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Aon India’s 29th Annual Salary Increase Survey 2022-23 Phase II

Aon projected a 10.4% Salary Increase in 2023.

Will the recession temper down increments?

Are organizations geared for the Great Talent Reshuffle?
How are businesses optimizing ROI on Talent Investments?

Aon India’s 29th Annual Salary Increase Survey brings you insights from over 1500 organizations across 40 sectors on:

• Performance Distribution
• Merit & Non-Merit Increases
• Variable Pay
• Differentiation (Key & Digital Talent)
• Voluntary and Involuntary Attrition

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Last Date: 25th January, 2023

Any questions please reach out directly to your Aon consultant or to: apac.sis@aon.com

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All data collected for this survey will be treated as strictly confidential. Only Aon will have access to data on a
company-identified basis.

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Company Demographics

a) Organization Name
(in full) Celebi Aviation

b) Name (First, Last): Celebi

d) E-mail: ravinder.kumar@celebiaviation.in

e) Telephone: 9873050275

Note: If your organization covers more than one independent industry, please submit a response separately for each.

Q2. Industry classification

(select only one classification): Services- Transportation Services/ Logistics

Q3. If others, please specify:

Q4. What is the total number of permanent employees based in India:

Under 500
500-1,000
1,001-2,000
2,001-5,000
5,001-10,000
 10,001-20,000
20,001-50,000
Above 50,000

Q5. What is the type of organization ownership:

India-Headquartered Organization
Outside India-Headquartered Organization
Joint Venture Organization

Q6. What is the Annual revenue (for the most recently concluded fiscal year) (in INR Cr.) for India P&L

< 400 Cr
400 Cr to 800 Cr
800 Cr to 4,000 Cr
4,000 Cr to 8,000 Cr
8,000 Cr to 40,000 Cr
> 40,000 Cr
Not Applicable

All data collected for this survey will be treated as strictly confidential. Only Aon
will have access to data on a company-identified basis.

Glossary of Terms

Salary Increase Survey (SIS)

Definition Employee groups (for SIS only)

Top Executive/Sr. Management : Sr. Management plays a key role in both short-term and long-term decision-making of a
major function area or business unit, direct or coordinate activities within two or more major departments, establish policy and
have a major impact on the achievement of the business unit or function goal.
Example: Top Management - CEO, COO, CXO's
Senior Management: Head of Manufacturing Operations, Head of Finance, Head of Sales and Marketing, Head of Information
Technology, Head of Customer Service.

Middle Management : Middle management are experienced managers, who manage the activities of one major department
and set-up standard procedure and policy or lead projects or programs which have broad effect on overall policy and
achievement of organization-wide objectives.
Example: Plant Manager, Business Unit Controller, Marketing Manager, Systems Manager/ Project Manager IT, etc.

Junior Management/Professional : Provide day-to-day management of a team, has knowledge of a specialized field of
technical or administrative function and resolve problems of some difficulty, could be supervising a team or individual
contributor or be an entry level professional.
Example: Business Process Team Leader, Sales Executive, Process Associate, Engineer, System analyst, etc.

Clerical/Admin/Tech : Clerical/ Administrative staff providing support to businesses/ teams across the organization.
Example: Secretaries, Receptionist, etc.

Manual Workforce:
Employees are in positions such as Skilled-Production Worker, Unskilled-Production Worker and Warehouse Handler.
Example: Helpers, Loaders, etc.

Talent Groups

Key Talent
Employees with business critical skills/ high potentials/ high performers

Digital Talent
Employees with skills used in developing products, platforms and solutions for clients in the mobility space, creating better user
experiences and or analyzing data to create actionable insights. Example: Mobile/Front End Development, Data Science, User
Experience etc.

Salary Increases Reported

Merit Salary Increase Budget

The amount of any non-guaranteed, individual performance based increases, including merit lump sums. The budget
percentage is calculated by dividing the sum of increases granted/anticipated in the year, divided by the total salaries of all
eligible employees, whether or not they received a merit increase.
Note: For India the number should be calculated as a percentage of total fixed pay.

Non-Merit Salary Increase Budget

Any increases given over and above the Merit Salary Increase. The budget percentage is calculated by dividing the sum of
increases granted/anticipated in the year, divided by the total salaries of all eligible employees, whether or not they received a
non-merit increase. Non-Merit increase includes market correction, special adjustment and promotional budgets.

Overall Salary Increase Budget

The total amount of all increases combined (that is, merit increases plus non-merit salary increases).

Special Adjustment and/ or Miscellaneous Budget

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

Promotional Budget
The amount of any promotional increase granted to an employee for receiving a promotion. The budget percentage is
calculated by dividing the sum of increases granted/ anticipated in the year, divided by the total salaries of all eligible
employees, whether or not they received a promotional increase.
Note: For India the number should be calculated as a percentage of total fixed pay.
Broad-Based Variable Pay —Variable compensation plans for all employee groups excluding sales population, which:

• Are performance-related programs that do not affect an employee's base pay and must be re-earned each year;
• Cover a cross-section of employees (barring sales)

Long-term Incentives (Stock Options/Ownership Awards) —Variable compensation earned over a period of more than 12
months. The form of payment for a long-term incentive plan is normally cash or equity.

Performance Rating Scale

Far Exceeded Expectations:

•Consistently exceeded expectations in fulfilling all core responsibilities and most secondary responsibilities;
•Consistently exceeded all targeted results on nearly all goals;
•Contributed significantly beyond expected levels of performance; and
•Delivered exceptional results.

