HR OVERVIEW

Date : 25th May 13

VISION STATEMENT
TO BE AMONG THE TOP 3 MOST ADMIRED REAL ESTATE COMPANIES
We will achieve this by:

Having the most engaged and empowered workforce

Attaining the highest degree of customer trust Incessant innovation Championing GREEN developments

Looking Back: Trends, Key Highlights & Focus Areas

FY 2012-13

HEAD COUNT TREND (APRIL 12 TO APRIL 13)

160 140 119 120 No. of Employees 100 117 117 117 116 151 151 151

80
60 40 20 0

AOP Actuals

Apr' 12 128 118

May' 12 131 118

Jun' 12 139 127

Jul' 12 141 129

Aug' 12 143 129

Sept' 12 148 123

Oct,12 151 119

Nov'12 151 120

Dec'12 151 120

Jan'13 151 117

Feb'13 151 117

Mar'13 151 117

Apr '13 119 116

Current Headcount is considerably lower than planned figures as per AOP. Reason for Gap: Projects Planned vs Projects Executed
Note: AOP 13-14 Head Count Figure are not approved as yet

HEADCOUNT DEMOGRAPHICS AGE GROUP DISTRIBUTION

Avg Age as on 30th April'13: 32.34 yrs
60

50

48

40 No. of Employees 30 23 20 19 16 10

10

0
< 25 yrs 25 - 30 yrs 30 - 35 yrs 35 - 40 yrs > 40 yrs

Headcount as on 30th April, 2013: 116 Average Age: 32.34 years Approximately 63% of employee base is below the average age. Lower avg age mainly due to large intake of campus recruits, starting 2010. Objective: To keep average age of organization at approximately 32 years.

Attrition Analysis (April 12 to April 13)

10.00 9.00 8.00 7.00

No. of Exits

6.00 5.00 4.00 3 3.00 2.00 1.00 3

0.00
Attrition % No. of Leavers

Apr' 12 2.54 3

May' 12 1.69 2

Jun' 12 0.79 1

Jul' 12 2.33 3

Aug' 12 Sept' 12 4.65 7.32 6 9

Oct'12 3.36 4

Nov'12 0.00 0

Dec'12 0.83 1

Jan'13 2.56 3

Feb'13 0.85 1

Mar'13 0.85 1

Apr ' 13 2.59 3

Increase in August & September, due to forced attrition after the PMS ratings

Attrition Analysis (April 12 to April 13)

20 18 16 14 12 10 8 6 4 2 0
18

Function -wise Attrition (Apr-Mar 2013)

No. of Leavers

35%

30%
0 - 1 year

7 5 2 1
FM

1 - 2 years 2 - 4 years
1
Finance

1
GO

1
BD

1
CEO's Office

0
SCM

0
HR

0
MD's Office

0
IT

0
WM Ops

> 4 years

30%

5%

Projects

Legal

M&S

Function Wise Attrition

Not Assessed PL 1 PL 2 PL 3 PL 4

Mall Mgt

Tenure Wise Attrition

5% 8%

19%

Performance Level Wise Attrition

33%

35%

Revenue and Personnel Costs Analysis

231.47

233.42

231.14

216.15

144.38 161.27

164.96

145.31 155.64

157.40

160.48

234.41 153.8 16.72 21.72 154.81 Mar'13 16.12 1.21

140.59 153.84

141.21 150.71

145.55 151.06

139.58 145.82

16.20 22.68

15.44 17.62

16.04 21.77

150.36

15.92 15.29

13.94 12.64

April' 12

May' 12

13.79 11.71

June' 12

July' 12

Aug' 12

Sept' 12

Oct'12

15.59 13.63

Nov'12

15.77 13.84

15.34 15.71

Dec'12

Jan'13

16.42 16.08

Revenue AOP

Revenue Actuals

Personnel Cost AOP

Personnel Cost Actuals

Personnel Cost for Aug & Sept 12, slightly higher than planned.
LTIP payment of 20 mn made to an EC member, paid out in Aug12 Billing erroneously done twice rectified in Aug 12 Personnel Cost for Dec12 & Feb13, higher than planned. LTIP Provision for 14 mn made (P/L hit in Dec12 by 6.5 mn) 15 mn to impact P/L instead of earlier estimates

