MERCER TRSTOTAL REMUNERATION SURVEYSINGAPORE

SAMPLE REPORT

Published Reports

Table of Contents

01 January 2009 Contents Singapore TRS

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Contents 1) Overview 1.1 About the Survey 1.2 If You Have Questions 1.3 Confidentiality 1.4 About the Report 1.5 Participant Profile 1.6 Economic Developments and Trends 1.7 Labor Developments and Trends 1.8 Tax and Social Security Developments and Trend 2) Participant List 2.1 Alphabetical List 3) Benchmark Position Reports

3.1 Benchmark Position Report by Title 3.2 Benchmark Position Report by Title and PC Range 3.3 Benchmark Position Report by Job Family and PC Range

4) Actual Market Summary Reports 4.1 Actual Market Tables 4.2 Benchmark Position Summary 4.3 Career Stream and Level Summary 4.4 Position Code and Class Summary

5) Regressed Market Data Reports 5.1 Regressed Market Charts 5.2 Regressed Market Tables 5.3. Regressed Function Tables 5.4. Career Stream Regression 6) Year over Year Trends 6.1 Market Pay Trends Analysis 6.2. Position Comparison to Prior Year 7) Policy and Practice Reports

7.1 Organization Remuneration Policy 7.2 Short-term Incentives 7.3 Long-term Incentives 7.4 Benefits 7.5 Cash Compensation Mix Policy

8) Survey Methodology and Definitions 8.1 Standards 8.2 Statistics 8.3 Job Matching Items 8.4 Survey Items Definition 8.5 Long-term Incentives Definitions 8.6 Long-term Incentives Valuation Methodology 8.7 Benefits Valuation Methodology 8.8 Mercer’s International Position Evaluation System 8.9 Mercer Universal Position Coding System (MUPCS®)

9) Surveyed Benchmark Positions 10) Job Matching Booklet 11) Excel Download of Actual and Regressed Data

Overview

01 Jan 2009 Overview Singapore TRS

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Overview

Sample Industry 1.1. About the Survey Mercer is pleased to present the 2009 January Singapore Total Remuneration Survey (TRS). As shown in the table below, this year 18 organizations submitted data for the survey. Organizations Participating in Survey 72

Employees Represented 14,081

Data Effective Date January, 2009

1.2. If You Have Questions If you have any questions regarding the survey or the report, please contact XXX at 6327 3xxx or XXX at 6327 3xxx or e-mail us at xxx@mercer.com or xxx@mercer.com .

1.3. Confidentiality To ensure the confidentiality of all data, a minimum number of observations are required in order for statistics to be displayed (masking criteria). Three organizations must report a variable in order for the mean to be reported, four organizations are required to report the median and five organizations are required to report the 25th and 75th percentiles. Where there has been insufficient data for analysis, this has been indicated with "-". Human resource professionals who deal regularly with surveys are aware of the variance that may exist in survey data. Data may fluctuate slightly from year to year due to changes in the participants’ contributing data. It is also important to note that within a sample, a significant amount of data may be reported by one organization. Industry related factors and economic conditions are also common factors which may cause data to change from year to year. The information and data contained in this report are for information purposes only and are not intended nor implied to be a substitute for professional advice. In no event will

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conditions.

1.4. About the Report The report is divided into sections, described below. Overview - Provides information on the survey, profile of participants and GDP and Economic Indicators Survey Participants - Provides the names of all participating organizations, listed in alphabetical order. For All Industries report, there is an additional list of participating organization grouped by industry. Statistical Results n Benchmark Position Reports – Provides the detail statistical analysis of actual

market data for the survey positions. n Actual Market Summary Reports – Provides the summary statistical analysis of

actual market data for the survey positions. n Regressed Market Data Reports – Displays regressed statistics. Regression lines

are based on individual employee data following Mercer’s standard methodology. A process has been implemented that reduces the influence of organizations reporting a large sample size relative to other participants. This differs from the data in the “Actual Market Data by Position Class” report which represents all data.

n Year over Year Trends – Displays pay and sample change statistics from the prior year survey for each surveyed position.

Policies and Practice Report – Provide an overview of the prevalence, practices and policies information such as: n Company Remuneration Policy n Short-term Incentives n Benefits n Remuneration/Compensation Mix Survey Methodology and Definitions - Provides a description of the methodology used in analyzing the data collected and definitions of variables and statistics included in the survey report. The valuation methodology for determining benefit values and the values for long-term incentives is also described.

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1.5. Participant Profile

1.5.1. Industry Survey participants were categorized by industry types (in alphabetical order) as shown in the table below. Table 1. Sector Sector No. of

organizations Percentage of organizations

Consumer Goods 10 14%

Durable - -

Energy 3 4%

Finance/Banking - -

High-Tech - -

Insurance - -

Nondurable (excluding consumer goods) 59 82%

Other - -

Retail/Wholesale Trade - -

Services - - Based on 72 responses Percentage of organizations may not equal to 100% due to rounding. Please refer to “List of Participant” section for details.

1.5.2. Activity Analysis Table 2. Type of Activity Type of Activity No. of organizations Percentage of

organizations

Assembly & Sales 2 3%

Assembly - -

Distribution 2 3%

Manufacturing & Sales 33 46%

Manufacturing 15 21%

Research & Development 1 1%

Sales & Marketing 16 23%

Sales 2 3%

Services (e.g. financial, business, etc.) - - Based on 71 responses

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Table 3. Products Organization Value Chain No. of organizations Percentage of

organizations

Basic Research & Development 7 10%

Applied Research & Development 15 21%

Engineering 27 38%

Procurement / Inbound Logistic 39 55%

Production 48 68%

Application/Assembly 14 20%

Marketing 46 65%

Sales 51 72%

Distribution 39 55%

Service 33 46% Based on 71 responses Some organizations may indicate more than one type of value chain activity, therefore total may exceed 100%

1.5.3. Organization Size The following tables provide information about the size of the organizations participating in the survey based on their sales revenue, premium income, assets or cost/budget (in USD), total employment, entity type, year of establishment, unionization and location of parent company. Table 4. Sales Revenue Sales Revenue in USD No. of organizations Percentage of

organizations

Less Than $25 Million 10 15%

$25 Million < $50 Million 2 3%

$50 Million < $100 Million 6 9%

$100 Million < $250 Million 18 28%

$250 Million < $500 Million 8 13%

$500 Million < $1 Billion 9 14%

$1 Billion < $3 Billion 6 9%

$3 Billion or More 6 9% Based on 65 responses

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Table 5. Total number of full-time equivalent employees No. of organizations Percentage of

organizations

Less Than 50 10 14%

50 < 100 15 21%

100 < 250 24 34%

250 < 500 9 13%

500 < 1,000 8 12%

1,000 < 3,000 3 4%

3,000 < 5,000 1 1%

5,000 < 10,000 1 1%

10,000 or More - - Based on 71 responses

Table 6. Type of entity No. of organizations Percentage of

organizations

Joint -Venture 4 6%

Publicly traded on a stock exchange 13 18%

Private Organization 55 76%

State-Owned Enterprise (Crown Corporation)

- -

Not-for-profit - - Based on 72 responses

Table 7. Year established in Singapore No. of organizations Percentage of

organizations

Before 1970 11 16%

1970 – 1980 14 20%

1981 – 1990 13 19%

1991 – 2000 18 25%

After 2000 14 20% Based on 70 responses

Table 8. Unionization No. of organizations Percentage of

organizations

Yes 23 32%

No 49 68% Based on 72 responses

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Table 9. Parent Organization’s Location No. of organizations Percentage of

organizations

Asia 10 14%

Australia & New Zealand - -

Europe 24 34%

Latin America - -

Middle East 3 4%

North America & Canada 34 48%

Others - - Based on 71 responses

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1.6. Economic Developments and Trends According to the Ministry of Trade and Industry on 14 April 2009, Singapore’s GDP is expected to contract by 6.0% to 9.0% in 2009, lower than the contraction forecast of 2.0% to 5% on 21 January 2009. Advance estimates1 for the Singapore economy indicate that economic activity slowed down sharply in the first quarter of 2009. On a seasonally adjusted annualized basis, real GDP contracted by 19.7% compared to the previous quarters, worse than the 16.4% contraction in the fourth quarter of 2008. Compared to the same period last year, real GDP is expected to contract by 11.5%, compared to the 4.2% contraction registered in the last quarter. MTI’s earlier forecast had factored in the likelihood of a weak first quarter, but the advance estimates indicate that actual GDP growth will undershoot earlier expectations by a significant margin.

The decline in the first quarter of 2009 affected every sector, with the exception of the construction sector. Falling external demand in late 2008 and early 2009 has severely affected domestic manufacturing output. In year-on-year terms, the manufacturing sector is estimated to have contracted by 29.0% in the first quarter, compared to the 10.7% contraction in the last quarter of 2008. The manufacturing decline was led by the electronics and precision engineering segments, but the chemical cluster and the biomedical manufacturing cluster also saw large declines. With most of Singapore’s key trading partners still in recession, the manufacturing sector will continue to remain weak for the rest of the year.

The services producing industries contracted by 5.9% in year-on-year terms. The collapse in global trade in recent months severely affected the wholesale & retail trade sector and the transport & storage sector in the first quarter of 2009. For the rest of 2009, these sectors will continue to be weighed down by the poor prospects for the global trade. As a result of the falling global economic activity, the World Trade Organisation has forecast the world trade will contract by 9% (by volume) in 2009 - the worst performance since the Second World War. The hotels & restaurants segment also contracted because of lower tourist arrivals. Financial services also continues to contract, but at a more moderate pace compared to the previous quarter.

The construction sector was the only sector that showed signs of robust growth. It is estimated to have grown by 25.6% in the first quarter of 2009, supported by the strong pipeline of committed projects in both housing and infrastructure.

In summary, the global economy is expected to remain weak in the coming quarters. While there are tentative signs of some stabilization in the housing, financial and manufacturing sectors in the US, they do not point to a clear turnaround in economic activity. In recent months, the International Monetary Fund, the World Bank and the Organisation for Economic Co-operation and Development have successively slashed their 2009 growth forecasts for the world, the developed economies and regional economies.

1 The advance GDP estimates for first quarter 2009 are computed largely from the first two months of the quarter (i.e. January and February 2009). They are intended as an early indication of the GDP growth in the quarter, and are subject to revision when comprehensive when more comprehensive data becomes available.

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Table 10. GDP growth and inflation rate 2008 (Actual) 2009(Estimated) 2010(Forecast)

GDP Growth (%) 1.1 -11.5(1Q09) -

Inflation Rate (%) 6.5 1.6 (Mar 08/Mar 09) - Source: Singapore Department of Statistics

According to the EDB’s Business Expectations of the Manufacturing Sector report released on 30 April 2009, fewer companies in the manufacturing sector expect deterioration in the business situation for the period from April to September 2009, as compared to the survey conducted a quarter ago. A weighted 40% of companies foresee worse business conditions over the next 6 months, as compared with 63% a quarter ago. Meanwhile, a weighted 7% of firms predict an improvement in the business situation, while a weighted 53% expect the situation to remain the same. Overall, a net weighted balance of 33% of manufacturers anticipate a less favourable business environment over the next 6 months ending September 2009 compared with the first quarter of 2009. For employment forecast for April to June 2009, while a weighted 71% of manufacturers expected employment in the second quarter of 2009 to remain similar to the first quarter of 2009, a weighted 3% foresee an increase and a weighted 26% project a decline. Overall, a net weighted 23% of companies plan to reduce headcount. Within the manufacturing sector, the electronics and precision engineering clusters are the least optimistic about employment opportunities in the three months ahead. Based on the figures released by the Singapore Department of Statistics on the Month-on-Month changes, the consumer price index in March 2009 fell by 0.4% over February 2009. The decline was attributed largely to lower costs of housing and transport & communication. Housing cost receded by 1.7% as a result of lower service and conservancy charges as rebates were given in March 2009. Excluding accommodation costs, the consumer price index remained unchanged at previous month’s level. Costs of transport & communication slid by 0.6% in March 2009 following lower prices of cars and cheaper petrol. Food prices however, rose slightly by 0.1% due largely to dearer fruits, vegetables and cooked food. On the Year-on-Year changes, the consumer price index in March 2009 rose by 1.6% due mainly to higher costs of housing, food, health care and “recreation and others”. When compared with March 2008, housing cost advanced by 5.5%, reflecting primarily higher accommodation costs. Excluding accommodation costs, the consumer price index went up by 0.4% in March 2009. Food prices increased by 4.6% on account of dearer cooked food, rice & other cereals, fruits, fresh pork, poultry, vegetables, milk products and fresh fish. Health care cost rose by 3.5% due mainly to higher hospitalization fees, medical specialist services, dental treatment charges and medical insurance premiums. The higher salary for foreign maids was mainly responsible for the rise of 1.3% in the cost for “recreation and others”. The consumer price index for the first quarter of 2009 was 2.1% higher compared with the same quarter of previous year. Excluding accommodation costs, the consumer price index increased by 0.8% during the same period.

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1.7. Labor Development and Trends According to the Ministry of Manpower, on a seasonally adjusted basis, the overall unemployment rate rose from 2.5% in December 2008 to 3.2% in March 2009. Among the resident labor force, the unemployment rate increased from 3.6% in December 208 to a five-year high of 4.8% in March 2009. On a non-seasonally adjusted basis, the overall unemployment rate rose from 2.4% in December 2008 to 2.9% in March 2009 even though students who looked for work during the year-end school vocation had returned to school. Among the resident labor force, the non-adjusted unemployment rate was 4.4% in March 2009, which was also higher than the 3.5% in the previous quarter. Table 11. Unemployment 2008 (Actual) 2009(Estimated) 2010 (Forecast)

Unemployment (%) 2.2 (Overall, Seasonally adjusted)

3.2 (Preliminary Estimates Overall, Seasonally adjusted)

-

Source: Ministry of Manpower

The number of workers retrenched rose to 10,800 in the first quarter of 2009 from 7,500 in the previous quarter. Together with 1,800 workers contracts were terminated prematurely in the first quarter of 2009, total redundancy increased to 12,600, higher than the 9,410 in the previous quarter. 1Q 08 2Q 08 3Q 08 4Q 08 1Q 09

(Preliminary Estimates)

Total Redundancy

2,420 1,880 3,180 9,410 12,600

Retrenchment 2,270 1,800 2,350 7,500 10,800

Early Release of Contract Workers

140 90 830 1,910 1,800

Data need not add up due to rounding Source: Ministry of Manpower

Most of the workers affected by redundancy in the first quarter of 2009 came from manufacturing which laid off 9,000 workers, mainly from the electronics industry. Another 2,900 workers were laid off from services and 700 from construction.

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1Q 08 2Q 08 3Q 08 4Q 08 1Q 09

(Preliminary Estimates)

Total* 2,420 1,880 3,180 9,410 12,600

Manufacturing 1,810 1,250 2,260 5,170 9,000

Construction - 20 130 390 700

Services 590 620 790 3,810 2,900 Data need not add up due to rounding *:Total includes agriculture, fishing, quarrying, utilities and sewerage & waste management ‘-’ : nil or negligible Source: Ministry of Manpower

1.8. Tax and Social Security Developments and Trends According to the Central Provident Fund Board, the key areas of changes are found in the CPF LIFE, Minimum Sum Top-Up, CPF Investment Scheme and Workfare Special Payment. CPF LIFE CPF LIFE is a scheme designed to provide CPF members with a monthly income for as long as they live. Starting from September 2009, CPF Board will invite members from age 55 and above to opt in with the first group of members receiving their LIFE payouts from January 2010. 4 LIFE plans will be offered to CPF members, giving a range of trade-offs between providing for oneself and leaving a bequest for one’s beneficiaries. The default plan will be the LIFE Balanced Plan which provides a member with a moderate level of income during retirement, and balances the bequest amount available for his beneficiaries upon his demise. Minimum Sum Top-up To facilitate family support through CPF and encourage members to participate in CPF LIFE, the CPF Minimum Sum (MS) Topping-Up Scheme will be liberalised. From 1 April 2009, CPF top-up requirements will be lowered to the prevailing Minimum Sum, down from 1.5 times. From 1 August 2009, the CPF top-up recipients list will be expanded to include parents/grandparents below age 55. CPF Investment Scheme From 1 May 2009, CPF members must first set aside $30,000 in their Special Account (SA) before they can invest their SA monies under CPFIS. From 1 January 2011, all funds in the CPFIS must meet all admission criteria applicable since 1 February 2006. Workfare Special Payment The Workfare Special Payment is a one-off payment to provide additional assistance to the older low wage workers during the current economic downturn. The Special Payment will be paid entirely in cash and will be assessed based on work done in 2008 and 2009.

Participant List

01 January 2009 Participant List Singapore TRS

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Participant List

2.1. Alphabetical List Company Name Group Name

3M Singapore Pte Ltd - Manufacturing 3M MINESOTA 3M Technologies (S) Pte Ltd 3M COMPANY A.P. Moller Maersk Singapore Group of Companies A.P. MOLLER - MAERSK GROUP Abacus International Pte Ltd ABACUS INTERNATIONAL PTE LTD Abbott Laboratories (S) Pte Ltd ABBOTT Adidas Singapore Pte Ltd ADIDAS AG Advanced Medical Optics ADVANCED MEDICAL OPTICS INC Advantest (Singapore) Pte Ltd ADVANTEST CORPORATION AET Ship Management MISC Affymetrix Pte Ltd AFFYMETRIX INC. Afton Chemical Asia Pacific LLC EHTYL

Agency for Science, Technology & Research AGENCY FOR SCIENCE, TECHNOLOGY & RESEARCH

Agency for Science, Technology & Research (Biomedical)

AGENCY FOR SCIENCE, TECHNOLOGY & RESEARCH

Agilent Technologies Singapore AGILENT TECHNOLOGIES Air Products Asia AIR PRODUCTS AND CHEMICALS INC. Airfoil Technologies International - Singapore Pte Ltd

TELEFLES INCORPORATED & GENERAL ELECTRIC ENGINE SERVICES

Albany Molecular Research Singapore Research Centre Pte Ltd ALBANY MOLECULAR RESEARCH INC Alcatel-Lucent Singapore Pte Ltd ALCATEL Alcon Pte Ltd ALCON INC. Allergan Singapore Pte Ltd ALLERGAN INC Alstom Transport ALSTOM TRANSPORT Amadeus GDS Singapore Pte Ltd AMADEUS IT GROUP SA

Benchmark Position Report by Title

01 January 2009 Benchmark Position Report Singapore TRS

Sample Industry Position Title: Secretary Number of Organizations: 14 Number of Observations: 127 Position Code: 220.108.422 Currency: Singapore Dollar Normally Reports To: MUPC level 24 Supervisor; MUPC level 22 Manager; MUPC level 21 Senior Manager Minimum Qualification: Specialized (Diploma) Minimum Years of Experience: Up to 1.5 Common Responsibilities: Follow established procedures and guidelines to provide timely and effective secretarial support to an office, business unit, department, or other organisation group Answer telephones, screen calls, and take messages from external or internal sources so that callers/visitors are dealt with promptly, courteously, and accurately. Accurately transcribe, type, format, and proof read a wide variety of material (for example correspondence, invoices, contracts, meeting minutes, reports, speeches, and presentations) using word processing, presentation, graphics and spreadsheet software. Coordinate internal and external meetings so that they run smoothly. This may include scheduling meeting times, making travel arrangements for attendees, and ensuring that various meeting amenities are available, for example equipment, food, and drinks. Manage the appointments and schedules of staff in the unit supported and make travel arrangements to make best use of their time. Use office equipment such as photocopiers, faxes, and printers. Perform basic maintenance to keep equipment and in good working order (for example clean, change toner, supply paper). Perform other secretarial tasks according to established guidelines and procedures so that these activities are completed accurately and on time. These activities may include distributing incoming mail, preparing outgoing mail, filing, and entering data into spreadsheets or other databases, maintaining office supplies or other inventory.

