One Point One Solutions Ltd Management Discussions

One Point One Solutions Limited is a next-generation provider of technology-powered business process management (BPM) services, renowned for delivering transformative solutions and tangible business outcomes. Partnering with some of the most respected brands across industries such as banking and nancial services, telecom, e-commerce and more, we blend deep domain expertise with advanced digital capabilities to streamline operations, enhance customer experiences, and accelerate growth.

Driven by a commitment to innovation and excellence, our organization is powered by passionate professionals whose insights, agility, and dedication consistently generate value for clients in an ever-evolving landscape.

With the rapid evolution of digital ecosystems, One Point One Solutions is strategically pivoting towards AI-driven technologies, embedding intelligent automation, predictive analytics, and machine learning across its service portfolio. This shift positions us at the forefront of the digital transformation wave, enabling clients to stay ahead of the curve, optimize ef ciency, and unlock new avenues of value creation.

Our culture is anchored in a strong value system that promotes accountability, integrity, and high performance. Guided by a uni ed strategic vision, we are building a sustainable, future- ready enterprise one that stays closely aligned with client priorities, fosters meaningful opportunities for our people, delivers sustained growth for our stakeholders, and contributes positively to the communities we serve.

INDUSTRY STRUCTURE AND DEVELOPMENTS

The global Business Process Management (BPM) market, as reported by ISG, commands an impressive valuation of USD 122 to 124 billion, charting a resilient growth trajectory of 4.2% over calendar year 2024. Mirroring this momentum, Indian BPM exports have surged with remarkable vigor, expanding at a robust 4.4% year-on-year to an anticipated USD 48.5 billion in FY25, according to Nasscom signi cantly outpacing the prior years 2.7% growth.

This dynamic industry stands at the cusp of a profound metamorphosis, propelled by the relentless wave of digital innovation, escalating customer expectations, and an insatiable appetite for agile and resilient operational paradigms. At the heart of this revolution lies the transformative power of arti cial intelligence and intelligent automation technologies that are rede ning the very fabric of process management by automating intricate work ows, unveiling real-time actionable insights, and turbocharging organizational performance.

Organizations are harnessing these cutting-edge capabilities not just for ef ciency gains, but for continuous process surveillance and anticipatory intervention, unlocking unprecedented realms of operational dexterity and business agility. The post-pandemic world has ushered in a new era of customer-centric BPM, where processes are being reimagined with a laser focus on intuitive user journeys, hyper-personalized service delivery, and enriched engagement. Simultaneously, the rise of low-code and no-code platforms is democratizing innovation empowering business users to architect, iterate, and deploy work ows with minimal IT dependence. This paradigm shift is accelerating the pace of innovation and endowing enterprises with the agility to thrive amidst ever-shifting market landscapes.

At One Point One Solutions Limited, we rmly believe that AI and emerging technologies are fundamentally reshaping the Business Process Management (BPM) landscape. The industrys axis is shifting decisively from traditional labour arbitrage towards technology arbitrage. Established strengths such as large-scale delivery centers and optimized employee pyramids, while still relevant, may soon become constraints in this rapidly evolving environment. Providers must therefore reimagine and rewire their business models rather than merely enhance existing frameworks.

In this transformative era, One Point One Solutions is uniquely positioned to lead. Our scale enables us to deliver substantial impact, while our agility empowers us to innovate swiftly and decisively. Unlike some of our larger competitors burdened by legacy systems and organizational inertia, we are nimble and unencumbered allowing us to seize the immense opportunities presented by the AI-driven evolution sweeping across industries.

OUR STRATEGIC RESPONSE

We believe the Business Process Management (BPM) industry is undergoing a fundamental transformation driven by the convergence of Arti cial Intelligence (AI), GenAI, automation, and data analytics. The traditional advantages of scale, labor arbitrage, and cost-based delivery are giving way to technology-led differentiation. As this axis of competition shifts toward technology arbitrage, BPM providers must not simply enhance existing models they must reimagine and rebuild them.

At One Point One Solutions Limited, we are strategically positioned to lead in this new paradigm. Our size allows us to be agile and responsive, while our investments in technology, global capabilities, and talent give us the strength to deliver at scale. Unlike legacy players burdened by outdated systems or organizational rigidity, we have moved decisively to embrace next-generation service delivery models powered by AI, cloud- native infrastructure, and deep domain expertise.

In FY 2024 25, we launched an enterprise-wide transformation program anchored in three strategic pillars:

Reimagine the BPM model through AI and automation

Expand our global footprint through organic and inorganic growth

Embed digital- rst, outcome-based service delivery

Our approach has already begun yielding strong results, as evidenced by our 54% YoY revenue growth, 55% PAT growth, expansion into new markets, and multiple strategic client wins.

STRATEGIC EXECUTION HIGHLIGHTS FY 2024 25

1. Strengthening Leadership and Execution

We realigned our leadership structure to support scale and digital transformation. Key leadership hires were made across technology, delivery, solutioning, and international sales functions. Our sales force grew signi cantly, supporting deeper global penetration and faster deal cycles. These changes enabled us to onboard multiple high-value clients and enter new verticals.

2. Embedding AI and Automation Across the Value Chain Our digital transformation investments focused on:

GenAI-enabled customer service tools

AI-powered process mining and automation for F&A and contact center work ows

Analytics-driven workforce optimization tools that improved utilization

We also initiated the development of a domain-speci c AI model for customer lifecycle services, which will be a key differentiator in the coming years.

3. Driving Multi-Tower Expansion and Cross-Selling

We pursued wallet-share growth through multi-service engagements with existing clients. As a result:

Several clients transitioned from single-tower to multi-tower engagements (voice + analytics + RPA)

The number of clients contributing 10 crore+ annually increased signi cantly

New service lines such as KPO and digital collections were successfully cross-sold into BFSI and retail accounts

4. Expanding Capabilities through Strategic Acquisitions

Over the last year, we integrated a major acquisition ITCube Solutions Pvt. Ltd., expanding our expertise in healthcare RCM, legal services, analytics, and IT. It enhanced our delivery presence in Pune and Cincinnati and opened access to the U.S. market.