235.3 Feb'13

Productivity Trends
Personnel Cost/Gross Revenue
Planned 14.57% 13.57% 10.91% 10.94% 9.99% 9.76% 11.15% 10.70% 10.93% 8.66% 10.70% 1.24 8.39% 1.09 7.77% 7.21% 6.81% 6.87% 7.10% 7.11% 6.88% 1.08 1.01 1.03 Actual 14.12% 1.53 1.28 1.43 1.21 1.17 1.21 1.31 1.32 1.37 1.55 1.53 1.56 1.55

Total Revenue per employee

Planned Actual

1.34

10.21%
8.67%

10.12%

1.29

1.31

1.32

1.02

0.98

0.78% April' 12 May' 12 June' 12 July' 12 Aug' 12 Sept' 12 Oct'12 Nov'12 Dec'12 Jan'13 Feb'13 Mar'13 April' 12 May' 12 June' 12 July' 12 Aug' 12 Sept' 12 Oct'12 Nov'12 Dec'12 Jan'13 Feb'13 Mar'13

Planned 75.75% 74.04% 59.93% 49.46% 52.72% 57.93% 41.67%

Actual 80.93% 65.45% 71.46% 81.25%

72.46%

66.25%

72.23%

Personnel Cost/Opex
48.46%
43.54% 42.15%

17.03% 16.01% Nov'12 Dec'12 18.72% Jan'13

19.33%

19.67%

14.85% April' 12 May' 12 June' 12 July' 12 Aug' 12 Sept' 12 Oct'12

5.91%
Feb'13 Mar'13

Learning & Development Key Highlights

Identified Key Organizational Capabilities, both functional and behavioural Functional Marketing Projects Leasing/ Sales Behavioural Coaching 360 degrees Feedback People Management Skills for better performance Leading Successful Change

Focus Areas: Stress on Internal Knowledge Sharing Programs Creating a Customer Centric Culture Ensuing a strong connect with the Organization Vision through Vision Workshops. Project Planning & Management

Organization Talent Review conducted for participants at a Manager & above level, having undergone at least one appraisal cycle with a minimum rating of A3L3. Development Needs Identified: Role Competencies Setting & Delivering Stretch Targets Business Understanding Leadership Competencies Developing Leadership Capabilities in Self & Others Innovating Development Centre, in association with SHL, conducted for all participants at a Band 2 and Band 3 level, excluding the Executive Committee. 3 day, Company wide Team Outbound Programme to Shimla conducted in association with Cinque & Potentia to enhance the skill of setting & delivering stretch targets. TalentView of Leadership Transitions (TLT), in association with PDI Ninth House, conducted for all 5 EC Members.

Deliberated L&D Focus Areas: Identified Key Organizational Capabilities, both functional and behavioural

Functional Competencies in Marketing Projects Leasing/ Sales Behavioural Competencies in Coaching 360 degrees Feedback People Management Skills for better performance Leading Successful Change

Emergent L&D Focus Areas:

Enhancing Project Management Sales Training for customer facing employees Increased focus on Internal Knowledge Sharing Sessions to enhance transfer of learning to team members One day workshop on Driving for Results combined with inputs on Setting & Delivering Stretch Targets. Workshop on Budgets, Cost Management & Control, driven internally for all PICs and QS/TA employees.

Talent Acquisition & On-boarding - Key Highlights

On-boarding & Orientation: Implementation of On-boarding Success Program, an interactive video presentation forming the core of the induction process. Average Induction Feedback stands at a healthy 4.48 out of 5. Talent Acquisitions (Open Positions: as on date) Senior Manager Facility Management (Worldmark) To ramp up the rest of the Worldmark Operations Team Marketing (1+1) Accounts SCM

Employee Engagement - Key Highlights

ORGANIZATION CHARTS*
(TILL SECOND LEVEL)

* As on 31st March, 2013

IT OFFICES GROUP

CEO

Group Head IT Offices

Atrium Towers Projec t in charge

Manager -Office Leasing

Sr. Manager Legal

1 5

ASSETS GROUP

CEO

Group Head Assets

Top mark Operations

Mall Management

Facility Management

1 6

CORPORATE OFFICES & MALLS GROUP

CEO

Group Head COMG

Legal

Top Mark Project

Prestige Project

Ops Head Eldrich

Manager Legal

Project Head

G M Retail Leasing

Project Head

GM Retail Leasing

Project Head

1 7

COMMERCIAL COMPLEXES GROUP

CEO

Group Head - CCG

DGM Projects Apex Towers

GM -Commercial Sales

Sr. Manager Projects

Sr. Manager Sales

1 8

PROJECT TASK GROUP

CEO

Project Task Group

Moderator

Project Planning

Coordinator M.

