To protect the confidential and proprietary information included in this material, it may not

be disclosed or provided to any third parties without the approval of Hewitt Associates LLC.
Mid-Year view on
Performance & Reward Trends in India
July 2009
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The current economic crisis is deeper and broader than many of us initially imagined it would be. Stock market fluctuations,
shrinking business and consumer credit, job losses, and government interventions are all uneasy reflections of managing business
in today's environment.
Organisations in order to bridge the gap between shrinking margins and declining business opportunities are compelled to
reevaluate their cost structures. Even though the war is global, for Indian businesses, the stakes are high since our success is
largely contributed by harnessing global talent together, which by far is the most vulnerable commodity in both good and not so
good times. organisations have focused on getting a better return on their people cost and hence are focused on productivity,
utilization and innovation.
Hewitt has been working actively with organisations in reworking the business and performance agenda. In our commitment to
come back to the market we conducted a mid year dip stick research across 137 organisations to study and analyze their decisions
on actual salary increase, variable pay and other survival tactics in combating the current downturn and more focused on revival.
As India Inc. recovers from the initial shock of the downturn, it is interesting to see that organisations are adopting a mix of
deliberate, optimistic, yet slightly cautious strategies for managing rewards and performance.
The subsequent slides display detailed results on the following: Salary Revision, Salary Freeze, Salary Reduction, Salary Increase
by employee group, by industry & by performance ratings, Variable Pay Plan, Layoffs and Attrition
Introduction
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Content
1
2
3
4
Survey Highlights
Definition Of Terms
5
6
Variable Pay Plans
Layoffs
Salary Increase
Salary Revision and Salary Freeze
7
Attrition
8
Participant List
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Survey Highlights
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Mid-Year survey on Performance & Reward Trends in India
Survey Highlights
Hewitt Associates has recently concluded a Mid-Year survey on Performance & Reward Trends in India. The intent was to capture
the potential changes and considerations with regards to 2009 salary increase budgets. This survey was a follow up to Hewitt's
India Salary Increase Survey which focused on changes to salary increase budgets post the downturn phase.
The survey measures actual salary increases and compensation practices for five specific employee levels - top executive, senior
management, middle management, junior manager/professional/ supervisor and manual workforce.
Information used in this report was collected during the period of May to June 2009.
A total of 137 organisations participated in this survey across 9 primary industries.
The following is a brief summary of the results:
Salary Revision Cycle: Approximately 30% of the organisations have deferred their salary revision cycle. Typically, the salary
revisions have been deferred from the month of April to July or October.
Salary Freeze & Salary Reduction: 16% of the organisations have a salary freeze currently. These are mainly organisations in the
Financial Services, IT & ITES sectors. Salary reduction is not very prevalent, only 6% of the organisations have reduced salaries.
6
[Title MM/DD/YYYY]
Performance & Reward Trends in India
Survey Highlights
7.2
8.8
8.4
8.0
7.4
2009
Projected
10.8
14.3
13.8
13.2
12.4
2008
7.7
9.5
8.7
8.1
7.3
Mid Year
2009
11.3 11.9 11.4 9.7 9.5 7.7 10.2 12.4 Manual Workforce
15.9 16.0 15.4 14.3 12.6 10.9 14.5 15.1
Junior Manager / Supervisor /
Professional
15.7 15.0 14.5 13.3 12.0 10.7 13.8 14.9 Middle Management
14.9 13.9 13.9 12.2 10.9 10.0 13.6 14.7 Senior Management
13.9 13.9 13.9 12.2 10.9 10.0 13.6 14.7 Top Executive
2007 2006 2005 2004 2003 2002 2001 2000 Employee Groups
Overall Salary Increases: The overall salary increase for all participants averaged at 8.5%.
Almost all employee levels have been impacted by the reduction in salary increase budgets. Interestingly, employees at the
junior manager/professional/supervisor levels have received the highest increase for the 10th year in succession.
7
[Title MM/DD/YYYY]
Performance & Reward Trends in India
Survey Highlights
Performance Management System: Companies are increasingly differentiating rewards on the basis of performance. There is a
stricter identification of top and bottom performers. With smaller budgets for salary increases, companies are focusing on keeping
their high performers motivated with relatively high salary increases, while those with lower performance get a smaller share of the
pie.
