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COMPENSATIONAND TOTALREWARDS TRENDS
TMdecide.do
Analytics Solution Provider
• A radical compensation mix - comprising between 60% and 40% fixed-to-variable and between 38% and 85% intangible-to-tangible - is ushering in the Total Rewards era in India
• The
age of plain salary increments is long dead, and the last 7 years have brought rapid transformation in Compensation diversification and personalization
• A holistic employee perspective has upped spending on recognition to 52% of benefits budgets and on privileges to 55%, with new-age businesses bringing fun, finance and wellness together
•
From flex-time at Flipkart, recreational games at Snapdeal and fitness programs at Fitbit, to flex-time at Flipkart, recreational games at
Snapdeal
and
fitness
programs at Fitbit, to ‘Compressed
workweeks’
at
and
Elder
Care Assistance at Wipro, new-age companies
innovate
way
better
• As a critical component of Total Rewards, Flexi-benefits are fast gaining currency thanks to personalization, higher perceived value and better tax benefits
• While the actual cost of flex-benefits is 10% - 15% of salary employees perceive them to be adding 42% to their compensation package, because flex-benefits save substantial tax and potentially increase take-home pay
• With nil impact of GST on gifts and perquisites, and little impact on most other components flexi-benefits potentially increase net income for employees by 28%
• Gifts and perquisites above INR 4,999 are taxed as per the income tax law and only financial benefits as insurance and travel, among the many flex-benefits components, attract 12% - 18% GST
KEYTAKEAWAYSTrends, Employer considerations and Taxation
• Sectors employing a bigger pool of mid-level professionals have a rationalized compensation and rewards structure, and hierarchical profiling shows up sharp increase in variable pay higher up the hierarchy
• BFSI, Telecommunications, IT, E-commerce and FMCD/G, belong in the category of sectors that have rationalized C&B structures; Healthcare & Pharmaceuticals, Manufacturing and BPO/ITeS have wider organizational bases and a plethora of options; KPO, Retail, Media & Entertainment and Travel & Tourism have lean but innovative structures
• While organizations are taking active measures to retain critical talent substantial mismatch between employee and employer expectations at both the talent acquisition and retention phases diminishes economic value to both
• Employers have an “attraction disconnect”, a lopsided view of employee expectations during acquisition, and a “retention disconnect”, fairly appropriate yet diluted understanding during the retention phase; Employee carry liberal benefits expectations throughout the lifecycle and have substantially low satisfaction levels on compensation and benefits
• Organizations need to be honest with their intent, put earnest effort and prioritize on - aligning rewards with business obj ectives, communicating effectively and personalization, in that order
• Compensation and Benefits need to be structured to have a cultural fit, be personalized, voluntary and convenient, and with the leadership participating; and avoid a force-fit, with insincere, apathetic and cumbersome programs that do not walk the talk
KEYTAKEAWAYSOrganizational, GovernmentInitiatives and EmployeeSatisfaction
COMPENSATION TRENDSthe evolution of payout attributes
Pay for Performance
The Emergence of Total Rewards
Employee Value Proposition & emergenceof short-term & long-term variable pay
The rise of non- cash benefits
Flexible rewards program & customizedcompensation
2010-11
2011-12
2012-13
2014-15
2016-17
10.60%
10.50%
10.40%
10.30%
10.20%
10.10%
10.00%
9.90%
9.80%
9.70%2013 2014 2015 2016 2017
10.3%
10.5%
10.4%
10.0%
10.0%
1990sLow
Cash Benefits
