H E A LT H W E A LT H C A R E E R
2016
GLOBAL COMPENSATION PLANNING REPORT OCTOBER EDITION
PUBLICATIONS DIRECTOR Samantha Polovina CREATIVE DIRECTOR Stefani Baldwin PRODUCT MANAGER Chrisy Wilson PRODUCTION MANAGER Sumit Bajaj PROJECT MANAGER Rahi Sardana ANALYSTS Ankur Bora Ashvinder Kaur Deepak Gaur Divya M Sunil Kaushal Vishal Singla WRITER Austin Lotz COPYEDITORS Ankita Rawat Divya Prakash DESIGNERS Nidhi Rastogi Rahul Khannawalia Vishal Kapoor PUBLISHED BY: MERCER 1166 Avenue of the Americas, New York, New York 10036, United States
© 2016 Mercer LLC. LLC.
In today’s competitive race to attract and retain highly skilled global talent, organisations require current, in-depth information on everything from local statutory benefits, to salary trends, to managing a diverse workforce. Learn about our extensive product lineup at www.imercer.com/global. WE WANT TO HEAR FROM YOU! We love getting feedback from our clients on how we can improve our publications. We also make every effort to promptly answer any questions you may have about our data or analysis. Take a moment and share your thoughts with us. For information about your order or other Mercer products, contact your nearest Mercer office: ASIA, MIDDLE EAST, AND AFRICA
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DATA MINING & INSIGHTS In today’s competitive race to attract and retain highly skilled global talent, organisations require current, in-depth information on everything from local statutory benefits, to salary trends, to managing a diverse workforce. Through Mercer’s own extensive global presence, we collect and analyse data and insights that help companies take the actions necessary to support their human capital strategies. You can order any of the publications below by clicking on the title links or by visiting www.imercer.com/global.
H E A LT H W E A LT H C A R E E R
2016
GLOBAL CAR POLICIES
Compensation Handbook
Global Car Policies
Global Compensation Planning Report
Global Diversity and Inclusions Handbook
Global Mobility Handbook
Global Pay Summary
H E A LT H W E A LT H C A R E E R
2016
SHORT-TERM INCENTIVES AROUND THE WORLD AMERICAS
HR Atlas Asia Pacific
HR Management Terms
International Geographic Salary Differentials
Short-Term Incentives around the World
Total Employment Costs around the World
Talent All Access Portal
Subscription Services
Severance Policies — Asia Pacific
Global Parental Leave
HR Guide To Doing Business
© 2016 Mercer LLC.
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Worldwide Benefit & Employment Guidelines
Global Compensation Planning Report — October Update
TABLE OF CONTENTS
CORRESPONDENCE
2
Ghana
126
AMERICAS
180
Peru
238
DATA MINING & INSIGHTS
3
Guinea
129
Argentina
181
Puerto Rico
241
TABLE OF CONTENTS
4
244
INTRODUCTION
7
COMPENSATION STRATEGY
9
SUMMARY OF KEY FINDINGS
17
ECONOMIC TRENDS
39
SALARY INCREASE TRENDS
48
132
Bolivia
184
Trinidad and Tobago
Libya
135
Brazil
187
United States
247
Malawi
138
Canada
190
Uruguay
250
Mauritius
141
Chile
193
Venezuela
253
Morocco
144
Colombia
196
ASIA PACIFIC
256
Mozambique
147
Costa Rica
199
Australia
257
Namibia
150
Dominican Republic
202
Bangladesh
260
Nigeria
153
Ecuador
205
Cambodia
263
Rwanda
156
El Salvador
208
China–Beijing
266
Senegal
159
Guatemala
211
China–Changsha
269
South Africa
162
Honduras
214
China–Changzhou
272
Tanzania
165
Mexico
217
China–Chengdu
275
Tunisia
168
Mexico–Bajio
220
China–Chongqing
278
Uganda
171
Mexico–Monterrey-Saltillo
223
China–Dalian
281
Kenya
SHORT-TERM INCENTIVE TRENDS
89
AFRICA
98
Algeria
99
Angola
102
Botswana
105
Cameroon
108
Côte d'Ivoire
111
Democratic Republic of Congo
114
Zambia
174
Mexico–Reynosa
226
China–Guangdong
284
Egypt
117
Zimbabwe
177
Nicaragua
229
China–Hangzhou–Ningbo
287
232
China–Hefei/Wuhu
290
235
China–Nanjing
293
Ethiopia
120
Panama
Gabon
123
Paraguay
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Global Compensation Planning Report — October Update
TABLE OF CONTENTS
China–Qingdao
296
South Korea
353
Lithuania
408
MIDDLE EAST
447 448
China–Shanghai
299
Sri Lanka
356
Macedonia
411
Bahrain
China–Shenyang– Changchun
302
Taiwan
359
Moldova
414
Iran
451
China–Suzhou
305
Thailand
362
Montenegro
417
Iraq
454
China–Tianjin
308
Vietnam
365
Poland
420
Israel
457
China–Wuhan
311
CENTRAL AND EASTERN EUROPE
368
Romania
423
Jordan
460
Russia
426
Kuwait
463
China–Wuxi–Changzhou
314
Albania
369
Serbia
429
Lebanon
466
China–Xiamen–Fuzhou
317
Armenia
372
Slovakia
432
Oman
469
China–Xian
320
Azerbaijan
375
Slovenia
435
Qatar
472
Hong Kong
323
Belarus
378
Turkey
438
Saudi Arabia
475
India
326
Bosnia and Herzegovina
381
Ukraine
441
United Arab Emirates
478
Indonesia
329
Bulgaria
384
Uzbekistan
444
Yemen
481
Japan
332
Croatia
387
Malaysia
335
Czech Republic
390
Myanmar
338
Estonia
393
New Zealand
341
Georgia
396
Pakistan
344
Hungary
399
Philippines
347
Kazakhstan
402
Singapore
350
Latvia
405
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Global Compensation Planning Report — October Update
TABLE OF CONTENTS
WESTERN EUROPE
484
ABOUT THIS REPORT
543
Austria
485
METHODOLOGY
544
Belgium
488
GLOSSARY
548
Cyprus
491
ABOUT MERCER
550
Denmark
495
Finland
498
France
501
Germany
504
Greece
507
Ireland
510
Italy
513
Luxembourg
516
Malta
519
Netherlands
522
Norway
525
Portugal
528
Spain
531
Sweden
534
Switzerland
537
United Kingdom
540
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Global Compensation Planning Report — October Update
INTRODUCTION Mercer’s 2016 Global Compensation Planning Report — October edition includes analyses of economic trends and salary increase data by local Mercer consultants and experts. The report focuses on salary increases and economic trends, but also includes information on short-term incentives, attracting and retaining employees. To provide a more nuanced view of planned salary increases, the data show salary increases both with and without companies that reported salary freezes (including and excluding zeroes).
REPORT STRUCTURE The report includes the following sections: •• The Introduction section provides the report structure and a brief note on the topics covered in the report. •• The Compensation Strategy section provides recommended guidelines and considerations for effective compensation programmes. •• The Summary of key findings provides an overview on economic trends, salary increases, short-term incentives, mandatory salary increase schemes, and talent forecasts. •• The Economic trends section summarises economic measures, by percentage, for all countries represented in the report. •• The Salary increase trends section summarises compensation trends, by percentage, for all countries represented in the report. Data are presented both excluding and including zeroes. •• The section on Short-term incentive trends summarise the median target STI bonus as a percentage of base salary for all countries represented in the report. •• The individual country pages provide important insights into the economic climate of each country, as well as actions being taken and considered by employers around the world. —— Economic trends: This section shows the gross domestic product annual average change (%), inflation annual average change (%), and unemployment (%) for the three years covered. —— Base salary increases: This section includes summary tables showing the percentage of companies reporting zero salary increases (i.e., salary freezes), and salary increases for six employee levels (plus “all employees”) excluding zeroes and including zeroes.
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Global Compensation Planning Report — October Update
INTRODUCTION —— Mandatory salary increase schemes: This section describes any mandatory salary increase schemes that might apply in the country. —— Short-term incentives: Variable bonus: This section shows variable bonus by employee level. —— Attracting and retaining employees: This section lists the employees hardest to attract and the employees hardest to retain. •• The About this report section includes the report methodology and a glossary of terms and definitions.
EMPLOYEE LEVELS GCPR offers most of its compensation information across employee levels. The following are represented in this report: •• All employees •• Executive •• Management •• Professional — Sales •• Professional — Nonsales •• Para-professional — White collar •• Para-professional — Blue collar
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Global Compensation Planning Report — October Update
COMPENSATION STRATEGY Compensation is the single biggest expense for most companies in today’s knowledge-driven economy. Successful compensation programmes require efficient and effective planning and budgeting processes. In turn, these processes need well-defined and properly managed systems to support their operations. With an overall compensation management strategy as a framework, human resources (HR) can ensure that all these systems work harmoniously. Effective planning and budgeting allows a company to achieve the following: • Attract qualified talent. The programme must be adequate and competitive to interest the best talent available in the market. • Retain skilled employees. A well-designed programme ensures that pay remains adequate in changing market conditions to retain talent. • Motivate employees. A performance-driven compensation strategy keeps employees motivated and engaged. • Create value. The programme creates value through a good return on investment, along with an increase in company profits, market share, and shareholder returns. HR should not consider the planning process as a one-time activity, but — at least — as an annual process, supported by appropriate systems within the parameters of pay strategy. And throughout the process, HR should perform constant monitoring of both internal pay equity and external competitiveness.
BASE SALARY Base salary is compensation for the “job” an employee performs — that is, the individual’s actual competencies, responsibilities, or accountabilities — and considers the level of responsibility (for people or tasks), tenure with the company, and work experience. As base salary represents a fixed amount of total cash compensation (base salary plus bonus) for the employee, it also represents an ongoing liability for the organisation.
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Global Compensation Planning Report — October Update
COMPENSATION STRATEGY
Although every company has a distinct system of employee compensation, in general, one can broadly divide remuneration into five major components. 1. Annual base salary = Monthly base salary x number of months paid. 2. Annual guaranteed cash = Annual base salary + guaranteed allowances and legally required cash payments. 3. Annual total cash = Annual guaranteed cash + variable pay (short-term incentives, bonuses, commission). 4. Annual total cash + long-term incentives = Annual guaranteed cash + variable pay (short-term incentives, bonuses, commission) + long-term incentives (stock options, restricted stock, performance shares). 5. Annual total remuneration = Annual total cash + long-term incentives + benefits.
INTERNAL FACTORS INFLUENCING A COMPENSATION STRATEGY Beyond the job market, internal company-related factors also have an impact on remuneration. For example, such factors could include the firm’s overall (and divisional) business strategy, as well as its ownership, structure, and financial constraints. The existing pay programme, and what incumbents expect from it, also plays a part. If internal equity — which measures how a company values its jobs in relation to one another and whether people are paid according to their contributions — is not equitable, the result may be employees who are demotivated. The salary system should also reflect how management views the work that employees do. It should send the right message; for example, pay ranges that are narrow and have more grades allow for more frequent promotions and lead to a feeling of growth and progress for employees.
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Global Compensation Planning Report — October Update
COMPENSATION STRATEGY In addition, the pay plan should offer easy administration: Be simple to follow, maintain, and administer to ensure reasonably associated costs that use resources optimally and do not go beyond what the company can afford. Supporting the administrative process are other considerations: •• Is the policy centralised or decentralised? A centralised corporate policy tends to be rigid and similar across the company; on the other hand, a decentralised policy may give more flexibility or variability to different departments, depending on prevailing market rates. •• Is the plan’s objective(s) short-term or long-term? The answer depends on the company’s growth phase; a long-term orientation can result in a well-developed structure, whereas short-term orientation may better address volatility in talent availability.
EXTERNAL FACTORS INFLUENCING A COMPENSATION STRATEGY Market pricing determines competitive pay levels for specific jobs in a defined market. This approach helps HR assess the competitiveness of the company’s pay levels relative to others competing for the same skilled talent. It also provides a foundation for ensuring fair pay and developing appropriate salary structures. Conducted properly, market pricing enhances the company’s success by supporting its business strategy with a competitively paid and motivated workforce. Market pricing involves “benchmarking” the company’s pay and benefits against the market, followed by analysis of the results. The analysis: •• Categorises employees on the basis of their role within the company. Most large companies group employees by function, such as administration, finance and accounting, HR, information technology, operations, sales and marketing, and others. •• Converts the data into a workable approach that ensures its continuous ability to attract and retain employees. Each company requires its own approach to develop compensation administration programmes that are compatible with its culture and objectives. The company should also recognise and reward behaviours and skills that facilitate its success. Failure to identify appropriate competitive compensation can lead to costly turnover and loss of critical skills and intellectual capital, as well as failure to meet objectives. Industry trends also influence employees’ expectations of what they should receive, while tax treatment, company rules, and accounting standards can all impact the pay strategy. Responsiveness to the external economic environment is also important, such as demand and supply of various skills, as well as general market conditions (economic growth, unemployment, inflation, and so on). The company must respond to prevailing political, social, and legal environments, which can affect compensation — pay must conform to legal minimum wages and adhere to country-specific laws that mandate fair compensation.
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Global Compensation Planning Report — October Update
COMPENSATION STRATEGY
STEPS IN DEVELOPING AN EFFECTIVE PROGRAMME Developing an effective rewards programme to meet HR’s accountabilities requires a number of essential steps: •• Assess the current programme through multiple perspectives (cost, employer, employee, market) and inventory all plans. •• Set the rewards philosophy and strategy to drive desired outcomes and business results. •• Design the programme with new components, adjustments to existing plans, and defined success and measurement processes. •• Implement the programme with a communication strategy to engage and inform employees and managers. •• Administer the programme through in-house staff and/or outsourcing, with an eye to enhancing the employee’s experience and managing costs.
SALARY ADMINISTRATION Once competitive compensation levels are identified, HR converts the data into a workable approach that ensures its continuous ability to attract and retain employees. Each company requires its own approach to develop compensation administration programmes that are compatible with its culture and objectives. It is important to align business strategy with human capital strategy, which then aligns to specific rewards programmes. In designing these rewards programmes, companies can use data from external sources to understand the competition and design attractive, cost-effective pay plans.
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Global Compensation Planning Report — October Update
COMPENSATION STRATEGY COMPENSATION PLANNING PROCESS
MONTHS STEP 1 2 3 4 5 6 7 8 9 10 11
1
2
3
4
5
6
7
8
9
10
11
12
Update Project Planning Data Collection Setting Measurement Standards Internal Equity Measurement External Competitiveness Measurement Pay/Performance Measurement Business Alignment Measurement Capabilities measurement Formulate Recommendations Management Approval Implementation
Source: Mercer’s 2014–2015 Compensation Handbook.
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Global Compensation Planning Report — October Update
COMPENSATION STRATEGY
SALARY MANAGEMENT AND REVIEW PROCESS Poor compensation management and review may lead to costly “market premiums” that can inadvertently lead to average (or poor) performance, or dangerous “market discounts” resulting in unwanted turnover. It may also lead to misalignment of business goals with performance goals, and higher fixed costs by not tying pay to performance. Proper salary management establishes a meaningful and acceptable relationship between work and rewards. Employees’ work should help companies achieve their desired goals and results. These goals derive from the company’s overall business strategy, which supports the company’s mission and vision. If the process is designed and administered properly, a company’s compensation programme becomes an efficient, effective management tool for supporting the company’s overall business strategy. But, designing an effective compensation programmes is not a one-time affair. It involves constant review and refinement to keep up with changing business needs wherever the company operates. The salary review process sets an overall pay budget and determines individual salary increases within that budget, typically every year. The process involves a number of key — sometimes overlapping — phases: •• Planning a budget based on available or forecasted resources. •• Determining individual salary increases within the overall budget (considering corporate performance in the market and individual performance). •• Communicating the outcome of the exercise to employees. A salary review process starts with obtaining relevant data and reviewing whether a pay change is warranted. The budget is fixed, based on both actual availability of cash and forecast of growth and profits in the short-term. HR should understand the degree to which the business can vary compensation budgets if market conditions change. Establishing a close working relationship early with the finance function ensures that key financial metrics are correctly stated and eventual proposals will fall within the budgets set in the corporate business plan. HR should gather and assess performance data internally. Key measures should include quantitative measures, such as profit levels, and qualitative measures, such as customer satisfaction and product quality. Companies also should consider corporate governance and business ethics issues, as well as how results are achieved and absolute vs targeted performance.
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Global Compensation Planning Report — October Update
COMPENSATION STRATEGY Whether a company has a relatively new or well-designed and tested salary programme, the company would do well to periodically audit the overall process and policies. An audit can help avoid potential legal and financial exposure by ensuring compliance with government regulations. The organisation should also monitor pay packages to avoid overpaying employees, creating inequitable situations, and maintaining a policy that no longer makes sense.
Source: Mercer’s 2014–2015 Compensation Handbook.
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Global Compensation Planning Report — October Update
COMPENSATION STRATEGY
FACTORS DETERMINING INDIVIDUAL SALARY INCREASES Organisation performance Job level
Length of service
Individual performance
Position in salary range
Inflation
Market position/ competitiveness
Source: Mercer’s Total Remuneration Surveys, 2015.
Some compensation programmes consider a combination of factors when determining individual increases, such as individual employee performance and external market rates for comparable employees. A matrix combining factors such as ratings of employee performance and reference points extracted from external salary survey data help to determine individual salary increases. The distribution often also takes into account employees’ current salary position relative to the market or target pay rates; those below market receive proportionately more (assuming their performance reaches the required level). Whatever criterion is used to determine salary increases, there should be a system of required authorisations before any change is made.
SUMMARY Employers today acknowledge the increasingly important role of reward programmes to achieve their business goals through delivering the right amount of rewards, to the right people, at the right time, for the right reason. Companies have a broader comprehension of the “rewards” concept due to better understanding of their human capital strategy — the “people” side of business strategy. They recognise the importance of selection, development, deployment, motivation, management, and retention of people to carry out the business strategy. When properly designed and executed, a total rewards strategy — typically, the largest single expense — can be a powerful driver of business success. But, when designed and implemented badly, one of two outcomes is likely. At best, the company does not realise the optimal return from its investment in a total rewards package; at worst, the programme elements clash directly with each other, potentially undermining the success of the overall business strategy. That said, the company’s performance expectations must be clear — for instance, through use of examples of problematic employee behaviour; timely and continuous feedback; and expectations that are specific, measurable, time-bound, and realistic — to help employees understand what is expected and how these factors affect their compensation. © 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS
SUMMARY OF KEY FINDINGS ECONOMIC FORECASTS Economic trends and forecasts provide direction to human resource professionals as they devise hiring schedules, workforce plans, attraction and retention programmes, and competitive levels of compensation and benefits. Accordingly, it is imperative that employers across different geographies understand the local economic outlook as they plan for future growth. In order to create sound HR programmes, companies must account for the external environment, including supply and demand for specialised skills and general market conditions. HR professionals must look at the following economic indicators: •• Gross domestic product (GDP). The output of goods and services produced by labour and property has five components: private consumption expenditure, fixed capital formation, increase in stocks, government consumption expenditure, and the net of exports of goods and services less imports of goods and services. •• Inflation. Referring to the increase in prices for a constant market basket of goods, inflation is the average annual change in the consumer price index, which may differ from end-of-year figures. A general increase in the money supply, without a corresponding increase in the amount of goods and services available, can lead to inflation. •• Unemployment. This figure represents the percentage of economically active persons that are wholly unemployed or temporarily laid off. Unemployment generally comprises all persons above a specified age who, during the reference period, were without but currently available and seeking work. Notably, national definitions of employment and unemployment differ from country to country. Given the volatility of markets, employers must be prepared to respond to economic downturn. Doing so requires HR managers to balance a company’s short-term health with long-term growth, ensuring that the firm can emerge from temporary recessions intact and ready to compete on the market. Any employer can endure these periods by reducing costs, but savvy firms will retain a skilled workforce by offering attractive pay, competitive benefit plans and innovative incentives to achieve long-term goals and sustainable success. Based on the results of Mercer surveys and analytics, the key projections on economic indicators for 2016 include the following regional trends.
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS AFRICA •• The economy in South Africa, the largest in the region, continues to decelerate. The South African unemployment rate is expected to be 16 times higher than that in Guinea. AMERICAS •• Panama has been one of the fastest growing economies in Latin America over the past decade, with GDP expected to grow to 5.8%. •• Puerto Rico has the lowest rate of inflation (1.1%) in the region. •• Economic growth in Venezuela is expected to slow down further to -4.5%, causing unemployment to increase (21.4%) to the highest in the region. ASIA PACIFIC •• Forecasts suggest economic stagnation in Japan, the world’s largest economy. Japanese GDP is expected to grow by only 0.6%, and inflation (0.5%) will be the lowest in the region. •• Myanmar’s economy should continue its recent trend of expansion by growing 7.7% in 2016, but inflation is also high at 9.1%. •• Pakistan is expected to continue to be home to the highest unemployment rate (6.0%) in the region. CENTRAL AND EASTERN EUROPE •• Three-quarters of Central and Eastern European countries show double-digit unemployment, but Bosnia and Herzegovina will likely have the highest unemployment rate in the region at 25.2%. •• The economy in Belarus is expected to decline -0.5%, and inflation in the country (12.0%) will be the highest in the region. •• Uzbekistan is expected to be the regional growth leader at 6.0%.
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS MIDDLE EAST •• Although Iraq’s ongoing, turbulent geopolitical environment continues to contribute to unemployment (17.7%); it is expected to achieve some level of economic growth (0.5%). •• Qatar has the lowest unemployment rate (0.3%) in the region. WESTERN EUROPE •• Overall regional growth in Western Europe should hover around 2%, with Malta representing the regional growth leader at 3.4%. •• Despite Greece’s continuing debt crisis and strong austerity measures exacted by creditors, the Greek economy is expected to grow at 2.8%. However, austerity measures continue to affect the labour market, where unemployment (21.5%) remains high. •• Switzerland has the region’s lowest unemployment rate (3.4%), and is expected to have the lowest inflation rate (0%) in the region.
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS ECONOMIC FORECASTS: HIGH AND LOW GROSS DOMESTIC PRODUCT, INFLATION, UNEMPLOYMENT, 2017 GDP CHANGE AFRICA
HIGH LOW
INFLATION RATE
Libya
13.7%
Angola
38.3%
South Africa
27.0%
Zimbabwe
-2.5%
Morocco
1.3%
Guinea
1.7%
GDP CHANGE AMERICAS
HIGH LOW
INFLATION RATE
HIGH LOW
5.8%
Venezuela
1660.1%
Venezuela
21.4%
Venezuela
-4.5%
Puerto Rico
1.1%
Guatemala
2.8%
INFLATION RATE
HIGH LOW
7.7%
Myanmar
9.1%
Pakistan
6.0%
Japan
0.6%
Japan
0.5%
Cambodia
0.6%
INFLATION RATE
HIGH LOW
6.0%
Belarus
12.0%
Bosnia and Herzegovina
25.2%
Belarus
-0.5%
Bosnia and Herzegovina
0.5%
Belarus
1.5%
INFLATION RATE
© 2016 Mercer LLC.
HIGH LOW
UNEMPLOYMENT RATE
Yemen
12.6%
Yemen
18.0%
Iraq
17.7%
Iraq
0.5%
Israel
0.8%
Qatar
0.3%
GDP CHANGE WESTERN EUROPE
UNEMPLOYMENT RATE
Uzbekistan
GDP CHANGE MIDDLE EAST
UNEMPLOYMENT RATE
Myanmar
GDP CHANGE CENTRAL AND EASTERN EUROPE
UNEMPLOYMENT RATE
Panama
GDP CHANGE ASIA PACIFIC
UNEMPLOYMENT RATE
INFLATION RATE
UNEMPLOYMENT RATE
Malta
3.4%
United Kingdom
2.5%
Greece
21.5%
Italy
0.9%
Switzerland
0.0%
Switzerland
3.4%
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS
SALARY INCREASE TRENDS, EXCLUDING AND INCLUDING ZEROES Mercer provides two types of salary data to ensure that readers of this report have access to the type of information that best suits their needs. •• Salary increase data “excluding zeroes” display the median salary increase, excluding those companies that reported a salary freeze. It is the best figure for those employers that want to review salary increases reported by companies that actually increased pay during the survey period, as it provides a clear perspective on competitive increase levels. •• Salary increase data “including zeroes” display the median salary increase, including those companies that reported a salary freeze. This figure offers an overview of general trends in the market, and is optimal for those companies that want to see a holistic overview of salary increases based on all competitors in the market. Forecasts suggest that salaries across the globe will rise by an average of 6.4%. When comparing trend data from a regional point of view, employers in the Americas indicate the highest percentage salary increases, while those in Western Europe report the lowest percentage salary increases across all career streams. See below for other notable regional trends and forecasts on salary increases. AFRICA •• Malawi has the highest forecasted salary increases for all the career streams in Africa. •• Salary increases across all career streams in Gabon are expected to be the lowest in the region. •• Less than 15% of African countries have a salary increase forecast in double digits. AMERICAS •• Salaries in Venezuela are expected to increase by 190.2% across all career streams in 2017. However, with inflation estimated at 1660.1%, the real salary increase will be much lower. •• Canada’s salary increase for all career streams is 2.6%, which is the lowest in the region. The sole exception is the increase for Para-Professional Blue Collar, where the increase rate of 2.5% is also the lowest in the region.
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS ASIA PACIFIC •• Pakistani have the highest average (10.5%) salary increase for Professional – Nonsales and Para-professional level employees. •• Companies in Japan are forecasting the lowest increase in salary; an average of 2% across all career levels in 2017. CENTRAL AND EASTERN EUROPE •• Uzbekistan provides the highest salary increase for All Employees, Executive, Para Professional White and Blue collar and for the remaining career streams, while Belarus offers the highest salary increase for Management and Professional level employees. •• Bosnia and Herzegovina is at the bottom of the ranking for all the career streams and for all employees, and is tied with Slovenia for the lowest salary increase. MIDDLE EAST •• Iran ranks as the top country in the Middle East for salary increases, with the highest increase across all career streams. •• Israel has the lowest forecast increase in the region; 3.1% across all career streams. WESTERN EUROPE •• Norway is estimated to have the highest salary increase in the region (3.0%) in 2017 across all career streams. •• Cyprus ranks lowest across all career streams.
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS SALARY INCREASE TRENDS EXCLUDING ZEROES, 2017 ALL EMPLOYEES AFRICA
HIGH LOW
EXECUTIVE
HIGH LOW
15.3%
Malawi
17.0%
Malawi
15.3%
Malawi
15.3%
Gabon
3.0%
Gabon
3.0%
Gabon
3.0%
Gabon
3.0%
EXECUTIVE
CENTRAL AND EASTERN EUROPE
HIGH LOW
Venezuela
190.2%
Venezuela
190.2%
Venezuela
190.2%
Canada
2.6%
Canada
2.6%
Canada
2.6%
Canada
2.6%
EXECUTIVE
WESTERN EUROPE
© 2016 Mercer LLC.
HIGH LOW
PROFESSIONAL — SALES
10.0%
Bangladesh
11.7%
Bangladesh
11.0%
Bangladesh
11.3%
Japan
2.0%
Japan
2.0%
Japan
2.0%
Japan
2.0%
EXECUTIVE
MANAGEMENT
PROFESSIONAL — SALES
Uzbekistan
11.4%
Uzbekistan
12.0%
Belarus
10.7%
Belarus
10.7%
Bosnia and Herzegovina, Slovenia
2.5%
Bosnia and Herzegovina
2.4%
Bosnia and Herzegovina
2.5%
Bosnia and Herzegovina
2.5%
EXECUTIVE
MANAGEMENT
PROFESSIONAL — SALES
Iran
20.2%
Iran
20.2%
Iran
20.2%
Iran
20.2%
Israel
3.1%
Israel
3.1%
Israel
3.1%
Israel
3.1%
ALL EMPLOYEES
HIGH LOW
MANAGEMENT
Myanmar, Pakistan, Srilanka, and Vietnam
ALL EMPLOYEES MIDDLE EAST
PROFESSIONAL — SALES
190.2%
ALL EMPLOYEES
HIGH LOW
MANAGEMENT
Venezuela
ALL EMPLOYEES ASIA PACIFIC
PROFESSIONAL — SALES
Malawi
ALL EMPLOYEES AMERICAS
MANAGEMENT
EXECUTIVE
MANAGEMENT
PROFESSIONAL — SALES
Norway
3.0%
Norway
3.0%
Norway
3.0%
Norway
3.0%
Cyprus
0.0% - 1.0%
Cyprus
0.0% - 1.0%
Cyprus
0.0% - 1.0%
Cyprus
0.0% - 1.0%
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS SALARY INCREASE TRENDS EXCLUDING ZEROES, 2017, CONTINUED PROFESSIONAL — NONSALES AFRICA
HIGH LOW
PARA-PROFESSIONAL — WHITE COLLAR
Malawi
15.3%
Malawi
17.0%
Malawi
17.0%
Gabon
3.0%
Gabon
3.0%
Gabon
3.0%
PROFESSIONAL — NONSALES AMERICAS
HIGH LOW
PARA-PROFESSIONAL — WHITE COLLAR
CENTRAL AND EASTERN EUROPE
HIGH LOW
190.2%
Venezuela
190.2%
Venezuela
190.2%
Canada
2.6%
Canada
2.6%
Canada
2.5%
PARA-PROFESSIONAL — WHITE COLLAR
11.0%
Pakistan
11.0%
Pakistan
11.0%
Japan
2.0%
Japan
2.0%
Japan
2.0%
PARA-PROFESSIONAL — WHITE COLLAR
HIGH LOW
11.5%
Uzbekistan
12.5%
Uzbekistan
15.0%
Bosnia and Herzegovina
2.5%
Bosnia and Herzegovina
2.5%
Bosnia and Herzegovina
2.4%
PARA-PROFESSIONAL — WHITE COLLAR
© 2016 Mercer LLC.
