Country Detail 2018 2019 Sample Report

Consulting
Performance, Reward & Talent
Country Salary Planning Report

2018–2019
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Proprietary & Confidential | Legal Disclaimer

Table of Contents
Survey Highlights and Insights 1
Global Salary Increase Survey Report Availability 3
Economic Highlights xx
Overview of Survey Results xx
Pay and Performance xx
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Workforce Size xx
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Pay Delivery & Management xx
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High Potentials and Top Performers xx
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Participation Demographics 5
Appendix 8
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Definitions of Terms 9
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Survey Highlights and Insights
This report presents the results of the 31st annual Global Salary Increase Survey conducted by
Aon. The survey focuses on overall changes in employee compensation for the calendar year xxxx and
on current projections for xxxx. The survey spans xxxx markets with xxxxxx country submissions
received during July and August. Participants include service, manufacturing, and multi-industry
organizations.
The <Country Name> country report consist of xxx companies.
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Country Salary Planning Report 2018-2019 1

Survey Highlights and Insights
How Data is Collected
The survey data is collected through multinationals that submit multicountry data and also from
companies that are recruited locally and submit data for one single country. The salary increase budget
information reported in this report encompasses data for all companies reporting data for <Country
Name> .
Key Insights
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Economic and political global uncertainty is casting a pall over the compensation budgeting process for
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xxxx. Organizations continue to remain apprehensive about increasing their fixed costs. The chart below
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shows the comparison between xxxx average actual salary increase for all employees and projected
consumer purchase index (CPI) for xxxx.
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2018 Salary Increase 10.0%
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CPI 10.0%
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Companies are instead increasing their reliance on variable forms of rewards. Details on variable spending
can be found in the country reports or in our Global Variable Compensation Measurement™ (VCM™) survey.
Special Note
Occasionally we are asked how survey antitrust rules apply to collecting and reporting salary increase
information. In fact, some organizations request that they receive the report with any prospective
information removed. Aon believes that, because such data (as is presented in this report) is widely
available and is sufficiently general in nature, it falls within standard survey safe harbor guidelines.
However, if your company’s legal counsel suggests taking a more conservative approach, we can provide
a version of the report that excludes projected data.

Global Salary Increase Survey Report
Availability
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Global Salary Increase Survey Report Availability
North America Egypt Switzerland
Canada Estonia Tanzania
United States Finland Tunisia
France Turkey
Georgia Uganda
Asia Pacific Germany Ukraine
Australia Ghana United Arab Emirates
China Gibraltar United Kingdom
Fiji Greece Yemen
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Guam
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Hungary Zambia
Hong Kong Ireland
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India Israel Latin America
Indonesia
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Italy Antigua
Japan Jordan
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Korea Argentina
Kazakhstan Bahamas
Macau Kenya
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Malaysia Barbados
Kuwait Bermuda
New Zealand Latvia Bolivia
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Papua New Guinea Lebanon
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Philippines Brazil
Lithuania Chile
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Singapore Luxembourg
Sri Lanka Colombia
Malta Costa Rica
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Taiwan Morocco
Thailand Dominican Republic
Mozambique
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Vietnam Ecuador
Netherlands El Salvador
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Norway Guatemala
Europe/Middle East/ Oman Honduras
Africa Poland Jamaica
Portugal Mexico
Angola
Qatar Netherlands Antilles
Austria
Romania Nicaragua
Azerbaijan
Russia Panama
Bahrain
Saudi Arabia Peru
Belgium
Serbia Puerto Rico
Botswana
Slovakia Trinidad and Tobago
Bulgaria
Slovenia Uruguay
Croatia
South Africa Venezuela
Cyprus
Spain
Czech Republic
Sweden
Denmark
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You may purchase detailed survey results from any of the countries above. The 31 annual Global
Salary Planning Report will be available in September 2018.

Economic Highlights
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Economic Highlights
<< Brief Write up>>
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Overview of Survey Results
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Overview of Total Salary Increases Across Employee Groups
<<Brief write up>>
100.0%
Top Executive/Sr. Mgmt
100.0%
100.0%
100.0%
100.0%
Middle Management
100.0%
100.0%
100.0%
100.0%
Junior Mgmt/Prof./Supv
100.0%
100.0%
100.0%
100.0%
100.0%
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Clerical/Admin/Tech
100.0%
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100.0%
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100.0%
100.0%
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Manual Workforce
100.0%
100.0%
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100.0%
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All Employees
100.0%
100.0%
100.0%
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2018 Average, Including Salary Freezes and Paycuts 2018 Average, Excluding Salary Freezes and Paycuts
2019Average, Including Salary Freezes and Paycuts 2019 Average, Excluding Salary Freezes and Paycuts
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Actual 2018 Projected 2019
Employee Groups Including Excluding Including Excluding
Salary Freezes Salary Freezes Salary Freezes Salary Freezes
and Pay Cuts and Pay Cuts and Pay Cuts and Pay Cuts
Top Executive/Sr. Mgmt 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Middle Management 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Junior Mgmt/Prof./Supv 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Clerical/Admin/Tech 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Manual Workforce 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
All Employees 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)

Overview of Merit Increases Across Employee Groups
100.0%
100.0%
100.0%
100.0%
100.0%
Middle Management 100.0%
100.0%
100.0%
100.0%
Junior Mgmt/Prof./Supv 100.0%
100.0%
100.0%
100.0%
Clerical/Admin/Tech 100.0%
100.0%
100.0%
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100.0%
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Manual Workforce 100.0%
100.0%
100.0%
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100.0%
All Employees
100.0%
100.0%
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100.0%
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Top Executive/Sr. Mgmt 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
All Employees 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)

Overview of General Salary Increases Across Employee Groups
100.0%
Top Executive/Sr. Mgmt 100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
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100.0%
100.0%
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100.0%
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All Employees 100.0%
100.0%
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100.0%
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pl e Actual 2018
Average
Projected 2019
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100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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All Employees 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)

Overview of Mandatory Increases Across Employee Groups
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
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Manual Workforce
100.0%
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100.0%
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100.0%
100.0%
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100.0%
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Average
Projected 2019
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100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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All Employees 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)

Total Salary Increase Budgets by Type of Company Ownership

Type of Company Ownership Average Median Average Median
Locally owned company 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Foreign owned company 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Joint venture company 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Other Increase Budgets

