2023 Deloitte India Benefits Survey

2023 Deloitte
India Benefits
(DIBS) Trends
Benefits Value Proposition and Trends

Benefits in the Post Pandemic World
Deloitte India
May 2023
Private and Confidential | Not for Distribution | © 2023 Deloitte Touché Tohmatsu India LLP. All rights reserved |
Foreword
2
Dear Reader,
We are pleased to share the 2023 Benefit Trends by Deloitte India with you.
As the dust settles in on the Pandemic and we march towards a more progressive Post Pandemic World, Employee Benefits have evolved to
be a key element of the Employee Value Proposition. The world saw a paradigm shift in the Benefits Landscape during the pandemic and
now that seems to be taking a firmer and formidable shape – a landscape which is going to guide employee benefits for the decade to
come. In such a time where employee satisfaction is paramount, employee benefits' importance to businesses is rising. Such benefits are an
essential part of any organization's overall compensation package. They are designed to help attract and retain the best talent, boost
productivity, and improve employee satisfaction.
In our endeavor to enable you, our client, with crisp insights and external data backed decision making, we have crafted this report to
provide you the relevant market inputs for your employee benefit questions.
In this report, we have outlined our approach for this study along with top benefits trends in India and various New Age Benefits.
We would sincerely want to thank you for contributing your valuable time and insights that led to the outcome of this research. We hope
you find it to be useful and enjoy reading it as much as we loved creating it.
If you have any questions with respect to the information within this report, please do not hesitate to contact us. We look forward to
working with you.
Anandorup Ghose Anubhav Gupta Neelesh Gupta Meghesh Nandi Mahima Chawla Poonam Dutt
Partner Partner Director Associate Director Consultant Consultant
anandorup@deloitte.com anubhgupta@deloitte.com neelgupta@deloitte.com mnandi@deloitte.com mahichawala@deloitte.com podutt@deloitte.com
Private and Confidential | Not for Distribution | © 2023 Deloitte Touché Tohmatsu India LLP. All rights reserved | The proposal is subject to commercial and risk clearances
Contents of this Document
3
# Page # Page
1. About the Benefits Survey 4 7.3 Flexible Work Arrangements 126
2. Participant Demographics 8 7.4 Health and Wellness 133
Key Decision Enablers to Benefits Strategy 7.5 Maternity and Related Benefits 141
3. Benefits Strategy Review 17 7.6 Hardship and Site Allowance 149
4. Insurance 8. Pay Related Policies
4.1 Hospitalization Insurance 25 8.1 Tax Efficient Benefits 159
4.2 Accident and Life Insurance 47 8.2 Sign on, Skill, and Retention Bonus 165
5. Paid Time Off 8.3 Rewards and Recognition 174
5.1 Leave and Holidays 58 9. Miscellaneous Benefits/Information
5.2 Working Hours & Overtime Pay 73 9.1 Meal Benefits 182
6. Travel policy 9.2 Higher Education 186
6.1 Domestic Travel Policy 79 9.3 Loans 193
6.2 International Travel Policy 90 9.4 Transport Facilities 200
6.3 Relocation Assistance 99 9.5 Communication Policy 203
7. Lifestyle & Wellness 9.6 Employee Referral 209
7.1 Car Policy 109 10. Participants
7.2 Housing Assistance 121 10.1 List of Participants 213
About the Benefits Survey
Study Methodology: Approach to Benchmarking
5
1 Questionnaire Design 2 Data Collection
• Identification of key Policies
across multiple Industries • Reaching out to key clients
for participation
• Identifying all possible elements

for each policy • Gather data from
participants across all
industries
• Designing questions for each
element across all policies
• Finalizing consolidated
questionnaire
4 Analysis
3 Validation
• Consolidation of data received
• Reviewing the data collected across all clients
from each client
• Uploading consolidated data in
• Reaching out to clients for our Benefits Analysis tool
closure of identified data gaps
• Identification of key Trends
• Receiving updated responses
where clients missed out on 5 Reporting* • Generating Market
data benchmarks for each policy
• Generating Report on multiple aspects such as: using Deloitte’s Benefits
Review and Analysis Tool
1. Key Benefit Trends
2. Detailed analysis and benchmarks for each benefit policy
*This report provides detailed analysis for white
collared employees only. • Sharing final report with all participating organizations
Glossary – Levels of Management
Levels of Management Deloitte Levels 6
AD1, AD2 Professional with a degree from an educational institution with up to a year of experience working
Entry Level
under the instructions and supervision of senior colleagues. Typically, individual contributors.
IC1, IC2, Provide day to day supervision and guidance to the team and may spearhead troubleshooting
Junior Management EIC2, EIC2 issues (especially for the entry-level staff). Can also be Senior Individual contributors.
PM1, PM2, First Line Managers & Managers of Managers. Manage activities of a department and set up policies
Middle Management and procedures. They may lead projects or programs which influence the achievement of a
DH1, DH2 department-wide objective.
Play a Key role in Short Term and Long-Term decision-making of a major functional area or a
Senior Management FH1, FH2 business unit and direct and coordinate the activities within them. Establish policy and drive the
achievement of the Unit or Function Goal.
Top Management BH1, BH2 CEO and Direct reports (n-1)
Glossary – Compensation Terminologies
7
Basic Salary Includes Basic Salary & Dearness Allowance
Includes Basic Salary & all Cash Allowances including but not limited to HRA, LTA, Books & Periodicals, Children Education,
Guaranteed Cash
Uniform Allowance, Professional Development, Hardship Allowance, Superannuation Allowance etc.
Total Fixed Pay Includes Guaranteed Cash & All retirement benefits such as Provident Fund, Gratuity, Superannuation & NPS
(TFP)
Cost to Company Includes Total Fixed Pay, Short Term Incentives (Performance Bonus, Sales incentives, Project Incentive Bonus) & Long-Term
Incentives (Stock options, Performance Shares, Restricted Stock, Phantom Stock, Deferred cash & Other LTI values)
(CTC)
Participant Demographics
8
Total number of Participating Organizations- 257, spanning across 6 major Industries:
Number of
Industry
Participants*
33%
IT/ITeS 85 32%
Manufacturing 81
Financial Services 30
Life Sciences 27
12%
Services 23 10%
9%
Consumer 11
4%
Total 257
IT/ITeS Manufacturing Financial Services Life Sciences Services Consumer
*Organizations which have presence/sub-entities in multiple industries have been represented as requested in the Demographics data
Transcending Landscape of Employee Benefits
Pre Covid Pre Covid 9
1. Car Benefits
2. Business Travel Employees were more focused on cash related
Prevalent?
what was
benefits/ perquisites that could be monetized to
3. Communication related benefits
ensure a better standard of living with minimal
4. Leaves & Working Hours focus on wellness & safety initiatives
Shift in Employee Preferences

5. Pay Related Practices
Trending Benefits
During Covid During Covid

1. Insurance
From the onset of covid, due to the
2. Loan Assistance uncertainty, employee focus shifted towards
What has
Prevalent?
what was
3. Assistance for WFH protection of self and dependents through
4. Health & Wellness

caused insurance with other wellness initiatives.
5. Communication Assistance this Extension of monetary support became critical

in emergency situations
change?
Post Covid Post Covid

1. Hybrid Working
2. Health & Wellness Employee focus on Insurance and wellness
continues to exist due to change in lifestyles
Prevalent?
what was
3. Insurance and increased probability of medical risks

4. Relocation Assistance Organizations are continuing to adapt Flexible
5. Business Travel Work Models to ensure work-life balance and
support employees in best possible way
New Age Employee Benefits
10
~ 1%
Millennials & Gen Zs together account for
Since
Generation
0 more than 60% of the total population, it is crucial to
Declining
understand their preferences. Below is the
~5% summary on Benefit Preferences for these generations:
Population
Baby Boomers
~29%
Inclusive and equitable work culture
Generation x focusing on Gender-Neutral Benefits
Decision ~37%
Makers Improved work-life balance to ensure
sufficient family time * Personal
Millennials development
New ~28%
Entrants Improved protection through Insurance
Generation Z Covers
To cater to the expectations of Millennial & Gen Zs, organizations are adding on to
the following new age benefits to stay relevant in the market:
Focus on Health & Wellness Initiatives
• Gender-Neutral Leave Policy • Return to Work Programs for new parents
• Menstrual Leave • Hybrid Working model
• Mental Wellness Leave • Increased Insurance cover
• Childcare Benefits over & above statutory • Inclusion of OPD cover
• Additional maternity benefits • Pet Care Policy Improved family care benefits relating to
• Virtual Care Programs • Fitness Benefits fertility, maternity, childcare, etc.
• Financial Consultation
Cost of Employee Benefits
11
Nifty 50 organizations to understand
We have analyzed
their benefits costs as a % of payroll cost.
Split of Employee Benefits Cost
The graph below represents the same:
Cost for differentiated

2% 2% employee benefits
20000-25000
5%
7% Insurances
8% Paid Time Off

INR Crores
Travel Benefits
51%
8% Communication Benefit
2400-3000 Rewards & Recognition

215-270 9% Health & Wellness
Car Benefit
Revenue Payroll Cost Benefits Cost
10%
Meal Benefit
8-15% of 21% Other Benefits*

5-12% of
Revenue Payroll Cost Differentiated Benefits
New Age/ Differentiated Benefits have a high impact on Gen Z

employees and leads to increased employee trust and loyalty towards
the organization. While compensation plays an important role in
employee retention, it is crucial to introduce these differentiated
employee benefits to ensure employee sticks around the organization.
*Other Benefits- Housing Assistance, Loans, Higher Education, Club

membership, etc.
Differentiated Benefits: Cost & Utilization
12
Estimated Cost per person Estimated
Benefit Category Benefit Name Practice to enhance utilization
(Median in per annum) Utilization
Highlight the concept of diversity & inclusion to

Gender-Neutral Leave Policy Shared Parental Leave - 35%
ensure uniform benefits for all employees
Encourage female employees to take this leave

Menstrual Leave Menstrual Leave - 15%
to comfort them during these days
Encourage employees to take such leaves to

Mental Wellness Leave Mental Wellness Leave - 25%
ensure decent work-life balance
Childcare Benefits over & Support employees in managing their work-life

Childcare Allowance INR 1,20,000 10%
above statutory better post childbirth
Ensure comfortable work environment while

Hybrid Working model Fixtures Reimbursement INR 12,000 85%
working from home
Encourage employees to top-up their plans to

Varies on the Sum Insured
Medical Insurance Increased Sum Insured 35% be protected against any unforeseen medical
amount
situation
Conduct D&I sessions to highlight the

Pet Care Policy Pet Leave/ Allowance INR 5,000 5%
importance of inclusivity
Have tie-ups for 24*7 online consultation with

Virtual Care Programs Online Consultation on wellness INR 4,000 55%
reputed medical chains
Have tie-ups with gym aggregators to provide

Gym / Fitness gear
Fitness Benefits INR 8,000 85% safe and convenient experience and promote
reimbursements
wellness
Conduct financial planning sessions to enhance

Session on Budgeting /
Financial Consultation INR 500 65% understanding of available tools and their
Increasing Financial literacy
benefits
The mis-alignment between what employers and employees think? (1/2)
13
What Employees want?
2
Employers do not fully Valued by
understand what employees Most
Valued by
Sense of organization Work-life
Balance
important belonging
think manager
1
Potential for
Having caring and
• Employers seem to overlook the Somewhat trusting teammates
advancement Unmanageable Care for Inadequate compensation
workload family Looking for a better job
relational elements that are key important Flexible work schedule
Poor health
drivers for why employees are 0
Feel engaged by work
Safe environment
leaving Negative Development
Employees interactions opportunities
Doing meaningful work Ability to work
• Employees are far more likely to Ability to work remotely
anonymously Poached by
prioritize relational factors, -1
another
including feeling valued by their Access to
technology
company
Less
manager and organization, and important
having a sense of belonging
-2 Starting a business
Living in a desirable
• In contrast, employers were more environment
likely to focus on transactional

factors, such as inadequate -3
compensation and work–life -2 -1 0 1 2 3
balance Less Somewhat

important important Most important
Employers
More Important to employees than As Important to employees as

employers appreciate employers appreciate
The mis-alignment between what employers and employees think? (2/2)
14
What Employers think Employees want?
2
The mis-alignment between Valued by
employees’ needs and Most Sense of organization Work-life
Valued by belonging Balance
employers' benefits strategy : important
manager
1
Potential for
Having caring and
• Leads to investment in non- Somewhat trusting teammates
advancement Unmanageable Care for Inadequate compensation
workload family Looking for a better job
priority sets of benefits and thus important Flexible work schedule
Poor health
low utilization 0
Feel engaged by work
Safe environment
Negative Development
Employees opportunities
• Lower RoI on benefits which are interactions
Doing meaningful work Ability to work
being implemented reduces the Ability to work remotely
Poached by
likeliness of organization focusing -1 anonymously
another
on further implementation of Access to
technology
company
Less
differentiated benefits important
-2
• Post implementation Living in a desirable
Starting a business ➢ Employers must focus on the deeper
communication is critical for environment employee experience and rational
elements, while teaching structural factors
successful implementation of all like pay and working models as table stakes.
benefits (especially financial -3
wellness related) can take push -2 -1 0 1 2 3
the utilization of benefits by 50 – Less Somewhat

important important Most important
60 %age
Employers
More Important to employees than As Important to employees as

employers appreciate employers appreciate
Role of Benefits in Employee Value Proposition
15
While compensation has played the most critical role in maintaining strong EVP, focus is now shifting towards employee benefits to
ensure that the organization will do its best to support employees in case of any emergency in such unprecedented times .
Open flexible workspace

Hybrid work model to ensure employees get to spend family time, save on their travel time while
completing expected work hours
Wellness Support
What do Insurance covers and wellness initiatives have gained importance in the post covid scenario
Employees
want? Inclusive & Diverse Culture
Gender-neutral policies is the ask of employees
Recognition Rich Culture

Employees wish to be appropriately rewarded for their performance
It is critical for employers to shift their focus to these new-age employee expectations in order to ensure employees stick around for
longer tenure and feel cared as well as secured working in the organization.
Next Steps for Organizations
16
Preference Survey • It is crucial to understand what do employees prefer out of the existing practices in today’s scenario
Wishlist Survey • It is also crucial to understand what do employees aspire for in today’s scenario to ring fence key
employees
Benchmarking Survey • It is also crucial to understand what is the market offering to ensure you don’t lost talent to your competitors
Preferences Wishlist
• Identify Cost Implication
Goldilocks Next Steps
Region • Launch & Amplify
Benchmarks
Internal Amplification External Amplification
This will lead to increase in Amplify This will lead to enhanced

utilization and uptake employer brand value
Benefits Strategy
Review
Benefits Strategy Review (Total Number of Participating Organizations: 183)
About the Policy 18

This section covers the organization details, annual expenditure on benefits and factors taken into consideration while determining the benefits to offer. It also entails
important aspects like how are benefits communicated to employees, comparison with the market and tracking the feedback from employee through a formal/informal
mechanism.
Organization Details
Average Number of Employees Percentage Wise Distribution
Benefit Trends
of Employees
Top Benefits
10,461
Hospitalization Insurance
Accident Insurance
7,714 28% Life Insurance
Leave & Holidays
Maternity Benefits ( Leave & Insurance Cover)
Leadership & Development Program

72%
Upcoming Differentiated Benefits
3,032
Phased reintegration to the work for Women
Employees
Nanny Allowance
Pawternity/Furtinity policies
Total No. of White Collar
Post Retiral Medical Benefit
Total No. of Total No. of White Total No. of Blue Total No. of Blue Collar
Employees Collar Collar Gender Affirmation policy
Benefits Strategy
Review
19
Organization Details
Percentage Break up of Employees (Basis level of Management) Average Age and Tenure (White Collar Employees)
0.32% 59
2.48%
34
Retirement Age in the Average Age in the Average Tenure in the

Organization Organization Organization
Benefits Strategy
Review
20
Organization Expenditure ( % of companies )
Annual Spend on Benefits as a Top Factors

Percentage of Payroll Cost
Determinant of Benefits to Offer Rank
5% Organization Performance (i.e.

