Infosys : Financial document - (csr impact assessment reports2025 26)

Published: 2026-05-12 02:14:13 ET INFY.NS

Published on 05/12/2026 at 02:14 am EDT

Final CSR Impact Assessment Report

Infosys Limited

May 2026

Price Waterhouse Chartered Accountants LLP

Notice to Reader

This report has been prepared solely for Infosys Limited (Infosys) being the express addressee to this report as "Client" or "Infosys". PWCALLP does not accept or assume any liability, responsibility or duty of care for any use of or reliance on this report by anyone, other than (i) our Client, to the extent agreed in the relevant contract for the matter to which this report relates (if any), or (ii) as expressly agreed by PWCALLP at its sole discretion in writing in advance.

By reading this you deem to agree and confirm the content of the same. If you do not agree, you are an unauthorised recipient and should return or destroy the document.

The reader of this report understands that the work performed by PWCALLP was performed pursuant to the requirement stated under Rule 8(3) of the Companies (CSR Policy) Rules, 2014 and was performed exclusively for Infosys Limited's sole benefit and use. The reader of this report acknowledges that this report was prepared for the purpose stated herein and as per the terms agreed in the contract. Accordingly, it may not include all procedures deemed necessary for the purposes of the reader.

PWCALLP makes no representations or warranties regarding the information and expressly disclaims any contractual or other duty, responsibility or liability to any person or entity other than its client in accordance with the agreed terms of engagement.

This report by its very nature involves numerous assumptions, inherent risks and uncertainties, both general and specific. The conclusions drawn are based on the information available with us at the time of writing this report. PWCALLP does not make any representation or warranty, express or implied, with respect to the information contained in this report. The information contained in this report is selective and is subject to updating, expansion, revision, and amendment. It does not purport to contain all the information that a recipient may require.

PWCALLP's Deliverable should be read in full and no way should be construed as an opinion, attestation, certification, or other form of assurance. We have not performed any procedure which can be constituted as an examination or a review in accordance with generally accepted auditing standards or attestation standards. We have not performed an audit and do not express an opinion or any other form of assurance. Further, comments in our report are not intended, nor should they be interpreted to be legal advice or opinion. Infosys shall be fully and solely responsible for applying independent judgment, with respect to the findings included in this report, to make appropriate decisions in relation to future course of action, if any. We shall not take responsibility for the consequences resulting from decisions based on information included in the report.

While information obtained (if any) from the public domain or external sources has not been verified for authenticity, accuracy or completeness, we have obtained information, as far as possible, from sources generally considered to be reliable. However, it must be noted that some of these websites may not be updated regularly. We assume no responsibility for the reliability and credibility of such information.

Our work was limited to the specific samples/ procedures described in this report and were based only on the information and analysis of the data obtained through interviews of beneficiaries supported under the project, selected as sample respondents. Accordingly, changes in circumstances/ samples/ procedures or information available after the review could affect the findings outlined in this report. Further, the study did not include conducting any KYC checks/due diligence of the implementing partners, beneficiaries.

We assume no responsibility for any user of the report, other than Infosys. Any person who chooses to rely on the report shall do so at their own risk.

Our observations represent our understanding and interpretation of the facts based on reporting of beneficiaries and stakeholders. The recommendations provided may not be exhaustive from the perspective of bringing about improvements in the project and additional steps/efforts may be required on the part of the management to address the same.

PWCALLP performed and prepared the Deliverable at Client's direction and exclusively for Client's sole benefit and use pursuant to the requirement stated under Rule 8(3) of the Companies (CSR Policy) Rules, 2014. Our report is based on the completeness and accuracy of the above stated facts and assumptions, which if not entirely complete or accurate, should be communicated to us immediately, as the inaccuracy or incompleteness could have a material impact on our conclusions.

The reader agrees that PWCALLP, its partners, directors, principals, employees and agents neither owe nor accept any duty or responsibility to it, whether in contract or in tort (including without limitation, negligence and breach of statutory duty), and shall not be liable in respect of any loss, damage or expense of whatsoever nature which is caused by any use the reader may choose to make of this report, or which is otherwise consequent upon the gaining of access to the report by the reader. Further, the reader agrees that this report is not to be referred to or quoted, in whole or in part, in any prospectus, registration statement, offering circular, public filing, loan, other agreement or document and not to distribute the report without PWCALLP's prior written consent.

In no circumstances shall we be liable for any loss or damage, of whatsoever nature, arising from information material to our work being withheld or concealed from us or misrepresented to us by any person to whom we make information requests.

List of Acronyms

Abbreviation

Full Form

Artificial Intelligence

AMC

Annual Maintenance Contracts

BPL

Below Poverty Line

CSR

Corporate Social Responsibility

FGD

Focus Group Discussion

Financial Proxy

GHGs

Greenhouse Gases

Household

IDI

In-depth Interviews

ITI

Industrial Training Institute

KII

Key Informant Interviews

KPI

Key Performance Indicators

MoE

Margin of Error

MoU

Memorandum of Understanding

NCERT

National Council of Educational Research and Training

NET

National Eligibility Test

NPV

Net Present Value

NSDC

National Skill Development Corporation

Operation Theatre

PHC

Primary Health Centre

PMUY

Pradhan Mantri Ujjwala Yojana

PRV

Pressure Relief Valve

SDG

Sustainable Development Goal

SGD

Small Group Discussion

SGBS

Sree Guruvayurappan Bhajan Samaj

SROI

Social Return on Investment

STEM

Science, Technology, Engineering, and Mathematics

Introduction and Background 6

Executive Summary 8

Approach and Methodology 17

Objective and Scope of Work 18

Overall Methodology 19

Assumptions and Limitations 20

Project 1: Sree Guruvayurappan Bhajan Samaj (SGBS) Unnati Foundation - UNXT Youth Training 23

Project 2: Bhandarkar Oriental Research Institute - Oriental Studies Research and Preservation 42

Project 3: eVidyaloka - Rural Digital and STEM Education Programme 53

Project 4: Improved Cookstoves in Udaipur - Helping Women and Environment 67

Project 5: Improved Cookstoves in Salumber - Helping Women and Environment 86

Project 6: Sustainable Impact through Improved Cookstoves and Clean Energy Solutions 103

Project 7: Improved Cookstoves in Maharashtra - Helping Women and Environment 124

Project 8: Bringing circularity through Biogas installation in Karnataka 140

Project 9: Bringing circularity through Biogas installation in Maharashtra 161

Project 10: Bharatiya Vidya Bhavan - Khincha Auditorium Renovation 182

Project 11: Yakshagana Kalaranga - Construction of Infosys Foundation Yakshagana Development, Training and Research Centre (IYCTRC) 194

Project 12: Bharatiya Vidya Bhavan - Indian Arts Cultural Outreach Programme 204

‌Introduction and Background

Impact Assessment Report 6

About Infosys Limited and its CSR

Infosys is a global leader in next-generation digital services and consulting. It enables clients in ~60 countries to navigate their digital transformation. With over four decades of experience in managing the systems and workings of global enterprises, it expertly steers clients as they navigate their digital transformation powered by cloud and AI. It enables them with an AI-first core, empower the business with agile digital at scale and drive continuous improvement with always-on learning through the transfer of digital skills, expertise, and ideas from its innovation ecosystem1.

Infosys has been an early adopter of Corporate Social Responsibility (CSR), embedding social stewardship as a core part of its value system. Alongside sustained economic performance and robust eco-sustainability management, the company recognizes the importance of social stewardship. Infosys embraces its responsibility to create a positive impact in the communities where it operates and lives. Its key programs are driven by the cross-cutting focus areas developed over the years2:

Figure 1: Infosys's CSR Themes3

Infosys demonstrates a deep and sustained commitment to the communities in which it operates, integrating social responsibility into its core values and long-term

engagement efforts. This led to the creation of Infosys Foundation to support the underprivileged sections of society. Established in 1996, it is a not-for-profit organisation aimed at fulfilling the social responsibility of Infosys Limited with a focus on creating opportunities and strives towards a more equitable society.

