14864 finance services.v9

A G E N C Y C O N S T R U C T I O N D I G I T A L E N G I N E E R I N G F I N A N C E F I N A N C I A L S E R V I C E S H O S P I T A L I T Y & L E I S U R EH U M A N R E S O U R C E S L E G A L M A N U F A C T U R I N G M A R K E T I N G M I N I N G & R E S O U R C E S O I L & G A S P R O C U R E ME N T P R O P E R T Y R E T A I L S A L E S S U P P LY C H A I N & L O G I S T I C S T E C H N O L O G YA G E N C Y C O N S T R U C T I O N D I G I TA L E N G I N E E R I N G F I N A N C E F I N A N C I A L S E R V I C E S H O S P I T A L I T Y & L E I S U R E H U M A N R E S O U R C E S L E G A L M AN U F A C T U R I N G M A R K E T I N G M I N I N G & R E S O U R C E S O I L & G A S P R O C U R E M E N T P R O P E R T Y R E T A I L S A L E S SU P P LY C H A I N & L O G I S T I C S T E C H N O L O G YA G E N C Y C O N S T R U C T I O N D I G I T A L E N G I N E E R I N G F I N A N C E F I N AN C I A L S E R V I C E S H O S P I T A L I T Y & L E I S U R E H U M A N R E S O U R C E S L E G A L M A N U F A C T U R I N G M A R K E T I N G M IN I N G & R E S O U R C E S O I L & G A S P R O C U R E M E N T P R O P E R T Y R E T A I L S A L E S S U P P LY C H A I N & L O G I S T I C S T E C HN O L O G YA G E N C Y C O N S T R U C T I O N D I G I T A L E N G I N E E R I N G F I N A N C E F I N A N C I A L S E R V I C E S H O S P I T A L I T Y& L E I S U R E H U M A N R E S O U R C E S L E G A L M A N U F A C T U R I N G M A R K E T I N G M I N I N G & R E S O U R C E S O I L & G A S PR O C U R E M E N T P R O P E R T Y R E T A I L S A L E S S U P P LY C H A I N & L O G I S T I C S T E C H N O L O G YA G E N C Y C O N S T R U C TI O N D I G I T A L E N G I N E E R I N G F I N A N C E F I N A N C I A L S E R V I C E S H O S P I T A L I T Y & L E I S U R E H U M A N R E S O U R C E S LE G A L M A N U F A C T U R I N G M A R K E T I N G M I N I N G & R E S O U R C E S O I L & G A S P R O C U R E M E N T P R O P E R T Y R E T A IL S A L E S S U P P LY C H A I N & L O G I S T I C S T E C H N O L O G YA G E N C Y C O N S T R U C T I O N D I G I T A L E N G I N E E R I N G F I N AN C E F I N A N C I A L S E R V I C E S H O S P I T A L I T Y & L E I S U R E H U M A N R E S O U R C E S L E G A L M A N U F A C T U R I N G M A R KE T I N G M I N I N G & R E S O U R C E S O I L & G A S P R O C U R E M E N T P R O P E R T Y R E T A I L S A L E S S U P P LY C H A I N & L O G I S TI C S T E C H N O L O G YA G E N C Y C O N S T R U C T I O N D I G I T A L E N G I N E E R I N G F I N A N C E F I N A N C I A L S E R V I C E S H O S PI T A L I T Y & L E I S U R E H U M A N R E S O U R C E S L E G A L M A N U F A C T U R I N G M A R K E T I N G M I N I N G & R E S O U R C E S O I L& G A S P R O C U R E M E N T P R O P E R T Y R E T A I L S A L E S S U P P LY C H A I N & L O G I S T I C S T E C H N O L O G YA G E N C Y C O NS T R U C T I O N D I G I T A L E N G I N E E R I N G F I N A N C E F I N A N C I A L S E R V I C E S H O S P I T A L I T Y & L E I S U R E H U M A N R E SO U R C E S L E G A L M A N U F A C T U R I N G M A R K E T I N G M I N I N G & R E S O U R C E S O I L & G A S P R O C U R E M E N T P R O P E RT Y R E T A I L S A L E S S U P P LY C H A I N & L O G I S T I C S T E C H N O L O G YA G E N C Y C O N S T R U C T I O N D I G I T A L E N G I N E E RI N G F I N A N C E F I N A N C I A L S E R V I C E S H O S P I T A L I T Y & L E I S U R E H U M A N R E S O U R C E S L E G A L M A N U F A C T U R I NG M A R K E T I N G M I N I N G & R E S O U R C E S O I L & G A S P R O C U R E M E N T P R O P E R T Y R E T A I L S A L E S S U P P LY C H A I N& L O G I S T I C S T E C H N O L O G YA G E N C Y C O N S T R U C T I O N D I G I T A L E N G I N E E R I N G F I N A N C E F I N A N C I A L S E R V IC E S H O S P I T A L I T Y & L E I S U R E H U M A N R E S O U R C E S L E G A L M A N U F A C T U R I N G M A R K E T I N G M I N I N G & R E S OU R C E S O I L & G A S P R O C U R E M E N T P R O P E R T Y R E T A I L S A L E S S U P P LY C H A I N & L O G I S T I C S T E C H N O L O G YA GE N C Y C O N S T R U C T I O N D I G I T A L E N G I N E E R I N G F I N A N C E F I N A N C I A L S E R V I C E S H O S P I T A L I T Y & L E I S U R E H UM A N R E S O U R C E S L E G A L M A N U F A C T U R I N G M A R K E T I N G M I N I N G & R E S O U R C E S O I L & G A S P R O C U R E M E NT P R O P E R T Y R E T A I L S A L E S S U P P LY C H A I N & L O G I S T I C S T E C H N O L O G YA G E N C Y C O N S T R U C T I O N D I G I T A LE N G I N E E R I N G F I N A N C E F I N A N C I A L S E R V I C E S H O S P I T A L I T Y & L E I S U R E H U M A N R E S O U R C E S L E G A L M A N UF A C T U R I N G M A R K E T I N G M I N I N G & R E S O U R C E S O I L & G A S P R O C U R E M E N T P R O P E R T Y R E T A I L S A L E S S U P PLY C H A I N & L O G I S T I C S T E C H N O L O G Y

