Human Resouce, Compensation & beneits

1. COMPENSATION
"If you pick the right people and give them the opportunity to spread their wings - and put
compensation and rewards as a carrier behind it - you almost don't have to manage them."
-Jack Welch
Compensation (meaning)
Compensation is a systematic approach to providing monetary value to employees in
exchange for work performed. Compensation may achieve several purposes assisting in
recruitment, job performance, and job satisfaction.
How is compensation used?
Compensation is a tool used by management for a variety of purposes to further the
existence of the company. Compensation may be adjusted according the business needs,
goals, and available resources.
Compensation may be used to:
 Recruit and retain qualified employees.
 Increase or maintain morale/satisfaction.
 Reward and encourage peak performance.
 Achieve internal and external equity.
 Reduce turnover and encourage company loyalty.
 Modify (through negotiations) practices of unions.
Recruitment and retention of qualified employees is a common goal shared by many
employers. To some extent, the availability and cost of qualified applicants for open
positions is determined by market factors beyond the control of the employer. While an
employer may set compensation levels for new hires and advertise those salary ranges, it
does so in the context of other employers seeking to hire from the same applicant pool.
Morale and job satisfaction are affected by compensation. Often there is a balance
(equity) that must be reached between the monetary values, the employer is willing to
pay and the sentiments of worth felt be the employee. In an attempt to save money,

2. employers may opt to freeze salaries or salary levels at the expense of satisfaction and
morale. Conversely, an employer wishing to reduce employee turnover may seek to
increase salaries and salary levels.
Compensation may also be used as a reward for exceptional job performance. Examples
of such plans include: bonuses, commissions, stock, profit sharing, gain sharing.
What are the components of a compensation system?
Compensation will be perceived by employees as fair if based on systematic components.
Various compensation systems have developed to determine the value of positions. These
systems utilize many similar components including job descriptions, salary
ranges/structures, and written procedures.
The components of a compensation system include:
 Job Descriptions A critical component of both compensation and selection
systems, job descriptions define in writing the responsibilities, requirements,
functions, duties, location, environment, conditions, and other aspects of jobs.
Descriptions may be developed for jobs individually or for entire job families.
 Job Analysis The process of analyzing jobs from which job descriptions are
developed. Job analysis techniques include the use of interviews, questionnaires,
and observation.
 Job Evaluation A system for comparing jobs for the purpose of determining
appropriate compensation levels for individual jobs or job elements. There are
four main techniques: Ranking, Classification, Factor Comparison, and Point
Method.
 Pay Structures Useful for standardizing compensation practices. Most pay
structures include several grades with each grade containing a minimum
salary/wage and either step increments or grade range. Step increments are
common with union positions where the pay for each job is pre-determined
through collective bargaining.
 Salary Surveys Collections of salary and market data. May include average
salaries, inflation indicators, cost of living indicators, salary budget averages.

3. Companies may purchase results of surveys conducted by survey vendors or may
conduct their own salary surveys. When purchasing the results of salary surveys
conducted by other vendors, note that surveys may be conducted within a specific
industry or across industries as well as within one geographical region or across
different geographical regions. Know which industry or geographic location the
salary results pertain to before comparing the results to your company.
 Policies and Regulations
What are different types of compensation?
Different types of compensation include:
 Base Pay
 Commissions
 Overtime Pay
 Bonuses, Profit Sharing, Merit Pay
 Stock Options
 Travel/Meal/Housing Allowance
 Benefits including: dental, insurance, medical, vacation, leaves, retirement,
taxes...

4. Compensation Tips: Everything is Negotiable
It's all negotiable. Every new job -- every performance review, in fact -- is an opportunity
to negotiate base salary, various kinds of bonuses, benefits, stock options, and other
incentives that add to job satisfaction and provide financial security. Taking control of
your job search and conducting a smart search that takes into account more than just
financial considerations can also lead to that elusive condition called happiness. Are you
prepared to negotiate for happiness?
The negotiation process is an opportunity to define, communicate, and achieve what you
want. But to get the right job that pays what you deserve, you'll need to do your
homework. The first step in the negotiation clinic is to understand the negotiation basics.
Negotiation requires gathering information, planning your approach, considering
different alternatives and viewpoints, communicating clearly and specifically, and
making decisions to reach your goal. “The author Maryanne L. Wegerbauer” In her book,
describes how each party in a negotiation can fulfill specific needs and wants of the other
party, a concept called "relative power." According to Wegerbauer, understanding your
strengths and resources; being able to respond to the needs of the other party; and
knowing your competition enable you to assess your bargaining position more accurately.
Learn the power factors
What is your power over the other side of the table? Relative power, Wegerbauer says, is
a function of the following.
Business climate factors
- and profession-specific knowledge and skills