Figure 2: CSR at Infosys

Infosys Foundation advances inclusive, community-centric development through programs spanning education and skilling to enable employement, healthcare, environmental sustainability, women's empowerment, arts and culture, and disaster response. Working closely with nonprofit partners and local institutions, it strengthens public systems and community infrastructure, enhances teaching and learning

environments, improves skills for employment, expands access to medical services, promotes sustainable practices, nurtures arts & cultural heritage, and mobilizes timely relief and rehabilitation when crises strike, an approach that blends grassroots engagement with long-term capacity building.4

‌1 Source: https://www.infosys.com/about.html

‌2 Source: https://www.infosys.org/

‌3 Source: https://www.infosys.com/investors/corporate-governance/documents/corporate-social-responsibility-policy.pdf

‌4 Source: https://www.infosys.org/infosys-foundation/about/reports/documents/infosys-foundation-report-2024-25.pdf

‌Executive Summary

About the Study:

Infosys Limited continues to support a range of CSR initiatives that strengthen communities, nurture local community development, and contribute to social well-being. In line with the Companies (Corporate Social Responsibility Policy) Amendment Rules, 2021, Infosys engaged Price Waterhouse Chartered Accountants LLP (PWCALLP) to conduct an independent impact assessment of 12 CSR projects identified by Management5. A bird's eye-view of 12 CSR projects is provided below:

Geographical spread of 12 CSR projects

Figure 3: Overview of 12 CSR projects under evaluation

The assessment adopted a context-specific, mixed-methods design. Primary data was gathered through quantitative and qualitative tools, including surveys, interviews, focus group discussions, and virtual or on-site interactions with beneficiaries and other stakeholders. This evaluation was anchored in the IRECS framework (Inclusiveness, Relevance, Effectiveness, Convergence, and Sustainability) to examine who was reached, how well projects addressed priority needs, what results were achieved and attributable, how partnerships enhanced outcomes, and whether benefits are likely to endure. In addition, for select CSR projects, with clearly attributable and measurable impact, the team applied the Social Return on Investment (SROI) method to quantify social value created per rupee invested.

Together, the IRECS assessment and SROI analyses provide Management with actionable, forward-looking insights to strengthen project design, partnerships, and measurement. Findings were triangulated and synthesized into a consolidated report to deliver clear, evidence-based insights for reporting.

Summary of Key Findings

Education, Skilling and livelihood CSR projects at Infosys collectively drive transformative, overarching impact by empowering individuals and communities through enhanced education, skills development, and cultural preservation. Spanning rural school-going children, government college youth from BPL and semi-urban backgrounds, women learners, and scholars engaged in cultural preservation, these projects respond to

‌5For the purpose of this report, 'Management' refers to Infosys Limited's management responsible for CSR oversight, including interactions with the Board and CSR Committee, as applicable'

context-specific needs across regions and populations. Together, they strengthen foundational learning and STEM access in rural schools, enhance employability and aspiration among marginalized youth, and safeguard India's intellectual and cultural heritage. By combining digital education, life-skills and employability training, and advanced research support, the projects enable improved academic outcomes, workforce readiness, confidence, livelihoods, and knowledge preservation. This drives inclusive growth, resilience, and sustained social value across diverse geographies.

These projects under this theme collectively cater to the following United Nations - Sustainable Development Goals (UN-SDGs):

Below provides an overview of impact created by each of the CSR projects in "Education and skill development" theme:

The project reached ~1.33 lakh government college students across different states, most from rural and BPL backgrounds, addressing deep employability gaps through skill development trainings.

Post-training, over 80% of participants rated their English communication and interview confidence

Employment levels rose from 3% pre-training to nearly one-third of beneficiaries currently employed, with many securing jobs within six months of completion. Entry-level earnings improved significantly, with trained youth frequently securing salaries 30-40% higher than comparable peers. This gain supports upward economic mobility at the household level.

Beyond jobs, nearly 90% of participants reported positive behavioural change at home and in social settings, applying values such as integrity, discipline, and teamwork. The training also encouraged aspiration-building, with one-third of youth pursuing higher education and many gaining clarity on long-term career paths.

The project is estimated to have generated a Social Return on Investment (SROI) of 9.27:1, based on assumptions and methodology described in this report. This indicates that every unit of resources deployed created the social value over nine times its value in social benefits. These benefits include increased incomes, employer cost savings, and sustained employability outcomes, underscoring the project's efficiency and depth of impact.

The project created a stable and enabling research environment at BORI, allowing scholars, especially those earlier working without sustained institutional support, to focus on rigorous academic work. This led to improved research quality while strengthening long-term scholarly capacity within the institute.

With 42 books and 33 research articles published, along with digital resources, the project contributed to widening the reach of Indian historical and cultural scholarship. Researchers reported greater

national and international visibility, fostering dialogue beyond academia and reconnecting living traditions with contemporary audiences.

Fragmented collections of rare and historically significant manuscripts, central to India's intellectual and cultural heritage, were transformed into organised, searchable resources through detailed bibliographies and catalogues. Key outputs include over 2,500 Bhagavata Purana entries and descriptive cataloguing of 1,400+ epic and Purana manuscripts, easing access for scholars and readers worldwide.

Prior to the project, Kadamba inscriptions and Atharvaveda ritual traditions existed in fragmented, inconsistent, or largely undocumented forms, making them vulnerable to inaccuracies, neglect, and permanent loss. Through systematic documentation, expert editing, translation, and contextual interpretation of over 500 inscriptions and fading ritual practices, the project converted fragile and scattered knowledge into reliable scholarly resources. This preserved historically significant traditions while enabling accurate research and wider academic use.

The project enabled structured digital learning for ~52,000 students across 375 government schools in 10 states, addressing critical teacher shortages in Maths, Science, and English. Live, volunteer-led classes delivered in regional languages improved access to consistent, concept-driven instruction.

Over 90% of students found digital classrooms more effective than regular teaching, with live classes (75.8%) and recorded lessons (53.0%) cited as most useful. Regional-language delivery reduced learning barriers, increased participation, and sustained long-term interest in education (98.6%).

The intervention fostered better study habits, with 90% of students studying more regularly, alongside higher curiosity and engagement observed by parents and teachers. Importantly, 63.3% of students reported a decline in dropouts among peers, indicating stronger retention and motivation to continue education.

Rural communities across India continue to face interconnected challenges arising from reliance on traditional biomass-based cooking and limited access to clean energy solutions. These practices contribute to indoor air pollution, health risks for women and children, significant time spent on fuel collection and cooking, and sustained pressure on local ecosystems. The projects under the Environment Sustainability and Ecological Balance theme respond to these structural gaps by enabling transitions to improved cookstoves, biogas, and decentralised clean energy systems across varied geographies. Collectively, they are designed to ease daily drudgery, improve household efficiency and well-being, reduce dependence on fuelwood, and encourage environmentally sustainable practices, while remaining sensitive to local contexts and usage patterns.

The projects under this theme collectively cater to the following UN-SDGs:

^ Total no. of households benefitted (~1 Lakh) multiplied with the average family size (4 members)

Below provides an overview of impact created by each of the CSR projects in "Environment sustainability and ecological balance" theme:

The project reached nearly 19,000 households across 4 blocks in Udaipur district, focusing on introducing clean cooking solutions to reduce indoor air pollution, save time and fuel, improve health and livelihoods, especially for women.

The project significantly reduces indoor smoke exposure. 97% of users reported lower smoke and gas emissions, with 68% experiencing fewer respiratory issues and 57% reporting reduced eye irritation, leading to visibly healthier cooking environments for women and children.

Almost all beneficiaries reported reduced cooking time, with over 70% saving around 30 minutes daily and 19% saving up to 45 minutes. This time was redirected towards agriculture, household productivity, and children's education, easing daily burdens, particularly for women.

