IAMAIIAMAI-MA FOI COMPENSATION & BENEFITS BENCHMARKING SURVEY REPORT

FOR INTERNET AND MOBILE INDUSTRY OF INDIA

PRESENTED BY MA FOI CONSULTING SOLUTIONS LIMITED MARCH 2010

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CONTENTS 1. Foreword 2. Compensation An Overview 3. Introduction 4. About IAMAI 5. About Ma Foi 6. Industry Overview 7. List of Positions Covered 8. Scope of Work 9. Assumptions and Definitions 10. Compensation Analysis 11. People Policies Annexure

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Foreword
IAMAI and Ma Foi have come together to do Compensation and Benefits Benchmarking survey for organizations belonging to the categories like Online Publishers, Mobile VAS, Digital Agencies, Technology Companies, eCommerce Companies, Classified Companies and Digital Payment Companies. The Mobile and Internet Industry in India is growing at an unprecedented pace. From our study of this industry we have found that organizations have extremely different workforce offering work associated with creativity, innovation, global spread, product development, designing, marketing, content management and production, working under the same roof and contributing to the companys bottom-line. Attractive compensation, challenging assignments, good working conditions and growth opportunities are amongst the main determinants of where talent gravitates, along with the indefinable "glamour value" of an industry or a specific company. Retaining talent is a major challenge for companies, especially in a growth boom, when a lot of "seduction" of employees between one company and another is commonplace. Internet and Mobile industry has realized the importance of competitive advantage. Companies have realized that to compete and sustain competitive advantage, people are paramount. Several companies have HR heads on the boards of their firms, who are getting involved in formulating strategy and are an integral part of the leadership. Firms are seriously talking of developing competitive advantage by aligning people with business strategy. Compensation is probably the single most important parameter in most cases. The challenge here is to provide an attractive package in the context of rising expectations, and yet minimize overall cost escalation. In this situation, "poaching" people from other companies by offering higher pay packages is self defeating for the industry as a whole. An important corrective lies in ensuring an ever-growing and sufficiently large supply pipeline of fresh entrants. Market pay levels and compensation and benefits practices are changing at a pace never before experienced in India. Employees are demanding rewards commensurate with the result that they achieve. The organizations they work in need to control cost while maintaining a skilled and productive work force. It is therefore essential that employers stay up to date with the latest facts and trends.

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Many organizations have experienced unprecedented staffing and compensation reductions related to cost control considerations. These challenges and associated opportunities had caused a heightened sense of anxiety over salary budget planning for many organizations. For most organizations, people costs (i.e., salaries, benefits, etc) represent one of the most significant bottom line expenses. Historically, only a handful of organizations (about 2 percent) report freezing salaries in a typical year. Its a good time for organizations to strengthen their HR systems and gear their HR strategies towards creating high performance culture. Organizations are planning to grant pay increases in 2010. Salary increase budgets for this year typically comprises of merit pay increases, market adjustments, cost of living adjustments, general increases or a combination of these increases. Most industry verticals are planning to give double digit percentages for this years increment. Companies are gradually strengthening the performance linkages in the pay increase to improve efficiency, boost productivity and effectively deploy the talent pool available. The efforts are geared towards aligning the compensation strategy with the improved economic scenario. The key to their success is to integrate the HR strategy with business strategy in todays economic scenario. Indian industry has realized the importance of competitive advantage. Companies have realized that to compete and sustain competitive advantage, people are paramount. Firms are seriously talking of developing competitive advantage by aligning people with business strategy. Dr. Subho Ray President Internet and Mobile Association of India

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Compensation An Overview
2009 has been a landmark year of economic challenges and uncertainties. Many organizations have experienced unprecedented staffing and compensation reductions related to cost control considerations. These challenges and associated opportunities had caused a heightened sense of anxiety over salary budget planning for many organizations. For most organizations, people costs (i.e., salaries, benefits, etc) represent one of the most significant bottom line expenses. Given the economic changes and employer budget limitations, virtually all organizations were forced to use a variety of cost control strategies in order to effectively manage expenditures. Common approaches included salary/wage freezes, mandatory reductions in force and hiring freezes to name a few. Historically, only a handful of organizations (about 2 percent) report freezing salaries in a typical year. However, in 2009, this percent drastically increased to 25 to 40+ percent depending on employee category. Certain industries were forced to reduce headcount and freeze salaries more aggressively than others (e.g., automobile/automobile parts, machinery, transportation, retail, construction, real estate). Now as the global recovery is underway and corporate profit margins are rising, its clear that organization with a forward-thinking approach and a solid grasp of business fundamentals will have a distinct competitive advantage. Companies are looking for ways to balance the rising inflation and input cost with the need to hike the salary budget after deferment of increment in the recent past. Its a good time for organizations to strengthen their HR systems and gear their HR strategies towards creating high performance culture. Organizations are planning to grant pay increases in 2010. Most of the companies are awarding salary hikes and bonuses to reward the employees who have stayed on through the bad times. Salary increase budgets for this year typically comprises of merit pay increases, market adjustments, cost of living adjustments, general increases or a combination of these increases. Most industry verticals are planning to give double digit percentages for this years increment. To take an example, many of the brokerage companies are planning to give 15 20 % increments as the business is doing well and to make for absence of increment and pay reduction in 2008 2009. While the technology sector is trying to match the expectations of its employees and wooing the talent pool by giving hikes in the range of 12 15 % in 2010 the financial services and the manufacturing industry is foreseeing an average salary hike of 10 % - 12%.

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Companies are gradually strengthening the performance linkages in the pay increase to improve efficiency, boost productivity and effectively deploy the talent pool available. The efforts are geared towards aligning the compensation strategy with the improved economic scenario. To relate to IT and ITES industry, there has been a shortage of competent IT professionals for a long time now. Increasing demands of technology coupled with a short supply of professionals (with the requisite expertise) has increased the costs of delivering the technology. This made incentive compensation a significant feature, with the result that software companies have moved from conventional pay-for-time methods to a combination of pay-for-knowledge and pay-forperformance plans. Though the mood seems upbeat there are sectors like real estate which foresee little or no hikes in near future as recovery in the real estate sector has been slower and longer. The key to their success is to integrate the HR strategy with business strategy in todays economic scenario. One of the critical factors for a competitive advantage for any industry in the todays changing business environment is high quality human resources at the best possible cost. It is essential to be able to, not only attract but also, retain key talent over a long period of time. This task has become all the more challenging in light of various developments in the economic scenario of the country. The threat of losing talent comes not only from within ones own sector but also from other industries, especially at this phase when the economy is slowly reviving. Due to this, we have witnessed new initiatives right from On -the job trainings to performance management systems and career and planning. Also, more and more organizations are recognizing the role that Compensation and Benefits play in this direction. More and more Indian firms are restructuring to become globally competitive. Corporate India is attempting to enhance shareholder value by divesting businesses, which are not core or where companies do not have strength. Mergers and Acquisitions are becoming increasingly commonplace as a result. Indian industry has realized the importance of competitive advantage. Companies have realized that to compete and sustain competitive advantage, people are paramount. For the first time, several companies have HR heads on the boards of their firms, who are getting involved in formulating strategy and are an integral part of the leadership. Firms are seriously talking of developing competitive advantage by aligning people with business strategy.