5. Company factors
n the business cycle (startup, growing, stable, turnaround)
Hiring manager factors
-making authority
Applicant factors
nique knowledge/skill set
Plan and communicate
A negotiation is composed of two major steps: planning (research and strategy) and
communication (information exchange and agreement. In the planning step, get as much
information as you can up front and, using both the company's written and unwritten
signals, map your skills against what the company values.
Give it time
Timing is also important. Remember that the best time to negotiate is after a serious job
offer has been made and before you have accepted it. Once you are clear about the initial
offer, you can express interest and even enthusiasm, but ask for more time to consider the
job offer. Wegerbauer suggests that this request is made "in light of the importance of the
decision." Sometimes you can split up the negotiating session into two meetings: one to

6. firm up the job design and responsibilities and the second to go over compensation and
benefits. The key message here is not to make an impulsive decision. If they really want
you, there's time.
Consider the alternatives
You should be prepared with a rationale for everything to strengthen your position.
Counteroffers are an expected part of many negotiations, so be sure to remain flexible.
Keep in mind that different companies can give negotiations more or less latitude.
Smaller companies may be more flexible than large, bureaucratic companies. Unionized
companies usually have very little room for individual negotiations.
Negotiate for a win-win
Remember that the negotiation is not about strong-arm tactics or win/lose. It is a two-way
process where you and your prospective employer are each trying to get something you
need. In a negotiation, you're both designing the terms of a transaction so that each of you
will receive the maximum benefit from the final agreement.
Above Source: By Linda Jenkins, Salary.com

7. Compensation trends in India
India’s transition to a market driven economy began in 1991 with the introduction of
liberalization (pro-market economic reforms). Prior to 1991, the Government was (and
still is) the biggest employer and job creator, accounting for over 85% of post-
matriculation (High School) jobs. Pay was largely determined by high-level agreements
between employee unions and the Government and was largely guaranteed in nature. A
similar situation was prevalent in the private sector, where Government pay scales were
often used as a benchmark in fixing and revising pay. Compensation packages were low
on cash and high on fringe benefits such as accommodation, cars, and subsidized loans.
Variable pay was largely restricted to top and senior management in few private sector
enterprises. Grading systems were largely industry-wide and salary progression was
purely determined by length of service.
Current trends
Productivity gains (4% in 2003-04), fast growth in real wages (40% over the last 5 years),
a booming but extremely competitive economy (GDP growth of 6%), simplification of
tax rules and emergence of knowledge-based industries such as Information Technology
& Outsourcing Services, Healthcare etc are key factors that have influenced
compensation in India post liberalization. Compensation is now characterized by a Total
Cost of Employment approach, a rapid movement to flexible benefits, and increasing
levels of variable pay (variable pay now forms about 7% - 35% of fixed pay). Grade
structures have become organization specific and salary progression is driven by market
forces and individual performance. Average salary increases over 2003-04 ranged from
5% - 20%. The average increase was 11%. While most organizations benchmark
compensation nationally within a select group of competitors, a few organizations are
beginning to benchmark themselves internationally at senior management levels. India
has the fastest compensation increase rate in the Asian region at 11.7% and it also has the
highest labour turnover in the region.

8. Different compensation plans - how do they affect your financial results
With the introduction of FRS 102 Share-based Payment, companies are required to
recognize the expenses of employee equity compensation schemes with effect from 1
January 2005. This article highlights the major implications to the financial results of the
three most common equity compensation schemes, namely share option scheme,
performance shares scheme, and Share Appreciation Rights (SAR, also known as
phantom share scheme).
Key Characteristics
The key characteristics of each scheme are as follows:
Share option scheme
 The company grants employees the right to subscribe for new shares in the
company at a fixed price.
 Employees are required to pay the company the exercise price in consideration for
the shares.
 Employees can generally only exercise the right after remaining in service with
the company for a period of time and/or after meeting certain performance targets.
 The right would generally expire after a period of 5 to 10 years from the date of
the grant.
Performance share scheme
 The company grants employees shares in the company.
 Employees will generally receive the shares, at no cost, after remaining in service
with the company for a period of time and/or after meeting certain performance
targets.