Actual Data of Recipients Only Receiving Item Compensation data displayed in whole numbers

25th Percentile

Average Median 75th Percentile

No. %

No. of Months Paid 13.00 12.78 13.00 13.00 127 100

Monthly Base Salary 2,315 2,641 2,625 2,940 127 100

No. of Months Fixed Bonus 1.00 1.00 1.00 1.00 99 78

Guaranteed Bonus 2,350 2,643 2,625 2,930 99 78

ANNUAL BASE SALARY (Comp1) 28,980 33,749 33,553 37,570 127 100

ANNUAL BASE SALARY (Comp1 12 Mos) 27,780 31,688 31,500 35,280 127 100

Meal Allowance -- -- -- -- 0 0

Transportation Allowance -- -- -- -- 0 0

Housing Allowance -- -- -- -- 0 0

Phone Allowance -- -- -- -- 13 10

Site Allowance -- -- -- -- 0 0

Job-Based Allowances -- -- -- -- 0 0

Other Guaranteed Allowances -- -- -- -- 2 2

ANNUAL GUARANTEED CASH (Comp2) 28,980 33,876 33,800 37,700 127 100 Variable Bonus – Percent Eligible 127 100

Sales Incentive – Percent Eligible 0 0

Variable Bonus – Target 5,008 6,099 6,000 7,175 102 80

- As % of Annual Base 15.4 18.3 15.4 23.1

Sales Incentive – Target -- -- -- -- 0 0

- As % of Annual Base -- -- -- --

Profit-Sharing – Target -- -- -- -- 0 0

- As % of Annual Base -- -- -- --

Other Bonuses – Target -- -- -- -- 8 6

- As % of Annual Base -- -- -- --

ANNUAL TOTAL CASH (Comp3 TARGET) 34,920 40,166 40,058 45,150 102 80

ANN TOT CASH (Comp3 TARGET)-Receivers 34,920 40,166 40,058 45,150 102 80 Variable Bonus – Actual 5,990 8,357 7,656 10,500 105 83

- As % of Annual Base 16.7 24.2 22.9 31.7

Sales Incentive – Actual -- -- -- -- 0 0

- As % of Annual Base -- -- -- --

Profit-Sharing – Actual -- -- -- -- 0 0

- As % of Annual Base -- -- -- --

Other Bonuses – Actual -- -- -- -- 8 6

- As % of Annual Base -- -- -- --

ANNUAL TOTAL CASH (Comp3 ACTUAL) 33,520 40,941 39,600 48,359 127 100

01 January 2009 Benchmark Position Report Singapore TRS

Sample Industry

Position Title: Secretary Number of Organizations: 14 Position Code: 220.108.422 Number of Observations: 127 Currency: Singapore Dollar

Actual Data of Recipients Only Receiving Item Compensation data displayed in Thousands

25th Percentile

Average Median 75th Percentile

No. %

Long-Term Incentive – Percent Eligible 29 23

Full-Value Plans a -- -- -- -- 29 23

Gain-Based Plans b -- -- -- -- 0 0

Total LTI -- -- -- -- 29 23

- As % of Annual Base -- -- -- --

ANNUAL TOTAL CASH + LTI (Comp4 ACTUAL) 33,520 41,545 39,765 49,121 127 100 Flexible Benefit Program -- 1,743 1,808 -- 40 31

House/Apartment Rental Subsidy -- -- -- -- 0 0

Motor Vehicle -- -- -- -- 0 0

Car Loan -- -- -- -- 0 0

Housing Loan -- -- -- -- 0 0

Personal/Renovation Loan -- -- -- -- 0 0

Health Plan 334 431 369 387 98 77

Life and AD&D Insurance 20 98 104 138 95 75

Club Subscription -- -- -- -- 0 0

Children's Education -- -- -- -- 0 0

Company’s Contribution to CPF 4,713 5,795 5,643 6,910 127 100

Pension/Gratuities -- -- -- -- 0 0

ANNUAL TOTAL REM (Comp5 ACTUAL) Excl LTI 38,972 47,690 46,176 56,503 127 100

ANNUAL TOTAL REMUNERATION (Comp5 ACTUAL)

39,024 48,295 46,176 57,188 127 100

Incumbent’s Age 32 37 36 41 127 100

Years with Company 2 7 4 11 125 98

Highest Qualification c 2 4 4 5 127 100

a Full-Value Plans = Stock/Share/Share Unit Awards; Performance Units; Long-Term Cash

b Gain-Based Plans = Stock/Share Options; Share Appreciation Rights (SARs) c 1 = Primary School 2 = Middle or Junior High School 3 = High School 4 = Technical Cert. 5 = Diploma 6 = University Degree or equivalent Prof cert. 7 = Master 8 = Doctorate

Benchmark Position Report by Title and PC Range

01 January 2009 Benchmark Position Report Singapore TRS

Sample Industry Position Title: Compliance Officer Number of Organizations: 5 Number of Observations: 25 Position Code: 110.200.353 Currency: Singapore Dollar Position Class: 47-48 Normally Reports To: Compliance Manager Minimum Qualification: University (Degree) Minimum Years of Experience: 1 to 4 Common Responsibilities: Responsible for assisting compliance manager in all compliance activities which could include reviewing internal processes, documents and reports, and ensuring compliance with internal and external regulatory framework.

Actual Data of Recipients Only Receiving Item Compensation data displayed in whole numbers

25th Percentile

Average Median 75th Percentile

No. %

No. of Months Paid 12.00 13.20 12.00 15.00 25 100

Monthly Base Salary 2,927 3,561 3,312 4,422 25 100

No. of Months Fixed Bonus -- -- -- -- 10 40

Guaranteed Bonus -- -- -- -- 10 40

Annual Base Salary (Comp 1) 41,145 46,350 48,135 53,058 25 100

Annual Base Salary (Comp1 12 Mos) 35,124 42,738 39,744 53,058 25 100

Meal Allowance -- -- -- -- 0 0

Transportation Allowance -- -- -- -- 0 0

Housing Allowance -- -- -- -- 0 0

Phone Allowance -- -- -- -- 0 0

Site Allowance -- -- -- -- 0 0

Job-Based Allowances -- -- -- -- 0 0

Other Guaranteed Allowances -- -- -- -- 2 8

Annual Guaranteed Cash (Comp2) 41,145 46,774 49,680 53,426 25 100 Variable Bonus – Percent Eligible 25 100

Sales Incentive – Percent Eligible 0 0

Variable Bonus – Target 3,360 5,635 6,864 7,538 15 60

- As % of Annual Base 8.0 11.6 13.0 13.0

Sales Incentive – Target -- -- -- -- 0 0

- As % of Annual Base -- -- -- --

Profit-Sharing – Target -- -- -- -- 0 0

- As % of Annual Base -- -- -- --

Other Bonuses – Target -- -- -- -- 0 0

- As % of Annual Base -- -- -- --

Annual Total Cash (Comp3 TARGET) 37,934 52,785 58,132 63,379 15 60 Ann Tot Cash (Comp3 Target) – Receivers 37,934 52,785 58,132 63,379 15 60 Variable Bonus – Actual 3,583 4,663 5,200 5,870 21 84

- As % of Annual Base 6.4 10.3 12.9 12.9

Sales Incentive – Actual -- -- -- -- 0 0

- As % of Annual Base -- -- -- --

Profit-Sharing – Actual -- -- -- -- 0 0

- As % of Annual Base -- -- -- --

Other Bonuses – Actual -- -- -- -- 0 0

- As % of Annual Base -- -- -- --

Annual Total Cash (Comp3 ACTUAL) 44,515 50,692 53,680 57,402 25 100

01 January 2009 Benchmark Position Report Singapore TRS

Sample Industry Benchmark Position Report

Position Title: Compliance Officer Number of Organizations: 5 Position Code: 110.200.353 Number of Observations: 25 Position Class: 47-48 Currency: Singapore Dollar

Actual Data of Recipients Only Receiving Item Compensation data displayed in Thousands

25th Percentile

Average Median 75th Percentile

No. %

Long-Term Incentive – Percent Eligible 0 0

Full-Value Plans a -- -- -- -- 0 0

Gain-Based Plans b -- -- -- -- 0 0

Total LTI -- -- -- -- 0 0

- As % of Annual Base -- -- -- --

Annual Total Cash + LTI (Comp4 ACTUAL) 44,515 50,692 53,680 57,402 25 100 Flexible Benefit Program 800 823 800 830 19 76

House/Apartment Rental Subsidy -- -- -- -- 1 4

Motor Vehicle -- -- -- -- 0 0

Car Loan -- -- -- -- 8 32

Housing Loan -- -- -- -- 18 72

Personal/Renovation Loan -- -- -- -- 11 44

Health Plan 377 427 384 428 25 100

Life and AD&D Insurance 95 231 243 274 25 100

Club Subscription -- -- -- -- 0 0

Children's Education -- -- -- -- 0 0

Company’s Contribution to CPF 6,012 6,903 7,784 8,199 25 100

Pension/Gratuities -- -- -- -- 0 0

Annual Total Rem (Comp5 ACTUAL) Excl LTI 53,549 59,830 63,139 68,177 25 100

Annual Total Remuneration (Comp5 ACTUAL) 53,549 59,830 63,139 68,177 25 100 Incumbent’s Age 27 30 30 32 25 100

Years with Company 1 2 2 2 24 96

Highest Qualification c 6 6 6 6 25 100

a Full-Value Plans = Stock/Share/Share Unit Awards; Performance Units; Long-Term Cash

b Gain-Based Plans = Stock/Share Options; Share Appreciation Rights (SARs)

c 1 = Primary School 2 = Middle or Junior High School 3 = High School 4 = Technical Cert. 5 = Diploma 6 = University Degree or equivalent Prof cert. 7 = Master 8 = Doctorate

PGS

Benchmark Position Report by Job Family and PC Range

01 January 2009 Benchmark Position Report Singapore TRS

Sample Industry Job Family: Marketing Number of Organizations: 6 Position Class: 49-50 Number of Observations: 21 Currency: Singapore Dollar

Actual Data of Recipients Only Receiving Item Compensation data displayed in whole numbers

25th Percentile

Average Median 75th Percentile

No. %

No. of Months Paid 12.00 13.05 12.00 15.00 21 100

Monthly Base Salary 3,577 4,190 4,000 4,294 21 100

No. of Months Fixed Bonus 1.50 2.44 3.00 3.00 9 43

Guaranteed Bonus 4,344 10,042 11,799 12,669 9 43

Annual Base Salary (Comp 1) 45,084 54,589 50,424 62,100 21 100 Annual Base Salary (Comp1 12 Mos) 42,924 50,286 48,000 51,528 21 100

Meal Allowance -- -- -- -- 0 0

Transportation Allowance -- -- -- -- 0 0

Housing Allowance -- -- -- -- 0 0

Phone Allowance -- -- -- -- 1 5

Site Allowance -- -- -- -- 0 0

Job-Based Allowances -- -- -- -- 0 0

Other Guaranteed Allowances -- -- -- -- 1 5

Annual Guaranteed Cash (Comp2) 45,324 54,985 50,424 62,100 21 100 Variable Bonus – Percent Eligible 21 100

Sales Incentive – Percent Eligible 0 0

Variable Bonus – Target 3,600 6,347 4,111 9,200 13 62

- As % of Annual Base 8.0 11.8 8.0 16.8

Sales Incentive – Target -- -- -- -- 0 0

- As % of Annual Base -- -- -- --

Profit-Sharing – Target -- -- -- -- 0 0

- As % of Annual Base -- -- -- --

Other Bonuses – Target -- -- -- -- 2 10

- As % of Annual Base -- -- -- --

Annual Total Cash (Comp3 TARGET) 46,656 57,509 54,458 64,400 13 62 Ann Tot Cash (Comp3 Target) – Receivers 46,656 57,509 54,458 64,400 13 62 Variable Bonus – Actual 2,056 5,445 6,112 8,000 15 71

- As % of Annual Base 4.0 9.2 10.0 12.9

Sales Incentive – Actual -- -- -- -- 0 0

- As % of Annual Base -- -- -- --

Profit-Sharing – Actual -- -- -- -- 0 0

- As % of Annual Base -- -- -- --

Other Bonuses – Actual -- -- -- -- 1 5

- As % of Annual Base -- -- -- --

Annual Total Cash (Comp3 ACTUAL) 46,209 58,955 53,305 70,100 21 100

01 January 2009 Benchmark Position Report Singapore TRS

Sample Industry

Function Name: Marketing Number of Organizations: 6 Position Class: 49-50 Number of Observations: 21 Currency: Singapore Dollar

Actual Data of Recipients Only Receiving Item Compensation data displayed in Thousands

25th Percentile

Average Median 75th Percentile

No. %

Long-Term Incentive – Percent Eligible 0 0

Full-Value Plans a -- -- -- -- 0 0

Gain-Based Plans b -- -- -- -- 0 0

Total LTI -- -- -- -- 0 0

- As % of Annual Base -- -- -- --

Annual Total Cash + LTI (Comp4 ACTUAL) 46,209 58,955 53,305 70,100 21 100 Flexible Benefit Program 800 968 800 1,150 11 52

House/Apartment Rental Subsidy -- -- -- -- 0 0

Motor Vehicle -- -- -- -- 0 0

Car Loan -- -- -- -- 3 14

Housing Loan -- -- -- -- 9 43

Personal/Renovation Loan -- -- -- -- 8 38

Health Plan 369 419 384 428 21 100

Life and AD&D Insurance 230 317 343 418 21 100

Club Subscription -- -- -- -- 0 0

Children's Education -- -- -- -- 0 0

Company’s Contribution to CPF 6,233 7,680 7,333 9,485 20 95

Pension/Gratuities -- -- -- -- 0 0

Annual Total Rem (Comp5 ACTUAL) Excl LTI 53,021 68,043 59,450 82,969 21 100

Annual Total Remuneration (Comp5 ACTUAL) 53,021 68,043 59,450 82,969 21 100 Incumbent’s Age 31 33 33 36 21 100

Years with Company 1 4 3 7 18 86

Highest Qualification c 6 6 6 6 20 95

a Full-Value Plans = Stock/Share/Share Unit Awards; Performance Units; Long-Term Cash

b Gain-Based Plans = Stock/Share Options; Share Appreciation Rights (SARs)

c 1 = Primary School 2 = Middle or Junior High School 3 = High School 4 = Technical Cert. 5 = Diploma 6 = University Degree or equivalent Prof cert. 7 = Master 8 = Doctorate

PGS

Actual Market Table

01 January 2009 Actual Market Table Singapore TRS

Sample Industry ANNUAL BASE SALARY (Comp 1)

Singapore Dollar Compensation data in whole numbers

Actual Statistics Position Class

Mean Median Num Orgs

Num Obs

40 15,860 15,938 7 143

41 20,042 19,708 15 127

42 21,736 21,177 31 377

43 25,275 23,777 47 805

44 28,447 27,435 52 1017

45 36,457 35,397 52 1325

46 42,609 42,390 62 1223

47 49,597 47,612 61 1284

48 54,361 50,640 59 805

49 60,759 57,200 64 1127

50 68,000 65,777 65 820

51 75,477 74,009 61 827

52 88,318 82,485 61 765

53 96,859 91,000 55 592

54 112,080 110,179 56 708

55 118,380 114,530 48 436

56 145,959 140,946 52 569

57 169,828 166,081 46 278

58 176,342 176,659 38 356

59 219,312 212,992 31 87

60 226,920 225,150 28 128

61 252,268 249,314 12 26

62 277,468 280,553 7 18

63 304,027 304,785 4 16

Benchmark Position Summary

01 January 2009 Benchmark Position Summary Singapore TRS Singapore Dollar Sample Indus try (Non-Executive)

Compensation Data Displayed in Whole Numbers

Position Code

Family Sub-Family Career Stream and Level

Position Title Remuneration Type

Num Orgs

Num Obs

25th Percentile

Mean Median 75th Percentile

Base Salary (Comp1) 30 152 27,625 35,909 35,334 43,687

Total Cash (Comp3) 30 152 32,348 41,482 40,675 51,486

220.108.424 Administration Administrative Support Para-Professional

Experienced

Clerk

Total Rem (Comp5) 30 152 38,139 48,807 48,363 60,400

Base Salary (Comp1) 14 14 75,805 103,104 93,906 130,501

Total Cash (Comp3) 14 14 85,473 118,319 108,472 154,284

220.112.220 Administration Office Support Management

Manager

Office Administration Manager

Total Rem (Comp5) 14 14 97,410 132,369 119,958 171,444

Base Salary (Comp1) 17 19 49,400 63,909 58,019 74,650

Total Cash (Comp3) 17 19 58,921 72,440 66,340 83,335

220.112.340 Administration Office Support Professional

Senior

Senior Office Admin Officer

Total Rem (Comp5) 17 19 68,822 84,245 80,332 101,589

Base Salary (Comp1) 25 64 35,643 49,241 44,740 61,838

Total Cash (Comp3) 25 64 39,370 55,933 51,444 70,730

220.112.350 Administration Office Support Professional

Experienced

Office Administration Officer

Total Rem (Comp5) 25 64 47,058 66,025 60,050 83,681

Base Salary (Comp1) 8 11 22,152 26,634 28,574 30,564

Total Cash (Comp3) 8 11 28,288 30,521 32,334 34,609

220.112.431 Administration Office Support Para-Professional

Entry

Messenger

Total Rem (Comp5) 8 11 32,825 36,707 39,358 41,079

Base Salary (Comp1) 4 4 -- 18,913 16,797 --

Total Cash (Comp3) 4 4 -- 21,962 18,925 --

220.112.432 Administration Office Support Para-Professional

Entry

Cleaner or Office Helper

Total Rem (Comp5) 4 4 -- 25,372 21,755 --

Base Salary (Comp1) 5 5 170,004 213,554 218,530 254,616

Total Cash (Comp3) 5 5 191,004 264,367 276,746 331,540

220.120.130 Administration Security & Loss Prevention

Executive

Sub-Function Head

Head of Security

Total Rem (Comp5) 5 5 206,836 299,457 330,974 376,319

Base Salary (Comp1) 5 7 134,985 153,806 151,050 176,700

Total Cash (Comp3) 5 7 157,092 182,345 167,255 205,427

220.120.220 Administration Security & Loss Prevention

Management

Manager

Security Manager

Total Rem (Comp5) 5 7 170,378 203,277 191,196 248,691

Base Salary (Comp1) 5 8 40,404 63,681 54,971 69,319

Total Cash (Comp3) 5 8 55,988 79,126 75,759 84,768

220.120.240 Administration Security & Loss Prevention

Management

Team Leader (Para-Professionals)

Chief of Security

Total Rem (Comp5) 5 8 64,673 88,795 86,425 96,404

PGS

Career Stream and Level Summary

01 January 2009 Career Stream and Level Summary Singapore TRS Singapore Dollar Sample Industry (Non-Executive) Compensation Data Displayed in Whole Numbers

Position Code

Family Career Stream Level Remuneration Type

Num Orgs

Num Obs

25th Percentile

Mean Median 75th Percentile

Base Salary (Comp1) 51 283 50,550 67,603 63,011 77,760

Total Cash (Comp3) 51 283 57,322 77,452 71,994 89,237

210.xxx.35x Finance Professional Experienced

Total Rem (Comp5) 51 283 67,666 89,261 84,148 102,086

Base Salary (Comp1) 16 26 42,910 54,261 51,575 63,616

Total Cash (Comp3) 16 26 50,935 61,776 59,685 71,362

210.xxx.36x Finance Professional Entry

Total Rem (Comp5) 16 26 63,519 73,363 70,829 84,701

Base Salary (Comp1) 52 188 30,037 41,481 38,573 50,353

Total Cash (Comp3) 52 188 33,791 47,064 45,031 59,663

210.xxx.42x Finance Para-Professional Experienced

Total Rem (Comp5) 52 188 39,759 55,430 53,396 69,176

Base Salary (Comp1) 8 11 150,000 198,572 209,560 237,668

Total Cash (Comp3) 8 11 190,008 252,291 262,542 296,702

220.xxx.13x Administration Executive Sub-Function Head

Total Rem (Comp5) 8 11 202,338 282,121 311,060 330,974

Base Salary (Comp1) 26 43 104,195 137,167 136,185 156,660

Total Cash (Comp3) 26 43 118,700 163,507 161,541 183,768

220.xxx.22x Administration Management Manager

Total Rem (Comp5) 26 43 129,998 184,106 175,064 196,722

Base Salary (Comp1) 7 22 58,149 74,595 70,415 83,126

Total Cash (Comp3) 7 22 79,654 92,626 87,260 104,718

220.xxx.24x Administration Management Team Leader (Para-Professionals)

Total Rem (Comp5) 7 22 91,728 103,802 99,195 117,425

Base Salary (Comp1) 5 8 74,798 84,743 80,819 100,039

Total Cash (Comp3) 5 8 81,728 96,649 94,084 116,145

220.xxx.33x Administration Professional Specialist

Total Rem (Comp5) 5 8 93,126 108,350 109,107 124,932

Base Salary (Comp1) 19 23 52,702 69,270 62,953 81,345

Total Cash (Comp3) 19 23 60,510 79,424 73,552 94,766

220.xxx.34x Administration Professional Senior

Total Rem (Comp5) 19 23 70,781 90,910 84,471 107,170

Base Salary (Comp1) 25 68 35,839 49,769 45,169 61,838

Total Cash (Comp3) 25 68 40,087 56,508 53,180 70,730

220.xxx.35x Administration Professional Experienced

Total Rem (Comp5) 25 68 47,529 66,581 61,857 83,681

PGS

Position Code and Class Summary

01 January 2009 Position Code and Class Summary Singapore TRS

Sample Industry (Non-Executive)

Position Code

Position Class

Position Title Number of Organizations

Number of Observations

210.352.340 53 Financial Analyst - Senior 5 5 210.352.340 54 Financial Analyst - Senior 3 8 210.352.340 55 Financial Analyst - Senior 3 10 210.352.350 48 Financial Analyst 5 8 210.352.350 49 Financial Analyst 7 9 210.352.350 50 Financial Analyst 8 11 210.352.350 51 Financial Analyst 5 7 210.352.350 52 Financial Analyst 5 15 210.352.350 53 Financial Analyst 3 4 210.364.130 60 Head of Tax 3 4 220.104.131 60 Head of Project Management 3 3 220.104.220 54 Project Management Manager 3 4 220.104.220 56 Project Management Manager 3 6 220.104.220 58 Project Management Manager 3 4 220.108.410 47 Executive Secretary 5 7 220.108.410 48 Executive Secretary 9 29 220.108.410 49 Executive Secretary 11 18 220.108.410 50 Executive Secretary 8 14 220.108.410 51 Executive Secretary 4 6 220.108.411 45 Senior Secretary 3 14 220.108.411 46 Senior Secretary 8 40 220.108.411 47 Senior Secretary 10 52 220.108.411 48 Senior Secretary 7 11 220.108.411 49 Senior Secretary 6 14 220.108.422 43 Secretary 4 31 220.108.422 44 Secretary 8 20 220.108.422 45 Secretary 10 38 220.108.422 46 Secretary 13 70 220.108.422 47 Secretary 12 34 220.108.424 42 Clerk 7 10 220.108.424 43 Clerk 13 24 220.108.424 44 Clerk 12 22 220.108.424 45 Clerk 10 20 220.108.424 46 Clerk 11 48 220.112.220 50 Office Administration Manager 3 3 220.112.220 52 Office Administration Manager 3 3 220.112.340 48 Senior Office Admin Officer 7 7 220.112.340 49 Senior Office Admin Officer 4 4 220.112.350 45 Office Administration Officer 6 10 220.112.350 46 Office Administration Officer 6 9 220.112.350 47 Office Administration Officer 6 7 220.112.350 48 Office Administration Officer 4 7 220.112.350 49 Office Administration Officer 3 18 220.112.432 40 Cleaner or Office Helper 3 3 220.120.220 58 Security Manager 3 3 220.120.420 43 Security Guard 4 6 220.120.420 45 Security Guard 3 6 220.120.421 44 Fireman 3 7 220.120.421 45 Fireman 3 25 220.368.420 42 Receptionist 6 7 220.368.420 43 Receptionist 7 10 220.368.420 44 Receptionist 5 5 220.368.420 45 Receptionist 3 3 220.372.420 41 Personal Driver 4 5 220.372.420 42 Personal Driver 3 5 310.100.130 60 Head of Information Systems 4 4 310.100.210 57 Information Technology Senior Manager 4 5