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Human resource development has become important not only from the point of view of Indian companies but also the government, which wants to market it as the nations competitive advantage. Paradoxically, the right talent of the kind is not so easy to find even though India has a large trained manpower pool. This is especially true at senior management levels and in information technology. There is a huge supply-demand mismatch. This mismatch is raising salaries of some sectors drastically. Result: Talent scarcity will continue. Particularly, talent scarcity will be exacerbated by the requirement for high quality talent in media and entertainment, telecommunications, and in pharmaceuticals and other old economy industries that are changing rapidly. The above overview is to guide the HR professionals in the Internet and Mobile industry regarding the pace at which changes are happening locally as well as globally. As 2009 has been a difficult year for many, meeting the day to day adhoc requirements was more predominant than devising long term strategies especially for HR professionals across industries. The following Compensation and Benefits report would need to be reviewed by the HR Managers of the industry to develop a robust Compensation Strategy for the coming year. Few aspects all HR Professionals of the industry need to keep in mind are: Align the Compensation Plan for the year with the strategic objective of the organization Understand the dynamics of the market and also the market trends, competitive pressures and organization constraints to determine appropriate salary increase budgets and structure movement Review the performance pay or variable pay program to meet current and future needs.

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Introduction
Ma Foi Consulting Solutions Limited is pleased to present to you the results of the Compensation and Benefits survey duly completed for IAMAI. IAMAI and MCSL had come together to do a Compensation and Benefits Benchmarking Study for the Internet and Mobile Industry in India for which the companies in this industry have participated. In this economy of new markets, leaner budgets and shrinking pools of quality talent companies are searching for ways to maximize revenue and optimize costs. People are the only resource to confront constant change and unforgiving competition. Employers are trying to balance workforce costs while attracting and retaining the right talent. Human resource development has become important not only from the point of view of Indian companies but also the government, which wants to market it as the nations competitive advantage. Paradoxically, talent of the kind many companies are looking for is not so easy to find even though India has a large trained manpower pool. There is a supply-demand mismatch. Employers are increasingly acknowledging that their pact with the employees should be mutually beneficial. So while pay levels are going up for employees, performance linked pay is becoming a significant component of the pay. There is a trend towards different rewards for high performance and acceptable performance. The purpose of the survey report is to analyse the market trends in compensation and people policies and practices among the surveyed companies. Market trends for the total remuneration (based on standardised Ma Foi formats) of the different positions surveyed have been analysed for different statistical brackets. The information is provided to help companies understand where they are vis--vis the market. The report gives market trends for the different benefits, policies, non-monetary rewards, and performance assessments. The report also highlights people policies mentioned by the companies surveyed in the study.

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About IAMAI
The Internet & Mobile Association of India (IAMAI) is the premier trade association representing the online content and advertising, e-commerce and mobile content and advertising industry. The association addresses the issues, concerns and challenges of the Internet and Mobile economy and takes a leading role in its development. The Internet & Mobile Association of India (IAMAI) is a not-for-profit industry body registered under the Societies Act, 1896. Its mandate is to expand and enhance the online and mobile value added services sectors. It is dedicated to presenting a unified voice of the businesses it represents to the government, investors, consumers and other stakeholders. The associations activities include promoting the inherent strengths of the digital economy, evaluating and recommending standards and practices to the industry, conducting research, creating platforms for its members, communicating on behalf of the industry and creating a favorable business environment for the industry. The Strategic objectives of IAMAI are listed below:

Become the primary advocate for: o the online content and business realization through advertising o e-commerce and o mobile content and business realization through advertising

Provide a platform to discuss and evolve strategies to achieve the shared aspirations of the industry Prove and promote the effectiveness of online advertising, e-commerce and mobile advertising among advertisers, marketers and the media by building credibility for the medium. Educate the above communities about the core strengths and competencies of the Internet. Expand the breadth and depth of IAMAI membership while increasing direct value to members.

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About Ma Foi
Ma Foi is an international HR service provider servicing world class companies across the globe. Ma Foi which was started in 1992 has grown into a full spectrum HR services provider for clients worldwide. Ma Foi offers the broadest HR services portfolio ranging from Executive Search, Staffing, Consulting and Outsourcing to Automation and Training. The organization has built a network of offices across the country to be within reach of candidates and flex workers. Ma Foi continues to focus on developing customized and innovative HR services, leveraging on its unique strengths of geographical presence and end-to-end capability across all HR service functions. The ISO 9001:2000 certified process-driven approach, along with strong customer service has helped them to further their insight and knowledge and thus enhance their quality of services. Ma Foi is a global one-stop-shop to meet all HR requirements - senior-level Search, Database Selection, Turnkey Recruitment, Assessments and Human Resources' Consulting, Compensation Consulting and HR automation. Ma Foi offers the following solutions in the HR consulting domain: HR STRATEGY & SYSTEMS SOLUTIONS: This deals with HR systems, structures, policies and culture. Some of the major areas of our consulting are: HR Strategy Organization Design / Redesign and Role and Responsibilities Mapping. Competency Mapping and assessment Centre HR Systems Design. HR policies development and documentation

PRODUCTIVITY SOLUTIONS Economic uncertainty, corporate structuring, stress levels, dissatisfaction or better financial or career growth prospects are important in todays context. Employee loyalty and productivity have assumed paramount significance in the business world. Ma Foi collaborates with organizations to effectively motivate, enhance productivity and performance and to retain employees. Ma Foi understands the clients requirements through an initial sensing and then offers appropriate solutions such as: Compensation Management Compensation and Benefits benchmarking surveys

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Commissioned surveys Syndicated surveys Compensation Structuring / Restructuring Design of Variable Pay Systems/Sales Incentive Plans/Profit Sharing plans Job Evaluation and Broad Banding

Retention management Employee Satisfaction and Engagement Surveys Exit Diagnostic

PEOPLE DEVELOPMENT SOLUTIONS People Development Solutions team believes that training plays a significant role in the development of human resources. The company therefore provides end to end customized training solutions by supporting the individual members in an organization and helping them develop themselves and their teams, while fulfilling the organizational objectives. Apart from soft skill training programs, Ma Foi facilitators also conduct programs on Vision Mission, Goal Alignment, Organization culture and value system etc.

