The report highlights interesting trends in terms of not only how compensation and benefits structures have evolved in India over last few decades but also how these vary from Industry to Industry ; how new age industry sectors differ from tradition industry sectors and what employees actually value. The Age of Plain old salary increments is over and a radical compensation mix – comprising between 60% and 40% fixed-to-variable and between 38% and 85% intangible-to-tangible – is ushering in the Total Rewards era in India. As a critical component of Total Rewards, Flexi-benefits are fast gaining currency thanks to personalization, higher perceived value and better tax benefits. Sectors employing a bigger pool of mid-level professionals have a rationalized compensation and rewards structure, and hierarchical profiling shows up a sharp increase in variable pay higher up the hierarchy. While organizations are taking active measures to retain critical talent substantial mismatch between employee and employer expectations at both the talent acquisition and retention phases diminishes the economic value to both. Employers have an “attraction disconnects”, and “retention disconnect”; Employee carries liberal benefits expectations throughout the lifecycle and has substantially low satisfaction levels on compensation and benefits.

1. COMPENSATION
AND TOTAL
REWARDS TRENDS
TM
decide.do
Analytics Solution Provider

2. • A radical compensation mix - comprising between 60% and
40% fixed-to-variable and between 38% and 85% intangible
-to-tangible - is ushering in the Total Rewards era in India
• The age of plain salary increments is long dead, and the last 7 years
have brought rapid transformation in Compensation diversification and
personalization
• A holistic employee perspective has upped spending on
recognition to 52% of benefits budgets and on privileges to
55%, with new-age businesses bringing fun, finance and
wellness together
• From flex-time at Flipkart, recreational games at Snapdeal and
fitness programs at Fitbit, to flex-time at Flipkart, recreational games
at Snapdeal and fitness programs at Fitbit, to ‘Compressed
workweeks’ at Facebook and Elder Care Assistance at Wipro, new-age
companies innovate way better
• As a critical component of Total Rewards, Flexi-benefits are
fast gaining currency thanks to personalization, higher
perceived value and better tax benefits
• While the actual cost of flex-benefits is 10% - 15% of salary
employees perceive them to be adding 42% to their compensation
package, because flex-benefits save substantial tax and potentially
increase take-home pay
• With nil impact of GST on gifts and perquisites, and little
impact on most other components flexi-benefits potentially
increase net income for employees by 28%
• Gifts and perquisites above INR 4,999 are taxed as per the income
tax law and only financial benefits as insurance and travel, among the
many flex-benefits components, attract 12% - 18% GST
KEY
TAKEAWAYS
Trends, Employer
considerations and
Taxation

3. • Sectors employing a bigger pool of mid-level professionals
have a rationalized compensation and rewards structure,
and hierarchical profiling shows up sharp increase in
variable pay higher up the hierarchy
• BFSI, Telecommunications, IT, E-commerce and FMCD/G, belong in
the category of sectors that have rationalized C&B structures;
Healthcare & Pharmaceuticals, Manufacturing and BPO/ITeS have
wider organizational bases and a plethora of options; KPO, Retail,
Media & Entertainment and Travel & Tourism have lean but
innovative structures
• While organizations are taking active measures to retain
critical talent substantial mismatch between employee and
employer expectations at both the talent acquisition and
retention phases diminishes economic value to both
• Employers have an “attraction disconnect”, a lopsided view of employee
expectations during acquisition, and a “retention disconnect”, fairly
appropriate yet diluted understanding during the retention phase;
Employee carry liberal benefits expectations throughout the lifecycle
and have substantially low satisfaction levels on compensation and
benefits
• Organizations need to be honest with their intent, put
earnest effort and prioritize on - aligning rewards with
business obj ectives, communicating effectively and
personalization, in that order
• Compensation and Benefits need to be structured to have a cultural fit,
be personalized, voluntary and convenient, and with the leadership
participating; and avoid a force-fit, with insincere, apathetic and
cumbersome programs that do not walk the talk
KEY
TAKEAWAYS
Organizational, Government
Initiatives and Employee
Satisfaction