Construction Management

Electrical Expert

Mechanical Expert

Quantity Surveying

1 9

SUPPLY CHAIN MANAGEMENT

CEO

GM SCM

Sr. Manager

Manager SCM

Manager SCM

Manager SCM

2 0

FINANCE

CEO

COO & CFO

G M - Finance & Accounts

Corporate Planning & Business Review

Corporate Finance/ BD

2 1

BRAND MANAGEMENT

CEO

Sr. Manager Brand

AM Brand

2 2

SECRETARIAL

CEO

DGM CS

AM CS

2 3

INFORMATION TECHNOLOGY

CEO

Sr. Manager IT

Manager -IT

2 4

HUMAN RESOURCES
CEO

Head HR

YL - HR Business Partner for: IT Offices Group Assets Group SCM Legal (Secretarial) M&S (Brand Mgt) HR SPOC for: L&D Induction

Manager HR HR Operations PMS Talent Management

AM - HR Business Partner for: Projects (incl Group Ops) Finance COMG CCG CEOs Office IT SPOC for: Events Admin
2 5

HITS & MISSES (FY 2012-13)

HITS: Employee Engagement: KENEXA (People Pulse) Achieving an engagement score of over 90 percentile. Organizational Talent Review: Review of 36 participants (as per pre-determined criteria) by RM and Talent Review Committee, leading to successful identification of development needs.

Successfully conducted a Development Centre for all employees, B2 and above, excluding EC
Vision Workshops: Very well received organization wide Successful completion of TLT Assessment & Feedback for all EC Members Mid year KRA Assessment by October, 2012 CII HR Excellence Awards 2012-13 Team Outbound Programme to Shimla in Sept 2012 Participation in Great Place to Work Survey Successful completion of first cycle of 360 degree feedback for effective participation in Hubs & CFTs.

MISSES: Closure of open positions within stated SLAs Clyde Britton for Sales Training as per Organizational Capabilities identified.

3 0

FOCUS AREAS 2012-13: AT A GLANCE

L&D
Building Organizational Capabilities Addressing Development needs identified through OTR via relevant interventions Implementation of SDPs Functional Trainings

Talent Management
Action Plan & Implementation basis findings of Development Centre Building Bench Strength for critical positions Creating a Gen-Y ready organization

Employee Engagement
Greater Connect/ Communication with Internal Customers esp at Sites Enhancing Employee Touch points Lunch with CEO ECF Monthly interaction with Hubs & CFTs Revamping Induction Process

HR Operations
Streamlining ERP Processes Focus on Admin related activities

Talent Acquisition
Closing open positions with SLAs agreed. Adherence to existing Talent Strategy Tapping wider applicant pool through website, LinkedIn and employee referrals. Common Applicant Pool on ERP

Rewards
Encourage a culture of Instant Rewards & Recognition, as per R&R Framework Differentiate between Reward & Recognition. Have a culture of reinforcing positive behaviours through right & timely interventions.

3 1

The way forward: HR Action Plan & Focus Areas

FY 2013-14

PENTIUM REALTY LTD

STRAP 2013-14

Create a culture of Innovation: where human capital strives for continuous improvement
Key Element Objective Measure Ratio of Ideas Generated to No. of Employees Conversion Ratio Target Initiative Periodic campaigns and idea generation workshops to encourage employees to ideate Creation of a task force for idea operationalization Data Source Data Owner

Idea Generation

To create an Idea Bank

1 is to 1

Idea Tracker

Srinath

Idea Operationalization

To convert Ideation to Operations

10 is to 1

Feedback report from Task Force

Priyanka

Review of Operationalized Ideas (ROI)

To assess if the ideas operationalized have met the conceptualised objective

Gap Analysis

Reduction in gap by continuous innovation

Continuous improvement Workshop programs & workshops Feedback Report

Priyanka

Feedback of operationalized Ideas

To better understand the benefits of ideas operationalized

% of positive response to the operationalized idea from one or more key stakeholders in the vision statement