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Industry Overview
IAMAI and Ma Foi have come together to do Compensation and Benefits Benchmarking survey for organizations belonging to the categories like Online Publishers, Mobile VAS, Digital Agencies, Technology Companies, eCommerce Companies, Classified Companies and Digital Payment Companies. The Mobile and Internet Industry in India is growing at an unprecedented pace. From our study of this industry we have found that organizations have extremely different workforce offering work associated with creativity, innovation, global spread, product development, designing, marketing, content management and production, working under the same roof and contributing to the companys bottom-line. Attractive compensation, challenging assignments, good working conditions and growth opportunities are amongst the main determinants of where talent gravitates, along with the indefinable "glamour value" of an industry or a specific company. Retaining talent is a major challenge for companies, especially in a growth boom, when a lot of "seduction" of employees between one company and another is commonplace. Internet and Mobile industry has realized the importance of competitive advantage. Companies have realized that to compete and sustain competitive advantage, people are paramount. Several companies have HR heads on the boards of their firms, who are getting involved in formulating strategy and are an integral part of the leadership. Firms are seriously talking of developing competitive advantage by aligning people with business strategy. Compensation is probably the single most important parameter in most cases. The challenge here is to provide an attractive package in the context of rising expectations, and yet minimize overall cost escalation. In this situation, "poaching" people from other companies by offering higher pay packages is selfdefeating for the industry as a whole. An important corrective lies in ensuring an ever-growing and sufficiently large supply pipeline of fresh entrants. Market pay levels and compensation and benefits practices are changing at a pace never before experienced in India. Employees are demanding rewards commensurate with the result that they achieve. The organizations they work in need to control cost while maintaining a skilled and productive work force. It is therefore essential that employers stay up to date with the latest facts and trends.

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List of Positions covered

Sales/Business Development 1. Executive / Sr. Executive / Asst. Manager/Deputy Manager 2. Manager / Team Leader 3. Key Account Manager 4. Branch / Regional / Area Manager 5. General Manager/Deputy General Manager 6. Head / VP / National Manager/Director Marketing/Advertising/Communications 7. Executive / Sr. Executive / Asst. Manager/Deputy Manager 8. Executive / Sr. Executive / Asst. Manager Product / Brand Management 9. Manager / General Manager - Product/Brand Management 10. Head Of Department Marketing Network/System 11. Network/System Administrator 12. Tech Support Engineer Human Resources 13. Executive / Sr. Executive 14. Assistant Manager / Manager 15. General Manager/Head Finance 16. Executive / Sr. Executive 17. Assistant Manager / Manager 18. General Manager/Head

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Legal 19. Executive 20. Manager 21. General Manager/Head of Department Client Servicing 22. Client Service Executive / Sr. Executive 23. Account Manager 24. Head of Department Media Planning and Buying 25. Executive / Sr. Executive 26. Account Manager 27. Head of Department Content/Creative 28. Content Writer / Copywriter / Content Developer 29. Content Manager / Content Specialist 30. Head Content / Creative Director Technology 31. Software Developer / Engineer / Programmer 32. Graphic / Web Designer / Senior Designer 33. Search Engine Optimizer / Sr. Search Engine Optimizer Customer Service 34. Executive / Senior Executive 35. Assistant Manager / Manager / Team Leader 36. General Manager / Head

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Operations / Back Office 37. Executive / Senior Executive / Assistant Manager 38. Manager / Team Leader 39. General Manager / VP / Head Design and Development 40. Software Engineer/Programmer/ Sr. Software Engineer 41. Help Desk Engineer/ Support Engineer 42. Web/Data Designer 43. User Interface Designer / Sr. User Interface Designer 44. Architect Server Development / Sr. Architect Server Development 45. Project Manager 46. Product Manager / Product Head 47. Vice President / Sr. Vice President Technology Planning & Design 48. Business Analyst / System Analyst 49. Solutions Architect / Tech Architect/System Architect 50. Team Lead - Solutions Architect Design & Integration 51. Software Developer / Engineer / Programmer 52. Team Lead / Tech Lead/Project Lead / Project Manager Quality 53. Engineer 54. Manager

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Scope Of Work
Ma Foi Consulting Solutions Ltd conducted a Salary Benchmarking survey for the Internet and Mobile Industry of India, to give pay information needed, quickly and accurately.

This Report consists of detailed information on benchmark positions/levels contributed by member companies in India. The report contains data on salaries, allowances, benefits and bonuses of locally hired employees.

All of the data contained in this report have been carefully reviewed for validity, accuracy and reasonableness. Data has been collected by Ma Fois consultants and validated through various sources. Ma Foi has put in best efforts to hit optimistic levels of accuracy while collecting and collating information on compensation but in no way is to be held directly liable for any inferences drawn on the report submitted.

The contents of this report are designed to present a clear and comprehensive picture of pay and benefits practices in the participating companies, to the extent of information shared and researched by Ma Foi through varied sources. Each section of the report contributes to a fuller understanding of the current environment. We encourage you to review the entire report to derive maximum value from the information contained herein.

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Assumptions and Definitions

Cost to Company (CTC) Total Guaranteed / Fixed part of the compensation of an employee which includes Cash and Retirals. Variable Pay The sum of all performance bonuses, profit share payments and commissions paid for an employee. In cases where actual payout figures were not available, target figures have been included in the calculation

Statistical Terms Minimum P10 P25 P50 P75 P90 Maximum : The lowest figure recorded. : The figure below which 10% of the relevant data fall. : The figure below which 25% of the relevant data fall. : The figure above and below which 50% of the relevant data fall. : The figure below which 75% of the relevant data fall. : The figure below which 90% of the relevant data fall. : The highest figure recorded.