All households reported lower fuelwood use, with 76% experiencing reductions of over 50%. This translated into less physical strain from wood collection and improved household resilience, with families feeling more secure and better able to manage essential needs.

Cleaner combustion led to less waste, soot, and ash in homes, while 86% of households adopted more sustainable cooking practices. Beneficiaries actively shared benefits within their communities, reinforcing awareness, uptake, and long-term behavioural change.

The project generated a Social Return on Investment (SROI) of 4.59, indicating that every unit of investment deployed created over four times its value in social benefits. It reinforces the intervention's efficiency and long-term relevance.

The project reached 11,500 rural households across 2 blocks in Salumber district6, with women as primary users, leading to a marked reduction in indoor smoke exposure. It also focused on providing access to clean cooking solutions that improved health outcomes, reduced time and fuel burdens, and promoting environmental sustainability.

As a result, 62% reported fewer respiratory issues and 56% experienced reduced eye irritation, contributing to healthier and safer cooking environments.

All surveyed users reported faster cooking, with 77% saving about 30 minutes daily and 18% saving up to 45 minutes. This reclaimed time was meaningfully redirected towards farming, household responsibilities, and children's education, easing women's everyday workload.

Nearly all households (99%) reported reduced fuelwood use, with 86% cutting consumption by over half, easing pressure on local forests. Cleaner combustion also meant less soot, easier kitchen maintenance, and wider adoption of environmentally sustainable practices across villages.

The project is estimated to have generated a Social Return on Investment (SROI) of 2.11:1, based on assumptions and methodology described in this report. This indicates that every unit of resources deployed created the social value over two times its value in social benefits. It underscores the project's efficiency in converting clean cooking access into measurable social outcomes.

‌6Salumber is newly formed district of Rajasthan in FY 24 which was formerly part of Udaipur District.

The project distributed Jumbo Cookstoves to 10,000 households and provided solar electrification to 464 households in 4 districts of Meghalaya. It also supported four primary health centres (PHCs) with solar power and medical equipment.

The improved cookstoves led to near-universal adoption, with 99% of households surveyed actively using them. Reduced smoke exposure translated into tangible health gains, 45% reported fewer respiratory illnesses, 65% less eye irritation, and women saved ~30 minutes per cooking session, easing daily physical strain and improving well-being.

With 93% of households reporting lower fuel expenses and 96% (n=284) noting reduced fuelwood use, families redirected savings toward essentials such as healthcare, education, and savings. Time saved from cooking and fuel collection enabled women to engage more in productive and household priorities, strengthening overall financial stability.

Further, solar electrification of 4 PHCs ensured uninterrupted power for critical equipment, supporting

The project is estimated to have generated a Social Return on Investment (SROI) of 5.89:1, based on assumptions and methodology described in this report. This indicates that every unit of resources deployed created the social value of almost six times the value in social benefits. This impact is driven by improved health outcomes, time savings, reduced household costs, and strengthened service access. This underscores the project's efficiency in converting interventions into sustained social impact.

The project focused on adoption of improved cookstoves by 37,200 households in 5 districts across Maharashtra which led to delivering clean cooking solutions that improved health and safety, reduced time and fuel burdens, protected local environments.

This has led to a significant reduction in indoor air pollution, with 99% of users reporting improved indoor air quality and 72% experiencing fewer respiratory illnesses. Women and children, who spend the most time near cooking areas, reported fewer headaches, eye irritation, and burn incidents, contributing to safer and healthier homes.

Nearly 90% of beneficiaries reported reduced cooking time, with most saving 30-45 minutes per day, alongside a sharp decline in time spent collecting fuelwood. This time was redirected towards childcare, education, household work, and income-generating activities, with 81% reporting improved productivity in daily chores and 75% gaining more time for rest and leisure.

The project contributed to substantial reduction in fuelwood use, with 99% of households reporting lower consumption and 44% observing reductions greater than 50%. Fewer trips to forests, reduced ash and waste generation, and lower smoke emissions contributed to reduced pressure of deforestation and improved local environmental conditions, as consistently reported by community members.

The project is estimated to have generated a Social Return on Investment (SROI) of 15.86:1, based on assumptions and methodology described in this report. This indicates that every unit of resources deployed created the social value of almost sixteen its value in social benefits. This impact is driven primarily by reduced healthcare expenses and the economic value of time saved from cooking and fuelwood collection. This highlights the project's efficiency in translating a simple technological intervention into sustained social and well-being outcomes.

The project enabled 11,644 rural households across five districts of Karnataka to transition from traditional biomass cookstoves to biogas, with 99% using biogas as their primary cooking fuel. This shift led to substantial health gains, with 79% reporting reduced eye irritation, 73% fewer respiratory issues, and 99% perceiving improved household safety due to smoke-free kitchens.

Adoption of biogas reduced daily household drudgery, especially for women, with time spent on fuelwood collection declining from 103 to 42 minutes per day and food preparation from 156 to 75 minutes. The time saved was reallocated to household care, farming, learning, and leisure, contributing to greater autonomy and participation in community life.

Nearly 99% of households used biogas slurry for farming or kitchen gardening, resulting in improved soil fertility (96%), better water retention, and higher crop yields, such as paddy yields increasing from 12.5 to 15.3 quintals per acre. Reduced dependence on chemical fertilisers and improved produce quality enabled households to strengthen farm incomes and adopt more resilient, organic practices.

The project is estimated to have generated a Social Return on Investment (SROI) of 5.22:1, based on assumptions and methodology described in this report. This indicates that every unit of resources deployed created the social value over five times its value in social benefits. This impact is driven through improved health outcomes, reduced household expenditure, enhanced agricultural productivity, and environmental benefits. This reflects the project's ability to deliver sustained, multi-dimensional value at scale.

The project reached 10,289 households across 2 districts in Maharashtra, with 99% adopting biogas as their primary cooking fuel, significantly reducing dependence on fuelwood and smoky chulhas. Women reported a substantial reduction in daily drudgery, with time spent on fuelwood collection and cooking falling by more than half, allowing greater focus on household, farming, and personal activities.

Access to biogas led to 77% of beneficiaries reporting improved health, particularly fewer respiratory issues, eye irritation, and headaches caused by indoor air pollution. Cleaner kitchens and reduced smoke exposure were repeatedly highlighted by women as a meaningful improvement in everyday wellbeing.

Reduced cooking and fuel collection time translated into more productive use of the day, 45% used saved time for household work, 38% for farming, and some for income-generating activities. A small but notable share of households expanded livelihoods such as dairy and livestock management, reflecting early pathways to economic resilience.

Near-universal use of biogas significantly cut fuelwood extraction, easing pressure on forests and reducing human-animal conflict. The use of biogas slurry strengthened sustainable farming practices, with 100% of respondents reporting improved crop yield and produce quality, alongside reduced reliance on chemical fertilisers.

The project is estimated to have generated a Social Return on Investment (SROI) of 10.54:1, based on assumptions and methodology described in this report. This indicates that every unit of resources deployed created the social value over ten times its value in social benefits. It reflects the project's strong ability to convert clean energy access into sustained, multi-dimensional benefits for rural households and communities.

Cultural institutions and artists across regions face persistent gaps in professional infrastructure, inclusive platforms, and systems for long-term preservation and access. The projects under this theme collectively addressed these gaps by strengthening the physical, digital, and institutional environments that enable art and heritage to thrive. Renovated and purpose-built performance spaces restored scale, dignity, and accessibility for artists and audiences, while outreach programmes expanded visibility, fair support, and participation for under-represented practitioners. These initiatives together reinforce the ecosystems required for preserving, practising, and transmitting India's cultural heritage over the long term.

These projects under this theme collectively cater to the following UN-SDGs:

Below provides an overview of impact created by each of the CSR projects in "Promotion of national heritage, art and culture" theme:

The renovation of the Khincha Auditorium has transformed a 59-year-old facility (where no adequate modern or inclusive cultural space previously existed) into a modern and inclusive cultural space, catering around 60,000 beneficiaries (artists and audience members) annually. The upgraded auditorium has renewed Bharatiya Vidya Bhavan's role as a trusted hub for Indian art, culture, and community engagement.

