ICICI Bank 2014 Annual Report Download - page 27
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The KPIs include both quantitative and qualitative aspects. The BGRNC assesses organisational
performance as well as the individual performance for WTDs and equivalent positions. Based on
its assessment, it makes recommendations to the Board regarding compensation for WTDs and
equivalentpositionsandbonusforemployees.
• Alignment of compensation philosophy with prudent risk taking: The Bank seeks to achieve a
prudentmixoffixedandvariablepay,withahigherproportionofvariablepayatseniorlevelsand
noguaranteedbonuses. Compensationissoughttobe alignedtobothfinancialand non-financial
indicatorsofperformanceincludingaspectslikeriskmanagementandcustomerservice.Inaddition,
the Bank has an employee stock option scheme aimed at aligning compensation to long term
performancethroughstockoptiongrantsthatvestoveraperiodoftime.Compensationofstaffin
financialandriskcontrolfunctionsisindependentofthebusinessareastheyoverseeanddepends
ontheirperformanceassessment.
c) Description of the ways in which current and future risks are taken into account in the
remuneration processes including the nature and type of the key measures used to take account
of these risks
TheBoardapprovestheriskframeworkfortheBankandthebusinessactivitiesoftheBankareundertaken
withinthisframeworktoachievethefinancialplan.TheriskframeworkincludestheBank’sriskappetite,
limitsframeworkandpoliciesandproceduresgoverningvarioustypesofrisk.KPIsofWTDs&equivalent
positions,as well as employees,incorporate relevant risk management related aspects. Forexample,
inadditiontoperformancetargetsinareassuchasgrowthandprofits,performanceindicatorsinclude
aspectssuchasthedesiredfundingprofileandassetquality.TheBGRNCtakesinto considerationall
theaboveaspectswhileassessingorganisationalandindividualperformanceandmakingcompensation
relatedrecommendationstotheBoard.
d) Description of the ways in which the Bank seeks to link performance during a performance
measurement period with levels of remuneration
The level of performance bonus, increments in salary and allowances and grant of stock options are
determinedbasedontheassessmentofperformanceasdescribedabove.
e) Discussion of the Bank’s policy on deferral and vesting of variable remuneration and the Bank’s
policy and criteria for adjusting deferred remuneration before vesting and after vesting
The quantum of bonus for an employee does not exceed a certain percentage (as stipulated in the
compensationpolicy)ofthetotalfixedpayina year.Withinthispercentage,ifthequantumofbonus
exceedsapredefinedthresholdpercentageofthetotalfixedpay,apartofthebonusisdeferredandpaid
overaperiod.Thedeferredportionissubjecttomalus,underwhichtheBankwouldpreventvestingofall
orpartofthevariablepayintheeventofanenquirydetermininggrossnegligenceorbreachofintegrity.
Insuchcases,variablepayalreadypaidoutisalsosubjecttoclawbackarrangements.
f) Description of the different forms of variable remuneration that the Bank utilises and the rationale
for using these different forms
The Bank pays performance linked retention pay (PLRP) to its front-line staff and junior management
andperformancebonustoitsmiddleandseniormanagement.PLRPaimstorewardfrontlineandjunior
managers,mainlyon thebasisofskillmaturityattainedthroughexperienceandcontinuityinrolewhichis
akeydifferentiatorforcustomerservice.TheBankalsopaysvariablepaytosalesofficersandrelationship
managers in wealth management roles while ensuring that such pay-outs are in accordance with the
requirementofRBIfromtimetotime.TheBankensureshigherproportionofvariablepayatseniorlevels
andlowervariablepayforfront-linestaffandjuniormanagementlevels.