COMPENSATION AND BENFITS

1.

COKE
INTRODUCTION
MONETARY BENEFITS
NON MONETARY BENEFITS

2.

PEPSICO
INTRODUCTION
MONETARY BENEFITS
NON MONETARY BENEFITS

3.

PARLE AGRO
INTRODUCTION
MONETARY BENEFITS
NON MONETARY BENEFITS

By: Nancy Fernandes

Pooja Parikh
Nikitha Rai
Renata Fernandes

COKE INTRODUCTION
The Coca-Cola Company, incorporated on September 5, 1919, is a beverage
company. The Company owns or licenses and markets more than 500
nonalcoholic beverage brands, primarily sparkling beverages but also a variety
of still beverages, such as waters, enhanced waters, juices and juice drinks,
ready-to-drink teas and coffees, and energy and sports drinks. It owns and
markets a range of nonalcoholic sparkling beverage brands, which includes
Coca-Cola, Diet Coke, Fanta and Sprite. The Companys segments include
Eurasia and Africa, Europe, Latin America, North America, Pacific, Bottling
Investments and Corporate. On December 30, 2011, the Company acquired
Great Plains Coca-Cola Bottling Company (Great Plains) in the United States.
During the year ended December 31, 2011, the Company acquired the
remaining interest in Great Plains and Honest Tea, Inc. (Honest Tea). In
December 2011, the Company acquired an additional minority interest in CocaCola Central Japan Company (Central Japan). In September 2012, it acquired
approximately 50% equity in Aujan Industries beverage business. In January
2013, Sacramento Coca-Cola Bottling Company announced that it had been
acquired by the Company. Effective February 22, 2013, Coca-Cola Co acquired
interest in Fresh Trading Ltd. In November 2013, Coca-Cola Company and
ZICO Beverages LLC announced that Coca-Cola has acquired the ownership
interest in ZICO.
The Company markets, manufactures and sells beverage concentrates,
sometimes referred to as beverage bases, and syrups, including fountain syrups,
and finished sparkling and still beverages. Outside the United States, it also sells
concentrates for fountain beverages to its bottling partners. The Company sells
sparkling beverages and a variety of still beverages, such as juices and juice
drinks, energy and sports drinks, ready-to-drink teas and coffees, and certain
water products, to retailers or to distributors, wholesalers and bottling partners
who distribute them to retailers. In addition, in the United States, it
manufactures fountain syrups and sells them to fountain retailers, such as
restaurants and convenience stores who use the fountain syrups to produce
beverages for immediate consumption, or to authorized fountain wholesalers or
bottling partners who resell the fountain syrups to fountain retailers.
The Company manufactures, markets and sells Leao / Matte Leao teas in Brazil
through a joint venture with its bottling partners. During 2011, the Company
introduced a variety of brands, brand extensions and beverage products: the
Latin America group launched FrugosSabores Caseros; in the Pacific group,

Fanta, a fruit-flavored sparkling beverage, was relaunched in Singapore and

Malaysia; Real Leaf, a green tea-based beverage, launched two varieties in
Vietnam; and in South Korea it introduced three flavor variants of the Georgia
Emerald Mountain Blend ready-to-drink coffee beverage and Burn Intense, an
energy drink; the Europe group launched Powerade ION4 in Denmark, Norway,
Sweden and France, France launched Powerade Zero; in the Eurasia and Africa
group, Turkey launched Cappy Pulpy, and India launched Fanta Powder, an
orange-flavored powder formulation; Schweppes Novida, a sparkling malt
drink, was launched in Kenya and Uganda; and in Uganda Coca-Cola Zero was
launched; in Egypt, it launched CappyFruitbite; and Schweppes Gold, a
sparkling flavored malt drink, and in Ghana, it launched Schweppes Malt, a
dark malt drink. During 2011, the Company sold approximately 26.7 billion unit
cases of its products.
The Companys core sparkling beverages include Coca-Cola, Sprite, Fanta, Diet
Coke / Coca-Cola Light, Coca-Cola Zero, Schweppes, Thums Up, Fresca, Inca
Kola, Lift and Barq's. Its energy drinks include Burn, Nos and Real Gold. Its
juices and juice drinks include Minute Maid, Minute Maid Pulpy, Del Valle,
Simply, Hi-C, Dobriy and Cappy. The Companys other still beverages include
glaceauvitaminwater and Fuze. The Companys coffees and teas include Nestea
teas, Georgia coffees, Leao / Matte Leao teas, Sokenbicha teas, Dogadan teas
and Ayataka teas. Its sports drinks include Powerade and Aquarius. The
Companys waters include Ciel, Dasani, Ice Dew, Bonaqua / Bonaqa and
Kinley.
The Company competes with PepsiCo, Inc., Nestle, Dr Pepper Snapple Group,
Inc., GroupeDanone, Kraft Foods Inc. and Unilever.