Often Exceeded Expectations:

•Met all core responsibilities and exceeded the targeted results on one or more core and/or secondary responsibilities the
majority of the time;
•Exceeded targeted results on major portions of one or more goals;
•Contributed beyond expected level of performance; and
•Delivered above average, but less than exceptional, results.

Meet Expectations:
•Performed the minimum requirements of all core and all secondary responsibilities;
•Achieved all components of his or her goals;
•Demonstrated consistent performance; and
•Delivered expected results

Often Did Not Meet Expectations:

•For a majority of the time, failed to perform consistently and to minimum standards, one or more of the core and/or secondary
responsibilities; and/or
•Failed to achieve minimum targets for some components of one or more goals.

Did Not Meet Expectations :

•Failed to perform one or more core responsibility(ies) of the role;
•Failed to perform the majority of secondary responsibilities of the role; and/or
•Failed to achieve one or more agreed upon goals critical to the overall success of the work the associate was involved in
during the rating period.

Please do read the definition of the Performance Rating carefully and map your individual performance rating scale based on
the definition provided above.

Example: Company X has 6 ratings i.e. A, B, C, D ,E F, based on the definition provided in this questionnaire, rating C+D can
be collapsed to one rating which is Met Expectation. Hence the overall increment at this level will be the overall average of C+D
of Company X.
Compensation Terminology

Total Fixed Pay –– An aggregation of the following components of pay – Basic Salary, All Fixed Cash Emoluments
including Housing/Conveyance and Retirals.

Total Cost to Company – An aggregation of Total Fixed Pay and Variable Pay.

Compensation Budget – A sum total of the wage bill of the entire population for a given time period – Calendar or Fiscal.

Pay/ Salary Range - A full range of pay opportunity which determines a minimum and a maximum for each level/grade in an
organization.

Attrition Terminology

Total Attrition = Number of separations during the period x 100

Average number of employees on payroll during the period

Note : Total attrition figures cover all permanent separations whether voluntary or involuntary. DO NOT include employees
placed on temporary or indefinite layoffs

Voluntary Attrition= Number of voluntary separations during the period x 100

Average number of employees on payroll during the period

Involuntary Attrition: Involuntary turnover refers to an organization's decision to terminate the employee. Reasons for
involuntary turnover include poor performance, excessive absenteeism, violation of a workplace policy that is considered a
terminable offense. Attrition due to layoff, reduction in force or job elimination is also involuntary.

Business Outlook

Q7. How was the Business Performance for FY 2022? (Revenue Growth)

Growth: 20%+
Growth: 15%-20%
Growth: 10%-15%
Growth: 5%-10%
Growth: 0%-5%
No Change
Drop: 0%-5%
Drop: 5%-10%
Drop: 10%-15%
Drop: 15%-20%
Drop: 20%+

Q8. What is the forecasted Business Performance for FY 2023? (Revenue Growth)
 Growth: 20%+
Growth: 15%-20%
Growth: 10%-15%
Growth: 5%-10%
Growth: 0%-5%
No Change
Drop: 0%-5%
Drop: 5%-10%
Drop: 10%-15%
Drop: 15%-20%
Drop: 20%+

Q9. Do you foresee any shift in business sentiments due to economic volatility for FY 2023?

Minor negative impact

Major negative impact
No impact
Not sure

Q10. How has the economic volatility affected your budget for FY 2023?

Don’t foresee a major impact

Re-evaluating our plans in-line with the volatility impact predictions
Awaiting more information on the situation to take a decision
Not sure of the action plan

Q11. Has there been a change in hiring strategy due to economic volatility? (select all that apply)

Hiring Freeze for all roles

Hiring for core roles only
Reduction in Core Benefits (Insurance, Mediclaim)
Reduction in perks (Free food, Wellness allowances etc)
Reduction in headcount for non core functions
Deferred Appraisal/Bonus payouts
No challenges faced
Others (please specify)

Not much challenges faced.

All data collected for this survey will be treated as strictly confidential. Only Aon
will have access to data on a company-identified basis.
Q12. Which factors do you consider while making salary increase budget recommendations?

Note: Please drag the options up / down to rank them (With 1 being the most important)

1 Inflation

2 Organization performance

3 Competitive positioning with respect to the relevant market

4 Last year's budget as a benchmark to make revisions

5 Industry performance

6 Payroll cost as a percentage of revenue

7 Business unit performance

8 Manpower productivity

9 Employee attrition / Competitive Labor Market

10 None of the above

Budget Information

Q13. What is the salary increment cycle followed in your organization?

April to March
January to Decemeber
July to June
October to September
Multiple Increment Cycles
Other (please specify):

Q14. What was/is the status of your FY 2022 increments?

As planned
Completed on time with reduced budget
Deferred, with reduced budget
Deferred, with actual budget
No increments
Off-cycle increase completed, In-cycle as planned
 To be decided

Q15. What percentage of your total population received salary increases in FY 2022 appraisal cycle?

90% and above

80%-90%
70%-80%
Less than 70%

Q16. In the table below please provide the Merit, Non-Merit and Overall Average Salary Increases for FY 2022 and
your projections for FY 2023 as a % of Total Fixed Pay.