Budgets Average Median Average Median
Salary structure movement 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Promotional budget 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Special adjustments 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Total Salary Increase Budgets by Annual Revenue (in USD)
All Employees Top Executive/Sr. Mgmt

Annual Revenue Actual 2018 Projected 2019 Actual 2018 Projected 2019
Less than $0.5 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$0.5–$1.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$1.1–$5.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$5.1–$10.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$10.1–$25.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$25.1–$50.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$50.1–$100.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$100.1–$250.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$250.1–$500.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Above $500 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Middle Management Junior Mgmt/Prof./Supv
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$0.5–$1.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$1.1–$5.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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$5.1–$10.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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$10.1–$25.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$25.1–$50.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$50.1–$100.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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$100.1–$250.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$250.1–$500.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Above $500 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Clerical/Admin/Tech Manual Workforce
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$0.5–$1.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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$1.1–$5.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$5.1–$10.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$10.1–$25.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$25.1–$50.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$50.1–$100.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$100.1–$250.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
$250.1–$500.0 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Above $500 million 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)

Total Salary Increase Budgets by Number of Full-Time Employees
All Employees Top Executive/Sr. Mgmt

Full–Time Employees Actual 2018 Projected 2019 Actual 2018 Projected 2019
Under 500 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
500–1,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
1,001–2,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
2,001–5,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
5,001–10,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
10,001–20,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
20,001–50,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Over 50,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Middle Management Junior Mgmt/Prof./Supv

100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Under 500
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500–1,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
1,001–2,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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2,001–5,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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5,001–10,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
10,001–20,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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20,001–50,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Over 50,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Under 500 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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500–1,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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1,001–2,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
2,001–5,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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5,001–10,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
10,001–20,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
20,001–50,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Over 50,000 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)

Overall Salary Increase by Performance
Far Exceeding Often Exceeded Often Did Not Meet Did not meet
Met Expectations
Expectations Expectations Expectations Expectations
% Salary % of % Salary % of % Salary % of % Salary % of % Salary % of
Increases Employees Increases Employees Increases Employees Increases Employees Increases Employees
100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
(100) (100) (100) (100) (100) (100) (100) (100) (100) (100) (100) (100) (100)
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Total Salary Increases By Industry
Average
Including Excluding Including Excluding
Manufacturing
Aerospace 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Agriculture 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Automotive/Vehicle Manufacturing 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Auto Brands 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Auto Parts 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Chemicals (not Pharmaceutical) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Consumer Products 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Consumer Products - Durable Goods 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Consumer Products - Nondurable Goods 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Electronics/Electrical 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Food/Beverage/Tobacco
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Diversified/Multi-Organization 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Energy (Power/Oil/Gas) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Oil/Gas 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Power 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Engineering/Manufacturing
Industrial Machinery/Equipment 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Building Materials 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Textiles/Apparel Manufacturing 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Rubber/Plastics/Glass 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Forest & Paper Products/Packaging 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Life Sciences 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Animal Health 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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CRO 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Pharmaceutical 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Medical Devices 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Metals 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Mining/Milling/Smelting 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Other Manufacturing 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
All Manufacturing 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)

Total Salary Increases By Industry
Average
Including Excluding Including Excluding
Services
Banking/Finance 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Banks 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Insurance - Life & Health 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Insurance - Property & Casualty 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Insurance - Other 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Funds/Asset Management 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Investment Banks 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Securities 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Other Financial Services 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Construction/Engineering 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Education Services
Engineering Design 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Entertainment/Communications/Publication 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Media 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Printing/Publishing 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Government 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Health Care/Medical Services
Hi - Tech 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Business/Computer Services
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Computers (Software and Hardware) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Application Services/Consulting
Semiconductors 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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Hospitality/Restaurants/ Travel
Infrastructure 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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ITeS (IT Enabled Services) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
BFSI Captives 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
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KPO/Analytics 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Other Captives 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Third Party Service Providers 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Not-for-Profit (not Hospitals/Schools) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Professional Services 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Advertising and PR 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Accounting 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Consulting 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Legal 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Real Estate 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Research/Development 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Retail (incl. Wholesale & Distribution) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Telecommunications 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Mobile Service Providers 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Other Telecommunication Services 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Transportation/ Logistics/ Shipping Services 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Other Service 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
All Services 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
All Companies 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)

Pay and Performance
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Pay and Performance
Variable Pay Plans
<<Brief write up>>
Yes, 10%,
No, 20%,
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(n=100)
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Alignment of Variable Pay Plan
p
<<Brief write up>>
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Yes, Regional
Business Line,
Yes, Corporate,
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10%
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10%
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Yes, Regional, Yes, Global
Business Line,
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10%
10% (n=100)
<<Brief write up>>
Adjustments made to the global/regional plan at the country level
Percent of
Organizations*
No adjustments are made 100.0% (100)
Eligibility Criteria 100.0% (100)
Targets 100.0% (100)
Measures 100.0% (100)
*Percentages will total more than 100% due to multiple responses given by some participants (n=100)

Pay and Performance
Prevalence by Award Type
<<Brief write up>>
Percent of
Type of Plans
Organizations*
Individual performance awards 100.0% (100)

Special recognition awards 100.0% (100)
Cash profit sharing awards 100.0% (100)
Business incentive awards 100.0% (100)
Team awards 100.0% (100)
Gain Sharing/Productivity Awards 100.0% (100)
**Any bonus or incentive plans intended only for sales population have been excluded from these calculations.
or t
e p
l e R
m p
S a

Pay and Performance
<<Brief write up>>
Percent of
Type of Plan
Organizations
Individual performance awards

Top Executive/Sr. Mgmt 100.0% (100)
Middle Management 100.0% (100)
Junior Mgmt/Proff./Supv 100.0% (100)
Clerical/Admin/Tech 100.0% (100)
Manual Workforce 100.0% (100)
Special recognition awards
t
Cash profit sharing awards
r
o
100.0% (100)
p
Junior Mgmt/Proff./Supv
e
R
Business incentive awards
e
l
p
m
Team awards
a
S
Gain sharing/productivity awards
**Any Bonus or incentive plans intended only for sales population have been excluded from these calculations.