HIGH LOW
PARA-PROFESSIONAL — BLUE COLLAR
Iran
20.2%
Iran
20.2%
Iran
24.0%
Israel
3.1%
Israel
3.1%
Israel
3.1%
PROFESSIONAL — NONSALES WESTERN EUROPE
PARA-PROFESSIONAL — BLUE COLLAR
Belarus
PROFESSIONAL — NONSALES MIDDLE EAST
PARA-PROFESSIONAL — BLUE COLLAR
Pakistan
PROFESSIONAL — NONSALES
HIGH LOW
PARA-PROFESSIONAL — BLUE COLLAR
Venezuela
PROFESSIONAL — NONSALES ASIA PACIFIC
PARA-PROFESSIONAL — BLUE COLLAR
PARA-PROFESSIONAL — WHITE COLLAR
PARA-PROFESSIONAL — BLUE COLLAR
Norway
3.0%
Norway
3.0%
Norway
3.0%
Cyprus
0.0% - 1.0%
Cyprus
0.0% - 1.0%
Cyprus
0.0% - 1.0%
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS SALARY INCREASE TRENDS INCLUDING ZEROES, 2017 ALL EMPLOYEES AFRICA
HIGH LOW
EXECUTIVE
HIGH LOW
15.3%
Malawi
17.0%
Malawi
15.3%
Malawi
15.3%
Gabon
2.9%
Gabon
2.9%
Gabon
2.9%
Gabon
2.9%
EXECUTIVE
CENTRAL AND EASTERN EUROPE
HIGH LOW
Venezuela
190.2%
Venezuela
190.2%
Venezuela
190.2%
Canada
2.3%
Canada
2.4%
Canada
2.5%
Canada
2.6%
EXECUTIVE
WESTERN EUROPE
© 2016 Mercer LLC.
HIGH LOW
PROFESSIONAL — SALES
10.4%
Bangladesh, India
11.0%
India
11.0%
India
11%
Japan
2.0%
Japan
2.0%
Japan
2.0%
Japan
2.0%
EXECUTIVE
MANAGEMENT
PROFESSIONAL — SALES
Uzbekistan
11.3%
Uzbekistan
11.0%
Belarus, Ukraine, Uzbekistan
10.0%
Belarus, Ukraine, Uzbekistan
10.0%
Bosnia and Herzegovina, Montenegro
2.4%
Bosnia and Herzegovina, Montenegro
2.4%
Bosnia and Herzegovina, Montenegro
2.4%
Bosnia and Herzegovina, Montenegro
2.4%
EXECUTIVE
MANAGEMENT
PROFESSIONAL — SALES
Iran
20.1%
Iran
20.1%
Iran
20.1%
Iran
20.1%
Israel
3.1%
Israel
3.1%
Israel
3.1%
Israel
3.1%
ALL EMPLOYEES
HIGH LOW
MANAGEMENT
India
ALL EMPLOYEES MIDDLE EAST
PROFESSIONAL — SALES
190.2%
ALL EMPLOYEES
HIGH LOW
MANAGEMENT
Venezuela
ALL EMPLOYEES ASIA PACIFIC
PROFESSIONAL — SALES
Malawi
ALL EMPLOYEES AMERICAS
MANAGEMENT
EXECUTIVE
MANAGEMENT
PROFESSIONAL — SALES
Norway
3.0%
Norway
3.0%
Germany, Norway
2.9%
Norway
3.0%
Greece, Switzerland
1.8%
Greece, Switzerland
1.8%
Greece, Switzerland
1.8%
Greece, Switzerland
1.8%
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS SALARY INCREASE TRENDS INCLUDING ZEROES, 2017, CONTINUED PROFESSIONAL — NONSALES AFRICA
HIGH LOW
PARA-PROFESSIONAL — WHITE COLLAR
Malawi
15.3%
Malawi
17.0%
Malawi
17.0%
Gabon
2.9%
Gabon
2.9%
Gabon
2.9%
PROFESSIONAL — NONSALES AMERICAS
HIGH LOW
PARA-PROFESSIONAL — WHITE COLLAR
CENTRAL AND EASTERN EUROPE
HIGH LOW
190.2%
Venezuela
190.2%
Venezuela
190.2%
Canada
2.6%
Canada
2.5%
Canada
2.5%
PARA-PROFESSIONAL — WHITE COLLAR
11.0%
Pakistan
11.0%
Pakistan
11.0%
Japan
2.0%
Japan
2.0%
Japan
2.0%
PARA-PROFESSIONAL — WHITE COLLAR
WESTERN EUROPE
© 2016 Mercer LLC.
HIGH LOW
10.3%
Uzbekistan
12.5%
Uzbekistan
15.0%
Bosnia and Herzegovina, Montenegro
2.4%
Bosnia and Herzegovina, Montenegro
2.4%
Bosnia and Herzegovina, Montenegro
2.4%
PARA-PROFESSIONAL — WHITE COLLAR
PARA-PROFESSIONAL — BLUE COLLAR
Iran
20.1%
Iran
20.1%
Iran
22.1%
Israel
3.1%
Israel
3.1%
Israel
3.1%
PROFESSIONAL — NONSALES
HIGH LOW
PARA-PROFESSIONAL — BLUE COLLAR
Belarus
PROFESSIONAL — NONSALES MIDDLE EAST
PARA-PROFESSIONAL — BLUE COLLAR
Myanmar, India, Pakistan
PROFESSIONAL — NONSALES
HIGH LOW
PARA-PROFESSIONAL — BLUE COLLAR
Venezuela
PROFESSIONAL — NONSALES ASIA PACIFIC
PARA-PROFESSIONAL — BLUE COLLAR
PARA-PROFESSIONAL — WHITE COLLAR
PARA-PROFESSIONAL — BLUE COLLAR
Germany, Norway
2.9%
Norway
3.0%
Germany, Norway
2.9%
Greece, Switzerland
1.8%
Greece, Switzerland
1.8%
Greece, Switzerland
1.8%
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS
SHORT-TERM INCENTIVES Short-term incentives (STIs) are a variable portion of total cash compensation and have always played a pivotal role in a developing a competitive compensation plan at the organisational level. The key objective in creating an effective incentive plan is to reward employees for achieving specific, measurable, agreed-upon performance goals, whether set for a group or an individual. The following are notable regional trends for STIs. AFRICA •• For executive and management positions, Rwanda has the highest target variable bonus rate in the region at 30% and 20%, respectively. •• For management and professionals, Senegal and Uganda have the lowest target variable bonus in the region. AMERICAS •• The highest target bonus in the region is for executives in the United States (39%), followed by management personnel in Uruguay (19%). •• For professional nonsales employees, there is a wide disparity in target variable bonus between different locations in Mexico. Mexico–Bajio has the highest overall target variable bonus (10.5%) in the region. whereas greater Mexico has the lowest (7.5%). ASIA PACIFIC •• China–Chengdu has the highest variable bonus target for executives at 26%, and Sri Lanka has the lowest target (17%) in region. •• For professional sales employees, Australia has the lowest target bonus (10%) and China–Changsha–Guangdong–Wuxi-Xiamen– Fuzhou has the highest target (20%).
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS CENTRAL AND EASTERN EUROPE •• On average, Belarus, Czech Republic, and Slovakia have the highest variable bonus targets, and Moldova has the lowest at 10%. •• For executives, Montenegro has the highest target bonus (28%) and Bosnia and Herzegovina has the lowest (16%). •• For management, Moldova and Montenegro have the highest target (18%) and Georgia has the lowest (14%). MIDDLE EAST •• Executives in Iraq have the highest target bonus (30%), and those in Yemen have the lowest (15%). •• Iran has the highest target bonus (20%) for management personnel, and Yemen has the lowest (13%). WESTERN EUROPE •• Executives in Luxembourg and Switzerland have the highest target bonus (30%), and those in Cyprus have the lowest (10%). •• For management, Italy has the highest target bonus (20%), compared to Cyprus, which have the lowest target (10%).
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS SHORT-TERM INCENTIVE TRENDS, MEDIAN TARGET INCENTIVE AS PERCENTAGE OF BASE SALARY
EXECUTIVE AFRICA
AMERICAS
HIGH LOW
HIGH LOW
MANAGEMENT
Rwanda
30.0%
Angola, Rwanda, Zimbabwe
20.0%
Guinea
26.0%
Malawi
15.0%
Senegal, Uganda
12.0%
Senegal
8.0%
EXECUTIVE
MANAGEMENT
© 2016 Mercer LLC.
HIGH LOW
PROFESSIONAL — SALES
United States
39.0%
Uruguay
19.0%
Mexico–Bajio
19.0%
Ecuador, Nicaragua
19.0%
Bolivia
11.0%
Mexico
0.0%
EXECUTIVE
ASIA PACIFIC
PROFESSIONAL — SALES
MANAGEMENT
PROFESSIONAL — SALES
China–Chengdu
25.8%
China–Changsha, China– Hangzhou–Ningbo, China– Hefei–Wuhu, China–Tianjin
20.0%
China–Changsha
23.0%
Sri Lanka
16.5%
Australia, Bangladesh, Hong Kong, India, Japan, Philippines, South Korea, New Zealand
15.0%
Australia and New Zealand
10.0%
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS SHORT-TERM INCENTIVE TRENDS, MEDIAN TARGET INCENTIVE AS PERCENTAGE OF BASE SALARY, CONTINUED
CENTRAL AND EASTERN EUROPE
EXECUTIVE
HIGH LOW
MANAGEMENT
Montenegro
28.0%
Moldova, Montenegro
18.0%
Bulgaria, Czech Republic, Kazakhstan, Poland, Slovakia
20.0%
Bosnia and Herzegovina
16.0%
Georgia
14.0%
Estonia, Macedonia
14.0%
EXECUTIVE MIDDLE EAST
HIGH LOW
MANAGEMENT
© 2016 Mercer LLC.
HIGH LOW
PROFESSIONAL — SALES
Iraq
30.0%
Iran
20.0%
Israel
25.0%
Yemen
15.0%
Yemen
13.0%
Yemen, Kuwait
10.0%
EXECUTIVE WESTERN EUROPE
PROFESSIONAL — SALES
MANAGEMENT
PROFESSIONAL — SALES
Luxembourg, Switzerland
30.0%
Italy
20.0%
Cyprus, France, Germany, Greece, Spain
15.0%
Cyprus
10.0%
Cyprus
10.0%
Austria, Denmark, Finland, Ireland, Netherlands, Norway, Portugal, Sweden
10.0%
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS SHORT-TERM INCENTIVE TRENDS, MEDIAN TARGET INCENTIVE AS PERCENTAGE OF BASE SALARY, CONTINUED
PROFESSIONAL — NONSALES AFRICA
HIGH LOW
PARA-PROFESSIONAL — WHITE COLLAR
Namibia
16.0%
Angola, Morocco, Senegal, South Africa
Senegal
8.0%
Namibia
PROFESSIONAL — NONSALES AMERICAS
HIGH LOW
© 2016 Mercer LLC.
HIGH LOW
16.0%
Angola
13.0%
8.0%
Cameroon, Egypt, Morocco, South Africa
8.0%
PARA-PROFESSIONAL — WHITE COLLAR
PARA-PROFESSIONAL — BLUE COLLAR
Mexico–Bajio
10.5%
Chile, Mexico–Bajio, Venezuela
10.0%
Panama
12.0%
Mexico
7.5%
United States
5.0%
Mexico–Bajio
0.0%
PROFESSIONAL — NONSALES ASIA PACIFIC
PARA-PROFESSIONAL — BLUE COLLAR
PARA-PROFESSIONAL — WHITE COLLAR
PARA-PROFESSIONAL — BLUE COLLAR
China–Changsha
16.7%
Cambodia
16.9%
Cambodia, China–Nanjing, China–Wuxi, Thailand
27.0%
Australia, Bangladesh, Japan, New Zealand
10.0%
Australia
7.0%
New Zealand
5.0%
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS SHORT-TERM INCENTIVE TRENDS, MEDIAN TARGET INCENTIVE AS PERCENTAGE OF BASE SALARY, CONTINUED
PROFESSIONAL — NONSALES CENTRAL AND EASTERN EUROPE
HIGH LOW
PARA-PROFESSIONAL — WHITE COLLAR
Montenegro
15.0%
Belarus
15.0%
Belarus
40.0%
Armenia, Azerbaijan, Belarus, Bosnia and Herzegovina, Croatia, Estonia, Georgia, Hungary, Kazakhstan, Lithuania, Moldova, Poland, Romania, Russia, Serbia, Slovenia, Turkey, Uzbekistan,
10.0%
Bosnia and Herzegovina
7.0%
Turkey
8.0%
PROFESSIONAL — NONSALES MIDDLE EAST
HIGH LOW
PARA-PROFESSIONAL — WHITE COLLAR
Bahrain, Iran, Iraq, Lebanon, 15.0% Qatar, Saudi Arabia United Arab Emirates, Israel
10.0%
PROFESSIONAL — NONSALES WESTERN EUROPE
© 2016 Mercer LLC.
HIGH LOW
PARA-PROFESSIONAL — BLUE COLLAR
PARA-PROFESSIONAL — BLUE COLLAR
Saudi Arabia
14.0%
Bahrain, Saudi Arabia
15.0%
Israel
8.0%
Oman
6.0%
PARA-PROFESSIONAL — WHITE COLLAR
PARA-PROFESSIONAL — BLUE COLLAR
Malta
14.0%
Malta
16.0%
Greece, Ireland, Norway, Sweden
6.0%
Denmark, Finland, France, Netherlands, Norway, Sweden
8.0%
Austria, Belgium, Denmark, Finland, Germany, Netherlands
5.0%
Austria, Belgium, Denmark
4.0%
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS
MANDATORY PAY SCHEMES Some states impose mandatory salary increases to ensure that workers’ compensation increases in order to keep up with inflation, consumer price indices, and other metrics. Most countries that have some type of mandatory salary increase indicate that it is related to collective bargaining agreements. Other common ways of devising a mandatory salary increase include: •• Linking it to price indexes or inflation, as seen in Belgium, Bolivia, Cyprus, and Russia. •• Establishing a fixed annual increase for length of service, such as in Bulgaria. •• Limiting the mandatory salary increase for minimum legal salary, as in Colombia and Ecuador. •• Fixing the percentage increase for each scale of the minimum wage, like in the Dominican Republic. •• Providing for an additional base salary to all workers in the months of July and December, as is the case in Peru. •• Applying a minimum salary increase to public-sector employees only, similar to the practice in Romania.
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS COUNTRIES WITH MANDATORY PAY INCREASE SCHEMES, BY REGION AFRICA
MAURITIUS
There is a government-imposed mandatory increase that is linked to inflation, but it is not based solely on cost of living adjustment (COLA). These increases are determined at government’s discretion and may vary from COLA. At times, these increases are provided as a flat rate and in some cases as a percentage of basic salary (ABS). These increases are provided at the end of the financial year, which is changed from January end to June end. However, the change in the financial year has not been communicated for the mandatory increase.
AMERICAS ARGENTINA
There are no mandatory increases, but Argentina has many trade unions that negotiate the salary increases for their unionized employees.
BOLIVIA
Since 2008, the government defined an annual mandatory salary increase approximating the inflation rate. Public and private employees' salaries and the minimum monthly wages are increased annually.
BRAZIL
Brazil has no automatic price index that applies to pay increases, but employers must follow any union agreements to which they are subject.
COLOMBIA
Mandatory pay increase is only for minimum legal salary and minimum integral salary.
DOMINICAN REPUBLIC
The current resolution issued by the National Salaries Committee (CNS) 1/2015, decided that all companies should increase their salaries by 14% in each scale of the minimum wage.
ECUADOR
Ecuador's mandatory pay increase policy is only for minimum legal salary.
PERU
Peru has no mandatory pay increase scheme, but, in July and December, companies deliver the amount of an additional month's salary to all workers.
URUGUAY
Uruguay has salary committees formed by representatives of the government, employees, and employers. The bargaining occurs twice a year, in January and July, for almost all industries represented by different councils. These increases mix an inflation forecasted quote with the sector expected growth and a correction of the previous forecast versus reality.
VENEZUELA
March: 20% increase (Bs.11.578) food coupon (Bs.13.275) May: 30% increase (Bs.15.051) food coupon (Bs.18.585) September: 50% increase (Bs.22.576,76) food coupon (Bs.42.480) Actual
ASIA SOUTH KOREA
There is a system called “Hobong system,” which is an automatic annual increase based on years of service. However, most multinational companies and Korean conglomerates in Korea adopt job-value-based systems or mixed systems (job-value and role-level based). Although some local companies still employ the Hobong system, multinational firms, Korean corporations and larger local firms have adopted job-value-based salary increase policies.
VIETNAM
Vietnam has a regional minimum wage structure, whereby companies must pay their lowest-level employees at or above the regional minimum wage. Some regions in Vietnam have not adopted a mandatory pay increase policy, but companies are beholden to any salary increase terms contained in collective bargaining agreements.
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS COUNTRIES WITH MANDATORY PAY INCREASE SCHEMES, BY REGION, CONTINUED CENTRAL AND EASTERN EUROPE BULGARIA
There is a mandatory salary increase of 0.6% for each year of service. Some companies have collective bargaining, which mandates an even higher figure.
ROMANIA
The Polish government determines a minimum monthly salary for each year. The minimum monthly salary was RON900 in July 2014 and RON1,050 in July 2015. As of May 1, 2016, the minimum salary is RON1,250. The minimum wage does not include fixed incomes, such as holiday allowance, Christmas/Easter allowance, or other specific allowances for public sector employees. The private sector is not directly affected by the situation in the public sector; private companies make their own decisions in particular cases according to internal requirements and the general economic environment.
RUSSIA
Salary increases in Russia are in accordance with the Article 134 of the Labour Code of the Russian Federation (“Providing the increase of the real content of wages level”). Any increase in the real content of a wage level must account for pay indexation due to the increase of consumer prices for goods and services. State authorities, local governments and state and municipal institutions shall index wages according to the labour legislation and other legal acts containing labour law norms. In other organisations, indexation is according to the collective agreement, contracts, or the local acts of the company.
TURKEY
Turkey does not have a mandatory pay increase policy. There could be mandatory pay increases for unionised employees due to collective agreement requirements.
MIDDLE EAST IRAN
Iran has a mandatory pay increase of 14% in 2016.
ISRAEL
Israel does not have a mandatory pay increase policy. Labour unions and employers have agreed to a series of incremental increases to the minimum wage. This would result in a minimum wage for full employment of ILR5,300 per month on December 1, 2017.
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS COUNTRIES WITH MANDATORY PAY INCREASE SCHEMES, BY REGION, CONTINUED WESTERN EUROPE AUSTRIA
As collective agreements have a binding force of statute in Austria, pay increases determined in the negotiation process are mandatory. Collective bargaining in Austria is conducted at the sectoral level and is differentiated into a large number of separate agreements (for example, for blue- and white-collar workers, or for industrial and craft production). However, it is coordinated across the economy.
BELGIUM
Collective labour agreements adjust salaries in line with price inflation. Indexation links to the Health Index, defined as consumer price index excluding fuel, alcohol, and tobacco. Timing of adjustments varies by industry sector. Cost-of-living adjustment (COLA) is offered twice a year – in January (for the previous year) and in July. It has effectively been frozen through the end of 2016 for the duration of the Troika sponsored plan. The international lenders would like to see these changes to be permanent but that is not possible. As an update the social partners have just started a social dialogue under the guidance of the Ministry of Labour, Welfare and Social Insurance to formulate a new system for COLA
CYPRUS
Companies and organisations with collective agreements in force have: – Automatic pay-scale increases. – Agreed pay increases across the board (at sector and/or industry and/or company levels, depending on the collective agreement in force). As an update the Government has decided that as of the 01/01/2017 the Automatic pay-scale increases will be reinstated for all public and semi-public employees (utilities, municipalities etc) This will have a positive effect on other employees as well.
GERMANY
The are no country wide mandatory increases in Germany. Some companies are bound by collective agreements which foresee salary increases for employees at the para-professional and professional levels.
ITALY
Italy’s national collective agreements (CCNLs) are usually negotiated every three years, for both establishing minimum salaries for each employee group and level and other terms and conditions. The CCNL increase cannot be absorbed unless this point is clearly stated in the hiring contract. Some companies absorb CCNL from annual merit increases, but in such cases it has to be stated in writing and the total increase amount has to be greater than the CCNL increase.
LUXEMBOURG
Luxembourg has not amended its salary index since October 2013, but will likely do so in late 2016 or early 2017.
MALTA
In 2016, the minimum wage has increased from EUR166.26 to EUR168.01 per week. The Budget for 2017 will be out later in October 2016 and this data might need updating.
NETHERLANDS
Dutch employers are not subject to general mandatory increases, but 49% of them do have collective bargaining agreements affecting base salaries. Such agreements may affect all employees or only some groups, such as blue-collar workers.
SPAIN
Collective bargaining agreements per industry sector usually establish a minimum pay increase indexed to inflation, but not all companies apply them even within sectors with a specific agreement.
SWEDEN
Sweden does not have a mandatory pay increase policy. Collective agreements largely dictate salary increases.
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
SUMMARY OF KEY FINDINGS
TALENT FORECASTS FOR 2017 This section lists the employees hardest to attract and the employees hardest to retain. Across all regions, engineering, marketing, finance, sales, manufacturing, and project engineering skills are both hard to attract and retain — continuing a trend that challenges employers in need of those capabilities and expertise. HARD TO ATTRACT SKILLS
HARD TO RETAIN SKILLS
AFRICA
Marketing and Engineering.
Project Engineering, Sales, Sales and Marketing and Finance.
AMERICAS
Information Technology, Top Management, Quality, Management and Sales.
Engineering, Quality, Finances, Top Management, Project Engineering and Quality.
ASIA PACIFIC
Sales, Marketing, Engineering, Manufacturing, Supply and Logistics, Human Resource and Finance.
Engineering, Manufacturing, Product/Brand Management, Research and Development, Marketing, Finance, Manufacturing/ Production Assembly, Sales and Marketing.
CENTRAL AND EASTERN EUROPE
Marketing, Engineering, Sales and Marketing, IT Analysis and Design, Finance and Industry Specific.
Marketing, Sales and Marketing, Manufacturing, IT Analysis and Design, Finance, Information Technology and Industry Specific.
MIDDLE EAST
Project Engineering, Finance and Engineering.
Sales, Industry Specific, Human Resources and Repair and Maintenance.
WESTERN EUROPE
Engineering, Finance and Accounting, IT Development and Support.
Finance, Industry Specific, Health Industry Professionals, Repair and Maintenance, Manufacturing and Engineering.
Source: Total Remuneration Survey Policies and Practice Report.
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
ECONOMIC TRENDS
ECONOMIC TRENDS
Data for 2015
Actual/estimated
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS, AFRICA GDP CHANGE (%)
AFRICA
INFLATION RATE (%)
UNEMPLOYMENT RATE (%)
2015
2016
2017
2015
2016
2017
2015
2016
2017
Algeria
3.9
3.6
2.9
4.8
5.9
4.8
11.2
9.9
10.4
Angola
3.0
0.0
1.5
10.3
33.7
38.3
7.6
7.5
7.5
Botswana
-0.3
3.1
4.0
3.0
3.2
3.5
18.6
19.0
19.3
Cameroon
5.8
4.8
4.2
2.8
2.2
2.2
4.6
4.7
4.8
Côte d’Ivoire
8.5
8.0
8.0
1.2
1.0
1.5
9.5
9.5
9.4
Democratic Republic of Congo
6.9
3.9
4.2
1.0
1.7
2.7
3.8
3.8
3.8
Egypt
4.2
3.8
4.0
11.0
10.2
18.2
12.9
12.7
12.3
Ethiopia
10.2
6.5
7.5
10.1
7.7
8.2
5.5
5.6
5.6
Gabon
4.0
3.2
4.5
0.1
2.5
2.5
20.5
20.5
20.3
Ghana
3.9
3.3
7.4
17.2
17.0
10.0
6.3
6.4
6.4
Guinea
0.1
3.8
4.4
8.2
8.2
8.1
1.8
1.8
1.7
Kenya
5.6
6.0
6.1
6.6
6.2
5.5
9.2
9.2
9.1
Libya
-6.4
-3.3
13.7
14.1
14.2
12.5
20.6
20.6
20.6
Malawi
3.0
2.7
4.5
21.9
19.8
13.9
6.7
6.8
6.8
Mauritius
3.5
3.5
3.9
1.3
1.5
2.1
7.9
7.5
7.2
Morocco
4.5
1.8
4.8
1.5
1.3
1.3
9.7
10.2
10.1
Mozambique
6.6
4.5
5.5
2.4
16.7
15.5
22.3
22.1
22.1
Namibia
5.3
4.2
5.3
3.4
6.6
6.0
25.5
24.7
24.2
Nigeria
2.7
-1.7
0.6
9.0
15.4
17.1
5.8
6.3
6.6
Rwanda
6.9
6.0
6.0
2.5
5.3
4.9
2.4
2.2
2.2
Senegal
6.5
6.6
6.8
0.1
1.0
1.8
9.3
9.1
8.9
South Africa
1.3
0.1
0.8
4.6
6.4
6.0
25.4
26.3
27.0
Tanzania
7.0
7.2
7.2
5.6
5.2
5.0
3.2
3.3
3.3
Note: GDP change and inflation rate figures represent percentage change over the previous year.
© 2016 Mercer LLC.
40
Global Compensation Planning Report — October Update
ECONOMIC TRENDS
Data for 2015
Actual/estimated
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS, AFRICA, CONTINUED GDP CHANGE (%)
AFRICA
INFLATION RATE (%)
UNEMPLOYMENT RATE (%)
2015
2016
2017
2015
2016
2017
2015
2016
2017
Tunisia
0.8
1.5
2.8
4.9
3.7
3.9
15.0
14.0
13.0
Uganda
4.8
4.9
5.5
5.5
5.5
5.1
3.6
3.5
3.4
Zambia
3.0
3.0
4.0
10.1
19.1
9.1
10.7
11.2
11.5
Zimbabwe
1.1
-0.3
-2.5
-2.4
-1.6
4.6
9.3
8.5
8.0
Note: GDP change and inflation rate figures represent percentage change over the previous year.
© 2016 Mercer LLC.