For definition of terms, kindly refer to glossary of terms (Mandatory Question)

Overall (%) Merit (%) Non-Merit (%)

Actual Projected Actual Projected Actual Projected
2022 2023 2022 2023 2022 2023

Example 9.5 6.5 6.5 5.0 3.0 1.5

All Employees 6.4

Top Executive & Senior
Management 7.6

Middle Management 10.9

Jr. Management / Professional 7.6

Clerical/Admin/Tech 6.2

Manual Workforce 5.9

Q17. Please provide the percentage breakup of Non-Merit increase into special adjustment and promotional budget:

Overall %
Actual 2022 Projected 2023

Special/ Market Adjustment and/or Misc. Budget

Inflation Adjustment Budget
Promotional Budget

Q18. Please provide the typical reasons for awarding special adjustment to salaries:
(check all that apply)

Market Adjustment (External Equity)

Internal Equity
Hot Skills
Gender Equity/Parity Adjustment
 Retention/Counter Offers
Others, please specify

Promotions

Q19. Please mention % of the employee population who got promoted w.e.f FY 2022 and average promotional increase (over
and above the merit increase) as % of Total Fixed Pay?

% of employees Average promotional increase as

promoted % of TFP

Overall
Key Talent
Digital Talent
Top Executive & Senior Mgmt.
Middle Mgmt.
Jr. Management / Professional
Clerical/Admin/Tech
Manual Workforce

Q20. Do you have off cycle promotions?

Mid-year
Quarterly
Others (please specify)

As per business requirements

No

All data collected for this survey will be treated as strictly confidential. Only Aon
will have access to data on a company-identified basis.

Attrition

Q21. Please provide 'Total Overall Attrition' vis-à-vis Voluntary & Involuntary attrition for different employee groups for the FY
2022.

*Overall Attrition = Number of separations during the period x 100

Average number of employees on payroll during the year

Note: Sum of Involuntary and Voluntary Attrition should add up to Overall Attrition
 Involuntary Voluntary Overall
Attrition (%) Attrition (%) Attrition* (%)

All Employees 11.3

Top Executive/Sr. Management 6.7

Middle Management 11

Jr. Management / Professional 14.6

Clerical/Admin/Tech 12.7

Manual Workforce 9.6

Q22. Please provide Voluntary Attrition of Key talent and Digital talent for different employee groups for the period FY 2022.

Voluntary Attrition (%)

Key Talent Digital Talent

All Employees
Top Executive & Sr. Management
Middle Management
Jr. Management / Professional
Clerical / Admin
Manual Workforce

Q23. With the overall average as a baseline, how does turnover compare for the following groups?

Less Same More Not applicable

Support & Control (HR/Finance/Legal etc,)
Hourly workers
Product development (R&D/Engineering)
Technology Support (IT)
Revenue generating roles (Relationship
managers/Portfolio managers/Sales)
Front-line Sales

Q24. Please state top 5 reasons cited by employees for Voluntary Attrition.
(rank in order of importance, 1 being highest)

Overall - Rank Key Talent - Rank Digital Talent - Rank

Internal
Inequity of
Compensation
External
Inequity of
Compensation
Overall - Rank Key Talent - Rank Digital Talent - Rank
Nature of
Work
Role
Stagnation
Under
Utilization of
Skills
Limited
Growth
Opportunities
Lack of
Recognition
Performance
Assessment
People
Managers
Work Life
Imbalance
Work/ Shift
timings
Ineffective
Leadership
Business
Instability
Lack of Job
Security
Hostile
Organizational
Culture/ Work
Environment
Other
Personal
reasons
(Family, etc.)
Higher
Education
Other (please
specify):

Q25. Please state top reasons for Involuntary Attrition.

Note: Please drag the options up / down to rank them (With 1 being the most important)

Under Utilization of Skills

Performance Assessment

Business Instability/ Slowdown

Mandate from global/ parent organization

Cost cutting measures

 Redundancy due to work from home

Change in business strategies/ priority

Alignment with industry level of headcount

Compensation greater than compa-ratio

VRS offered

Business/ Department closure

Manpower planning exercise

Role outsourced/ automated

Other (please specify):

Q26. Which critical skill sets is your organization in danger of losing as a result of turnover?

Functional / Domain skills

Digital / Technology skills
Leadership skills
Other (please specify)

Unsure/not applicable

Hiring

Q27. What is the status of hiring in your organization?

Had a freeze but hiring now

Hiring freeze continues
Hiring for key roles/ skills
Hiring for digital roles

Q28. To better attract new hires, what reward elements has your organization considered adjusting?

(Please select all that apply)

Base Salary
Sign-On-Bonus
Retention Bonus
Long Term Incentives (new hire equity)
Benefit offerings
Widening Hiring pay ranges
 Other (please specify)

Counter Offers/Offer Declines

Q29. What is your offer decline ratio?

0-10%
10-20%
20-30%
30-40%
40-50%
More than 50%

Q30. What are the measures being taken by your organization to reduce the number of offers being declined? (select all that
apply)

Match/Exceed the counter offer

Hire from firms which have low Notice Period
Hire candidate who are at the end of their notice period
Joining Bonus
Higher average increment
Equity/ Long term incentives
More referral based hiring
Hire more candidates than the requisition
Others (please specify)

Retention

Q31. Please indicate key retention measures implemented across levels of management in your organization.
(Please select all that apply)

Overall
Compensation & Benefits policies
Pay above market
Discretionary Incentives/ Bonuses
Off Cycle Pay Correction
Retention Bonuses
Deferred Cash Payouts
Benefits Package
Long term Incentives
Career Opportunities
International Assignments Overall
Accelerated Career Advancement Opportunities
Cross Functional Mobility
People & Work
Work Life Balance
Telecommuting/ Other Flexible Work Arrangements
Mentoring/ Coaching Programs
Timely & Meaningful Feedback from Manager
Leadership Accessibility
Fair & Equitable Treatment in Rewards for all Employees
Recognition Awards (Monetary/ Non Monetary)
Other (please specify):

