Note As at As at
ASSETS Current assets
Non-current assets Inventories 8(d) 7 5
Property, plant and equipment 8(a) 9,821 9,835 Financial assets
Capital work-in-progress 8(a) 861 781 Investments 6(a) 28,324 25,686
Right-of-use assets 7 5,876 6,048 Trade receivables 6(b) 25,222 28,660
Intangible assets 8(b) 362 239 Unbilled receivables 5,399 4,763
Financial assets Cash and cash equivalents 6(c) 1,112 3,852
Investments 6(a) 2,405 2,189 Other balances with banks 6(d) 2,030 972
Trade receivables 6(b) 55 74 Loans 6(e) 10,486 7,270
Unbilled receivables 260 324 Other financial assets 6(f) 1,363 1,448
Loans 6(e) 2 2 Other assets 8(c) 9,217 6,538
Other financial assets 6(f) 645 624 Total current assets 83,160 79,194
Income tax assets (net) 1,501 2,020 TOTAL ASSETS 1,09,381 1,04,975
Deferred tax assets (net) 15 3,160 2,219 EQUITY AND LIABILITIES
Other assets 8(c) 1,273 1,426 Equity
Total non-current assets 26,221 25,781 Share capital 6(m) 370 375
Other equity 9 74,424 73,993
Total equity 74,794 74,368

Standalone Balance Sheet
(` crore)
Note As at As at
March 31, 2021 March 31, 2020
Liabilities
Non-current liabilities
Lease liabilities 5,077 5,262
Other financial liabilities 6(h) 228 237
Unearned and deferred revenue 284 644
Employee benefit obligations 12 108 91
Deferred tax liabilities (net) 15 365 347
Total non-current liabilities 6,062 6,581
Current liabilities
Lease liabilities 835 848
Trade payables NOTES FORMING PART OF STANDALONE FINANCIAL STATEMENTS
Dues of small enterprises and micro 6(g) - -
enterprises
Dues of creditors other than small 7,962 8,734 For B S R & Co. LLP Rajesh Gopinathan N Ganapathy Subramaniam
enterprises and micro enterprises Chartered Accountants CEO and COO and Executive Director
Other financial liabilities 6(h) 4,473 4,694 Firm’s registration no: Managing Director
101248W/W-100022
Unearned and deferred revenue 2,877 2,271
Other liabilities 8(e) 2,720 2,048
Provisions 8(f) 1,350 235 Amit Somani V Ramakrishnan Rajendra Moholkar
Employee benefit obligations 12 2,598 2,057 Partner CFO Company Secretary
Income tax liabilities (net) 5,710 3,139 Membership No: 060154
Total current liabilities 28,525 24,026
TOTAL EQUITY AND LIABILITIES 1,09,381 1,04,975 Bengaluru, April 12, 2021 Mumbai, April 12, 2021

Standalone Statement of Profit and Loss
(` crore) (` crore)
Note Year ended Year ended Note Year ended Year ended
Revenue from operations 10 1,35,963 1,31,306 Items that will be reclassified subsequently to
Other income 11 5,400 8,082 profit or loss
TOTAL INCOME 1,41,363 1,39,388 Net change in fair values of investments other 51 958
Expenses than equity shares carried at fair value through
Employee benefit expenses 12 69,046 64,906 OCI
Cost of equipment and software licences 13(a) 1,230 1,596 Net change in intrinsic value of derivatives 14 (94)
Finance costs 14 537 743 designated as cash flow hedges
Depreciation and amortisation expense 3,053 2,701 Net change in time value of derivatives 53 (52)
Other expenses 13(b) 25,377 27,451 designated as cash flow hedges
TOTAL EXPENSES 99,243 97,397 Income tax on items that will be reclassified (32) (315)
subsequently to profit or loss
PROFIT BEFORE EXCEPTIONAL ITEM AND TAX 42,120 41,991
TOTAL OTHER COMPREHENSIVE INCOME / (LOSSES) 73 174
Exceptional item
TOTAL COMPREHENSIVE INCOME FOR THE YEAR 31,033 33,434
Provision towards legal claim 19 1,218 -
Earnings per equity share:- Basic and diluted (`) 16 82.78 88.64
PROFIT BEFORE TAX 40,902 41,991
Weighted average number of equity shares 374,01,10,733 375,23,84,706
Tax expense
Current tax 15 10,300 9,012
Deferred tax 15 (358) (281) NOTES FORMING PART OF STANDALONE FINANCIAL STATEMENTS
TOTAL TAX EXPENSE 9,942 8,731 As per our report of even date attached For and on behalf of the Board
PROFIT FOR THE YEAR 30,960 33,260 For B S R & Co. LLP Rajesh Gopinathan N Ganapathy Subramaniam
OTHER COMPREHENSIVE INCOME (OCI) Chartered Accountants CEO and COO and Executive Director
Items that will not be reclassified subsequently Firm’s registration no: Managing Director
to profit or loss 101248W/W-100022
plans Amit Somani V Ramakrishnan Rajendra Moholkar
Income tax on items that will not be reclassified 3 86 Partner CFO Company Secretary
subsequently to profit or loss Membership No: 060154

Standalone Statement of Changes in Equity
A. EQUITY SHARE CAPITAL
(` crore)
Balance as at April 1, 2019 Changes in equity share capital during the year Balance as at March 31, 2020
375 - 375
(` crore)
Balance as at April 1, 2020 Changes in equity share capital during the year1 Balance as at March 31, 2021
375 (5) 370
1
Refer note 6(m).
B. OTHER EQUITY
(` crore)
Reserves and surplus Items of other comprehensive income Total Equity
Capital Capital redemption Special Economic Zone Retained Investment Cash flow hedging reserve
reserve* reserve re-investment reserve earnings revaluation Intrinsic value Time value
reserve
Balance as at April 1, 2019 - 8 994 77,159 258 134 (30) 78,523
Transition impact of Ind AS 116, net of tax - - - (330) - - - (330)
Restated balance as at April 1, 2019 - 8 994 76,829 258 134 (30) 78,193
Profit for the year - - - 33,260 - - - 33,260
Other comprehensive income / (losses) - - - (323) 624 (89) (38) 174
Total comprehensive income - - - 32,937 624 (89) (38) 33,434
Dividend (including tax on dividend of - - - (37,634) - - - (37,634)
`5,738 crore)
Transfer to Special Economic Zone - - 2,947 (2,947) - - - -
Transfer from Special Economic Zone - - (2347) 2,347 - - - -
Balance as at March 31, 2020 - 8 1,594 71,532 882 45 (68) 73,993

(` crore)
Reserves and surplus Items of other comprehensive income Total Equity
Capital Capital redemption Special Economic Zone Retained Investment Cash flow hedging reserve
reserve* reserve re-investment reserve earnings revaluation Intrinsic value Time value
reserve
Balance as at April 1, 2020 - 8 1,594 71,532 882 45 (68) 73,993
Profit for the year - - - 30,960 - - - 30,960
Other comprehensive income / (losses) - - - (13) 34 11 41 73
Total comprehensive income - - - 30,947 34 11 41 31,033
Dividend - - - (10,850) - - - (10,850)
Expenses for buy-back of equity shares1 - - - (31) - - - (31)
Tax on buy-back of equity shares1 - - - (3,726) - - - (3,726)
Buy-back of equity shares1 - 5 - (16,000) - - - (15,995)
Transfer to Special Economic Zone - - 5,058 (5,058) - - - -
Transfer from Special Economic Zone - - (4,114) 4,114 - - - -
Balance as at March 31, 2021 - 13 2,538 70,928 916 56 (27) 74,424
*Represents values less than `0.50 crore.

1
Refer Note 6(m).

Nature and purpose of reserves d. Retained earnings
a. Capital reserve This reserve represents undistributed accumulated earnings of the Company
as on the balance sheet date.
The Company recognises profit and loss on purchase, sale, issue or
cancellation of the Company’s own equity instruments to capital reserve. e. Investment revaluation reserve
b. Capital redemption reserve This reserve represents the cumulative gains and losses arising on the
revaluation of equity and debt instruments on the balance sheet date
As per Companies Act, 2013, capital redemption reserve is created when measured at fair value through other comprehensive income. The reserves
company purchases its own shares out of free reserves or securities premium. accumulated will be reclassified to retained earnings and profit and loss
A sum equal to the nominal value of the shares so purchased is transferred respectively, when such instruments are disposed.
to capital redemption reserve. The reserve is utilised in accordance with the
provisions of section 69 of the Companies Act, 2013. f. Cash flow hedging reserve
c. Special Economic Zone re-investment reserve The cash flow hedging reserve represents the cumulative effective portion
of gains or losses arising on changes in fair value of designated portion of
The Special Economic Zone (SEZ) re-investment reserve is created out of the hedging instruments entered into for cash flow hedges. Such gains or losses
profit of eligible SEZ units in terms of the provisions of section will be reclassified to statement of profit and loss in the period in which the
10AA(1)(ii) of the Income-tax Act, 1961. The reserve will be utilised by the underlying hedged transaction occurs.
Company for acquiring new assets for the purpose of its business as per the
terms of section 10AA(2) of Income-tax Act, 1961.
NOTES FORMING PART OF STANDALONE FINANCIAL STATEMENTS

Chartered Accountants CEO and Managing Director COO and Executive Director
Firm’s registration no:
101248W/W-100022


Standalone Statement of Cash Flows
(` crore) (` crore)
CASH FLOWS FROM OPERATING Loans and other financial assets (54) (72)
ACTIVITIES Other assets (2,432) (3,072)
Profit for the year 30,960 33,260 Trade payables (771) 1,042
Adjustments to reconcile profit and loss to net Unearned and deferred revenue 246 449
cash provided by operating activities Other financial liabilities (171) 1,183
Depreciation and amortisation expense 3,053 2,701 Other liabilities and provisions 1,127 487
Bad debts and advances written off, allowance for 185 132 Cash generated from operations 41,627 32,969
doubtful trade receivables and advances (net) Taxes paid (net of refunds) (7,805) (6,366)
Provision towards legal claim (Refer note 19) 1,218 - Net cash generated from operating activities 33,822 26,603
Tax expense 9,942 8,731 CASH FLOWS FROM INVESTING ACTIVITIES
Net gain on lease modification (89) (4) Bank deposits placed (5,678) (6,999)
Unrealised foreign exchange gain (20) (130) Inter-corporate deposits placed (20,139) (13,694)
Net gain on disposal of property, plant and (19) (50) Purchase of investments (51,822) (77,191)
equipment
Payment for purchase of property, plant and (2,071) (1,951)
Net gain on investments (193) (197) equipment
Interest income (2,383) (3,197) Payment including advances for acquiring right-of- (101) (519)
Dividend income (Including exchange impact) (2,211) (3,995) use assets
Finance costs 537 743 Payment for purchase of intangible assets (242) (172)
Realised foreign exchange gain on proceeds from (5) - Payment towards subscription of shares in wholly (224) -
liquidation of wholly owned subsidiary (Refer note owned subsidiary (Refer note 6(a))
6(a)) Proceeds from bank deposits 4,617 11,612
Operating profit before working capital changes 40,975 37,994 Proceeds from inter-corporate deposits 16,892 13,400
Net change in Proceeds from disposal / redemption of 49,333 80,865
Inventories (3) 5 investments
Trade receivables 3,282 (4,736) Proceeds from disposal of property, plant and 31 130
Unbilled receivables (572) (311) equipment

Standalone Statement of Cash Flows
(` crore)
March 31, 2021 March 31, 2020
Proceeds from liquidation of wholly owned 12 -
subsidiary (Refer note 6(a))
Interest received 2,605 3,353
Dividend received from subsidiaries 2,211 3,995
Net cash generated from / (used in) investing (4,576) 12,829
activities
CASH FLOWS FROM FINANCING
ACTIVITIES
Repayment of lease liabilities (879) (668)
Interest paid (537) (743)
Dividend paid (including tax on dividend in previous (10,850) (37,634)
year)
Transfer of funds to buy-back escrow account (160) -
Transfer of funds from buy-back escrow account 160 - NOTES FORMING PART OF STANDALONE FINANCIAL STATEMENTS
Expenses for buy-back of equity shares (Refer note (31) - As per our report of even date attached For and on behalf of the Board
6(m))
Tax on buy-back of equity shares (Refer note 6(m)) (3,726) -
Chartered Accountants CEO and COO and Executive Director
Buy-back of equity shares (Refer note 6(m)) (16,000) - Firm’s registration no: Managing Director
Net cash used in financing activities (32,023) (39,045) 101248W/W-100022
Net change in cash and cash equivalents (2,777) 387
Cash and cash equivalents at the beginning of the 3,852 3,327
year Amit Somani V Ramakrishnan Rajendra Moholkar
Exchange difference on translation of foreign 37 138
currency cash and cash equivalents
Cash and cash equivalents at the end of the year 1,112 3,852
(Refer note 6(c)) Bengaluru, April 12, 2021 Mumbai, April 12, 2021

Notes forming part of Standalone Financial Statements
1) Corporate information period. Historical cost is generally based on the fair value of the consideration
given in exchange for goods and services. Fair value is the price that would be
Tata Consultancy Services Limited (referred to as “TCS Limited” or “the received to sell an asset or paid to transfer a liability in an orderly transaction
Company”) provides IT services, consulting and business solutions and between market participants at the measurement date. All assets and liabilities
has been partnering with many of the world’s largest businesses in their have been classified as current and non-current as per the Company’s normal
transformation journeys. The Company offers a consulting-led, cognitive operating cycle. Based on the nature of services rendered to customers and
powered, integrated portfolio of IT, business and engineering services time elapsed between deployment of resources and the realisation in cash
and solutions. This is delivered through its unique Location-Independent and cash equivalents of the consideration for such services rendered, the
Agile delivery model recognised as a benchmark of excellence in software Company has considered an operating cycle of 12 months.
development.
The statement of cash flows have been prepared under indirect method,
The Company is a public limited company incorporated and domiciled in whereby profit or loss is adjusted for the effects of transactions of a non-cash
India. The address of its corporate office is TCS House, Raveline Street, Fort, nature, any deferrals or accruals of past or future operating cash receipts
Mumbai - 400001. As at March 31, 2021, Tata Sons Private Limited, the or payments and items of income or expense associated with investing or
holding company owned 72.16% of the Company’s equity share capital. financing cash flows. The cash flows from operating, investing and financing
activities of the Company are segregated. The Company considers all highly
The Board of Directors approved the standalone financial statements for the liquid investments that are readily convertible to known amounts of cash and
year ended March 31, 2021 and authorised for issue on April 12, 2021. are subject to an insignificant risk of changes in value to be cash equivalents.
2) Statement of compliance These standalone financial statements have been prepared in Indian Rupee
(`) which is the functional currency of the Company. Foreign currency
These standalone financial statements have been prepared in accordance with transactions are recorded at exchange rates prevailing on the date of the
the Indian Accounting Standards (referred to as “Ind AS”) as prescribed under transaction. Foreign currency denominated monetary assets and liabilities
section 133 of the Companies Act, 2013 read with the Companies (Indian are retranslated at the exchange rate prevailing on the balance sheet date
Accounting Standards) Rules as amended from time to time. and exchange gains and losses arising on settlement and restatement are
recognised in the statement of profit and loss. Non-monetary assets and
3) Basis of preparation
liabilities that are measured in terms of historical cost in foreign currencies are
These standalone financial statements have been prepared on historical cost not retranslated.
basis except for certain financial instruments and defined benefit plans which
The significant accounting policies used in preparation of the standalone
are measured at fair value or amortised cost at the end of each reporting
financial statements have been discussed in the respective notes.
4) Use of estimates and judgements is indication for impairment. If the recoverable amount is less than its
carrying amount, the impairment loss is accounted for in the statement of
The preparation of the standalone financial statements in conformity with profit and loss.
the recognition and measurement principles of Ind AS requires management
of the Company to make estimates and judgements that affect the reported (d) Fair value measurement of financial instruments
balances of assets and liabilities, disclosures of contingent liabilities as at the
date of the standalone financial statements and the reported amounts of When the fair value of financial assets and financial liabilities recorded in
income and expense for the periods presented. the balance sheet cannot be measured based on quoted prices in active
markets, their fair value is measured using valuation techniques including
Estimates and underlying assumptions are reviewed on an ongoing basis. the Discounted Cash Flow model. The inputs to these models are taken
Revisions to accounting estimates are recognised in the period in which the from observable markets where possible, but where this is not feasible, a
estimates are revised and future periods are affected. degree of judgement is required in establishing fair values. Judgements
include considerations of inputs such as liquidity risk, credit risk and
The Company uses the following critical accounting estimates in preparation volatility. Changes in assumptions about these factors could affect the
of its standalone financial statements: reported fair value of financial instruments.
(a) Revenue recognition (e) Provision for income tax and deferred tax assets
Revenue for fixed-price contract is recognised using percentage-of- The Company uses estimates and judgements based on the relevant
completion method. The Company uses judgement to estimate the future rulings in the areas of allocation of revenue, costs, allowances and
cost-to-completion of the contracts which is used to determine degree disallowances which is exercised while determining the provision for
of completion of the performance obligation. income tax. A deferred tax asset is recognised to the extent that it
(b) Useful lives of property, plant and equipment is probable that future taxable profit will be available against which
the deductible temporary differences and tax losses can be utilised.
The Company reviews the useful life of property, plant and equipment at Accordingly, the Company exercises its judgement to reassess the
the end of each reporting period. This reassessment may result in change carrying amount of deferred tax assets at the end of each reporting
in depreciation expense in future periods. period.
(c) Impairment of investments in subsidiaries (f) Provisions and contingent liabilities
The Company reviews its carrying value of investments carried at cost The Company estimates the provisions that have present obligations as
(net of impairment, if any) annually, or more frequently when there a result of past events and it is probable that outflow of resources will be
required to settle the obligations. These provisions are reviewed at the lease if the Company is reasonably certain to exercise that option; and
end of each reporting period and are adjusted to reflect the current best periods covered by an option to terminate the lease if the Company is
estimates. reasonably certain not to exercise that option. In assessing whether the
Company is reasonably certain to exercise an option to extend a lease,
The Company uses significant judgements to disclose contingent or not to exercise an option to terminate a lease, it considers all relevant
liabilities. Contingent liabilities are disclosed when there is a possible facts and circumstances that create an economic incentive for the
obligation arising from past events, the existence of which will be Company to exercise the option to extend the lease, or not to exercise
confirmed only by the occurrence or non-occurrence of one or more the option to terminate the lease. The Company revises the lease term if
uncertain future events not wholly within the control of the Company there is a change in the non-cancellable period of a lease.
or a present obligation that arises from past events where it is either
not probable that an outflow of resources will be required to settle The discount rate is generally based on the incremental borrowing rate
the obligation or a reliable estimate of the amount cannot be made. specific to the lease being evaluated or for a portfolio of leases with
Contingent assets are neither recognised nor disclosed in the standalone similar characteristics.
financial statements.
(i) Impact of COVID-19 (pandemic)
(g) Employee benefits
The Company has taken into account all the possible impacts of
The accounting of employee benefit plans in the nature of defined benefit COVID-19 in preparation of these standalone financial statements,
requires the Company to use assumptions. These assumptions have been including but not limited to its assessment of, liquidity and going concern
explained under employee benefits note. assumption, recoverable values of its financial and non-financial assets,
impact on revenue recognition owing to changes in cost budgets of
(h) Leases fixed price contracts, impact on leases and impact on effectiveness of its
hedges. The Company has carried out this assessment based on available
The Company evaluates if an arrangement qualifies to be a lease as internal and external sources of information upto the date of approval
per the requirements of Ind AS 116. Identification of a lease requires of these standalone financial statements and believes that the impact of
significant judgement. The Company uses significant judgement in COVID-19 is not material to these financial statements and expects to
assessing the lease term (including anticipated renewals) and the recover the carrying amount of its assets. The impact of COVID-19 on
applicable discount rate. the standalone financial statements may differ from that estimated as at
the date of approval of these standalone financial statements owing to
The Company determines the lease term as the non-cancellable period
the nature and duration of COVID-19.
of a lease, together with both periods covered by an option to extend the
5) Recent pronouncements Statement of profit and loss:
On March 24, 2021, the Ministry of Corporate Affairs (“MCA”) through • Additional disclosures relating to Corporate Social Responsibility (CSR),
a notification, amended Schedule III of the Companies Act, 2013. The undisclosed income and crypto or virtual currency specified under the
amendments revise Division I, II and III of Schedule III and are applicable head ‘additional information’ in the notes forming part of the standalone
from April 1, 2021. Key amendments relating to Division II which relate to financial statements.
companies whose financial statements are required to comply with Companies The amendments are extensive and the Company will evaluate the same to
(Indian Accounting Standards) Rules 2015 are: give effect to them as required by law.
Balance Sheet: 6) Financial assets, financial liabilities and equity instruments
• Lease liabilities should be separately disclosed under the head ‘financial Financial assets and liabilities are recognised when the Company becomes
liabilities’, duly distinguished as current or non-current. a party to the contractual provisions of the instrument. Financial assets and
• Certain additional disclosures in the statement of changes in equity such liabilities are initially measured at fair value. Transaction costs that are directly
as changes in equity share capital due to prior period errors and restated attributable to the acquisition or issue of financial assets and financial liabilities
balances at the beginning of the current reporting period. (other than financial assets and financial liabilities at fair value through profit
or loss) are added to or deducted from the fair value measured on initial
• Specified format for disclosure of shareholding of promoters. recognition of financial asset or financial liability.
• Specified format for ageing schedule of trade receivables, trade payables, The Company derecognises a financial asset only when the contractual rights
capital work-in-progress and intangible asset under development. to the cash flows from the asset expire, or when it transfers the financial asset
and substantially all the risks and rewards of ownership of the asset to another
• If a company has not used funds for the specific purpose for which it was
entity. The Company derecognises financial liabilities when, and only when, the
borrowed from banks and financial institutions, then disclosure of details
Company’s obligations are discharged, cancelled or have expired.
of where it has been used.
Cash and cash equivalents
• Specific disclosure under ‘additional regulatory requirement’ such as
compliance with approved schemes of arrangements, compliance with The Company considers all highly liquid financial instruments, which are readily
number of layers of companies, title deeds of immovable property not convertible into known amounts of cash that are subject to an insignificant risk
held in name of company, loans and advances to promoters, directors, of change in value and having original maturities of three months or less from
key managerial personnel (KMP) and related parties, details of benami the date of purchase, to be cash equivalents. Cash and cash equivalents consist
property held etc. of balances with banks which are unrestricted for withdrawal and usage.
Financial assets at amortised cost Financial liabilities
Financial assets are subsequently measured at amortised cost if these financial Financial liabilities are measured at amortised cost using the effective interest
assets are held within a business whose objective is to hold these assets to method.
collect contractual cash flows and the contractual terms of the financial assets
give rise on specified dates to cash flows that are solely payments of principal Equity instruments
and interest on the principal amount outstanding.
An equity instrument is a contract that evidences residual interest in the assets
Financial assets at fair value through other comprehensive income of the company after deducting all of its liabilities. Equity instruments issued
by the Company are recognised at the proceeds received net of direct issue
Financial assets are measured at fair value through other comprehensive cost.
income if these financial assets are held within a business whose objective is
achieved by both collecting contractual cash flows on specified dates that are Derivative accounting
solely payments of principal and interest on the principal amount outstanding
and selling financial assets. • Instruments in hedging relationship
The Company has made an irrevocable election to present subsequent The Company designates certain foreign exchange forward, currency
changes in the fair value of equity investments not held for trading in other options and futures contracts as hedge instruments in respect of foreign
comprehensive income. exchange risks. These hedges are accounted for as cash flow hedges.
Financial assets at fair value through profit or loss The Company uses hedging instruments that are governed by the policies
of the Company which are approved by the Board of Directors. The
Financial assets are measured at fair value through profit or loss unless they policies provide written principles on the use of such financial derivatives
are measured at amortised cost or at fair value through other comprehensive consistent with the risk management strategy of the Company.
income on initial recognition. The transaction costs directly attributable to the
acquisition of financial assets and liabilities at fair value through profit or loss The hedge instruments are designated and documented as hedges at the
are immediately recognised in statement of profit and loss. inception of the contract. The Company determines the existence of an
economic relationship between the hedging instrument and hedged item
Investment in subsidiaries based on the currency, amount and timing of their respective cash flows.
The effectiveness of hedge instruments to reduce the risk associated
Investment in subsidiaries are measured at cost less impairment loss, if any. with the exposure being hedged is assessed and measured at inception