41
Global Compensation Planning Report — October Update
ECONOMIC TRENDS
Data for 2015
Actual/estimated
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS, AMERICAS GDP CHANGE (%)
AMERICAS
INFLATION RATE (%)
UNEMPLOYMENT RATE (%)
2015
2016
2017
2015
2016
2017
2015
2016
2017
Argentina
2.4
-1.3
3.0
28.1
40.1
21.1
7.8
8.6
8.1
Bolivia
4.8
3.7
3.9
4.1
3.9
5.1
4.0
4.0
4.0
Brazil
-3.8
-3.3
0.5
9.0
9.0
5.4
8.5
11.2
11.5
Canada
1.1
1.2
1.9
1.1
1.6
2.1
6.9
7.0
7.1
Chile
2.3
1.7
2.0
4.3
4.0
3.0
6.2
7.0
7.6
Colombia
3.1
2.2
2.7
5.0
7.6
4.1
8.9
9.7
9.6
Costa Rica
3.7
4.3
4.3
0.8
0.7
2.6
9.2
8.2
8.1
Dominican Republic
7.0
5.9
4.5
0.8
2.3
4.0
5.9
5.2
5.3
Ecuador
0.3
-2.3
-2.7
4.0
2.4
1.1
4.8
6.1
6.9
El Salvador
2.5
2.4
2.4
-0.7
1.0
1.5
5.3
5.3
5.3
Guatemala
3.9
4.4
4.2
3.1
3.2
3.9
2.9
2.8
2.8
Honduras
3.6
3.6
3.7
3.2
3.1
4.1
4.0
4.0
4.0
Mexico
2.5
2.1
2.3
2.7
2.8
3.3
4.4
4.1
3.9
Nicaragua
4.9
4.5
4.3
4.0
6.2
7.3
6.8
6.9
7.3
Panama
5.8
5.2
5.8
0.1
0.7
1.5
5.1
5.1
5.1
Paraguay
3.1
3.5
3.6
3.1
4.1
4.1
6.1
5.9
5.5
Peru
3.3
3.7
4.1
3.5
3.6
2.5
6.0
6.0
6.0
Puerto Rico
-0.05
-1.8
-1.4
-0.8
-0.2
1.1
12.0
11.9
11.9
Trinidad and Tobago
-2.1
-2.8
2.3
4.7
4.8
5.3
3.6
4.0
4.0
United States
2.6
1.6
2.2
0.1
1.2
2.3
5.3
4.9
4.8
Uruguay
1.0
0.1
1.2
8.7
10.2
8.7
7.5
7.9
8.5
-6.2
-10.0
-4.5
121.7
475.8
1660.1
7.4
18.1
21.4
Venezuela
Note: GDP change and inflation rate figures represent percentage change over the previous year.
© 2016 Mercer LLC.
42
Global Compensation Planning Report — October Update
ECONOMIC TRENDS
Data for 2015
Actual/estimated
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS, ASIA PACIFIC GDP CHANGE (%)
ASIA PACIFIC
INFLATION RATE (%)
UNEMPLOYMENT RATE (%)
2015
2016
2017
2015
2016
2017
2015
2016
2017
Australia
2.4
2.9
2.7
1.5
1.3
2.1
6.1
5.7
5.7
Bangladesh
6.8
6.9
6.9
6.4
6.7
6.9
4.4
4.4
4.4
Cambodia
7.0
7.0
6.9
1.2
3.1
2.7
0.5
0.6
0.6
China
6.9
6.6
6.2
1.4
2.1
2.3
4.1
4.1
4.1
Hong Kong
2.4
1.4
1.9
3.0
2.5
2.6
3.3
3.2
3.1
India
7.6
7.6
7.6
4.9
5.5
5.2
3.5
3.4
3.4
Indonesia
4.8
4.9
5.3
6.4
3.7
4.2
6.2
5.6
5.7
Japan
0.5
0.5
0.6
0.8
-0.2
0.5
3.4
3.2
3.2
Malaysia
5.0
4.3
4.6
2.1
2.1
3.0
3.2
3.2
3.2
Myanmar
7.0
8.1
7.7
11.4
9.8
9.1
4.0
4.0
4.0
New Zealand
3.0
2.8
2.7
0.3
0.7
1.6
5.4
5.3
5.5
Pakistan
4.0
4.7
5.0
4.5
2.9
5.2
5.9
6.0
6.0
Philippines
5.9
6.4
6.7
1.4
2.0
3.4
6.3
5.9
5.7
Singapore
2.0
1.7
2.2
-0.5
-0.3
1.1
1.9
2.0
2.0
South Korea
2.6
2.7
3.0
0.7
1.0
1.9
3.6
3.6
3.3
Sri Lanka
4.8
5.0
5.0
0.9
4.1
5.3
4.0
4.0
4.0
Taiwan
0.6
1.0
1.7
-0.3
1.1
1.1
3.8
3.9
4.0
Thailand
2.8
3.2
3.3
-0.9
0.3
1.6
0.9
0.8
0.7
Vietnam
6.7
6.1
6.2
0.6
2.0
3.7
2.4
2.4
2.4
Note: GDP change and inflation rate figures represent percentage change over the previous year.
© 2016 Mercer LLC.
43
Global Compensation Planning Report — October Update
ECONOMIC TRENDS
Data for 2015
Actual/estimated
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS, CENTRAL AND EASTERN EUROPE GDP CHANGE (%)
CENTRAL AND EASTERN EUROPE
INFLATION RATE (%)
UNEMPLOYMENT RATE (%)
2015
2016
2017
2015
2016
2017
2015
2016
2017
Albania
2.8
3.4
3.7
1.9
1.1
2.2
17.1
16.9
16.6
Armenia
3.0
3.2
3.4
3.7
-0.5
2.5
17.7
17.9
18.0
Azerbaijan
1.1
-2.4
1.4
4.0
10.2
8.5
6.0
6.0
6.0
Belarus
-3.9
-3.0
-0.5
13.5
12.7
12.0
1.5
1.5
1.5
Bosnia and Herzegovina
3.2
3.0
3.2
-1.0
-0.7
0.5
27.7
25.4
25.2
Bulgaria
3.0
3.0
2.8
-1.1
-1.6
0.6
9.2
8.2
7.1
Croatia
1.6
1.9
2.1
-0.5
-1.0
0.8
16.9
16.4
15.9
Czech Republic
4.5
2.5
2.7
0.3
0.6
1.9
5.0
4.1
4.1
Estonia
1.1
1.5
2.5
0.1
0.5
1.4
6.1
5.6
5.5
Georgia
2.8
3.4
5.2
4.0
2.6
3.6
12.3
11.8
11.7
Hungary
2.9
2.0
2.5
-0.1
0.4
1.9
6.8
6.0
5.8
Kazakhstan
1.2
-0.8
0.6
6.5
13.1
9.3
5.0
5.0
5.0
Latvia
2.7
2.5
3.4
0.2
0.2
1.7
9.9
9.4
9.2
Lithuania
1.6
2.6
3.0
-0.7
0.5
1.2
9.1
7.8
7.6
Macedonia
3.7
2.2
3.5
-0.2
0.1
0.8
26.1
25.4
24.8
Moldova
-0.5
2.0
3.0
9.6
6.8
4.4
4.9
4.7
4.5
Montenegro
3.2
5.1
3.6
1.6
0.5
1.3
18.2
17.7
17.5
Poland
3.7
3.1
3.4
-0.9
-0.6
1.1
7.5
6.3
6.2
Romania
3.8
4.0
3.8
-0.6
-1.5
1.7
6.8
6.4
6.2
Russia
-3.7
-0.8
1.1
15.5
7.2
5.0
5.6
5.8
5.9
Serbia
0.7
2.5
2.8
1.4
1.3
3.2
18.5
18.6
18.7
Slovakia
3.6
3.4
3.3
-0.3
-0.2
1.1
11.5
9.9
8.8
Note: GDP change and inflation rate figures represent percentage change over the previous year.
© 2016 Mercer LLC.
44
Global Compensation Planning Report — October Update
ECONOMIC TRENDS
Data for 2015
Actual/estimated
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS, CENTRAL AND EASTERN EUROPE, CONTINUED GDP CHANGE (%)
CENTRAL AND EASTERN EUROPE
INFLATION RATE (%)
UNEMPLOYMENT RATE (%)
2015
2016
2017
2015
2016
2017
2015
2016
2017
Slovenia
2.3
2.3
1.8
-0.5
-0.3
1.0
9.0
8.2
7.9
Turkey
4.0
3.3
3.0
7.7
8.4
8.2
10.3
10.2
10.2
Ukraine
-9.9
1.5
2.5
48.7
15.1
11.0
9.1
9.0
8.7
Uzbekistan
8.0
6.0
6.0
8.5
8.4
9.6
10.1
10.1
10.0
Note: GDP change and inflation rate figures represent percentage change over the previous year.
© 2016 Mercer LLC.
45
Global Compensation Planning Report — October Update
ECONOMIC TRENDS
Data for 2015
Actual/estimated
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS, MIDDLE EAST GDP CHANGE (%)
MIDDLE EAST
INFLATION RATE (%)
UNEMPLOYMENT RATE (%)
2015
2016
2017
2015
2016
2017
2015
2016
2017
Bahrain
2.9
2.1
1.8
1.8
3.6
3.0
1.2
1.3
1.3
Iran
0.4
4.5
4.1
11.9
7.4
7.2
10.8
11.3
11.2
Iraq
-2.4
10.3
0.5
1.4
2.0
2.0
16.9
17.6
17.7
Israel
2.5
2.8
3.0
-0.6
-0.6
0.8
5.2
5.2
5.2
Jordan
2.4
2.8
3.3
-0.9
-0.5
2.3
12.8
13.2
13.4
Kuwait
1.1
2.5
2.6
3.2
3.4
3.8
2.1
2.1
2.1
Lebanon
1.0
1.0
2.0
-3.7
-0.7
2.0
7.1
7.3
7.4
Oman
3.3
1.8
2.6
0.1
1.1
3.1
6.3
6.4
6.4
Qatar
3.7
2.6
3.4
1.8
3.0
3.1
0.2
0.3
0.3
Saudi Arabia
3.5
1.2
2.0
2.2
4.0
2.0
5.8
5.7
5.7
United Arab Emirates
4.0
2.3
2.5
4.1
3.6
3.1
3.7
3.6
3.6
-28.1
-4.2
12.6
39.4
5.0
18.0
15.9
16.4
15.9
Yemen
Note: GDP change and inflation rate figures represent percentage change over the previous year.
© 2016 Mercer LLC.
46
Global Compensation Planning Report — October Update
ECONOMIC TRENDS
Data for 2015
Actual/estimated
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS, WESTERN EUROPE GDP CHANGE (%)
WESTERN EUROPE WESTERN EUROPE
INFLATION RATE (%)
UNEMPLOYMENT RATE (%)
2015
2016
2017
2015
2016
2017
2015
2016
2017
Austria
0.9
1.4
1.2
0.8
0.9
1.5
5.7
6.2
6.4
Belgium
1.4
1.4
1.4
0.6
2.1
1.6
8.5
8.4
8.3
Cyprus
1.5
2.8
2.2
-1.5
-1.0
0.5
14.9
13.0
11.6
Denmark
1.0
1.0
1.4
0.5
0.4
1.1
6.2
6.0
5.8
Finland
0.2
0.9
1.1
-0.2
0.4
1.2
9.3
9.1
8.9
France
1.3
1.3
1.3
0.1
0.3
1.0
10.4
9.8
9.6
Germany
1.5
1.7
1.4
0.1
0.4
1.5
4.6
4.3
4.5
Greece
-0.2
0.1
2.8
-1.1
-0.1
0.6
25.0
23.3
21.5
Ireland
26.3
4.9
3.2
-0.03
0.3
1.2
9.5
8.3
7.7
Italy
0.8
0.8
0.9
0.1
-0.1
0.5
11.9
11.5
11.2
Luxembourg
4.8
3.5
3.1
0.1
0.2
1.0
6.9
6.4
6.3
Malta
6.2
4.1
3.4
1.2
1.2
1.5
5.4
4.8
4.9
Netherlands
2.0
1.7
1.6
0.2
0.1
0.9
6.9
6.7
6.5
Norway
1.6
0.8
1.2
2.2
3.2
2.3
4.4
4.7
4.5
Portugal
1.5
1.0
1.1
0.5
0.7
1.1
12.4
11.2
10.7
Spain
3.2
3.1
2.2
-0.5
-0.3
1.0
22.1
19.4
18.0
Sweden
4.2
3.6
2.6
0.7
1.1
1.4
7.4
6.9
6.7
Switzerland
0.8
1.0
1.3
-1.1
-0.4
0.02
3.2
3.5
3.4
United Kingdom
2.2
1.8
1.1
0.1
0.7
2.5
5.4
5.0
5.2
Note: GDP change and inflation rate figures represent percentage change over the previous year.
© 2016 Mercer LLC.
47
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, AFRICA Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. ALL EMPLOYEES (%) EXCLUDING ZEROES
AFRICA
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
Algeria
6.9
6.9
6.9
6.7
6.7
6.7
Angola
7.8
8.1
8.5
6.3
7.3
8.1
Botswana
7.0
6.0
6.6
7.0
5.9
5.9
Cameroon
4.3
4.9
4.5
4.0
4.9
4.5
Côte d'Ivoire
4.7
4.5
4.0
4.7
4.1
4.0
Democratic Republic of Congo
4.0
4.4
4.9
4.0
4.4
4.4
Egypt
10.0
10.0
10.0
10.0
10.0
10.0
Ethiopia
15.0
10.9
10.9
15.0
10.9
10.9
Gabon
4.2
3.3
3.0
1.8
2.6
2.9
Ghana
10.4
12.9
11.6
10.2
11.1
11.6
Guinea
9.5
9.5
8.2
9.5
7.5
8.2
Kenya
8.0
8.0
7.6
7.9
7.9
7.5
Libya**
5.0
5.3
–
5.0
5.0
–
Malawi
12.5
15.5
15.3
12.5
15.5
15.3
Mauritius
5.5
5.0
5.0
5.5
5.0
5.0
Morocco
4.6
4.2
4.4
4.5
4.2
4.4
Mozambique
5.0
6.5
6.8
5.0
6.3
6.5
Namibia*
6.8
7.5
–
6.7
7.3
–
Nigeria
9.8
9.5
9.7
9.6
9.5
9.7
Rwanda
6.0
7.0
–
6.0
7.0
–
Senegal
4.9
4.8
4.1
4.9
4.5
4.1
Note: Salary increase data presented refers to an average of all industries and generally represents median values. *IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 11.
See country pages for details.
**IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 30.
© 2016 Mercer LLC.
49
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, AFRICA, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. ALL EMPLOYEES (%) EXCLUDING ZEROES
AFRICA
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
South Africa
7.0
6.8
7.0
7.0
6.6
6.9
Tanzania
6.5
8.0
8.0
6.3
7.8
7.0
Tunisia
6.4
6.3
6.3
6.3
6.3
6.3
Uganda
6.4
8.5
7.5
5.9
8.0
7.3
Zambia
7.2
7.5
7.9
7.2
7.5
7.8
Zimbabwe
5.0
4.8
4.5
5.0
4.8
4.5
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
50
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, AFRICA, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. EXECUTIVES AFRICA
(%) EXCLUDING ZEROES 2015
2016
Algeria
6.9
Angola
7.5
Botswana
MANAGEMENT (%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
2017
2015
2016
2017
2015
2016
6.7
6.7
6.7
6.5
6.5
6.9
8.1
8.5
4.7
7.8
8.1
7.8
6.0
6.0
7.0
6.0
5.9
6.5
Cameroon
4.5
4.9
4.5
4.3
4.9
Côte d'Ivoire
4.8
4.4
4.0
4.8
Democratic Republic of Congo
4.3
4.0
4.7
Egypt
10.0
10.0
Ethiopia
10.0
Gabon
(%) INCLUDING ZEROES
2017
2015
2016
2017
6.9
6.7
6.5
6.9
6.5
8.0
8.3
6.3
7.8
8.1
6.0
6.0
6.0
6.0
5.9
6.0
4.5
4.3
4.9
4.5
4.0
4.9
4.5
4.1
4.0
4.8
4.3
4.0
4.8
4.0
4.0
4.3
4.0
4.1
5.0
4.2
4.9
5.0
4.2
4.4
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.4
10.3
10.0
10.0
10.0
15.0
11.0
10.8
15.0
11.0
10.8
–
3.3
3.0
0.0
2.6
2.9
4.2
3.3
3.0
1.8
2.6
2.9
Ghana
10.0
13.0
11.8
8.9
11.1
11.6
10.7
12.9
12.0
10.4
11.1
12.0
Guinea
5.0
7.5
8.0
5.0
1.2
7.0
5.0
9.0
8.2
5.0
7.5
8.2
Kenya
8.0
7.9
7.6
8.0
7.8
7.5
8.0
7.9
7.6
8.0
7.8
7.5
Libya**
5.0
5.3
–
5.0
5.0
–
5.0
5.3
–
5.0
5.0
–
Malawi
13.4
17.0
17.0
13.4
17.0
17.0
12.5
15.5
15.3
12.5
15.5
15.3
Mauritius
5.6
5.0
5.0
5.6
5.0
5.0
5.7
5.0
5.0
5.7
5.0
5.0
Morocco
4.5
4.2
4.5
4.5
4.2
4.5
4.5
4.2
4.5
4.4
4.2
4.5
Mozambique
5.0
6.3
6.5
5.0
6.0
6.5
5.0
6.5
6.8
5.0
6.3
6.5
Namibia*
6.7
7.5
–
6.5
7.3
–
6.8
7.5
–
6.7
7.3
–
Nigeria
9.7
9.5
9.7
9.3
9.5
9.6
9.9
9.5
9.7
9.6
9.5
9.7
Rwanda
6.0
6.0
–
6.0
6.0
–
6.0
6.5
–
6.0
6.5
–
Senegal
4.9
4.5
4.0
4.6
4.2
4.0
4.9
4.8
4.1
4.9
4.5
4.1
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
See country pages for details.
*IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 11. **IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 30.
© 2016 Mercer LLC.
51
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, AFRICA, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. EXECUTIVES AFRICA
(%) EXCLUDING ZEROES
MANAGEMENT (%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
South Africa
7.0
6.5
7.0
7.0
6.5
6.9
7.0
6.5
7.0
7.0
6.5
6.9
Tanzania
6.5
8.0
8.0
6.3
7.2
7.0
6.6
8.0
8.0
6.5
7.3
7.0
Tunisia
6.2
6.3
6.3
6.0
6.3
6.3
6.4
6.3
6.3
6.3
6.3
6.3
Uganda
6.9
8.0
7.1
6.4
7.8
7.1
6.4
8.0
7.1
5.9
8.0
7.1
Zambia
7.2
7.8
8.0
7.0
7.5
7.9
7.2
7.5
7.9
7.2
7.5
7.8
Zimbabwe
3.0
3.9
3.8
3.0
3.9
3.8
3.8
4.8
4.5
3.8
4.8
4.5
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
52
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, AFRICA, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PROFESSIONAL — SALES AFRICA
(%) EXCLUDING ZEROES
PROFESSIONAL — NONSALES
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
Algeria
6.9
6.9
6.9
6.5
6.7
6.7
6.9
Angola
7.5
8.0
8.3
4.7
7.8
8.1
7.8
Botswana
6.0
6.0
6.0
6.0
5.9
6.0
6.0
Cameroon
4.5
4.9
4.5
4.3
4.9
4.5
Côte d'Ivoire
4.8
4.5
4.0
4.8
4.1
Democratic Republic of Congo
5.0
5.0
4.9
5.0
Egypt
10.0
10.0
10.0
Ethiopia
13.8
10.9
Gabon
4.2
Ghana
2016
(%) INCLUDING ZEROES
2017
2015
2016
2017
6.7
6.7
6.5
6.5
6.5
8.0
8.3
6.3
7.8
8.1
6.0
6.0
6.0
5.9
6.0
4.3
4.9
4.5
4.0
4.9
4.5
4.0
4.8
4.5
4.0
4.8
4.1
4.0
5.0
4.4
5.0
5.0
4.9
5.0
5.0
4.4
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.9
13.8
10.9
10.9
13.8
10.9
10.9
13.8
10.9
10.9
3.3
3.0
1.8
2.6
2.9
4.2
3.3
3.0
1.8
2.6
2.9
10.7
12.9
12.0
10.4
11.1
12.0
10.7
12.9
11.8
10.4
11.1
11.8
Guinea
10.2
7.5
8.0
10.2
4.2
8.0
10.2
9.0
8.2
10.2
6.0
8.2
Kenya
7.8
8.0
7.6
7.7
7.9
7.5
8.0
8.0
7.6
8.0
7.9
7.5
Libya**
5.0
5.3
–
5.0
5.0
–
5.0
5.3
–
5.0
5.0
–
Malawi
13.0
15.5
15.3
13.0
15.5
15.3
12.5
15.5
15.3
12.5
15.5
15.3
Mauritius
5.7
5.0
5.0
5.7
5.0
5.0
5.7
5.0
5.0
5.7
5.0
5.0
Morocco
4.5
4.2
4.5
4.5
4.2
4.5
4.5
4.2
4.4
4.5
4.2
4.4
Mozambique
5.0
6.3
6.5
5.0
6.0
6.5
5.0
6.5
6.8
5.0
6.3
6.5
Namibia*
6.8
7.5
–
6.7
7.3
–
6.8
7.5
–
6.7
7.3
–
Nigeria
9.8
9.5
9.7
9.6
9.5
9.6
9.9
9.5
10.0
9.6
9.5
9.7
Rwanda
6.0
6.5
–
6.0
6.5
–
6.0
6.5
–
6.0
6.5
–
Senegal
4.9
4.8
4.1
4.9
4.5
4.1
4.9
4.8
4.1
4.9
4.5
4.1
Note: Salary increase data presented refers to an average of all industries and generally represents median values. *IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 11.
See country pages for details.
**IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 30.
© 2016 Mercer LLC.
53
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, AFRICA, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PROFESSIONAL — SALES AFRICA
(%) EXCLUDING ZEROES
PROFESSIONAL — NONSALES
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
South Africa
7.0
6.6
7.0
7.0
6.5
6.9
7.0
6.6
7.0
7.0
6.5
6.9
Tanzania
6.5
8.0
8.0
6.3
7.4
7.0
6.5
8.0
8.0
6.3
8.0
7.0
Tunisia
6.3
6.3
6.3
6.2
6.3
6.3
6.3
6.3
6.3
6.2
6.3
6.3
Uganda
6.4
8.0
7.1
5.9
8.0
7.1
6.4
8.0
7.1
5.9
8.0
7.1
Zambia
7.4
7.5
7.9
7.4
7.5
7.8
7.4
7.5
7.9
7.4
7.5
7.8
Zimbabwe
2.9
3.9
3.8
2.9
3.9
3.8
2.9
4.8
4.5
2.9
4.8
4.5
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
54
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, AFRICA, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PARA-PROFESSIONAL — WHITE COLLAR AFRICA
(%) EXCLUDING ZEROES 2015
2016
Algeria
6.9
Angola
7.5
Botswana
PARA-PROFESSIONAL — BLUE COLLAR
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2017
2015
2016
2017
2015
2016
2017
2015
2016
6.7
6.7
6.5
6.5
6.5
6.9
6.5
6.9
6.5
6.4
6.7
8.1
8.5
4.7
8.0
8.2
7.3
8.1
8.5
3.0
8.0
8.2
6.5
6.3
6.0
6.5
6.0
6.0
6.5
6.3
6.0
6.5
6.0
6.0
Cameroon
4.5
4.9
4.5
4.3
4.9
4.5
4.3
4.9
4.5
4.0
4.9
4.5
Côte d'Ivoire
4.1
4.5
4.0
4.1
4.1
4.0
4.1
4.3
4.0
4.1
4.0
4.0
Democratic Republic of Congo
4.8
4.4
4.9
4.8
4.4
4.4
4.8
4.4
4.9
4.8
4.4
4.4
Egypt
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
10.0
Ethiopia
15.0
10.9
10.8
15.0
10.9
10.8
15.0
11.3
10.8
15.0
11.3
10.8
Gabon
4.2
3.3
3.0
1.8
2.6
2.9
4.5
3.3
3.0
2.0
2.6
2.9
Ghana
10.7
11.9
12.0
10.4
11.0
12.0
10.4
11.9
12.0
10.2
11.0
12.0
Guinea
9.5
9.0
8.2
9.5
6.0
8.2
9.5
9.0
8.2
9.5
6.0
8.2
Kenya
8.0
8.0
7.6
8.0
7.9
7.5
8.0
7.8
7.5
7.9
7.7
7.4
Libya**
5.0
5.3
–
5.0
5.0
–
5.0
5.3
–
5.0
5.0
–
Malawi
12.5
17.0
17.0
12.5
17.0
17.0
13.0
17.0
17.0
13.0
17.0
17.0
Mauritius
5.7
5.0
5.0
5.7
5.0
5.0
5.7
5.0
5.0
5.7
5.0
5.0
Morocco
4.6
4.2
4.5
4.5
4.2
4.5
4.9
4.2
4.5
4.8
4.2
4.5
Mozambique
5.0
6.3
6.5
5.0
6.0
6.5
5.0
6.3
6.5
5.0
6.0
6.5
Namibia*
6.8
7.5
–
6.7
7.3
–
6.7
7.5
–
6.5
7.3
–
Nigeria
9.8
9.5
10.0
9.6
9.5
9.7
9.6
9.5
9.9
9.0
9.5
9.7
Rwanda
6.0
6.5
–
6.0
6.5
–
6.0
6.5
–
6.0
6.5
–
Senegal
4.9
4.8
4.1
4.9
4.5
4.1
5.0
4.5
4.0
5.0
4.2
4.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
2017
See country pages for details.
*IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 11. **IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 30.
© 2016 Mercer LLC.
55
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, AFRICA, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PARA-PROFESSIONAL — WHITE COLLAR AFRICA
(%) EXCLUDING ZEROES
PARA-PROFESSIONAL — BLUE COLLAR
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
South Africa
7.0
6.6
7.0
7.0
6.5
6.9
7.0
6.6
7.0
7.0
6.5
6.9
Tanzania
6.5
8.0
8.0
6.3
7.8
7.0
6.3
8.0
8.0
6.0
7.8
7.0
Tunisia
6.4
6.3
6.3
6.3
6.3
6.3
6.3
6.2
6.3
6.2
6.2
6.3
Uganda
6.4
8.0
7.1
5.9
8.0
7.1
6.9
8.0
7.1
6.4
8.0
7.1
Zambia
7.2
7.8
8.0
7.2
7.5
7.9
7.4
7.8
8.0
7.4
7.5
7.9
Zimbabwe
2.8
3.9
3.8
2.8
3.9
3.8
2.8
3.0
3.0
2.8
3.0
3.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
56
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, AMERICAS Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. ALL EMPLOYEES (%) EXCLUDING ZEROES
AMERICAS
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
Argentina
32.0
33.0
30.0
32.0
33.0
30.0
Bolivia
8.5
6.0
6.5
8.5
6.0
6.5
Brazil
8.3
8.9
9.5
8.3
8.9
9.5
Canada
2.8
2.5
2.6
2.4
2.1
2.3
Chile
5.5
5.0
5.1
5.5
5.0
5.1
Colombia
4.7
6.0*
7.4
4.7
6.0*
7.4
Costa Rica
5.7
4.7
4.7
5.7
4.7
4.7
Dominican Republic
6.0
5.3
5.8
6.0
5.3
5.8
Ecuador
5.2
3.5
3.2
5.2
3.5
3.2
El Salvador
4.0
3.7
4.0
4.0
3.7
4.0
Guatemala
5.2
5.0
4.7
5.2
5.0
4.7
Honduras
5.4
5.0
5.1
5.4
5.0
5.1
Mexico
4.5
4.2
4.5
4.5
-
4.4
Mexico–Bajio
5.0
4.7
4.5
4.7
4.7
4.5
Mexico–Monterrey Saltillo
4.2
4.7
4.5
4.2
4.7
4.5
Mexico–Reynosa
4.0
4.0
4.3
4.0
4.0
4.3
Nicaragua
6.0
5.3
5.8
6.0
5.3
5.8
Panama
5.0
5.0
4.5
5.0
5.0
4.5
Paraguay
7.0
7.0
7.0
7.0
7.0
7.0
Peru
4.1
5.0
5.1
4.1
5.0
5.1
Puerto Rico
3.3
2.8
3.9
3.3
2.8
3.9
Trinidad and Tobago
4.8
5.3
5.0
4.8
5.3
5.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values. *Denotes that even though the salary increase reflected is 6% for general market, the increase for minimum wages is 7% according to official sources.
© 2016 Mercer LLC.
