Download - Deloitte Compensation Trends 2013
![Page 1: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/1.jpg)
Compensation Trends Survey 2013 – 14 Deloitte
Human Capital Consulting
March 2013
![Page 2: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/2.jpg)
2
Contents
Survey Details
Survey Highlights
General Industry Analysis
Detailed Sector-wise Analysis
Contact Us
![Page 3: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/3.jpg)
3
Contents
Survey Details
Survey Highlights
General Industry Analysis
Detailed Sector-wise Analysis
Contact Us
![Page 4: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/4.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Survey Details Scope of the Survey
The Deloitte Compensation Trends Survey is an annual
study conducted by Deloitte Human Capital Consulting.
The aim of the survey is to understand key
compensation trends across sectors in the Indian
market. This is the third edition of this survey
4
Elements detailed in the Compensation Trends
Survey 2013 – 14
• Salary Increase for 2013 – 2014
• Variable Pay given / to be given for 2013 – 2014
• Key Benefits given across sectors
• Attrition rate and key reasons for attrition faced by
organizations
• Key Human Resource Challenges faced by organizations
![Page 5: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/5.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Survey Details Survey Methodology
5
Design the Survey Instrument
The parameters of the study were finalized and a structured questionnaire was designed as a primary data collection tool
Finalization of Target Basket
The sectors covered in the study were finalized along with the leading organizations from each sector
Invite and Seek Consent for Participation
A formal invitation e-mail was sent to the Human Resources in the chosen organizations requesting for participation
Data Collection and Validation
The responses received from all participants were validated and checked for accuracy and intended interpretation
Data Analysis
The data received was collated and analyzed to get detailed insights on sector wise practices and compensation trends
Compensation Trends Survey 2013 – 14 Report
![Page 6: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/6.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
10%
15%
19% 50%
6%
<100 Cr. 100 - 300 Cr. 300 - 500 Cr. 500 - 1000 Cr. >1000 Cr.
26%
27% 23%
11%
6% 6%
<500 500 - 2000 2000 - 5000
5000 - 10000 10000 - 25000 >25000
Survey Details Participant Profile
6
Industry-wise participation
155 organizations participated in the Compensation Trends Survey for 2013 – 2014
Annual Revenue
Employee Strength
• The greatest participation in this survey came from the Manufacturing
sector, followed by Financial Services, IT and ITeS sectors
• Annual revenue of majority of the organizations (50%) is ` 500 – 1000
Cr. This is followed by 19% in ` 300 – 500 Cr. range and 15% in the
` 100 – 300 Cr. range
• Majority of the organizations (27%) who participated in the survey
have employees between 500 – 2000
7%
24%
7%
10% 12%
8%
9%
5%
7%
6% 5%
Consumer Business & Retail
Manufacturing
Infrastructure & Real Estate
Pharmaceuticals
Financial Services
Information Technology
ITeS
Advertising & Media
Energy & Natural Resources
Hospitality
Logistics
![Page 7: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/7.jpg)
7
Contents
Survey Details
Survey Highlights
General Industry Analysis
Detailed Sector-wise Analysis
Contact Us
![Page 8: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/8.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Survey Highlights Executive Summary
8
• The median salary increments across sectors is projected at 11.3% • Highest increment figures have been reported in the Pharmaceuticals, Health Care and Life Sciences sector at
13.1% • The Financial Services sector continues its trend from last year, of being the most conservative sector in terms
of increment projections for 2013 – 2014 at 9.6%
• Overall Variable Pay (as a % of CTC) across sectors is 17.3 % which is an increase of 1.3% points over
last year
• The highest variable pay percent median is observed in the Financial Services sector at 20.1%
• The overall average attrition rate across industries is 14%. Better career opportunities and better pay have
been cited as the key reasons for attrition across most sectors
• The highest attrition rates have been recorded in the ITeS (17%), Advertising & Media (16%) and IT (15%)
sectors. These sectors are followed closely by Pharmaceuticals (14%) and the Infrastructure & Real Estate
sectors (14%)
• Hiring and Retaining skilled talent has been identified as a perennial challenge for organizations across most
sectors. Developing potential future leaders is an emerging concern in many sectors
![Page 9: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/9.jpg)
9
Contents
Survey Details
Survey Highlights
General Industry Analysis
Detailed Sector-wise Analysis
Contact Us
![Page 10: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/10.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
General Industry Analysis Market Overview
10
• The Indian Economy is currently going through a challenging phase as GDP
growth slowed down to nearly a decade low in 2012-13 with domestic as well as
external factors playing a part in this downfall
• Macroeconomic issues such as high public expenditure, depleting investment and
saving levels, worsening current account balance as well as depreciation of the
Rupee have added to the present economic pressures over-shadowing positive
aspects such as moderation in inflation and recovery of stock markets during the
year
• Since the global financial crisis of 2008-09, the Indian economy grew to a healthy
8.6% till 2010-11. Since then, growth started declining. The trend continued in
2012-13 with a disappointing growth rate of 5.4% in the first half, resulting in
lowering of expectations. The second quarter’s growth at 5.3% is one of the lowest
quarterly growth rates seen in the last decade and the annual growth of 5% will be
the lowest since 2002-03
• The latest Index of Industrial Production (IIP) figures indicate that the industrial
sector has grown at a rate of 0.7% during the period April ’12 to December’12
compared with a growth rate of 3.7% in the corresponding period last year, overall
far lower than the annual growth of 6.8% in 2010-11. Worrying figures primarily in
the mining and manufacturing sectors have contributed to this
• The Government is focusing on cutting costs to curb rising inflation. At the same
time, it is planning on introducing proposals to induce more investments by
encouraging Infrastructure Debt Funds and providing incentives for the
manufacturing sector undertakings to invest more in plant and machinery
• This state of the Indian economic environment should shed some light on the
reason behind increment and variable pay decisions taken by organizations this
year
Source:
Economic Outlook 2012 – 13
Deloitte Budget Publication
![Page 11: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/11.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
General Industry Analysis Annual Increments 2013 – 14 (Projections) vis-à-vis 2012 – 13 (Actuals)
11
• The overall annual increment median for this year is projected at 11.3%
• Highest increment for this year is expected in the Pharmaceuticals industry at 13.1%. It is the only sector where
increments are expected to be higher than last year
• Financial services sector maintains a conservative estimate given the overall mood of the economy and is expected to
have the lowest increment median at 9.6%
• This year, two new sectors have also been introduced – Hospitality (11.1%) and Logistics (9.8%)
• The most significant decline in increment medians is observed in the Manufacturing and Infrastructure & Real Estate
sectors
• Employers have shown a trend this year of an increased focus on variable pay percent to compensate for the low annual
increments projected in most of the sectors
12.0%
15.0% 15.0%
12.0%
10.0%
11.0%
12.0%
11.0%
13.8%
11.5% 10.6%
10.0%
11.2% 10.6%
13.1%
9.6%
10.7% 10.3% 10.2%
12.4%
11.1%
9.8%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
18.0%
ConsumerBusiness & Retail
Manufacturing Infrastructure &Real Estate
Pharmaceuticals FinancialServices
InformationTechnology
ITeS Advertising &Media
Energy &Resources
Hospitality Logistics
2012-13 2013-14
![Page 12: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/12.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
General Industry Analysis Annual Increment 2013 – 14
12 Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
• The median levels of Junior and Middle Management increments
are expected to be lower than the overall median level increment
of 11.3%
• There is not much variation seen between Junior and Middle
Management increments across the ranges
• Increments for the Top Management in the Pharmaceutical sector
are significantly higher than the cross-sector median increment for
Top Management
Increment Percentiles
10th 25th 50th 75th 90th
JM 7.1% 8.4% 9.8% 11.6% 13.9%
MM 7.9% 9.2% 10.9% 12.1% 14.4%
SM 8.3% 10.1% 11.6% 13.8% 15.0%
TM 9.1% 11.7% 12.5% 14.7% 16.1%
Organizations across industries are expected to continue their trend of being conservative, especially given
the reserved outlook of the economy
Comparison of Level-wise Median Increments Across Sectors
8
9
10
11
12
13
14
15
16
JM
MM
SM
TM
![Page 13: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/13.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
General Industry Analysis Annual Increments 2013 – 14 (Projections) vis-à-vis 2012 – 13 (Actuals)
13 Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
• At the median level, the increments across sectors are
expected at 11.3%, displaying a slight reduction compared
to last year’s median
• Most organizations across sectors have adopted a
cautious approach to increments this year
• A significant decline of 2.2% points has been witnessed at
the Junior Management level over last year’s increment
figures for the same level
• Higher increments across sectors are still expected around
the 15% mark. However, on the lower side, the increments
have also reduced to 7.5%
• All in all, companies are giving lower increases this year
and higher variable pay percentages, so that the risk of
nonperformance is mitigated
Median Increments Across Levels
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 9.0% 10.0% 12.0% 14.1% 15.1%
2013-14 7.5% 9.8% 11.3% 13.2% 14.9%
Increments have reduced across the ranges; highest decline projected for Junior Management and a
corresponding increase seen for Top Management
12.0% 12.0%
11.0%
10.0% 9.8%
10.9%
11.6% 12.5%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
JM MM SM TM
2012 - 13 2013 - 14
![Page 14: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/14.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
General Industry Analysis Annual Variable Pay Trends
14
• The median variable pay percent projected across all industries is 17.3%
• Across most industries, variable pay percent at the median level has increased, indicating a focus of organizations on
building competitiveness within their markets to maintain profitability and steady growth rates in an environment that is not
currently conducive for the same
• Although the Manufacturing sector is showing a slight decline in the variable pay percent, this level is still higher than the
cross-sector median
• Financial Services sector is expected to provide the highest median variable pay at 20.1%
• Similarly high levels of variable pay are observed in all service oriented sectors
18.2%
20.0%
15.0% 15.0%
20.0%
15.1%
13.5%
10.5%
13.3%
18.8% 17.8%
15.4%
18.0%
20.1%
16.3% 16.1%
14.4%
16.5% 17.5%
15.6%
0%
5%
10%
15%
20%
25%
ConsumerBusiness & Retail
Manufacturing Infrastructure &Real Estate
Pharmaceuticals Financial Services IT ITeS Advertising &Media
Energy &Resources
Hospitality Logistics
2012-13 2013-14
Hospitality and Logistics are
new sectors in this survey.
Hence, variable pay percent
projections are not available
![Page 15: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/15.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
8
10
12
14
16
18
20
22
24
JM
MM
SM
TM
General Industry Analysis Variable Pay 2013 – 14
15 Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
• The overall median variable pay percent across sectors is 17.3% -
an increase of more than 1% point over last year
• Across all levels, the spread of variable pay percent is relatively
wide with Junior Management getting variable pay from 8.9% -
26.4% and Top Management receiving 10.9% - 31.2%
• Lowest variable pay percent at the Junior Management is
expected in the Infrastructure & Real Estate sector
• Median variable pay percent for Junior, Middle and Senior
Management in the Financial Services sector projected to have
marginal variation
Variable Pay Percentiles
10th 25th 50th 75th 90th
JM 8.9% 11.9% 16.4% 22.2% 26.4%
MM 9.4% 12.7% 17.1% 23.8% 27.1%
SM 10.1% 13.4% 17.7% 24.6% 29.3%
TM 10.9% 14.1% 18.5% 25.1% 31.2%
Variable pay projections expected to increase across all ranges compared to last year
Comparison of Level-wise Variable Pay Percent Across Sectors
![Page 16: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/16.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
General Industry Analysis Variable Pay 2013 – 14 vis-à-vis 2012 – 13
16
• The trend lines seen for the annual increments across levels
this year are countered here. Junior Management has
witnessed an increase in the median variable pay percent, with
a corresponding decline at the Top Management level
• A decrease of 4% points is expected in the median variable pay
percent at the Top Management level
• The higher range of variable pay across sectors is expected at
30.8%, and on the lower side the variable pay percent is
projected at 9.2%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 8.9% 12.0% 16.2% 20.1% 30.1%
2013-14 9.2% 12.7% 17.3% 23.4% 30.8%
Variable pay percent increase opted for by many organizations; increased focus on higher performance under
the current economic circumstances, especially at the Junior Management level
14.0% 15.1%
20.0%
22.5%
16.4% 17.1%
17.7% 18.5%
0%
10%
20%
30%
40%
50%
JM MM SM TM
Median Annual Variable Pay (as % CTC)
2012 - 13 2013 - 14
![Page 17: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/17.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
General Industry Analysis Key Benefits
17
Leave encashment allowed by 40% companies, with median of 34 Days; Mobile Allowance not provided to
many companies to Junior Management, provided on actuals to Top Management by 60% companies
Vehicle Allowance - Car
Car Value JM MM SM TM
3 – 5 Lacs 4.8 11.7 13.4 -
5 – 8 Lacs 1.2 8.5 20.6 14.2
8 – 12 Lacs - 1.4 32.6 25.1
> 12 Lacs - - 1.0 54.0
Not Applicable 94.0 78.3 32.4 6.6
Vehicle Allowance - Fuel
Amount (`) JM MM SM TM
5000 – 8000 7.1 23.5 7.4 -
8000 – 12000 1.7 12.1 19.1 5.2
12000 – 15000 - 3.8 32.7 18.1
> 15000 - - 11.1 35.1
On Actuals 0.8 1.4 10.4 25.8
Not Applicable 90.4 59.2 19.3 15.9
Driver: 61.5% and 45% of the companies across all sectors
provide Driver or Driver Allowance for the Top and Senior
Management respectively
24.5% of the companies across sectors provide LTIPs to their
employees. The most frequently provided LTIPs are ESOPs and
Deferred Cash
Long Term Incentive Plan
Mobile Allowance (Bill Reimbursement)
Amount (`) JM MM SM TM
0 - 5000 52.0 48.0 33.3 10.3
5000 - 10000 9.9 17.7 16.1 6.9
10000 - 15000 1.3 15.9 43.3 22.8
On Actuals - - 6.5 60.0
Not Applicable 36.8 18.4 0.8 -
All figures provided are in terms of % of companies providing the benefit
amount at the particular level
Medical Insurance
Percentage of companies allowing leave encashment: 40%
Median number of days encashable across sectors: 34 Days
Leave Encashment
10%
1%
54%
35%
Employee Only
Employee & Spouse
Employee, Spouse &Children
Employeee, Spouse,Children & Parents
![Page 18: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/18.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
General Industry Analysis Attrition
18
• Attrition rates have reduced slightly across sectors. However, it continues to be a
concern at the Junior Management level
• Highest attrition rate recorded at the Junior Management level in the ITeS sector
(25%)
• This sector also faces the highest overall attrition rates (17%), closely followed by IT,
Pharmaceutical and Infrastructure & Real Estate sectors
• The most prevalent reason employees leave organizations is better career
opportunities – entry into the market of many foreign players across sectors has
increased the job opportunities especially at Junior Management level, allowing easy
movement of the workforce
• Employees are also leaving for better pay elsewhere as well as for personal reasons
and better work-life balance
Key Reasons for Attrition
1 Better career opportunities
2 Better pay elsewhere
3 Personal reasons
15%
13% 14%
18%
21%
18%
25%
23%
13% 14% 14%
15%
11%
13%
17% 16%
15%
18% 18%
12%
14%
11% 12%
10%
12% 12% 12% 11%
14% 15%
12% 13%
10% 9%
12%
14% 13%
11% 10%
13%
15%
13% 12%
9%
0%
5%
10%
15%
20%
25%
30%
ConsumerBusiness & Retail
Manufacturing Infrastructure &Real Estate
Pharmaceuticals Financial Services IT ITeS Advertising &Media
Energy &Resources
Hospitality Logistics
Junior Management Middle Management Senior Management Top Management
13% 12% 14% 14% 15% 15% 17% 16% 12% 13% 11%
Average Attrition Rate
![Page 19: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/19.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
General Industry Analysis HR Challenges
19
• Across all sectors there is an intense competition for hiring the right talent with the
right skill sets
• Given the diverse skill-sets available in the market, several sectors vie for the same
talent pool as these people possess transferable skill-sets
• Retaining critical talent is also becoming an increasing challenge for organizations as
there are a vast number of organizations looking to recruit from the same talent pool.
