annual compensation trends report fy 2014-15
TRANSCRIPT
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Annual
Compensation & Benefits
Trends Survey
IndiaFY 2014-15
Human Capital Consulting
March 2014
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Table of ContentScope, Approach & Methodology
Executive Summary
Overall Industry Report
Detailed Sector-wise Analysis
About Deloitte Human Capital Consulting
Contact Us
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Table of ContentScope, Approach & Methodology
Executive Summary
Overall Industry Report
Detailed Sector-wise Analysis
About Deloitte Human Capital Consulting
Contact Us
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2014 Deloitte Touche Tohmatsu India Private Limited
Survey DetailsScope of the Survey
Increment & Variable
Pay projections for
FY 2014-15 and
comparison with FY
2013-14
Key Benefits given
across sectors
Attrition rates,
key reasons for
attrition and
mitigation
measures
Managing and
Rewarding Critical
Talent
Key Human
Resource
Challenges
faced by
Organizations
The Deloitte Compensation
Trends Survey is an annual
study conducted by Human
Capital Consulting.
The objective of the study is
to understand the key
compensation and benefits
trends across sectors in the
Indian market.
2014 Deloitte Touche Tohmatsu India Private Limited4
In this edition, the on-line survey was
launched for the firsttime and more than
60% of the companieshave submitted datathrough the on-line
portal
This is the fourthedition of the Annual
survey
Companies from morethan 18sectors have
participated this year ;detailed consolidatedreport prepared for 13
sectors
Data was collectedfrom January to
March, 2014
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SectorsCovered
Auto & Auto
ComponentsBFSI Chemical Consumer Business
Engineering &
Manufacturing
Logistics Media & Advertising Retail Others
Energy & Natural
ResourcesHi-Tech IT enabled Services
Infrastructure & Real
Estate
Pharma, Life Sciences
& Health Care
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Survey DetailsSurvey Methodology
Design the Survey InstrumentThe parameters of the study were finalized and astructured questionnaire was designed as aprimary data collection tool
Finalize the Target BasketThe sectors covered in the study were finalizedalong with the leading organizations from eachsector
Invite and Seek Consent for ParticipationA formal invitation e-mail and online questionnairewas sent to the Human Resources in the chosenorganizations requesting for participation
Collect and Validate DataThe responses received from all participantswere validated and checked for accuracy andintended interpretation
12
34
Generate the Compensation TrendsSurvey Report(FY 2014-15)
Analyze DataThe data received was collated and analyzedto get detailed insights on sector wisepractices, compensation and benefits trends
5
6
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Top
Management
SeniorManagement
Middle
Management
Junior
Management
The most senior executive in the organization (CEO), coordinating a full range of
functions, providing leadership, overall direction and control of company operations.
Also, includes key executives (direct reportees to CEO) within the organization, headingkey functions, businesses and geographies
Executives who directly report to the Top Management, and manage a range of
functions. However, they are not regarded as Top Management. This also includes
direct reportees to different key functional, business and geographical heads
Includes executives who directly report to Senior Management, with supervisoryresponsibility for a sub-function, part of a business, geography etc.
Includes supervisory staff usually involved in the day to day functioning of a small
team (First Level of Management Cadre). Also, includes entry level employees with
professional qualification
.
Includes non-management staff who work as individual contributors reporting to
Management
Survey DetailsManagement Definitions
Clerical
Cadre
10P/The lower decile position
(where one-tenth of the
sample has lower data)
25P/
The lower quartile position
(where one quarter of thesample has lower data)
50P/The middle position (where
half of the sample has lower
and half has higher data)
75P/The upper quartile position
(where three-quarters of the
sample has lower data)
90P/The upper decile position
(where nine-tenth of the
sample has lower data)
Percentile Definitions
Top Performers: Employees who are key
contributors, demonstrate high performance,
may be qualified for broader roles within the
same profession and have reached the
potential to move upward in a management
capacity
High Potentials: Employees who have been
identified as having the potential, ability and
aspiration for higher positions within the
company
Key Positions:Roles in the organization that
have a maximum impact on the business,
require expertise in terms of
technical knowledge and are difficult to
replace / find talent for in the external market
Critical Talent Definitions
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** Others include companies in Hospitality, Professional Services, Agriculture, Aviation, Export and Social Services sectors. Considering the limited number of responsesfrom these sectors within the specified timelines, separate sector reports have not been published
209 organizations from 18 sectors have participated in the Compensation Trends Survey for FY 2014-15
5.3%(11) 5.3%(11)
8.6%(18)
4.8%(10)
3.8%(8)
12.4% (26)
3.8% (8)
10.5% (22)
2.9% (6)
3.8% (8)
10.5% (22)
4.3% (9)
8.6% (18)
15.3%(32)
Chemical Consumer
Business
Energy Hi-Tech ITeS Infrastructure& Real Estate
LogisticsAuto & AutoComp.
BFSI Media &Advertising
Pharma, Life
SciencesRetail Others**
Survey DetailsParticipant Profile
Annual
Revenue
Employee
Strength(20)
(38)
(21)
(44)
Engineering &
Manufacturing
12.0%
16.0%
10.0%
18.0%
44.0%
1000 Crore
(92)
(25)
(33)
(21)
(38)
23.0%
27.3%21.1%
10.0%
10.5%
8.1%< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
(21)
(44)
(22) (48)
(57)
(17)
2014 Deloitte Touche Tohmatsu India Private Limited8
Participant List is for private circulation amongst participants of
Human Capital Compensation & Benefits Trends Survey FY 2014-15
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Table of ContentScope, Approach & Methodology
Executive Summary
Overall Industry Report
Detailed Sector-wise Analysis
About Deloitte Human Capital Consulting
Contact Us
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Executive SummaryKey Findings
The average variable pay percent across sectors is
projected at 18.5% in FY 2014-15, which is 1.2%points
higher than the previous FY 2013-14 (17.3%)
The average voluntary attrition rate across sectors for FY
2013-14 is 13.4%, 0.8% points lower than the previous FY
2012-13 (14.2%)
Organizations across sectors attribute Better Career
Prospects, Better Pay Opportunities and Personal
Reasons as the top three reasons for attrition
Career Management, Developing Potential Leaders and
Retaining and Rewarding Critical Talent are the top three
HR challenges faced by organizations across sectors
The average salary increment across sectors is projected
at 10.3% in FY 2014-15, which is 0.3%points lower than
the previous FY 2013-14 (10.6%)
01
02
03
04
05
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The highest projectedincrement is in thePharma sector at
12.4%, and the lowestprojection is observedin the Retail sector at
9.1%
The highest projectedvariable pay is in the
BFSI sector at20.2%, while the
lowest is projectedin the Logisticssector at 16.9%
The highest attritionis projected in the
ITeS sector at 16.4%and the lowest is inthe Logistics sector
at 10.5%
The highest attritionis projected at the
Clerical Cadre in theITeS sector, followedby the Clerical Cadre
in the Media &Advertising Sector
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Executive SummaryIndustry Snapshot
Sectors
Average Increments Average Variable Pay
Actual
FY 2013-14
Projected
FY 2014-15Change Actual
FY 2013-14
Projected
FY 2014-15Change
Auto & Auto components 10.3 9.9 -0.4 17.3 17.6 0.3
Banking & Financial Services 9.7 9.5 -0.2 19.8 20.2 0.4
Chemical 11.9 11.6 -0.3 17.4 17.8 0.4
Consumer Business 10.9 10.6 -0.3 19.4 19.8 0.4
Engineering & Manufacturing 11.2 10.9 -0.3 17.8 18.2 0.4
Energy 10.0 9.7 -0.3 17.2 17.4 0.2
Hi-Tech 11.7 11.5 -0.2 18.6 18.8 0.2
Information Technology Enabled
Services12.3 12.0 -0.3 18.2 18.5 0.3
Infrastructure & Real Estate 9.7 9.4 -0.3 16.8 17.1 0.3
Logistics 9.4 9.2 -0.2 16.6 16.9 0.3
Media & Advertising 9.8 9.6 -0.2 17.2 17.5 0.3
Pharmaceutical, Life Sciences &
Health Care12.6 12.4 -0.2 18.1 18.4 0.3
Retail 9.3 9.1 -0.2 18.3 18.5 0.2
Overall Industry 10.6 10.3 -0.3 17.3 18.5 1.2
In %
Average Projected Increments for
Key Positions and Performers
13.8%
16.2%
14.7%
High Potentials
Top Performers
Key Positions
Average Projected Increments