SALARY & EMPLOYMENTFORECAST

FINANCIALSERVICES

I N D I A 2 0 1 4 / 1 5

Financial Services

SA L A RY & E M P L OY M E N T F O R E CAS T 2 0 1 4 / 1 5FINANCial services

2Financial Services

RECRUITMENT ACTIVITY

Strength of current hiring activity compared to the last 12 months

Expectation of a professional skills shortage in the next 12 months

Stronger (14%)

Slightly stronger (25%)

Steady (36%)

Slightly weaker (18%)

Weaker (7%)

36% 11%

53%

Unsure

Yes

No

Market observations:• Overthepast12monthstherehasbeenanincreaseinhiringactivity

withinIndia’sbankingsector,withahighlevelofactivitycontinuingthroughout2014.Thisactivityisexpectedtorisefurtherin2015.

• Therehavebeennotabledifferencesinhiringactivityonaregionallevel,withmultinationalcompaniesleadingashiftawayfromMumbaiasafinancialserviceshuboverthepastfiveyears.Bangalore,Pune,DelhiNCR,ChennaiandHyderabadhaveemergedasthetoplocationsforinternationalcompaniesseekingalowercostalternativetoheadquartersinMumbai.Thisisleadingtosignificanthiringactivityinthesecities.

• Keyfactorscontributingtothecurrentupliftinhiringincludemorevalue-addonshorerolesmovingtoIndia,SharedServicesCentres(SSCs)relocatingfromSingaporetoIndia,andadditionalforeigninvestmentinthelocalbankingsector.

• Asinternationalbanksfaceincreasedpressuretolowertheircostbase,Indiaisbeingseenasanattractivelocationtohousemostvalue-addroleswithinfinance,risk,analytics,andproduct-basedtechnology.

• India’snationalelectionhasledtoimprovedsentimentinthelocaleconomy,resultinginincreasedbusinessactivityandhiring.Thisisbeingseenmostclearlyininvestmentbanks,privateequityandventurecapitalfundsandconsultingfirms.

• TheglobaleconomyhasalsoplayedakeyroleinincreasedactivityinIndia’sbankingsector,withhighlevelsofForeignInstitutionalInvestors(FIIs)andForeignDirectInvestmentseensofarin2014.

• MostexistingfinancecompaniesinIndiaareoperatingwithayear-on-yeargrowthmodel,increasingheadcountascurrentteamsgrowconfidentwithexistingfunctions.Someareaddingnewbusinessunitssuchasproductcontrolandvaluations.