4. COMPENSATION TRENDS
the evolution of payout attributes
Pay for Performance
The Emergence of Total Rewards
Employee Value Proposition & emergence
of short-term & long-term variable pay
The rise of non- cash benefits
Flexible rewards program & customized
compensation
2010-11
2011-12
2012-13
2014-15
2016-17
10.60%
10.50%
10.40%
10.30%
10.20%
10.10%
10.00%
9.90%
9.80%
9.70%
2013 2014 2015 2016 2017
10.3%
10.5%
10.4%
10.0%
10.0%
1990s
Low
Cash Benefits
2000s
Medium
Cash Benefits
2010s
High Cash
Valued Benefits
Future
Flexible Benefits
Plain old salary increments are not exciting anymore and so have plateaued over the
last 5 years … As employers take a holistic view of talent engagement compensation
trends have rapidly transformed and Total Rewards have risen in popularity
Total Rewards Strategy: Compensation -> f {Variable Pay; Fixed Pay; Tangibles; Intangibles}
Compensation,
Benefits,
Work-Life,
Performance
& Recognition
Development
& Career Opportunities
Attract
Motivate
Retain
Organizational
Structure,
Business Strategy,
Human Resource
Strategy
Employees
Satisfaction &
Engagement
Business
Performance
& Results
The Total Rewards Model

5. 2016-17
100%
76%
80%
35%
85%
37%
2014-15
100%
72%
76%
41%
85%
34%
2012-13
100%
70%
54%
35%
86%
32%
2011
100%
67%
65%
40%
76%
33%
2010
100%
65%
70%
51%
57%
13%
Benefit Type
Group Medical Insurance
Corporate Floater Prevalence
Facilitate parent's coverage
Parent's coverage @100%
employer sponsored
Room rent restrictions
Co-pay on claims
Benefit Types
COMPENSATION TRENDS
the evolution of health benefits
Government employee
health insurance
Employer and Employee
statutory contribution (EPF)
1950’s
1970’s
Defined benefits (Gratuity)
Rural Schemes:
• Below the poverty line
• Labour health insurance
1980’s
Urban employee
basic medical insurance
scheme (individual mediclaim)
1990’s
Budgetary support
to rural medical
infrastructure
2000’s
Liberalization of
insurance industry:
expansion of group
medical plan to
Corporate India
20082020
Cover for a
majority of the
formally employed
urban population
Introduction of
stand-alone health
insurers to expand
urban & rural schemes
Health / MedicaI
benefits are a
mainstay of India’s
Benefit System; and
employers have
innovated to make
this a very valuable
benefit component ..
.. On the other hand,
the benefits basket
has also expanded
and diverse
components have
gained prominence

6. LTI
18%
30%
37%
41%
STI
27%
18%
16%
20%
Total Fixed Pay
55%
52%
48%
38%
Manufacturing
FMCG/Pharma
Services
IT/ITeS
Pay Mix (%)
LTI
3.0
14.1
15.5
10.8
STI
9.5
11.4
11.3
13.6
Total Fixed Pay
25.6
33.3
36.6
22.4
Manufacturing
FMCG/Pharma
Services
IT/ITeS
CEOs
Compensation (med i an - INR lac per month)
Compensation (C E O v ers u s C X O )
THE STATE OF THE COMPENSATION
AND REWARDS ART profiling hierarchies
Considerations:
Compensation Practices: Fixed pay, Variable pay, Short term incentives , Long term incentives
Work-Life Programs: Workplace flexibility, Paid and unpaid time off, Health and well-being, Caring for dependents, Financial
support & Community involvement
Benefits programs: Insurance, retirement, disability and community involvement types of practices
30.0%20.0%10.0%0.0%
23.6%
22.8%
20.7%
20.4%
15.5%
15.1%
11.3%
11.2%
10.8%
10.6%
Projected (2017-18)
Actual (2016-17)
Avg.
Variable Pay
121086420
Ind
Jr. Mgt
Mid Mgt
Sr. Mgt
CXO
8.9
9.3
9.9
9.4
9.8
10.2
10.6
10.3
10.3
10.7
10.9
11
10.2
10.6
10.7
10.4
10.0
10.3
10.6
9.2
2017 2016 2015
2014
120%100%80%60%40%20%0%
CXO
CEO
Total Fixed Pay Annual Incentive LTI
Salary
Increase
Avg. Increment
by performance
11.0%10.0%9.0%8.0%
Performance
9.1%
9.0%
9.8%
10.3%
10.5%
80%60%40%20%0%
28%
32%
40%
25%
25%
50%
24%
21%
55%
22%
18%
60%
18%
12%
70%
Long Term Inc
Annual Bonus
Fixed
Compensation
Mix
Variable pay and long term incentives gain
more currency as one goes up the hierarchy …
Executive compensation is heavily loaded with
these components; and they comprise almost
half the total compensation, right at the top
32%22%46%
24%19%57%