1
6% Affordability)
Market Benchmarks 2
0-10%
11-20% Utilization (Preference within Available) 3

28%
21-30%
61% Approval from Higher Management 4
30%+
Organization Objectives/Culture 5
Employee Feedback 6
Costs 7
Benefits Strategy
Review
21
Organization Employee’s Perspective Comparison to Market
Employer's Perspective on how they Employer's Perspective on their Organization’s

think Employees Value the Benefits Benefit Competitiveness with respect to
Offered Market
11% 16%
35%
33%
65%
40%
Highly valued Valued to a limited extent Above market At Market Below market Unable to assess
Benefits Strategy
Review
22
Feedback Mechanism Organization Diversity
Organizations who have a Affirmative Actions taken for

Formal Feedback Mechanism for Gender Diversity
capturing Benefit Needs
• Strategic hiring at bottom level: Increase diversity

hiring at plant level / trainee level (white collar)
• Target Setting: Organizations have set targets to

achieve diversity ratio of 30%-50% : 50%-70%
39%
Female to Male respectively in the upcoming 4-5
years.
61%
Measures taken for

Millennial Retention
• Flexible Work Arrangements (Working Hours, Hybrid

Model, Satellite Office, Additional Holidays, etc.)
Yes No
• Recreational Activities (Sports day, Improvement
workshops, Offsite, etc.)
Observations : • Implementation of Cash-in-Hand Rich Structures
Most of the organizations provide formal feedback through • Exclusive engagement program (Higher Education
quarterly townhall, HR connects, Engagement survey, Opportunities, Career roadmap, Learning and
Roadshows, Pulse surveys, ESAT surveys, Employee and Development courses, etc.)
Family members testimonies, etc.
Benefits Strategy
Review
Detailed Benefits Analysis
Employee benefits have become an essential part

of any competitive compensation package. From
law-mandated insurance to company provided
meal, benefits and perks can play a big role in
talent attraction and employee retention.
So, if you’re thinking of building effective benefit
plans or looking to boost your existing policies, we
got you covered – we present the basics of
employee benefits, with further details on them
including:
• Prevalence of the benefit in the market

• Eligibility criteria for providing benefit to the
employees
• Dependent Coverage
• Benefit Entitlement
• Details on Disbursement of the benefit
• Benefit treatment in case of separation
• Service Providers
• Various other policy specific insights
Note : All benefits will not have all the sub-headers

as mentioned above (may vary as per prevalence)
Hospitalization, Life & Accident Insurance
Hospitalization
Insurance
Hospitalization Insurance (Total Number of Participating Organizations: 169)
About the Policy 26

It refers to the insurance coverage that pays for medical and surgical expenses incurred by the insured.
It generally includes employee’s spouse and children. However, some corporate health plans extend coverage to parents as well.
It provides a fixed sum insured amount that covers the cost of hospitalization in the event of an illness or accident. The hospitalization should be for more than 24
hours.
Hospitalization Insurance (% of companies)
Prevalence of Hospitalization Minimum Service Requirement Employment Type Covered

Insurance
100% Multiple Response

98%
1%
50%
19%
14%
99% 2%
None Post Probation Full Time Probationary Part Time Contractual

Yes No
Hospitalization
Private and Confidential | Not for Distribution | © 2023 Deloitte Touché Tohmatsu India LLP. All rights reserved | The proposal is subject to commercial and risk clearances Insurance
27
ESI Coverage
Are white collar employees eligible for ESI Are Employees offered hospitalization insurance in
benefits addition to ESI
26%
Yes
Yes
48% No
52% No
74%
Employees are entitled for coverage under ESI in case their

monthly wage is less than INR 21,000.
Hospitalization
28
Insurance Brokers
29…
Prevalence of Insurance Brokers*
26%
12%
9%
5%
4% 3% 3% 3% 3% 3%
Marsh India New India Prudent Mahindra United India Aditya Birla Bajaj Allianz Futurisk ICICI Lombard National Others*
Insurance Assurance Insurance Insurance Insurance Insurance
Brokers Pvt. Brokers Brokers
Ltd.
*Other Insurance Brokers

Alliance Insurance Brokers Paramount insurance Company JB Boada Insurance Brokers
Care Health Insurance Pioneer Insurance Brokers Pvt Ltd K.M. Dastur Reinsurance Brokers Pvt. Ltd.
HDFC Reliance General Insurance Company Liberty General Insurance
SecureNow Religare Health Insurance Panurgic
Ace Insurance Sana Insurance Brokers Pvt. Ltd. Oriental Insurance
Anviti Insurance Brokers Star Health Insurance Aon Insurance
Capital Square TTLI Willis Towers Watson India Insurance Brokers
Edelweiss Vibhuti Insurance Brokers Gallagher Insurance Brokers Private Limited
Emedlife Zoom Insurance Corporate Risks India Insurance Brokers
Iffco Tokio General Insurance Co. Ltd. Tata Motors Insurance Broking Services Unison
Howden India Vishishtha
*The Data is a representation of the inputs which have been shared by the participants.
Hospitalization
29
Third Party Administrators and Coverage details
40% Third-Party Administrators** *Others
Third-Party Administrators
21% Care Health Insurance New India
ICICI Lombard Niva Bupa Health Insurance

12%
10%
8% Marsh India Prudent
6%
3%
Medvantage R-Care
Medi-Assist FHPL Paramount Vidal Health Health India MD INDIA Others* Raksha Health Insurance TPA Red Kenko Health Tech Pvt.
India Pvt. Ltd. Ltd.
Alliance Insurance Brokers Pvt.
Religare Health Insurance
Dependent Coverage Ltd.
Multiple Response
100% 100% 98% BAGIC - HAT Vipul
The New India Assurance Co.

71% East West Assist
Ltd.
58%
Family Health Plan Insurance
E-Med Life
(TPA) Ltd.
18% Future Generali India

I Healthcare
3% 3%
Insurance Company Ltd.
HDFC ERGO General Insurance
Employee Spouse Dependent Parents Parents In- Domestic Dependent LGBT -
Company Ltd.
Children Law Partner Siblings Partner
(Unmarried)
**The Data is a representation of the inputs which have been shared by the participants.
Hospitalization
30
Coverage details
Any conditions for coverage of children Coverage Conditions for Parents/ In-
(in terms of age or number of children covered) laws
3%
7% 19% One Set of Parents/ In-

laws (Cross Selection)
Yes Parents & Parent In-

laws
No
78% Parents Only
93%
Age limit for the Parent / In Laws
(who are covered)
Age Group % of organizations

Age up to which Children
are Covered Number of Children Covered Up to 80 Years 28%
% of % of 81-85 years 12%

Age Group Number
organizations organizations 86-90 years 27%
Up to 25 Years 90% Up to 2 88% 91-100 years -
26-30 years of age 6% Up to 3 10% 100 & above 15%
No limit 4% Up to 4 2% No limit 18%
Hospitalization
31
Nature of Cover and Entitlements
Nature of Cover Floater Cover Entitlements (In INR)
Employee, Spouse, Children & Parents/In-laws

Levels of Management
P10 Median P90
20%
Entry Level 2,00,000 4,00,000 5,80,000
Junior Management 2,00,000 4,00,000 6,00,000
Middle Management 3,00,000 5,00,000 6,00,000
Senior Management 3,10,000 5,00,000 8,00,000

80%
Top Management 4,00,000 5,00,000 10,00,000
Floater Fixed 59% of the organizations specify a sub-limit for Parents/In-laws at a median of 50%
of the overall floater over limit.
Hospitalization
32
Fixed Cover Entitlements (In INR)
Dependents Entitlement
Employee Spouse
P10 Median P90 P10 Median P90
Entry Level 1,00,000 3,00,000 5,50,000 1,00,000 3,00,000 5,50,000
Junior Management 1,70,000 3,50,000 6,75,000 1,87,500 3,50,000 7,00,000
Middle Management 2,15,000 4,00,000 8,50,000 2,50,000 4,00,000 8,75,000
Senior Management 2,40,000 5,00,000 10,00,000 2,70,000 5,00,000 10,00,000
Top Management 2,90,000 5,00,000 11,50,000 3,20,000 5,00,000 11,50,000
Children Parents / In - Laws

Entry Level 1,00,000 3,00,000 5,50,000 1,00,000 2,50,000 5,75,000
Junior Management 1,87,500 3,50,000 7,00,000 1,25,000 2,75,000 7,50,000
Middle Management 2,50,000 4,00,000 8,75,000 1,95,000 3,75,000 9,00,000
Senior Management 2,70,000 5,00,000 10,00,000 2,00,000 5,00,000 11,00,000
Top Management 3,20,000 5,00,000 11,50,000 2,85,000 5,00,000 12,00,000
Hospitalization
33
Corporate Buffer
Corporate Annual Buffer provided Corporate Buffer Limit
76%
10%
Yes
No
18%
5%
1%
90%
Less than or equal 51 lacs to 1 Crore More than 1 Crore Upto Base Sum
to 50 lacs Insured
Observation:
21% of the organizations provide incumbent-wise buffer insurance cover at a

median of INR 5 lacs per employee and their family
Hospitalization
34
Co-pay and Premium paid
Co-Pay Model for Insurance Claim
Contribution Ratio by Employee

Prevalence of Co – Pay Model % of Co pay Prevalence
P10 Median P90
Employee 9% 7% 10% 15%
Spouse 17% 10% 10% 20%
Children 47% 10% 10% 25%
Parents/In Laws 85% 10% 20% 30%
47%
53%
Premium paid (Per Employee In INR per annum)
P10 Median P90
Yes No 7,915 16,489 36,766
Observation: Observation:
• Co-pay model prevalence has gone up in • Premium paid per employee has increased over
the market as compared to the last year. the last year.
Hospitalization
35
Premium Contribution
*Premium Cost Ratio in case of Parents/In-

laws
Premium Bearing Ratio- Employer : Employee
Typical Portion of
Typical Portion of
Premium Cost 37%
Covered Member Premium Cost
Borne by
Borne by Employer
Employee
63%
Employee 100% -
Spouse 100% -
Children 100% - Cost fully borne by Employee Cost shared by employer and employee**
Details shared in the

Parents/In-laws -
adjacent graph*
**Employee Contribution in case of
Parents/ In-laws
P10 Median P90
10% 50% 100%
Hospitalization
36
Top-up Plan
Prevalence for Top-up Plan
38%
Yes
62% No
Entitlement & Utilization

Top-Up Entitlement( In INR) Approximate Utilization(%)
Levels
Entry Level 1,00,000 5,00,000 10,00,000 5% 12% 44%
Junior Management 1,00,000 5,00,000 15,00,000 9% 15% 50%
Middle Management 1,75,000 5,00,000 20,00,000 9% 23% 69%
Senior Management 2,00,000 6,00,000 22,00,000 9% 29% 78%
Top Management 2,00,000 7,00,000 25,00,000 9% 47% 86%
Observation:
• The overall median utilization has increased year-on-year by 24% for top up plans
• In majority of the cases, top-up premium either for self + Spouse + dependent children or for parents is borne by the employee
Hospitalization
37
Room Entitlement
General- Nature of Room Entitlement ICU- Nature of Room Entitlement
18% 15%
29%
4% 41%
18%
37%
31%
Fixed Quantum % of SI No Limit Room Type Fixed Quantum % of SI No Limit Room Type
Entitlement (% of Sum Insured)
Room Type Details: General ICU

% of SI
Typically, Single Standard AC room is provided to the P10 Median P90 P10 Median P90
employees up to middle management and organizations
provide the option to upgrade to deluxe room for employees Metro 1% 2% 3% 1% 3% 6%
in senior management & above.
Non-Metro 1% 2% 2% 1% 3% 4%
Hospitalization
38
Room Entitlement
Metro Cities- Fixed Entitlement (In INR)
General ICU
Level of Management
Entry Level 2,000 5,000 8,000 3,350 6,000 11,200
Junior Management 2,700 5,000 8,000 3,850 6,500 11,200
Middle Management 3,700 6,000 8,800 4,850 7,750 11,200
Senior Management 4,000 6,750 10,000 5,000 9,500 14,300
Top Management 4,700 7,500 15,000 5,000 10,000 20,000
Non-Metro Cities- Fixed Entitlement (In INR)
General ICU
Level of Management
Entry Level 3,000 4,000 7,500 3,000 5,500 12,000
Junior Management 3,000 4,600 7,500 3,600 6,000 12,800
Middle Management 3,200 5,000 8,000 4,550 7,200 13,000
Senior Management 4,000 5,300 9,800 4,800 9,000 13,600
Top Management 4,000 6,500 11,500 5,000 9,500 14,000
Hospitalization
39
Ambulance Coverage & Entitlement
Ambulance charges are part of the insurance Ambulance charges

or over & above
4%
14% 9%
Part of Insurance
0 - INR 2500
48%
Over & above the INR 2501 - INR 5000
Insurance 39%
More than INR 5000
86%
As actuals
Observation:
• Organizations which provide Ambulance Charges on Actuals: The amount is

deducted from the Sum Insured
• ICU Ambulance charge entitlement is typically 2x-3x of normal ambulance
reimbursement
• Air ambulance charge, while mildly prevalent, is a fixed lump sum amount
ranging between INR 1 lacs to INR 3 lacs
Hospitalization
40
Benefit Rider – Additional Medical Benefits Included (% of Companies)
Multiple Response
* Other riders include Cardiac Ambulance expenses, Stem Cell treatment, Cyber Knife treatment, etc.
Hospitalization
41
Benefit Rider – Additional Medical Benefits Included (Details)
Benefit Rider
Riders Details
AIDS / HIV cover Covered up to 100% Sum Insured
While few organizations cover IPD expenses within the Sum Insured, others specify a combined entitlement
Psychiatric and Psychological Care
of IPD and OPD coverage at a median of INR 50,000 within the Sum Insured
Cancer Additional Coverage Covered within Sum Insured or with an additional cover of INR 5,00,000 for overall treatment
OPD/Domiciliary Benefit Covered within Sum Insured with a median entitlement up to INR 14,000
OPD Vision Treatment covered (Non

Covered up to median entitlement of INR 10,000 including Dental treatment
hospitalization)
Internal Congenital Disease Covered Typically covered in case of OPD requirement with a median entitlement up to INR 10,000
Mortal Remains / Funeral Expenses Covered under GPA
Home nursing benefit Covered within Sum Insured with a median entitlement up to INR 11,500
Hospital Daily Cash Benefit Covered within Sum Insured with a median entitlement up to INR 2,500 per day
Hospitalization
42
Benefit Rider – Additional Medical Benefits Included (Details)
Benefit Rider
Riders Details
Pre-existing Disease Covered Covered up 100% to Sum Insured
30 Days Wait Period Exclusion Covered up 100% to Sum Insured
Cataract Treatment Covered Covered with a median entitlement of INR 36,500 per eye
Critical Illness Benefit Covered within Sum Insured with a median entitlement up to INR 1,00,000
External Congenital Disease Covered Covered up 100% to Sum Insured
Alternate treatment (AYUSH) Typically covered up to 25% of Sum Insured or up to median entitlement of INR 25,000
Domiciliary Hospitalization Covered Typically covered for life threatening conditions up to 100% Sum Insured
First year disease Covered Covered within Sum Insured up to a median entitlement of INR 1,75,000
Mostly covered within Maternity Cover Limit, whereas some organizations provide Infertility treatment over
Infertility treatment
and above maternity cover with a median entitlement of INR 1,60,000
Hospitalization
43
Additional Covid Insurance
Prevalence of Additional Covid Insurance Additional Benefits
Multiple Response
68%
34%
32%
66% 15%
Additional sum insured amount OPD / Domiciliary Benefits provided Additional Room entitlement
provided provided
Yes No
Entitlements (In INR)
Observation: Benefit Type P10 Median P90
• From last year we see a decrease in the prevalence Additional sum insured amount
1,00,000 3,00,000 15,00,000
of Additional Covid – Insurance cover as the provided
severity of cases are reducing. During Covid, it Additional Room entitlement
increased to ~76% Additional 1 % of SI / On Actuals
provided
• However, Covid related hospitalization has now been
added as coverage within normal sum insured in OPD Expenses 13,000 25,000 44,000
majority of the organizations
Hospitalization
44
Maternity Cover
Hospitalization Entitlement Monetary limit for the benefit per birth claim (In INR)
On Actuals-
P10 Median P90
Prevalence
7%
Normal Delivery 39,000 50,000 100,000 3%
C-section 50,000 100,000 1,50,000 2%
93%
Included in hospitalization entitlement

Over and above hospitalization entitlement
Hospitalization
45
Maternity Cover
Number of children covered under

Maternity Cover
Additional Benefits
Multiple Response
Number of children covered % of organizations
99%
2 93%
1 2%
3 3%
84% 4 1%
5 1%
Baby Day One Cover Post & Pre Natal Cover Waiting Period for Maternity
Insurance Benefit
% of
Waiting Period
• Types of expenses covered under post and pre-natal expenses are organizations
medical tests, OPD, hospitalization, wellness checks etc. 80 days 84%
• Post and Pre-natal expenses are covered for 30 and 60 days From Date of Joining 4%
respectively at a median entitlement of INR 5,000.
9 months 12%
Hospitalization
46
Claim Ratio and Fee Details
Fee
Details P10 Median P90
Utilization (%) 67% 96% 104%
Insurance Broker Fees

7,00,000 95,00,000 6,50,00,000
(In INR)
Claim Ratio and Increase in Premium Cost over the last three years
Claim Ratio Increase in Premium Costs
(Median) (Median)
2019 2020 2021 2019 2020 2021
95% 98% 100% 9% 10% 17%
Hospitalization
Accident and Life
Insurance
Accident and Life Insurance (Total Number of Participating Organizations: 183)
About the Policy 48

Accidental Death - Type of insurance where the policy holder is paid directly in the event of an accident resulting in injury of the insured. Accident insurance is
complementary to, and not a replacement for, health insurance.
Permanent Disability - A person is permanently and totally disabled if he/she can't engage in any substantial gainful activity because of a physical or mental condition
Temporary Disability - Refers to an injury that does not result in death Prevalence
or permanent disability, but makes the injured person unable to perform regular duties or
activities
Prevalence (% of companies)
Life Insurance Accidental Insurance Critical Illness Insurance
1%
14%
29%
71%
86%
99%
Yes No Yes No Yes No
Accident and Life

Insurance
49
Eligibility (% of companies)
Life Insurance Accidental Insurance
3% 1% 2% 1%
All Employees All Employees
Grade Specific Grade Specific
Any other Any other
97%
96%
Critical Illness Insurance Insurance Administration

2%
100% 95% 95%
5%
Accidental Insurance
All Employees Critical Illness Insurance
Grade Specific Life Insurance

5% 5%
Any other
Insurance Provider Internally Administered

93% Observation :
Internally administered are typically the legacy companies which are cash rich and are able
Specific Grades: Typically, Junior Management & above to fund the requirements as and when required or a small company with less than 50
Any other includes trainee, contractual, etc. in case of Life and (estimated) employees.
Accidental insurance and death cases in Critical illness
Accident and Life

Insurance
50
Insurance Provider – Industry Preference
Life Insurance
1st 2nd 3rd 4th 5th Others :
Max Life Exide Life TATA AIA

Bajaj Allianz HDFC ICICI Lombard
Go Digit Premerica Star Health
Future Generali Iffco Tokio New India assurance
PNB Met Life Life Insurance ICICI Kotak Life Birla Sun Life Reliance Nippon DCL Oriental Insurance
corporation Prudential Insurance Insurance
Accidental Insurance
Reliance Generali Oriental Insurance Bajaj Allianz

HDFC ERGO ACKO National Insurance
Aditya Birla Go Digit Future Generali
TATA AIA Magma HDI Kotak Mahindra
Care Health Star Health Chola Mandalam
The New India TATA AIG ICICI United India SBI General Liberty General Royal Sundaram
Iffco Tokio
Assurance Company Insurance Lombard Insurance
Critical Illness Insurance
National Insurance Iffco Tokio Maxlife

Reliance Generali Exide Life Kotak Life
TATA AIG PNB Metlife TATA AIA
Red Kenko United India HDFC ERGO
The New India Birla Sun Life HDFC Life ICICI Prudential Aditya Birla Sunlife
Go Digit Oriental Insurance
Assurance Company Insurance Insurance
The Data is a representation of the inputs which have been shared by the participants.
Accident and Life
Insurance
51
Life Insurance - Entitlements
Nature of Entitlement
10%
13% Fixed Entitlement

42% Linked to CTC
Linked to basic
Linked to TFP
35%
Fixed Entitlement Linked to Compensation
Fixed Entitlement (INR) Linked to Compensation

Levels Salary Component
Entry Level 5,45,000 18,00,000 90,00,000
Linked to CTC 1 time 2 times 11 times
Junior Management 13,50,000 50,00,000 1,41,25,000
Middle Management 25,00,000 1,50,00,000 5,08,00,000 Linked to TFP 2 times 3 times 12 times
Senior Management 75,00,000 3,25,00,000 7,85,00,000

Linked to Basic 3 times 6 times 18 times
Top Management 1,50,70,000 5,00,00,000 10,50,00,000
Accident and Life

Insurance
52
Accident Insurance - Entitlements
Fixed Entitlement
Fixed Entitlement
Levels
P10 Median P90
Entry Level 2,00,000 10,00,000 30,00,000
5% Junior Management 3,00,000 13,00,000 39,32,500

7%
Fixed Entitlement Middle Management 5,00,000 20,00,000 80,00,000
14% Linked to CTC
Senior Management 5,00,000 30,00,000 1,00,00,000
49% Linked to Basic
Linked to TFP Top Management 5,20,000 60,00,000 2,40,00,000
Sum Insured
25%
Linked to Compensation
Linked to Compensation
Salary Component
P10 Median P90
Linked to CTC 1 times 2 times 10 times

