Uniinfo Telecom Services Ltd Management Discussions

FORWARD LOOKING STATEMENT

This report contains forward-looking statements that reflect the Companys current expectations and projections about future events and performance. These statements may include, but are not limited to, information regarding the Companys strategy, market opportunities, product development, financial outlook, and operational plans. These statements are based on assumptions and estimates that involve inherent risks and uncertainties. Actual results may differ materially from those projected due to a variety of factors, including market conditions, competitive dynamics, regulatory developments, and other risks beyond the Companys control.

The Company undertakes no obligation to update or revise any forward-looking statements, whether as a result of new information, future events, or otherwise, except as required by applicable law. These statements are not guarantees of future performance and should not be relied upon as such.

The following discussions on our financial condition and result of operations should be read together with our audited financial statements and the notes to these statements included in the annual report. Unless otherwise specified or the context otherwise requires, all references herein to we, us, our, the Company, Uniinfo, UTSL are to Uniinfo Telecom Services Ltd.

INDIA ECONOMIC GROWTH OVERVIEW FY 2025-26

India recorded strong economic growth in FY 2025-26 (April 2025-March 2026). According to the latest provisional estimates from the National Statistical Office (NSO), real GDP grew by 7.8%, while nominal GDP growth was about 9.1%. This was a significant acceleration from the 6.5% real GDP growth recorded in FY 2024-25. (Source: )

Services remained the backbone of Indias economic expansion. Financial services, trade, transport, communications, professional services and other business services continued to support GDP growth. The Economic Survey 2025-26 describes services as a key source of Indias growth and highlights the countrys continued strength in services exports and digitally delivered services.

Indias telecom sector was an important enabler of economic growth in FY 2025-26, supporting digital services, e-commerce, fintech, cloud, AI, manufacturing and public digital infrastructure. The Economic Survey estimates that telecommunications services contribute about 1.2% of Indias Gross Value added (GVA) directly, while their wider economic impact is much larger because connectivity supports productivity across sectors.

INDIAN TELECOM INFRASTRUCTURE INDUSTRY OVERVIEW

Indias telecom sector is experiencing rapid growth, driven by government policies and increasing internet penetration, positioning the country as a global digital leader. Indias telecom sector has transformed into one of the most dynamic pillars of the economy, shaping how people connect, communicate, and access services. Over the last decade, the industry has expanded at an unprecedented pace, driven by affordable tariffs, rapid mobile penetration, and the rising demand for digital connectivity. This progress has positioned India as the second-largest telecommunications market globally as of 2026, with a total telephone subscriber base of 1,321.31 million and a tele-density of 92.66% as of February 2026.

The country also ranks among the largest internet markets globally, with 1,028.61 million subscribers as of December 2025, underscoring its fast-growing digital ecosystem. According to a report by the GSM Association (GSMA) in collaboration with Boston Consulting Group (BCG), the Indian mobile economy is set to contribute significantly to GDP in the years ahead. Much of this growth has been enabled by liberal and reform-driven government policies, including deregulation of foreign direct investment (FDI), easier market access to telecom equipment, and a fair, competitive regulatory framework. Together, these efforts have ensured affordable services for consumers while making telecom one of the fastest-growing industries and a leading generator of employment opportunities in India. (Source: )

Evolving EV Charging Infrastructure in India

Indias transition to electric mobility is gathering unprecedented momentum, transforming the countrys transportation landscape while strengthening economic growth, energy security and environmental sustainability. Backed by policy support, technological innovation and rising consumer adoption, electric vehicles (EVs) have emerged as a key pillar of Indias vision for a cleaner and more self-reliant future.

Indias electric vehicle (EV) industry is expanding rapidly, driven by supportive government policies, technological progress, and growing awareness of environmental sustainability. Programs such as the Faster Adoption and Manufacturing of Hybrid and Electric Vehicles (FAME) scheme are encouraging widespread EV adoption, strengthening charging infrastructure, and promoting cleaner, more innovative, and sustainable transportation across the country.

UNIINFO TELECOM SERVICES LIMITED AN OVERVIEW

UTSL provides a comprehensive range of solutions to support telecom service providers, network operators, and OEMs in maximizing the return on their technology investments and delivering exceptional service quality to their customers. As part of our ongoing efforts to expand within the telecom sector, we continuously strive to push boundaries and add greater value to our telecom initiatives. Since our establishment in 2010, we have built a strong reputation for consistently exceeding client expectations. This success stands as a testament to our ability to embrace emerging technologies and deploy them swiftly across both Indian and international markets.