and on an ongoing basis. If the hedged future cash flows are no longer Impairment of financial assets (other than at fair value)
expected to occur, then the amounts that have been accumulated in
other equity are immediately reclassified in net foreign exchange gains in The Company assesses at each date of balance sheet whether a financial asset
the statement of profit and loss. or a group of financial assets is impaired.
The effective portion of change in the fair value of the designated Ind AS 109 requires expected credit losses to be measured through a loss
hedging instrument is recognised in the other comprehensive income and allowance. The Company recognises lifetime expected losses for all contract
accumulated under the heading cash flow hedging reserve. assets and / or all trade receivables that do not constitute a financing
transaction. In determining the allowances for doubtful trade receivables, the
The Company separates the intrinsic value and time value of an option Company has used a practical expedient by computing the expected credit
and designates as hedging instruments only the change in intrinsic value loss allowance for trade receivables based on a provision matrix. The provision
of the option. The change in fair value of the time value and intrinsic matrix takes into account historical credit loss experience and is adjusted for
value of an option is recognised in the statement of other comprehensive forward looking information. The expected credit loss allowance is based on
income and accounted as a separate component of equity. Such amounts the ageing of the receivables that are due and allowance rates used in the
are reclassified into the statement of profit and loss when the related provision matrix. For all other financial assets, expected credit losses are
hedged items affect profit and loss. measured at an amount equal to the 12-months expected credit losses or at
an amount equal to the life time expected credit losses if the credit risk on the
Hedge accounting is discontinued when the hedging instrument expires
financial asset has increased significantly since initial recognition.
or is sold, terminated or no longer qualifies for hedge accounting. Any
gain or loss recognised in other comprehensive income and accumulated
in equity till that time remains and is recognised in statement of profit and
loss when the forecasted transaction ultimately affects the profit and loss.
Any gain or loss is recognised immediately in statement of profit and loss
when the hedge becomes ineffective.
• Instruments not in hedging relationship
The Company enters into contracts that are effective as hedges from an
economic perspective, but they do not qualify for hedge accounting. The
change in the fair value of such instrument is recognised in statement of
profit and loss.

(a) Investments Aggregate value of quoted and unquoted investments is as follows:
Investments consist of the following: (` crore)
Investments – Non-current As at As at
As at As at Aggregate value of quoted investments 28,324 25,686
March 31, 2021 March 31, 2020 Aggregate value of unquoted investments (net 2,405 2,189
Investment in subsidiaries of impairment)
Fully paid equity shares (unquoted) 2,405 2,189
Aggregate market value of quoted investments 28,324 25,686
Investments designated at fair value through
OCI Aggregate value of impairment of investments 19 19
Fully paid equity shares (unquoted)
Market value of quoted investments carried at amortised cost is as follows:
Taj Air Limited 19 19
Less: Impairment in value of investments (19) (19) (` crore)
2,405 2,189
As at As at
Investments – Current March 31, 2021 March 31, 2020
(` crore) Commercial Paper 136 -

As at As at
March 31, 2021 March 31, 2020 Carrying value of investment in equity instruments is as follows:
Investments carried at fair value through (` crore)
profit or loss In Numbers Currency Face value Investment in As at As at
Mutual fund units (quoted) 4,068 1,264 per share subsidiaries March 31, 2021 March 31, 2020
Investments carried at fair value through OCI Fully paid equity shares
Government bonds and securities (quoted) 23,670 24,290 (unquoted)
Corporate bonds (quoted) 450 132 212,27,83,424 UYU 1 TCS Iberoamerica SA 461 461
Investments carried at amortised cost
15,75,300 INR 10 APTOnline Limited - -
Commercial papers (quoted) 136 -
1,300 EUR - Tata Consultancy 1 1
28,324 25,686
Services Belgium
Government bonds and securities includes bonds pledged with bank for credit facility 66,000 EUR 1,000 Tata Consultancy 403 403
amounting to `1,650 crore and NIL as at March 31, 2021 and 2020, respectively. Services Netherlands BV

(` crore) (` crore)
In Numbers Currency Face value Investment in As at As at In Numbers Currency Face value Investment in As at As at
per share subsidiaries March 31, 2021 March 31, 2020 per share subsidiaries March 31, 2021 March 31, 2020
1,000 SEK 100 Tata Consultancy 19 19 16,00,01,000 USD 0.01 CMC Americas, Inc.1 - 8
Services Sverige AB 10,00,000 INR 100 TCS e-Serve 10 10
1 EUR - Tata Consultancy 2 2 International Limited
Services Deutschland 1,00,500 GBP 0.00001 W12 Studios Limited 66 66
GmbH
2,50,00,000 EUR 1 Tata Consultancy 224 -
20,000 USD 10 Tata America 453 453 Services Ireland Limited2
International
10,00,000 INR 10 TCS Foundation - -
Corporation
2,405 2,189
75,82,820 SGD 1 Tata Consultancy 19 19
Services Asia Pacific
Pte Ltd. (` crore)
3,72,58,815 AUD 1 TCS FNS Pty Limited 212 212 In Numbers Currency Face value Equity instruments As at As at
per share designated at fair value March 31, 2021 March 31, 2020
10,00,001 GBP 1 Diligenta Limited 429 429
through OCI
1,000 USD - Tata Consultancy - - Fully paid equity shares
Services Canada Inc.* (unquoted)
100 CAD 70,653.61 Tata Consultancy 31 31 1,90,00,000 INR 10 Taj Air Limited 19 19
Services Canada Inc. Less : Impairment in (19) (19)
51,00,000 INR 10 C-Edge Technologies 5 5 value of investments
Limited - -
8,90,000 INR 10 MP Online Limited 1 1
1,40,00,000 ZAR 1 Tata Consultancy 66 66 *Represents value less than `0.50 crore.
Services (Africa) (PTY) Notes:
Ltd.
1. CMC Americas, Inc., a wholly owned subsidiary of the Company incorporated in
18,89,005 INR 10 MahaOnline Limited 2 2
USA, was liquidated w.e.f. December 16, 2020.
- QAR - Tata Consultancy 2 2
Services Qatar S.S.C. 2. The Company incorporated a wholly owned subsidiary, Tata Consultancy Services
Ireland Limited in Ireland on December 2, 2020.
The movement in fair value of investments carried / designated at fair value through Trade receivables – Current
OCI is as follows:
(` crore)
(` crore)
As at As at
Balance at the beginning of the year 882 258 Trade receivables 25,361 28,822
Net gain / (loss) arising on revaluation of 51 972 Less: Allowance for doubtful trade receivables (183) (227)
investments other than equities carried at fair
value through other comprehensive income Considered good 25,178 28,595
Deferred tax relating to net gain / (loss) arising (17) (340) Trade receivables 211 194
on revaluation of investments other than Less: Allowance for doubtful trade receivables (167) (129)
equities carried at fair value through other
Credit impaired 44 65
Net cumulative (gain) / loss reclassified - (14) 25,222 28,660
to statement of profit and loss on sale of
Above balances of trade receivables include balances with related parties
investments other than equities carried at fair
value through other comprehensive income (Refer note 21).
Deferred tax relating to net cumulative - 6
(gain) / loss reclassified to statement of profit (c) Cash and cash equivalents
and loss on sale of investments other than Cash and cash equivalents consist of the following:
equities carried at fair value through other
(` crore)
Balance at the end of the year 916 882 As at As at
March 31, 2021 March 31, 2020
(b) Trade receivables Balances with banks
Trade receivables (unsecured) consist of the following: In current accounts 1,032 3,848
Trade receivables – Non-current In deposit accounts 77 4
(` crore) Cheques on hand* - -
As at As at Cash on hand* - -
March 31, 2021 March 31, 2020
Remittances in transit 3 -
Trade receivables 787 656
Less: Allowance for doubtful trade receivables (732) (582) 1,112 3,852
(d) Other balances with banks (` crore)
Other balances with banks consist of the following: As at As at
As at As at Credit impaired
March 31, 2021 March 31, 2020 Loans and advances to employees 15 14
Earmarked balances with banks 182 185 Less: Allowance on loans and advances to (15) (14)
employees
Short-term bank deposits 1,848 787
10,486 7,270
2,030 972
Earmarked balances with banks primarily relate to margin money for purchase of Inter-corporate deposits placed with financial institutions yield fixed interest rate.
investments, margin money for derivative contracts and unclaimed dividends.
(f) Other financial assets
(e) Loans Other financial assets consist of the following:
Loans (unsecured) consist of the following: Other financial assets – Non-current
Loans – Non-current (` crore)
As at As at
(` crore)
March 31, 2021 March 31, 2020
As at As at Security deposits 632 617
March 31, 2021 March 31, 2020 Others 13 7
Loans and advances to employees 2 2
2 2 Other financial assets – Current
(` crore)
Loans – Current As at As at
March 31, 2021 March 31, 2020
(` crore)
Security deposits 143 148
As at As at
Fair value of foreign exchange derivative assets 495 425
March 31, 2021 March 31, 2020
Interest receivable 566 691
Considered good
Others 159 184
Inter-corporate deposits 10,291 7,044
1,363 1,448
Loans and advances to employees 195 226

(g) Dues of small enterprises and micro enterprises Other financial liabilities – Current
(` crore) (` crore)
As at March 31, 2021 As at March 31, 2020 As at As at
Principal Interest Principal Interest March 31, 2021 March 31, 2020
Amount due to vendor - - - - Accrued payroll 3,029 2,745
Amount paid beyond the appointed 39 - 140 2 Unclaimed dividends 50 53
date during the year Fair value of foreign exchange derivative liabilities 92 693
Capital creditors 347 383
Interest due and payable for the year - - - -
Liabilities towards customer contracts 860 759
Interest accrued and remaining - - - -
Others 95 61
unpaid (includes interest disallowable
4,473 4,694
of NIL (March 31, 2020: NIL))
Dues to small enterprises and micro enterprises have been determined to the extent (i) Financial instruments by category
such parties have been identified on the basis of information collected by the Company. The carrying value of financial instruments by categories as at March 31, 2021 is as
follows:
(h) Other financial liabilities (` crore)
Fair value Fair value Derivative Derivative Amortised Total
Other financial liabilities consist of the following: through through other instruments instruments cost carrying
Other financial liabilities – Non-current profit or comprehensive in hedging not in hedging value
(` crore) loss income relationship relationship
Financial assets
As at As at Cash and cash equivalents - - - - 1,112 1,112
March 31, 2021 March 31, 2020 Bank deposits - - - - 1,848 1,848
Capital creditors - 3 Earmarked balances with banks - - - - 182 182
Others 228 234 Investments (other than in subsidiary) 4,068 24,120 - - 136 28,324
228 237
Loans - - - - 10,488 10,488
Others include advance taxes paid of `226 crore and `226 crore as at March 31, 4,068 24,120 163 332 46,215 74,898
2021 and 2020, respectively, by the seller of TCS e-Serve Limited (merged with the Financial liabilities
Company) which, on refund by tax authorities is payable to the seller. Trade payables - - - - 7,962 7,962
- - 2 90 18,483 18,575
Loans include inter-corporate deposits of `10,291 crore, with original maturity period within 9 months.

The carrying value of financial instruments by categories as at March 31, 2020 is as (j) Fair value hierarchy
follows:
(` crore)
The fair value hierarchy is based on inputs to valuation techniques that are
Fair value Fair value Derivative Derivative Amortised Total used to measure fair value that are either observable or unobservable and
through through other instruments instruments cost carrying consists of the following three levels:
profit or comprehensive in hedging not in hedging value
loss income relationship relationship • Level 1 — Inputs are quoted prices (unadjusted) in active markets for
Financial assets identical assets or liabilities.
Cash and cash equivalents - - - - 3,852 3,852
• Level 2 — Inputs are other than quoted prices included within Level 1
Bank deposits - - - - 787 787
Earmarked balances with banks - - - - 185 185
that are observable for the asset or liability, either directly (i.e. as prices)
Investments (other than in subsidiary) 1,264 24,422 - - - 25,686 or indirectly (i.e. derived from prices).
Trade receivables - - - - 28,734 28,734 • Level 3 — Inputs are not based on observable market data (unobservable
inputs). Fair values are determined in whole or in part using a valuation
Loans - - - - 7,272 7,272
model based on assumptions that are neither supported by prices from
1,264 24,422 146 279 47,564 73,675
observable current market transactions in the same instrument nor are
Financial liabilities they based on available market data.
Trade payables - - - - 8,734 8,734 The cost of unquoted investments included in Level 3 of fair value hierarchy
approximate their fair value because there is a wide range of possible fair value
- - 34 659 19,082 19,775
measurements and the cost represents estimate of fair value within that range.
within 12 months.
Carrying amounts of cash and cash equivalents, trade receivables, unbilled receivables,
loans and trade payables as at March 31, 2021 and 2020 approximate the fair value.
Difference between carrying amounts and fair values of bank deposits, earmarked
balances with banks, other financial assets and other financial liabilities subsequently
measured at amortised cost is not significant in each of the periods presented. Fair value
measurement of lease liabilities is not required. Fair value of investments carried at
amortised cost is `136 crore and NIL as at March 31, 2021 and 2020, respectively.

The following table summarises financial assets and liabilities measured at fair (` crore)
value on a recurring basis and financial assets that are not measured at fair As at March 31, 2020 Level 1 Level 2 Level 3 Total
value on a recurring basis (but fair value disclosure are required):
Financial assets
(` crore)
Mutual fund units 1,264 - - 1,264
Equity shares - - - -
Financial assets
Mutual fund units 4,068 - - 4,068 Government bonds and securities 24,290 - - 24,290
Equity shares - - - - Corporate bonds 132 - - 132
Government bonds and securities 23,670 - - 23,670 Fair value of foreign exchange derivative - 425 - 425
Corporate bonds 450 - - 450 assets
Commercial papers 136 - - 136 25,686 425 - 26,111
Fair value of foreign exchange derivative - 495 - 495 Financial liabilities
assets Fair value of foreign exchange derivative - 693 - 693
28,324 495 - 28,819 liabilities
Financial liabilities - 693 - 693
liabilities
- 92 - 92 (k) Derivative financial instruments and hedging activity
The Company’s revenue is denominated in various foreign currencies. Given

the nature of the business, a large portion of the costs are denominated in
Indian Rupee. This exposes the Company to currency fluctuations.
The Board of Directors have constituted a Risk Management Committee

(RMC) to frame, implement and monitor the risk management plan of the
Company which inter-alia covers risks arising out of exposure to foreign
currency fluctuations. Under the guidance and framework provided by the
RMC, the Company uses various derivative instruments such as foreign
exchange forward, currency options and futures contracts in which the
counter party is generally a bank.

The following are outstanding currency options contracts, which have been The movement in cash flow hedging reserve for derivatives designated as cash
designated as cash flow hedges: flow hedges is as follows:
(` crore)
Foreign currency As at March 31, 2021 As at March 31, 2020 Year ended Year ended
No. of Notional Fair value No. of Notional Fair value March 31, 2021 March 31, 2020
contracts amount of (` crore) contracts amount of (` crore) Intrinsic value Time value Intrinsic value Time value
contracts contracts Balance at the beginning of the year 45 (68) 134 (30)
(In million) (In million) (Gain) / loss transferred to profit and (341) 530 (449) 513
US Dollar 63 1,615 51 55 1,420 20 loss on occurrence of forecasted hedge
transactions
Great Britain Pound 64 330 14 71 384 59
Deferred tax on (gain) / loss transferred to 73 (125) 54 (38)
Euro 60 346 78 38 363 (31) profit and loss on occurrence of forecasted
Australian Dollar 38 206 16 26 192 48 hedge transactions
Change in the fair value of effective portion 355 (477) 355 (565)
Canadian Dollar 23 114 2 19 104 16
of cash flow hedges
Deferred tax on fair value of effective (76) 113 (49) 52
portion of cash flow hedges
Balance at the end of the year 56 (27) 45 (68)
The Company has entered into derivative instruments not in hedging

relationship by way of foreign exchange forward, currency options and
futures contracts. As at March 31, 2021 and 2020, the notional amount
of outstanding contracts aggregated to `37,615 crore and `40,109 crore,
respectively, and the respective fair value of these contracts have a net gain of
`242 crore and net loss of `380 crore.
Exchange gain of `490 crore and loss of `451 crore on foreign exchange
forward, currency options and futures contracts that do not qualify for hedge
accounting have been recognised in the standalone statement of profit and
loss for the years ended March 31, 2021 and 2020, respectively.