Employees are likely to leave organizations for even the slightest pay hike
• Under the current economic climate of the country and the need for stabilization as
well as innovation, organizations are finding it a challenge to develop potential leaders
for the future; leaders who will be able to innovate and lead from the front and
spearhead a resurgence for these companies
• As one can see, the critical challenges lie within the employee talent lifecycle,
signaling that increased focus and investment on talent initiatives is a necessity in
order to gear up for future growth plans within all sectors
Key HR Challenges
1 Hiring skilled talent
2 Retaining critical talent
3 Developing potential leaders
![Page 20: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/20.jpg)
20
Contents
Survey Details
Survey Highlights
General Industry Analysis
Detailed Sector-wise Analysis
Contact Us
![Page 21: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/21.jpg)
Consumer Business &
Retail
![Page 22: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/22.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Consumer Business & Retail Executive Summary
The median annual increment in this sector is
10% - significantly lower across most levels
as compared to last year
The variable pay percent in the sector stands
at 18.8% at the median level – a slight
increase over that of last year
Attrition rate for this sector on average is
13%. Highest attrition rates for Junior and
Middle Management – 15% - which is mainly
due to the attrition rates in Retail
Organizations attribute attrition mainly to
Better Career Opportunities and Better Pay
Elsewhere
Hiring and Retaining Talent is a key challenge
faced by the sector
22
![Page 23: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/23.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Consumer Business & Retail Sector Snapshot
23
Industry Overview Key Challenges
• India’s FMCG sector was able to perform relatively well despite
the slowdown in the overall Indian economy during 2012
• The outlook for Indian FMCG is positive because of growing
sales, strong financials of leading players and ever increasing
urbanization
• The Indian Retail sector contributes to 22% of the country’s
GDP and also accounts for approximately 8% of the total
employment in the country
• The biggest highlight for the Retail sector in India in 2012 was
the decision of the Indian Government to allow Foreign Direct
Investment (FDI) in Multi-Brand Retail formats
• Rising per capita income is helping the sector grow. Our Deloitte
research shows a constant increase in per capita spend since
2010. The total retail spending is estimated to double in the next
five years
• E-tailing is showing a high promise for exponential growth over
the next few years
• Diverse spread of customers requires stores to stock a wide and
varied mix of merchandise to cater to such a broad demographic
• People prefer to buy most of the fruits and vegetables on a daily
basis and approaching a corner store for groceries still, thereby
creating a challenge for supermarkets / hypermarkets
• It is difficult to find suitable properties in central locations for
retail, primarily due to fragmented private holdings, infrequent
auctioning of large government owned vacant lands and
litigation disputes between owners
• The indirect taxation structure is complex in India with varying
tax rates, multiplicity of taxes and multiple tax enforcement
authorities. This has a significant impact on the Retail set up
• Challenge to mom-and-pop stores’ revenues by big foreign
brands entering the market and selling goods at discounted
rates
Source : Deloitte Retail POV “Opening More Doors”; GRDI 2012; IBEF; www.emergingmarketsdirect.com;
• India's retail sector is expected to grow to about US$ 600 billion by 2015 and to US$ 850 billion by 2020
• Traditional retail is expected to grow at 7% and reach a size of US$ 650 billion (about 76%), while organized retail is
expected to grow at 25% and reach a size of US$ 200 billion by 2020
• The FMCG sector in India has grown at 17% over the last five years and is expected to grow to US$ 100 billion by 2025
Performance Highlights
![Page 24: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/24.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Consumer Business & Retail Participant Profile
24
• 64% of the companies participating in this sector
had an annual revenue between 500 – 1000 Cr.
• The second highest number of participants fell in
the 100 – 300 Cr. range
Annual Revenue Wise Break Up
Employee Strength
• 45% of the companies participating from this
sector have an employee strength of 500 –
2000
• The second highest participation came from
organizations who had an employee strength
between 2000 – 5000 and less than 500
18%
9%
64%
9%
100 - 300 Cr. 300 - 500 Cr. 500 - 1000 Cr. >1000 Cr.
9%
45% 18%
18%
9%
<500 500 - 2000 2000 - 5000 5000 - 10000 10000 - 25000
![Page 25: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/25.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
8
9
10
11
12
13
14
15
16
JM
MM
SM
TM
Consumer Business & Retail Annual Increments 2013 – 14
25
• The median annual increment projected for this sector is 10.0%
• The range between the Junior and Top Management increment
medians is one of the largest of any sectors
• When compared to other sectors, the increments for Junior
Management are lowest at the median level at 8.4%
Increment Percentiles
10th 25th 50th 75th 90th
JM 7.1% 7.9% 8.4% 11.7% 12.5%
MM 8.0% 9.1% 9.6% 12.9% 13.8%
SM 9.3% 9.9% 10.3% 13.1% 14.6%
TM 10.7% 11.6% 12.0% 14.2% 15.4%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Median annual increment in this sector projected to be one of the lowest this year
Comparison of Level-wise Median Increments Across Sectors
![Page 26: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/26.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Consumer Business & Retail Annual Increments 2013 – 14 (Projections) vis-à-vis 2012 – 13 (Actuals)
26
• The conservative outlook of the market is expected to
continue to influence the increment levels in this sector
with the median increments of Junior, Middle and Senior
Management expected to be lower than last year
• The highest reduction in increment is at Junior
Management level – a 3.6% point drop
• This is followed by Middle Management – a 2.4% point
drop, and Senior Management – 1.5% points below last
year’s median level
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 9.0% 10.8% 12.0% 12.8% 15.3%
2013-14 7.4% 8.6% 10.0% 12.8% 13.9%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
The annual increment median for this sector is projected to be 2% points lower than last year’s median
Median Increments Across Levels
12.0% 12.0% 11.8%
10.0%
8.4%
9.6% 10.3%
12.0%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
JM MM SM TM
2012 - 13 2013 - 14
![Page 27: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/27.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Consumer Business & Retail Variable Pay 2013 – 14
27
• Median variable pay percent for this sector is expected to be at
18.8%
• This is significantly higher than the cross-sector median and
slightly higher than last year’s median for the same sector
• Top Management median levels for variable pay percent is
projected to be 21.2%
• The variable pay percent for this sector ranges from 8.9% to
34.8% across levels
Variable Pay Percentiles
10th 25th 50th 75th 90th
JM 8.9% 13.7% 16.3% 22.3% 28.6%
MM 10.4% 14.1% 17.9% 23.7% 30.3%
SM 12.4% 15.5% 19.4% 24.4% 32.7%
TM 14.3% 17.9% 21.2% 26.1% 34.8%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Range of variable pay percent across levels is very wide; variable pay at all levels expected to be second
highest across sectors
Comparison of Level-wise Variable Pay Percent Across Sectors
8
10
12
14
16
18
20
22
24
JM
MM
SM
TM
![Page 28: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/28.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Consumer Business & Retail Variable Pay 2013 – 14 vis-à-vis 2012 – 13
28
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 10.0% 14.3% 18.2% 19.0% 28.0%
2013-14 9.8% 13.9% 18.8% 24.7% 30.2%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Variable pay has marginally increased across levels as compared to last year; almost no change at Top
Management level
• The median variable pay percent has increased marginally from
18.2% last year to 18.8% this year
• Considering the high turnover rates in this sector, the high
variable pay percent may indicate that there is a continued
focus within the sector of linking performance with pay across
cadres to motivate employees across levels and maintain
competitiveness
• Through this, we can also infer that organizations are
considering lower increments leading to lower fixed
components of employees’ salary and a greater emphasis on
the performance linked incentives
15.0% 14.0%
19.0%
25.0%
16.3% 17.9%
19.4%
21.2%
0%
10%
20%
30%
40%
50%
JM MM SM TM
Median Annual Variable Pay (as % CTC)
2012 - 13 2013 - 14
![Page 29: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/29.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Most of Top Management and almost half of Senior Management receive Driver allowance; Mobile allowance
not made available to Junior Management by some companies
Consumer Business & Retail
Key Benefits
29
Vehicle Allowance - Car
Car Value JM MM SM TM
3 – 5 Lacs 9.1 18.2 18.2 -
5 – 8 Lacs - - 27.3 9.1
8 – 12 Lacs - - 18.2 45.5
> 12 Lacs - - - 45.5
Not Applicable 90.9 81.8 36.4 -
Vehicle Allowance - Fuel
Amount (`) JM MM SM TM
5000 – 8000 9.1 9.1 - -
8000 – 12000 9.1 18.2 18.2 -
12000 – 15000 - 18.2 27.3 18.2
> 15000 - - 27.3 36.4
On Actuals - - 9.1 -
Not Applicable 81.8 54.5 18.2 45.5
Driver: 81.8% and 45.5% of the companies in this sector
provide Driver or Driver Allowance for the Top Management
and Senior Management respectively
18.2% of the companies in this sector provide LTIPs to their
employees. The most preferred LTIP is Cash Plan
Long Term Incentive Plan
Mobile Allowance (Bill Reimbursement)
Amount (`) JM MM SM TM
0 - 5000 81.8 72.7 36.4 9.1
5000 - 10000 - 9.1 18.2 18.2
10000 - 15000 - 9.1 18.2 27.3
On Actuals - - 18.2 45.5
Not Applicable 18.2 9.1 9.1 -
All figures provided are in terms of % of companies providing the benefit
amount at the particular level
Medical Insurance
Percentage of companies allowing leave encashment: 72.7 %
Median number of days encashable in the industry: 26 Days
Leave Encashment
64%
36% Employee, Spouse &Children
Employeee, Spouse,Children & Parents
![Page 30: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/30.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Consumer Business & Retail Human Capital Trends
30
• Attrition rates in this sector are highest at the Junior
Management level
• Given this turnover, attracting and retaining skilled talent
is the most immediate concern for organizations
• Engaging and motivating the employees to remain with
the organization as well as to perform at ever increasing
level is another significant HR Challenge
• This also explains the increases in variable pay across
grades as organizations are trying to motivate employees
and incentivize loyalty as well as high performance
Human Resource Challenges
1 Hiring skilled talent
2 Retaining critical talent
3
Reasons for Attrition
Better career opportunities
Better pay elsewhere
Pursue further studies
• With the introduction of international players in the
industry, organizations in this sector are finding it
increasingly difficult to retain their employees
• The most common reason for attrition is better career
opportunities elsewhere as employees have a lot of
options to choose from given that their skills can be easily
transferable
• Better pay elsewhere is also a frequent reason for attrition
as employees are likely to move even for the slightest pay
increase to get more cash in hand
• Personal reasons is the third highest reason for attrition.
This may be because many employees at the lower levels
consider this sector, like the ITeS sector, as a stop-gap
solution while pursuing other avenues in their personal
lives
1
2
3 Engaging and Motivating Employees
![Page 31: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/31.jpg)
Manufacturing
![Page 32: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/32.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Manufacturing Executive Summary
The increments in the Manufacturing sector
are expected to be around 11.2% - the same
level as the overall cross-sector median
increment
Variable pay percent median for this sector is
projected at 17.8%
The overall attrition rate for this sector is 12%.
The highest attrition rate is at the Junior
Management level (14%)
Hiring skilled talent and developing potential
future leaders are key HR focus areas for
organizations in this sector
32
![Page 33: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/33.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Manufacturing Sector Snapshot
33
Industry Overview Key Challenges
• Deloitte’s global index, 2013, for 38 nations, has ranked India
the fourth most competitive manufacturing nation, behind China,
the US and Germany
• The Global Manufacturing Competitiveness Index, 2013, based
on a survey of CEOs, executives and other officials of 550
global manufacturing companies, has positioned India as
second five years down the line, next only to China
• India’s manufacturing sector, which accounts for around 16 per
cent of the country’s GDP, also accounts for 1.8% of the global
manufacturing pie
• Corporate India reported an average overall attrition of 19.3%
for 2012
• Manufacturing industry in India took a hit in FY2012 in terms of
growth given the ever rising fuel costs, production cuts and
temporary plant shutdowns
Source : Deloitte 2013 Global Manufacturing Competitiveness Index; IBEF
• Purchasing Managers' Index (PMI) - a measure of factory production - stood at 53.7 in November 2012, up from 52.9 in
October 2012, indicating an improvement in the overall health of the Indian manufacturing sector
• Manufacturing exports from India could increase from US$ 40 billion in 2002 to about US$ 300 billion by 2015, such an
expansion would make India rake-in a share of approximately 3.5 per cent in the world manufacturing trade
Performance Highlights
![Page 34: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/34.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Manufacturing Participant Profile
34
• 55% of the participating companies have an
annual revenue between 500 – 1000 Cr.
• The second highest participation is accounted for
by companies between 300 – 500 Cr., followed by
the 100 – 300 Cr., and less than 100 Cr. brackets
Annual Revenue Wise Break Up
Employee Strength
• The highest percentage of companies
participating have an employee strength of less
than 500 and between 500 – 2000
• This is followed by 26% of the companies
having employee strength between 2000 - 5000
8%
11%
21%
55%
5%
<100 Cr. 100 - 300 Cr. 300 - 500 Cr. 500 - 1000 Cr. >1000 Cr.