7. Today
25% - 30%
18% - 20%
10% - 12%
Earlier
18% - 20%
10% - 12%
05% - 08%
Management Levels
Sr. Mgt.
Middle Mgt.
Jr. Mgt.
Variable Trends Pay by Hierarchy
WHAT’S TRENDING Fixed versus Variable,
Cash versus Kind, Tangible versus Intangible
All the way from Tangible through
Emotional, benefits are varied and
suit different employee profiles and
needs ..
.. There is a substantial spread,
today, to choose from
Pay Increase /
Variable Payout by Performance
A B C
26%
12%
130%
100%
6%
70%
Performance Band
% Benefits
Spend
PRIVILEGES
Unlimited Holidays | Sabbaticals
Accommodation | Conveyance
Bonuses
RECOGNITION
Performance based
promotions | Public Recognition
Achiever Awards | Formal Appreciation
55%
52%
Incentives
Bonuses
Theme Events
Sports Activities
Counseling
Unstructured Time
85%
65%
38%
Tangible
[Cash/Kind]
Semi-tangible
[Symbolic]
Intangible
[Emotional]
Compressed workweek | Job Sharing
Modified Retirement | Child Care Assistance |
Elder Care Assistance
Employee Stock Purchase Program | Education
Assistance (For Higher studies) | Service Awards |
Flex time/remote work | Mentoring/development
programs | Give Them A Gift Card | Company swag |
Group Mediclaim / Insurance Scheme | Personal
Accident/Insurance Scheme | Company Leased
Accommodation

8. FLEXI-PAY / FLEXIBLE BENEFIT PLAN
AND TAX IMPLICATIONS [GST and IT]
Flexible Benefits [definition] trade one element of a rewards package for
another
Personalization, Higher Perceived Value
for employees and Lower costs for
employers, and Better Tax Benefits are
why flexi-benefits are becoming
extremely popular
The Benefits most important for Employees
Healthcare Plan
Pay Raise
Performance Bonus
Vacation Time
Maternity, Paternity & Adoption Leave
Professional development or educational benefits
43%
12%
26%
2%
5%
12%
The case for Flexi Benefits
• Should recognize diverse needs
• Should improve relations
• Should make the most of tax breaks
How Flexi is beneficial
• Cost saving
increases take-home
• Value of money
employee decides allocation
• Tax-free benefits
helps not to shed additional lump-sum
tax amount
• Retention
due to personalization
Flexible Benefits Categories
• Tax efficient benefits
• Insurance Benefits
• Health care benefits
• House rent allowance
• Leave travel allowance
• Risk benefits
• Retirement benefits
• Leave benefits
• Family Benefits
• Other Benefits
Perceived Value: nearly
42%
of compensation package
Actual worth: about
10% - 15%
of salary
Cost to Business: up to
25%
of total HR Budget