In addition, we signed term sheets for two transformative acquisitions:

A U.S.-based healthcare RCM company

An India-based business process advisory and transformation rm

These moves, when closed, are expected to increase our global revenue share, deepen vertical capabilities, and support entry into regulated, high-margin segments.

5. Building a Future-Ready Workforce

Talent remains core to our differentiation. We:

Crossed 5,500+ employees across global locations

Delivered 150,000+ hours of digital upskilling, especially in GenAI, analytics, and customer experience

Improved internal mobility and career progression, resulting in over 1,000 internal movements

Continued to focus on DE&I and employee well-being

Attrition decreased YoY due to improved engagement and career planning initiatives.

6. Delivering Margin Resilience and Operational Ef ciency Despite signi cant investments in acquisitions and technology:

EBITDA margins remained within the 25 30% band

Over 35 cost and margin levers were identi ed, including offshore expansion, shared services, and automation

We set a medium-term goal to improve margins by 50 75 basis points annually

IMPACT OF STRATEGIC EXECUTION (FY25 OUTCOMES)

Metric	Fy25	Fy24	Growth
Total Income	270.17 Cr	175.16 Cr	54.2%
PAT	33.16 Cr	21.38 Cr	55.1%

We ended the year with a 30% higher deal pipeline compared to FY24 and gained 0.5% market share versus a basket of 15 publicly traded global BPM peers (based on trailing 12- month revenues).

BUSINESS SEGMENT OVERVIEW

One Point One Solutions Limited continued its growth journey in FY 2024 25 by deepening its domain capabilities, expanding its client base across industries, and entering new markets and verticals. Our core verticals Banking & Financial Services (BFS), Healthcare, Communications & Technology, Retail, and Utilities each play a critical role in our strategy. Through a combination of AI-driven innovation, strategic acquisitions, and digital- rst service delivery, we achieved strong revenue growth across all segments, with several large deal wins and high-value logo additions.

1. Banking & Financial Services (BFS)

The BFS sector is undergoing structural change due to elevated interest rates, regulatory complexity, digital disruption, and shifting consumer expectations. Financial institutions are focusing on cost transformation, compliance modernization, and automation to stay competitive. In FY 2024 25, our BFS vertical recorded robust revenue growth, supported by:

Strategic wins in collections, customer lifecycle management, and KYC/AML services

Deployment of AI-powered digital collections platforms that improved recovery rates and customer experience

Increased demand for multilingual, Omni channel contact center support from ntech and NBFC clients We also began expanding into RegTech and compliance support, leveraging our domain- trained teams and analytics capabilities.

Key highlights:

Focused on cross-sell opportunities with existing clients across collections, customer support, and onboarding services

Positioned ourselves to serve the growing needs of ntech, BNPL, and digital banking segments

2. Healthcare

The healthcare industry remains a high-growth vertical, driven by rising healthcare costs, evolving regulatory mandates, and the need for digitized, value-based care models.

Our presence in both the payer and provider segments allowed us to bene t from macro tailwinds. In FY25, we:

Strengthened our Revenue Cycle Management (RCM) capabilities through the acquisition of ITCube Solutions, enabling end-to-end service offerings across coding, billing, denial management, and patient engagement

Launched BPaaS (Business Process as a Service) solutions targeting mid-market U.S. payers

Enabled clients to adopt automation, AI-led work ows, and HIPAA-compliant data operations

Key metrics:

Added 4 new deals

Secured our largest-ever contract a ve-year BPaaS engagement with a mid- sized U.S. health plan

3. Communications, Media & Technology (CMT)

CMT clients continue to face a dynamic landscape, with rapidly shifting customer expectations, technological disruption, and margin pressures. The industry is embracing GenAI, automated content management, and cloud-based service transformation at scale.

Key metrics:

AI-based support for content validation, moderation, and data enrichment

We continue to differentiate through our domain-speci c delivery teams, content work ows, and CX transformation frameworks tailored to both traditional and digital- native players.

4. Retail & Utilities

The One Point One Solutions family in FY25 signi cantly expanded our presence in the Retail sector and broadened our multilingual, nearshore delivery capabilities. In the Utilities segment, regulatory pressures, cost constraints, and demand volatility are pushing providers to reimagine operations through AI, self-service portals, and proactive engagement models. We are now positioning these capabilities for global roll-out across Europe, the Middle East, and Asia-Paci c.

HUMAN RESOURCES

At One Point One Solutions Limited, our people remain the foundation of our success and a critical enabler of our long-term strategy. FY 2024 25 was a landmark year in our human capital journey, marked by accelerated workforce expansion, global talent integration, technology-driven talent management, and a renewed focus on employee well-being, engagement, and inclusion.

WORKFORCE GROWTH AND TALENT EXPANSION

As of March 31, 2025, One Point One Solutions employed over 5,500 professionals, re ecting a signi cant increase compared to the previous year. This growth was driven by both organic scaling of operations and the successful integration of ITCube Solutions, which brought enhanced capabilities and domain expertise, particularly in healthcare and back-of ce services.

We expanded our delivery presence beyond India, strengthening hiring pipelines across key domestic and international locations. This workforce growth is aligned with our business expansion across verticals such as

Healthcare, BFSI, Retail, and Utilities, and supports our ability to deliver scalable, multilingual, and tech-enabled solutions to clients globally.