Permanent Disability:
The entitlement for Permanent Disability goes up to
100% of Sum Insured depending upon the severity
of the condition Linked to TFP 2 times 2 times 12 times
Linked to Basic 2 times 5 times 17 times
Accident and Life

Insurance
53
Temporary Disability - Entitlements
Nature of Entitlement Fixed Entitlement

2% Temporary Total Disability
5% (INR)
Levels
P10 Median P90
6%
Entry Level 2,40,000 10,00,000 25,00,000
Sum Insured
Fixed Entitlement Junior Management 3,00,000 15,00,000 27,00,000
Linked to Basic
53%
Linked to CTC Middle Management 3,00,000 25,00,000 50,50,000
34%
Linked to TFP
Senior Management 4,20,000 30,00,000 87,25,000
Top Management 4,40,000 37,50,000 1,86,00,000
Linked to Sum Insured Linked to Compensation

Typically, 1% of sum insured is provided up to 104 weeks with a
weekly ceiling entitlement as below : Median Entitlement
Levels
Temporary Disability - Weekly Ceiling Linked to Linked to
Linked to TFP
Levels Entitlement (INR) Basic CTC
P10 Median P90

Across Levels 4 times 2 times 1 times
Across Levels 5,000 10,000 25,000
Accident and Life

Insurance
54
Critical Illness - Entitlements
6%
Fixed Entitlement
Linked to
Compensation
94%
Fixed Entitlement Linked to Compensation
Fixed Entitlement (In INR per annum)

Levels Salary Component Linked to Compensation
Median
Entry Level 8,00,000
Junior Management 12,00,000 Linked to Basic 3-5 times
Middle Management 15,00,000
Senior Management 37,00,000
Top Management 55,00,000
Accident and Life

Insurance
55
Details (% of companies)
Top up option
Multiple Response
65%
Death due to Accident covered in
Accidental as well as Life insurance 48%
22%
10%
Accident Insurance Life Insurance Critical Illness

Yes
No
Top up amount
Amount (Median in
Top up
INR)
90%
Accident Insurance 55,00,000
Life Insurance 62,50,000
Critical Illness
45,00,000
Insurance
Accident and Life

Insurance
56
Premium - Details
Per Employee Premium Paid in INR per annum
Premium Paid Per Employee P10 Median P90
Life Insurance 1,330 5,500 7,500
Accident Insurance 170 1,350 2,400
Critical Illness Insurance 350 1,870 4,850
*Note : Premiums paid are dependent on multiple factors such as multi-year agreements, previous year claim ratios, entitlement limits, eligibility
clauses and additional benefit riders
Accident and Life

Insurance
Leaves and Holidays
Leaves and Holidays (Total Number of Participating Organizations: 175)
About the Policy 59
A Leave Policy is a document that lays down the rules and regulations related to various types of leaves that an employee can avail of. A Leave Policy sets out the various
types of leaves for different situations like Vacation, Grief, Sabbatical etc.
Prevalence of Leaves
Leave Cycle Leave Type

Multiple Response
100% 100%
3%
14% 78%
71%
62% 61%
49%
31%
20% 19%
12%
7%
83%
Jan-Dec Apr-Mar July-June
*Any other leaves includes Special Medical leave, Family Care leave, Menstruation leave, Birthday leave, etc.
Leaves and Holidays

60
Leave Treatment
27% 41% 39% 78% 42% 39% 32% 50% 74% 51% 39% 42%
73%
68%
59% 61% 61% 61%
58% 58%
50% 49%
26%
22%
Calendar Days Working Days
Leaves and Holidays

61
Leave Entitlement-Number of days
Number of Days
Elderly Care Support
Type of Leave
P10 Median P90
Earned/ Privilege Leave 12 20 28 12%

6 9 12
Sick Leave
9% of organizations provide Unlimited Sick Leaves
Casual Leave 6 8 12
Maternity Leave 6 months 6 months 12 months
Paternity Leave 5 10 30
Marriage Leave 2 3 6 88%
Bereavement Leave 2 4 9
Examination Leave 3 5 9
Sabbatical 30 182 562 Yes No
Leave without Pay 20 84 180

Mandatory Consumption Leave/Block
5 9 14
Leave
Observations :
Benefit Details:
• Earned leave and Sick leave have reduced Year on Year - with companies being more cognizant of the
Paid Leaves benefit is provided to
leave liability.
employees for Elderly Care.
• Paternity Leave has seen a rise to be more in line with international market
Median Leave Entitlement: 5 days
• In case of P10 values, where it may appear that they are below the statutory limit, we observe clients
to combine multiple leave types from a compliance standpoint
Leaves and Holidays

62
Leave Accruals
2%
2%
2% 5%
6%
6%
17%
21%
41% 17%
15%
28%
62%
53%
23%
Earned/Privilege Leave Sick Leave Casual Leave

Beginning of the leave calendar End of the leave calendar Monthly Quarterly Half-Yearly
Note : The above table represents when do organizations provide Leaves which are provisioned for that respective leave calendar. Provision indicates when
the leaves would be credited to the employee’s leave balance.
Leaves and Holidays

63
Leave Carry Forward & Accumulation
Provision for Leave Carry Forward and Leave Carry Forward Details
Accumulation
% of Leave
Fixed Quantum Entitlement per
91% Type of Leave annum
Multiple Response
P10 Median P90 Median
Earned Leave 10 15 28 50%
Sick Leave 7 8 12
All unutilized leaves
Casual Leave 3 7 11
34%
Maximum number of Leave Accumulation allowed
13% Type of Leave P10 Median P90
Earned Leave 30 45 90
Earned Leave Sick Leave Casual Leave Sick Leave 9 30 73
Casual Leave 8 14 60
- We observed organizations are reducing the cap on leave carry forward to reduce actuarial liabilities by encouraging employees to take more leaves and
also showcase improved work-life balance
Leaves and Holidays

64
Leave Encashment
Encashment Provision Frequency of Encashment
1%
11%
31%
50%
91% 87% 88%

89%
68%
50%
9% 13% 12%
Earned Leave Sick Leave Casual Leave Earned Leave Sick Leave Casual Leave
Yes No Upon Separation Annually Half Yearly
Observation:
Formula used for Encashment of Leaves:
Companies are considering how to take advantage of the increased
Basic salary/30 * Number of leaves to be encashed leave encashment tax benefit as mentioned in the recent budget.
Leaves and Holidays

65
Leave Valuation
Definition of Salary
Divisor used for Leave Valuation
4%
47%
18% 29%
40%
20%
18%
71% 15%
58% 60%
10% 10%
Earned Leave Sick Leave Casual Leave 30 days Actuals days of 26 days 22 days Any Other*
the month of
encashment
Total Cost to Company Total Fixed Pay Basic Salary Plus Allowance Basic Salary
*Any other- 20 days, 24 days, 60 days, 260 days, 365 days
Leaves and Holidays

66
Other Features
Leave Advance Paid Volunteering
25%
47%
19% 17%
7% 6% 4% 75%
No advance No fixed Upto one Fixed Upto Half Any Other*
is granted entitlement; year's Entitlement Year's
Case-by-case entitlement Entitlement'
basis Yes No
*Any other- Number of leaves till date, Up to 2 months entitlement, Etc.
Volunteering Time Provided

Average Leave Consumption (Number of days)
Number of Days
Type of Leave P10 Median P90 % of Companies
(Annually)
Earned leave 6 13 29 1 47%
2 32%
Sick Leave 2 5 11
3 11%
7 11%
Observation: We see increased leave consumption as compared to YoY
as more of the workforce are returning to their base location / office.
Leaves and Holidays

67
Leave Conjunction
Provision for Leave Conjunction with any other leaves Details of Leave Conjunction
Multiple Response
26%
Leave Type % of organizations
Conjunction with Maternity/Paternity Leave – 100%

Conjunction with Sick Leave - 81%
74% Earned Leave Conjunction with Casual Leave - 69%
Conjunction with All other leaves - 21%
Yes No
Conjunction with Maternity/Paternity Leave- 89%
Type of Leave Conjunction Prevalent Sick Leave Conjunction with Earned Leaves - 77%
88% Conjunction with All other leaves - 25%
Multiple Response
48%
44% Conjunction with Maternity/Paternity Leave - 67%
Casual Leave Conjunction with Earned Leave - 53%
24%
Conjunction with Sick Leave- 27%
Earned Leave Sick Leave Casual Leave Any Other*
*Any other includes leave conjunction with Compensatory leave, Bereavement leave, Special Medical leave.
Leaves and Holidays

68
Examination Leave and Sabbatical
Non-Company Sponsored Study Minimum Service Requirement

Leave for Sabbatical Leave
31% 43%
57%
69%
Yes No
Yes No
Minimum Service Requirement
(Number of years)
P10 Median P90
2 3 5
Leaves and Holidays

69
Mandatory Consumption Leave/Block Leave
Block Leave is provided in

addition to Earned Leave?
Reasons for providing Block Leave:
• To maintain Work-Life Balance

• For Employee Well-being
8% • As a Vacation Leave
92%
Yes No
Leaves and Holidays

70
Public Holidays & Provision for Working on Holidays
Public Holidays (Number of days) Provision for Compensating employees for

Working on Holidays/Weekends
P10 Median P90
3 10 13 17%
Floating Holidays
83%
45%
55% Yes No
Details:
• Compensation provided to employees to work on Holidays- Compensatory

Off, Double Salary or Additional Allowance.
Yes No
Leaves and Holidays

71
Compensatory Off
Provision of Compensatory Off Minimum Number of Hours required to

be eligible for Compensatory Off
24%
21%
76%
79%
Yes No
Minimum Number of hours required for Eligibility

Yes No of Compensatory Off
P10 Median P90
4 6 9
Leaves and Holidays

72
Compensatory Off- Details
Encashment Allowed Carry Forward
3% 8%
97% 92%
Yes No Yes No
Time frame within which leaves
needs to be used
(Number of days)
P10 Median P90
30 90 365
Leaves and Holidays

Working Hours &
Overtime Pay
Working Hours & Overtime Pay (Total Number of Participating Organizations: 196)
About the Policy 74

Working Hours means the regularly scheduled Hours of work that are assigned to an employee as determined by the company and during which the employee has to
serve the company and drives business for it.
Overtime refers to any hours worked by an employee that exceed their normally scheduled working hours. The remuneration of overtime depends on the company’s
payroll policy, subject to certain regulations.
Number of Working Hours/Days per week
Working days per week Alternate Saturday off
5%
30%
5%
5 days for all locations/functions
5 days for Corporate Office and 5.5

35% days for Plant locations 70%
5 days for Corporate Office and 6 days
for Plant locations
35%
6 days for all
No Yes
5.5 days for all

Working Hours Prevalence:
30%
• 55% organizations are following 48 hours per week
Observation:
Working Hours per Day
• 5 days working for all is heavily dominated by IT / ITeS Organizations.
• 5 days all and 6 days for plant/location is heavily dominated by
P10 Median P90
Manufacturing Organizations.
8 9 9.5
Working Hours &

Overtime Pay
75
Overtime
Provision for Overtime Pay/Allowance Eligibility for Overtime Pay
Multiple Response
78%
65%
38%
62%
39%
20%
17%
13%
Yes No
Entry Level Junior Management Middle Senior Top Management Any Other*
Management Management
* Any other- Function specific Employees, Blue-collared employees only, etc.
Working Hours &

Overtime Pay
76
Overtime- Basis Days of Week
Rate of Overtime Pay*
Weekdays Weekends Public Holidays

Level Of
Management
Fixed Entitlement Fixed Entitlement Fixed Entitlement
Linked to Salary Linked to Salary Linked to Salary
(Median in INR) (Median in INR) (Median in INR)
1-2 times TFP Compensatory Offs

Compensatory Offs
Entry Level 2-2.5 times Basic 100 per hour 2-2.5 times Basic 100 per hour 65 per hour
3 times Basic Salary
Salary Salary
1-2 times TFP Compensatory Offs
Compensatory Offs
Junior Management 2-2.5 times Basic 105 per hour 2-2.5 times Basic 125 per hour 80 per hour
3 times Basic Salary
Salary Salary
1-2 times TFP
Compensatory Offs 1,100 per shift Double the Normal day
Middle Management 2-2.5 times Basic 105 per hour -
2 times Basic Salary 165 per hour Salary
Salary
1,000 per shift Double the Normal day

Senior Management - - - -
165 per hour Salary
1,000 per shift Double the Normal day

Top Management - - - -
165 per hour Salary
*Wherever statutory provisions are eligible, the entitlement is governed by statutes
Working Hours &

Overtime Pay
77
Overtime- Other Benefits
Meal provided during Overtime Transport provided during Overtime
36%
47%
53%
64%
Yes No
Yes No
• Transport facility is generally provided post 3 hours of

overtime. Some organizations provide overtime
• Most organizations provide an average of INR 350 transport facility only for female employees.
as meal reimbursement in case the employee
works overtime for more than 3 hours. • There is no defined limit on Transport Cost incurred
during overtime. Organizations typically reimburse
the fare on actuals.
Working Hours &

Overtime Pay
Travel Policy
Domestic Travel
Policy
Domestic Travel Policy (Total Number of Participating Organizations: 169)
About the Policy 80
Employees may need to travel (either inter-city or intra-city) in due course of business. Domestic Travel Assistance is provided to cover for expenses incurred by the
employee for such travel undertaken on behalf of business. An approval for the same is usually required from a requisite approving authority.
Domestic Travel – Provision and Eligibility (% of companies )
Prevalence of Domestic Separate policy for

Eligibility for Domestic Travel
Travel Policy Sales Employees
88%
3% 11%
zzzz
97%
9% 89%
2% 1%
Yes No
All Employees Specific Grades* Specific Any Other***
Functions**
Yes No
*Specific Grades: Typically, Junior Management & above are eligible
** Specific Functions: Employee groups that are required to travel frequently, field employees, etc.
***Any other includes – need based , exclusion of interns and contractors.
Domestic Travel Policy

81
Mode of Travel
Provision for Air Travel
97% 96%
91%
79%
57%
36%
12%
9% 9% 7%
3% 3% 1% 2%
Entry Level Junior Management Middle Management Senior Management Top Management
Economy Premium Economy Business
Provision for Rail Travel

74%
62%
58%
49%
45% 44%
39%
31% 32%
10% 13% 13%

9% 7% 7% 6%
1%
AC I Tier AC II Tier AC III Tier Non-AC

82
Mode of Travel
Provision Inter-City Travel
98% 99%
77%
62%
56%
44%
38%
23%
2% 1%
Bus Private Taxi
Change in Class of Travel :
Differentiated by Grade : Differentiated by duration and distance :

• Up to Middle management – Economy Class in air travel and • Above 500 km/ post a median duration of 6 hours, air travel
Premium economy or business class for senior management & is provided at all levels
above.
• Upgradation to Premium Economy/ Business Class for travel
• AC 2/3 tier up to middle management and AC 1 over a median duration of 6 hours.
tier at senior management & above.
• Inter-city road travel is typically applicable for distance less
than 400 km and duration less than 6 hours.

83
Expenses
Change in Per Diem Entitlement in

Expenses Covered under Per Diem
case of same day return
Multiple Response
99%
28% 83%
52%
48%
72%
2%
Yes No
Meals Conveyance Laundry Incidental Expenses Communication
related expenses
In case of same day return, the per diem amount is at
a median of 50% of the per diem amount in case of
overnight stay.

84
Per Diem - Expenses
Per Diem Amount (covers all expenses excluding accommodation)
Levels Metros/Tier I Tier II Tier III

Per diem is an
P10 Median P90 P10 Median P90 P10 Median P90 allowance that covers
expenses related to
Entry Level 700 1,400 5,600 560 1,330 4,200 490 1,300 3,100 business travel. In
particular, these
Junior Management 730 1,470 5,950 595 1,400 4,900 560 1,350 4,200 expenses are
conveyance, meals,
Middle Management 815 1,680 7,000 620 1,575 6,300 590 1,400 4,480 and incidentals such as
service-related fees
Senior Management 840 2,100 11,200 635 1,890 8,400 620 1,820 6,300 (in-case not covered by
organization) and tips.
Top Management 1,230 2,310 16,800 650 2,050 9,915 630 2,030 9,660
Daily Meal Allowance- Over & above Per diem

A travel meal allowance
Levels Metros/Tier I Tier II Tier III policy is an essential
component of any
P10 Median P90 P10 Median P90 P10 Median P90 company’s travel and
expense management
Entry Level 480 900 2,220 400 750 1,200 330 700 1,160 strategy. It outlines the
rules and procedures for
Junior Management 500 1,050 2,310 455 800 1,260 400 750 1,200 employees reimbursing
for meals during
Middle Management 650 1,200 2,400 500 1,000 1,540 480 900 1,450 business travel,
ensuring that expenses
Senior Management 850 1,370 2,580 580 1,200 2,000 550 1,150 1,800 are managed in a
consistent and efficient
Top Management 1,220 1,520 3,560 1,000 1,350 2,620 800 1,200 2,480 manner
~23% organizations cover meal expense on actuals with no defined limit.

85
Per Diem - Expenses
Incidental Expense- Over & above Per diem
Metro/ Tier 1 Tier 2 Tier 3 Incidental expenses

Levels Types of Expenses Covered are gratuities and
Median (In INR) other minor costs that
are incurred while
Entry Level 200 200 150 conducting business,
Junior Management 225 200 180 in addition to major
Laundry, meals,
expenses such as
entertainment, porter,
Middle Management 250 230 200 hotel fees and ticket
miscellaneous, communication
prices. Incidentals are
Senior Management etc. 280 250 220
not covered usually
Top Management 300 250 225 on actuals
Minimum Travel Duration required

for Coverage of Laundry expense
Local Conveyance
39%
• Typically, the cost for local conveyance is covered on actuals. Employees are 61%
expected to use the most economical and feasible mode of transport.
As a trend, laundry is
• However, employees are provided with reimbursement in case of own vehicle.
covered as part of per
The median entitlement for petrol reimbursement is INR 13 per km.
diem/ on actuals post
a median duration of 3
Yes No
days.
Fall in the values at senior and top management is because most companies cover the expenses on actuals at that level.