The market range of data in the report is represented depending upon the number of data points available for a position or a compensation and benefit element

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COMPENSATION ANALYSIS

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Compensation Analysis
Analysis of the compensation data has been carried out functionally. The functions covered for the study are in the following order: 1. Sales/Business Development 2. Marketing/Advertising/Communications 3. Network/System 4. Client Servicing 5. Media Planning and Buying 6. Content/Creative 7. Technology 8. Customer Service 9. Operations / Back Office 10. Design and Development 11. Planning & Design 12. Design & Integration 13. Quality & Legal 14. Human Resources & Finance The compensation data presented in the tables is for Total Guaranteed / Fixed part of the compensation of an employee which includes Cash and Retirals.

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1. Sales and Business Development Function (In 000s)

Function

Position Executive / Sr. Executive / Asst. Manager/Deputy Manager

Min 130 300 472 500 1000 1362

P10 188 400 522 590 1100 1505

P25 260 460 596 764 1250 1600

Median 324 728 889 1186 1500 2750

P75 450 955 1298 1593 2000 3055

P90 531 1092 1411 1858 2644 4640

Max 656 1300 1750 1900 3074 6144

Manager / Team Leader Sales and Key Account Manager Business Development Branch / Regional / Area Manager General Manager Head / VP / National Manager/Director

Sales and Business Development

8000 6000 4000 2000 0 Executi Manag Key Branch General Head / ve / Sr. er / Account / Manag VP / 130 324 656 300 728 1300 472 889 1750 500 1186 1900 1000 1500 3074 1362 2750 6144 Min Median Max

Min Median Max

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2. Marketing, Advertising and Communications (In 000s)

Function Position Executive / Sr. Executive / Asst. Manager/Deputy Manager Executive / Sr. Executive / Asst. Manager Product / Brand Management Manager / General Manager Product/Brand Management Head Of Department Marketing 1200 1425 1896 2000 2556 3525 4313 Min 228 300 710 P10 310 430 828 P25 369 496 986 Median 424 558 1265 P75 528 626 1525 P90 582 851 2530 Max 641 1002 3200

Marketing/Advertising /Communications

Marketing /Advertising/ Communication

6000 4000 2000 0 Min Executive / Executive / Sr. Executive Sr. Executive 228 424 641 300 558 1002 Manager / General 710 1265 3200 Head Of Department 1200 2000 4313 Median Max

Min Median Max

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3. Network Support/Security (In 000s)

Function Network/Security Position Network Administrator/System Administrator Tech Support Engineer Min 180 140 P10 200 164 P25 325.5 200 Median 400 351 P75 600 370 P90 605 508 Max 858 600

Network/System Security
1000

500 Min 0 Median Network Administrator/System 180 400 858 Tech Support Engineer 140 351 600 Max

Min Median Max

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4. Client Servicing (In 000s)

Function Position Client Service Executive/ Sr Executive Client Servicing Account Manager Head of Department Min 200 360 823 P10 276 398 1100 P25 325 455 1250 Median 385 550 1512 P75 401 647 1750 P90 425 700 1921 Max 480 810 2000

Client Servicing
2000 1500 1000 500 0 Min Median Max

Client Service Executive/ Sr 200 385 480

Account Manager 360 550 810

Head of Department 823 1512 2000

Min Median Max

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5. Media Planning and Buying (In 000s)

Function Position Media Planning & Buying Executive / Sr Executive Manager Head of Department

Min 200 300 540

P10 221 380 636

P25 268 412 775

Median 300 521 1000

P75 348 728 2250

P90 405 945 2743

Max 468 1092 3002

Media Planning & Buying

3500 3000 2500 2000 1500 1000 500 0 Min Median Max Executive / Sr Executive 200 300 468 Manager 300 521 1092 Head of Department 540 1000 3002 Min Median Max

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6. Content/Creative (In 000s)

Function

Position Content Writer / Copywriter / Content Developer

Min 150 400 600

P10 186 513 710

P25 205 602 800

Median 300 715 1100

P75 375 832 2009

P90 550 920 2894

Max 936 1320 4150

Content/Creative

Content Manager/ Content Specialist Head - Content / Creative Director

Content/Creative
5000 4000 3000 2000 1000 0 Content Writer / Copywriter / 150 300 936 Content Manager/ Head - Content / Content Specialist Creative Director 400 715 1320 600 1100 4150 Min Median Max

Min Median Max

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7. Technology (In 000s)

Function Position Software Developer / Engineer / Programmer Graphic / Web Designer/Sr Designer Technology Search Engine Optimizer (SEO)/ Sr SEO Min 180 200 220 P10 198 250 300 P25 210 300 375 Median 300 400 500 P75 488 625 654 P90 572 660 756 Max 858 1092 1086

Technology
1500 1000 500 0

Min Median Software Developer / 180 300 858 Graphic / Web Designer/Sr 200 400 1092 Search Engine Optimizer 220 500 1086 Max

Min Median Max

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11. Customer Service (In 000s)

Function

Position Executive / Sr. Executive

Min 150 250 600

P10 165 360 680

P25 194 470 800

Median 221 640 970

P75 242 898 1000

P90 280 1116 3055

Max 360 1980 4426

Customer Asst. Manager / Manager / Team Leader Service General Manager / Head

Customer Service
5000 4000 3000 2000 1000 0 Executive / Sr. Executive 150 221 360 Asst. Manager / Manager / Team 250 640 1980 General Manager / Head 600 970 4426 Min Median Max

Min Median Max

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12. Operations Back Office (In 000s)

Function Position Executive / Sr. Executive Asst. Manager Operations/Bac k Office Manager / Team Leader General Manager / VP / Head Min 110 300 440 P10 164 360 518 P25 250 425 635 Median 300 550 1179 P75 334 820 1678 P90 365 925 1987 Max 400 950 2543

Operations/BackOffice
3000 2500 2000 1500 1000 500 0 Executive / Sr. Executive Asst. 110 300 400 Manager / Team Leader 300 550 950 General Manager / VP / Head 440 1179 2543 Min Median Max

Min Median Max

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13. Design and Development (In 000s)

Function Position Software Engineer/Programmer/ Sr. Software Engineer Help Desk Engineer/ Support Engineer Web/Data Designer Design & Development UI Designer / Sr. UI Designer Architect Server Development / Sr. Architect Server Development Project Manager Product Manager / Product Head Vice President / Sr. Vice President Technology Min 200 150 200 300 700 546 500 972 P10 265 190 282 380 745 638 650 1289 P25 290 215 310 463 813 721 725 1750 Median 350 265 365 500 925 936 1365 2500 P75 410 325 485 690 1250 1075 1910 3361 P90 480 360 560 880 1700 1440 2700 4560 Max 512 405 620 1000 2000 1800 3000 5400