MONETARY BENEFITS
Job Category

Salary Details

Executive Level(Sales/ Marketing)

9L p.a- 10L p.a Approx

Managerial Level(Sales/ Marketing)

12L p.a 13L p.a Approx

Senior Level(Sales/ Marketing)

20L p.a 30 L p.a Approx

Head Level(Sales/Marketing)

40 L p.a 50 L p.a Approx

Executive Level(Accounts/Admin)

1 Lp.a 2 L p.a Approx

Managerial Level(Accounts/ Admin)

3 L p.a 5 L p.a Approx

Senior Level(Accounts/Admin)

6L p.a 7 L p.a Approx

Head Level (Accounts/ Admin

8 L p.a 10 L p.a Approx

NON MONETARY BENEFITS

One of the strategic priorities at Coca-Cola Enterprises is to create a winning
and inclusive culture:
Insurance, Health & Wellness

Health Insurance
Dental Insurance
Life Insurance
Supplemental Life Insurance

Perks & Discounts

Employee Discount
Employee Assistance Program

 Company Social Events

Professional Support
Diversity Program
Job Training
Insurance, Health & Wellness:Health and Dental Insurance
The Coca-Cola Company values the health and well-being of their employees
and provides a variety of market-competitive benefits programs to address
employees benefits needs. Their total benefits package is highly regarded and is
designed to meet employees basic and life-changing benefits needs. As market
dynamics evolve, the company regularly assesses their benefits programs to
ensure employees receive those benefits they value and are provided with
diverse options that address the issues of individuals and families and promote
healthy lifestyles.
Employees, spouses and dependents are eligible for health and wellness benefits
coverage from date of hire. There are no pre-existing condition exclusions for
participants in the health plan.
Benefit plans include Health (including Vision Care), Dental, Accidental DeathDismemberment, Group Life Insurance, Dependent Life Insurance, Health Care
Account, Dependent Care Account, Vacation Purchase
Program, Business Travel Accident Insurance, Short-Term Disability, LongTerm Disability, Survivor's Benefits Programs and Employee Assistance
Program.
They offer medical (including vision care) and dental coverage for eligible
domestic partners and their dependent children

Life Insurance and Supplement Life Insurance

Life insurance helps protect those who rely on the income of an employee
If they pass away, life insurance benefits can replace income for their family;.
How much life insurance a they need depends on their goals and income.

The two basic types of life insurance policies provided the company is. Term
life insurance and Whole life, or permanent insurance

Perks & Discounts

Discounts include employee discount plan. All Coca-Cola employees are
eligible for unbeatable deals at over 250 of the world's best retailers

Professional Support
Diversity Program
Aligning Diversity Plans with Business Priorities

Although Coca Cola Enterprises is proud of the progress already made, the
organization is now challenged with maintaining momentum, better aligning
diversity and inclusion plans with the priorities of business, and focusing on
some specific dimensions of diversity and inclusion. For example, in order to
embed diversity and inclusion more into management routines, Coca Cola
Enterprises recently launched a Diversity Is Everybodys Business awarenessraising program that required all managers to run a diversity and inclusion
workshop during a team meeting. The company is currently considering turning
this into a yearly requirement for all managers to help nurture a culture of
constructive dialogue around diversity and inclusion.
To better align diversity and inclusion plans with business priorities, Coca Cola
Enterprises also created the Diversity in Action program, which encourages
sites and business functions to create and track the progress of diversity and
inclusion action plans based on assessments and regular meetings with senior
management. The company will continue this program, which has helped target
most of its workplace and community initiatives. The next step is to begin
exploring diversity and inclusion in relation to the marketplace and suppliers.
Gender Diversity
Gender diversity has been a priority for Coca Cola Enterprises for many years.