Regressed Market Data Reports

Regressed Market Chart

01 January 2009 Regressed Market Chart Singapore TRS

Sample Industry Singapore Dollar Compensation data displayed in whole numbers

MRL = Market Regressed Line MR = Market Ratio PGS

Regressed Market Table

01 January 2009 Regressed Market Table Singapore TRS

Sample Industry ANNUAL BASE SALARY (Comp 1)

Singapore Dollar Compensation data in whole numbers

Regressed Data Position Class

Market Ratio 25th Percentile

Market Regressed Line

Market Ratio 75th Percentile

40 17,343 19,820 22,777

41 19,653 22,433 25,726

42 22,270 25,390 29,058

43 25,235 28,736 32,824

44 28,594 32,524 37,079

45 32,399 36,811 41,887

46 36,710 41,662 47,322

47 41,593 47,154 53,463

48 47,125 53,369 60,404

49 53,392 60,403 68,248

50 60,490 68,365 77,113

51 68,531 77,376 87,133

52 77,639 87,575 98,459

53 87,956 99,117 111,259

54 99,643 112,182 125,728

55 112,880 126,968 142,082

56 127,874 143,703 160,568

57 144,856 162,644 181,464

58 164,092 184,082 205,085

59 185,879 208,345 231,786

60 210,556 235,806 261,969

61 238,506 266,887 296,090

62 270,163 302,065 334,662

63 306,017 341,879 378,268

Regressed Function Table

01 January 2009 Regressed Function Table Singapore TRS

Sample Industry ANNUAL BASE SALARY (Comp1) Singapore Dollar Compensation data in whole numbers

Position Class

All Functions Finance & Accounting

Information Technology

Human Resources

Administration

40 19,820 22,353

41 22,433 25,266

42 25,390 28,559

43 28,736 27,622 32,282

44 32,524 31,250 36,489

45 36,811 35,355 38,161 41,244

46 41,662 39,999 41,433 42,988 46,620

47 47,154 45,252 46,704 48,426 52,696

48 53,369 51,196 52,647 54,552 59,563

49 60,403 57,921 59,345 61,453 67,326

50 68,365 65,529 66,896 69,227 76,101

51 77,376 74,136 75,408 77,985 86,019

52 87,575 83,874 85,003 87,850 97,230

53 99,117 94,891 95,818 98,963 109,902

54 112,182 107,355 108,010 111,482 124,225

55 126,968 121,456 121,753 125,585 140,415

56 143,703 137,409 137,244 141,471 158,715

57 162,644 155,457 154,707 159,367

58 184,082 175,877 174,391 179,528

59 208,345 198,978 196,581 202,238

60 235,806 225,114 221,593 227,822

61 266,887 254,682 256,641

62 302,065

63 341,879 The following functions are combinations of two or more families in the Mercer Universal Position Coding System: 1. Information Technology : Information Technology, IT Analysis & Design and IT Deployment & Support 2. Administration: Administration excludes Project Management 3. Marketing : Marketing, Communications and Market Research 4. Sales : Sales, and respectives families with Sales positions 5. Engineering : Engineering, Project Engineering and Repair & Maintenance

Career Stream Regression

01 January 2009 Career Stream Regression Singapore TRS

Sample Industry ANNUAL BASE SALARY (Comp1)

Singapore Dollar Compensation Data Displayed in Whole Numbers

Position Class

Executive Management Professional Para-Professional

40 14,934

41 17,871

42 21,386

43 25,592

44 30,626

45 36,649

46 40,985 43,857

47 46,438 52,483

48 52,617

49 58,985 59,617

50 66,988 67,550

51 76,076 76,537

52 86,397 86,720

53 98,118 98,258

54 111,430

55 137,109 126,547

56 151,674 143,716

57 167,787 163,213

58 185,611

59 205,329

60 227,142

61 251,272

62 277,965

63 307,494 Results are from the Market Regressed Line for each Career Stream PGS

Year over Year Trends

01 January 2009 Year over Year Trends Singapore TRS

6

Year over Year Trends

Sample Industry

6.1. Market Pay Trends Analysis 6.1.1. Introduction The information provided here is designed to provide valuable insights into how pay is changing for surveyed positions and to save you time by organizing the information in easy to reference formats. In the following paragraphs, we discuss some of the challenges to measuring pay trends of surveyed positions in the market. We then present the different approaches that enable us to capture useful trends data through our surveys. We contrast each approach and provide perspective on how each adds insight to understanding the data and trends. We also illustrate our data tables and how to optimally use the pay trend information. Finally, we present the trends analysis for each survey position title.

6.1.2. Challenges in Measuring Market Pay Trends The primary challenge to measuring pay trends is isolating “real” market pay trends for survey jobs when many other factors work to distort them. For example: Survey Sample Composition Changes – The organizations in a survey database

tend to change from year to year. For example, many Mercer surveys experience participation increases each year. Those new participants may have different pay patterns for the survey benchmarks than the organizations participating the previous year, thereby distorting the “survey trend”. A similar sample composition change and distortion occurs when organizations do not participate in each year. Finally, an organization itself can change substantially from one survey year to another via acquisition or divestiture.

Job Matching Changes – Organization may participate in both survey years but match jobs differently. This can occur because the organization has outsourced/off-shored or restructured/reconfigured jobs. This different job matching from one survey year to the next will influence survey jobs’ market pay levels and hence distort our ability to isolate real trends.

© Mercer LLCMay

Sample Industry Year over Year Trends 1 of 18

01 January 2009 Year over Year Trends Singapore TRS

Incumbents Shift in and out of Benchmark Jobs – Through promotions and other career moves, incumbents may move between benchmark jobs within an organization that participates in both survey years. For example, a relatively high paid employee in an experienced level benchmark job may be promoted to a senior level of another benchmark job. This could tend to depress the pay trends in both the experienced level job (removing a high paid incumbent) and the senior level job (adding a lower salary incumbent relative to the other senior level incumbents).

6.1.3. Approaches to Measuring Pay Trends Mercer developed multiple approaches to provide valuable insights into market pay trends. The three approaches Mercer uses are described and contrasted below. 1. All Organizations, Sample Change – This approach compares the overall market

pay of a survey position to the previous year using all organizations providing data each year. No attempt is made to control for sample change. It is in effect the change in pay observed from the two published surveys. Presentation – In addition to providing the all organization pay change for each

survey position, organizations and employee/incumbent sample change information is provided to enable the user to assess the impact of sample change on the changes in pay.

Answers the questions – What are the best estimates of market pay for a survey position using the largest market samples available and how did these market pay levels change from the previous year? To what extent has the change in the survey participants impacted the pay trend information?

Assessment – This is the least useful approach because it does not attempt to control for any of the factors that distort the market pay trends. It is provided as a baseline or starting point because it does represent the change the user would encounter if by comparing the survey results from the two years.

2. Same Organizations (Sample Change) and Overall Salary Movement (Same

Sample) - This approach compares the overall market pay of a survey position to the previous year using only organizations providing data for the surveyed position each year. This approach addresses the Survey Sample Composition Change challenge previously noted by ensuring that the market data is calculated only from organizations participating in each survey year. It also addresses the Job Matching Changes challenge by also ensuring that the same organization also supplied data for the surveyed position each year. Finally, the market data and resulting year over year trends are calculated using equal organization weighting. This enables the resulting pay trends to be more focused on change and less influenced by the number of incumbents provided to the survey by each organization.

Presentation – In addition to providing the aggregate, same organization, same

job pay change for each survey position, the number of “same organizations” and the employee/incumbent sample change information are provided. This same organization counts provide an indication of the sample stability; the changes in employee counts can be an indicator of emerging, declining or changing jobs within organizations.

Answers the questions – What is the best estimate of market pay change for a survey position? Are there jobs with large shifts in employee populations thereby indicating underlying changes or trends (e.g., outsourcing, off-shoring restructuring, reconfiguring jobs)?

© Mercer LLCMay

Sample Industry Year over Year Trends 2 of 18

01 January 2009 Year over Year Trends Singapore TRS

Assessment – This is the optimal approach (in the absence of same incumbent/employee data) to determining market pay trends for a job because it controls the composition of organizations and jobs each year and treats each organization’s impact on the market equally.

3. Actual Organization Percent Changes – Approaches 1 & 2 focus on the aggregate

market pay change for a survey position. The aggregate market changes are ultimately the result of actual pay changes that were made by individual organizations comprising the market. This approach allows us to examine the range of these individual organization pay changes that occurred for organizations providing data for the surveyed position each year. For example, the market pay change (Approach 2) for a survey position may be 5% and be comprised of 20 organizations in the survey with the survey job in both years. Those 20 organizations each changed pay in the survey position in accordance with their unique pay policies and practices and market conditions (e.g., salary increase policies, promotions, new hires, turnover). This approach displays the range of these individual organization pay changes (e.g., -2% to 12%). In combination with the market pay trend data, this approach provides users with a complete perspective of how pay for the survey job is changing.

Presentation – First and third quartile and median individual organization pay

changes are displayed to represent the range of pay changes occurring in the market.

Answers the questions – How much did the typical organization change pay for a job (i.e., median individual organization change)? What were the higher (i.e., P75 change) and lower (i.e., P25 change) pay changes that organizations administered?

Assessment – This approach provides a valuable complement to Approach 2 by illustrating the range of increases that organizations administered for a survey job. It reveals what organizations actually did. Used in combination with the market pay trend data, this approach provides users with a complete perspective of how pay for the survey job is changing.

© Mercer LLCMay

Sample Industry Year over Year Trends 3 of 18

01 January 2009 Year over Year Trends Singapore TRS

Using this Information – This example is for the Accountant – Experienced, typically a multiple incumbent job in each organization. As illustrated below, conclusions drawn from the data on this position would be

The increase in organizations reporting this job contributes to the large increase in pay from the previous survey (10.6%). Pay levels changed by 5.4% when measuring the market using only organizations that reported the position both years. Individual organizations changed pay differently ranging from 2% to 8% with a median of 6%.

All Organization Market Changes Same Organizations, Same Job

Market Changes Actual Organization Percent

Change in Pay

Position Code Position Title

Current Year # Orgs

% Change in # Orgs

Current Year # Obs

% Change in # Obs

% Change in Pay

# Same Orgs

Current Year # Obs

% Change in # Obs

% Change in Pay 25%ile 50%ile 75%ile

210.316.350 Accountant – Experienced 14 40% 25 40% 10.6% 8 12 0% 5.4% 2% 6% 8%

In this survey, there are 14 organizations

matching to this job, a 40% increase from

the previous year’s survey

The increase in pay from the previous published survey

results is 10.6%. This is substantially higher than the

5.4% market increase obtained when we only use the 8

same organizations and same jobs to calculate the

market change.

When we examine the individual

organization pay changes, we see a range

of increases of 2% (25th percentile) to 8%

(75th percentile) with the typical

organization increase being 6% (median).

© Mercer LLCMay

Sample Industry Year over Year Trends 4 of 18

01 January 2009 Year over Year Trends Singapore TRS

Calculation Example – we illustrate below the three approaches Mercer uses to calculate the market pay trends in the above example. Columns 1 & 2 represent the Organizations supplying data in the current year (14 total) and previous year (10 total) and Columns 3 & 4 represent their average pay for the position each year. Column 5 illustrates each individual organization’s change in pay. Note that individual organization pay change calculations are only on the 8 organizations supplying the data for the position both years. Market totals (i.e., number of organizations and market pay levels and change) are shaded at the bottom of the columns.

1 2 3 4 5

Current

Year Org. # Previous

Year Org #

Current Year Average Pay

(000’s)

Previous Year Average Pay

(000’s)

Individual Organization Salary Movement (%

Change) 1 1 $80 $72 11% 2 2 $65 $60 8% 3 3 $70 $65 8% 4 4 $53 $50 6% 5 5 $55 $52 6% 6 6 $56 $55 2% 7 7 $56 $55 2% 8 8 $54 $55 -2% 9 $50 10 $55 11 $65 12 $65 13 $66 14 $70 15 $65 16 $60

Total Number of Organizations Market Pay and Change All 14 10 $63 $57 10.6%

Same 8 8 $61 $58 5.4%

Approach 1 – All Organization Market Change There are 14 organizations matching the job in the current year up

40% from the 10 last year. This year’s published market average is

10.6% higher than the previous survey market.

Approach 2 – Same Organization, Same Job Market Change 8 of the 14 organizations in the survey participated in the survey and

matched to the job in both survey years. The average pay for the job in

these 8 organizations of $61 is 5.4% higher than it was the previous year.

P50

P25

Approach 3 – Actual Organization Percent Change Pay for each of the 8 individual organizations matching to the job in both

survey years changed from a combination of factors (e.g., salary

increase policies, promotions, new hires). These changes ranged from a

decrease of 2% to an increase of 11% with the quartile and median

individual organization change illustrated in the arrows to the left.

P75

© Mercer LLCMay

Sample Industry Year over Year Trends 5 of 18

01 January 2009 Year over Year Salary Trends by Job Singapore TRS

Sample Industry (Non-Executive)

All Organization Market Changes Same Organizations, Same Job

Market Changes

Actual Organization Percent Changes in Comp1

Position Code Position Title Current Year # Orgs

% Change in # Orgs

Current Year # Obs

% Change in # Obs

% Change Comp1

# Same Orgs

Current Year # Obs

% Change in # Obs

% Change Comp1

25%ile

50%ile

75%ile

100.100.130 Head of Branch Operations 4 300 4 100 -- 1 1 -50 -- -- -- -- 110.200.130 Head of Regulatory Affairs 3 200 3 200 -- 1 1 0 -- -- -- -- 110.200.213 Senior Compliance Manager 4 100 5 67 -- 2 3 0 -- -- -- -- 110.200.220 Regulatory Affairs Manager 4 100 7 133 -- 2 3 0 -- -- -- -- 110.200.223 Compliance Manager 8 14 18 29 -4.5 6 15 36 7.9 3.1 7.7 11.9 110.200.343 Senior Compliance Officer 4 100 6 20 -- 1 3 -25 -- -- -- -- 110.200.350 Regulatory Affairs Officer / Registrar 3 -40 4 -33 12.0 2 3 50 -- -- -- -- 110.200.353 Compliance Officer 4 33 7 40 -21.2 3 4 -20 2.4 -- 2.9 -- 110.204.220 Corporate Planning Manager 4 0 4 0 -7.7 3 3 0 4.1 -- 6.0 -- 110.209.130 Head of Public Relations 4 0 5 25 1.7 5 6 20 -0.2 -6.4 3.9 5.1 110.209.220 Public Relations Manager 11 0 14 8 2.1 10 13 8 3.5 0.0 5.6 12.3 110.209.350 Public Relations Officer 3 50 5 25 -- 2 4 0 -- -- -- -- 115.100.220 Legal/Compliance Manager 5 0 9 29 11.8 3 7 40 17.3 -- 7.6 -- 115.100.340 Senior Legal Counsel 4 -20 21 -9 12.4 4 21 -5 12.0 -- 10.3 -- 115.100.350 Legal Counsel 5 -29 18 -10 10.6 4 17 0 6.7 -- 4.1 -- 115.100.420 Legal Assistant 11 22 17 21 1.0 9 15 7 3.0 2.1 5.8 6.9 120.100.130 Head of Human Resources (Generalist) 21 24 26 18 1.4 15 20 0 7.1 0.4 6.3 12.4 120.100.220 Human Resources Manager 43 -7 79 -2 0.2 36 71 0 8.0 3.0 5.2 9.1 120.100.340 Human Resources Generalist - Senior 21 62 35 75 -3.1 9 16 0 12.4 7.2 12.2 17.2 120.100.350 Human Resources Officer 28 0 46 -16 3.0 20 35 -20 4.8 3.1 5.0 9.3 120.100.360 Human Resources Generalist - Entry 10 100 15 200 19.5 3 3 0 2.7 -- 0.1 -- 120.100.420 HR Assistant 10 -9 17 -6 28.3 6 7 -30 8.7 2.7 11.1 14.0 120.220.220 Recruitment Manager 4 100 10 233 -- 2 8 167 -- -- -- -- 120.220.340 Senior Recruitment Officer 4 33 6 100 18.9 3 3 0 11.2 -- 11.0 -- 120.224.130 Head of Compensation and Benefits 9 29 9 29 11.4 7 7 0 17.1 4.9 8.0 17.3 PGS

© Mercer LLCMay

Sample Industry Year over Year Trends 6 of 18

Policy and Practices Report

01 January 2009 Policy and Practices Reports Singapore TRS

© 2009 Mercer LLC Sample Industry Policy and Practice 1 of 48

May

7

Policy and Practices Reports

Sample Industry

7.1. Company Remuneration Policy

7.1.1. Salary Review Policy The most common salary review dates are: January, April and July.

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Table 1. When are organization’s salaries reviewed?

Percentage of organizations

Professional Para-Professional

Month

Head of Organization

Executives

Management Sales Non-

Sales White Collar

Blue Collar

January 26% 24% 22% 18% 22% 24% 19%

February - - - - - - -

March 11% 11% 10% 10% 10% 6% 7%

April 53% 51% 53% 55% 52% 45% 47%

May - - 1% - 1% 2% -

June - - - - - - 2%

July 6% 10% 8% 10% 9% 17% 19%

August 2% 2% 1% 2% 1% 2% 2%

September - - - - - - -

October - - - - - - 2%

November - - - - - - -

December - 2% 1% - 1% 2% 2%

Anniversary 2% 2% 3% 4% 3% 3% 3%

No. of Organizations

47 63 72 49 69 66 58

Organizations can indicate more than one time of review, therefore total may exceed 100%. All of the organizations surveyed provided salary review s once per year. 64 (89%) of the organizations surveyed provided salary reviews at the same time across the board. However, 8 (11%) of the organization provided salary reviews at different months for Para-Processional and other staff categories. The common salary review months are July/ January, July/ March and July/ April (Para-Processional and other staff categories).

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Table 2. Prediction on 2010 salary increase practices Percentage of Organizations

> 1% lower

0% - 1% lower

No change

0%- 1% higher

> 1% higher

No. of Organizations

Head of Organization 36% 18% 27% 9% 9% 11

Executives 35% 15% 30% 5% 15% 20

Management 43% 10% 24% 10% 14% 21

Professional – Sales 42% 17% 17% 17% 8% 12

Professional – Non Sales 41% 14% 23% 9% 14% 22

Para-Professional – White collar 32% 18% 23% 14% 14% 22

Para-Professional – Blue collar 39% 17% 17% 17% 11% 18

Overall 28% 16% 28% 12% 16% 25 Not all organizations were able to provide the requested information

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7.1.2. Base Salary Increases The following table reflects the percentage of base salary increases excluding and including companies with a salary freeze. Table 3. What is the salary increase awarded for 2008 (Excluding salary freeze)? 25th

Percentile Average Median 75th

Percentile No. of Organizations

Head of Organization 4.0% 4.6% 4.9% 5.1% 32

Executives 4.0% 5.0% 5.0% 5.5% 52

Management 4.4% 5.2% 5.0% 5.8% 64

Professional – Sales 4.5% 5.2% 5.0% 5.8% 46

Professional – Non Sales 4.4% 5.3% 5.0% 5.5% 62

Para-Professional – White collar

4.1% 5.3% 5.0% 5.5% 61

Para-Professional – Blue collar

4.0% 4.9% 4.5% 5.0% 51

Overall* 4.4% 5.4% 5.0% 5.5% 66 Based on 66 responses * Analysis is based on companies that provided information on overall salary increases and it is not based on the computation from the different employee categories.

There is a company reported salary freeze across the board and a company reported wage freeze at Head of Organization and Executive categories. Another company reported salary freeze from Executive to Professional categories and continue to provide salary increase at lower staff categories. Table 4. What is the salary increase awarded for 2008(Including salary freeze)? 25th

Percentile Average Median 75th

Percentile No. of Organizations

Head of Organization 3.3% 4.2% 4.5% 5.0% 35

Executives 4.0% 4.7% 4.8% 5.5% 55

Management 4.0% 4.9% 5.0% 5.7% 67

Professional – Sales 4.3% 5.1% 5.0% 5.7% 47

Professional – Non Sales 4.1% 5.2% 5.0% 5.5% 64

Para-Professional – White collar

4.0% 5.2% 5.0% 5.5% 62

Para-Professional – Blue collar

4.0% 4.8% 4.5% 5.0% 52

Overall* 4.2% 5.3% 5.0% 5.5% 67 Based on 67 responses * Analysis is based on companies that provided information on overall salary increases and it is not based on the computation from the different employee categories.