Pay and Performance
Prevalence of Variable Pay by Industry
Percent of
Organizations
Manufacturing
Aerospace 100.0% (100)
Agriculture 100.0% (100)
Automotive/Vehicle Manufacturing 100.0% (100)
Auto Brands 100.0% (100)
Auto Parts 100.0% (100)
Chemicals (not Pharmaceutical) 100.0% (100)
Consumer Products 100.0% (100)
Consumer Products - Durable Goods 100.0% (100)
Consumer Products - Nondurable Goods 100.0% (100)
Electronics/Electrical 100.0% (100)
Consumer Products - Food/Beverage/Tobacco 100.0% (100)
Diversified/Multi-Organisation 100.0% (100)
t
Energy (Power/Oil/Gas) 100.0% (100)
r
Oil/Gas 100.0% (100)
o
Power 100.0% (100)
Engineering/Manufacturing 100.0% (100)
p
Industrial Machinery/Equipment 100.0% (100)
e
Building Materials 100.0% (100)
Textiles/Apparel Manufacturing 100.0% (100)
R
Rubber/Plastics/Glass 100.0% (100)
Forest & Paper Products/Packaging 100.0% (100)
e
100.0% (100)
l
Life Sciences
Animal Health 100.0% (100)
p
CRO 100.0% (100)
Pharmaceutical 100.0% (100)
m
Medical Devices 100.0% (100)
a
Metals 100.0% (100)
Mining/Milling/Smelting 100.0% (100)
S
Other Manufacturing 100.0% (100)
All Manufacturing 100% (100)

Pay and Performance
Prevalence of Variable Pay by Industry
Percent of
Organizations
Services
Banking/Finance 100.0% (100)
Banks 100.0% (100)
Insurance - Life & Health 100.0% (100)
Insurance - Property & Casualty 100.0% (100)
Insurance - Other 100.0% (100)
Funds/Asset Management 100.0% (100)
Investment Banks 100.0% (100)
Securities 100.0% (100)
Other Financial Services 100.0% (100)
Construction/Engineering 100.0% (100)
Education Services 100.0% (100)
Engineering Design 100.0% (100)
t
Entertainment/Communications/Publication 100.0% (100)
r
Media 100.0% (100)
o
Printing/Publishing 100.0% (100)
Government 100.0% (100)
p
Health Care/Medical Services 100.0% (100)
e
Hi - Tech 100.0% (100)
Business/Computer Services 100.0% (100)
R
Computers and Related Products (Software and Hardware) 100.0% (100)
Application Services/Consulting 100.0% (100)
e
100.0% (100)
l
Semiconductors
Hospitality/Restaurants/ Travel 100.0% (100)
p
Infrastructure 100.0% (100)
ITeS (IT Enabled Services) 100.0% (100)
m
BFSI Captives 100.0% (100)
a
KPO/Analytics 100.0% (100)
Other Captives 100.0% (100)
S
Third Party Service Providers 100.0% (100)
Not-for-Profit (not Hospitals/Schools) 100.0% (100)
Professional Services 100.0% (100)
Advertising and PR 100.0% (100)
Accounting 100.0% (100)
Consulting 100.0% (100)
Legal 100.0% (100)
Real Estate 100.0% (100)
Research/Development 100.0% (100)
Retail (incl. Wholesale & Distribution) 100.0% (100)
Telecommunications 100.0% (100)
Mobile Service Providers 100.0% (100)
Other Telecommunication Services 100.0% (100)
Transportation/ Logistics/ Shipping Services 100.0% (100)
Other Service 100.0% (100)
All Services 100.0% (100)

All Companies 100.0% (100)

Pay and Performance
Organisation's Variable Plan Payout
<<Brief write up>>
No, 10.0%
Yes, 20.0%
(n=100)
r t
Average percentage of Employees
Employee Groups
receiving a payout
po
All employees 100.0% (100)
e
100.0% (100)
R
Junior Mgmt/Proff./Supv
pl e
Organization Spending on Broad Based Variable Pay Awards
m
<<Brief write up>>
S
All employees
a
Employee Groups

Middle Management
Average Spending as a Percent of Payroll
Actual 2013
100.0%
100.0%
100.0%
(100)
(100)
(100)
Actual 2014
100.0%
100.0%
100.0%
(100)
(100)
(100)
Junior Mgmt/Proff./Supv 100.0% (100) 100.0% (100)
Clerical/Admin/Tech 100.0% (100) 100.0% (100)
Manual Workforce 100.0% (100) 100.0% (100)
*All organizations having no or zero payout have been excluded from the above numbers

Pay and Performance
<<Brief write up>>
Percent of
Types of Plans
Organisations *
Restricted Stock
Stock Options
r t
Performance Shares/Units
o
p
e
R
Phantom Stocks
l e
p
m
Other
a
100.0% (100)
S
Middle Management
*Percentages will total more than 100% due to more than one response by some participants (n=19)

Pay and Performance
Percentage of Employees Receiving Long-Term Incentives
Average percent of Employees

Employee Group receiving grants of any type
for 2013
LTI Earning Opportunity / Potential Gain as a percentage of Total Fixed Pay
Average LTI Earning

Employee Group Opportunity / Potential Gain as
an average to Total Fixed Pay
t
r
o
p
Re
pl e
a m
S

Pay and Performance
Long-Term Incentives
<<Brief write up>>
No Yes
10.0% 20.0%
r t
(n=100)
o
<<Brief write up>>
e p
Percent of
Types of Plans
Organizations*
R
Restricted Stock 100.0% (100)
Stock options 100.0% (100)
l e
Performance shares/units 100.0% (100)
Phantom Stock 100.0% (100)
p
Other 100.0% (100)
m
*Percentages will total more than 100% due to multiple responses by some participants (n=100)
S a