STRATEGIC RESPONSES TO OPPORTUNITIES AND THREATS (TELECOM)

O pportunities

1. Adoption of Next Generation Technologies

The rapid evolution of technology presents significant opportunities for telecommunications companies. Emerging technologies such as 5G, Artificial Intelligence (AI), Robotics, Internet of Things (IoT), Cloud Computing, and Machine-to-Machine (M2M) communication are expected to drive transformative changes in the industry.

2. Continued Densification Driven by 5G

The rollout of 5G technology presents a substantial opportunity for network growth and densification. As 5G becomes more prevalent, it will drive increased demand for high-capacity networks capable of handling higher data throughput and lower latency.

Over 1.1 billion mobile subscribers, with growing data consumption. High mobile penetration, especially in urban and semi-urban areas. India offers some of the lowest data tariffs in the world, making internet access widely affordable. Integration with fintech, e-commerce, OTT platforms, and digital government services (like Aadhaar and UPI) leading to digital ecosystem growth. The telecommunication sector is poised for significant growth driven by technological advancements and evolving consumer demands.

Growing demand for IoT, cloud, private 5G networks, and edge computing from industries. Massive untapped potential in Tier III and rural areas for both mobile and fixed broadband. Projects like BharatNet, smart cities, and government digital initiatives offer growth avenues. Partnerships with content providers and bundling services can increase ARPU and customer stickiness. Use of AI, network automation, Open RAN, and satellite communication can lower costs and improve service.

By strategically investing in next-generation technologies and expanding network infrastructure to support 5G and increased data consumption, companies can capitalize on these opportunities to enhance their market position and drive long-term success.

Threats

Regulatory uncertainty like changing government policies, spectrum pricing, and litigation risks may lead to adverse impact on financial stability of operators and OEMs. Aggressive pricing strategies by Jio and Airtel can squeeze margins further leading to pricing risks during renewals. Heavy reliance on imports (from China, US, Europe) for telecom hardware creates geopolitical and supply chain vulnerabilities.

Mitigation Strategies:

• Negotiation: We employ a robust approach to contract negotiations, ensuring we secure favourable terms and justify our pricing based on the value we provide.

• Long-Term Agreements: We aim to negotiate longer-term contracts to provide revenue stability and predictability.

• Benchmarking: Regular benchmarking of our pricing against industry standards helps maintain competitiveness while protecting our profit margins.

• Value Proposition: We continuously enhance our value proposition to justify our pricing and secure better terms during contract renewals. RISKS & CONCERNS

1. Emerging Risks Due to Unforeseen Disruptions

In the current landscape, unforeseen disruptions continue to present significant risks to businesses worldwide. The ongoing effects of the global recession and ongoing wars among countries coupled with geopolitical tensions, supply chain bottlenecks, and environmental challenges, highlight the need for robust risk management strategies.

2. Government Policies and Regulatory Environment

Government policies, including licensing, tariffs, and revenue-sharing regulations, significantly impact the telecommunications industry. Additionally, the entry of foreign companies into the market could intensify competition and affect existing players.

3. Changes in Regulatory Environment & Natural Disasters

The regulatory environment in India remains complex and evolving, with potential implications for the telecommunications sector. Additionally, natural disasters or external factors pose risks to network infrastructure and operations.

STRATEGIC RESPONSES TO OPPORTUNITIES AND THREATS (EV CHARGING INFRA)

O pportunities

EV adoption in India is projected to reach 30% of all vehicle sales by 2030. Demand for public and private charging points is growing exponentially. Policies like FAME-II, PLI for Advanced Chemistry Cells, and state subsidies make EV infra investments viable. Mandates for EV-ready buildings and parking spaces.

High-growth potential from electric delivery fleets, ride-hailing companies, and public transport (e-buses, e-rickshaws). Charging infra integrated with solar+battery storage reduces grid dependency and improves sustainability.

Threats

High EV charging demand (especially fast charging) may strain local grids and lead to instability. Lack of Standardization leading to different vehicles use different connectors (CCS2, CHAdeMO, GB/T, Type 2) and power levels. Setting up a fast-charging station can cost high and ROI is often slow due to low utilization. Delays due to municipal approvals, parking availability, and right-of-way challenges. EV charging tech is evolving fast—newer standards (like 800V ultra-fast chargers) may make existing infra outdated.