57
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Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, AMERICAS, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. ALL EMPLOYEES AMERICAS
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
United States
2.9
2.9
2.9
2.8
2.8
2.9
Uruguay
11.0
10.0
10.2
11.0
10.0
10.2
Venezuela
88.9
167.1
190.2
88.9
167.1
190.2
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
58
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, AMERICAS, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. EXECUTIVES AMERICAS
(%) EXCLUDING ZEROES
MANAGEMENT (%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
Argentina
32.0
33.0
30.0
32.0
33.0
30.0
32.0
33.0
30.0
32.0
33.0
30.0
Bolivia
8.5
6.0
6.5
8.5
6.0
6.5
8.5
6.0
6.5
8.5
6.0
6.5
Brazil
8.3
8.9
9.5
8.3
8.9
9.5
8.3
8.9
9.5
8.3
8.9
9.5
Canada
2.8
2.7
2.6
2.3
2.2
2.4
2.8
2.6
2.6
2.5
2.4
2.5
Chile
5.5
5.0
5.1
5.5
5.0
5.1
5.5
5.0
5.1
5.5
5.0
5.1
Colombia
4.7
6.0*
7.4
4.7
6.0*
7.4
4.7
6.0*
7.4
4.7
6.0*
7.4
Costa Rica
5.7
4.7
4.7
5.7
4.7
4.7
5.7
4.7
4.7
5.7
4.7
4.7
Dominican Republic
6.0
5.3
5.8
6.0
5.3
5.8
6.0
5.3
5.8
6.0
5.3
5.8
Ecuador
5.2
3.5
3.2
5.2
3.5
3.2
5.2
3.5
3.2
5.2
3.5
3.2
El Salvador
4.0
3.7
4.0
4.0
3.7
4.0
4.0
3.7
4.0
4.0
3.7
4.0
Guatemala
5.2
5.0
4.7
5.2
5.0
4.7
5.2
5.0
4.7
5.2
5.0
4.7
Honduras
5.4
5.0
5.1
5.4
5.0
5.1
5.4
5.0
5.1
5.4
5.0
5.1
Mexico
4.5
4.4
4.5
4.5
-
-
4.5
4.5
4.5
4.5
4.5
4.5
Mexico–Bajio
4.7
5.0
4.5
4.3
5.0
4.5
5.0
4.8
4.3
5.0
4.8
4.3
Mexico–Monterrey Saltillo
4.0
4.7
4.5
4.0
4.7
4.5
4.0
4.7
4.5
4.0
4.7
4.5
Mexico–Reynosa
4.0
4.0
4.3
4.0
3.5
4.0
4.0
3.5
4.0
4.0
3.5
4.0
Nicaragua
6.0
5.3
5.8
6.0
5.3
5.8
6.0
5.3
5.8
6.0
5.3
5.8
Panama
5.0
5.0
4.5
5.0
5.0
4.5
5.0
5.0
4.5
5.0
5.0
4.5
Paraguay
7.0
7.0
7.0
7.0
7.0
7.0
7.0
7.0
7.0
7.0
7.0
7.0
Peru
4.1
5.0
5.1
4.1
5.0
5.1
4.1
5.0
5.1
4.1
5.0
5.1
Puerto Rico
3.3
2.8
3.9
3.3
2.8
3.9
3.3
2.8
3.9
3.3
2.8
3.9
Trinidad and Tobago
4.8
5.3
5.0
4.8
5.3
5.0
4.8
5.3
5.0
4.8
5.3
5.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values. *Denotes that even though the salary increase reflected is 6% for general market, the increase for minimum wages is 7% according to official sources.
© 2016 Mercer LLC.
59
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, AMERICAS, CONTINUED EXECUTIVES AMERICAS
(%) EXCLUDING ZEROES
MANAGEMENT (%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
United States
3.0
3.0
3.0
2.9
2.7
2.9
2.9
2.9
2.9
2.8
2.7
2.9
Uruguay
11.0
10.0
10.2
11.0
10.0
10.2
11.0
10.0
10.2
11.0
10.0
10.2
Venezuela
88.9
167.1
190.2
88.9
167.1
190.2
88.9
167.1
190.2
88.9
167.1
190.2
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
60
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, AMERICAS, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PROFESSIONAL — SALES AMERICAS
(%) EXCLUDING ZEROES
PROFESSIONAL — NONSALES
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
Argentina
32.0
33.0
30.0
32.0
33.0
30.0
32.0
33.0
30.0
32.0
33.0
30.0
Bolivia
8.5
6.0
6.5
8.5
6.0
6.5
8.5
6.0
6.5
8.5
6.0
6.5
Brazil
8.3
8.9
9.5
8.3
8.9
9.5
8.3
8.9
9.5
8.3
8.9
9.5
Canada
2.8
2.5
2.6
2.5
2.4
2.6
2.8
2.6
2.6
2.5
2.5
2.6
Chile
5.5
5.0
5.1
5.5
5.0
5.1
5.5
5.0
5.1
5.5
5.0
5.1
Colombia
4.7
6.0*
7.4
4.7
6.0*
7.4
4.7
6.0*
7.4
4.7
6.0*
7.4
Costa Rica
5.7
4.7
4.7
5.7
4.7
4.7
5.7
4.7
4.7
5.7
4.7
4.7
Dominican Republic
6.0
5.3
5.8
6.0
5.3
5.8
6.0
5.3
5.8
6.0
5.3
5.8
Ecuador
5.2
3.5
3.2
5.2
3.5
3.2
5.2
3.5
3.2
5.2
3.5
3.2
El Salvador
4.0
3.7
4.0
4.0
3.7
4.0
4.0
3.7
4.0
4.0
3.7
4.0
Guatemala
5.2
5.0
4.7
5.2
5.0
4.7
5.2
5.0
4.7
5.2
5.0
4.7
Honduras
5.4
5.0
5.1
5.4
5.0
5.1
5.4
5.0
5.1
5.4
5.0
5.1
Mexico
4.4
4.0
4.5
-
4.0
4.5
4.5
4.2
4.5
4.5
-
4.5
Mexico–Bajio
4.4
3.8
4.0
-
3.8
4.0
5.0
4.5
4.3
5.0
4.5
4.3
Mexico–Monterrey Saltillo
4.0
4.3
4.4
4.0
4.0
4.0
4.2
4.7
4.8
4.0
4.7
4.7
Mexico–Reynosa
4.3
4.0
4.3
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
Nicaragua
6.0
5.3
5.8
6.0
5.3
5.8
6.0
5.3
5.8
6.0
5.3
5.8
Panama
5.0
5.0
4.5
5.0
5.0
4.5
5.0
5.0
4.5
5.0
5.0
4.5
Paraguay
7.0
7.0
7.0
7.0
7.0
7.0
7.0
7.0
7.0
7.0
7.0
7.0
Peru
4.1
5.0
5.1
4.1
5.0
5.1
4.1
5.0
5.1
4.1
5.0
5.1
Puerto Rico
3.3
2.8
3.9
3.3
2.8
3.9
3.3
2.8
3.9
3.3
2.8
3.9
Trinidad and Tobago
4.8
5.3
5.0
4.8
5.3
5.0
4.8
5.3
5.0
4.8
5.3
5.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values. *Denotes that even though the salary increase reflected is 6% for general market, the increase for minimum wages is 7% according to official sources.
© 2016 Mercer LLC.
61
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, AMERICAS, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PROFESSIONAL — SALES AMERICAS
(%) EXCLUDING ZEROES
PROFESSIONAL — NONSALES
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
United States
2.9
2.9
2.9
2.8
2.7
2.8
2.9
2.9
2.9
2.8
2.7
2.9
Uruguay
11.0
10.0
10.2
11.0
10.0
10.2
11.0
10.0
10.2
11.0
10.0
10.2
Venezuela
88.9
167.1
190.2
88.9
167.1
190.2
88.9
167.1
190.2
88.9
167.1
190.2
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
62
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, AMERICAS, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PARA-PROFESSIONAL — WHITE COLLAR AMERICAS
(%) EXCLUDING ZEROES
PARA-PROFESSIONAL — BLUE COLLAR
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
Argentina
32.0
33.0
30.0
32.0
33.0
30.0
32.0
33.0
30.0
32.0
33.0
30.0
Bolivia
8.5
6.0
6.5
8.5
6.0
6.5
8.5
6.0
6.5
8.5
6.0
6.5
Brazil
8.3
8.9
9.5
8.3
8.9
9.5
8.3
8.9
9.5
8.3
8.9
9.5
Canada
2.7
2.5
2.6
2.5
2.4
2.5
2.7
2.4
2.5
2.2
2.4
2.5
Chile
5.5
5.0
5.1
5.5
5.0
5.1
5.5
5.0
5.1
5.5
5.0
5.1
Colombia
4.7
6.0*
7.4
4.7
6.0*
7.4
4.7
6.0*
7.4
4.7
6.0*
7.4
Costa Rica
5.7
4.7
4.7
5.7
4.7
4.7
5.7
4.7
4.7
5.7
4.7
4.7
Dominican Republic
6.0
5.3
5.8
6.0
5.3
5.8
6.0
5.3
5.8
6.0
5.3
5.8
Ecuador
5.2
3.5
3.2
5.2
3.5
3.2
5.2
3.5
3.2
5.2
3.5
3.2
El Salvador
4.0
3.7
4.0
4.0
3.7
4.0
4.0
3.7
4.0
4.0
3.7
4.0
Guatemala
5.2
5.0
4.7
5.2
5.0
4.7
5.2
5.0
4.7
5.2
5.0
4.7
Honduras
5.4
5.0
5.1
5.4
5.0
5.1
5.4
5.0
5.1
5.4
5.0
5.1
Mexico
4.5
4.1
4.5
4.5
-
4.5
4.5
4.3
4.5
4.5
4.3
4.5
Mexico–Bajio
5.0
4.5
4.0
5.0
4.5
4.0
4.9
4.6
4.6
4.8
4.6
4.6
Mexico–Monterrey Saltillo
4.0
4.6
4.7
4.0
4.6
4.7
4.2
4.4
4.5
4.2
4.4
4.5
Mexico–Reynosa
4.0
3.5
4.0
4.0
3.5
4.0
4.0
4.0
4.0
4.0
4.0
4.0
Nicaragua
6.0
5.3
5.8
6.0
5.3
5.8
6.0
5.3
5.8
6.0
5.3
5.8
Panama
5.0
5.0
4.5
5.0
5.0
4.5
5.0
5.0
4.5
5.0
5.0
4.5
Paraguay
7.0
7.0
7.0
7.0
7.0
7.0
7.0
7.0
7.0
7.0
7.0
7.0
Peru
4.1
5.0
5.1
4.1
5.0
5.1
4.1
5.0
5.1
4.1
5.0
5.1
Puerto Rico
3.3
2.8
3.9
3.3
2.8
3.9
3.3
2.8
3.9
3.3
2.8
3.9
Trinidad and Tobago
4.8
5.3
5.0
4.8
5.3
5.0
4.8
5.3
5.0
4.8
5.3
5.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values. * Denotes that even though the salary increase reflected is 6% for general market, the increase for minimum wages is 7% according to official sources.
© 2016 Mercer LLC.
63
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, AMERICAS, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PARA-PROFESSIONAL — WHITE COLLAR AMERICAS
(%) EXCLUDING ZEROES
PARA-PROFESSIONAL — BLUE COLLAR
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
United States
2.9
2.9
2.9
2.8
2.7
2.9
2.8
2.8
2.9
2.7
2.6
2.8
Uruguay
11.0
10.0
10.2
11.0
10.0
10.2
11.0
10.0
10.2
11.0
10.0
10.2
Venezuela
88.9
167.1
190.2
88.9
167.1
190.2
88.9
167.1
190.2
88.9
167.1
190.2
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
64
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, ASIA PACIFIC Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. ALL EMPLOYEES (%) EXCLUDING ZEROES
ASIA PACIFIC
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
Australia
3.0
3.0
3.0
3.0
3.0
3.0
Bangladesh
10.0
9.0
10.0
10.0
8.3
10.0
Cambodia
6.5
6.9
7.0
6.5
6.9
7.0
China–Beijing
7.0
6.0
6.5
7.0
6.0
6.5
China–Changsha
7.0
6.2
6.8
7.0
6.2
6.8
China–Changzhou
7.0
6.4
6.5
7.0
6.0
6.5
China–Chengdu
7.0
6.0
6.0
7.0
5.9
–
China–Chongqing
7.0
6.0
7.0
–
–
–
China–Dalian
6.9
6.0
6.5
6.9
6.0
6.5
China–Guangdong
7.0
6.0
6.5
7.0
6.0
6.5
China–Hangzhou-Ningbo
7.0
6.2
6.5
–
–
–
China–Hefei-Wuhu
7.0
6.3
6.7
7.0
6.3
6.7
China–Nanjing
7.0
6.0
6.5
7.0
6.0
6.5
China–Qingdao
7.0
6.0
6.0
7.0
6.0
6.0
China–Shanghai
7.0
6.0
6.5
7.0
6.0
6.5
China–Shenyang-Changchun
7.0
6.0
6.3
7.0
6.0
6.0
China–Suzhou
7.0
6.5
6.5
7.0
6.5
6.5
China–Tianjin
7.0
6.0
6.0
7.0
6.0
6.0
China–Wuhan
7.0
6.0
6.5
7.0
6.0
6.5
China–Wuxi
7.0
6.0
7.0
7.0
6.0
7.0
China–Xiamen-Fuzhou
7.0
6.0
7.0
7.0
6.0
7.0
China–Xian
7.0
6.2
6.5
7.0
6.0
6.5
Hong Kong
4.2
4.0
4.0
4.2
4.0
4.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
65
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, ASIA PACIFIC, CONTINUED Figures inAFRICA blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. ALL EMPLOYEES (%) EXCLUDING ZEROES
ASIA PACIFIC
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
India*
10.0
10.5
–
10.0
10.5
10.4
Indonesia
9.0
8.9
9.1
9.0
8.8
9.0
Japan
2.0
2.0
2.0
2.0
2.0
2.0
Malaysia
5.1
5.3
5.5
5.0
5.3
5.5
Myanmar
8.3
9.5
10.0
8.0
9.5
9.9
New Zealand
2.9
3.0
3.0
2.9
3.0
3.0
Pakistan
10.0
10.0
10.0
10.0
10.0
10.0
Philippines
6.0
6.0
6.5
6.0
6.0
6.4
Singapore
4.0
4.0
4.0
4.0
4.0
4.0
South Korea
4.5
4.5
5.0
4.5
4.5
5.0
Sri Lanka
9.3
9.0
10.0
9.3
9.0
10.0
Taiwan
3.6
3.5
3.8
3.5
3.5
3.7
Thailand
5.3
5.2
5.5
5.3
5.1
5.5
Vietnam
9.2
9.0
10.0
9.0
9.0
10.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
See country pages for details. *IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated missing content will be available to download on November 11.
© 2016 Mercer LLC.
66
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, ASIA PACIFIC, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. EXECUTIVES ASIA PACIFIC
(%) EXCLUDING ZEROES
MANAGEMENT (%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
Australia
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
Bangladesh
10.9
9.8
11.7
10.4
9.5
11.0
10.2
9.5
11.0
10.0
8.7
10.3
Cambodia
4.8
5.0
7.0
4.3
4.5
6.8
7.0
6.8
7.0
7.0
6.8
7.0
China–Beijing
7.0
6.0
6.5
6.9
6.0
6.1
7.0
6.0
6.5
7.0
6.0
6.5
China–Changsha
7.4
6.5
7.0
–
6.0
–
7.3
6.0
7.0
–
6.0
–
China–Changzhou
7.0
6.0
6.0
7.0
5.9
6.0
7.0
6.0
6.0
7.0
6.0
6.0
China–Chengdu
7.0
6.0
6.0
7.0
6.0
–
7.0
6.0
6.1
7.0
6.0
–
China–Chongqing
6.9
6.0
6.0
–
–
–
7.0
6.2
7.0
–
–
–
China–Dalian
6.6
6.0
6.0
6.3
6.0
6.0
7.0
6.0
6.0
6.8
6.0
6.0
China–Guangdong
7.0
6.0
7.0
7.0
6.0
6.7
7.0
6.5
7.0
7.0
6.4
7.0
China–Hangzhou-Ningbo
7.0
6.0
6.0
–
–
–
7.0
6.0
6.8
–
–
–
China–Hefei-Wuhu
7.0
6.2
6.5
6.9
–
–
7.1
6.3
6.6
7.0
–
–
China–Nanjing
6.0
5.9
6.0
6.0
5.5
6.0
7.0
6.0
6.5
7.0
6.0
6.5
China–Qingdao
7.0
5.9
6.0
6.9
5.6
6.0
7.0
5.8
6.0
7.0
5.7
6.0
China–Shanghai
7.0
6.0
6.0
7.0
6.0
6.0
7.0
6.0
6.0
7.0
6.0
6.0
China–Shenyang-Changchun
6.8
6.0
6.0
6.7
6.0
6.0
7.0
6.0
6.0
6.9
6.0
6.0
China–Suzhou
7.0
6.5
6.5
7.0
6.0
6.3
7.0
6.5
6.5
7.0
6.4
6.5
China–Tianjin
6.3
5.5
6.0
6.0
5.4
6.0
7.0
6.0
6.0
7.0
5.5
6.0
China–Wuhan
7.0
6.0
6.5
7.0
6.0
6.1
7.2
6.0
6.5
7.1
6.0
6.4
China–Wuxi
6.6
5.9
6.0
–
–
–
7.0
6.0
6.0
–
–
–
China–Xiamen-Fuzhou
7.0
6.0
6.8
7.0
6.0
6.5
7.1
6.3
7.0
7.0
6.1
7.0
China–Xian
7.0
6.0
6.5
7.0
6.0
6.5
7.1
6.3
6.5
7.0
6.1
6.5
Hong Kong
4.5
4.2
4.0
4.4
4.1
4.0
4.4
4.0
4.0
4.4
4.0
4.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
67
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, ASIA PACIFIC, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. EXECUTIVES ASIA PACIFIC
(%) EXCLUDING ZEROES
MANAGEMENT (%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
India*
10.0
10.9
–
10.0
10.6
11.0
10.5
11.0
–
10.5
11.0
11.0
Indonesia
8.4
9.0
9.0
8.0
8.6
9.0
9.0
9.0
9.3
9.0
9.0
9.3
Japan
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
Malaysia
5.1
5.5
5.5
5.0
5.5
5.5
5.3
5.5
5.5
5.2
5.5
5.5
Myanmar
8.5
10.0
10.0
8.0
10.0
10.0
9.0
10.0
10.0
8.2
10.0
10.0
New Zealand
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
Pakistan
11.0
10.0
10.0
11.0
10.0
10.0
11.0
10.5
10.0
11.0
10.5
10.0
Philippines
6.0
6.0
6.5
5.8
6.0
6.0
6.0
6.0
6.0
6.0
6.0
6.0
Singapore
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
South Korea
4.5
4.1
4.8
4.4
4.0
4.8
4.6
4.4
5.0
4.6
4.3
5.0
Sri Lanka
8.0
9.0
10.0
8.0
9.0
10.0
9.0
8.8
10.0
9.0
8.8
10.0
Taiwan
3.8
4.0
4.0
3.7
3.9
4.0
4.0
4.0
4.0
3.8
3.9
4.0
Thailand
5.0
5.1
5.5
5.0
5.0
5.1
5.3
5.2
5.5
5.2
5.1
5.5
Vietnam
9.4
9.2
10.0
9.0
9.0
10.0
9.0
9.0
10.0
9.0
9.0
10.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
See country pages for details.
*IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated missing content will be available to download on November 11.
© 2016 Mercer LLC.
68
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, ASIA PACIFIC, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PROFESSIONAL — SALES ASIA PACIFIC
(%) EXCLUDING ZEROES
PROFESSIONAL — NONSALES
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
Australia
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
Bangladesh
11.0
10.4
11.3
10.8
9.5
10.5
10.6
9.5
10.3
10.4
9.5
10.0
Cambodia
6.7
7.0
7.0
6.4
7.0
7.0
6.7
6.3
6.4
6.3
6.3
6.4
China–Beijing
7.0
6.0
6.6
7.0
6.0
6.5
7.1
6.3
6.8
7.0
6.2
6.5
China–Changsha
7.0
6.0
7.0
–
6.0
–
7.5
6.5
7.0
–
6.5
–
China–Changzhou
7.0
5.5
6.0
7.0
5.5
6.0
7.0
6.0
6.0
7.0
6.0
6.0
China–Chengdu
7.0
6.0
6.0
7.0
6.0
–
7.0
6.0
6.1
7.0
6.0
–
China–Chongqing
7.0
6.0
7.0
–
–
–
7.0
6.0
7.0
–
–
–
China–Dalian
7.0
6.0
6.0
7.0
6.0
6.0
7.0
6.1
6.1
7.0
6.0
6.1
China–Guangdong
7.0
6.2
7.0
7.0
6.1
7.0
7.3
6.7
7.0
7.3
6.7
7.0
China–Hangzhou-Ningbo
7.0
6.0
7.0
–
–
–
7.0
6.3
7.0
–
–
–
China–Hefei-Wuhu
7.0
6.0
6.6
7.0
–
–
7.3
6.3
6.8
7.0
–
–
China–Nanjing
6.5
6.0
6.3
6.4
5.9
6.0
7.0
6.0
6.5
7.0
6.0
6.5
China–Qingdao
7.0
6.0
6.0
7.0
5.8
6.0
7.0
6.0
6.0
7.0
6.0
6.0
China–Shanghai
7.0
6.0
6.5
7.0
6.0
6.5
7.3
6.1
6.5
7.2
6.0
6.5
China–Shenyang-Changchun
7.0
6.0
6.0
7.0
6.0
–
7.3
6.0
6.0
7.0
6.0
6.0
China–Suzhou
7.0
6.5
6.9
7.0
6.0
6.8
7.5
6.9
7.0
7.5
6.8
7.0
China–Tianjin
7.0
5.3
6.0
7.0
5.2
6.0
7.3
6.0
6.0
7.1
6.0
6.0
China–Wuhan
7.3
6.0
6.5
7.3
6.0
6.5
7.4
6.0
6.5
7.4
6.0
6.5
China–Wuxi
7.4
6.0
6.0
–
–
–
7.0
6.0
6.0
–
–
–
China–Xiamen-Fuzhou
7.2
6.0
7.0
7.1
6.0
7.0
7.4
6.7
7.0
7.3
6.6
7.0
China–Xian
7.1
6.3
7.0
7.0
6.1
7.0
7.3
6.5
6.5
7.2
6.4
6.5
Hong Kong
4.3
4.0
4.0
4.2
4.0
4.0
4.4
4.0
4.0
4.4
4.0
4.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
69
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, ASIA PACIFIC, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PROFESSIONAL — SALES ASIA PACIFIC
(%) EXCLUDING ZEROES
PROFESSIONAL — NONSALES
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
India*
11.0
11.0
–
11.0
11.0
11.0
11.0
11.0
–
10.8
11.0
11.0
Indonesia
9.0
8.8
9.5
9.0
8.8
9.5
9.0
9.0
9.5
9.0
9.0
9.5
Japan
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
Malaysia
5.3
5.5
5.6
5.3
5.5
5.5
5.2
5.5
5.5
5.1
5.5
5.5
Myanmar
9.0
9.5
10.0
8.3
9.0
10.0
10.0
10.0
10.0
10.0
9.5
10.0%
New Zealand
2.9
3.0
3.0
2.9
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
Pakistan
11.0
10.2
11.0
11.0
10.2
11.0
11.0
11.0
11.0
11.0
11.0
11.0
Philippines
6.0
6.0
6.5
6.0
6.0
6.2
6.0
6.0
6.0
6.0
6.0
6.0
Singapore
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
South Korea
4.8
4.5
5.0
4.7
4.5
5.0
4.6
4.5
5.0
4.6
4.5
5.0
Sri Lanka
8.7
8.5
10.0
8.7
8.5
10.0
9.0
8.5
10.0
9.0
8.5
10.0
Taiwan
3.8
4.0
4.0
3.7
3.9
4.0
3.8
3.8
4.0
3.8
3.7
4.0
Thailand
5.3
5.1
5.5
5.3
5.0
5.5
5.5
5.3
5.6
5.5
5.2
5.5
Vietnam
9.2
9.0
10.0
9.0
9.0
10.0
9.2
9.0
10.0
9.0
9.0
10.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values. See country pages for details. *IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated missing content will be available to download on November 11.
© 2016 Mercer LLC.
70
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, ASIA PACIFIC, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PARA-PROFESSIONAL — WHITE COLLAR ASIA PACIFIC
(%) EXCLUDING ZEROES
PARA-PROFESSIONAL — BLUE COLLAR
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
Australia
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
Bangladesh
10.4
9.5
10.0
9.0
8.3
8.0
10.9
9.5
10.3
10.0
8.8
7.0
Cambodia
7.0
6.8
6.3
7.0
6.8
6.3
7.0
7.0
7.5
7.0
7.0
7.5
China–Beijing
7.0
6.0
6.5
7.0
6.0
6.5
7.3
6.0
6.9
7.1
6.0
6.8
China–Changsha
7.2
6.5
7.0
–
6.5
–
7.6
6.5
7.0
–
6.5
–
China–Changzhou
7.0
6.0
6.0
7.0
6.0
6.0
7.6
6.4
7.0
7.5
6.4
6.9
China–Chengdu
7.0
6.0
6.3
6.7
6.0
–
7.0
6.0
6.0
7.0
6.0
–
China–Chongqing
7.0
6.0
6.5
–
–
–
7.5
7.0
7.0
–
–
–
China–Dalian
7.0
6.0
6.5
7.0
6.0
6.5
7.0
6.0
6.5
7.0
6.0
6.5
China–Guangdong
7.0
6.5
7.0
7.0
6.4
7.0
–
–
–
–
–
–
China–Hangzhou-Ningbo
7.0
6.0
7.0
–
–
–
7.5
6.4
7.0
–
–
–
China–Hefei-Wuhu
7.0
6.5
7.0
7.0
–
–
7.6
7.0
7.0
7.5
–
–
China–Nanjing
7.0
6.0
6.5
7.0
6.0
6.5
7.0
6.1
7.0
7.0
6.0
6.7
China–Qingdao
7.0
6.0
6.0
7.0
6.0
6.0
7.4
6.0
6.9
7.2
6.0
6.9
China–Shanghai
7.0
6.0
6.5
7.0
6.0
6.5
–
–
–
–
–
–
China–Shenyang-Changchun
7.0
6.0
6.0
7.0
6.0
6.0
7.0
6.0
6.9
7.0
6.0
6.9
China–Suzhou
7.3
6.8
7.0
7.3
6.7
7.0
8.0
7.0
7.0
8.0
7.0
7.0
China–Tianjin
7.3
6.0
6.0
7.0
5.9
6.0
7.7
6.4
6.5
7.6
6.0
6.0
China–Wuhan
7.2
6.0
6.5
7.1
6.0
6.5
7.7
6.0
6.9
7.6
6.0
6.7
China–Wuxi
7.4
6.0
6.0
–
–
–
8.0
6.9
6.0
–
–
–
China–Xiamen-Fuzhou
7.5
6.7
7.0
7.5
6.7
7.0
7.5
6.1
7.0
7.5
6.0
7.0
China–Xian
7.0
6.2
6.9
7.0
6.0
6.9
7.3
6.3
6.9
7.1
6.1
6.7
Hong Kong
4.5
4.0
4.0
4.5
4.0
4.0
4.2
4.0
4.0
4.0
3.8
4.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
71
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, ASIA PACIFIC, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PARA-PROFESSIONAL — WHITE COLLAR ASIA PACIFIC
(%) EXCLUDING ZEROES
PARA-PROFESSIONAL — BLUE COLLAR
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
India*
10.5
11.0
–
10.5
11.0
10.0
11.0
11.0
–
10.8
11.0
10.0
Indonesia
10.0
9.6
10.0
10.0
9.5
10.0
10.0
10.0
10.0
10.0
10.0
10.0
Japan
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
1.9
2.0
Malaysia
5.0
5.5
5.5
5.0
5.5
5.5
5.0
5.3
5.5
5.0
5.1
5.5
Myanmar
9.0
10.0
10.0
8.6
9.8
10.0
10.0
10.0
10.0
10.0
10.0
10.0
New Zealand
3.0
3.0
3.0
2.9
3.0
3.0
3.0
2.9
3.0
2.9
2.8
3.0
Pakistan
11.0
10.0
11.0
11.0
10.0
11.0
10.0
10.0
11.0
10.0
10.0
11.0
Philippines
6.0
6.0
6.0
6.0
6.0
6.0
6.0
6.0
6.0
6.0
5.5
6.0
Singapore
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
4.0
3.8
4.0
South Korea
4.5
4.4
5.0
4.5
4.3
5.0
4.4
4.1
4.5
4.4
4.0
4.5
Sri Lanka
9.0
9.0
9.3
9.0
9.0
9.3
8.5
8.5
10.0
8.5
8.5
10.0
Taiwan
3.6
3.5
4.0
3.5
3.5
3.9
3.5
3.0
3.5
3.3
3.0
3.5
Thailand
5.5
5.5
5.6
5.3
5.2
5.5
5.3
5.0
5.5
5.3
5.0
5.5
Vietnam
9.0
9.0
10.0
9.0
9.0
10.0
10.0
10.0
10.0
10.0
9.7
10.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
See country pages for details.
*IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated missing content will be available to download on November 11.
© 2016 Mercer LLC.