Variable Pay Plans: The economic downturn has forced organisations to bring all compensation plans under the lens. Variable pay
plans in particular are being rigorously evaluated for their return on compensation spend. There has been an almost 15% change in
the overall actual variable payout in 2009 as compared to the original target. Some of the changes that organisations have made to
their variable pay plan include realigning performance goals to business realities, increasing the weightage to individual
performance components, reducing the target payout amounts and limiting the pool of employees eligible for variable pay.
2.9% Information Technology 11.1% Pharmaceuticals
9.5%
10.8%
Highest Salary Increase
Telecom
Manufacturing
Industry
Financial Services
ITES
Industry
5.2%
4.4%
Lowest Salary Increase
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[Title MM/DD/YYYY]
Definition of Terms
Employee Groups
The survey focuses on the following employee groups:
Top Executive : Top Executives shape and interpret corporate policy, organize corporation wide and cross business unit
programs, impact overall corporate direction, and have a major impact on the achievement of corporation goals.
Example: CEO's, Country Head/Country Manager
Senior Management : Senior managers play a key role in both short-term and long-term decision-making of a major function
area or business unit, direct or coordinate activities within two or more major departments, establish policy and have a major
impact on the achievement of the business unit or function goal.
Example: Head of Manufacturing Operations, Head of Finance, Head of Sales and Marketing, Head of Information Technology
Middle Management : Middle management are first-line managers, who manage the activities of one major department and set-
up standard procedure and policy or lead projects or programs which have broad effect on overall policy and achievement of
organisation-wide objectives.
Example: Plant Manager, Business Unit Controller, Marketing Manager, Systems Manager/Project Manager IT
Junior Manager/Supervisor/Professional : Provide day-to-day management of a team, have knowledge of a specialized field of
technical or administrative function and resolve problems of some difficulty, could be supervising a team or individual contributor
or be entry level professionals.
Example: Production Engineer, Accounting Manager, Sales Manager, Systems Analyst, Business Process Team Leader
Manual Workforce : Employees are in positions such as Skilled-Production Worker, Unskilled-Production Worker and
Warehouse Handler.
Example: Helpers, Loaders
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Salary Revision Cycle and Salary Freeze
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The most prevalent month for salary revision is April, fifty-four percent (53.3%) of the organisations revise their salaries in this
month. Only fifteen percent (15.3%) of the organisations revise their salaries in the month of January and ten percent (9.5%) of the
organisations revise the same in the month of July.
Salary Revision Salary Revision
Deferral of Salary Revision Cycle Deferral of Salary Revision Cycle
Almost thirty percent (29.2%) of the organisations have
deferred their salary revision cycle. These mainly
include, sectors such as Services, ITES,
Automotive/Auto Ancillary and Financial Services.
Seventy seven percent (76.9%) of the organisations
have deferred the revision cycle for all employees and
twenty three percent (23%) have done so for selected
employees (primarily middle management and above)
Thirty five percent (34.6%) of the organisations have
deferred their salary revision cycle to the month of July
while twelve percent (11.5%) have deferred their salary
revision to the month of October
Salary Revision Cycle
Deferral of Salary Revision Cycle
Yes 29.2%
No 70.8%
Industry wise deferral of Salary Revision
By Industry:
By Employee Group:
New Salary Revision Month:
Service includes the following industries : Professional Services, Infrastructure, Retail (incl. Wholesale & Distribution) and Hotels
62.5%
46.7%
42.9%
38.5%
31.8%
28.0%
21.7%
5.3%
0.0%
0%
10%
20%
30%
40%
50%
60%
70%
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Industrywise Deferral Of Salary Revision
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Salary Freeze Salary Freeze
Only sixteen percent (16%) of the organisations have a salary freeze currently.
The graph below explains how companies have handled the salary freeze across various employee groups.