2000sMedium
Cash Benefits
2010sHigh Cash
Valued Benefits
FutureFlexible Benefits
Plain old salary increments are not exciting anymore and so have plateaued over the last 5 years … As employers take a holistic view of talent engagement compensation trends have rapidly transformed and Total Rewards have risen in popularity
Total Rewards Strategy: Compensation -> f {Variable Pay; Fixed Pay; Tangibles; Intangibles}
Compensation,Benefits,Work-Life,Performance & RecognitionDevelopment & Career Opportunities
AttractMotivateRetain
Organizational Structure, Business Strategy,Human ResourceStrategy
Employees
Satisfaction &Engagement
Business
Performance& Results
The Total Rewards Model
2016-17
100%
76%
80%
35%
85%
37%
2014-15
100%
72%
76%
41%
85%
34%
2012-13
100%
70%
54%
35%
86%
32%
2011
100%
67%
65%
40%
76%
33%
2010
100%
65%
70%
51%
57%
13%
Benefit Type
Group Medical Insurance
Corporate Floater Prevalence
Facilitate parent's coverage
Parent's coverage @100%employer sponsored
Room rent restrictions
Co-pay on claims
Benefit Types
COMPENSATION TRENDSthe evolution of health benefits
Government employeehealth insurance
Employer and Employeestatutory contribution (EPF)
1950’s1970’s
Defined benefits (Gratuity)
Rural Schemes:• Below the poverty line • Labour health insurance
1980’s
Urban employeebasic medical insurancescheme (individual mediclaim)
1990’s
Budgetary supportto rural medicalinfrastructure
2000’s
Liberalization ofinsurance industry: expansion of groupmedical plan toCorporate India 20082020
Cover for amajority of the formally employed urban population
Introduction ofstand-alone healthinsurers to expandurban & rural schemes
Health / MedicaI benefits are a mainstay of India’s Benefit System; and employers have innovated to make this a very valuable benefit component ..�
.. On the other hand, the benefits basket has also expanded and diverse components have gained prominence
LTI
18%
30%
37%
41%
STI
27%
18%
16%
20%
Total Fixed Pay
55%
52%
48%
38%
Manufacturing
FMCG/Pharma
Services
IT/ITeS
Pay Mix (%)
LTI
3.0
14.1
15.5
10.8
STI
9.5
11.4
11.3
13.6
Total Fixed Pay
25.6
33.3
36.6
22.4
Manufacturing
FMCG/Pharma
Services
IT/ITeS
CEOsCompensation (med i an - INR lac per month)
Compensation (C E O v ers u s C X O )
THE STATE OF THE COMPENSATIONAND REWARDS ART profiling hierarchies
Considerations:Compensation Practices: Fixed pay, Variable pay, Short term incentives , Long term incentivesWork-Life Programs: Workplace flexibility, Paid and unpaid time off, Health and well-being, Caring for dependents, Financial support & Community involvementBenefits programs: Insurance, retirement, disability and community involvement types of practices
30.0%20.0%10.0%0.0%
23.6%22.8%
20.7%20.4%
15.5%15.1%
11.3%11.2%
10.8%10.6%
Projected (2017-18)Actual (2016-17)
Avg. Variable Pay
121086420
Ind
Jr. Mgt
Mid Mgt
Sr. Mgt
CXO8.99.39.99.4
9.810.210.610.3
10.310.710.9
11
10.210.610.710.4
10.010.310.6
9.2
2017 2016 20152014
120%100%80%60%40%20%0%
CXO
CEO
Total Fixed Pay Annual Incentive LTI
SalaryIncrease
Avg. Incrementby performance
11.0%10.0%9.0%8.0%
Performance
9.1%
9.0%
9.8%
10.3%
10.5%
80%60%40%20%0%
28%32%40%
25%25%50%
24%21%55%
22%18%60%
18%12%70%
Long Term IncAnnual BonusFixed
CompensationMix
Variable pay and long term incentives gain more currency as one goes up the hierarchy …�Executive compensation is heavily loaded with these components; and they comprise almost half the total compensation, right at the top
32%22%46%
24%19%57%
Today
25% - 30%
18% - 20%
10% - 12%
Earlier
18% - 20%
10% - 12%
05% - 08%
Management Levels
Sr. Mgt.
Middle Mgt.
Jr. Mgt.
Variable Trends Pay by Hierarchy
WHAT’S TRENDING Fixed versus Variable, Cash versus Kind, Tangible versus Intangible
All the way from Tangible through Emotional, benefits are varied and suit different employee profiles and needs ..