9. FLEXI-PAY / FLEXIBLE BENEFIT PLAN
AND TAX IMPLICATIONS [GST and IT]
Implication (Employer)
• No withholding tax liability
• No GST implications
• Withholding liability arises
• No GST implications
• Withholding liability arises
• No GST implications
• Withholding liability arises
• No GST implications
Implication (Employee)
Exempt under the
income-tax law
Taxable as perquisite
under the income-tax law
Taxable as perquisite
under the income-tax law
Taxable as perquisite
under the income-tax law
Transaction
Gift below Rs.5,000 given to
employees
Gift exceeding Rs.4,999 but
restricted to Rs.50,000
Perquisites forming part of employment contract
/cost to company & provided to all the employees
Gift exceeding Rs.50,000 given
to employees
Benefits & Taxes
Taxable salary in
Scenario 1
I 450000
I 180000
I 118200
I 0
I 0
I 0
I 0
I 0
I 0
I 0
I 21600
I 769800
I 57820
I 889580
Scenario 1
I 450000
I 360000
I 118200
I 19200
I 0
I 0
I 0
I 0
I 0
I 0
I 0
I 947400
Scenario 2
I 450000
I 360000
I 13600
I 0
I 1200
I 12000
I 32400
I 15000
I 13200
I 50000
I 0
I 947400
Taxable salary in
Scenario 2
I 450000
I 180000
I 13600
I 0
I 0
I 0
I 0
I 0
I 0
I 25000
I 21600
I 690200
I 41900
I 905500
CTC Break-up
Basic Salary
HRA
Special Allowance
Transport Allowance
Education Allowance
Telephone Reimbursement
Fuel & Driver Reimbursement
Medical Reimbursement
Meal / Shopping Coupons
LTA
PF Employee Contribution
Total CTC/Net Taxable Salary
Less: Tax Liability
Net Take home
Taxation implication of Flexi Benefits
No
No
5%
No
No
No
Housing
Meals
Cab Service
Vehicles
Health Care
Other benefits
12-18%
No
No
12-18%
5%
No
Financial Service (Insurance, Investment funds)
Education
Residential accommodation
Business Class air travel
Train Fare
Pension
Application of GST

10. THE STATE OF THE COMPENSATION
AND REWARDS ART profiling sectors
Dearness
Allowance
Performance
Bonus
Travel Leaves Furnishing Paid Vacations
Special
Allowance
Transportation Variable Pay House/Car Loan
Conveyance
Allowance
Commission Basic Salary Housing ESOP
Healthcare & Pharma
Leave
Personal
Health Care
Flexi-time Paid Days Off
Group Mediclaim
Insurance
Performance
based incentives
Personal
Accident
Insurance
ESOP
Provident
Fund
Car Allowance Employee
Referral Bonus
ATM & Concierge
facilities
Gratuity Educational
Benefits
Flexible Salary
Benefits
Maternity
Leave
BPO / ITeS
Leave
Travel & Daily
Allowance
Retirals Sales Incentive
Variable Pay
Employee
Wellbeing
Accident &
Life Insurance
Flexible
Compensation
Structure
Hospitalization
Insurance
Company Car Sign On Bonus
& Retention
Hardship
Allowance
Rewards
Recognition
International
Travel
Assistance
Domestic Travel
Assistance
Relocation
Assistance
Manufacturing
Traditional
organizations
from mature
sectors seem
to offer a
plethora of
options in the
Compensation
& Benefits mix,
to cater to a
broad-based
workforce

11. THE STATE OF THE COMPENSATION
AND REWARDS ART profiling sectors
Superannuation
fund
Salary Allowances
Leave Travel
Allowances
Provident fund Gratuity fund
E - Commerce New economy businesses
have rationalized the
benefits mix by stripping it of
those elements that
employees perceive as
irrelevant
Annual bonus
Personal
Health Care
Car Allowance
Provident
Fund
Maternity
Leave
Paid
vacations
Club
Membership
Transportation
Mobile
Allowances
HRA
Non-monetary
benefits
Travel Leaves
Non-monetary
benefits
BFSI
Medical
Reimbursements
PF/Gratuity
Company
parties
Insurance
(Health & Eye)
Phones/
Laptop
Leaves (Sick,
holiday/personal)
Special
Allowance
Bonus/Short &
Long Term
Incentives
Sales
Incentive
Telecommunication
HRA/LTA/
Conveyance
Clothes
Retirement
Programs
Insurance
Benefits
Retirement
Benefits
Rewards &
Pay-at-risk
Policies
Compensation
Structure &
Related Benefits
Health,
Wellness
& Diversity
Work Pattern,
Redundancy &
Retrenchment
FMCG & FMCD
Company cars Paid Holidays
Employee
Referral Bonus
Club
Memberships
Holiday Homes
Gym
Membership
Free meals Variable Pay
Chauffeur
Assistance
Information Technology