• Hiringiscurrentlystrongacrossanumberofindustryareasincluding:finance,analytics,risk,investmentbanking,privateequityandventurecapitalinvestment,realestateandmanagementconsulting.

• MultinationalbanksarelookingtocreateCentresofExcellence(CoEs)acrosscreditandmarketriskinIndia,whichiscontributingtopositivegrowthforecastsforfinanceroles.

• Existingcompaniesarestrengtheningtheiranalyticsandreportingteams,creatingjobopportunitiesinthoseareas.Theavailabilityoftalentedandqualifiedstatisticiansandanalyticsprofessionals(oftenataPhDlevel)atarelativelylowercostthanoverseasmarketsisdrivinggreaterdemandforBigDataandMachineLearningroles.Thisispositionedtoincreaseasmorecompaniesbegintounderstandtheimportanceofgeneratinginsightsfromlargeamountsofunstructureddatatostayaheadofthecompetitionandcapitaliseonchangingconsumertrends.

• Marketandcreditriskarekeyconcernsforfinancecompaniesglobally,creatinggrowthinthisarealocally.IntroductionofnewglobalregulatorystandardsincludingComprehensiveCapitalAnalysisandReview(CCAR)andBaselIIIhavecontributedtotheseincreasedopportunities.

• OtherrolesinhighdemandbyhiringmanagersincludeInvestmentBankingAnalystsandAssociatesinglobalbanks,andInvestmentBankingDirectorsindomesticinstitutions,PrivateEquityandVentureCapitalAnalystsatalllevelsacrossbothdomesticandglobalfirmsaswellasManagementConsultantsandRealEstateprofessionals.Theserolesareexpectedtoremainindemandoverthenext12months.

• Professionalswithhighlevelsofeducationandexperienceareinparticularlyhighdemand.ThosewithMastersdegreesorPhD-levelqualificationsinadditiontosignificantexperienceinrisk,regulatoryreportingand/orproductcontrolarehighlysough-after.

Note:Allinfographicsinthisreportarebasedontheviewsofsurveyparticipants.TheaccompanyingmarketcommentaryisbasedontheexperienceandobservationsoftheMichaelPageteam.


3Financial Services


Skills shortage placing upwards pressure on salaries

Workplace offers same opportunity for women to progress to senior/executive level positions as men

Impact of skills shortage on businesses in India over the next 12 months

How workplace offers same opportunity to progress to senior/executive level roles*

Yes, it will cause salaries to rise above the inflation rate (65%)

Yes, salaries will increase but only at the rate of inflation (35%)

86%YES

7%NO

7%UNSURE

66%

61%

50%

37%

24%

3%

Formal diversity policy with targets for increasing thenumber of women in senior/executive positions

Based on number of women in senior/executive positions

Range of flexible working arrangements offerredto accommodate parents in the workplace

Engaged CEO focused on the diversity agenda

Range and availability of leadership training provided to employees

Other*

* top management focus on hiring senior women, etc.

Other*

9%

91%

Need to develop more

targeted attraction strategies

* source talent internationally, etc.

*morethanoneoptioncouldbeselected


4Financial Services


Companies using social media to source talent

Companies expecting to increase headcount over the next 12 months

Preferred social media platforms used to source talent (Choice of Linkedin, Facebook, Google+ and Twitter)

Experience level expected to be in highest demand

Linkedin 100%

79%YES

17%NO

4%UNSURE

77%

23%

Mid-level (33%)

Management (33%)

Senior management (12%)

Specialists (22%)


5Financial Services

SALARY AND REMUNERATION

Salary increases over the next 12 months

Average percentage salary increase over the next 12 months

All my employees will receive the same percentage increase

2%

All my employees will receive an increase, but it will vary according to performance

85%

Only my best performing employees will receive an increase

11%

No one in my team will receive an increase

2%

6% - 10%

11% - 15%

16% - 20%

48%

14%

38%

Market observations:• Highsalaryincreasesareonofferformostprofessionals

changingjobsinthebankingsector.Thosewithnicheskillsorincriticalrolescanexpectasalaryupto25-35%higherinanewrole,andayearlyincreaseofupto15%inthesamerole.Lessbusiness-criticalrolescanstillcommandasalaryhikeof20-25%inanewrole.Frontofficeteamshaveseensalariesriseby20-25%eveninthesameroleoverthepast12months.

• Mumbai-basedprofessionalsarecurrentlyearning10-15%morethantheircounterpartsinsimilarrolesinDelhiNCRorBangalore,duetothehighcostoflivinginthecity.

