Slide 1: Establishing Margin Leadership
Establishing Margin Leadership SAURABH GOEL Chief Financial Officer 1 | © Coforge, 2026 | Confidential
Slide 2: Agenda
1. Structural change in Margins & Cash Flow • Where we are • Key initiatives in last two years • Why this is sustainable 2. Capital Allocation framework 3. Performance of acquired businesses 4. ESG Initiatives 2 | © Coforge, 2026 | Confidential
Slide 3: Structural change in Margins & Cash Flow
01 Structural change in Margins & Cash Flow • Where we are • Key initiatives in last two years • Why this is sustainable 3 | © Coforge, 2026 | Confidential
Slide 4: 10-Year Financial Performance
10-Year Financial Performance Structural step-up in margins and cashflow in FY26 Revenue (₹ Mn) CAGR 20.3% EBIT (₹ Mn) CAGR 24.6% FY26 vs FY25: 23,645 Revenue +36% 1,64,027 1,20,733 EBITDA +77% 12,942 90,360 11,615 80,385 64,096 8,747 9,699 EBIT +83% 46,659 5,432 5,779 36,967 41,604 5,181 27,558 29,
Slide 5: Key initiatives in last two years
Key initiatives in last two years Divested Advantage Go Completed Cigniti Merger • Scaled top accounts in just two years: • Exited loss-making, cash-negative business – Travel (NA): $15M → $45M+ • +60 bps EBIT margin · +$10M free cash flow – Utilities (NA): $9M → $30M+ – Healthcare (NA): $7M → $20M+
Slide 6: Structural changes led to step increase, rather than incremental increase in margins
Structural changes led to step increase, rather than incremental increase in margins FY26 Revenue (₹ Cr) FY26 EBITDA Margin FY26 EBIT Margin Q4FY26 EBIT Margin 16,403 18.6% 14.4% 16.6% +35.9% YoY +430 bps vs FY25 +370 bps vs FY25 A new normal 22.0% 20.5% 20.0% 18.6% 17.6% 18.0% 17.0% 16.8% 17.3% 17.
Slide 7: Capital allocation framework
02 Capital allocation framework 7 | © Coforge, 2026 | Confidential
Slide 8: A disciplined capital allocation framework that has consistently created shareholder value
A disciplined capital allocation framework that has consistently created shareholder value Investment in Clients & Alliances: 1 Mergers & Acquisitions: 2 • Pursuing transformation, transition, re-badge, and • Acquired and successfully transformed acquired co-sell opportunities businesses, such as: •
Slide 9: Performance of acquired businesses
03 Performance of acquired businesses 9 | © Coforge, 2026 | Confidential
Slide 10: Management has a proven track record of turning around acquired businesses
Management has a proven track record of turning around acquired businesses Revenue EBITDA Margin Company Comments CAGR CAGR Exp. Incessant Scaled revenue from $11.5M to $120M and diversified a 10 years since 26% 31% +10pp* single-account APAC base into a balanced APAC, EMEA acquisition and Americas
Slide 11: ESG Initiatives
04 ESG Initiatives 11 | © Coforge, 2026 | Confidential
Slide 12: ESG Initiatives – Monitored by the Board through ESG & CSR committee
ESG Initiatives – Monitored by the Board through ESG & CSR committee ENVIRONMENT SOCIAL GOVERNANCE Net zero by 2040 • CSR spend of ₹24 crore in • 55% independent directors — • 3 campuses on green energy; FY26; ₹34 crore estimated five out of nine board members internal carbon price adopted in FY27 —
Slide 13: Let's engage!
Let’s engage! 13 | © Coforge, 2026 | Confidential