Mitigation Strategies:

Over the period we have created capabilities to provide services right from survey to acquisition to planning to final execution of the project including correct assessment of grid requirements, clarity on requisite government approvals as well as providing our assessment of ROI while choosing a location. Leveraging the operational expertise gained from recent projects, the Company is actively enhancing its capabilities as a specialized EPC partner.

RISKS & CONCERNS

High-density fast charging can overload the local electricity grid, especially in peak hours or in areas with weak distribution infrastructure leading to power outages, voltage fluctuations, and increased infrastructure strain.

Inconsistent power supply and energy access as rural and semi-urban areas often suffer from erratic electricity supply leading to unreliable functioning of chargers thereby limiting EV adoption.

Finding suitable land, getting municipal clearances, and negotiating with property owners delay deployments further increasing setup time as well as project cost.

FINANCIAL PERFORMANCE OVERVIEW

The discussions in this section relate to the consolidated, Rupee-denominated financial results pertaining to the year that ended 31st March, 2026. The financial statements of UTSL and its subsidiaries are prepared in accordance with the Indian Accounting Standards (referred to as Ind AS) prescribed under section 133 of the Companies Act, 2013, read with the Companies (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.

The following table gives an overview of the consolidated financial results of the company: (Rs. in lakhs)

PARTICULARS	Consolidated
	2025-26	2024-25	Change
Total Revenue	4357.13	3337.82	30.54%
Total Expenses	4452.83	3420.69	30.17%
Profit /(Loss) before Tax	(147.49)	(82.87)	-77.98%
Profit or Loss After Tax	(119.57)	(69.25)	-72.66%
Earning Per Equity Share (EPS)	(1.12)	(0.65)	-72.31%

Analysis of revenue growth and margin performance

On a consolidated basis, the total revenue Increased by 30.54% compared to the previous year. The Company incurred a net loss of ? (119.57) lakhs, resulting in a negative Earnings Per Share (EPS) of ? (1.12), reflecting the overall performance at the consolidated level.

RESOURCES AND LIQUIDITY

a. As on 31st March, 2026, the consolidated net worth stood at Rs. 3182.03 Lakhs and the consolidated debt was at Rs. 528.51 Lakhs.

b. The cash and cash equivalents at the end of 31st March, 2026 were Rs. 3.20 Lakhs.

c. The net debt to equity ratio of the Company stood at 0.16:1 as on 31st March, 2026.

DETAILS OF SIGNIFICANT CHANGES IN KEY RATIOS AND NUMBERS:

PARTICULARS	2025-26	2024-25	Variance		Comments for Variation in ratio above 20%
Current Ratio	4.10	4.65	-12%
Debt-Equity Ratio	0.16	0.15	5%
Debt Service Coverage Ratio	(1.03)	(1.28)	-19%
Return on Equity Ratio	(0.04)	(0.02)	-76%		The decrease in Return on Equity is primarily due to an increase in net losses during the current financial year, driven by higher operating costs and increased deferred tax adjustments, despite a steady equity base.
Inventory Turnover Ratio	1.96	1.50	31%	The improvement in the Inventory Turnover Ratio is attributed to a 30.53% growth in sales turnover during the year, achieved while maintaining optimal and lean average inventory levels through better supply chain management.
Trade Receivables Turnover Ratio	4.10	3.89	5%
Trade Payables Turnover Ratio	8.08	9.51	-15%
Working Capital Turnover Ratio	1.65	1.21	36%	The increase in the Working Capital Turnover Ratio is due to higher sales volume combined with a optimization of net working capital deployment, resulting in higher capital efficiency
Net Profit Ratio	(0.02)	(0.01)	-127%	The decline in the Net Profit Ratio is due to pressure on operating margins, as input inflation and fixed overhead costs rose disproportionately relative to the growth in sales turnover during the current year
Return on Capital Employed	(0.01)	(0.01)	-4%

INTERNAL CONTROL SYSTEMS AND ADEQUACY

The Managing Director (MD) and Chief Financial Officer (CFO) are accountable for financial controls, with their effectiveness measured through objective metrics like accounting hygiene and audit scores, while the Company ensures strong governance through regular investor communication and adherence to regulatory and statutory requirements.

The Company has implemented a robust internal control system to ensure the accurate and timely preparation of financial statements and management reports, maintain regulatory and statutory compliance, and protect investor interests, with the Audit Committee reviewing the systems effectiveness.

A Certificate signed by the MD and CFO, included in the Corporate Governance Report, confirms the presence of effective internal control systems and procedures.