TALENT ACQUISITION AND INTERNAL MOBILITY

Our hiring strategy was aligned to support our growth across digital, voice, and back-of ce operations, with a strong focus on rst-time job seekers, skilled professionals, and domain-trained talent. In FY25, while maintaining high-quality hiring through structured assessment frameworks and AI-assisted recruitment tools. We placed strong emphasis on internal mobility and leadership development, through structured upskilling initiatives. Our program provided employees with guided learning paths and mentorship to transition into new roles and responsibilities.

ATTRITION AND RETENTION

Through focused engagement, recognition, and career pathing initiatives, Reduction in attrition, helping to stabilize the workforce and build deeper client knowledge among teams. Our retention strategy included:

Targeted leadership interventions

Early-stage onboarding and buddy programs

Frontline team engagement under the “Stay Ahead” initiative

These efforts contributed to a more stable and motivated workforce, especially in client- facing and voice operations roles.

LEARNING AND DEVELOPMENT

We made substantial investments in workforce upskilling, with a strategic focus on digital transformation, client domain knowledge, and leadership readiness.

KEY FY25 HIGHLIGHTS:

Over 120,000 hours of learning delivered across voice, process, and digital streams

Collaboration with leading platforms for automation, GenAI, and healthcare RCM training

Our training efforts are designed to equip employees with the tools and knowledge needed to thrive in an increasingly automated and client-centric business environment.

POLICY MODERNIZATION AND GOVERNANCE

In FY25, we conducted a comprehensive policy review and refresh to align with evolving workforce expectations and regulatory requirements. Key focus areas included:

Flexible work models

Leave and attendance policy enhancements

Career development frameworks and internal mobility governance

DE&I aligned guidelines and grievance redressal mechanisms

These policy upgrades have improved operational agility, managerial clarity, and employee satisfaction.

DIVERSITY, EQUITY, AND INCLUSION (DE&I)

We are committed to building a workplace where diverse talent thrives and inclusion is not just a value, but a practice. In FY25, we:

Expanded our gender diversity hiring, especially in frontline operations and supervisory roles

Launched employee resource groups (ERGs) for women, differently abled employees, and regional cultural inclusion

Celebrated DE&I week, with over 2,500 employees participating in learning sessions and cultural events Through partnerships and inclusive hiring practices, we continue to strengthen representation and promote cultural sensitivity across our operations.

RISK AND CONCERNS AND THEIR MITIGATION

At One Point One Solutions Limited, risk management is a core aspect of our strategic and operational decision-making. The Company operates in a dynamic business environment, which requires continuous identi cation, evaluation, and mitigation of both internal and external risks. Our Enterprise Risk Management (ERM) framework is based on globally accepted principles and aligns with the Companys objectives, enabling us to proactively manage uncertainties and seize emerging opportunities.

While we have instituted effective controls to minimize the impact of identi ed risks, forward-looking statements in this section are based on current assumptions and may vary with changes in the operating environment.

RISK MANAGEMENT FRAMEWORK

We have developed a structured ERM framework that encompasses:

A top-down approach led by senior leadership and the Board, identifying strategic and macro-level risks.

A bottom-up approach at the operational level, where speci c risks are identi ed, tracked, and mitigated by process owners and function heads.

The Companys Audit and Risk Management Committees provide oversight, while regular internal audits, KRIs (Key Risk Indicators), and governance reviews ensure that emerging risks are promptly addressed.

KEY RISK AND MITIGATION MEASURES A. STRATEGIC RISKS

Risk	Description	Mitigation
Revenue Concentration	The BPM sector is highly competitive with pricing pressures and thin margins	Diversifying client portfolio across sectors and geographies; entry into new verticals; expansion post ITCube acquisition to de- risk revenue streams
Digital Disruption	R a p i d t e c h n o l o g y a d v a n c e m e n t s i n A I , automation, and analytics may outpace internal capabilities if not addressed proactively.	Ongoing investment in digital solutions, AI platforms, and RPA; strategic partnerships for the digital enablement; continuous upskilling of teams

B. INDUSTRY AND MARKET RISKS

Risk	Description	Mitigation
Intense Competition	The BPM sector is highly competitive with pricing pressures and thin margins.	Focus on value-added, tech-enabled services; strong delivery excellence; domain-focused solutions; cost optimization strategies.
Long Sales Cycles	Delays in deal closures, especially in enterprise accounts, can affect revenue predictability.	Dedicated sales enablement and transition teams to reduce onboarding time; pursuing mid-market clients with shorter sales cycles.

 