9. Share Appreciation Rights
 Similar to the share option scheme except that:
Upon exercise of the option, the employees do not pay the exercise price to the
company nor receive the shares; instead, they are paid the difference between the
exercise price and the market price of the shares in cash.
While all three schemes require the use of fair values of the share options or shares for
the recognition of the compensation expense over the vesting period, the impact on the
company’s financial position and financial results is different.
Impact on net assets
The three schemes have a different effect on the net asset values of companies. Under
FRS 102, share option scheme and performance share scheme are considered “equity-
settled”. This means that in recognizing an expense for the compensation costs, a
corresponding increase in shareholders’ equity is recognized. Hence, the net asset
position of the company is unchanged. In contrast, obligations under SAR schemes are
considered liabilities of the company, as there would be a cash settlement when the right
is exercised. The recognition of the compensation cost under SAR results in a decrease in
the net asset of the company.

10. IMPACT ON EARNINGS VOLATILITY
(1) Revaluation of share options/shares during life of grant
With share option and performance share grants, fluctuations in the values of the share
options and shares during the life of the grant do not affect the results of the company.
This is because the measurement of the share option or share is determined at the date of
the grant and is not subsequently revalued. In contrast, for SAR, the company is required
to revalue the SAR at every reporting date until the right is settled or expires. This is
because the company has to measure its liability (cash payment to employees) at the
expected settlement amount. Hence, SAR schemes create more volatility to the financial
results. In addition, more resources are also required to perform the revaluation at every
reporting date.
SAR will continue to impact earnings even after the vesting period because the liability is
re-measured until the exercise date.
(2) Treatment of unvested rights
The compensation cost is a function of number of options or shares that are expected to
vest by the vesting date and the fair value of the option or share. In estimating the number
of options or shares expected to vest, only non-market based conditions, which are not
based on the market performance of the shares, are considered. These non-market based
conditions include the continuance of service over a period of time, and the meeting of a
certain revenue target. If no employees meet the non-market based vesting condition by
the vesting date, the company does not incur any expense. No performance shares would
be issued for performance share schemes and no share options or SAR would vest. If
share options or SAR are vested by vesting date, the financial impact of the two schemes
is different.

11. For share option schemes, if the share options are not subsequently exercised by the
employees (for instance, because the options are out of the money), the company is not
allowed to reverse the expenses already charged to the income statement. For SAR
schemes, the liabilities are stated at the expected cash settlement. If the SAR is not
subsequently exercised, the company is allowed to reverse the expenses previously
charged to the income statement.
Impact on Tax
Regardless of the above changes, charges to an entity’s income statement relating to
share option or performance share schemes, in form of capital or notional cost (such as
cost of options granted), are not tax-deductible. Compensation charges that represent
actual outgoings (cash outflow or actual liability) to the company may be deductible such
as the buying back of its own shares, i.e. treasury shares, to satisfy the obligation to the
employees.
In addition, such share-based compensation costs must be directly related to the
employee’s employment compensation benefits in Singapore to be tax-deductible. The
compensation costs to the entity should match the services rendered by the employee to
the same entity. Certain steps must be taken to support the claim for a deduction.
Impact on Earnings Per Share
Share option and performance share grants have a dilutive effect on EPS, as shares will
be issued. For SAR schemes, shares are not issued; hence there is no dilutive effect on
EPS.
Moving forward
Prior to the implementation of FRS 102, the design of the share compensation plan is
often dependent on non-financial factors as the company is not required to recognize an
expense on the equity instrument granted. However, with the implementation of FRS
102, it is critical for companies to consider and analyse the financial impact, arising from
the design and structure of the scheme, at an early stage.