The Company continuously strengthens its internal control systems through background verification of new employees, a whistle-blower policy for reporting unethical behaviour, and enhanced risk management processes for multiple projects. The internal control systems are regularly updated to provide high assurance of operational effectiveness and efficiency, adequate asset protection, reliable financial controls, and compliance with applicable laws and regulations.

This comprehensive approach reflects the Companys commitment to maintaining a high standard of financial and operational integrity, ensuring that its internal control systems are both effective and continually improved to address evolving needs and challenges.

The Company has a Risk Management Policy and adequate Internal Control System in place. The main objective of this Policy is to ensure sustainable business growth with stability and to promote a pro-active approach in reporting, evaluating and in order to achieve the key objective, this Policy establishes a structured and disciplined approach to Risk Management; in order to guide decisions on risk related issues. Internal Control System is commensurate with the size, scale and complexity of its operations. The Company continuously reviews its various types of regulatory, financial, operational, environmental and other business risks. There are adequate systems to ensure compliance of all various statutory and regulatory requirements and review the same from time to time and to take appropriate actions from time to time.

HUMAN RESOURCES

At Uniinfo Telecom Services Limited (UTSL), we recognize that our employees are vital to our success and strive to attract, retain, and develop top talent. Our commitment to our workforce is reflected in our comprehensive human resources strategy, which focuses on talent acquisition, development, and engagement.

Over the years, the Company philosophy has been to build trust, respect and fairness across all levels in the work force. Our work force is the most important aspect of our business and hence encouraging them to work in teams and perform to the best to their abilities, becomes the core of the Companys HR Philosophy. However, on top of all of this integrity is regarded as the ultimate asset in our individual / Company relationship.

Heres a detailed overview of our human resources approach:

1. Talent Acquisition and Retention

• We seek individuals with specific skill sets, interests, and backgrounds that align with our business needs. This ensures that we bring in talent that adds value to our organization and supports our strategic goals.

• Our recruitment processes are designed to identify and hire candidates who possess the technical expertise and cultural fit necessary for success at UTSL.

• The Company believes in grooming internal talent, as well as sourcing capable resources from the industry. This helps the Company

to challenge our internal systems as well as bring about positive changes in the Company.

• The Company is looking at enhancing competencies across all functions. HR is acquiring talent for defined key positions and ensures better customer service, organization goals and business objectives. In this financial year we focused on building the sales and network teams across to meet the customers needs.

• We have implemented various employee engagement programs to foster a positive work environment and increase job satisfaction.

• Opportunities for career advancement and professional growth are provided to ensure that employees remain motivated and committed to their roles.

2. Organizational Efficiency and Process Improvement

• We continuously evaluate and improve our organizational structure to enhance efficiency and effectiveness.

• Process changes are supported by various initiatives to streamline operations and boost productivity.

• Employees are our most important asset and helping them to grow professionally is crucial to our success and well-being. The employee engagement initiatives at the Company are undertaken with an objective of shaping a positive experience that drives advocacy, productivity and profitability

• Regular engagement activities are conducted to keep employees connected and involved with the companys mission and values. We utilize feedback mechanisms to gather insights from employees and address any concerns or suggestions.

3. Leadership and Skill Development

• Significant efforts are made to develop leadership capabilities through targeted training programs.

• We focus on preparing our leaders for future roles and responsibilities to ensure a smooth transition and continuity of leadership.

• Technical and functional training programs are conducted to enhance employees skills and knowledge.

• Future We anticipate future talent needs and provide training to meet these requirements, ensuring our workforce is equipped for upcoming challenges.

4. Employee Statistics and Training

• As of March 31,2026, UTSL has 375 employees on payroll.

• Our workforce includes a range of roles across different departments, contributing to our overall success.

• We are committed to providing necessary training and development programs to imbibe the essential skills required for employees roles.

• Opportunities for continuous learning and development are offered to ensure employees stay updated with industry trends and advancements.

6 Work life balance

Work life balance is about creating and maintaining supportive and healthy work environments, which will enable employees, have a balance between work and personal responsibilities and thus strengthen employee loyalty and productivity. Efforts to help employees improve work life balance can improve morale, increase job satisfaction and strengthen employees commitment to the Company. Additionally, benefits may be reaped in terms of increased productivity and reduction in absenteeism and employee turnover. Work life balance initiatives offered to our employees are -

• Flexible work arrangements such as flexi time and telecommuting

• Eldercare benefits (Mediclaim Insurance)

• Benefits for family members and domestic partners

• Wellness program (Health Check -ups by reputed doctors/ physicians at the premises)

• The management at UTSL maintains cordial relations with employees at all levels.