C. FINANCIAL RISKS
Risk	Description	Mitigation
Foreign Exchange Volatility	Exposure to INR-USD uctuations may impact pro tability, especially with increased overseas operations.	Ongoing monitoring by Management; p r i c i n g c o n t r a c t s i n s t a b l e currencies wherever possible.
Client Credit Risk	Delays or defaults in client payments could impact working capital.	Rigorous client credit checks; staggered billing cycles; close monitoring of receivables and collections; diversi cation of client base.
Liquidity	Te m p o r a r y c a s h o w	Strong banking relationships; judicious
Management	mismatches may arise due to expansion-related investments or payment delays.	use of working capital lines; active treasury management to ensure liquidity at optimal cost.
D. OPERATIONAL RISKS Risk	Description	Mitigation
Attrition and Talent Retention	High attrition may affect service delivery and increase hiring costs, especially in voice and tech-enabled roles.	Structured onboarding, career pathing, internal mobility programs, employee engagement via wellness and recognition programs; competitive bene ts.
Service Delivery Disruption	Errors in execution or SLA breaches could lead to p e n a l t i e s o r c l i e n t dissatisfaction.	Strong governance across delivery; automated quality checks; periodic internal audits; root-cause analysis and corrective actions.
Cybersecurity and Data Privacy	Increasing reliance on digital platforms increases exposure to cyber threats and data breaches.	Multi-layered information security framework; ISO/PCI compliance; EDR/XDR implementation; regular VAPT and incident monitoring; training employees.
E. HUMAN CAPITAL RISKS
Risk	Description	Mitigation
Leadership Succession Risk	Departure of senior leaders may affect business continuity and strategy execution	Succession planning for critical roles; leadership development programs; talent pipeline review and retention through performance-linked incentives.
Wage In ation & Hiring Pressure	Dif culty in hiring quality talent at scale due to rising wage costs and market competition.	Strategic hiring from Tier-II/III cities; use of AI-enabled recruitment tools; employee referral programs; apprentice hiring to build early talent.
F. LEGAL AND COMPLIANCE RISKS
Risk	Description	Mitigation
Regulatory Compliance	Failure to comply with changing local/global regulations (e.g. labor, tax, data privacy) may lead to penalties.	Central compliance team; local legal advisors in overseas geographies; regular internal audits; ongoing policy review and training.
Contractual Obligations	Non-compliance with client- speci c SLAs or contract clauses could lead to disputes or penalties.	Contract governance committee; SLA dashboards; monthly reviews with delivery heads and clients.
G. TECHNOLOGICAL RISKS
Risk	Description	Mitigation
Disruptive Technologies	Technological shifts may render existing processes or offerings obsolete.	Continuous innovation through productization and digital solutions; partnerships with tech providers; investments in AI/ML, analytics, and RPA
Platform	Downtime in client-facing or	Redundant infrastructure, DR sites, and
Downtime or Failure	internal systems can disrupt operations and affect SLAs.	cloud backups; 24x7 IT support and automated incident management systems in place.
H. REPUTATIONAL RISK
Risk	Description	Mitigation
Negative Publicity or Client Impact	Any adverse incident data breach, operational error, or misconduct could damage reputation	Strong compliance, transparent communication, rapid escalation protocols, and a zero-tolerance policy for misconduct.

STRATEGIC DRIVERS AND GROWTH INVESTMENTS

Acquisitions & Global Expansion:

ITCube Solutions Pvt. Ltd. (acquired Feb 2024) integration enhanced expertise across BPM, KPO, IT, analytics, and added delivery centers in Pune & Cincinnati

A new UK subsidiary was established to drive European acquisitions. Discussions are also underway for potential targets across Latin America (e.g., Colombia, Mexico, Costa Rica)

New Client Wins & Seat Expansion:

Notable wins include a U.S.-based medical device rm and a major publicly listed Swedish company with projects spanning multiple geographies

For FY25 26, plans to operationalize ~750 additional seats, projected to drive 25% revenue growth

Technology & Operational Transformation

Continued deployment of GenAI, RPA, Intelligent Automation, and automation-led transformation to drive ef ciencies and enhance margins

Strategic emphasis on lean operating design, technology-led process simpli cation, and scalable delivery models (including nearshore/offshore centers in LATAM, Philippines)

MANAGEMENT OUTLOOK (FY26 & Beyond)

Leadership & Vision

In Q1 FY26, Nitin Mahajan is appointed as CEO, signaling a managerial thrust toward strategic expansion and scale-up of international operations

Chairman & MD Akshay Chhabra described FY25 as "transformative," with future growth anchored in global outreach, digitization, and client-centric delivery

Growth Trajectory & Strategic Themes

Management is targeting ~25% growth in FY26, backed by seat expansion and strong demand.

Global diversi cation is central through acquisitions, new delivery hubs LATAM & Philippines, and deepened presence in high-margin verticals like U.S. healthcare RCM

Long-term vision: Transition from conventional BPM vendor to integrated digital transformation partner, leveraging AI and automation as differentiators

INTERNAL CONTROL SYSTEMS AND THEIR ADEQUACY

Our Company believes that values are vital for the overall success of business. Thus our companys values are clearly de ned, constantly reinforced and reviewed as they are essential for the long term growth of the company. The Company has in place an adequate system of Internal Controls which commensurate with the nature of business and size of its operations. The system is designed to adequately ensure that nancial and other records are reliable for preparing nancial statements and for maintaining accountability of assets. The Company has a strong and independent internal audit function which carries out regular internal audits to test the design, operations, adequacy and effectiveness of its internal control processes and also to suggest improvements and upgrades to the management.

M/s. Rahul Pramod & Co., Chartered Accountants, have carried out the internal audit for the nancial year 2024-25 based on an internal audit plan, which is reviewed each year in consultation with the statutory auditors SIGMAC & CO and the Audit Committee. The internal audit process is designed to review the adequacy of internal control checks and covers all signi cant areas of the Companys operations.

The Company has an Audit Committee of the Board of Directors, the details of which have been provided in the corporate governance report. The Audit Committee reviews audit reports submitted by the internal auditors. Suggestions for improvement are considered and the audit committee follows up on the implementation of corrective actions. The committee also meets the Companys statutory auditors to ascertain, inter alia, their views on the adequacy of internal control systems in the Company and keeps the board of directors informed of its key observations from time to time.

CONSOLIDATED FINANCIAL PERFORMANCE

The nancial statements of your Company are prepared in compliance with the Companies Act, 2013 and Account Standards (AS). The Groups consolidated nancial statements have been prepared in accordance with the principles and procedures for the preparation and presentation of consolidated accounts as set out in the Ind AS 110 on ‘Consolidated Financial Statements. In current year the companies has added Five subsidiaries viz. IT Cube Solutions Pvt. Ltd, IT Cube Solutions Inc , One Point One USA Inc., One Point One UK Inc and One Point One Singapore PTE Ltd. The following discussion and analysis should be read together with the consolidated nancial statements of the Company for the nancial year ended 31ST March, 2025.