Typically, the salary freeze is for all employees (63%), however it is interesting to note that thirty seven percent (36.8%) of the
organisations have frozen the salaries for Top Executives only
Salary Freeze
63.2%
36.8%
18.4%
5.3%
2.6%
2.6%
0%
10%
20%
30%
40%
50%
60%
70%
All Employees Top Executive Senior
Management
Middle
Management
Junior Manager Manual Workf orce
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Salary Freeze by Industry
Forty six percent (46%) of the Financial Service organisations have frozen salaries, followed by thirty three percent (33%) of IT
organisations
46.2%
33.3%
21.4%
14.3%
12.5%
4.8%
4.3%
0.0%
0.0%
0%
10%
20%
30%
40%
50%
60%
70%
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Salary Freeze by Industry
Financial Services IT ITES
Automotive/Auto Ancillary Service Manufacturing
FMCG/FMCD Pharmaceutical Telecom
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Overall Salary Reduction Overall Salary Reduction
Overall Salary Reduction in 2009
Only six percent (6.0%) of organisations have given a salary reduction to their employees. Out of these, fifty
percent (50%) have given a reduction to all employees. The reduction is in the range of 3% - 10% with an
average of 5.75%
Sixty three percent (62.5%) of the organisations have given a salary reduction to the top executives only.
The reduction is in the range of 3% - 30% with an average of 11.5%.
There is no clear industry trends, it seems like salary reduction is taking place on a case to case basis.
Overall Salary Reduction
No 94.0%
Yes 6.0%
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Salary Increase
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Overall Previous Forecast Overall Previous Forecast
The initial budget forecast by organisations for their salary increase budget was around thirteen percent (12.9%) whereas the
overall actual salary increase is 8.5%
Out of the responding organisations, sixty two percent (61.9%) have reported that their salary increase budget is different from the
previous forecast.
Previous Forecast & Salary Increases for 2009
Actual Salary Increase for 2009 by Employee Group Actual Salary Increase for 2009 by Employee Group
Manual Workforce
Junior Management
Middle Management
Senior Management
Top Executive
Overall
Employee Group
7.7%
9.5%
8.7%
8.1%
7.3%
8.5%
Actual Salary Increase
2009 (%)
The Overall Salary Increase stands at 8.5%
across all employee groups.
Top Executive and Senior Management
have received slightly lower increases in
comparison to the other employee groups.
Junior Management continues to receive the
highest salary increase. We had observed a
similar trend in the Salary Increase Survey
conducted from December 2008 through
February 2009
16
[Title MM/DD/YYYY]
Salary Increase: By Industry And Employee Group
Note: The above salary increases are on Total Cost to Company (TCC). These do not include increases given due to promotional/special
adjustment budgets.
- 7.6% -
10.2% 14.6% 11.1%
8.6% 10.3% 9.2%
8.6% 10.5% 9.0%
9.0% 11.2% 9.2%
Service Sector
5.2% 5.7% 3.3%
3.7% 4.0% 2.7%
1.6% 5.2% -
8.6% 9.6% -
6.5% 12.7% -
4.5% 6.7% 3.3%
7.3% 9.5% 7.7% All Companies
Industry
Pharmaceutical
Automotive/Auto Ancillary
Manufacturing Sector
Service
All Manufacturing
Telecommunications Services
Financial Services
ITES
Information Technology
FMCG/FMCD
Manufacturing
All Service
Top
Executive
Junior
Manager
Middle
Management
Manual
Workforce
Senior
Management
All
Employees
-
11.1%
9.3%
10.8%
10.1%
5.2%
2.9%
4.4%
9.5%
-
5.7%
8.5%
7.4%
11.3%
9.7%
9.5%
9.8% 10.1%
10.0%
9.7%
12.0%
6.3%
5.9%
3.9%
4.9%
9.3%
11.4%
6.3%
8.7%
3.1%
4.0%
5.6%
8.1%
5.3%
8.4%
8.7%
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[Title MM/DD/YYYY]
Overall Salary Increases : By Industry
The Pharmaceutical sector has given the highest salary increases in 2009 at 11.1 percent, followed by Manufacturing (10.8 percent).
Telecom and FMCG have maintained nearly the same salary increases (9.5 percent and 9.3 percent respectively).
On the other hand, the economic downturn has taken its highest toll on salary increases for the IT, ITES and Financial Services
sectors. The IT sector was already seeing a downward trend over the last few years but the curve has dipped even more sharply this
year
Salary Increase by Industry
9.3%
2.9%
5.2%
10.8%
9.5%
11.1%
4.4%
8.5%
0%
3%
6%
9%
12%
15%
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Top Executive & Senior Management Top Executive & Senior Management
Salary Increases in 2008-2009 & 2009-2010
The ITES, IT & Financial Services
sectors have seen the maximum
drop in the salary increases for
Top Executives & Senior
Management
These are the sectors that have
witnessed the highest salary
freezes as well
Interestingly, the employee group
that has got most impacted by the
salary freezes / salary reduction
is Top Executives.