32%
32%
26%
3% 5% 3%
<500 500 - 2000 2000 - 5000 5000 - 10000 10000 - 25000 >25000
![Page 35: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/35.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
8
9
10
11
12
13
14
15
16
JM
MM
SM
TM
Manufacturing Annual Increments 2013 – 14
35
• The median increment for this sector is 11.2%, which is at par
with the cross-sector median
• The increment ranges across levels for this sector are quite
narrow, ranging from 9.3% to 15.9%
• Top Management median level increments are expected to be
around 12.8% which is the third highest increment across all
sectors
Increment Percentiles
10th 25th 50th 75th 90th
JM 9.3% 9.8% 10.1% 11.8% 13.4%
MM 9.9% 10.2% 10.9% 12.6% 14.0%
SM 10.4% 11.0% 11.5% 13.3% 15.2%
TM 10.8% 11.9% 12.8% 14.1% 15.9%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
This sector is expecting a median annual increment of 11.2% - at the same level as the overall cross-sector
median increments
Comparison of Level-wise Median Increments Across Sectors
![Page 36: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/36.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Manufacturing Annual Increments 2013 – 14 (Projections) vis-à-vis 2012 – 13 (Actuals)
36
• Rising inflation impacting fuel, transport and wage bills has
impacted the bottom lines of most organizations. This in
turn has led to a significant review of the increments given
and a conscious effort has been made to provide
increments at a lower median level in this sector. The
increments have come down from 15.0% last year to
11.2% this year
• The range of increments from 10th to 90th percentiles has
also shrunk from 9.0% - 17.0% last year to 9.5% - 13.9%
this year
• The highest decline is seen at the Junior and Middle
Management levels where the median increment levels
have witnessed a 3.9% points and 4.1% points decline
• The increment given to Top Management remains the
same as the previous two years – in the vicinity of 12.8%
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 9.0% 12.0% 15.0% 15.0% 17.0%
2013-14 9.5% 10.6% 11.2% 12.7% 13.9%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Annual increment level has shown a significant decline at the median level; highest decline at Junior and
Middle Management levels
Median Increments Across Levels
14.0%
15.0%
13.0% 13.0%
10.1% 10.9%
11.5%
12.8%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
JM MM SM TM
2012 - 13 2013 - 14
![Page 37: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/37.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
8
10
12
14
16
18
20
22
24
JM
MM
SM
TM
Manufacturing Variable Pay 2013 – 14
37
• Median variable pay percent for this sector is expected to be at
17.8%
• This is approximately 0.5% point higher than the cross-sector
median variable pay percent
• The range of variable pay at all levels has also significantly
expanded, especially at Junior Management level where the
variable pay percent ranges from 9.8% to 27.1%
• There is a significant leap of 1.6% points in the median variable
pay percent of Junior and Middle Management
Variable Pay Percentiles
10th 25th 50th 75th 90th
JM 9.8% 13.1% 15.9% 21.7% 27.1%
MM 11.1% 14.8% 17.5% 22.4% 27.8%
SM 13.9% 16.2% 18.4% 23.3% 28.9%
TM 15.2% 17.5% 19.8% 25.5% 31.4%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Variable pay percent for this sector are projected to be more than competitive with the market level variable pay
projected
Comparison of Level-wise Variable Pay Percent Across Sectors
![Page 38: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/38.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Manufacturing Variable Pay 2013 – 14 vis-à-vis 2012 – 13
38
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 12.0% 16.3% 20.0% 25.0% 30.0%
2013-14 10.1% 13.6% 17.8% 22.9% 27.7%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Variable pay percent projection has seen a decline in this sector; Median variable pay across levels largely
unchanged
• The range of variable pay percent for the overall sector has
remained the same, albeit it has declined by a couple of
percentage points at all percentiles
• The variable pay percent median levels for Junior and Middle
management show a slight increase over last year’s figures,
while those for the Senior and Top Management show a
corresponding decrease over the same period
• The lower variable pay projections can be explained by the
conservative approach that organizations are bound to be
adopting for the coming year in the manufacturing sector, as
the industry as a whole witnessed a slowdown in the growth
rate
15.0% 15.0%
20.0% 21.8%
15.9% 17.5%
18.4% 19.8%
0%
10%
20%
30%
40%
50%
JM MM SM TM
Median Annual Variable Pay (as % CTC)
2012 - 13 2013 - 14
![Page 39: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/39.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Car provided to some Junior and Middle Management in the sector; Leave encashment median at 30 Days
Manufacturing
Key Benefits
39
Vehicle Allowance - Car
Car Value JM MM SM TM
3 – 5 Lacs 7.9 13.2 7.9 -
5 – 8 Lacs 13.2 18.4 23.7 26.3
8 – 12 Lacs - 15.8 26.3 36.8
> 12 Lacs - - 10.5 23.7
Not Applicable 78.9 52.6 31.6 13.2
Vehicle Allowance - Fuel
Amount (`) JM MM SM TM
5000 – 8000 26.3 36.8 26.3 -
8000 – 12000 - 15.8 21.1 15.8
12000 – 15000 - 5.3 15.8 21.1
> 15000 - - 15.8 31.6
On Actuals 2.6 2.6 10.5 31.6
Not Applicable 71.1 39.5 10.5 -
Driver: 89.5% and 23.7% of the companies in this sector
provide Driver or Driver Allowance for the Top Management
and Senior Management respectively
18.2% of the companies in this sector provide LTIPs to their
employees. The most frequently provided LTIP is Restricted
Stock Units
Long Term Incentive Plan
Mobile Allowance (Bill Reimbursement)
Amount (`) JM MM SM TM
0 - 5000 15.8 21.1 10.5 -
5000 - 10000 5.3 21.1 23.7 15.8
10000 - 15000 5.3 26.3 34.2 26.3
On Actuals - - 31.6 57.9
Not Applicable 73.7 31.6 - -
All figures provided are in terms of % of companies providing the benefit
amount at the particular level
Medical Insurance
Percentage of companies allowing leave encashment: 44.7%
Median number of days encashable in the industry: 30 Days
Leave Encashment
13%
53%
34% Employee Only
Employee, Spouse &Children
Employeee, Spouse,Children & Parents
![Page 40: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/40.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Manufacturing Human Capital Trends
40
• There is a challenge hiring skilled talent in manufacturing
industry as the skilled talent is more likely to choose
working in the Hi-tech industry because of better pay and
other benefits
• Identifying and developing potential leaders for future, in
order to ensure the long term success of the organizations
and increased growth of the sector, is a major challenge
in manufacturing industry
• Due to better pay in IT and other Hi-tech industry, talent is
also likely to shift from manufacturing industry to these
other sectors, making retaining critical talent a key HR
focus area for the sector
Human Resource Challenges
1 Hiring skilled talent
2 Developing Potential Leaders
3
Reasons for Attrition
Better career opportunities
Better pay elsewhere
Pursue further studies
• Attrition at the Junior management level is relatively low
compared to the other sectors. However, it is still a
concern for organizations in this sector
• Due to the competitive nature of the market, companies
are losing employees to better pay elsewhere mostly in
sales sector
• Pursuing higher studies is another key factor for attrition.
Employees in the engineer cadre are likely to pursue
management degrees in order to increase their chances of
rising up the management ranks
1
2
3 Retaining Critical Talent
![Page 41: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/41.jpg)
Infrastructure &
Real Estate
![Page 42: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/42.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Infrastructure & Real Estate Executive Summary
Increments have been conservative at 10.6%;
increments have dropped considerably at the
median level for this sector
The median variable pay for this sector is
15.4% - almost 2% points lower than the
cross-sector median
Annual average attrition rates for this sector
have been indicated to be 13% - this is
consistent across all levels of management
Career management, retaining critical talent,
etc. cited as key HR challenges in this sector
42
![Page 43: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/43.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Infrastructure & Real Estate Sector Snapshot
43
Industry Overview Key Challenges
• In 2012, the real estate and infrastructure sector accounted for
25 per cent of the total FDI inflows into India which is expected
to grow even further in 2013. Construction is expected to
account for a major chunk of this investment
• Construction development sector (including townships, housing,
built-up infrastructure & construction-development projects) has
attracted a cumulative FDI worth USD 21,765.55 million from
April 2000 to November 2012.
• Total revenue from real estate sector is around USD 75 Billion
which has been growing at a CAGR of 10%
• India has seen a high demand for residential space, commercial
space, retail space and space for hospitality industry. This can
be attributed to urbanization, growing economy, easy financing
options and growth in tourism
• Challenges to the Real Estate industry continue to revolve
around transparency of dealings, an inability to forecast
accurately as well as off-the-books deals and improper
maintenance of land records. This is further affected by the lack
of proper and systematic, urban and rural planning and
development activities by the Government
• With the slowing Indian economy and reduced consumer
interest, real estate firms are facing a difficult time. They are
increasingly turning to private equity investors to fund their
business as the traditional means of funding from banks are
getting tougher
Source : Deloitte POV “End Use Monitoring for Real Estate Industry”; IBEF; www.investindia.gov.in
• This sector is expected to grow at the rate of 30% over the next 10 years
• Increasing Government support for FDI in the real estate and infrastructure sector is expected to give a major boost for the
exponential growth predicted for this sector
Performance Highlights
![Page 44: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/44.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Infrastructure & Real Estate Participant Profile
44
• Half of the companies participating have an
annual revenue between 500 – 1000 Cr.
• The second highest participation came from
companies with an annual revenue between 100 –
300 Cr. and less than 500 Cr.
Annual Revenue Wise Break Up
Employee Strength
• 50% of the companies participating from this
sector in the survey have an employee strength
of 500 – 2000
• 40 % of the companies have less than 500
employees
20%
20%
10%
50%
<100 Cr. 100 - 300 Cr. 300 - 500 Cr. 500 - 1000 Cr.
40%
50%
10%
<500 500 - 2000 >25000
![Page 45: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/45.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
8
9
10
11
12
13
14
15
16
JM
MM
SM
TM
Infrastructure & Real Estate Annual Increments 2013 – 14
45
• The overall median increment for this sector is 10.6% - lower than
the overall cross-sector median increment level
• Senior and Top Management levels in this sector are set to
receive increments that are in the range of the overall cross-
sector median of 11.3% at the median level
• While increments in this sector vary from 7.6% to 15.6%, when
compared to the rest of the sectors, this sector fares somewhat
well on an average
Increment Percentiles
10th 25th 50th 75th 90th
JM 7.6% 8.4% 9.7% 11.8% 13.1%
MM 8.5% 9.7% 10.4% 12.4% 13.9%
SM 9.3% 10.0% 11.3% 13.1% 14.7%
TM 10.9% 11.5% 12.2% 13.9% 15.6%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Projected median annual increment for this sector is 10.6%; Junior Management expecting an increment of
9.7% at median level
Comparison of Level-wise Median Increments Across Sectors
![Page 46: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/46.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Infrastructure & Real Estate Annual Increments 2013 – 14 (Projections) vis-à-vis 2012 – 13 (Actuals)
46
• Increments have declined across all levels except for Top
Management, where the increments, after falling
considerably last year, are beginning to look upwards
again
• The highest decline is witnessed at the Senior
Management level which was otherwise consistent at
around 15% for the last two years
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 6.4% 10.0% 15.0% 15.9% 16.8%
2013-14 7.9% 9.2% 10.6% 12.2% 13.5%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Increments have significantly declined at the median level – from 15.0% last year to 10.6% this year
Median Increments Across Levels
12.0% 12.5%
15.0%
10.0% 9.7%
10.4% 11.3%
12.2%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
JM MM SM TM
2012 - 13 2013 - 14
![Page 47: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/47.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
8
10
12
14
16
18
20
22
24
JM
MM
SM
TM
Infrastructure & Real Estate Variable Pay 2013 – 14
47
• There has been a marginal increase in the overall median variable
pay percent level from 15.0% to 15.4%
• At Junior Management level, the sector has one of the lowest
variable pay percent medians compared to all the other sectors
• The range of variable pay percent at the Junior Management level
is also wide, going from 7.9% to 20.3%
Variable Pay Percentiles
10th 25th 50th 75th 90th
JM 7.9% 10.0% 12.2% 17.1% 20.3%
MM 9.8% 12.5% 14.8% 17.8% 21.8%
SM 11.1% 13.8% 15.9% 19.1% 23.4%
TM 12.9% 14.7% 17.0% 21.4% 24.7%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Junior Management expected to receive lowest variable pay percent at median level when compared to rest of
the sectors
Comparison of Level-wise Variable Pay Percent Across Sectors
![Page 48: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/48.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Infrastructure & Real Estate Variable Pay 2013 – 14 vis-à-vis 2012 – 13
48
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 9.5% 12.8% 15.0% 15.8% 18.5%
2013-14 8.2% 11.0% 15.4% 19.1% 22.5%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Variable pay percent increase seen at Junior Management level; unchanged at the Top Management level
• The overall variable pay percent range for this sector goes from
8.2% to 22.5%
• Junior and Middle Management have seen virtually no change
in their variable pay percent levels at the median mark
• At the Senior and Top Management level, the variable pay
percent has seen a significant decline of 4.1% points and 3%
points respectively
• Last year’s trend, shown by companies in this sector, of moving
away from ad-hoc payments and more structured and planned
variable pay policies seems to be continuing. Especially at the
Senior and Top Management levels, variable pay seems to be
becoming more standardized across the sector 12.0%
15.0%
20.0% 20.0%
12.2%
14.8% 15.9% 17.0%
0%
10%
20%
30%
40%
50%
JM MM SM TM
Median Annual Variable Pay (as % CTC)
2012 - 13 2013 - 14
![Page 49: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/49.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
LTIP not a common practice; Fuel Allowance by half the companies to Middle Management and by 90% of the
companies to Senior Management; 40% companies allow leave encashment
Infrastructure & Real Estate
Key Benefits
49
Vehicle Allowance - Car
Car Value JM MM SM TM
3 – 5 Lacs - 10.0 20.0 -
5 – 8 Lacs - - 30.0 10.0
8 – 12 Lacs - - 30.0 20.0
> 12 Lacs - - - 70.0
Not Applicable 100.0 90.0 20.0 -
Vehicle Allowance - Fuel
Amount (`) JM MM SM TM
5000 – 8000 10.0 20.0 10.0 -
8000 – 12000 10.0 30.0 20.0 -
12000 – 15000 - - 40.0 10.0
> 15000 - - 10.0 30.0
On Actuals - - 10.0 60.0
Not Applicable 80.0 50.0 10 -
Driver: 90% and 70% of the companies in this sector provide
Driver or Driver Allowance for the Top Management and
Senior Management respectively
None of the participating companies provide a Long Term
Incentive Plan in this sector
Long Term Incentive Plan
Mobile Allowance (Bill Reimbursement)
Amount (`) JM MM SM TM
0 - 5000 50.0 50.0 50.0 -
5000 - 10000 40.0 - - -
10000 - 15000 - 40.0 50.0 10.0
On Actuals - - - 90.0
Not Applicable 10.0 10.0 - -
All figures provided are in terms of % of companies providing the benefit
amount at the particular level
Medical Insurance
Percentage of companies allowing leave encashment: 40%
Median number of days encashable in the industry: 33 Days
Leave Encashment
20%
60%
20% Employee Only
Employee, Spouse &Children
Employeee, Spouse,Children & Parents
![Page 50: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/50.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Infrastructure & Real Estate Human Capital Trends
50
• Hiring talent has become a key challenge for the
Infrastructure players. The reason for this can be
attributed to better salaries and growth opportunities
offered by the foreign players
• Infrastructure sector has been facing a middle
management crisis where the middle management is not
groomed for the future roles. This results in attrition at
middle management due to lack of development
opportunities. As a result, developing potential leaders is
a key HR challenge
• Most of the companies are also struggling to define a
career path for the junior management
Human Resource Challenges
1 Hiring skilled talent
2 Developing potential leaders
3
Reasons for Attrition
Better career opportunities
Better pay elsewhere
Better work life balance
• Increasing FDI in infrastructure and consistent growth rate
could be the key drivers for the better career opportunities
in the sector
• 70% of the participants think Better pay elsewhere
provided by competitors is one of the key reason for
attrition
• Some of the participants also believe that better work life
balance could be one of the reason for the attrition in
infrastructure and real estate sector
1
2
3 Career management
![Page 51: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/51.jpg)
Pharmaceuticals,
Health Care and
Life Sciences
![Page 52: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/52.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Pharmaceuticals, Health Care and
Life Sciences Executive Summary The median annual increment in this sector is
the highest across all sectors – at 13.1%
At 18%, the variable pay percent median of
this sector is also higher than the cross-
sector median
The average attrition rate for this sector is
14%. This is due to the attrition rate at the
Junior Management level which includes
Sales staff (17%)
Retaining and Engaging / Motivating
employees is a key challenge faced by this
sector
52
![Page 53: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/53.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Pharmaceuticals, Health Care and Life Sciences Sector Snapshot
53
Industry Overview Key Challenges
• The expected CAGR from 2012-16 for the Indian
pharmaceutical market is 14-17%
• At the same time, the domestic pharmaceutical market is
expected grow at a fast pace of 13-14% in 2013
• The Ministry of Commerce has proposed an ambitious Strategy
Plan to double pharmaceutical exports from US$ 10.4 billion in
2009-10 to US$ 25 billion by 2013-14
• The Government has also planned a 'Pharma India' brand
promotion action plan spanning over a three-year period to give
an impetus to generic exports
• There is a need felt within the sector for improvements in
workforce training and development, integration of information
technologies, upgrades and expansions of clinical services,
physician alignment and cost reduction
• The GDUFA (Generic Drug User Fee Act) has been introduced
in the US. As per this act, the generic companies are required to
pay user fees to USFDA, for application of drugs and
manufacturing facilities. This fee will be utilized by USFDA to
engage additional resources in order to reduce current and
pending applications and speed up the approval process. This
act was passed in 2011, which was signed into Law in July 2012
• The threat of controlled licenses being awarded to companies to
manufacture patented drugs at cheaper rates
• There is a major challenge for small and mid sized companies
who are losing their patents.