Expansion of the stage has increased on-stage capacity from 10-12 performers to up to 30, allowing large-scale dance, music, theatre, and workshop formats that were earlier not feasible. Improved acoustics, lighting, and technical systems have enhanced performance quality while reducing logistical effort and dependence on external equipment.

Audience ratings across key features improved significantly, rising from an average of 2.7 before renovation to an average of 4.3 post renovation (on a scale of 1-5, 1 being the lowest and 5 being the highest, n=15), reflecting better visibility, comfort, and overall experience. Raked seating, improved ambience, and ramp access have ensured a more inclusive and welcoming space for diverse audiences, including persons with disabilities.

The upgraded infrastructure has contributed to a 32% increase in the number of programmes conducted monthly, enabling greater diversity and frequency of cultural events. With 99% of events now live-streamed, the auditorium's reach has expanded beyond physical boundaries, reinforcing its relevance, credibility, and long-term sustainability in the field of promotion of art and culture.

With support from Infosys CSR, this project has created Udupi's first purpose-built Yakshagana performance space, establishing an indoor auditorium with a seating capacity of 388. Previously, programmes were held in temple premises and college halls with poor acoustics and frequent disturbances which compromised both performance quality and audience experience. This new dedicated, permanent infrastructure fills a crucial void by supporting the preservation and practice of this culturally rich and rare art form.

In its first year, the Centre hosted 102 programmes and drew 300-500 audiences per performance, providing artists with a dignified, professional platform designed to safeguard the authenticity and continuity of Yakshagana.

With a zero-ticket policy, barrier-free design, and ground-floor auditorium, the project has enabled participation by rural artists, elderly visitors, and persons with disabilities along with promotion of access and inclusion for art and culture initiatives. Over 90% of visitors reported high satisfaction, while 100% said they would revisit and recommend the Centre, reflecting strong community ownership.

Consolidation of artist welfare initiatives and access to a professional performance environment enhanced artists' visibility and confidence, with many performing on a formal stage for the first time. The Centre has become a trusted platform for both emerging and established performers across communities.

Training camps and workshops on local art and culture conducted at the Centre supported students, largely from rural and Kannada-medium backgrounds, in building confidence, communication skills, and career clarity. Stakeholders highlighted the Centre's integrated model of culture and learning as fostering both personal growth and cultural pride.

The programme directly engaged over 4,600 individuals, including 3,150 performing artists and 1,500 support staff, many from economically vulnerable and underrepresented backgrounds. Artists consistently reported enhanced confidence, credibility, and visibility after performing on a professionally managed, nationally reputed platform, alongside fair remuneration and end-to-end logistical support.

Through curated, theme-based festivals across multiple cities such as Delhi, Bengaluru, Mysuru, Thiruvananthapuram, Indore, Navi Mumbai, Chandigarh/ Mohali, and Hyderabad, the initiative enabled the revival and reinterpretation of diverse classical, folk, tribal, and contemporary art forms. Artists and support staff expressed high agreement (average rating of 2.9 out of 3) that the programme strengthened visibility, recognition, and preservation of heritage art forms that are otherwise at risk of decline.

A free-entry model combined with large venues, live streaming, and digital archiving significantly widened access to the arts, reaching around 20,000 online viewers beyond physical audiences. The creation of a permanent digital repository and coffee table documentation ensured sustained visibility and learning well beyond the festival period.

Centralised planning and consistent execution across multiple cities resulted in high satisfaction scores (average rating of 2.95 out of 3) for logistics, coordination, and audience reach. Stakeholders highlighted the programme as a replicable model that strengthens India's cultural ecosystem by combining artistic excellence, inclusivity, and long-term institutional credibility.

For the detailed findings, please refer from Section 4 (Project-wise Findings) onwards.

‌Approach and Methodology

‌Objective and Scope of Work

Infosys Limited engaged Price Waterhouse Chartered Accountants LLP (PWCALLP) to conduct an impact assessment of following 12 CSR projects with a purpose to evaluate the impact created through the activities undertaken during the implementation period:

Table 1: Overview of the Projects

Sr.

No.

CSR theme

Name of the CSR project

Project Location

Research

Method

Type of

Assessment

Education and skill development

Sree Guruvayurappan

Bhajan Samaj (SGBS) Unnati Foundation - UNXT

Youth Training

Karnataka

Mixed

IRECS + SROI

Education and skill development

Bhandarkar Oriental

Research Institute (BORI) -Oriental Studies Research

and Preservation

Maharashtra

Qualitative

IRECS

Education and skill development

eVidyaloka trust - Rural Digital and STEM Education Programme

Andhra Pradesh,

Karnataka, Maharashtra, Madhya Pradesh, Odisha, Rajasthan, Tamil Nadu, Telangana

and Uttar Pradesh

Mixed

IRECS

Environment

sustainability and ecological balance

Improved Cookstoves in

Udaipur - Helping Women and Environment

Rajasthan

Mixed

IRECS + SROI

Environment

sustainability and ecological balance

Improved Cookstoves in

Salumber - Helping Women and Environment

Rajasthan

Mixed

IRECS + SROI

Environment

sustainability and ecological balance

Sustainable Impact

through Improved

Cookstoves and Clean Energy Solutions

Meghalaya

Mixed

IRECS + SROI

Environment

sustainability and ecological balance

Improved Cookstoves in

Maharashtra - Helping Women and Environment

Maharashtra

Mixed

IRECS + SROI

Environment

sustainability and ecological balance

Bringing circularity through

Biogas installation in Karnataka

Karnataka

Mixed

IRECS + SROI

Environment

sustainability and ecological balance

Bringing circularity through

Biogas installation in Maharashtra

Maharashtra

Mixed

IRECS + SROI

10.

Promotion of

national heritage, art and culture

Bharatiya Vidya Bhavan -

Khincha Auditorium Renovation

Karnataka

Qualitative

IRECS

11.

Promotion of national heritage, art and culture

Yakshagana Kalaranga -

Construction of Infosys

Foundation Yakshagana Development, Training and

Karnataka

Qualitative

IRECS

Sr.

No.

CSR theme

Name of the CSR project

Project Location

Research

Method

Type of

Assessment

Research Centre

(IYCTRC)

12.

Promotion of national heritage, art and culture

Bharatiya Vidya Bhavan -Indian Arts Cultural Outreach Programme

Delhi, Karnataka,

Kerala, Madhya Pradesh, Maharashtra, Punjab, and Telangana

Qualitative

IRECS

The scope of work included reviewing the Key performance indicators (KPIs) as defined under the framework for implementing the project for the outputs, outcomes and impact of the projects. Inclusiveness, Relevance, Effectiveness, Convergence and Sustainability Framework (the 'IRECS') framework and Social Return on Investment (SROI) method were used to provide recommendations on the project's impact for the further evaluation and consideration. The approach included the below activities:

Understood the scope and boundary of the projects and the assistance to be provided.

Conducted desk review of the documentation provided by the Infosys and agreed with the management the parameters to be assessed for the SROI study for select CSR projects as per above table.

Stakeholder mapping was carried out to identify key stakeholder groups to be interacted with during the assessment.

Based on the above, developed the quantitative/ qualitative questionnaires (as relevant) to be used during the assessment for conducting in-depth interviews, interactions, meetings with the stakeholders and beneficiaries of the CSR Projects.

For the impact assessment studies, wherever relevant based on the methodology of the study, an estimated quantitative sample was drawn for survey during the study.

Data was collected through virtual/in-person interactions (as relevant) based on the questionnaires developed and consultations done.

Based on the field visits and interactions and discussions, the information was analysed and assessment of outcome/impact was done. The list of technical and socio-economic benefit indicators was identified, and information collected from the beneficiaries/stakeholders was recorded.