• Anumberofroleswillbeawardedaboveaveragesalaryincreasesduetoashortageofqualitytalentintheseareas.Inaddition,manyoftheserolesattractreturningIndiantalent,whichdemandsapremiumsalary.

• Keyspecialistareaspositionedforanaboveaveragesalaryincreaseincludeproductcontrol,treasury,regulatoryreporting,andLegalEntityControllersinfinance.Withinrisk,marketandcreditriskwillbeawardedthelargestsalaryincreases.AnalyticsrolesintheareasofBigData,riskanalyticsandMachineLearningcanalsocommandhighersalaryincreases.Otherkeyareaswheresalarygrowthisstrongincludeinvestmentbanking,privateequity,realestateandmanagementconsulting.


6Financial Services


Average percentage salary increase for the best performers

Average salary increase to hire new staff

Factor most likely to impact salary levels in the next 12 months*

Flexible salary packaging or fringe benefits offered to employees

6% - 10%

11% - 15%

21% - 30%

31% - 40%

7%

26%

2%

34%

16% - 20% 31%

2%

2%

77%

61%

59%

30%

80% Global economic conditions

Individual, team orcompany performance

Competition with other companies

Domestic economic conditions

Inflation

Elections

Other*

2% Don’t expect any factors to impact salaries

2% Not sure

* market rate, negotiations, etc.

1% - 5%

6% - 10%

11% - 15%

16% - 20%

11%

18%

25%

7%

21% - 30% 39%

86%YES

14%NO

*morethanoneoptioncouldbeselected


7Financial Services


Companies providing bonus as part of the remuneration package

100%

Basis for bonuses over the next 12 months

7%

Team performance

11% 5%

77%

Company performance

Individual performance

Combination of all

Average percentage bonus of gross salary

1% - 5%

6% - 10%

11% - 15%

16% - 20%

2%

45%

23%

9%

21% - 30%

30% - 41%

41% - 50%

7%

2%

11%


8Financial Services

ATTRACTION AND RETENTION

Employer expectations for staff turnover in the next 12 months

Key reason employees are likely to leave*

0

20

40

60

80

100

Improve salary

Gain more seniority

Broaden experience/opportunity

to learn

Overseas opportuni-

ties

Better training

and develop-

ment

Achieve better

work/life balance

30%

70%

39%

70%

52%

4%

₹

Strategy in place to attract returning Indian talent Strategies used to attract returning Indian talent

Attractive employee value proposition

83%

Attractive business proposition

65%

Regional/global remit

57%

Relocation allowance

43%

52%YES

23%NO

25%UNSURE

52%YES

9%NO

39%UNSURE

*morethanonecouldbeselected

Market observations:• Anumberofinnovativeattractionandretentionstrategiesare

beginningtoemergeinIndia’sbankingsector,includingbetterengagementformidlevelmanagement,enhancedcommunicationthroughoutthefunctionalandorganisationalhierarchyandimprovedinternalmobilitybetweenfunctionsforjuniortomidlevelcandidates.Inaddition,someemployeesarebeingofferedpromotionsthatcomewithfinancialincentivessuchasbondsandincreasingequityofferingsinordertomotivatelongtermcommitment.

• CompaniesareinvestinginstrategiestoattractreturningIndians,suchasofferingadefinedvisionforcareergrowthinadditiontohighersalariesandcompensation.Businessesarealsoutilisinginternationalrecruitmentfirmstohelpthembuildvatalentpipeline.

• GenderdiversityremainsakeyconcernforemployersinIndia,withcompaniesimplementingstrategiesthataimtopresentfemaleemployeeswiththesamecareerprogressionopportunitiesastheirmalecounterparts.Currentapproachesincludeimprovedmaternityleavepolicies,educationprogramsforinternaldecision-makerstoraiseawarenessandhighlighttheimportanceofdiversity,andincreasedconsiderationoffemaleprofessionalsforleadershiproles.


9Financial Services

ATTRACTION AND RETENTION

Channels used to source returning Indian talent* Most popular options offered to support employees’ work/life balance*

Recruitment consultants

Job boards

Social media platforms

Local Newspaper

83%

83%

61%

13%

Other* 9%

* internal, referrals, networks, etc.

Other*

Sabbatical leave

Increased maternity / paternity leave

Alternative leave options (e.g. volunteering)

Team building/offsite activities

Flexible working arrangements

7%

45%

45%

77%

66%

32%

* limited overtime, team activities, etc.