12. REWARDS AND BENEFITS AT IBM
Whether you're joining IBM as a fresh graduate or a seasoned professional, we believe
that everyone who works here should feel valued and appreciated. That is why we offer a
Total Compensation package that includes both Cash Compensation and Benefits.
Cash compensation
We want to ensure that IBM continues to attract, retain and motivate high-performing
people. As such, we offer a cash compensation structure that will recognise your specific
skills and business expertise. After all, they allow us to deliver best-of-class solutions for
our clients. Our compensation structure takes different forms to reflect individual
performance levels. It includes Base Pay, Fixed Bonuses, Allowances, or Other Payments
relevant to the local market. Performance Bonus and Sales Incentives may also be
included in your total cash compensation, and are used to ensure you are paid
competitively within the market.
Performance bonus
Another principle we follow to attract, motivate and retain the most talented employees is
to offer a Performance bonus. If you are a regular employee, you will have some portion
of your annual compensation tied directly to business results. This is to ensure you
receive the appropriate recognition and rewards.
Global recognition program
This is the pinnacle of sales excellence within IBM! We want you to know that we value
your contributions and appreciate your leadership. Our Global Recognition Program is
designed to bring out your best, and encourage you to inspire and motivate others.
Employee stock purchase plan
Since 1958, IBM has offered stock purchase plans because we believe in the value of
employee ownership. All regular employees, including IBMers who are regular part-
timers, are eligible to participate in the plan if they choose. Let's grow the company
together!

13. Note: Governmental regulations may prohibit offering the plan or may dictate different
plan provisions in certain countries.
Healthcare, well-being and personal benefits
We offer a range of personal benefits such as medical schemes, dental schemes, health
screening, wellness programmes, retirements and insurance programmes. You may even
be able to include your spouse/partner and dependants under your coverage for greater
peace of mind. We try to be as flexible as possible, so you choose what is appropriate for
your personal needs.
Flexibility and work-life balance
Quite simply, you are IBM's key to business success. We are committed to creating a
workplace culture and environment in which you can balance your career with your
personal priorities. We offer a number of programmes, ranging from staggered work
hours to working from home to part time regular work, which give you the opportunity to
achieve a better work/life balance.
Additional programmes
You will find that many of the benefits at IBM are designed to make life a little easier
and a lot more fun! IBM offers employees various discounts for goods and services -
IBM Personal Computer Purchase, Housing Assistance Purchase Plan, Car Purchase
Assistance Plan, Child Care Services, Mobile Phone Plans, Fitness Centres, and
Educational courses. You are also automatically eligible to join our many recreational,
social and cultural clubs, and events. Best of all, they're not just for you, but for your
entire family as well.
Staggered working hours
If you would prefer to work from home or start later in the day, you can at IBM. We give
you the flexibility to manage your work hours, so you can meet the needs of your
personal life.

14. COMPENSATION & BENEFIT PRACTICES, PROGRAMS, AND POLICIES.
Employee Benefits:
Benefit Plan Costs
Health Care Plans
(PPO, POS, HMO, HSA)
Dental Care Plans
Retirement Plans
Flexible Benefit Plans
Disability Benefit Plans
Group Life & AD&D Insurance Plans
Benefits for Part-Time Employees
Domestic Partner Benefits
Employee Policies and Programs:
Paid-Time Off (PTO)
Alternative Work Schedules
(including Telecommuting)
Recruiting and Hiring
Hiring Bonuses
Referral Bonuses
Retention Bonuses
Severance Practices
Workplace Environment
Career Planning & Professional
Development
Military Leave Policy
Benefit Plan Costs
 Benefit Costs as Percent of Payroll
o Medical, Dental, Vision, Disability, Life, AD&D Plans
o Retirement Plans
 Benefits Costs as a Monthly Amount Per Employee
o Medical, Dental, Vision, Disability, Life, AD&D Plans
o Retirement Plans
Health Care Plans (PPO, HMO, POS)
 Monthly Premiums
o Premium Cost

15. o Percent of Premiums Paid by Company
 Deductibles
o Percent of Plans with Deductibles
o Annual Deductible Amounts
 Coinsurance
o Percent of Expense Covered by Plan
 Out-of-Pocket Maximums (OOP)
o Percent of Plans with OOP Maximums
o Annual OOP Amounts
 Lifetime Reimbursement Limits
o Percent of Plans with Lifetime Limits
 Office Visit and Prescription Co-Payments
 Domestic Partner Medical Benefits
HSA Qualified Health Plans
 Impact on Other Healthcare Options
 Monthly Premium Costs
 Percent of Premiums Paid by Company
 Annual Deductibles
 Out-of-Pocket Maximums (OOP)
 Lifetime Reimbursement Limits
 Prescription Expense Coverage
 Company Contributions
Dental Care Plans
 Types of Dental Plans Offered
 Timing of Employee Eligibility to Enroll
 Expenses Covered
 Costs of Monthly Premiums
 Percent of Monthly Premium Paid by Company