72
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, CENTRAL AND EASTERN EUROPE Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. ALL EMPLOYEES (%) EXCLUDING ZEROES
CENTRAL AND EASTERN EUROPE
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
Albania
3.0
2.8
2.8
2.7
2.8
2.8
Armenia
5.6
5.9
5.5
5.5
5.5
5.0
Azerbaijan
7.6
8.0
8.0
6.2
8.0
8.0
Belarus
10.4
10.5
11.0
10.0
10.2
10.0
Bosnia and Herzegovina
3.0
2.0
2.5
3.0
2.0
2.4
Bulgaria
4.0
3.8
4.0
4.0
3.8
4.0
Croatia
2.8
2.7
2.7
2.7
2.7
2.7
Czech Republic
2.8
2.7
2.8
2.8
2.7
2.8
Estonia
3.0
3.0
3.0
3.0
3.0
3.0
Georgia
6.5
6.5
6.4
6.5
6.5
6.3
Hungary
3.5
3.3
3.4
3.5
3.3
3.4
Kazakhstan
8.2
8.7
9.0
8.0
8.5
9.0
Latvia
2.9
3.0
3.0
2.9
3.0
3.0
Lithuania
3.0
3.0
3.0
3.0
3.0
3.0
Macedonia
3.0
2.4
2.7
2.8
2.2
2.6
Moldova
6.0
6.3
7.0
6.0
6.1
7.0
Montenegro
2.7
3.0
2.8
2.3
3.0
2.4
Poland
3.4
3.0
3.1
3.3
3.0
3.0
Romania
4.5
4.2
4.5
4.3
4.0
4.5
Russia
7.8
8.0
8.0
7.5
8.0
8.0
Serbia
5.4
4.5
4.5
5.0
4.5
4.5
Slovakia
3.0
2.7
2.8
3.0
2.7
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
73
See country pages 2.8 for details. See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, CENTRAL AND EASTERN EUROPE, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. ALL EMPLOYEES (%) EXCLUDING ZEROES
CENTRAL AND EASTERN EUROPE
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
Slovenia
2.5
2.5
2.5
2.5
2.5
2.5
Turkey
7.7
8.0
8.0
7.6
8.0
8.0
Ukraine
9.0
10.0
10.0
8.6
10.0
10.0
Uzbekistan
11.1
10.7
11.4
9.5
9.2
11.3
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
74
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, CENTRAL AND EASTERN EUROPE, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. EXECUTIVES CENTRAL AND EASTERN EUROPE
(%) EXCLUDING ZEROES
MANAGEMENT (%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
Albania
3.0
2.9
2.8
2.9
2.8
2.8
3.0
2.8
2.8
2.9
2.8
2.8
Armenia
6.0
5.7
5.0
5.8
5.3
5.0
5.6
6.0
5.5
5.5
5.4
5.0
Azerbaijan
7.6
8.0
8.0
6.2
7.7
8.0
7.7
8.0
8.0
6.3
8.0
8.0
Belarus
11.3
11.6
11.3
11.0
10.5
10.3
10.9
11.0
10.7
10.7
10.4
10.0
Bosnia and Herzegovina
3.0
2.2
2.4
3.0
2.1
2.4
3.0
2.0
2.5
3.0
2.0
2.4
Bulgaria
4.0
3.8
3.9
4.0
3.5
–
4.0
3.9
4.0
4.0
3.6
4.0
Croatia
2.9
2.7
2.7
2.8
2.6
2.7
2.8
2.8
2.7
2.8
2.6
2.7
Czech Republic
2.7
2.6
2.8
2.6
2.5
2.8
2.8
2.7
2.8
2.7
2.6
2.8
Estonia
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
Georgia
6.3
6.5
6.3
6.0
6.5
6.3
6.1
6.5
6.4
6.1
6.5
6.4
Hungary
3.5
3.3
3.4
3.5
3.3
3.3
3.5
3.3
3.3
3.5
3.3
3.3
Kazakhstan
8.0
9.0
9.5
8.0
9.0
8.4
8.2
8.9
10.0
8.0
8.6
9.0
Latvia
2.9
3.0
3.0
2.9
2.9
3.0
2.9
3.0
3.0
2.9
2.9
3.0
Lithuania
3.0
3.0
3.0
3.0
2.9
3.0
3.0
3.0
3.0
3.0
2.9
3.0
Macedonia
3.3
2.2
2.7
2.7
2.1
2.6
3.0
2.4
2.7
2.8
2.2
2.6
Moldova
6.0
6.3
7.0
6.0
6.1
7.0
6.0
6.3
7.0
6.0
6.1
7.0
Montenegro
3.0
3.7
2.8
2.7
3.7
2.4
3.0
3.0
2.8
3.0
3.0
2.4
Poland
3.3
3.0
3.0
3.2
3.0
3.0
3.4
3.0
3.0
3.3
3.0
3.0
Romania
4.3
4.2
4.5
4.0
4.0
4.5
4.4
4.4
4.5
4.1
4.0
4.5
Russia
7.7
8.0
8.0
7.3
8.0
8.0
7.7
8.0
8.0
7.5
8.0
8.0
Serbia
5.5
4.7
4.8
5.0
4.5
4.6
5.4
4.5
4.6
5.0
4.5
4.5
Slovakia
3.0
2.7
2.8
3.0
2.7
2.7
3.0
2.7
2.8
2.9
2.6
2.8
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
75
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, CENTRAL AND EASTERN EUROPE, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. EXECUTIVES CENTRAL AND EASTERN EUROPE
(%) EXCLUDING ZEROES
MANAGEMENT (%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
Slovenia
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.6
2.6
2.5
2.5
2.6
Turkey
7.8
8.0
8.0
7.8
8.0
8.0
7.8
8.0
8.0
7.8
8.0
8.0
Ukraine
9.0
10.0
10.0
9.0
10.0
10.0
9.0
10.0
10.0
9.0
10.0
10.0
Uzbekistan
8.1
15.0
12.0
5.5
15.0
11.0
10.0
9.0
10.0
7.5
9.0
10.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
76
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, CENTRAL AND EASTERN EUROPE, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PROFESSIONAL — SALES CENTRAL AND EASTERN EUROPE
(%) EXCLUDING ZEROES
PROFESSIONAL — NONSALES
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
Albania
3.0
2.8
2.8
2.7
2.8
2.8
3.0
2.8
2.8
2.8
2.8
2.8
Armenia
5.5
5.4
5.5
5.4
5.2
5.0
5.6
5.5
5.0
5.5
5.3
5.0
Azerbaijan
7.7
8.0
8.0
6.3
7.9
7.6
7.8
7.7
8.0
6.3
7.2
7.6
Belarus
10.9
10.5
10.7
10.5
10.4
10.0
11.0
11.6
11.5
10.4
10.5
10.3
Bosnia and Herzegovina
3.0
2.0
2.5
3.0
2.0
2.4
3.0
2.0
2.5
3.0
2.0
2.4
Bulgaria
4.0
3.7
4.0
4.0
3.5
4.0
4.0
3.9
3.9
4.0
3.7
–
Croatia
2.9
2.7
2.7
2.8
2.6
2.7
2.8
2.7
2.7
2.7
2.6
2.7
Czech Republic
2.8
2.7
2.8
2.8
2.6
2.8
2.8
2.6
2.8
2.7
2.6
2.8
Estonia
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
Georgia
6.4
6.5
6.4
6.4
6.5
6.3
6.3
6.5
6.4
6.3
6.5
6.3
Hungary
3.5
3.3
3.3
3.5
3.3
3.3
3.5
3.3
3.3
3.5
3.3
3.3
Kazakhstan
8.2
9.0
9.0
8.0
8.7
9.0
8.2
9.0
9.5
8.0
8.6
9.0
Latvia
2.8
3.0
3.0
2.8
2.9
3.0
2.9
3.0
3.0
2.8
2.9
3.0
Lithuania
3.0
3.0
3.0
3.0
2.9
3.0
3.0
3.0
3.0
3.0
2.9
3.0
Macedonia
3.0
2.4
2.7
2.8
2.2
2.6
3.0
2.4
2.7
2.8
2.2
2.6
Moldova
6.0
6.3
7.0
6.0
6.1
7.0
6.0
6.3
7.0
6.0
6.1
7.0
Montenegro
3.0
3.0
2.8
2.3
3.0
2.4
3.0
3.0
2.8
2.7
3.0
2.4
Poland
3.3
3.0
3.0
3.2
3.0
3.0
3.3
3.0
3.0
3.2
3.0
3.0
Romania
4.5
4.4
4.5
4.3
4.2
4.5
4.5
4.3
4.5
4.3
4.1
4.5
Russia
7.7
8.0
8.0
7.4
8.0
8.0
7.7
8.0
8.0
7.4
8.0
8.0
Serbia
5.5
4.5
4.5
5.1
4.5
4.5
5.4
4.6
4.6
5.0
4.5
4.5
Slovakia
3.0
2.7
2.8
3.0
2.7
2.8
3.0
2.7
2.8
3.0
2.7
2.7
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
77
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, CENTRAL AND EASTERN EUROPE, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PROFESSIONAL — SALES CENTRAL AND EASTERN EUROPE
(%) EXCLUDING ZEROES
PROFESSIONAL — NONSALES
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
Slovenia
2.5
2.5
2.6
2.5
2.5
2.6
2.5
2.5
2.6
2.5
2.5
2.6
Turkey
7.8
8.0
8.0
7.7
8.0
8.0
7.8
8.0
8.0
7.8
8.0
8.0
Ukraine
9.0
10.9
10.0
8.7
10.7
10.0
9.0
10.0
10.0
8.7
10.0
10.0
Uzbekistan
10.0
9.0
10.0
10.0
9.0
10.0
13.0
9.0
9.0
11.5
9.0
9.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
78
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, CENTRAL AND EASTERN EUROPE, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PARA-PROFESSIONAL — WHITE COLLAR CENTRAL AND EASTERN EUROPE
(%) EXCLUDING ZEROES
PARA-PROFESSIONAL — BLUE COLLAR
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
Albania
3.1
2.8
2.8
2.7
2.8
2.8
3.0
2.8
2.8
2.7
2.8
2.8
Armenia
5.6
5.4
5.0
5.5
5.2
5.0
5.8
5.6
5.0
5.6
5.2
5.0
Azerbaijan
7.8
8.0
8.0
6.9
7.5
7.9
7.8
8.0
8.0
7.4
7.7
8.0
Belarus
11.0
11.7
11.6
10.8
11.0
11.0
11.0
11.6
11.6
10.8
10.5
10.9
Bosnia and Herzegovina
3.0
2.0
2.5
3.0
2.0
2.4
3.0
2.0
2.4
3.0
2.0
2.4
Bulgaria
4.0
3.8
4.0
4.0
3.7
4.0
4.0
3.9
3.9
4.0
3.9
–
Croatia
2.8
2.7
2.7
2.7
2.6
2.7
2.9
2.6
2.7
2.7
2.5
2.6
Czech Republic
2.8
2.7
2.8
2.8
2.5
2.8
2.7
2.6
2.8
2.5
2.5
2.8
Estonia
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
2.9
3.0
Georgia
6.5
6.5
6.4
6.5
6.5
6.3
6.6
6.5
6.3
6.6
6.5
6.3
Hungary
3.5
3.3
3.3
3.5
3.3
3.3
3.5
3.3
3.3
3.5
3.3
3.3
Kazakhstan
8.1
9.0
9.8
8.0
8.7
9.0
8.2
9.0
9.0
8.0
8.7
8.0
Latvia
2.8
3.0
3.0
2.8
3.0
3.0
2.8
2.9
3.0
2.8
2.9
3.0
Lithuania
3.0
2.9
3.0
3.0
2.9
3.0
3.0
2.9
3.0
3.0
2.9
3.0
Macedonia
2.9
2.4
2.7
2.8
2.2
2.6
2.8
2.4
2.7
2.4
2.2
2.6
Moldova
6.0
6.3
7.0
6.0
6.1
7.0
6.0
6.3
7.0
6.0
6.2
7.0
Montenegro
2.7
3.4
2.8
2.2
3.0
2.4
2.2
3.4
2.8
1.7
3.0
2.4
Poland
3.3
3.0
3.0
3.2
3.0
3.0
3.3
3.0
3.0
3.2
3.0
3.0
Romania
4.4
4.3
4.5
4.3
4.0
4.5
4.3
4.1
4.5
4.0
4.0
4.5
Russia
7.7
8.0
8.0
7.4
8.0
8.0
7.9
8.0
8.0
7.5
8.0
8.0
Serbia
5.5
4.5
4.6
5.0
4.5
4.5
5.2
4.5
4.5
5.0
4.4
4.4
Slovakia
3.0
2.7
2.8
3.0
2.7
2.7
3.0
2.7
2.8
2.9
2.6
2.7
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
79
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, CENTRAL AND EASTERN EUROPE, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PARA-PROFESSIONAL — WHITE COLLAR CENTRAL AND EASTERN EUROPE Slovenia
(%) EXCLUDING ZEROES
PARA-PROFESSIONAL — BLUE COLLAR
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
2.5
2.5
2.6
2.5
2.5
2.6
2.6
2.5
2.5
2.6
2.5
2.5
Turkey
7.8
8.0
8.0
7.7
8.0
8.0
7.8
8.0
8.0
7.8
8.0
8.0
Ukraine
9.0
10.0
10.0
8.6
10.0
10.0
9.0
10.0
10.0
8.6
10.0
10.0
Uzbekistan
10.0
9.5
12.5
10.0
9.0
12.5
15.5
12.5
15.0
12.5
10.0
15.0
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
80
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, MIDDLE EAST Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. ALL EMPLOYEES MIDDLE EAST
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
5.0
5.0
5.0
5.0
5.0
5.0
Iran
–
20.1
20.2
–
20.0
20.1
Iraq
5.3
5.8
6.0
4.8
5.8
6.0
Israel
3.2
3.0
3.1
3.2
3.0
3.1
Jordan
5.7
5.0
5.3
5.7
5.0
5.3
Kuwait
5.0
5.0
5.0
5.0
5.0
5.0
Lebanon
5.8
5.4
5.4
5.8
5.4
5.4
Oman
5.0
5.0
5.0
5.0
5.0
5.0
Qatar
5.0
5.0
5.0
5.0
5.0
5.0
Saudi Arabia
5.0
5.0
5.0
5.0
5.0
5.0
United Arab Emirates
5.0
5.0
5.0
4.9
5.0
5.0
Yemen
9.3
8.2
8.8
9.1
8.1
8.5
Bahrain
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
81
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, MIDDLE EAST, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. EXECUTIVES MIDDLE EAST
(%) EXCLUDING ZEROES
MANAGEMENT (%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
5.0
5.0
5.0
4.8
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
Iran
–
20.1
20.2
–
20.0
20.1
–
20.1
20.2
–
20.0
20.1
Iraq
5.3
5.8
5.9
4.8
5.8
5.9
5.7
5.8
5.9
5.0
5.8
5.9
Israel
3.1
3.0
3.1
3.1
3.0
3.1
3.1
3.0
3.1
3.1
3.0
3.1
Jordan
5.7
5.0
5.3
5.7
5.0
5.3
5.7
5.0
5.3
5.7
5.0
5.3
Kuwait
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
Lebanon
5.8
5.4
5.4
5.8
5.4
5.4
5.8
5.4
5.4
5.8
5.4
5.4
Oman
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
Qatar
5.0
5.0
5.0
5.0
4.9
5.0
5.0
5.0
5.0
5.0
4.9
5.0
Saudi Arabia
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
United Arab Emirates
5.0
4.9
5.0
4.9
4.9
5.0
5.0
5.0
5.0
4.9
4.9
5.0
Yemen
9.1
8.2
8.8
8.9
8.1
8.5
9.3
8.2
8.8
9.1
8.1
8.5
Bahrain
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
82
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, MIDDLE EAST, CONTINUED Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. PROFESSIONAL — SALES MIDDLE EAST
(%) EXCLUDING ZEROES
PROFESSIONAL — NONSALES
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
Iran
–
20.1
20.2
–
20.0
20.1
–
20.1
20.2
–
20.0
20.1
Iraq
5.7
5.8
5.9
5.0
5.8
5.9
5.7
5.8
5.9
5.0
5.8
5.9
Israel
3.1
3.0
3.1
3.1
3.0
3.1
3.1
3.0
3.1
3.1
3.0
3.1
Jordan
5.7
5.0
5.3
5.7
5.0
5.3
5.7
5.0
5.3
5.7
5.0
5.3
Kuwait
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
4.9
Lebanon
5.8
5.5
5.4
5.8
5.5
5.4
5.8
5.5
5.4
5.8
5.5
5.4
Oman
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
Qatar
5.0
5.0
5.0
5.0
4.8
5.0
5.0
5.0
5.0
5.0
4.8
5.0
Saudi Arabia
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
United Arab Emirates
5.0
4.9
5.0
5.0
4.9
5.0
5.0
5.0
5.0
4.9
4.9
5.0
Yemen
9.3
8.2
8.8
9.1
8.1
8.5
9.3
8.2
8.8
9.1
8.1
8.5
Bahrain
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
83
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, MIDDLE EAST, CONTINUED PARA-PROFESSIONAL — WHITE COLLAR MIDDLE EAST
(%) EXCLUDING ZEROES
PARA-PROFESSIONAL — BLUE COLLAR
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
4.9
5.0
5.0
Iran
–
20.1
20.2
–
20.0
20.1
–
21.6
24.0
–
20.2
22.1
Iraq
5.7
5.8
5.9
5.0
5.8
5.9
5.3
5.8
5.9
4.8
5.8
5.9
Israel
3.1
3.0
3.1
3.1
3.0
3.1
3.2
3.0
3.1
3.1
3.0
3.1
Jordan
5.7
5.0
5.3
5.7
5.0
5.3
5.7
5.0
5.3
5.7
5.0
5.3
Kuwait
5.0
5.0
5.0
5.0
5.0
4.9
5.0
5.0
5.0
5.0
5.0
5.0
Lebanon
5.8
5.5
5.4
5.8
5.5
5.4
5.8
5.5
5.4
5.8
5.5
5.4
Oman
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
5.0
Qatar
5.0
5.0
5.0
5.0
4.9
5.0
5.0
5.0
5.0
5.0
5.0
5.0
Saudi Arabia
5.0
5.0
5.0
5.0
5.0
5.0
5.4
5.0
5.0
5.3
5.0
5.0
United Arab Emirates
5.0
4.9
5.0
4.9
4.8
5.0
5.0
4.9
5.0
4.9
4.8
5.0
Yemen
9.3
8.2
8.8
9.1
8.1
8.5
9.3
8.2
8.8
9.1
8.1
8.5
Bahrain
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
© 2016 Mercer LLC.
84
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, WESTERN EUROPE Figures in blue represent the highest value in the region, by employee level, and figures in purple represent the lowest value. ALL EMPLOYEES (%) EXCLUDING ZEROES
WESTERN EUROPE
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
Austria
2.7
2.5
2.6
2.7
2.5
2.5
Belgium
2.0
2.0
2.1
2.0
2.0
2.1
Cyprus
0.0 – 0.2
0.0 – 1.0
0.0 – 1.0
0.0 – 0.2
0.0 – 1.0
–
Denmark
2.3
2.4
2.5
2.3
2.3
2.5
Finland
2.2
2.0
2.0
2.2
2.0
2.0
France
2.3
2.1
2.2
2.2
2.1
2.2
Germany
2.8
2.7
2.9
2.7
2.7
2.9
Greece
1.9
1.7
1.9
1.7
1.6
1.8
Ireland
2.0
2.4
2.5
2.0
2.4
2.5
Italy
2.5
2.3
2.5
2.5
2.3
2.5
Luxembourg
2.5
2.5
2.5
2.5
2.0
2.5
Malta*
1.5
4.9
2.6
1.5
4.9
2.6
Netherlands
2.5
2.5
2.5
2.5
2.5
2.5
Norway
3.0
2.9
3.0
3.0
2.8
3.0
Portugal
2.0
1.9
2.0
2.0
1.8
2.0
Spain
2.0
2.0
2.0
2.0
2.0
2.0
Sweden
2.5
2.5
2.5
2.5
2.5
2.5
Switzerland
1.8
1.6
2.0
1.5
1.5
1.8
United Kingdom
2.8
2.7
2.8
2.7
2.7
2.8
Note: Salary increase data presented refers to an average of all industries and generally represents median values.
See country pages for details.
*IMPORTANT: Salary increase data by career level was not available at the time of release; this market will be updated in GCPR-Online as data become available.
© 2016 Mercer LLC.
85
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, WESTERN EUROPE, CONTINUED CENTRAL Figures in AND blueEASTERN represent the highest value in the region, by employee level, and figures in purple represent the lowest value. EUROPE
EXECUTIVES WESTERN EUROPE
(%) EXCLUDING ZEROES
MANAGEMENT (%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
Austria
2.7
2.5
2.5
2.7
2.5
2.5
2.7
2.5
2.6
2.7
2.5
2.6
Belgium
2.1
2.0
2.1
2.0
2.0
2.0
2.0
2.0
2.1
2.0
2.0
2.1
Cyprus
0.0 – 0.2
0.0 – 1.0
0.0 – 1.0
0.0 – 0.2
0.0 – 1.0
–
0.0 – 0.2
0.0 – 1.0
0.0 – 1.0
0.0 – 0.2
0.0 – 1.0
–
Denmark
2.4
2.5
2.5
2.3
2.4
2.5
2.3
2.4
2.5
2.2
2.3
2.5
Finland
2.2
2.0
2.0
2.2
2.0
2.0
2.2
2.0
2.0
2.2
2.0
2.0
France
2.1
2.0
2.2
2.0
2.0
2.2
2.3
2.1
2.2
2.1
2.0
2.2
Germany
2.7
2.7
2.9
2.6
2.7
2.9
2.7
2.7
2.9
2.7
2.7
2.9
Greece
1.9
1.6
1.9
1.6
1.5
1.8
1.9
1.7
1.9
1.6
1.6
1.8
Ireland
2.0
2.4
2.5
2.0
2.4
2.5
2.0
2.4
2.5
2.0
2.4
2.5
Italy
2.5
2.3
2.5
2.4
2.3
2.5
2.5
2.4
2.5
2.5
2.3
2.5
Luxembourg
2.5
2.5
2.5
2.5
2.0
2.5
2.5
2.5
2.5
2.5
2.3
2.5
Malta*
1.8
7.7
–
1.8
7.7
–
1.8
3.6
–
1.8
3.6
–
Netherlands
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
Norway
3.0
2.9
3.0
2.8
2.8
3.0
3.0
2.9
3.0
2.9
2.7
2.9
Portugal
2.0
1.8
2.0
1.8
1.8
2.0
2.0
1.8
2.0
2.0
1.8
2.0
Spain
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
Sweden
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
Switzerland
2.0
1.6
2.0
1.7
1.5
1.8
2.0
1.6
2.0
1.6
1.5
1.8
United Kingdom
2.8
2.7
2.8
2.7
2.6
2.8
2.8
2.7
2.8
2.7
2.6
2.8
Note: Salary increase data presented refers to an average of all industries and generally represents median values. *IMPORTANT: Salary increase data by career level was not available at the time of release; this market will be updated in GCPR-Online as data become available.
© 2016 Mercer LLC.
86
See country pages for details.
Global Compensation Planning Report — October Update
SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, WESTERN EUROPE, CONTINUED CENTRAL Figures in AND blueEASTERN represent the highest value in the region, by employee level, and figures in purple represent the lowest value. EUROPE
PROFESSIONAL — SALES WESTERN EUROPE
(%) EXCLUDING ZEROES
PROFESSIONAL — NONSALES
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
Austria
2.7
2.5
2.6
2.7
2.5
2.5
2.7
2.5
2.6
2.7
2.5
2.6
Belgium
2.0
2.0
2.1
2.0
2.0
2.1
2.0
2.0
2.1
2.0
2.0
2.1
Cyprus
0.0 – 0.2
0.0 – 1.0
0.0 – 1.0
0.0 – 0.2
0.0 – 1.0
–
0.0 – 0.2
0.0 – 1.0
0.0 – 1.0
0.0 – 0.2
0.0 – 1.0
–
Denmark
2.3
2.3
2.5
2.3
2.3
2.5
2.3
2.3
2.5
2.2
2.3
2.5
Finland
2.2
2.0
2.0
2.2
2.0
2.0
2.2
2.0
2.0
2.1
2.0
2.0
France
2.2
2.0
2.2
2.0
2.0
2.2
2.3
2.1
2.2
2.1
2.0
2.2
Germany
2.8
2.7
2.9
2.7
2.7
2.8
2.8
2.7
2.9
2.7
2.7
2.9
Greece
1.9
1.7
1.9
1.6
1.6
1.8
1.9
1.7
1.9
1.7
1.6
1.8
Ireland
2.0
2.4
2.5
2.0
2.4
2.5
2.0
2.4
2.5
2.0
2.4
2.5
Italy
2.5
2.3
2.5
2.5
2.3
2.5
2.5
2.3
2.5
2.5
2.3
2.5
Luxembourg
2.5
2.3
2.5
2.5
2.0
2.5
2.5
2.3
2.5
2.5
2.0
2.4
Malta*
1.5
0.8
–
1.5
0.8
–
1.5
4.6
–
1.5
4.6
–
Netherlands
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
Norway
3.0
2.9
3.0
3.0
2.8
3.0
3.0
2.9
3.0
2.9
2.8
2.9
Portugal
2.0
1.8
2.0
1.8
1.8
2.0
2.0
1.8
2.0
1.8
1.8
2.0
Spain
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
Sweden
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
Switzerland
1.8
1.6
2.0
1.5
1.5
1.8
1.8
1.6
2.0
1.5
1.5
1.8
United Kingdom
2.8
2.7
2.8
2.7
2.6
2.8
2.8
2.7
2.8
2.7
2.6
2.8
Note: Salary increase data presented refers to an average of all industries and generally represents median values. *IMPORTANT: Salary increase data by career level was not available at the time of release; this market will be updated in GCPR-Online as data become available.
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SALARY INCREASE TRENDS
Data for 2015
Actual/estimated
Data for 2016
Actual/budgeted/forecast
Data for 2017
Forecast/projected
SALARY INCREASE TRENDS EXCLUDING AND INCLUDING ZEROES, WESTERN EUROPE, CONTINUED CENTRAL Figures in AND blueEASTERN represent the highest value in the region, by employee level, and figures in purple represent the lowest value. EUROPE
PARA-PROFESSIONAL — WHITE COLLAR WESTERN EUROPE
(%) EXCLUDING ZEROES
PARA-PROFESSIONAL — BLUE COLLAR
(%) INCLUDING ZEROES
(%) EXCLUDING ZEROES
(%) INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
2015
2016
2017
2015
2016
2017
Austria
2.7
2.5
2.6
2.6
2.5
2.6
2.7
2.5
2.6
2.7
2.5
2.6
Belgium
2.0
2.0
2.1
2.0
2.0
2.1
2.0
2.0
2.0
2.0
2.0
2.0
Cyprus
0.0 – 0.2
0.0 – 1.0
0.0 – 1.0
0.0 – 0.2
0.0 – 1.0
–
0.0 – 0.2
0.0 – 1.0
0.0 – 1.0
0.0 – 0.2
0.0 – 1.0
–
Denmark
2.3
2.3
2.5
2.2
2.3
2.5
2.3
2.3
2.5
2.2
2.3
2.5
Finland
2.2
2.0
2.0
2.2
2.0
2.0
2.2
2.0
2.0
2.2
2.0
2.0
France
2.2
2.0
2.2
2.0
2.0
2.2
2.2
2.0
2.2
2.0
2.0
2.2
Germany
2.8
2.7
2.9
2.8
2.7
2.9
2.8
2.7
2.9
2.8
2.7
2.9
Greece
1.9
1.7
1.9
1.5
1.6
1.8
1.9
1.7
1.9
1.6
1.6
1.8
Ireland
2.0
2.4
2.5
2.0
2.4
2.5
2.0
2.3
2.5
2.0
2.2
2.5
Italy
2.5
2.4
2.5
2.5
2.3
2.5
2.5
2.3
2.5
2.4
2.2
2.5
Luxembourg
2.5
2.5
2.5
2.5
2.0
2.4
2.5
2.0
2.5
2.5
2.0
2.4
Malta*
1.5
5.8
–
1.5
5.8
–
1.5
3.7
–
1.5
3.7
–
Netherlands
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
Norway
3.0
2.9
3.0
3.0
2.8
3.0
3.0
2.9
3.0
3.0
2.7
2.9
Portugal
2.0
1.9
2.0
1.8
1.8
2.0
2.0
1.8
2.0
1.8
1.8
2.0
Spain
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
2.0
Sweden
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
2.5
Switzerland
1.5
1.7
2.0
1.5
1.5
1.8
1.5
1.6
2.0
1.4
1.5
1.8
United Kingdom
2.8
2.7
2.8
2.7
2.6
2.8
2.8
2.6
2.8
2.7
2.5
2.8
Note: Salary increase data presented refers to an average of all industries and generally represents median values. *IMPORTANT: Salary increase data by career level was not available at the time of release; this market will be updated in GCPR-Online as data become available.