Combination of benefits offered to employees* Most popular tools for attraction and retention

Work/life balance initiatives

Recognition and rewards

Training and mentoring partnerships

Global career opportunities

Strong company culture

Structured career progression

3%

13%

5%

50%

24%

5%

*morethanonecouldbeselected

7%

7%

2%

70%

68%

59%

52%

89%Healthcareinsurance

Company car

Mobile phone

Personal laptop

Parking

Travel pass

Income protection insurance

Other*

* term insurance, accidental insurance, etc.


10Financial Services

wORkINg hOURS

Average weekly working hours

36-40 hours 46-50 hours41-45 hours 51-55 hours

5% 55% 32% 7%

56 hours or more

1%

Change in average weekly working hours over the last 12 months

Main reason behind the increased working hours

5%

SIGNIFICANTLY INCREASED

(15+%)

68%STAYED THE

SAME

18%INCREASED(0 - 15%)

9%

REDUCED(0 - 15%)

Business growth

64%

Fewer headcount

27%

Promotion

9%


11

Salary tableS

Financial Services

Please note:

1. Salaries are quoted as CTC (Cost to company including Basic salary, HRA, other allowance and retirals). 2. All salaries are median ranges. 3. Tier 1: Captives for MNC across India. 4. Tier 2: Third party consulting compaines providing solution to banking clients.

FINANCE – CENTrAL FINANCETier 1 INR LacsRoles AVP VP Director Managing Director

Bangalore/ Chennai/ Delhi NCR

Mumbai Bangalore/ Chennai/ Delhi NCR



Mumbai

CFO N/A N/A N/A N/A 60–85 60–90 85+ 90+

Financial Reporting 18–28 20–30 28–45 28–50 45–70 50–75 70+ 75+

Tax Accountant 18–28 20–30 28–45 28–50 45–70 50–75 70+ 75+

Management Reporting 18–28 20–30 28–45 28–50 45–70 50–75 70+ 75+

Legal Entity Control 18–28 20–30 28–45 28–50 45–70 50–75 70+ 75+

Regulatory Reporting 18–28 20–30 28–50 28–55 45–70 55–80 75+ 80+

Tier 2 INR LacsRoles AVP VP Director Managing Director





Mumbai

CFO N/A N/A N/A N/A 50–75 50–80 75+ 80+

Financial Reporting 16–24 18–25 24–40 25–45 40–60 45–65 60+ 65+

Tax Accountant 16–24 18–25 24–40 25–45 40–60 45–65 60+ 65+

Management Reporting 16–24 18–25 24–40 25–45 40–60 45–65 60+ 65+

Legal Entity Control 16–24 18–25 24–40 25–45 40–60 45–65 60+ 65+

Regulatory Reporting 16–26 18–28 26–45 28–50 45–65 50–70 65+ 70+

FINANCE – FINANCE ProjECTTier 1 INR LacsRoles AVP VP Director Managing Director





Mumbai

Business Analyst/ Change Management

18–28 20–30 28–45 28–50 45–70 50–75 70+ 75+






Mumbai

Business Analyst/ Change Management

16–24 18–25 24–40 25–45 40–60 45–65 60+ 65+


12

Salary tableS

Financial Services

Please note:


FINANCE – ProduCT CoNTroLTier 1 INR LacsRoles AVP VP Director Managing Director





Mumbai

Money Market 18–28 20–30 28–50 28–55 45–75 55–80 75+ 80+

Equities 18–28 20–30 28–50 28–55 45–75 55–80 75+ 80+

Commodities & Derivatives 18–28 20–30 28–50 28–55 45–75 55–80 75+ 80+

oPErATIoNSTier 1 INR LacsRoles AVP VP Director Managing Director





Mumbai

Head of Operations/COO N/A N/A N/A N/A 50–80 60–90 80+ 90+

Project Management 20–28 20–30 28–40 30–45 40–70 45–75 70+ 75+

Quality 20–28 20–30 28–40 30–45 40–70 45–75 70+ 75+

Transitions 20–25 20–28 25–40 25–45 40–70 45–75 70+ 75+

Payments & Cash Management 20–28 20–30 28–40 30–45 40–70 45–75 70+ 75+






Mumbai

Head of Operations/COO N/A N/A N/A N/A 50–70 50–75 70+ 75+

Project Management 16–26 16–28 26–35 28–40 40–60 40–65 60+ 65+

Quality 16–26 16–28 26–35 28–40 40–60 40–65 60+ 65+

Transitions 15–25 15–25 25–35 25–40 40–60 40–65 60+ 65+

Payments & Cash Management 15–25 15–25 26–35 28–40 40–60 40–65 60+ 65+






Mumbai

Money Market 16–26 18–28 26–45 28–50 45–65 50–70 65+ 70+

Equities 16–26 18–28 26–45 28–50 45–65 50–70 65+ 70+

Commodities & Derivatives 16–26 18–28 26–45 28–50 45–65 50–70 65+ 70+


13

Salary tableS

Financial Services

Please note:


oPErATIoNS – MIddLE oFFICETier 1 INR LacsRoles AVP VP Director Managing Director





Mumbai

Client Servicing 18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+

Trade Support/Capture 18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+

Reference Data 18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+

Corporate Actions 18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+

Business Management 20–28 20–30 28–40 30–45 40–70 45–75 70+ 75+

Change Management 20–28 20–30 28–40 30–45 40–70 45–75 70+ 75+

Fund Administration 18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+






Mumbai

Client Servicing 15–25 15–25 26–35 28–40 40–60 40–65 60+ 65+

Trade Support/Capture 15–25 15–25 26–35 28–40 40–60 40–65 60+ 65+

Reference Data 15–25 15–25 26–35 28–40 40–60 40–65 60+ 65+

Corporate Actions 15–25 15–25 26–35 28–40 40–60 40–65 60+ 65+

Business Management 16–26 16–28 26–35 28–40 40–60 40–65 60+ 65+

Change Management 16–26 16–28 26–35 28–40 40–60 40–65 60+ 65+

Fund Administration 15–25 15–25 26–35 28–40 40–60 40–65 60+ 65+


14

Salary tableS

Financial Services

Please note:


oPErATIoNS – BACK oFFICETier 1 INR LacsRoles AVP VP Director Managing Director





Mumbai

Collections 18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+

Settlement 18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+

Reconciliation 18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+

Documentation 18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+

Collateral Management 18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+

ISDA Documentation 18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+

Transaction Management 18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+

Trade Finance Operations 18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+

Credit Administration/ Loan Operations

18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+






Mumbai

Collections 15–25 15–25 25–35 28–40 40–60 40–65 60+ 65+

Settlement 15–25 15–25 25–35 28–40 40–60 40–65 60+ 65+

Reconciliation 15–25 15–25 25–35 28–40 40–60 40–65 60+ 65+

Documentation 15–25 15–25 25–35 28–40 40–60 40–65 60+ 65+

Collateral Management 15–25 15–25 25–35 28–40 40–60 40–65 60+ 65+

ISDA Documentation 15–25 15–25 25–35 28–40 40–60 40–65 60+ 65+

Transaction Management 15–25 15–25 25–35 28–40 40–60 40–65 60+ 65+

Trade Finance Operations 15–25 15–25 25–35 28–40 40–60 40–65 60+ 65+

Credit Administration /Loan Operations

15–25 15–25 25–35 28–40 40–60 40–65 60+ 65+


15

Salary tableS

Financial Services

Please note:


AudIT, CoMPLIANCE & rISKTier 1 INR LacsRoles AVP VP Director Managing Director





Mumbai

Internal Audit 20–28 20–30 28–40 30–45 40–70 45–75 70+ 75+

KYC/AML ( Anti Money Laundering)

18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+

Regulatory Compliance 20–28 20–30 28–40 30–45 40–70 45–75 70+ 75+

Market Risk 20–35 20–35 35–50 35–50 50–80 50–80 80+ 80+

Credit Risk 20–30 20–30 30–45 30–45 45–70 45–75 70+ 75+

Operational Risk 20–30 20–30 30–45 30–45 45–70 45–75 70+ 75+






Mumbai

Internal Audit 18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+

KYC/AML ( Anti Money Laundering)