based on Organization Revenue
9.8%
10.1%
10.3%
< 100 Crore
100300 Crores
300500 Crore
10.2%
10.6%
5001000 Crore
> 1000 Crore
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Table of ContentScope, Approach & Methodology
Executive Summary
Overall Industry Report
Detailed Sector-wise Analysis
About Deloitte Human Capital Consulting
Contact Us
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Overall Industry AnalysisAverage Annual Increments FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
OverallIndustry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
FY 2013-14 FY 2014-15
10.6 10.3 9.7 11.9 10.9 11.2 10.0 11.7 12.3 9.7 9.4 9.8 12.6 9.3
10.3 9.9 9.5 11.6 10.6 10.9 9.7 11.5 12.0 9.4 9.2 9.6 12.4 9.1
FY 2013-14
FY 2014-15
In %
The overall
average annual
increment for FY
2014-15 is
projected at
10.3%. Overallthe increment has
decreased by
0.3%points fromFY 2013-14
1
The Retail
sector maintains a
conservative
estimate given the
overall mood of
the economy and
is expected to
have the lowest
average incrementat 9.1%
3
The highest
decrease in
projected
increment isobserved in the
Auto & Auto
Components sector2
In Logistics,
Retail and
Infrastructure
sectors, the
projected
increment is
significantly lower
than the industry
average
5
In Pharma, ITeS,
Chemical and Hi-
Tech sectors, the
projectedincrement is
significantly higher
than the industry
average
4
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Overall Industry AnalysisAnnual Increments FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 7.2 8.8 10.1 11.5 13.0 10.0
JM 7.4 9.0 10.3 11.9 13.6 10.2
MM 7.4 8.7 10.4 12.3 13.8 10.6
SM 7.5 9.3 10.6 12.4 14.3 10.5
TM 8.1 9.6 11.4 13.2 15.1 11.3
Level-wise Increment Percentiles
In %
Comparison of Level-wise Average Increments Across Sectors
10.0 9.5 9.3 10.7 10.4 10.5 9.2 10.7 11.4 9.2 8.9 9.2 11.7 8.6
10.2 9.6 9.411.3 10.6 10.7
9.811.2 11.9
9.3 8.7 9.611.8
8.9
10.6 10.0 9.6
11.5 10.7 10.89.9
11.412.4
9.5 9.0 9.4
12.4
9.2
10.5 10.2 10.4
11.910.8 11.1
10.3
11.712.6
9.7 9.410.2
12.6
9.3
11.310.8 10.3
12.611.7 11.8
10.7
12.913.3
10.59.9
10.4
13.2
9.5
Overall
Industry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
TM
SM
MM
JM
CL
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The average increment atClerical Cadre and Junior
Management level isexpected to be lower than
the overall averageincrement at 10.3%
The average increment atthe Top Managementlevel in the ITeS and
Pharmaceutical sectorsis significantly higher
than other sectors
The Retail sectorprojected the lowest
average increment at theClerical Cadre (8.6%)
The averageincrement at the TopManagement level issignificantly higher
than the overall
average increment at10.3%
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Overall Industry AnalysisAverage Annual Increments FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
In % 10P 25P 50P 75P 90P Average
FY 2013-14 7.2 9.1 10.7 12.4 15.2 10.6
FY 2014-15 7.1 9.0 10.2 12.2 15.0 10.3
Average Increments Across Levels
10.0
10.2
10.6 10.5
11.3
10.2
10.4
10.9
10.7
11.5
9.0
9.5
10.0
10.5
11.0
11.5
12.0
Clerical JM MM SM TM
FY 2014-15 FY 2013-14
In %
2014 Deloitte Touche Tohmatsu India Private Limited15
Higher increments acrosssectors is expected to be
around the 15% mark.
However, on the lowerside, the increments have
also reduced to 7.1%
In comparison toother percentiles, a
significant reduction
has been observed inthe median (50P)
increment
Average annual
increment percentageshave reduced marginally
across levels; thereduction is highest at
the Middle Managementlevel
Majority of the
organizations havegiven increments toall their employees inthe range of 7.1-15%,
across all levels
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Overall Industry AnalysisAverage Annual Variable Pay FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
0.0
5.0
10.0
15.0
20.0
25.0
OverallIndustry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
FY 2013-14 FY 2014-15
17.3 17.3 19.8 17.4 19.4 17.8 17.2 18.6 18.2 16.8 16.6 17.2 18.1 18.3
18.5 17.6 20.2 17.8 19.8 18.2 17.4 18.8 18.5 17.1 16.9 17.5 18.4 18.5
FY 2013-14
FY 2014-15
In %
The overall
average annual
variable pay for
FY 2014-15 is
projected at
18.5%. Overall,the variable pay
has increased by
1.2%points fromFY 2013-14
1
The Logistics
sector maintains a
conservative
estimate and is
observed to have
the lowest
projected average
variable pay at
16.9%
3
The highest
increase in the
projected variable
pay is observed in
the BFSI,Chemicals,
Consumer Business
and Engineering &
Manufacturing
sectors
2In the Infrastructure
& Real Estate and
Energy & Natural
Resources sectors,
the projected
variable pay is
significantly lower
than the industryaverage
5
In the BFSI and
Consumer
Business sectors,
the projectedvariable pay is
significantly higher
than the industry
average
4
16
The average variable
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Overall Industry AnalysisAnnual Variable Pay FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 8.2 10.4 12.2 15.2 18.5 12.1
JM 10.7 13.5 16.6 20.2 23.4 16.7
MM 13.1 16.1 18.7 24.3 29.6 18.9
SM 15.2 18.6 22.3 28.3 34.0 22.4
TM 16.8 20.2 24.0 30.1 36.6 24.2
Level-wise Variable Pay Percentiles
In %
Comparison of Level-wise Average Variable Pay Across Sectors
12.1 12.5 14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.718.6 16.3 18.2 16.2 14.7 18.1 16.3 14.1 14.2 15.7
16.4 16.4
18.9 17.420.2
17.919.7
18.117.3
18.7 18.617.3 16.7
17.2 18.6 18.7
22.4 21.6
26.5
21.7
24.3
22.9 20.9 23.7 23.2 20.1 20.221.3 23.4 23.2
24.2 25.3
29.5
25.6
27.627.2
25.2
27.426.9
23.6 23.225.8
27.1 26.8
Overall
Industry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
TM
SM
MM
JM
CL
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The average variablepay at the ClericalCadre and Junior
Management levels isexpected to be lower
than the overallaverage variable pay
at 18.5%
The averageincrement at the Top
Management level inthe BFSI sector is
significantly higherthan other sectors
The Logistics sectorprojected the lowestaverage variable at
the Clerical Cadre(11.1%)
The averageincrement at the TopManagement level issignificantly higher
than the overallaverage increment at
18.5%
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Overall Industry AnalysisAverage Annual Variable Pay FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
In % 10P 25P 50P 75P 90P Average
FY 2013-14 7.5 13.1 17.4 27.0 35.6 17.3
FY 2014-15 8.1 13.4 18.6 28.2 36.4 18.5
Average Variable Pay Across Levels
12.1
16.7
18.9
22.4
24.2
11.6
16.217.6
21.323.1
0.0
5.0
10.0
15.0
20.0
25.0
30.0
Clerical JM MM SM TM
FY 2014-15 FY 2013-14
In %
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Higher variable payacross sectors is
expected to be around
the 36% mark.Similarly, on the lowerside, the variable payhas also increased to
8.1%
In comparison to otherpercentiles, a
significant increase
has been observed inthe median (50th
percentile) and 75thpercentile variable pay
Average annualvariable pay
percentages haveincreased marginally
across levels; theincrease is highest at
the MiddleManagement level
Majority of theorganizations havegiven variable pay
to all theiremployees in the
range of 8.1-36.4%,across all levels
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Overall Industry AnalysisVoluntary Attrition Analysis
13.1
18.6
14.616.3
14.2 13.9
20.2
26.2
15.6
12.8
22.3
15.6 15.2
9.3
12.210.4
8.29.2 8.7
12.6 13.210.2
9.1
12.8 11.9 11.7
0.0
5.0
10.0
15.0
20.0
25.0
30.0
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
CL JM MM SM TM
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
20.0
OverallIndustry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
FY 2012-13 FY 2013-14
14.2 11.6 15.3 13.7 13.5 12.2 12.6 15.6 17.8 14.3 11.4 17.2 14.1 13.8
13.4 10.6 14.0 12.2 12.5 11.8 11.5 14.2 16.4 13.2 10.5 15.6 12.8 13.1
FY 2012-13
FY 2013-
14
In %
Comparison of Level-wise Voluntary Attrition Rate Across Sectors
Voluntary Attrition Rate Across Sectors
In %
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Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Top three Reasons for Attrition
Better Career Prospects
Better Pay Opportunities
Personal Reasons (Marriage, Health, Family, Relocation etc.)
Top three Measures Taken to Curb Attrition
Recognition Awards (Monetary /Non-monetary)
Clearly defined Career Paths & Succession Plans
Development Programs for High Potentials and Top Performers
Top three Methods to Manage and Reward Critical Talent
Faster Growth Opportunities
Better Performance Linked Incentives
Skill Enhancement Training Programs
Overall Industry AnalysisAttrition Trends Reasons and Mitigation Measures
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Highest attritionrate has been
recorded at theClerical Cadre inthe ITeS sector
(26.2%)
The Logisticssector has reportedthe lowest overallattrition at 10.5%
and also the lowestat the Clerical
Cadre at (12.8%)
Attrition rates havereduced marginallyacross sectors.