Thanks to consistent efforts in this area, the company is seeing positive results.
Woman currently account for 33 percent of its board of directors and 29 percent
of its executive leadership teamtwo and a half times the European average for
boards of directors and nearly three times the European average for executives.
Female participation at all leadership and management levels is also on the rise.
Europes increasingly multicultural and aging workforce is making a significant
impact on the marketplace, as well as the workplace. These socio-demographic
trends will require Coca Cola Enterprises to focus even more closely on ethnic,
generational, and disability issues in the future.

Job Training
To improve as a company and to help associates realize their full potential, they
are committed to extending education and development programs to their
associates at all levels of our organization.
Coca-Cola University (CCU) is their Company's education curriculum, which
provides a wide range of courses through classroom learning, e-learning and
field training to help associates develop personally and professionally. CCU's
learning portfolio focuses on leadership;marketing; human rights; ethics and
compliance; diversity; sustainability; finance; and other competencies. They
offer thousands of courses to associates through CCU. In 2009, more than
27,000 associates participated in 1,720 CCU classroom sessions worldwide, and
39,100 associates participated in e-learning courses.
Associates are encouraged to seek training through their annual performance
review system. The system, which includes mid-year and yearend career discussions between associates and their managers, gives everyone
the opportunity to assess their annual performance against set goals and
objectives. Associates and managers discuss training and development and
outline a plan for training and enrichment. The associate and manager are
responsible for ensuring that the proper training is completed within the
calendar year.
Executive education programmes are becoming increasingly popular. At Coca
Cola India, a cross-functional team that conceptualized its Support My School
programme, was sent to Russia and Turkey this year to learn of
similar community development and sustainability projects there

The Company also encourages associates to pursue higher education programs,

with levels of reimbursement available for degree-seeking undergraduate and
graduate studies at accredited colleges and universities. They also provide
associates the opportunity to take advantage of many e-learning resources
beyond CCU, as well as external conferences and other education and training
opportunities.

NON MONETARY BENEFITS:

FINANCIAL RETIREMENT:
Pension plan
The Coca-Cola Enterprises Employees Pension Plan (the Pension Plan) is a
tax-qualified defined benefit pension plan, which provides basic pension
benefits for substantially all of the companys U.S. employees (excluding
certain employees covered by collective bargaining agreements).
The Pension Plan provides for an annual benefit (expressed as a life annuity
payable at normal retirement age) equal to 1.15% of a participants final average
earnings multiplied by his or her number of years of benefit service. Benefit
service is defined as each month of service in which the participant receives
compensation from the company, as well as any service that was credited under
a plan that was merged into the Pension Plan. Final average earnings is the
highest average compensation received by the participant during three
consecutive calendar years out of his or her last 10 years of employment.
Covered compensation under the Pension Plan includes salary and annual
incentives.

 Retirement plan
Retirement Plans, including a 401(k) plan with Company match of three percent
and choice of funds and a defined benefit plan that is entirely funded by the
Company

401K plan
The Coca-Cola Company 401K Plan is a defined contribution plan with a
profit-sharing component, 401k feature, and ESOP component. This plan has a
Bright Scope Rating of 72. This plan is in the top 15% of plans for Total Plan
Cost. The Coca-Cola Company 401K Plan currently has over 67,600 active
participants .