Top 2 box scores on 5point scale

Survey Methodology

Survey Results

Trisha & Tanvi

PENTIUM REALTY LTD

STRAP 2013-14

Create a culture of performance: where human capital prides in delivering what it commits
Key Element
PMS awareness

Objective
To understand consequences of performance Articulating the KRAs and key deliverables that funnel into delivering the key business objectives Enhancing the accuracy of performance feedback such that it matches with the performance scores

Measure
Score on the measure "consequences of performing well"

Target
80% or higher

Initiative
Create periodic pms awareness workshops

Data Source and Sharing

Quarterly reports on PMS workshop feedback

Data Owner
Tanvi

Enhancing Quality of the Performance Criteria

Quality audit score to be given by the Core Committee to be formed for Business Performance Review

90% or higher

1.Institute a core committee for business performance review 2. Facilitate quarterly review of KRA scroes

Quarterly audit scores of KRA review.

Trisha

Accurate Performance Feedback

score on the measure on "Accuracy of performance feedback"

top 2 box score

Have quarterly feedback reviews

Documenting Quarterly MIS from WGLs and reportees and HR spoc on the performance feedback given to employees

Priyanka

Using PMS process as a strategic tool

Ensuring that the Performance Review Process stimulates employees to deliver high quality of performance

% score on the parameter "Performance process stimulates me to perform my best"

75% or higher

Cover employees over a year for meeting with CEO on the quality and ability of the performance review to stimulate the employees to perform, to high standards

Qualitative feedback scores from CEO's meeting

Srinath

To facilitate R&R and Implementing actions Development actions arising out of arising ot of feedback Performance Feedback

% implementation of key actions arising out of recommendations of the "Core Committee for Business Performance Review"

85% or higher

Facilitate "Core Committee for Business Performance Review" deliberations that can highlight timely corrective actions for performance shortfalls .

Quarterly Review and Record notes of "Core Committee for Business Performance Review" deliberations

Srinath

Strategic Program 2013-14 Srinath V, Head HR

HR - 3+3

Objective & Goals - Create a culture of performance & continuous innovation Vision : To be among the Top 3 Most Valuable Real Estate Companies Running Projects Projects: Quarter 1 1 Enhance Ideation & Operationalization through continuous support Setting the Performance Context: a. Alignment of KRAs with the Business KRA b. Institute a core committee to audit & assess relevance of KRAs w.r.t. the business context c. Quarterly Feedback to be shared with WGLs Enhancing Performance Delivery & Evaluation: a. Conceptualization of a detailed L&D Plan to enhance recognition of Leadership Performance; Effective Performance feedback etc. b. Streamlining a Mentoring & Role Modeling Initiative to optimize the leadership pipeline Projects in Pipeline 1 2 3 4 Inter-Functional Collaboration: Facilitate inter functional team lunches striving towards increased internal customer satisfaction Innovation & Safety Portal Facilitate R&R and Development Actions arising from Performance Feedback Improve the Innovation Quotient of the Organization: Facilitate Learning & Knowledge Sharing Sessions

Other Focus Areas

Deliverable
T2T Leadership (Development of Transactional Leaders into Transformational Leaders)

Initiative
Organizational Talent Review (OTR)

Leadership Focus

Optimizing the Leadership Pipeline Mentoring/ Role Modeling)

1. Survey (to help identify target population of mentees) 2. Identification of Mentors (within the organization) 3. Incase of unavailability, external resources to be identified (through mentees) Vision Workshops 1. Periodic surveys to measure employee feedback on Key HR Processes 2. Feedback to be instrumental in improving HR Processes Creating a Recruitment Panel for improved quality of intake Revamping induction process 1. Half Yearly review through self administered questionnaires 2. Formulation of a 3 member committee to review & address grievances

Connect with the Vision

Inter Functional Collaboration Index

Recruitment & Selection Induction & On-boarding HR Operations Employee Relations 1. Structured Grievance Re-dressal Mechanism 2. Improvement in Work Environment & Support Climate

WGL Meetings/ Surveys Culture of Performance Awareness) (Increased PMS Awareness Plan (As per 3+3)

HR Activity Calendar for 2013-14