• Another challenge is the rising influence of retail in the Indian
market. This will have a result in the shift from Physicians and
manufacturers to retail over the counter medicines
Source : IBEF; Department of Industrial Policy and Promotion (DIPP) Report; Pharmaceutical Exports Council of India
• The cumulative drugs and pharmaceuticals sector attracted foreign direct investments (FDI) worth US$ 9.78 billion
between April 2000 to November 2012
• India's exports of drugs, pharmaceutical and fine chemicals grew by 27% to USD 11.19 billion for the year ended March
2012
Performance Highlights
![Page 54: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/54.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Pharmaceuticals, Health Care and Life Sciences Participant Profile
54
• Majority of the companies participating in this
survey have a revenue between 500 – 1000 Cr.,
followed by 100 – 300 Cr.
• A small percentage of companies also have
revenues of less than 100 and between 300 – 500
Cr.
Annual Revenue Wise Break Up
Employee Strength
• Companies with an employee strength of 2000
– 5000 account for 40% of the participants in
this sector
• The second highest participation (20%) comes
from companies with an employee strength of
less than 500 and between 500 – 2000
7%
40%
7%
47%
<100 Cr. 100 - 300 Cr. 300 - 500 Cr. 500 - 1000 Cr.
20%
20%
40%
13%
7%
<500 500 - 2000 2000 - 5000 5000 - 10000 10000 - 25000
![Page 55: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/55.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Pharmaceuticals, Health Care and Life Sciences Annual Increments 2013 – 14
55
• At 13.1%, the median annual increment level for this sector is the
highest across all sectors this year
• Across all levels, increments are the highest as compared to any
other sector
• Increments in this sector range from 10.5% to 15.0% for Junior
Management, 10.8% to 15.9% for Middle Management, 11.2% to
16.7% for Senior Management and 12.3% to 17.5% for Top
Management
Increment Percentiles
10th 25th 50th 75th 90th
JM 10.5% 11.7% 12.4% 13.9% 15.0%
MM 10.8% 11.9% 12.8% 14.5% 15.9%
SM 11.2% 12.8% 13.7% 15.3% 16.7%
TM 12.3% 13.6% 15.1% 16.2% 17.5%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Median annual increment in this sector projected to be the highest across all sectors at 13.1%
Comparison of Level-wise Median Increments Across Sectors
8
9
10
11
12
13
14
15
16
JM
MM
SM
TM
![Page 56: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/56.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Pharmaceuticals, Health Care and Life Sciences Annual Increments 2013 – 14 (Projections) vis-à-vis 2012 – 13 (Actuals)
56
• When compared to the increment range from last year, the
range this year has increased from 11.0% to 16.1% for the
overall sector
• While the increments were standard across all sectors last
year, a sharp increase in Top Management increments can
be observed this year – a jump from 12.0% to 15.1%
• Senior Management has also received considerably high
increments this year (13.7%), while those for Junior and
Middle Management have increased within the range of
1% point
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 10.4% 11.5% 12.0% 12.8% 13.8%
2013-14 11.0% 12.3% 13.1% 15.0% 16.1%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Across all ranges, the increments for this sector have risen considerably, with the highest increase seen at Top
Management level
Median Increments Across Levels
12.0% 12.0% 12.0% 12.0%
12.4% 12.8%
13.7%
15.1%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
JM MM SM TM
2012 - 13 2013 - 14
![Page 57: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/57.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
8
10
12
14
16
18
20
22
24
JM
MM
SM
TM
Pharmaceuticals, Health Care and Life Sciences Variable Pay 2013 – 14
57
• Median variable pay percent for this sector is expected to be at
18.0%
• This is significantly higher than the cross-sector median and
slightly higher than last year’s median for the same sector
• Top Management median levels for variable pay percent is
projected to be 21.2%
• The variable pay percent for this sector ranges from 8.9% to
34.8% across levels
Variable Pay Percentiles
10th 25th 50th 75th 90th
JM 9.8% 12.5% 16.0% 21.0% 25.2%
MM 10.7% 13.4% 17.2% 22.5% 26.1%
SM 11.3% 14.1% 18.9% 23.8% 27.5%
TM 12.0% 15.2% 20.1% 24.9% 28.8%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Variable pay percent for this sector are projected to be competitive with the market
Comparison of Level-wise Variable Pay Percent Across Sectors
![Page 58: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/58.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Pharmaceuticals, Health Care and Life Sciences Variable Pay 2013 – 14 vis-à-vis 2012 – 13
58
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 8.7% 9.5% 15.0% 16.5% 32.0%
2013-14 10.5% 14.1% 18.0% 23.0% 27.9%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Variable pay percent increase seen at Junior Management level; unchanged at the Top Management level
• At 18%, the median variable pay percent for this sector is
higher than the cross-sector median variable pay percent
• While Junior Management has received lower increments than
the rest of the levels, the variable pay percent for this level has
witnessed a significant leap to 16.0%, indicating a push from
the companies in this sector towards greater competitiveness
• Sales incentives and performance linked pay has been
identified as the most suitable way of retaining critical sales
force employees as well as driving higher growth rates of the
organizations as well as the sector
11.0%
15.0%
20.0% 20.0%
16.0% 17.2%
18.9% 20.1%
0%
10%
20%
30%
40%
50%
JM MM SM TM
Median Annual Variable Pay (as % CTC)
2012 - 13 2013 - 14
![Page 59: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/59.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Leave encashment not a popular benefit in the sector; Mobile allowance for Top Management indicated to be
relatively low by 40% companies; varying medical coverage provided across the sector
Pharmaceuticals, Health Care and Life Sciences
Key Benefits
59
Vehicle Allowance - Car
Car Value JM MM SM TM
3 – 5 Lacs 6.7 20.0 13.3 -
5 – 8 Lacs - 6.7 26.7 13.3
8 – 12 Lacs - - 40.0 26.7
> 12 Lacs - - - 46.7
Not Applicable 93.3 73.3 20.0 13.3
Vehicle Allowance - Fuel
Amount (`) JM MM SM TM
5000 – 8000 - 26.7 6.7 -
8000 – 12000 - 6.7 20.0 26.7
12000 – 15000 - - 26.7 26.7
> 15000 - - 6.7 6.7
On Actuals 6.7 13.3 26.7 26.7
Not Applicable 93.3 53.3 13.3 13.3
Driver: 53.3% and 46.7% of the companies in this sector
provide Driver or Driver Allowance for the Top Management
and Senior Management respectively
33.3% of the companies in this sector provide LTIPs to their
employees. The most frequently provided LTIP is Deferred Cash
Long Term Incentive Plan
Mobile Allowance (Bill Reimbursement)
Amount (`) JM MM SM TM
0 - 5000 66.7 66.7 60.0 40.0
5000 - 10000 13.3 13.3 - -
10000 - 15000 - 13.3 40.0 13.3
On Actuals - - - 46.7
Not Applicable 20.0 6.7 - -
All figures provided are in terms of % of companies providing the benefit
amount at the particular level
Medical Insurance
Percentage of companies allowing leave encashment: 20 %
Median number of days encashable in the industry: 40 Days
Leave Encashment
13%
7%
47%
33%
Employee Only
Employee & Spouse
Employee, Spouse &Children
Employeee, Spouse,Children & Parents
![Page 60: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/60.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Pharmaceuticals, Health Care and Life Sciences Human Capital Trends
60
• High technology changes and advancements in the
medical field has made it difficult to get skilled talent in the
industry
• Employee turnover in this sector has made Engaging and
Retaining talent a perennial burning priority in this sector
• Due to increasing competition for developing new patents
there is an increasing pressure on the employees to
perform. This in turn has affected the motivation of
employees
• Retaining employees, especially at the sales force level,
is a critical challenge for this sector, as sales employees
find it easy to switch jobs due to easily transferable skills
Human Resource Challenges
1 Hiring skilled talent
2 Retaining critical talent
3
Reasons for Attrition
Better career opportunities
Better pay elsewhere
Pursue further studies
• As many MNCs are investing directly in India and are
opening many operations, career opportunities have
widened for people in this industry
• This, coupled with the easy mobility and transferability of
skills that the sales force especially enjoys in this sector,
has led to relatively high attrition levels in this sector at the
Junior Management level
• Such employees are also likely to switch companies for
even the slightest added benefit, or pay, making “better
pay elsewhere” a key reason for attrition
• Pursuing further studies is the third key reason for attrition
indicated in this sector
1
2
3 Engaging and Motivating Employees
![Page 61: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/61.jpg)
Financial Services
![Page 62: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/62.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Financial Services Executive Summary
The median annual increment in this sector is
9.6%
This is a slight decrease over last year’s
increment
The variable pay in this sector stands at
20.1% at the median level
The overall attrition rate for this sector is 15%
- especially being a concern at the junior
management level where it is 21%
The key HR challenges in this sector are
hiring and retaining skilled talent, and
developing potential leaders
62
![Page 63: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/63.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Financial Services Sector Snapshot
63
Industry Overview Key Challenges
• The growth of financial sector in India at present is nearly 8.5%
per year. The rise in the growth rate suggests the growth of the
economy. The financial policies and the monetary policies are
able to sustain a stable growth rate
• The financial sector in India had an overall growth of 15%,
which has exhibited stability over the last few years although
several other markets across the Asian region were going
through a turmoil
• The opening of the financial market’s variety of products and
services were introduced to suit the need of the customer. The
Reserve Bank of India (RBI) played a dynamic role in the growth
of the financial sector of India
• The number of foreign financial institutions are on the rise as
India’s long-term potential makes it an attractive market for them
• As their counterparts do in other countries, various regulatory
authorities, including the RBI and the Ministry of Finance, play
major roles in the Indian financial services system. While many
of the proposed changes have yet to be made, central
government and RBI officials have stated their intention to
reform and open the Indian financial services sector gradually,
especially the banking sector.
• The financial services industry is expected to grow at about 9% per annum
• The recently concluded annual budget laid down various new initiatives for the financial services industry especially in the
banking sector
Performance Highlights
Source: Deloitte 2013 Financial Services Industry Outlook
![Page 64: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/64.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Financial Services Participant Profile
64
• 55.6% of the participating companies indicated an
annual revenue of between 500 – 1000 Cr.
• The second highest participation came from
organizations with annual revenue between 300-
500 Cr.
Annual Revenue Wise Break Up
Employee Strength
• The highest participation in this sector was
accounted for by companies having between
5000 – 10000 employees
• This was followed by 22% of the organizations
having between 2000 – 5000 and between
10000 – 25000 employees
10%
15%
19%
50%
<100 Cr. 100 - 300 Cr. 300 - 500 Cr. 500 - 1000 Cr.