10.2%
8.6%
1.6%
15.0%
14.2%
11.5%
10.4%
16.7%
3.7%
5.2%
8.6%
6.5%
8.6%
10.9%
9.7%
10.3%
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6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
18.0%
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Overall Salary Increases (2009-2010) Overall Salary Increases (2008-2009)
Top Executives
7.4%
9.5%
3.1%
11.2%
17.5%
11.3%
9.7%
5.6%
4.0%
8.7% 8.4%
12.7% 9.9%
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15.7%
14.0%
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6.0%
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10.0%
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14.0%
16.0%
18.0%
20.0%
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Overall Salary Increases (2009-2010) Overall Salary Increases (2008-2009)
Senior Management
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[Title MM/DD/YYYY]
Middle & Junior Management Middle & Junior Management
Salary Increases in 2008-2009 & 2009-2010
6.3%
14.8%
11.9%
19.3%
11.4%
9.3%
12.0%
9.7%
10.0%
5.9%
3.9%
4.9%
11.0%
13.9% 13.1%
15.5%
15.9%
9.4%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
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Overall Salary Increases (2009-2010) Overall Salary Increases (2008-2009)
10.5%
14.3%
12.4%
19.6%
12.7%
9.6%
5.2%
4.0%
5.7%
10.3%
14.6%
7.6%
19.0%
15.4% 15.5%
13.9%
10.6%
10.3%
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5.0%
10.0%
15.0%
20.0%
25.0%
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Overall Salary Increases (2009-2010) Overall Salary Increases (2008-2009)
Middle Management
Junior Management
While the sectors which have the
maximum drop in salary
increases remain the same as the
Top & Senior Management
employee group (i.e. ITES, IT &
Financial Services) the
percentage drop is significantly
lower.
Both these employee groups are
the ones that witness the highest
salary increases year on year.
The Service sector has infact
given higher salary increases
than last year
20
[Title MM/DD/YYYY]
Overall Merit Increase by Performance Rating 2009 Overall Merit Increase by Performance Rating 2009- -2010 2010
Merit Increases by Performance Ratings
3.2%
13.8%
52.2%
23.7%
7.1%
Employee %
Did Not Meet Expectations
Partially Met Expectations
Met Expectations
Exceeding Expectations
Far Exceeding Expectations
Performance Ratings
0.4%
4.8%
8.9%
12.6%
17.0%
Overall Merit Increase
The higher focus on
performance and productivity,
along with reduced budgets
has led to the bell curve
getting sharper
Sixty nine percent (69.2%) of
the employees got a rating of
met expectations or below.
1.5 2007
1.8 2008
1.9 2009
Far Exceeds: Meets Expectations Year
While the percentage of employees being rated as far exceeds
expectations has gone down, the salary increases awarded to this
category are almost two times higher than that provided to employees
who meet expectations
All other ratings have taken a hit, with significant reduction in salary
increases. Does not meet expectations, understandably being the worst
affected.
21
[Title MM/DD/YYYY]
Overall Merit Increase by Performance Rating 2009 Overall Merit Increase by Performance Rating 2009- -2010 2010 By Industry By Industry
Merit Increases by Performance Ratings By Industry
1.8 Service
1.7 Pharmaceutical
2.5 Financial Services
2.0 FMCG/FMCD
2.5 Information Technology
2.2 ITES
2.0 Manufacturing
1.7
Telecommunications
Services
1.7 Automotive/Auto Ancillary
1.9 All India
Far Exceeds: Meets Expectations Industry
One of the greatest challenges for organisations
during a financial crisis is retaining and motivating
its top performers.
With smaller budgets for salary increases,
companies are focusing on keeping their high
performers motivated with relatively high salary
increases.
Hence, it is not surprising that in almost every
sector, employees who were rated as far exceeds
expectations, have received a salary increase that
is almost two times higher than that provided to
employees who only met expectations.