.. There is a substantial spread, today, to choose from
Pay Increase / Variable Payout by Performance
A B C
26%
12%
130%
100%
6%
70%
Performance Band
% BenefitsSpend
PRIVILEGESUnlimited Holidays | Sabbaticals
Accommodation | ConveyanceBonuses
RECOGNITIONPerformance based
promotions | Public RecognitionAchiever Awards | Formal Appreciation
55%
52%
IncentivesBonuses
��Theme EventsSports Activities
��Counseling
Unstructured Time
85%
65%
38%
Tangible [Cash/Kind]
�Semi-tangible
[Symbolic]
�Intangible
[Emotional]
Compressed workweek | Job Sharing Modified Retirement | Child Care Assistance | Elder Care Assistance
Employee Stock Purchase Program | EducationAssistance (For Higher studies) | Service Awards | Flex time/remote work | �Mentoring/developmentprograms | Give Them A Gift Card | Company swag | Group Mediclaim / Insurance Scheme | Personal Accident/Insurance Scheme | Company Leased Accommodation
FLEXI-PAY / FLEXIBLE BENEFIT PLANAND TAX IMPLICATIONS�[GST and IT]
Flexible Benefits [definition] trade one element of a rewards package foranother
Personalization, Higher Perceived �Value for employees and Lower costs for employers, and Better Tax Benefits are why flexi-benefits are becoming extremely popular
The Benefits most important �for Employees
Healthcare Plan
Pay Raise
Performance Bonus
Vacation Time
Maternity, Paternity & Adoption Leave
Professional development or educational benefits
43%
12%
26%
2%
5%
12%
The case for Flexi Benefits
• Should recognize diverse needs• Should improve relations• Should make the most of tax breaks
How Flexi is beneficial
• Cost savingincreases take-home�
• Value of moneyemployee decides allocation�
• Tax-free benefitshelps not to shed additional lump-sumtax amount�
• Retentiondue to personalization
Flexible Benefits Categories
• Tax efficient benefits• Insurance Benefits• Health care benefits• House rent allowance• Leave travel allowance• Risk benefits• Retirement benefits• Leave benefits• Family Benefits• Other Benefits
Perceived Value: nearly
42%of compensation package
Actual worth: about
10% - 15% of salary
Cost to Business: up to
25% of total HR Budget
FLEXI-PAY / FLEXIBLE BENEFIT PLANAND TAX IMPLICATIONS [GST and IT]
Implication (Employer)
• No withholding tax liability• No GST implications
• Withholding liability arises• No GST implications
• Withholding liability arises• No GST implications
• Withholding liability arises• No GST implications
Implication (Employee)
Exempt under the income-tax law
Taxable as perquisite under the income-tax law
Taxable as perquisite under the income-tax law
Taxable as perquisite under the income-tax law
Transaction
Gift below Rs.5,000 given toemployees
Gift exceeding Rs.4,999 butrestricted to Rs.50,000
Perquisites forming part of employment contract/cost to company & provided to all the employees
Gift exceeding Rs.50,000 givento employees
Benefits & Taxes
Taxable salary inScenario 1
I 450000I 180000I 118200I 0I 0I 0I 0I 0I 0I 0I 21600I 769800I 57820I 889580
Scenario 1
I 450000I 360000I 118200I 19200I 0I 0I 0I 0I 0I 0I 0I 947400
Scenario 2
I 450000I 360000I 13600I 0I 1200I 12000I 32400I 15000I 13200I 50000I 0I 947400
Taxable salary inScenario 2
I 450000I 180000I 13600I 0I 0I 0I 0I 0I 0I 25000I 21600I 690200I 41900I 905500
CTC Break-up
Basic SalaryHRASpecial AllowanceTransport AllowanceEducation AllowanceTelephone ReimbursementFuel & Driver ReimbursementMedical ReimbursementMeal / Shopping CouponsLTAPF Employee ContributionTotal CTC/Net Taxable SalaryLess: Tax LiabilityNet Take home
Taxation implication of Flexi Benefits
NoNo5%NoNoNo
HousingMealsCab ServiceVehiclesHealth CareOther benefits
12-18% NoNo12-18%5%No
Financial Service (Insurance, Investment funds)