Design and Development

6000 5000 4000 3000 2000 1000 0 Software Help Desk Engineer/Pr Engineer/ 200 350 512 150 265 405 Web/Data UI Designer Designer / Sr. UI 200 365 620 300 500 1000 Architect Server 700 925 2000 Project Manager 546 936 1800 Product Manager / 500 1365 3000 Vice President / 972 2500 5400 Min Median Max

Min Median Max

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14. Planning & Design (In 000s)

Function Position Business Analyst / System Analyst Planning & Design Solutions Architect / Tech Architect/System Architect Team Lead - Solutions Architect

Min 300 400 500

P10 340 445 545

P25 480 515 610

Median 590 625 725

P75 689 1000 1000

P90 832 1540 1360

Max 980 1900 1600

Planning and Design

2000 1500 1000 500 0 Business Analyst / System Analyst Min Median Max 300 590 980 Min Median Max Solutions Architect / Tech Architect/System 400 625 1900 Team Lead Solutions Architect 500 725 1600

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15. Design and Integration (In 000s)

Function Design and

Position Software Developer / Engineer / Programmer

Min 200 500

P10 240 570

P25 300 643

Median 339 690

P75 650 889

P90 920 1315

Max 1000 1700

Integration Team Lead / Tech Lead/Project Lead / Project Manager

Design and Integration

2000 1500 1000 Min 500 0 Median Max Software Developer / Engineer / Programmer 200 339 1000 Team Lead / Tech Lead/Project Lead / 500 690 1700

Min Median Max

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16. Quality and Legal (In 000s)

Function Position Engineer Quality Manager Executive Manager Legal GM/Head of Department

Min 200 320 200 510 989

P10 245 425 250 530 1156

P25 320 654 325 600 1389

Median 395 879 450 800 1568

P75 498 1441 575 1115 1897

P90 567 1876 650 1470 3897

Max 945 2132 700 1911 5735

Quality and Legal

6000 5000 4000 3000 2000 1000 0 Engineer 200 395 945 Manager 320 879 2132 Executive 200 450 700 Manager Legal 510 800 1911 989 1568 5735 GM/Head of Department Min Median Max

Quality Min Median Max

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14. HR and Finance (In 000s)

Function Position Executive / Sr. Executive Asst. Manager / Manager HR General Manager / Head Executive / Sr. Executive Asst. Manager / Manager Finance General Manager / Head Min 120 350 480 150 300 1200 P10 146 425 698 150 450 1365 P25 185 480 1200 206 573 1500 Median 255 600 1450 270 819 1853 P75 295 730 1750 360 1021 2520 P90 420 1020 2204 530 1200 3200 Max 531 1300 2775 858 2025 3909

HR and Finance
4000 3500 3000 2500 2000 1500 1000 500 0 Executive Asst.Executive / Manager / Head Executive / Manager / Head / Sr. Manager General Manager Asst. Manager Executive / Sr. General Manager HR Min Median Max 120 255 531 350 600 1300 480 1450 2775 150 270 858 Finance 300 819 2025 1200 1853 3909 Min Median Max

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PEOPLE POLICIES

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HR Practices in the Participating Companies

Working Hours All the companies who participated in the survey had either 8 or 9 hour working day. Saturday Off: 10% of the companies surveyed have a working day on alternate Saturdays. The rest of them have no working day on Saturday. Lunch Hours Close to 60% of the companies have a fixed lunch break which ranges between 30 and 45 minutes, while the others have no fixed period for lunch break. Shift Working Employees in nearly 70% of the surveyed companies do not work in shifts. Those companies who do have a shift working policy for employees restrict it to the following functions: Network Operations Call Centers
Working Hours

Customer Service/Customer Care

8 Hours 9 Hours 50% 8 Hours 50% 9 Hours

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Leave & Holidays Leave as a benefit is provided by all organizations in the comparator basket to employees across all levels. The IAMAI-Ma Foi study indicates that organizations typically classify leave as Annual Leave, Sick Leave and Casual Leave. Annual Leave: Annual leave is to provide the employee a reasonable break in the normal occupation and an opportunity for rest and recuperation with a view to maintaining good health and revitalization. As per the study all the companies were providing annual leave to their employees. Different companies followed different practices for distributing leave. The patterns observed for Annual leave is as given below:

Provision of Annual Leave

30 days 11%

12 days 22%

12 days 18 days 20-24 days 30 days 20-24 days 45% 18 days 22%

Typically organizations specify uniform entitlement to all employees. Accumulation limit for Annual Leave ranges from 0 to 60 days, beyond which the leave is forfeited. Some companies provide leave encashment upto a maximum limit of leave accumulation.

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Sick and Casual Leave As per the study, most of the organizations provide up to 15 days of Sick and Casual Leave each to employees. Typically organizations specify uniform entitlement to all employees. Some companies clubbed all the leave under annual leave category and did not provide sick or casual leave. The entitlement range for Sick Leave varies between 6 and 15 days and for Casual Leave it varies between 6 and 12 days. Accumulation limit for Sick Leave is up to 15 days. In most companies the casual leave would lapse at the end of the year if not availed. Holidays Most of the organizations surveyed provide 10-15 days holidays as per the stipulated number of holidays in the country. None of the companies surveyed differentiate holidays between their Head office and regional offices.

Number of Holidays

13%

37% 12 days 11 days 10 days 8 days 37%

13%

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Probation and Confirmation All the organizations surveyed have a probationary period for their employees. Length of probation Ranges between 3 and 6 months across management levels as illustrated alongside. One of the surveyed companies has a one year probation period for their management and graduate trainees.
Probation Period

Senior/Top Management

Middle Management Level 3 months 6 months Junior Management 1 Year NA Mgmt Trainee/Grad. Engr 0 10 20 30 40 50 60 70 80 90 100

Percentage Break up

Confirmation process Most of the organizations have a formal written confirmation process whereas in few (20%) organizations the employees are automatically confirmed at the end of the probation period. Salary increase after confirmation Eighty percent of the companies surveyed do not have a salary increase policy after confirmation of employees. Those companies that do give a salary increase to employees give it on the basis of management discretion or performance.

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Salary Review Most of the companies have a salary review on an annual basis. Those companies that follow a bi-annual salary review policy usually review the salaries of employees in the month of April.
Frequency of Appraisal

20%

Yearly Appraisal Bi Annual Appraisal 10% 70% Anniversary of Appointment

The companies having an annual appraisal carry out the same in the months as shown below:
Month of Appraisal

October 14%

January 14% March 14%

January March April October

April 58%

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The following parameters are used as the basis of computing salary increase for an employee.