22
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Variable Pay Plans
23
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Prevalence of Variable Pay Plan by Industry Prevalence of Variable Pay Plan by Industry
Variable Pay Plans by Industry
Eighty nine percent (88.7 %) of organisations have a Variable Pay Plan.
100.0% 100.0%
92.3%
89.5%
86.4%
83.3%
80.0%
71.4%
66.7%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
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Spending On Variable Pay Awards
Spending on variable pay awards as a percent of total cash compe Spending on variable pay awards as a percent of total cash compensation nsation
9.6%
12.4%
15.9%
17.8%
10.9%
Actual Payout
2009(%)
4.2%
5.6%
10.1%
21.3%
14.7%
Percentage
Change
10.0% Junior Management
13.1% Middle Management
17.5% Senior Management
21.6% Top Executive
12.5% Overall
Target Payout
2009 (%)
Employee Group
There has been a fifteen percent (14.7%) change in the overall actual variable payout in 2009 as compared to the original target.
The percentage change in the Target vs. Actual Variable Payout is maximum for Top Executives & Senior Management
25
[Title MM/DD/YYYY]
Change in Variable Pay Plan for 2009-2010
Changes in Variable Pay Plans
12.9%
28.6%
12.5%
71.0%
53.1%
21.9%
15.6%
22.9%
18.8%
12.5%
15.6%
15.6%
56.3%
40.0%
53.1%
6.5%
12.5%
9.7%
8.6%
12.5%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
Eligibility
Funding
Individual Performance
Components
Payout targets
Performance Goals
Decrease Maintain Increase Unsure
These changes include:
Realigning performance goals to business realities.
For eg - instead of focusing on measures like growth
or increase in top line there is higher focus on
measures like customer retention or feedback and
managing costs
Higher weightage to the individual performance
components, especially at Junior and Middle
Management levels where there is limited ability of
individuals to impact organisational performance
Reduce the target payout amounts
Limit the pool of employees eligible for variable
pay. In this instance the companies are focusing on
Hi-Pool talent and ensuring that in downturn
environment key employees have the opportunity to
earn the reward for the effort and performance that
they put in.
Twenty eight percent (28%) of the responding organisations in the survey have made some kind change to their variable pay plan.
It is however important to note that organisations continue to believe that variable pay plans play an important role in driving
performance and right behaviors and that is the reason that we have not seen companies across sectors discontinue their
variable pay plans
26
[Title MM/DD/YYYY]
Layoffs
27
[Title MM/DD/YYYY]
Layoffs in 2008 Layoffs in 2008 - - 2009 2009
Layoffs
Thirteen percent (13.4%) of the organisations have reported layoffs in the
year 2008-09.
On an average, six percent (6%) of the employees were laid off in 2008-
2009. Out of this, sixty one percent (61%) were across all employee groups
and forty four percent (44%) were junior managers
61.1%
44.4%
16.7% 16.7%
11.1%
0.0%
0%
10%
20%
30%
40%
50%
60%
70%
Across Employee
Groups
Junior Manager Middle Management Manual Workforce Senior Management Top Executive
Percent of Organisations Reporting Layoffs
Yes 13.4%
No 86.6%
This graph represents the level wise break up of 13.4 % organisations that have reported lay off
28
[Title MM/DD/YYYY]
Layoffs in 2009 Layoffs in 2009 - - 2010 2010
Layoffs
Only five percent (4.9%) of the organisations are considering layoffs
in the year 2009-2010.
