Building A Stronger Workplace At InterGlobePresentation of FindingsJune, 2010

ENTERHERE

IDENTIFYSTRENGTHS THE

RIGHT FIT

GREATMANAGERS

ENGAGEDEMPLOYEES

ENGAGEDCUSTOMERS

SUSTAINABLEGROWTH

REAL PROFITINCREASE

STOCKINCREASE

Gallup Path™-Employee Engagement – Strongly linked to Business Outcomes

2

3

% Responded % Did not Respond

BUs Survey Response

Target Sample Size

Response Rate

Indigo 1501 2448 61%

IGT 1442 2232 65%

ITQ 332 392 85%

IGAT 238 394 60%

IGE 69 82 84%

IGH 54 54 100%

Total 3636 5602 65%

Gallup Global Average participation for first administration: 82%

Gallup Average participation for India: 88%

85

Responded to the survey

362

399

498

2252

InterGlobe Overall By Band

27

13

Survey Participation RateWith the larger BUs and bands showing a low participation, the overall

participation rate at InterGlobe aggregates to be lower than Gallup Average. Band 4 participation particularly low for Indigo while Band 1 is low for Indigo,

IGT and IGAT

4

%5 %4+%5 %1+%2

Majority of participants are optimistic about actions being taken based on the feedback provided. Need to optimize upon the opportunity.

N = 3636

Gallup India Avg.

66

Benchmarks %4+%5

Indigo IGT ITQ IGAT IGE IGH

1501 1442 332 238 69 54

62 58 63 56 68 74

Figures in blue are significantly higher and figures in red are significantly lower than InterGlobe Overall

Q12® Engagement Hierarchy

Growth

Teamwork

Managerial Support

Basic Needs

Opportunities to learn and growProgress discussion in last six months

Best friendCo-workers committed to qualityMission/purpose of companyMy opinions count

Encourages developmentSupervisor/someone at work caresRecognition last seven daysDo what I do best every day

Materials and equipmentI know what is expected of me at work

5

6

Overall MeasuresWhile about half of the employees exhibit a positive sentiment on overall measures,

there seem to be gaps experienced by the other half.

7

%5 %4+%5 %1+%2N = 3636

Gallup India Avg.

66

Benchmarks %4+%5

69

66

Indigo IGT ITQ IGAT IGE IGH

1501 1442 332 238 69 54

57 49 54 50 65 51

59 53 63 58 74 53

58 48 57 54 71 53

8

The engagement picture reflects inconsistency in the experience being delivered across key parameters especially ‘Managerial Effectiveness’. Trusting relationships

seem to be working relatively well.

Q12® Grand Mean – 3.53

N = 3636N = 3636

Mean

3.57

3.20

3.61

3.66

3.71

3.32

3.29

3.41

2.92

3.73

3.78

4.16

India Avg.

3.85

3.54

3.88

3.94

4.04

3.71

3.62

3.76

3.29

3.91

3.91

4.30

India Avg. Grand Mean – 3.81 India Avg. Grand Mean – 3.81

9

Line represent the percentage of teams with a Grand Mean in the range marked on the horizontal axis.

% o

f w

ork

gro

up

s

<=25th %tile 26th-49th %tile 50th – 74th %tile > = 75th percentile

% of teams 43% 27% 23% 8%

Range in Q12® PerformanceMajority of the workgroups are sub-optimized, need to enhance the

managerial capability

10

Gallup Q12® Engagement IndexNeed to understand the cause of dis-engagement and address it. The large proportion of ‘Not Engaged’ employees need to be focused at.

3.31:11.00:1

The target should be to reach a 5.3:1 ratio of engaged : actively disengaged

Engagement ratio calculated for groups with a sample of more than 100

2.60:1

11

12

3.533.81

3.66 3.56 3.47 3.46 3.36

InterGlobe Overall IGE ITQ IGT Indigo IGAT IGH

Q12 GM

Q12® - By BUsThe experience at IGE seems to be positively different from that of the BUs.

The concerns of the BUs need to be understood well and addressed effectively

N = 3636 69 332 1442 1501 238 54

Significantly higher/lower compared to InterGlobe Overall %iles – Gallup Global

%iles 21st 40th 29th 23rd 18th 18th 13th

Support from Corporate Office• All business units need to handled according to their business module. Like IGAT is GSA in

Aviation. At present is changing face under current market scenario. Still has lots of potential. If we need full output then need to remove insecure feelings.

• Need better coordination between IGH/HO to avoid the delays in timely completion of projects.

• The Corporate leadership goals must be driven in a appropriate manner. And they should know the pain of ground level.

• I think InterGlobe as a whole is the Best Place To Work but at the same time it should be more prompt and efficient as we are growing day by day. The support required from the HO should be more prompt so that their shouldn’t be any delay.

• The HO staff, Consultants and the Site Staff should work at the same platform to avoid delays and reworks.