Net foreign exchange gains include loss of `189 crore and `64 crore Market risk
transferred from cash flow hedging reserve for the years ended March 31,
Market risk is the risk that the fair value or future cash flows of a financial
2021 and 2020, respectively.
instrument will fluctuate because of changes in market prices. Such changes
Net gain on derivative instruments of `30 crore recognised in cash flow in the values of financial instruments may result from changes in the foreign
hedging reserve as at March 31, 2021, is expected to be transferred to currency exchange rates, interest rates, credit, liquidity and other market
the statement of profit and loss by March 31, 2022. The maximum period changes. The Company’s exposure to market risk is primarily on account of
over which the exposure to cash flow variability has been hedged is through foreign currency exchange rate risk.
calendar year 2021. • Foreign currency exchange rate risk
Following table summarises approximate gain / (loss) on the Company’s other The fluctuation in foreign currency exchange rates may have potential
comprehensive income on account of appreciation / depreciation of the impact on the statement of profit and loss and other comprehensive
underlying foreign currencies: income and equity, where any transaction references more than one
(` crore) currency or where assets / liabilities are denominated in a currency other
As at As at than the functional currency of the Company.
March 31, 2021 March 31, 2020
Considering the countries and economic environment in which the
10% Appreciation of the underlying foreign (306) (407) Company operates, its operations are subject to risks arising from
currencies fluctuations in exchange rates in those countries.
10% Depreciation of the underlying foreign 1,906 1,261
currencies The Company, as per its risk management policy, uses derivative
instruments primarily to hedge foreign exchange. Further, any movement
(l) Financial risk management in the functional currency of the various operations of the Company
against major foreign currencies may impact the Company’s revenue in
The Company is exposed primarily to fluctuations in foreign currency international business.
exchange rates, credit, liquidity and interest rate risks, which may adversely
impact the fair value of its financial instruments. The Company has a risk The Company evaluates the impact of foreign exchange rate fluctuations
management policy which covers risks associated with the financial assets and by assessing its exposure to exchange rate risks. It hedges a part of
liabilities. The risk management policy is approved by the Board of Directors. these risks by using derivative financial instruments in line with its risk
management policies.
The focus of the risk management committee is to assess the unpredictability
of the financial environment and to mitigate potential adverse effects on the The foreign exchange rate sensitivity is calculated by aggregation of the
financial performance of the Company. net foreign exchange rate exposure and a simultaneous parallel foreign
exchange rates shift of all the currencies by 10% against the functional • Interest rate risk
currency of the Company. The Company’s investments are primarily in fixed rate interest bearing
The following analysis has been worked out based on the net exposures investments. Hence, the Company is not significantly exposed to interest
of the Company as of the date of balance sheet which could affect the rate risk.
statements of profit and loss and other comprehensive income and Credit risk
equity. Further the exposure as indicated below is mitigated by some of
Credit risk is the risk of financial loss arising from counterparty failure to repay
the derivative contracts entered into by the Company as disclosed in
or service debt according to the contractual terms or obligations. Credit risk
note 6(k).
encompasses of both, the direct risk of default and the risk of deterioration
The following table sets forth information relating to unhedged foreign of creditworthiness as well as concentration of risks. Credit risk is controlled
currency exposure as at March 31, 2021: by analysing credit limits and creditworthiness of customers on a continuous
(` crore)
basis to whom the credit has been granted after obtaining necessary approvals
for credit.
USD EUR GBP Others
Net financial assets 3,981 (9) 264 1,390 Financial instruments that are subject to concentrations of credit risk
Net financial liabilities (3,053) (564) (608) (774) principally consist of trade receivables, unbilled receivables, loans, investments,
10% appreciation / depreciation of the functional currency of the derivative financial instruments, cash and cash equivalents, bank deposits and
other financial assets. Inter-corporate deposits of `10,291 crore are with
Company with respect to various foreign currencies would result in
a financial institution having a high credit-rating assigned by credit-rating
increase / decrease in the Company’s profit before taxes by approximately agencies. Bank deposits include an amount of `1,848 crore held with one
`63 crore for the year ended March 31, 2021. Indian bank having high credit rating which is individually in excess of 10% or
The following table sets forth information relating to unhedged foreign more of the Company’s total bank deposits as at March 31, 2021. None of the
other financial instruments of the Company result in material concentration of
currency exposure as at March 31, 2020:
credit risk.
(` crore)
USD EUR GBP Others • Exposure to credit risk
Net financial assets 4,002 274 329 1,595
The carrying amount of financial assets and contract assets represents
Net financial liabilities (7,097) (596) (475) (678)
the maximum credit exposure. The maximum exposure to credit risk
10% appreciation / depreciation of the functional currency of the was `77,949 crore and `77,161 crore as at March 31, 2021 and 2020,
Company with respect to various foreign currencies would result in respectively, being the total of the carrying amount of balances with
increase / decrease in the Company’s profit before taxes by approximately banks, bank deposits, investments excluding equity and preference
`265 crore for the year ended March 31, 2020. investments, trade receivables, unbilled receivables, loans, contract assets
and other financial assets.
The Company’s exposure to customers is diversified and no single Liquidity risk
customer contributes to more than 10% of outstanding trade receivable, Liquidity risk refers to the risk that the Company cannot meet its financial
unbilled receivables and contract assets as at March 31, 2021 and
obligations. The objective of liquidity risk management is to maintain
March 31, 2020.
sufficient liquidity and ensure that funds are available for use as per
• Geographic concentration of credit risk requirements. The Company consistently generated sufficient cash flows
from operations to meet its financial obligations including lease liabilities
as and when they fall due.
allowances), unbilled receivables and contract assets is as follows:
As at March 31, 2021 As at March 31, 2020 The tables below provide details regarding the contractual maturities of
significant financial liabilities as at:
Gross% Net% Gross% Net%
(` crore)
United States of America 48.67 49.97 47.95 48.96
March 31, 2021 Due in Due in Due in 3rd Due after Total
India 15.32 13.27 14.45 12.80 1st year 2nd year to 5th year 5th year
United Kingdom 17.05 17.42 15.03 15.26 Non-derivative financial liabilities
Trade payables 7,962 - - - 7,962
Lease liabilities 1,239 1,157 2,590 3,098 8,084
allowances), unbilled receivables and contract assets is allocated based on
Other financial liabilities 4,381 - 228 - 4,609
the location of the customers.
13,582 1,157 2,818 3,098 20,655
The allowance for lifetime expected credit loss on trade receivables for Derivative financial liabilities 92 - - - 92
the years ended March 31, 2021 and 2020 was `176 crore and 13,674 1,157 2,818 3,098 20,747
`125 crore, respectively. The reconciliation of allowance for doubtful
trade receivables is as follows: (` crore)
March 31, 2020 Due in Due in Due in 3rd Due after Total
(` crore)
1st year 2nd year to 5th year 5th year
As at As at Non-derivative financial liabilities
March 31, 2021 March 31, 2020
Trade payables 8,734 - - - 8,734
Balance at the beginning of the year 938 837 Lease liabilities 1,261 1,099 2,638 3,507 8,505
Change during the year 176 125 Other financial liabilities 4,001 10 227 - 4,238
Bad debts written off (30) (40) 13,996 1,109 2,865 3,507 21,477
Translation exchange difference (2) 16 Derivative financial liabilities 693 - - - 693
Balance at the end of the year 1 082 938 14,689 1,109 2,865 3,507 22,170

(m) Equity instruments an aggregate amount not exceeding `16,000 crore, being 1.42% of the total
paid up equity share capital at `3,000 per equity share. The shareholders
The authorised, issued, subscribed and fully paid-up share capital consist of approved the same on November 18, 2020, by way of a special resolution
the following: through postal ballot. A Letter of Offer was made to all eligible shareholders.
(` crore) The Company bought back 5,33,33,333 equity shares out of the shares that
As at As at were tendered by eligible shareholders and extinguished the equity shares
March 31, 2021 March 31, 2020 on January 6, 2021. Capital redemption reserve was created to the extent of
Authorised share capital extinguished (`5 crore). The excess cost of buy-back of
460,05,00,000 equity shares of `1 each 460 460 `16,031 crore (including `31 crore towards transaction cost of buy-back)
(March 31, 2020: 460,05,00,000 equity shares over par value of shares and corresponding tax on buy-back of `3,726 crore
of `1 each) were offset from retained earnings.
105,02,50,000 preference shares of `1 each 105 105
(March 31, 2020: 105,02,50,000 preference I. Reconciliation of number of shares
shares of `1 each)
565 565
Number of Amount Number of Amount
Issued, Subscribed and Fully paid up
shares (` crore) shares (` crore)
369,90,51,373 equity shares of `1 each 370 375
Equity shares
(March 31, 2020: 375,23,84,706 equity shares Opening balance 375,23,84,706 375 375,23,84,706 375
of `1 each)
Shares extinguished on (5,33,33,333) (5) - -
370 375 buy-back
Closing balance 369,90,51,373 370 375,23,84,706 375
The Company’s objective for capital management is to maximise shareholder
value, safeguard business continuity and support the growth of the Company. II. Rights, preferences and restrictions attached to shares
The Company determines the capital requirement based on annual operating
plans and long-term and other strategic investment plans. The funding The Company has one class of equity shares having a par value of `1
requirements are met through equity and operating cash flows generated. each. Each shareholder is eligible for one vote per share held and carry
The Company is not subject to any externally imposed capital requirements. a right to dividend. The dividend proposed by the Board of Directors
is subject to the approval of the shareholders in the ensuing Annual
The Board of Directors at its meeting held on October 7, 2020, approved a General Meeting, except in case of interim dividend.
proposal to buy-back upto 5,33,33,333 equity shares of the Company for

In the event of liquidation, the equity shareholders are eligible to receive IV. Details of shares held by shareholders holding more than 5% of the
the remaining assets of the Company after distribution of all preferential aggregate shares in the Company
amounts, in proportion to their shareholding. As at As at
March 31, 2021 March 31, 2020
III. Shares held by Holding company, its Subsidiaries and Associates
Equity shares
(` crore)
Tata Sons Private Limited, the Holding 266,91,25,829 270,24,50,947
As at As at company
March 31, 2021 March 31, 2020
% of shareholding 72.16% 72.02%
Equity shares
Holding company V. Equity shares movement during the 5 years preceding March 31, 2021
266,91,25,829 equity shares (March 31, 2020: 267 270
• Equity shares issued as bonus
270,24,50,947 equity shares) are held by Tata
Sons Private Limited The Company allotted 191,42,87,591 equity shares as fully paid up
Subsidiaries and Associates of Holding company bonus shares by capitalisation of profits transferred from retained
7,220 equity shares (March 31, 2020: 7,220 - - earnings amounting to `86 crore and capital redemption reserve
equity shares) are held by Tata Industries Limited* amounting to `106 crore in three month period ended June 30,
10,23,685 equity shares (March 31, 2020: - -
2018, pursuant to an ordinary resolution passed after taking the
10,36,269 equity shares) are held by Tata
consent of shareholders through postal ballot.
Investment Corporation Limited* • Equity shares extinguished on buy-back
46,798 equity shares (March 31, 2020: 46,798 - -
equity shares) are held by Tata Steel Limited* The Company bought back 5,33,33,333 equity shares for an
766 equity shares (March 31, 2020: 766 equity - - aggregate amount of `16,000 crore being 1.42% of the total paid
shares) are held by The Tata Power Company up equity share capital at `3,000 per equity share. The equity shares
Limited* bought back were extinguished on January 6, 2021.
267 270 The Company bought back 7,61,90,476 equity shares for an
aggregate amount of `16,000 crore being 1.99% of the total paid
*Equity shares having value less than `0.50 crore.
up equity share capital at `2,100 per equity share. The equity shares
bought back were extinguished on September 26, 2018.

The Company bought back 5,61,40,350 equity shares for an any indication that their carrying amounts may not be recoverable. Impairment
aggregate amount of `16,000 crore being 2.85% of the total paid loss, if any, is recognised in the statement of profit and loss.
up equity share capital at `2,850 per equity share. The equity shares
The Company measures the lease liability at the present value of the lease
bought back were extinguished on June 7, 2017.
payments that are not paid at the commencement date of the lease. The lease
7) Leases payments are discounted using the interest rate implicit in the lease, if that
rate can be readily determined. If that rate cannot be readily determined, the
A contract is, or contains, a lease if the contract conveys the right to
Company uses incremental borrowing rate. For leases with reasonably similar
control the use of an identified asset for a period of time in exchange for
characteristics, the Company, on a lease by lease basis, may adopt either the
consideration.
incremental borrowing rate specific to the lease or the incremental borrowing
Company as a lessee rate for the portfolio as a whole. The lease payments shall include fixed
The Company accounts for each lease component within the contract as a payments, variable lease payments, residual value guarantees, exercise price
lease separately from non-lease components of the contract and allocates of a purchase option where the Company is reasonably certain to exercise
the consideration in the contract to each lease component on the basis of that option and payments of penalties for terminating the lease, if the lease
the relative standalone price of the lease component and the aggregate term reflects the lessee exercising an option to terminate the lease. The lease
standalone price of the non-lease components. liability is subsequently remeasured by increasing the carrying amount to
reflect interest on the lease liability, reducing the carrying amount to reflect
The Company recognises right-of-use asset representing its right to use the the lease payments made and remeasuring the carrying amount to reflect any
underlying asset for the lease term at the lease commencement date. The reassessment or lease modifications or to reflect revised in-substance fixed
cost of the right-of-use asset measured at inception shall comprise of the lease payments. The company recognises the amount of the re-measurement
amount of the initial measurement of the lease liability adjusted for any lease of lease liability due to modification as an adjustment to the right-of-use asset
payments made at or before the commencement date less any lease incentives and statement of profit and loss depending upon the nature of modification.
received, plus any initial direct costs incurred and an estimate of costs to be Where the carrying amount of the right-of-use asset is reduced to zero
incurred by the lessee in dismantling and removing the underlying asset or and there is a further reduction in the measurement of the lease liability,
restoring the underlying asset or site on which it is located. The right-of-use the Company recognises any remaining amount of the re-measurement in
assets is subsequently measured at cost less any accumulated depreciation, statement of profit and loss.
accumulated impairment losses, if any and adjusted for any remeasurement
of the lease liability. The right-of-use assets is depreciated using the straight- The Company has elected not to apply the requirements of Ind AS 116 Leases
line method from the commencement date over the shorter of lease term to short-term leases of all assets that have a lease term of 12 months or less
or useful life of right-of-use asset. The estimated useful lives of right-of- and leases for which the underlying asset is of low value. The lease payments
use assets are determined on the same basis as those of property, plant and associated with these leases are recognised as an expense on a straight-line
equipment. Right-of-use assets are tested for impairment whenever there is basis over the lease term.
Company as a lessor (` crore)
At the inception of the lease the Company classifies each of its leases as Additions Net carrying
either an operating lease or a finance lease. The Company recognises lease for the year ended amount as at
payments received under operating leases as income on a straight-line basis March 31, 2020 March 31, 2020
over the lease term. In case of a finance lease, finance income is recognised Leasehold land 474 690
over the lease term based on a pattern reflecting a constant periodic rate
of return on the lessor’s net investment in the lease. When the Company is Buildings 1,689 5,336
an intermediate lessor it accounts for its interests in the head lease and the Leasehold improvement - 20
sub-lease separately. It assesses the lease classification of a sub-lease with Computer equipment - -
reference to the right-of-use asset arising from the head lease, not with
reference to the underlying asset. If a head lease is a short term lease to which Vehicles - 2
the Company applies the exemption described above, then it classifies the 2,163 6,048
sub-lease as an operating lease.
If an arrangement contains lease and non-lease components, the Company Depreciation on right-of-use assets is as follows:
applies Ind AS 115 Revenue from contracts with customers to allocate the
(` crore)
consideration in the contract.
The details of the right-of-use assets held by the Company is as follows: March 31, 2021 March 31, 2020
(` crore) Leasehold land 8 4
Additions Net carrying Buildings 995 837
for the year ended amount as at
March 31, 2021 March 31, 2021 Leasehold improvement 3 5
Leasehold land - 682 Computer equipment 3 -
Buildings 840 5,083 Software licences 1 -
Leasehold improvement 6 6 Vehicles 1 1
Computer equipment 81 79 1,011 847
Software licences 26 25
Vehicles 1 1 Interest on lease liabilities is `450 crore and `416 crore for the years ended March 31,
954 5,876 2021 and 2020, respectively.

The Company incurred `189 crore and `190 crore for the years ended March 31, The estimated useful lives are as mentioned below:
2021 and 2020, respectively, towards expenses relating to short-term leases and leases
of low-value assets. Type of asset Useful lives
Buildings 20 years
The total cash outflow for leases is `1,619 crore and `1,793 crore for the years ended
March 31, 2021 and 2020, respectively, including cash outflow for short-term and Leasehold improvements Lease term
low-value leases. Plant and equipment 10 years
Computer equipment 4 years
The Company has lease term extension options that are not reflected in the
measurement of lease liabilities. The present value of future cash outflows for such Vehicles 4 years
extension periods is `660 crore and `457 crore as at March 31, 2021 and 2020, Office equipment 5 years
respectively.
Electrical installations 4-10 years
Lease contracts entered by the Company majorly pertains for buildings taken on lease Furniture and fixtures 5 years
to conduct its business in the ordinary course. The Company does not have any lease
restrictions and commitment towards variable rent as per the contract. Depreciation is not recorded on capital work-in-progress until
construction and installation are complete and the asset is ready for its
8) Non-financial assets and non-financial liabilities intended use.
(a) Property, plant and equipment Property, plant and equipment with finite life are evaluated for
recoverability whenever there is any indication that their carrying
Property, plant and equipment are stated at cost comprising of purchase amounts may not be recoverable. If any such indication exists, the
price and any initial directly attributable cost of bringing the asset to its recoverable amount (i.e. higher of the fair value less cost to sell and the
working condition for its intended use, less accumulated depreciation value-in-use) is determined on an individual asset basis unless the asset
(other than freehold land) and impairment loss, if any. does not generate cash flows that are largely independent of those from
other assets. In such cases, the recoverable amount is determined for the
Depreciation is provided for property, plant and equipment on a cash generating unit (CGU) to which the asset belongs.
straight-line basis so as to expense the cost less residual value over their
estimated useful lives based on a technical evaluation. The estimated If the recoverable amount of an asset (or CGU) is estimated to be less
useful lives and residual values are reviewed at the end of each reporting than its carrying amount, the carrying amount of the asset (or CGU) is
period, with the effect of any change in estimate accounted for on a reduced to its recoverable amount. An impairment loss is recognised in
prospective basis. the statement of profit and loss.
Property, plant and equipment consist of the following:
(` crore)
Cost as at April 1, 2020 323 7,628 1,824 667 7,273 39 2,263 1,882 1,510 23,409
Additions - 71 53 51 1,610 2 77 28 29 1,921
Disposals - (11) (60) - (102) (5) (38) (27) (30) (273)
Cost as at March 31, 2021 323 7,688 1,817 718 8,781 36 2,302 1,883 1,509 25,057
Depreciation - (387) (126) (69) (909) (4) (170) (143) (115) (1,923)
Disposals - 8 60 - 96 5 37 25 30 261
Total 10,682
(` crore)
Cost as at April 1, 2019 323 7,348 1,820 539 6,273 36 2,164 1,802 1,420 21,725
Transition impact of Ind AS 116 - - (61) - - - - - - (61)
Restated cost as at April 1, 2019 323 7,348 1,759 539 6,273 36 2,164 1,802 1,420 21,664
Additions - 287 188 128 1,190 5 174 98 130 2,200
Disposals - (7) (123) - (190) (2) (75) (18) (40) (455)
Cost as at March 31, 2020 323 7,628 1,824 667 7,273 39 2,263 1,882 1,510 23,409
Transition impact of Ind AS 116 - - 36 - - - - - - 36
Restated accumulated depreciation as at April 1, 2019 - (2,150) (974) (166) (4,975) (29) (1,740) (1,029) (1,104) (12,167)
Depreciation - (374) (115) (58) (750) (5) (203) (140) (137) (1,782)
Disposals - 6 47 - 189 2 75 17 39 375
Total 10,616
(b) Intangible assets (` crore)
Intangible assets purchased are measured at cost as at the date of Rights under licensing
acquisition, as applicable, less accumulated amortisation and accumulated agreement and software licences
impairment, if any. Cost as at April 1, 2019 229
Intangible assets consist of rights under licensing agreement and software Additions 172
licences which are amortised over licence period which equates the Cost as at March 31, 2020 401
economic useful life ranging between 2-5 years on a straight line basis Accumulated amortisation as at April 1, 2019 (90)
over the period of its economic useful life. Amortisation (72)
Accumulated amortisation as at March 31, 2020 (162)
Intangible assets with finite life are evaluated for recoverability
Net carrying amount as at March 31, 2020 239
whenever there is any indication that their carrying amounts may not
be recoverable. If any such indication exists, the recoverable amount
(i.e. higher of the fair value less cost to sell and the value-in-use) is The estimated amortisation for years subsequent to March 31, 2021 is as
determined on an individual asset basis unless the asset does not follows:
generate cash flows that are largely independent of those from other
(` crore)
assets. In such cases, the recoverable amount is determined for the cash
Year ending March 31, Amortisation expense
generating unit (CGU) to which the asset belongs.
2022 142
If the recoverable amount of an asset (or CGU) is estimated to be less
than its carrying amount, the carrying amount of the asset (or CGU) is 2023 117
reduced to its recoverable amount. An impairment loss is recognised in 2024 75
the statement of profit and loss. 2025 28
Intangible assets consist of the following: 362
(` crore)
Rights under licensing
agreement and software licences
Cost as at April 1, 2020 401
Additions 242
Disposals / Derecognised (63)
Cost as at March 31, 2021 580
Accumulated amortisation as at April 1, 2020 (162)
Amortisation (119)
Disposals / Derecognised 63
Accumulated amortisation as at March 31, 2021 (218)
Net carrying amount as at March 31, 2021 362
(c) Other assets Other assets – Current
Other assets consist of the following: (` crore)
Other assets – Non-current As at As at
As at As at Considered good
March 31, 2021 March 31, 2020 Contract assets 2,931 3,341
Considered good Prepaid expenses 4,260 1,381
Prepaid rent 6 4
Contract assets 120 145
Contract fulfillment costs 534 396
Prepaid expenses 527 737
Contract fulfillment costs 137 186 Advance to related parties 10 11
Capital advances 65 50 Indirect taxes recoverable 1,172 1,131
Advances to related parties 33 36 Others 221 199
Others 391 272 Considered doubtful
1,273 1,426
Indirect taxes recoverable - 2
Advances to related parties, considered
Other advances 2 3
good, comprise:
Less: Allowance on doubtful assets (5) (8)
Voltas Limited 2 3
9,217 6,538
Tata Realty and Infrastructure Ltd* - - Advance to related parties, considered
Tata Projects Limited 30 33 good comprise:
Titan Engineering and Automation - - The Titan Company Limited 2 3
Limited* Tata AIG General Insurance Company 1 -
Limited
*Represents value less than `0.50 crore. Tata AIA Life Insurance Company Limited - 1
Tata Sons Private Limited 7 7