RESULTS OF OPERATIONS

The following table gives an overview of consolidated nancial results of the Company:

Particulars	Year Ended 31/03/2025	Year Ended 31/03/2024	Variations in %
Revenue from Operations	25,635.66	16,976.31	51%
Other Income	1,381.23	539.66	156%
Total	27,016.89	17,515.97	54%
Less: Operating Expenses	22,079.69	13,995.09	58%
Operating Profit	4,937.20	3,520.88
Less: Other Expenses	669.77	494.48	35%
Profit Before Tax	4,267.43	3,026.40	41%
Less: Tax	951.76	888.25	7%
Net Profit After Tax>	3,315.67	2,138.15	55%

REVENUE

The Companys revenue from operations has increased by 51% to Rs. 25,635.66 lakh in FY2024-25 from Rs. 16,976.31 lakh in FY2023-24. The strong growth was driven by the new client additions along with expansion in business from existing customers. The demand for BPM services is increasing as the economy opened up and every sector is focusing on winning new customers and making their existing customers experience delightful. We would be the biggest bene ciaries of the fastest growing Indian economy as the demand for our services is directly proportionate to growth in the service sector.

OTHER INCOME

Other income for FY 2024-25 was Rs. 1,381.23 lakh as compared to Rs. 539.66 lakh in FY 2023-24.

OPERATING PROFIT

Operating Pro t during year under review is Rs. 4,937.20 lakh which has increased as compared to Rs. 3,520.88 lakh in previous year. We have been able to improve margins by increasing ef ciency and improved seat occupancy across locations

OPERATING PROFIT

Operating Pro t during year under review is Rs. 4,937.20 lakh which has increased as compared to Rs. 3,520.88 lakh in previous year. We have been able to improve margins by increasing ef ciency and improved seat occupancy across locations.

EXPENDITURE:

Detailed analysis of expenses is as follows.

Particulars	Year Ended 31/03/2025	Year Ended 31/03/2024	Variations in %
Operating Expenses :-
1) Employee Benefits Expense	14,929.71	9,017.14	66%
2) Administration Expenses	4,512.04	2,822.86	60%
3) Depreciation & Amortization	2,637.93	2,155.09	22%
Total Operating Expenses (A)	22,079.69	13,995.09	58%
Other Expenses :-
1) Finance Cost	669.77	494.48	35%
2) Other Expenses	-	-
Total Other Expenses (B)	669.77	494.48	35%
Total Expenses (A)+(B)	22,749.46	14,489.57	57%
Profit Before Tax	4,267.43	3,026.40	41%
Less: Tax	951.76	888.25	7%
Net Profit After Tax	3,315.67	2,138.15	55%

OPERATING EXPENSE

Operating expense comprises of Employee Cost, Administration Expenses and Depreciation & Amortization. The total operating expenses increased to Rs. 22,079.69 lakh in the year under review from Rs. 13,995.09 lakh in the previous year.

EMPLOYEE BENEFITS EXPENSE

Employee bene ts expense includes salaries which have xed and variable components, contribution to retirement and other funds and staff welfare expenses. Employee bene ts expense in relation to total income was 51.48% in FY 2023-24 at Rs. 9017.14 lakh, which has now increased to 55.26% in FY 2024-25 at Rs. 14,929.71.

ADMINISTRATION EXPENSES

Administration expenses include Rent paid, Transport and Conveyance expenses, Repairs and Maintenance expense, Electricity charges, Printing and Stationery expense and such other of ce related expenses.

DEPRECIATION AND AMORTIZATION EXPENSE

Depreciation & Amortization Cost have increased to Rs. 2,637.93 lakh from previous years amount of Rs. 2,155.09 lakh.

OTHER EXPENSES

Other Expenses include Finance Cost as major component cost to the company at Rs. 669.77 lakh which has reduced as compared to last years cost of Rs. 494.48 lakh.

The Consolidated Total Expenses increased by 57% from Rs. 22,749.46 lakh in the previous year to Rs. 14,489.57 lakh in the year under review.

PROFIT BEFORE TAX

In current year company has marked a pro t before tax of Rs 4,267.43 lakh in FY 2024-25 as compared to pro t before tax of Rs.3,026.40 lakh in FY 2023-24.

INCOME TAX EXPENSE

Income tax expense comprises of current tax, net change in the deferred tax assets and liabilities in the applicable FY period and minimum alternate tax credit. The Companys consolidated tax expense (including deferred taxes) increased to Rs. 951.76 lakh in the year under review from Rs. 888.25 lakh in the previous year which is largely due to reduction in deferred tax asset in current year.

PROFIT AFTER TAX

As a result of the foregoing, the company has marked Pro t after tax of Rs. 3,315.67 lakh in FY 2024-25 as compared to Rs. 2,138.15 lakh in FY 2023-24.

FINANCIAL CONDITION

SHARE CAPITAL

The company has only one class of shares equity shares of par value of Rs. 2 each. The Authorised Share Capital of the Company was increased from Rs. 50,00,00,000 (Rupees Fifty Crore only) consisting of 25,00,00,000 (Twenty- ve Core) Equity Shares of Rs.2/- (Rupees Two) each to Rs. 70,00,00,000 (Rupees Seventy Crore only) consisting of 35,00,00,000 (Thirty- ve Core) Equity Shares of Rs.2/- (Rupees Two) each vide an Ordinary Resolution passed by the Members of the Company at the Extra-ordinary General Meeting held on July 18, 2024. Pursuant to allotments of Equity shares made during the year under review, the Paid up Share Capital of the Company is increased from Rs. 42,71,76,840 (Rupees Forty Two Crore Seventy One Lakh Seventy Six Thousand Eight Hundred Forty only) consisting of 21,35,88,420 (Twenty One Core Thirty Five Lakh Eighty Eight Thousand Four Hundred Twenty) Equity Shares of Rs.2/- (Rupees Two) each to Rs. 52,49,94,310 (Rupees Fifty Two Crore Forty Nine Lakh Ninety Four Thousand Three Hundred Ten only) consisting of