EducationResidential accommodationBusiness Class air travel Train FarePension
Application of GST
THE STATE OF THE COMPENSATIONAND REWARDS ART profiling sectors
DearnessAllowance
PerformanceBonus Travel Leaves Furnishing Paid Vacations
SpecialAllowance Transportation Variable Pay House/Car Loan
ConveyanceAllowance Commission Basic Salary Housing ESOP
Healthcare & Pharma
Leave PersonalHealth Care Flexi-time Paid Days Off
Group MediclaimInsurance
Performancebased incentives
PersonalAccident
InsuranceESOP
ProvidentFund Car Allowance Employee
Referral BonusATM & Concierge
facilities
Gratuity EducationalBenefits
Flexible SalaryBenefits
MaternityLeave
BPO / ITeS
Leave Travel & DailyAllowance Retirals Sales Incentive
Variable Pay EmployeeWellbeing
Accident &Life Insurance
FlexibleCompensation
Structure
HospitalizationInsurance Company Car Sign On Bonus
& RetentionHardship
Allowance
Rewards Recognition
InternationalTravel
AssistanceDomestic Travel
AssistanceRelocationAssistance
Manufacturing
Traditional organizations from mature sectors seem to offer a plethora of options in the Compensation & Benefits mix, to cater to a broad-based workforce
THE STATE OF THE COMPENSATIONAND REWARDS ART profiling sectors
Superannuationfund Salary Allowances
Leave TravelAllowancesProvident fund Gratuity fund
E - Commerce New economy businesses have rationalized the benefits mix by stripping it of those elements that employees perceive as irrelevant
Annual bonus PersonalHealth Care Car Allowance Provident
FundMaternity
Leave
Paidvacations
ClubMembership Transportation
MobileAllowances HRA Non-monetary
benefits Travel Leaves Non-monetarybenefits
BFSI
MedicalReimbursements PF/Gratuity Company
parties
Insurance(Health & Eye)
Phones/Laptop
Leaves (Sick,holiday/personal)
SpecialAllowance
Bonus/Short &Long TermIncentives
SalesIncentive
Telecommunication
HRA/LTA/Conveyance Clothes Retirement
Programs
InsuranceBenefits
RetirementBenefits
Rewards & Pay-at-risk
Policies
CompensationStructure &
Related Benefits
Health,Wellness
& Diversity
Work Pattern, Redundancy & Retrenchment
FMCG & FMCD
Company cars Paid Holidays EmployeeReferral Bonus
ClubMemberships Holiday Homes
GymMembership Free meals Variable Pay Chauffeur
Assistance
Information Technology
THE STATE OF THE COMPENSATIONAND REWARDS ART profiling sectors
Businesses that are seen to be fun places to work at have rather lean compensation & benefits structures
KPO
PaidVacation
Paid SickLeave
FitnessMembership
Life Insurance PMI or PrivateMedical Insurance
Media & Entertainment
Cheers to Peers:Peer recognition
Sher of theMonth
Jaldi 5 – Newcomer recognition
Travel & Tourism
Higher salaries inforeign airlines
PackagedHolidays
Incentives duringtourist peak season
Free travel for employeesand their families
Retail
Core Benefits Health insurance
Medical, Dentaland Vision
Vacation days Paid sick leave
HOW THE REWARD VALUE-RETENTIONRELATIONSHIP FARES TODAY
TACTICS
• Pay employees above the labor market • Provide more incentive/bonus opportunities • Let key employees know they’re essential to the
business • Create flextime/telecommuting opportunities • Create a succession plan to replace key individuals • Discuss with key employees their future opportunities
within the organization • Provide cash bonuses for retaining key employees • Provide meaningful and enriching job designs for key
employees • Provide key employees with stock options/equity
awards • Create an extensive benefit package
Acquire
Train
Time
Economic Value
Retu
rns
Inve
st
Attraction Disconnect and Retention Disconnect are the engagement disruptions that occur during the talent acquisition and retention phases, respectively.