Non-current – Others includes advance of `369 crore and `271 crore (e) Other liabilities
towards acquiring right-of-use of leasehold land as at March 31, 2021 Other liabilities consist of the following:
and 2020, respectively. Other liabilities – Current
(` crore)
Contract fulfillment costs of `358 crore and `406 crore for the years
ended March 31, 2021 and 2020, respectively, have been amortised As at As at
March 31, 2021 March 31, 2020
in the standalone statement of profit and loss. Refer note 10 for the
changes in contract asset. Advance received from customers 156 226
Indirect taxes payable and other statutory 2,537 1,762
(d) Inventories liabilities
Operating lease liabilities - 2
Inventories consists of a) Raw materials, sub-assemblies and components,
b) Work-in-progress, c) Stores and spare parts and d) Finished goods. Others 27 58
Inventories are carried at lower of cost and net realisable value. The cost 2,720 2,048
of raw materials, sub-assemblies and components is determined on a
weighted average basis. Cost of finished goods produced or purchased by
(f) Provisions
the Company includes direct material and labour cost and a proportion of
Provisions consist of the following:
manufacturing overheads.
Provisions – Current
Inventories consist of the following: (` crore)
March 31, 2021 March 31, 2020
As at As at
March 31, 2021 March 31, 2020 Provision towards legal claim 1,211 -
(Refer note 19)
Raw materials, sub-assemblies and 7 5
components Provision for foreseeable loss 127 199
Finished goods and work-in-progress* - - Other provisions 12 36
7 5 1,350 235

9) Other equity (` crore)
Other equity consist of the following: As at As at
As at As at Less: Appropriations
March 31, 2021 March 31, 2020 Dividend on equity shares 10,850 31,896
Capital reserve* - - Tax on dividend - 5,738
Capital redemption reserve Transfer to capital redemption reserve1 5 -
Opening balance 8 8 Transfer to Special Economic Zone 5,058 2,947
Transfer from retained earnings 5 - re-investment reserve
13 8 70,928 71,532
Special Economic Zone re-investment Investment revaluation reserve
reserve Opening balance 882 258
Opening balance 1,594 994 Change during the year (net) 34 624
Transfer from retained earnings 5,058 2,947 916 882
Transfer to retained earnings (4,114) (2,347) Cash flow hedging reserve (Refer Note 6(k))
2,538 1,594 Opening balance (23) 104
Retained earnings Change during the year (net) 52 (127)
Opening balance 71,532 77,159 29 (23)
Transition impact of Ind AS 116 - (330) 74,424 73,993
Profit for the year 30,960 33,260
plans 1
Refer Note 6(m).
Expenses for buy-back of equity shares1 (31) -
Tax on buy-back of equity shares1 (3,726) -
Buy-back of equity shares1 (15,995) -
Transfer from Special Economic Zone 4,114 2,347
86,841 1,12,113

10) Revenue recognition • Revenue from the sale of distinct third party hardware is recognised at
the point in time when control is transferred to the customer.
The Company earns revenue primarily from providing IT services, consulting
and business solutions. The Company offers a consulting-led, cognitive • The solutions offered by the Company may include supply of third-party
powered, integrated portfolio of IT, business and engineering services and equipment or software. In such cases, revenue for supply of such third
solutions. party products are recorded at gross or net basis depending on whether
the Company is acting as the principal or as an agent of the customer.
Revenue is recognised upon transfer of control of promised products or The Company recognises revenue in the gross amount of consideration
services to customers in an amount that reflects the consideration which the when it is acting as a principal and at net amount of consideration when it
Company expects to receive in exchange for those products or services. is acting as an agent.
• Revenue from time and material and job contracts is recognised on Revenue is measured based on the transaction price, which is the
output basis measured by units delivered, efforts expended, number of consideration, adjusted for volume discounts, service level credits,
transactions processed, etc. performance bonuses, price concessions and incentives, if any, as specified in
the contract with the customer. Revenue also excludes taxes collected from
• Revenue related to fixed price maintenance and support services
customers.
contracts where the Company is standing ready to provide services is
recognised based on time elapsed mode and revenue is straight lined over The Company’s contracts with customers could include promises to transfer
the period of performance. multiple products and services to a customer. The Company assesses the
products / services promised in a contract and identifies distinct performance
• In respect of other fixed-price contracts, revenue is recognised using obligations in the contract. Identification of distinct performance obligation
percentage-of-completion method (‘POC method’) of accounting involves judgement to determine the deliverables and the ability of the
with contract costs incurred determining the degree of completion of customer to benefit independently from such deliverables.
the performance obligation. The contract costs used in computing the
revenues include cost of fulfilling warranty obligations. Judgement is also required to determine the transaction price for the
contract and to ascribe the transaction price to each distinct performance
• Revenue from the sale of distinct internally developed software and obligation. The transaction price could be either a fixed amount of customer
manufactured systems and third party software is recognised upfront consideration or variable consideration with elements such as volume
at the point in time when the system / software is delivered to the discounts, service level credits, performance bonuses, price concessions and
customer. In cases where implementation and / or customisation services incentives. The transaction price is also adjusted for the effects of the time
rendered significantly modifies or customises the software, these services value of money if the contract includes a significant financing component. Any
and software are accounted for as a single performance obligation and consideration payable to the customer is adjusted to the transaction price,
revenue is recognised over time on a POC method.
unless it is a payment for a distinct product or service from the customer. The Unearned and deferred revenue (“contract liability”) is recognised when there
estimated amount of variable consideration is adjusted in the transaction price is billings in excess of revenues.
only to the extent that it is highly probable that a significant reversal in the
amount of cumulative revenue recognised will not occur and is reassessed The billing schedules agreed with customers include periodic performance
at the end of each reporting period. The Company allocates the elements based payments and / or milestone based progress payments. Invoices are
of variable considerations to all the performance obligations of the contract payable within contractually agreed credit period.
unless there is observable evidence that they pertain to one or more distinct In accordance with Ind AS 37, the Company recognises an onerous contract
performance obligations. provision when the unavoidable costs of meeting the obligations under a
The Company exercises judgement in determining whether the performance contract exceed the economic benefits to be received.
obligation is satisfied at a point in time or over a period of time. The Company Contracts are subject to modification to account for changes in contract
considers indicators such as how customer consumes benefits as services specification and requirements. The Company reviews modification to contract
are rendered or who controls the asset as it is being created or existence in conjunction with the original contract, basis which the transaction price
of enforceable right to payment for performance to date and alternate use could be allocated to a new performance obligation, or transaction price of an
of such product or service, transfer of significant risks and rewards to the existing obligation could undergo a change. In the event transaction price is
customer, acceptance of delivery by the customer, etc. revised for existing obligation, a cumulative adjustment is accounted for.
Revenue from subsidiaries is recognised based on transaction price which is at The Company disaggregates revenue from contracts with customers by nature
arm’s length. of services, industry verticals and geography.
Contract fulfilment costs are generally expensed as incurred except for certain
software licence costs which meet the criteria for capitalisation. Such costs Revenue disaggregation by nature of services is as follows:
are amortised over the contractual period or useful life of licence whichever is (` crore)
less. The assessment of this criteria requires the application of judgement, in Year ended Year ended
particular when considering if costs generate or enhance resources to be used March 31, 2021 March 31, 2020
to satisfy future performance obligations and whether costs are expected to Consultancy services 1,34,585 1,29,565
be recovered. Sale of equipment and software licences 1,378 1,741
Contract assets are recognised when there is excess of revenue earned over 1,35,963 1,31,306
billings on contracts. Contract assets are classified as unbilled receivables (only
act of invoicing is pending) when there is unconditional right to receive cash,
and only passage of time is required, as per contractual terms.

Revenue disaggregation by industry vertical is as follows: obligations, along with the broad time band for the expected time to recognise
(` crore) those revenues, the Company has applied the practical expedient in
Year ended Year ended Ind AS 115. Accordingly, the Company has not disclosed the aggregate
March 31, 2021 March 31, 2020 transaction price allocated to unsatisfied (or partially satisfied) performance
Banking, Financial Services and Insurance 51,189 47,811 obligations which pertain to contracts where revenue recognised corresponds
Manufacturing 11,747 12,161 to the value transferred to customer typically involving time and material,
Retail and Consumer Business 22,219 22,882 outcome based and event based contracts.
Communication, Media and Technology 24,243 23,132
Unsatisfied (or partially satisfied) performance obligations are subject to
Others 26,565 25,320
variability due to several factors such as terminations, changes in scope of
1,35,963 1,31,306
contracts, periodic revalidations of the estimates, economic factors (changes in
currency rates, tax laws etc). The aggregate value of transaction price allocated
Revenue disaggregation by geography is as follows: to unsatisfied (or partially satisfied) performance obligations is ` 91,094 crore
(` crore) out of which 53.98% is expected to be recognised as revenue in the next year
Year ended Year ended and the balance thereafter. No consideration from contracts with customers is
March 31, 2021 March 31, 2020 excluded from the amount mentioned above.
Americas 76,798 74,882
Changes in contract assets are as follows:
Europe 38,277 35,999
(` crore)
India 8,102 8,716
Others 12,786 11,709 Year ended Year ended
March 31, 2021 March 31, 2020
1,35,963 1,31,306
Balance at the beginning of the year 3,486 2,823
Geographical revenue is allocated based on the location of the customers. Invoices raised that were included in the (2,795) (2,382)
Information about major customers contract assets balance at the beginning of the
year
No single customer represents 10% or more of the Company’s total revenue Increase due to revenue recognised during the 2,332 2,897
during the years ended March 31, 2021 and March 31, 2020. year, excluding amounts billed during the year
While disclosing the aggregate amount of transaction price yet to be Translation exchange difference 28 148
recognised as revenue towards unsatisfied (or partially) satisfied performance Balance at the end of the year 3,051 3,486

Changes in unearned and deferred revenue are as follows: 11) Other income
(` crore)
Dividend income is recorded when the right to receive payment is established.
Year ended Year ended Interest income is recognised using the effective interest method.
March 31, 2021 March 31, 2020
Balance at the beginning of the year 2,915 2,466 Other income consist of the following:
Revenue recognised that was included in the (2,388) (1,934) (` crore)
contract liability balance at the beginning of the Year ended Year ended
year March 31, 2021 March 31, 2020
Interest income 2,383 3,197
Increase due to invoicing during the year, 2,602 2,240
Dividend income 2,213 3,980
excluding amounts recognised as revenue
Net gain on investments carried at fair value 193 183
during the year
through profit or loss
Translation exchange difference 32 143 Net gain on sale of investments other than - 14
Balance at the end of the year 3,161 2,915 equity shares carried at fair value through OCI
Net gain on disposal of property, plant and 19 50
equipment
Reconciliation of revenue recognised with the contracted price is as follows: Net gain on lease modification 89 4
Net foreign exchange gain 428 632
(` crore)
Rent income 7 2
Year ended Year ended Other income 68 21
March 31, 2021 March 31, 2020 5,400 8,083
Contracted price 1,38,292 1,33,098 Interest income comprise:
Interest on bank balances and bank deposits 107 479
Reductions towards variable consideration (2,329) (1,792) Interest on financial assets carried at amortised 500 531
components cost
Revenue recognised 1,35,963 1,31,306 Interest on financial assets carried at fair value 1,762 1,878
through OCI
Other interest (including interest on tax 14 309
The reduction towards variable consideration comprises of volume discounts, service
refunds)
level credits, etc.
Dividend income comprise:
Dividend from subsidiaries 2,213 3,980

12) Employee benefits Short-term employee benefits
Defined benefit plans All employee benefits payable wholly within twelve months of rendering
the service are classified as short-term employee benefits. Benefits such
For defined benefit plans, the cost of providing benefits is determined using
as salaries, wages etc. and the expected cost of ex-gratia are recognised
the Projected Unit Credit Method, with actuarial valuations being carried out
in the period in which the employee renders the related service. A liability
at each balance sheet date. Remeasurement, comprising actuarial gains and
is recognised for the amount expected to be paid when there is a present
losses, the effect of the changes to the asset ceiling and the return on plan
legal or constructive obligation to pay this amount as a result of past service
assets (excluding interest), is reflected immediately in the balance sheet with
provided by the employee and the obligation can be estimated reliably.
a charge or credit recognised in other comprehensive income in the period in
which they occur. Past service cost, both vested and unvested, is recognised Compensated absences
as an expense at the earlier of (a) when the plan amendment or curtailment
Compensated absences which are expected to occur within twelve months
occurs; and (b) when the entity recognises related restructuring costs or
after the end of the period in which the employee renders the related
termination benefits.
services are recognised as undiscounted liability at the balance sheet date.
The retirement benefit obligations recognised in the balance sheet represents Compensated absences which are not expected to occur within twelve months
the present value of the defined benefit obligations reduced by the fair value after the end of the period in which the employee renders the related services
of scheme assets. Any asset resulting from this calculation is limited to the are recognised as an actuarially determined liability at the present value of the
present value of available refunds and reductions in future contributions to the defined benefit obligation at the balance sheet date.
scheme.
Employee benefit expenses consist of the following:
The Company provides benefits such as gratuity, pension and provident fund (` crore)
(Company managed fund) to its employees which are treated as defined
benefit plans.
March 31, 2021 March 31, 2020
Defined contribution plans Salaries, incentives and allowances 63,006 59,140
Contributions to defined contribution plans are recognised as expense when Contributions to provident and other funds 4,321 4,020
employees have rendered services entitling them to such benefits. Staff welfare expenses 1,719 1,746
The Company provides benefits such as superannuation and foreign defined 69,046 64,906
contribution plans to its employees which are treated as defined contribution
plans.
Employee benefit obligations consist of the following: The following table sets out the details of the defined benefit retirement plans
and the amounts recognised in the financial statements:
Employee benefit obligations – Non-current (` crore)
(` crore) Year ended Year ended
As at As at March 31, 2021 March 31, 2020
March 31, 2021 March 31, 2020 Change in benefit obligations
Other employee benefit obligations 108 91 Benefit obligations, beginning of the year 3,636 2,678
108 91 Plan assumed on insourcing of employees - 30
Service cost 460 357
Interest cost 244 222
Employee benefit obligations – Current
Remeasurement of the net defined benefit 135 520
(` crore) liability
As at As at Benefits paid (162) (171)
March 31, 2021 March 31, 2020
Benefit obligations, end of the year 4,313 3,636
Compensated absences 2,558 2,034
Other employee benefit obligations 40 23 (` crore)
2,598 2,057 Year ended Year ended
March 31, 2021 March 31, 2020
Change in plan assets
Employee benefit plans consist of the following:
Fair value of plan assets, beginning of the 3,641 2,671
Gratuity and pension year
Plan assumed on insourcing of employees - 30
In accordance with Indian law, the Company operates a scheme of gratuity Interest income 269 234
which is a defined benefit plan. The gratuity plan provides for a lump sum Employers’ contributions 837 766
payment to vested employees at retirement, death while in employment or on Benefits paid (162) (171)
termination of employment of an amount equivalent to 15 to 30 days’ salary Remeasurement - return on plan assets 119 111
payable for each completed year of service. Vesting occurs upon completion excluding amount included in interest income
of five continuous years of service. The Company manages the plan through a Fair value of plan assets, end of the year 4,704 3,641
trust. Trustees administer contributions made to the trust.
(` crore) Net periodic gratuity cost, included in employee cost consists of the following
components:
As at As at
March 31, 2021 March 31, 2020 (` crore)
Funded status Year ended Year ended

March 31, 2021 March 31, 2020
Deficit of plan assets over obligations - -
Service cost 460 357
Surplus of plan assets over obligations 391 5
Net interest on net defined benefit (asset) / (25) (12)
391 5 liability
Net periodic gratuity cost 435 345
(` crore)
Actual return on plan assets 388 345
As at As at
March 31, 2021 March 31, 2020
Category of assets Remeasurement of the net defined benefit (asset) / liability:
(` crore)
Corporate bonds 1,408 1,004
As at As at
Equity instruments 29 17
March 31, 2021 March 31, 2020
Government bonds and securities 2,257 1,695 Actuarial (gains) and losses arising from changes 24 (5)
Insurer managed funds 909 850 in demographic assumptions
Bank balances 2 - Actuarial (gains) and losses arising from changes (32) 345
in financial assumptions
Others 99 75
Actuarial (gains) and losses arising from changes 143 180
4,704 3,641 in experience adjustments
Remeasurement of the net defined benefit 135 520
liability
Remeasurement - return on plan assets (119) (111)
excluding amount included in interest income
16 409

The assumptions used in accounting for the defined benefit plan are set out If the discount rate increases / decreases by 0.50%, the defined benefit
below: obligations would increase / (decrease) as follows:
Year ended Year ended (` crore)
March 31, 2021 March 31, 2020 As at As at
Discount rate 6.50% 6.50% March 31, 2021 March 31, 2020
Rate of increase in compensation levels of 6.00% 6.00% Increase of 0.50% (190) (151)
covered employees Decrease of 0.50% 206 163
Rate of return on plan assets 6.50% 6.50%
Weighted average duration of defined benefit 10 Years 8 Years If the expected salary growth increases / decreases by 0.50%, the defined
obligations benefit obligations would increase / (decrease) as follows:
(` crore)
Future mortality assumptions are taken based on the published statistics by
As at As at
the Insurance Regulatory and Development Authority of India. March 31, 2021 March 31, 2020
The expected benefits are based on the same assumptions as are used to Increase of 0.50% 206 163
measure the Company’s defined benefit plan obligations as at March 31, Decrease of 0.50% (192) (152)
2021. The Company is expected to contribute `116 crore to defined benefit
plan obligations funds for year ending March 31, 2022. The sensitivity analysis presented above may not be representative of the
actual change in the defined benefit obligations as it is unlikely that the
The significant actuarial assumptions for the determination of the defined change in assumptions would occur in isolation of one another as some of the
benefit obligations are discount rate and expected salary increase. The assumptions may be correlated.
sensitivity analysis below have been determined based on reasonably possible
changes of the respective assumptions occurring at the end of the reporting Furthermore, in presenting the above sensitivity analysis, the present value of
period, while holding all other assumptions constant. the defined benefit obligations has been calculated using the Projected Unit
Credit Method at the end of the reporting period, which is the same as that
applied in calculating the defined benefit obligation liability recognised in the
balance sheet.