26,24,97,155 (Twenty Six Core Twenty Four Lakh Ninety Seven Thousand One Hundred Fifty Five) Equity Shares of Rs.2/- (Rupees Two) each:

Category of Shareholder	As at 31st March, 2025		As at 31st March, 2024
	Number of shares held	% Holding in that class of shares	Number of shares held	% Holding in that class of shares
Promoter and Promoter	8,05,03,714	30.67%	7,55,03,714	35.35%
Group Individual:
Akshay Chhabra Neyhaa Akshay Chhabra	7,28,625	0.28%	7,28,625	0.34%
Any Other (Specify):
Body Corporate
Tech World wide Support (P) Ltd	5,62,50,000	21.43%	5,62,50,000	26.34%.
Total Shareholding of Promoter and Promoter Group (A)	13,74,82,339	52.37%	13,74,82,339	62.03%
Public (B)	12,50,14,816	47.63%	8,11,06,081	37.97%
Total (A+B)	26,24,97,155	100.00%	21,35,88,420	100.00%

Details of shares held by each shareholder holding more than 5% shares:

Category of Shareholder	As at 31st March, 2025		As at 31st March, 2024
	Number of shares held	% Holding in that class of shares	Number of shares held	% Holding in that class of shares
Equity shares:-
Tech World wide Support (P) Ltd.	5,62,50,000	21.43%	5,62,50,000	26.34%
Mr. Akshay Chhabra	8,05,03,714	30.67%	7,55,03,714	35.35%

Note: 2.4. For the period of 5 years immediately preceding the date as at which the Balance Sheet is prepared:

i) There are no shares issued pursuant to contract(s) without payment being received in cash.

ii) The company has issued total 7,10,44,009 bonus shares which includes bonus issue of 6,26,85,759 shares against 12,53,73,750 shares on 21.01.2022 in ratio of 1:2; 83,58,250 shares against 1,67,16,500 shares on 26.04.2019 in ratio of 1:2. There are no shares bought back.

iii) The company has issued Preferential allotment total 4,86,30,629 Shares of Rs. 2 each During nancial year 2024-2025.

iv) The company has issued ESOP total 2,78,106 Shares of Rs. 2 each During nancial year 2024-2025.

RESERVES AND SURPLUS

The reserves and surplus of the Company Increased to Rs. 35,247.92 lakh in the year under review from Rs. 9,693.63 lakh in the previous year.

OTHER NON-CURRENT LIABILITIES AND CURRENT LIABILITIES:

Particulars	Year Ended 31/03/2025	Year Ended 31/03/2024
Non-current liabilities
(a) Financial Liabilities
-Borrowings	148.85	799.53
-Other financial liabilities	1,765.67	1,677.96
- Lease Liability	2,787.29	2,183.94
(b) Provisions	321.62	228.63
(c) Deferred tax Liabilities	-	-
(d) Other non-current liabilities	155.64	248.56
	5,179.07	5138.62
Current liabilities
(a) Financial liabilities
-Borrowings	559.65	1,961.15
-Trade payables	462.01	401.17
-Other current financial liabilities	1,035.04	988.31
- Lease Liability	1,243.09	861.69
(b) Other current liabilities	823.61	1,814.89
( c ) Provisions	285.09	167.43
	4,408.50	6,194.64

Above table summarizes the consolidated liability side of Balance Sheet, which can be further elaborated as follows:-

BORROWINGS

The Non-Current borrowings Decreased from Rs. 799.53 lakh as at 31 March, 2024 to Rs. 148.85 lakh as at 31 March, 2025. Decrease in percentage of 81.4%, re ecting aggressive repayment of long-term loans. The Current borrowings Decreased from Rs. 1,961.15 lakh as at 31 March, 2024 to Rs. 559.65 lakh as at 31 March, 2025. These funds have been utilized for working capital requirements.

TRADE PAYABLES

Trade payables consist of payables towards purchase of goods and services and stood at Rs. 462.01 lakh as at 31 March, 2025 which has Increased from Rs. 401.17 lakh as at 31 March, 2024.

LEASE LIABILITY

Non-Current Lease liability has Increased to Rs. 2,787.29 lakh as at 31 March, 2025 from Rs. 2,183.94 lakh as at 31 March, 2024 and Current Lease liability has Increased to Rs.1,243.09 lakh as at 31 March, 2025 from Rs. 861.69 lakh as at 31 March, 2024 in compliance with Ind AS 116 Leases effective from 01.04.2019.

PROVISIONS

Non-Current Provision has increased by Rs. 92.99 lakh which belongs completely to provision made for gratuity liability and other provisions. Current provision has increased by Rs. 117.65 lakh which belongs to provision made for gratuity liability and other provision payable within 1 year.

NON-CURRENT ASSETS :

Particulars	Year Ended 31/03/2025	Year Ended 31/03/2024
Non-current assets
(a) Property, Plant and Equipment	3,741.27	3,118.50
(b) Right To Use	3,768.31	2,754.81
(c) Capital Work in progress	-	-
(d) Goodwill on consolidation	3,524.40	3,524.40
(e) Intangible Assets	3,212.64	3,233.66
(f) Financial Assets
-Investments	19,884.28	0.50
-Other Financial Assets	1,421.11	888.95
(g) Deferred Tax Assets	309.56	53.56
Total	35,861.58	13,574.39

Above table pertains to Non-Current Assets which can be further elaborated as follows:-

PROPERTY, PLANT AND EQUIPMENT

The net block of tangible assets amounting to Rs. 3,741.27 lakh as of 31 March, 2025 as compared to Rs. 3,118.5 lakh of 31 March, 2024, resulted in a net Increase of the assets to the extent of Rs. 622.77 lakh (20%) due to capacity expansion and addition of new infrastructure assets. Re ects the Companys continued investment in strengthening its physical operating base. This is due to addition of Rs. 1,600.27 lakh offset by depreciation charge for the year amounting to Rs. 448.50 lakh and net amount of disposal of Rs. 489.00 lakh.