However, it continuesto be a concern in theBFSI, Hi-Tech, ITeS
and Media &Advertising sectors
The ConsumerBusiness sector hasreported the least
attrition at the TopManagement level
(8.2%)
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Overall Industry AnalysisKey HR Challenges
Retaining & Rewarding the Critical TalentOrganizations are maximizing their rewards spend by identifying,
segmenting and rewarding individuals in the organization who have
maximum impact on the business
Career ManagementOrganizations are investing in a combination of structured planning
and identifying the employee aspirations to achieve career goals of
the employees in a changing economy
Attracting TalentOrganizations are increasingly focused on hiring talented
individuals as a critical ingredient in their talent acquisition process
Developing Potential LeadersOrganizations are developing potential leaders to lead with vision,
passion and integrity, inspiring the people around them to achieve
goals even in challenging times
Employee EngagementOrganizations support employee engagement to ensure that theemployees are committed to the organizations goals, motivated to
contribute to the organization's success, at the same timeenhancing their own sense of well-being
Developing
Potential Leaders
Career
Management
Attracting Talent
Average Age of Employees
31Clerical/
JM/
MM/
SM/
TM/
31
37
42
47
HR
Challenges
Measures Taken to Address HR Challenges
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Table of ContentScope, Approach & Methodology
Executive Summary
Overall Industry Report
Detailed Sector-wise Analysis
About Deloitte Human Capital Consulting
Contact Us
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Auto & AutoComponents
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Auto & Auto ComponentsExecutive Summary: Key Findings
The average variable pay percent in this sector is
projected at 17.6% in FY 2014-15, which is 0.3%points
higher than the previous FY 2013-14 (17.3%)
The average voluntary attrition rate for this sector in FY
2013-14 is 10.6%. Highest attrition rate is observed for
the Clerical Cadre at 13.1%
Organizations attribute Better Career Prospects, Personal
Reasons and Better Utilization of Current Skills as the
main reasons for attrition
Employee Engagement, Developing Potential Leaders
and Retaining and Rewarding the Critical Talent are the
key HR challenges faced by this sector
The average salary increment in this sector is projected at
9.9% in FY 2014-15, which is 0.4%points lower than the
previous FY 2013-14 (10.3%)
Employee
Strength
Employee
Strength
18.2%
81.8%
1000 Crore
36.4%
45.5%
9.1%
9.1% < 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
01
02
03
04
05
Annual
Revenue
Employee
Strength
25
The average The average
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Auto & Auto ComponentsAnnual Increments FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 7.4 8.7 9.6 11.2 13.2 9.5
JM 7.6 8.9 9.8 11.5 13.6 9.6
MM 7.7 9.1 10.1 11.8 13.8 10.0
SM 8.1 9.0 10.4 12.7 14.5 10.2
TM 8.2 9.3 10.7 12.7 15.1 10.8
In %
Comparison of Level-wise Average Increments Across Sectors
10.0 9.5 9.3 10.7 10.4 10.5 9.2 10.7 11.4 9.2 8.9 9.2 11.7 8.6
10.2 9.6 9.411.3 10.6 10.7
9.811.2 11.9
9.3 8.7 9.611.8
8.9
10.6 10.0 9.6
11.5 10.7 10.89.9
11.412.4
9.5 9.0 9.4
12.4
9.2
10.510.2 10.4
11.9 10.8 11.110.3
11.7
12.6
9.7 9.410.2
12.6
9.3
11.310.8 10.3
12.611.7 11.8
10.7
12.913.3
10.59.9
10.4
13.2
9.5
OverallIndustry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
TMSM
MM
JM
CL
Level-wise Increment Percentiles
26
gincrement at Clerical
Cadre and JuniorManagement level isexpected to be lower
than the overallaverage increment at
9.9% in this sector
The averageincrement at Top
Management level issignificantly higher
than the overallindustry averageincrement (10.3%)
Junior and MiddleManagement levelsreported maximumdecrease in average
increments comparedto the overall
industry
Senior Managementlevel reported minimum
decrease in averageincrements compared to
the overall industry
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Auto & Auto ComponentsAverage Annual Increments FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
In % 10P 25P 50P 75P 90P Average
FY 2013-14 7.5 9.1 10.5 12.7 15.3 10.3
FY 2014-15 7.3 8.7 9.8 12.5 15.0 9.9
Average Increments Across Levels
9.59.6
10.0
10.2
10.8
9.7 9.7
10.210.3
11.0
8.5
9.0
9.5
10.0
10.5
11.0
11.5
Clerical JM MM SM TM
FY 2014-15 FY 2013-14
In %
27
Higher increments acrossthis sector is expected to
be around the 15.0%
mark. However, on thelower side, the
increments have alsoreduced to 7.1%
In comparison toother percentiles, a
significant reductionhas been observed inthe median (50P)
increment
Average annual
increment percentageshave reduced marginally
across levels; thereduction is highest at
the Middle Managementlevel
Majority of the
organizations havegiven increments toall their employees in
the range of 7.3-15.0%, across all
levels
The average variable pay The average variable
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Auto & Auto ComponentsAnnual Variable Pay FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 9.8 11.3 12.4 15.3 17.8 12.5
JM 11.4 13.8 15.9 19.2 22.1 15.7
MM 12.8 15.3 17.5 22.7 27.5 17.4
SM 15.9 18.6 21.6 27.2 32.6 21.6
TM 16.8 21.3 25.4 30.8 35.8 25.3
In %
Comparison of Level-wise Average Variable Pay Across Sectors
12.1 12.5 14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.718.6 16.3 18.2 16.2 14.7 18.1 16.3 14.1 14.2 15.7
16.4 16.4
18.9 17.420.2
17.919.7
18.117.3
18.7 18.617.3 16.7
17.218.6 18.7
22.4 21.6
26.5
21.724.3
22.920.9
23.7 23.220.1 20.2
21.323.4 23.2
24.2 25.3
29.5
25.6
27.627.2
25.2
27.426.9
23.6 23.225.8
27.1 26.8
OverallIndustry Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
TMSM
MM
JM
CL
Level-wise Variable Pay Percentiles
28
The average variable payat Clerical Cadre, Juniorand Middle Management
levels is expected to belower than the overall
average variable pay at17.6% in this sector
The average variablepay at Senior and TopManagement level is
significantly higher thanthe overall industryaverage variable pay
(18.5%)
The Clerical Cadre andTop Managementlevels reported an
increase in averagevariable pay comparedto the overall industry
The Clerical Cadrereported minimumincrease in average
variable pay comparedto the overall industry
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Auto & Auto ComponentsAverage Annual Variable Pay FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
In % 10P 25P 50P 75P 90P Average
FY 2013-148.8 12.6 17.2 26.2 34.8 17.3
FY 2014-15 9.6 13.5 17.4 26.7 35.4 17.6
Average Variable Pay Across Levels
12.5
15.7
17.4
21.6
25.3
11.9
13.5
16.5
20.1
24.5
0.0
5.0
10.0
15.0
20.0
25.0
30.0
Clerical JM MM SM TM
FY 2014-15 FY 2013-14
In %
29
Higher variable payacross this sector is
expected to be around
the 35% mark. However,on the lower side, thevariable pay has also
increased to 9.6%
In comparison toother percentiles, asignificant increase
has been observed inthe 25thpercentile
variable pay
Average annual variable
pay percentages haveincreased marginally
across levels; theincrease is highest at the
Junior Management level
Majority of the
organizations havegiven variable pay toall their employees in
the range of 9.6-35.4%, across all
levels
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Auto & Auto ComponentsKey Benefits
Car Policy Car Value
In % Clerical JM MM SM TM
< 3 Lacs - - - - -
3 - 5 Lacs - 18.2 36.4 9.1 -
5 - 8 Lacs - 18.2 45.5 18.2 -
8 -12 Lacs - - 18.2 54.5 9.1
> 12 Lacs - - - 18.2 90.9
N/A 100.0 63.6 - - -
Car Policy Fuel per Month Medical Insurance Premium Paid by Employer
Leave Encashment
In % Clerical JM MM SM TM
< 5000 - 18.2 18.2 9.1 -
5000 - 8000 - 27.3 54.5 27.3 -
8000 -12000 - - 18.2 36.4 9.1
12000 - 15000 - - 9.1 18.2 18.2
> 15000 - - - 9.1 45.5
On Actuals - - - - 27.3
N/A 100.0 54.5 - - -
Car Policy Driver Allowance
Clerical JM MM SM TM
Provided by - - 36.4% 54.5% 90.9%
Average
Amount per
Month
- - 8000-12000 8000-12000 10000-18000
Mobile Policy Bill Reimburse per Annum
In % Clerical JM MM SM TM
< 5000 - - - - -
5000 - 10000 - 45.5 54.5 27.3 -
10000 - 15000 - 9.1 45.5 45.5 18.2
> 15000 - - - 18.2 36.4
On Actuals - - - 9.1 45.5
N/A 100.0 45.5 - - -
18.2%
36.4%
36.4%
9.0%Employee only
Employee & spouse
Employee, spouse anddependent childrenEmployee, spouse, dependentchildren and dependent parents
90.9% companies allow leave encashment
companies allow leave encashment during tenure36.4%
54.5% companies allow leave encashment only after separation
(2)
(4)
(4)
(1)
30
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Auto & Auto ComponentsKey HR Challenges and Managing Attrition
Developing
Potential
Leaders
Employee
Engagement
Attracting Talent
Average Age of Employees
32Clerical/
JM/
MM/
SM/
TM/
30
39
44
50
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Top three Reasons for Attrition
Better Career Prospects
Personal Reasons (Marriage, Health, Family,
Relocation etc.)