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SHORT-TERM INCENTIVE TRENDS
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SHORT-TERM INCENTIVE TRENDS The following tables summarise the median target STI bonus as a percentage of base salary for 2016. Please note: In some instances, the data reflect 2015. Please refer to the individual country pages for more details. SHORT-TERM INCENTIVE, MEDIAN TARGET INCENTIVE AS A PERCENTAGE OF BASE SALARY BY EMPLOYEE LEVEL, AFRICA AFRICA
EXECUTIVE
MANAGEMENT
Algeria
25
Angola
PROFESSIONAL
PARA-PROFESSIONAL
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
15
23
12
–
–
20
20
19
12
8
13
Botswana
19
15
13
11
11
10
Cameroon
20
15
20
10
10
8
Côte d’Ivoire
18
15
13
10
13
10
Democratic Republic of Congo
21
19
15
11
10
10
Egypt
20
15
15
10
10
8
Ethiopia
20
15
15
11
10
12
Gabon
21
16
10
10
10
10
Ghana
23
16
15
11
10
12
Guinea
16
13
26
11
10
10
Kenya
23
15
13
10
10
10
Libya*
–
–
–
15
–
–
Malawi
15
15
14
10
10
10
Mauritius
20
15
15
12
10
10
Morocco
20
15
13
10
8
8
Mozambique
22
15
11
10
9
9
Namibia*
16
16
16
16
16
–
Nigeria
20
18
13
13
10
10
Rwanda
30
20
15
14
14
–
Senegal
17
12
8
8
8
9
NOTE: Availability of data for some markets was limited at the time of release. For countries indicated with an asterisk, short-term incentive data reflect information reported in 2015.
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SHORT-TERM INCENTIVE TRENDS SHORT-TERM INCENTIVE, MEDIAN TARGET INCENTIVE AS A PERCENTAGE OF BASE SALARY BY EMPLOYEE LEVEL, AFRICA, CONTINUED AFRICA
PROFESSIONAL
PARA-PROFESSIONAL
EXECUTIVE
MANAGEMENT
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
South Africa
20
15
12
10
8
8
Tanzania
20
15
13
13
10
10
Tunisia
19
14
19
14
–
–
Uganda
18
12
10
10
10
9
Zambia
20
15
12
10
10
10
Zimbabwe
25
20
14
11
10
10
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SHORT-TERM INCENTIVE TRENDS SHORT-TERM INCENTIVE, MEDIAN TARGET INCENTIVE AS A PERCENTAGE OF BASE SALARY BY EMPLOYEE LEVEL, AMERICAS AMERICAS
PROFESSIONAL
PARA-PROFESSIONAL
EXECUTIVE
MANAGEMENT
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
25
16
12
9
9
8
Bolivia
–
11
12
8
8
–
Brazil
28
17
10
9
9
10
Canada
35
18
14
10
6
5
Chile
27
17
13
10
10
10
Colombia
25
16
11
8
8
7
Costa Rica
22
13
10
8
8
6
Dominican Republic
23
14
13
9
9
7
Argentina*
Ecuador
19
12
11
9
9
8
El Salvador
21
14
15
9
9
6
Guatemala
20
13
10
9
9
9
Honduras
–
13
9
8
8
4
Mexico
30
18
19
11
10
–
Mexico–Bajio
26
14
–
8
7
4
Mexico–Monterrey-Saltillo
25
15
8
10
8
9
Mexico–Reynosa
–
–
–
–
–
–
Nicaragua
19
15
11
8
8
4
Panama
20
17
10
9
9
12
Paraguay
25
15
11
9
–
10
Peru
23
14
10
9
9
10
Puerto Rico
22
12
11
8
8
3
–
15
12
9
9
–
United States
39
17
16
10
5
5
Uruguay
22
19
11
9
9
–
Venezuela
26
16
12
10
10
9
Trinidad and Tobago
NOTE: Availability of data for some markets was limited at the time of release. For countries indicated with an asterisk, short-term incentive data reflect information reported in 2015.
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SHORT-TERM INCENTIVE TRENDS SHORT-TERM INCENTIVE, MEDIAN TARGET INCENTIVE AS A PERCENTAGE OF BASE SALARY BY EMPLOYEE LEVEL, ASIA PACIFIC ASIA PACIFIC
EXECUTIVE
MANAGEMENT
Australia
25
Bangladesh
20
PROFESSIONAL
PARA-PROFESSIONAL
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
15
10
10
7
6
15
–
10
–
–
Cambodia
18
17
15
13
17
17
China–Beijing
25
18
18
15
14
15
China–Changsha
25
20
23
17
15
15
China–Changzhou
22
19
16
15
15
15
China–Chengdu
26
18
15
15
14
13
China–Chongqing
25
20
17
15
15
15
China–Dalian
25
18
17
15
15
15
China–Guangdong
25
18
20
15
15
–
China–Hangzhou-Ningbo
25
20
18
17
15
15
China–Hefei/wuhu
25
19
22
15
14
14
China–Nanjing
25
19
18
16
15
17
China–Qingdao
23
19
16
15
15
15
China–Shanghai
24
18
18
15
14
–
China–Shenyang-Changchun
25
20
19
15
14
15
China–Suzhou
20
17
16
15
13
15
China–Tianjin
25
20
17
15
15
15
China–Wuhan
25
19
17
15
15
15
China–Wuxi-Changzhou
25
18
20
15
15
17
China–Xiamen-Fuzhou
25
19
20
15
15
13
China–Xian
25
19
21
15
15
15
Hong Kong
25
15
13
12
10
10
India*
23
15
11
11
10
10
Indonesia
22
17
15
14
13
12
NOTE: Availability of data for some markets was limited at the time of release. For countries indicated with an asterisk, short-term incentive data reflect information reported in 2015.
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SHORT-TERM INCENTIVE TRENDS SHORT-TERM INCENTIVE, MEDIAN TARGET INCENTIVE AS A PERCENTAGE OF BASE SALARY BY EMPLOYEE LEVEL, ASIA PACIFIC, CONTINUED ASIA PACIFIC
PROFESSIONAL
PARA-PROFESSIONAL
EXECUTIVE
MANAGEMENT
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Japan
23
15
12
10
9
8
Malaysia
20
17
15
15
13
12
Myanmar
22
18
18
16
15
16
New Zealand
24
15
10
10
8
5
Pakistan
22
17
15
15
15
15
Philippines
21
15
12
11
10
10
Singapore
25
18
15
15
14
15
South Korea
23
15
15
12
10
10
Sri Lanka
17
17
14
12
14
11
Taiwan
20
16
15
14
12
12
Thailand
23
18
17
16
16
17
Vietnam
21
16
15
15
15
15
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SHORT-TERM INCENTIVE TRENDS SHORT-TERM INCENTIVE, MEDIAN TARGET INCENTIVE AS A PERCENTAGE OF BASE SALARY BY EMPLOYEE LEVEL, CENTRAL AND EASTERN EUROPE CENTRAL AND EASTERN EUROPE
EXECUTIVE
MANAGEMENT
Albania*
–
–
PROFESSIONAL
PARA-PROFESSIONAL
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
–
–
–
–
Armenia*
20
15
–
10
9
9
Azerbaijan
23
16
15
10
10
13
Belarus
18
15
19
10
15
40
Bosnia and Herzegovina*
16
16
18
10
7
10
Bulgaria
20
17
20
11
10
10
Croatia
25
16
17
10
8
9
Czech Republic
20
15
20
11
10
15
Estonia
17
15
14
10
10
16
Georgia*
20
14
17
10
8
–
Hungary
20
15
15
10
8
10
Kazakhstan
20
15
20
10
10
10
Latvia
20
15
17
12
10
14
Lithuania
20
15
15
10
10
10
Macedonia
18
15
14
11
8
–
Moldova
–
18
–
10
10
–
Montenegro*
28
18
–
15
10
10
Poland
20
15
20
10
10
10
Romania
21
15
15
10
10
10
Russia
20
15
17
10
10
13
Serbia
20
15
19
10
10
10
Slovakia
20
16
20
12
10
12
Slovenia
23
15
16
10
10
10
Turkey
23
15
15
10
8
8
Ukraine
20
15
18
12
10
13
Uzbekistan
20
16
15
10
10
10
NOTE: Availability of data for some markets was limited at the time of release. For countries indicated with an asterisk, short-term incentive data reflect information reported in 2015.
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SHORT-TERM INCENTIVE TRENDS SHORT-TERM INCENTIVE, MEDIAN TARGET INCENTIVE AS A PERCENTAGE OF BASE SALARY BY EMPLOYEE LEVEL, MIDDLE EAST MIDDLE EAST
PROFESSIONAL
PARA-PROFESSIONAL
EXECUTIVE
MANAGEMENT
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Bahrain
25
18
17
15
13
15
Iran
20
20
16
15
13
10
Iraq*
30
18
15
15
13
–
Israel*
25
15
25
12
8
8
Jordan
20
15
12
13
10
10
Kuwait
22
17
10
15
13
10
Lebanon
25
17
15
15
10
9
Oman*
25
15
20
13
12
6
Qatar
20
17
15
15
13
8
Saudi Arabia
25
18
17
15
14
15
United Arab Emirates
25
18
15
10
10
10
Yemen*
15
13
10
10
9
9
NOTE: Availability of data for some markets was limited at the time of release. For countries indicated with an asterisk, short-term incentive data reflect information reported in 2015.
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SHORT-TERM INCENTIVE TRENDS SHORT-TERM INCENTIVE, MEDIAN TARGET INCENTIVE AS A PERCENTAGE OF BASE SALARY BY EMPLOYEE LEVEL, WESTERN EUROPE WESTERN EUROPE
EXECUTIVE
MANAGEMENT
Austria
25
Belgium
PROFESSIONAL
PARA-PROFESSIONAL
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
15
10
10
5
4
25
15
12
9
5
4
Cyprus
10
10
15
10
–
–
Denmark
25
15
10
8
5
4
Finland
20
13
10
8
5
5
France
20
11
15
8
–
–
Germany
25
15
15
10
5
5
Greece
23
15
15
9
7
6
Ireland
24
15
10
10
8
6
Italy
25
20
–
–
–
–
Luxembourg
30
15
12
10
6
–
Malta
20
15
12
14
16
5
Netherlands
25
15
10
8
5
5
Norway
25
15
10
8
7
6
Portugal
24
15
10
10
8
5
Spain
20
15
15
10
7
5
Sweden
25
15
10
8
7
6
Switzerland
30
15
13
9
6
5
United Kingdom
25
15
13
10
6
5
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AFRICA
ALGERIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.9%
Inflation, annual average change
2016: 3.6%
2015: 4.8%
2017: 2.9%
Unemployment
2016: 5.9%
2015: 11.2%
2017: 4.8%
2016: 9.9%
2017: 10.4%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
6.9%
6.9%
6.9%
6.7%
6.7%
6.7%
Executive
6.9%
6.7%
6.7%
6.7%
6.5%
6.5%
Management — Nonsales
6.9%
6.9%
6.7%
6.5%
6.9%
6.5%
Professional — Sales
6.9%
6.9%
6.9%
6.5%
6.7%
6.7%
Professional — Nonsales
6.9%
6.7%
6.7%
6.5%
6.5%
6.5%
Para-professional — White collar
6.9%
6.7%
6.7%
6.5%
6.5%
6.5%
Para-professional — Blue collar
6.9%
6.5%
6.9%
6.5%
6.4%
6.7%
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ALGERIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
10%
3%
3%
Executive
11%
3%
3%
Management — Nonsales
10%
3%
3%
Professional — Sales
10%
3%
3%
Professional — Nonsales
10%
3%
3%
Para-professional — White collar
10%
3%
3%
Para-professional — Blue collar
11%
3%
3%
MANDATORY PAY INCREASE SCHEMES Algeria does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
98%
96%
77%
79%
-
-
Median target bonus (% of base pay)
25%
15%
23%
12%
-
-
Median maximum bonus (% of base pay)
30%
30%
30%
20%
-
-
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ALGERIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Marketing
All levels
Sales
All levels
Project Engineering
All levels
Sales & Marketing
All levels
Sales
All levels
Top Management
All levels
Top Management
Executive
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
31
August 1, 2015
Salary Movement Snapshot, September 2016
36
August 1, 2016
Algeria Total Remuneration Survey, May 2016
81
May 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
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ANGOLA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.0%
Inflation, annual average change
2016: 0.0%
2015: 10.3%
2017: 1.5%
Unemployment
2016: 33.7%
2015: 7.6%
2017: 38.3%
2016: 7.5%
2017: 7.5%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.8%
8.1%
8.5%
6.3%
7.3%
8.1%
Executive
7.5%
8.1%
8.5%
4.7%
7.8%
8.1%
Management — Nonsales
7.8%
8.0%
8.3%
6.3%
7.8%
8.1%
Professional — Sales
7.5%
8.0%
8.3%
4.7%
7.8%
8.1%
Professional — Nonsales
7.8%
8.0%
8.3%
6.3%
7.8%
8.1%
Para-professional — White collar
7.5%
8.1%
8.5%
4.7%
8.0%
8.2%
Para-professional — Blue collar
7.3%
8.1%
8.5%
3.0%
8.0%
8.2%
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ANGOLA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
29%
22%
21%
Executive
31%
22%
21%
Management — Nonsales
29%
17%
14%
Professional — Sales
31%
17%
14%
Professional — Nonsales
29%
17%
14%
Para-professional — White collar
31%
18%
15%
Para-professional — Blue collar
33%
18%
15%
MANDATORY PAY INCREASE SCHEMES Angola does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
81%
84%
74%
69%
Median target bonus (% of base salary)
20%
20%
19%
12%
8%
13%
Median maximum bonus (% of base salary)
30%
25%
25%
18%
16%
18%
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ANGOLA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
17
August 1, 2015
Salary Movement Snapshot, September 2016
19
August 1, 2016
Angola Total Remuneration Survey, April 2016
51
April 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
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BOTSWANA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: -0.3%
Inflation, annual average change
2016: 3.1%
2015: 3.0%
2017: 4.0%
Unemployment
2016: 3.2%
2015: 18.6%
2017: 3.5%
2016: 19.0%
2017: 19.3%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.0%
6.6%
7.0%
5.9%
5.9%
Executive
6.0%
6.0%
7.0%
6.0%
5.9%
6.5%
Management — Nonsales
6.0%
6.0%
6.0%
6.0%
5.9%
6.0%
Professional — Sales
6.0%
6.0%
6.0%
6.0%
5.9%
6.0%
Professional — Nonsales
6.0%
6.0%
6.0%
6.0%
5.9%
6.0%
Para-professional — White collar
6.5%
6.3%
6.0%
6.5%
6.0%
6.0%
Para-professional — Blue collar
6.5%
6.3%
6.0%
6.5%
6.0%
6.0%
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BOTSWANA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
0%
18%
14%
Executive
–
18%
13%
Management — Nonsales
–
18%
13%
Professional — Sales
–
18%
13%
Professional — Nonsales
–
18%
13%
Para-professional — White collar
–
20%
13%
Para-professional — Blue collar
–
20%
13%
All employees
MANDATORY PAY INCREASE SCHEMES Botswana does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
92%
92%
92%
92%
Median target bonus (% of base pay)
19%
15%
13%
11%
11%
10%
Median maximum bonus (% of base pay)
23%
20%
20%
20%
16%
15%
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Global Compensation Planning Report — October Update
BOTSWANA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Botswana Total Remuneration Survey, April 2015
14
April 1, 2015
Salary Movement Snapshot, June 2016
11
May 1, 2016
Botswana Total Remuneration Survey, July 2016
37
July 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
CAMEROON
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 5.8%
Inflation, annual average change
2016: 4.8%
2015: 2.8%
2017: 4.2%
Unemployment
2016: 2.2%
2015: 4.6%
2017: 2.2%
2016: 4.7%
2017: 4.8%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.3%
4.9%
4.5%
4.0%
4.9%
4.5%
Executive
4.5%
4.9%
4.5%
4.3%
4.9%
4.5%
Management — Nonsales
4.3%
4.9%
4.5%
4.0%
4.9%
4.5%
Professional — Sales
4.5%
4.9%
4.5%
4.3%
4.9%
4.5%
Professional — Nonsales
4.3%
4.9%
4.5%
4.0%
4.9%
4.5%
Para-professional — White collar
4.5%
4.9%
4.5%
4.3%
4.9%
4.5%
Para-professional — Blue collar
4.3%
4.9%
4.5%
4.0%
4.9%
4.5%
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Global Compensation Planning Report — October Update
CAMEROON
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
9%
0%
0%
Executive
10%
0%
0%
Management — Nonsales
9%
0%
0%
Professional — Sales
10%
0%
0%
Professional — Nonsales
9%
0%
0%
Para-professional — White collar
10%
0%
0%
Para-professional — Blue collar
9%
0%
0%
MANDATORY PAY INCREASE SCHEMES Cameroon does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
98%
98%
78%
90%
78%
72%
Median target bonus (% of salary pay)
20%
15%
20%
10%
10%
8%
Median maximum bonus (% of salary pay)
25%
21%
30%
15%
15%
14%
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Global Compensation Planning Report — October Update
CAMEROON
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Cameroon Total Remuneration Survey, June 2016
54
June 1, 2016
Salary Movement Snapshot, June 2015
11
May 1, 2016
Salary Movement Snapshot, September 2016
12
August 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
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CÔTE D'IVOIRE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 8.5%
Inflation, annual average change
2016: 8.0%
2015: 1.2%
2017: 8.0%
Unemployment
2016: 1.0%
2015: 9.5%
2017: 1.5%
2016: 9.5%
2017: 9.4%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.7%
4.5%
4.0%
4.7%
4.1%
4.0%
Executive
4.8%
4.4%
4.0%
4.8%
4.1%
4.0%
Management — Nonsales
4.8%
4.3%
4.0%
4.8%
4.0%
4.0%
Professional — Sales
4.8%
4.5%
4.0%
4.8%
4.1%
4.0%
Professional — Nonsales
4.8%
4.5%
4.0%
4.8%
4.1%
4.0%
Para-professional — White collar
4.1%
4.5%
4.0%
4.1%
4.1%
4.0%
Para-professional — Blue collar
4.1%
4.3%
4.0%
4.1%
4.0%
4.0%
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Global Compensation Planning Report — October Update
CÔTE D'IVOIRE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
7%
14%
6%
Executive
15%
15%
6%
Management — Nonsales
7%
14%
6%
Professional — Sales
8%
14%
6%
Professional — Nonsales
7%
14%
6%
Para-professional — White collar
7%
14%
6%
Para-professional — Blue collar
7%
16%
6%
MANDATORY PAY INCREASE SCHEMES Côte d'Ivoire does not have a mandatory pay increase policy. However, minimum mandatory base salaries are published and updated in “Collective Agreements” (Conventions Collectives) which are drafted for each sector of the economy. Therefore an increase in the Mandatory Base Salary would imply a mandatory salary increase. These base salary reviews are not necessarily done annually.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
98%
70%
96%
85%
88%
Median target bonus (% of base pay)
18%
15%
13%
10%
13%
10%
Median maximum bonus (% of base pay)
25%
25%
25%
20%
20%
20%
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Global Compensation Planning Report — October Update
CÔTE D'IVOIRE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
14
August 1, 2015
Ivory Coast Total Remuneration Survey, July 2016
63
July 1, 2016
Salary Movement Snapshot, September 2016
21
August 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
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Global Compensation Planning Report — October Update
DEMOCRATIC REPUBLIC OF CONGO
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 3.9%
2015: 1.0%
2017: 4.2%
Unemployment
2016: 1.7%
2015: 3.8%
2017: 2.7%
2016: 3.8%
2017: 3.8%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.0%
4.4%
4.9%
4.0%
4.4%
4.4%
Executive
4.3%
4.0%
4.7%
4.3%
4.0%
4.1%
Management — Nonsales
5.0%
4.2%
4.9%
5.0%
4.2%
4.4%
Professional — Sales
5.0%
5.0%
4.9%
5.0%
5.0%
4.4%
Professional — Nonsales
5.0%
5.0%
4.9%
5.0%
5.0%
4.4%
Para-professional — White collar
4.8%
4.4%
4.9%
4.8%
4.4%
4.4%
Para-professional — Blue collar
4.8%
4.4%
4.9%
4.8%
4.4%
4.4%
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DEMOCRATIC REPUBLIC OF CONGO
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
10%
14%
Executive
0%
11%
21%
Management — Nonsales
0%
10%
14%
Professional — Sales
0%
10%
14%
Professional — Nonsales
0%
10%
14%
Para-professional — White collar
0%
10%
14%
Para-professional — Blue collar
0%
10%
14%
MANDATORY PAY INCREASE SCHEMES Democratic Republic of Congo does not have a mandatory pay increase policy. However, minimum mandatory base salaries are published and updated in “Collective Agreements” (Conventions Collectives) which are drafted for each sector of the economy. Therefore an increase in the Mandatory Base Salary would imply a mandatory salary increase. These base salary reviews are not necessarily done annually.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
92%
96%
100%
87%
Median target bonus (% of base pay)
21%
19%
15%
11%
10%
10%
Median maximum bonus (% of base pay)
28%
28%
30%
20%
20%
20%
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DEMOCRATIC REPUBLIC OF CONGO
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Democratic Republic of Congo Total Remuneration Survey, June 2015
42
June 1, 2015
Salary Movement Snapshot, September 2016
10
August 1, 2016
Democratic Republic of Congo Total Remuneration Survey, April 2016
42
April 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
EGYPT
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 4.2%
Inflation, annual average change
2016: 3.8%
2015: 11.0%
2017: 4.0%
Unemployment
2016: 10.2%
2015: 12.9%
2017: 18.2%
2016: 12.7%
2017: 12.3%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
10.0%
10.0%
10.0%
10.0%
10.0%
10.0%
Executive
10.0%
10.0%
10.0%
10.0%
10.0%
10.0%
Management — Nonsales
10.0%
10.0%
10.0%
10.0%
10.0%
10.0%
Professional — Sales
10.0%
10.0%
10.0%
10.0%
10.0%
10.0%
Professional — Nonsales
10.0%
10.0%
10.0%
10.0%
10.0%
10.0%
Para-professional — White collar
10.0%
10.0%
10.0%
10.0%
10.0%
10.0%
Para-professional — Blue collar
10.0%
10.0%
10.0%
10.0%
10.0%
10.0%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
EGYPT
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
6%
2%
2%
Executive
6%
2%
2%
Management — Nonsales
6%
2%
2%
Professional — Sales
6%
2%
2%
Professional — Nonsales
6%
2%
2%
Para-professional — White collar
6%
2%
2%
Para-professional — Blue collar
6%
2%
2%
MANDATORY PAY INCREASE SCHEMES Egypt does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
97%
69%
89%
76%
71%
Median target bonus (% of base pay)
20%
15%
15%
10%
10%
8%
Median maximum bonus (% of base pay)
30%
23%
20%
16%
16%
14%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
EGYPT
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
Professional
Engineering
All levels
Sales
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
71
August 2015
Salary Movement Snapshot, September 2016
66
August 1, 2016
Egypt Total Remuneration survey, May 2016
105
May 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
ETHIOPIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 10.2%
Inflation, annual average change
2016: 6.5%
2015: 10.1%
2017: 7.5%
Unemployment
2016: 7.7%
2015: 5.5%
2017: 8.2%
2016: 5.6%
2017: 5.6%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
15.0%
10.9%
10.9%
15.0%
10.9%
10.9%
Executive
10.0%
10.4%
10.3%
10.0%
10.0%
10.0%
Management — Nonsales
15.0%
11.0%
10.8%
15.0%
11.0%
10.8%
Professional — Sales
13.8%
10.9%
10.9%
13.8%
10.9%
10.9%
Professional — Nonsales
13.8%
10.9%
10.9%
13.8%
10.9%
10.9%
Para-professional — White collar
15.0%
10.9%
10.8%
15.0%
10.9%
10.8%
Para-professional — Blue collar
15.0%
11.3%
10.8%
15.0%
11.3%
10.8%
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ETHIOPIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
3%
0%
0%
Executive
–
8%
8%
Management — Nonsales
–
0%
0%
Professional — Sales
–
7%
0%
Professional — Nonsales
–
0%
0%
Para-professional — White collar
–
0%
0%
Para-professional — Blue collar
–
0%
0%
All employees
MANDATORY PAY INCREASE SCHEMES Ethiopia does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
100%
100%
100%
100%
Median target bonus (% of base pay)
20%
15%
15%
11%
10%
12%
Median maximum bonus (% of base pay)
28%
25%
25%
23%
21%
23%
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Global Compensation Planning Report — October Update
ETHIOPIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Ethiopia Total Remuneration Survey, June 2016
38
June 1, 2016
Salary Movement Snapshot, June 2016
13
May 1, 2016
Salary Movement Snapshot, September 2016
13
August 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
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GABON
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 4.0%
Inflation, annual average change
2016: 3.2%
2015: 0.1%
2017: 4.5%
Unemployment
2016: 2.5%
2015: 20.5%
2017: 2.5%
2016: 20.5%
2017: 20.3%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
4.2%
3.3%
3.0%
1.8%
2.6%
2.9%
-
3.3%
3.0%
0.0%
2.6%
2.9%
Management — Nonsales
4.2%
3.3%
3.0%
1.8%
2.6%
2.9%
Professional — Sales
4.2%
3.3%
3.0%
1.8%
2.6%
2.9%
Professional — Nonsales
4.2%
3.3%
3.0%
1.8%
2.6%
2.9%
Para-professional — White collar
4.2%
3.3%
3.0%
1.8%
2.6%
2.9%
Para-professional — Blue collar
4.5%
3.3%
3.0%
2.0%
2.6%
2.9%
All employees Executive
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GABON
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
38%
33%
22%
Executive
57%
33%
22%
Management — Nonsales
38%
33%
22%
Professional — Sales
38%
33%
22%
Professional — Nonsales
38%
33%
22%
Para-professional — White collar
38%
33%
22%
Para-professional — Blue collar
43%
33%
22%
MANDATORY PAY INCREASE SCHEMES Gabon does not have a mandatory pay increase policy However, minimum mandatory base salaries are published and updated in “Collective Agreements” (Conventions Collectives) which are drafted for each sector of the economy. Therefore an increase in the Mandatory Base Salary would imply a mandatory salary increase. These base salary reviews are not necessarily done annually.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
95%
96%
88%
96%
91%
90%
Median target bonus (% of base pay)
21%
16%
10%
10%
10%
10%
Median maximum bonus (% of base pay)
50%
28%
20%
20%
42%
20%
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Global Compensation Planning Report — October Update
GABON
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
8
August 1, 2015
Gabon Total Remuneration Survey, June 2016
36
June 1, 2016
Salary Movement Snapshot, September 2016
9
August 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
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Global Compensation Planning Report — October Update
GHANA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.9%
Inflation, annual average change
2016: 3.3%
2015: 17.2%
2017: 7.4%
Unemployment
2016: 17.0%
2015: 6.3%
2017: 10.0%
2016: 6.4%
2017: 6.4%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
10.4%
12.9%
11.6%
10.2%
11.1%
11.6%
Executive
10.0%
13.0%
11.8%
8.9%
11.1%
11.6%
Management — Nonsales
10.7%
12.9%
12.0%
10.4%
11.1%
12.0%
Professional — Sales
10.7%
12.9%
12.0%
10.4%
11.1%
12.0%
Professional — Nonsales
10.7%
12.9%
11.8%
10.4%
11.1%
11.8%
Para-professional — White collar
10.7%
11.9%
12.0%
10.4%
11.0%
12.0%
Para-professional — Blue collar
10.4%
11.9%
12.0%
10.2%
11.0%
12.0%
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Global Compensation Planning Report — October Update
GHANA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
4%
11%
0%
Executive
13%
14%
3%
Management — Nonsales
4%
11%
0%
Professional — Sales
4%
11%
0%
Professional — Nonsales
4%
11%
0%
Para-professional — White collar
4%
11%
0%
Para-professional — Blue collar
4%
11%
0%
MANDATORY PAY INCREASE SCHEMES Ghana does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
93%
100%
81%
95%
86%
84%
Median target bonus (% of base pay)
23%
16%
15%
11%
10%
12%
Median maximum bonus (% of base pay)
36%
25%
25%
19%
17%
25%
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Global Compensation Planning Report — October Update
GHANA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Ghana Total Remuneration Survey, June 2016
100
June 1, 2016
Salary Movement Snapshot, September 2015
28
August 1, 2015
Salary Movement Snapshot, September 2016.