15–25 15–25 25–35 28–40 40–60 40–65 60+ 65+

Regulatory Compliance 18–25 20–30 25–40 30–45 40–70 45–75 70+ 75+

Market Risk 15–25 15–25 25–40 25–40 40–70 40–70 70+ 70+

Credit Risk 15–25 15–25 25–35 25–35 35–50 35–60 60+ 60+

Operational Risk 15–25 15–25 25–35 25–35 35–50 35–60 60+ 60+

ANALYTICSTier 1 INR LacsRoles AVP VP Director Managing Director





Mumbai

Marketing Analytics 20–30 20–30 30–50 30–50 50–80 50–80 80+ 80+

Risk Analytics 20–30 20–30 30–50 30–50 50–80 50–80 80+ 80+

Web Analytics 20–30 20–30 30–50 30–50 50–80 50–80 80+ 80+

Statistical Modelers 20–30 20–30 30–50 30–50 50–80 50–80 80+ 80+

Analytics Consulting 20–30 20–30 30–50 30–50 50–80 50–80 80+ 80+

Big Data/Machine Learning 20–35 20–35 35–60 35–60 60–100 60–100 100+ 100+

Data Scientist 20–35 20–35 35–60 35–60 60–100 60–100 100+ 100+






Mumbai


Risks Analytics 18–25 18–25 25–40 25–40 40–70 40–70 70+ 70+

Web Analytics 18–25 18–25 25–40 25–40 40–70 40–70 70+ 70+




Data Scientist 20–30 20–30 30–50 30–50 50–80 50–80 80+ 80+


16

Salary tableS

Financial Services

Please note:


FroNT oFFICE – INvESTMENT BANKING (MNC BANKS)Tier 1 INR LacsRoles AVP VP Director Managing Director





Mumbai

Corporate Finance/M&A 45–55 55–65 75–85 85–95 90–110 100–125 150–200 175–250

FroNT oFFICE – PrIvATE EquITY & vCINR Lacs

Roles AVP VP Director Managing Director





Mumbai

Global Fund 45–55 55–75 65–95 85–125 100–150 150–200 150–250 200–350

Fund Size USD 200–700 mn 35–45 45–55 55–85 75–110 90–125 125–175 125–175 175–250

Fund Size<USD 200 mn 25–35 35–45 45–65 65–85 70–100 100–150 100–150 150–200






Mumbai

Corporate Finance/M&A 35–45 45–55 65–75 75 – 85 80–90 90–110 125–150 150–200

FroNT oFFICE – INvESTMENT BANKING (doMESTIC BANKS)Tier 1 INR LacsRoles AVP VP Director Managing Director





Mumbai







Mumbai


Please note:

1. Salaries are quoted as CTC (Cost to company including Basic salary, HRA, other allowance and retirals). 2. All salaries are median ranges. 3. Tier 1: Fund size > 1bn US$ for Private Equity & Venture Capital funds; Global MNC banks for Private Banking segment. 4. Tier 2: Fund size < 1bn US$ for Private Equnity & Venture Capital Funds; Domestic private banks for Private Banking segment.


17

Salary tableS

Financial Services

Please note:


ANALYTICSTier 1 INR LacsRoles AVP VP Director Managing Director





Mumbai


Risk Analytics 20–30 20–30 30–50 30–50 50–80 50–80 80+ 80+

Web Analytics 20–30 20–30 30–50 30–50 50–80 50–80 80+ 80+




Data Scientist 20–35 20–35 35–60 35–60 60–100 60–100 100+ 100+






Mumbai


Risks Analytics 18–25 18–25 25–40 25–40 40–70 40–70 70+ 70+

Web Analytics 18–25 18–25 25–40 25–40 40–70 40–70 70+ 70+




Data Scientist 20–30 20–30 30–50 30–50 50–80 50–80 80+ 80+

FroNT oFFICE – PrIvATE BANKINGTier 1 INR LacsRoles AVP VP Director Managing Director





Mumbai

Private Bankers 15–25 20–35 25–40 35–50 40–50 50–60 N/A N/A






Mumbai

Private Bankers 10–20 15–30 20–35 30–45 35–45 45–55 N/A N/A

Please note:

1. Salaries are quoted as CTC (Cost to company including Basic salary, HRA, other allowance and retirals). 2. All salaries are median ranges. 3. Tier 1: Fund size > 1bn US$ for Private Equity & Venture Capital funds; Global MNC banks for Private Banking segment. 4. Tier 2: Fund size < 1bn US$ for Private Equnity & Venture Capital Funds; Domestic private banks for Private Banking segment.

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t: +91 1244525500e: [email protected]

Mumbai5th Floor, 2 North Avenue,Maker Maxity, Bandra-Kurla Complex, Bandra (E),Mumbai BKC 400051

t: +91 2242363300e: [email protected]

CONTACT US

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14864 finance services.v9

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