1 Base pay / Salary 12 Career Adv Opportunity 23 Confidence in Leadership 04 Job Security 05 Length of Commute 06 Relationship with Mgr 37 Manage Work Related Stress 4
RetentionDisconnect
Attraction Disconnect
1 Base pay / Salary 22 Job Security 73 Career Adv Opportunity 14 L&D Opportunities 65 Challenging Work 36 ‘Good Employer’ reputation 47 Vacation / Paid Time Off 0
Engage | Recognize | Develop | Lead
Engagement Value
Onboard
• Leadership Accessibility 72.3%
• Accelerated Career Development Opportunities 70.7%
• International Assignments 53.1%
• Discretionary incentive pool 40.3%
• Additional learning & development opportunities 31.4%
• Retention bonuses for a specified period 26.2%
• Discretionary Stock options 20.5%
• Split Salary increase budget 2.1%
72.3% 70.7%
53.1%
40.3%
31.4%26.2%
20.5%
2.1%
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
• Employee Ranking • Attribute • Employer Ranking
Mismatch between employee-employer�expectationsadversely affects engagement
HOW THE REWARD VALUE-RETENTIONRELATIONSHIP FARES TODAY
The Employee Point of view
Recommendation
Maternity / Paternity Benefits,
Performance Bonus, Stock
Options motivate
55%Satisfaction
Custom / Flexi Rewards, Flexi
Work, WFH and Insurance
68%
Retention
Health / Wellness,
Financial Benefits help loyalty for
57%
Engagement
Rewards, Perks, Paid Time Off
drive engagement for
61%
Attraction
74% want benefit
programs to join
Although businesses are able to achieve stated objectives with their current C & B initiatives, employee satisfaction levels are seen to be poor .. .. Total Rewards are an imminent need of today’s unsatisfied talent
Compensation Effectiveness
48% 52% 60%
52%48%
40%
Junior Middle Senior
Compensation Satisfaction
23% 21% 23% 21% 16%
77% 79% 77% 79% 84%
120%
100%
80%
60%
40%
20%
0%Stock optionsOpportunities
for variable payBase rate of payBeing paid
competitively with the local market
Compensation/pay overall
Agree Disagree
Benefit Satisfaction
33% 27% 29% 31% 28% 25% 21% 23%
71%68% 66% 65% 64% 57%
52% 51%
120%
100%
80%
60%
40%
20%
0%Defined benefit pension plans
Wellness programsFamily-friendlybenefits, suchas domestic
partnership benefits, subsidized child care,
scholarships
Definedcontribution plans,
such as 401(k) and 403(b) plans
Flexibility tobalance life and
work issues
Health care/medical benefits
Benefits overallPaid time off
BEYOND HYPE AND HYPERBOLEwhat works and what doesn’t
Employers should not be (seen to be) faking it. Honest intent and earnest effort are a prerequisite to making C & B strategies work
Fair, Merit based compensation BenefitsStabilityWork/Life BalanceClear, Honest, Focused communicationwith management and teamRespectEmpowermentMeaningful & Challenging workTraining & DevelopmentGrowth Opportunities - Promotion or New SkillsSupportRecognition
No Attraction / AppreciationBenefit inadequacy (e.g. Insurance)Lack of Budget DisciplineInability / UnwillingnessInformal rewards/benefits programsGray Areas/Partial Flexibility
10%
20%
30%
40%
Compensation Effectiveness
Human Capital Strategy
Employee Engagement
Talent Attraction
Productivity Increase
Execution
Customization
Effective & Consistent Comm
Align with Biz Objectives
100%
80%
60%
40%
20%
0%
25% 50% 87%
Apathy
Insincerity
Force-fit
All talk – no walk
Cumbersome
Voluntary
Personalized,Need-basedCulture-fit
LeadershipParticipation
Convenient
The bed rock of Employee Satisfaction
WHAT TALENT WANTSsurvey across age, qualification, profession and cities
Total Rewards – Indispensable Elements
87% • Personalized Healthcare / Insurance
62% • Flexi-time / Vacation / Telecommuting
36% • Innovative Rewards
29% • Maternity & Paternity Leave / Child-care
44% • Wellness Programs / Mentoring / Counseling
67% • Career Advancement Opportunities
The desired workplace Environment
42% • Relaxed / Open plan offices
37% • In-office recreation/gym / Creche
63% • No / Casual dress codes
26% • Sports / Events / Theme parties
55% • Menu options at the party
19% • Coffee / Drinks within arms-length
Preferred Rewards� & Recognition
1 Cash rewards for Incentives
2 Appreciation from Management
3 Holidays & Experiences
4 Performance Based Promotions
5 Public recognition of achievements
6 Fair, merit based promotions
Ranking� by C&B Options
1 Fair/Competitive Salary
2 Personalized Healthcare Benefits
3 Flexible Hours/WFH Options
4 Rewards & Performance Bonuses
5 Career-oriented Learning Opportunities
6 Short/Long Term Incentives
7 Liberal Leave/Holiday/Vacation Policies
8 Health & Wellness Programs
ANNEXURECompensation Structures, Componentsand Elements
TYPE OF SALARY STRUCTUREBY INDUSTRY
BROADBANDS
Health & Pharma
Hospitality
TRADITIONAL
Retail
Power & Energy
Agriculture
MARKET-BASED
IT & ITeS
BPO
BFSI
E-commerce
Electronics
OTHER
FMCG
FMCD
Manufacturing & Engineering
NO FORMALSTRUCTURE
Manufacturing
Textile
Engineering
Automobile
STEP STRUCTURES
Construction & Real Estate
Infrastructure
Based on industry structures, market forces and environmental influences industries have�tailored their salary structures into one of six types
COMPENSATION STRUCTURESIN INDIA
Basic Salary
Special Allow.