17%
6%
22%
28%
22%
6%
<500 500 - 2000 2000 - 5000 5000 - 10000 10000 - 25000 >25000
![Page 65: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/65.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
8
9
10
11
12
13
14
15
16
JM
MM
SM
TM
Financial Services Annual Increments 2013 – 14
65
• The median increments across levels for this sector range from
9.1% for Junior Management, to 10.8% for Top Management
• The increments in this sector are the lowest across all levels and
ranges
• The focus for this sector has been directed at performance linked
incentives this year. Hence, there has been a conscious decision
of setting annual increments at a lower level by companies across
the sector
Increment Percentiles
10th 25th 50th 75th 90th
JM 6.9% 7.8% 9.1% 11.3% 13.0%
MM 7.2% 8.5% 9.4% 11.7% 14.3%
SM 7.9% 8.7% 9.9% 12.4% 15.2%
TM 8.2% 9.4% 10.8% 13.1% 15.7%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Increments in the Financial Services industry are projected to be the lowest across all sectors at 9.6%
Comparison of Level-wise Median Increments Across Sectors
![Page 66: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/66.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Financial Services Annual Increments 2013 – 14 (Projections) vis-à-vis 2012 – 13 (Actuals)
66
• Compared to 2012-13, the industry as a whole has
witnessed a marginal decrease increments
• While increments for Junior and Middle Management are
lower than last year, Top Management increments have
shown a slight increase by 1.5% points
• The general mood of this sector has been quite
conservative resulting in increments considerably lower
than the overall cross-sector median level increment
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 7.6% 9.3% 10.0% 11.0% 12.9%
2013-14 7.1% 8.5% 9.6% 11.5% 12.3%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Annual Increments this year have shown a marginal change from those of 2012 – 13; the highest difference is
seen at the Top Management level
10.0% 10.0% 10.0%
9.3% 9.1% 9.4%
9.9%
10.8%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
JM MM SM TM
2012 - 13 2013 - 14
Median Increments Across Levels
![Page 67: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/67.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
8
10
12
14
16
18
20
22
24
JM
MM
SM
TM
Financial Services Variable Pay 2013 – 14
67
• Variable pay % for this sector are the highest out of all the sectors
with the median across levels ranging from 19.2% to 22.3%
• The range of variable pay across levels is very wide – ranging
from 13.1% to 45.1%
• The median variable pay percent for Junior, Middle and Senior
Management are quite close to each other
• This sector by far has the highest median variable pay across
levels when compared with all the other sectors
Variable Pay Percentiles
10th 25th 50th 75th 90th
JM 13.1% 16.4% 19.2% 28.4% 39.7%
MM 13.7% 17.5% 19.8% 29.3% 40.6%
SM 14.8% 18.3% 20.5% 32.6% 42.7%
TM 15.5% 18.9% 22.3% 34.9% 45.1%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Variable Pay is the highest in the Financial Services sector at 20.1%
Comparison of Level-wise Variable Pay Percent Across Sectors
![Page 68: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/68.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Financial Services Variable Pay 2013 – 14 vis-à-vis 2012 – 13
68
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 13.1% 15.8% 20.0% 26.3% 48.0%
2013-14 13.4% 16.6% 20.1% 33.9% 42.4%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Median Variable Pay has increased for Junior Management, but reduced marginally for Top Management
15.0%
20.0% 22.0% 25.0%
19.2% 19.8% 20.5%
22.3%
0%
10%
20%
30%
40%
50%
JM MM SM TM
Median Annual Variable Pay (as % CTC)
2012 - 13 2013 - 14
• The spread of variable pay range has remained almost the
same as in 2012-13; across the sector the variable pay range
between 10th & 90th percentile is 13.4 – 42.4% as compared to
13.1 – 48% last year
• At the median level, the variable pay has not changed. This
may also indicate that the sector is continuing its focus on
performance linked incentives rather than increasing fixed pay
components, given the intense competition that is a feature of
this industry
• The increase in Junior Management variable pay indicates that
the focus is now shifting on increasingly inducting junior
management to the performance driven culture of the
companies in the sector
![Page 69: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/69.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
ESOPs are a common form of LTIP in this sector; Leave encashment is not allowed in most organizations;
Value of Car Amount provided to Top Management in majority of the organizations in this sector
Financial Services
Key Benefits
69
Vehicle Allowance - Car
Car Value JM MM SM TM
3 – 5 Lacs 5.6 11.1 16.7 -
5 – 8 Lacs - - 27.8 11.1
8 – 12 Lacs - - 22.2 11.1
> 12 Lacs - - - 77.8
Not Applicable 94.4 88.9 33.3 -
Vehicle Allowance - Fuel
Amount (`) JM MM SM TM
5000 – 8000 5.6 5.6 - -
8000 – 12000 - 16.7 11.1 -
12000 – 15000 - 5.6 27.8 11.1
> 15000 - - 27.8 16.7
On Actuals - - 11.1 72.2
Not Applicable 94.4 72.2 22.2 -
Driver: 88.5 and 61.1% of the companies in this sector
provide Driver or Driver Allowance for the Top and Senior
Management respectively
44.4% of the companies in this sector provide LTIPs to their
employees. The most preferred LTIP is ESOPs
Long Term Incentive Plan
Mobile Allowance (Bill Reimbursement)
Amount (`) JM MM SM TM
0 - 5000 38.9 50.0 33.3 -
5000 - 10000 16.7 27.8 38.9 5.6
10000 - 15000 - 11.1 16.7 11.1
On Actuals - - 11.1 83.3
Not Applicable 44.4 11.1 - -
All figures provided are in terms of % of companies providing the benefit
amount at the particular level
Medical Insurance
Percentage of companies allowing leave encashment: 22.2%
Median number of days encashable in the industry: 38 Days
Leave Encashment
11%
50%
39%
Employee Only
Employee, Spouse &Children
Employeee, Spouse,Children & Parents
![Page 70: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/70.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Financial Services Human Capital Trends
70
• The turnover rate in this sector is high especially at the junior
management level making hiring and retaining skilled talent a
key concern for this industry
• The highly competitive nature of the industry and easy
transferability of skills of the talent pool plays an important
role creating a challenge for organization to engage and
retain talent on a long-term basis.
• This challenge in retaining talent also has a knock-on effect
on the ability to prepare and develop future leaders within the
organization, thus making this another key HR challenge for
organizations in this sector
Human Resource Challenges
1 Hiring skilled talent
2 Retaining critical talent
3
Reasons for Attrition
Better career opportunities
Better pay elsewhere
Personal reasons
• Attrition is a challenge faced by this sector primarily in the
Junior Management level
• Better career opportunities ranked as the number one reason
for attrition. This may be explained by the fact that employees,
especially at the junior level, may be in the habit of changing
companies frequently in order to move upwards through the
ranks at a quicker pace
• While organizations try and have competitive pay, they are
still losing employees to better pay elsewhere within, as well
as outside the sector
• Personal reasons also ranks high as a reason for attrition in
this sector
1
2
3 Developing potential leaders
![Page 71: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/71.jpg)
Information Technology
![Page 72: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/72.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Information Technology Executive Summary
The median annual increment in this sector is
projected at 10.7% which is slightly lower
than last year’s increment (11%)
At a median of 16.3%, the variable pay this
year for this sector has seen a considerable
increase from last year (15.1%)
This sector has seen overall attrition of 15%
across all levels. The highest attrition is seen
at Junior and Middle Management levels –
18% and 15% respectively
Given the attrition rates, hiring and retaining
skilled talent are the major concerns for this
sector
72
![Page 73: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/73.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Information Technology Sector Snapshot
73
Industry Overview Key Challenges
• The IT sector has seen the emergence of full service players
offering not just traditional services such as application
development, maintenance and testing, but also infrastructure
facilities, consulting and system integration.
• The focus of the sector is also now shifting to a vertical-driven
approach so that the depth of services are also concentrated
upon – not just the breadth of services offered
• With the emerging focus on applications of Cloud Computing
and new platforms within the domestic market, the services
provided by the sector are getting increasingly diversified and
this represents an immense growth opportunity for the sector as
a whole
• Hiring and retaining critical talent is a perennial challenge for
this industry
• The sector also faces a concern of the skill-levels of the talent
pool that it sources employees from. Although there is an
increasing number of institutions that are providing engineering
education in the country, the skill level of the graduates remains
a concern due to the quality of the education that is imparted in
these institutions
• The western markets – especially Europe – have been slow in
their path to recovery after the economic slowdown. Hence, this
has in turn affected the performance of the sector which is as
dependent on the demand from foreign markets as it is on
domestic markets
• IT outsourcing market is set to grow at a CAGR of about 8% over 2011 to 2013
• The market for enterprise mobility solutions alone is expected to grow to USD 17 billion by 2015
Performance Highlights
Source : NASSCOM; Deloitte POV “Technology, Media & Telecommunications India Predictions 2013”
![Page 74: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/74.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Information Technology Participant Profile
74
• At 38%, the highest participation in this sector
came from companies with annual revenues
between 500 – 1000 Cr.
• The second highest participation (31%) was that
of organizations with revenues between 300 – 500
Cr., followed by 23% falling below 100 Cr.
Annual Revenue Wise Break Up
Employee Strength
• There was equal amount of participation (23%)
by companies with employee strengths below
500, between 2000 – 5000 and greater than
25000
• This was followed by equal participation (15%)
by companies having between 500 – 2000 and
between 5000 – 10000 employees
23%
8%
31%
38%
<100 Cr. 100 - 300 Cr. 300 - 500 Cr. 500 - 1000 Cr.
23%
15%
23%
15%
23%
<500 500 - 2000 2000 - 5000 5000 - 10000 >25000
![Page 75: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/75.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
8
9
10
11
12
13
14
15
16
JM
MM
SM
TM
Information Technology Annual Increments 2013 – 14
75
• Across all levels except Top Management, the median annual
increment ranges are projected to be lower than the overall
industry median
• Middle and Senior Management increments from the 10th – 75th
percentiles do not show much variation
Increment Percentiles
10th 25th 50th 75th 90th
JM 7.5% 8.6% 9.9% 11.1% 13.9%
MM 8.1% 9.3% 10.5% 12.7% 14.8%
SM 8.6% 9.8% 10.9% 13.2% 15.6%
TM 8.9% 10.1% 11.6% 13.9% 16.2%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Median annual increments in this sector at the Junior and Top Management level are expected to be 9.9% and
11.6% respectively
Comparison of Level-wise Median Increments Across Sectors
![Page 76: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/76.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Information Technology Annual Increments 2013 – 14 (Projections) vis-à-vis 2012 – 13 (Actuals)
76
• The Information Technology sector has shown a significant
decline in the projected annual increments for Junior
Management from 12.0% last year to 9.9% this year
• At the Middle and Senior Management levels, the
increments have risen only marginally. However, at the
Top Management level the increments projected have
gone up from 9.0% last year to 11.6% this year
• The overall outlook for this sector is relatively restrained
and expected to be slightly lower than the market median.
However, this sector has fared slightly better than the ITeS
sector
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 8.9% 9.8% 11.0% 12.0% 13.3%
2013-14 7.7% 9.0% 10.7% 11.9% 13.1%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Overall annual increments in this sector are expected to remain almost consistent with last year, albeit
displaying a fractional decline
12.0%
10.0% 10.0%
9.0%
9.9%
10.5% 10.9%
11.6%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
JM MM SM TM
2012 - 13 2013 - 14
Median Increments Across Levels
![Page 77: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/77.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Information Technology Variable Pay 2013 – 14
77
• The overall median variable pay percent for this sector is 16.3%
• Across all levels, the spread of variable pay percent is relatively
wide with Junior Management getting variable pay from 9.1% -
23.2% and Top Management receiving 11.9% - 25.3%
• The variable pay median received by Junior Management in this
sector is relatively low compared to many other sectors
Variable Pay Percentiles
10th 25th 50th 75th 90th
JM 9.1% 11.5% 14.9% 18.3% 23.2%
MM 10.7% 13.1% 16.1% 19.9% 23.9%
SM 11.6% 14.4% 17.5% 20.2% 24.6%
TM 11.9% 15.2% 18.7% 21.4% 25.3%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Variable pay ranges in this sector have shown a significantly wide spread across all levels
Comparison of Level-wise Variable Pay Percent Across Sectors
8
10
12
14
16
18
20
22
24
JM
MM
SM
TM
![Page 78: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/78.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Information Technology Variable Pay 2013 – 14 vis-à-vis 2012 – 13
78
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 8.4% 11.9% 15.1% 19.0% 27.5%
2013-14 9.4% 12.8% 16.3% 20.5% 24.7%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Across the sector, variable pay has shown a pattern of leveling out across management levels
• The sector median for variable pay percent is 16.3%, This is
considerably higher than last year’s 15.1%
• Across all levels, variable pay percent median for Top
Management is down to 18.7% from last year’s 25%, Senior
Management is down to 17.5% from 20%, Middle Management
has a slight increase from 15.0% to 16.1% and Junior
Management has spiked from 10.5% to 14.9%
10.5%
15.0%
20.0%
25.0%
14.9% 16.1%
17.5% 18.7%
0%
10%
20%
30%
40%
50%
JM MM SM TM
Median Annual Variable Pay (as % CTC)
2012 - 13 2013 - 14
![Page 79: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/79.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Medical coverage extended to close family as well by majority companies; Fuel Allowance not provided at
Junior and Middle Management; Leave encashment practice not followed by many companies
Information Technology
Key Benefits
79
Vehicle Allowance - Car
Car Value JM MM SM TM
3 – 5 Lacs - 7.7 7.7 -
5 – 8 Lacs - - 15.4 23.1
8 – 12 Lacs - - 23.1 38.5
> 12 Lacs - - - 38.5
Not Applicable 100.0 92.3 53.8 -
Vehicle Allowance - Fuel
Amount (`) JM MM SM TM
5000 – 8000 - 7.7 15.4 -
8000 – 12000 - 7.7 15.4 7.7
12000 – 15000 - - 23.1 15.4
> 15000 - - 7.7 38.5
On Actuals - - 7.7 38.5
Not Applicable 100.0 84.6 30.8 -
Driver: 84.6% and 46.2% of the companies in this sector
provide Driver or Driver Allowance for the Top and Senior
Management respectively
38.5% of the companies in this sector provide LTIPs to their
employees. The most frequently provided LTIP is Deferred Cash
Long Term Incentive Plan
Mobile Allowance (Bill Reimbursement)
Amount (`) JM MM SM TM
0 - 5000 61.5 46.2 23.1 7.7
5000 - 10000 - 15.4 15.4 15.4
10000 - 15000 - 7.7 61.5 38.5
On Actuals - - - 38.5
Not Applicable 38.5 30.8 - -
All figures provided are in terms of % of companies providing the benefit
amount at the particular level
Medical Insurance
Percentage of companies allowing leave encashment: 38.5%
Median number of days encashable in the industry: 60 Days
Leave Encashment
46%
54%
Employee, Spouse &Children
Employeee, Spouse,Children & Parents
![Page 80: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/80.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Information Technology Human Capital Trends
80
• Given the growth prospects of this sector, and the job
opportunities available to employees, retaining critical
talent is emerging as the key challenge for HR in this
sector
• There is an increasing need witnessed in this sector for
developing a robust talent strategy in order to not just
retain talent but also source top quality talent from the
best schools and then developing them to go on to
become future leaders of the organizations
• Organizations in this sector are poised at a crossroad
where they have an opportunity to deal with these
challenges in time to be prepared for the growth predicted
Human Resource Challenges
1 Retaining critical talent
2 Hiring skilled talent
3
Reasons for Attrition
Better career opportunities
Better pay elsewhere
Personal reasons
• Employees in this sector are well aware of the global
opportunities that are available for IT professionals from
India. As a result of this demand, they face no problems in
finding employment elsewhere and changing companies
for a better opportunity
• These opportunities are not only limited to international
transfers to other organizations, but also domestically
where a marginal increase in pay and other fringe benefits
can persuade a jump from one organization to another
• Personal reasons also rank high in the causes for attrition
and these may include marriage, further education (e.g.
MBAs), etc.
1
2
3 Developing potential leaders
![Page 81: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/81.jpg)
Information Technology-
enabled Services (ITeS)
![Page 82: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/82.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
ITeS Executive Summary
This sector is expecting a median annual
increment of 10.3% - a considerable decrease
from the 12.0% median increments observed
last year
At the median level, the variable pay in this
sector has risen significantly to 16.1% -
almost at par with the overall cross-sector
median
The highest attrition levels across all sectors
is seen in the ITeS industry – 17% overall and
25% at the Junior Management level on
average
Key reasons for attrition noted in this sector
are better career opportunities and better pay
82
![Page 83: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/83.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
ITeS Sector Snapshot
83
Industry Overview Key Challenges
• According to a NASSCOM report, the Indian ITeS industry
continues to be the most cost-competitive provider of offshore
services
• One of the main reasons for this is the ready availability of a
large and qualified talent pool that is required for this industry to
source its people from
• Non-captive organizations are able to tailor their services to the
various needs of the clients and this flexibility in operations as
well as the round-the-clock services offered to cater to global
companies is a major advantage for this sector in India
• The increasing computer literacy in the country’s youth also
contributes to the increasing skill level of the talent pool that this
sector can tap into
• Increasing competition from other low-cost countries like China,
Brazil, Mexico, Indonesia which has made India a less favored
market for the ITeS sector
• Exposure to US and Europe slowdown has considerably
affected the ITeS sector and it is currently recuperating from the
after-effects of the same
• Changing policies in the host countries in Europe and the US
are also affecting the ITeS sector by creating an environment of
uncertainty with regards to the future business plans
• Economic uncertainties are also currently forcing organizations
to reset their operational costs and technology related spending
• Compliance to standardized processes, regional statutory
norms and internal controls is another hurdle that the sector has
to deal with
Source : NASSCOM, IBEF
• India's BPO sector exports are expected to grow by 12-14% in FY14 to touch USD 84 billion - USD 87 billion
• The industry is moving towards a “Platform BPO” approach where service delivery is more platform-centric than people
centric and on a pay-per-use model
Performance Highlights
![Page 84: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/84.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
ITeS Participant Profile
84
• Companies with an annual revenue of 500 – 1000
Cr. account for 50% of the total organizations
participating in this sector
• The second highest participation is of
organizations falling in the 300 – 500 Cr. revenue
bracket
Annual Revenue Wise Break Up
Employee Strength
• The highest participation of companies in this
survey from an employee strength perspective,
comes from organizations who have between
500 – 2000 and more than 25000 employees
• This is followed by organizations who have
between 2000 – 5000 employees and then less
than 500 employees
14.3
28.6
50.0
7.1
<100 Cr. 300 - 500 Cr. 500 - 1000 Cr. >1000 Cr.