Pay and Performance
Prevalence of Long Term Incentive Plans by Industry
Percent of
Organizations
Manufacturing
Aerospace 100.0% (100)
Agriculture 100.0% (100)
Automotive/Vehicle Manufacturing 100.0% (100)
Auto Brands 100.0% (100)
Auto Parts 100.0% (100)
Chemicals (not Pharmaceutical) 100.0% (100)
Consumer Products 100.0% (100)
Consumer Products - Durable Goods 100.0% (100)
Consumer Products - Nondurable Goods 100.0% (100)
Electronics/Electrical 100.0% (100)
Consumer Products - Food/Beverage/Tobacco 100.0% (100)
Diversified/Multi-Organisation 100.0% (100)
t
Energy (Power/Oil/Gas) 100.0% (100)
r
Oil/Gas 100.0% (100)
o
Power 100.0% (100)
Engineering/Manufacturing 100.0% (100)
p
Industrial Machinery/Equipment 100.0% (100)
e
Building Materials 100.0% (100)
Textiles/Apparel Manufacturing 100.0% (100)
R
Rubber/Plastics/Glass 100.0% (100)
Forest & Paper Products/Packaging 100.0% (100)
e
Life Sciences 100.0% (100)
l
Animal Health 100.0% (100)
p
CRO 100.0% (100)
Pharmaceutical 100.0% (100)
m
Medical Devices 100.0% (100)
a
Metals 100.0% (100)
Mining/Milling/Smelting 100.0% (100)
S
Other Manufacturing 100.0% (100)
All Manufacturing 100.0% (100)

Pay and Performance
Prevalence of Long Term Incentive Plans by Industry
Percent of
Organizations
Services
Banking/Finance 100.0% (100)
Banks 100.0% (100)
Insurance - Life & Health 100.0% (100)
Insurance - Property & Casualty 100.0% (100)
Insurance - Other 100.0% (100)
Funds/Asset Management 100.0% (100)
Investment Banks 100.0% (100)
Securities 100.0% (100)
Other Financial Services 100.0% (100)
Construction/Engineering 100.0% (100)
Education Services 100.0% (100)
Engineering Design 100.0% (100)
t
Entertainment/Communications/Publication 100.0% (100)
r
Media 100.0% (100)
o
Printing/Publishing 100.0% (100)
Government 100.0% (100)
p
Health Care/Medical Services 100.0% (100)
e
Hi - Tech 100.0% (100)
Business/Computer Services 100.0% (100)
R
Computers and Related Products (Software and Hardware) 100.0% (100)
Application Services/Consulting 100.0% (100)
e
Semiconductors 100.0% (100)
l
Hospitality/Restaurants/ Travel 100.0% (100)
p
Infrastructure 100.0% (100)
ITeS (IT Enabled Services) 100.0% (100)
m
BFSI Captives 100.0% (100)
a
KPO/Analytics 100.0% (100)
Other Captives 100.0% (100)
S
Third Party Service Providers 100.0% (100)
Not-for-Profit (not Hospitals/Schools) 100.0% (100)
Professional Services 100.0% (100)
Advertising and PR 100.0% (100)
Accounting 100.0% (100)
Consulting 100.0% (100)
Legal 100.0% (100)
Real Estate 100.0% (100)
Research/Development 100.0% (100)
Retail (incl. Wholesale & Distribution) 100.0% (100)
Telecommunications 100.0% (100)
Mobile Service Providers 100.0% (100)
Other Telecommunication Services 100.0% (100)
Transportation/ Logistics/ Shipping Services 100.0% (100)
Other Service 100.0% (100)
All Services 100.0% (100)

All Companies 100.0% (100)

Workforce Size
or t
e p
l e R
m p
S a

Workforce Size
Attrition across Employee Groups
100.0%
100.0%
100.0%
Critical Talent 100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
Junior Mgmt/Proff./Supv 100.0%
100.0%
100.0%
100.0%
100.0%
t
100.0%
or
Overall Turnover Rate Voluntary Turnover Rate Involuntary Turnover Rate
e p
Involuntary Turnover Voluntary Overall
Employee Groups
Rate Turnover Rate Turnover Rate
R
Top Executive/Sr. Mgmt 100.0% (100) 100.0% (100) 100.0% (100)
e
Middle Management 100.0% (100) 100.0% (100) 100.0% (100)
l
Junior Mgmt/Proff./Supv 100.0% (100) 100.0% (100) 100.0% (100)
p
Clerical/Admin/Tech 100.0% (100) 100.0% (100) 100.0% (100)
Manual Workforce 100.0% (100) 100.0% (100) 100.0% (100)
m
Critical Talent 100.0% (100) 100.0% (100) 100.0% (100)
a
All Employees 100.0% (100) 100.0% (100) 100.0% (100)

Workforce Size
Overall Attrition by Industry
<<Brief write up>>
Junior
Top Middle Manager/
Overall General Staff Manual Workforce Critical Talent
Executive Management Supervisor/
Professional
Manufacturing
Aerospace 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Agriculture 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Automotive/Vehicle Manufacturing 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Auto Brands 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Auto Parts 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Chemicals (not Pharmaceutical) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Consumer Products 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Consumer Products - Durable Goods 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Consumer Products - Nondurable Goods 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Electronics/Electrical 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Consumer Products - Food/Beverage/Tobacco 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Diversified/Multi-Organisation 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Energy (Power/Oil/Gas) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Oil/Gas 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Power 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Engineering/Manufacturing 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
t
Industrial Machinery/Equipment 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
r
Building Materials 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Textiles/Apparel Manufacturing 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
o
Rubber/Plastics/Glass 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Forest & Paper Products/Packaging 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
p
Life Sciences 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Animal Health 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
e
CRO 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Pharmaceutical 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
R
Medical Devices 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Metals 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Mining/Milling/Smelting 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
e
Other Manufacturing 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
l
All Manufacturing 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
m p
S a

Workforce Size
Overall Attrition by Industry
<<Brief write up>>
Junior
Top Middle Manager/
Overall General Staff Manual Workforce Critical Talent
Executive Management Supervisor/
Professional
Services
Banking/Finance 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Banks 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Insurance - Life & Health 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Insurance - Property & Casualty 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Insurance - Other 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Funds/Asset Management 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Investment Banks 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Securities 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Other Financial Services 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Construction/Engineering 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Education Services 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Engineering Design 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Entertainment/Communications/Publication 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Media 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Printing/Publishing 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Government 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
t
Health Care/Medical Services 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
r
Hi - Tech 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Business/Computer Services 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
o
Computers and Related Products 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Application Services/Consulting 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
p
Semiconductors 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Hospitality/Restaurants/ Travel 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
e
Infrastructure 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
ITeS (IT Enabled Services) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
R
BFSI Captives 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
KPO/Analytics 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Other Captives 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
e
Third Party Service Providers 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
l
Not-for-Profit (not Hospitals/Schools) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
p
Professional Services 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Advertising and PR 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Accounting 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
m
Consulting 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Legal 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
a
Real Estate 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Research/Development 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
S
Retail (incl. Wholesale & Distribution) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Telecommunications 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Mobile Service Providers 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Other Telecommunication Services 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Transportation/ Logistics/ Shipping Services 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
Other Service 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100) 100.0% (100)
All Services 100.0% 100.0 100.0% 100.0 100.0% 100.0 100.0% 100.0 100.0% 100.0 100.0% 100.0 100.0% 100.0
All Companies 100.0% 100.0 100.0% 100.0 100.0% 100.0 100.0% 100.0 100.0% 100.0 100.0% 100.0 100.0% 100.0