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Table 5. What is the salary increase for 2009 (Excluding salary freeze and cut)? 25th

Percentile Average Median 75th

Percentile No. of Organizations

Head of Organization 3.0% 3.8% 3.5% 4.5% 15

Executives 3.0% 3.9% 4.0% 5.0% 27

Management 3.0% 4.0% 3.8% 4.9% 33

Professional – Sales 3.5% 4.0% 4.0% 4.9% 18

Professional – Non Sales 3.0% 4.0% 4.0% 4.8% 32

Para-Professional – White collar 3.0% 3.9% 3.5% 4.5% 34

Para-Professional – Blue collar 3.0% 3.8% 3.5% 4.8% 28

Overall* 3.0% 3.9% 3.5% 4.7% 37 Based on 37 responses * Analysis is based on companies that provided information on overall salary increases and it is not based on the computation from the different employee categories.

31 companies reported salary freeze across the board and a company implemented 5% wage cut across all the staff categories. 3 companeis reported salary freeze at Top Management and Executive categories. 1 company reported salary freeze from Management to higher staff categories. 2 companies planned to provide salary increase to Para-Professional but freeze salary for other staff categories. Table 6. What is the salary increase for 2009 (Including salary freeze and cut)? 25th

Percentile Average Median 75th

Percentile No. of Organizations

Head of Organization 0.0% 1.7% 0.0% 3.5% 36

Executives 0.0% 2.0% 1.0% 4.0% 56

Management 0.0% 2.0% 0.8% 3.9% 68

Professional – Sales 0.0% 1.6% 0.0.% 3.5% 47

Professional – Non Sales 0.0% 2.0% 1.5% 4.0% 65

Para-Professional – White collar

0.0% 2.2% 2.0% 3.6% 64

Para-Professional – Blue collar

0.0% 2.1% 1.8% 3.6% 44

Overall* 0.0% 2.2% 2.0% 3.9% 69 Based on 69 responses * Analysis is based on companies that provided information on overall salary increases and it is not based on the computation from the different employee categories.

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Table 7. What is the salary increase forecast for 2010 (Excluding salary freeze)? 25th

Percentile Average Median 75th

Percentile No. of Organizations

Head of Organization 2.5% 3.3% 3.3% 4.0% 25

Executives 2.9% 3.5% 3.3% 4.0% 44

Management 2.6% 3.4% 3.2% 4.0% 50

Professional – Sales 2.5% 3.2% 3.0% 3.8% 38

Professional – Non Sales 2.5% 3.4% 3.0% 4.0% 49

Para-Professional – White collar

2.5% 3.4% 3.0% 4.0% 47

Para-Professional – Blue collar

2.4% 3.4% 3.0% 4.0% 40

Overall* 2.5% 3.4% 3.2% 4.0% 53 Based on 53 responses * Analysis is based on companies that provided information on overall salary increases and not a calculation based on the different employee categories.

2 companies forecasted salary freeze across the board in 2010, same as planned in 2009. 1 company reported salary freeze across all staff categories in 2010 but provided salary increase in 2009. Another company reported salary freeze from Management to higher staff categories, same as planned in 2009. Table 8. What is the salary increase forecast for 2010 (Including salary freeze)? 25th

Percentile Average Median 75th

Percentile No. of Organizations

Head of Organization 2.0% 3.0% 3.2% 4.0% 28

Executives 2.5% 3.2% 3.1% 4.0% 47

Management 2.5% 3.2% 3.0% 4.0% 54

Professional – Sales 2.3% 3.1% 3.0% 3.8% 39

Professional – Non Sales 2.4% 3.2% 3.0% 4.0% 52

Para-Professional – White collar

2.5% 3.2% 3.0% 4.0% 50

Para-Professional – Blue collar

2.0% 3.1% 3.0% 4.0% 43

Overall* 2.5% 3.3% 3.1% 4.0% 56 Based on 56 responses * Analysis is based on companies that provided information on overall salary increases and not a calculation based on the different employee categories.

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Table 9. What factors determine individual increases? No. of Organizations Percentage of

Organizations

Company Performance 37 52%

Individual Performance 63 89%

Length of Service 28 39%

Inflation 18 25%

Job Level 46 65%

Position in Salary Range 60 85%

Others 4 6% Based on 71 responses. Organizations can indicate more than one factor, therefore the total may exceed 100%.

7.1.3. Hot Jobs Table 10. What jobs do organizations have the most difficulty in recruiting? Job Family Level No. of Responses

Manufacturing Para-Professional 12

Engineering Professional 9

R&D Professional 8 Based on responses from 39 organizations Note: Organizations can indicate more than one job.

Table 11. What jobs do organizations have the most difficulty in retaining? Job Family Level No. of Responses Manufacturing Para-Professional 14

Manufacturing Professional 5

Engineering, Pharmaceutical & Medicine, R&D, Sales & Marketing

Professional 4 from each Job Family

Based on responses from 33 organizations Note: Organizations can indicate more than one job.

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7.1.4. Hiring Intentions Companies indicated the following changes to their staffing over the next 3 and 12 months. The following trends are based on those 59 companies that provided updates this year. Table 12. Hiring intention Next 3 Months No. of Organizations Percentage of

Organizations

Recruiting / Adding 20 34%

No Change 39 66%

Reducing - -

Next 12 Months No. of Organizations Percentage of Organizations

Recruiting / Adding 21 36%

No Change 37 63%

Reducing 1 2% Some organizations may provide information for more than one business unit, therefore total No. of organizations may exceed total participants.

7.1.5. Voluntary Turnover Table 13. What is the average staff turnover and retrenchment rate?

Staff Turnover Staff Retrenched

Average (%) in 2008

No. of Organizations

Average (%) in 2008

No. of Organizations

Executives & Head of Organization

1.2% 34 0.2% 36

Management 4.5% 49 2.2% 50

Professional – Sales 2.2% 30 2.7% 33

Professional – Non Sales 4.8% 51 1.6% 50

Para Professional – White Collar

2.9% 47 0.8% 47

Para Professional – Blue Collar

4.7% 38 4.0% 40

Overall* 4.2% 55 2.0% 54 *Analysis is based on companies that provided information on overall voluntary turnover or retrenchment and not a calculation based on the different employee categories.

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Table 14. Headcount growth Average (%)

% headcount growth in 2008 2.4% 29 organizations reported positive headcount growth including. Apart from the above, there were 19 organizations reporting no change in headcount and 4 organizations reported significant headcount change (+23% to +66%) due to new setup and expension.

7.1.6. Starting Salary Table 15. Annual base pay – PHD, Master and New Graduates 2008 2009 Deviation (%) PhD 41,600 40,300 -3%

Master (Business Administration) 37,700 37,700 -

Master (Science) 37,700 37,700 -

Accountancy 32,500 33,800 4%

Arts & Social Science 32,500 33,800 4%

Business Administration 32,500 33,800 4%

Chemical Engineering 34,450 35,000 2%

Computer Science 33,800 35,100 4%

Electronics Engineering 35,100 35,100 -

Law 33,800 35,622 5%

Mechanical Engineering 35,100 35,100 -

Science 33,150 33,800 2%

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Table 16. Annual base pay – Diploma and Others 2008 2009 Deviation (%)

Accountancy 20,800 21,000 1%

Biomedical Science 21,775 22,050 1%

Biotechnology 21,775 22,000 1%

Business Studies 20,800 21,000 1%

Chemical Engineering 20,800 21,775 4%

Chemical Process Technology 20,800 21,000 1%

Computer Science 21,125 21,775 3%

Engineering 20,800 21,450 3%

Mass Communication 21,125 21,725 3%

GCE 'A' Levels 15,600 15,800 1%

GCE 'O' Levels 15,600 15,600 -

GCE 'N' Levels 15,225 14,950 -2%

Private Secretarial Certificates 16,250 16,900 4%

NTC I / ITC 16,900 16,900 -

NTC II 15,600 15,925 2%

NTC III - 15,600 -

Table 17. Annual base pay – Difference between employees with military service and those without Amount

Master & PhD 2,400

University Graduates 2,400

Diploma Holders 1,300

School Leavers -

Vocational Institute Graduates -

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7.2. Short-term Incentives There were 69 companies providing short-term incentives information in 2009. Prevalence percentages are based on those respondents indicating that they provide the various schemes. All subsequent statistics pertaining to that particular scheme are expressed as a percentage of only those respondents providing it. There is an agreed minimum number of 3 responses (Resp.) required in order to compute an average (Avg.) value; 4 responses for median (Med.) and 5 responses for the 25th percentile (25thP) and 75th percentile (75thP). Where there has been insufficient data for analysis, a "-" will be reported. All figures are given as median, unless otherwise indicated.

7.2.1. Variable Pay Variable pay includes variable bonuses and/or sales incentives, however it excludes any profit sharing. Table 18. What is the variable pay based on performance for 2008, as percentage of base salary? 25th Percentile Average Median 75th

Percentile No. of Organizations

Head of Organization

11.5% 21.1% 17.0% 24.4% 33

Executives 10.0% 18.7% 17.0% 23.0% 48

Management – Sales

7.9% 15.7% 13.8% 17.4% 36

Management – Non Sales

10.3% 14.3% 14.0% 17.9% 62

Professional – Sales

7.6% 14.6% 12.5% 16.9% 40

Professional – Non Sales

8.4% 12.2% 12.0% 15.0% 58

Para-Professional – White collar

7.9% 11.4% 10.0% 15.0% 59

Para-Professional – Blue collar

7.3% 11.1% 10.6% 15.0% 52

Overall* 8.8% 14.6% 13.8% 18.2% 68 Based on 68 responses * Analysis is based on companies that provided information on overall variable pay and is not a calculation based on the different employee categories.

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Table 19. What is the variable pay based on performance for 2009, as percentage of base salary? 25th

Percentile Average Median 75th

Percentile No. of Organizations

Head of Organization 13.7% 18.9% 16.2% 21.5% 30

Executives 11.2% 17.1% 15.4% 20.3% 44

Management – Sales 10.2% 14.9% 15.0% 18.3% 35

Management – Non Sales 11.5% 13.9% 15.0% 16.1% 59

Professional – Sales 10.0% 14.4% 13.8% 18.3% 37

Professional – Non Sales 9.3% 12.3% 12.5% 15.3% 54

Para-Professional – White collar

7.7% 11.7% 11.5% 15.4% 55

Para-Professional – Blue collar

7.7% 11.7% 12.0% 15.4% 47

Overall* 10.9% 14.5% 15.0% 16.7% 63 Based on 63 responses * Analysis is based on companies that provided information on overall variable pay and is not a calculation based on the different employee categories.

Table 20. What is the variable pay forecast based on performance for 2010, as percentage of base salary? 25th

Percentile Average Median 75th

Percentile No. of Organizations

Head of Organization 13.3% 19.8% 18.5% 24.5% 27

Executives 11.6% 17.5% 16.5% 20.8% 38

Management – Sales 10.4% 15.4% 15.4% 18.8% 33

Management – Non Sales 10.3% 14.4% 15.0% 17.3% 52

Professional – Sales 10.2% 14.9% 15.4% 18.3% 35

Professional – Non Sales 9.8% 13.2% 13.8% 15.4% 48

Para-Professional – White collar

8.0% 12.4% 11.5% 15.4% 47

Para-Professional – Blue collar

7.7% 12.0% 12.0% 15.4% 41

Overall* 10.5% 14.6% 15.0% 17.0% 54 Based on 54 responses * Analysis is based on companies that provided information on overall variable pay and is not a calculation based on the different employee categories.

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7.2.2. Variable Bonus 92 percent of the organizations surveyed provided a bonus in the last fiscal year. Table 21. Do organizations pay a variable bonus to employees? Percentage of Organizations

Yes 97%

No 3% Based on 73 responses

Table 22. Variable bonus eligibility No. of Responses Percentage of

Organizations

Head of Organization 34 50%

Executives 51 75%

Management – Sales 28 41%

Management – Non Sales 64 94%

Professional – Sales 33 49%

Professional – Non Sales 62 91%

Para-Professional – White Collar 58 85%

Para- Professional – Blue Collar 49 72% Based on 68 responses

Table 23. Target - Variable bonus as percentage of annual base salary 25th

Percentile Average Median 75th

Percentile No. of Responses

Head of Organization 15% 20% 20% 24% 23

Executives 13% 17% 15% 21% 40

Management – Sales 10% 15% 15% 19% 23

Management – Non Sales 10% 15% 15% 18% 51

Professional – Sales 10% 15% 15% 18% 25

Professional – Non Sales 9% 13% 13% 15% 48

Para-Professional – White Collar

8% 13% 13% 15% 47

Para- Professional – Blue Collar

8% 13% 13% 15% 39

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Table 24. Maximum - Variable bonus as percentage of annual base salary 25th

Percentile Average Median 75th

Percentile No. of Responses

Head of Organization 15% 29% 28% 39% 19

Executives 15% 25% 24% 30% 35

Management – Sales 12% 21% 15% 29% 19

Management – Non Sales 15% 22% 20% 28% 46

Professional – Sales 12% 20% 15% 25% 20

Professional – Non Sales 12% 19% 15% 23% 45

Para-Professional – White Collar

10% 18% 15% 23% 42

Para- Professional – Blue Collar

10% 17% 15% 23% 37

Table 25. On what performance criteria are variable bonuses based?

Percentage of Organizations

Company Performance

Business Unit Performance

Team Performance

Individual

No. of Responses

Head of Organization

95% 56% 18% 90% 39

Executives 94% 55% 17% 91% 53

Management – Sales

91% 46% 14% 77% 35

Management – Non Sales

96% 49% 13% 90% 68

Professional – Sales

92% 46% 10% 82% 39

Professional – Non Sales

94% 45% 11% 89% 65

Para-Professional – White Collar

94% 42% 14% 86% 64

Para- Professional – Blue Collar

94% 38% 13% 85% 53

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Table 26. If the variable bonuses are based on a combination of performance criteria, what percentage of bonus payment is based on individual performance? 25th

Percentile Average Median 75th

Percentile No. of Responses

Head of Organization 25% 39% 40% 50% 29

Executives 25% 41% 45% 50% 40

Management – Sales 24% 42% 50% 50% 24

Management – Non Sales 30% 43% 50% 50% 51

Professional – Sales 21% 42% 50% 50% 26

Professional – Non Sales 25% 42% 48% 50% 48

Para-Professional – White Collar

25% 42% 50% 50% 45

Para- Professional – Blue Collar

20% 43% 50% 50% 36

Table 27. How frequently do organizations pay variable bonuses to employees?

Percentage of Organizations

Annually Semi-Annually

Quarterly Monthly Others

No. of Responses

Head of Organization

95% - 5% - - 42

Executives 95% 5% - - - 56

Management – Sales

84% 8% 8% - - 37

Management – Non Sales

93% 7% - - - 68

Professional – Sales

83% 10% 8% - - 40

Professional – Non Sales

92% 8% - - - 66

Para-Professional – White Collar

92% 8% - - - 64

Para- Professional – Blue Collar

89% 9% 2% - - 55

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7.2.3. Sales Incentives/Commission Table 28. Do organizations pay sales incentives to employees? Percentage of Organizations

Yes 17%

No 83% Based on 71 responses

Table 29. Sales incentives eligibility No. of Responses Percentage of

Organizations

Head of Organization 1 8%

Executives 2 17%

Management – Sales 4 33%

Professional – Sales 12 100%

Para-Professional – White Collar 2 17% Based on 12 responses

Table 30. Target - Sales incentives as percentage of annual base salary 25th

Percentile Average Median 75th

Percentile No. of Responses

Head of Organization - - - - 1

Executives - - - - 2

Management – Sales - 21% 20% - 4

Professional – Sales 18% 21% 20% 25% 11

Para-Professional – White Collar

- - - - 1

Table 31. Maximum - Sales incentives as percentage of annual base salary 25th

Percentile Average Median 75th

Percentile No. of Responses

Head of Organization - - - - 1

Executives - - - - 1

Management – Sales - 31% - - 3

Professional – Sales 31% 35% 40% 44% 8

Para-Professional – White Collar

- - - - 1

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Table 32. On what performance criteria are sales incentives based? Percentage of Organizations

Company Performance

Business Unit Performance

Team Performance

Individual

No. of Responses

Head of Organization

- 50% - 50% 2

Executives 25% 50% 25% 50% 4

Management – Sales

- 50% 50% 75% 4

Professional – Sales

8% 50% 42% 92% 12

Para-Professional – White Collar

- 100% 50% 50% 2

Table 33. What percentage of sales incentive payment is based on individual performance? 25th

Percentile Average Median 75th

Percentile No. of Responses

Head of Organization - - - - 1

Executives - - - - 2

Management – Sales - 67% - - 3

Professional – Sales 39% 69% 80% 100% 11

Para-Professional – White Collar

- - - - -

Table 34. How frequently do organizations pay sales incentives to employees?

Percentage of Organizations

Annually Semi-Annually

Quarterly Monthly Others

No. of Responses

Head of Organization

67% 33% - - - 3

Executives 75% 25% - - - 4

Management – Sales

25% 25% 50% - - 4

Professional – Sales

55% 9% 36% - - 11

Para-Professional – White Collar

- 50% 50% - - 2

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7.2.4. Profit Sharing Table 35. Do organizations have profit sharing for employees? Percentage of Organizations

Yes 8%

No 92% Based on 72 responses

Table 36. Profit sharing eligibility No. of Responses Percentage of

Organizations

Head of Organization 2 33%

Executives 5 83%

Management – Sales 2 33%

Management – Non Sales 2 33%

Professional – Sales 1 17%

Professional – Non Sales 2 33%

Para-Professional – White Collar 2 33%

Para-Professional – Blue Collar 2 33% Based on 6 participants

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7.3. Long-term Incentives There are 11 companies providing long-term incentives information in 2009. Prevalence percentages are based on those respondents indicating that they provide the various schemes. All subsequent statistics pertaining to that particular scheme are expressed as a percentage of only those respondents providing it. There is an agreed minimum number of 3 companies responses (Resp.) required in order to report an average (Avg.) value; 4 responses for median (Med.) and 5 responses for the 25th percentile (25thP) and 75th percentile (75thP). Where there has been insufficient data for analysis, a "-" will be indicated. All figures are given as median, unless otherwise indicated. Table 37. What types of long term incentive plans are provided? Percentage of Organizations

Stock/Share Options 43%

Share Appreciation Rights (SARs) -

Stock/Share/Share Unit Awards 50%

Performance Units -

Long-term Cash 7% Based on 14 responses

Table 38. How frequently are long term incentives granted?

Percentage of Organizations

More than once per year

Every year Every 2 to 3 years

One time only

No. of Responses

Stock/Share Options

17% 100% - - 6

Share Appreciation Rights (SARs)

- - - - -

Stock/Share/Share Unit Awards

- 100% - - 7

Performance Units

- - - - -

Long-term Cash

- 100% - - 1

Some organizations may indicate more than one frequency of grant, therefore total may exceed 100%

Table 39. Is the grant price for the share options the market price on the grant date? Percentage of Organizations

Yes 86%

No 14% Based on 14 responses

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Table 40. How long after the grant must the incumbent wait before the grant is fully vested?

Percentage of Organizations

up to 2 years

3 years 4 years 5 years >5 years Others

No. of Responses

Stock/Share Options

17% 83% - - - - 6

Share Appreciation Rights (SARs)

- - - - - - -

Stock/Share/Share Unit Awards

- 86% - 14% - - 7

Performance Units

- - - - - - -

Long-term Cash

- 100% - - - - 1

Note : up to 2 years is including immediate grant

Percentage of Organizations

up to 2 years

3 years 4 years 5 years >5 years Others

No. of Responses

Full-Value Plans*

- 88% - 13% - - 8

Gain-Based Plans**

17% 83% - - - - 6

Note : up to 2 years is including immediate grant * Full-Value consists of the following LTI Plans:

n Stock/Share/Share Unit Awards

n Performance Units

n Long-term Cash ** Gain-Based consists of the following LTI Plans:

n Stock/Share Options

n Share Appreciation Rights (SARs)

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Table 41. Within what period following the grant date must the incumbent exercise the grant before it expires?

Percentage of Organizations

1 year 2 years 3 years 4 years 5 years >5 years

No. of Responses

Stock/Share Options

- - - - - 100% 6

Share Appreciation Rights (SARs)

- - - - - - -

Stock/Share/Share Unit Awards

- - - - - - 7

Performance Units

- - - - - - -

Long-term Cash

- - - - - - 1

Some organizations may indicate more than one expiry period, therefore total may exceed 100%

Percentage of Organizations

1 year 2 years 3 years 4 years 5 years >5 years

No. of Responses

Full-Value Plans*

- - - - - - 8

Gain-Based Plans**

- - - - - 100% 6

* Full-Value consists of the following LTI Plans:

n Stock/Share/Share Unit Awards

n Performance Units

n Long-term Cash ** Gain-Based consists of the following LTI Plans:

n Stock/Share Options

n Share Appreciation Rights (SARs)

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7.4. Benefits There are 73 companies providing benefits information in 2009. Prevalence percentages are based on those respondents indicating that they provide the various schemes. All subsequent statistics pertaining to that particular scheme are expressed as a percentage of only those respondents providing it. There is an agreed minimum number of 3 companies responses (Resp.) required in order to report an average (Avg.) value; 4 responses for a median (Med.) and 5 responses for the 25th percentile (25thP) and 75th percentile (75thP). Where there has been insufficient data for analysis, a "-" will be indicated. All figures are given as median, unless otherwise indicated.

7.4.1. Retirement Plans Table 42. Do organizations provide a retirement benefit scheme in addition to statutory coverage? Percentage of Organizations

Yes -

No 100% Based on 62 response

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7.4.2. Flexible Benefits Table 43. Do organizations provide a flexible benefits plan? Percentage of Organizations

Yes 18%

No 82% Based on 72 responses

Table 44. Which core benefits are included in the flexible benefits plan?