Yes 4.9%
No 77.0%
Unsure
18.0%
12.5% 12.5%
8.3% 8.3%
4.2%
0.0%
0%
2%
4%
6%
8%
10%
12%
14%
Across Employee
Groups
Junior Manager Middle Management Manual Workforce Senior Management Top Executive
Percent of Organisations Reporting Layoffs
This graph represents the level wise break up of 4.9 % organisations that have reported lay off
29
[Title MM/DD/YYYY]
Attrition
30
[Title MM/DD/YYYY]
Overall Attrition by Industry Overall Attrition by Industry
Attrition
Overall Attrition by Industry
26.8% 25.9%
18.7%
16.5%
14.8%
12.3%
12.1%
0%
10%
20%
30%
40%
F
i
n
a
n
c
i
a
l

S
e
r
v
i
c
e
s
I
T
E
S
P
h
a
r
m
a
c
e
u
t
i
c
a
l
S
e
r
v
i
c
e
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a
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u
f
a
c
t
u
r
i
n
g
F
M
C
G
/
F
M
C
D
I
T
Attrition data includes Employee Groups across all levels of Management including Sales
31
[Title MM/DD/YYYY]
Overall Attrition by Industry and Employee Group Overall Attrition by Industry and Employee Group
Attrition
- -
- 13.6%
12.5% -
- 26.3%
12.2% 15.1%
Service Sector
- -
- -
- -
- - -
- -
19.1% 13.3%
15.0% 14.5%
13.5%
12.7%
10.1%
-
13.4%
16.1%
11.3%
12.0%
11.6%
-
-
12.0%
-
-
13.3%
16.5%
17.6%
16.1%
13.7%
16.3%
14.2%
11.6%
14.0%
19.1%
11.2%
26.8%
12.1%
25.9%
-
-
18.7%
12.3%
Industry Top Executive
Senior
Management
Middle
Management
Junior
Manager
Manual
Workforce
All
Employees
Manufacturing Sector
Automotive/Auto Ancillary
Pharmaceutical
FMCG/FMCD
Manufacturing 14.8% 6.1%
All Manufacturing 14.9% 19.4%
Financial Services
Information Technology
ITES
Telecommunications Services
Service
All Service
All Companies 13.8%
14.7%
24.6%
18.6%
16.1%
16.3%
18.2%
23.0%
21.9%
11.0%
12.2%
32
[Title MM/DD/YYYY]
Participant List
33
[Title MM/DD/YYYY]
A.O. Smith India Water Heating
AAM
ADC (India) Communications &
Infotech
AEGON Religare Life Insurance
Company
AES
Alcatel-Lucent
Allergan
American Express
American Express (ITES)
Apollo Health Street
Apple
Arbitron Technology
Avery Dennison
Avery Dennison (RIS)
BAUER Corporate Services
Becton Dickinson
Benetton
Bharat Bijlee
BMR Advisors
BMW India
BNP Paribas
Boeing International
Bose Corporation
Bharti Airtel
Canon
Cargill
Castrol
Coca-Cola India
Computer Sciences Corporation
Consona Software
Convergys India Services
CrimsonLogic
Cypress Semiconductor
Datacraft
DBS Bank
Diageo
Domino Printech
Eaton Power Quality
Firstsource Solutions
Flextronics Technologies
Ford India
Franklin Templeton Asset
Management
Franklin Templeton International
Services
Fullerton Securities
Participant List by Company Name
34
[Title MM/DD/YYYY]
GE Capital
General Electric
General Mills
Givaudan
Godrej & Boyce
GSK Consumer Healthcare
Heidelberg Cement
Hindustan Coca-Cola Beverages
Honda Motorcycle & Scooter
HP
HSBC Global Resourcing
IDBI Fortis Life Insurance
Idea Cellular
Infosys BPO
Intel
ITC Hotels
John Crane Sealing Systems
John F Welch Technology Centre
JSW Steel
Jubilant Organosys
Kellogg
Kemwell
Kluber Lubrication
Kohler
Korn Ferry
Lanxess
L'Oreal
Lupin
Manipal Acunova
Marathon Electric Motors
Mattel Toys
MetLife India
Musashi Auto Parts
Nestle
Nissan Motor
Nokia
Novartis
Novo Nordisk
PepsiCo
Perfetti Van Melle
Pfizer
PHI Seeds
Philips Electronics
Principal Pnb Asset Management
Company
Pulsar Knowledge Centre
Quatrro BPO Solutions
Quintiles
Participant List by Company Name
35
[Title MM/DD/YYYY]
Rambus Chip Technologies
Ranbaxy Laboratories
Reliance Infrastructure
RFCL (Chemicals)
RFCL- Pharmaceutical
RM Education Solutions
Robert Bosch Engineering &
Business Solutions
Rockwell Automation
Royal Sundaram Alliance Insurance