Better Utilization of Current Skills
Top three Measures Taken to Curb Attrition
Cleary defined Career Paths & Succession Plans
Employee Higher Education Plan
Recognition Awards (Monetary/Non-Monetary)
Top three Methods to Manage and Reward Critical
Talent
Faster Growth Opportunities
Higher Salaries
Skill Enhancement Training Programs
HR
Challenges
31
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Banking,
FinancialServices &
Insurance
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BFSIExecutive Summary: Key Findings
The average variable pay percent across this sector is
projected at 20.2% in FY 2014-15, which is 0.4%points
higher than the previous FY 2013-14 (19.8%)
Voluntary Attrition rate for this sector in FY 2013-14 on an
average is 14.0%. Highest attrition rate is observed for the
Clerical Cadre at 18.6%
Organizations attribute Better Career Prospects, Personal
Reasons and Better Pay Opportunities as the main
reasons for attrition
Compensation Structuring, Developing Potential Leaders
and Retaining and Rewarding the Critical Talent are the
key HR challenges faced by this sector
The average salary increment across this sector is
projected at 9.5% in FY 2014-15, which is 0.2%points
lower than the previous FY 2013-14 (9.7%)
Employee
Strength
22.2%
33.3%5.6%
5.6%
33.3%1000 Crore
38.9%
22.2%
5.6%
16.7%
16.7% < 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
Employee
Strength
01
02
03
04
05
Annual
Revenue
Employee
Strength
33
The average increment The average increment
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BFSIAnnual Increments FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 7.4 8.5 9.2 11.3 13.0 9.3
JM 7.6 8.6 9.2 11.5 13.3 9.4
MM 7.8 8.5 9.5 11.7 13.4 9.6
SM 7.9 9.0 10.2 12.0 14.2 10.4
TM 8.1 9.1 10.5 12.6 15.1 10.3
In %
Comparison of Level-wise Average Increments Across Sectors
10.0 9.5 9.3 10.7 10.4 10.5 9.2 10.7 11.4 9.2 8.9 9.2 11.7 8.6
10.2 9.6 9.411.3 10.6 10.7
9.811.2 11.9
9.3 8.7 9.611.8
8.9
10.6 10.0 9.6
11.5 10.7 10.89.9
11.412.4
9.5 9.0 9.4
12.4
9.2
10.510.2 10.4
11.9 10.8 11.110.3
11.7
12.6
9.7 9.410.2
12.6
9.3
11.310.8 10.3
12.611.7 11.8
10.7
12.913.3
10.59.9
10.4
13.2
9.5
OverallIndustry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
TM
SM
MM
JM
CL
Level-wise Increment Percentiles
34
gat Clerical Cadre andJunior Managementlevel is expected to belower than the overallaverage increment at
9.5% in this sector
The average incrementat Top and Senior
Management levels ismarginally higher than
the overall industryaverage increment
(10.3%)
Top and MiddleManagement levelsreported maximumdecrease in average
increments compared tothe overall industry
Senior Management levelreported minimumdecrease in average
increments compared tothe overall industry
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BFSIAverage Annual Increments FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
In % 10P 25P 50P 75P 90P Average
FY 2013-147.4 8.7 9.8 12.1 15.2 9.7
FY 2014-15 7.2 8.4 9.3 11.8 14.8 9.5
Average Increments Across Levels
9.39.4
9.6
10.410.3
9.6 9.6
10.0
10.6 10.6
8.5
9.0
9.5
10.0
10.5
11.0
Clerical JM MM SM TM
FY 2014-15 FY 2013-14
In %
35
Higher incrementsacross this sector is
expected to be around
the 15% mark. However,on the lower side, theincrements have also
reduced to 7.2%
In comparison toother percentiles, a
significant reduction
has been observed inthe median (50P)
increment
Average annual
increment percentageshave reduced marginallyacross levels; the
reduction is highest atthe Middle Management
level
Majority of the
organizations havegiven increments toall their employees in
the range of 7.2-14.8%, across all
levels
h i blThe average variable
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2014 Deloitte Touche Tohmatsu India Private Limited
Comparison of Level-wise Average Variable Pay Across Sectors
12.1 12.5 14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.718.6 16.3 18.2 16.2 14.7 18.1 16.3 14.1 14.2 15.7
16.4 16.4
18.9 17.420.2
17.919.7
18.117.3
18.7 18.617.3 16.7
17.218.6 18.7
22.4 21.6
26.5
21.724.3
22.920.9
23.7 23.220.1 20.2
21.3 23.4 23.2
24.2 25.3
29.5
25.6
27.627.2
25.2
27.426.9
23.6 23.225.8
27.1 26.8
OverallIndustry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
TMSM
MM
JM
CL
BFSIAnnual Variable Pay FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 10.6 12.3 14.3 18.2 21.7 14.2
JM 13.4 15.9 18.8 23.6 28.2 18.6
MM 15.7 18.2 20.3 26.7 32.8 20.2
SM 17.8 22.5 26.7 31.7 36.5 26.5
TM 19.2 24.6 29.6 35.7 42.1 29.5
In %
Level-wise Variable Pay Percentiles
36
The average variable payat Clerical Cadre and
Junior Management levelis expected to be lower
than the overall averagevariable pay at20.2% in
this sector
gpay at Senior and TopManagement levels is
significantly higher thanthe overall industryaverage variable pay
(18.5%)
The Clerical Cadre andall the Management
levels reported anincrease in average
variable pay compared
to the overall industry
The MiddleManagement levelreported minimumincrease in average
variable pay compared
to the overall industry
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BFSIAverage Annual Variable Pay FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
In % 10P 25P 50P 75P 90P Average
FY 2013-14 10.1 15.2 19.6 30.7 35.8 19.8
FY 2014-15 10.4 15.8 20.1 31.4 36.2 20.2
Average Variable Pay Across Levels
14.2
18.620.2
26.5
29.5
13.6
17.919.3
24.9
27.8
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
Clerical JM MM SM TM
FY 2014-15 FY 2013-14
In %
37
Higher variable payacross this sector is
expected to be around
the 36% mark. However,on the lower side, thevariable pay has also
increased to 10.4%
In comparison toother percentiles, asignificant increase
has been observed inthe 75thpercentile
variable pay
Average annual variable
pay percentages haveincreased marginallyacross levels; the
increase is highest at theTop Management level
Majority of the
organizations havegiven variable pay toall their employees in
the range of 10.4-36.2%, across all
levels
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BFSIKey Benefits
Car Policy Car Value
In % Clerical JM MM SM TM
< 3 Lacs - - - - -
3 - 5 Lacs - 33.3 33.3 11.1 -
5 - 8 Lacs - 27.8 50.0 22.2 -
8 -12 Lacs - - 16.7 50.0 5.6
> 12 Lacs - - - 16.7 94.4
N/A 100.0 38.9 - - -
Car Policy Fuel per Month Medical Insurance Premium Paid by Employer
Leave Encashment
In % Clerical JM MM SM TM
< 5000 - 22.2 22.2 11.1 -
5000 - 8000 - 33.3 44.4 27.8 -
8000 -12000 - - 22.2 33.3 16.7
12000 - 15000 - - 11.1 16.7 22.2
> 15000 - - - 11.1 38.9
On Actuals - - - - 22.2
N/A 100.0 44.4 - - -
Car Policy Driver Allowance
Clerical JM MM SM TM
Provided by - - 38.9% 77.8% 88.9%
Average
Amount per
Month
- - 8000-12000 8000-14000 10000-16000
Mobile Policy Bill Reimburse per Annum
In % Clerical JM MM SM TM
< 5000 - - - - -
5000 - 10000 - 16.7 38.9 27.8 -
10000 - 15000 - 33.3 33.3 44.4 22.2
> 15000 - 11.1 27.8 16.7 22.2
On Actuals - - - 11.1 55.6
N/A 100.0 38.9 - - -
16.7%
38.9%
27.7%
16.7%Employee only
Employee & spouse
Employee, spouse anddependent childrenEmployee, spouse, dependentchildren and dependent parents
100.0% companies allow leave encashment
companies allow leave encashment during tenure44.4%
55.6% companies allow leave encashment only after separation
(7)
(3) (3)
(5)
38
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BFSIKey HR Challenges and Managing Attrition
Developing
Potential
Leaders
Compensation
Structuring
Attracting Talent
Average Age of Employees
29Clerical/
JM/
MM/
SM/
TM/
31
36
42
46
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Top three Reasons for Attrition
Better Career Prospects
Personal Reasons (Marriage, Health, Family,
Relocation etc.)