12. THE STATE OF THE COMPENSATION
AND REWARDS ART profiling sectors
Businesses that are seen to be fun
places to work at have rather lean
compensation & benefits structures
KPO
Paid
Vacation
Paid Sick
Leave
Fitness
Membership
Life Insurance
PMI or Private
Medical Insurance
Media & Entertainment
Cheers to Peers:
Peer recognition
Sher of the
Month
Jaldi 5 – New
comer recognition
Travel & Tourism
Higher salaries in
foreign airlines
Packaged
Holidays
Incentives during
tourist peak season
Free travel for employees
and their families
Retail
Core Benefits Health insurance
Medical, Dental
and Vision
Vacation days Paid sick leave

13. HOW THE REWARD VALUE-RETENTION
RELATIONSHIP FARES TODAY
TACTICS
• Pay employees above the labor market
• Provide more incentive/bonus opportunities
• Let key employees know they’re essential to the
business
• Create flextime/telecommuting opportunities
• Create a succession plan to replace key individuals
• Discuss with key employees their future opportunities
within the organization
• Provide cash bonuses for retaining key employees
• Provide meaningful and enriching job designs for key
employees
• Provide key employees with stock options/equity
awards
• Create an extensive benefit package
Acquire
Train
Time
Economic Value
ReturnsInvest
Attraction Disconnect and Retention
Disconnect are the engagement
disruptions that occur during the
talent acquisition and retention
phases, respectively.
1 Base pay / Salary 1
2 Career Adv Opportunity 2
3 Confidence in Leadership 0
4 Job Security 0
5 Length of Commute 0
6 Relationship with Mgr 3
7 Manage Work Related Stress 4
Retention
Disconnect
Attraction
Disconnect
1 Base pay / Salary 2
2 Job Security 7
3 Career Adv Opportunity 1
4 L&D Opportunities 6
5 Challenging Work 3
6 ‘Good Employer’ reputation 4
7 Vacation / Paid Time Off 0
Engage | Recognize | Develop | Lead
Engagement Value
Onboard
• Leadership Accessibility 72.3%
• Accelerated Career Development Opportunities 70.7%
• International Assignments 53.1%
• Discretionary incentive pool 40.3%
• Additional learning & development opportunities 31.4%
• Retention bonuses for a specified period 26.2%
• Discretionary Stock options 20.5%
• Split Salary increase budget 2.1%
72.3% 70.7%
53.1%
40.3%
31.4%
26.2%
20.5%
2.1%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
• Employee Ranking • Attribute • Employer Ranking
Mismatch between
employee-employer expectations
adversely affects engagement

14. HOW THE REWARD VALUE-RETENTION
RELATIONSHIP FARES TODAY
The Employee Point of view
Recommendation
Maternity /
Paternity
Benefits,
Performance
Bonus, Stock
Options motivate
55%
Satisfaction
Custom / Flexi
Rewards, Flexi
Work, WFH and
Insurance
68%
Retention
Health /
Wellness,
Financial Benefits
help loyalty for
57%
Engagement
Rewards, Perks,
Paid Time Off
drive
engagement for
61%
Attraction
74%
want benefit
programs to join
Although businesses are able to achieve stated objectives with their current C & B
initiatives, employee satisfaction levels are seen to be poor ..
.. Total Rewards are an imminent need of today’s unsatisfied talent
Compensation Effectiveness
48% 52% 60%
52%
48%
40%
Junior Middle Senior
Compensation Satisfaction
23% 21% 23% 21% 16%
77% 79% 77% 79%
84%
120%
100%
80%
60%
40%
20%
0%
Stock optionsOpportunities
for variable pay
Base rate of payBeing paid
competitively with
the local market
Compensation/
pay overall
Agree Disagree
Benefit Satisfaction
33% 27% 29% 31% 28% 25% 21% 23%
71%
68% 66% 65%
64%
57%
52%
51%
120%
100%
80%
60%
40%
20%
0%
Defined benefit
pension plans
Wellness programsFamily-friendly
benefits, such
as domestic
partnership benefits,
subsidized child care,
scholarships
Defined
contribution plans,
such as 401(k)
and 403(b) plans
Flexibility to
balance life and
work issues
Health care/
medical benefits
Benefits overallPaid time off