• De-centralization of authority• Company independence

Employee Speak

Recognition• Rewards and recognition should be given to the right person and also every one should

know on what basis they have been rewarded. This should not be like rotational method as one person for this quarter and another one person for another quarter.

• To recognize the actual performers of the company and be rewarded for the same at the right time but not look at them once they have resigned and then try and keep them back by offering them a better pay package and other perks.

• Advise leadership team to at least praise the guys once in a while rather than always figuring out faults in something or the other.

Development• Organization should think about investing in the developmental needs of the employees at

all levels.• Growth Plan path for an employee should be designed to give a clear direction so that a

focus is set and this will also enable an organization to grow professionally.• Focus on developmental needs through regular soft skill trainings, this enhances skills & is a

good platform to interact & be exposed to best practices adopted by others in the group through discussions.

Employee Speak

14

Opinions Count• To actively and openly hear the needs of the employees, giving empowerment to the local

leadership team to make appropriate decisions that would be good for the employees and the company.

• Our opinions somehow do not seem to be considered. we are always at receiving end. There is not much say we have in the company as their own ideologies are forced onto us.

• Participative management is key to success. Align organizational goals with self goals• Equal chance to each member of a group/department to perform and express their views

freely and moreover fair opportunity to lead as well to boost up morale.

Progress Discussion• Improve genuine employee feedback mechanism & give them more opportunities to grow.

Ensure that same rules/standards/benchmarks are applicable to all without bias.• Company should have well defined career progression based on qualification & quality of

performance of individuals, specially for young people of Indian Origin.

Employee Speak

17

% of teams <=25th %tile 26th-49th %tile 50th – 74th %tile > = 75th percentile

Indigo 44% 33% 22% 1%

ITQ 37% 20% 37% 6%

IGT 43% 29% 18% 10%

IGAT 47% 11% 32% 11%

InterGlobe Overall 43% 27% 23% 8%

Range in Q12® Performance- By BUsManagers are the key to building and driving engagement. Need to provide

support to enhance the people managing capability across BUs

18

Though IGH seems to be dissatisfied across most parameters, pride levels and confidence in leadership are relatively strong. The perception on PMS is significantly

low for Indigo

(%4+%5)InterGlobe

OverallIGE ITQ IGT Indigo IGAT IGH

N = 3636 69 332 1442 1501 238 54

PRIDE

Pride 61 78 69 54 66 61 59

LEADERSHIP

Confidence in leadership 63 80 61 55 71 60 61

Actions consistent with the values 51 73 57 45 55 48 46

CUSTOMER ORIENTATION

Enabling systems & procedures 58 71 47 54 65 52 46

Inter-departmental cooperation 52 69 59 51 51 55 35

COMMUNICATION

Feel well informed 51 55 51 49 56 35 26

Sharing best practices / knowledge 52 52 54 48 59 39 23

Leadership seeks feedback 47 57 50 45 47 45 31

PMS & DEVELOPMENT

Fair and transparent 39 56 46 41 33 46 30

Distinguish superior performance 41 60 46 42 36 47 36

Recognizes strength & development needs 48 62 52 51 43 51 43

Receive training to do job better 65 61 63 59 75 49 49

Inputs to enhance leadership abilities 48 59 49 45 52 38 27

CULTURE

Fair resolution of problem 47 63 53 44 49 49 32

Fun & humor at workplace 53 56 62 52 53 54 29Figures in blue are significantly higher and figures in red are significantly lower than InterGlobe Overall

19

20

3.53 3.553.89

3.54 3.45 3.48 3.423.57

InterGlobe Overall

LT Band 6 Band 5 Band 4 Band 3 Band 2 Band 1

Q12 GM

Q12® - By Band The Leadership team needs to step up and role model engagement for the

larger organization to follow suit.

N = 3636 13 27 85 362 399 498 2252

Significantly higher/lower compared to InterGlobe Overall %iles – Gallup Global

%iles 21st 23rd 46th 22nd 17th 19th 16th 24th

21

Bands Q12® - By BUsThe positively different experience being delivered at Band 6 for Indigo, on

some critical dimensions, needs to be cascaded down. Sharp disconnect between Band 5 and Band 4 at ITQ needs to be seized.