Key Talent
Compensation & Benefits policies
Pay above market
Discretionary Incentives/ Bonuses
Off Cycle Pay Correction
Retention Bonuses
Deferred Cash Payouts
Benefits Package
Long term Incentives
Career Opportunities
International Assignments
Accelerated Career Advancement Opportunities
Cross Functional Mobility
People & Work
Work Life Balance
Telecommuting/ Other Flexible Work Arrangements
Mentoring/ Coaching Programs
Timely & Meaningful Feedback from Manager
Leadership Accessibility
Fair & Equitable Treatment in Rewards for all Employees
Recognition Awards (Monetary/ Non Monetary)
Other (please specify):

Digital Talent
Compensation & Benefits policies
Pay above market
Discretionary Incentives/ Bonuses
Off Cycle Pay Correction
Retention Bonuses
 Digital Talent
Deferred Cash Payouts
Benefits Package
Long term Incentives
Career Opportunities
International Assignments
Accelerated Career Advancement Opportunities
Cross Functional Mobility
People & Work
Work Life Balance
Telecommuting/ Other Flexible Work Arrangements
Mentoring/ Coaching Programs
Timely & Meaningful Feedback from Manager
Leadership Accessibility
Fair & Equitable Treatment in Rewards for all Employees
Recognition Awards (Monetary/ Non Monetary)
Other (please specify):

Q32. In case of lumpsum cash (retention bonus) being awarded as a retention measure, is there a clawback provision being
applied?
(check all that apply)

If Amount is INR 2 lacs to INR

If Amount is < INR 2 lacs 5 lacs If Amount is > INR 5 lacs
No Clawback Applicable
Clawback between 6 months
to 12 months is applied
Clawback > 12 months is
applied
Any Other, Please specify
Details

Q33. In case of off-cycle salary correction being awarded as a retention measure, is there a clawback provision being applied?
(check all that apply)

If correction (% of CTC) is < If correction is between 10% -

10% 30% If correction is > 30%
No Clawback Applicable
Clawback between 6 months
to 12 months is applied
Clawback > 12 months is
applied
Any Other, Please specify
Details
Q34. What changes has your organization considered or made to your merit budget and cycle to retain current employees?
(select all that apply)

Doing selective market correction

Increasing frequency of incentive payouts
Enabling off cycle increases
No Change
Others (please specify)

All data collected for this survey will be treated as strictly confidential. Only Aon
will have access to data on a company-identified basis.

Pay for Performance

Q35. How often do you conduct performance reviews in your organization?

Monthly
Quarterly
Bi-Annually
Annually

Q36. Do you use a normalization methodology for identifying employee performance?

No forced ranking
Bell-curve
Power-curve
Methodology under review
If discontinued, please specify year

Please provide details on the current methodology used

Q37. What performance rating scale do you use?

3-point scale
4-point scale
5-point scale
 6-point scale
Others (please specify):

Q38. Please answer the following questions corresponding to each performance rating for each employee group.

(i) provide the overall merit increase (%) basis Performance Rating for every employee group
(ii) for every performance rating provide the percentage of employees that received the said rating in every employee group.

Note: % of Employees across each employee group should be 100%.

Far Exceeded Often Exceeded Often Did Not Meet

Met Expectations
Expectations Expectations Expectations
Overall
Overall % of Overall % of Overall % of % of
Salary
Salary Inc. Employees Salary Inc. Employees Salary Inc. Employees Employees
Inc.

Example 18 10 10 20 8 55 0 10

All Employees 0.0 0.0 7.7 21 6.1 77.0 3.8 2.0

Top Executive & Sr.
Management 0.0 0.0 8.6 0.3 6.1 0.2 0.0 0.0

Middle Management 0.0 0.0 11.5 1.6 10.4 1.5 8.0 0.0
Jr. Management /
Professional 0.0 0.0 7.6 9.7 8.0 4.3 3.9 0.4

Clerical / Admin 0.0 0.0 7.1 9.5 6.0 15.6 3.7 1.3

Manual Workforce 0.0 0.0 0.0 0.0 5.9 55.3 0.0 0.0

Did Not Meet Expectations Total (Should add up to 100)

Overall Salary Inc. % of Employees % of Employees

Example 0 5 100

All Employees 0.0 0.0 100

Top Executive & Sr. Management 0.0 0.0 0.6

Middle Management 0.0 0.0 3.2

Jr. Management / Professional 0.0 0.0 14.4

Clerical / Admin 0.0 0.0 26.5

Manual Workforce 0.0 0.0 55.3

Q39. What changes have you made to your Rewards Strategy to attract and retain talent? (select all that apply)

Higher Fixed Pay

Higher Quantum/Frequency of Short Term Incentives
Higher Quantum/ Frequency of Long Term Incentive grants
Shorter Vesting Cycles
 Bonuses
Other (please specify)

Short Term Incentives

Q40. What is your spending on all variable pay awards (excluding sales incentive plans) as a percentage of Total Fixed Pay?
Also, please provide the bonus paid as a percentage of target against each levels.

Note: Target for FY 2022 means targeted % set in 2021. Actual for FY 2022 means % actually paid out. FY refers to your
organization's financial year.

Target for FY 2022 Actual for FY 2022 Target for FY2023

(%) (%) (%)

All Employees
Top Executive/Sr. Management
Middle Management
Jr. Management/Professional/Supervisory
Clerical/Admin/Tech
Manual Workforce

Q41. Please specify the frequency of the variable pay payout in your organization?

Monthly
Quarterly
Bi-annually
Annually
Differentiated by Levels
Others (please specify)

Q42. Are you likely to change any of the following elements of your variable plan for FY 2023?