Percentage of Organizations

Outpatient Care

Inpatient Care

Life and ADD Insurance

Retire-ment

Others

No. of Responses

Executives 57% 57% 57% - 43% 7

Management 64% 57% 57% 7% 50% 14

Professional – Sales

50% 50% 50% - 50% 8

Professional – Non Sales

67% 53% 53% 7% 53% 15

Para-Professional

73% 73% 73% 9% 36% 11

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7.4.3. Life Insurance Table 45. Do organizations provide life insurance benefits in addition to any similar statutory coverage? Percentage of Organizations

Yes 94%

No 6% Based on 72 responses

Table 46. Life insurance benefits Fixed amount 25th

Percentile Average Median 75th

Percentile No. of Responses

Executives - 666,667 - - 3

Management 162,500 245,000 240,000 275,000 7

Professional – Sales - - - - 1

Professional – Non Sales 50,000 115,000 125,000 180,000 5

Para-Professional 27,500 81,667 50,000 132,500 6

Number of months salary

25th Percentile

Average Median 75th Percentile

No. of Responses

Executives 24 32 34 36 41

Management 24 33 36 36 64

Professional – Sales 24 29 27 36 32

Professional – Non Sales 24 30 27 36 66

Para-Professional 24 31 35 36 58

Table 47. For salary based plans, what is the salary definition used to compute the life insurance benefit?

Percentage of Organizations

Base salary Base salary plus bonus

No. of Responses

All classifications of incumbents 86% 14% 64

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7.4.4. Accidental Death and Dismemberment (AD&D) Insurance Table 48. Do organizations provide Accidental Death and Dismemberment (AD&D) insurance benefits in addition to any similar statutory coverage? Percentage of Organizations

Yes 100%

No - Based on 72 responses

Table 49. AD&D insurance benefits Fixed amount 25th

Percentile Average Median 75th

Percentile No. of Responses

Executives 300,000 430,200 350,000 450,000 5

Management 182,500 265,100 270,500 300,000 10

Professional – Sales - - - - 1

Professional – Non Sales 125,000 182,625 170,000 263,250 8

Para-Professional 62,500 119,455 111,000 135,500 11

Number of months salary

25th Percentile

Average Median 75th Percentile

No. of Responses

Executives 33 38 36 38 42

Management 30 37 36 36 65

Professional – Sales 24 34 36 36 35

Professional – Non Sales 24 34 36 36 67

Para-Professional 24 34 36 36 59

Table 50. For salary based plans, what is the salary definition used to compute AD&D benefits

Percentage of Organizations

Base salary Base salary plus bonus

No. of Responses

All classifications of incumbents 86% 14% 64

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Table 51. AD&D insurance policy coverage Percentage of Organizations

24 hours / 365 days

During work time only

No. of Responses

Executives 96% 4% 47

Management 97% 3% 75

Professional – Sales 97% 3% 36

Professional – Non Sales 97% 3% 73

Para-Professional 96% 4% 68

Percentage of Organizations

Worldwide Within the country only

No. of Responses

Executives 98% 2% 47

Management 99% 1% 75

Professional – Sales 97% 3% 36

Professional – Non Sales 99% 1% 73

Para-Professional 99% 1% 68

Table 52. Do organizations provide long-term disability benefits in addition to any similar statutory coverage? Percentage of Organizations

Yes 49%

No 51% Based on 72 responses

7.4.5. Travel Insurance Table 53. Do organizations provide travel insurance benefits? Percentage of Organizations

Yes 90%

No 10% Based on 69 responses

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Table 54. Organizations pay travel insurance for: Percentage or Organizations

Employee Only

Employee and spouse

Employee, spouse and children

No. of Responses

Executives 100% - - 56

Management 100% - - 62

Professional – Sales 100% - - 44

Professional – Non Sales 100% - - 59

Para-Professional 100% - - 53

Table 55. What does travel insurance cover?

Percentage or Organizations

Business Only Business and leisure

No. of Responses

Executives 89% 11% 56

Management 90% 10% 62

Professional – Sales 91% 9% 44

Professional – Non Sales 92% 8% 59

Para-Professional 91% 9% 53

7.4.6. Health Care Table 56. Do organizations provide outpatient benefits in addition to statutory requirement? Percentage of Organizations

Yes 96%

No 4% Based on 72 responses

Table 57. Do organizations cover Clinical and Dental under outpatient benefits? Clinical No. of

Responses Dental No. of

Responses

Executives 100% 46 91% 46

Management 100% 73 89% 73

Professional – Sales 100% 34 88% 34

Professional – Non Sales 100% 73 89% 73

Para-Professional 100% 69 88% 69

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Table 58. Who is eligible for outpatient benefits? Percentage of Organizations

Employee Only

Employee and Spouse

Employee and Dependents

No. of Responses

Executives 41% 2% 57% 46

Management 34% 1% 64% 73

Professional – Sales 56% - 44% 34

Professional – Non Sales 42% 1% 56% 73

Para-Professional 46% 1% 52% 69 Dependents include spouse and/or children and/or parents

Table 59. Do organizations apply a cap to clinical coverage?

Percentage of Organizations

Yes No

No. of Responses

Executives 52% 48% 46

Management 59% 41% 73

Professional – Sales 53% 47% 34

Professional – Non Sales 62% 38% 73

Para-Professional 59% 41% 69

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Table 60. If organizations apply a cap to clinical expenses, what is the maximum coverage (including dependents covered by the organization)? Annual amount 25th

Percentile Average Median 75th

Percentile No. of Responses

Executives 850 1,809 1,500 2,450 23

Management 918 1,769 1,250 2,000 40

Professional – Sales 763 1,522 1,000 1,575 16

Professional – Non Sales

813 1,427 1,000 1,500 42

Para-Professional 800 1,443 1,000 1,500 37

Amount per visit 25th Percentile

Average Median 75th Percentile

No. of Responses

Executives - - - - 1

Management - 40 - - 3

Professional – Sales - - - - 1

Professional – Non Sales

- 40 - - 3

Para-Professional - 35 35 - 4

Table 61. Full reimbursement of clinical expenses provided by organizations

Percentage of Organizations No. of Responses

Employee Coverage

Dependents Coverage

Employee Coverage

Dependents Coverage

Executives 91% 75% 46 28

Management 88% 63% 73 48

Professional – Sales 82% 44% 34 16

Professional – Non Sales 88% 58% 73 43

Para-Professional 90% 69% 69 36 Dependents include spouse and/or children and/or parents

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Table 62. If expenses for clinical treatments are partially covered, what is the percentage of reimbursement covered by organizations? Employee

Coverage No. of Responses

Dependents Coverage

No. of Responses

Executives 80% 4 75% 7

Management 80% 9 75% 18

Professional – Sales 80% 6 80% 9

Professional – Non Sales 80% 9 65% 18

Para-Professional 80% 7 80% 11 Dependents include spouse and/or children and/or parents

Table 63. Is dental benefit a part of clinical benefit? Percentage of Organizations

Yes 31%

No 69% Based on 62 responses

Table 64. Do organizations apply a cap to dental coverage?

Percentage of Organizations

Yes No

No. of Responses

Executives 90% 10% 31

Management 86% 14% 51

Professional – Sales 91% 9% 23

Professional – Non Sales 88% 12% 52

Para-Professional 86% 14% 50

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Table 65. If organizations apply a cap to dental expenses, what is the annual maximum coverage (including dependents covered by the organization)? Annual amount 25th

Percentile Average Median 75th

Percentile No. of Responses

Executives 150 223 150 200 28

Management 146 248 150 200 44

Professional – Sales 150 240 150 170 21

Professional – Non Sales

131 239 150 170 46

Para-Professional 133 253 150 200 43

Table 66. Full reimbursement of dental expenses provided by organizations

Percentage of Organizations No. of Responses

Employee Coverage

Dependents Coverage

Employee Coverage

Dependents Coverage

Executives 93% 90% 41 20

Management 88% 74% 64 31

Professional – Sales 83% 62% 30 13

Professional – Non Sales 88% 70% 64 27

Para-Professional 90% 81% 60 26 Dependents include spouse and/or children and/or parents

Table 67. If expenses for dental treatments are partially covered, what is the percentage of reimbursement covered by organizations? Employee

Coverage No. of Responses

Dependents Coverage

No. of Responses

Executives - 3 - 2

Management 80% 8 80% 8

Professional – Sales 80% 5 80% 5

Professional – Non Sales 80% 8 80% 8

Para-Professional 80% 6 80% 5 Dependents include spouse and/or children and/or parents

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Table 68. Funding of outpatient care Percentage of Organizations

Insured Self-Funded

No. of Responses

Executives 24% 74% 46

Management 23% 75% 73

Professional – Sales 21% 79% 34

Professional – Non Sales 21% 78% 73

Para-Professional 23% 75% 69

Table 69. If outpatient care is insured, what percentage of the premium does the employee contribute? Employee

Coverage Spouse Coverage

Other Dependents Coverage

No. of Responses

Executives - 50% 50% 2

Management - 50% 50% 2

Professional – Sales - - - -

Professional – Non Sales - 50% 50% 2

Para-Professional - 50% 50% 2

Table 70. Do organizations provide inpatient benefits in addition to statutory requirements? Percentage of Organizations

Yes 97%

No 3% Based on 72 responses

Table 71. Who is eligible for inpatient benefits?

Percentage of Organizations

Employee only

Employee and spouse

Employee and dependents

No. of Responses

Executives 30% 2% 67% 46

Management 31% 1% 68% 74

Professional – Sales 36% - 64% 36

Professional – Non Sales 42% 1% 57% 74

Para-Professional 39% 1% 60% 70 Dependents include spouse and/or children and/or parents

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Table 72. Do organizations apply a cap to inpatient expenses coverage?

Percentage of Organizations

Yes No

No. of Responses

Executives 98% 2% 46

Management 99% 1% 74

Professional – Sales 100% - 36

Professional – Non Sales 100% - 74

Para-Professional 99% 1% 70

Table 73. If organizations apply a cap to inpatient expenses, what is the annual maximum coverage (including dependents covered by the organization)?

Daily room and board

25th Percentile

Average Median 75th Percentile

No. of Responses

Executives 245 309 280 388 32

Management 250 298 279 388 50

Professional – Sales 230 269 270 280 25

Professional – Non Sales

230 266 270 280 49

Para-Professional 180 225 200 270 49

Room and board class

25th Percentile

Average Median 75th Percentile

No. of Responses

Executives A2 / 2 bedded

A1+ / A1 / Single bedded

A1+ / A1 / Single bedded

A1+ / A1 / Single bedded

16

Management A2 / 2 bedded

A2 / 2 bedded

A1+ / A1 / Single bedded

A1+ / A1 / Single bedded

27

Professional – Sales A2 / 2 bedded

A2 / 2 bedded

A2 / 2 bedded

A1+ / A1 / Single bedded

13

Professional – Non Sales

B1 / 4 bedded

A2 / 2 bedded

A2 / 2 bedded

A1+ / A1 / Single bedded

29

Para-Professional B1 / 4 bedded

A2 / 2 bedded

A2 / 2 bedded

A1+ / A1 / Single bedded

24

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Table 74. Full reimbursement of inpatient expenses provided by organizations

Percentage of Organizations No. of Responses

Full Reimbursement for Employee

Full Reimbursement for Dependents

Employee Coverage

Dependents Coverage

Executives 98% 97% 46 34

Management 96% 96% 74 54

Professional – Sales 97% 100% 36 24

Professional – Non Sales

97% 98% 74 45

Para-Professional 97% 98% 70 45

Table 75. If expenses for inpatient benefits are partially covered, what is the percentage of reimbursement covered by organizations? Employee

Coverage No. of Responses

Dependents Coverage

No. of Responses

Executives - 1 - 1

Management - 3 - 2

Professional – Sales - 1 - -

Professional – Non Sales - 2 - 1

Para-Professional - 2 - 1 Dependents include spouse and/or children and/or parents

Table 76. Funding of inpatient care Insured Self-Funded No. of

Responses

Executives 98% - 46

Management 99% - 74

Professional – Sales 100% - 36

Professional – Non Sales 99% - 74

Para-Professional 97% - 70

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Table 77. If inpatient care is insured, what percentage of the premium does the employee contribute? Employee

Coverage Spouse Coverage

Other Dependents Coverage

No. of Responses

Executives 64% 50% 50% 18

Management 28% 50% 50% 29

Professional – Sales - 50% 50% 13

Professional – Non Sales 28% 50% 50% 34

Para-Professional 100% 50% 50% 29

7.4.7. Share Purchase Plan Table 78. Do organizations have a share purchase plan? Percentage of Organizations

Yes 17%

No 83% Based on 69 responses

Table 79. What is the maximum percentage of monthly base salary that can be used to purchase shares? 25th

Percentile Average Median 75th

Percentile No. of Responses

Executives 20% 21% 25% 25% 5

Management 21% 22% 25% 25% 6

Professional – Sales - 23% - - 3

Professional – Non Sales 20% 21% 25% 25% 5

Para-Professional 20% 21% 25% 25% 5

Table 80. What is the overall maximum amount that can be used to purchase shares? 25th

Percentile Average Median 75th

Percentile No. of Responses

Executives - 2,667 - - 3

Management - - - - 2

Professional – Sales - - - - 2

Professional – Non Sales - - - - 2

Para-Professional - - - - 1

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Table 81. When shares are purchased, what discount to market value is provided? 25th

Percentile Average Median 75th

Percentile No. of Responses

Executives 18% 33% 20% 30% 7

Management 18% 33% 20% 30% 7

Professional – Sales - 39% 20% - 4

Professional – Non Sales 18% 33% 20% 30% 7

Para-Professional 16% 22% 20% 28% 6

Table 82. At which stage is the discount of share price applied?

Percentage of Organizations

At the plan end

At the plan start

Minimum of both

Average of both

No. of Responses

Executives 13% 75% 13% - 8

Management 14% 71% 14% - 7

Professional – Sales

25% 75% - - 4

Professional – Non Sales

14% 71% 14% - 7

Para-Professional 17% 67% 17% - 6

7.4.8. Loans Table 83. What are the types of loans provided? Percentage of Organizations

House loan 15%

Car loan 38%

Personal loan 13%

Do not provide 61% Based on total number of participants (72)

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Table 84. Housing loan entitlement Maximum loan amount 25th

Percentile Average Median 75th

Percentile No. of Responses

Executives 250,000 295,000 325,000 362,500 8

Management 250,000 314,615 350,000 400,000 13

Professional – Sales 250,000 314,286 300,000 375,000 7

Professional – Non Sales 262,500 320,714 350,000 400,000 14

Para-Professional 250,000 262,857 250,000 325,000 7

Maximum loan amount as a number of months salary

25th Percentile

Average Median 75th Percentile

No. of Responses

Executives - 54 54 - 4

Management 54 56 57 60 6

Professional – Sales 54 55 54 60 5

Professional – Non Sales 54 57 60 60 7

Para-Professional - 54 54 - 4

Maximum loan period 25th Percentile

Average Median 75th Percentile

No. of Responses

Executives 210 210 240 240 8

Management 120 202 240 240 13

Professional – Sales 240 249 240 240 7

Professional – Non Sales 150 205 240 240 14

Para-Professional 240 221 240 240 7

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Table 85. Car loan entitlement Maximum loan amount 25th

Percentile Average Median 75th

Percentile No. of Responses

Executives 50,000 72,643 65,000 77,500 14

Management 50,000 67,292 65,000 80,000 24

Professional – Sales 50,000 54,333 50,000 70,000 15

Professional – Non Sales 50,000 59,880 60,000 70,000 25

Para-Professional 40,000 51,053 50,000 55,000 19

Maximum loan amount as a number of months of salary

25th Percentile

Average Median 75th Percentile

No. of Responses

Executives - 12 12 - 4

Management 12 12 12 12 8

Professional – Sales - 12 12 - 4

Professional – Non Sales 12 12 12 12 8

Para-Professional 12 11 12 12 6

Maximum loan period 25th Percentile

Average Median 75th Percentile

No. of Responses

Executives 60 68 60 78 15

Management 60 69 60 84 28

Professional – Sales 60 68 60 63 16

Professional – Non Sales 60 69 60 84 29

Para-Professional 60 67 60 72 21

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Table 86. Personal loan entitlement Maximum loan amount 25th

Percentile Average Median 75th

Percentile No. of Responses

Executives - 24,667 - - 3

Management 4,000 22,750 30,000 32,500 8

Professional – Sales - - - - 2

Professional – Non Sales 4,000 21,600 30,000 30,000 10

Para-Professional 25,000 26,800 25,000 40,000 5

Maximum loan amount as a number of months salary

25th Percentile

Average Median 75th Percentile

No. of Responses

Executives - - - - 2

Management - 8 6 - 4

Professional – Sales - - - - 1

Professional – Non Sales 6 7 6 6 5

Para-Professional - 6 6 - 4

Maximum loan period 25th Percentile

Average Median 75th Percentile

No. of Responses

Executives - 39 42 - 4

Management 12 40 48 60 9

Professional – Sales - 56 - - 3

Professional – Non Sales 12 37 36 60 11

Para-Professional 30 44 60 60 7

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Table 87. How do organizations subsidize the loan interest? Percentage of Organizations House loan

Based on a fixed percentage

Based on a portion of the interest

Top up the employee paid interest

No. of Responses

Executives 25% 50% 25% 8

Management 38% 38% 23% 13

Professional – Sales 14% 43% 43% 7

Professional – Non Sales 36% 43% 21% 14

Para-Professional 14% 43% 43% 7

Percentage of Organizations Car loan

Based on a fixed percentage

Based on a portion of the interest

Top up the employee paid interest

No. of Responses

Executives 27% 47% 27% 15

Management 43% 36% 21% 28

Professional – Sales 38% 31% 31% 16

Professional – Non Sales 45% 34% 21% 29

Para-Professional 43% 33% 24% 21

Percentage of Organizations Personal loan

Based on a fixed percentage

Based on a portion of the interest

Top up the employee paid interest

No. of Responses

Executives 25% 50% 25% 4

Management 44% 44% 11% 9

Professional – Sales 67% - 33% 3

Professional – Non Sales 36% 55% 9% 11

Para-Professional 57% 14% 29% 7

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Table 88. Do organizations cap the interest subsidy? Percentage of Organizations

Yes No

No. of Responses

House loan - 100% 12

Car loan 7% 93% 27

Personal loan - 100% 15

7.4.9. Discount for Organizations’ Products Table 89. Do organizations grant product discounts? Percentage of Organizations

Yes 13%

No 87% Based on 69 responses

Table 90. What is the discount percentage given on an organization’s product? 25th

Percentile Average Median 75th

Percentile No. of Responses

Executives - 50% - - 3

Management - 50% - - 3

Professional – Sales - - - - 1

Professional – Non Sales - 50% - - 3

Para-Professional - 50% - - 3

7.4.10. Training and Education Table 91. Do organizations have a training and development policy? (E.g. conferences, courses, training courses etc.)? Percentage of Organizations

Yes 97%

No 3% Based on 68 responses

Table 92. Do organizations subsidize employees for attaining an additional education qualification (e.g. masters, PhD, etc)? Percentage of Organizations

Yes 69%

No 31% Based on 67 responses

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Table 93. Subsidy for the cost of attaining an additional education qualification (e.g. Masters, PhD, etc) Percentage of total value paid by the organization

25th Percentile

Average Median 75th Percentile

No. of Responses

Executives 80% 88% 100% 100% 28

Management 76% 88% 100% 100% 26

Professional – Sales 78% 89% 100% 100% 19

Professional – Non Sales 75% 87% 100% 100% 25

Para-Professional 76% 86% 100% 100% 22

Fixed amount subsidized by the organization

25th Percentile

Average Median 75th Percentile

No. of Responses

Executives 8,250 15,707 20,000 20,000 15

Management 8,375 15,006 17,500 20,000 16

Professional – Sales 8,250 14,673 15,000 20,000 15

Professional – Non Sales 8,375 15,006 17,500 20,000 16

Para-Professional 12,000 16,662 20,000 20,000 13

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7.4.11. Company Cars Table 94. Do organizations provide company car benefits to employees? Percentage of Organizations

Yes 24%

No 76% Based on 70 responses

Table 95. What are the criteria used for determining the provision of a company car?