Better Pay Opportunities
Top three Measures Taken to Curb Attrition
Clearly defined Career Paths & Succession Plans
Profit Sharing
Recognition Awards (Monetary/Non-Monetary)
Top three Methods to Reward and Manage Critical
Talent
Higher Salaries
Faster Growth Opportunities
Skill Enhancement Training Programs
HR
Challenges
39
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Chemical
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ChemicalExecutive Summary: Key Findings
The average variable pay percent across this sector is
projected at 17.8% in FY 2014-15, which is 0.4%points
higher than the previous FY 2013-14 (17.4%)Voluntary Attrition rate for this sector in FY 2013-14 on an
average is 12.2%. Highest attrition rate is observed for
the Clerical Cadre at 14.6%
Organizations attribute Better Career Prospects, Better
Pay Opportunities and Personal Reasons as the main
reasons for attrition
Career Management, Developing Potential Leaders and
Retaining and Rewarding the Critical Talent are the key
HR challenges faced by this sector
The average salary increment across this sector is
projected at 11.6% in FY 2014-15, which is 0.3%points
lower than the previous FY 2013-14 (11.9%)
Employee
Strength
18.2%
18.2%
63.6%
1000 Crore
Employee
Strength
18.2%
54.5%
27.3%
< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
01
02
03
04
05
Annual
Revenue
Employee
Strength
41
The average incrementt Cl i l C d J i The average increment at
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ChemicalAnnual Increments FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 7.5 8.9 10.9 12.2 13.9 10.7
JM 7.9 9.4 11.4 12.9 14.6 11.3
MM 8.1 10.1 11.7 13.2 15.1 11.5
SM 8.6 9.9 11.8 13.6 15.5 11.9
TM 8.8 10.6 12.7 14.3 16.2 12.6
In %
Comparison of Level-wise Average Increments Across Sectors
10.0 9.5 9.3 10.7 10.4 10.5 9.2 10.7 11.4 9.2 8.9 9.2 11.7 8.6
10.2 9.6 9.411.3 10.6 10.7
9.811.2 11.9
9.3 8.7 9.611.8
8.9
10.6 10.0 9.6
11.5 10.7 10.89.9
11.412.4
9.5 9.0 9.4
12.4
9.2
10.5 10.2 10.4
11.9
10.811.1
10.3
11.712.6
9.79.4
10.2
12.6
9.3
11.310.8 10.3
12.611.7 11.8
10.7
12.913.3
10.59.9
10.4
13.2
9.5
OverallIndustry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
TMSM
MM
JM
CL
Level-wise Increment Percentiles
42
at Clerical Cadre, Juniorand Middle
Management levels isexpected to be lower
than the overall averageincrement at 11.6% in
this sector
The average increment atTop, Senior and MiddleManagement levels is
significantly higher thanthe overall industryaverage increment
(10.3%)
The Clerical Cadre andall the Management
levels reported increasein average increments
compared to the overallindustry
The Clerical Cadrelevel reported
minimum increase inaverage increments
compared to theoverall industry
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2014 Deloitte Touche Tohmatsu India Private Limited
ChemicalAverage Annual Increments FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
In % 10P 25P 50P 75P 90P Average
FY 2013-14 7.9 9.4 11.9 13.7 15.6 11.9
FY 2014-15 7.5 9.2 11.6 13.4 15.3 11.6
Average Increments Across Levels
10.711.3 11.5
11.912.611.1
11.511.9 12.1
12.9
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
Clerical JM MM SM TM
FY 2014-15 FY 2013-14
In %
43
Higher increments acrossthis sector is expected tobe around the 15% mark.However, on the lower
side, the increments havealso reduced to 7.5%
In comparison to otherpercentiles, a
significant reduction
has been observed inthe 10thpercentileincrement
Average annual increment
percentages have reducedmarginally across levels;the reduction is highest at
the Clerical Cadre level
Majority of theorganizations have
given increments to alltheir employees in the
range of 7.5-15.3%,across all levels
The average variablet Cl i l C d
The average variable
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ChemicalAnnual Variable Pay FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 9.6 11.1 13.0 15.8 18.1 13.1
JM 11.7 13.7 16.1 19.6 22.7 16.3
MM 13.0 15.2 17.8 23.2 29.0 17.9
SM 16.2 19.3 21.9 27.7 33.1 21.7
TM 17.1 21.3 25.8 31.2 36.2 25.6
In %
Comparison of Level-wise Average Variable Pay Across Sectors
12.1 12.5 14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.718.6 16.3 18.2 16.2 14.7 18.1 16.3 14.1 14.2 15.7
16.4 16.4
18.9 17.420.2
17.919.7
18.117.3
18.7 18.617.3 16.7
17.218.6 18.7
22.4 21.6
26.5
21.7
24.3
22.9 20.9 23.7 23.2 20.1 20.221.3 23.4 23.2
24.2 25.3
29.5
25.6
27.627.2
25.2
27.426.9
23.6 23.225.8
27.1 26.8
OverallIndustry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
TM
SM
MM
JM
CL
Level-wise Variable Pay Percentiles
44
pay at Clerical Cadreand Junior Management
level is expected to belower than the overall
average variable pay at17.8% in this sector
gpay at Senior and TopManagement levels is
significantly higherthan the overallindustry average
variable pay (18.5%)
The Clerical Cadre andTop Management level
reported increase inaverage variable pay
compared to the overallindustry
The Middle Managementlevel reported maximum
decrease in averagevariable pay compared to
the overall industry
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ChemicalAverage Annual Variable Pay FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
In % 10P 25P 50P 75P 90P Average
FY 2013-14 8.6 12.6 17.2 26.6 31.1 17.4
FY 2014-15 9.4 13.4 17.7 27.4 32.8 17.8
Average Variable Pay Across Levels
13.1
16.3
17.9
21.7
25.6
12.6
14.615.7
19.8
23.9
0.0
5.0
10.0
15.0
20.0
25.0
30.0
Clerical JM MM SM TM
FY 2014-15 FY 2013-14
In %
45
Higher variable pay acrossthis sector is expected tobe around the 33% mark.However, on the lower
side, the variable pay hasalso increased to 9.4%
In comparison to otherpercentiles, a
significant increase hasbeen observed in the
90th percentile variablepay
Average annual variablepay percentages have
increased marginallyacross levels; the increaseis highest at the Middle
Management level
Majority of theorganizations have
given variable pay toall their employees inthe range of 9.4-32.8%,
across all levels
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ChemicalKeyBenefits
Car Policy Car Value
In % Clerical JM MM SM TM
< 3 Lacs - - - - -
3 - 5 Lacs - 18.2 45.5 9.1 -
5 - 8 Lacs - 18.2 36.4 27.3 -
8 -12 Lacs - - 18.2 45.5 9.1
> 12 Lacs - - - 18.2 90.9
N/A 100.0 63.6 - - -
Car Policy Fuel per Month Medical Insurance Premium Paid by Employer
Leave Encashment
In % Clerical JM MM SM TM
< 5000 - 18.2 18.2 9.1 -
5000 - 8000 - 27.3 45.5 36.4 -
8000 -12000 - - 27.3 27.3 9.1
12000 - 15000 - - 9.1 18.2 18.2
> 15000 - - - 9.1 45.5
On Actuals - - - - 27.3
N/A 100.0 54.5 - - -
Car Policy Driver Allowance
Clerical JM MM SM TM
Provided by - - 27.3% 63.6% 90.9%
Average
Amount per
Month
- - 8000-12000 9000-14000 10000-18000
Mobile Policy Bill Reimburse per Annum
In % Clerical JM MM SM TM
< 5000 - - - - -
5000 - 10000 - 45.5 54.5 27.3 -
10000 - 15000 - 18.2 45.5 45.5 27.3
> 15000 - - - 18.2 36.4
On Actuals - - - 9.1 36.4
N/A 100.0 36.4 - - -
18.2%
45.5%
27.3%
9.0%Employee only
Employee & spouse
Employee, spouse anddependent childrenEmployee, spouse, dependentchildren and dependent parents
90.9% companies allow leave encashment
companies allow leave encashment during tenure27.3%
63.6% companies allow leave encashment only after separation
(2)(1)
(3)
(5)
46
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ChemicalKey HR Challenges and Managing Attrition
Developing
Potential
Leaders
Career
Management
Attracting Talent
Average Age of Employees
33Clerical/
JM/
MM/
SM/
TM/
36
40
46
50
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Top three Reasons for Attrition
Better Career Prospects
Better Pay Opportunities
Personal Reasons (Marriage, Health, Family,
Relocation etc.)