37
August 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
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Global Compensation Planning Report — October Update
GUINEA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 0.1%
Inflation, annual average change
2016: 3.8%
2015: 8.2%
2017: 4.4%
Unemployment
2016: 8.2%
2015: 1.8%
2017: 8.1%
2016: 1.8%
2017: 1.7%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
9.5%
9.5%
8.2%
9.5%
7.5%
8.2%
Executive
5.0%
7.5%
8.0%
5.0%
1.2%
7.0%
Management — Nonsales
5.0%
9.0%
8.2%
5.0%
7.5%
8.2%
Professional — Sales
10.2%
7.5%
8.0%
10.2%
4.2%
8.0%
Professional — Nonsales
10.2%
9.0%
8.2%
10.2%
6.0%
8.2%
Para-professional — White collar
9.5%
9.0%
8.2%
9.5%
6.0%
8.2%
Para-professional — Blue collar
9.5%
9.0%
8.2%
9.5%
6.0%
8.2%
Note: Data are for Conakry, Guinea.
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Global Compensation Planning Report — October Update
GUINEA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
25%
0%
Executive
0%
50%
13%
Management — Nonsales
0%
25%
0%
Professional — Sales
0%
33%
0%
Professional — Nonsales
0%
29%
0%
Para-professional — White collar
0%
29%
0%
Para-professional — Blue collar
0%
29%
0%
MANDATORY PAY INCREASE SCHEMES Guinea does not have a mandatory pay increase policy. However, minimum mandatory base salaries are published and updated in “Collective Agreements” (Conventions Collectives) which are drafted for each sector of the economy. Therefore an increase in the Mandatory Base Salary would imply a mandatory salary increase. These base salary reviews are not necessarily done annually.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
91%
92%
80%
91%
100%
100%
Median target bonus (% of base pay)
16%
13%
26%
11%
10%
10%
Median maximum bonus (% of base pay)
29%
27%
28%
25%
25%
20%
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Global Compensation Planning Report — October Update
GUINEA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Guinea Total Remuneration Survey, August 2014
–
September 1, 2015
Guinea Total Remuneration Survey, August 2016
18
September 1, 2016
Salary Movement Snapshot, June 2016
8
May 1, 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
KENYA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 5.6%
Inflation, annual average change
2016: 6.0%
2015: 6.6%
2017: 6.1%
Unemployment
2016: 6.2%
2015: 9.2%
2017: 5.5%
2016: 9.2%
2017: 9.1%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
8.0%
8.0%
7.6%
7.9%
7.9%
7.5%
Executive
8.0%
7.9%
7.6%
8.0%
7.8%
7.5%
Management — Nonsales
8.0%
7.9%
7.6%
8.0%
7.8%
7.5%
Professional — Sales
7.8%
8.0%
7.6%
7.7%
7.9%
7.5%
Professional — Nonsales
8.0%
8.0%
7.6%
8.0%
7.9%
7.5%
Para-professional — White collar
8.0%
8.0%
7.6%
8.0%
7.9%
7.5%
Para-professional — Blue collar
8.0%
7.8%
7.5%
7.9%
7.7%
7.4%
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Global Compensation Planning Report — October Update
KENYA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
3%
5%
5%
Executive
3%
5%
5%
Management — Nonsales
3%
5%
5%
Professional — Sales
3%
5%
5%
Professional — Nonsales
3%
5%
5%
Para-professional — White collar
3%
5%
5%
Para-professional — Blue collar
3%
5%
5%
MANDATORY PAY INCREASE SCHEMES Kenya does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
99%
99%
79%
89%
78%
72%
Median target bonus (% of base salary)
23%
15%
13%
10%
10%
10%
Median maximum bonus (% of base salary)
30%
25%
24%
19%
18%
16%
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Global Compensation Planning Report — October Update
KENYA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
40
August 1, 2015
Kenya Total Remuneration Survey, July 2016
119
July 1, 2016
Salary Movement Snapshot, September 2016.
45
August 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
LIBYA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
–
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: -6.4%
Inflation, annual average change
2016: -3.3%
2015: 14.1%
2017: 13.7%
Unemployment
2016: 14.2%
2015: 20.6%
2017: 12.5%
2016: 20.6%
2017: 20.6%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.0%
5.3%
–
5.0%
5.0%
–
Executive
5.0%
5.3%
–
5.0%
5.0%
–
Management — Nonsales
5.0%
5.3%
–
5.0%
5.0%
–
Professional — Sales
5.0%
5.3%
–
5.0%
5.0%
–
Professional — Nonsales
5.0%
5.3%
–
5.0%
5.0%
–
Para-professional — White collar
5.0%
5.3%
–
5.0%
5.0%
–
Para-professional — Blue collar
5.0%
5.3%
–
5.0%
5.0%
–
IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated missing content will be available to download on November 30.
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
LIBYA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
–
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
21%
27%
–
Executive
23%
27%
–
Management — Nonsales
21%
27%
–
Professional — Sales
23%
27%
–
Professional — Nonsales
21%
27%
–
Para-professional — White collar
21%
27%
–
Para-professional — Blue collar
23%
27%
–
MANDATORY PAY INCREASE SCHEMES Libya does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
75%
80%
83%
100%
–
–
Median target bonus (% of base pay)
–
–
–
15%
–
–
Median maximum bonus (% of base pay)
–
–
–
25%
–
–
IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 30. Short-term incentive data currently reflect information reported in 2015.
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Global Compensation Planning Report — October Update
LIBYA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
–
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
Sales and Marketing
All levels
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, June 2015
14
May 1, 2015
Libya Total Remuneration Survey, July 2015
13
July 1, 2015
Salary Movement Snapshot, June 2016
11
May 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
MALAWI
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.0%
Inflation, annual average change
2016: 2.7%
2015: 21.9%
2017: 4.5%
Unemployment
2016: 19.8%
2015: 6.7%
2017: 13.9%
2016: 6.8%
2017: 6.8%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
12.5%
15.5%
15.3%
12.5%
15.5%
15.3%
Executive
13.4%
17.0%
17.0%
13.4%
17.0%
17.0%
Management — Nonsales
12.5%
15.5%
15.3%
12.5%
15.5%
15.3%
Professional — Sales
13.0%
15.5%
15.3%
13.0%
15.5%
15.3%
Professional — Nonsales
12.5%
15.5%
15.3%
12.5%
15.5%
15.3%
Para-professional — White collar
12.5%
17.0%
17.0%
12.5%
17.0%
17.0%
Para-professional — Blue collar
13.0%
17.0%
17.0%
13.0%
17.0%
17.0%
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Global Compensation Planning Report — October Update
MALAWI
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
0%
0%
Executive
0%
0%
0%
Management — Nonsales
0%
0%
0%
Professional — Sales
0%
0%
0%
Professional — Nonsales
0%
0%
0%
Para-professional — White collar
0%
0%
0%
Para-professional — Blue collar
0%
0%
0%
MANDATORY PAY INCREASE SCHEMES Malawi does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
100%
100%
96%
96%
Median target bonus (% of base pay)
15%
15%
14%
10%
10%
10%
Median maximum bonus (% of base pay)
28%
20%
20%
20%
20%
21%
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Global Compensation Planning Report — October Update
MALAWI
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
8
August 1, 2015
Malawi Total Remuneration Survey, May 2016
36
May 1, 2016
Salary Movement Snapshot, June 2016
11
May 1, 2016
Salary Movement Snapshot, June 2016
8
August 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
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Global Compensation Planning Report — October Update
MAURITIUS
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.5%
Inflation, annual average change
2016: 3.5%
2015: 1.3%
2017: 3.9%
Unemployment
2016: 1.5%
2015: 7.9%
2017: 2.1%
2016: 7.5%
2017: 7.2%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.5%
5.0%
5.0%
5.5%
5.0%
5.0%
Executive
5.6%
5.0%
5.0%
5.6%
5.0%
5.0%
Management — Nonsales
5.7%
5.0%
5.0%
5.7%
5.0%
5.0%
Professional — Sales
5.7%
5.0%
5.0%
5.7%
5.0%
5.0%
Professional — Nonsales
5.7%
5.0%
5.0%
5.7%
5.0%
5.0%
Para-professional — White collar
5.7%
5.0%
5.0%
5.7%
5.0%
5.0%
Para-professional — Blue collar
5.7%
5.0%
5.0%
5.7%
5.0%
5.0%
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Global Compensation Planning Report — October Update
MAURITIUS
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
0%
0%
Executive
0%
0%
0%
Management — Nonsales
0%
0%
0%
Professional — Sales
0%
0%
0%
Professional — Nonsales
0%
0%
0%
Para-professional — White collar
0%
0%
0%
Para-professional — Blue collar
0%
0%
0%
MANDATORY PAY INCREASE SCHEMES There is a government-imposed mandatory increase that is linked to inflation, but it is not based solely on cost of living adjustment (COLA). These increases are determined at government’s discretion and may vary from COLA. At times, these increases are provided as a flat rate and in some cases as a percentage of basic salary (ABS). These increases are provided at the end of the financial year, which is changed from January end to June end. However, the change in the financial year has not been communicated for the mandatory increase.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
63%
95%
90%
88%
Median target bonus (% of base pay)
20%
15%
15%
12%
10%
10%
Median maximum bonus (% of base pay)
33%
29%
24%
25%
25%
25%
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MAURITIUS
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
9
August 1, 2015
Mauritius Total Remuneration Survey, May 2016
40
May 1, 2016
Salary Movement Snapshot, September 2016
14
August 1, 2015
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
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MOROCCO
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 4.5%
Inflation, annual average change
2016: 1.8%
2015: 1.5%
2017: 4.8%
Unemployment
2016: 1.3%
2015: 9.7%
2017: 1.3%
2016: 10.2%
2017: 10.1%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.6%
4.2%
4.4%
4.5%
4.2%
4.4%
Executive
4.5%
4.2%
4.5%
4.5%
4.2%
4.5%
Management — Nonsales
4.5%
4.2%
4.5%
4.4%
4.2%
4.5%
Professional — Sales
4.5%
4.2%
4.5%
4.5%
4.2%
4.5%
Professional — Nonsales
4.5%
4.2%
4.4%
4.5%
4.2%
4.4%
Para-professional — White collar
4.6%
4.2%
4.5%
4.5%
4.2%
4.5%
Para-professional — Blue collar
4.9%
4.2%
4.5%
4.8%
4.2%
4.5%
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MOROCCO
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
5%
0%
0%
Executive
5%
0%
0%
Management — Nonsales
5%
0%
0%
Professional — Sales
5%
0%
0%
Professional — Nonsales
5%
0%
0%
Para-professional — White collar
5%
0%
0%
Para-professional — Blue collar
5%
0%
0%
MANDATORY PAY INCREASE SCHEMES Morocco does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
99%
99%
79%
86%
77%
77%
Median target bonus (% of base pay)
20%
15%
13%
10%
8%
8%
Median maximum bonus (% of base pay)
25%
20%
17%
15%
11%
11%
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Global Compensation Planning Report — October Update
MOROCCO
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Legal
All levels
Sales and Marketing
All levels
Sales
All levels
Sales
All levels
Sales and Marketing
All levels
Supply and Logistics
All levels
Marketing
All levels
Repair and Maintenance
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
45
August 1, 2015
Salary Movement Snapshot, September 2016
40
August 1, 2016
Morocco Total Remuneration Survey, May 2016
126
May 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
MOZAMBIQUE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.6%
Inflation, annual average change
2016: 4.5%
2015: 2.4%
2017: 5.5%
Unemployment
2016: 16.7%
2015: 22.3%
2017: 15.5%
2016: 22.1%
2017: 22.1%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.0%
6.5%
6.8%
5.0%
6.3%
6.5%
Executive
5.0%
6.3%
6.5%
5.0%
6.0%
6.5%
Management — Nonsales
5.0%
6.5%
6.8%
5.0%
6.3%
6.5%
Professional — Sales
5.0%
6.3%
6.5%
5.0%
6.0%
6.5%
Professional — Nonsales
5.0%
6.5%
6.8%
5.0%
6.3%
6.5%
Para-professional — White collar
5.0%
6.3%
6.5%
5.0%
6.0%
6.5%
Para-professional — Blue collar
5.0%
6.3%
6.5%
5.0%
6.0%
6.5%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
MOZAMBIQUE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
17%
7%
8%
Executive
18%
8%
8%
Management — Nonsales
17%
7%
8%
Professional — Sales
17%
8%
8%
Professional — Nonsales
17%
7%
8%
Para-professional — White collar
17%
8%
8%
Para-professional — Blue collar
17%
8%
8%
MANDATORY PAY INCREASE SCHEMES Mozambique does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
96%
100%
81%
93%
93%
88%
Median target bonus (% of base pay)
22%
15%
11%
10%
9%
9%
Median maximum bonus (% of base pay)
30%
25%
20%
16%
16%
16%
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Global Compensation Planning Report — October Update
MOZAMBIQUE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
12
August 1, 2015
Mozambique Total Remuneration Survey, June 2016
48
June 1, 2016
Salary Movement Snapshot, September 2016
14
August 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
NAMIBIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
–
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 5.3%
Inflation, annual average change
2016: 4.2%
2015: 3.4%
2017: 5.3%
Unemployment
2016: 6.6%
2015: 25.5%
2017: 6.0%
2016: 24.7%
2017: 24.2%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
6.8%
7.5%
–
6.7%
7.3%
–
Executive
6.7%
7.5%
–
6.5%
7.3%
–
Management — Nonsales
6.8%
7.5%
–
6.7%
7.3%
–
Professional — Sales
6.8%
7.5%
–
6.7%
7.3%
–
Professional — Nonsales
6.8%
7.5%
–
6.7%
7.3%
–
Para-professional — White collar
6.8%
7.5%
–
6.7%
7.3%
–
Para-professional — Blue collar
6.7%
7.5%
–
6.5%
7.3%
–
IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated missing content will be available to download on November 11.
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
NAMIBIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
–
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
10%
13%
–
Executive
11%
13%
–
Management — Nonsales
10%
13%
–
Professional — Sales
10%
13%
–
Professional — Nonsales
10%
13%
–
Para-professional — White collar
10%
13%
–
Para-professional — Blue collar
11%
13%
–
MANDATORY PAY INCREASE SCHEMES Namibia does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
50%
60%
62%
62%
62%
61%
Median target bonus (% of base pay)
16%
16%
16%
16%
16%
–
Median maximum bonus (% of base pay)
25%
25%
25%
25%
25%
12%
*IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 11. Short-term incentive data currently reflect information reported in 2015.
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
NAMIBIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
–
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, June 2015
10
May 1, 2015
Salary Movement Snapshot, December 2015
9
November 1, 2015
Salary Movement Snapshot, June 2016
8
May 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
NIGERIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.7%
Inflation, annual average change
2016: -1.7%
2015: 9.0%
2017: 0.6%
Unemployment
2016: 15.4%
2015: 5.8%
2017: 17.1%
2016: 6.3%
2017: 6.6%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
9.8%
9.5%
9.7%
9.6%
9.5%
9.7%
Executive
9.7%
9.5%
9.7%
9.3%
9.5%
9.6%
Management — Nonsales
9.9%
9.5%
9.7%
9.6%
9.5%
9.7%
Professional — Sales
9.8%
9.5%
9.7%
9.6%
9.5%
9.6%
Professional — Nonsales
9.9%
9.5%
10.0%
9.6%
9.5%
9.7%
Para-professional — White collar
9.8%
9.5%
10.0%
9.6%
9.5%
9.7%
Para-professional — Blue collar
9.6%
9.5%
9.9%
9.0%
9.5%
9.7%
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Global Compensation Planning Report — October Update
NIGERIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
13%
4%
4%
Executive
14%
4%
5%
Management — Nonsales
13%
6%
4%
Professional — Sales
13%
2%
2%
Professional — Nonsales
13%
4%
4%
Para-professional — White collar
13%
4%
4%
Para-professional — Blue collar
15%
4%
4%
MANDATORY PAY INCREASE SCHEMES Nigeria does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
97%
98%
73%
88%
67%
63%
Median target bonus (% of base pay)
20%
18%
13%
13%
10%
10%
Median maximum bonus (% of base pay)
30%
20%
20%
17%
15%
15%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
NIGERIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
39
August 1, 2015
Nigeria Total Remuneration Survey, June 2016
152
June 1, 2016
Salary Movement Snapshot, September 2016
53
August 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
RWANDA
Data for 2015
Actual
Data for 2016
Forecast
Data for 2017
–
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.0%
2015: 2.5%
2017: 6.0%
Unemployment
2016: 5.3%
2015: 2.4%
2017: 4.9%
2016: 2.2%
2017: 2.2%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
6.0%
7.0%
–
6.0%
7.0%
–
Executive
6.0%
6.0%
–
6.0%
6.0%
–
Management — Nonsales
6.0%
6.5%
–
6.0%
6.5%
–
Professional — Sales
6.0%
6.5%
–
6.0%
6.5%
–
Professional — Nonsales
6.0%
6.5%
–
6.0%
6.5%
–
Para-professional — White collar
6.0%
6.5%
–
6.0%
6.5%
–
Para-professional — Blue collar
6.0%
6.5%
–
6.0%
6.5%
–
IMPORTANT: Availability of data for some markets was limited at the time of release; this market will be updated in GCPR-Online as data become available.
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Global Compensation Planning Report — October Update
RWANDA
Data for 2015
Actual
Data for 2016
Forecast
Data for 2017
–
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Rwanda does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
92%
88%
86%
86%
83%
Median target bonus (% of base pay)
30%
20%
15%
14%
14%
–
Median maximum bonus (% of base pay)
30%
29%
30%
23%
23%
–
IMPORTANT: Availability of data for some markets was limited at the time of release; this market contains data collected in 2015.
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
RWANDA
Data for 2015
Actual
Data for 2016
Forecast
Data for 2017
–
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Rwanda Total Remuneration Survey, June 2015
–
July 1, 2015
Rwanda Total Remuneration Survey, June 2016
17
July 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
SENEGAL
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.5%
Inflation, annual average change
2016: 6.6%
2015: 0.1%
2017: 6.8%
Unemployment
2016: 1.0%
2015: 9.3%
2017: 1.8%
2016: 9.1%
2017: 8.9%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.9%
4.8%
4.1%
4.9%
4.5%
4.1%
Executive
4.9%
4.5%
4.0%
4.6%
4.2%
4.0%
Management — Nonsales
4.9%
4.8%
4.1%
4.9%
4.5%
4.1%
Professional — Sales
4.9%
4.8%
4.1%
4.9%
4.5%
4.1%
Professional — Nonsales
4.9%
4.8%
4.1%
4.9%
4.5%
4.1%
Para-professional — White collar
4.9%
4.8%
4.1%
4.9%
4.5%
4.1%
Para-professional — Blue collar
5.0%
4.5%
4.0%
5.0%
4.2%
4.0%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
SENEGAL
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
6%
0%
Executive
8%
7%
0%
Management — Nonsales
0%
6%
0%
Professional — Sales
0%
6%
0%
Professional — Nonsales
0%
6%
0%
Para-professional — White collar
0%
6%
0%
Para-professional — Blue collar
0%
7%
0%
MANDATORY PAY INCREASE SCHEMES Senegal does not have a mandatory pay increase policy. However, minimum mandatory base salaries are published and updated in “Collective Agreements” (Conventions Collectives) which are drafted for each sector of the economy. Therefore an increase in the Mandatory Base Salary would imply a mandatory salary increase. These base salary reviews are not necessarily done annually.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
85%
93%
90%
81%
Median target bonus (% of base pay)
17%
12%
8%
8%
8%
9%
Median maximum bonus (% of base pay)
25%
16%
12%
13%
10%
14%
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SENEGAL
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
13
August 1, 2015
Salary Movement Snapshot, September 2016
16
August 1, 2016
Senegal Total Remuneration Survey, September 2016
43
August 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
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SOUTH AFRICA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.3%
Inflation, annual average change
2016: 0.1%
2015: 4.6%
2017: 0.8%
Unemployment
2016: 6.0%
2015: 25.4%
2017: 6.0%
2016: 26.3%
2017: 27.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.8%
7.0%
7.0%
6.6%
6.9%
Executive
7.0%
6.5%
7.0%
7.0%
6.5%
6.9%
Management — Nonsales
7.0%
6.5%
7.0%
7.0%
6.5%
6.9%
Professional — Sales
7.0%
6.6%
7.0%
7.0%
6.5%
6.9%
Professional — Nonsales
7.0%
6.6%
7.0%
7.0%
6.5%
6.9%
Para-professional — White collar
7.0%
6.6%
7.0%
7.0%
6.5%
6.9%
Para-professional — Blue collar
7.0%
6.6%
7.0%
7.0%
6.5%
6.9%
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SOUTH AFRICA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
5%
8%
9%
Executive
9%
8%
9%
Management — Nonsales
5%
8%
9%
Professional — Sales
5%
8%
9%
Professional — Nonsales
5%
8%
9%
Para-professional — White collar
5%
8%
9%
Para-professional — Blue collar
4%
11%
10%
MANDATORY SALARY INCREASE SCHEMES South Africa does not have a mandatory salary increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
97%
96%
64%
88%
76%
61%
Median target bonus (% of base pay)
20%
15%
12%
10%
8%
8%
Median maximum bonus (% of base pay)
30%
25%
20%
15%
11%
10%
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SOUTH AFRICA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Finance
All levels
Industry Specific
All levels
Industry Specific
All levels
Sales
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
106
August 1, 2015
Salary Movement Snapshot, September 2016
46
August 1, 2016
South Africa Total Remuneration Survey, April 2016
214
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
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Global Compensation Planning Report — October Update
TANZANIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 7.0%
Inflation, annual average change
2016: 7.2%
2015: 5.6%
2017: 7.2%
Unemployment
2016: 5.2%
2015: 3.2%
2017: 5.0%
2016: 3.3%
2017: 3.3%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
6.5%
8.0%
8.0%
6.3%
7.8%
7.0%
Executive
6.5%
8.0%
8.0%
6.3%
7.2%
7.0%
Management — Nonsales
6.6%
8.0%
8.0%
6.5%
7.3%
7.0%
Professional — Sales
6.5%
8.0%
8.0%
6.3%
7.4%
7.0%
Professional — Nonsales
6.5%
8.0%
8.0%
6.3%
8.0%
7.0%
Para-professional — White collar
6.5%
8.0%
8.0%
6.3%
7.8%
7.0%
Para-professional — Blue collar
6.3%
8.0%
8.0%
6.0%
7.8%
7.0%
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TANZANIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
6%
20%
25%
Executive
6%
29%
35%
Management — Nonsales
6%
21%
25%
Professional — Sales
6%
21%
25%
Professional — Nonsales
6%
20%
25%
Para-professional — White collar
6%
21%
25%
Para-professional — Blue collar
6%
21%
25%
MANDATORY PAY INCREASE SCHEMES Tanzania does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
98%
100%
90%
95%
92%
88%
Median target bonus (% of base pay)
20%
15%
13%
13%
10%
10%
Median maximum bonus (% of base pay)
25%
20%
20%
20%
15%
14%
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Global Compensation Planning Report — October Update
TANZANIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
–
August 1, 2015
Salary Movement Snapshot, September 2016
25
August 1, 2016
Tanzania Total Remuneration Survey, May 2016
74
May 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
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Global Compensation Planning Report — October Update
TUNISIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 0.8%
Inflation, annual average change
2016: 1.5%
2015: 4.9%
2017: 2.8%
Unemployment
2016: 3.7%
2015: 15.0%
2017: 3.9%
2016: 14.0%
2017: 13.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
6.4%
6.3%
6.3%
6.3%
6.3%
6.3%
Executive
6.2%
6.3%
6.3%
6.0%
6.3%
6.3%
Management — Nonsales
6.4%
6.3%
6.3%
6.3%
6.3%
6.3%
Professional — Sales
6.3%
6.3%
6.3%
6.2%
6.3%
6.3%
Professional — Nonsales
6.3%
6.3%
6.3%
6.2%
6.3%
6.3%
Para-professional — White collar
6.4%
6.3%
6.3%
6.3%
6.3%
6.3%
Para-professional — Blue collar
6.3%
6.2%
6.3%
6.2%
6.2%
6.3%
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Global Compensation Planning Report — October Update
TUNISIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
3%
0%
0%
Executive
3%
0%
0%
Management — Nonsales
3%
0%
0%
Professional — Sales
3%
0%
0%
Professional — Nonsales
3%
0%
0%
Para-professional — White collar
3%
0%
0%
Para-professional — Blue collar
3%
0%
0%
MANDATORY PAY INCREASE SCHEMES Tunisia does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
97%
100%
75%
93%
–
–
Median target bonus (% of base pay)
19%
14%
19%
14%
–
–
Median maximum bonus (% of base pay)
25%
21%
30%
23%
–
–
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
TUNISIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Marketing
All levels
Marketing
All levels
Sales
All levels
Sales
All levels
Sales & Margeting
All levels
Supply & Logistics
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
33
August 1, 2015
Salary Movement Snapshot, September 2016
30
August 1, 2016
Tunisia Total Remuneration Survey, May 2016
61
May 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
UGANDA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 4.8%
Inflation, annual average change
2016: 4.9%
2015: 5.5%
2017: 5.5%
Unemployment
2016: 5.5%
2015: 3.6%
2017: 5.1%
2016: 3.5%
2017: 3.4%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
6.4%
8.5%
7.5%
5.9%
8.0%
7.3%
Executive
6.9%
8.0%
7.1%
6.4%
7.8%
7.1%
Management — Nonsales
6.4%
8.0%
7.1%
5.9%
8.0%
7.1%
Professional — Sales
6.4%
8.0%
7.1%
5.9%
8.0%
7.1%
Professional — Nonsales
6.4%
8.0%
7.1%
5.9%
8.0%
7.1%
Para-professional — White collar
6.4%
8.0%
7.1%
5.9%
8.0%
7.1%
Para-professional — Blue collar
6.9%
8.0%
7.1%
6.4%
8.0%
7.1%
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Global Compensation Planning Report — October Update
UGANDA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
9%
15%
8%
Executive
10%
23%
17%
Management — Nonsales
9%
15%
8%
Professional — Sales
9%
15%
0%
Professional — Nonsales
9%
15%
0%
Para-professional — White collar
9%
15%
0%
Para-professional — Blue collar
10%
8%
0%
MANDATORY PAY INCREASE SCHEMES Uganda does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
86%
91%
87%
79%
Median target bonus (% of base pay)
18%
12%
10%
10%
10%
9%
Median maximum bonus (% of base pay)
30%
20%
20%
20%
17%
17%
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Global Compensation Planning Report — October Update
UGANDA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
11
August 1, 2015
Salary Movement Snapshot, September 2016
13
August 1, 2016
Uganda Total Remuneration Survey, May 2016
53
May 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
ZAMBIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.0%
Inflation, annual average change
2016: 3.0%
2015: 10.1%
2017: 4.0%
Unemployment
2016: 19.1%
2015: 10.7%
2017: 9.1%
2016: 11.2%
2017: 11.5%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.2%
7.5%
7.9%
7.2%
7.5%
7.8%
Executive
7.2%
7.8%
8.0%
7.0%
7.5%
7.9%
Management — Nonsales
7.2%
7.5%
7.9%
7.2%
7.5%
7.8%
Professional — Sales
7.4%
7.5%
7.9%
7.4%
7.5%
7.8%
Professional — Nonsales
7.4%
7.5%
7.9%
7.4%
7.5%
7.8%
Para-professional — White collar
7.2%
7.8%
8.0%
7.2%
7.5%
7.9%
Para-professional — Blue collar
7.4%
7.8%
8.0%
7.4%
7.5%
7.9%
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Global Compensation Planning Report — October Update
ZAMBIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
19%
5%
Executive
13%
20%
6%
Management — Nonsales
0%
19%
5%
Professional — Sales
0%
19%
5%
Professional — Nonsales
0%
19%
5%
Para-professional — White collar
0%
20%
6%
Para-professional — Blue collar
0%
20%
6%
MANDATORY PAY INCREASE SCHEMES Zambia does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
95%
95%
86%
93%
89%
81%
Median target bonus (% of base pay)
20%
15%
12%
10%
10%
10%
Median maximum bonus (% of base pay)
30%
23%
20%
20%
20%
20%
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Global Compensation Planning Report — October Update
ZAMBIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
17
August 1, 2015
Salary Movement Snapshot, September 2016
21
August 1, 2016
Zambia Total Remuneration Survey, March 2016
57
March 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
ZIMBABWE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.1%
Inflation, annual average change
2016: -0.3%
2015: -2.4%
2017: -2.5%
Unemployment
2016: -1.6%
2015: 9.3%
2017: 4.6%
2016: 8.5%
2017: 8.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.0%
4.8%
4.5%
5.0%
4.8%
4.5%
Executive
3.0%
3.9%
3.8%
3.0%
3.9%
3.8%
Management — Nonsales
3.8%
4.8%
4.5%
3.8%
4.8%
4.5%
Professional — Sales
2.9%
3.9%
3.8%
2.9%
3.9%
3.8%
Professional — Nonsales
2.9%
4.8%
4.5%
2.9%
4.8%
4.5%
Para-professional — White collar
2.8%
3.9%
3.8%
2.8%
3.9%
3.8%
Para-professional — Blue collar
2.8%
3.0%
3.0%
2.8%
3.0%
3.0%
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Global Compensation Planning Report — October Update
ZIMBABWE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
18%
0%
0%
Executive
–
0%
0%
Management — Nonsales
–
0%
0%
Professional — Sales
–
0%
0%
Professional — Nonsales
–
0%
0%
Para-professional — White collar
–
0%
0%
Para-professional — Blue collar
–
0%
0%
All employees
MANDATORY PAY INCREASE SCHEMES Zimbabwe does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
96%
100%
88%
92%
88%
79%
Median target bonus (% of base pay)
25%
20%
14%
11%
10%
10%
Median maximum bonus (% of base pay)
40%
32%
20%
20%
20%
20%
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Global Compensation Planning Report — October Update
ZIMBABWE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2016
9
August 1, 2016
Zimbabwe Total Remuneration Survey, May 2016
35
May 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
AMERICAS
ARGENTINA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.4%
Inflation, annual average change
2016: -1.3%
2015: 28.1%
2017: 3.0%
Unemployment
2016: 40.1%
2015: 7.8%
2017: 21.1%
2016: 8.6%
2017: 8.1%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
32.0%
33.0%
30.0%
32.0%
33.0%
30.0%
Executive
32.0%
33.0%
30.0%
32.0%
33.0%
30.0%
Management — Nonsales
32.0%
33.0%
30.0%
32.0%
33.0%
30.0%
Professional — Sales
32.0%
33.0%
30.0%
32.0%
33.0%
30.0%
Professional — Nonsales
32.0%
33.0%
30.0%
32.0%
33.0%
30.0%
Para-professional — White collar
32.0%
33.0%
30.0%
32.0%
33.0%
30.0%
Para-professional — Blue collar
32.0%
33.0%
30.0%
32.0%
33.0%
30.0%
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Global Compensation Planning Report — October Update
ARGENTINA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES There are no mandatory increases, but Argentina has many trade unions that negotiate for salary increases for their unionised employees.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
94%
91%
75%
80%
80%
44%
Median target bonus (% of base pay)
25%
16%
12%
9%
9%
8%
Median actual bonus (% of base pay)
24%
15%
11%
8%
8%
6%
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Global Compensation Planning Report — October Update
ARGENTINA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Economic Trends - Latin America, October 2016
Not applicable
October 2016
Argentina Total Remuneration Survey, May 2016
437
May 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
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Global Compensation Planning Report — October Update
BOLIVIA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 4.8%
Inflation, annual average change
2016: 3.7%
2015: 4.1%
2017: 3.9%
Unemployment
2016: 3.9%
2015: 4.0%
2017: 5.1%
2016: 4.0%
2017: 4.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
8.5%
6.0%
6.5%
8.5%
6.0%
6.5%
Executive
8.5%
6.0%
6.5%
8.5%
6.0%
6.5%
Management — Nonsales
8.5%
6.0%
6.5%
8.5%
6.0%
6.5%
Professional — Sales
8.5%
6.0%
6.5%
8.5%
6.0%
6.5%
Professional — Nonsales
8.5%
6.0%
6.5%
8.5%
6.0%
6.5%
Para-professional — White collar
8.5%
6.0%
6.5%
8.5%
6.0%
6.5%
Para-professional — Blue collar
8.5%
6.0%
6.5%
8.5%
6.0%
6.5%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
BOLIVIA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Since 2008, the government defined an annual mandatory salary increase approximating the inflation rate. Public and private employees' salaries and the minimum monthly wages are increased annually.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
67%
70%
47%
53%
53%
15%
Median target bonus (% of base pay)
–
11%
12%
8%
8%
–
Median actual bonus (% of base pay)
–
11%
12%
9%
9%
–
© 2016 Mercer LLC.