A customized excel-based SROI data sheet was developed for capturing the quantitative benefits of the Projects and analysis of the SROI was done based on assumptions, financial proxies and references.

SROI ratio was calculated for select CSR projects with clearly attributable and measurable impact (Table 1) to understand the value of the impact/benefit generated from each rupee of investment and report was developed based on the overall findings including the recommendations for management's consideration.

Report was developed based on the overall findings for Management's consideration.

‌Overall Methodology

Team has adopted a coherent and integrated approach to deliver the scope of work of the engagement. The following 4-stage approach ensured that impact assessment study for each CSR project was carried out in systematic and consultative manner:

WS 1: Client Kick-off and Desk review

WS 2: Research framework development

WS 3: Field Data Collection

WS 4: Data analysis and reporting

while also

introducing the engagement team

documents.

collection was

undertaken.

We initiated a kick-off meeting with Infosys team to align on the scope and objectives,

A review of project-wise documents (as received from the client) was conducted

Stakeholders were mapped based on client interactions and document review

Project - wise Key Performance Indicators (KPIs) were determined based on the desk review of

We then developed a sampling framework and customised research tools for each stakeholder group (project-wise)

The tools were refined, and field plan was finalised

Tools were then translated in local language (as applicable) along with training of data collectors

On-field data

Data analysis included highlighting gaps and assessed the impact of the programme based on IRECS framework and SROI method

Preparation of a consolidated report

Activities

Work streams (WS)

Figure 4: IRECS Framework

‌Assumptions and Limitations

The information transmitted, including any attachments, are intended only for the person or entity to which it is addressed and may contain confidential and/or privileged material. Any review, retransmission,

dissemination, copying, paraphrasing, reproduction, or distribution in any manner or form, whether by photocopying, electronically, by internet, within another document or otherwise; or other use of or taking of any action in reliance upon this information by persons or entities other than the intended recipient or for purposes other than as stated in the Agreement, is prohibited. Further, any quotation, citation, or attribution of this publication, or any extract from it to any third party unless expressly agreed in the Agreement is strictly prohibited. PWCALLP makes no representations or warranties regarding the information and expressly disclaims any contractual or other duty, responsibility or liability to any person or entity other than its client in accordance with the agreed terms of engagement.

The nature of service provided under this engagement does not in any manner constitute provision of legal service or/ advice as the term is generally understood under various laws for the time being in force. The intent of PWCALLP was to provide assistance and support in accomplishing the stated objective of the assignment and as an adjunct activity may have included research of applicable laws, regulatory compliance requirements and an understanding of the process and procedure as per local statutory enactments without in any way rendering any specialist legal advice. Our report is not a substitute for legal advice, that may be provided by a duly qualified independent legal practitioner.

Our scope of work, including any advice/ assistance, was limited to the scope of services specifically defined in the Letter. We were not responsible for the implementation of our recommendations.

By giving our consent to the publication of our report and opinion on the Company's website ('your website')

we do not accept any duty of care and deny any liability.

You are responsible for the controls over and the security of your website and, where applicable, for establishing and controlling the process for electronically distributing Impact Assessment Report. We remind you that the examination of controls over the maintenance and integrity of your website is beyond the scope of our examination. Accordingly, we accept no responsibility for the completeness and accuracy of the Impact Assessment Report as they appear on your website.

The report prepared by the PWCALLP is based upon the (a) information/ documents provided by Infosys and its implementing and/or technical partner and (b) data collected during the field visit to the project location by the PWCALLP team. PWCALLP performed and prepared the Information at the client's direction and exclusively for the client's sole benefit and use pursuant to its client agreement. Our report is based on the completeness and accuracy of the above-stated facts and assumptions, which if not entirely complete or accurate, should be communicated to us immediately, as the inaccuracy or incompleteness could have a material impact on our conclusions.

PWCALLP's work was limited to the samples/ specific procedures described in this report and were based only on the information and analysis of the data obtained through interviews of beneficiaries supported under the project, selected as respondents. Accordingly, changes in circumstances/samples/ procedures or information available could affect the findings outlined in this report.

The projects assessed as part of this report were identified and selected for impact assessment by Infosys management. PWCALLP has relied on the information and representations provided by Infosys in this regard and has not independently verified the applicability or eligibility of the selected projects under the provisions of the Companies (Corporate Social Responsibility Policy) Rules, 2014, or any subsequent amendments thereto.

For SROI based study of select CSR projects:

The method has high data dependency, and the results may impact if the correct data is not available/ provided.

For a strong SROI study, the use of factual, documented & time bound data is essential. For the same, robust data processes and M&E framework (or result based framework) is required.

Specific areas such as deadweight, attribution and drop off has considerable subjectivity.

Since outputs and outcomes are valued at each level of stakeholder engagement, it is difficult to capture all aspects and arrive at holistic results.

The calculations to estimate the SROI value of the project have made use of either the extrapolation of the quantitative survey results on the total population or the data on the project reach or benefits provided by Infosys as part of its monitoring reports. The exact number of community members or the entire quantum of benefits has not been validated or verified independently on ground.

The proxy values for the calculations have been referred to from quantitative results of the study and information shared by key stakeholders during the interactions. PWCALLP does not claim the responsibility for the correctness of data shared by the stakeholders.

The data on project investment is shared by the Infosys team. PWCALLP has not verified the investment figures independently.

‌Project 1: Sree Guruvayurappan Bhajan Samaj (SGBS) Unnati Foundation - UNXT Youth Training

About the Project

In India, government colleges and institutes continue to face challenges in preparing graduates for employment. Despite possessing strong technical and academic qualifications, students from rural and semi-urban government institutions often struggle with critical employability gaps including poor communication skills, lack of confidence, limited exposure to workplace culture, and inadequate soft skills.

To address these barriers, Infosys Limited and EdgeVerve Systems Limited (through its CSR arm - Infosys Foundation), under their commitment to promote education and skills development to enable sustained livelihoods, partnered with SGBS Unnati Foundation to implement the UNXT - Youth Training and Employment Program with Infosys Foundation overseeing the implementation of the project. This project aims to enhance employability outcomes for government college graduates through a structured training intervention focused on soft skills, values, life skills, and employment readiness. The project supported ~1.33 lakh youth beneficiaries across 10 states in India. The project aimed to train the youth through the instructor-led and self-learning model including7:

Conducting workplace readiness, leadership and life skills workshops to improve employability

Project Beneficiaries

~1.33 Lakh Students

Figure 5: Schematic Representation of Project Specifics

Total Project Outlay

₹ 20 Crore

Project Period

FY 23 - FY 25

Project Location

10 states in India

Method of Impact Assessment

The PWCALLP team initiated the study through a kick-off meeting with the Infosys Foundation team and SGBS Unnati Foundation team to define clear evaluation criteria. This preliminary discussion focused on defining the scope of work, aligning stakeholder expectations, and developing a comprehensive understanding of the project's design and implementation strategy. Following this, the team obtained the subsequent project documentation from the Infosys Foundation team and the implementing partner:

‌7Source: Project documents/ information received from Infosys Foundation and implementing partner

The team conducted a comprehensive desk review of the provided documents to deepen their understanding of the project, develop a robust assessment framework, and identify key stakeholders for interactions, in line with the preliminary interactions with the Infosys Foundation and SGBS Unnati Foundation teams.

The study was guided by the IRECS framework and SROI (Social Return on Investment) method wherein the team adopted a structured approach to evaluate the project's impact. IRECS framework focused on gauging the impact of this project on parameters such as Inclusiveness, Relevance, Effectiveness (and efficiency), Convergence, and Sustainability, providing an overall assessment in terms of producing the intended project outcomes. It also helps in gaining a qualitative understanding of the impact created, stakeholder perception, and the extent of collaboration with other partners. Additionally, the SROI method design helps to measure and account for value created quantifying the social, environmental, and economic value generated by the project and helps in assessing the costs and benefits.