Top three Measures Taken to Curb Attrition
Clearly defined Career Paths & Succession Plans
Development Programs for High Potentials and Top
Performers
Recognition Awards (Monetary/Non-Monetary)
Top three Methods to Manage and Reward Critical
Talent
Higher Salaries
Skill Enhancement Training Programs
Faster Growth Opportunities
HR
Challenges
47
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ConsumerBusiness
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The average increment The average increment at
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Consumer BusinessAnnual Increments FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 7.4 8.6 10.2 11.5 13.2 10.4
JM 7.8 8.9 10.5 12.4 13.8 10.6
MM 7.9 9.2 10.8 12.3 14.1 10.7
SM 8.2 9.4 10.9 12.6 14.7 10.8
TM 8.4 10.2 11.5 13.3 15.4 11.7
In %
Comparison of Level-wise Average Increments Across Sectors
10.0 9.5 9.3 10.7 10.4 10.5 9.2 10.7 11.4 9.2 8.9 9.2 11.7 8.6
10.2 9.6 9.411.3 10.6 10.7
9.811.2 11.9
9.3 8.7 9.611.8
8.9
10.6 10.0 9.6
11.5 10.7 10.89.9
11.412.4
9.5 9.0 9.4
12.4
9.2
10.5 10.2 10.4
11.910.8 11.1
10.3
11.712.6
9.79.4
10.2
12.6
9.3
11.310.8 10.3
12.611.7 11.8
10.7
12.913.3
10.59.9
10.4
13.2
9.5
Overall
Industry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
TM
SM
MM
JM
CL
Level-wise Increment Percentiles
50
The average incrementat Clerical Cadre levelis expected to be lower
than the overall averageincrement at 10.6% in
this sector
The average increment atTop Management level issignificantly higher than
the overall industryaverage increment (10.3%)
The Clerical Cadre andall the Management
levels reported increasein average increments
compared to the overallindustry
The Middle Managementlevel reported minimum
increase in averageincrements compared to
the overall industry
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Consumer BusinessAverage Annual Increments FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
In % 10P 25P 50P 75P 90P Average
FY 2013-14 7.5 9.2 10.8 12.7 15.5 10.9
FY 2014-15 7.3 8.8 10.7 12.6 15.2 10.6
Average Increments Across Levels
10.4
10.610.7
10.8
11.7
10.710.8 10.8
11.1
11.9
9.5
10.0
10.5
11.0
11.5
12.0
12.5
Clerical JM MM SM TM
FY 2014-15 FY 2013-14
In %
51
Higher incrementsacross this sector is
expected to be aroundthe 15% mark.
However, on the lowerside, the incrementshave also reduced to
7.3%
In comparison to otherpercentiles, a significant
reduction has been
observed in the 25thpercentile increment
Average annualincrement percentages
have reduced marginallyacross levels; the
reduction is lowest atthe Middle Management
level
Majority of the
organizations havegiven increments to alltheir employees in the
range of 7.3-15.2%,across all levels
C B i
The average variable payat Clerical Cadre Junior
The average variablepay at Senior and Top
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Comparison of Level-wise Average Variable Pay Across Sectors
12.1 12.5 14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.718.6 16.3 18.2 16.2 14.7 18.1 16.3 14.1 14.2 15.7
16.4 16.4
18.9 17.420.2
17.919.7
18.117.3
18.7 18.617.3 16.7
17.218.6 18.7
22.4 21.6
26.5
21.7
24.3
22.9 20.9 23.7 23.2 20.1 20.221.3 23.4 23.2
24.2 25.3
29.5
25.6
27.627.2
25.2
27.426.9
23.6 23.225.8
27.1 26.8
Overall
Industry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
TM
SM
MM
JM
CL
Consumer BusinessAnnual Variable Pay FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 10.4 12.3 13.9 17.6 20.9 14.1
JM 13.7 16.3 18.4 23.3 27.7 18.2
MM 15.4 17.8 19.8 25.3 30.4 19.7
SM 17.6 20.7 24.2 29.2 34.6 24.3
TM 18.6 23.4 27.7 33.7 39.3 27.6
In %
Level-wise Variable Pay Percentiles
52
at Clerical Cadre, Juniorand Middle Management
levels is expected to belower than the overall
average variable pay at19.8% in this sector
pay at Senior and TopManagement levels is
significantly higher thanthe overall industryaverage variable pay
(18.5%)
The Clerical Cadre andall the Management
levels reportedincrease in average
variable pay comparedto the overall industry
The Top Managementlevel reported maximum
increase in averagevariable pay comparedto the overall industry
C B i
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Consumer BusinessAverage Annual Variable Pay FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
In % 10P 25P 50P 75P 90P Average
FY 2013-14 9.2 15.3 19.2 28.1 38.4 19.4
FY 2014-15 10.1 16.0 19.5 28.8 39.0 19.8
Average Variable Pay Across Levels
14.1
18.219.7
24.3
27.6
13.4
16.617.9
22.4
25.7
0.0
5.0
10.0
15.0
20.0
25.0
30.0
Clerical JM MM SM TM
FY 2014-15 FY 2013-14
In %
53
Higher variable payacross this sector is
expected to be around the
39% mark. However, onthe lower side, the
variable pay has alsoincreased to 10.1%
In comparison to otherpercentiles, a significant
increase has been
observed in the 10thpercentile variable pay
Average annual variable
pay percentages haveincreased marginally
across levels; the increaseis highest at the Seniorand Top Management
levels
Majority of the
organizations havegiven variable pay to alltheir employees in therange of 10.1-39.0%,
across all levels
C B i
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Consumer BusinessKey Benefits
Car Policy Car Value
In % Clerical JM MM SM TM
< 3 Lacs - - - - -
3 - 5 Lacs - 20.0 30.0 - -
5 - 8 Lacs - 30.0 50.0 20.0 -
8 -12 Lacs - - 20.0 60.0 10.0
> 12 Lacs - - - 20.0 90.0
N/A 100.0 50.0 - - -
Car Policy Fuel per Month Medical Insurance Premium Paid by Employer
Leave Encashment
In % Clerical JM MM SM TM
< 5000 - 20.0 20.0 10.0 -
5000 - 8000 - 30.0 50.0 30.0 -
8000 -12000 - - 20.0 30.0 10.0
12000 - 15000 - - 10.0 20.0 10.0
> 15000 - - - 10.0 50.0
On Actuals - - - - 30.0
N/A 100.0 50.0 - - -
Car Policy Driver Allowance
Clerical JM MM SM TM
Provided by - - 50.0% 60.0% 100.0%
Average
Amount per
Month
- - 8000-12000 8000-14000 10000-18000
Mobile Policy Bill Reimburse per Annum
In % Clerical JM MM SM TM
< 5000 - - - - -
5000 - 10000 - 60.0 60.0 30.0 -
10000 - 15000 - 20.0 40.0 40.0 20.0
> 15000 - - - 20.0 40.0
On Actuals - - - 10.0 40.0
N/A 100.0 20.0 - - -
20.0%
40.0%
30.0%
10.0%Employee only
Employee & spouse
Employee, spouse anddependent childrenEmployee, spouse, dependentchildren and dependent parents
100.0% companies allow leave encashment
companies allow leave encashment during tenure30.0%
70.0% companies allow leave encashment only after separation
(2)(1)
(3)
(4)
54
C B i
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Consumer BusinessKey HR Challenges and Managing Attrition
Developing
Potential
Leaders
Developing
Potential
Leaders
Attracting Talent
Average Age of Employees
32Clerical/
JM/
MM/
SM/
TM/
32
38
46
46
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Top three Reasons for Attrition
Better Career Prospects
Personal Reasons (Marriage, Health, Family,
Relocation etc.)