86
Accommodation
Accommodation Options Accommodation Entitlement:

Inclusive of Tax
3%
32%
47%
53%
65%
Hotel
Company owned/arranged guest house

Yes No
No separate provision, covered under combined travel
& daily allowance

87
Accommodation - Entitlement
Accommodation
P10 Median P90 P10 Median P90 P10 Median P90
Entry Level 2,400 4,800 7,750 2,220 3,000 6,550 1,800 2,700 6,000
Junior Management 3,000 5,100 8,400 2,400 4,200 6,750 2,150 3,600 6,500
Middle Management 4,800 7,200 9,600 3,600 5,400 7,800 3,000 4,800 7,450
Senior Management 6,000 8,400 12,000 4,800 7,200 10,700 3,600 6,000 9,600
Top Management 8,400 10,500 14,500 6,200 8,400 13,800 5,400 7,200 12,000
Room Type:
Up to Middle management, typically Single Standard Room is provided in a 3/4-star hotel.
For Senior and Top Management, Single Standard/ Deluxe Room is provided in a 5-star hotel.
Cash Allowance in Lieu of Company Arranged Accommodation

P10 Median P90 P10 Median P90 P10 Median P90
Entry Level 750 1,820 3,250 710 1,110 2,750 580 1,020 1,980
Junior Management 900 2,050 3,400 880 1,800 3,050 670 1,260 2,275
Middle Management 1,870 2,650 3,850 1,400 2,400 3,350 1,050 1,660 3,050
Senior Management 2,400 3,080 4,900 1,820 2,700 4,000 1,440 1,920 3,250
Top Management 3,100 3,250 6,400 1,860 3,200 6,100 1,700 2,600 4,320
Note : Employee will be eligible for cash allowance only in case he/she chooses to stay in own accommodation.

88
City Tier - Details
City Tier Classification
Cities in India are divided as the Tier 1, Tier 2, and Tier 3 with Tier 1 being the most developed ones and Tier 3 being the developing ones.
Metropolitan cities come under the Tier 1 category and, the cost of living in these cities are comparatively higher than the low tier cities.
Tier 1 Cities Tier 2 Cities Tier 2 Cities Tier 2 Cities Tier 2 Cities Tier 2 Cities
• Ahmedabad • Agra • Cuttack • Jammu • Mathura • Sangli

• Bengaluru • Ajmer • Dehradun • Jamnagar • Meerut • Shimla
• Chennai • Aligarh • Dhanbad • Jamshedpur • Moradabad • Siliguri
• Delhi • Amravati • Durgapur • Jhansi • Mysuru • Solapur
• Hyderabad • Amritsar • Erode • Jodhpur • Nagpur • Srinagar
• Kolkata • Anand • Faridabad • Kakinada • Nanded • Surat
• Mumbai • Asansol • Firozabad • Kalaburagi • Nashik • Thanjavur
• Pune • Aurangabad • Ghaziabad • Kannur • Nellore • Thiruvananthapuram
• Bareilly • Gorakhpur • Kanpur • Noida • Thrissur
• Belagavi • Guntur • Karnal • Patna • Tiruchirappalli
• Bhavnagar • Gurugram • Kochi • Prayagraj • Tirunelveli
• Bhilai • Guwahati • Kolhapur • Puducherry • Tiruvannamalai
• Bhiwandi • Gwalior • Kollam • Purulia • Ujjain
• Bhopal • Hamirpur • Kozhikode • Raipur • Vadodara
• Bhubaneswar • Hubballi–Dharwad • Kurnool • Rajamahendravaram • Varanasi
• Bikaner • Indore • Lucknow • Rajkot • Vasai-Virar
• Bilaspur • Jabalpur • Ludhiana • Ranchi • Vellore
• Bokaro Steel City • Jaipur • Madurai • Ratlam • Vijayapura
• Chandigarh • Jalandhar • Malappuram • Rourkela • Vijayawada
• Coimbatore • Jalgaon • Mangaluru • Salem • Visakhapatnam
• Warangal
Cities that are left come under Tier 3 Cities.

89
Travel Advance
Provision for Travel Advance Entitlement
Travel Advance
Levels Criteria Entitlement
(Median in INR)
42%
Entry Level 9,500
58%
Junior Management 10,000
Basis Manager approval as
Middle Management per estimated expense based 12,700
on trip duration
Senior Management 15,000
Top Management 18,500

Yes No
Credit card/Debit Card

Provision for Credit/debit Card Eligibility for Credit/Debit Card
43%
37%
63% 11%
7%
All Employees Specific Grades* Frequent Travellers Specific Functions**

*Specific Grades: Typically, Senior Management & above are eligible
Yes No ** Specific Functions: Operations, Finance, Sales employees, etc.

International Travel
Policy
International Travel Policy (Total Number of Participating Organizations: 166)
About the Policy 91
International or Overseas Travel Assistance is provided in case of travel undertaken by the employee to locations outside the country of base location on
business purpose (meetings, trainings, short term assignments). An approval for the same is usually required from a requisite approving authority.
International Travel Assistance
Provision for International Travel Class of Travel provided

Assistance
37%
35%
7%
17%
11%
Differentiated by Differentiated by Differentiated by Uniform Class of

Grade and Duration Grade duration of Flight Travel
of Flight (Economy class)
93%
Differentiated by Grade Details- Differentiated by Duration of flight

Details-
➢ For Top Management: Business Class ➢ 6 hours & less: Economy Class
Yes No
➢ Up to Senior Management: Economy Class ➢ More than 6 hours: Business Class
Policy
92
Travel Expenses- Details
International Travel Expenses Covered *Expenses covered under per diem
Multiple Response
Multiple Response
89%
72% 78%
55%
41%
31%
15%
Per Diems* On Actuals (within defined On Actuals (within Meals Local Conveyance Incidental Expenses Any Other**
limits) reasonable limits/ no
specified limits)
** Any Other- Laundry Expenses, Internet, Phone Bill etc.
Observation:
Companies which do not provide meals are due to the fact that the hotels which are being booked for the employees cover their meals
Private and Confidential | Not for Distribution | © 2023 Deloitte Touché Tohmatsu India LLP. All rights reserved | The proposal is subject to commercial and risk clearances Policy
93
Per Diem Limit
Per diem limits by level of management at various locations (Median In USD)-
Covers all expenses excluding meal allowance
Destination Entry Level Junior Management Middle Management Senior Management Top Management*
USA/Canada 90 100 115 120 130
Latin America 81 90 100 110 115
UK 85 95 105 112 120
Western Europe 100 105 110 118 130
Eastern Europe 95 95 105 120 130
Russia 85 91 105 110 120
Middle East 85 90 100 105 115
Africa 75 82 95 100 110
South Asia 90 95 100 105 115
East Asia
95 100 105 110 120
(Japan, China, Korea, Taiwan)
South-East Asia 85 90 100 105 115
Australia/New Zealand 85 95 105 115 125

*Top Management: Majority of organizations cover expenses on actuals for Top Management Conversion Rates:
1 USD = 82 INR
1 USD = 0.92 EUR
1 USD = 0.81 STG/GBP
1 USD = 1.50 AUD
1 USD = 3.67 AED/DHR
94
Accommodation
Accommodation Entitlements- Over & above Per diem (Median In USD)
Destination Entry Level Junior Management Middle Management Senior Management Top Management
USA/Canada 163 178 178 200 235
Latin America 120 130 140 160 180
UK 157 175 180 191 228
Western Europe 150 155 162 200 227
Eastern Europe 150 155 167 200 225
Russia 145 150 180 185 210
Middle East 150 160 170 185 230
Africa 100 120 135 145 170
South Asia 141 150 150 200 200
East Asia
145 175 175 200 225
South-East Asia 125 130 150 200 210
Room Type:
Up to Middle management, typically Single Standard Room is provided in a 3/4-star hotel.

For Senior and Top Management, Single Standard/ Deluxe Room is provided in a 5-star hotel.
95
Daily Meal Allowance
Meal Allowance – Over & above Per diem (Median In USD)
Destination Entry Level Junior Management Middle Management Senior Management Top Management
USA/Canada 55 68 73 75 75
Latin America 50 58 60 70 70
UK 53 65 68 70 72
Western Europe 62 69 69 75 75
Eastern Europe 60 61 61 70 70
Russia 55 60 65 75 75
Middle East 50 53 60 70 70
Africa 50 58 60 70 70
South Asia 50 50 60 65 65
East Asia
63 75 75 75 75
South-East Asia 50 55 60 73 73
96
Local Conveyance
Local Conveyance Allowance – Over & above Per diem
Benefit Entitlement:
Typically, local conveyance is covered on Actuals or arranged by the organization.
Mode of Travel:
Employees are typically advised to use public transport for Local Conveyance.
In case of unavailability of the same, they can opt for Taxi/Train or any other mode available within reasonable cost.
Incidental Expenses
Incidental Expenses – Over & above Per diem
Benefit Entitlement
Type of Expenses Covered
The entitlement ranges from USD 30 to 40 per day across levels and locations while majority of the organizations
• Entertainment
cover Top Management on Actuals.
• Communication
• Miscellaneous
As a trend, organizations specify an increase in the entitlement by ~50% due to Laundry, etc. post a median
duration of 1 week.
97
Communication
Communication- Nature of Entitlement
47%
43% 43%
26%
20% 19% 19% 20% 19%
17%
15%
12%
Communication related expenses
Multiple Response
On Actuals Fixed* Arranged by company Part of per diem

92% (Company provided Sim
88%
Card, International
Roaming Pack)
57% Business related calls Data charges Personal calls
* Fixed Entitlement (In USD per day)
Type of Expense P10 Median P90
Business related calls 3 10 28

Business related calls Data charges Personal calls
Data charges 6 10 40
Personal calls 6 10 10
98
Travel Insurance
Provision for Travel Insurance

Coverage Details
91%
10% 82%
Yes 52%
No
90%
11% 9%
Travel Insurance Cost Medical Accident Theft Financial loss Life Insurance Others*
Expense Disability due to
cancellation/
delay
* Others include- Car rental, flight hijack, etc.

Borne by Company
Borne by Employee
Observation:
In some of the African countries additional insurances like ransom insurance is also
covered for top management employees
100%
Relocation
Assistance
Relocation Assistance (Total Number of Participating Organizations: 190)
About the Policy
100
A Relocation Policy aims to provide a comprehensive benefit that will be applicable for movement within India and globally for eligible internal transfers and new hires.
This typically includes relocation expenses like exploratory trip, temporary living, family travel, transportation of household and personal property, automobiles and pets,
and a relocation allowance, etc.
Prevalence – Relocation Assistance (% of Companies)
Prevalence of Relocation Eligibility for Relocation Assistance

Assistance
86%
18%
Observations:
• Specific Grades: Typically,

Middle Management & above
• Any Other: Case to case

basis as per business
requirement
82%
8%
4%
2%
Yes No All Employees Specific Grades For New Joiners Any Other
Only
Relocation Assistance
101
Personal – Exploratory Trip (% of companies)
Provision for Exploratory Trip Class of Travel
48%
44%
42%
58%
5%
3%
Yes No Uniform class of Differentiated by Differentiated by Differentiated by

travel grade distance travelled duration of journey
As a trend, organizations define the class of travel as per the travel policy
in case of relocation domestic / international.
102
Personal – Final Trip (% of companies)
Provision for Final Trip Class of Travel

52%
Details:
39% Uniform Class of Travel: Typically,

Air economy is provided
Differentiated by Grade:
Organizations specify upgradation
from Rail Travel to Air Travel or Air
Economy to Business Class for Senior
Management & above
Differentiated by Distance
Traveled: Organizations upgrade the
class of travel post a median distance
of 700 kms
100%
7%
Differentiated by duration of
2% journey: For travel time more than 8-
10 hours, companies usually provide
Yes No an upgradation to air economy at all
Uniform class of Differentiated by Differentiated by Differentiated by levels.
travel grade distance travelled duration of journey
As a trend, organizations define the class of travel as per the travel policy
in case of relocation domestic / international.
103
Family Coverage (% of companies)
Prevalence of Exploratory Trip Prevalence of Final Trip
2%
8%
6%
8%
Not Covered
Spouse & Children
Spouse & Children

Spouse Children &
31% Parents/In Laws
53% Spouse Children &
Not Covered
Parents/In Laws
31% Spouse 61%
Spouse
104
Shifting/Transportation - Details (% of companies)
Prevalence of Shifting/Transportation Entitlement
Fixed Entitlement
Shifting/
1% (INR) Truck Load
Transportation
Based
Expenses
P10 Median P90
Entry Level 10,500 30,000 88,500

Typically, 1
Junior Management 18,500 35,000 91,000 truckload is
covered with
Middle Management 21,000 50,000 1,05,500 defined size/
99% weight (20ft
Senior Management 23,000 50,000 1,32,500 container, 6 ton
container, etc.)
Top Management 25,000 60,000 1,50,000
Yes No
54% 56% 55%
48% 46% 48%
45%
38% 37% 39%
8% 7% 6% 6% 7%
Fixed Amount On Actuals Truck load based
105
Initial Boarding and Lodging - Details
Prevalence of Initial Boarding and Lodging In case of Temporary accommodation
Temporary accommodation Reimbursement limit

30% (No. of days) (INR per day)
Temporary Accommodation

Reimbursement in lieu of
temporary accomdation
7 14 15 3,300 8,000 10,800
70%
One Time Relocation Allowance- Details

Prevalence of One Time Relocation Allowance Nature of Entitlement
67% 67% 65%

64%
58%
27%
Yes
No 22% 21% 22% 22% 22% 20%

24% 12% 11% 13%
73%
Fixed Amount Basis of Salary On Actual
106
One Time Relocation Allowance - Details
Fixed Entitlement
One Time Relocation Fixed Entitlement (INR)

Basis of Salary
Allowance
P10 Median P90
Entry Level 8,000 25,000 1,00,000
Junior Management 10,000 30,000 1,35,000

Typically, 1 month’s basic
Middle Management 15,000 40,000 2,00,000 pay is provided as one-time
relocation allowance
Senior Management 16,500 50,000 2,35,000
Top Management 22,000 61,000 2,95,000
Components covered in One Time Relocation

Multiple Response
76%
66%
34%
27%
Brokerage expenses School Admissions Installing fixtures and Deposits for services like cable,
equipment's internet, telephone
107
Assistance Related to School Admissions - Details
Fixed Entitlement
Entitlement
School Admission
School Admission - Details
P10 Median P90
Entry Level 20,000 65,000 1,00,000 Other

Details
recurring Median
Junior Management 22,000 90,000 1,10,000 Prevalence (Types of
allowance Entitlement
allowance)
provided
Middle Management 25,000 1,00,000 1,45,000
Senior Management 28,000 1,20,000 1,85,000 Hardship

Allowance,
Top Management 35,000 1,50,000 2,20,000 Cost of living INR 5000-
allowance as 10,000 per
per city month
standards,
Components Covered in One Time Relocation etc.
Multiple Response Yes 15%
50% 50%
40% 40% 40%
Brokerage 1 month’s rent
Non Refundable Uniform Books Refundable Security Regular Tuition Fee

Development / Deposit
Donation Fees
Lifestyle & Wellness
Car Policy
Car Policy (Total Number of Participating Organizations: 129)
About the Policy 110

Financial Lease: Financial lease agreement is where the customer pays the full value of the car within a stipulated period. After expiry of the agreement, lessee
(customer) becomes the owner of the car.
Operating Lease: Is a type of financing where during operation of the agreement (usually 2-5 years) customer pays the lease fee. Monthly payments are affected by such
factors as initial value of the car, interest rate and the remaining value in the end of the lease period
Car Policy – Prevalence & Eligibility(% of Companies)
Prevalence of Car Policy Eligibility for Car Policy
93%
Multiple Response
7%
Observations :
• 33% organizations provide

Car Benefit to only Top and
Senior Management
• While 52% organizations
also extend car benefit to
Middle Management
• 15% organizations provide
car policy based on
93% compensation.
6% 4% 2%
Yes No Specific Grades All Employees Any Other* Specific Functions
*Any other includes linked to salary, subject to completion of probation, Linked to minimum tenure, etc.
Car Policy
111
Car Policy - Details (% of companies)
Car Policy - Plan
Prevalence – Type of Car Policy Car Plan Details Details
Duration of the lease P10 Median P90

10% provided to
employees
30% 3 4 5
ALD Automotive Other -

Car lease vendor Orix-36% Lease plan-12%
Pvt.Ltd-14% 38%
Service charges 66% organizations allow 0% 33% organizations allow

which are being service charge charged by the 100% service charge charged
charged car lease vendor by the car lease vendor
60%
Rate of interest 9% 11% 13%
Residual value as a
percentage of the 5% 20% 35%
Company owned car Operating Lease Financial Lease
total car value
Car Policy
112
Ex-showroom Value of Car Monthly Lease Rental
Entitlement (INR) Entitlement (INR)

Level Level
Entry Level - - - Entry Level - - -
Junior Management 3,50,000 6,50,000 14,00,000 Junior Management 1,20,000 2,50,000 3,20,000
Middle Management 5,50,000 8,50,000 28,00,000 Middle Management 1,80,000 4,10,000 5,00,000
Senior Management 10,64,000 25,00,000 37,00,000 Senior Management 2,10,000 6,25,000 7,40,000
Top Management 20,00,000 55,00,000 79,00,000 Top Management 3,50,000 8,00,000 9,50,000
Utilization
Company Car Benefit
Percentage of Employees Availing
Level
P10 Median P90
Entry Level - - - 28%
Part of flexible compensation
Junior Management 2% 7% 9%
Pure benefit over and above
Middle Management 2% 25% 70% Total Fixed Pay
72%
Senior Management 3% 30% 98%
Top Management 15% 69% 99%
Car Policy
113
Car Policy – Fuel Details (% of companies)
Car Elements
Linkage to Compensation
Car Detail - Element
Pure benefit over and above Total Part of flexible
Fixed Pay compensation
Fuel Expenses 24% 76%
Maintenance 29% 66%
Accessories 16% 34%
Chauffeur 20% 59%
Fuel
Reimbursement of Annual Amount

Levels Part of Flexible Compensation Fuel Allowance Not provided
actual cost (Average in INR)
Entry Level 25% 5% 15% 55% 92,200
Junior Management 28% 14% 24% 34% 1,16,650
Middle Management 46% 13% 31% 10% 1,70,517
Senior Management 41% 23% 32% 4% 1,91,989
Top Management 41% 26% 32% 1% 2,24,383
Car Policy
114
Car Policy – Maintenance & Accessories (% of companies)
Maintenance
Annual
Clubbed
Reimbursed at Part of Flexible Reimbursement Part of Covered in Not Amount
Levels Maintenance with fuel
actuals Compensation of Actual Cost Flex/FCP cost of car Provided (Average in
Allowance entitlement
INR)
Entry Level - - 11% - - - - 89% -
Junior Management 8% - 8% 25% - - - 59% 40,000
Middle Management 13% 18% 26% 24% - - - 19% 67,000
Senior Management 10% 18% 28% 24% 10% - 2% 8% 1,00,714
Top Management 29% 16% 27% 22% - - 2% 4% 1,80,000
Accessories
Part of Flexible Reimbursement of

