In Q4Fy25, L&T Technology Services (LTTS) registered an income or ₹ 2,982 million rupees to growth or 17.5 percent yy and 12.4 percent QOQ for the full year of fiscal year 2015, the income was located at ₹ 10,670 million rupees to 10.6 percent. Only the profits for the quarter were ₹ 311 million rupees, 3.5% more sequenced of ₹ 322 million rupees, and decreased an interannual 8.8%. Amit Chadha, CEO & MD of the company, discusses the prospects for the fiscal year.
What were some key aspects of the duration of the fourth?
We saw some milestones: the patent presentations crossed 1,500 this quarter, 190 or that were in Ia and Gen Ai. We grew around 10.7 percent of quarter and reached approximately 9 percent constant currency (CC). We also cross around ₹ 10,000 million rupees in annual income or an execution rate of $ 1.4 billion. From the point of view of the agreement, we won seven major offers, and the great offer increased 20 percent QOQ. Throughout the year, we sign more than 32 $ 10 million plus agreements. We believe that the fy26 fiscal year will be better than the FY25, and we will see a two -digit growth.
Despite macroconomic uncertainties, he has been able to win great offers. What would you attribute this impulse?
We saw the clients who were scared and, therefore, spent time and money rejigating our service offers. We got used to the market with new automated services based on AI, which helped us capture market share about our competitors. In 70 percent of these agreements, we get someone else. We are also beginning to close agreements in the industrial subsegment of sustainability, our most profitable segment. I think this impulse will be continuous and, as we advance next year, we commit ourselves to a two -digit growth and we are reconfirming $ 2 billion in medium -term revenues.
What are some client conversations about the potential impact of tariffs on their technological expenses budgets?
We maintain our comment from the previous quarter that the automotive segment will continue to face some winds against the next three to four quarters. Our mobility has been presented because we work in trucks and machines out of time (TNOH) and Aero too. But we believe we will grow from here. That said, there are five areas that people continue to spend in AI -AI, AI AGENT, AI BIMODAL, DATA AND CIBERNETIC. Secondly, we have been able to fall into the right side of the consolidations of suppliers that we play. And third, we are seeing the factory supply chains restore. The technological spending area is changing and people are investing in different things. If you do not invest between 3 and 5 percent of your R&D income, you will face challenges. That is why, in H1, we made a conscious effort, we hit our chin and put it in it.
Are you seeing green outbreaks or tail winds in the middle of ambiguity?
We are seeing green outbreaks in sustainability, plant engineering, technology, software and platforms, and sustainability. Our continuous customers to get involved. Our great offers has been 20 percent higher and our pipe is larger than that of the last quarter.
What strategy is using to navigate unpredictability in the United States, which is its largest market?
We are doing three or five things. I am running a central working group within the company where we see all the different areas where we can help our customers. We are reinventing our sacrifice stack even more to see if we help with the transfers of line plants, the consolidation of the suppliers, the OT managed services, the Chinese strategy plus one and the asset management. We have brought two levels in the organization where we crush our organization and move to a roll -based structure from April 1. This allows us to be more agile. We are also working to obtain 2500 first year students this year to improve our pyramid.
Amid the fear of labor displacement due to AI, do you see constant talent?
In the fiscal year25, we incorporated 1500 first year students. For the fiscal year26, we are seeing 2500. We require additional staff to achieve our two -digit growth target. I think that the innovation of AI will help our employees instead of displacing the work.
Several of their peers believe that despite the concerns about the CCG Potntiax that interrupt the IT service industry, the relationship will evolve towards a more symbiotic.
Absolutely. About a year and a half ago, we recruit a former GCC chief or an industrial company. Now, we have raised it to the leadership counter or a team of 20 members focused on the CCG in India, as of April 1. We work in collaboration, always.