Percentage of Organizations

Status/ Seniority

Business need

Both

No. of Responses

Executives 77% - 23% 13

Management 33% 11% 56% 9

Professional – Sales - 43% 57% 7

Professional – Non Sales - 100% - 2

Para-Professional - - - -

Table 96. What is the typical make and model of the company car provided? Car make and model No. of

Responses

Executives LEXUS IS250 4

Management Toyota Camry, Toyota Corolla, Toyota Vios

3

Professional – Sales Toyota Vios 1

Professional – Non Sales - -

Para-Professional - -

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Table 97. What is the maximum purchase price? 25th

Percentile Average Median 75th

Percentile No. of Responses

Executives - 121,629 108,875 - 4

Management - - - - -

Professional – Sales - - - - -

Professional – Non Sales - - - - -

Para-Professional - - - - -

Table 98. What is the maximum annual lease cost? 25th

Percentile Average Median 75th

Percentile No. of Responses

Executives 30,930 34,029 31,740 38,700 7

Management - - - - 2

Professional – Sales - - - - 1

Professional – Non Sales - - - - -

Para-Professional - - - - - No. of responses refer to the organizations which reported the policy on maximum annual lease cost

Table 99. Do organizations provide a personal driver for those who are given a company car? Percentage of Organizations Yes 4%

No 96% Based on 24 responses

Table 100. If organizations provide a personal driver for those who are given a company car, which employee groups are eligible for a personal driver? Percentage of

Organizations No. of Responses

Executives 100% 1

Management 100% 1

Professional – Sales 100% 1

Professional – Non Sales - -

Para-Professional - - Based on 1 organizations which provided personal driver for those who are given a company car

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Table 101. Do organizations pay for fuel expenses? Percentage of Organizations

Business fuel only All fuel

No. of Responses

Executives 62% 38% 13

Management 75% 25% 12

Professional – Sales 80% 20% 10

Professional – Non Sales 100% - 3

Para-Professional - - -

Table 102. Do organizations provide an option for employees to select a car allowance instead of a company car? Percentage of Organizations

Yes 25%

No 75% Based on 20 responses

Table 103. Allowance in lieu of a car 25th

Percentile Average Median 75th

Percentile No. of Responses

Executives 22,889 28,077 25,782 30,600 18

Management 15,660 20,209 18,000 25,184 9

Professional – Sales 14,715 20,110 18,330 25,650 6

Professional – Non Sales - - - - 2

Para-Professional - - - - - No. of responses refer to the organizations which reported having the policy of an allowance in lieu of a car

Table 104. What is the car replacement period policy (no. of years)? 25th

Percentile Average Median 75th

Percentile No. of Responses

Executives 5 5 5 6 10

Management - - - - 2

Professional – Sales - - - - 1

Professional – Non Sales - - - - -

Para-Professional - - - - -

Table 105. Do organizations allow employees to purchase the car at the end of the replacement period? Percentage of Organizations

Yes 15%

No 85% Based on 20 responses

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7.4.12. Meals Table 106. Value of canteen meals and vouchers per employee per year Canteen

meals No. of Responses

Meal voucher No. of Responses

Executives 360 7 - -

Management 480 8 - -

Professional – Sales 366 4 - -

Professional – Non Sales 480 8 - -

Para-Professional 480 8 - -

7.4.13. Mobile Phones Table 107. How do organizations subsidize handset costs?

Percentage of Organizations

Full cost Partial cost

No. of Responses

Executives 100% - 28

Management 100% - 32

Professional – Sales 100% - 18

Professional – Non Sales 100% - 16

Para- Professional 100% - 7

Table 108. What is the maximum subsidy? % of handset

cost No. of Responses

Maximum amount

No. of Responses

Executives 100% 28 500 13

Management 100% 32 380 14

Professional – Sales 100% 18 330 14

Professional – Non Sales 100% 16 380 8

Para-Professional 100% 7 - 3

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Table 109. Monthly subsidy for mobile telephone expenses? Line

rental No. of Responses

Business calls

No. of Responses

Personal calls

No. of Responses

Executives 100% 29 100% 36 100% 7

Management 100% 33 100% 44 100% 11

Professional – Sales

100% 19 100% 29 100% 8

Professional – Non Sales

100% 19 100% 28 100% 7

Para-Professional 100% 8 100% 15 - 2

Table 110. What is the maximum monthly amount paid for employees’ mobile telephone costs? 25th

Percentile Average Median 75th

Percentile No. of Responses

Executives 35 53 50 64 6

Management 30 69 55 70 10

Professional – Sales 55 147 68 90 5

Professional – Non Sales 20 31 26 30 6

Para-Professional 21 34 30 30 5

7.4.14. Severance Pay Due to Redundancy Table 111. Do organizations provide severance pay in addition to statutory requirements? Percentage of Organizations

Yes 69%

No 31% Based on 67 responses

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7.5. Cash Compensation Mix Policy The following table presents the percentage of total remuneration that organizations typically build into base, fixed allowances, variable cash payments, benefits and perquisites. This chart has been designed in such way that you can make quick comparisons between the different position classes and categories. Table 112. Do organizations have a compensation mix policy Percentage of Organizations

Yes 56%

No 44% Based on 72 responses

Table 113. What is the Guaranteed Pay vs. Variable Pay as percentage of Total Cash*? 25th

Percentile Average Median 75th

Percentile No. of Responses

Head of Organization 85 : 15 82 : 18 82 : 18 80 : 20 18

Executives 86 : 14 83 : 17 84 : 16 80 : 20 31

Management – Sales 88 : 12 85 : 15 85 : 15 81 : 19 19

Management – Non Sales 88 : 12 85 : 15 85 : 15 82 : 18 39

Professional – Sales 88 : 12 86 : 14 85 : 15 80 : 20 24

Professional – Non Sales 90 : 10 87 : 13 86 : 14 83 : 17 37

Para Professional – White Collar

92 : 8 88 : 12 86 : 14 84 : 16 38

Para Professional – Blue Collar

92 : 8 88 : 12 86 : 14 84 : 16 30

Survey Methodology and Definitions

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8

Survey Methodology and Definitions The analysis of the compensation and benefits information collected is displayed for each of the survey positions where sufficient data was reported. A description of each type of analysis provided for the positions is included below. Definitions of the compensation and benefits information and statistics displayed on the tables are provided on the following pages.

8.1. Standards

8.1.1. Ageing Standards In PayMonitor®, there is a possibility to age the survey data. This aging is applied to all elements of compensation.

8.1.2. Treatment of Zeros Throughout the reports, zeros have not been used in the calculation unless otherwise specified.

8.1.3. Treatment of Negative Values Throughout the reports, negative values have not been used in the calculations unless otherwise specified.

8.1.4. Treatment of Expatriates Only data for the local incumbents (not expatriates) are included in the statistics.

8.1.5. Exchange Rates When there is a need to change currency in which data is provided, we use the rate as of 2nd

January 2010.

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8.1.6. Annual Total Remuneration (Comp5) Number of Recipients The total number of recipients for Annual Total Remuneration (Comp 5) might be less than other compensation aggregates because there are a few companies that submitted cash compensation only.

8.2. Statistics 10th Percentile (10th %ile) – The data point which is higher than 10% of all other data in the sample when ranked from low to high. 25th Percentile (25th %ile) – The data point which is higher than 25% of all other data in the sample when ranked from low to high. Also known as the first quartile. Median – The data point which is higher than 50% of all other data in the sample when ranked from low to high. Also known as the 50th percentile. 75th Percentile (75th %ile) – The data point which is higher than 75% of all other data in the sample when ranked from low to high. Also known as the third quartile. 90th Percentile (90th %ile) – The data point which is higher than 90% of all other data in the sample when ranked from low to high. Mean – The sum of all data reported divided by the number of observations in the sample. Also referred to as the average. Receiving Item No. – The number of incumbents receiving the compensation or benefit item. Each item, such as base salary or incentive amount, is analyzed individually using the data reported for that item only. If an organization did not provide a piece of data for a position, this organization’s information would not be included in the calculations of the statistics. Therefore the number receiving the item may differ by item. Receiving Item % – The percentage of the incumbents actually receiving the item based on the total number of incumbents in the position. Market Regressed Line – The result of applying one of several mathematical models to fit a smooth curve through a series of graphed "X/Y" points (representing IPE Position Class and a compensation figure respectively) such that the curve best represents the overall trend in those points. Market Ratio Nth Percentile – A smooth curve related to a Market Regressed Line but offset from it vertically at every "X" value (representing IPE Position Class) by a proportion generally equal to the ratio of the corresponding actual median to the actual Nth percentile at each of those "X" values.

8.3. Job Matching Items Position Class – The Mercer level produced using Mercer’s International Position Evaluation (IPE) system.

Position Code – Based on Mercer Universal Position Coding System described in the final pages of this section.

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8.4. Survey Items Definition 8.4.1. Annual Base Salary (Comp1) Monthly Base Salary – The gross monthly base salary as of data effective date excluding any allowances. No. of Months Paid (Including fixed bonus) – The number of times the incumbent receives monthly base salary in a full year including Fixed / Guaranteed Bonus (e.g. 13 months = 13). Annual Base Salary (Comp1) – includes annual base salary and annual fixed bonuses (Monthly Base Salary x No. of Months Paid) Annual Base Salary (Comp1 12-month) – Includes only base salary (Monthly Base Salary x 12).

8.4.2. Annual Guaranteed Cash (Comp2) Meal Allowance – The annual guaranteed cash allowance provided for subsidized meals or luncheon vouchers. Transportation Allowance – The annual guaranteed cash allowance given to incumbents who are not eligible for company car to subsidize transportation expenses to and from the workplace or other business-related travel requirements (e.g. to take up public transport, gasoline consumption, road tax, parking, etc.). Housing Allowance – The annual guaranteed cash allowance given to subsidize housing related expenses. Do not include actual reimbursement or allowance given in lieu of apartment/ house, which is captured under Comp 5 "Housing Rental Cost or Allowance in lieu of House". Position / Job-Based Allowance – The annual guaranteed cash allowance for holding a position e.g. acting allowance etc. Phone Allowance – The annual guaranteed cash allowance for phone expenses. Skill Allowance – The annual guaranteed cash allowance for compensating the incumbent's specialized skill. 8-hour Shift Allowance – The annual guaranteed cash allowance for working on an eight-hour shift. 12-Hour Shift Allowance – The annual guaranteed cash allowance for working on a twelve-hour shift. Site Allowance (On-Shore) – The annual guaranteed cash allowance for working on a particular on-shore site or location or environment of hazardous nature. Burn-In Allowance – The annual guaranteed cash allowance for a burn-in job. Cleanroom Allowance – The annual guaranteed cash allowance for a cleanroom job. Scope Allowance – The annual guaranteed cash allowance for usage of a microscope.

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Other Guaranteed Allowances – Any annual guaranteed cash allowances not specified above Annual Guaranteed Cash (Comp2) – Includes Annual Base Salary (Comp1) plus annualized value of guaranteed allowances

8.4.3. Annual Total Cash (Comp3) Variable Bonus – Percent Eligible – Indicator that incumbent is eligible for a Variable Bonus award. Sales Incentive – Percent Eligible – Indicator that incumbent is eligible for a Sales Incentive award. Variable Bonus (Target) – The target amount of the Short Term Incentive award, associated with expected individual, team, and/or corporate performance over the next 12-month period. Sales Incentive (Target) – The target amount of the Short Term Incentive award, associated with sales achievement over the next 12-month period. Other Bonus (Target) – The target amount of the Short Term Incentive award, associated with other bonus schemes (including profit sharing) over the next 12-month period. Annual Total Cash (Comp3 Target) – Includes Annual Guaranteed Cash (Comp2) plus the annualized value of any target Variable Bonus, Sales Incentive, Profit Sharing, or Other Bonus. The figures reported reflect the target amounts applicable to the incumbent. Only incumbents for whom we have a valid response to Short Term Incentives (STI) Eligible are included in this sample. Valid responses to STI Eligible include: STI Eligible = Y and Short Term Incentive Percent (Target) > 0, and STI Eligible = N (in this case, we will use zero for the target percent). Annual Total Cash (Comp3 Target) – Receivers – Includes Annual Guaranteed Cash (Comp2) plus the annualized value of any target Variable Bonus, Sales Incentive, Profit Sharing, or Other Incentive awards. The figures reported reflect the target amounts applicable to the incumbent. Only incumbents for whom STI Eligible = Y and Short Term Incentive Percent (Target) > 0 are included in this sample. Annual Total Cash (Comp3 Target) – incl. Non-Receivers – Includes Annual Guaranteed Cash (Comp2) plus the annualized value of any target Variable Bonus, Sales Incentive, Profit Sharing, or Other Incentive awards, regardless of incumbent’s STI eligibility. Variable Bonus (Actual) – All payments received over the 12-month period ending on the data effective date, which are associated with individual, team, and/or corporate performance. Sales Incentive (Actual) – All payments received over the 12-month period ending on the data effective date, which are associated with sales achievement. Other Bonus (Actual) – All payments received over the 12-month period ending on the data effective date, which are associated with other bonus schemes (including profit sharing). Annual Total Cash (Comp3 Actual) – Includes Annual Guaranteed Cash (Comp2) plus the annualized value of any actual Variable Bonus, Sales Incentive, Profit Sharing, or Other Bonus. The figures reported reflect the actual amounts of the last awards received.

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8.4.4. Annual Total Cash plus LTI (Comp4) (Please refer to the Long-term Incentives Definition section for more detailed description) LTI – Percent Eligible – Indicator that incumbent is eligible for a Long Term Incentive award. Full-value Plans – The value of Stock/Share Based Incentives (which include Stock/Share/Share Unit Awards) and Cash Denominated Incentives (which include Performance Units and Long-term Cash). Gain based Plans – The value of Appreciation Based Incentives (which include Stock/Share Option and Share Appreciation Rights (SARs)). Annual Total Cash plus LTI (Comp4) – Includes Annual Total Cash (Comp3 Actual) plus the annualized value of any Long Term Incentive awards, valued using Black-Scholes methodology for appreciation-based awards. LTI – Accounting Cost Method Actual Amount – The annualized value, using the company’s internal accounting cost methodology for the appreciation-based awards, of all LTI awards received over the 12-month period ending on the data effective date, which are associated with individual, team, and/or corporate performance over a period longer than one year. This element is available in PayMonitor® Customized Report section. LTI – Accounting Cost Actual % – The LTI – Accounting Cost Method Actual Amount expressed as a percentage of Annual Base Salary (Comp1). This element is available in PayMonitor® Customized Report section.

8.4.5. Annual Total Remuneration (Comp5) Flexible Benefit – The annual amount of providing flexible benefits to the incumbent Club Subscription – The annual subscription fee for golf club, county club or other type of social organizations. Children's Education Cost – The annual amount of providing education cost subsidy for the children of the incumbent. Housing Rental Cost – The annual cost of renting or providing the accommodation for the incumbent. This includes rental and other associated costs such as management fees, government rates, etc. Motor Vehicle – The value provided to the incumbent, by the company, for motor vehicles. This value could take the form of a lease payment on a vehicle or a purchase of a vehicle (in this case, a valuation formula is applied based on information provided). Allowance provided in lieu of car is also included in motor vehicle valuation. Car / Housing / Personal / Renovation Loans – The value of the loan entitlement provided to the incumbent. Medical Plan – The value provided by the company for clinical, dental and hospitalization coverage to the employee. Accident/Life Insurance – The value provided by the company for accident and life insurance coverage to the employee.

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Statutory Pension/Social Security – The annual amount of company’s contribution to statutory pension/social security. In some countries (E.g. China, India, Japan), this item may be broken down into several plans according to the statutory requirement. Pension / Gratuities – The value of supplementary pensions which depends on the type of scheme (Defined Benefits or Defined Contribution). Annual Total Remuneration (Comp5) excl. LTI – The Annual Total Cash (Comp3 Actual) plus the value of all benefits for the individuals in the position. This summation excludes the value of the long-term incentives (e.g. stock grant and stock option) Annual Total Remuneration (Comp5) – The Annual Total Cash (Comp3 Actual) plus the value of the long-term incentives plus the value of all benefits for the individuals in the position.

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8.5. Long-term Incentive Definitions Stock/Share Options – Stock/Share Options allow for the purchase of stock at a fixed price over a specified period. The grant price is typically equal to the market price on the date of grant, but may be less than or greater than the market price on the date of grant. Share Appreciation Rights (SARs) – Share Appreciation Rights provide an incumbent with the appreciation in market value of the share. They may be paid out in cash, stock, or a combination of cash and stock. No investment on the part of the incumbent is required. Share Appreciation Rights include Phantom Appreciation Shares. Phantom Appreciation Shares are an award denominated in hypothetical shares, the value of which is based on an increase in actual share value or another measure of organization value (e.g., book value). There are three types of Share Appreciation Rights: § Freestanding – SAR grant that is not attached to a stock/share option. § Limited – SAR that is exercisable only upon the occurrence of a specific event such as a

change in control. § Tandem – SAR that is granted with a stock/share option. The exercise of one cancels the other. Stock/Share/Share Unit Awards – Conditional grants of notional, actual or phantom shares of stock with vesting contingent upon employment for a specified period of time or achievement of specified performance goals over a multi-year performance period. The value of each share depends upon the market value of the share at the end of the vesting period. Share Awards include those that are commonly referred to as Restricted Stock, Restricted Stock Units, Performance Shares, Performance Share Units, or Phantom Full Value Shares. Performance Units – Conditional grant denominated in units other than notional or actual shares, with payment contingent upon achievement of specified performance goals over a multi-year performance period. Performance Units are currency-denominated and not tied to the price of a share of stock. Although units are usually currency-denominated, their value may also be based on other constructs, such as dividends or EPS (Earnings Per Share). Where the value of each unit is equal to 1.00, the incentive type is also known as “Long-term Cash.” Long-term Cash – A pre-determined cash amount paid out contingent upon achievement of specified performance goals over a multi-year performance

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8.6. Long-term Incentives Valuation Methodology Grant data provided by the survey participants was used to calculate the value of Long-term Incentives (LTI) such that the result is a fair, monetary-based measure that can be used with other compensation amounts to determine Total Direct Compensation (i.e., Comp 4). In this report, long-term incentive values have been calculated using Mercer’s Black-Scholes and Accounting Cost Methodologies.

Black-Scholes Method Under the Black-Scholes methodology certain LTI awards are discounted for required performance conditions. A performance discount is applicable to all plan types if vesting is designated as performance based and the plan structure is defined as Fixed Amount or Defined Maximum. Performance-contingent awards with these plan structures are discounted by 20% to 50% to reflect the risk that the award will not vest or be paid out. A 20% discount is applied if the performance measure does not include Relative Total Shareholder Return. Other discounts, ranging from 35% to 50%, are applied depending upon the degree to which Relative Total Shareholder Return is used as the performance measure. Otherwise, LTI values generally have not been adjusted to reflect any discounts for service-based vesting, lack of transferability, or risk of forfeiture. Fixed Amount awards do not have a downside or upside potential and in some markets may commonly be referred to as an “All or Nothing” type of award. For example, these might include awards where a participant will receive 100 shares if an EPS (Earnings Per Share) goal is met and nothing if the goal is not met. Defined Maximum awards include a “maximum” number of shares/share units corresponding to performance. The number of shares awarded may be less based upon performance. Fixed Amount and Defined Maximum plans are in contrast to Defined Target Plans. Defined Target awards include a “target” number of shares/share units corresponding to target performance. The number of shares awarded may be more or less based upon actual performance (e.g., payouts may be 0% to 200% of target). Defined Target awards are valued at the “target” level with no discount. Appreciation Based Incentives (Gain based Plans) – These plans include Stock/Share Options and Share Appreciation Rights (SARs). § Annual Dividend Yield – based on dividends paid in the 12 months preceding the date of grant.

(For grant dates later than December 31, 2009, the annual dividend yield is based on dividends paid from January 1, 2009 to December 31, 2009.)

§ Estimated Option Term – an assumed estimated term based on SEC safe harbor accounting

rules is used. The estimated term is the sum of (option term as reported by survey participants + assumed 3 year vesting)/2. For example, an option with a reported term of 10 years will have an estimated option term of 6.5 years (10+3)/2. If a participant does not provide an option term, then we assume an estimated option term of 6.5 years.

§ Risk-free Rate of Return – this value is based on a rate of return for the country in which the stock for the LTI grant trades. For all countries other than the United States, Canada, and Australia, the Risk-free Rate is based on available bond yield data using an estimated 7-year rate as of December 31, 2009. Risk-free Rates for the United States, Canada, and Australia are established using the following values:

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United States – Monthly U.S. Treasury rates in place on the date of the grant, rounded to the nearest year. Canada – Monthly Bank of Canada Bond Yields in place on the date of the grant, rounded to the nearest year. Australia – Monthly Reserve Bank of Australia Capital Market Yields - Government Bond rates in place on the date of the grant, rounded to the nearest year.

§ Stock Price Volatility – based on daily closing prices for 36 months preceding the date of grant. (For grant dates later than December 31, 2009, the stock price volatility is based on daily closing prices from January 1, 2007 to December 31, 2009.) If the underlying stock has not existed for three years, then the volatility is calculated for an abbreviated time frame. Stock Price Volatility is capped at 50%.

In 2009, Mercer refined the valuation methodology by moving from a monthly to a daily assessment of stock market volatility as an input to the Black-Scholes valuation. The assessment of volatility based on daily rates has a smoothing effect when stock market volatility occurs in the short-term, similar to what existed during the latter half of 2008. The daily volatility calculation also more closely approximates the long-term incentive values typically used for accounting and compensation purposes. The survey value is equal to the product of: (1) the per-share Black-Scholes value, (2) the number of shares granted in the most recent grant and (3) where applicable, discounts detailed above for certain performance-contingent awards to reflect the risk that the award will not vest or be paid out. The result is adjusted for the frequency of awards, as appropriate, to annualize the result (e.g., if awards are made every two years, then the product is divided by two). § For privately held companies, we assume that the per-share Black-Scholes value of an

appreciation based incentive is equal to 33% of the market price of the underlying shares on the date of the grant as reported by the survey participants.

Stock/Share Based Incentives (Full-value Plans) – These plans include Stock/Share/Share Unit Awards. The survey value is equal to the product of: (1) the per-share value on the date of the grant as reported by the survey participants, (2) the number of shares granted in the most recent grant and (3) where applicable, discounts detailed above for certain performance-contingent awards to reflect the risk that the award will not vest or be paid out. The result is adjusted for the frequency of awards, as appropriate, to annualize the result (e.g., if awards are made every two years, then the product is divided by two). Cash Denominated Incentives (Full-value Plans) – These plans include Performance Units and Long-term Cash. For Performance Units the survey value is equal to the product of: (1) the per-unit value on the date of the grant as reported by the survey participants, (2) the number of units payable for performance granted in the most recent grant and (3) where applicable, discounts detailed above for certain performance-contingent awards to reflect the risk that the award will not vest or be paid out. The result is adjusted for the frequency of awards, as appropriate, to annualize the result (e.g., if awards are made every two years, then the product is divided by two). For Long-term Cash, the survey value is equal to the product of the monetary value payable for performance reported by the survey participants and where applicable, discounts detailed above for certain performance-contingent awards to reflect the risk that the award will not vest or be paid out. This amount is adjusted for the frequency of awards, as appropriate, to annualize the result (e.g., if awards are made every two years, then the value is divided by two).