14.3
21.4
21.4 7.1
7.1
28.6
<500 500 - 2000 2000 - 5000 5000 - 10000 10000 - 25000 >25000
![Page 85: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/85.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
ITeS Annual Increments 2013 – 14
85
• The median increment for this sector is expected to be 10.3% this
year
• Increments for this sector are marginally lower than those for the
IT sector, across all levels
• The range of median increment across levels in this sector is
narrow, ranging from 9.5% to 11.2%
• Top Management is expected to receive some of the lowest
increment percentages across all sectors
Increment Percentiles
10th 25th 50th 75th 90th
JM 7.2% 8.1% 9.5% 11.8% 13.3%
MM 7.8% 8.9% 10.1% 12.7% 14.5%
SM 8.4% 9.3% 10.7% 13.6% 15.3%
TM 8.7% 9.8% 11.2% 14.4% 16.1%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Increments have been conservative; organizations in this sector continue to remain cautious
Comparison of Level-wise Median Increments Across Sectors
8
9
10
11
12
13
14
15
16
JM
MM
SM
TM
![Page 86: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/86.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
ITeS Annual Increments 2013 – 14 (Projections) vis-à-vis 2012 – 13 (Actuals)
86
• Increments this year have been cautious. This may be
attributable to the degree of uncertainty that organizations
in this sector are currently operating in
• Outsourcing policy reviews in the host countries of
organizations, in a bid to increase employment in those
countries is a threat to this sector. As a result,
organizations are adopting a conservative approach to the
increments, in order to optimize costs
• Marginally higher increments are expected at Top
Management level. However, Junior and Middle
Management have seen a significant decline in the
increment levels
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 9.8% 10.0% 12.0% 14.0% 15.0%
2013-14 7.5% 8.7% 10.3% 11.8% 12.7%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Overall annual increments across the range show a significant decline from last year
12.0%
13.0%
11.0%
10.0% 9.5%
10.1% 10.7%
11.2%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
JM MM SM TM
2012 - 13 2013 - 14
Median Increments Across Levels
![Page 87: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/87.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
ITeS Variable Pay 2013 – 14
87
• The median variable pay percent for this sector is 16.1%
• The variable pay percent for this sector ranges from 8.7% to 25 %
- indicating a wide variation between organizations and levels
• Junior Management has received the widest range in variable pay
this year from 8.7% at the 10th percentile to 22.8% at the 90th
percentile
• Compared to the IT sector, the variable pay percent in this sector
is marginally lower at all levels
Variable Pay Percentiles
10th 25th 50th 75th 90th
JM 8.7% 11.2% 14.6% 19.3% 22.8%
MM 10.3% 12.7% 15.7% 19.8% 23.3%
SM 11.2% 13.4% 16.5% 20.7% 24.1%
TM 11.6% 15.7% 18.3% 21.9% 25.0%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Median variable pay for this sector is almost at the same level as that of the overall industry median
Comparison of Level-wise Variable Pay Percent Across Sectors
8
10
12
14
16
18
20
22
24
JM
MM
SM
TM
![Page 88: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/88.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
ITeS Variable Pay 2013 – 14 vis-à-vis 2012 – 13
88
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 12.0% 12.0% 13.5% 15.0% 15.0%
2013-14 9.1% 12.7% 16.1% 19.9% 24.4%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Variable pay for this sector has seen a sharp jump across organizations at the Junior Management level and
has stayed constant at Top Management level
• The sector median for variable pay percent is 16.1%, This is
considerably higher than last year’s 13.5%
• Variable pay percent at the median level for Junior
Management has seen a sharp jump from 10.5% to 14.6 %
since last year
• However, Top Management variable pay has remain
unchanged at the median level and Middle Management has
seen a slight decline from 18.5% to 16.5%
10.5%
15.0%
18.5% 18.3%
14.6% 15.7% 16.5% 18.3%
0%
10%
20%
30%
40%
50%
JM MM SM TM
Median Annual Variable Pay (as a % of CTC)
2012 - 13 2013 - 14
![Page 89: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/89.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Almost all companies provide Driver to Top Management; close to half of the companies provide a Deferred
Cash plan as an LTIP; 13 Days leave encashable is the median for this sector
ITeS
Key Benefits
89
Vehicle Allowance - Car
Car Value JM MM SM TM
3 – 5 Lacs - 7.1 7.1 -
5 – 8 Lacs - - 14.3 28.6
8 – 12 Lacs - - 21.4 35.7
> 12 Lacs - - - 35.7
Not Applicable 100.0 92.9 57.1 -
Vehicle Allowance - Fuel
Amount (`) JM MM SM TM
5000 – 8000 14.3 28.6 14.3 -
8000 – 12000 - 7.1 14.3 7.1
12000 – 15000 - - 28.6 7.1
> 15000 - - 14.3 42.9
On Actuals - - 21.4 -
Not Applicable 85.7 64.3 7.1 42.9
Driver: 92.9% and 71.4% of the companies in this sector
provide Driver or Driver Allowance for the Top and Senior
Management respectively
46.2% of the companies in this sector provide LTIPs to their
employees. The most frequently provided LTIP is Deferred Cash
Long Term Incentive Plan
Mobile Allowance (Bill Reimbursement)
Amount (`) JM MM SM TM
0 - 5000 57.1 42.9 21.4 7.1
5000 - 10000 - 14.3 21.4 21.4
10000 - 15000 - 14.3 57.1 35.7
On Actuals - - - 35.7
Not Applicable 42.9 28.6 - -
All figures provided are in terms of % of companies providing the benefit
amount at the particular level
Medical Insurance
Percentage of companies allowing leave encashment: 57.1%
Median number of days encashable in the industry: 13 Days
Leave Encashment
43%
57%
Employee, Spouse &Children
Employeee, Spouse,Children & Parents
![Page 90: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/90.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
ITeS Human Capital Trends
90
• Since the skills in this sector are easily transferrable to
different organizations within the same industry, retaining
critical talent becomes a major challenge for the Human
Resource Department of this sector
• To address the high attrition percentage faced by this
sector, they need to be aggressive in their hiring
strategies and have to go for recruitment in large numbers
especially at the lower level. In this quest for large
numbers and that too in a competitive market, hiring
becomes their second most critical challenge
• As a retention mechanism, providing added incentives
such as career growth and training becomes one of the
other major challenges for the organizations in this sector
Human Resource Challenges
1 Retaining critical talent
2 Hiring skilled talent
3
Reasons for Attrition
Better career opportunities
Better pay elsewhere
Personal reasons
• Attrition is a challenge faced by this sector primarily in the
Junior Management level where there is plenty of
movement across organizations in the same industry
• While organizations try and pay competitively, they are still
losing employees to better pay elsewhere and this is a
perennial problem faced by all organizations in this sector
• The reason other than an attractive pay, in this industry, is
the tendency of the junior level of employees to go for
further studies, in turn using this type of employment as a
stop-gap and earn some money in the process
• Another trend observed in this sector, especially with
female employees, is that the shift timings become a
hurdle to their personal lives and hence they attrite from
these organizations
1
2
3 Developing potential leaders
![Page 91: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/91.jpg)
Advertising & Media
![Page 92: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/92.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Advertising & Media Executive Summary
The median annual increment in this sector is
10.2% which indicates a slight decrease from
11% in 2012 – 13
Analysis indicates that the variable pay
percent in this sector is 14.4% at the median
level - a significant rise over last year (10.5%)
Attrition is a major concern at the Junior
Management level (23%) and the overall
attrition rate for this sector (16%) is the
second highest across all industries
Key reasons for attrition are better career
opportunities and a need for a better work-life
balance
Some of the key challenges faced by HR in
this sector are better career opportunities,
better pay elsewhere, etc. 92
![Page 93: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/93.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Advertising & Media Sector Snapshot
93
Industry Overview Key Challenges
• Television is considered the reigning emperor for entertainment
and has the most perceived advertising persuasiveness across
all age groups
• However, according to a Deloitte study, print media is expected
to remain pervasive and will continue to form part of the fabric of
the Indian landscape. Newspapers are still the second biggest
influencer behind television as the preferred advertising media
• With the rise in the use of Social Media, more and more
companies are turning to Social Networking sites to increase
their brand visibility, representing an immense growth
opportunity for the advertising segment to tap into
• Though advertising on television is not the only option, it surely
is a very effective medium. Ad rates will be affected with
digitization stepping in and would be based on more realistic
viewership ratings
• The Average Revenue Per User for TV in India remains low and
this is a significant challenge for the television industry
• As the printing industry rejuvenates itself, the focus will be on
making investments in digital printing, which represents a
market growth opportunity for technology vendors, as well as,
users
• More people read newspapers than ever before, thanks to the
many ways they now can be accessed. Publishers will need to
find more ways to match that growth with revenues from other
avenues, such as, the digital platform
• The television sector has grown by around 12.2% between 2007 and 2012 and is expected to expand at a compounded
annual growth of 11% to hit USD 15 billion by 2017, up from the current USD 9 billion
• New newspapers being published will continue to grow at around 6% every year
Performance Highlights
Source : Deloitte POV “The State of Media Democracy in India” and “Technology, Media & Telecommunications India Predictions 2013”
![Page 94: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/94.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Advertising & Media Participant Profile
94
• Half the companies participating in this sector
have an annual revenue between 100 – 300 Cr.
• The second highest participation comes from
companies with revenues between 300 – 500 Cr.
Annual Revenue Wise Break Up
Employee Strength
• 38% of the participating organizations had an
employee strength of less than 500, followed by
25% organizations with employee strength
between 500 – 2000 and between 2000 - 5000
13%
50%
38%
<100 Cr. 100 - 300 Cr. 300 - 500 Cr.