In consultation with Infosys Foundation, a mixed-method approach combining quantitative and qualitative research methodology was deployed to conduct the impact assessment study. The quantitative component focused on generating measurable insights and evidence regarding both current and projected impacts of the intervention. Qualitative data collection was utilised to capture stakeholder perspectives, and lived experiences, translating them into deeper understanding of the project's actual impact on beneficiaries. The research design incorporated multiple data collection techniques: quantitative methods such as structured surveys complemented by qualitative approaches including Focussed Group Discussions (FGDs), In-depth Interviews (IDIs) and Key Informant Interviews (KIIs) with key stakeholders:

Key stakeholders were identified and tailored tools were prepared for each stakeholder to ensure comprehensive and insightful data collection.

Figure 6: Research design for the study

Students*

with Students

One Key Informant Interview (KII) with SGBS Unnati Foundation representative

*Based on the data shared by Implementing Partner, it was noted that ~1.33 lakh beneficiary students have been covered under the project. Hence, a sample size of 272 was estimated at 90% confidence level and 5% margin of error. However, we have covered more sample size (283) to ensure the appropriate representation of the findings from the 5 states with highest footfall in our sample. The sample was further distributed proportionately to the selected states basis the footfall. The quantitative sampling distribution was as below:

Impact Assessment Report 25

Table 2: Distribution of quantitative sample across schools

State

Sample

Andhra Pradesh

Tamil Nadu

Karnataka

Uttar Pradesh

Madhya Pradesh

Total

283

Analysis and Findings

This section provides an overview of key findings that emerged from the discussions with key stakeholders:

Challenges before the Project

The team noted the following challenges that emerged prior to project intervention (UNXT training):

Absence of career guidance and self-awareness: Many students lacked clarity about their strengths, suitable career paths, and long-term goals. The Swayam psychometric assessment8 was not available before the project, leaving students without structured tools for the same.

Summary of the Impact Created

This section summarizes the findings from the impact assessment study:

‌8Swayam psychometric assessment is psychometric personality assessment of the UNXT training students.

Impact Assessment Report 26

The analysis presents the profile of respondents based on various demographic indicators including age, gender, educational background, and socio-economic profile:

40.3% of the respondents were female with the rest being male.

At the time of UNXT training, 43.8% (n=283) were ITI Diploma holders, 39.6% were graduates, 11.3% had completed 12th standard, 2.8% were postgraduates, with remaining having completed 10th standard or specialized diplomas such as Mechanical Engineer diploma and Computer Science diploma.

Figure 7: Educational Qualification (n=283)

43.8% 39.6%

11.3%

1.4%

2.8%

1.1%

10th Pass 12th Pass ITI Diploma Graduation Post Graduation Specialised

Diploma

Figure 8: Residential Area (n=283)

28.3%

4.2%

67.5%

Beneficiaries were distributed across FY 23 (30.4%, n=283), FY 24 (35.0%), and FY 25 (34.6%), providing longitudinal perspective on project outcomes.

Figure 9: UNXT Training Year (n=283)

34.6%

30.4%

35.0%

The team noted that the project enhanced employability through its multi-dimensional approach:

Table 3: English Communication Rating (n=283)

Rating

Before UNXT training

After UNXT training

Good

14.1%

80.9%

Average

66.1%

18.7%

Poor

19.8%

0.4%

Table 4: Confidence in facing job interviews (n=283)

Rating

Before UNXT training

After UNXT training

Good

19.8%

82.0%

Average

59.0%

15.5%

Poor

21.2%

2.5%

Table 5: Confidence about future career (n=283)

Rating

Before UNXT training

After UNXT training

Good

30.4%

85.5%

Average

54.1%

13.8%

Poor

15.5%

0.7%

During the interactions, the students emphasized that the training teaches many skills that they can utilise in their personal and professional life. Respondents reported applying multiple life skills in daily life including time management (67.5%, n=283), goal setting and planning (56.9%), teamwork/collaboration (47.0%), money management (46.3%), stress management (42.8%), and problem-solving/critical thinking (41.0%).

Figure 10: Life Skills applied in daily life (n=283)

67.5%

56.9%

47.0%

46.3%

42.8%

41.0%

28.3%

Time management Goal setting and planning Teamwork/collaboration Money management Stress management Problem-solving/critical Emotional management

thinking

Multiple choice question, and total may not add upto 100%

Before UNXT training, 53.7% (n=283) were unemployed and not looking for employment, 40.6% were unemployed but looking for employment, 3.2% were employed, and 2.5% were self-employed. After training, this shifted positively with 25.4% unemployed not looking, 43.5% unemployed but looking, 27.9% employed, and 3.2% self-employed, demonstrating increased employment and active job-seeking behaviour.

Table 6: Employment Status (n=283)

Employment Status

Before UNXT training

After UNXT training

Unemployed (Not looking for employment)

53.7%

25.4%

Unemployed (Looking for employment)

40.6%

43.5%

Employed

3.2%

27.9%

Self-employed

2.5%

3.2%

Post the UNXT training, the placement percent was 39.10% with 79 students placed after the training with 81% retention rate.

Figure 11: Employment Status - Current (n=283)

18%

32%

45%

looking for

employment)

₹10,000-20,000, 6.4% earning ₹20,000-30,000, and small percentages in higher brackets. Current income

Table 7: Average Monthly Income (n=283)

Average monthly income

Before UNXT training

After UNXT training

Current

Less than ₹10,000

91.9%

68.9%

64.0%

₹10,00 - ₹20,000

7.1%

23.7%

26.9%

₹20,000 - ₹30,000

1.1%

6.4%

8.5%

₹30,000 - ₹40,000

0.7%

Above ₹50,000

0.4%

69.6% of the students employed after the training fell in the income range of ₹10,00 - ₹20,000 while for self-employed. It was 33.3% for the ranges of Less than ₹10,000, ₹10,00 - ₹20,000 and ₹20,000 - ₹30,000.

Table 8: Income range for employed and self-employed

Income Range

Employed

Self-employed

Less than ₹10,000

8.9%

33.3%

₹10,00 - ₹20,000

69.6%

33.3%

₹20,000 - ₹30,000

17.7%

33.3%

₹30,000 - ₹40,000

2.5%

Above ₹50,000

1.3%

During the interactions with the students, it was noted that the entry-level positions ranged from ₹10,000-25,000 monthly, with potential to reach ₹24,000-25,000 after one year of experience in sectors like nursing/paramedical. One employer informed offering UNXT students ₹24,000-25,000 per month compared to ₹17,000-18,000 for typical entry-level hires, representing a 30-40% salary premium.

Among those who secured jobs post-training (n=79), 73.4% secured employment within 6 months of training completion.

The current employment sectors of the UNXT students are IT/Technology, Banking/Finance/Insurance, Manufacturing, Education/Training, Healthcare, Construction, Hospitality, Retail, Logistics, and NGO sectors, displaying project's cross-sectoral relevance. It was also reported by the SGBS Unnati Foundation representative that the self-employed youth usually get involved in family business and agricultural sector.

Figure 12: Current Employment Sector (n=91)

30.8%

22.0%

14.3%

6.6%

5.5%

4.4%

2.2%

87.3% (n=283) of respondents received their UNXT digital certificate with certificates being delivered within 10-15 days of course completion. SGBS Unnati Foundation representative informed that the reason for some students not receiving certificate could be due to them providing incorrect email address.

Figure 13: Most helpful UNXT training components in getting/performing job (n=100)

79.0%

66.0%

60.0%

44.0%

29.0% 27.0%

25.0%

20.0%

assessment)

Multiple choice question, and total may not add upto 100%

The project maintained strict 90% (some institutions requiring 100%) attendance requirements to ensure meaningful engagement for the 90 hours classroom training. During the interactions, students confirmed that all students ensure that they follow the attendance requirements and certificates are only given to the students who complete the required criteria of attendance and completion of the e-learning content on ULEAPP.