15. BEYOND HYPE AND HYPERBOLE
what works and what doesn’t
Employers should not be (seen to be) faking it. Honest intent and earnest effort are a
prerequisite to making C & B strategies work
Fair, Merit based compensation Benefits
Stability
Work/Life Balance
Clear, Honest, Focused communication
with management and team
Respect
Empowerment
Meaningful & Challenging work
Training & Development
Growth Opportunities - Promotion or New Skills
Support
Recognition
No Attraction / Appreciation
Benefit inadequacy (e.g. Insurance)
Lack of Budget Discipline
Inability / Unwillingness
Informal rewards/benefits programs
Gray Areas/Partial Flexibility
10%
20%
30%
40%
Compensation Effectiveness
Human Capital Strategy
Employee Engagement
Talent Attraction
Productivity Increase
Execution
Customization
Effective & Consistent Comm
Align with Biz Objectives
100%
80%
60%
40%
20%
0%
25% 50% 87%
Apathy
Insincerity
Force-fit
All talk –
no walk
Cumbersome
Voluntary
Personalized,
Need-basedCulture-fit
Leadership
Participation
Convenient
The bed rock of Employee Satisfaction

16. WHAT TALENT WANTS
survey across age, qualification, profession and cities
Total Rewards – Indispensable
Elements
87%• Personalized Healthcare / Insurance
62%• Flexi-time / Vacation / Telecommuting
36%• Innovative Rewards
29%• Maternity & Paternity Leave / Child-care
44%• Wellness Programs / Mentoring / Counseling
67%• Career Advancement Opportunities
The desired workplace
Environment
42%• Relaxed / Open plan offices
37%• In-office recreation/gym / Creche
63%• No / Casual dress codes
26%• Sports / Events / Theme parties
55%• Menu options at the party
19%• Coffee / Drinks within arms-length
Preferred Rewards & Recognition
1 Cash rewards for Incentives
2 Appreciation from Management
3 Holidays & Experiences
4 Performance Based Promotions
5 Public recognition of achievements
6 Fair, merit based promotions
Ranking by C&B Options
1 Fair/Competitive Salary
2 Personalized Healthcare Benefits
3 Flexible Hours/WFH Options
4 Rewards & Performance Bonuses
5 Career-oriented Learning Opportunities
6 Short/Long Term Incentives
7 Liberal Leave/Holiday/Vacation Policies
8 Health & Wellness Programs

17. ANNEXURECompensation Structures, Components
and Elements

18. TYPE OF SALARY STRUCTURE
BY INDUSTRY
BROADBANDS
Health & Pharma
Hospitality
TRADITIONAL
Retail
Power & Energy
Agriculture
MARKET-BASED
IT & ITeS
BPO
BFSI
E-commerce
Electronics
OTHER
FMCG
FMCD
Manufacturing & Engineering
NO FORMAL
STRUCTURE
Manufacturing
Textile
Engineering
Automobile
STEP STRUCTURES
Construction & Real Estate
Infrastructure
Based on industry structures, market forces and environmental influences industries
have tailored their salary structures into one of six types