• We promote open communication and a collaborative work environment to foster positive relationships and address any issues promptly

7. Commitment to Human Capital

• Over the period the company has ensured that all employees are duly covered in life and personal accidental insurance along-with medical insurance for employees and their family members.

• We believe that the dedication and commitment of our employees are crucial to addressing challenges and achieving success.

• Our human capital has played a pivotal role in shaping UTSL into a successful and forward-thinking organization.

FUTURE OUTLOOK

Uniinfo Telecom Services Limited (UTSL) is strategically positioned to achieve sustained growth and profitability in the coming years. Our proactive approach in adapting to industry trends, investing in technology, and nurturing customer relationships lays a solid foundation for continued success. Heres an overview of our future outlook:

1. Industry Tailwinds and Market Position Positive Industry Environment:

• Both the telecom sector and EV charging infrastructure segment is experiencing favourable industry tailwinds that create a conducive environment for robust business performance. This includes increasing demand for advanced connectivity solutions, the rollout of next-generation technologies and expanding market opportunities.

Strategic Positioning:

• UTSL is well-prepared to capitalize on these market dynamics, leveraging our expertise and resources to drive growth and capture new opportunities.

2. Investment in Technological Advancement

Technology Upgradation:

• We are committed to investing in cutting-edge technology to enhance our service offerings and operational efficiency. This includes upgrading our infrastructure, adopting new technologies, and integrating innovative solutions.

• Our focus on technological advancement ensures that we remain at the forefront of industry developments and can effectively address the evolving needs of the telecom sector.

Manpower Development:

• We continue to invest in the development of our workforce, equipping our team with the skills and knowledge required to support technological advancements and drive business growth.

• Ongoing training and professional development programs are implemented to keep our employees updated with the latest industry trends and technologies.

3. Strengthening Customer Relationships

Customer Engagement:

• We are dedicated to strengthening our relationships with customers by gaining deeper insights into their evolving network plans and requirements.

• By understanding our customers needs, we can identify and seize relevant opportunities to provide tailored solutions and add value to their operations.

Opportunities Identification:

• Our proactive approach to customer engagement enables us to identify new opportunities and adapt our services to meet changing demands effectively.

4. Long-Term Growth and Profitability

Sustained Growth:

• UTSLs strategic vision and operational excellence position us for sustained growth and profitability. Our indepth involvement in two critical infrastructure sectors will drive our success in the long term.

• We are optimistic about our ability to deliver strong financial performance and achieve our growth targets through effective execution of our strategies.

COMPLIANCE WITH INDIAN ACCOUNTING STANDARDS

In the preparation of the financial statements, the Company has followed the Indian Accounting Standards as notified. The significant accounting policies which are consistently applied have been set out in the Notes to the Financial Statements.

CAUTIONARY STATEMENT

Statements in this report describing the Companys objectives, expectations or predictions may be forward looking within the meaning of applicable laws and regulations. The actual results may differ materially from those expressed in this statement because of many factors like economic condition, availability of labour, price conditions, domestic and international market, changes in Government policies, tax regime, etc. The Company assumes no responsibility to publicly amend, modify or revise any statement on basis of any development, information and event.

ANNEXURE -II

Form AOC-I

[Pursuant to first proviso to sub-section (3) of Section 129 read with Rule 5 of Companies (Accounts) Rules, 2014]

Statement containing salient features of the financial statement of Subsidiaries/Associate Companies.

(Information with respect to each subsidiary to be presented with amounts in Rs. INR, except exchange rates)

Part A: Statement relating to Subsidiary Companies

(Rs. in Lakhs)

Sr. No.	Particulars	Details
1.	Name of Subsidiary	Uniinfo Telecom Services (Private) Limited - Sri Lanka
2.	Reporting period for the subsidiaries concerned, if different
	from the holding company\u2019s reporting period	2025-26
3.	Reporting currency and Exchange rate as on the last date of the	Reporting currency = LKR
	relevant financial year in the case of foreign subsidiaries	Exchange Rate - 0.2877
4.	Share capital	0.028
5.	Reserves & surplus	(0.131)
6.	Total Assets	0.100
7.	Total Liabilities	0.202
8.	Investments	-
9.	Turnover	-
10.	Profit Before Taxation	(0.0000)
11.	Provision for Taxation	-
12.	Profit After Taxation	(0.0000)
13.	Proposed Dividend	-
14.	% of shareholding	100%