Better Pay Opportunities
Top three Measures Taken to Curb Attrition
Recognition Awards (Monetary/Non-Monetary)
Project Incentives
Clearly defined Career Paths & Succession Plans
Top three Methods to Manage and Reward Critical
Talent
Higher Salaries
Faster Growth Opportunities
Skill Enhancement Training Programs
HR
Challenges
55
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Engineering &Manufacturing
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Engineering & Manufacturing
The average increment atClerical Cadre, Junior
The average incrementat Top and Senior
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10.0 9.5 9.3 10.7 10.4 10.5 9.2 10.7 11.4 9.2 8.9 9.2 11.7 8.6
10.2 9.6 9.411.3 10.6 10.7
9.811.2 11.9
9.3 8.7 9.611.8
8.9
10.6 10.0 9.6
11.5 10.7 10.89.9
11.412.4
9.5 9.0 9.4
12.4
9.2
10.5 10.2 10.4
11.910.8 11.1
10.3
11.712.6
9.79.4
10.2
12.6
9.3
11.310.8 10.3
12.611.7 11.8
10.7
12.913.3
10.59.9
10.4
13.2
9.5
Overall
Industry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
TM
SM
MM
JM
CL
Comparison of Level-wise Average Increments Across Sectors
Engineering & ManufacturingAnnual Increments FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 7.5 8.8 10.4 11.7 13.4 10.5
JM 7.9 9.5 10.6 12.5 13.9 10.7
MM 7.7 9.1 10.9 12.8 14.2 10.8
SM 8.3 9.6 11.2 12.7 14.6 11.1
TM 8.5 9.1 11.7 13.5 15.7 11.8
In %
Level-wise Increment Percentiles
58
and Senior Managementlevels is expected to belower than the overallaverage increment at10.9% in this sector
pManagement levels is
significantly higher thanthe overall industryaverage increment
(10.3%)
The Clerical Cadre and allthe Management levels
reported increase inaverage increments
compared to the overallindustry
The Middle Managementlevel reported minimum
increase in averageincrements compared to
the overall industry
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Engineering & ManufacturingThe average variable pay
t Cl i l C d J i
The average variablepay at Senior and Top
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Comparison of Level-wise Average Variable Pay Across Sectors
12.1 12.5 14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.718.6 16.3 18.2 16.2 14.7 18.1 16.3 14.1 14.2 15.7
16.4 16.4
18.9 17.420.2
17.919.7
18.117.3
18.7 18.617.3 16.7
17.218.6 18.7
22.4 21.6
26.5
21.7
24.3
22.9 20.9
23.723.2
20.1 20.221.3 23.4 23.2
24.2 25.3
29.5
25.6
27.627.2
25.2
27.426.9
23.6 23.225.8
27.1 26.8
Overall
Industry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
TM
SM
MM
JM
CL
Engineering & ManufacturingAnnual Variable Pay FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 9.8 11.7 13.3 16.0 18.4 13.4
JM 12.0 14.2 16.0 19.7 22.9 16.2
MM 13.2 15.9 18.3 24.0 29.4 18.1
SM 16.4 19.8 22.8 28.6 33.9 22.9
TM 17.2 22.2 27.0 31.8 36.4 27.2
In %
Level-wise Variable Pay Percentiles
60
at Clerical Cadre, Juniorand Middle Management
levels is expected to belower than the overall
average variable pay at18.2% in this sector
Management levels issignificantly higher than
the overall industryaverage variable pay
(18.5%)
The Clerical Cadre,Top and Senior
Management levelsreported increase in
average variable paycompared to the
overall industry
The Top Managementlevel reported maximum
increase in averagevariable pay comparedto the overall industry
Engineering & Manufacturing
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Engineering & ManufacturingAverageAnnual Variable Pay FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
In % 10P 25P 50P 75P 90P Average
FY 2013-14 9.1 13.2 17.5 26.2 34.8 17.8
FY 2014-15 9.7 14.0 18.0 28.4 36.1 18.2
Average Variable Pay Across Levels
13.4
16.2
18.1
22.9
27.2
11.6
14.315.5
21.2
24.4
0.0
5.0
10.0
15.0
20.0
25.0
30.0
Clerical JM MM SM TM
FY 2014-15 FY 2013-14
In %
61
Higher variable payacross this sector is
expected to be aroundthe 36% mark.
However, on the lowerside, the variable payhas also increased to
9.7%
In comparison to otherpercentiles, a
significant increase hasbeen observed in the
75th percentile variablepay
Average annual variablepay percentages haveincreased marginally
across levels; the increaseis highest at the TopManagement level
Majority of theorganizations have
given variable pay toall their employees inthe range of 9.7-36.1%,
across all levels
Engineering & Manufacturing
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Engineering & ManufacturingKey Benefits
Car Policy Car Value
In % Clerical JM MM SM TM
< 3 Lacs - - - - -
3 - 5 Lacs - 31.3 34.4 18.8 -
5 - 8 Lacs - 34.4 40.6 25.0 -
8 -12 Lacs - - 25.0 37.5 6.3
> 12 Lacs - - - 18.8 30.0
N/A 100.0 34.4 - - -
Car Policy Fuel per Month Medical Insurance Premium Paid by Employer
Leave Encashment
In % Clerical JM MM SM TM
< 5000 - 28.1 25.0 15.6 -
5000 - 8000 - 34.4 34.4 25.0 -
8000 -12000 - - 25.0 28.1 21.9
12000 - 15000 - - 15.6 18.8 25.0
> 15000 - - - 12.5 34.4
On Actuals - - - - 18.8
N/A 100.0 37.5 - - -
Car Policy Driver Allowance
Clerical JM MM SM TM
Provided by - - 43.8% 62.5% 93.8%
Average
Amount per
Month
- - 8000-12000 8000-14000 10000-16000
Mobile Policy Bill Reimburse per Annum
In % Clerical JM MM SM TM
< 5000 - - - - -
5000 - 10000 - 18.8 40.6 25.0-
10000 - 15000 - 31.3 34.4 34.4 31.3
> 15000 - 18.8 25.0 21.9 31.3
On Actuals - - - 18.8 37.5
N/A 100.0 31.3 - - -
25.0%
31.3%
28.1%
15.6%Employee only
Employee & spouse
Employee, spouse anddependent childrenEmployee, spouse, dependentchildren and dependent parents
93.8% companies allow leave encashment
companies allow leave encashment during tenure37.5%
56.3% companies allow leave encashment only after separation
(8)
(5)
(9)
(10)
62
Engineering & Manufacturing
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Engineering & ManufacturingKey HR Challenges and Managing Attrition
Developing
Potential
Leaders
Career
Management
Attracting Talent
Average Age of Employees
34Clerical/
JM/
MM/
SM/
TM/
34
40
45
48
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Top three Reasons for Attrition
Better Career Prospects
Personal Reasons (Marriage, Health, Family,
Relocation etc.)
Better Utilization of Current Skills
Top three Measures Taken to Curb Attrition
Clearly defined Career Paths & Succession Plans
Development Programs for High Potentials and Top
Performers
Recognition Awards (Monetary/Non-Monetary)
Top three Methods to Manage and Reward Critical
Talent
Faster Growth Opportunities
Better Performance Linked Incentives
Skill Enhancement Training Programs
HR
Challenges
63
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Energy &
Natural
Resources
Energy & Natural Resources
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Energy & Natural ResourcesExecutive Summary: Key Findings
The average variable pay percent across this sector is
projected at 17.4% in FY 2014-15, which is 0.2%points
higher than the previous FY 2013-14 (17.2%)Voluntary Attrition rate for this sector in FY 2013-14 on an
average is 11.5%. Highest attrition rate is observed for
the Clerical Cadre at 13.9%
Organizations attribute Better Career Prospects, Better
Pay Opportunities and Better Utilization of Current Skills
as the main reasons for attrition
.Compensation Structuring, Performance Managementand Employee Engagement are the key HR challenges
faced by this sector
The average salary increment across this sector is
projected at 9.7% in FY 2014-15, which is 0.3%points
lower than the previous FY 2013-14 (10%)
Employee
Strength
12.5%
12.5%
62.5%
1000 Crore
Employee
Strength
37.5%
12.5%
50.0%
< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
01
02
03
04
05
Annual
Revenue
Employee
Strength
65
Energy & Natural ResourcesThe average increment
at Clerical Cadre is
The average incrementat Top Management
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Comparison of Level-wise Average Increments Across Sectors
10.0 9.5 9.3 10.7 10.4 10.5 9.2 10.7 11.4 9.2 8.9 9.2 11.7 8.6
10.2 9.6 9.411.3 10.6 10.7
9.811.2 11.9
9.3 8.7 9.611.8
8.9
10.6 10.0 9.6
11.5 10.7 10.89.9
11.412.4
9.5 9.0 9.4
12.4
9.2
10.5 10.2 10.4
11.9
10.8 11.1 10.3
11.712.6
9.7 9.410.2
12.6
9.3
11.310.8 10.3
12.611.7 11.8
10.7
12.913.3
10.59.9
10.4
13.2
9.5
OverallIndustry Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
TMSM
MM
JM
CL
Energy & Natural ResourcesAnnual Increments FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 7.2 8.5 9.4 11.6 13.3 9.2
JM 7.5 8.4 9.6 11.7 13.4 9.8
MM 7.4 8.4 9.8 11.5 13.6 9.9
SM 7.7 8.8 10.2 12.0 14.2 10.3
TM 8.0 9.5 10.5 12.6 15.0 10.7
In %
Level-wise Increment Percentiles
66
at Clerical Cadre isexpected to be lower
than the overallaverage increment at
9.7% in this sector
at Top Managementlevel is higher thanthe overall industryaverage increment
(10.3%)
The Clerical Cadre andall the Management
levels reporteddecrease in average
increments compared tothe overall industry