RIGHT TO USE

The company has adopted and implemented Ind AS 116 Lease, which has resulted in recognizing Right to use which includes present value of Leased asset and security deposits as reduced by the amount of depreciation/ amortization. Grew by Rs. 1,013.51 lakh (36.8%), owing to recognition of additional long-term lease agreements for of ce/workspace and data centers

INTANGIBLE ASSETS

The net block of Intangible assets amounting to Rs. 3,212.64 lakh as of 31 March,2025 as compared to Rs. 3,233.66 lakh of 31 March, 2024, Marginal decline of Rs. 21.03 lakh (-0.7%), primarily due to amortization of software and IP-related assets . This Increase is due to addition of Intangible Asset Rs. 838.19 lakh offset by amortization charges for the year amounting to Rs. 859.22 lakh.

DEFERRED TAX ASSET

In the year under review company has recognized deferred tax Assets of Rs. 309.56 lakh in FY 2024-25 which compare of deferred tax asset of Rs. 53.56 lakh in FY 2023-24 recognized by One Point One Solutions Ltd. re ecting recognition of deferred tax bene ts arising from temporary differences.

INVESTMENTS

In the year FY 2023-24 Sharp increase from in FY 2023-24 Rs. 0.50 lakh to in FY 2024- 25 Rs. 19,884.28 lakh. This re ects a strategic deployment of surplus funds into long-term investments, strengthening future revenue generation and returns

GOODWILL

Goodwill represents excess of purchase consideration over net assets of acquired subsidiaries. Goodwill on consolidation continues at Rs. 3,524.40 lakh, no impairment adjustments during FY 2024 25

CURRENT ASSETS :

Particulars	Year Ended 31/03/2025	Year Ended 31/03/2024
Current assets
(a) Inventories	-	-
(b) Financial Assets
-Trade receivables	7,376.69	6,917.30
-Cash and cash equivalents	910.89	844.54
-Bank balances other than above	439.03	965.82
-Other financial assets	165.14	209.77
( c ) Other current assets	5,332.10	2,786.86
Total	14,223.86	11,724.29

LIQUIDITY AND CAPITAL RESOURCES

(For the year ended 31st March, 2025 with comparison to 31st March, 2024)

The Company requires adequate liquidity to support its technology and infrastructure expansion, meet working capital needs, service interest and tax obligations, undertake acquisitions, and address other general corporate purposes. These requirements are nanced through a mix of internal accruals, bank borrowings, and equity nancing. As on 31 March, 2025, the Company held cash and cash equivalents of Rs. 1,349.93 lakh compared to Rs. 1,810.36 lakh as on 31 March, 2024.

SUMMARY OF CASH FLOWS

Particulars	31st March 2025	31st March 2024	Key Movement
Net Cash flow from Operating Activities	2,784.12	2,688.64	Slight increase due to higher profit before tax
Net Cash flow from / (used in) Investing Activities	(22,438.82)	(10,004.66)	Higher capital expenditure and investments
Net Cash flow from / (used in) Financing Activities	19,194.27	5,842.89	Significant inflow due to equity issuance
Cash & Cash Equivalents at Beginning of Year	1,810.36	3,283.49	Lower opening balance in FY 2024 25
Cash & Cash Equivalents at End of Year	1,349.93	1,810.36	Decline due to heavy investment outflows

1. OPERATING ACTIVITIES

Net cash generated from operating activities during FY 2024 25 was Rs. 2,784.12 lakh, slightly higher than Rs. 2,688.64 lakhs in FY 2023 24.

Key drivers:

Net pro t before tax of Rs.,4267.43 lakhs

Depreciation & non-cash charges of Rs. 2,637.93 lakhs

Working capital changes: Net out ow of Rs. 2,560.52 lakhs due to increase in operating assets Rs. 1,824.95 lakh and decrease in operating liabilities Rs.735.57 lakh

Taxes paid amounting to Rs.766.33 lakh

The operating cash ows remain healthy, indicating stable core business performance.

2. INVESTING ACTIVITIES

The Company recorded signi cant out ows of Rs. 22,438.82 lakhs in FY 2024 25 compared to Rs. 10,004.66 lakhs in FY 2023 24, mainly due to:

Capital expenditure of Rs. 2,438.46 lakhs for infrastructure and technology upgrades

Increase in investments amounting to Rs. 29,931.27 lakh

Proceeds from disposal of xed assets Rs. 491.92 lakh

Proceeds from investments Rs. 8,975.49 lakh

Interest income Rs. 463.45 lakh

The high investing out ow re ects the Companys long-term growth strategy and focus on strengthening future revenue streams.

3. FINANCING ACTIVITIES

Net in ow from nancing activities increased sharply to Rs. 19,194.27 lakh in FY 2024 25 from Rs.

5,842.89 lakh in FY 2023 24.

This included:

Proceeds from issue of equity shares: Rs. 22,913.48 lakh (major source of in ow)

Repayment of long-term borrowings: Rs. 650.68 lakh

Repayment of short-term borrowings: Rs. 1,401.49 lakh

Repayment of lease liabilities: Rs. 1,548.35 lakh

Interest paid: Rs. 118.69 lakh

The sharp increase in nancing in ows demonstrates strong capital support through equity, reducing dependency on debt.

CASH POSITION & LIQUIDITY OUTLOOK

Closing cash and cash equivalents stood at Rs. 1,349.93 lakh as of 31st March, 2025 vs. Rs. 1,810.36 lakh in FY 2023 24.

Despite healthy operating in ows, the net decline in cash was primarily due to large out ows on investments and capital expenditure.

The Company continues to maintain suf cient liquidity through a combination of operating cash ows, equity funding, and access to banking facilities.