Figure 14: Changemaker Teaching Quality (n=283)

9.2% 0.7%

90.1%

Figure 15: Relevance of UNXT curriculum (n=283)

6.7%

28.3%

65.0%

Figure 16: ULEAPP Content Quality (n=283)

12.4

26.1

61.5

Figure 17: Usefulness of Swayam Assessment (n=283)

12.0%

29.7%

58.3%

‌9ULEAPP: Unnati Learning App

However, only 22.2% (n=283) of the respondents reported using the Udhyogam portal. Among those who used Udhyogam portal 45.3% (n=243) found it "Very useful," 32.1% "Somewhat useful," and 22.6% "Not useful" in job search suggesting underutilization of the portal.

Though the students confirmed that ULEAPP (e-learning app) access continues after training completion. However, actual usage declined post-completion as students became busy with employment, higher studies, or exam preparation with the survey results noting that only 16.3% respondents continued using ULEAPP after training completion.

Figure 18: Values in daily life (n=283)

71.4%

62.9%

59.7%

49.1%48.4%

33.6%

30.0%

Multiple choice question, and total may not add upto 100%

Figure 19: Improvement in behaviour/conduct (n=283)

4.9%5.3%

89.8%

For students from BPL families (58.7%, n=283), even modest employment represented significant family upliftment. The project has created pathways for first-generation learners to break intergenerational poverty cycles by enhancing their employability.

When probed further, these students revealed that the training helped them in their higher studies decisions through instilling confidence in pursuing higher education (90.4%, n=73), providing career clarity from Swayam assessment (69.9%), providing information about courses/colleges (54.8%), instilling financial confidence (42.5%) and peer influence (31.5%), demonstrating multi-dimensional impact of the project.

One employer reported negligible recruitment cost for UNXT students compared to an average of

Further, one employer rated UNXT students as superior in communication skills and workplace attitude and values. Also, beyond cost savings, employers stated that they valued communication skills, attitude towards learning, and commitment to assignments of the UNXT students.

During the survey, it was revealed that 93.3% (n=283) would recommend UNXT training to others (friends, siblings, juniors) demonstrating strong beneficiary endorsement.

Additionally, 80.9% reporting to have already recommended UNXT training to others (batchmates, siblings, friends, neighbours) displaying project satisfaction.

During the survey, it was revealed that students appreciated Spoken English/ Communication module (33.9%), Life Skills training (20.1%), etc.

Figure 20: Most liked components of UNXT training (n=283)

33.9%

20.1%

16.6%

11.3%

8.5%

3.5%3.5%

1.4%0.7%

On being probed further during the survey, students identified shorter training duration (32.2%), better placement support (15.9%), addressing inconvenient training timings (11.3%) as the major potential improvement areas. During the qualitative interaction with students, they described that the training duration of 3 hours each for 30 days and the training timings become hectic sometimes as it is parallel to their formal academic studies. They also described that though there is Udhyogam portal but the options for placements are sometimes for far off places when they would like them to be local, which was also corroborated by the SGBS Unnati Foundation representative who informed that they are now trying to align the placements for the students in their local geography.

Figure 21: Suggested areas of improvement for UNXT training (n=283)

32.2%

15.9%

11.3% 9.9% 8.5%

6.7% 5.3%

2.5%

SROI Estimation

This study also aimed at estimating the Social Return on Investment (SROI) value for the project. The SROI estimation helps in understanding the broader impact and value generated for the stakeholders and the society by going beyond the traditional financial metrics.

Establishing the impact

The foremost step for calculating the SROI value was to prepare the impact map. The impact map was prepared after careful analysis of the project documents and discussions with project stakeholders. Post this, the specific benefits (from the project) for each beneficiary stakeholder of the project were identified. The benefits were then assigned the appropriate financial proxies, which were arrived at using the survey results or the secondary research, for calculating the overall impact of the project from FY 23 (i.e. January, 2023) - FY 26. The overall impact is

calculated after adjusting the deadweight, displacement, attribution (by others), and drop-off factors from the year-wise benefits.

Deadweight

Deadweight refers to the portion of benefits that would have occurred even without the project. For the purpose of this analysis, deadweight has been conservatively assumed at 20-25% to account for the possibility that a portion of the observed outcomes may have occurred in the absence of the intervention due to broader economic conditions, individual motivation, or parallel initiatives. Therefore, while the project contributes significantly to value creation, a portion of the impact is attributed to these external factors.

Displacement

Displacement is the component which informs the assessor on how much one outcome of the project may influence any other outcome. During the assessment and research for this project, there was no evidence of any displacement noted or reported. Hence, the displacement factor is taken to be 0% for the calculations.

Attribution (by others)

Attribution (by others) estimates the proportion of the impact that can be credited to the efforts of other stakeholders involved. For the current calculations, Attribution by others has been assumed at a higher level of 50-75% to reflect the influence of beneficiaries' prior education, personal effort, and employer-side factors, ensuring that the estimated social value remains conservative and does not overstate project contribution.

Drop-off

Drop-off is incorporated to account for the diminishing benefits over subsequent years, as the impact of the training itself decreases and a larger portion of the returns is attributed to the trainees' own skills and external factors. Accordingly, a drop-off rate of 75% has been applied, reflecting the significant reduction in the direct impact of the training over time and the growing influence of the trainees' individual capabilities in sustaining outcomes such as income gain from employment, income from self-employment, and cost savings per hire.

SROI Formula

The impact of the project has been arrived at based on the following calculations:

Impact value for first year

Quantity of change or Number of unique beneficiaries or Number of unique benefit units x Financial Proxy value x (1 - deadweight) x (1 - displacement) x (1 - attribution)

Impact value for subsequent years

Quantity of change or Number of unique beneficiaries or Number of unique benefit units x Financial Proxy value x (1 - deadweight) x (1 - displacement) x (1 - attribution) + [impact of previous year] x (1 - drop-off)]

Based on the above calculations, the project is estimated to have generated a cumulative benefit or impact of ₹

1,88,54,24,272 across a period from FY 23 to FY 26.

Table 9: Impact Map

Stakeholder

Inputs/Activities

Output

Expected Outcome

Envisioned Impact

Trained Youth

businesses/self-employment.

Employability training (classroom + e-learning).

Free psychometric assessment (Swayam) for career clarity.

1,32,862 youth trained

1,32,862 gain enhanced communication, confidence, and life skills.

Youth employed in formal sector.

Youth enrolled in higher education

Youth started

Employed youth earning income achieving financial stability.

Self-employed youth generating income.

Stakeholder

Inputs/Activities

Output

Expected Outcome

Envisioned Impact

trainees.

Employers

and costs due to pre-screened candidates.

teamwork, work ethic).

Placement support through Udhyogam portal.

Lifetime access to ULEAPP e-learning platform.

Youth are actively job-seeking with enhanced employability.

Increased communication skills, confidence, and work-readiness among all

Improved self-esteem, reduced anxiety about future, and a sense of purpose.

Engagement through Udhyogam placement portal.

Access to pre-screened, trained candidates.

UNXT certification as quality signal.

Trained youth hired by employers.

Companies hire from Udhyogam placement portal.

Reduced recruitment time

Lower recruitment and onboarding costs (reduced advertising, screening, training).

Higher quality hires with strong soft skills (communication,

Savings per hire on recruitment and onboarding costs.

Note: The data points (pertaining to reach of the project) used in this impact map have been provided by the implementing partner. As this report has been prepared to assess the social impact and calculate the social return on investment of the project only, verification or validation of these data points has not been conducted as part of the study.