Levels Clubbed with Maintenance Compensation (Basis Included in car cost actual cost (with or Not Provided
Employee Choice) without a cap)
Entry Level - - - - 100%
Junior Management 6% - 13% - 81%
Middle Management 13% 21% 21% 8% 37%
Senior Management 11% 21% 21% 7% 40%
Top Management 15% 19% 19% 15% 32%
Car Policy
115
Car Policy – Chauffeur Details (% of companies)
Chauffeur
Part of Flexible
Driver Salary paid by the Reimbursement Part of Annual Amount
Levels Compensation (Basis Not provided
Allowance Company of actual cost Flex/FCP (Average in INR)
Employee Choice)
Entry Level - - - - - 100% -
Junior Management 20% - - 7% 7% 67% -
Middle Management 38% 21% - 9% 3% 29% 1,80,000
Senior Management 40% 25% 4% 13% 2% 16% 2,40,000
Top Management 38% 25% 13% 15% 2% 7% 3,00,000
Car Policy
116
Provision for a Second Car Is the Employee able to Purchase

another Car within the Same entitlement
15% Coverage of Types of Additional Car

Expenses 19%
Paid by Paid by
Types of Expenses
Employee Employer
Road Tax 83% 17%

85% 81%
Insurance for 1st year 88% 12%
Insurance for the

Yes No duration of lease 85% 15% Yes No
period
Taxes & Registration 81% 19%
License Fees 92% 8%
Transfer of RC on
88% 12%
Tenure Completion
Car Policy
117
Car Policy – Maintenance Details (% of companies)
Cash Out/Monetization Car Replacement
Cash out option/Monetization of Car

Prevalence Basis of Replacement Prevalence Details
related benefits
Choice to Cash it out/ Monetize it 20%

Number of years 39% 4 years
Does the organization gross up the
12%
allowance for taxes
Number of kilometers run 7% 1,00,000
Differentiated Same
Is the cashed-out amount same for all
grades
7% 5% Change in entitlement 5% NA
Changes upon Promotion Replacement Period Differ by Employee Grade
Change of entitlement upon

Prevalence 3%
promotion
Same car continues till replacement

period (with cash-out of difference 31%
amount)
Same car continues till replacement
period (without cash-out of difference 25%
amount) 97%
Eligible for new car at promotion 12%

Yes No
Car Policy
118
Treatment Upon Separation (% of companies)
54% In Case of Separation prior to End of Lease period or Replacement period
Company Leased Car
17% 17%
6% 6%
Foreclosure (at WDV or accounting Returned to the leasing company Returned to the company pool Auctioned (Internally/Externally) Transferred to employee at no cost
principles as per agreement with
Leasing Partner)
57%
Company Owned Car
18%
14%
7%
4%
Foreclosure (at WDV or accounting Returned to the leasing company Returned to the company pool Auctioned (Internally/Externally) Transferred to employee at no cost
principles as per agreement with
Leasing Partner)
Car Policy
119
Treatment Upon Separation (% of companies)
In Case of Separation at the End of Lease period or Replacement period
65%
Company Leased Car
13%
9%
4% 3% 3% 1% 1%
Sold to employee at: Returned to the Sold to employee at: Sold to employee at: Returned to the Auctioned Transferred to Convert lease to loan
residual value leasing company Book value calculated Market Value company pool (Internally/Externally) employee at no cost
by straight line
method
59%
Company Owned Car
10% 10%
7%
3% 3% 3% 3%
Sold to employee at: Returned to the Sold to employee at: Sold to employee at: Returned to the Auctioned Transferred to Convert lease to loan
residual value leasing company Book value calculated Market Value company pool (Internally/Externally) employee at no cost
by straight line
method
Car Policy
120
Car Policy – Other Details (% of companies)
Car Policy - Details
Eligibility Prevalence
Foreclosure Fine 38%

Observation :
- GST will be as applicable on sale of car back to
employees if sold prior to completion of 5 years
GST Charges 13% (median).
Direct / Full
Toll Charges 22%
Reimbursement
Fuel, Maintenance & Insurance reimbursement 26%
Car Policy
Housing
Assistance
Housing Assistance (Total Number of Participating Organizations: 185)
122
About the Policy
Housing Assistance is a benefit which can be extended in the form HRA, CLA, COA, Security Deposit or Brokerage. It is provided to aid employees to meet the cost of
accommodation either partially or completely. In some cases, Housing Assistance may also be provided on account of organizational exigencies.
Prevalence – Housing Assistance (% of Companies)
Form of Housing Assistance provided to employees

94%
Multiple Response
18%
13% 12%
9%
7%
HRA Company Leased Company Owned Brokerage Security Deposit Option for employees for
Accomodation Accomodation HRA, CLA or COA
Housing Assistance
123
Eligibility for CLA and COA (% of Companies)
CLA Eligibility
Specific Function
Eligibility All Employees Any Other Details
Grades Specific
Specific Grades: Senior Management & above

Company Leased Accommodation 53% 33% - 13%
Any Other: Trainees, Expats, etc.
Company Owned Accommodation 83% 8% 8% - Specific Grades: Up to Senior Management
CLA Entitlement
Metro: Delhi (NCR), Kolkata,
Mumbai Other State Capitals Other Cities
Company Leased Chennai
Accommodation
Entitlement Entitlement Entitlement Entitlement
Eligibility Eligibility Eligibility Eligibility
(Med) (Med) (Med) (Med)
Entry Level 24% 12,500 24% 6,700 24% 5,300 35% 5,000
Junior Management 29% 17,250 29% 15,150 29% 9,500 41% 7,400
Middle Management 29% 34,115 29% 22,400 29% 12,900 41% 12,100
Senior Management 47% 75,000 41% 50,000 41% 22,800 53% 18,900
Top Management 41% 1,20,000 35% 75,000 29% 28,200 47% 24,600
• The utilization of CLA has gone down to minimal over the last few years
• None of the companies provide the benefit to cash out CLA.
Housing Assistance
124
CLA Linkage to Compensation Lease - Details Security Deposit Payment
Type of Lease Security Deposit
Linked to Compensation 74%
19% • Up to 10
38% month’s rent
is provided
63%
26%
81%
Employer Employee
Part of flexible compensation
Pure benefit over and above Total Fixed Pay Company Lease Self Lease or Spouse Lease
CLA Brokerage Paid by
Cost of Registration borne by Brokerage

74% • Up to 1 month’s rent is
provided for employees
up to middle
Lease Duration 27% management and 2
month’s rent for
employees in senior
• Typically, the lease varies management & above
between a period of 1 to 3
years 73% 21%
5%
Employer Employee Employer Employee Co-Pay
Housing Assistance
125
COA Eligibility Recovery of COA
Percentage of Companies
Eligibility for Company Owned
providing Recovery of COA
Accommodation
Company Owned
Accommodation- 1BHK 2BHK 3BHK
Eligibility
Entry Level 68% 30% 2%

37%
Middle Management 12% 60% 21%

63%
Amount to be Recovered
Top Management - 8% 48%
Median INR Per

Recovery Amount
Company Owned Month
Accommodation- 4BHK+ Villa Bungalow
Eligibility
Yes No Entry Level 1,225
Entry Level - - -
Junior Management - - - Junior Management 5,450
Middle Management 7% - - Middle Management 7,000
Senior Management 17% 11% -

Top Management 15,000
Housing Assistance
Flexible Work
Arrangements
Flexible Work Arrangements (Total Number of Participating Organizations: 166)
About the Policy
127
Hybrid work is a flexible approach that allows employees to split their time between working in the office and working from home. Hybrid workplace is to give
employees flexibility in how and where they work and offer a better work-life balance. Employees should feel able to alternate between home and the office seamlessly
in a hybrid work model—without a dip in productivity.
Flexible Work Arrangements
Flexible Work Arrangement- Prevalence Types of Flexible Work Arrangements

Multiple Response
76%
12%
58%
51%
46%
42%
14%
7%
Yes Case to Case Basis No Hybrid Working Working from Flexi-time Part-time working Compressed Work
Model home
Compressed Work week:

• A compressed work schedule allows an employee to work a traditional 40/48-hour workweek in less than five workdays.
Flexi-time Work week:

• Flexi-time work schedule allows an employee to decide their own and start and finish times of their workday. Employees are mostly given 1-2
hours relaxation for the same.
Flexible Work
Arrangements
128
Eligibility Criterion
Eligibility for different Flexible Work Arrangements
4%
8% 10%
10% 21%
14% 10%
13% 5% 6%
15%
17%
100%
73% 75%
62%
56%
Compressed Work Flexi-time Working from home Part-time working Hybrid Working Model
All Employees Specific Functions Special Conditions Specific grades For Corporate Offices
Flexible Work
Arrangements
129
Hybrid Working Pattern
Mandatory for employees to work from the base Hybrid Working Pattern Adopted
location at all times
3 Days Work from Office
35% 62%
2 Days Work from Office
65% 26%
Others*
12%
*Other Patterns
• 1 day Work from Office
• 1 week Work from Home per month
Yes No
24% of Organisations are considering complete Return to Office from

Typically, it is mandatory for employees to work from base their earlier hybrid stance based on higher Productivity / Employee
location. Engagement and On-going real estate arrangements
Flexible Work
Arrangements
130
Policy Changes and Allowances
Any Policy Changes made in last 2 years to One Time Home Office Setup Allowance
enable the Hybrid Working Model
Arrangement
27%
34%
73%
66%
Yes No
Yes No
Policy Changes: Work from Home Setup Allowance (In INR)
• Hybrid Working Model/ Predominantly Remote

Working P10 Median P90
• Providing IT assets and Accessories
• Introduced Internet Reimbursement 8,000 20,000 1,50,000
• Meals changed to Meal coupons
Flexible Work
Arrangements
131
Option to Work from Anywhere
Prevalence of Work From Home Eligibility for Work From Home
17%
41%
59%
83%
Yes No All Employees across Teams Selected set of Teams
Factors considered to determine Permanent Remote Working Selected Set of Teams defined as:
Options for employees:
• Specific Roles
• Job Role Requirement • Basis Project Requirements
• Business Need • Need Basis
• Exceptional Cases • Manager’s Discretion
Flexible Work
Arrangements
132
Work from Home- Details
Work from Home Entitlement Entitlements Carry Forward
20% 5%
54%
27%
95%
Defined minimum Work from Home days within a Week
Defined minimum Work from Home days within a Month
Defined minimum Work from Home days within a Year Yes No
Defined minimum Work from Home days within a :
• Week : 54% organizations provide 2-3 days Work from Home per week to their employees.
• Month : 27% organizations provide 5-12 days Work from Home per month.
• Year : 20% organizations provide 10-30 days Work from Home per year.
Differentiated Practice: Few organizations provide unlimited Work from home days as per need basis to their employees.
Flexible Work
Arrangements
Health and
Wellness
Health and Wellness (Total Number of Participating Organizations: 181)
About the Policy
134
Health and Wellness benefits are offered by employees for the following reasons:
• Improves morale
• Helps in better teamwork and social networks
• Increases productivity
• Reduces absenteeism
• Higher job satisfaction
• Stronger engagement
Health and Wellness- Plan Details (% of Companies) Process Owner
Provision for Health and Wellness Who is the Process Owner?

Wellness Committee Present
Documented Policy
8%
22%
37%
40%
70%
60%
63%
HR Non-HR* Both HR and Non-HR
*Non-HR includes site leaders, service provider, health

Yes No Yes No team, etc.
Health and Wellness

135
Health and Wellness – Prevalence (% of Companies)
Prevalence for Health and Wellness Multiple Response
84%
67%
57% 56%
51%
49%
45% 46%
39% 39% 38%
35% 34% 35% 35%
29% 31% 29%
27%
21%
18%
15%
Health Check-Up Mental Wellness Employee Financial Fitness On Site Dental and Eye On Site Medical Availability of Sporting Events Any Other
Programs Assistance Planning Programs Recreational Check Up Services health foods Initiative
Programs Programs
2023 2021
*Any other includes digital health services, parental training sessions, pregnancy care program, etc.
Observation :
The initiatives have gone up as organizations are ore focused on mental

wellness for healthy workforce, with increasing risk of diseases
organizations have started focusing more on wellness initiatives.
Health and Wellness

136
Avg. cost Avg. cost

Types of Details about the Eligibility Eligibility Percentage of Dependents Frequency borne by borne by
programs program (Details) employees covered employee employer
availing (INR) (INR)
(Median)
All Employees Age Specific:

Preventive – 58% 35+ years
Comprehensive Body Certain Grade Specific: Spouse – 42%
Check-Up is provided employees Middle Spouse & Children – Annual – 80%
Anything over
Type of tests include the based on age Management & 24% Once in 2
& above the
Health Check Up following: – 32% above 51% Spouse, Children & years- 5% 4,500-8,000
company
Blood Check-Ups, Certain Others consists Parents/in-law – Ongoing-7%
specific limits
Thyroid, BP, Diabetes, employees of certain 29% Any Other- 8%
Lipid Profile, KFT, LFT, based on category and Not Covered – 5%
etc. grade – 5% having a tenure
Others – 5% of at least 1
year.
46% organizations have Age Specific:

dental and eye checkup All Employees 40+ years
Spouse – 24%
covered in the Health – 83% Grade Specific:
Spouse & Children – Annual – 69%
Checkup, 23% have it as Certain Senior
14% Once in 2
Dental and Eye a part of insurance and employees Management &
16% Spouse, Children & years- 6% 5,000 4,300-7,000
Check up 31% organize on-site based on age above
Parents/in-law – Ongoing-19%
checkup camps. – 13%
18% Any Other- 6%
Vendors : 10% Medi Grade Specific
Not Covered – 44%
buddy, 7% Indus Health – 4%
Plus and few others.
Health and Wellness

137
Avg. cost Avg. cost

(Median)
38% organizations
conduct
webinars/sessions, 15%
provide counselling & Spouse – 6%
personal sessions, 17% Spouse & Children –
have it covered under 16%
Mental Wellness Annual – 14% 7,500-9,200
their EAP and the rest All Employees 39% Spouse, Children & 1,850
Programs - Ongoing-86% (annual)
acquire third party Parents/in-law –
services for assistance/ 67%
adhoc events Not Covered – 11%
Vendors : 16% 1to1 Help,
9% Silver oak Health and
few others
Typically, all
Counselling sessions on employees
Spouse – 2%
personal matters through and others
Spouse & Children –
vendor tie-ups that consists of few
Employee 37%
ensure data companies with Annual – 21%
Assistance All Employees 36% Spouse, Children & None 3,700-5,500
confidentiality . few Ongoing-79%
Programs Parents/in-law –
Vendors : 26% 1to1 Help, organizations
48%
9% Optum and few covering
Not Covered – 9%
others. contract
employees as
well
Health and Wellness

138
Avg. cost Avg. cost

(Median)
35% organizations
provide sessions/trainings
based on volunteers
Spouse – 20%
within the organization 1,500-3,000
Spouse, Children &
and 37% provide Annual – 37%
Financial Planning All Employees 28% Parents/in-law – None
guidance through vendor - Ongoing-63% (Basis number
37%
tie-ups while 13% of Workshops)
Not Covered – 43%
organizations conduct
these sessions through
bank-tie ups, etc.
27% organizations
provide gym facility at
premises, 44%
organizations reimburse
for gym/ fitness related Spouse & Children –
expense and remaining 8% 1,500 7,000-12,000
organizations extend Spouse, Children &
Fitness Programs All Employees 44% Ongoing-70%
subsidy through tie-ups - Parents/in-law – (Basis number (Basis number
with fitness aggregators. 13% of Sessions) of Sessions)
Adhoc fitness events are Not Covered – 79%
prevalent in most
organizations
Vendors : 9% Cult fit, 7%
Marsh and few others.
Health and Wellness

139
Types of Details about the program Eligibility Percentage Dependents Frequency Avg. cost borne Avg. cost borne
programs of covered by employee by employer
employees (INR) (INR)
availing
25% organizations have

indoor/outdoor games, 19% have
recreation room and rest are having 900-2,700
On-site Recreational Annual 9%
library and games facility in office All Employees 56% Not covered None
Programs Ongoing- 91%
premises. (per month)
Vendors : Typically, internally
managed.
49% organization organize sporting

events including cricket, badminton,
football tournaments while 27%
organize marathons and step-tracking 300
events for the employees and
Annual – 33%
Sporting Events remaining conduct various other All Employees 7% Not covered (Annual ; Events One time cost
Ongoing- 67%
sporting events are held once a
Vendors : Multiple vendors with year)
Prudent and Truworth being most
prominent and rest internally
managed.
Health and Wellness

140
Types of Details about the program Eligibility Percentage Dependents Frequency Avg. cost borne Avg. cost borne
programs of covered by employee by employer
employees (INR) (INR)
availing
36% organizations provide healthy

food options in their office cafeteria
while 32% provide lunch/meal benefit Annual – 5% 1,500 500-2,500
Availability of health
to the employees and remaining offer All Employees 75% Not covered Ongoing- 79%
foods
subsidized meals/ health foods Any Other- 5% (Monthly) (Monthly)
Vendors : Typically, internally
managed.
78% organizations provide essential

medical services at office premises
while 45% provide doctor’s
On-site Medical
services/consultation to the All Employees 4% Not covered Ongoing- 100% As per utilization Negotiated rates
Services
employees.
Vendors : Typically, managed via
insurance provider.
Health and Wellness

Maternity and
Related Benefits
Maternity and Related Benefits (Total Number of Participating Organizations: 196)
142
About the Policy
Maternity leave Policy and Benefits applies to the employees of the company who are expecting the baby or new mothers for the overall smooth and hassle-free journey
of their pregnancy and work life.
Maternity Leave
Prevalence of Childcare Leaves
Indian Maternity Leave Act:

7%
The Act mandates all female employees who have worked for at least
eighty days in the organization with 26 weeks of paid Maternity leave.
Maternity Leave Entitlement

93%
P10 Median P90
Yes No
6 months 6 months 12 months
Child Care Leave Entitlement
Maternity Expense Entitlement (In INR)
P10 Median P90
P10 Median P90

18 months 24 months 36 months
Normal Delivery 39,000 50,000 100,000
As a trend, Childcare leaves are unpaid in nature.

C-section 50,000 100,000 1,50,000
Maternity and Related

Benefits
143
Maternity Leave Extension
Entitlement for Maternity Leave Extension Maternity Leaves Extension using

(Number of days) Existing Leaves (Leave Conjunction)
P10 Median P90 11%
30 30 99
Yes
No
Nature of Leave in case of Maternity

Leave Extension 89%
64%
Types of Leaves used for Maternity

96%
Leave Extension
Multiple Response
28%
72%
8%
30%
Unpaid Paid Partially Paid*
* Leaves taken over & above the existing leave balance are unpaid.
Annual / Earned Sick Leave Casual Leaves

Benefits
144
Crèche Facility
Prevalence of Crèche Facility Eligibility for Crèche Facility
8%
Yes Observation: More progressive
organizations are now extending these
No 40% Females only benefits to all employees from a
gender neutrality perspective.
All employees
60%
92%
72% Provisions
Multiple Response
54%
22% 19%
8%
1%
Reimbursements for day Tie-ups with day care In-house crèche facility Shared crèche facility within Nanny Allowance Childcare Allowance
care arrangements made centers common office premises
by the employee

Benefits
145
Crèche Facility
Co-payment Model*
Crèche Facility - Details
36% Details P10 Median P90
Age up to which Crèche is

64% provided 5 6 8
(In years)
Cost Incurred for Crèche/

Childcare 5,000 9,000 20,000
(In INR per month)
Yes No
Nanny Allowance
2,750 5,000 6,500
*This model requires the benefit cost to be (In INR per month)
shared by the employer and the employee as
per the defined ratio.
Utilization of Crèche Allowance - 95% -
Percentage of expense borne by employee
• The median Co-Pay percentage borne by

employee is 50% of the total expense cost.