While the operating cash ows remain robust, the decline in cash balance highlights heavy investment commitments. However, the strong equity infusion during the year ensures adequate liquidity for meeting future obligations and expansion plans.

MANAGEMENT PROJECTION, ESTIMATION AND POINT OF VIEWS:

This section of the Management Discussion and Analysis presents the Companys strategic outlook, estimations, and projections as viewed by the management. These statements re ect current assumptions and expectations related to the business performance, industry trends, and economic outlook.

CAUTIONARY STATEMENT ON FORWARD-LOOKING INFORMATION

Statements in this report relating to the Companys objectives, projections, estimates, expectations, or predictions may be construed as ‘forward-looking statements within the meaning of applicable securities laws and regulations. These forward-looking statements are inherently subject to known and unknown risks, uncertainties, and assumptions that may cause actual results, performance, or achievements to differ materially from those expressed or implied.

Managements expectations are based on internal assumptions and market data available at the time of this report. However, actual outcomes may signi cantly differ due to external and internal factors.

FINANICAL RATIOS

Following are ratios for the current nancial year and their comparison with preceding nancial year:

Particulars	31st March 2025	31st March 2024	INTERPRETATION
Debtors Turnover (times)	3.59	3.14	Improved, showing better efficiency in collecting receivables.
Interest Coverage Ratio	7.77	7.61	Marginal improvement, indicating strong ability to service interest obligations.
Current Ratio	3.23	1.89	Significant improvement, reflecting strong short-term liquidity position.
Debt Equity Ratio	0.12	0.42	Considerable decline, indicating reduced financial leverage and stronger stability.
Operating Margin (%)	19.26%	20.74%	Slight decline, showing marginal increase in operating expenses relative to revenue.
Net Profit Margin (%)	12.98%	12.53%	Improved profitability despite lower operating margin.
Return on Equity (ROE, %)	8.19%	15.31%	Declined significantly, the moderation reflects continued investments in strategic growth initiatives and capacity expansions, positioning the company for stronger, sustainable returns over long term.

DETAILED ANALYSIS

Debtors Turnover Ratio: Improved from 3.14 (FY 2023 24) to 3.59 (FY 2024 25), re ecting better credit management and collection ef ciency.

Interest Coverage Ratio: Increased slightly to 7.77, company is well-positioned to cover its interest costs through earnings.

Current Ratio: Improved from 1.89 to 3.23, showcasing a very healthy liquidity position and strong ability to repay short-term obligations.

Debt Equity Ratio: Reduced sharply from 0.42 to 0.12, signifying that the company relies less on debt nancing and is more nancially stable.

Operating Margin: Dropped marginally from 20.74% to 19.26%, Increase in operating costs relative to revenue.

Net Pro t Margin: Increased from 12.53% to 12.98%, stronger bottom- line performance despite operating margin pressures.

Return on Equity (ROE): Declined from 15.31% to 8.19%, Declined signi cantly, the moderation re ects continued investments in strategic growth initiatives and capacity expansions, positioning the company for stronger, sustainable returns over long term.

KEY RISK FACTORS AFFECTING PROJECTIONS

Several important factors may in uence the Companys operational and nancial performance, including but not limited to:

Macroeconomic conditions and economic developments within India and globally.

Demand and supply conditions in the Business Process Management (BPM) and ITES industries.

Changes in Government regulations, policies, or tax laws.

Litigation risks, contract disputes, and labor relations issues.

Technology disruptions and cyber security challenges.

Fluctuations in foreign exchange rates affecting export-driven services.

Client concentration, contract renewals, and pricing pressure in the industry.

MATERIAL DEVELOPMENTS IN HUMAN RESOURCES / INDUSTRIAL RELATIONS, INCLUDING NUMBER OF PEOPLE EMPLOYED:

At One Point One Solutions Limited, we rmly believe that our people are the cornerstone of our continued success. Our human resource philosophy is centered around investing in our workforce, empowering them to develop new skills and capabilities that not only enhance individual growth but also contribute to the Companys long-term objectives.

During the nancial year 2024-25, the organization witnessed signi cant growth in its workforce, with the total number of employees exceeding 5,500. This expansion re ects the Companys growing operational scale and its commitment to delivering excellence across its service verticals.

To ensure the well-being and engagement of our employees, various health and welfare initiatives were undertaken across multiple locations. These included blood donation drives, eye check-up camps, and general health screening programs, which were met with enthusiastic participation across the organization.

Our focus continues to be on building a workplace that fosters trust, pride, and camaraderie among employees. We aspire to be an employer of choice where individuals are motivated to contribute meaningfully and nd purpose in their roles.

Looking ahead into FY 2025-26, we are committed to advancing our human capital strategy through targeted initiatives in:

Skilling and upskilling in emerging areas such as digital technologies, robotics, arti cial intelligence, and machine learning.

Leadership development programs aimed at building future-ready leaders.

Strengthening employee engagement frameworks to ensure high levels of morale and productivity.

Continuously improving industrial relations, maintaining a collaborative and inclusive work environment.

Our vision remains focused on creating a dynamic and future-ready workforce aligned with the evolving needs of our clients and the industry at large.

MANAGEMENT PROJECTION, ESTIMATION AND POINT OF VIEWS:

Cautionary Statements in the Management Discussion and Analysis describing the Companys objectives, projections, estimates, expectations may be ‘forward-looking statements; within the meaning of applicable securities laws and regulations. Actual results could defer materially from those expressed or implied. Important factors that could in uence the Companys operations include economic developments within the country demand and supply conditions in the industry, changes in Government regulations, tax laws and other factors such as litigation and labor relations. Readers are advised to exercise their own judgment in assessing risks associated with the Company, inter-alia, in view of discussion on risk factors herein and disclosures in regulatory lings, as applicable.