Table 10: Impact Values

Stakeholder

Benefits

Deadweight

Displacement

Attribution (by others)

Drop-off

Total value created in FY 23

Total value created in FY24

Total value created in FY 25

Total value created in FY 26

Cumulative value created till FY 26

Trained Youth

Income gained from employ

ment

20%

50%

75%

₹ 7,27,79,628

₹ 48,53,71,141

₹ 64,69,96,114

₹ 26,51,01,028

₹ 1,47,02,47,911

Income from self-employ

ment

20%

75%

₹ 21,92,402

₹ 1,46,21,240

₹ 1,94,90,004

₹ 79,85,860

₹ 4,42,89,506

Employers

Cost savings per hire

25%

50%

75%

₹ 2,88,64,311

₹ 17,80,65,442

₹ 16,39,57,102

₹ 0

₹ 37,08,86,855

Total Impact Created

₹ 10,38,36,341

₹ 67,80,57,823

₹ 83,04,43,220

₹ 27,30,86,887

₹ 1,88,54,24,272

Table 11: Financial Proxy Logic

Stakeholder

Benefits

Financial Proxy Explanation

Source(s)

Trained Youth

Income gain from employment

Financial proxy has been calculated by taking the difference between the pre-and post-UNXT training earnings for employed individuals' basis the survey.

Beneficiary survey findings

Income from self-employment

Financial proxy has been calculated by taking the difference between the pre-and post-UNXT training earnings for self-employed individuals' basis the survey.

Beneficiary survey findings

For Employers

Cost savings per hire

Based on the qualitative discussion with the employer, the cost savings per hire

is ₹ 10,000.

Qualitative interactions

SROI Calculation

The SROI value is expressed as a ratio of the return and is calculated by dividing the value of the net present value (NPV) of the total benefits or the impact by the NPV of the total investment or funds utilized.

The net present value (NPV) of the impact values and the utilisation is considered while making the calculations. To calculate the NPV values, a discount rate of 5.76% per annum, based on average inflation in India since FY 23 is considered11.

NPV can be calculated using the formula below:

Following are the values of the NPV of Impact values and Utilisation for the project:

NPV of Impact

NPV of Utilisation

₹ 1,62,46,86,475

₹ 17,53,04,578

Dividing the NPV of Impact with the NPV of utilisation,

the SROI ratio of the project comes out to be 9.27:1.

SROI Ratio

9.27:1

The SROI value is 9.27. This means that for every ₹ 1 being invested in the project, a social value of ₹ 9.27 for the stakeholders or beneficiaries has been created.

The calculations to estimate the SROI value of the project have made use of either the extrapolation of the quantitative survey results on the total population or the data on the project reach or benefits provided by implementing partner. The exact number of beneficiaries or the entire quantum of benefits has not been validated or verified independently on ground.

The proxy values (as given in table above) for the calculations have been referred to from websites/ sources that are generally acceptable as standard sources. PWCALLP does not claim responsibility for the correctness of data on such websites or documents.

The utilization till the end of FY 26 as per the MoU for the project has been considered for the estimation of SROI. The project utilization figures have been taken from the project documents, and no validation has been done of the same as part of the study.

Any deviation of the utilisation from the MoU may result in a change in the calculated SROI.

‌10As per the MoU

‌11 India Inflation rates - https://www.worlddata.info/asia/india/inflation-rates.php#google_vignette

IRECS Analysis

The project's impact was evaluated using the IRECS framework, drawing on insights from stakeholder interactions and a comprehensive desk review. A summary of this analysis is presented below:

Table 12: IRECS Analysis

Parameters

Assessment from the study

Inclusiveness

Relevance

Effectiveness

The project displayed strong inclusiveness as it targeted government colleges and ITIs serving disadvantaged youth.

40.3% of the respondents were female with the rest being male, 58.7% beneficiaries were from BPL families and 67.5% of the beneficiaries came from rural areas indicating the inclusive nature of the project.

The project was made accessible without any fees, ensuring no financial barriers. Project actively served first-generation learners from humble socio-economic backgrounds who lacked exposure to professional development opportunities.

The project addressed critical employability gaps faced by government college graduates including communication skills (66.1% had average/poor English before training), interview confidence (80.2% had average/poor confidence), career clarity (69.6% had average/poor future confidence), professional values, and workplace readiness.

Curriculum components including Spoken English (rated most helpful by 79%), Life Skills (66%), Values Education (44%), and Resume/Interview Skills (60%) were highly relevant to beneficiaries' employment needs. 65.0% rated curriculum as "Very relevant" to job market needs, with 28.3% finding it "Somewhat relevant."

The project's focus on personality development, professional grooming, and soft skills filled critical gaps that academic institutions could not address.

Employment increased from 3.2% before training to 27.9% immediately after and 31.8% at current assessment. Among employed, time to first job averaged 0-6 months for 73.4% of students.

Income distribution shifted positively with 23.7% earning ₹10,000-20,000 after training (vs. 7.1% before) and 6.4% earning ₹20,000-30,000. UNXT students commanded 30-40% increased salary of (₹24,000-25,000 vs. ₹17,000-18,000 for regular entry-level).

English communication skills improved with 80.9% rating themselves "Good" after training vs. 14.1% before. Interview confidence improved to 81.9% "Good" vs. 19.8% before. Career confidence reached 85.5% "Good" vs. 30.4% before.

89.8% of beneficiaries reported behavioural improvements. 71.4% applied honesty/integrity, 67.5% practiced time management, 62.9% demonstrated respect/humility daily.

56.9% reported improved family financial situation, 84.8% reported improved living conditions.

33.6% pursued further studies, with 76.8% confirming UNXT training influenced this decision, demonstrating project's role in educational aspiration building.

Employers observed negligible recruitment cost vs. ₹10,000 per conventional hire. 50-100% reduction in onboarding time (0-3 days vs. 6-7 days) demonstrating superior performance ratings across communication, workplace attitude, and teaching effectiveness.

84.1% of beneficiaries reported to be satisfied with project, 93.3% willing to recommend, 80.9% already recommended to others displaying the effectiveness of the project.

90.1% of beneficiaries rated trainer quality as "Good" displaying the effectiveness of trainers.

Parameters

Assessment from the study

Convergence

Sustainability

The project collaborated with state education departments of Karnataka, Andhra Pradesh, Tamil Nadu, Nagaland, Madhya Pradesh, Goa, Kerala, Telangana, Uttar Pradesh and Maharashtra, and college administrations to implement training in government institutions, though formal MOUs varied by state.

College placement cells benefited from better-prepared students, leading to improved institutional placement rates. However, formal linkages with state skill missions (NSDC, Skill India Mission, state-level employment schemes) were limited.

Private sector convergence through employer partnerships was emerging but not systematically structured as one of the employers informed that the candidates they hired applied independently rather than being selected from Udhyogam portal.

The project operated relatively independently with strong institutional support but lacked deep integration with government skill ecosystems as the project does not directly integrate with the government skill programs.

Industry partnerships beyond SGBS Unnati Foundation's direct network require strengthening for assured placement outcomes as all the students trained and willing to be employed do not necessarily get placements.

The UNXT training increased employability and the students started earning through jobs and self-employment contributing towards the project's sustainability.

Government colleges making the training mandatory and providing infrastructure ensures sustained implementation.

Skills learned (communication, values, life skills) have lifelong utility beyond immediate employment.

Alignment to the Infosys's CSR policy, and UN SDGs

SDG 4 - Quality Education: The project directly contributes to this goal by enhancing educational outcomes through comprehensive soft skills, life skills, and values education. By delivering personality development, communication training, and career guidance across disadvantaged youth in government institutions, the project promotes equitable access to quality skill development that complements academic education.

SDG 8 - Decent Work and Economic Growth: The project significantly advances this goal by improving employment outcomes and income levels for marginalized youth. By equipping youth with employability skills, professional values, and job search capabilities, the project facilitates their transition into decent work and contributes to inclusive economic growth.

SDG 10 - Reduced Inequalities: The project actively addresses inequality by targeting government institution students from disadvantaged backgrounds and from rural areas. By providing free training and levelling the employability playing field between government and private college graduates, the project reduces disparities in economic opportunities.

Study Limitation

‌12 Source: https://sdgs.un.org/goals

Disclaimer

Infosys Limited published this content on May 12, 2026, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on May 12, 2026 at 06:13 UTC.