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Accounting Cost Method We have provided this methodology as a comparison point to that of the Black-Scholes Methodology. Survey participants were asked to report their total accounting cost per share on the date of grant, under either FAS 123R or IFRS2, for Appreciation Based Incentives. Appreciation Based Incentives under the Accounting Cost Method are not discounted for performance conditions. However, Stock/Share Based Incentives and Cash Denominated Incentives are discounted for performance conditions under the Accounting Cost Methodology if the plan structure is defined as Fixed Amount or Defined Maximum. Performance-contingent awards with these plan structures are discounted by 20% to 50% to reflect the risk that the award will not vest or be paid out. A 20% discount is applied if the performance measure does not include Relative Total Shareholder Return. Other discounts, ranging from 35% to 50%, are applied depending upon the degree to which Relative Total Shareholder Return is used as the performance measure. Otherwise, LTI values generally have not been adjusted to reflect any discounts for service-based vesting, lack of transferability, or risk of forfeiture. Fixed Amount awards do not have a downside or upside potential and in some markets may commonly be referred to as an “All or Nothing” type of award. For example, these might include awards where a participant will receive 100 shares if an EPS (Earnings Per Share) goal is met and nothing if the goal is not met. Defined Maximum awards include a “maximum” number of shares/share units corresponding to performance. The number of shares awarded may be less based upon performance. Fixed Amount and Defined Maximum plans are in contrast to Defined Target Plans. Defined Target awards include a “target” number of shares/share units corresponding to target performance. The number of shares awarded may be more or less based upon actual performance (e.g., payouts may be 0% to 200% of target). Defined Target awards are valued at the “target” level with no discount. Appreciation Based Incentives – These plans include Stock/Share Options and Share Appreciation Rights (SARs). The survey value is equal to the product of: (1) the accounting cost on the date of the grant as reported by the survey participants and (2) the number of shares granted in the most recent grant. The result is adjusted for the frequency of awards, as appropriate, to annualize the result (e.g., if awards are made every two years, then the product is divided by two). Note: If an Accounting Cost is not provided by a survey participant for an Appreciation Based Incentive, an assumed cost is not applied to the incentive and the incentive is excluded from the calculation. Stock/Share Based Incentives – These plans include Stock/Share/Share Unit Awards. The survey value is equal to the product of: (1) the per-share value on the date of the grant as reported by the survey participants, (2) the number of shares granted in the most recent grant and (3) where applicable, discounts detailed above for certain performance-contingent awards to reflect the risk that the award will not vest or be paid out. The result is adjusted for the frequency of awards, as appropriate, to annualize the result (e.g., if awards are made every two years, then the product is divided by two). Cash Denominated Incentives – These plans include Performance Units and Long-term Cash. For Performance Units the survey value is equal to the product of: (1) the per-unit value on the date of the grant as reported by the survey participants, (2) the number of units payable for performance granted in the most recent grant and (3) where applicable, discounts detailed above for certain performance-contingent awards to reflect the risk that the award will not vest or be paid out. The result is adjusted for the frequency of awards, as appropriate, to annualize the result (e.g., if awards

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are made every two years, then the product is divided by two). For Long-term Cash, the survey value is equal to the product of the monetary value payable for performance reported by the survey participants and where applicable, discounts detailed above for certain performance-contingent awards to reflect the risk that the award will not vest or be paid out. This amount is adjusted for the frequency of awards, as appropriate, to annualize the result (e.g., if awards are made every two years, then the value is divided by two).

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8.7. Benefits Valuation Methodology This section details the methods used by Mercer to value the main benefit plans. The valuation methods are applied consistently across all participating organization based on their respective plan features from responses gathered through the benefits section of our survey questionnaire. . We have applied these techniques, with adjustments where necessary, to the actual features of your plan. Note that the benefits being valued are those that are offered to future (i.e.: newly hired employees). Plans that are no longer offered to future employees are excluded.

Market or Actuarial Valuation Valuation reflects market pricing wherever possible. Where market pricing does not exist (for example: defined benefit or defined contribution pension plans), an actuarial valuation using standard assumptions and pricing techniques are used. Mean Use - Two organizations with the same benefit plan will each have the same value attributed to their plan irrespective of the costs of the plan to the employers. Participation - Values are calculated assuming that all employees participate in the primary plans offered even when they are voluntary and certain employees may have opted out. This gives a measure of the opportunity value to the employee.

Demographic Profiles As demographic characteristics, such as date of birth, date of hire, gender and family status, are generally required to run benefit valuations, we have defined standard employee profiles for this purpose. This is done in order to remove the effect of demographics from the valuation of benefits. Profiles are attributed to the career stream definitions in the TRS job match. For information about career streams, please refer to the section on the Mercer Universal Position Coding System (MUPCSTM). As an example career stream 1 refers to executives. All incumbents with a career stream 1 will be assumed to participate in benefits offered to executive members. Incumbents with a management career stream 2 will be assumed to participate in the benefit plans offered to management employees. Career streams 3 and 4, professionals and employees, are assumed to participate in the plans for all employees. It is possible that the same plans could be applicable for all groups of employees. The following provides the age/service characteristics for each profile used in the valuation. Age 45 years and 10 years of past service is assumed for career stream 1. Age 40 years and 7 years of past service is assumed for career stream 2. Age 35 years and 5 years of past service is assumed for career streams 3 and 4.

8.7.1. Retirement Plans – Defined Benefit Plans The approach taken determines the present value of the target retirement pension based on total expected service and allowing for projected salary increases to retirement date. Then the value of future benefit accruals is determined by multiplying by the ratio of future service to total service.

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This resulting lump sum can be considered as the additional value attributable to staying with the organization to retirement, which is then spread as an even percentage of the employee's projected annual salary over the future working years until retirement. This gives a value which reflects the percentage of salary one would need to place in a retirement account in each future year to substitute for the benefits expected to emerge from the retirement plan owing to future years of continued employment. Retirement age is a key factor when determining the value of the benefit because it affects both the accumulation period and the pay-out period. Early retirement subsidies such as unreduced benefits or bridge supplements are also a factor. In order to produce values which differ based on plan provisions, we use a single set of retirement probabilities. Pension indexing after retirement is assumed to be at the guaranteed rate of increase (where applicable). Temporary supplements payable at an early retirement age are included in calculations for organizations that reported such provisions.

8.7.2. Retirement Plans – Defined Contribution Plans Valuation is performed by assessing the current year’s contribution that the employer provides for each incumbent based on the plan policy. For matching contribution type plans, we have assumed that the employee will contribute the maximum amount necessary to benefit from the employer’s maximum offering. In other words, we are valuing the maximum opportunity which the employee will gain from participating in the plan. In all instances, the matched and unmatched employee contributions are constrained by plan rules and any government maximums.

8.7.3. Life Insurance (Death in Service) Benefits Death benefits are valued by computing an amount of insurance premium based on general market rates. The coverage amount valued is equal to the amount of coverage which is provided (i.e. paid for) by the employer in accordance with plan policy. The value reported is net of any required employee contributions. Accidental death and dismemberment (or Personal accident) benefits are valued in the same manner as for death in service benefits. Appropriate market rates are used to value such benefit plans.

8.7.4. Company Assigned Motor Vehicle The total motor vehicle benefit value consists of assessing two components: the base value which represents the annual depreciation value of the motor vehicle and the annual value of car expenses if the employer covers such costs for personal use. The base value uses a double declining depreciation method to assess the average annual depreciation over the motor vehicle replacement term. A depreciation rate assumption is assumed based on general market guidelines. We consider under car expenses the average annual cost for car maintenance, insurance and licenses, fuel and taxes as appropriate. Assumptions are made regarding these car expense components and reflect general market practice.

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8.7.5. Medical Plans The total medical plan value is derived by considering the plan policy coverage information for outpatient clinical, dental care and hospital room and board cover. Each of the covers employs a method which derives an annual market premium based on the incidence and the average cost of using such services. Premium for family coverage assumes two adults and two or three children depending on the particular country’s assumption. The resulting value reported is net of any required employee contributions.

8.7.6. Car Loan, Housing Loan and Personal/Renovation Loans The method computes the annual average subsidy that the employer provides on interest cost of the loan over the payment period. The total loan subsidy is calculated over the entire payment period and divided by the payment period to derive the average annual employer-provided benefit value. Average market loan rates are assumed in the calculations. If a company subsidies more than the assumed loan market rate, then the company is assumed to have subsidized the entire cost of the loan.

In cases where the company reported the maximum loan entitlement as "unlimited", the following default values were used based on relevant market practices.

Car Loan: 1 times annual base pay

Housing Loan: 5 times annual base pay

Personal/ Renovation Loan: ½ times annual base pay

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8.8. Mercer's International Position Evaluation System (IPE Version 3.1)

The IPE system is a proven approach to position evaluation and is used by thousands of companies around the world. Mercer has recently completed a review of the IPE system based on input and feedback from users and consultants worldwide. The continuous improvements made to the system address the changing environment and evolution of organization structures. The system allows accurate comparisons between positions, as job titles alone can be misleading. For example, the title of "Finance Manager" in one company may describe a position that has rather operational responsibilities as compared to a Finance Manager in a second company with more strategic responsibilities. In other words, the scope and content of a Finance Manager position could be broad in some companies and limited in others By using the IPE method, we can further isolate similar positions and responsibilities. The information in the survey is presented to allow a rapid and precise measurement of salary levels. It is important to remember that, when conducting position evaluations, it is the "position" that is being evaluated and not the person holding that position. The qualifications and the performance of the present position holder may differ from what is actually required by the position. Position evaluation is not just a tool for salary comparisons but also instrumental in recruitment, career planning, designing organization structures and, in addition, when dealing with expatriate compensation and planning.

The Four Factors of International Position Evaluation (IPE) System

InnovationInnovation

ComplexityComplexity

CommunicationCommunication

FrameFrame

KnowledgeKnowledge

TeamsTeams

BreadthBreadth

ContributionContribution

Impact

Organization

Impact

Innovation

Communication

Knowledge

8.9. Mercer Universal Position Coding System MUPCSTM

8.9.1. MUPCSTM Position Code Framework The coding system categorizes positions by:

§ Family § Sub-family

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§ Career Stream § Career Level § Activity Code (this unique identifier is necessary when positions are coded the same in all other

categories above)

Family and Sub-family The family and sub-family are defined in the first six digits of the code. Family represents grouping of jobs having comparable responsibility and duty assignments and similar knowledge demands but varying in magnitude of scope, intensity, importance, or skill levels. It is defined in the first three digits of the code. Sub Family represents sub grouping within the Job Family based on similarity in activity and allocation of responsibility. It is defined in three digits after the Family code. For example, the code 210.352.XXX represents the Finance family (210) and the Financial Planning/Analysis sub-family (352). Additional sub-families within Finance (e.g., Treasury, Audit, Tax etc.) are represented with unique sub-family codes. These are used to ensure each position in the survey contains a unique code. The system has been designed with enough flexibility to allow future positions to be added to the survey. Career Stream, Level, and Job/Activity Career stream (seventh digit within the position code) defines the level within the organization hierarchy and the knowledge and competency requirements:

Executives –Typically includes top executives and function heads providing strategic vision and/or tactical/strategic direction across multiple functions or sub-functions. Management –Typically management and supervisory professionals focusing on tactical and/or operational activities within a specified area. Professionals –Typically professionals with no management responsibility, although may provide mentoring and coaching to less experienced staff. Para-Professionals –Typically roles that are semi-skilled or unskilled with no supervisory or management responsibility.

These career streams, when combined with a level and job activity (eighth and ninth digits), allow all positions within a position family/sub-family to contain unique characteristics which differentiate them from one another. The following chart illustrates how the position code is structured. Example:

01 January 2009 Survey Methodology and Definitions Singapore TRS

© 2009 Mercer LLC Survey Methodology and Definitions 17 of 18

May

8.9.2. MUPCSTM Career Stream and Career Level Framework The table below illustrates the breakdown of career streams by career level. When using PayMonitor®, Mercer’s online data analysis tool, you can complete various analyses. For example, you may want to analyze bonuses for all positions at Function Head level across job families or collapse the Para-professional level positions to compare pay regardless of level.

Leve

ls

Career Streams

1. Executive 2. Management 3. Individual Professional 4. Para-Professional

1. Head of Organization

2. Function Head

3. Sub-function Head

1. Senior Manager

4. Team Leader (para-professional)

3. Team Leader (professional)

2. Manager

1. Pre-eminent

2. Expert

3. Specialist

4. Senior

5. Experienced

6. Entry 1. Senior

2. Experienced

3. Entry

Please contact your local Mercer consultant for more information on MUPCSTM.

01 January 2009 Survey Methodology and Definitions Singapore TRS

© 2009 Mercer LLC Survey Methodology and Definitions 18 of 18

May

8.9.3. Employee Category The following definition of employee category is applicable throughout the questionnaire. Definitions are based on Mercer Universal Position Coding System (MUPCS)TM. Please note that the corresponding Mercer Position Class (PC) is based on the Mercer International Position Evaluation System v.3.1. Executives § Normally are Head of Organization or direct reports to Head of Organization. § Also includes Sub Function Heads, who report to Head of Function. § Focus on defining and implementing strategic objectives for the whole organization. Management § Normally reports to those under Management or Executive category. § Has managerial responsibility for a department or team. § Focus on managing people and implementing policies by planning and coordinating the

Operations to meet the organization’s objectives. Professional § Normally reports to those under Management or Executive category. § Individual contributors in their specific areas of expertise in the organization. § Do not have supervisory responsibility but may coach / mentor less experienced staff. § Commonly has a university degree. Para-Professional § Normally reports to those under Management category. § Roles that are skilled, semi-skilled or unskilled without supervisory responsibility. § Typically executes administrative, technical or manual tasks. § Roles in this stream do not require a university degree.

2

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1. Multi-country market views selection Allows you to select many

sets of country data for analysis

2. Powerful search You can search by

geography, job families, career streams

3. Limit to my jobs A frequently used toggle that

returns you jobs data that are present in your company’s data submission

2

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3. Flexible Views1. Many templatized views

for your data results Mercer provides you a

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4. A Powerful Engine Under The Hood CHARTS TAB

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Tells you the number of jobs that are presented in the result set

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1. Multiple refinement parameters You can refine your result set

using a combination of parameters like company size, employee size, employee location, etc.

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Actual Market Data – Quick Report

2010 SG TRS All Industries Non-Executive Premium (Apr) (Singapore Dollar In Whole Numbers)Accountant - Experienced - 210.316.350

Common Duties and Responsibilities: Perform a variety of accounting activities in accordance with accounting principles and standards to control the organisation's financial resources and ensure that it complies with all relevant regulations, laws, and reporting requirements. Reconcile accounts, post journal entries, and maintain a complete and accurate general ledger in accordance with accounting principles and reporting schedules so that the organisation has a full and accurate statement of its financial position.Collect, compile, verify, and analyse financial information and prepare financial reports and accounting statements so that senior management has accurate and timely information for making financial decisions. These reports may include profit and loss statements, balance sheets, depreciation statements, cash flow, debtor and creditor lists, repayment schedules, regulatory reports and filings.Provide technical accounting advice within area of expertise to functional or operational areas managers to help them develop revenue and expense budgets, understand financial reports, and manage their financial responsibilities. Normally Reports To: MUPC level 23, e.g., Accounting Supervisor; MUPC level 22, e.g., Accounting Manager; Minimum Qualifications: University (Degree); Years of Experience: Up to 1.5

All Data

Num Orgs Num Obs 25th %ile Mean Median 75th %ile My Data Amount Diff Median % Diff

Median

Base (Annual) 284 946 41,652 50,146 47,990 55,213 42,240 -5,750 -12.0

Total Guaranteed Cash Comp 284 946 41,950 50,399 48,100 55,518 42,240 -5,860 -12.2

Total Cash - Target 264 843 48,000 57,820 54,613 64,718 46,718 -7,895 -14.5

Total Cash - Actual 284 946 46,455 57,038 54,194 63,000 43,829 -10,365 -19.1

TDC Actual (B-S) 284 946 46,455 57,065 54,212 63,000 43,829 -10,383 -19.2

Total Rem - Actual 271 890 53,773 66,109 63,134 73,952

Total Rem - Actual less LTI 271 890 53,773 66,081 63,120 73,952

© 2010 Mercer LLC

1* One or more organizations have contributed a proportion of incumbents that may create a dominating influence. ** Percentiles are suppressed in this analysis due to a dominating influence of one organization. Mercer suggests creating 'Organization Weighted' results to eliminate any dominating influences.

08 – Feb – 12 02:51:17AMQuick Report

Actual Market Data – Comprehensive Detail Report

2010 SG TRS All Industries Non-Executive Premium (Apr) (Singapore Dollar In Whole Numbers)Accountant - Experienced - 210.316.350Common Duties and Responsibilities: Perform a variety of accounting activities in accordance with accounting principles and standards to control the organisation's financial resources and ensure that it complies with all relevant regulations, laws, and reporting requirements. Reconcile accounts, post journal entries, and maintain a complete and accurate general ledger in accordance with accounting principles and reporting schedules so that the organisation has a full and accurate statement of its financial position.Collect, compile, verify, and analyse financial information and prepare financial reports and accounting statements so that senior management has accurate and timely information for making financial decisions. These reports may include profit and loss statements, balance sheets, depreciation statements, cash flow, debtor and creditor lists, repayment schedules, regulatory reports and filings.Provide technical accounting advice within area of expertise to functional or operational areas managers to help them develop revenue and expense budgets, understand financial reports, and manage their financial responsibilities. Normally Reports To: MUPC level 23, e.g., Accounting Supervisor; MUPC level 22, e.g., Accounting Manager; Minimum Qualifications: University (Degree); Years of Experience: Up to 1.5

All Data

Num Orgs Num Obs 25th %ile Mean Median 75th %ile My Data Amount Diff Median % Diff

MedianNbr Months 284 946 13 13 13 13 13 0 0.0

Base (Monthly) 284 946 3,242 3,894 3,765 4,300 3,249 -516 -13.7

Base (Annual) 284 946 41,652 50,146 47,990 55,213 42,240 -5,750 -12.0

Base (12 Months) 284 946 38,907 46,732 45,174 51,600 38,991 -6,183 -13.7

Transportation Allowance 29 47 1,440 2,632 2,400 3,000

Meal Allowance 6 6 340 642 540 1,020

Housing Allowance * 3 5 -- 7,570 -- -- -- --

Skill Allowance ** 2 6 -- -- -- -- -- --

Shift Allowance 0 0 -- -- -- -- -- --

Total Guaranteed Allowances 55 104 480 2,302 1,800 3,510

Total Guaranteed Cash Comp 284 946 41,950 50,399 48,100 55,518 42,240 -5,860 -12.2

STI Actual 233 733 4,551 8,396 7,324 10,886 1,589 -5,735 -78.3

STI Actual % Base 233 733 9.7 16.9 15.4 21.1 3.8 -11.6 -75.3

STI Target 245 792 4,502 7,496 6,782 9,619 4,477 -2,305 -34.0

STI Target % of Base 245 792 9.3 15.1 15.0 19.2 10.6 -4.4 -29.3

Sales Incentive Actual 0 0 -- -- -- -- -- --

Sales Incentive Actual % Base 0 0 -- -- -- -- -- --

Sales Incentive Target ** 1 1 -- -- -- -- -- --

Sales Incentive Target % Base ** 1 1 -- -- -- -- -- --

Other STI Actual 11 21 2,662 6,003 3,174 6,100

© 2010 Mercer LLC

1* One or more organizations have contributed a proportion of incumbents that may create a dominating influence. ** Percentiles are suppressed in this analysis due to a dominating influence of one organization. Mercer suggests creating 'Organization Weighted' results to eliminate any dominating influences.

07 – Feb – 12 03:56:01AMComprehensive Detail Report - Detail

2010 SG TRS All Industries Non-Executive Premium (Apr) (Singapore Dollar In Whole Numbers)Accountant - Experienced - 210.316.350Common Duties and Responsibilities: Perform a variety of accounting activities in accordance with accounting principles and standards to control the organisation's financial resources and ensure that it complies with all relevant regulations, laws, and reporting requirements. Reconcile accounts, post journal entries, and maintain a complete and accurate general ledger in accordance with accounting principles and reporting schedules so that the organisation has a full and accurate statement of its financial position.Collect, compile, verify, and analyse financial information and prepare financial reports and accounting statements so that senior management has accurate and timely information for making financial decisions. These reports may include profit and loss statements, balance sheets, depreciation statements, cash flow, debtor and creditor lists, repayment schedules, regulatory reports and filings.Provide technical accounting advice within area of expertise to functional or operational areas managers to help them develop revenue and expense budgets, understand financial reports, and manage their financial responsibilities. Normally Reports To: MUPC level 23, e.g., Accounting Supervisor; MUPC level 22, e.g., Accounting Manager; Minimum Qualifications: University (Degree); Years of Experience: Up to 1.5

All Data

Num Orgs Num Obs 25th %ile Mean Median 75th %ile My Data Amount Diff Median % Diff

MedianOther STI Actual % Base 11 21 5.0 11.1 7.0 10.7

Other STI Target 9 21 2,228 5,361 3,250 5,181

Other STI Target % Base 9 21 5.1 10.3 6.7 8.8

Total STI - Target 249 800 4,538 7,573 6,835 9,837 4,477 -2,358 -34.5

Total STI - Actual 238 742 4,529 8,465 7,439 10,994 1,589 -5,850 -78.6

Total Cash - Target 264 843 48,000 57,820 54,613 64,718 46,718 -7,895 -14.5

Total Cash - Actual 284 946 46,455 57,038 54,194 63,000 43,829 -10,365 -19.1

LTI (B-S) * 5 13 -- 1,938 1,619 --

LTI (Accounting Cost) ** 4 12 -- 2,339 1,619 --

LTI % of Base (B-S) * 5 13 1.3 2.7 1.5 5.0

LTI % of Base (Acctg Cost) ** 4 12 -- 3.1 1.5 --

TDC Actual (B-S) 284 946 46,455 57,065 54,212 63,000 43,829 -10,383 -19.2

Car Benefit Value ** 2 4 -- -- -- -- -- --

Loan 33 162 507 1,918 908 2,708

Retirement 258 826 6,640 7,835 7,830 9,014

Life 257 857 154 236 214 291

Health Benefit (Dental & Vision) 256 843 358 666 518 979

Total Benefits 268 886 7,403 8,844 8,924 10,508

Total Rem - Actual 271 890 53,773 66,109 63,134 73,952

Total Rem - Actual less LTI 271 890 53,773 66,081 63,120 73,952

© 2010 Mercer LLC

2* One or more organizations have contributed a proportion of incumbents that may create a dominating influence. ** Percentiles are suppressed in this analysis due to a dominating influence of one organization. Mercer suggests creating 'Organization Weighted' results to eliminate any dominating influences.