16.  Deductibles and Co-Insurance
 Out-of-Pocket (OOP) Maximums
 Orthodontic Expense Coverage
 Orthodontic Reimbursement Limits
Retirement Plans
 Types of Retirement Plans Available to Employees
o Defined Benefit Plan
o 401(k)
o Simple-IRA
o Profit Sharing Plan
o ESOP
o SEP-IRA
o Salary Reduction SEP
 Eligibility Requirements
 When do Employee Contributions Fully Vest
 Retirement Plan Costs
o as a Percentage of Payroll
o per Employee
 401(k) Matching Policy
Flexible Benefit Plans
 Premium Conversion/Premium Only Plan (POP)
 Unreimbursed Medical Expenses (UME)
 Dependent Child Care Expenses (DCC)
 Dependent Adult Care Expenses (DAC)
 Adoption Assistance Expenses (AAE)
 Cafeteria Plan
 Transportation Benefit Plan
Disability Benefit Plans (Short- and Long-Term)

17.  Who Pays the Premium
 Eligibility for Disability Benefits
 Waiting Periods
 Duration of Plans
 Setting Amount of Disability Benefits
 Disability Payouts
Group Life & AD&D Insurance Plans
 Group Life Plans
o Benefit Amounts
o Cost Coverage
o Supplemental Life Insurance
 Accidental Death & Dismemberment (AD&D) Insurance
o Benefit Amounts
Benefits for Part-Time Employees
 Benefits Available
 Work Requirements for Eligibility
 Covering the Costs
Domestic Partner Benefits
 Domestic Partner Healthcare Benefits: Coverage
 Eligibility Requirements
Employee Policies and Programs covered:
Paid-Time Off Policies
 Number of Days Paid Time Off Provided by Type of Day:
o Holidays
o Floating Holidays

18. o Sick Days
o Vacation Days
o Personal Days
o Annual Leave Pool
o Other Paid Time Off
 Number of Days Paid Time Off Provided by Type of Model:
o Traditional Model with Specified Sick Leave
o Traditional Model without Specified Sick Leave
o Annual Leave Model
 Treatment of Unused Paid-Time Off:
o Unused Vacation Days
o Unused Sick Days
o Unused Annual Leave Days
o Time Limits on the Use of Carried-Over Paid Time Off
o Accrual of Paid Time Off
o Upon Termination
Alternative Work Schedules
 Types of Alternative Work Schedules Offered:
o Telecommuting
o Flexible Work Hours
o Compressed Work Weeks
o Job Sharing
o Part-time Professional Employment
 Eligibility
 Productivity of Employees in Alternative Work Schedules
 Methods Used to Monitor Productivity
 Tools/Assistance Provided to Telecommuting Employees
 Requirements for Telecommuting Employees
Recruiting and Hiring

19.  Recruiting Budgets
 Recruiting Sources
 Job Posting Websites
 Recruiting Tools
 Interviewing Applicants
 Pre-Employment Testing
 Pre-Employment Screening
Referral Bonuses
 Referral Bonus Eligibility by Employee Type and Level
 Referral Bonuses Awarded by Type of New Hire
 Referral Bonus Payments by Type of Hire
 Amount of Referral Bonus
 Timing of Referral Bonus Payouts
Hiring Bonuses
 Hiring Bonus Eligibility by Employee Type and Level
 Calculating Hiring Bonuses
 Hiring Bonus Amounts by Employee Type and Level
 Timing of Hiring Bonus Payouts
 Hiring Bonus Forfeiture and Repayment Policies
Retention Bonuses
 Retention Bonus Eligibility by Employee Type and Level
 Calculating Retention Bonuses
 Retention Bonus Amounts by Employee Type and Level
 Payment of Retention Bonuses