Benefits
146
Return to Work Program Phased Reintegration to Work
Prevalence for ‘Return to Work’ initiatives Phased Re-integration to Work* Phased Reintegration to Work
taken by organizations Benefit Duration (In months)
(Post Maternity)
P10 Median P90
48% 3 9 18
52%
44%
56%
Yes No
*Phased Reintegration to Work: Organizations extend support to female employees

returning post maternity where are allowed to return to work in a phased manner, with
Yes No
reduced hours up to a certain extent at proportionately reduced pay or full pay up to a
certain duration.
Observation:
Details of Initiatives taken for Returning Mothers
For organizations extending employees the flexibility to re-integrate in organization post
• Flexible Working/ Part time working maternity at reduced working hours, organizations expect employees to work at least for
• Career shift options based on availability of positions 50% working hours as part of the program. This is to ensure smoother reintegration to work.
As a trend, the reduction in Working hours leads to proportionate reduction in the pay.

Benefits
147
Returning Mothers- Program Details Adoption
Prevalence of Adoption related

assistance
Performance Appraisal for Returning Mothers
7%
9% Default Rating
Rating for the actual period

52% employee has worked in the year
39% 93%
Case to Case Basis
Yes No
Benefit Details:
Monetary Assistance and Leave Benefits are

Typically, Company assets remain with the employee during this period. provided to employees as part of Adoption
Support.
• Leave Duration: 12 weeks (As per
In the above example of rating for the actual period – there is usually a Statute)
cut-off period below which a default rating is to be considered. Median is • Monetary Assistance (Median) : INR
6 months 50,000

Benefits
148
Pregnancy Care Initiatives
Prevalence Benefits Type

28%
24%
32% 20%
16%
12%
68%
Yes No
Maternity Coaching Parenthood Flexible Work Gift Hampers for Baby Travel
Counselling Arrangements (Flexi Shower Reimbursements
Hours/ WFH)
Other initiatives taken by Organizations-
• Flexible work arrangements up to 2 years

• Health check-ups Annually
• Internal community and sessions for New Moms
• Transport Assistance

Benefits
Hardship and Site
Allowance
Hardship and Site Allowance (Total Number of Participating Organizations: 196)

A Hardship Allowance is paid to encourage mobility to field locations and compensate staff for service in varying degrees of hardship/difficult conditions. Site Allowance are
often paid to employees on top of their salary in recognition of the difficulties they face adjusting to life in a new location.
Industry Wise Prevalence ( % of Companies )

Prevalence for Hardship Criteria under which Hardship Allowance is provided
Allowance
Multiple Response
65%
21%
38%
31% 31%
27%
79% 15%
Yes No Remoteness Lack of Basic Security Risk Health Hazard Any Other* Climate
Amenities
Provision of Allowance:
• Some organizations are providing the allowance basis the criticality of the job.
*Any other includes hill allowance, odd shifts, extreme climates, confined spaces, dangerous working, meet living standards etc.
Hardship and Site

Allowance
151
Eligibility and Costing of Hardship Allowance
Eligibility for Hardship Allowance Is Hardship Allowance Costed as part of

Employee’s CTC?
56%
21%
25%
79%
15%
4% Yes, part of employee CTC No, not part of employee CTC
Of the companies which have stated yes, some have mentioned

All Employees Functions Specific Level Specific Location specific
that in case the employee receives the allowance for a certain
pre-decided period of time, then the component is considered
part of CTC and would increase with the annual increment
Hardship and Site

Allowance
152
Entitlement and Reversal of Hardship Allowance
Linkage to Compensation Fixed Entitlement
Fixed Entitlement per month

Levels
(Median in INR)
28%
Entry Level 9,500
Middle Management 18,500

72%
Top Management -
Treatment when an Employee is moved from

Fixed Amount Percentage of Basic
Hardship to Non-Hardship Location
96%
Linked to Compensation:
Ranges between 8 – 15% of Basic
Salary
4%
Allowance is rolled back CTC is modified to include allowance
Hardship and Site

Allowance
153
Prevalence of Site Allowance
Prevalence of Site Allowance If yes, then the Criteria under which it is

Allowed - Prevalence
16%
33%
67%
84%
Yes No Location of Site Criticality of Project

Fixed Entitlement
Fixed Entitlement per Month

Levels
(Median in INR)
Entry Level 6,000
Middle Management 8,000
Top Management -
Hardship and Site

Allowance
154
Domestic and International Secondments
Prevalence of Secondment Types of Secondments Challenges Faced during Domestic Secondments
Policy Multiple Response
28%
International 45%
21%
49% 51% 14%
Domestic 55%
Sourcing the right talent Mobility of employees for Communication of the Adaptability of the
Yes No from within the assignments assignee compensation & Assignee to perform in
organization benefits package the host/ other local
location
Reasons for International Assignments Challenges Faced during International Secondments
92% 33%
Multiple Response
Multiple Response
25%
21%
46%
42%
38%
29%
8% 8%
4%
Project-based Business Training/ Filling-in Skill Career Sourcing the right Mobility of Compensation & Communication of Adaptability of Availability of
requirements Development Passing on Gaps Development/
talent from within employees for benefits inequities the assignee the Assignee to Visa Slots
Technical International
Knowledge Exposure the organization assignments between compensation & perform in the
international benefits package host/ other local
assignees and location
local employees
Hardship and Site

Allowance
155
Shift Allowance
Prevalence of Shift Allowance Shift Allowance across Levels
Shift Allowance for eligible

Levels Shift
shifts (In INR per month)
Morning 5,790
25% General -
Entry Level
Evening 5,265
Night 6,050
Morning -
General -
Junior Management
Evening 5,250
Night 7,950
75%
Morning 6,300
General -
Middle Management
Evening 5,375
Night 10,500
Morning -
Yes No General -
Senior Management
Evening -
Morning Shift – 6.00 AM to 2.00 PM Night -
General Shift – 10.00 AM to 6.00 PM Morning -
Evening Shift – 2.00 PM to 10.00 PM General
Night Shift – 10.00 PM to 6.00 PM Top Management
Evening -
Night -
Hardship and Site

Allowance
156
City Compensatory Allowance
Prevalence of City Conditions under which the Allowance is provided
Compensatory Allowance
22%
33%
78%
Yes No Employee is transferred to a location with higher cost of Employee is transferred from home/base location to any
living other location
Eligibility for City Treatment of City Compensatory Allowance on Relocation
Compensatory Allowance
62% 73%
15% 15% 18%

8% 9%
All Employees Level Specific Functions Specific Case to case basis Allowance is rolled back Allowance continues as is Any Other*
*Any other states a portion of the allowance becomes permanent for the employee. Relocation: From High Cost of Living to Low Cost of Living Location
Hardship and Site

Allowance
157
City Compensatory Allowance
Tier 1 Tier 2
Fixed Entitlement per month Fixed Entitlement per month

Levels Levels
(Median in INR) (Median in INR)
Entry Level 6,000 Entry Level 2,959
Junior Management 8,000 Junior Management 4,084
Middle Management 10,000 Middle Management 6,250
Senior Management 12,000 Senior Management 8,584
Top Management 16,250 Top Management 10,584
Tier 3
Fixed Entitlement per month

Levels
(Median in INR)
Entry Level 2,500
Middle Management -
Senior Management -
Top Management -
Hardship and Site

Allowance
Pay Related Policies
Tax Efficient
Benefits
Tax Efficient Benefits (Total Number of Participating Organizations: 196)

Tax efficiency is when an individual or business pays the least amount of taxes required by law.
A financial decision is said to be tax-efficient if the tax outcome is lower than an alternative financial structure that achieves the same end
Provident Fund - an investment fund contributed to by employees, employers, and (sometimes) the state, out of which a lump sum is provided to each employee on retirement
Gratuity - . an amount paid by an employer to its employees for rendering their services for equal to or more than 5 years
NPS - The National Pension System is a defined-contribution pension system in India regulated by Pension Fund Regulatory and Development Authority which is under the jurisdiction of
Ministry of Finance of the Government of India.
LTA - LTA or leave travel concession is the allowance paid by your employer to cover your travel expenses, while you go on leave with or without your family
Provident Fund - Details

Eligibility for Provident Fund : Contribution :
1. Any person employed for wages for any work of an 1.Employee’s contribution: The
Prevalence of Provident establishment either manual or otherwise. amount deducted from the
Fund : employee’s salary 12% of basic
2. Any person employed through a contractor or engaged as salary.
an apprentice but not being an apprentice under Apprentices
100% of the participating Act, 1961.
organizations have provident fund 2.Employer’s contribution: The
as a component in their salary employer will contribute 12% of basic
3. Any person under the standing orders of an establishment, salary employee. It is also considered
structure as per law. earning less than or equal to INR 15,000 per month other a part of employment welfare.
than the excluded and exempted employees under Section
17 of the Act.
Definition of Applicable Salary Restrictions on the Applicable Salary

5%
8% 17% Restricted to Applicable
7% Basic Salary Salary or INR 15000
whichever is lower
Basic+DA Full Applicable Salary
Basic + Special
Allowance Option Selected by the
88% 75% Employee
Tax Efficient Benefits

161
Gratuity - Details
Eligibility for Gratuity : Placement of Gratuity

• Employees who have completed 4 years and
Prevalence of Gratuity: 240 days in the organization are entitled to
gratuity.
99% of the participating
organizations are providing • Differentiated Practices: Some
gratuity to their employees. 38%
organizations have also provided gratuity to Part of CTC
employees who have completed 3 years in the Outside CTC
organization.
62%
Payment of Gratuity in case of death of an employee :
The gratuity benefits for a deceased employee are calculated based on his/her tenure of
service. The amount is subject to a maximum of INR 20 lac. Here are the rates at which
gratuity will be paid in such cases. Gratuity - Restrictions on Payout
Tenure Amount payable

1%
<1 year 2 x Basic salary *Any Other:
INR 20 Lacs (As - At the Top-level
1 – 5 years 6 x Basic salary per Statute) Gratuity payout
No Restrictions is grade specific
5 – 11 years 12 x Basic salary 46%
53% (can range up to
*Any Other
INR 40 lacs)
11 – 20 years 20 x Basic salary - Limit of INR 25
lacs
20+ years Half of the basic salary for each completed 6
months Subject to a maximum of 33 x Basic salary

162
NPS - Details
Prevalence of NPS : Eligibility for NPS
93% of the responding organizations facilitate the National

93% 93% 93% 93%
Pension scheme for their employees. 88%
There are two types of NPS :
1. Tier 1 (Tax Saving): Provided by all organizations that have

facilitate the NPS scheme for their employees
- Withdrawal restricted
- Minimum INR 1000 to be withdrawn 12%
7% 7% 7% 7%
2. Tier 2 (Investment): Provided by only 13% organizations
- Withdrawn permitted Entry Level Junior Management Middle Management Senior Management Top Management
- No minimum withdrawal is required Yes No
Employers Contribution
*Others Detail:
82%
68% 68% Range: INR 50,0000 - 9% of monthly basic
64% 64%
• The Contribution to NPS is subject to the maximum deposit limit of INR 1,50,000
36%
per financial year, inclusive of both the employer’s contribution and the employee’s
36% 32% 32% contribution. The limit is applicable to all NPS accounts, including Tier-I and Tier-II
18% accounts
Frequency (Debit to the employees)

Entry Level Junior Middle Senior Top
Management Management Management Management • NPS is debited on a monthly basis.
10% of Monthly Basic Others*

163
NPS - Details
*NPS investment options
Active Option Corporate Government

Active Investment Class Equity (E)
(C) (G)
1. This choice is for the NPS subscribers who wish to decide their asset
mix on their own. Permissible allocation Up to 75% Up to 100% Up to 100%
2. Subscribers have the option to choose the ratio in which their

contributions will be invested among various asset classes. Investment Risk* High Medium Low
3. As the maximum permitted allocation to equities is restricted to 75%. Investment Return

High Medium Low
(potential)*
Auto Option
Aggressive Conservative
1. The NPS Auto Choice option is for passive investors who seek to let an automatic allocation Moderate Life
Life Cycle Life Cycle
decide the proportion of money spread across the available asset classes. Cycle Fund
Age Fund Fund
2. This allocation adopts a life-cycle-based (Age) approach and optimizes returns and cushions Asset class in Asset class in Asset class in
the subscriber from market volatility on approaching maturity. (%) (%) (%)
E C G E C G E C G
Types of Schemes : Up to 35
50 30 20 75 10 15 25 45 30
years
1. Aggressive Life Cycle Fund: It takes an aggressive approach to invest where maximum
equity allocation can go up to 75%. 40 years 40 25 35 55 15 30 20 35 45
45 years 30 20 50 35 20 45 15 25 60
2. Moderate Life Cycle Fund: It is the default option which caps the equity exposure to a
maximum of 50% 50 years 20 15 65 20 20 60 10 15 75
3. Conservative Life Cycle Fund: In this option, maximum equity allocation is capped at 55 years 10 10 80 15 10 75 5 5 90
25%.
*As per PFRDA website

164
LTA - Details
Eligibility for LTA
95% 97% 97% 97% 97%
Prevalence of LTA :
97% of the responding

organizations provide LTA as a
tax saving vehicle for their
employees. 5% 3% 3% 3% 3%
Yes No
Fixed Entitlement
Amount (INR per month) Frequency (Claim by the Employees) :

Levels
P10 Median P90
Twice in a block year of 4 years.
Entry Level 10,325 17,292 43,500
Junior
12,667 48,000
Management What will happen to the unclaimed LTA amount?
18,333
Middle
12,942 62,000 74% organizations: Carry forward of LTA amount to next financial year
Management
26% organizations: Lapsed
Senior
14,250 38,767 84,000
Management
Top
15,000 50,000 1,18,000
Management

Sign on, Skill, and
Retention Bonus
Sign On, Skill, and Retention Bonus (Total Number of Participating Organizations: 128)
166
About the Policy
• A Sign On bonus is a sum of money paid to a new employee by a company as an incentive to join that company. They are often given as a way of making a
compensation package more attractive to the employee (e.g. if the annual salary is lower than he or she desires).
• A Skill Bonus is an employee reward program wherein it is given to those employees whose skill set are considered in demand with the current market position. It is
not usually a one-time bonus but provided annually, in most scenarios the employee is required to meet certain performance conditions/criteria.
• A Retention Bonus is a targeted payment or reward outside of an employee's regular salary that is offered as an incentive to keep a key employee on the job during
a particularly crucial business cycle, such as a merger or acquisition, or during a crucial production period.
Sign On Bonus
Prevalence of Sign On Bonus Eligibility for Sign-On Bonus

24%
Yes
No 22% 21%
18% 18%
76%
Critical Position Level Specific Role Specific Function Specific High Performing
Incumbents
Sign On, Skill, and

Retention Bonus
167
Sign On Bonus
Sign-On Bonus Entitlements
Fixed Entitlement (in INR) Linked to CTC

Management
Level
Nature of Entitlement of Sign On Bonus
Entry level 46,000 1,00,000 1,60,000 10%
44% Junior Management 55,000 1,50,000 2,80,000 10%
Middle Management 82,500 2,12,500 3,90,000 11%
Senior Management 1,29,000 3,50,000 6,40,000 12%

29%
27%
Top Management 2,08,000 5,00,000 17,00,000 14%
Claw Back of Sign On Bonus: In case of

Resignation within the Service Agreement
Treatment Recovery Percentage

Linked to CTC Fixed Entitlement Case to Case Basis
Prorata Recovery 5%
Full Amount is
95%
Recovered
Sign On, Skill, and

Retention Bonus
168
Skill Bonus
Prevalence of Skill Bonus Eligibility for Skill Bonus Frequency
75%
40%
50% 31%
15%
Yes 31% 18%

28%
No 11%
13%
Critical High Function Role Specific Level Specific One time Once in 2- Monthly Annually
75%
Position Performing Specific 3 years
Incumbents
Skill Bonus Entitlements

Fixed Entitlement Linked to Claw Back of Skill Bonus: In
Management (in INR) CTC case of Resignation within the
63% Level
Median Median Service Agreement
Entry level 2,00,000 8% Recovery

Treatment
Junior Percentage
25% 3,00,000 15%
Management
Middle
13% 4,00,000 15% Prorata Recovery 13%
Management
Senior
6,00,000 20%
Management Full Amount is
Linked to CTC Fixed Entitlement Case to Case Basis 87%
Top Management 10,00,000 22% Recovered
Sign On, Skill, and

Retention Bonus
169
Retention Bonus
Prevalence of Retention Bonus Eligibility Criteria of Retention Bonus
Multiple Response
51%
27%
33%
13%
10%
73%
Critical Positions High Performing Level Specific All Employees

Incumbents
Yes No
• For Level Specific employees, Retention initiatives are prevalent mostly for
Managers & Above.
Sign On, Skill, and

Retention Bonus
170
Retention Bonus- Entitlement
Retention Bonus- Entitlement Details
Nature of Entitlement Fixed Entitlement (in INR) Linked to CTC
46%
Management Level
Entry level 1,00,000 1,25,000 3,50,000 15%
27% 27%
Junior Management 1,75,000 2,50,000 4,75,000 15%
Middle Management 2,85,000 3,50,000 12,90,000 20%
Senior Management 4,50,000 9,75,000 25,00,000 20%
Linked to CTC Fixed Case to Case Basis

Top Management 5,90,000 15,50,000 38,00,000 23%
• In 10% of the organizations, Retention initiatives taken are Non-Cash Based, rest 90% have Cash based incentives.
• There is no differentiation in Retention Practices seen in case of male and female employees.
Sign On, Skill, and

Retention Bonus
171
Different Retention Initiatives in the Organizations
Retention Initiatives
Multiple Response
67% 67%
52%
41%
32%
23%
16%
7%
5%
Increment Outside Retention bonuses Increased More training and More emphasis on More attention to Expanded benefits More time-off Any Other*
Review Cycle Flexibility/ Work life development well-being and culture
Balance mental health
* Any other practices – Job Rotation, Cross functional mobility, etc.
Sign On, Skill, and