Determinants of salary increase All companies determine the salary increase as per the market pricing within the industry. Recommendations by the functional head and internal company assessment as per overall business strategy are other important factors considered by companies.

32% 36% Based on market pricing within the same industry Based on the recommendations by the Functional head Internal assessment of the company based on the ov erall business strategy

32%

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Average Salary increase The participating organizations gave a salary increase percentage ranging between 8 and 25%, 16% being the median. The median proposed salary increase is 19%. Percentage of employees covered Most companies surveyed cover 80 100 % of employees in the salary increase policy. Variable Pay Fixed Bonus 10% of the companies surveyed have a fixed bonus plan where the employees get a fixed amount that varies across management levels. Some companies give a percentage of the Basic Salary towards fixed bonus. Performance Bonus/Variable Pay The criteria considered for Variable pay are as follows: 1. Individual performance 2. Pre-set targets 3. Company performance 4. Team performance
Performance Bonus/Variable Pay
6 5 4 3 2 1 0 Individual Performance Preset Targets Company Performance Business Unit Performance Team Performance

5. Business unit performance

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Trends observed in the survey for the disbursal of performance pay/variable bonus are as given below: 1. Quarterly 2. Semi Annual 3. Annual Profit Sharing plan Few organizations surveyed (10%) have a Profit sharing plan in place. The basis for determining the entitlement amount is usually by established formula or management discretion. Only Senior and Top management are eligible for the Profit sharing plan. Frequency of payment is annual incase of profit sharing plan. Incentives/Commission earnings 20% of the organizations have a Commission scheme in place for their employees. The frequency of payment was observed to be annual in the surveyed companies
In c e n t iv e /C o m m is s io n P la n

Minimum % of target to Management Level be achieved for eligibility Top management Sr. management Middle management Jr. management 80 100%
Ye s
20%

80 100% 80 100%
80%

No

100%

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Perquisites Company provided accommodation Companies provide accommodation only to Senior and Top management. Few companies (10%) provide company leased accommodation. None of the companies pay Housing Deposit or house maintenance expense to the employee. Telephone usage Few (40%) of the companies provide telephone usage expense as a perquisite to employees. The telephone expense is provided at actuals for the Senior and Top management and as a fixed amount to employees at other levels, usually as per the grade of the employee. There has also been an observed trend of providing black berry phones to the Senior and Top Management teams in the organizations. Company Car It has been observed that company car is provided by employers to middle, senior and top management employees. Fuel expenses are provided to employees at actuals or as a fixed entitlement. Drivers cost is also reimbursed to employees in senior/top management.

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Insurance Hospitalization Insurance Most of the companies surveyed provide Hospitalization insurance to employees across all levels. The employee, spouse and dependant children are covered by the policy and the sum assured is in the range 2 to 6 lacs. The usual practice is that the total cost is borne by the employer.

Insurance Benefits

14%

Hospitatalization Insurance Accident Insurance 50% 36% Life Insurance

Accident Insurance Many (60%) of the companies provide Accident Insurance to the employee ONLY, and not to any dependant. The sum assured is usually a fixed amount ranging from 5 lakhs to 50 lakhs or specified as number of months of Basic.

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Retirement
Retirement Age The retirement age of employees is in the range 58 to 65 years, 59 being the median retirement age. Gratuity Gratuity as a retrial benefit is paid to employees as per the Payment of Gratuity Act by close to 80% of the companies. The minimum service period required is 5 years and there was no limit on the benefit paid. Provident Fund Provident Fund, as a retiral benefit, is provided by most companies surveyed (70%), as a percentage of Basic. The benefit is administered by the Regional Provident Fund Commission.

Provision of Provident Fund

30%

Yes No

70%

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Attraction and Retention The Attraction and Retention practices observed from this survey are similar to what was observed in the previous Compensation and Benefits Survey conducted for the industry. Sources of Recruitment The various sources of recruitment used by the companies surveyed are as follows: 1. Selection firms 2. Direct applications 3. Personal network 4. Employee referrals 5. Job portals 6. Advertisements Web based recruitment (job portals) is the most frequent source of recruitment used by the surveyed companies. Attraction tools The most frequent tools used by companies to attract employees are: 1. Career growth opportunities 2. Additional benefits 3. Variable Pay 4. Flexible work schedules 5. Advanced training opportunities Target Industries for Recruitment 1. Competitors within the industry 2. IT/ITES 3. Telecom

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Reasons for employees leaving the organization In the opinion of various companies surveyed, the various reasons for employees leaving organizations are: Better pay opportunities Better growth in career Dissatisfaction at the workplace Personal reasons

Motivators for Employee Retention From the employers perspective, the following are the key motivators for retention of employees: Pay above market Market adjustments to base salary Employee referral bonus Cash Incentives Long term incentives Recognition awards Growth opportunities

Reason for difficulty in recruiting From the employers perspective, the following are the reasons for difficulty in recruiting suitable candidate sin these positions: Requirement of rare skill set Low initial salary Non-availability or inadequacy of suitable skill set Mismatch in employees need to work with a big MNC brand and the small size of the company/industry No steady/consistent recruitment source

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ANNEXURE

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ANNEXURE 1 JOB DESCRIPTIONS OF THE POSITIONS SURVEYED

Designation

Department

Job Profile Carry out Business Development activities Develop Competitive strategies Acquire Market Intelligence Ensure Target achievement Handle Presentations & training Ensure Order closing Ensure proper negotiations Handle Collections/Payments

Executive / Sr. Executive / Asst. Manager/Deputy Manager Sales/Business Development

Customer/Distributor Relationship mgmt Concentration on location profitability Monitoring sales processes Recruiting & managing team of Sales Executive / Sr. Executive / Asst. Manager/Deputy Manager Makes strategies for market penetration. Planning/Implementing Mktg Strategies taking new Initiatives.

Manager / Team Leader

Sales/Business Development

Achievement of Targets allocated Responsible for handling Key Account in the region, handling Institutional Sales, generating sales thru existing clients and developing new clients.

Key Account Manager

Sales/Business Development

Meeting Targets as per the productivity norms set by the Vertical Head.