19. COMPENSATION STRUCTURES
IN INDIA
Basic Salary
Special Allow.
Variable Pay
Retirements Benefits
EVOLVED
Basic Salary
Special Allow.
LTA
Medical
Housing
Conveyance
Variable Pay
Retirements Benefits
OPTIMIZED
Basic Salary
Flex. Plan
LTA
Medical
Allowances
Housing
Conveyance
Variable Pay
Retirements Benefits
FLEXIBLE
Basic Salary
COLA/DA
Personal Pay
Special Allow.
LTA
Medical
Edu Allow.
Bonus/Ex-gratia
Housing
Conveyance
Variable Pay
Retirements Benefits
TRADITIONAL
Broadly, C & B strategies fall into one of four types based on their adaptation to market
realities, and the degree to which they have evolved

20. ELEMENTS AND COMPONENTS OF
TOTAL REWARDS
Components of Total Rewards
Elements of Total Rewards
The typical components and the
building blocks of a Total Rewards C
& B strategy
Component – A
Basic Salary
Component – B
Allowances/Reimbursements: SA/HRA/LTA etc.
Component – C
Variable Pay: PLB/AB/Ex-gratia etc.
Component – D
Retirals: PF/Gratuity/Superannuation
Component – E
Valued Perquisites: Company Car / Mobile
Reimbursements / Lunch Sub Allow etc.
Work-Life
Integration
Performance
Management
Talent
Development
Rewards &
Recognition
Compensation
Benefits
16%
16%
16%
16%
36%

21. PREVALENT PRACTICE
PREVALANCE OF VARIABLE PAY PLANS
Team Awards 33.6%
Special recognition awards 59.0%
Functional/Business unit 50.7%
Organisational 62.9%
Individual performance awards 85.6%
LONG TERM INCENTIVE PLAN
percent of the companies have LTI plan 46.4%
percent of these companies extend LTI plans across all levels and rest at select management levels 55.0%
GRATUITY AND SUPERANNUATION POLICY
percent of the companies have superannuation policy 41.7%
percent of these companies manage superannuation fund in-house and rest through third party 60.2%
percent of the companies manage gratuity fund in-house and rest through third party 68.1%
MEDICAL INSURANCE COVERAGE
Employee only 15.7%
Employee & spouse 17.4%
Employee, spouse and dependent children 28.9%
Employee, spouse, dependent children and dependent parents/ inlaws 38.0%
INSURANCE POLICY
percent of the companies have life insurance policy 72.8%
percent of the companies have accident insurance policy 79.6%
percent of the companies have medical insurance policy 100.0%
LEAVE ENCASHMENT POLICY
percent of the companies allow leave encashment during tenure and after separation 39%
percent of the companies allow leave encashment only after separation 61%
CAR POLICY
percent of the companies have company leased and rest have company owned car option 68%
years is the average car replacement period 4-5

22. BEATING THE CONVENTION
what rewards do new age businesses dole out
New-age businesses have arrived
at a relatively better balance of
value and excitement in their
benefits package ..
.. They bring elements of fun,
financial innovation and work-life
balance, together
All the above elements listed in the word-clouds are practices in some of the best start-up unicorns and acclaimed new-age
businesses
CHILD CARE ASSISTANCE
COMPRESSED
WORKWEEK JOB
S H A R I N G
ELDER CARE
ASSISTANCE
M O D I F I E D
RETIREMENT
EDUCATION ASSISTANCE
(FOR HIGHER STUDIES)
GIVE THEM
A GIFT CARD
COMPANY
SWAG
EMPLOYEE
S T O C K
PURCHASE
PROGRAM
CORPORATE
CREDIT CARD
SERVICE AWARDS
RECREATIONALGAMES
F L E X
T I M E /
REMOTE
W O R K
PERSONAL
ACCIDENT /
INSURANCE
S C H E M E
BROAD
BANDING
MENTORING/
DEVELOPMENT
PROGRAMS
FITNESSPROGRAMS
COMPANY LEASED ACCOMMODATION

23. Corporate Office
6th Floor, BMTC Commercial Complex, 80 Feet Road,
Koramangala, Bangalore - 560 095, Karnataka, India
Tel: + 91-80-3300 2345
Fax: + 91-80-3324 3001
Email: info@teamlease.com
Website: www.teamlease.com
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