07 – Feb – 12 03:56:01AMComprehensive Detail Report - Detail

2010 SG TRS All Industries Non-Executive Premium (Apr) (Singapore Dollar In Whole Numbers)Accountant - Experienced - 210.316.350Common Duties and Responsibilities: Perform a variety of accounting activities in accordance with accounting principles and standards to control the organisation's financial resources and ensure that it complies with all relevant regulations, laws, and reporting requirements. Reconcile accounts, post journal entries, and maintain a complete and accurate general ledger in accordance with accounting principles and reporting schedules so that the organisation has a full and accurate statement of its financial position.Collect, compile, verify, and analyse financial information and prepare financial reports and accounting statements so that senior management has accurate and timely information for making financial decisions. These reports may include profit and loss statements, balance sheets, depreciation statements, cash flow, debtor and creditor lists, repayment schedules, regulatory reports and filings.Provide technical accounting advice within area of expertise to functional or operational areas managers to help them develop revenue and expense budgets, understand financial reports, and manage their financial responsibilities. Normally Reports To: MUPC level 23, e.g., Accounting Supervisor; MUPC level 22, e.g., Accounting Manager; Minimum Qualifications: University (Degree); Years of Experience: Up to 1.5

All Data

Yes Count No Count Yes % No %

STI Eligibility 895 51 95 5

Sales Incentive Eligibility 1 943 0 100

LTI Eligibility 25 921 3 97

© 2010 Mercer LLC

3* One or more organizations have contributed a proportion of incumbents that may create a dominating influence. ** Percentiles are suppressed in this analysis due to a dominating influence of one organization. Mercer suggests creating 'Organization Weighted' results to eliminate any dominating influences.

07 – Feb – 12 03:56:01AMComprehensive Detail Report - Detail

Weighted Market Data – Quick Report

2010 SG TRS All Industries Non-Executive Premium (Apr) (Singapore Dollar In Whole Numbers)

Accountant - Experienced - 210.316.350

Common Duties and Responsibilities: Perform a variety of accounting activities in accordance with accounting principles and standards to control the organisation's financial resources and ensure that it complies with all relevant regulations, laws, and reporting requirements. Reconcile accounts, post journal entries, and maintain a complete and accurate general ledger in accordance with accounting principles and reporting schedules so that the organisation has a full and accurate statement of its financial position.Collect, compile, verify, and analyse financial information and prepare financial reports and accounting statements so that senior management has accurate and timely information for making financial decisions. These reports may include profit and loss statements, balance sheets, depreciation statements, cash flow, debtor and creditor lists, repayment schedules, regulatory reports and filings.Provide technical accounting advice within area of expertise to functional or operational areas managers to help them develop revenue and expense budgets, understand financial reports, and manage their financial responsibilities. Normally Reports To: MUPC level 23, e.g., Accounting Supervisor; MUPC level 22, e.g., Accounting Manager; Minimum Qualifications: University (Degree); Years of Experience: Up to 1.5

All Data

Num Orgs Num Obs Org Wtd 25th %ile

Org Wtd Mean

Org Wtd Median

Org Wtd 75th %ile

Base (Annual) 284 946 43,512 51,082 49,105 56,189

Total Guaranteed Cash Comp 284 946 43,824 51,448 49,449 56,469

Total Cash - Target 264 843 49,117 58,164 56,258 64,252

Total Cash - Actual 284 946 48,604 57,506 55,517 61,800

TDC Actual (B-S) 284 946 48,604 57,541 55,534 61,800

Total Rem - Actual 271 890 56,256 66,632 64,561 72,113

Total Rem - Actual less LTI 271 890 56,256 66,595 64,561 72,113

© 2010 Mercer LLC

1* One or more organizations have contributed a proportion of incumbents that may create a dominating influence. ** Percentiles are suppressed in this analysis due to a dominating influence of one organization. Mercer suggests creating 'Organization Weighted' results to eliminate any dominating influences.

07 – Feb – 12 04:20:57AMWeighted Quick Report

Weighted Market Data – Comprehensive Detail Report

2010 SG TRS All Industries Non-Executive Premium (Apr) (Singapore Dollar In Whole Numbers)

Accountant - Experienced - 210.316.350Common Duties and Responsibilities: Perform a variety of accounting activities in accordance with accounting principles and standards to control the organisation's financial resources and ensure that it complies with all relevant regulations, laws, and reporting requirements. Reconcile accounts, post journal entries, and maintain a complete and accurate general ledger in accordance with accounting principles and reporting schedules so that the organisation has a full and accurate statement of its financial position.Collect, compile, verify, and analyse financial information and prepare financial reports and accounting statements so that senior management has accurate and timely information for making financial decisions. These reports may include profit and loss statements, balance sheets, depreciation statements, cash flow, debtor and creditor lists, repayment schedules, regulatory reports and filings.Provide technical accounting advice within area of expertise to functional or operational areas managers to help them develop revenue and expense budgets, understand financial reports, and manage their financial responsibilities. Normally Reports To: MUPC level 23, e.g., Accounting Supervisor; MUPC level 22, e.g., Accounting Manager; Minimum Qualifications: University (Degree); Years of Experience: Up to 1.5

All Data

Num Orgs Num Obs Org Wtd 25th %ile

Org Wtd Mean

Org Wtd Median

Org Wtd 75th %ile

Nbr Months 284 946 13 13 13 13

Base (Monthly) 284 946 3,347 3,965 3,893 4,367

Base (Annual) 284 946 43,512 51,082 49,105 56,189

Base (12 Months) 284 946 40,165 47,578 46,710 52,404

Transportation Allowance 29 47 1,200 2,514 1,800 3,692

Meal Allowance 6 6 340 642 540 1,020

Housing Allowance * 3 5 -- 7,017 -- --

Skill Allowance ** 2 6 -- -- -- --

Shift Allowance 0 0 -- -- -- --

Total Guaranteed Allowances 55 104 876 2,493 1,800 3,600

© 2010 Mercer LLC

1* One or more organizations have contributed a proportion of incumbents that may create a dominating influence. ** Percentiles are suppressed in this analysis due to a dominating influence of one organization. Mercer suggests creating 'Organization Weighted' results to eliminate any dominating influences.

07 – Feb – 12 04:03:42AMWeighted Comprehensive Detail Report

2010 SG TRS All Industries Non-Executive Premium (Apr) (Singapore Dollar In Whole Numbers)

Accountant - Experienced - 210.316.350Common Duties and Responsibilities: Perform a variety of accounting activities in accordance with accounting principles and standards to control the organisation's financial resources and ensure that it complies with all relevant regulations, laws, and reporting requirements. Reconcile accounts, post journal entries, and maintain a complete and accurate general ledger in accordance with accounting principles and reporting schedules so that the organisation has a full and accurate statement of its financial position.Collect, compile, verify, and analyse financial information and prepare financial reports and accounting statements so that senior management has accurate and timely information for making financial decisions. These reports may include profit and loss statements, balance sheets, depreciation statements, cash flow, debtor and creditor lists, repayment schedules, regulatory reports and filings.Provide technical accounting advice within area of expertise to functional or operational areas managers to help them develop revenue and expense budgets, understand financial reports, and manage their financial responsibilities. Normally Reports To: MUPC level 23, e.g., Accounting Supervisor; MUPC level 22, e.g., Accounting Manager; Minimum Qualifications: University (Degree); Years of Experience: Up to 1.5

All Data

Num Orgs Num Obs Org Wtd 25th %ile

Org Wtd Mean

Org Wtd Median

Org Wtd 75th %ile

Total Guaranteed Cash Comp 284 946 43,824 51,448 49,449 56,469

STI Actual 233 733 3,885 7,477 6,535 9,398

STI Actual % Base 233 733 8.1 14.8 13.3 19.0

STI Target 245 792 4,353 6,897 5,984 8,514

STI Target % of Base 245 792 8.0 13.7 12.5 17.4

Sales Incentive Actual 0 0 -- -- -- --

Sales Incentive Actual % Base 0 0 -- -- -- --

Sales Incentive Target ** 1 1 -- -- -- --

Sales Incentive Target % Base ** 1 1 -- -- -- --

Other STI Actual 11 21 2,645 5,531 4,146 6,063

© 2010 Mercer LLC

2* One or more organizations have contributed a proportion of incumbents that may create a dominating influence. ** Percentiles are suppressed in this analysis due to a dominating influence of one organization. Mercer suggests creating 'Organization Weighted' results to eliminate any dominating influences.

07 – Feb – 12 04:03:42AMWeighted Comprehensive Detail Report

2010 SG TRS All Industries Non-Executive Premium (Apr) (Singapore Dollar In Whole Numbers)

Accountant - Experienced - 210.316.350Common Duties and Responsibilities: Perform a variety of accounting activities in accordance with accounting principles and standards to control the organisation's financial resources and ensure that it complies with all relevant regulations, laws, and reporting requirements. Reconcile accounts, post journal entries, and maintain a complete and accurate general ledger in accordance with accounting principles and reporting schedules so that the organisation has a full and accurate statement of its financial position.Collect, compile, verify, and analyse financial information and prepare financial reports and accounting statements so that senior management has accurate and timely information for making financial decisions. These reports may include profit and loss statements, balance sheets, depreciation statements, cash flow, debtor and creditor lists, repayment schedules, regulatory reports and filings.Provide technical accounting advice within area of expertise to functional or operational areas managers to help them develop revenue and expense budgets, understand financial reports, and manage their financial responsibilities. Normally Reports To: MUPC level 23, e.g., Accounting Supervisor; MUPC level 22, e.g., Accounting Manager; Minimum Qualifications: University (Degree); Years of Experience: Up to 1.5

All Data

Num Orgs Num Obs Org Wtd 25th %ile

Org Wtd Mean

Org Wtd Median

Org Wtd 75th %ile

Other STI Actual % Base 11 21 5.3 10.3 7.7 9.1

Other STI Target 9 21 2,283 5,343 3,289 6,756

Other STI Target % Base 9 21 5.1 10.4 6.7 14.2

Total STI - Target 249 800 4,434 7,015 6,251 8,580

Total STI - Actual 238 742 3,906 7,576 6,538 9,529

Total Cash - Target 264 843 49,117 58,164 56,258 64,252

Total Cash - Actual 284 946 48,604 57,506 55,517 61,800

LTI (B-S) * 5 13 1,567 2,243 1,938 3,072

LTI (Accounting Cost) ** 4 12 -- 2,831 1,779 --

LTI % of Base (B-S) * 5 13 1.8 3.9 4.3 5.9

© 2010 Mercer LLC

3* One or more organizations have contributed a proportion of incumbents that may create a dominating influence. ** Percentiles are suppressed in this analysis due to a dominating influence of one organization. Mercer suggests creating 'Organization Weighted' results to eliminate any dominating influences.

07 – Feb – 12 04:03:42AMWeighted Comprehensive Detail Report

2010 SG TRS All Industries Non-Executive Premium (Apr) (Singapore Dollar In Whole Numbers)

Accountant - Experienced - 210.316.350Common Duties and Responsibilities: Perform a variety of accounting activities in accordance with accounting principles and standards to control the organisation's financial resources and ensure that it complies with all relevant regulations, laws, and reporting requirements. Reconcile accounts, post journal entries, and maintain a complete and accurate general ledger in accordance with accounting principles and reporting schedules so that the organisation has a full and accurate statement of its financial position.Collect, compile, verify, and analyse financial information and prepare financial reports and accounting statements so that senior management has accurate and timely information for making financial decisions. These reports may include profit and loss statements, balance sheets, depreciation statements, cash flow, debtor and creditor lists, repayment schedules, regulatory reports and filings.Provide technical accounting advice within area of expertise to functional or operational areas managers to help them develop revenue and expense budgets, understand financial reports, and manage their financial responsibilities. Normally Reports To: MUPC level 23, e.g., Accounting Supervisor; MUPC level 22, e.g., Accounting Manager; Minimum Qualifications: University (Degree); Years of Experience: Up to 1.5

All Data

Num Orgs Num Obs Org Wtd 25th %ile

Org Wtd Mean

Org Wtd Median

Org Wtd 75th %ile

LTI % of Base (Acctg Cost) ** 4 12 -- 4.5 3.2 --

TDC Actual (B-S) 284 946 48,604 57,541 55,534 61,800

Car Benefit Value ** 2 4 -- -- -- --

Loan 33 162 480 1,923 877 2,927

Retirement 258 826 7,014 7,982 7,905 8,894

Life 257 857 167 243 223 306

Health Benefit (Dental & Vision) 256 843 381 680 533 991

Total Benefits 268 886 7,753 9,020 9,032 10,331

Total Rem - Actual 271 890 56,256 66,632 64,561 72,113

Total Rem - Actual less LTI 271 890 56,256 66,595 64,561 72,113

© 2010 Mercer LLC

4* One or more organizations have contributed a proportion of incumbents that may create a dominating influence. ** Percentiles are suppressed in this analysis due to a dominating influence of one organization. Mercer suggests creating 'Organization Weighted' results to eliminate any dominating influences.

07 – Feb – 12 04:03:42AMWeighted Comprehensive Detail Report

Your Position vs. Market

Market Comparison Detail Report

2010 SG TRS All Industries Non-Executive Premium (Apr) (SGD In Whole Numbers) - All DataExecutive Secretary - Senior (220.108.410)

Common Duties and Responsibilities: Provide high level secretarial and administrative support for one or more of the organisation's executives, requiring discretion, confidentiality, a good understanding of technical and business vocabulary, and a detailed knowledge of the organisation's operations, procedures, and people. Manage the executive's schedules. Make travel arrangements to make best use of their time. Gather, compile, verify, and analyse information for the executive's use in documents such as memos, letters, reports, speeches, presentations, and news releases. Facilitate smooth communications between the executive and coworkers and between the executive and external parties such as media, customers, and the public. Handle confidential information. Maintain the security of the executive's records and files. Monitor, review, and approve standard expenditures to ensure the activities of the office are conducted within established budgets. Perform tasks using independent judgement and discretion; e.g., preparing documents and presentation materials; screening and responding to incoming correspondence, inquiries, and phone calls; drafting letters and official information releases; arranging and attending meetings; taking and distributing minutes. Normally Reports To: MUPC level 12, e.g., Head of Sales and Marketing or Head of Finance and Accounting; or MUPC level, e.g., 13 Head of Audit; Minimum Qualifications: University (Degree); Years of Experience: 1 to 4

© 2010 Mercer LLC

1* One or more organizations have contributed a proportion of incumbents that may create a dominating influence. ** Percentiles are suppressed in this analysis due to a dominating influence of one organization. Mercer suggests creating 'Organization Weighted' results to eliminate any dominating influences.

07 – Feb – 12 03:39:15AMMarket Comparison with Chart

2010 SG TRS All Industries Non-Executive Premium (Apr) (SGD In Whole Numbers) - All DataExecutive Secretary - Senior (220.108.410)

Common Duties and Responsibilities: Provide high level secretarial and administrative support for one or more of the organisation's executives, requiring discretion, confidentiality, a good understanding of technical and business vocabulary, and a detailed knowledge of the organisation's operations, procedures, and people. Manage the executive's schedules. Make travel arrangements to make best use of their time. Gather, compile, verify, and analyse information for the executive's use in documents such as memos, letters, reports, speeches, presentations, and news releases. Facilitate smooth communications between the executive and coworkers and between the executive and external parties such as media, customers, and the public. Handle confidential information. Maintain the security of the executive's records and files. Monitor, review, and approve standard expenditures to ensure the activities of the office are conducted within established budgets. Perform tasks using independent judgement and discretion; e.g., preparing documents and presentation materials; screening and responding to incoming correspondence, inquiries, and phone calls; drafting letters and official information releases; arranging and attending meetings; taking and distributing minutes. Normally Reports To: MUPC level 12, e.g., Head of Sales and Marketing or Head of Finance and Accounting; or MUPC level, e.g., 13 Head of Audit; Minimum Qualifications: University (Degree); Years of Experience: 1 to 4

25th %ile 75th %ile Median My Data Amount

Diff Median % Diff Median

Annual Base Salary 45,500 65,000 54,898 40,704 -14,194 -25.9

Total Guaranteed Cash Compensation 45,500 65,610 54,980 40,704 -14,276 -26.0

Total Cash Compensation (Target) 52,866 75,277 63,299 45,723 -17,576 -27.8

Total Cash Compensation (Actual) 52,049 75,442 62,815 43,326 -19,489 -31.0

Total Direct Compensation, Actual (Black-Scholes)

52,049 75,496 62,815 43,326 -19,489 -31.0

Total Remuneration (Actual) 60,392 87,769 74,115 45,139 -28,976 -39.1

Total Remuneration (Actual), less LTI 60,136 87,640 74,063 45,139 -28,924 -39.1

© 2010 Mercer LLC

2* One or more organizations have contributed a proportion of incumbents that may create a dominating influence. ** Percentiles are suppressed in this analysis due to a dominating influence of one organization. Mercer suggests creating 'Organization Weighted' results to eliminate any dominating influences.

07 – Feb – 12 03:39:15AMMarket Comparison with Chart

Company Trendline Scatter Graph

2010 SG TRS All Industries Non-Executive Premium (Apr) (SGD In Whole Numbers)All Data

Annual Base Salary

© 2010 Mercer LLC

1* One or more organizations have contributed a proportion of incumbents that may create a dominating influence. ** Percentiles are suppressed in this analysis due to a dominating influence of one organization. Mercer suggests creating 'Organization Weighted' results to eliminate any dominating influences.

08 – Feb – 12 02:22:24AMCompany Trendline Scatter Graph

Company Trendline Table

Annual Base Salary

Regr25th %ile

RegrMean

RegrMedian

Regr75th %ile

TrendLine

My Data Amount

DiffAmount Diff %

40 13,090 16,051 15,642 18,512

41 14,840 18,209 17,729 20,996

42 16,825 20,657 20,094 23,813

43 19,074 23,434 22,775 27,007

44 21,625 26,585 25,814 30,630

45 24,517 30,159 29,258 34,740 34,677 39,600 10,342 35.3

46 27,796 34,214 33,162 39,400 40,274 47,320 14,158 42.7

47 31,513 38,814 37,586 44,686 46,775 43,554 5,968 15.9

48 35,727 44,032 42,601 50,681 54,325 43,296 695 1.6

49 40,504 49,952 48,285 57,480 63,093 49,309 1,024 2.1

50 45,921 56,668 54,727 65,192 73,277 88,567 33,840 61.8

51 52,062 64,287 62,029 73,938 85,104 74,690 12,661 20.4

52 59,024 72,930 70,305 83,857 98,841 86,714 16,409 23.3

© 2010 Mercer LLC

3* One or more organizations have contributed a proportion of incumbents that may create a dominating influence. ** Percentiles are suppressed in this analysis due to a dominating influence of one organization. Mercer suggests creating 'Organization Weighted' results to eliminate any dominating influences.

08 – Feb – 12 02:24:58AMCompany Trendline Table

2010 SG TRS All Industries Non-Executive Premium (Apr) (SGD In Whole Numbers)All Data

53 66,917 82,736 79,685 95,107 114,794 107,711 28,026 35.2

54 75,865 93,860 90,317 107,867 133,323 154,137 63,820 70.7

55 86,010 106,479 102,367 122,338 154,843 197,406 95,039 92.8

56 97,512 120,795 116,025 138,750 179,836

57 110,552 137,036 131,505 157,365 208,863

58 125,336 155,460 149,050 178,476 242,575 377,000 227,950 152.9

59 142,097 176,361 168,937 202,420 281,728 260,004 91,067 53.9

60 161,099 200,073 191,476 229,577 327,201 227,776 36,300 19.0

61 182,642 226,972 217,023 260,376

62 207,066 257,488 245,979 295,307

63 234,756 292,107 278,797 334,925

© 2010 Mercer LLC

4* One or more organizations have contributed a proportion of incumbents that may create a dominating influence. ** Percentiles are suppressed in this analysis due to a dominating influence of one organization. Mercer suggests creating 'Organization Weighted' results to eliminate any dominating influences.

08 – Feb – 12 02:24:58AMCompany Trendline Table

2010 SG TRS All Industries Non-Executive Premium (Apr) (SGD In Whole Numbers)All Data