Workforce Size
Reasons for Voluntary Attrition
Reasons Prevalence Rank
External Equity of Compensation 100.0% 100

Better External Opportunity 100.0% 100
Limited growth opportunities 100.0% 100
Work life balance 100.0% 100
Other 100.0% 100
(n=100)
* Prevalence denotes the frequency of reason for attrition as cited by responding organisations, irrespective of rank.
Key Retention Measures
Measures Prevalence Rank
t
Pay above market (Off cycle Market Adjustment or Merit Increases) 100.0% 100
r
Long-Term Incentives 100.0% 100
Short-Term Incentives 100.0% 100
o
Accelerated Career Development Opportunities 100.0% 100
p
Improved Work Life Balance 100.0% 100
e
Timely and meaningful feedback from managers 100.0% 100
Other 100.0% 100
R
(n=100)
* Prevalence denotes the frequency of retention measures cited by responding organisations, irrespective of ran
l e
Key Attraction Measures
p
Measures Prevalence Rank
a m
Competitive fixed compensation 100.0% 100
Competitive variable compensation (eg. Bonus, stock awards etc) 100.0% 100
S
Competitive benefits and perquisites (eg. Pension, company car, time off) 100.0% 100
Work environment (eg. Leadership, culture, flexible work arrangements) 100.0% 100
Career development opportunities 100.0% 100
Other 100.0% 100
(n=100)
* Prevalence denotes the frequency of attraction measures cited by responding organisations, irrespective of rank.

:RUNIRUFHVL]H
Approaches adopted for New Joinees during the Increment Process
<<Brief wite up>>
Grant full increase in the

Grant increase on current performance
Anniversary year
10.0% 10.0%
or t Grant prorated increase

in the current
p
performance year
depending on the no. of
e
months served
10.0%
R
(n=)
pl e
a m
S

Pay Delivery & Management
or t
e p
l e R
m p
S a

Factors Considered while making Budget Recommendations
<<Brief write up>>
Percent of
Factors
Organisations*
Organisation Performance 100.0% (100)

Competitive positioning with respect to the relevant market 100.0% (100)
Inflation 100.0% (100)
Industry Performance 100.0% (100)
Payroll Cost as a percentage to Revenue 100.0% (100)
Employee Attrition 100.0% (100)
Other Employee Costs such as Training, Recruitment etc. 100.0% (100)
Manpower Productivity 100.0% (100)
100.0% (100)
t
Others
r
o
Factors Influencing Organisation's Pay Decisions
e p
<<Brief write up>>
R
Percent of
Factors
Organizations*
l e
Performance 100.0% (100)
p
Internal Equity 100.0% (100)
Market Competitiveness of Pay 100.0% (100)
m
Availability of Budgets 100.0% (100)
Knowledge & Skill 100.0% (100)
a
Potential 100.0% (100)
S
Scope & Size of Role 100.0% (100)
Seniority of Level 100.0% (100)
Others 100.0% (100)

Pay Ranges for Internal Pay Management Process
<<Brief write up>>
No Pay Level Pay

Ranges, Ranges,
10.0% 10.0%
Level
Position Pay Functional
Ranges, Pay Ranges,
10.0% 10.0%
r t
(n=100)
po
Methodologies Used to Determine Pay Increase
e
<<Brief write up>>
l e R
p
Others Performance Rating
25.0% 25.0%
a m
S Discretionary
25.0%
Merit Matrix based
on performance and
positioning/compa
ratio of the individual
in the current range
25.0%
(n=100)
Frequency of Salary Increases
42.4% of responding organisations have a yearly frequency for Salary Increases.
Percentage of
Frequency
Organizations
No 100.0% 100
Yes 100.0% 100
2 Times a year 100.0% 100
More than 2 times a year 100.0% 100
(n=100)

<<Brief write up>>
Performance Rating Scale
No performance
6-point scale, rating scale,
10.0% 10.0%
5-point scale,
10.0% 3-point scale,
10.0%
r t
4-point scale,
o
10.0%
(n=100)
p
Month of Salary Revision
Re
<<Brief write up>>
April as the month of salary revision.
l e
January 10.0%
p
February 10.0%
m
March 10.0%
a
April 10.0%
May 10.0%
S
June 10.0%
July 10.0%
August 10.0%
September 10.0%
October 10.0%
November 10.0%
December 10.0%
(n=100)

3D\'HOLYHU\ 0DQDJHPHQW
Communication
<<Brief write up>>
Percent of
Communication
Organisations
Employees know their own salary range information only 100.0% (100)
Communicate all salary range information to all employees, excluding executive salary ranges 100.0% (100)
Total Compensation Statements

<<Brief write up>>
r t
No Yes
o
10.0% 20.0%
e p
e R
(n=100)
p
Communicate Compensation Philosophy
<<Brief write up>>
l
a m
S No
10.0%
Yes
20.0%
(n=100)
Percent of
Responsibility of Communications
Organisations
Business/Line Manager 100.0% (100)
Human Resource Department 100.0% (100)
Joint responsibility between Business/Line Manager AND Human Resource Department 100.0% (100)
(n=100)