20. Severance Practices
 Severance Practices by Company Size
 Calculation of Severance
 Severance Pay Amounts
 Placement Services Offered
 Release Agreements
 Trends in Severance Amounts
Workplace Environment
 Dress Codes
 Work Space Allocation
 Company Sponsored Events and Activities
Career Planning and Professional Development Programs
 Career Planning Programs
o Conference Attendance
o Professional Memberships
o Tuition Reimbursement
o Trade Journal Subscriptions
o Technical Career Ladders
o Job Rotation / Cross Training
o Management Succession Planning
o Formal Mentoring
 Tuition Reimbursement
o Course Requirements to Receive Tuition Reimbursement
o Conditions of Tuition Reimbursement
 Professional Development Programs
o Management or Supervisory Skills

21. o Leadership Development
o Project Management
o Interpersonal Communication
o Team Building
o Conflict Management
 Training Budgets
Military Leave Policy
 Military Leave Policy
Key Compensation Components
Compensation has become a far more complicated issue than just deciding how much to
pay your employees. In addition to salary, employers must consider many other
components — 401(k) plans, stock options, bonuses and vacation — that have become
part of compensation packages today.
Employees also have greater expectations of what should be included in their
compensation packages, and they may demand specific benefits that can be costly for
small businesses.
Costly or not, building a fair and attractive compensation packages is critical for
attracting and retaining employees. When setting up your compensation package,
consider the following components:
Salary and wages. This is usually the single largest component of a compensation
package and, not surprisingly, the most common point of comparison used by employees
and potential employees. Salary should be tied to a person's skills and experience.
Subsequent increases need to be based on an employee's performance, value and
contribution to an organization.
Check salary surveys and want ads, and scout out competitors to see if they are
underpaying or overpaying their staff. Paying too much is an unnecessary drain on your
resources, but paying too little will make it difficult to find and keep the best people.

22. Bonuses. Employee bonuses, which are usually paid in a single lump at the end of the
year, are one way of providing performance incentives. Profit-sharing plans are a more
formal way of doing this, but they're not as effective for rewarding individual
performance and compensating employees for meeting their goals.
Long-term incentives. Stock options or stock grants not only provide long-term
incentives to employees, but they can also help retain valuable team members through
your organization's crucial start-up phase.
Health insurance. Employer-sponsored health insurance is fairly standard among
medium-size companies. And it's a benefit that has great value to employees. An
employer-sponsored plan saves employees money and gives them peace of mind in
knowing that they won't be denied coverage, even if they have existing health problems.
If you think you can't afford it, think again. Providing insurance to your employees sends
the message that you care about their health and the health of their families. To minimize
costs, consider having employees pick up part of the tab. Employees who have coverage
through a spouse may want to opt out of a plan, particularly if there's a cost associated
with it.
Life and/or disability insurance. This is also a benefit that usually costs less when it's
purchased by an employer rather than an individual.
Retirement plans. 401(k) plans have become popular because they are relatively easy to
administer and are less expensive than traditional pension plans. Many employees like
these plans because they maintain some control over the amount of their contribution and
how the money is invested. Most small companies try to put some kind of savings or
401(k) plan in place, even if they don't contribute money to them.
Time off and flexible schedules. This includes holidays, vacations, sick days and
personal days. An employer unable to offer competitive salaries may close part of the gap
by offering more time off or flexible work hours. Some employers make no distinction
between sick, vacation and personal days and allow employees a set number of days off
each year to be used at their discretion. This prevents employees from abusing sick days

23. and keeps employees from feeling that they need to lie when a child is ill or a personal
emergency arises.
Miscellaneous compensation. Other forms of compensation to consider include
employee assistance programs, which can provide everything from psychological
counseling to legal assistance; discounts on company products; use of a company cars;
and any other incentives that motivate employees and give your company a competitive
advantage.
Compensation package of a top executive
The total compensation package of a top executive will generally have some
Combination of the following components: base salary, short-term bonus based on
Performance over the past twelve months, long-term bonus based on performance over
the past 3-5 years, stock options (qualified and/or non-qualified), restricted stock, stock
purchase and profit sharing. Everything in addition to base salary is not typical of what
the average worker receives, and each item should be examined in dividable. On op of
the above there will also be a pension, all the usual insurance (health, dental, disability,
life) and special fringe benefits ranging from tax preparation to country club membership.
Any practicing economist who has ever dealt with the compensation package of a highly
paid executive will have an understanding of the complexities involved in valuation,
compared to a normal wage earner.
SOURCE
http://www.culpepper.com/eBulletin/RecentHTGCSArticles.asp
http://asia.vault.com/companies/localesurveylists.jsp? country=India&acount=1