Increase Decrease No Change

Performance goals
Eligibility/ Coverage of employee groups
Funding
Individual performance component
Payout frequency
Communication/ Training
Payout targets
 All data collected for this survey will be treated as strictly confidential. Only Aon
will have access to data on a company-identified basis.

Key/Digital Talent

Q43. Do you have a formal process of identifying key talent and digital talent in your organization? If yes, kindly provide the %
of key talent/ digital talent identified to your total employee base for FY 2022.

*Key Talent: defined as employees with business critical skills/ high potentials/ high performers
*Digital Talent: defined as employees with skills used in developing products, platforms and solutions for clients in the mobility space, creating better
user experiences and or analyzing data to create actionable insights. Eg., Mobile/Front End Development, Data Science, User Experience etc.

Yes No % of Talent identified

Key Talent
Digital Talent

Q44. For the identified critical skills, what is the pay multiplier vis-à-vis the average performer (for example: 1.5 times, 1.7
times)

Key Talent
Digital Talent

Q45. What is the average salary increase across the following employee levels?

Key Talent Digital Talent

2022 Actual (%) 2023 Projected (%) 2022 Actual (%) 2023 Projected (%)

Overall
Top Executive & Sr. Management
Middle Management
Jr. Management / Professional

Q46. What are the top 5 hot skills / roles identified in your organization? How much premium do they demand over and above
the level median?

(For example: If the pay for an employee at Level 1 is x, then the pay for a role which possesses the given hot skill could be
1.5x, 1.7x etc.)

Note: Mention numerical multiplier values.

Hot Click to write Column

Skills 2
 Hot Click to write Column
Mark Premium
Skills 2
AI/ Machine learning Mark Premium
Business Intelligence
Data sciences/Analytics
Cloud Architecture
Technology Architecture
Enterprise Architecture
Mobile Architecture
Full Stack Development/Front/Back Development
Database Development
Web Development
Software Development
Maintenance / Migration- Cloud and/or Software
DevSecOps/SRE/DevOps
Security - (Penetration Testing /Identity and Access Management / Network / Application
security)
Security - (Infrastructure security / Governance, Risk, & Compliance)
Scrum Masters/Agile
Computational/Financial Modelling
Knowledge of Financial Markets
Customer Relationship Management
Risk Management (Market/Enterprise/Credit)
Audit and Compliance
Policy Implementation
Underwriting
Product Advisory (BFSI)
Designing (UI/UX/Graphic)
Media Strategy Development
Hardware Development
CAD/CAM/CAE
Mechanical Analysis
VLSI Design
FEA (Finite Element Analytics)
Supply Chain Analytics/Optimisation
IOT
Lean Manufacturing
Project Management
Foreign language proficiency

All data collected for this survey will be treated as strictly confidential. Only Aon
will have access to data on a company-identified basis.
Q47. What is the current state of Return to Work plans for your organization?

Currently working virtually

Back to office, following Hybrid model
Returning completely to office in the next few months
Already functioning from office/site locations

Q48. What proportion of employee population falls into the different working models for your organization?

On-Premise Hybrid Remote

Overall More than 80%

Executive leadership

Finance

HR

Manufacturing

Operations

Product Development

Sales and Marketing

Technology - Infrastructure

Technology - Development

Q49a. How did your organization look at/ modify the following benefits in light of return to work / remote working models?

Addition of both
sick leave/
Additional sick bereavement
leaves/ leave and
bereavement Additional leaves vaccination No changes to
leaves for vaccination leaves policy Others
Time-off

Q49b. How did your organization look at/ modify the following benefits in light of return to work / remote working models?

Increase in Increase in Increased

insurance cover insurance cover coverage of Decrease in Co-
for self for dependents dependents pay % Others
Insurance

Q49c. How did your organization look at/ modify the following benefits in light of return to work / remote working models?
 Did not provide
Previously had a and did not have
policy and made a policy
Provided one no changes to previously as Plan to provide
time allowance that well in future Others
Home office Set-up

Q49d. How did your organization look at/ modify the following benefits in light of return to work / remote working models?

Previously
Did not have had a
a program program and
Have Previously and have have
introduced a had a made no increased
program program and changes cover/ Plan to have
during have made since COVID- quantum of a program in
COVID-19 no changes 19 support the future Others
Employee Financial
Assistance

Q49e. How did your organization look at/ modify the following benefits in light of return to work / remote working models?

Introduced a physical Introduced mental wellness

wellness allowance / gym programs / stress
membership management and counselling Others
Employee Wellness

Q49f. How did your organization look at/ modify the following benefits in light of return to work / remote working models?

In-house facilities External Tie-ups Reimbursements Others

Creche / Daycare

Q49g. How did your organization look at/ modify the following benefits in light of return to work / remote working models?

Temporary Reimbursement Additional one- No changes to

accommodation of expenses time allowances policy Others
Relocation assistance

Q50. Does your organization use location differentials/ city based tier strategy to adjust pay levels based on an employees
location?

Yes this approach was used prior to COVID-19

Yes this approach was adopted after COVID-19
No but we are actively considering it
No and we are not actively considering it
Unsure
Q51. If an employee chooses to relocate to a remote location, how would you adjust their salary?

Adjust salary to new location based on market information

Change HRA/ CLA basis location
Change City Compensatory Allowance/ Cost of Living Allowance basis location
Decisions are made on a case to case basis
Leave salary unchanged and limit merit increases to adjust to local pay levels
Leave salary unchanged and manage merit increases normally going forward
Unsure
Others (Please Specify)

Q52. Based on any of the above approaches, how do you differentiate Total Cost to Company across locations for same
positions?