High Potentials and Top Performers
or t
e p
l e R
m p
S a

High Potentials—An elite group of employees who are seen as being capable of contributing to the organisation in
a role with greater complexity, impact, scope and scale than their current roles. They have the versatility to play
a number of roles in the organisation; demonstrate the ability to see things from new perspectives and to quickly
adapt; would be difficult to replace due to the value that they bring to the organisation; and consistently deliver
strong results.
Top Performers—A group of employees who clearly and consistently demonstrate extraordinary and exceptional
accomplishments in all major areas of responsibility. Performance of this caliber is rarely qualed by others who
hold positions of comparable responsibility. A top performer is not automatically a High Potential.
Critical Talent/ Key Positions —Those positions that require specific knowledge and specialisation.
Would be difficult to replace them due to the value that they bring to the organisation. Positions that support
the core business, without them the operations are at risk and with them profitability and growth is achieved.
Low Performers— A group of employees who clearly and consistently demonstrate a performance under
the minimum expectations in mayor areas of responsibility. Low performers could be either or both in terms of
results or versus individual objectives or disruptive behaviors for the team or for the company efficiency and/or values.
t
Identification of High Potentials, Top and Low Performers and Key Positions
r
<< Breif write UP>>
o
<< Breif write UP>>
Separate Merit Budget for High Potentials, Top and Low Performers and Key Positions
p
<< Breif write UP>>
e
<< Breif write UP>>
R
Separate Merit Budget Percentage of Organisations
l e
In addition to the overall merit budget for all employees 100.0% (100)
A "carve out" of the overall merit budget for all employees 100.0% (100)
p
Unsure 100.0% (100)
m
(n=100)
a
Percentage of Overall Merit Budget allocated for High Potentials, Top Performers and Key Positions
S
High Potentials Top Performers Key Positions
Actual 2013 Projected 2014 Actual 2013 Projected 2014 Actual 2013 Projected 2014
Percentage of Overall Merit
Budget 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
Count 100 100 100 100 100 100

Rewards with the Greatest Impact
<< Breif write UP>>
Type of Reward High Potentials Top Performers Key Positions
Merit increases to base salary 100.0% 100 100.0% 100 100.0% 100
Promotions 100.0% 100 100.0% 100 100.0% 100

Special recognition (cash, merchandise,
travel) 100.0% 100 100.0% 100 100.0% 100
Variable pay (bonus/incentive) 100.0% 100 100.0% 100 100.0% 100
Stock/Stock options 100.0% 100 100.0% 100 100.0% 100
Unsure 100.0% 100 100.0% 100 100.0% 100
r t
Other 100.0% 100 100.0% 100 100.0% 100
o
(n=100) (n=100) (n=100)
p
High Potentials Top Performers
e
Merit
R
Merit increases to
increases to base salary,
base salary, Other, 10.0% 10.0%
e
Other, 10.0% 10.0%
pl Promotions, Unsure, 10.0%

Promotions,
10.0%
m
Unsure, 10.0% 10.0%
S a
Stock/Stock
options, 10.0%
Variable pay
(bonus/incentiv
e), 10.0%
Special
recognition
(cash,
merchandise,
travel), 10.0%
Stock/Stock
options, 10.0%
Variable pay
(bonus/incentiv
e), 10.0%
Special
recognition
(cash,
merchandise,
travel), 10.0%
Key Positions
Merit increases to
Other, 10.0% base salary, 10.0%
Unsure, 10.0% Promotions, 10.0%
Stock/Stock options, Special recognition

10.0% (cash, merchandise,
travel), 10.0%
Variable pay
(bonus/incentive),
10.0%

Methods Used to Ensure Differential Pay
<<Brief write up >>
Methods used (n) High Potentials Top Performers Key Positions
Merit matrix includes highest increases

(100) 100.0% (100) 100.0% (100) 100.0% (100)
for:
Separate merit budget for: (100) 100.0% (100) 100.0% (100) 100.0% (100)
Mid-year/more frequent salary

(100) 100.0% (100) 100.0% (100) 100.0% (100)
reviews for:
Pay adjustments outside the merit

(100) 100.0% (100) 100.0% (100) 100.0% (100)
process budget for :
Written guidance is given to managers
(100) 100.0% (100) 100.0% (100) 100.0% (100)
t
around high differentiation for :
r
Managers receive training in
o
(100) 100.0% (100) 100.0% (100) 100.0% (100)
differentiation in pay decisions for :
p
Other (100) 100.0% (100) 100.0% (100) 100.0% (100)
Re
pl e
a m
S

Participation Demographics
or t
e p
l e R
m p
S a

Participant Demographics
Participant Demographics by Industry
Number of
Participants
Manufacturing
Aerospace 100
Agriculture 100
Automotive/Vehicle Manufacturing 100
Auto Brands 100
Auto Parts 100
Chemicals (not Pharmaceutical) 100
Consumer Products 100
Consumer Products - Durable Goods 100
Consumer Products - Nondurable Goods 100
Electronics/Electrical 100
Consumer Products - Food/Beverage/Tobacco 100
Diversified/Multi-Organisation 100
t
Energy (Power/Oil/Gas) 100
r
Oil/Gas 100
o
Power 100
Engineering/Manufacturing 100
p
Industrial Machinery/Equipment 100
e
Building Materials 100
Textiles/Apparel Manufacturing 100
R
Rubber/Plastics/Glass 100
Forest & Paper Products/Packaging 100
l e
Life Sciences 100
Animal Health 100
p
CRO 100
Pharmaceutical 100
m
Medical Devices 100
a
Metals 100
Mining/Milling/Smelting 100
S
Other Manufacturing 100
All Manufacturing 100

Participant Demographics by Industry
Number of
Participants
Services
Banking/Finance 100
Banks 100
Insurance - Life & Health 100
Insurance - Property & Casualty 100
Insurance - Other 100
Funds/Asset Management 100
Investment Banks 100
Securities 100
Other Financial Services 100
Construction/Engineering 100
Education Services 100
Engineering Design 100
t
Entertainment/Communications/Publication 100
r
Media 100
o
Printing/Publishing 100
Government 100
p
Health Care/Medical Services 100
e
Hi - Tech 100
Business/Computer Services 100
R
Computers and Related Products (Software and Hardware) 100
Application Services/Consulting 100
l e
Semiconductors 100
Hospitality/Restaurants/ Travel 100
p
Infrastructure 100
ITeS (IT Enabled Services) 100
m
BFSI Captives 100
a
KPO/Analytics 100
Other Captives 100
S
Third Party Service Providers 100
Not-for-Profit (not Hospitals/Schools) 100
Professional Services 100
Advertising and PR 100
Accounting 100
Consulting 100
Legal 100
Real Estate 100
Research/Development 100
Retail (incl. Wholesale & Distribution) 100
Telecommunications 100
Mobile Service Providers 100
Other Telecommunication Services 100
Transportation/ Logistics/ Shipping Services 100
Other Service 100
All Services 100
All Companies 100