Each year an Asset - Liability matching study is performed in which the statement of profit and loss under employee benefit expenses. In accordance
consequences of the strategic investment policies are analysed in terms of risk with an actuarial valuation of provident fund liabilities on the basis of
and return profiles. Investment and contribution policies are integrated within guidance issued by Actuarial Society of India and based on the assumptions
this study. as mentioned below, there is no deficiency in the interest cost as the present
value of the expected future earnings of the fund is greater than the expected
The defined benefit obligations shall mature after the year ended March 31, amount to be credited to the individual members based on the expected
2021 as follows: guaranteed rate of interest of Government administered provident fund.
(` crore)
The details of fund and plan assets are given below:
Year ending March 31, Defined benefit obligations
(` crore)
2022 321
As at As at
2023 277 March 31, 2021 March 31, 2020
2024 294 Fair value of plan assets 20,003 17,072
2025 307 Present value of defined benefit obligations (20,003) (17,072)
Net excess / (shortfall) - -
2026 307
2027-2031 1,638
The plan assets have been primarily invested in Government securities and
Provident fund corporate bonds.
In accordance with Indian law, all eligible employees of the Company in India The principal assumptions used in determining the present value obligation of
are entitled to receive benefits under the provident fund plan in which both interest guarantee under the deterministic approach are as follows:
the employee and employer (at a determined rate) contribute monthly to As at As at
a trust set up by the Company to manage the investments and distribute March 31, 2021 March 31, 2020
the amounts entitled to employees. This plan is a defined benefit plan as the Discount rate 6.50% 6.50%
Company is obligated to provide its members a rate of return which should, at Average remaining tenure of investment 8 years 7.73 years
the minimum, meet the interest rate declared by Government administered portfolio
provident fund. A part of the Company’s contribution is transferred to
Guaranteed rate of return 8.50% 8.50%
Government administered pension fund. The contributions made by the
Company and the shortfall of interest, if any, are recognised as an expense in
The Company expensed `1,078 crore and `1,035 crore for the years ended (a) Cost of equipment and software licences
March 31, 2021 and 2020, respectively, towards provident fund. Cost of equipment and software licences consist of the following:
Superannuation (` crore)
All eligible employees on Indian payroll are entitled to benefits under March 31, 2021 March 31, 2020
Superannuation, a defined contribution plan. The Company makes monthly Raw materials, sub-assemblies and 14 18
contributions until retirement or resignation of the employee. The Company components consumed
recognises such contributions as an expense when incurred. The Company has Equipment and software licences 1,215 1,578
no further obligation beyond its monthly contribution. purchased
1,229 1,596
The Company expensed `254 crore and `248 crore for the years ended Finished goods and work-in-progress
March 31, 2021 and 2020, respectively, towards Employees’ Superannuation Opening stock 1 -
Fund. Less: Closing stock - -
1 -
Foreign defined contribution plan 1,230 1,596
The Company expensed `658 crore and `549 crore for the years ended
(b) Other expenses
March 31, 2021 and 2020, respectively, towards foreign defined contribution
plans. Other expenses consist of the following:
(` crore)
13) Cost recognition
Costs and expenses are recognised when incurred and have been classified March 31, 2021 March 31, 2020
according to their nature. Fees to external consultants 14,527 13,916
Facility expenses 1,708 2,175
The costs of the Company are broadly categorised in employee benefit Travel expenses 919 2,569
expenses, cost of equipment and software licences, depreciation and Communication expenses 1,254 985
amortisation expense and other expenses. Other expenses mainly include Bad debts and advances written off, 185 132
fees to external consultants, facility expenses, travel expenses, communication allowance for doubtful trade receivables
expenses, bad debts and advances written off, allowance for doubtful trade and advances (net)
receivables and advances (net) and other expenses. Other expenses is an Other expenses 6,784 7,674
aggregation of costs which are individually not material such as commission 25,377 27,451
and brokerage, recruitment and training, entertainment, etc.
Other expenses include `2,944 crore and `3,547 crore for the years 15) Income taxes
ended March 31, 2021 and 2020, respectively, towards sales, marketing
and advertisement expenses. Income tax expense comprises current tax expense and the net change in
the deferred tax asset or liability during year. Current and deferred taxes are
(c) Corporate Social Responsibility (CSR) expenditure recognised in statement of profit and loss, except when they relate to items
that are recognised in other comprehensive income or directly in equity,
As per section 135 of the Companies Act, 2013, amount required to be in which case, the current and deferred tax are also recognised in other
spent by the Company during the years ended March 31, 2021 and 2020 comprehensive income or directly in equity, respectively.
is `663 crore and `600 crore, respectively, computed at 2% of its average
net profit for the immediately preceding three financial years, on CSR. Current income taxes
The Company incurred an amount of `674 crore and `602 crore during
The current income tax expense includes income taxes payable by the
the years ended March 31, 2021 and 2020, respectively, towards CSR
Company and its branches in India and overseas. The current tax payable by
expenditure for purposes other than construction / acquisition of any
the Company in India is Indian income tax payable on worldwide income after
asset.
taking credit for tax relief available for export operations in Special Economic
Zones (SEZs).
14) Finance costs
Current income tax payable by overseas branches of the Company is
Finance costs consist of the following: computed in accordance with the tax laws applicable in the jurisdiction in
(` crore) which the respective branch operates. The taxes paid are generally available
Year ended Year ended for set off against the Indian income tax liability of the Company’s worldwide
March 31, 2021 March 31, 2020 income.
Interest on lease liabilities 450 416
Advance taxes and provisions for current income taxes are presented in the
Interest on tax matters 85 256 balance sheet after off-setting advance tax paid and income tax provision
Other interest costs 2 71 arising in the same tax jurisdiction and where the relevant tax paying unit
intends to settle the asset and liability on a net basis.
537 743

Deferred income taxes Deferred tax assets include Minimum Alternate Tax (MAT) paid in accordance
with the tax laws in India, to the extent it would be available for set off against
Deferred income tax is recognised using the balance sheet approach. Deferred future current income tax liability. Accordingly, MAT is recognised as deferred
income tax assets and liabilities are recognised for deductible and taxable tax asset in the balance sheet when the asset can be measured reliably and it
temporary differences arising between the tax base of assets and liabilities and is probable that the future economic benefit associated with the asset will be
their carrying amount, except when the deferred income tax arises from the realised.
initial recognition of an asset or liability in a transaction that is not a business
combination and affects neither accounting nor taxable profit or loss at the The income tax expense consists of the following:
time of the transaction. (` crore)
Deferred income tax assets are recognised to the extent that it is probable Year ended Year ended
March 31, 2021 March 31, 2020
that taxable profit will be available against which the deductible temporary
differences and the carry forward of unused tax credits and unused tax losses Current tax
can be utilised. Current tax expense for current year 10,404 8,440
Current tax (benefit) / expense pertaining to (104) 572
The carrying amount of deferred income tax assets is reviewed at each prior years
reporting date and reduced to the extent that it is no longer probable that 10,300 9,012
sufficient taxable profit will be available to allow all or part of the deferred Deferred tax
income tax asset to be utilised.
Deferred tax (benefit) / expense for current (294) 1,168
Deferred tax assets and liabilities are measured using substantively enacted year
tax rates expected to apply to taxable income in years in which the temporary Deferred tax (benefit) / expense pertaining to (64) (1,449)
differences are expected to be received or settled. prior years
(358) (281)
For operations carried out in SEZs, deferred tax assets or liabilities, if any, have 9,942 8,731
been established for the tax consequences of those temporary differences
between the carrying values of assets and liabilities and their respective tax
bases that reverse after the tax holiday ends.
Deferred tax assets and liabilities are offset when they relate to income taxes
levied by the same taxation authority and the relevant entity intends to settle
its current tax assets and liabilities on a net basis.
The reconciliation of estimated income tax expense at statutory income tax export of services for the first five years, 50% of such profit or gains for a
rate to income tax expense reported in statement of profit and loss is as further period of five years and 50% of such profits or gains for the balance
follows: period of five years subject to fulfillment of certain conditions. From April 1,
(` crore) 2011 profits from units set up under SEZ scheme are subject to Minimum
Alternate Tax (MAT).
March 31, 2021 March 31, 2020
Significant components of net deferred tax assets and liabilities for the year
ended March 31, 2021 are as follows:
Profit before taxes 40,902 41,991 (` crore)
Opening Recognised Recognised in Adjustments Closing
Indian statutory income tax rate 34.94% 34.94%
balance in profit and / reclassified / utilisation balance
Expected income tax expense 14,293 14,673 loss from other
Tax effect of adjustments to reconcile comprehensive
expected income tax expense to reported income
income tax expense Deferred tax assets / (liabilities) in
relation to
Tax holidays (4,708) (4,856)
Property, plant and equipment and 162 128 - - 290
Income exempt from tax (773) (14) intangible assets
Undistributed earnings in branches 26 (15) Provision for employee benefit 468 171 - - 639
obligations
Tax on income at different rates 1,103 (300) Cash flow hedges 7 - (15) - (8)
Tax pertaining to prior years (168) (877) Receivables, financial assets at 327 9 - - 336
Others (net) 169 120 amortised cost
MAT credit entitlement 1,049 64 - 597 1,710
Total income tax expense 9,942 8,731 Branch profit tax (284) (26) - - (310)
Unrealised gain on securities carried (483) - (17) - (500)
The Company benefits from the tax holiday available for units set up under at fair value through profit or loss /
the Special Economic Zone Act, 2005. These tax holidays are available for a other comprehensive income
period of fifteen years from the date of commencement of operations. Under Lease liabilities 308 (98) - - 210
the SEZ scheme, the unit which begins providing services on or after April 1, Others 318 110 - - 428
2005 will be eligible for deductions of 100% of profits or gains derived from 1,872 358 (32) 597 2,795

Gross deferred tax assets and liabilities are as follows: Significant components of net deferred tax assets and liabilities for the year
(` crore) ended March 31, 2020 are as follows:
As at March 31, 2021 Assets Liabilities Net (` crore)
Deferred tax assets / (liabilities) in relation to Opening Recognised Recognised in Adjustments Closing
Property, plant and equipment and Intangible 345 55 290 balance in profit and / reclassified / utilisation balance
assets loss from other
comprehensive
Provision for employee benefit obligations 639 - 639
income
Cash flow hedges (8) - (8)
Deferred tax assets / (liabilities)
Receivables, financial assets at amortised cost 336 - 336 in relation to
MAT credit entitlement 1,710 - 1,710 Property, plant and equipment 97 65 - - 162
Branch profit tax - 310 (310) and intangible assets
Unrealised gain on securities carried at fair value (500) - (500) Provision for employee benefit 368 100 - - 468
through profit or loss / other comprehensive obligations
income Cash flow hedges (12) - 19 - 7
Lease liabilities 210 - 210 Receivables, financial assets at 284 43 - - 327
Others 428 - 428 amortised cost
3,160 365 2,795 MAT credit entitlement 1,157 (108) - - 1,049
Branch profit tax (299) 15 - - (284)
Unrealised gain on securities (149) - (334) - (483)
carried at fair value through profit
or loss / other comprehensive
income
Lease liabilities* 235 73 - - 308
Others 225 93 - - 318
1,906 281 (315) - 1,872
*Opening balance of deferred tax on lease liabilities has been restated by `147 crore to
give impact of transition to Ind AS 116.

Gross deferred tax assets and liabilities are as follows: Direct tax contingencies
(` crore)
The Company has ongoing disputes with income tax authorities relating to
As at March 31, 2020 Assets Liabilities Net tax treatment of certain items. The disputes relate to tax treatment of certain
Deferred tax assets / (liabilities) in relation to expenses claimed as deductions, computation or eligibility of tax incentives or
Property, plant and equipment and Intangible 225 63 162 allowances, and characterisation of fees for services received.
assets
The Company has contingent liability in respect of demands from direct tax
Provision for employee benefit obligations 468 - 468
authorities in India and other jurisdictions, which are being contested by the
Cash flow hedges 7 - 7 Company on appeal amounting `891 crore and `1,453 crore as at March 31,
Receivables, financial assets at amortised cost 327 - 327 2021 and 2020, respectively. In respect of tax contingencies of `318 crore
MAT credit entitlement 1,049 - 1,049
and `318 crore as at March 31, 2021 and 2020, respectively, not included
above, the Company is entitled to an indemnification from the seller of TCS
Branch profit tax - 284 (284) e-Serve Limited.
Unrealised gain on securities carried at fair value (483) - (483)
through profit or loss / other comprehensive The Company periodically receives notices and inquiries from income tax
income authorities related to the Company’s operations in the jurisdictions it operates
Lease liabilities 308 - 308 in. The Company has evaluated these notices and inquiries and has concluded
that any consequent income tax claims or demands by the income tax
Others 318 - 318
authorities will not succeed on ultimate resolution.
2,219 347 1,872
The number of years that are subject to tax assessments varies depending
Under the Income-tax Act, 1961, the Company is liable to pay Minimum on tax jurisdiction. The major tax jurisdictions of Tata Consultancy Services
Alternate Tax in the tax holiday period. MAT paid can be carried forward for Limited include India, United States of America and United Kingdom. In India,
a period of 15 years and can be set off against the future tax liabilities. MAT tax filings from fiscal 2017 are generally subject to examination by the tax
is recognised as a deferred tax asset only when the asset can be measured authorities. In United States of America, the federal statute of limitation
reliably and it is probable that the future economic benefit associated with the applies to fiscals 2016 and earlier and applicable state statutes of limitation
asset will be realised. vary by state. In United Kingdom, the statute of limitation generally applies to
fiscal 2017 and earlier.

16) Earnings per share 19) Commitments and Contingencies
Basic earnings per share is computed by dividing profit or loss attributable Capital commitments
to equity shareholders of the Company by the weighted average number The Company has contractually committed (net of advances) `1,009 crore and
of equity shares outstanding during year. The Company did not have any `1,272 crore as at March 31, 2021 and 2020, respectively, for purchase of
potentially dilutive securities in any of years presented. property, plant and equipment.
Year ended Year ended Contingencies
March 31, 2021 March 31, 2020
Profit for the year (` crore) 30,960 33,260
• Direct tax matters
Weighted average number of equity shares 374,01,10,733 375,23,84,706 Refer note 15.
Basic and diluted earnings per share (`) 82.78 88.64 • Indirect tax matters
Face value per equity share (`) 1 1 The Company has ongoing disputes with tax authorities mainly relating
to treatment of characterisation and classification of certain items. The
17) Auditors remuneration
Company has demands amounting to `495 crore and `464 crore as
(` crore) at March 31, 2021 and 2020, respectively, from various indirect tax
Year ended Year ended authorities which are being contested by the Company based on the
March 31, 2021 March 31, 2020 management evaluation and advice of tax consultants.
Services as statutory auditors (including 9 7 • Other claims
quarterly audits)
Tax audit 1 1
Claims aggregating `105 crore and `133 crore as at March 31, 2021 and
2020, respectively, against the Company have not been acknowledged as
Services for tax matters -* -*
debts.
Other services 4 4
Re-imbursement of out-of-pocket expenses 1 1 In addition to above, in October 2014, Epic Systems Corporation
*Represents value less than `0.50 crore. (referred to as Epic) filed a legal claim against the Company in the Court
of Western District Madison, Wisconsin alleging unauthorised access to
18) Segment information and download of their confidential information and use thereof in the
The Company publishes the standalone financial statements of the Company development of the Company’s product MedMantra. In April 2016, the
along with the consolidated financial statements. In accordance with Company received an unfavourable jury verdict awarding damages of
Ind AS 108, Operating Segments, the Company has disclosed the segment `6,900 crore (US $940 million) to Epic which was thereafter reduced
information in the consolidated financial statements. by the Trial Court to `3,083 crore (US $420 million). Pursuant to
reaffirmation of the District Court order in March 2019, the Company statement of profit and loss for the year ended March 31, 2021. This has
filed an appeal in the Appeals Court to fully set aside the Order. Epic also been presented as an “exceptional item” in the standalone statement of
filed a cross appeal challenging the reduction by the District Court judge profit and loss.
of `734 crore (US $100 million) award and `1,468 crore
Pursuant to US Court procedures, a Letter of Credit has been made
(US $200 million) in punitive damages. On August 20, 2020, the Appeals
available to Epic for `3,230 crore (US $440 million) as financial security
Court vacated the award of `2,055 crore (US $280 million) in punitive
in order to stay execution of the judgement pending post-appeal
damages considering the award to be constitutionally excessive and
remanded the case back to District Court with instructions to reassess proceedings and conclusion.
and reduce the punitive damages award to at most `1,028 crore • Bank guarantees and letter of comfort
(US $140 million), affirmed the District Court’s decision vacating the The Company has given letter of comfort to banks for credit facilities
jury’s award of `734 crore (US $100 million) in compensatory damages availed by its subsidiaries. As per the terms of letter of comfort, the
for alleged use of “other confidential information” by the Company,
Company undertakes not to divest its ownership interest directly or
and affirmed the District Court’s decision upholding the jury’s award of
indirectly in the subsidiary and provide such managerial, technical and
`1,028 crore (US $140 million) in compensatory damages for use of the
financial assistance to ensure continued successful operations of the
comparative analysis by the Company. The Company filed a petition for
subsidiary.
re-hearing of compensatory and punitive damages at the Appeals Court
on September 3, 2020. Epic also filed for re-hearing that portion of the The Company has provided guarantees to third parties on behalf of its
Appeals Court’s decision that invalidated award of punitive damages. In subsidiaries. The Company does not expect any outflow of resources in
November 2020, the petitions for re-hearing filed by the Company and respect of the above.
Epic, respectively, were denied by the Appeals Court. The proceedings
The amounts assessed as contingent liability do not include interest that could
for assessing punitive damages have been remanded back to the District
Court. Both the Company and Epic have filed their briefs at the District be claimed by counter parties.
Court in relation to punitive damages. The matter is under consideration
20) The Indian Parliament has approved the Code on Social Security, 2020 which
by the District Court. On April 8, 2021, Epic has approached the
would impact the contributions by the company towards Provident Fund
Supreme Court seeking review of the order of the Appeals Court
vacating the award of `2,055 crore (US $280 million) towards punitive and Gratuity. The Ministry of Labour and Employment has released draft
damages and remanding back to District Court with an instruction to rules for the Code on Social Security, 2020 on November 13, 2020, and has
reassess the punitive damages, to no more than `1,028 crore invited suggestions from stakeholders which are under active consideration
(US $140 million). The Company will continue to pursue all legal by the Ministry. The Company will assess the impact and its evaluation once
options available in the matter. Considering all the facts and various the subject rules are notified and will give appropriate impact in its financial
legal precedence, on a conservative and prudent basis, the Company has statements in the period in which, the Code becomes effective and the related
provided `1,218 crore (US $165 million) towards this legal claim in its rules to determine the financial impact are published.