The Senior Managementlevel reported minimum
decrease in averageincrements compared to
the overall industry
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Energy & Natural Resources
The average variablepay at Clerical Cadre,
Junior and Middle
The average variable payat Senior and Top
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Comparison of Level-wise Average Variable Pay Across Sectors
12.1 12.5 14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.718.6 16.3 18.2 16.2 14.7 18.1 16.3 14.1 14.2 15.7
16.4 16.4
18.9 17.420.2
17.919.7
18.117.3
18.7 18.617.3 16.7
17.218.6 18.7
22.4 21.6
26.5
21.7
24.3
22.9 20.9
23.723.2 20.1 20.2
21.323.4
23.2
24.2 25.3
29.5
25.6
27.627.2
25.2
27.426.9
23.6 23.225.8
27.1 26.8
Overall
Industry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
TM
SM
MM
JM
CL
Energy & Natural ResourcesAnnual Variable Pay FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 9.1 10.7 12.1 14.4 16.4 12.2
JM 11.0 12.7 14.8 18.5 21.8 14.7
MM 11.9 14.8 17.4 22.3 26.8 17.3
SM 14.2 17.7 20.8 26.8 32.8 20.9
TM 15.6 20.7 25.4 31.0 36.3 25.2
In %
Level-wise Variable Pay Percentiles
68
JManagement levels is
expected to be lowerthan the overall
average variable payat 17.4% in this sector
pManagement levels is
significantly higher thanthe overall industry
average variable pay(18.5%)
The Clerical Cadre andTop Management level
reported increase inaverage variable pay
compared to the overallindustry
The Junior Managementlevel reported maximum
decrease in averagevariable pay compared to
the overall industry
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Energy & Natural ResourcesAverage Annual Variable Pay FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
In % 10P 25P 50P 75P 90P Average
FY 2013-14 8.4 12.1 17.0 25.7 30.6 17.2
FY 2014-15 8.9 12.5 17.2 26.5 32.0 17.4
Average Variable Pay Across Levels
12.2
14.7
17.3
20.9
25.2
10.5
12.814.3
18.6
22.9
0.0
5.0
10.0
15.0
20.0
25.0
30.0
Clerical JM MM SM TM
FY 2014-15 FY 2013-14
In %
69
Higher variable payacross this sector is
expected to be around
the 32% mark. However,on the lower side, thevariable pay has also
increased to 8.9%
In comparison toother percentiles, asignificant increase
has been observed inthe 90th percentilevariable pay
Average annual variable
pay percentages haveincreased marginally
across levels; theincrease is highest at the
Middle Managementlevel
Majority of the
organizations havegiven variable pay toall their employees in
the range of 8.9-32.0%, across all
levels
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Energy & Natural ResourcesKey Benefits
Car Policy Car Value
Clerical JM MM SM TM
< 3 Lacs - - - - -
3 - 5 Lacs - 25.0 37.5 - -
5 - 8 Lacs - 25.0 37.5 25.0 -
8 -12 Lacs - - 25.0 50.0 12.5
> 12 Lacs - - - 25.0 87.5
N/A 100.0 50.0 - - -
Car Policy Fuel per Month Medical Insurance Premium Paid by Employer
Leave Encashment
Clerical JM MM SM TM
< 5000 - 25.0 12.5 12.5 -
5000 - 8000 - 25.0 50.0 25.0 -
8000 -12000 - - 25.0 25.0 12.5
12000 - 15000 - - 12.5 25.0 12.5
> 15000 - - - 12.5 37.5
On Actuals - - - - 37.5
N/A 100.0 50.0 - - -
Car Policy Driver Allowance
Clerical JM MM SM TM
Provided by - - 62.5% 75.0% 100%
Average
Amount per
Month
- - 8000-12000 8000-1400010000-
18000
Mobile Policy Bill Reimburse per Annum
Clerical JM MM SM TM
< 5000 - - - - -
5000 - 10000 - 50.0 50.0 37.5 -
10000 - 15000 - 25.0 50.0 25.0 25.0
> 15000 - - - 25.0 37.5
On Actuals - - - 12.5 37.5
N/A 100.0 25.0 - - -
25.0%
37.5%
25.0%
12.5%Employee only
Employee & spouse
Employee, spouse anddependent childrenEmployee, spouse, dependentchildren and dependent parents
100% companies allow leave encashment
companies allow leave encashment during tenure
companies allow leave encashment only after separation
37.5%
62.5%
In %
In % In %
(2)(1)
(2)
(3)
70
Energy & Natural Resources
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Energy & Natural ResourcesKey HR Challenges and Managing Attrition
Developing
Potential
Leaders
Compensation
Structuring
Attracting Talent
Average Age of Employees
30Clerical/
JM/
MM/
SM/
TM/
31
39
45
48
Key Reasons for
Attrition
Measures Taken
to Curb Attrition
Interventions to
Manage & Reward
Critical Talent
Top three Reasons for Attrition
Better Career Prospects
Better Pay Opportunities
Better Utilization of Current Skills
Top three Measures Taken to Curb Attrition
Recognition Awards (Monetary/Non-Monetary)
Clearly defined Career Paths & Succession Plans
Project Incentives
Top three Methods to Manage and Reward Critical
Talent
Better Performance Linked Incentives
Faster Growth Opportunities
Higher Salaries
HR
Challenges
71
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Hi-Tech
Hi-Tech
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Executive Summary: Key Findings
Employee
Strength
15.4%
11.5%
11.5%
19.2%
42.3%
1000 Crore
15.4%
15.4%
11.5%
19.2%
15.4%
23.1%< 500
500 - 2000
2000 - 5000
5000 - 10000
10000 - 25000
> 25000
Employee
Strength
The average variable pay percent across this sector is
projected at 18.8% in FY 2014-15, which is 0.2%points
higher than the previous FY 2013-14 (18.6%)
Voluntary Attrition rate for this sector in FY 2013-14 on an
average is 14.2%. Highest attrition rate is observed for
the Clerical Cadre at 20.2%
Organizations attribute Better Career Prospects,
Pursuing Further Studies and Better Utilization of Current
Skills as the main reasons for attrition
Career Management, Retaining and Rewarding theCritical Talent and Employee Engagement are the key HR
challenges faced by this sector
The average salary increment across this sector is
projected at 11.5% in FY 2014-15, which is 0.2%points
lower than the previous FY 2013-14 (11.7%)
01
02
03
04
05
Annual
Revenue
Employee
Strength
73
Hi-Tech
The average incrementat Clerical Cadre,
Junior and Middle
The average incrementat Clerical Cadre andll M t l l i
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Annual Increments FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 7.6 8.9 10.8 12.4 13.7 10.7
JM 7.8 9.3 11.3 12.7 14.4 11.2
MM 7.8 9.5 11.6 13.2 14.9 11.4
SM 8.4 10.3 11.9 13.5 15.4 11.7
TM 8.7 10.6 12.8 14.2 16.0 12.9
In %Comparison of Level-wise Average Increments Across Sectors
10.0 9.5 9.3 10.7 10.4 10.5 9.2 10.7 11.4 9.2 8.9 9.2 11.7 8.6
10.2 9.6 9.411.3 10.6 10.7
9.811.2 11.9
9.3 8.7 9.611.8
8.9
10.6 10.0 9.6
11.5 10.7 10.89.9
11.412.4
9.5 9.0 9.4
12.4
9.2
10.5 10.2 10.4
11.9
10.8 11.1 10.3
11.712.6
9.7 9.410.2
12.6
9.3
11.310.8 10.3
12.611.7 11.8
10.7
12.913.3
10.59.9
10.4
13.2
9.5
OverallIndustry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
TMSM
MM
JM
CL
Level-wise Increment Percentiles
74
Management levels isexpected to be lower
than the overallaverage increment at11.5% in this sector
all Management level ishigher than the overall
industry averageincrement (10.3%)
The Clerical Cadre andall the Management
levels reported increasein average increments
compared to the overall
industry
The Top Managementlevel reported maximum
increase in averageincrements compared to
the overall industry
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Hi-Tech
The average variablepay at Clerical Cadre,
Junior and Middle
The average variablepay at Senior andTop Management
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Comparison of Level-wise Average Variable Pay Across Sectors
12.1 12.5 14.2 13.1 14.1 13.4 12.2 12.5 12.1 11.7 11.1 12.4 13.6 12.3
16.7 15.718.6 16.3 18.2 16.2 14.7 18.1 16.3 14.1 14.2 15.7
16.4 16.4
18.9 17.420.2
17.919.7
18.117.3
18.7 18.617.3 16.7
17.218.6 18.7
22.4 21.6
26.5
21.7
24.3
22.9 20.9
23.7
23.2 20.1 20.2 21.323.4
23.2
24.2 25.3
29.5
25.6
27.627.2
25.2
27.426.9
23.6 23.225.8
27.1 26.8
Overall
Industry
Auto BFSI Chem CB Eng Energy Hi-Tech ITeS Infra Log Media Pharma Retail
TM
SM
MM
JM
CL
Annual Variable Pay FY 2014-15 (Projections)
In % 10P 25P 50P 75P 90P Avg
Clerical 10.2 11.2 12.6 16.2 20.1 12.5
JM 13.4 15.9 18.2 21.1 24.4 18.1
MM 14.9 16.7 18.9 24.5 30.4 18.7
SM 17.2 20.2 23.6 28.7 34.2 23.7
TM 18.1 22.8 27.2 32.9 38.4 27.4
In %
Level-wise Variable Pay Percentiles
76
JManagement levels is
expected to be lowerthan the overall averagevariable pay at 18.8% in
this sector
levels issignificantly higher
than the overallindustry average
variable pay (18.5%)
The Middle Managementlevel reported decrease in
average variable paycompared to the overall
industry
The Top Managementlevel reported maximum
increase in averagevariable pay compared to
the overall industry
Hi-Tech
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Average Annual Variable Pay FY 2014-15 (Projections) vis--vis FY 2013-14 (Actuals)
In % 10P 25P 50P 75P 90P Average
FY 2013-14 9.0 14.7 18.5 27.2 36.7 18.6
FY 2014-15 10.1 15.6 18.8 28.5 38.1 18.8
Average Variable Pay Across Levels
12.5
18.1 18.7
23.7
27.4
12.1
15.516.8
20.6
25.1