Participant Demographics by Annual Revenue
All Companies
Percent of No. of
Annual Revenue
Organizations Responses
Less than $0.5 million 100.0% (100)

$0.5-$1.0 million 100.0% (100)
$1.1-$5.0 million 100.0% (100)
$5.1-$10.0 million 100.0% (100)
$10.1-$25.0 million 100.0% (100)
$25.1-$50.0 million 100.0% (100)
$50.1-$100.0 million 100.0% (100)
$100.1-$250.0 million 100.0% (100)
$250.1-$500.0 million 100.0% (100)
Above $500 million 100.0% (100)
(n=100)
t
Manufacturing
r
Percent of No. of
Annual Revenue
o
z Organizations Responses
p
$0.5-$1.0 million 100.0% (100)
e
$1.1-$5.0 million 100.0% (100)
R
$5.1-$10.0 million 100.0% (100)
$10.1-$25.0 million 100.0% (100)
e
$25.1-$50.0 million 100.0% (100)
l
$50.1-$100.0 million 100.0% (100)
p
$100.1-$250.0 million 100.0% (100)
$250.1-$500.0 million 100.0% (100)
m
Above $500 million 100.0% (100)
a
(n=100)
S
Services
Percent of No. of
Annual Revenue
Organizations Responses

$0.5-$1.0 million 100.0% (100)
$1.1-$5.0 million 100.0% (100)
$5.1-$10.0 million 100.0% (100)
$10.1-$25.0 million 100.0% (100)
$25.1-$50.0 million 100.0% (100)
$50.1-$100.0 million 100.0% (100)
$100.1-$250.0 million 100.0% (100)
$250.1-$500.0 million 100.0% (100)
Above $500 million 100.0% (100)
(n=100)

Participant Demographics by Organisation Size
All Companies
Number of Percent of No. of
Full-Time Employees Organisations Responses
Under 500 100.0% (100)

500-1,000 100.0% (100)
1,001-2,000 100.0% (100)
2,001-5,000 100.0% (100)
5,001-10,000 100.0% (100)
10,001-20,000 100.0% (100)
20,001-50,000 100.0% (100)
Over 50,000 100.0% (100)
(n=100)
Manufacturing
t
r
Under 500 100.0% (100)
o
500-1,000 100.0% (100)
p
1,001-2,000 100.0% (100)
2,001-5,000 100.0% (100)
e
5,001-10,000 100.0% (100)
10,001-20,000 100.0% (100)
R
20,001-50,000 100.0% (100)
Over 50,000 100.0% (100)
l e
(n=100)
p
Services
m
a
Under 500 100.0% (100)
500-1,000 100.0% (100)
S
1,001-2,000 100.0% (100)
2,001-5,000 100.0% (100)
5,001-10,000 100.0% (100)
10,001-20,000 100.0% (100)
20,001-50,000 100.0% (100)
Over 50,000 100.0% (100)
(n=100)

Appendix
or t
e p
l e R
m p
S a

Definitions of Terms
Report Definitions
The following are brief definitions of some of the concepts that are used throughout this report.
Top Executive/Senior Management

Top executives and senior managers play a key role in both short- and long-term decision-making of a
major function area or business unit, direct or coordinate activities within two or more major departments,
t
establish policy, and have a major impact on the achievement of the business unit or function goal.
r
Example: Country manager and direct reports
Middle Management
e po
Middle management are first-line managers, who manage the activities of one major department and set-
R
up standard procedure and policy or lead projects or programs which have broad effect on overall policy
and achievement of organization-wide objectives.
l e
Example: Plant manager, business unit controller, marketing manager, systems manager
p
Junior Management/Professional/Supervisor
m
Provide day-to-day management of a team, has knowledge of a specialized field of technical or
a
administrative function and resolve problems of some difficulty, could be supervising a team or individual
S
contributor or be an entry-level professional.
Example: Production engineer/production planning manager, key account manager systems analyst,
business process team leader
Clerical/Admin/Tech
Administrative and support level staff.
Example: Administrative employee—sales trainee, merchandiser, business process associate—junior
Manual Workforce
Employees in positions such as skilled-production worker, unskilled-production worker, and warehouse
handler.
Example: Assembler, loaders etc.

Data Collection Terms
The following are brief definitions of some of the concepts that are used within the data collection
materials.
Mandatory Salary Increase Budget

This is an increase that is mandated by either a government or by a union. It could apply to the entire
company or to different groups in the organization.
Merit Salary Increase Budget
t
The amount of any nonguaranteed, individual performance-based increases, including merit lump sums.
r
The budget percentage is calculated by dividing the sum of increases granted/anticipated in the year,
o
divided by the total salaries of all eligible employees, whether or not they received a merit increase.
p
Note: For India the numbers represent a percent of total fixed pay.
e
General Salary Increase Budget
R
Any increases given over and above the merit salary and mandatory increase. The budget percentage is
e
calculated by dividing the sum of increases granted/anticipated in the year, divided by the total salaries of
l
all eligible employees, whether or not they received a general increase. General increase includes market
p
correction, special adjustment and promotional budgets.
m
a
Total Salary Increase Budget
S
The total amount of all increases combined (that is, merit increases plus general increases plus
mandatory salary increases).
Special Adjustment and/or Miscellaneous Budget

The amount of any salary adjustment granted to an employee for a special, or unique, situation that is not
typically covered by a merit increase. This would include market, equity, or "hot skills" adjustments. The
budget percentage is calculated by dividing the sum of increases granted/anticipated in the year, divided
by the total salaries of all eligible employees, whether or not they received a special adjustment and/or
miscellaneous increase.