38%
25%
25%
13%
<500 500 - 2000 2000 - 5000 5000 - 10000
![Page 95: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/95.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
8
9
10
11
12
13
14
15
16
JM
MM
SM
TM
Advertising & Media Annual Increments 2013 – 14
95
• Increment ranges across all levels are expected to get narrower
as compared to last year, with the widest range seen at Top
Management level – 9.3% to 17.7%
• There is not much variation seen between the increments
projected at the median level across Junior to Senior
Management – these range from 9.0% at Junior Management to
10.5% at Senior Management level
Increment Percentiles
10th 25th 50th 75th 90th
JM 7.3% 8.1% 9.0% 11.9% 14.4%
MM 8.0% 8.7% 9.8% 12.7% 15.2%
SM 8.7% 9.4% 10.5% 13.9% 16.5%
TM 9.3% 10.2% 11.6% 14.6% 17.7%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Annual increment ranges in this sector are expected to be narrow across all levels, and lower than 2012 – 13
Comparison of Level-wise Median Increments Across Sectors
![Page 96: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/96.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Advertising & Media Annual Increments 2013 – 14 (Projections) vis-à-vis 2012 – 13 (Actuals)
96
• This sector is expected to see a decrease in the annual
increments between 1 – 1.5% from the 10th to the 75th
percentiles
• The greatest decline is seen at Junior and Middle
Management levels with 6% and 5.2% points reduction
respectively
• Media also has its fair share of challenges, with rising
operational costs contributing to a need for a conservative
approach
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 8.0% 10.0% 11.0% 15.0% 15.4%
2013-14 7.5% 8.9% 10.2% 13.6% 15.1%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Compared to 2012 – 13, the sector is expected to see the highest decline in annual increments in Junior and
Middle Management levels
15.0% 15.0%
12.5% 12.5%
9.0% 9.8%
10.5%
11.6%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
JM MM SM TM
Median Increments Across Levels
2012 - 13 2013 - 14
![Page 97: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/97.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Advertising & Media Variable Pay 2013 – 14
97
• Variable pay percent projections for this sector appear to be
conservative at the median level when compared to the other
sectors
• At the median level, there is a marked increase in the variable pay
percent from Senior to Top Management of almost 2% points –
from 14.9% to 16.7%
• Variable pay percent projected for this sector at the median level
for Junior Management is the second lowest across all sectors
Variable Pay Percentiles
10th 25th 50th 75th 90th
JM 10.5% 12.0% 13.5% 17.6% 22.3%
MM 11.2% 12.9% 14.1% 18.7% 23.2%
SM 12.1% 13.7% 14.9% 19.3% 23.9%
TM 13.0% 14.5% 16.7% 21.0% 24.7%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Variable pay in the Media and Advertising sector (14.4%) is expected to be the lowest across all sectors
Comparison of Level-wise Variable Pay Percent Across Sectors
8
10
12
14
16
18
20
22
24
JM
MM
SM
TM
![Page 98: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/98.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Advertising & Media Variable Pay 2013 – 14 vis-à-vis 2012 – 13
98
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 5.0% 7.5% 10.5% 14.0% 21.2%
2013-14 10.7% 12.2% 14.4% 18.5% 22.6%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Junior and Middle Management have experienced a significant increase in variable pay percent; however, this
is still lower than the trend across sectors
• The lower variable pay percent is expected to be around 10.7%
and the higher percent is projected at 22.6%
• The sector median variable pay stands at 14.4%; lower than
any other sector
• This is primarily attributable to the low variable pay percent
offered at Junior and Middle Management levels. Although
these levels are experiencing a significant increase over last
year, the sector median for these levels is still low when
compared to other sectors
2.5%
7.0%
10.0%
15.0%
13.5% 14.1% 14.9% 16.7%
0%
10%
20%
30%
40%
50%
JM MM SM TM
Median Annual Variable Pay (as % CTC)
2012 - 13 2013 - 14
![Page 99: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/99.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Fuel and Mobile allowances low across most levels; Median encashable leave days – 22; LTIP not a common
practice in this sector
Advertising & Media
Key Benefits
99
Vehicle Allowance - Car
Car Value JM MM SM TM
3 – 5 Lacs - - 25.0 -
5 – 8 Lacs - 12.5 - 12.5
8 – 12 Lacs - - 37.5 -
> 12 Lacs - - - 62.5
Not Applicable 100.0 87.5 37.5 25.0
Vehicle Allowance - Fuel
Amount (`) JM MM SM TM
5000 – 8000 - 50.0 - -
8000 – 12000 - - 37.5 -
12000 – 15000 - - 37.5 37.5
> 15000 - - - 62.5
On Actuals - - - -
Not Applicable 100.0 50.0 25.0 -
Driver: 75% and 50% of the companies in this sector provide
Driver or Driver Allowance for the Top and/or Senior
Management
12.5% of the companies in this sector provide LTIPs to their
employees. The most frequently provided LTIP is Deferred Cash
Long Term Incentive Plan
Mobile Allowance (Bill Reimbursement)
Amount (`) JM MM SM TM
0 - 5000 37.5 37.5 37.5 -
5000 - 10000 25.0 37.5 37.5 -
10000 - 15000 - 25.0 25.0 12.5
On Actuals - - - 87.5
Not Applicable 37.5 - - -
All figures provided are in terms of % of companies providing the benefit
amount at the particular level
Medical Insurance
Percentage of companies allowing leave encashment: 50%
Median number of days encashable in the industry: 22 Days
Leave Encashment
25%
37%
38%
Employee Only
Employee, Spouse &Children
Employeee, Spouse,Children & Parents
![Page 100: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/100.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Advertising & Media Human Capital Trends
100
• The ability to develop managers who will be able to take
up potential leadership positions seems to be a significant
challenge in this industry. There is a need to develop
potential leaders to assume leadership positions in the
organization in the long term
• Hiring and retaining critical talent are also indicated to be
critical Human Resource challenge being faced by
leaders today
• The failure to hire and retain qualified people is costly in a
number of ways like loss of training investment, need for
higher inventory et al – in an industry where talent is a key
resource that the profitability of the organizations depends
upon to a very large extent
Human Resource Challenges
1 Developing potential leaders
2 Retaining critical talent
3
Reasons for Attrition
Better career opportunities
Better work life balance
Personal reasons
• Attrition is a challenge faced by this sector primarily in the
Junior Management level. This may be due to the fact that
these jobs are often not perceived as career builders in the
short run and employees are unable to see a clear career
path for themselves. Hence, employees opt for better
career prospects in whichever field that they can move to
from this sector
• The need for an improved work-life balance is one of the
top three reasons for attrition and this is something that the
sector as a whole may need to look at particularly
• The third focus area also reflects that employees also
leave organizations for a variety of personal reasons
ranging from relocation to marriage and are unable to
continue with work due to the aforementioned lack of work
life balance
1
2
3 Hiring skilled talent
![Page 101: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/101.jpg)
Energy & Resources
![Page 102: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/102.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Energy & Resources Executive Summary
The median increments in this sector are
projected to be the second highest this year
at 12.4%
Variable pay has risen over last year’s median
level to 16.5%. However, this is almost 1%
point lower than the cross-sector median
level
Average annual attrition in this sector is lower
than other sectors, at 12%
Employees are more likely to attrite in this
sector for pursuing higher studies, better pay
and better career opportunities
102
![Page 103: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/103.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Energy & Resources Sector Snapshot
103
Industry Overview Key Challenges
• The global energy demand is likely to grow by more than one-
third by 2035, with China, India and the Middle East accounting
for 60% of the increase
• India is the fourth largest primary energy consumer, after China,
USA and Russia and it accounts for more than 4.6 % of total
global annual energy consumption
• Coal is the mainstay of India’s energy sector and accounts for
over 50% of primary commercial energy supply and of the total
power generated in the country, 69% comes from coal based
thermal power stations
• India’s power sector and the oil and gas sector are expected to
undergo major expansion, as the country’s energy sector gears
itself to sustain economic growth rates of above 6% over the
next 5 years
• India has a high import dependence for energy, especially crude
oil and natural gas, which amounts to high vulnerability and
compromised energy security of the nation
• The coal sector has been facing challenges both in terms of
domestic as well as imported supplies as these have been
stagnating due to India’s exponential growth in demand
• Pricing continues to remain a key concern in the India energy
sector both in terms of hydrocarbon and coal sector. There is a
pressing need to bring in independent regulator in the coal
sector and develop regulations around development of coal
blocks at an improved pace
• The investment environment in the oil & gas upstream sector is
getting affected due to regulatory uncertainties as contract
administration is currently handled by the Government and not
an independent regulatory body
Source : Deloitte POV “Long Term Energy Security”
• Demand for conventional energy in the past five years has demonstrated an increased pace with natural gas growing at
highest rate of over 10% CAGR
• Natural gas constitutes around 10 percent of India's total primary energy basket
• Over the period 2006-07 to 2011-12 coal consumption has increased at a CAGR of 7.40% year on year
Performance Highlights
![Page 104: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/104.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Energy & Resources Participant Profile
104
• Highest participation in this sector was from
organizations with an annual revenue between
500 – 1000 Cr. The second highest participation
came from organizations with annual revenue
between 100-300 Cr.
Annual Revenue Wise Break Up
Employee Strength
• 36% of the participating organizations had an
employee strength of under 500 and between
500-2000, followed by 27% organizations with
an employee strength between 500 – 2000
employees
36%
36%
27%
<500 500 - 2000 2000 - 5000
18%
27% 36%
18%
<100 Cr. 100 - 300 Cr. 500 - 1000 Cr. >1000 Cr.
![Page 105: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/105.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Energy & Resources Annual Increments 2013 – 14
105
• The overall median increment for this sector is 12.4%. This is
almost 1% point higher than the cross-sector increment median of
11.3%
• The range of annual increments is not very wide in this sector –
going from 9.7% to 15.1% across levels
• When compared to other sectors, this sector is expected to give
the second highest median increments to the Top Management,
well above the cross-sector median for the same level
Increment Percentiles
10th 25th 50th 75th 90th
JM 9.7% 10.8% 11.4% 12.7% 13.2%
MM 10.6% 11.3% 12.0% 13.3% 13.9%
SM 11.4% 12.0% 12.7% 13.8% 14.3%
TM 12.2% 12.8% 13.6% 14.5% 15.1%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
This sector is projected to receive higher median increments than the overall cross-sector median
Comparison of Level-wise Median Increments Across Sectors
8
9
10
11
12
13
14
15
16
JM
MM
SM
TM
![Page 106: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/106.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Energy & Resources Annual Increments 2013 – 14 (Projections) vis-à-vis 2012 – 13 (Actuals)
106
• While the median annual increment is lower this year when
compared to the last year, it is still higher than the overall
cross-sector median
• Top Management level, at 13.6%, is projected to receive
increments significantly higher than last year (10.5%)
• Increments in this sector seem to have shrunk across the
ranges from the 10th to the 90th percentile – ranging from
10.8% to 14.8%
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 8.5% 12.4% 13.8% 14.0% 15.0%
2013-14 10.8% 11.5% 12.4% 13.3% 14.8%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
The median annual increment projected for Top Management is significantly higher than last year
Median Increments Across Levels
12.5% 12.5% 12.5%
10.5% 11.4%
12.0% 12.7%
13.6%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
JM MM SM TM
2012 - 13 2013 - 14
![Page 107: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/107.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
8
10
12
14
16
18
20
22
24
JM
MM
SM
TM
Energy & Resources Variable Pay 2013 – 14
107
• The range for variable pay across levels in this sector has
significantly expanded compared to last year
• There is not much variation between the median levels of variable
pay at the Junior, Middle, Senior and Top Management levels
• When compared across all sectors and levels, variable pay for all
levels remains one of the lowest in the Energy & Resources
sector
Variable Pay Percentiles
10th 25th 50th 75th 90th
JM 9.1% 12.9% 15.2% 18.9% 22.4%
MM 10.5% 13.6% 16.0% 19.7% 23.7%
SM 11.3% 14.8% 16.7% 20.1% 24.8%
TM 12.2% 15.3% 17.9% 21.3% 25.5%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Median variable pay for this sector is lower than the cross-sector median; higher than last year
Comparison of Level-wise Variable Pay Percent Across Sectors
![Page 108: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/108.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Energy & Resources Variable Pay 2013 – 14 vis-à-vis 2012 – 13
108
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 8.7% 10.8% 13.3% 15.9% 18.4%
2013-14 9.7% 12.5% 16.5% 20.8% 24.9%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Variable pay has marginally increased across levels as compared to last year; almost no change at Top
Management level
• The sector median for variable pay percent is 16.5%
• As seen over the last two years, variable pay percent median
for Junior and Middle Management has seen a continual
increase
• At Top Management, after the sharp decline in variable pay
percent observed last year, the median level has now
increased marginally over last year’s median to figure at 17.9%
• Organizations in this sector continue to face slower growth
rates. As a result, performance related bonuses for Top
Management have been projected at lower levels
12.3% 13.3% 14.8%
17.3%
15.2% 16.0% 16.7% 17.9%
0%
10%
20%
30%
40%
50%
JM MM SM TM
Median Annual Variable Pay (as % CTC)
2012 - 13 2013 - 14
![Page 109: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/109.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
22 Days leave encashment allowed at median; Fuel Allowance not provided to Junior Management and by
majority of the companies to Middle Management either
Energy & Resources
Key Benefits
109
Vehicle Allowance - Car
Car Value JM MM SM TM
3 – 5 Lacs - 18.2 9.1 -
5 – 8 Lacs - 18.2 27.3 -
8 – 12 Lacs - - 45.5 27.3
> 12 Lacs - - - 63.6
Not Applicable 100.0 63.6 18.1 9.1
Vehicle Allowance - Fuel
Amount (`) JM MM SM TM
5000 – 8000 - 27.3 9.1 -
8000 – 12000 - 18.2 27.3 -
12000 – 15000 - - 27.3 18.2
> 15000 - - - 27.3
On Actuals - - 18.2 54.5
Not Applicable 100.0 54.5 18.2 -
Driver: 84.6% and 46.2% of the companies in this sector
provide Driver or Driver Allowance for the Top Management
and Senior Management respectively
9.1% of the companies in this sector provide LTIPs to their
employees. The most frequently provided LTIP is ESOPs
Long Term Incentive Plan
Mobile Allowance (Bill Reimbursement)
Amount (`) JM MM SM TM
0 - 5000 72.7 63.6 36.4 9.1
5000 - 10000 9.1 9.1 - -
10000 - 15000 9.1 27.3 63.6 18.2
On Actuals - - - 72.7
Not Applicable 9.1 - - -
All figures provided are in terms of % of companies providing the benefit
amount at the particular level
Medical Insurance
Percentage of companies allowing leave encashment: 81.8 %
Median number of days encashable in the industry: 22 Days
Leave Encashment
64%
36% Employee, Spouse &Children
Employeee, Spouse,Children & Parents
![Page 110: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/110.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Energy & Resources Human Capital Trends
110
• The top HR challenges for 2012-2013 broadly reflect the
components of the talent management cycle which begins
with hiring of skilled talent, retaining critical talent and
developing them to become potential leaders of their
organizations
• Hiring the right kind of talent for the industry has come up
as the biggest challenge indicating that organizations face
a concern to find talent with the right kind of skill sets
• Retaining the critical workforce then is the second biggest
concern considering the competition vying for the same
talent pool
• Along with these concerns, developing potential leaders
is the other major challenge faced by this industry
Human Resource Challenges
1 Hiring skilled talent
2 Retaining critical talent
3
Reasons for Attrition
Better career opportunities
Better pay elsewhere
Pursue further studies
• Attrition is a challenge faced by this sector equally across
all the levels
• The employees are always open to better career
opportunities, and it has emerged as the top reason for
attrition
• While organizations try and pay competitively, they are still
losing employees to better pay elsewhere due to the
intense fight for skilled talent in this sector
• Employees are also looking to upgrade their skills and
education and leaving organizations to pursue higher
education
1
2
3 Developing potential leaders
![Page 111: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/111.jpg)
Hospitality
![Page 112: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/112.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Hospitality Executive Summary
This sector has been introduced in this study
for the first time
The median increment in this sector (11.1%) is
almost at par with the overall cross-sector
median
Variable pay (17.5%) is slightly higher than
market median; however, range of variable
pay across percentiles and levels is
considerably high
Average annual attrition in this sector is
recorded at 13%
Prime reasons for employee attrition in this
sector are pursuing higher studies and better
pay and career opportunities
Employee career management is a key HR
challenge in this sector 112
![Page 113: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/113.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Hospitality Sector Snapshot
113
Industry Overview Key Challenges
• Hospitality industry consists of 3 main sectors which are
tourism, restaurants and hotels
• According to the Planning Commission, the sector creates more
jobs per million rupees of investment than any other sector of
the economy
• The contribution of this industry to India's GDP is around 8%
with around 10% of the country’s total population employed in
this sector
• Recently, a large numbers of foreign players have entered into
the hospitality sector – especially tourism and hotels
• The World Travel and Tourism Council (WTTC) named India
along with China as one of the fastest growing tourism
industries for the next 10 to 15 years
• One of the major challenges in the Tourism industry is that it is
highly seasonal. The revenue and manpower requirements
change sharply from season to season
• High seasonality leads to shortage / excess of manpower during
the various seasons
• Quality of manpower is important in the hospitality industry. The
industry provides employment to skilled, semi-skilled, and
unskilled labor directly and indirectly. Due to the labor intensive
nature of this sector, and lack of educational institutes, it
becomes challenging to source the right quality of manpower
Source : IBEF; www.investindia.gov.in
• The Indian tourism and hospitality industry experienced a growth of 24.6% during 2010–2012 timeframe
• Forex earnings from tourism in rupee terms during 2012 were USD 17.27 billion with a growth of 21.8% over 2011
Performance Highlights
![Page 114: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/114.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Hospitality Participant Profile
114
• Nearly 45% of the companies participating in this
sector had an annual revenue of less than 100 Cr.
• The second highest participation in this sector was
from organizations with an annual revenue
between 200 – 500 Cr., followed by 100 – 300 Cr.
Annual Revenue Wise Break Up
Employee Strength
• A vast majority of the participating companies,
approximately 63%, have an employee strength
of under 500
• The second highest participation of companies
falls in the 500 – 2000 employees bracket
44.4
22.2
33.3
<100 Cr. 100 - 300 Cr. 300 - 500 Cr.