21) Related party transactions
The Company’s principal related parties consist of its holding company, Tata Sons Private Limited and its subsidiaries, its own subsidiaries, affiliates and key managerial
personnel. The Company’s material related party transactions and outstanding balances are with related parties with whom the Company routinely enter into
transactions in the ordinary course of business. Refer note 22 of consolidated financial statement for list of subsidiaries of the Company.
Transactions with related parties are as follows:
(` crore)
Tata Sons Subsidiaries of Subsidiaries of Tata Associates / joint ventures of Other related Total
Private Limited the Company Sons Private Limited Tata Sons Private Limited and parties
their subsidiaries
Revenue from operations 35 18,245 591 1,752 - 20,623
Dividend income - 2,215 - - - 2,215
Rent income - 12 - - - 12
Other income - 40 - - - 40
Purchases of goods and services (including reimbursements) 1 8,798 444 355 - 9,598
Brand equity contribution 100 - - - - 100
Facility expenses - 87 17 42 - 146
Lease rental 1 - 36 45 - 82
Bad debts and advances written off, allowance for doubtful - - 3 - - 3
trade receivables and advances (net)
Contribution and advance to post employment benefit plans - - - - 5,913 5,913
Purchase of property, plant and equipment - - 3 88 - 91
Loans and advances given - - 1 6 - 7
Loans and advances recovered - - 1 10 - 11
Advances taken - 3 1 4 - 8
Dividend paid 7,817 - 4 3 - 7,824
Guarantees given - 1 - - - 1
Buy-back of shares 9,998 - 4 - - 10,002
Sale / Redemption of investments - 12 - - - 12
Purchase of investments - 224 - - - 224
Cost recovery - 2,840 - - - 2,840

(` crore)
Tata Sons Private Subsidiaries of Subsidiaries of Tata Associates / joint ventures of Other related Total
Limited the Company Sons Private Limited Tata Sons Private Limited and parties
their subsidiaries
Revenue from operations 31 16,998 409 1,859 - 19,297
Dividend income - 3,979 - - - 3,979
Rent income* - - - - - -
Other income - 39 - - - 39
Purchases of goods and services (including reimbursements) 1 8,943 550 448 - 9,942
Brand equity contribution 100 - - - - 100
Facility expenses - 28 2 1 - 31
Lease rental 2 - 68 26 - 96
Bad debts and advances written off, allowance for doubtful trade 1 - - 1 - 2
receivables and advances (net)
Contribution and advance to post employment benefit plans - - - - 2,684 2,684
Purchase of property, plant and equipment - - 219 110 - 329
Loans and advances given - 1 4 85 - 90
Loans and advances recovered - 7 3 30 - 40
Dividend paid 22,971 - 9 - - 22,980
Guarantees given - 2 - - - 2
Cost recovery - 2,998 - - - 2,998

Balances receivable from related parties are as follows:
(` crore)
Tata Sons Subsidiaries of Subsidiaries of Associates / joint ventures Other related Total
Private Limited the Company Tata Sons Private of Tata Sons Private Limited parties
Limited and their subsidiaries
Trade receivables, unbilled receivables and contract assets 8 4,392 255 519 - 5,174
Loans, other financial assets and other assets 9 65 21 62 - 157
17 4,457 276 581 - 5,331
(` crore)
Tata Sons Subsidiaries of Subsidiaries of Associates / joint ventures Other related Total
Private Limited the Company Tata Sons Private of Tata Sons Private Limited parties
Trade receivables, unbilled receivables and contract assets 4 6,582 223 449 - 7,258
Loans, other financial assets and other assets 10 62 30 65 - 167
14 6,644 253 514 - 7,425

Balances payable to related parties are as follows:
(` crore)
Tata Sons Private Subsidiaries of Subsidiaries of Associates / joint ventures Other related Total
Limited the Company Tata Sons Private of Tata Sons Private Limited parties
Trade payables, unearned and deferred revenue, other 91 3,604 296 393 - 4,384
financial liabilities and other liabilities
Commitments and Guarantees - 4,669 10 270 - 4,949
(` crore)
Tata Sons Private Subsidiaries of Subsidiaries of Associates / joint ventures Other related Total
Limited the Company Tata Sons Private of Tata Sons Private Limited parties
Trade payables, unearned and deferred revenue, other 93 4,152 245 215 - 4,705
financial liabilities and other liabilities
Commitments and Guarantees - 4,302 11 367 - 4,680

Material related party transactions are as follows: Material related party balances are as follows:
(` crore) (` crore)
Year ended Year ended As at As at
Revenue from operations Trade receivables, unbilled receivables and
contract assets
Tata Consultancy Services Sverige AB 1,939 1,713
Tata America International Corporation 456 98
Tata Consultancy Services Canada Inc. 2,034 1,934
Tata Consultancy Services Sverige AB 219 650
Tata Consultancy Services Deutschland GmbH 2,504 2,020
Tata Consultancy Services France 1,028 900
Tata Consultancy Services Netherlands BV 2,848 3,364
Tata Consultancy Services Netherlands BV 244 727
Jaguar Land Rover Limited 1,093 1,142
Tata Consultancy Services Asia Pacific Pte Ltd. 271 635
Purchases of goods and services (including
reimbursements) Diligenta Limited 594 311
Tata America International Corporation 2,803 3,416 Jaguar Land Rover Limited 290 209
Tata Consultancy Services De Mexico S.A.,De C.V. 1,637 1,414 Trade payables, unearned and deferred
revenue, other financial liabilities and other
TCS Foundation 350 552
liabilities
Dividend income
Tata America International Corporation 1,519 1,314
Tata America International Corporation 1,002 1,752
Tata Consultancy Services De Mexico S.A.,De C.V. 168 402
Tata Consultancy Services Canada Inc. 193 694
Tata Consultancy Services Netherlands BV 405 239

Transactions with key management personnel are as follows: the year ended March 31, 2021. Dividends paid during the year ended
(` crore) March 31, 2020 include an amount of `18.00 per equity share towards final
dividend for the year ended March 31, 2019 and an amount of `67.00 per
March 31, 2021 March 31, 2020 equity share towards interim dividends (including special dividend) for the year
ended March 31, 2020.
Short-term benefits 43 28
Dividend paid during the year 1 2 Dividends declared by the Company are based on the profit available for
44 30 distribution. On April 12, 2021, the Board of Directors of the Company
have proposed a final dividend of `15.00 per share in respect of the year
ended March 31, 2021 subject to the approval of shareholders at the
The remuneration of directors and key executives is determined by the
Annual General Meeting, and if approved, would result in a cash outflow of
remuneration committee having regard to the performance of individuals and
approximately `5,549 crore.
market trends.
The above figures do not include provisions for encashable leave, gratuity As per our report of even date attached For and on behalf of the Board
and premium paid for group health insurance, as separate actuarial valuation / For B S R & Co. LLP Rajesh Gopinathan N Ganapathy Subramaniam
premium paid are not available. Chartered Accountants CEO and COO and Executive Director
22) The sitting fees and commission paid to non-executive directors is `10 crore 101248W/W-100022
and `9 crore as at March 31, 2021 and 2020, respectively.
23) Dividends Partner CFO Company Secretary
Dividends paid during the year ended March 31, 2021 include an amount of
`6.00 per equity share towards final dividend for the year ended March 31,
2020 and an amount of `23.00 per equity share towards interim dividends for Bengaluru, April 12, 2021 Mumbai, April 12, 2021

Statement pursuant to first proviso to sub-section (3) of section 129 of the Companies Act 2013,read with rule 5 of Companies (Accounts) Rules, 2014
in the prescribed Form AOC-1 relating to subsidiary companies
Sr. Name of the Subsidiary Company Date of becoming Start date of End date of Reporting Exchange Share Reserves Total Total Investments Turnover Profit Provision Profit Proposed % of Country
No. subsidiary accounting accounting period Currency Rate Capital and Assets Liabilities before for Tax after Tax Dividend Shareholding
period of of subsidiary Surplus Tax
subsidiary ` crore
1 APTOnline Limited August 9, 2004 April 1, 2020 March 31, 2021 INR 1.000000 2 99 164 63 22 151 21 6 15 - 89% India
2 MP Online Limited September 8, 2006 April 1, 2020 March 31, 2021 INR 1.000000 1 103 156 52 93 70 22 5 17 - 89% India
3 C-Edge Technologies Limited January 19, 2006 April 1, 2020 March 31, 2021 INR 1.000000 10 267 379 102 - 303 97 25 72 - 51% India
4 MahaOnline Limited September 23, 2010 April 1, 2020 March 31, 2021 INR 1.000000 3 79 199 117 39 36 5 2 3 - 74% India
5 CMC Americas, Inc. August 9, 2004 April 1, 2020 March 31, 2021 USD 73.402500 - - - - - 62 30 - 30 - - U.S.A.
6 TCS e-Serve International Limited December 31, 2008 April 1, 2020 March 31, 2021 INR 1.000000 10 59 722 653 12 1,485 58 7 51 - 100% India
7 TCS e-Serve America, Inc. February 10, 2009 January 1, 2020 December 31, 2020 USD 73.402500 2 - 2 - - 97 17 2 15 - 100% U.S.A.
8 Diligenta Limited August 23, 2005 January 1, 2020 December 31, 2020 GBP 101.060549 10 1,393 2,509 1,106 384 3,899 331 56 275 - 100% U.K.
9 Tata Consultancy Services Canada Inc. October 1, 2009 April 1, 2020 March 31, 2021 CAD 58.269826 41 929 1,990 1,020 - 6,268 656 173 483 - 100% Canada
10 Tata America International Corporation August 9, 2004 April 1, 2020 March 31, 2021 USD 73.402500 1 1,173 3,003 1,829 98 3,052 913 261 652 - 100% U.S.A.
11 Tata Consultancy Services Asia Pacific August 9, 2004 April 1, 2020 March 31, 2021 USD 73.402500 32 853 1,494 609 794 2,103 262 34 228 - 100% Singapore
Pte Ltd.
12 Tata Consultancy Services (China) November 16, 2006 January 1, 2020 December 31, 2020 CNY 11.196574 226 4 324 94 - 779 68 15 53 - 93.2% China
Co., Ltd.
13 Tata Consultancy Services Japan, Ltd. July 1, 2014 April 1, 2020 March 31, 2021 JPY 0.663465 287 1,135 2,762 1,340 - 4,852 317 98 219 - 66% Japan
14 Tata Consultancy Services Malaysia August 9, 2004 April 1, 2020 March 31, 2021 MYR 17.704414 4 90 175 81 - 439 36 8 28 - 100% Malaysia
Sdn Bhd
15 PT Tata Consultancy Services Indonesia October 5, 2006 April 1, 2020 March 31, 2021 IDR 0.005054 1 28 70 41 - 88 17 5 12 - 100% Indonesia
16 Tata Consultancy Services (Philippines) September 19, 2008 April 1, 2020 March 31, 2021 PHP 1.512440 (42) 140 393 295 - 648 8 5 3 - 100% Philippines
Inc.

subsidiary ` crore
17 Tata Consultancy Services (Thailand) May 12, 2008 April 1, 2020 March 31, 2021 THB 2.343630 2 13 44 29 - 102 13 3 10 - 100% Thailand
Limited
18 Tata Consultancy Services Belgium August 9, 2004 April 1, 2020 March 31, 2021 EUR 86.203859 2 509 917 406 - 2,251 220 55 165 - 100% Belgium
19 Tata Consultancy Services Deutschland August 9, 2004 April 1, 2020 March 31, 2021 EUR 86.203859 1 691 1,805 1,113 - 5,493 322 108 214 - 100% Germany
GmbH
20 Tata Consultancy Services Sverige AB August 9, 2004 April 1, 2020 March 31, 2021 SEK 8.425738 - 758 1,312 554 - 3,646 194 43 151 - 100% Sweden
21 Tata Consultancy Services Netherlands August 9, 2004 April 1, 2020 March 31, 2021 EUR 86.203859 569 2,242 3,700 889 1,653 5,371 405 61 344 - 100% Netherlands
BV
22 TCS Italia s.r.l. August 9, 2004 April 1, 2020 March 31, 2021 EUR 86.203859 19 39 162 104 - 413 44 18 26 - 100% Italy
23 Tata Consultancy Services Luxembourg October 28, 2005 April 1, 2020 March 31, 2021 EUR 86.203859 48 62 244 134 - 640 74 21 53 - 100% Capellen (G.D.
S.A. de Luxembourg)
24 Tata Consultancy Services Switzerland October 31, 2006 April 1, 2020 March 31, 2021 CHF 77.946798 12 533 1,261 716 - 2,944 297 56 241 - 100% Switzerland
Ltd.
25 Tata Consultancy Services Osterreich March 9, 2012 April 1, 2020 March 31, 2021 EUR 86.203859 - 5 14 9 - 66 - - - - 100% Austria
GmbH
26 Tata Consultancy Services Danmark ApS March 16, 2012 April 1, 2020 March 31, 2021 DKK 11.590112 1 5 14 8 - 16 - - - - 100% Denmark
27 Tata Consultancy Services De Espana August 9, 2004 April 1, 2020 March 31, 2021 EUR 86.203859 1 52 155 102 - 363 13 2 11 - 100% Spain
S.A.
28 Tata Consultancy Services (Portugal) July 4, 2005 April 1, 2020 March 31, 2021 EUR 86.203859 - 5 31 26 - 32 5 - 5 - 100% Portugal
Unipessoal, Limitada
29 Tata Consultancy Services France June 28, 2013 April 1, 2020 March 31, 2021 EUR 86.203859 4 (436) 1,311 1,743 - 2,106 (3) 7 (10) - 100% France
30 Tata Consultancy Services Saudi Arabia July 2, 2015 April 1, 2020 March 31, 2021 SAR 19.571390 7 264 333 62 - 321 32 6 26 - 76% Saudi Arabia

subsidiary ` crore
31 Tata Consultancy Services (Africa) October 23, 2007 April 1, 2020 March 31, 2021 ZAR 4.952768 7 46 53 - 53 - 29 - 29 - 100% South Africa
(PTY) Ltd.
32 Tata Consultancy Services (South Africa) October 31, 2007 April 1, 2020 March 31, 2021 ZAR 4.952768 9 76 326 241 - 849 50 13 37 - 100% South Africa
(PTY) Ltd.
33 TCS FNS Pty Limited October 17, 2005 April 1, 2020 March 31, 2021 AUD 55.910684 208 (63) 145 - 2 - 84 - 84 - 100% Australia
34 TCS Financial Solutions Beijing Co., Ltd. December 29, 2006 January 1, 2020 December 31, 2020 CNY 11.196574 41 (4) 62 25 - 73 9 - 9 - 100% China
35 TCS Financial Solutions Australia Pty October 19, 2005 April 1, 2020 March 31, 2021 AUD 55.910684 - 81 136 55 40 78 60 18 42 - 100% Australia
Limited
36 TCS Iberoamerica SA August 9, 2004 April 1, 2020 March 31, 2021 USD 73.402500 722 866 1,596 8 1,587 - 383 1 382 - 100% Uruguay
37 TCS Solution Center S.A. August 9, 2004 April 1, 2020 March 31, 2021 UYU 1.656194 59 283 481 139 - 747 142 27 115 - 100% Uruguay
38 Tata Consultancy Services Argentina S.A. August 9, 2004 April 1, 2020 March 31, 2021 ARS 0.798238 4 (2) 36 34 - 35 (1) - (1) - 100% Argentina
39 Tata Consultancy Services Do Brasil Ltda August 9, 2004 January 1, 2020 December 31, 2020 BRL 12.711490 223 (23) 402 202 - 712 107 40 67 - 100% Brazil
40 Tata Consultancy Services De Mexico August 9, 2004 January 1, 2020 December 31, 2020 MXN 3.572698 1 1,003 1,545 541 - 2,470 373 117 256 - 100% Mexico
S.A., De C.V.
41 Tata Consultancy Services Chile S.A. August 9, 2004 January 1, 2020 December 31, 2020 CLP 0.100520 171 222 551 158 56 529 (8) (5) (3) - 100% Chile
42 TCS Inversiones Chile Limitada August 9, 2004 January 1, 2020 December 31, 2020 CLP 0.100520 154 173 338 11 323 36 3 1 2 - 100% Chile
43 TATASOLUTION CENTER S.A. December 28, 2006 January 1, 2020 December 31, 2020 USD 73.402500 22 81 194 91 - 436 63 18 45 - 100% Ecuador
44 TCS Uruguay S.A. January 1, 2010 April 1, 2020 March 31, 2021 UYU 1.656194 - 96 161 65 - 415 303 19 284 - 100% Uruguay
45 MGDC S.C. January 1, 2010 January 1, 2020 December 31, 2020 MXN 3.572698 - 57 118 61 - 98 54 10 44 - 100% Mexico
46 Technology Outsourcing S.A.C. October 30,2015 January 1, 2020 December 31, 2020 PEN 19.459320 - - - - - 24 (3) 4 (7) - - Peru
47 Tata Consultancy Services Qatar S.S.C. December 20, 2011 April 1, 2020 March 31, 2021 QAR 20.156662 4 27 59 28 - 60 - - - - 100% Qatar

subsidiary ` crore
48 W12 Studios Limited October 31, 2018 June 1, 2020 May 31, 2021 GBP 101.060549 - 28 28 - - - - - - - 100% U.K.
49 TCS Business Services GmbH March 9, 2020 April 1, 2020 March 31, 2021 EUR 86.203859 - (28) 118 146 55 108 (4) (1) (3) - 100% Germany
50 Tata Consultancy Services Ireland December 2, 2020 January 1, 2020 December 31, 2020 EUR 86.203859 216 14 426 196 - 234 15 1 14 - 100% Ireland
Limited
51 Postbank Systems AG January 1, 2021 January 1, 2020 December 31, 2020 EUR 86.203859 28 (49) 2,132 2,153 - 382 (50) - (50) - 100% Germany
52 TCS Foundation March 25, 2015 April 1, 2020 March 31, 2021 INR 1.000000 1 1,087 1,092 4 161 - 93 - 93 - 100% India
Notes:
1. Indian rupee equivalents of the figures given in foreign currencies in the accounts of the subsidiary companies, are based on the exchange rates as on March 31, 2021.
2. Equity stake in Technology Outsourcing S.A.C. was sold on December 1, 2020.
3. Tata Consultancy Services Ireland Limited was incorporated on December 2, 2020.
4. CMC Americas, Inc. was liquidated w.e.f. December 16, 2020.
5. Equity stake in Postbank Systems AG acquired w.e.f. January 1, 2021.
6. Tata Consultancy Services France SA was renamed as Tata Consultancy Services France.
For and on behalf of the Board

Rajesh Gopinathan N Ganapathy Subramaniam
CEO and Managing Director COO and Executive Director
V Ramakrishnan Rajendra Moholkar

CFO Company Secretary

Glossary 5G Fifth generation wireless technology Agile These are key enablers of TCS’ Location
for digital cellular networks. 5G is expected to Workspaces Independent Agile model, and represent
be much faster and enable much higher volumes the next generation work environment that
of data sharing than earlier generations of facilitate greater collaboration among teams. It
cellular networks. Its massive capacity and ultra- is characterized by partition-less open offices,
low latency are expected to usher in an era of informal seating, interactive surfaces for
hyper-connectivity, enabling newer use cases information capture, and modern collaboration
such as autonomous cars, and accelerating the devices for increased productivity.
adoption of IoT.
AI See Artificial Intelligence
ADM See Application Development and Maintenance
Algo Retail™ TCS’ proprietary approach and suite of
Agile A collaborative approach for IT and business intellectual property that enables retailers
teams to develop software incrementally to seamlessly integrate and orchestrate data
and faster. TCS has pioneered the Location flows across the retail value chain, harnessing
Independent Agile™ model that allows for the power of analytics, AI and machine
deployment at scale, and helps globally learning in the areas of personalization, pricing
distributed organization execute large optimization, marketing, online search and
transformational programs quickly, while commerce to unlock exponential business value.
ensuring stability and quality.
Amortization An accounting concept similar to depreciation,
AgilityDebt™ AgilityDebt™ is a simple index developed by but used to measure the consumption of
TCS, which uniquely indicates the burden carried intangible assets.
by an organization that restricts its Agility. The
Analytics In the enterprise context, this is the discovery,
index is arrived at based on a holistic Agile
interpretation, and communication of
maturity assessment framework that measures
meaningful patterns in business data to predict
the gap against required Agile talent, roles,
and improve business performance.
team composition, delivery practices, Agile
culture, Agile technology and DevOps enablers. Annuity A long-term contract which can guarantee
TCS uses AgilityDebt™ to assess where the Contract regular payments.
customer’s teams are in the Agile journey, find APAC Acronym for Asia Pacific
the bottlenecks, and accelerate their Agile
transformations. API See Application Programming Interface
Integrated Annual Report 2020-21 Glossary | 328

APIfication The process of exposing a discrete business Augmented Technology that superimposes a computer- Business 4.0 TCS’ thought leadership framework that helps
function or data within an enterprise’s systems Reality generated image on a user’s view of the real enterprises leverage technology to further their
through APIs. world to enrich the interaction. growth and transformation agenda. Successful
Business 4.0 enterprises use technology
Application Design, development, and deployment of Automation The execution of work by machines in
to deliver mass personalization, leverage
Development custom software; ongoing support, upkeep, and accordance with rules that have either been
ecosystems, embrace risk and create exponential
and enhancement of such software over its lifetime. explicitly coded by a human or ‘learned’ by
value. Such enterprises are agile, intelligent,
Maintenance the machine through pattern recognition of
automated and on the cloud.
data. Popular types include Robotic Process
Application A set of easily accessible protocols for
Automation and Cognitive Automation. Business Refers to the delivery of BPS over a cloud
Programming communication among various software
Process as a computing model. Whereas traditional BPS
Interface components. Basis Point One hundredth of a percentage point, that is,
Service relies on labor arbitrage to reduce costs, BPaaS
0.01 percent.
AR See Augmented Reality aggregates demand using the cloud, servicing
BFSI Acronym for Banking, Financial Services and multiple customers with a single instance, multi-
Artificial Technology that emulates human performance
Insurance tenant platform and shared services, thereby
Intelligence by learning, coming to its own conclusions,
understanding complex content, engaging in Big Data A high volume, high velocity, and/or high variety delivering significant operating efficiencies. The
natural dialogs with people, augmenting human information asset that require new forms of pricing model is usually outcome based.
effort or replacing people on execution of processing to enable enhanced decision making, Business Designing, enabling, and executing business
non-routine tasks. Also known as Cognitive insight discovery, and process optimization. Process operations including data management,
Computing. Services analytics, interactions and experience
Blockchain A distributed database that maintains a
ASEAN Acronym for Association of Southeast Asian continuously growing list of records, called management.
Nations blocks, secured from tampering and revision. Buyback A corporate action in which a company returns
Assets Under A measure of the total assets for which a Bp See Basis Point excess cash to shareholders by buying back its
Custody financial institution, typically a custodian bank, shares from them and usually extinguishing
BPaaS See Business Process as a Service those shares thereafter. The company’s
provides custodian services.
BPS See Business Process Services equity share capital and the number of shares
AUC See Assets Under Custody outstanding in the market correspondingly
Attrition Measures what portion of the workforce left the reduces.
organization (voluntarily and involuntarily) over CAGR See Compounded Annual Growth Rate
the last 12 months (LTM).
Attrition (LTM) = Total number of departures in

the LTM / closing headcount

Capital Funds used by a company to acquire, upgrade, Cloud The delivery of easily provisionable computing Connected Part of the TCS ADD suite, CCT is an innovative
Expenditure and maintain physical assets such as property, Computing resources – servers, storage, databases, Clinical Trials software-as-a-service platform that enables life
(CapEx) buildings, an industrial plant, technology, or networking, software, analytics and more – over (CCT) Platform sciences companies to significantly transform
equipment. the internet, consumed on a pay-as-you-go patient engagement in clinical trials and improve
basis. adherence to protocols, as well as the efficiency
Cash and Cash Cash comprises cash on hand and demand
and accountability of clinical trials.
Equivalents / time / fixed deposits. Cash equivalents are CMT Acronym for Communication, Media and
short-term, highly liquid investments that are Technology Constant The basis for restating the current period’s
readily convertible to known amounts of cash Currency revenue growth after eliminating the impact of
Cognitive The use of AI and machine learning to automate
and which are subject to an insignificant risk of movements in exchange rates during the period.
Automation relatively more complex tasks that require
changes in value. Cash and cash equivalents are
reasoning capability and contextual awareness. Contextual This is tacit knowledge pertaining to, and
held for the purpose of meeting short-term
TCS’ ignio™ is a leading cognitive automation Knowledge specific to, the granular nuances of a customer’s
cash commitments rather than for investment
software product in the market today. business and IT landscape, acquired on the job
or other purposes.
over a period of time. TCS teams use their
Cognitive An integrated offering where TCS takes
Cash Flow Inflows and outflows of cash and cash contextual knowledge to design technology
Business responsibility for the outcome of an entire
equivalents. solutions that are uniquely tailored for that
Operations slice of the customers’ operations including
customer, and therefore, a potential source of
Cash Primarily derived from the principal revenue (CBO) the business processes and the underlying IT
competitive differentiation.
Flow from producing activities. Therefore, they generally infrastructure, and uses cognitive automation to
Operating result from the transactions and other events transform that operational stack. CPG Acronym for Consumer Packaged Goods
Activities that enter into the determination of profit or
Cognitive See Artificial Intelligence Core Banking A back-end system that processes daily banking
loss.
Computing System transactions and posts updates to accounts
CBO See Cognitive Business Operations and other financial records; typically includes
COIN See Co-Innovation Network
deposit, loan and credit processing capabilities,
CC See Constant Currency
Co-Innovation This is an extended, global innovation with interfaces to general ledger systems and
Chatbots Computer programs designed to simulate Network ecosystem curated by TCS, to harness the reporting tools.
conversation with human users, especially over innovation efforts of start-ups and academia,
the internet. They are typically used in dialog and incorporate them into transformational
systems for various practical purposes like solutions built by TCS for its customers.
customer service or information acquisition.
Compounded The annual growth rate between any two points
Cloud See Cloud Computing Annual Growth in time, assuming that it has been compounding
Rate (CAGR) during that period.