Promotional Budget
The amount of any promotional increase granted to an employee for receiving a promotion. The budget
percentage is calculated by dividing the sum of increases granted/anticipated in the year, divided by the
total salaries of all eligible employees, whether or not they received a promotional increase.
Salary Structure Movement

This is an increase that is applied to the salary grades and bands to reflect movements in the market. In
other words, this represents an increase to the salary structure and not an individual or employee group
t
increase.
por
Re
pl e
a m
S

Participant List
Manufacturing Services
ABC Ltd ABC Ltd

ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
t
ABC Ltd ABC Ltd
r
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
o
ABC Ltd ABC Ltd
p
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
e
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
R
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
e
ABC Ltd ABC Ltd
l
ABC Ltd ABC Ltd
p
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
m
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
a
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
S
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd ABC Ltd
ABC Ltd
ABC Ltd
ABC Ltd
ABC Ltd
ABC Ltd
ABC Ltd

Number of Participants per Country
Country Participants Country Participants
Angola 10 Haiti 10
Antigua 10 Honduras 10
Argentina 10 Hong Kong 10
Aruba 10 Hungary 10
Australia 10 India 10
Austria 10 Indonesia 10
Azerbaijan 10 Ireland 10
Bahamas 10 Isle of Man 10
t
Bahrain 10 Israel 10
r
Barbados 10 Italy 10
o
Belgium 10 Jamaica 10
Belize 10 Japan 10
p
Bermuda 10 Jordan 10
e
Bolivia 10 Kazakhstan 10
Botswana 10 Kenya 10
R
Brazil 10 Korea 10
Bulgaria 10 Kuwait 10
l e
Canada 10 Latvia 10
Cayman Islands 10 Lebanon 10
p
Chile 10 Lesotho 10
China 10 Lithuania 10
m
Columbia 10 Luxembourg 10
a
Costa Rica 10 Macau 10
S
Croatia 10 Malawi 10
Cyprus 10 Malaysia 10
Czech Republic 10 Malta 10
Denmark 10 Mexico 10
Dominican Republic 10 Morocco 10
Ecuador 10 Mozambique 10
Egypt 10 Netherlands 10
El Salvador 10 Netherlands Antilles 10
Estonia 10 New Zealand 10
Fiji 10 Nicaragua 10
Finland 10 Norway 10
France 10 Oman 10
Georgia 10 Panama 10
Germany 10 Papua New Guinea 10
Ghana 10 Peru 10
Gibraltar 10 Philippines 10
Greece 10 Poland 10
Guam 10 Portugal 10
Guatemala 10 Puerto Rico 10
Guernsey 10 Qatar 10
Guyana 10 Romania 10

Country Participants Country Participants
Russia 10 Thailand 10
Saipan 10 Trinidad and Tobago 10
Saudi Arabia 10 Tunisia 10
Serbia 10 Turkey 10
Singapore 10 Uganda 10
Slovakia 10 Ukraine 10
Slovenia 10 United States 10
South Africa 10 United Arab Emirates 10
Spain 10 United Kingdom 10
Sri Lanka 10 Uruguay 10
t
Suriname 10 Vanuatu 10
r
Swaziland 10 Venezuela 10
Sweden 10 Vietnam 10
o
Switzerland 10 Yemen 10
p
Taiwan 10 Grand Total xx,xxx
e
Tanzania 10
l e R
m p
S a

About Aon
Aon is the global leader in human resource solutions. The company partners with organizations to solve
their most complex benefits, talent and related financial challenges, and improve business performance.
Aon esigns, implements, communicates, and administers a wide range of human capital, retirement,
investment management, health care, compensation, and talent management strategies. With more
than 29,000 professionals in 90 countries, Aon makes the world a better place to work for clients and
their employees. For more information on Aon, please visit
www.aon.com
t
© 2018 Aon plc. All rights reserved.
r
To protect the confidential and proprietary information included in this material, it may not be disclosed
o
or provided to any third parties without the prior written consent of Aon.
p
Aon does not accept or assume any responsibility for any consequences arising from any person,
e
other than the intended recipient, using or relying on this material.
R
Authorized and regulated by the Financial Services Authority.
pl e
a m
S

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Performance, Reward & Talent

Country Salary Planning Report

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Global Salary Increase Survey Report Availability 3

Overview of Survey Results xx

Pay and Performance xx

The <Country Name> country report consist of xxx companies.

Country Salary Planning Report 2018-2019 1

Country Salary Planning Report 2018-2019 2

Country Salary Planning Report 2018-2019 3

Country Salary Planning Report 2018-2019 4

Country Salary Planning Report 2018-2019 5

<< Brief Write up>>

Country Salary Planning Report 2018-2019 6

Country Salary Planning Report 2018-2019 7

<<Brief write up>>

Country Salary Planning Report 2018-2019 8

Country Salary Planning Report 2018-2019 9

Country Salary Planning Report 2018-2019 10

Country Salary Planning Report 2018-2019 11

Actual 2018 Projected 2019

Other Increase Budgets

Actual 2018 Projected 2019

Country Salary Planning Report 2018-2019 12

All Employees Top Executive/Sr. Mgmt

Middle Management Junior Mgmt/Prof./Supv

Country Salary Planning Report 2018-2019 13

All Employees Top Executive/Sr. Mgmt

Middle Management Junior Mgmt/Prof./Supv

l e R Clerical/Admin/Tech Manual Workforce

Country Salary Planning Report 2018-2019 14

Country Salary Planning Report 2018-2019 15

Country Salary Planning Report 2018-2019 16

Country Salary Planning Report 2018-2019 17

Country Salary Planning Report 2018-2019 18

<<Brief write up>>

<<Brief write up>>

Adjustments made to the global/regional plan at the country level

Country Salary Planning Report 2018-2019 19

<<Brief write up>>

Individual performance awards 100.0% (100)

Country Salary Planning Report 2018-2019 20

Individual performance awards

Country Salary Planning Report 2018-2019 21

Country Salary Planning Report 2018-2019 22

All Services 100.0% (100)

Country Salary Planning Report 2018-2019 23

<<Brief write up>>

Top Executive/Sr. Mgmt

Country Salary Planning Report 2018-2019 24

Country Salary Planning Report 2018-2019 25

Average percent of Employees

LTI Earning Opportunity / Potential Gain as a percentage of Total Fixed Pay

Average LTI Earning

Country Salary Planning Report 2018-2019 26

<<Brief write up>>

Country Salary Planning Report 2018-2019 27

All Manufacturing 100.0% (100)

Country Salary Planning Report 2018-2019 28

All Services 100.0% (100)

Country Salary Planning Report 2018-2019 29

Country Salary Planning Report 2018-2019 30