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Relationship Building with the assigned Corporates. Developing Account based strategy and proposing solutions to maximize share of business. Manage a Team of Sales Managers Assist the Company in Revenue Generation and Brand Building, Enhancing operations in that region, Planning & Forecasting, Responsible for over all business development in region, Taking lead in identifying and developing Branch / Regional / Area Manager Sales/Business Development new business opportunities Establishes goals to ensure share of market and profitability, Researches, analyzes, and monitors financial, technological, and demographic factors so that market opportunities may be capitalized on and the effects of competitive activity may be minimized, Develops and recommends pricing strategy, Ensures effective control and puts corrective action take in place to be certain that the achievement of marketing objectives is within designated General Manager Sales/Business Development budgets, Drive business, create knowledge and business culture in team, create the team, Principle relationship management, controls the business activities. Sound knowledge on company products and trends in Indian market from this point of view, Overlook recruitments of team members and expansion of Head / VP / National Manager/Director Sales/Business Development business nationwide. Executive Corporate Communications - Responsible for handling Corporate Communication & Public Relation functions of the company, dealing with Executive / Sr. Executive / Asst. Manager/Deputy Manager Confidential Govt. Officers, Handling legal issues, handling Media Planning / Marketing/Advertising/Communications Advertisement & Exhibition etc.

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Responsible for of setting alliances and tie-ups with various companies and Manager / General Manager - Business Alliance / Franchisee / Channel other marketing activities including getting Marketing contracts. Drive Marketing/Advertising/Communications solutions across all Brands. Identify, Nurture, Managing key Alliances. Formulation & implementation of mktg strategy, budgeting & revenue target, brand promo activities, lead formulation of brand strategy & plans to enhance brand experience for both the company and clients. Prepare brand guidelines. People Management, Product management, Managing Marketing Communication, Brand Positioning, Revenue Management, Launch of Head Of Department Marketing Marketing/Advertising/Communications Products LAN Maintenance, Server Administration, Windows and Linux, Computer Installation and Maintenance, Supporting Users and troubleshooting Network Administrator/System Administrator Network/Security common network/computer problems, IP Phone Management and Installation, LAN planning and deployment Managing the communication and resolution of technical issues for a distinct set of clients via phone and email, Ability to customize code, Handling bug Tech Support Engineer Network/Security fixing and developing building blocks, Providing excellent client management Assists in Manpower Planning, Recruitment, Selection, Joining formalities, Payroll & Attendance, Maintaining Leave record, Statutory compliances, Executive / Sr. Executive HR Employee Relation, Exit Interview, Full & Final Settlement etc Implements all personnel and human resources policies and procedures of the Company , Deals with different media for recruitment to full fill our requirement of the company, Motivate, Training, Star Awards, Increment, Asst. Manager / Manager HR Promotion, Termination and solves the grievance and problems of the staff

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Overall Responsibility of managing the HR Department, To ensure compliance of all corporate policies of HR. Responsible for recruitment, training, appraisals, compensation mgmt, statutory compliance, grievance handling & general administration. Guide & mentor a team across location & General Manager / Head HR Business verticals MIS, Sales Tax, Excise, Service Tax Related, Invoicing, Export collection documents submission and reconciliation with bank for compliances, Handling Bank Reconciliation, Managed accounts with responsibility for Forecasting, Employees Compensation, Accounts Payable and Receivable, Executive / Sr. Executive Finance Handled Cash and Banking Work, Maintained Petty Cash Book. MIS Budgeting, Analyses Business Performance, MIS & Reports, Financial Analysis, Financial planning & organizing annual budgeting calendar, Controlling of Finances &capital expenditure. Accounting related decisions, Budgeting, Finalization of Financial Statements with analysis of Asst. Manager / Manager Finance variances.Mgmt reporting for decision-making .MIS Preparation. Overall Responsibility of managing Finance and treasury related matters, General Manager / Head Finance ensuring proper and timely maintenance of financial records. Obtaining & renewal of licenses. Maintaining & updating all files. Reply to all legal notices in co-ordination with respective consultants, Preparation of sale deed, arrangement of stamp etc. Proof checking of all Legal documents at office/ party's office. Ensuring submission copies of Registry and other related documents to Accounts Department. Ensuring filing and submission Executive Legal of schedules forms of existing properties

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Vetting of all documents. Obtaining Legal compliances with various concerned authorities. Due diligence in Revenue records. Verification of all documents; Overseeing submission copies of Registry and other related documents to Accounts Department also overseeing filing and submission of Manager Legal schedules forms of existing properties Heading the legal department of the company independently, leading a team of people and coordinating with external agencies for all legal and allied GM/Head of Department Legal matters. Independently handles high profile brands in an extremely high speed work environment. Executes, coordinates and handles existing clients as well as newly developed clients. Manages client-agency interests which is the focal Client Service Executive/ Sr Executive Client Servicing point of functioning He keeps a day-to-day point of contact with clients, articulating client requirements to the team members, ensuring smooth running of the project & key deliverables-onetime, on budget, on specifications etc. & Keeping track Account Manager Client Servicing of the projects status. Independently prepare client proposals/presentations based on client brief, Manage the working of the CSE/Sr CSEs, Account mining (generate new business from the account), Responsible for all commercials for the account, manage one or more large accounts through team of CSM's/Sr CSE's, Manage the workings of the account team, Carry the business & commercial targets for the account(s), Analyze & value add to existing projects being Head of Department Client Servicing executed, Independently manage these accounts

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Establish plans at the lowest cost, Negotiate agreements with different media, Buy advertising space on television to suit the requirement, Calculate the costs of various media. Estimate audiences that can be reached by the Executive / Sr Executive Media Planning and Buying different media. Making Media plan and explain it to client, Maintaining relationships with various websites/ publishers, Media property buying from various websites/publishers, including rate negotiations, Campaign optimization including changing creative as per performance i.e. overall control of campaign, Evaluating reports and sending it to clients directly or to client Manager Head of Department Media Planning and Buying Media Planning and Buying servicing. Overall responsibility of Media Planning and Buying. Writes content on website, conducts periodic check of content health, Content Writer / Copywriter / Content Developer Content/Creative conducts online research, and generates content for various websites and portals. Handling a team of content developers, Job allocation to team members; Editing and ensuring that the quality and quantity standards are met, Quality check of team-members write-ups and providing them with necessary feedback and guidance to team-members, Researching and developing Content Manager/ Content Specialist Content/Creative contents on various subjects Will be responsible to lead, oversee, direct, and manage the creative team Head - Content / Creative Director Software Developer / Engineer / Programmer Technology Content/Creative for all the creative projects. Responsible for System Study, Software Design, Software Development, Implementation, Testing, Trouble Shooting