Charitable gift matching

Matching Gifts Program up to Rs10,000 per participant each calendar year on a
2-for-1 basis. This program allows, full-time Coca-Cola employees, their
spouses/domestic partners, retirees and board members to contribute financial
support to charitable organizations that are making a difference in our
communities. Participants may contribute a cumulative maximum of rs10,000
from personal funds, per calendar year, to a single or multiple qualifying
organizations. These funds will be matched on a 2-for-1 basis by The Coca-Cola
Foundation, allowing for a maximum total match of rs20,000 per calendar year

Employee stock exchange plan

FAMILY AND PARENTING:

Maternity and paternity leave
Fathers shall be granted one day off with pay on the birth of his child. This
benefit does not extend to adoption. Parental leave shall be provided in
accordance with the applicable statutory requirements. An employees seniority
standing shall not be affected by such
leave.

 Work from home

Family medical leave
Unpaid extended leave
Adoption assistance
Military leave
Vacation and time off:
Vacation and paid time off
Paid holidays
Sick leaves
After a probationary period, the Company will provide up to six (6) days paid
leave in any one calendar year. If unused, three days pay will be paid to the
Employees having four or more unused days in January of the following year.
Notwithstanding the foregoing, employees who work ten (10) hour shifts shall
be provided with up to forty-eight (48) hours paid leave in any one calendar
year. If unused, twenty-four (24) hours pay will be paid to employees having
Thirty-two (32) hours or more unused hours in January of the following year.

Bereavement leave
Bereavement leave is a special kind of paid leave that you can use if someone
close to you dies.An employee who is scheduled to work on a twelve (12) hour
shift and who is absent for reasons for jury duty, sick leave (subject to the
restrictions of Article V111) bereavement leave, statutory holidays or
negotiations shall be compensated for twelve (12) hours of lost pay at his/her
regular hourly rate of pay. For the purposes of sick leave cash out and paid time
off for unused sick leave credits, employees who work twelve (12) hour shifts
shall have their sick leave bank exhausted after forty-eight (48) hours has been
paid or taken as compensation for sick time off.

PEPSICO INTRODUCTION
PepsiCo Inc. is an American multinational food and Beverage Corporation
headquartered in Purchase, New York, United States .PepsiCo, Inc. was
established in 1965 through the merger of Pepsi-Cola and Frito-Lay was
founded by Donald M. Kendall, Herman Lay and the Ceo is Indra Nooyi.
PepsiCo is a global food and beverage leader with net revenues of more than
$65 billion and a product portfolio that includes 22 brands that generate more
than $1 billion each in annual retail sales.
Our main businesses Quaker, Tropicana, Gatorade, Frito-Lay and Pepsi-Cola
make hundreds of enjoyable foods and beverages that are loved throughout
the world.
PepsiCos people are united by our unique commitment to sustainable growth
by investing in a healthier future for people and our planet, which we believe
also means a more successful future for PepsiCo.
Our Goals and Commitments
i.

Culture: Enable our people to thrive by providing a supportive and

empowering workplace.

ii.

Ensure high levels of employee engagement and satisfaction as compared

with other Fortune 500 companies.

iii.

Foster diversity and inclusion by developing a workforce that reflects

local communities.

iv.

Encourage our employees to lead healthier lives by offering workplace

wellness programmes.

v.

Ensure a safe workplace by continuing to reduce Lost-Time Injury Rates

while striving to improve other occupational health and safety metrics
through best practices.

vi.

Support ethical and legal compliance through annual training in our Code
of Conduct, which outlines PepsiCo's unwavering commitment to its
human rights policy, including treating every employee with dignity and
respect.

vii.

Career: Provide opportunities that strengthen our employees' skills and

capabilities to drive sustainable growth.

MONETARY BENEFITS
DESIGNATION

AVERAGE SALARY

SAP Consultant

3,66,192

SAP Consultant

3,99,500

Finance Manager

5,59,279

Sales & Marketing Manager

1,047,500

Territory Development Manager

1,759,345

NON MONETARY BENEFITS

I. Pension, Retiree Medical and Savings Plans
Our pension plans cover certain full-time employees in the U.S. and certain
international employees. Benefits are determined based on either years of
service or a combination of years of service and earnings. Certain U.S. and
Canada retirees are also eligible for medical and life insurance benefits (retiree
medical) if they meet age and service requirements. Generally, our share of
retiree medical costs is capped at specified dollar amounts, which vary based
upon years of service, with retirees contributing the remainder of the costs.
Gains and losses resulting from actual experience differing from our
assumptions, including the difference between the actual return on plan assets
and the expected return on plan assets, and from changes in our assumptions are
determined at each measurement date. If this net accumulated gain or loss
exceeds 10% of the greater of the market-related value of plan assets or plan
liabilities, a portion of the net gain or loss is included in expense for the
following year based upon the average remaining service period of active plan
participants, which is approximately 10 years for pension expense and

