In today's matrixed global companies, an organization's strategy and direction can be set by a handful of leaders. But for those strategies to be executed with speed and precision requires leadership at all levels and at all times- as people collaborate without regard to organizational or geographic boundaries, and traditional reporting structures are supplemented by ad hoc teams of individuals who come together "virtually" to create, innovate, build and deliver customer solutions. In recent past, Admitz. has initiated major changes in the way we do business and the way our people make decisions. In fact, partly due to feedback from employees in various forums, we overhauled our performance management and incentive programmes to make managers more directly responsible for determining the performance ratings and rewards their employees earn. Additionally at Admitz. people managers are now being assessed on their leadership skills, not just as project or functional owners.

Role of the managers also initiated other changes in response to manager’s insights and requests, including the development of long term business strategy to help managers understand and translate strategy for their employees boosting managers' productivity and people leadership capability.

Today Admitz overall compensation strategy is designed to deliver market-based,

performance-driven pay in all segments of our business portfolio, and to reward appropriately our

 highest contributors. We do this through a combination of base salaries and variable performance-driven

 bonuses.

Our goal is nothing less than to sustain and renew the highest performing, most effective culture of business.

To do that, we seek to hire, measure and reward the individuals who create that culture every day.

Admitz  overall compensation strategy is designed to
Pay competitively: Based on market rates in the industry and within any segment where we compare for

talent. Pay for performance: Focused on actual results (not on effort and years of service), while recognizing

 the relative contribution of team members
Differentiate strongly: Distributing a proportionally larger share of the rewards to our highest contributors.

In addition to competitive base pay, every employee of Admitz has additional pay

opportunity directly tied to individual and business performance. The type of opportunity depends

on job role. Currently all employees of the company are eligible for a programme called "variable pay".

Based on our past experience, and to strengthen the responsibility of our people managers for having a positive impact on the business and the career of their employees, Admitz. redesigned the entire goal setting framework in which all employees establish their annual goals and have their performance assessed. The new goal setting programme is a key element in Admitz. management system for accountability on issues related to business performance, managerial excellence, training and development and corporate responsibility.

The changes in the goal setting programme now provide opportunities for expanded recognition of all above-average performers, clarify consequences for the lowest performers, and make managers and executives more accountable for their roles as managers of people and not just of business results. This is a significant change from the fixed payments tied to assessment ratings in the past. Today at Admitz., funding for the Performance Pay is based on targets and year-end scores. Central to the program's redesign is a commitment that no managers will be held to any prescribed outcomes for an individual's performance appraisal ratings on statistical distributions or budget factors.