Retention Bonus
172
Retention Bonus- Details
Treatment of Bonus Frequency

Multiple Response
19%
33%
15%
14%
67%
7%
Fully Recovered Prorata recovery 5%
Minimum Service Tenure

One-time Case to Case Basis Annually Bi-annually Once in every few
No. of Years for specific years*
% of companies
Service Requirement
1-2 years 54%

* Most prevalent practice is payout once every 2-3 years, depending on a Case-to-Case basis.
2 years 15%
3-4 years 21%
Case to Case Basis 10%
Sign On, Skill, and

Retention Bonus
173
Other Retention Measures
Other Bonus Plans Stock Based Retention Plans
6%
6% 15%
40%
35%
25%
48%
25%
Committed/ Guaranteed Bonus Deferred Cash Incentive Plans ESOP Committed/ Guaranteed Bonus RSU Case to Case Basis
Boomerang Variable Pay Any Other*
Committed/Guaranteed Bonus: A payment in addition to base salary that is made regardless of performance, e.g., an incentive award that is
guaranteed, usually to a new hire or to a newly promoted person. It is usually nonrecoverable by the company.
Boomerang Variable Pay: Variable pay which is paid out in year 1 is again paid to the incumbent in the following years (ideally at gap of a year or
two) the amount is paid over and above the variable pay which the incumbent is due for that year.
* Any Other plans Include Value Added Incentives for Employees, Spot Bonus, etc.
Sign On, Skill, and

Retention Bonus
Rewards and
Recognition
Rewards and Recognition (Total Number of Participating Organizations: 183)
Employee Rewards and Recognition tools are a way of celebrating the achievements of employees, that could be through various areas of contribution in the organization.
Organizations also extend Long Service Awards that value longevity of service. The same can range from gift vouchers, certificates, watches, gold coins, holiday
packages, extra leave etc.
Rewards & Recognition Program
Prevalence of Rewards & Recognition Nature of Award

Program
Monetary Award* (In INR)
P10 Median P90

7% 12%
1,000 10,000 36,000
* Varies basis levels of management as well as

18% the function type.
Non- Monetary Award Options-

93% 70%
• Certificates
• E-cards
• Reward Points
• Trophy
Yes No Monetary Non Monetary Both
Rewards and
Recognition
176
Details
Department responsible for Deciding Reward Minimum Criteria for Extending Awards
Budget
44%
41%
32%
24%
16% 16%
14% 13%
Rewarding Management HR Finance Team Any Other* All employees Target Achievement/ Others**
Department Performance Based
• Annual Budgeted Amount for Rewards & Recognition Program ranges from INR 1 lac to 50 lacs, Median- INR 20 lacs.
* Any other Department- Business Excellence Team, Benefits Team

** Other Criteria- Manager Discretion, Department vise categorization, Compliance checks, etc.
Rewards and
Recognition
177
Monetary Award Options
Monetary Awards - Details
Quantum of Award across

Nature of Award Prevalence Name of Award
levels
Spot Awards
Star Award
Performance/ Achievement 63% INR 500- INR 5,00,000
Quarterly Awards
Employee of the Year
Impact Award
Innovation 6% INR 7,500- INR 1,00,000
Continual Improvement Award
Spotlight Award INR 500- INR 25,000

Peer to Peer Recognition 11% Thank-you Award Also given in form of Certificate, Trophy,
Bravo/Kudos Award Thankyou Cards
Safety 1% Safety Awards Varies Case to Case Basis
Cash Rewards
Project Based 7% INR 2,000- INR 1,25,000
Team Appreciation rewards
Applause Award
Any Other 11% Long Association Award INR 500- INR 25,000
Behavioral Awards
Rewards and
Recognition
178
Non-Monetary Award Options
Multiple Response
86%
63%
47%
14% 13%
11%
Certificates Trophies Gifts Vouchers/Gift Cards Vacations Any Other*
* Any other options include Reward Points, Thankyou Cards, Company Sponsored trips, Hampers, Recognition points etc.
Rewards and
Recognition
179
Long Service Awards
Prevalence of Long Service Awards Frequency of Award

Multiple Response
7% 58%
93%
20%
13%
10%
Yes No 7%
3%
Taxation on Quantum Annual Any Other** Monthly Quarterly Bi-Annual Biennial
** Any other includes- On achievement of milestones, on employee’s work

35% anniversary, on completion of tenure etc.
Minimum Service Requirement

(Number of years)
65%
P10 Median P90
3 5 15
Employer Covers the Taxes Employee bears Taxes
Rewards and
Recognition
180
Long Service Award- Quantum
Monetary Quantum (In INR) and Non-Monetary Quantum Details
Number of Years P10 Median P90 Non-Monetary Details

Multiple Response
Certificates, Trophy, Congratulatory Emails, Reward Points,
5 Years 2,050 5,000 17,500
Plaque, Gifts, Memento, Silver Coins
Certificates, Trophy, Reward Points, Appreciation letter, Plaque,

10 Years 5,000 10,264 50,000
Gifts, Memento, Silver Coins, Gold Coins, Holiday Package
Certificates, Trophy, Reward Points, Plaque, Gifts, Memento,

15 Years 8,200 20,000 75,000
Silver Coins, Gold Coins, Pin Award
Certificates, Trophy, Reward Points, Plaque, Gifts, Memento,

20 Years 14,000 33,500 1,12,800
Silver Coins, 10 gm Gold Coins, Gold medal
Certificates, Trophy, Reward Points, Gifts, Memento, Silver plates,

25 Years 8,300 75,000 2,17,000
Silver Plaque, Gold Coins
Observations:
• It has been observed that many organization give Gold coins as a reward to employees working for over 25 years rather than Cash.
• Additional/Differentiated Rewards include - Travel Vouchers, Additional Paid Leaves, Gym/club memberships, etc.
• Certificates and Trophy are the most prevalent non-monetary award across all levels of management.
• Long Service Award is often indexed to 1gm Gold/Silver for every year of service.
Rewards and
Recognition
Miscellaneous
Benefits/Information
Meal Benefits
Meal Benefits (Total Number of Participating Organizations: 148)

It covers free/subsidized food provided to employees on office premises or through meal vouchers. It spans across all the working population in the organization. Type of
food available is typically dependent on the work-shifts followed in the organization. There in an opportunity for employees to avail tax-saving on the Meal vouchers. The
benefit is typically outsourced/ managed by an external vendor.
Meal Benefit – Prevalence and Eligibility
Prevalence of Meal Benefits Eligibility for Meal Benefits
20% 12%
7%
81%
80%
Yes No All Employees Role Related Any Other*
*Any other includes flexible benefit plan, location specific, voluntary plan, certain grade and above.
Meal Benefits
184
Meal Benefit – Plan Details
Types of Benefits Shifts in Meal Benefits are provided Meals provided in Office are
Meals in Office
Premises 12%
5%
13%
Meal Allowance (Cash
48% Allowance) 27%
41%
82% 61%
Sodexo
Coupons/Other
11% coupons/Debit Card
All Shifts Specific Shifts Lunch Hour At Subsidised Rate Free of Cost
Sodexo Entitlement
Observations:
Amount (INR per month)
Levels • Specific shifts mostly are night
P10 Median P90
shifts.
Entry Level
Junior 10,000
Management
Middle
Management 1,100 2,200 Observations:
15,000
Senior
Management • Organizations providing Sodexo coupons typically have this provision for all employees across levels.
Top
20,000 • The Sodexo entitlement is debited on a monthly basis.
Management
Meal Benefits
185
Types of Meals and Services
Types of Meals included If Meal Services are Outsourced to a

Multiple Response
Vendor or Managed Internally
99%
17%
69%
64%
58%
83%
9%
Lunch Breakfast Evening Snacks Dinner Combination*

Outsourced Internally Provided
*Combinations include – Breakfast + snacks, snacks + 1 meal, Meal + morning and evening tea, etc.
Average Cost Borne
Cost to Company ( In INR per annum ) ₹ 37,097
Employee Contribution ( In INR per annum ) ₹ 15,967
Meal Benefits
Higher Education
Higher Education (Total Number of Participating Organizations: 164)

Higher Education is an employee benefit in which an employer pays for a full-time / part time employee's educational expenses or provides tuition reductions. Employees
must be eligible and enrolled in the accredited institution as defined in the policy.
Higher Education – Prevalence and Types of Courses
Prevalence of Higher Education Types of Courses

Multiple Response
81%
51%
49% 51%
Part Time Full Time
Yes No Courses covered consists mostly of Executive MBA, Executive

M tech and Full-time MBA programs and any other course
relevant to employee role etc.
Higher Education
188
Eligibility and Availing percentage in the Last financial Year
Eligibility for Higher Education Eligibility - Details

Multiple Response
Details
82% Particular
P10 Median P90
52% On
47% Basis Tenure Served (In no. of years) 2 3
Confirmation
Typically, extended to all FTEs from core
Basis Function/ Role
functions like R&D, Manufacturing, etc.
Typically, employees in Junior & Middle
Basis Level/ Grade
Management grades are eligible
Basis Tenure Served Basis Function/ Role Basis Level/ Grade
Percentage availing Higher Education
Percentage availing
Levels
(Average)
Entry level 0.07%
Junior Level 0.18%
Middle Management 0.17%
Senior Management 0.21%
Top Management 0.25%
Higher Education
189
Mode of Funding & Entitlement Details
Fixed Entitlement
Entitlements (INR)
Mode of Funding ( % of Companies ) Levels
Mode of Funding ( % of Companies ) P10 Median P90
Entry level 1,40,000 3,00,000
7% Junior Level 1,50,000 4,25,000
11%
Middle Management 1,50,000 7,50,000
Senior Management 1,70,000 7,50,000
Top Management - - -
Course-wise Funding
Entitlements (INR)
82% Course Type
Median
Graduation Up to 5,00,000
Post Graduation (Top 10/Tier 1) Up to 20,00,000

Reimbursement Outright Funding to the Institute Loan to employee
Post Graduation (Other Tiers) Up to 8,50,000
Professional/Non-Professional/Foreign
Case to case basis
Universities
Higher Education
190
Higher Education – Plan Details
Type of expenses covered - Prevalence Increment Promotion
Multiple Response 6% 3%
12% 19%
100%
82%
78%
5% 5%
Tuition Fees Lodging Fees Food No Promotion

No Increment
Increment at average rating Duration of Course

considered
Increment at last rating Duration of Course not
considered
Higher Education
191
Prevalence of Sabbatical Leaves
45%
55% Median Duration: 6 months or Case to Case Basis
Yes No
Employee is Paid his Salary during the Leave period Role Enrichment associated with Completion of Course
11%
25%
32%
57%
75%
Yes No Fraction of Salary Enriched Same
Higher Education
192
Claw Back - Details

Prevalence of Claw Back policy on Resignation
Claw Back Period (In Years)
P10 Median P90
1 2 3
27%
73%
Typically, organizations recover 100% amount in case

of resignation in the first year.
Few organizations also specify 50% & 25% claw back in

Yes No the second and third year respectively (where
applicable).
Higher Education
Loans
Loans (Total Number of Participating Organizations: 164)
Employee loans are funds that the company advances to assist workers. As with a traditional loan, employees are expected to repay these loans to their employer.
Employees may ask business owners for loans to cover various types of expenses bridging financial hardships. Employers can set the parameters of their own loan
program, determining how much employees can borrow and how long they have to repay their debt.
Prevalence and Type of Loans
Provision of Loans Types of Loans Multiple Response
66%
54%
36%
48%
52%
22%
4%
Cash Advance/Salary Emergency Loan Personal Loan Housing Loan Other Loan*
Yes No Advance
* Other Loan include gadget loan, education loan, loan for differently abled employees, etc.
Loans
195
Types of Loan- Eligibility
Personal Loan
Cash Advance / Salary Advance Emergency Loan
7%
6%
23%
26% 26%
67% 68%
77%
All employees Grade Specific Function Specific

All employees Grade Specific Case to Case Basis
All employees Grade Specific
Housing Loan Other Loan

3%
3% 33%
37%
67%
57%
All employees Grade Specific All employees
Function Specific Case to Case Basis Grade Specific
Loans
196
Entitlement Details
Loan Entitlement
Fixed (Median in Linked to Compensation Linked to Compensation Linked to Compensation

Types of Loans
INR) (Gross Salary) (Total Cost to Company)
70-95% of Previous Month salary

1 to 6 Months
Cash Advance / Salary 1 to 2 times of Gross Salary
1,00,000 2-3 times 2 to 4 times of CTC
Advance 2 Months of Gross Salary
Up to 2 times monthly TFP 1.5-3 times

Emergency Loan 1,00,000 -
1 to 3 months of Gross Salary
Up to 2 times monthly TFP 1.5-3 times

Personal Loan 3,00,000 -
1 to 3 months of Gross Salary
2 months Fixed Gross Salary

Housing Loan 75,00,000 Up to 20 times annual CTC -
3 to 10 times of Gross Salary
Other Loan 1,35,000 - 1 to 2 month of Gross Salary -
Observation: Student Loan Repayment Assistance is not prevalent in most organizations. It might be given on Case to Case Basis.
Loans
197
Types of Loans- Details
Tenure of Repayment (In Months) Minimum Service Criteria (In Months)
Types of Loans P10 Median P90 Types of Loans P10 Median P90
Cash Advance / Salary Cash Advance / Salary

1 6 12 3 9 12
Advance Advance
Emergency Loan 6 12 36 Emergency Loan 6 12 36
Personal Loan 12 18 60 Personal Loan 6 12 26
Housing Loan 13 54 171 Housing Loan 12 18 60
Other Loan 5 18 41 Other Loan 10 12 38
Types of Housing Benefits Provided Source of Funding for Housing Benefits
Benefits Prevalence Entitlement
35%
Interest Subsidy 9% 3% subsidy
65%
Maintenance Allowance 5% 15% of basic salary
*Note : Interest subsidy is linked to market rates, as market interest rates have
Paid by Company Paid by Bank
reduced due to the pandemic there may be further changes to the interest subsidy
Loans
198
Treatment of Loans in case of Retirement/Resignation
Cash/Salary Advance Emergency Loan
Multiple Response Multiple Response

63% 70%
55%
47%
3% 3% 3%
1%
Immediate Adjusted against Phased repayment Manager's discretion Immediate repayment Adjusted against Phased repayment Balance to a Bank
repayment terminal benefits over a longer term terminal benefits over a longer term
after exit after exit
Loans
199
Treatment of Loans in case of Retirement/Resignation
Housing Loan Personal Loan
Multiple Response Multiple Response

76%
72%
52%
41%
12%
7%
4% 2%
Immediate Adjusted against Phased repayment Balance transfer to a Immediate repayment Adjusted against Phased repayment Balance transfer to a
repayment terminal benefits over a longer term Bank terminal benefits over a longer term Bank
after exit after exit
Other Loans
67%
Multiple Response
44%
11% 11%
5%
Immediate repayment Adjusted against terminal Manager's discretion Recovered from Balance transfer to a
benefits insurance on loan Bank
Loans
Transportation
Facilities
Transportation Facilities (Total Number of Participating Organizations: 196)

Transport facility refers to the transportation services provided by a company or organization to its employees, clients, or customers. It can include shuttle buses,
company-owned vehicles, or other modes of transportation to facilitate the movement of people between different locations. Providing transport facilities can help
organizations improve employee satisfaction, reduce transportation costs, and increase productivity by ensuring that employees arrive at work on time.
Transport Facility from Home to Workplace
Provision for Transport Facility Eligibility for Transportation Facilities

Multiple Response
100%
96%
92%
33%
62%
58%
67%
Entry Level Junior Middle Senior Top Management

Management Management Management
Yes No
Transportation
Facilities
Transportation Facilities (Total Number of Participating Organizations: 196)
202
Transport Facility from Home to Workplace
Prevalence of Types of Transport Assistance

Multiple Response
Levels of
Coach/Bus Reimbursement Company Cab
Restrictions Management
(to which group Transport facility is restricted
Entry Level 65% 3% 48%
to)
6% 6% 6% 7% 8%
Middle Management 66% 6% 44%

44% 42% 40% 38% 38%
Transport Cost (INR per month per person)

52% 54% 55% 54%
50%
P10 Median P90
4,000 12,000 24,000
Entry Level Junior Middle Senior Top Management

Management Management Management
• It has been observed that Transport Cost has majorly reduced for some
None Certain Shifts Only Female Employees Only
of the organizations, since they have shifted to Work from Home.
Transportation
Facilities
Communication
Policy
Communication Policy (Total Number of Participating Organizations: 161)

Rapid progress in communication technology has greatly changed the way in which organizations view and offer various tools of connectivity to employees.
While the cost and availability of some of these tools like residential landlines and laptops restricted their usage to senior employees only in the past, many companies
have now begun to offer many more tools like mobile phones, data cards, and broadband facility at home etc. to a wider section of employees to enable greater business
efficiency.
Prevalence – Communication Policy

Prevalence of Communication Policy Multiple Response
97%
73%
63%
47%
34%
13%
6%
Laptops Mobile - Call Mobile - Instruments Data Cards Broadband Facility at Tablet Landline at Residence
Reimbursement Home
Communication Policy
205
Prevalence - Communication Policy
Provision for Communication Policy
% of Organizations
Mode of Communication
All Levels Specific Functions* Specific Grade** Need Based
Laptops 54% 20% 26% 30%
Mobile – Call Reimbursement 56% 13% 31% 14%
Mobile - Instrument 24% 25% 51% 36%
Data Cards 39% 19% 26% 34%
Broadband Facility At Home 72% 4% 17% 17%
Tablet - 2% 87% 11%
Landline at residence 30% 10% 60% -
Multiple Response
Observation : *Specific Functions
Mobile Instrument – Consists mainly of sales and service employees.