approximately 8 years for retiree medical expense. The cost or benefit of plan
changes that increase or decrease benefits for prior employee service (prior
service cost/(credit)) is included in earnings on a straight-line basis over the
average remaining service period of active plan participants.
In connection with our acquisitions of PBG and PAS, we assumed sponsorship
of pension and retiree medical plans that provide benefits to certain U.S. and
international employees. Subsequently, during the third quarter of 2010, we
merged the pension plan assets of the legacy PBG and PAS U.S. pension plans
with those of PepsiCo into one master trust.
The provisions of both the PPACA and the Health Care and Education
Reconciliation Act are reflected in our retiree medical expenses and liabilities
and were not material to our financial statements.

Future Benefit Payments and Funding

(a) Expected future benefit payments for our retiree medical plans do not
reflect any estimated subsidies expected to be received under the 2003 Medicare
Act. Subsidies are expected to be approximately $13 million for each of the
years from 2012 through 2016 and approximately $100 million in total for 2017
through 2021.
These future benefits to beneficiaries include payments from both funded and
unfunded pension plans.
In 2012, we expect to make pension and retiree medical contributions of
approximately $1.3 billion, with up to approximately $1 billion expected to be
discretionary. Our net cash payments for retiree medical are estimated to be
approximately $124 million in 2012.

Pension
Our pension plan investment strategy includes the use of actively managed
securities and is reviewed periodically in conjunction with plan liabilities, an
evaluation of market conditions, tolerance for risk and cash requirements for
benefit payments. Our investment objective is to ensure that funds are available
to meet the plans' benefit obligations when they become due. Our overall
investment strategy is to prudently invest plan assets in a well-diversified
portfolio of equity and high-quality debt securities to achieve our long-term

return expectations. Our investment policy also permits the use of derivative
instruments which are primarily used to reduce risk. Our expected long-term
rate of return on U.S. plan assets is 7.8%. Our 2011 target investment allocation
was 40% for U.S. equity, 20% for international equity and 40% for fixed
income. For 2012, our target allocations are as follows: 40% for fixed income,
33% for U.S. equity, 22% for international equity and 5% for real estate. The
change to the 2012 target asset allocations was made to increase diversification.
Actual investment allocations may vary from our target investment allocations
due to prevailing market conditions. We regularly review our actual investment
allocations and periodically rebalance our investments to our target allocations.
The expected return on pension plan assets is based on our pension plan
investment strategy, our expectations for long-term rates of return by asset class
taking into account volatility and correlation among asset classes and our
historical experience. We also review current levels of interest rates and
inflation to assess the reasonableness of the long-term rates. We evaluate our
expected return assumptions annually to ensure that they are reasonable. To
calculate the expected return on pension plan assets, our market-related value of
assets for fixed income is the actual fair value. For all other asset categories, we
use a method that recognizes investment gains or losses (the difference between
the expected and actual return based on the market-related value of assets) over
a five-year period. This has the effect of reducing year-to-year volatility.

Retiree Medical
In 2011 and 2010, we made non-discretionary contributions of $110 million and
$100 million, respectively, to fund the payment of retiree medical claims. In
2010, we made a discretionary contribution of $170 million to fund future U.S.
retiree medical plan benefits. This contribution was invested consistent with the
allocation of existing assets in the U.S. pension plan.
Retiree Medical Cost Trend Rates
An average increase of 7% in the cost of covered retiree medical benefits is
assumed for 2012. This average increase is then projected to decline gradually
to 5% in 2020 and thereafter. These assumed health care cost trend rates have an
impact on the retiree medical plan expense and liability. However, the cap on
our share of retiree medical costs limits the impact. In addition, as of January 1,
2011, the Company started phasing out Company subsidies of retiree medical