Core Modernization initiatives that target the one or Digital Twin A digital replica of a physical entity. For Earnings Per The amount of that period’s Net Income
Transformation more elements of the organization’s operations instance, a digital twin of a factory is a virtual Share attributable to a single share after deducting any
stack consisting of business processes, software model of the factory built using its data, process preference dividend and related taxes.
systems and underlying infrastructure, usually and people information. The Impact of any
EPS = [Net profit attributable to Shareholders
to enable greater agility, scalability, resilience change in a process in the real factory can be
of the Company – Preference dividend, if any]
and a superior customer experience. These are studied by simulating the change in the digital
/ Weighted average number of equity shares
typically large in scale and scope, and entail the twin.
outstanding during the period
integrated delivery of multiple capabilities.
Discretionary Also known as Change the Business (CTB)
Edge Computing and storage that is located on
Cyber Security Technologies, processes and practices designed Spend spend, it is that portion of the IT budget which
Computing servers on the edge of the network, in close
to protect networks, computers, programs is used to fund projects that are not, strictly
proximity to the users, but not through an on-
and data from attack, damage or unauthorized speaking, essential for day to day operations,
premise data center; usually reserved for low
access. but are more transformational in nature. In
latency use cases.
uncertain economic times, when businesses are
Days’ Sales A popular way of depicting the Trade Receivable
forced to cut spends in response to decline in Effective Tax The proportion of the Profit Before Tax that is
Outstanding relative to the company’s Revenue.
income, discretionary spend is often the first Rate provided towards income taxes.
(DSO)
DSO = Trade Receivable * 365 / LTM Revenue to be scrutinized. However, what is considered
discretionary is subjective and may differ ETR = Tax expense / Profit Before Tax
Depreciation A method of allocating the cost of a tangible
considerably amongst businesses even within Engineering Consists of next generation product
long-term asset over its useful life. It is a non-
the same sector. and Industrial engineering, manufacturing operations
cash accounting entry found in the statement of
Distributed See Blockchain Services transformation, services transformation,
profit and loss.
Ledger embedded software and Internet of Things.
DevOps Represents a new way of working to rapidly
Technology Enterprise The adoption of Agile methods across all the
deploy new releases of a software in production
Dividend One form of distribution of profits earned Agile business functions of the enterprise, designed
using high levels of automation and tooling. TCS
by the Company and is usually declared as to empower employees, foster collaboration and
recommends adoption of DevOps, along with
an amount per equity share held by the drive a culture of continuous innovation at scale.
Agile for speed to market.
shareholders. TCS has a policy of declaring EPS See Earnings Per Share
Digital Represents new age technologies such as Social
quarterly interim dividends and the final dividend
Media, Mobility, Analytics, Big Data, Cloud, ETR See Effective Tax rate
is approved by the shareholders in the Annual
Artificial Intelligence and Internet of Things.
General Meeting. Fair Value The price that would be received to sell an
Increasingly, with these technologies becoming
asset or paid to transfer a liability in an orderly
mainstream, this word is becoming redundant. DLT See Distributed Ledger Technology
transaction between market participants at the
measurement date.

Fintech Businesses that use technology to make Framework A kind of intellectual property, consisting of Hybrid Cloud An enterprise IT infrastructure model that
financial services more efficient. Some fintech software which provides generic functionality combines private clouds, public clouds and on
developments have improved traditional for a certain business use case, and which is premise data centers, to meet the compute and
services, for example mobile banking apps, while customized for a specific customer’s needs with storage needs of the business.
others have revolutionized services such as pay additional code. Use of such pre-built code
Innovation Focused workshops with a TCS customer where
per mile car insurance, or created new products, reduces time to market and results in more
Days researchers and business leaders from both
such as Bitcoin. stable, reliable solutions.
organizations participate to explore emerging
Fixed Price A form of services contracts where the vendor Free Cash Flow Represents the cash a company generates technologies for specific customer problems.
Contracts takes a turnkey responsibility for delivering a through its operations, less the capital
Innovation TCS’ thought leadership event that is held in
solution for a certain price and within a mutually expenditure.
Forum North America, UK, Latin America and Japan.
agreed timeframe. The customer is billed on
Free cash flow = Cash flow from operating It brings together researchers from academia,
completion of key project milestones and
activities – Capital expenditure innovators from the start-up ecosystem,
related deliverables. This arrangement gives the
technology watchers, futurists and customers to
vendor considerable flexibility in the staffing and Furlough A temporary cessation of work without pay brainstorm around emerging technologies.
execution of the project. On the other hand, it for the employees, usually implemented by
also means bearing the project risk. organizations facing under difficult economic Inorganic Growth in revenue due to mergers, acquisitions
conditions, and in lieu of laying off employees. Growth or takeovers, rather than due to an increase in
Forward A hedging instrument wherein two parties agree
the company’s own business activity.
Contract to buy or sell a particular asset (such as stock or Gamification The process of adding games or game-like
currency) at a pre-determined rate (or Forward elements to any activity in order to enrich Internet of A network of interconnected machines or
rate) on a specific future date. experiences and encourage user participation. Things devices embedded with sensors, software,
network connectivity, and necessary electronics
For e.g. TCS enters into a forward contract GDPR Acronym for General Data Protection to generate and share run-time data that can
to sell USD 1 million after 3 months @ `72. Regulation, a European Union be studied and used to monitor or control
Irrespective of the prevailing USD-INR spot regulation for data protection and privacy. remotely, predict failure, and optimize the design
rate, TCS will be obliged to sell USD 1 million @ Growth and Initiatives launched to improve the enterprise’s of those machines / devices.
`72 at the end of 3 months. Transformation revenues, leveraging technology to adopt new
Invested Funds Aggregation of cash and various forms of
business models, drive new revenue streams, investments (excluding investments in equity
enhance customer experience or target new shares designated at fair value through OCI).
customer segments. This is in contrast to
traditional outsourcing engagements where the Invested Funds = Cash and Cash Equivalents +
focus is on improving efficiency and saving costs. Investments (excluding equity shares designated
at fair value through OCI) + Bank deposits +
G&T See Growth and Transformation
Inter-corporate deposits

Intellectual An asset that is the result of a creative design or Location A method to orchestrate globally distributed Market The total market value of a company’s total
Property idea, such as patents, copyrights, reusable code, Independent stakeholders and talent into Agile teams Capitalization outstanding equity shares at a point in time.
software products and platforms, and gives the Agile for improved speed to market in large
Market Cap = Last Trading Price * Total number
owner exclusive rights over its usage, such that transformational programs. It comprises
of outstanding shares
no one can copy or reuse the creation without processes, structure, and the technology
the owner’s permission. that allows enterprises to overcome location MEA Acronym for Middle East and Africa
constraints and embrace Agile methods on a
Interactive Allows for a two-way flow of information MFDM™ Acronym for Machine First Delivery Model
global scale.
Technology through an interface between the user and the
Minimum The most basic version of a new product, with
technology; the user usually communicates a LTM Last Twelve Months
Viable Product the bare minimum functionality, which can
request for data or action to the technology
Machine First™ A model that integrates analytics, AI and be released to the users at the earliest, to
with the technology returning the requested
Delivery Model automation deep within the enterprise to be augmented with incremental features and
data or result of the action back to the user.
redefine how humans and machines work functionality over subsequent iterative cycles.
Involuntary A reduction in the workforce due to the together and to effectively deliver superior MVPs can be used by teams to learn about user
Attrition employer’s decision to terminate employment, outcomes. behavior and validate the product value with
instead of the employees’ decision to leave. minimum investment.
Machine A type of artificial intelligence that provides
IoT See Internet of Things Learning computers with the ability to learn behaviors Mobility Information, convenience, and social media all
without being explicitly programmed. combined together, and made available across a
IP See Intellectual Property
variety of screen sizes and hand-held devices.
Managed This is the practice of outsourcing to one
KMP See Key Managerial Personnel
Services service provider, also known as the Managed MSP See Managed Services Provider
Key Managerial At TCS, this refers to the Chief Executive Officer Services Provider (MSP), the end-to-end
MVP See Minimum Viable Product
Personnel and Managing Director, Chief Operating Officer responsibility for providing, or orchestrating
and Executive Director,, Chief Financial Officer, the provision through third party providers Non- The share of the net worth attributable to non-
and the Company Secretary. Please refer to the of, services around a range of processes and Controlling controlling shareholders of the subsidiaries.
company’s policy on KMP. functions, in order to improve efficiency, service Interest
LatAm Acronym for Latin America quality, agility and scalability. Non- Also known as Run the Business (RTB) spend,
Managed Service providers with the sole, end-to-end discretionary is that portion of the IT budget that covers the
Services responsibility of providing Managed Services. Spend basic IT activities required to keep a business
Provider running. Even in tough economic times,
non-discretionary spend remains relatively
unaffected.

Options A hedging instrument that offers the buyer Platforms A group of technologies that are used as a Public Cloud A computing service model used for the
Contract the right to buy or sell the underlying asset base upon which other applications, processes provisioning of storage and computational
(such as stocks or currency) on a future date, or technologies are developed. Useful for services to the general public over the internet.
at a specified price, for small upfront fee called optimizing costs and efforts, and eliminating Public cloud facilitates access to IT resources on
options premium. iterative tasks to drive strategic business a ‘pay as you go’ billing model.
initiatives.
Eg: TCS purchases an options contract to sell R&I Acronym for Research & Innovation
USD 1mn @ ` 77/$ after 3 months, paying an Platform as a A category of cloud computing that provides a
Realization The revenue received by the company per
option premium of `1 million. With this, TCS will Service (PaaS) platform and environment to allow developers
utilized effort. Pricing varies by service and by
have the right to sell USD 1mn at an exchange to build applications and services over the
market. Consequently, there can be changes
rate of `77, even if the prevailing market rate internet. PaaS services are hosted in the cloud
in realization compared to a prior period,
at the end of three months is, say `75. On the and accessed by users simply via their web
due to changes in the underlying business or
other hand, if the market rate is higher, say `79, browser.
geographic mix during the period. This does
then TCS can choose to let the options contract Pricing The price charged to the customer for a billable not necessarily mean that like-to-like pricing
lapse and instead sell at the market rate. effort, turnkey project or a certain process has changed. Also, realization doesn’t take
Order Book See Total Contract Value outcome, depending on the nature of the into account the costs and therefore, higher
contract. Some use this term interchangeably realization is not necessarily more profitable.
Organic The revenue growth a company can achieve by (and somewhat inaccurately) with the average
Growth increasing its existing business activity. This does Related Party Any transaction between a company and its
revenue realized by the company per utilized
not include growth attributable to takeovers, Transactions related party involving transfer of services,
effort on an aggregate basis. See Realization.
acquisitions or mergers. resources or any obligation, regardless of
Private Cloud Refers to a model of cloud computing where IT whether a price is charged.
Other Other comprehensive income (OCI) comprises infrastructure, in terms of compute and storage
Comprehensive items of income and expense, including Please refer to the Company’s policy on Related
resources, are provisioned for the dedicated use
Income reclassification adjustments, that are not Party Transactions.
of a single organization.
recognized in profit or loss as required or
Revenue The income earned by the Company from
permitted by Ind ASs. Product In the technology context, refers to a packaged
operations by providing IT and consulting
software program that is made available to
PaaS See Platform as a Service multiple customers either on a license basis, or services, software licenses, and hardware
equipment to customers.
Personalization Segmentation and responding to individual on a subscription basis, to enable the execution
transactions, customized for a single customer of certain common tasks or processes or
in a single instance. business functions in a standardized way. This
is the opposite of bespoke or custom software
which is built to specifications to meet a
customer’s unique needs.

RFP Acronym for Request for Proposal, meaning Secure TCS’ innovative operating model rolled out Sole Sourced Non-competitive agreements that allow a single
a document that solicits proposal, often Borderless in response to the COVID-19 disruption. It Contract vendor to fulfill the needs of the contractual
made through a bidding process, by an entity Workspaces™ is a fully location agnostic extension of the requirements. These types of contracts can be
interested in procurement of IT services, to Location Independent Agile model, enabling won when the competitor set narrows down
potential service providers to submit business employees to work remotely, while retaining significantly and comes down to a single vendor
proposals. An RFP is floated early in the the same high rigor in project management, discussion, given the nature of the client’s
procurement cycle and requested information governance and security. The fully distributed solution requirements.
may include basic corporate information and nature of this model is better suited to ensure
Special In India, these are designated areas in which
history, financial information, technical capability business continuity. It leverages TCS’ prior
Economic business and trade laws are different from the
and estimated completion period, and customer investments and incorporates the learnings and
Zone rest of the country, with various benefits and tax
references. best practices around network management,
breaks to promote exports, attract investments,
standard service delivery environment,
Robotic The use of software tools to automate high- and create local jobs.
digitized governance processes, heavy use of
Process volume, repeatable tasks that previously
collaborative and cloud based technologies and STEM An acronym for education in the fields of
Automation required humans to perform. RPA is best suited
an internal SOC benchmarked to the best in the science, technology, engineering and math.
for relatively simple and stable processes.
industry. T&M See Time and Materials Contract
Dynamic changes in the environment require
ongoing upkeep of the robots, diluting SEZ See Special Economic Zone TCS Pace™ A brand promise that represents the way
the economic benefit of the automation. TCS channels its domain knowledge and
Shareholder The proportion of earnings paid to shareholders
Increasingly, customers are preferring cognitive organizational units – business and technology
Payout Ratio as a percentage of the Company’s earnings, i.e.
automation over RPA. services, industry solutions units, and the
Net Income attributable to Shareholders of the
RPA See Robotic Process Automation Company. Payout can be in the form of dividend research and innovation organization – into
and share buyback. Payout includes tax payable internal and external co-innovation programs.
SBWS™ See Secure Borderless Workspaces
by the company on behalf of the shareholders TCS Pace Physical spaces where TCS Pace can be
in the form of dividend distribution tax and Port™ experienced. These spaces are close to academic
buyback tax. and start-up hubs, and enclose innovation
Simplification The rationalization of IT architectures through showcases, Agile workspaces and think
consolidation of systems and elimination of spaces. They encourage brainstorming, design
redundant systems and layers. The primary thinking and collaborative innovation with
purpose is to shrink the IT footprint and make internal and external partners.
operations leaner and more efficient. TCV See Total Contract Value

Time and A form of services contract where the customer VR See Virtual Reality XR Extended reality, an umbrella term that covers
Materials is billed for the effort (in hours, days, weeks, etc.) augmented reality, virtual reality and mixed
Virtual Reality Artificial, computer-generated simulation
Contract logged by the project team members. Project reality.
or recreation of a real-life environment or
risk is borne by the customer. This contrasts
situation. It engages users by offering simulated Y-o-Y Year-on-Year
with Fixed Price Contracts.
reality experiences firsthand, primarily by
Total Contract An aggregation of the value of all the contracts stimulating their vision and hearing. Disclaimer: This glossary is intended to help understand
Value signed during a period and a useful indicator of commonly used terms and phrases in this report. The
Virtualization The abstraction of IT resources – like a server,
demand, and near term business visibility. explanations are not intended to be technical definitions.
client, storage or network – that masks the
If explanations provided here are found to be different
Turnkey See Fixed Price Contracts physical nature and boundaries of those
from what is described in the Company’s periodic financial
Contracts resources from the users of those resources.
statements (not limited to Notes to Accounts), then the
Unearned Invoices raised in line with agreed milestones for Voluntary Refers to reduction in workforce resulting from definition provided in the certified financial statements will
and Deferred services yet to be delivered. In other words, it is Attrition employees willingly leaving the organization to prevail.
Revenue the amount that has been invoiced although the pursue other opportunities, spend time with
underlying effort is yet to be expended. family, or for some other personal reason.