Notes: The following information shall be furnished at the end of the statement:

1. The exchange rate of turnover is calculated as on the date of preparing balance sheet as on 31.03.2026

2. Names of subsidiaries which are yet to commence operations.

3. Names of subsidiaries which have been liquidated or sold during the year.

Part A: Statement relating to Subsidiary Companies

Sr. No.	Particulars	Details
1.	Name of Subsidiary	Uniinfo Technologies QFZ LLC Qatar
2.	Reporting period for the subsidiaries concerned, if different from the holding company\u2019s reporting period	2025-26
3.	Reporting currency and Exchange rate as on the last date of the	Reporting currency = QAR
	relevant financial year in the case of foreign subsidiaries	Exchange Rate - 25.65
4.	Share capital	-
5.	Reserves & surplus	-
6.	Total Assets	-
7.	Total Liabilities	-
8.	Investments	-
9.	Turnover	-
10.	Profit Before Taxation	-
11.	Provision for Taxation	-
12.	Profit After Taxation	-
13.	Proposed Dividend	-
14.	% of shareholding	100%

Notes: The following information shall be furnished at the end of the statement:

1. The exchange rate of turnover is calculated as on the date of preparing balance sheet as on 31.03.2026

2. Names of subsidiaries which are yet to commence operations.

3. Names of subsidiaries which have been liquidated or sold during the year.

Part B: Associates and Joint Ventures:

Statement pursuant to Section 129 (3) of the Companies Act, 2013 related to Associate Companies and Joint Ventures NOT APPLICABLE - The Company does not have any Associates and Joint Ventures as on 31st March, 2026.

ANNEXURE -III

Disclosures pursuant to Section 197(12) of the Companies Act, 2013 read with Rule 5(1) of the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014

The percentage increase in Remuneration of each Director, Chief Financial Officer and Company Secretary in the financial year 2025-26 and ratio of remuneration of each Key Managerial Personnel (KMP) against the performance are as under: -

Name of the Director	Category	Percentage Increase in Remuneration for the Financial Year 2025-26	Ratio of Remuneration of director to the Median remuneration
Mr. Kishore Kumar Bhuradia	Managing Director	NIL	18.68:1
Mr. Pranay Kumar Parwal	Whole Time Director	NIL.	3.74:1
Mr. Anil Kumar Jain	Whole Time Director	NIL	1.87:1
Mrs. Sudha Rathi	Independent Non-Executive Director	N.A.	N.A
Mr. Prakash Chandra Chhajed (Ceased w.e.f. 20.06.2026)	Independent Non-Executive Director	N.A.	N.A.
Mr. Manojkumar Bhagirathprasad Rawat (Appointed w.e.f. 18.07.2026)	Non-Executive Independent Additional Director	N.A.	N.A.
Mr. Manish Sharma	Independent Non-Executive Director	N.A.	N.A.
Mr. Brijesh Kumar Shrivastava	Chief Financial Officer	N.A.	N.A.
Mr. Pushpendra Patel	Company Secretary	N.A.	N.A.

NOTE:

1. All the Non-Executive Independent Directors are paid only sitting fees for attending the meetings of Board of directors or Committees thereof.

2. The aforesaid details are calculated on the basis of remuneration for the financial year 2025-26.

3. The remuneration to Directors is within the overall limits approved by the shareholders of the Company.

A. The Median Remuneration of Employees of the Company during the financial year was 3,21,204

B. Percentage increase in median remuneration of all employees in the financial year2025-26: -

Due to the change in no. of employees in FY 2024-25 and current FY 2025-26, the accurate percentage increase/decrease in the median of remuneration of the employees cannot be calculated. The approximate percentage decrease in the median can be taken as (0.46%).

Number of permanent employees on the rolls of the company as on 31st March, 2026:

The Number of permanent employees on the rolls of Uniinfo Telecom Services Limited as at 31st March, 2026 was 375.

C. Average percentile increases already made in the salaries of employees other than the managerial personnel in the last financial year and its comparison with the percentile increase in the managerial remuneration and justification thereof and point out if there are any exceptional circumstances for increase in the managerial remuneration:

As the number of employees was not same in FY 2024-25 and FY 2025-26, the accurate percentage increase in the remuneration of the employees cannot be calculated. The approximate percentage decrease in the financial year can be taken as (0.46%).

D. Remuneration is as per the remuneration policy of the Company.