benefits. A 1-percentage-point change in the assumed health care trend rate

would have the following effects:
Savings Plan
Certain U.S. employees are eligible to participate in 401(k) savings plans, which
are voluntary defined contribution plans. The plans are designed to help
employees accumulate additional savings for retirement, and we make
Company matching contributions on a portion of eligible pay based on years of
service.
In 2010, in connection with our acquisitions of PBG and PAS, we also made
Company retirement contributions for certain employees on a portion of eligible
pay based on years of service.
As of January 1, 2011, a new employer contribution to the 401(k) savings plan
became effective for certain eligible legacy PBG and PAS salaried employees as
well as all eligible salaried new hires of PepsiCo who are not eligible to
participate in the defined benefit pension plan as a result of plan design changes
approved during 2010. In 2011 and 2010, our total Company contributions were
$144 million and $135 million, respectively.
As of February 2012, certain U.S. employees earning a benefit under one of our
defined benefit pension plans will no longer be eligible for the Company
matching contributions on their 401(k) contributions.
For additional unaudited information on our pension and retiree medical plans
and related accounting policies and assumptions, see "Our Critical Accounting
Policies" in Management's Discussion and Analysis.

II. PROFESSIONAL DEVELOPMENT

We provide a supportive and empowering workplace to help our associates
thrive.

We give our associates the chance to learn and grow professionally through
regular training and career development tools. We also work to transfer good
ideas, skills, knowledge and technology across our businesses.

PepsiCo University
PepsiCo University offers our associates a number of ways to boost their
professional growth. Our Global Development Council works with PepsiCo
University to establish a global curriculum, and associates can take courses in
classrooms and online. There are five universities within PepsiCo University:
Finance University

Finance University provides courses on Investor Relations/External Reporting,

Audit/Risk Management, Control, Tax, Treasury, Operations and Supply Chain
Finance, Sales Finance, Strategy/Mergers & Acquisitions (M&A), Business
Planning, Systems and Information Technology (IT).
Global Procurement University

Global Procurement University includes a variety of e-learning courses

designed to enhance the performance and professional development of
procurement professionals.
Customer Management University

Customer Management University offers a robust and continuously updated

sales and customer management curriculum that's available to U.S. sales
professionals across all divisions.
Global R&D University

Global R&D University is a technical training program for all R&D associates
worldwide. It provides specialized instruction in eight individual colleges:
Packaging, Nutrition, Food Safety and Regulatory, Ingredient Application
Science, Human Research and Science, Experience Design, Product
Development and Process Engineering.
HR University

HR University was launched in 2012 with seven courses that cover everything
from organization design and business consulting skills to HR analytics and
talent forecasting.

Talent Sustainability
It is a promise to invest in them to help them succeed, to work continually to
develop and retain exceptional people and to create employment opportunities
in the communities we serve.

As PepsiCo continues its journey of sustainable growth, we must continue to

hire, retain and develop our leadership bench and a highly skilled and diverse
workforce. After all, our employees are our greatest strength.
We have an extraordinary talent base across our organization in our
manufacturing facilities, our sales and distribution organization, our marketing
groups, our staff functions and our general managers.
As we expand our business, we are heightening our focus on ensuring that we
maintain an inclusive environment and develop the careers of our employees.
Our goal is to continue to have the leadership talent, capabilities and experience
necessary to grow our business well into the future.

III. HEALTH AND SAFETY

Our first priority as a company is the safety, health and well-being of our
associates around the world.

We're always looking for ways to make PepsiCo a great place to work. One way
is by offering associates a comprehensive benefits package-benefits that meet or
exceed the standards of the competitive marketplaces in which our associates
work around the world.
Healthy Living

Our Healthy Living program encourages associates and their families to focus
on healthy lifestyles at home, at work and at play. It includes preventive
screenings and rewards for participating in personal health assessments and for
completing health improvement programs. This program combines personalized
coaching, fitness and nutrition programs, online tools and resources, incentives,
educational messaging, worksite wellness initiatives and health benefit coverage
to promote healthier lifestyles.
To support employee wellness, we offer on-site health and wellness services in
many countries around the world, including China, India, Mexico, South Africa,

the U.K. and the U.S. These initiatives, which vary by location, include routine
medical care at work sites; education programs on health, nutrition and exercise;
programs on smoking cessation; on-site fitness centers; and organized programs
to encourage exercise.