63% 38%
13%
<500 500 - 2000 2000 - 5000
![Page 115: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/115.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
8
9
10
11
12
13
14
15
16
JM
MM
SM
TM
Hospitality Annual Increments 2013 – 14
115
• There is a staggered increase in the increment medians between
the Junior and Top Management increment levels in this sector
• This sector is expected to give the Top Management the third
highest increments across industries. This may be used as a tool
to incentivize members of Top Management to remain with the
organization in an industry where people frequently shift jobs
Increment Percentiles
10th 25th 50th 75th 90th
JM 8.4% 9.1% 9.8% 11.2% 12.9%
MM 9.2% 9.9% 10.4% 12.1% 14.7%
SM 10.6% 11.2% 11.9% 13.9% 16.1%
TM 11.9% 12.7% 13.1% 15.3% 17.6%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
This sector has been introduced for the first time; median increment level for this sector is 11.1%; high
increments at median level for Top Management
Comparison of Level-wise Median Increments Across Sectors
![Page 116: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/116.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Hospitality Annual Increments 2013 – 14 (Projections) vis-à-vis 2012 – 13 (Actuals)
116 Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
• At the median level, the increments for this sector is
expected at 11.1%, slightly lower than last year, and very
close to the overall cross-sector median increment level
• This sector has largely shown consistency in the
increments between last year and this year, indicating that
the performance forecasts may be similar this year
• Top Management is expecting increments at 13.1% and
Junior Management at 9.8%
Median Increments Across Levels
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 9.4% 10.6% 11.5% 13.9% 15.1%
2013-14 9.3% 10.4% 11.1% 12.6% 13.7%
Increments have reduced marginally across the ranges; Junior Management expecting increment at the same
level as last year
10.0% 10.9%
12.5%
13.6%
9.8% 10.4%
11.9%
13.1%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
JM MM SM TM
2012 - 13 2013 - 14
![Page 117: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/117.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Hospitality Variable Pay 2013 – 14
117
Variable Pay Percentiles
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Median variable pay percent for this sector is slightly higher than cross-sector median (17.5%); variable pay
percent ranging widely from 9.3% to 27.3%
Comparison of Level-wise Variable Pay Percent Across Sectors
• Across levels, the variable pay percent has a wide range from the
10th to 90th percentiles
• Performance linked pay is certainly looked at as a retention tool,
especially at Junior and Middle Management level, as well as an
incentive to drive higher performance levels in a service industry
with intense competition
10th 25th 50th 75th 90th
JM 9.1% 12.8% 16.9% 21.7% 26.1%
MM 10.8% 13.1% 17.2% 23.1% 27.8%
SM 11.2% 14.4% 18.0% 24.6% 29.2%
TM 12.5% 15.9% 19.7% 26.2% 31.5%
10th 25th 50th 75th 90th
2013 – 14 9.6% 13.2% 17.5% 22.4% 27.3%
8
10
12
14
16
18
20
22
24
JM
MM
SM
TM
Overall Industry Variable Pay Range
![Page 118: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/118.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Driver / Driver allowance provided by majority of the organizations to Top and Senior Management level; Fuel
allowance not provided by many companies across several levels
Hospitality
Key Benefits
118
Vehicle Allowance - Car
Car Value JM MM SM TM
3 – 5 Lacs 11.1 11.1 22.2 -
5 – 8 Lacs - - 22.2 22.2
8 – 12 Lacs - - 44.4 22.2
> 12 Lacs - - - 55.6
Not Applicable 88.9 88.9 11.1 -
Vehicle Allowance - Fuel
Amount (`) JM MM SM TM
5000 – 8000 - 22.2 - -
8000 – 12000 - - - -
12000 – 15000 - - 55.6 33.3
> 15000 - - - 55.6
On Actuals - - - -
Not Applicable 100.0 77.8 44.4 11.1
Driver: 77.8% and 55.6% of the companies in this sector
provide Driver or Driver Allowance for the Top Management
and Senior Management respectively
11.1% of the companies in this sector provide LTIPs to their
employees. The most frequently provided LTIP is ESOPs
Long Term Incentive Plan
Mobile Allowance (Bill Reimbursement)
Amount (`) JM MM SM TM
0 - 5000 11.1 11.1 22.2 -
5000 - 10000 11.1 33.3 22.2 -
10000 - 15000 - - 44.4 44.4
On Actuals - - 11.1 55.6
Not Applicable 77.8 55.6 - -
All figures provided are in terms of % of companies providing the benefit
amount at the particular level
Medical Insurance
Percentage of companies allowing leave encashment: 11.1%
Median number of days encashable in the industry: 30 Days
Leave Encashment
33%
56%
11%
Employee Only
Employee, Spouse &Children
Employeee, Spouse,Children & Parents
![Page 119: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/119.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Hospitality Human Capital Trends
119
• High employee turnover in this sector has made attraction
and retention of talent a critical challenge
• Tourism industry amongst hospitality suffers from lack of
availability of trained employees due to limited
educational institutions in tourism.
• Due to high competition and a lot of foreigner players
entering in hospitality space, it has become critical to
retain the critical manpower for the existing players
• Employees in this industry also feel the need for having a
defined career path of growth. The existing lack of clarity
could be attributed to the highly fragmented nature of
industry
Human Resource Challenges
1 Hiring skilled talent
2 Retaining critical talent
3
Reasons for Attrition
Better career opportunities
Better pay elsewhere
Pursue further studies
• With the introduction of the foreign players in the market,
employees get a better salary and also good career
opportunities because of the large size of the players
• It was observed that many of the employees join the
tourism industry to support their education or their family.
These employees tend to leave the organizations to
complete their further studies
• It was also observed that Hospitality industry was not
perceived as an industry where one can make a long term
career by many of the employees, due to which
employees show an apprehension while getting
associated with the industry
1
2
3 Career Management
![Page 120: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/120.jpg)
Logistics
![Page 121: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/121.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Logistics Executive Summary
This sector has been introduced in this study
for the first time
This sector has the second lowest increment
median level across all sectors – 9.8%
Variable pay percent median of this sector is
15.6% with not much variation across levels
Organizations in this sector indicate an
average overall attrition rate of 11%
Hiring the right talent and developing future
leaders are key HR focus areas going forward
for organizations in this sector
121
![Page 122: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/122.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Logistics Sector Snapshot
122
Industry Overview Key Challenges
• The logistics industry is expected to grow at 15-20% CAGR a
year to reach around USD350bn by 2015 from its current size of
around USD80bn.
• Several factors helped the growth of logistics industry in India
over the last decade that include changing tax system as well as
a rapid growth in industries such as automobile,
pharmaceuticals, FMCG and of organized retail
• Increase in foreign trade and India becoming a global
manufacturing hub is another reason
• Overall, the industry has generated employment for 45 million
people in the country
• FDI and GST are yet to be implemented in this sector.
Furthermore, if the governments plan to allow foreign direct
investment (FDI) in multi-brand retail and/or introduce the goods
and services tax (GST) is implemented, corporates are likely to
tie up with logistics experts to improve efficiency, leading to a
further rise in outsourced logistics.
• Also it will significantly reduce the number of warehouses
manufacturers are required to maintain in different states,
thereby resulting in a substantial increase in demand for
integrated logistics solutions.
• Increased efficiency and productivity of the transport system
would result in lower transit times.
• Technology usage is still very low in India, which restricts the
scope of increasing efficiency and productivity
• According to industry analysts, logistics costs in India are
among the world’s highest and outside of the metros and a few
cities, the delivery time is very uncertain
Source : Fitch Ratings; Dinodia Capital “Indian Logistics Industry”
• The revenue of the industry currently stands at USD 80 billion
• Retail, Automobile, Pharmaceuticals, and FMCG are emerging verticals within the logistics sector, showing potential for
growth in the near future
Performance Highlights
![Page 123: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/123.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Logistics Participant Profile
123
• Half the companies participating in this sector
have an annual revenue of 500 – 1000 Cr.
• A high percentage (38%) of companies in this
sector have annual revenues between 100 – 300
Cr. as well
• 13% of the companies have a revenues between
300 – 500 Cr.
Annual Revenue Wise Break Up
Employee Strength
• 38% of the companies in this sector have
between 2000 – 5000 and 5000 – 10000
employees
• 13% of the companies have less than 500
employees and 13% of the companies have
between 500 – 2000 employees
38%
13%
50%
100 - 300 Cr. 300 - 500 Cr. 500 - 1000 Cr.
13%
13%
38%
38%
<500 500 - 2000 2000 - 5000 5000 - 10000
![Page 124: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/124.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Logistics Annual Increments 2013 – 14
124
• This sector has the lowest median increment for Top
Management across all sectors
• Across all levels, increments are expected to range from 7.2% to
12.9%, indicating that there is not much variation projected in
increments across levels
Increment Percentiles
10th 25th 50th 75th 90th
JM 7.2% 8.1% 8.9% 9.7% 10.6%
MM 7.8% 8.6% 9.5% 10.4% 11.1%
SM 8.4% 9.7% 10.3% 11.2% 11.7%
TM 9.1% 9.9% 10.7% 11.8% 12.9%
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
This sector has been introduced for the first time; median increment level for this sector is 9.8% - second
lowest increment level across all sectors
Comparison of Level-wise Median Increments Across Sectors
8
9
10
11
12
13
14
15
16
JM
MM
SM
TM
![Page 125: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/125.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Logistics Annual Increments 2013 – 14 (Projections) vis-à-vis 2012 – 13 (Actuals)
125 Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
• Increments across this sector are expected to be lower
than last year.
• At the median level, the increment is expected at 9.8%,
almost 1% point below last year’s median doled out
• From the 10th to the 90th percentiles, the increments are
expected to be lower than those given out last year
• Top Management is expecting a decline in increment this
year by around 1.1% points, whereas for Junior
Management, the increments are almost the same as last
year
Median Increments Across Levels
10th Percentile 25th Percentile Median 75th Percentile 90th Percentile
2012-13 7.6% 8.4% 10.6% 12.2% 13.0%
2013-14 7.4% 8.1% 9.8% 11.7% 12.5%
Junior Management increments almost same as last year; Top Management expecting decline in increment by
more than 1% point
9.1%
10.2% 10.9%
11.8%
8.9% 9.5%
10.3% 10.7%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
JM MM SM TM
2012 - 13 2013 - 14
![Page 126: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/126.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Logistics Variable Pay 2013 – 14
126
Variable Pay Percentiles
Please Note: JM – Junior Management; MM – Middle Management; SM – Senior Management; TM – Top Management
Projected median variable pay percent for this sector (15.6%) is significantly lower than the market median
Comparison of Level-wise Variable Pay Percent Across Sectors
• While the range of variable pay percent across levels varies
significantly, most companies are expected to give variable pay
percent on the lower side in this sector
• Very little variation expected in the variable pay percent median
for Junior, Middle and Senior Management
10th 25th 50th 75th 90th
JM 8.1% 11.2% 14.7% 17.7% 20.6%
MM 8.8% 11.5% 15.1% 18.6% 21.4%
SM 9.7% 12.2% 15.9% 19.3% 22.6%
TM 11.5% 13.9% 17.4% 20.1% 23.2%
10th 25th 50th 75th 90th
2013 – 14 8.4% 11.4% 15.6% 19.4% 22.8%
Overall Industry Variable Pay Range
8
10
12
14
16
18
20
22
24
JM
MM
SM
TM
![Page 127: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/127.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Most companies provide Driver / Driver allowance for Top and Senior Management; 20 Days encashable at
median level; ESOPs provided by 37.5% of companies in this sector
Logistics
Key Benefits
127
Vehicle Allowance - Car
Car Value JM MM SM TM
3 – 5 Lacs 12.5 12.5 - -
5 – 8 Lacs - 37.5 12.5 -
8 – 12 Lacs - - 50.0 12.5
> 12 Lacs - - - 75.0
Not Applicable 87.5 50.0 37.5 12.5
Vehicle Allowance - Fuel
Amount (`) JM MM SM TM
5000 – 8000 12.5 25.0 - -
8000 – 12000 - 12.5 25.0 -
12000 – 15000 - 12.5 50.0 -
> 15000 - - 12.5 37.5
On Actuals 0.0 - - -
Not Applicable 87.5 50.0 12.5 62.5
Driver: 87.5% and 62.5% of the companies in this sector
provide Driver or Driver Allowance for the Top Management
and Senior Management respectively
37.5% of the companies in this sector provide LTIPs to their
employees. The most frequently provided LTIP is ESOPs
Long Term Incentive Plan
Mobile Allowance (Bill Reimbursement)
Amount (`) JM MM SM TM
0 - 5000 50.0 37.5 12.5 -
5000 - 10000 - 37.5 37.5 -
10000 - 15000 - 12.5 50.0 12.5
On Actuals - - - 87.5
Not Applicable 50.0 12.5 - -
All figures provided are in terms of % of companies providing the benefit
amount at the particular level
Medical Insurance
Percentage of companies allowing leave encashment: 12.5%
Median number of days encashable in the industry: 20 Days
Leave Encashment
75%
25%
Employee, Spouse &Children
Employeee, Spouse,Children & Parents
![Page 128: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/128.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Logistics Human Capital Trends
128
• This sector will experience exponential growth because of
which movement in jobs might be seen
• Companies feel the need to develop a robust Talent
Strategy in order to retain their quality talent as well as
attract the right talent
• Companies also feel the need to invest in developing
capabilities and fostering growth of their employees
• Succession Planning is vital for sustaining long term
growth and strategy for companies in this sector
Human Resource Challenges
1 Retaining critical talent
2 Hiring skilled talent
3
Reasons for Attrition
Better career opportunities
Better pay elsewhere
Personal reasons / Pursue further
studies
• Better pay is one of the main reasons employees seek
employment elsewhere. Companies must be aware where
their compensation lies vis-à-vis the market to stay
competitive
• Some cited further studies as a reason to leave a job.
Organizations can look at developing education plans and
other benefits or allowing employees to pursue executive
education courses while staying with the company
1
2
3 Developing potential leaders
![Page 129: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/129.jpg)
129
Contents
Survey Details
Survey Highlights
General Industry Analysis
Detailed Sector-wise Analysis
Contact Us
![Page 130: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/130.jpg)
130
Contents
Survey Details
Survey Highlights
General Industry Analysis
Detailed Sector-wise Analysis
Contact Us
![Page 131: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/131.jpg)
© 2013 Deloitte Touche Tohmatsu India Private Limited. All rights reserved.
Contact Us
131
P. Thiruvengadam National Practice Leader
Human Capital Consulting
Direct: +91 80 6627 6108
Email: [email protected]
Dr. Vishalli Dongrie Senior Director, West Region
Head – Talent, Performance and Rewards
Human Capital Consulting
Direct: +91 22 6185 4280; +91 9833973458
Email: [email protected]
Shivram Sethuraman Director, Rewards
Human Capital Consulting
Direct: +91 44 6688 5000; +91 9841098482
Email: [email protected]
Saptarshi Chatterjee Manager
Human Capital Consulting
Direct: +91 22 6185 4549; +91 9819951648
Email: [email protected]
Gaurav Warudi Consultant
Human Capital Consulting
Direct: +91 22 6185 4574; +91 9860584841
Email: [email protected]
Steve Sam Consultant
Human Capital Consulting
Direct: +91 22 6185 4577; +91 9619783064
Email: [email protected]
For technical queries, please reach out to the following:
Sucheta Hota Director, HR Transformation
Human Capital Consulting
Direct: +91 124 679 2323; +91 9811901669
Email: [email protected]
![Page 132: Deloitte Compensation Trends 2013](https://reader034.vdocuments.site/reader034/viewer/2022042717/55cf9cce550346d033ab1f09/html5/thumbnails/132.jpg)
132
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member
firms, each of which is a legally separate and independent entity.
Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member
firms.
This material and the information contained herein prepared by Deloitte Touche Tohmatsu India Private Limited (DTTIPL) is intended to
provide general information on a particular subject or subjects and is not an exhaustive treatment of such subject(s). None of DTTIPL,
Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this
material, rendering professional advice or services. The information is not intended to be relied upon as the sole basis for any decision
which may affect you or your business. Before making any decision or taking any action that might affect your personal finances or
business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever
sustained by any person who relies on this material.
©2013 Deloitte Touche Tohmatsu India Private Limited. Member of Deloitte Touche Tohmatsu Limited