Variable Pay
Retirements Benefits
EVOLVED
Basic Salary
Special Allow.
LTA
Medical
Housing
Conveyance
Variable Pay
Retirements Benefits
OPTIMIZED
Basic Salary
Flex. Plan
LTA
Medical
Allowances
Housing
Conveyance
Variable Pay
Retirements Benefits
FLEXIBLE
Basic Salary
COLA/DA
Personal Pay
Special Allow.
LTA
Medical
Edu Allow.
Bonus/Ex-gratia
Housing
Conveyance
Variable Pay
Retirements Benefits
TRADITIONAL
Broadly, C & B strategies fall into one of four types based on their adaptation to market realities, and the degree to which they have evolved
ELEMENTS AND COMPONENTS OFTOTAL REWARDS
Components of Total Rewards
Elements of Total Rewards
The typical components and the building blocks of a Total Rewards C & B strategy
Component – ABasic Salary
Component – BAllowances/Reimbursements: SA/HRA/LTA etc.
Component – CVariable Pay: PLB/AB/Ex-gratia etc.
Component – DRetirals: PF/Gratuity/Superannuation
Component – EValued Perquisites: Company Car / MobileReimbursements / Lunch Sub Allow etc.
Work-LifeIntegration
PerformanceManagement
TalentDevelopment
Rewards &Recognition
Compensation
Benefits
16%
16%
16%16%
36%
PREVALENT PRACTICE
PREVALANCE OF VARIABLE PAY PLANSTeam Awards 33.6%
Special recognition awards 59.0%
Functional/Business unit 50.7%
Organisational 62.9%
Individual performance awards 85.6%
LONG TERM INCENTIVE PLANpercent of the companies have LTI plan 46.4%
percent of these companies extend LTI plans across all levels and rest at select management levels 55.0%
GRATUITY AND SUPERANNUATION POLICYpercent of the companies have superannuation policy 41.7%
percent of these companies manage superannuation fund in-house and rest through third party 60.2%
percent of the companies manage gratuity fund in-house and rest through third party 68.1%
MEDICAL INSURANCE COVERAGEEmployee only 15.7%
Employee & spouse 17.4%
Employee, spouse and dependent children 28.9%
Employee, spouse, dependent children and dependent parents/ inlaws 38.0%
INSURANCE POLICY percent of the companies have life insurance policy 72.8%
percent of the companies have accident insurance policy 79.6%
percent of the companies have medical insurance policy 100.0%
LEAVE ENCASHMENT POLICYpercent of the companies allow leave encashment during tenure and after separation 39%
percent of the companies allow leave encashment only after separation 61%
CAR POLICYpercent of the companies have company leased and rest have company owned car option 68%
years is the average car replacement period 4-5
BEATING THE CONVENTIONwhat rewards do new age businesses dole out
New-age businesses have arrived at a relatively better balance of value and excitement in their benefits package ..
.. They bring elements of fun, financial innovation and work-life balance, together
All the above elements listed in the word-clouds are practices in some of the best start-up unicorns and acclaimed new-age businesses
CHILD CARE ASSISTANCECOMPRESSEDWORKWEEK JOBS H A R I N G
ELDER CAREASSISTANCE
M O D I F I E DRETIREMENT
EDUCATION ASSISTANCE(FOR HIGHER STUDIES) GIVE THEM
A GIFT CARD
COM
PAN
YSW
AG
EMPLOYEES T O C KPURCHASEPROGRAM
CORPORATECREDIT CARD
SERVICE AWARDSRE
CREA
TION
AL G
AMES
F L E X T I M E /REMOTEW O R K
PERSONALACCIDENT /INSURANCES C H E M EB
RO
AD
BANDING
MENTORING/DEVELOPMENTP R O G R A M S F
ITN
ES
S P
RO
GR
AM
S
COMPANY LEASED ACCOMMODATION
Corporate Office6th Floor, BMTC Commercial Complex, 80 Feet Road, Koramangala, Bangalore - 560 095, Karnataka, India
Tel: + 91-80-3300 2345
Fax: + 91-80-3324 3001
Email: [email protected]
Website: www.teamlease.com
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