Workplace Wellness
Our global wellness strategy is designed to get associates and their families
involved in developing and maintaining healthy behaviors to improve their
overall quality of life. In 2012, we launched a global wellness center of
excellence to establish global principles and identify appropriate programs.
Because emotional well-being is an important part of a healthy lifestyle, we
offer stress management and coping skills in 20 countries. In the U.S. and
Canada, we offer one-on-one coaching sessions via telephone. We also provide
incentives of $50 for completing the online wellness program and up to $100
for completing the phone-based wellness coaching program in the U.S.
Additionally, in Canada, Mexico, the U.S., and many countries across Europe,
an Employee Assistance Program provides free confidential counseling to help
employees address a range of personal issues. PepsiCo also works with a variety
of organizations to improve workplace wellness.
Healthy Money
This financial education program provides tools and resources to improve the
financial fitness of PepsiCo's U.S. associates. It helps associates build personal
financial plans, cut debt, save for retirement and much more.

Parle Agro INTRODUCTION

Parle Agro is a trusted name in the beverage industry for agro based drinks.
With an annual turnover of around INR 10 billion at present, Parle Agro is one
of the fastest growing food and beverages companies in India. Parle Agro is a
leading Indian Beverage Company, the only Indian transnational giant with the
past experience of having successfully launched leading soft drink brands like
'Frooti, Appy Classic, Appy-Fizz,Bailley Packaged Drinking Water &
Confectionery brands like Mintrox and Buttercup . Parle Agro strength is their
people who have worked towards making their presence felt throughout the
country and all over the world through a strong franchisee network and welldeveloped strong infrastructure. Parle Agro has its factories located in Silvassa,
Patalganga, Bhopal, Chennai, Ghaziabad and Hyderabad. At Parle Agro, success
is a habit; where greater heights are achieved through consumer insight, sound
business practices, marketing and sales innovation, with the focus on the
consumer. 'Thinking consumer, Tasting success, Always'- that is what Parle
Agro is all about.

MONETARY BENEFITS
The company's particular focus on quality and brands has proved to be a major
benefit for it in terms of revenue generation and employee retention. With an
employee rating of as high as 4.1 (glassdoor.com), Parle Agro is aiming for further
milestones in their sector. In the meanwhile, those who are looking forward to
shaping up their careers at the concern, here is a list of salaries of some of the
prominent profiles there:

Job Category
Accounts Manager
Growth Officer
Accounts Executive or
Accountant
Executive or Administration
Assistant

Approximate Salaries Earned Per Year

INR 3,00,000- INR 6,05,000 with an average salary of INR
4,20,000
INR 120,000- INR 225,000 with an average salary of INR
168,333
INR 1,00,000- INR 4,93,000 with an average salary range of
INR 2,27,000
INR 1,50,000- INR 3,40,000 with an average salary range of
INR 1,95,000

NON MONETARY BENEFITS

Extra Perquisites
Perks is an informal word for perquisites which
are privileges granted to employees in addition to
their salaries and benefits (such as medial and pension plans). 'True' perks
have little or no cash value or tax implications and may
include company car, vacations, reserved parking space, spacious office,
private and dining.
Incentives
A monetary gift provided to an employee based on performance, which is
thought of as one way to entice the employee to continue delivering
positive results. Incentive pay may come in the form of a bonus, profitsharing, or commission.

 Outdoor trips
When employees fulfill their targets one of the advantages are the
outdoor trips that Parle Agro provides them with. It can either be for
individuals or the team accordingly.
Employee of the month on the production area is practiced
Parle Agro has a practice where every month employees are evaluated
and according to each department which employee has performed the best
becomes The Employee of the Month.