(E.g. Take Mumbai as 100, an index of 85 may be used as the index to set the pay level for same positions in Tier I, 60 for Tier II and 45 for
Tier III. Please indicate the different indices used for different positions if it is applicable)

Total Top Executive & Sr. Management Middle Management

Answer 1 Answer 1 Answer 1

Mumbai 100 100 100

Tier I (e.g. Delhi/ NCR, Bangalore, Chennai)
Tier II (e.g. Chandigarh, Hyderabad, Pune)
Tier III (e.g. Jaipur, Ahmedabad, Indore)
Tier IV (e.g. Rural/ Semi rural)

Junior Management /
Clerical / Admin Manual Workforce
Professional
Answer 1 Answer 1 Answer 1

Mumbai 100 100 100

Tier I (e.g. Delhi/ NCR, Bangalore, Chennai)
Tier II (e.g. Chandigarh, Hyderabad, Pune)
Tier III (e.g. Jaipur, Ahmedabad, Indore)
Tier IV (e.g. Rural/ Semi rural)

All data collected for this survey will be treated as strictly confidential. Only Aon
will have access to data on a company-identified basis.
Responsible Business Practices

Q53. Do you have a well defined ESG roadmap/strategy that defines goals of the organization?

We have defined short, medium and long term roadmap

We have a Long term Roadmap (>5 Years)
We have a Medium term Roadmap (3-5 Years)
We have a Short term Roadmap (0-2 Years)
We do not have an ESG roadmap, but plan to have one in the near furture
We do not have an ESG roadmap, and do not intend to have it in the near future

Q54. How do you report on your organization's ESG and DEI performance?

We publish an annual sustainability/Business responsibility/Integrated report

We report some of the ESG & DEI aspects on our company's Annual Financial Report or Website
We do not report currently

Q55. Which of these policies are present in your organization?

(Mark all that apply)

Code of Conduct policy

Anti-bribery and Anti-Corruption Policy
Data Privacy/Cyber Security policy
Health & Safety Policy
Environment Policy
Diversity & Inclusion

Q56. Which senior executives' compensation is/are linked to ESG and DEI performance?

All Senior Leadership

Only select HR/ESG/CSR leadership
No linkage to compensation
Others (please specify)

Q57. Which of the following D&I elements is/ are focus area(s) for your organization?

Prevalence Diversity Ratio %

Yes No Current Diversity Ratio % Target Diversity Ratio %

Age/ Generation/ Millennial

Gender Balance
Differently Abled
Sexual Orientation
Prevalence Diversity Ratio %
Others- Religion/ Ethnicity/ Language/
Regional Yes No Current Diversity Ratio % Target Diversity Ratio %

Q58. What changes are your organization making to strengthen diversity, equity and inclusion initiatives?

Communicating clear DEI objectives and commitments

Expanding talent pools for candidate diversity
Reviewing compensation and benefits programs
Implementing measures to increase fairness and reduced adverse impact in employee selection and hiring procedures
Upskilling programs for leaders to focus on inclusive behaviors, value of diversity of thought
Introducing or expanding unconscious bias training
Creating or enhancing mentoring programs
Using data analytics to measure demographics and talent mobility
Taking action on commitments to achieving pay equity
Targeted upskilling programs for women/ ethnic minorities
Utilizing apprenticeship/ mentorship programs
Others (please specify)

Q59. What are the Roles / Levels targeted for diversity hiring?

CXOs and Board members

Senior management
Middle management
Junior management/entry level
Corporate roles (e.g. HR, Finance, Legal, IT support etc.)
Technical roles (Engineering - Core/IT, Product development, R&D etc.)
Field roles (Frontline sales, Field service delivery etc.)
Client/Customer facing roles (Consultants, BD, Hospitality/Aviation staff etc.)
Back-office roles (Customer support, Admin, Office Assistants etc.)
Shop floor employees
Others (please)

Q60. Which are the focus areas within the organization to drive actions towards achieving DEI targets?

Filling up of IJPs
Work groups/teams
Work related task force (For eg. D&I council, NRC, transformation teams etc.)
Discretionary work groups (CSR, sports/cultural activities organizing committee)
Succession pipeline for key roles
Any other (please specify):
 All data collected for this survey will be treated as strictly confidential. Only Aon
will have access to data on a company-identified basis.

Campus Hiring

Q61. Kindly share salient information for your campus placement programs.

FY 21-22 FY 22-23

Number of Campuses Visited

Number of Campus Hires
Number of Pre Placement Offers

Q62. Kindly share salient information for your campus internship programs.

FY FY
21- 22-
22 23

Number of Interns
Stipend Offered to Interns (Average) (in INR lacs)

Q63. How many students were hired from campus as full-time employees and as interns across key streams?

Full Time Employee Interns

MBA
B.E / B.Tech
M.E / M.Tech
Graduates
CA / CFA

Q64. Does your organization have diversity targets while hiring from campus?

Prevalence Target Percent

Yes No (%)

Gender (Male, female, Others)

Differently Abled
LGBTQ+ Prevalence Target Percent
Yes No (%)

Q65. What is the timeframe considered for early attrition? (in months)

Q66. What is the Early Attrition % across key streams?

B.E / M.E / CA /
MBA Graduates
B.Tech M.Tech CFA

Tier 1
Tier 2
Tier 3

TFC (Total Fixed Compensation) = Basic Salary+ Cash Emoluments + All Costed Benefits + Retirals. Please do not include
joining bonus in this amount.

Cash emoluments: Includes all reimbursements and all cash allowances for outpatient medical, LTA, books & periodicals,
children education, uniform allowance, professional development, entertainment, Conveyance Allowance, Hardship Allowance,
HRA, personal pay, Superannuation Allowance.