Company
Sandoz
Schering Plough
Schneider Electric
Schreiber Foods
SI Group
Siegwerk
Simon Carves
Steria
Steria - ITES
Swarovski
Symphony Marketing Solutions
Target Corporation
Tata AiG General Insurance
Tata Communications
TCS e-Serve
Tech Mahindra
Technip KT
Tetra Pak
The Nielsen Company
Thomson Reuters
Toyota Kirloskar
UCB
Unisys Global Services
Unitech Wireless
ValueSource Technologies
Virage Logic
Virbac Animal Health
Virgin Mobile
Visa Worldwide
Woodward Governor
Woolworths Wholesale
Wrigley (Commercial)
Wrigley (Supply Chain)
Wyeth Limited
Yahoo
Zenta
Zydus
Participant List by Company Name
36
[Title MM/DD/YYYY]
Automotive/Auto Ancillary
AAM
BMW India
Ford India
Honda Motorcycle & Scooter
Musashi Auto Parts
Nissan Motor
Toyota Kirloskar
Telecommunications Services
Bharti Airtel
Idea Cellular
Tata Communications
Unitech Wireless
Virgin Mobile
Information Technology
ADC (India) Communications &
Infotech
Alcatel-Lucent
Apple
Arbitron Technology
BAUER Corporate Services
Boeing International
Computer Sciences Corporation
Consona Software
CrimsonLogic
Cypress Semiconductor
Data craft
Flextronics Technologies
HP
Intel
Information Technology
John F Welch Technology Centre
Philips Electronics
Rambus Chip Technologies
RM Education Solutions
Robert Bosch Engineering &
Business Solutions
Steria
Tech Mahindra
Unisys Global Services
ValueSource Technologies
Virage Logic
Yahoo
Participant List by Industry Name
37
[Title MM/DD/YYYY]
Financial Services
AEGON Religare Life Insurance
Company
American Express
BNP Paribas
DBS Bank
Franklin Templeton Asset
Management
Fullerton Securities
GE Capital
IDBI Fortis Life Insurance
MetLife India
Principal Pnb Asset Management
Company
Royal Sundaram Alliance Insurance
Company
Financial Services
Tata AiG General Insurance
Visa Worldwide
FMCG/FMCD
A.O. Smith India Water Heating
Bose Corporation
Canon
Cargill
Castrol
Coca-Cola India
Diageo
General Mills
Givaudan
FMCG/FMCD
Godrej & Boyce
GSK Consumer Healthcare
Hindustan Coca-Cola Beverages
Kellogg
Kohler
L'Oreal
Mattel Toys
Nestle
Nokia
PepsiCo
Perfetti Van Melle
Schreiber Foods
Wrigley (Commercial)
Wrigley (Supply Chain)
Participant List by Industry Name
38
[Title MM/DD/YYYY]
Manufacturing
AES
Avery Dennison
Avery Dennison (RIS)
Bharat Bijlee
Domino Printech
Eaton Power Quality
General Electric
Heidelberg Cement
John Crane Sealing Systems
JSW Steel
Kluber Lubrication
Lanxess
Marathon Electric Motors
RFCL (Chemicals)
Rockwell Automation
Manufacturing
PHI Seeds
Schneider Electric
SI Group
Siegwerk
Simon Carves
Technip KT
Tetra Pak
Woodward Governor
Service
Benetton
BMR Advisors
ITC Hotels
Korn Ferry
Reliance Infrastructure
Swarovski
The Nielsen Company
Woolworths Wholesale
Participant List by Industry Name
39
[Title MM/DD/YYYY]
Pharmaceutical
Allergan
Becton Dickinson
Jubilant Organosys
Kemwell
Lupin
Manipal Acunova
Novartis
Novo Nordisk
Pfizer
Quintiles
Ranbaxy Laboratories
RFCL
Sandoz
Schering Plough
Pharmaceutical
UCB
Virbac Animal Health
Wyeth
Zydus
ITES
American Express
Apollo Health Street
Convergys India Services
Firstsource Solutions
Franklin Templeton International
Services
HSBC Global Resourcing
Infosys BPO
Pulsar Knowledge Centre
Quatrro BPO Solutions
ITES
Steria
Symphony Marketing Solutions
Target Corporation
TCS e-Serve
Thomson Reuters
Zenta
Participant List by Industry Name
40
[Title MM/DD/YYYY]
Thank you for your Participation.
For any further queries, please feel free to reach out to the Survey Coordinator:
Mehak Awasthy, mehak.awasthy@hewitt.com,
or send a mail to: apac_sis@hewitt.com
Thank You!!