GRI Annexures ABOUT THIS REPORT1
This report for FY 2021 (year ending March 31, 2021) is an Integrated Report, that covers TCS' performance
across financial, human, intellectual, relationship, social, natural and manufactured capitals. The last edition was
for FY 2020. It has been prepared in accordance with the Integrated Reporting framework and GRI Standards
Core Option.
SCOPE AND BOUNDARY OF REPORTING
Reporting period
This report is produced and published annually. It provides material information relating to TCS strategy and
business model, operating context, material risks, stakeholder interests, performance, prospects and governance,
covering the year April 1, 2020 to March 31, 2021.
Financial and non-financial reporting
The basis and exclusions for reporting are as below:
Data Basis Exclusions

Financial TCS’ consolidated global operations None
Human Resources TCS’ global operations, including wholly owned Subsidiaries not wholly owned by TCS (accounting
subsidiaries for 2.4% of the consolidated headcount)
Environmental Delivery centers in Brazil, Chile, China, Colombia, Remaining delivery centers, accounting for ~4%
Hungary, India, Mexico, Peru, Philippines, of the headcount
Singapore, UK, and Uruguay
1
102-10, 102-45, 102-46, 102-48, 102-49, 102-50, 102-51, 102-52, 102-54, 102-56
Integrated Annual Report 2020-21 GRI Annexures | 337

The data measurement techniques used, and the Please email any feedback / queries: Some other stakeholders that TCS closely engages
basis of calculations and estimates have been with – such as industry analysts, equity analysts,
mentioned in the relevant areas of this report. TCS Sustainability / ESG topics: and the news media –are proxies for other named
does not believe there is any substantial divergence corporate.sustainability@tcs.com stakeholders – i.e. customers, shareholders, and
from the GRI Indicator Protocols. The scope, society at large, respectively.
boundaries, and methodology for data analysis in Any other topic: investor.relations@tcs.com
this document remain the same as in the prior year. Stakeholder interactions might be structured (e.g.
There has been no restatement of information or Stakeholder Engagement Framework surveys, account statements) or unstructured
changes in the material topics or boundaries since (town halls, 1x1 meetings). Based on mutual
TCS strives to create value for all stakeholders and convenience and need, the engagement maybe
the prior year. The data is sourced from Ultimatix,
aspires to understand and act upon material matters scheduled as needed, or pre-scheduled on a periodic
TCS’ core enterprise platform. Other supporting
for its business, stakeholders, and society. TCS’ basis (fortnightly/ monthly/ quarterly/ annual) or
data is reviewed by relevant third-party assurers as
strategy is based on its stakeholder engagement continuous (e.g. website, social media)5.
part of ISO and financial audit.
program and a materiality assessment. TCS engages
Assurance with a broad spectrum of stakeholders, to deepen The below table shows an overview of TCS’
its insights into their needs and expectations, and to stakeholder group and how the company engages
Ernst & Young has assured the data presented develop sustainable strategies for the short, medium, with them:
under GRI Standards disclosures as specified in and long term. Stakeholder engagement also helps
their Assurance Statement. The scope and basis of to manage risks and opportunities in business
assurance have been described in their assurance operations.
letter. The Board was not involved in seeking this
assurance. The key stakeholders identified in consultation
with the company’s management are: customers,
Contact2 employees, shareholders, academic institutions,
head-hunters, staffing firms, other suppliers, partners
Corporate Headquarters: TCS House, Raveline and collaborators, industry bodies such as NASSCOM
Street, Fort, Mumbai 400 001, Maharashtra, India. and CII3, governments, NGOs, local communities,
Website: www.tcs.com regulators and society at large4.
2
102-3, 102-53 3
102-13 5
102-43
4
102-40, 102-42

Customers Employees
How TCS engages? How TCS engages?
• As needed: Project-related calls and meetings; project management reviews; • As needed: Town halls; roadshows; project or operations reviews; video conferences;
relationship meetings and reviews; executive meetings and briefings; customer visits; audio conference calls; one-on-one counselling
responses to RFIs/RFPs; sponsored events; mailers; newsletters; brochures
• Monthly: @TCS (in-house magazine)
• Continuous: TCS website; social media (LinkedIn, Twitter, Facebook, Instagram, YouTube)
• Continuous: TCS website; Ultimatix Notice Board; CEO Connect; CTO Blog;
• Half-yearly: Customer satisfaction surveys Corporate Corner; Knome; dipstick surveys; grievance redressal system
• Annual: Customer summits; Innovation days; Executive customer surveys; Sponsored • Annual: PULSE (employee feedback survey); long-service awards; sales meets;
Community events Blitz (business planning meet)
Shareholders Academic Institutions

• As needed: Press releases and press conferences; email advisories; facility visits; • As needed: Academic Interface Program; Co-Innovation Network (COIN™) meetings
in-person meetings; investor conferences; non-deal roadshows; conference calls
• Continuous: TCS website; academic portal
• Quarterly: Financial statements in Ind AS and IFRS; earnings call; exchange
notifications; press conferences • Annual: Sangam (high-level academic conference); campus recruitment
• Continuous: Investors page on the TCS website
• Annual: Annual General Meeting; Annual Report Partners and Collaborators
How TCS engages?
Head-hunters; staffing firms; other suppliers • As needed: Meetings/calls; COINTM meetings; visits; partner events
How TCS engages? • Monthly: Conference calls
• One-time: RFIs/RFPs; empanelment process • Quarterly: Business reviews
• As needed: Transactional meetings; periodic reviews; surveys • Annual: Partner events
Industry bodies, Regulators Governments; NGOs; local communities; society at large

• As needed (need basis / usually 1-2 meetings in 3 months’ basis): • As needed: Governance RFIs/RFPs; presentations; project meetings; reviews; calls
• Conferences and seminars, • surveys, and meetings; surveys; consultative sessions; field visits; due diligence; calls and meetings;
conferences and seminars; surveys; press releases; press conferences; media interviews
• working committee meetings, • other meetings and quotes; sponsored events
• Annual: Conferences; summits • Continuous: TCS website

Identification of Material Topics
TCS conducts annual materiality assessments to update the list of material topics. The key elements of that assessment include:
ENGAGEMENT SUSTAINABILITY CONTEXT

WITH STAKEHOLDERS AND VALUE CHAIN
Stakeholder interactions result in the The company looks at the role of TCS in
identification of a broad funnel of issues KEY ELEMENTS wider sustainability issues, the impact the
important to each of the constituencies. OF ANNUAL company has through its customer
The Company’s Sustainability Council uses engagements and its operations, and the
MATERIALITY role that the company experts play in
discussions with internal and external
stakeholders, as well as its own judgment, ASSESSMENTS professional associations, industry forums
to prioritize and arrive at a list of material and other thought leadership activities to
topics with significant economic, address important issues raised by
environmental, or social impacts on TCS’ stakeholders.
business, reputation, and operations.

Key Material Topics6, Key Concerns7, Boundary of impact8 and TCS approach to them are listed below:
TCS Approach Boundary of GRI

Why this is material Key Concerns
(Page Reference Number) impact Indicators
Corporate Governance
Strong corporate governance that • Governance Structure and composition • Pg 72 Internal 102-18
considers - stakeholder concerns,
• Independence of the Board and • Pg 73 102-16
engenders trust, oversees business
strategies, and ensures fiscal Minority Interest
accountability, ethical corporate • Avoidance of conflict of interest • Pg 73
behavior, and fairness to all stakeholders
is core to achieving the organization’s • Board oversight • Pg 73
longer-term mission.
• Disclosure and Transparency • Pg 73; Disclosures – Pg 87-89
• Internal financial control systems and
their adequacy - Pg 140
• Value, ethics and compliance • Pg 73
• Enterprise Risk Management • Pg 131
• Succession Planning • Pg 74
• Remuneration Policy • Pg 82
6
102-47
7
102-44
8
102-46, 102-47: Boundary of Impact: Internal includes all TCS offices and campuses, 103-1

Business Sustainability
A financially strong, viable business that • Economic performance • Performance Overview – Pg 127 Internal 201-1
is able to adapt to changing technology
landscapes to remain relevant to • Demand sustainability • Strategy for sustainable growth – Pg 103
customers and profitably grow its • TCS Strategy – Pg 106
revenues year-on-year is essential
to meet longer term expectations of • Business outlook – Pg 131
stakeholders. • Investments in capability development • Enabling investments – Pg 104
• Intellectual Capital – Pg 115
Talent Management
The company’s ability to attract, develop, • Talent acquisition • Pg 109 Internal 401-3
motivate, and retain talent is critical to
• Talent development • Pg 110 402-1
business success.
• Diversity and Equal opportunity • Pg 112 403-4
404-1
• Talent retention • Pg 112
405-2
• Employee engagement • Pg 110
• Occupational Health and safety • Pg 113

Social Responsibility
The business must be rooted in • Local communities • Social Capital – Pg 145 External 413-1
community and be aligned with the
• Education and skill development • Education – Pg 146
community's larger interests. Any
adversarial relationship can hurt the • Skill Development – Pg 148
company’s ability to create longer term
• Job creation • Employment and employability – Pg 149
value.
• Taxes payable in different regions • TCS standalone income taxes –
Pg 311-315
• Country-wise subsidiary income taxes –
Pg 324-327
• Health and wellness • Occupational Health and Safety – Pg 113
• Environmental stewardship • Natural Capital – Pg 169
Environmental Footprint
Business sustainability is linked to the • Energy consumption • The path to energy efficiency – Pg 171 Internal 302-1
planet’s sustainability. Moreover, good
• GHG emissions • Managing the carbon footprint – Pg 170 303-3
environmental practices result in greater
operational efficiency, adding to financial 305-1
• Water management • Water conservation – Pg 172
sustainability.
306-1
• Effluents and waste • Waste reduction and reuse – Pg 173

GRI Content Index9
GRI Standard Disclosure Page No. Omission

GRI 101: Foundation 2016 (GRI 101 doesn't include any disclosures)
GRI 102: General disclosures 2016
Organizational Profile 102-1 Name of the organization 3
102-2 Activities, brands, products and services 99
102-3 Location of headquarters 338
102-4 Location of operations 99
102-5 Ownership and legal form 3
102-6 Markets served 99
102-7 Scale of the organization 3
102-8 Information on employees and other workers 108
102-9 Supply Chain 109
102-10 Significant changes to the organization and its supply chain 337
102-11 Precautionary principle or approach 170
102-12 External initiatives 103
102-13 Membership of associations 338
9
102-55

Strategy 102-14 Statement from senior decision maker 9
Ethics and Integrity 102-16 Values, principles, standards, and norms of behavior 73
Governance 102-18 Governance structure 72
Stakeholder Engagement 102-40 List of stakeholder groups 338

102-41 Collective bargaining agreements 111
102-42 Identifying and selecting stakeholders 338
102-43 Approach to stakeholder engagement 338
102-44 Key topics and concerns raised 341
Reporting Practice 102-45 Entities included in the consolidated financial statements 337
102-46 Defining report content and topic boundaries 337, 341
102-47 List of material topics 341
102-48 Restatements of information 337

102-49 Changes in reporting 337
102-50 Reporting period 337
102-51 Date of most recent report 337
102-52 Reporting cycle 337
102-53 Contact point for questions regarding the report 338
102-54 Claims of reporting in accordance with the GRI Standards 337
102-55 GRI content index 344
102-56 External assurance 337
Material Topics - Economic
GRI 201 – Economic Performance
GRI 103: Management Approach 103-1 Explanation of the material topics and its boundaries 341
2016
103-2 The management approach and its components 102
103-3 Evaluation of the management approach 127
GRI 201: Economic Performance 201-1 Direct economic value generated and distributed 15
2016

Material Topics - Environment
GRI 302: Energy
2016
GRI 302: Energy 2016 302-1 Energy consumption within the organization 170
GRI 303: Water
2016
GRI 303: Water 2018 303-3 Water withdrawal by source 172
GRI 305: Emissions
2016
GRI 305: Emissions 2016 305-1 Direct (Scope 1) GHG Emissions 171

GRI 306: EFFLUENTS AND WASTE
2016
GRI 306: Effluents and Waste 2016 306-1 Water discharge by quality and destination 172
Material Topics – Social
GRI 401: Employment
2016
GRI 401: Employment 2016 401-3 Parental Leave 111
GRI 402: Labor/Management Relations
2016
GRI 402: Labor Relations 2016 402-1 Minimum notice periods regarding operational changes 111

GRI 403: Occupational Health and Safety
2016
GRI 403: Occupational Health and 403-4 Worker participation, consultation, and communication on occupational 113
Safety 2018 health and safety
GRI 404: Training and Education
2016
GRI 404: Training and Education 2016 404-1 Average hours of training per year per employee 110
GRI 405: Diversity and Equal Opportunity
2016
GRI 405: Diversity and Equal 405-2 Ratio of basic salary and remuneration of women to men 111
Opportunity 2016

GRI 413: Local Communities
2016
GRI 413: Local Communities 2016 413-1 Operations with local community engagement, impact assessments, and 146
development programs

Ernst & Young Associates LLP Tel: +91 22 6192 0000
5th Floor, Block B-2 Fax: +91 22 6192 3000
Nirlon Knowledge Park ey.com
Off. Western Express Highway
Goregaon (E), Mumbai – 400063, India
INDEPENDENT ASSURANCE STATEMENT
The Board of Directors and Management Assurance criteria

Tata Consultancy Services Limited The assurance engagement was planned and performed in accordance with the International Federation
Mumbai, India of Accountants’ International Standard for Assurance Engagements Other than Audits or Reviews of
Historical Financial Information (ISAE 3000). Our evidence-gathering procedures were designed to
Ernst & Young Associates LLP (EY) was engaged by Tata Consultancy Services Limited (the ‘Company’) obtain a ‘Limited’ level of assurance (as set out in ISAE 3000) on reporting principles, as well as
to provide independent assurance on its Integrated Report (the ‘Report’) for the Financial Year 2020- conformance of sustainability performance disclosures as per GRI Standards.
21
The sustainability data reported in the Report is based on Global Reporting Initiative (GRI) Sustainability What we did to form our conclusions
Reporting Standards 2016 (‘GRI Standards’) and its subsequent updates in 2018 and 2020; its content In order to form our conclusions, we undertook the following key steps:
and presentation is the sole responsibility of the management of the Company. EY’s responsibility, as ► Interviews with select key personnel and the core team responsible for the preparation of the Report
agreed with the management of the Company, is to provide independent assurance on the report to understand the Company’s sustainability vision, mechanism for management of sustainability
content as described in the scope of assurance. Our responsibility in performing our assurance activities issues and engagement with key stakeholders;
is to the management of the Company only and in accordance with the terms of reference agreed with ► Interactions with the key personnel at the Company’s locations of operations to understand and
the Company. We do not therefore accept or assume any responsibility for any other purpose or to any review the current processes in place for capturing sustainability performance data;
other person or organization. Any dependence that any such third party may place on the Report is ► Data assurance through desk reviews covering the Company’s corporate office and other
entirely at its own risk. The assurance report should not be taken as a basis for interpreting the operational locations as mentioned in the ‘Scope of Assurance’ above;
Company’s overall performance, except for the aspects mentioned in the scope below. ► Review of relevant documents and systems for gathering, analyzing and aggregating sustainability
performance data in the reporting period.
Scope of assurance
The scope of assurance covers the following aspects of the Report: Our observations
The Company has demonstrated its commitment to sustainable development by reporting its
► Data and information related to the Company’s sustainability performance pertaining to the GRI performance on various material topics for FY 2020-21. The Company has prepared Report having
Standards listed below, for the period 1st April 2020 to 31st March 2021; sustainability data in accordance with GRI standards (Core). The Report includes a description of the
► The Company’s internal protocols, processes, and controls related to the collection and collation of Company’s stakeholder engagement process, materiality assessment and relevant performance
specified sustainability performance data; disclosures on the identified material topics.
► Remote Verification of data and related information through consultations at the Company’s Head
Office in Mumbai as well as desk reviews of the following locations: Our conclusion
a) Synergy Park, Hyderabad On the basis of our review scope and methodology, nothing has come to our attention that causes us
b) Gitanjali Park, Kolkata not to believe that the data has been presented fairly, in material respects, in keeping with the GRI
c) TCS Centre, Kochi Standards and the Company’s reporting principles and criteria.
► Review of data on a sample basis, at the above-mentioned locations, pertaining to the following Our assurance team and independence
disclosures of the GRI Standards: Our assurance team, comprising of multidisciplinary professionals, has been drawn from our climate
a) Environmental Topics: Energy (302-1), Water (303-3, 303-5), Emissions (305-1 to 305-5), change and sustainability network and undertakes similar engagements with a number of significant
Waste (306-1, 306-2), and paper consumption (non-GRI); Indian and international businesses. As an assurance provider, EY is required to comply with the
independence requirements set out in International Federation of Accountants (IFAC) Code of Ethics
b) Social Topics: Information on employees (102-8), Occupational Health & Safety (403-4), for Professional Accountants1. EY’s independence policies and procedures ensure compliance with the
Training and Education (404-1), Diversity and Equal Opportunity (405-1), Local Code.
Communities (413-1).
for Ernst & Young Associates LLP,
Limitations of our review
The assurance scope excludes:
► Operations of the Company other than those mentioned in the ‘Scope of Assurance’;
► Aspects of the Report and data/information other than those mentioned above; Chaitanya Kalia
► Data and information outside the defined reporting period i.e. 1st April 2020 to 31st March 2021; Partner
► The Company’s statements that describe expression of opinion, belief, aspiration, expectation, aim 19.05.2021
or future intention provided by the Company; Mumbai
► Review of the Company’s compliance with regulations, acts, guidelines with respect to various
regulatory agencies and other legal matters;
► Data and information on economic and financial performance of the Company
► Review of qualitative statements and case studies in various sections of the Report. 1
International Federation of Accountants (IFAC) Code of Ethics for Professional Accountants. This Code establishes ethical
requirements for professional accountants.
Page 2 of 2
Page 1 of 2
A member firm of Ernst & Young Global Limited A member firm of Ernst & Young Global Limited

TCS Safe Harbor Clause
Certain statements in this release concerning our future prospects are forward-looking statements. Forward-
looking statements by their nature involve a number of risks and uncertainties that could cause actual results
to differ materially from market expectations. These risks and uncertainties include, but are not limited to, our
ability to manage growth, intense competition among global IT services companies, various factors which may
affect our profitability, such as wage increases or an appreciating Rupee, our ability to attract and retain highly
skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration,
restrictions on cross-border movement of skilled personnel, our ability to manage our international operations,
reduced demand for technology in our key focus areas, disruptions in telecommunication networks, our ability
to successfully complete and integrate potential acquisitions, liability for damages on our service contracts,
the success of the companies in which TCS has made strategic investments, withdrawal of governmental
fiscal incentives, political instability, legal restrictions on raising capital or acquiring companies outside India,
unauthorized use of our intellectual property, pandemics, natural disasters and general economic conditions
affecting our industry. TCS may, from time to time, make additional written and oral forward-looking statements,
including our reports to shareholders. These forward-looking statements represent only the Company’s
current intentions, beliefs or expectations, and any forward-looking statement speaks only as of the date on
which it was made. The Company assumes no obligation to revise or update any forward-looking statements.
IT Services
Business Solutions
Consulting
Tata Consultancy Services Limited

9th Floor, Nirmal Building, Nariman Point, Mumbai 400 021
www.tcs.com

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TCS/SE/35/2021-22

May 24, 2021

National Stock Exchange of India Limited BSE Limited

Sub: Intimation under Regulation 34 of SEBI (Listing Obligations and Disclosure

This is for your information and record.

Tata Consultancy Services Limited

Backdrop: The iconic campus of the Tata Research Design

Integrated Annual Report 2020-21

This is delivered through its unique Location transformation goals. FY 2020

Integrated Annual Report 2020-21 About TCS | 3

Average Tenure on the Board (Years)

Board Independence (%)

Non-Independent, Executive Average Tenure of Independent Directors

Board Committees C Chairman M Member

Rajesh Gopinathan N G Subramaniam V Ramakrishnan Milind Lakkad Samir Seksaria

Rajashree R K Ananth Krishnan Madhav Anchan Rajendra Moholkar

Integrated Annual Report 2020-21 Management Team | 5

Surya Kant Krishnan Ramanujam K Krithivasan Shankar Narayanan Kamal Bhadada

Amit Bajaj Suresh Muthuswami Susheel Vasudevan Debashis Ghosh

Integrated Annual Report 2020-21 Management Team | 6

Letter from the Chairman

Integrated Annual Report 2020-21 Letter From The Chairman | 8

Despite a sharp fall in revenues in the first quarter, progressively strengthening

Letter from the CEO

Integrated Annual Report 2020-21 Letter From The CEO | 12

Integrated Annual Report 2020-21 Letter From The CEO | 13

Integrated Annual Report 2020-21 Letter From The CEO | 14

Revenue Trend Operating Profit Trend Client Metrics Employee Metrics

FY 2017 FY 2018 FY 2019 FY 2020 FY 2021*

* FY 2021 numbers are excluding provision towards legal claim

Integrated Annual Report 2020-21 The Year Gone By | 16

Integrated Annual Report 2020-21 The Year Gone By | 17

Integrated Annual Report 2020-21 The Year Gone By | 18

Launched a SaaS version of the ignio™ suite of

Integrated Annual Report 2020-21 The Year Gone By | 19

Integrated Annual Report 2020-21 TRDDC: Built on a Belief in the Future | 21

Integrated Annual Report 2020-21 Customer Stories

Integrated Annual Report 2020-21 Panel Discussion | 24

Integrated Annual Report 2020-21 Panel Discussion | 25

Integrated Annual Report 2020-21 Panel Discussion | 26

Integrated Annual Report 2020-21 Customer Stories | 28

Integrated Annual Report 2020-21 Customer Stories | 29

We believe this is a more balanced approach, and

Integrated Annual Report 2020-21 Q&A | 31

Integrated Annual Report 2020-21 Customer Stories | 33

The two important online payment systems run

Integrated Annual Report 2020-21 Customer Stories | 34

Integrated Annual Report 2020-21 Notice | 35

Integrated Annual Report 2020-21 Notice | 38

Integrated Annual Report 2020-21 Notice | 40

Integrated Annual Report 2020-21 Notice | 42

Integrated Annual Report 2020-21 Notice | 45

Date of Appointment February 21, 2017 • Nomination and Remuneration Committee

*Chairman of the Committee

Integrated Annual Report 2020-21 Notice | 46

Integrated Annual Report 2020-21 Directors’ Report | 47

Integrated Annual Report 2020-21 Directors’ Report | 50

Integrated Annual Report 2020-21 Directors’ Report | 54

Integrated Annual Report 2020-21 Directors’ Report | 55

@@ In line with the internal guidelines of the Company, no payment is