Retirals: Provident Fund + Gratuity + Superannuation

TVP (Total Variable Pay) (Target) = Target Performance Bonus + Target Sales Incentive + Target Project Incentive

TCC (Total Cost to the Company) = Total Fixed Compensation + Total Variable Pay + Joining Bonus + Confirmation bonus +
LTI + Retention Bonus

Q67a. This section aims at capturing the breakup of the compensation offered to campus hires across various streams. Please
provide the relevant details:

MBA Batch of 2022 (in INR lacs)

Vesting
Target Total
Total Fixed Joining Retention Schedule Number
Variable LTI Cost to
Compensation Bonus Bonus of LTI of Hires
Pay Company
grant

Tier 1
Tier 2
Tier 3

MBA Batch of 2023 (Projected) (in INR lacs)

Vesting
Target Total
Total Fixed Joining Retention Schedule Number
Variable LTI Cost to
Compensation Bonus Bonus of LTI of Hires
Pay Company
grant
Tier 1 MBA Batch of 2023 (Projected) (in INR lacs)

Tier 2 Vesting
Target Total
Total Fixed Joining Retention Schedule Number
Variable LTI Cost to
Tier 3 Compensation Bonus Bonus of LTI of Hires
Pay Company
grant

Q67b.

B.E/ B.Tech Batch of 2022 (in INR lacs)

Vesting
Target Total
Total Fixed Joining Retention Schedule Number
Variable LTI Cost to
Compensation Bonus Bonus of LTI of Hires
Pay Company
grant

Tier 1
Tier 2
Tier 3

B.E / B.Tech Batch of 2023 (Projected) (in INR lacs)

Vesting
Target Total
Total Fixed Joining Retention Schedule Number
Variable LTI Cost to
Compensation Bonus Bonus of LTI of Hires
Pay Company
grant

Tier 1
Tier 2
Tier 3

Q67c.

M.E/ M.Tech Batch of 2022 (in INR lacs)

Vesting
Target Total
Total Fixed Joining Retention Schedule Number
Variable LTI Cost to
Compensation Bonus Bonus of LTI of Hires
Pay Company
grant

Tier 1
Tier 2
Tier 3

M.E / M.Tech Batch of 2023 (Projected) (in INR lacs)

Vesting
Target Total
Total Fixed Joining Retention Schedule Number
Variable LTI Cost to
Compensation Bonus Bonus of LTI of Hires
Pay Company
grant

Tier 1
Tier 2
Tier 3

Q67d.
 Graduates Batch of 2022 (in INR lacs)
Vesting
Target Total
Total Fixed Joining Retention Schedule Number
Variable LTI Cost to
Compensation Bonus Bonus of LTI of Hires
Pay Company
grant

Tier 1
Tier 2
Tier 3

Graduates Batch of 2023 (Projected) (in INR lacs)

Vesting
Target Total
Total Fixed Joining Retention Schedule Number
Variable LTI Cost to
Compensation Bonus Bonus of LTI of Hires
Pay Company
grant

Tier 1
Tier 2
Tier 3

Q67e.
*ICAI recognizes rank holders subject to individuals scoring a minimum of 55% marks in one sitting without availing any
exemptions. Rank certificates are issued only till the 50th rank on an all India basis.

CA / CFA Batch of 2022 (in INR lacs)

Vesting
Target Total
Total Fixed Joining Retention Schedule Number
Variable LTI Cost to
Compensation Bonus Bonus of LTI of Hires
Pay Company
grant

Rank Holders
Non Rank Holders

CA / CFA Batch of 2023 (Projected) (in INR lacs)

Vesting
Target Total
Total Fixed Joining Retention Schedule Number
Variable LTI Cost to
Compensation Bonus Bonus of LTI of Hires
Pay Company
grant

Rank Holders
Non Rank Holders

Which of the following assessments are prevalent in your organization's campus hiring strategy for the current year (FY 2022-
23)?

Prevalence
Yes No

Case Studies
Psychometric Profiling
Hackathons/ Technical Tests
Aptitude Tests
 Simulations Prevalence
Group Discussions Yes No
Gamification of Rounds
Live Company Projects
Typing Assessment
Personal Interviews
Any Other

Q69a. What role would you evaluate pre-assessed pool of Graduate Student (B.Sc, B.Com, BBA, BCA) students for

Analyst Role : Gathering, interpreting, visualizing complex data to deliver insights and communication with stakeholders is
required.
Technical Roles : Graduate Engineer Trainee, Management Trainee (Knowledge in a specific field such as Finance,
Technology etc)
Non-Technical Roles : Executing tasks and processes related to operations, sales & marketing, etc along with basic
problem-solving skills.
Any Other

Q69b. Especially in case of Graduate Hiring (B.Sc, B.Com, BBA, BCA) which of the following competency is critical. Kindly
share priority.