Grand MeanInterGlobe

OverallIGE ITQ IGT Indigo IGAT IGH

N = 3636 69 332 1442 1501 238 54

Overall 3.53 3.81 3.66 3.56 3.47 3.46 3.36

LT 3.55 3.36 - - - - -

Band 6 3.89 - - - 4.14 3.48 -

Band 5 3.54 - 4.03 3.04 3.77 3.36 3.19

Band 4 3.45 3.99 3.30 3.34 3.47 3.42 3.48

Band 3 3.48 3.69 3.25 3.36 3.60 3.68 3.28

Band 2 3.42 3.73 3.67 3.35 - 3.32 3.39

Band 1 3.57 4.18 3.82 3.69 3.44 3.50 -

Figures in blue are significantly higher and figures in red are significantly lower than InterGlobe Overall

Concerns shown on ‘Managerial Effectiveness’, trusting relationships and progress discussions

Relatively better experience on resource enablement and talent utilization

22

Q12® - By Band With leadership team exhibiting mis-match of expectations in their

experience, building and sustaining engagement at InterGlobe will be a challenge. The experience of Band 6 is relatively stronger which it doesn’t

seem to be transferring to its teams

Gallup Global %iles InterGlobe Overall

LT Band 6 Band 5 Band 4 Band 3 Band 2 Band 1

N = 3636 13 27 85 362 399 498 2252

Grand Mean 3.53 3.55 3.89 3.54 3.45 3.48 3.42 3.57

Global %ile 21st 23rd 46th 22nd 17th 19th 16th 24th

Learn and grow 24th 33rd 50th 22nd 24th 20th 16th 27th

Progress discussion 18th 5th 19th 12th 10th 16th 15th 19th

Best friend 42nd 41st 46th 32nd 25th 39th 34th 49th

Co-workers Quality 23rd 29th 61st 28th 22nd 19th 21st 24th

Mission Alignment 30th 42nd 70th 31st 31st 32nd 23rd 30th

Opinions Count 26th 50th 78th 48th 27th 33rd 28th 23rd

Encourages Development 20th 26th 28th 19th 16th 19th 17th 21st

Care 15th 15th 26th 20th 12th 17th 14th 15th

Recognition 20th 22nd 22nd 18th 15th 18th 17th 22nd

Role Fitment 31st 32nd 52nd 40th 33rd 23rd 23rd 32nd

Materials & Equipment 31st 37th 57th 31st 31st 25th 24th 36th

Role Clarity 26th 8th 57th 20th 26th 20th 20th 31st

>=60th Percentile >=41st - 59th Percentile <=40th Percentile

• Recruiting the right people for the organization who think about InterGlobe rather than themselves. This allows for their actions to be in consonance with IGE's goals/objectives rather than serving their short term needs.

• A good performance management system which differentiates performers from not so good performers.

• Walk the talk. Run the company entirely professionally and not as a promoter/owner-run organization

• I would invest into future growth and profits and not be so focused on short term profits.

• Focus on New Learnings (information update) and Sharing• There should be better leadership i.e. equality, communication, direction,

encouragement, recognition.• Effective Governance

Employee Speak: Leadership Team

24

The most vociferous challenges experienced by Leadership team at InterGlobe seem to be around professional functioning between departments along with avenues for knowledge sharing and honing leadership skills of the employees

which are concern areas for all bands.(%4+%5)

InterGlobe Overall

LT Band 6 Band 5 Band 4 Band 3 Band 2 Band 1

N = 3636

PRIDE

Pride 61 75 81 70 66 63 53 62

LEADERSHIP

Confidence in leadership 63 58 77 73 67 64 52 64

Actions consistent with the values 51 50 74 63 53 54 43 51

CUSTOMER ORIENTATION

Enabling systems & procedures 58 55 65 60 62 58 45 60

Inter-departmental cooperation 52 42 67 53 46 55 48 53

COMMUNICATION

Feel well informed 51 58 59 43 44 49 44 54

Sharing best practices / knowledge 52 25 48 36 48 46 41 57

Leadership seeks feedback 47 60 63 49 44 45 41 48

PMS & DEVELOPMENT

Fair and transparent 39 50 80 45 44 39 40 36

Distinguish superior performance 41 70 75 47 42 40 39 40

Recognizes strength & development needs 48 50 64 55 44 46 46 49

Receive training to do job better 65 50 58 51 61 56 49 72

Inputs to enhance leadership abilities 48 25 48 40 45 43 35 52

CULTURE

Fair resolution of problem 47 58 65 54 49 49 44 47

Fun & humor at workplace 53 58 67 44 50 51 48 55Figures in blue are significantly higher and figures in red are significantly lower than InterGlobe Overall

Key Strengths

Employees have expressed confidence in the leadership team’s ability to lead the organization to success.

Employees exhibit a sense of pride in being associated with InterGlobe Advocacy currently seems to be driven out of the pride

Personal relationships seem to be working well and primarily driving the engagement currently

The experience being driven across IGE and Band 6 seems to be relatively better and needs to be built upon further.

Majority of employees are positive that issues arising out of this survey will be actioned upon

25

Key Areas of Opportunity

Need to develop strong people managing ability for optimizing the ability of employees and sustaining the business growth

The current experience of the Leadership team is a serious challenge and needs to be focused upon.

Create common avenues for knowledge sharing/best practices amongst group companies. This will also strengthen the connect with the brand.

Drive a participative culture, actively seeking feedback from employees

PMS needs to be relooked into with a stronger focus on transparency and meritocracy.

26

THANK YOU!!!