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The job involves creative designing, independently generating concepts and ideas. Besides having sound lay outing and design /art knowledge. Handles Graphic / Web Designer/Sr Designer Technology website designing Develops and maintains templates and standards for web page addition and development; Works with and Brainstorms with senior management to determine future direction and growth of the company via SEO; Maintains subject matter on SEO developments and techniques; Maintains all documentation that pertains to the above responsibilities; Works with content development and product development to make sure that SEO norms are being followed while publishing new pages and/or services; Being the Point Search Engine Optimizer (SEO)/ Sr SEO Technology of Contact for any SEO issues; Training, managing and mentoring subordinates; Reporting activities on a weekly basis Provide essential customer service on the aspects of fund transfer, bill Executive / Sr. Executive Customer Service payment, Attending customers complaints and solving the same. Responsible for co-ordination for various process related follow-ups, Responsible to maintain Team MIS, Responsible for timely uploads of data, Responsible for ensuring customer complaint documentation & updation, Responsible for maintaining training material and team briefings on new updates and refreshers, Maintaining & Updating of Data base of Corporate Asst. Manager / Manager / Team Leader Customer Service within circle along with all contact details of the Key contact with each decision making unit Responsible for Setting Up & Efficiently managing the Customer Service General Manager / Head Customer Service Division, responsible for managing a team of customer service/ operations

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executives and managers. Executive / Sr. Executive Asst. Manager Manager / Team Leader General Manager / VP / Head Operations/Back Office Operations/Back Office Operations/Back Office Carries out web transaction processing activities, Manages team of executives/Sr executives Responsible for efficiently managing the division Responsible for System Study, Software Design, Software Development, Implementation, Testing, Trouble Shooting, Responsible for the analysis, design, programming, debugging and modification of projects. Write codes, completes programming & performs testing & debugging of applications using current programming language & technologies, Responsible for timely Software Engineer/Programmer/ Sr. Software Engineer Design & Development development of all projects, Interact with design and policy team for preparation of specifications that can be implemented effectively Managing the communication and resolution of technical issues for a distinct set of clients via phone and email, Ability to customize code, Handling bug Help Desk Engineer/ Support Engineer Design & Development fixing and developing building blocks, Providing excellent client management The job involves creative designing, independently generating concepts and Web/Data Designer Design & Development ideas. Besides having sound lay outing and design /art knowledge. Create application flows & screens for windows based, web based and mobile based applications, Might also be called upon to work on the marketing collateral which would entail print jobs as well as web sites, Create icons for existing screens, Create an application according to usability UI Designer / Sr. UI Designer Design & Development metrics, Create documentation and deliverables, Provide visual sales

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support material to the sales and marketing teams Responsible for timely development of all services, Will lead the respective service developer teams and advise them on server architecture and software development patterns and practices, Will interact with design and policy team for preparation of implement able specifications, Will work closely with product management team for development scheduling and requirement fulfillment, Work with client team for client server protocol refinement and definition, Work for resolution of pitfalls in technology, architecture and resourcing, Will interact closely with Implementation team for product deployment and localization on commercial networks, Will be Architect Server Development / Sr. Architect Server Development Design & Development representing the company at highest levels in dealing with our esteemed customers Responsible in managing overall delivery of projects related to value added services. Role holder will directly interface with customers, develop and manage project plans, co- ordinate between various internal departments Project Manager Design & Development and resources, track and report results Responsible for the overall Product Management, Conceptualization of New Product, Technical Product document creation for technical Team, Product marketing documentation & presentation for sales team, Implementation of Product Manager / Product Head Design & Development product, Deployment across networks, Driving Traffic & Revenue. Participate in the evolution of product concepts & designs, Streamline Vice President / Sr. Vice President Technology Design & Development software development processes , Recruit & mentor technologists in various product groups, Guide technical leads in achieving their technical goals

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associated with their product lines, Establish process for sharing of technical resources/IP/etc between product teams , Provide guidance to network operations team Requirement Analysis, Scope document, Work Breakdown Structure Document, Assisting Business Development team in understanding technical aspects of client's requirements, Technical Design Documents of finalized projects, Understand client requirements, design high level Internet applications, coding and testing; Independently handle client communication Business Analyst / System Analyst Planning and Design and manage client expectation in terms of schedule and quality To analyze the customer's business requirements and suggest solutions, To handle change requests related to the solutions, Knowledge Transfer to the local Solution managers/ Architects, Secure the function and technical quality of deliveries (solution binder) in customer contracts/projects, Guard and/or Solutions Architect / Tech Architect/System Architect Planning and Design handle change requests and the consequences of such requests for delivered offers and/or ordered deliveries. Mentor and assist the team in analysing, designing, coding, testing, debugging and documenting solutions, Provide technical leadership for firmware development. Manage team for career development, work load Team Lead - Solutions Architect Software Developer / Engineer / Programmer Development & Integration Planning and Design leveling, technical mentoring and training. Responsible for System Study, Software Design, Software Development, Implementation, Testing, Trouble Shooting Manage and execute assigned project or subproject in a large program, Team Lead / Tech Lead/Project Lead / Project Manager Confidential Development & Integration Understand all aspects of client requirements, Use project management methodologies, quality standards and technical concepts to execute a project

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to the full satisfaction of the client, Understand client requirements and work with designers and developers, Manage a team of people, Ensure project completion in timely manner while utilizing resources as per budget provisions, Give periodic status reports as required, to keep management and client in synch with project progress Controlling quality in all areas, handling customer complaints, assisting in Engineer Quality development activities, implementing quality systems, Quality auditing, etc Undertake Strategic projects and initiatives to meet & exceed customer SLA's, Act as a technical expert, coaching and mentoring Process Owners and Team Members, Conduct training sessions for; Map Business Processes & Identifying Improvement Opportunities; Drive continuous improvements, Develop, implement, monitor and report on quality and reliability goals, internal and customer-facing metrics, Develop and support technology solutions to support process quality and re-engineering efforts, Develop Systems and Structures for New Processes and improve current Manager Quality processes

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Published By: Dr. Subho Ray, President, on behalf of Internet and Mobile Association of India, 406, Ready Money Terrace, 167, Dr. Annie Besant Road, Worli, Mumbai 18

For details, please contact: Mr. Gaurav Chopra, IAMAI, gaurav@iamai.in Mr. Kalpesh Vohra, Ma Foi, kalpesh.vohra@mcsl.co.in

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