Note: Please drag the options up / down to rank them (With 1 being the most important)

Quantitative Aptitude

Analytical Reasoning

English Usage

Ability to Write Grammatically Correct English

Technical (Assessing what they studied during their degree)

Planning & Problem Solving-Complex Planning Capabilities

Personality Traits

All data collected for this survey will be treated as strictly confidential. Only Aon
will have access to data on a company-identified basis.
Q70. Please select the colleges you go to for Campus Recruitment and your Tier Classification of them.

a) MBA Colleges

Tier Classification
Tier 1 Tier 2 Tier 3

FMS, Delhi
Indian Institute of Foreign Trade, Delhi
Indian Institute of Management (IIM), Ahmedabad
Indian Institute of Management (IIM), Bangalore
Indian Institute of Management (IIM), Calcutta
Indian Institute of Management (IIM), Indore
Indian Institute of Management (IIM), Kozhikode
Indian Institute of Management (IIM), Lucknow
MDI, Gurgaon
National Institute of Industrial Engineering (NITIE), Mumbai
S.P. Jain Institute of Management and Research
TISS, Mumbai
XLRI, Jamshedpur
Jamnalal Bajaj Institute of Management
SJMSoM, IIT Bombay
Institute of Management & Technology (IMT), Ghaziabad
MICA, Ahmedabad
Symbiosis Centre for Management and Human Resource Development,
Pune
Balaji Institute of Management, Pune
SIBM Bangalore
IFMR Chennai
Indian School of Business (ISB), Hyderabad
Institute of Rural Management (IRMA), Anand
Narsee Monjee Institute of Management
SIES College of Management Studies
Amity Business School, Noida
Christ University, Bangalore
DMS, IIT Delhi
DMS, IIT Kharagpur
DMS, IIT Kanpur
DMS, IIT Roorkee
Fore School of Management, Delhi
Great Lakes Institute of Management, Chennai
ICFAI Business School, Hyderabad
SIBM, Pune
International Management Institute (IMI), Delhi
K.J. Somaiya Institute of Management, Mumbai
Loyola Institute of Business Administration (LIBA), Chennai
Tier Classification
Symbiosis Institute of International Business, Pune
Tier 1 Tier 2 Tier 3
Indian Institute of Management (IIM), Jammu
Indian Institute of Management (IIM), Raipur
Indian Institute of Management (IIM), Shillong
Indian Institute of Management (IIM), Rohtak
Indian Institute of Management (IIM), Ranchi
Indian Institute of Management (IIM), Chhattisgarh
Indian Institute of Management (IIM),Kashipur
SIMS, Pune
TA Pai, Manipal
Xavier Institute of Management, Bhubaneswar (XIMB)
Welingkar Institute of Management, Mumbai
Any other college

Any other college

Any other college

Any other college

Any other college

Please select the colleges you go to for Campus Recruitment and your Tier Classification of them.

b) B.Tech/M.Tech Colleges

Tier Classification
Tier 1 Tier 2 Tier 3

Birla Institute of Technology and Science (BITS), Pilani

Delhi College of Engineering, Delhi
Indian Institute of Technology, Chennai
Indian Institute of Technology, Guwahati
Indian Institute of Technology, Kanpur
Indian Institute of Technology, Kharagpur
Indian Institute of Technology, Mumbai
Indian Institute of Technology, Delhi
Indian Institute of Technology, Roorkee
Indian School of Mines, Dhanbad
National Institute of Technology, Durgapur
National Institute of Technology, Jamshedpur
National Institute of Technology, Kozhikode
National Institute of Technology, Kurukshetra
National Institute of Technology, Rourkela
Tier Classification
National Institute of Technology, Silchar
Tier 1 Tier 2 Tier 3
Netaji Subhash Institute of Technology University, Delhi
PEC University of Technology, Chandigarh
Thapar Institute of Engineering and Technology, Patiala
Veermata Jijabai Technological Institute, Mumbai
Institute of Technology, Hindu University, Banaras
National Institute of Technology, Calicut
National Institute of Technology, Surathkal
National Institute of Technology, Tiruchirappalli
National Institute of Technology, Warangal
The Indian Institute of Science, Bangalore
Jadavpur University, Calcutta
National Power Training Institute (NPTI), New Delhi
Cummins College of Engineering, Pune
Birla Institute of Technology, Ranchi
National Institute of Technology, Bhopal
SJCE, Mysore
Dhirubhai Ambani Institute of Information and Communication Technology,
Gandhi Nagar
Sardar Patel College of Engineering, Mumbai
CMR Institute of Technology, Bangalore
College of Engineering, Guindy Anna University, Chennai
Government College of Engineering (COEP), Pune
National Institute of Technology, Allahabad
Indian Institute of Information Technology, Allahabad
Institute of Technology, Nirma University, Ahmedabad
Jawaharlal Nehru Technological University (JNTUH), Hyderabad
Madras Institute of Technology, Chennai
National Institute of Engineering, Mysore
National Institute of Technology, Hamirpur
P.E.S. Institute of Technology, Bangalore
P.S.G. College of Technology, Anna University, Coimbatore
SSN College of Engineering, Chennai
Birla Institute of Technology and Science (BITS), Goa
Vellore Institute of Technology (VIT)
Visvesvaraya National Institute of Technology (VNIT),Nagpur
Any other college

Any other college

Any other college

Any other college

 Any other college Tier Classification
Tier 1 Tier 2 Tier 3

Please select the colleges you go to for Campus Recruitment and your Tier Classification of them.

c) Graduates

Click to write Column 1

Tier 1 Tier 2 Tier 3

Christ College, Bangalore

Hindu College, Delhi
Jesus and Mary College, Delhi
Lady Shri Ram College for Women, Delhi
Loyola College, Chennai
Madras Christian College, Chennai
Shaheed Bhagat Singh College, Delhi
Shaheed Sukhdev College (CBS), Delhi
Shri Narjee Monjee College of Commerce & Economics, Mumbai
Sri Ram College of Commerce (SRCC), Delhi
St. Xavier's College, Kolkata
Indian Statistical Institute (ISI), Kolkata
St Stephen’s College, Delhi
Hansraj College, Delhi
Sri Venkateswara College, Delhi
Symbiosis College of Arts and Commerce, Pune
Sri Guru Gobind Singh College of Commerce, Delhi
Ramjas College, Delhi
Any other college

Any other college

Any other college

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