Mobile Call Reimbursement – Consists mainly of sales employees.
Laptops – Employees working at plant and operations are usually not provided laptops.
Observation : **Specific Grades
Mobile Instrument & Tablet – Provided mainly to senior and top management employees.
Mobile Call Reimbursement – Provided usually to Junior Management and above
Data Cards – Provided to senior and top management and to frequent travelers.
206
Mobile Handset Benefit Details
Does the Company provide Mobile Handsets or The table below shows entitlement details for purchase of mobile handset:
Allowance to the Employees?
One-time Mobile Handset Allowance

reimbursement
22% (In INR)
P10 Median P90
Entry Level 7,600 10,000 17,000
Junior Management 8,000 11,000 18,500

78%
Middle Management 10,000 15,000 22,000
Senior Management 11,000 18,000 33,000
Provide Handsets* Provide Allowance Top Management 11,500 25,000 60,000
*Provide Handsets :
Replacement Period of Mobile Handset :
Typically, latest or the last iPhone and Samsung S series
handsets are provided to the senior and top management The median replacement period for mobile handset is 3 years.
employees.
207
Communication Policy – Level wise details
Communication Instruments rentals
Mobile Service Broadband at Home

Monthly Rental Charges
(In INR)
% of Organizations covering the
Entry Level 300 500 1,000 600 800 1,250 expense on actuals:
Junior Management 325 600 1,500 630 850 1,300 Senior Management: 20%
Top Management: 31%
Middle Management 370 750 2,500 650 875 1,425
Senior Management 399 1,200 3,000 700 925 1,550
Top Management 499 1,500 5,000 700 1,000 1,800
Landline
Tablet Data Card Services
Monthly Rental Charges Connection
(In INR)
Median Details P10 Median P90
Entry Level - 329 775 1,140
Junior Management - 349 775 1,140

Device is
Middle Management - Provided by the 399 800 1,280
Company
Senior Management 3,000 399 900 2,400
Top Management On Actuals 399 1000 2,810
208
Treatment of Mobile Devices
Treatment in Case of Separation Treatment in Case of Loss/Damage of Device
12% Retained by the 10%

employee Cost borne by employee
Surrendered to the
16% 40%
organization 22%
Claimed from insurance
Option of purchasing it company
from the organization
Deducted from F&F 68%
Written off
32%
Treatment of Laptops
Treatment in Case of Separation Treatment in Case of Loss/Damage of Device
1% 6%
12%
Cost borne by employee
Surrendered to the organization
Retained by the employee Claimed from insurance

29% company
Option of purchasing it from the 59%
organization
Written off
93%
Employee
Referral
Employee Referral (Total Number of Participating Organizations: 158)
Employee referral programs are formal programs employers have instituted to encourage employees to refer candidates for jobs at the company. It varies by role and
level of management. It is typically paid out once the person referred has spent minimum of 3-6 months in the organization.
Employee Referral – Prevalence and Eligibility
Prevalence of Employee Referral Eligibility for Employee Referral
7%
13%
12%
16%
65%
87%
Yes No All Employees Specific Grades* Specific Functions** Any Other***
* Specific Grades: Typically, employees up to Middle Management are covered

** Specific Functions: Excluding HR Function
*** Any other: Anyone involved in hiring process, Supervisors, Leadership Team, etc.
Employee Referral
Employee Referral (Total Number of Participating Organizations: 158)
211
Employee Referral – Entitlement & Conditions
Level wise Entitlement of Job Openings in a particular Level of Management
Quantum Typical Accelerators / Boosters (Market
Observations:
(INR) Average)
Levels For SC / ST For niche • Most companies have an
For women accelerator / booster mechanism
P10 Median P90 and PwD skills/roles
candidates to promote any strategic priority
candidates identified
such as diversity and inclusion,
Entry Level 5,000 15,000 52,000 1.20X 1.30X 1.50X hiring for nice / critical skills, etc.
Junior
9,700 25,000 60,000 1.20X 1.30X 1.50X • The payout quantum are basis the
Management
Middle level of the referred candidate and
15,000 30,000 75,000 1.20X 1.30X 1.50X not the level of the referring
Management
candidate
Senior
18,000 50,000 1,00,000 1.20X 1.30X -
Management
Top
19,500 50,000 1,15,000 1.50X 1.80X -
Management
Conditions on Disbursement of Referral Amount
50%
20%
12%
8% 6%
2% 2%
3 months service post 6 months service post Probation completion 1 month service post Employment portal* 2 months service post On joining
joining joining joining joining
*Employment portal means the candidate should be referred through the company portal and both (referrer & candidate) must be active on the portal on the
day of disbursement.
Employee Referral
Participants
List of
Participants
Participants profile (1/6)
214
Name of Legal Entity Sector Name of Legal Entity Sector
A Raymond Fasteners India Pvt. Ltd. Manufacturing Flash Electronics India Pvt. Ltd. Manufacturing
AAM India Manufacturing Corporation Pvt. Ltd. Manufacturing GKN Sinter Metals Pvt. Ltd. Manufacturing
Aarti Industries Ltd. Manufacturing Grindwell Norton Ltd. Manufacturing
ACG Associated Capsules Pvt. Ltd. Manufacturing Gujurat Flurochemicals Manufacturing
Aditya Auto Products & Engg India Pvt. Ltd. Manufacturing Harsha Engineers International Ltd. Manufacturing
Aditya Birla Group Manufacturing Helvoet Rubber & Plastic Technologies India Pvt Ltd. Manufacturing
Aditya Birla Renewables Ltd. Manufacturing Hindalco Industries Ltd. Manufacturing
ArcelorMittal Nippon Steel India Manufacturing Horizon India Manufacturing
ARGL Ltd. Manufacturing Hyundai Motors Ltd. Manufacturing
Asahi India Glass Ltd. Manufacturing Inteva Products India Automotive Pvt. Ltd. Manufacturing
Asian Paints Manufacturing J.K Fenner Manufacturing
Ather Energy Manufacturing Kiswok Industries Pvt. Ltd. Manufacturing
Atul Ltd. Manufacturing Kobelco Construction Equipment India Pvt. Ltd. Manufacturing
Axalta Coating Systems India Pvt. Ltd. Manufacturing Lanxness India Pvt. Ltd. Manufacturing
Bechtel India Pvt. Ltd. Manufacturing Luminous Power Technologies Manufacturing
Bosch Manufacturing Mahindra CIE Automotive Ltd. Manufacturing
Bridgestone India Manufacturing Makino Automotive Ltd. Manufacturing
CEAT Ltd. Manufacturing Maruti Suzuki India Ltd. Manufacturing
CG Power and Industrial Solutions Ltd. Manufacturing Mayur Uniquoters Ltd. Manufacturing
Eastman Chemical India Pvt. Ltd. Manufacturing MG Motor India Pvt. Ltd. Manufacturing
Elkem Manufacturing Minda Corporation Ltd. Manufacturing
FCI OEN Connectors Ltd. Manufacturing Minda Industries Ltd.(Uno Minda) Manufacturing
215
Mitsui Chemicals India Pvt. Ltd. Manufacturing Sterlite Power Transmission Ltd. Manufacturing
MSL Driveline Systems Ltd. Manufacturing Stumpp, Schuele & Somappa Springs Pvt. Ltd. Manufacturing
Multitech Auto Pvt Ltd. Manufacturing Suprajit Engineering Ltd. Manufacturing
Murata Electronics India Pvt. Ltd. Manufacturing Talbros Automotive Components Ltd. Manufacturing
National Commodities Management Services Ltd. Manufacturing Tata Steel Long Products Ltd. Manufacturing
Oetiker India Pvt. Ltd. Manufacturing TCE Ltd. Manufacturing
OLA Electric Technologies Pvt. Ltd. Manufacturing Tenneco India Manufacturing
PI Industries Manufacturing The Hi-Tech Gears Ltd. Manufacturing
Polyplastics Industries India Pvt. Ltd. Manufacturing Think Gas Distribution Pvt. Ltd. Manufacturing
Prabha Engineering Pvt. Ltd. Manufacturing Turbo Energy Pvt. Ltd. Manufacturing
Radiant Polymers Pvt. Ltd. Manufacturing TVS Motor Company Ltd. Manufacturing
Rane TRW Steering Systems Pvt. Ltd. Manufacturing Usui Susira Internatonal Pvt. Ltd. Manufacturing
Reliance Infrastructure Ltd. Manufacturing Varroc Group Manufacturing

ROHM Semiconductor India Pvt. Ltd. Manufacturing Volvo Group India Manufacturing
Roop Automotives Ltd. Manufacturing VST Industries Manufacturing
RPG Enterprises Manufacturing WS Atkins India Pvt. Ltd. Manufacturing
Sellowrap EPP India Pvt. Ltd. Manufacturing Amadeus Software Labs India Pvt. Ltd. IT/ITeS
Schaeffler Manufacturing Amdocs Development Centre India LLP IT/ITeS
Shell India Markets Pvt. Ltd. Manufacturing ANI Technologies Pvt. Ltd. (OLA Electric Technologies) IT/ITeS
Shell India Markets Pvt. Ltd. Manufacturing ATG Business Solutions Pvt. Ltd. IT/ITeS
Somic ZF Components Pvt. Ltd. Manufacturing Athenahealth Technology Pvt. Ltd. IT/ITeS
SRF Ltd. Manufacturing BA Continuum India Pvt. Ltd. (Bank of America) IT/ITeS
216
Bajaj Finance Ltd. IT/ITeS Flextronics Technologies India Pvt. Ltd. IT/ITeS
Bechtel India Pvt. Ltd. IT/ITeS Franklin Templeton IT/ITeS
Birlasoft Ltd. IT/ITeS GAVS Technologies Pvt. Ltd. IT/ITeS
Boston Consulting Group IT/ITeS Genpact India Pvt. Ltd. IT/ITeS
Bounteous (Formerly Lister Technologies Ltd.) IT/ITeS Goldman Sachs Services Pvt. Ltd. IT/ITeS
Bristlecone India Ltd. IT/ITeS GT US Shared Services Center India Pvt. Ltd. IT/ITeS
Capgemini India IT/ITeS H5 Asia Pacific Pvt. Ltd. IT/ITeS
CDK Global India Pvt. Ltd. IT/ITeS Happiest Minds Technologies IT/ITeS
Citi Bank IT/ITeS Harman Connected Services Corporation Pvt. Ltd. IT/ITeS
Colgate Global Business Services IT/ITeS Hays Business Solutions Pvt. Ltd. IT/ITeS
Community Brands Software Development Pvt. Ltd. IT/ITeS Hexaware IT/ITeS
Concentrix IT/ITeS Horner Engineering India Pvt. Ltd. IT/ITeS

Crane Process Flow Technologies India Pvt. Ltd. IT/ITeS Indegene Pvt. Ltd. IT/ITeS
Crimson Logic India Pvt. Ltd. IT/ITeS Infinite Computer Solutions (Vodafone Shared services) IT/ITeS
Daimler Truck Innovation Center India Pvt. Ltd. (DTICI) IT/ITeS InfoGain IT/ITeS
EClerx Services Ltd. IT/ITeS Infosys Ltd. IT/ITeS

Equiniti India Pvt. Ltd. IT/ITeS Invesco IT/ITeS
FIL India Business and Research Services Pvt. Ltd. IT/ITeS MakeMyTrip India Pvt. Ltd. IT/ITeS
Firstsource Solutions Ltd. IT/ITeS Mastek Ltd. IT/ITeS
FIS Global India Pvt. Ltd. IT/ITeS Mavenir Systems Pvt. Ltd. IT/ITeS
Fiserv IT/ITeS Microsoft Corporation India Pvt. Ltd. (MCIPL) IT/ITeS
Flatworld Solutions Pvt. Ltd. IT/ITeS Morningstar India Pvt. Ltd. IT/ITeS
217
Mphasis India Pvt. Ltd. IT/ITeS Synopsys IT/ITeS
Murata Electronics India Pvt. Ltd. IT/ITeS Tata Communications Ltd. IT/ITeS
Myntra IT/ITeS Tata Sons and Services, Ltd. IT/ITeS
IT/ITeS Trafigura Global Services IT/ITeS

National Commodities Management Services Ltd.
IT/ITeS UBS IT/ITeS
NIIT Ltd.
Northern Trust IT/ITeS Ultimate Kronos Group IT/ITeS
NSEIT Ltd. IT/ITeS Unisys India Pvt. Ltd. IT/ITeS
Nucleus Software Exports Ltd. IT/ITeS United Lex IT/ITeS
Ocwen Financial Solutions Pvt. Ltd. IT/ITeS Wells Fargo IT/ITeS
Persistent Systems Ltd. IT/ITeS WNS Global Services Pvt. Ltd. IT/ITeS
Priceline IT/ITeS Yash Technologies IT/ITeS
Publicis Sapient IT/ITeS Zensar Technologies IT/ITeS
Quotient Technology India Pvt. Ltd. IT/ITeS Zinnia Digital Service LLP IT/ITeS
R1 RCM Global Pvt. Ltd. IT/ITeS Aegon Life Insurance Company Ltd. Financial Services
Ramboll India Pvt. Ltd. IT/ITeS Aviva Life Insurance Company India Ltd. Financial Services
Rbs Natwest group IT/ITeS Bajaj Finance Ltd. Financial Services
ROHM Semiconductor India Pvt. Ltd. IT/ITeS Baroda BNP Paribas Asset Management India Pvt. Ltd. Financial Services
Salesforce India Pvt. Ltd. IT/ITeS Citi Bank Financial Services
Seclore Technology Pvt. Ltd. IT/ITeS Equiniti India Pvt. Ltd. Financial Services
SLB Groups (SASL, SITCPL, SOEL, CMI, SSPL, MEIPL) IT/ITeS FIL India Business and Research Services Pvt. Ltd. Financial Services
Societe Generale GSC Pvt. Ltd. IT/ITeS Franklin Templeton Financial Services
Sprinklr India Pvt. Ltd. IT/ITeS Fullerton India Credit Company Ltd. Financial Services
218
Future Generali India Insurance Company Ltd. Financial Services Alkem Laboratories Ltd. Life Sciences
Goldman Sachs Services Pvt. Ltd. Financial Services Apotex Research Pvt. Ltd. Life Sciences
GT US Shared Services Center India Pvt. Ltd. Financial Services Aster DM Healthcare Life Sciences
ICICI Prudential Financial Services Aurobindo Pharma Ltd. Life Sciences
Invesco Financial Services Baxter India Life Sciences
Kotak Mahindra Life Insurance Company Ltd. Financial Services Bharat Serums and Vaccines Ltd. Life Sciences
Liberty General Insurance Financial Services Biocon Ltd. Life Sciences
ManipalCigna Health Insurance Company Ltd. Financial Services Boehringer Ingelheim India Pvt. Ltd. Life Sciences
Max Life Insurance Financial Services Carestream Dental India Pvt. Ltd. Life Sciences
Ocwen Financial Solutions Pvt. Ltd. Financial Services Cipla Ltd. Life Sciences
Piramal Financial Services Glenmark Life Sciences
Raheja QBE General Insurance Financial Services Granules India Life Sciences
RBL Bank Ltd. Financial Services Indegene Pvt. Ltd. Life Sciences
SBI General Insurance Financial Services India Medtronic Pvt. Ltd. Life Sciences
SBI Life Insurance Financial Services Jubilant Biosys Life Sciences
Suryoday Small Finance Bank Ltd. Financial Services Jubilant Pharmova Life Sciences
Tata Capital Financial Services Lupin Ltd. Life Sciences
Tata AIA Life Insurance Company Ltd. Financial Services Mylan Life Sciences
Toyota Financial Services India Financial Services Neuland Labs Life Sciences
UBS Financial Services Novo Nordisk GBS India Life Sciences
YES Bank Ltd. Financial Services Omniactive Health Technologies Ltd. Life Sciences
ACG Associated Capsules Pvt. Ltd. Life Sciences Strides Pharma Science Ltd. Life Sciences
219
Sun Pharmaceutical Industries Ltd. Life Sciences Shell India Markets Pvt. Ltd. Services
Syngene International Ltd. Life Sciences The Great Eastern Shipping Co. Ltd. Services
Terumo Life Sciences Tractebel Engineering Pvt. Ltd. Services
Waters India Pvt. Ltd. Life Sciences Worley Services Services
Benetton India Pvt. Ltd. Services Amway India Enterprises Pvt. Ltd. Consumer
Boston Consulting Group Services Bechtel India Pvt. Ltd. Consumer
DHL Services Britannia Industries Ltd. Consumer
Entertainment Network India Ltd. Services Hershey's Consumer
Gera Developments Pvt. Ltd. Services Lenskart Solutions Pvt. Ltd. Consumer
Hennes & Mauritz Retail Pvt. Ltd. (H&M) Services Levi Strauss (India) Pvt. Ltd. Consumer
HT Media Ltd. Services Lifestyle International Pvt. Ltd. Consumer
InterContinental Hotels Group Services Loreal India Pvt. Ltd. Consumer
JLL India Services Luminous Power Technologies Consumer
Lenskart Solutions Pvt. Ltd. Services Nivea India Pvt. Ltd. Consumer
Levi Strauss (India) Pvt. Ltd. Services VST Industries Consumer
Lifestyle International Pvt. Ltd. Services
More Retail Ltd. Services
Myntra Services
Nippon Koei Services
Priceline Services
Rainbow Children’s Medicare Ltd. Services
Ramboll India Pvt. Ltd. Services

Thank You.
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2023 Deloitte India Benefits Survey

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2023 Deloitte

Benefits Value Proposition and Trends

1. About the Benefits Survey 4 7.3 Flexible Work Arrangements 126

2. Participant Demographics 8 7.4 Health and Wellness 133

3. Benefits Strategy Review 17 7.6 Hardship and Site Allowance 149

4. Insurance 8. Pay Related Policies

4.1 Hospitalization Insurance 25 8.1 Tax Efficient Benefits 159

5. Paid Time Off 8.3 Rewards and Recognition 174

5.1 Leave and Holidays 58 9. Miscellaneous Benefits/Information

6. Travel policy 9.2 Higher Education 186

6.1 Domestic Travel Policy 79 9.3 Loans 193

6.2 International Travel Policy 90 9.4 Transport Facilities 200

6.3 Relocation Assistance 99 9.5 Communication Policy 203

7. Lifestyle & Wellness 9.6 Employee Referral 209

7.1 Car Policy 109 10. Participants

7.2 Housing Assistance 121 10.1 List of Participants 213

• Identifying all possible elements

Top Management BH1, BH2 CEO and Direct reports (n-1)

Basic Salary Includes Basic Salary & Dearness Allowance

Shift in Employee Preferences

During Covid During Covid

3. Assistance for WFH protection of self and dependents through

4. Health & Wellness

5. Communication Assistance this Extension of monetary support became critical

Post Covid Post Covid

3. Insurance and increased probability of medical risks

Cost for differentiated

8% Paid Time Off

2400-3000 Rewards & Recognition

8-15% of 21% Other Benefits*

New Age/ Differentiated Benefits have a high impact on Gen Z

*Other Benefits- Housing Assistance, Loans, Higher Education, Club

Highlight the concept of diversity & inclusion to

Encourage female employees to take this leave

Encourage employees to take such leaves to

Childcare Benefits over & Support employees in managing their work-life

Ensure comfortable work environment while

Encourage employees to top-up their plans to

Conduct D&I sessions to highlight the

Have tie-ups for 24*7 online consultation with

Have tie-ups with gym aggregators to provide

Conduct financial planning sessions to enhance

likely to focus on transactional

balance Less Somewhat

More Important to employees than As Important to employees as

the utilization of benefits by 50 – Less Somewhat

More Important to employees than As Important to employees as

Open flexible workspace

Recognition Rich Culture

Internal Amplification External Amplification

This will lead to increase in Amplify This will lead to enhanced

About the Policy 18

7,714 28% Life Insurance

Leave & Holidays

Maternity Benefits ( Leave & Insurance Cover)

Leadership & Development Program

Retirement Age in the Average Age in the Average Tenure in the

Annual Spend on Benefits as a Top Factors