185
Global Compensation Planning Report — October Update
BOLIVIA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE Economic Trends — Latin America, October 2016 Bolivia Total Remuneration Survey, June 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Not applicable
October 1, 2016
37
June 1, 2016
Not applicable
October 2016
186
Global Compensation Planning Report — October Update
BRAZIL
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: -3.8%
Inflation, annual average change
2016: -3.3%
2015: 9.0%
2017: 0.5%
Unemployment
2016: 9.0%
2015: 8.5%
2017: 5.4%
2016: 11.2%
2017: 11.5%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
8.3%
8.9%
9.5%
8.3%
8.9%
9.5%
Executive
8.3%
8.9%
9.5%
8.3%
8.9%
9.5%
Management — Nonsales
8.3%
8.9%
9.5%
8.3%
8.9%
9.5%
Professional — Sales
8.3%
8.9%
9.5%
8.3%
8.9%
9.5%
Professional — Nonsales
8.3%
8.9%
9.5%
8.3%
8.9%
9.5%
Para-professional — White collar
8.3%
8.9%
9.5%
8.3%
8.9%
9.5%
Para-professional — Blue collar
8.3%
8.9%
9.5%
8.3%
8.9%
9.5%
© 2016 Mercer LLC.
187
Global Compensation Planning Report — October Update
BRAZIL
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Brazil has no automatic price index that applies to pay increases, but employers must follow any union agreements to which they are subject.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
92%
89%
82%
83%
83%
79%
Median target bonus (% of base pay)
28%
17%
10%
9%
9%
10%
Median actual bonus (% of base pay)
23%
12%
7%
7%
7%
8%
© 2016 Mercer LLC.
188
Global Compensation Planning Report — October Update
BRAZIL
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE Economic Trends — Latin America, October 2016
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Not applicable
October 1, 2016
478
May 1, 2016
Not applicable
October 2016
Brazil Total Remuneration Survey May, 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
189
Global Compensation Planning Report — October Update
CANADA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.1%
Inflation, annual average change
2016: 1.2%
2015: 1.1%
2017: 1.9%
Unemployment
2016: 1.6%
2015: 6.9%
2017: 2.1%
2016: 7.0%
2017: 7.1%
BASE SALARY INCREASES SALARY INCREASES AVERAGE SALARY INCREASES EXCLUDING ZEROES
AVERAGE SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.8%
2.5%
2.6%
2.4%
2.1%
2.3%
Executive
2.8%
2.7%
2.6%
2.3%
2.2%
2.4%
Management — Nonsales
2.8%
2.6%
2.6%
2.5%
2.4%
2.5%
Professional — Sales
2.8%
2.5%
2.6%
2.5%
2.4%
2.6%
Professional — Nonsales
2.8%
2.6%
2.6%
2.5%
2.5%
2.6%
Para-professional — White collar
2.7%
2.5%
2.6%
2.5%
2.4%
2.5%
Para-professional — Blue collar
2.7%
2.4%
2.5%
2.2%
2.4%
2.5%
© 2016 Mercer LLC.
190
Global Compensation Planning Report — October Update
CANADA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
13%
19%
12%
Executive
18%
24%
14%
Management — Nonsales
12%
18%
11%
Professional — Sales
15%
19%
13%
Professional — Nonsales
11%
16%
10%
Para-professional — White collar
11%
16%
10%
Para-professional — Blue collar
14%
19%
13%
MANDATORY PAY INCREASE SCHEMES Canada does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
95%
100%
74%
99%
98%
67%
Median target bonus (% of base pay)
35%
18%
14%
10%
6%
5%
Median actual bonus (% of base pay)
35%
18%
14%
10%
6%
5%
Note: Data are from Canada Compensation Planning Survey, August 2015.
© 2016 Mercer LLC.
191
Global Compensation Planning Report — October Update
CANADA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Information Technology
Professional — Nonsales
Information Technology
Professional — Nonsales
Engineering
Professional — Nonsales
Sales
Professional — Sales
Operations
Para-professional — Blue collar
Sales
Professional — Sales
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
487
June 2016
Not applicable
October 2016
2016/2017 Canada Compensation Planning Survey, September 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
192
Global Compensation Planning Report — October Update
CHILE
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.3%
Inflation, annual average change
2016: 1.7%
2015: 4.3%
2017: 2.0%
Unemployment
2016: 4.0%
2015: 6.2%
2017: 3.0%
2016: 7.0%
2017: 7.6%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.5%
5.0%
5.1%
5.5%
5.0%
5.1%
Executive
5.5%
5.0%
5.1%
5.5%
5.0%
5.1%
Management — Nonsales
5.5%
5.0%
5.1%
5.5%
5.0%
5.1%
Professional — Sales
5.5%
5.0%
5.1%
5.5%
5.0%
5.1%
Professional — Nonsales
5.5%
5.0%
5.1%
5.5%
5.0%
5.1%
Para-professional — White collar
5.5%
5.0%
5.1%
5.5%
5.0%
5.1%
Para-professional — Blue collar
5.5%
5.0%
5.1%
5.5%
5.0%
5.1%
© 2016 Mercer LLC.
193
Global Compensation Planning Report — October Update
CHILE
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Chile does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
90%
88%
67%
74%
74%
50%
Median target bonus (% of base pay)
27%
17%
13%
10%
10%
10%
Median actual bonus (% of base pay)
26%
15%
11%
9%
9%
10%
© 2016 Mercer LLC.
194
Global Compensation Planning Report — October Update
CHILE
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE Economic Trends — Latin America, October 2016 Chile Total Remuneration Survey, May 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Not applicable
October 1, 2016
357
May 1, 2016
Not applicable
October 2016
195
Global Compensation Planning Report — October Update
COLOMBIA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.1%
Inflation, annual average change
2016: 2.2%
2015: 5.0%
2017: 2.7%
Unemployment
2016: 7.6%
2015: 8.9%
2017: 4.1%
2016: 9.7%
2017: 9.6%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.7%
6.0%*
7.4%
4.7%
6.0%*
7.4%
Executive
4.7%
6.0%*
7.4%
4.7%
6.0%*
7.4%
Management — Nonsales
4.7%
6.0%*
7.4%
4.7%
6.0%*
7.4%
Professional — Sales
4.7%
6.0%*
7.4%
4.7%
6.0%*
7.4%
Professional — Nonsales
4.7%
6.0%*
7.4%
4.7%
6.0%*
7.4%
Para-professional — White collar
4.7%
6.0%*
7.4%
4.7%
6.0%*
7.4%
Para-professional — Blue collar
4.7%
6.0%*
7.4%
4.7%
6.0%*
7.4%
* Even though the salary increase reflected is 6% for general market, the increase for minimmun wage is 7% according to official sources.
© 2016 Mercer LLC.
196
Global Compensation Planning Report — October Update
COLOMBIA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Mandatory pay increase is only for minimum legal salary and minimum integral salary.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
86%
82%
56%
72%
72%
40%
Median target bonus (% of base pay)
25%
16%
11%
8%
8%
7%
Median actual bonus (% of base pay)
24%
14%
9%
7%
7%
6%
© 2016 Mercer LLC.
197
Global Compensation Planning Report — October Update
COLOMBIA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Not applicable
October 1, 2016
345
May 1, 2016
Not applicable
October 2016
Economic Trends — Latin America, October 2016 Colombia Total Remuneration Survey, May 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
198
Global Compensation Planning Report — October Update
COSTA RICA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.7%
Inflation, annual average change
2016: 4.3%
2015: 0.8%
2017: 4.3%
Unemployment
2016: 0.7%
2015: 9.2%
2017: 2.6%
2016: 8.2%
2017: 8.1%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.7%
4.7%
4.7%
5.7%
4.7%
4.7%
Executive
5.7%
4.7%
4.7%
5.7%
4.7%
4.7%
Management — Nonsales
5.7%
4.7%
4.7%
5.7%
4.7%
4.7%
Professional — Sales
5.7%
4.7%
4.7%
5.7%
4.7%
4.7%
Professional — Nonsales
5.7%
4.7%
4.7%
5.7%
4.7%
4.7%
Para-professional — White collar
5.7%
4.7%
4.7%
5.7%
4.7%
4.7%
Para-professional — Blue collar
5.7%
4.7%
4.7%
5.7%
4.7%
4.7%
© 2016 Mercer LLC.
199
Global Compensation Planning Report — October Update
COSTA RICA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Costa Rica does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
86%
84%
53%
68%
68%
49%
Median target bonus (% of base pay)
22%
13%
10%
8%
8%
6%
Median actual bonus (% of base pay)
21%
11%
10%
6%
6%
4%
© 2016 Mercer LLC.
200
Global Compensation Planning Report — October Update
COSTA RICA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Economic Trends — Latin America, October 2016
Not applicable
October 1, 2016
Costa Rica Total Remuneration Survey, June 2016
115
June 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
201
Global Compensation Planning Report — October Update
DOMINICAN REPUBLIC
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 7.0%
Inflation, annual average change
2016: 5.9%
2015: 0.8%
2017: 4.5%
Unemployment
2016: 2.3%
2015: 5.9%
2017: 4.0%
2016: 5.2%
2017: 5.3%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
6.0%
5.3%
5.8%
6.0%
5.3%
5.8%
Executive
6.0%
5.3%
5.8%
6.0%
5.3%
5.8%
Management — Nonsales
6.0%
5.3%
5.8%
6.0%
5.3%
5.8%
Professional — Sales
6.0%
5.3%
5.8%
6.0%
5.3%
5.8%
Professional — Nonsales
6.0%
5.3%
5.8%
6.0%
5.3%
5.8%
Para-professional — White collar
6.0%
5.3%
5.8%
6.0%
5.3%
5.8%
Para-professional — Blue collar
6.0%
5.3%
5.8%
6.0%
5.3%
5.8%
© 2016 Mercer LLC.
202
Global Compensation Planning Report — October Update
DOMINICAN REPUBLIC
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES The current resolution issued by the National Salaries Committee (CNS), CNS 1/2015, decided that all companies should increase their salaries by 14% in each scale of the minimum wage.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
88%
77%
45%
65%
65%
32%
Median target bonus (% of base pay)
23%
14%
13%
9%
9%
7%
Median actual bonus (% of base pay)
22%
13%
16%
8%
8%
5%
© 2016 Mercer LLC.
203
Global Compensation Planning Report — October Update
DOMINICAN REPUBLIC
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE Economic Trends — Latin America, October 2016 Dominican Republic Total Remuneration Survey, June 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Not applicable
October 1, 2016
59
June 1, 2016
Not applicable
October 2016
204
Global Compensation Planning Report — October Update
ECUADOR
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 0.29%
Inflation, annual average change
2016: -2.3%
2015: 4.0%
2017: -2.7%
Unemployment
2016: 2.4%
2015: 4.8%
2017: 1.1%
2016: 6.1%
2017: 6.9%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.2%
3.5%
3.2%
5.2%
3.5%
3.2%
Executive
5.2%
3.5%
3.2%
5.2%
3.5%
3.2%
Management — Nonsales
5.2%
3.5%
3.2%
5.2%
3.5%
3.2%
Professional — Sales
5.2%
3.5%
3.2%
5.2%
3.5%
3.2%
Professional — Nonsales
5.2%
3.5%
3.2%
5.2%
3.5%
3.2%
Para-professional — White collar
5.2%
3.5%
3.2%
5.2%
3.5%
3.2%
Para-professional — Blue collar
5.2%
3.5%
3.2%
5.2%
3.5%
3.2%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
ECUADOR
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Ecuador's mandatory pay increase policy is only for minimum legal salary.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
82%
82%
49%
64%
64%
29%
Median target bonus (% of base pay)
19%
12%
11%
9%
9%
8%
Median actual bonus (% of base pay)
17%
10%
7%
7%
7%
7%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
ECUADOR
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE Economic Trends — Latin America, October 2016 Ecuador Total Remuneration Survey, May 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Not applicable
October 1, 2016
111
May 1, 2016
Not applicable
October 2016
207
Global Compensation Planning Report — October Update
EL SALVADOR
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.5%
Inflation, annual average change
2016: 2.4%
2015: -0.7%
2017: 2.4%
Unemployment 2015: 5.3%
2016: 1.0%
2016: 5.3%
2017: 5.3%
2017: 1.5%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.0%
3.7%
4.0%
4.0%
3.7%
4.0%
Executive
4.0%
3.7%
4.0%
4.0%
3.7%
4.0%
Management — Nonsales
4.0%
3.7%
4.0%
4.0%
3.7%
4.0%
Professional — Sales
4.0%
3.7%
4.0%
4.0%
3.7%
4.0%
Professional — Nonsales
4.0%
3.7%
4.0%
4.0%
3.7%
4.0%
Para-professional — White collar
4.0%
3.7%
4.0%
4.0%
3.7%
4.0%
Para-professional — Blue collar
4.0%
3.7%
4.0%
4.0%
3.7%
4.0%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
EL SALVADOR
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES El Salvador does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
81%
73%
46%
54%
54%
29%
Median target bonus (% of base pay)
21%
14%
15%
9%
9%
6%
Median actual bonus (% of base pay)
24%
13%
11%
10%
10%
6%
© 2016 Mercer LLC.
209
Global Compensation Planning Report — October Update
EL SALVADOR
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
El Salvador Total Remuneration Survey, June 2015
56
June 1, 2015
Economic Trends — Latin America, October 2016
Not applicable
October 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
GUATEMALA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.9%
Inflation, annual average change
2016: 4.4%
2015: 3.1%
2017: 4.2%
Unemployment
2016: 3.2%
2015: 2.9%
2017: 3.9%
2016: 2.8% 2017: 2.8
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.2%
5.0%
4.7%
5.2%
5.0%
4.7%
Executive
5.2%
5.0%
4.7%
5.2%
5.0%
4.7%
Management — Nonsales
5.2%
5.0%
4.7%
5.2%
5.0%
4.7%
Professional — Sales
5.2%
5.0%
4.7%
5.2%
5.0%
4.7%
Professional — Nonsales
5.2%
5.0%
4.7%
5.2%
5.0%
4.7%
Para-professional — White collar
5.2%
5.0%
4.7%
5.2%
5.0%
4.7%
Para-professional — Blue collar
5.2%
5.0%
4.7%
5.2%
5.0%
4.7%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
GUATEMALA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Guatemala does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
77%
77%
48%
64%
64%
48%
Median target bonus (% of base pay)
20%
13%
10%
9%
9%
9%
Median actual bonus (% of base pay)
18%
11%
10%
8%
8%
5%
© 2016 Mercer LLC.
212
Global Compensation Planning Report — October Update
GUATEMALA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Economic Trends — Latin America, October 2016
Not applicable
October 1, 2016
Guatemala Total Remuneration Survey, June 2016
93
June 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
213
Global Compensation Planning Report — October Update
HONDURAS
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.6%
Inflation, annual average change
2016: 3.6%
2015: 3.2%
2017: 3.7%
Unemployment
2016: 3.1%
2015: 4.0%
2017: 4.1%
2016: 4.0%
2017: 4.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.4%
5.0%
5.1%
5.4%
5.0%
5.1%
Executive
5.4%
5.0%
5.1%
5.4%
5.0%
5.1%
Management — Nonsales
5.4%
5.0%
5.1%
5.4%
5.0%
5.1%
Professional — Sales
5.4%
5.0%
5.1%
5.4%
5.0%
5.1%
Professional — Nonsales
5.4%
5.0%
5.1%
5.4%
5.0%
5.1%
Para-professional — White collar
5.4%
5.0%
5.1%
5.4%
5.0%
5.1%
Para-professional — Blue collar
5.4%
5.0%
5.1%
5.4%
5.0%
5.1%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
HONDURAS
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Honduras does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
75%
72%
40%
64%
64%
45%
Median target bonus (% of base pay)
–
13%
9%
8%
8%
4%
Median actual bonus (% of base pay)
–
12%
8%
6%
6%
3%
© 2016 Mercer LLC.
215
Global Compensation Planning Report — October Update
HONDURAS
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
40
June 1, 2015
Economic Trends — Latin America, July 2016
Not applicable
July 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
Honduras Total Remuneration Survey, June 2015
© 2016 Mercer LLC.
216
Global Compensation Planning Report — October Update
MEXICO
Data for 2015
Actual
Data for 2016
Budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.5%
Inflation, annual average change
2016: 2.1%
2015: 2.7%
2017: 2.3%
Unemployment
2016: 2.8%
2015: 4.4%
2017: 3.3%
2016: 4.1%
2017: 3.9%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.5%
4.2%
4.5%
4.5%
–
4.4%
Executive
4.5%
4.4%
4.5%
4.5%
–
–
Management — Nonsales
4.5%
4.5%
4.5%
4.5%
4.5%
4.5%
Professional — Sales
4.4%
4.0%
4.5%
–
4.0%
4.5%
Professional — Nonsales
4.5%
4.2%
4.5%
4.5%
–
4.5%
Para-professional — White collar
4.5%
4.1%
4.5%
4.5%
4.2%
4.5%
Para-professional — Blue collar
4.5%
4.3%
4.5%
4.5%
4.3%
4.5%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
MEXICO
Data for 2015
Actual
Data for 2016
Budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
2%
3%
3%
Executive
2%
0%
0%
Management — Nonsales
2%
0%
0%
Professional — Sales
2%
2%
0%
Professional — Nonsales
0%
0%
0%
Para-professional — White collar
0%
0%
0%
Para-professional — Blue collar
2%
2%
0%
MANDATORY PAY INCREASE SCHEMES Mexico does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
81%
85%
54%
61%
56%
39%
Median target bonus (% of base pay)
30%
18%
19%
11%
10%
–
Median actual bonus (% of base pay)
30%
18%
19%
10%
10%
2%
© 2016 Mercer LLC.
218
Global Compensation Planning Report — October Update
MEXICO
Data for 2015
Actual
Data for 2016
Budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Quality
Senior — Supervisor
Finances
Junior — Supervisor
Finances
Senior — Supervisor, Senior — Professional
Marketing
Engineering
Junior — Supervisor, Senior — Professional
Senior — Supervisor, Junior — Supervisor, Senior — Professional
Research and Development
Junior — Supervisor
Marketing
Senior — Supervisor
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
59
October 6, 2016
Not applicable
October 2016
Compensation Planning, October 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
219
Global Compensation Planning Report — October Update
MEXICO–BAJIO
Data for 2015
Actual
Data for 2016
Budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.5%
Inflation, annual average change
2016: 2.1%
2015: 2.7%
2017: 2.3%
Unemployment
2016: 2.8%
2015: 4.4%
2017: 3.3%
2016: 4.1%
2017: 3.9%
Note: GDP, Inflation, and unemployment figures are for Mexico.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.0%
4.7%
4.5%
4.7%
4.7%
4.5%
Executive
4.7%
5.0%
4.5%
4.3%
5.0%
4.5%
Management — Nonsales
5.0%
4.8%
4.3%
5.0%
4.8%
4.3%
Professional — Sales
4.4%
3.8%
4.0%
–
3.8%
4.0%
Professional — Nonsales
5.0%
4.5%
4.3%
5.0%
4.5%
4.3%
Para-professional — White collar
5.0%
4.5%
4.0%
5.0%
4.5%
4.0%
Para-professional — Blue collar
4.9%
4.6%
4.6%
4.8%
4.6%
4.6%
© 2016 Mercer LLC.
220
Global Compensation Planning Report — October Update
MEXICO–BAJIO
Data for 2015
Actual
Data for 2016
Budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
8%
0%
0%
Executive
8%
0%
0%
Management — Nonsales
8%
0%
0%
Professional — Sales
17%
17%
17%
Professional — Nonsales
8%
0%
0%
Para-professional — White collar
8%
0%
0%
Para-professional — Blue collar
8%
8%
8%
MANDATORY PAY INCREASE SCHEMES Mexico-Bajio does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
67%
75%
33%
58%
67%
67%
Median target bonus (% of base pay)
26%
14%
–
8%
7%
4%
Median actual bonus (% of base pay)
28%
12%
–
8%
7%
3%
© 2016 Mercer LLC.
221
Global Compensation Planning Report — October Update
MEXICO–BAJIO
Data for 2015
Actual
Data for 2016
Budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
Top Management
VP/Directors
Quality
Senior — Supervisor, Junior — Supervisor, Senior — Professional, Junior — Professional
Engineering
VP/Directors, Senior — Supervisor, Junior — Supervisor, Senior — Professional, Junior — Professional
Project Engineering
VP/Directors, Senior — Supervisor, Junior — Supervisor, Senior — Professional, Junior — Professional
Manufacture
VP/Directors, Senior — Supervisor, Junior — Supervisor, Senior — Professional, Junior — Professional
Maintenance
Senior — Supervisor, Junior — Supervisor, Senior — Professional, Junior — Professional
JOB FAMILY
LEVEL
Quality
VP/Directors, Senior — Supervisor, Junior — Supervisor, Senior — Professional, Junior — Professional
Engineering
VP/Directors, Senior — Supervisor, Junior — Supervisor, Senior — Professional, Junior — Professional
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
12
October 6, 2016
Not applicable
October 2016
Compensation Planning, October 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
222
Global Compensation Planning Report — October Update
MEXICO–MONTERREY–SALTILLO
Data for 2015
Actual
Data for 2016
Budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.5%
Inflation, annual average change
2016: 2.1%
2015: 2.7%
2017: 2.3%
Unemployment
2016: 2.8%
2015: 4.4%
2017: 3.3%
2016: 4.1%
2017: 3.9%
Note: GDP, Inflation, and unemployment figures are for Mexico.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.2%
4.7%
4.5%
4.2%
4.7%
4.5%
Executive
4.0%
4.7%
4.5%
4.0%
4.7%
4.5%
Management — Nonsales
4.0%
4.7%
4.5%
4.0%
4.7%
4.5%
Professional — Sales
4.0%
4.3%
4.4%
4.0%
4.0%
4.0%
Professional — Nonsales
4.2%
4.7%
4.8%
4.0%
4.7%
4.7%
Para-professional — White collar
4.0%
4.6%
4.7%
4.0%
4.6%
4.7%
Para-professional — Blue collar
4.2%
4.4%
4.5%
4.2%
4.4%
4.5%
© 2016 Mercer LLC.
223
Global Compensation Planning Report — October Update
MEXICO–MONTERREY–SALTILLO
Data for 2015
Actual
Data for 2016
Budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
0%
0%
Executive
0%
0%
0%
Management — Nonsales
0%
0%
0%
Professional — Sales
10%
10%
10%
Professional — Nonsales
5%
5%
5%
Para-professional — White collar
0%
0%
0%
Para-professional — Blue collar
5%
0%
0%
MANDATORY PAY INCREASE SCHEMES Mexico-Monterrey-Saltillo does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
78%
72%
33%
39%
39%
44%
Median target bonus (% of base pay)
25%
15%
8%
10%
8%
9%
Median actual bonus (% of base pay)
20%
15%
8%
8%
5%
6%
© 2016 Mercer LLC.
224
Global Compensation Planning Report — October Update
MEXICO–MONTERREY–SALTILLO
Data for 2015
Actual
Data for 2016
Budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
Management
VP/Directors
Quality
Senior — Supervisor
Engineering
Senior — Supervisor, Senior — Professional
Top Management
VP/Directors
High Tech
Senior — Supervisor
Engineering
Senior — Supervisor, Senior — Professional
Project Engineering
Senior — Supervisor, Senior — Professional
Research and Development
Senior — Supervisor, Senior — Professional
Manufacture
Senior — Supervisor, Senior — Professional
Maintenance
Junior — Supervisor, Senior — Professional, Junior — Professional
LEVEL
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
20
October 6, 2016
Not applicable
October 2016
Compensation Planning, October 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
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MEXICO–REYNOSA
Data for 2015
Actual
Data for 2016
Budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.5%
Inflation, annual average change
2016: 2.1%
2015: 2.7%
2017: 2.3%
Unemployment
2016: 2.8%
2015: 4.4%
2017: 3.3%
2016: 4.1%
2017: 3.9%
Note: GDP, inflation, and unemployment figures are for Mexico.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.0%
4.0%
4.3%
4.0%
4.0%
4.3%
Executive
4.0%
4.0%
4.3%
4.0%
3.5%
4.0%
Management — Nonsales
4.0%
3.5%
4.0%
4.0%
3.5%
4.0%
Professional — Sales
4.3%
4.0%
4.3%
4.0%
4.0%
4.0%
Professional — Nonsales
4.0%
4.0%
4.0%
4.0%
4.0%
4.0%
Para-professional — White collar
4.0%
3.5%
4.0%
4.0%
3.5%
4.0%
Para-professional — Blue collar
4.0%
4.0%
4.0%
4.0%
4.0%
4.0%
© 2016 Mercer LLC.
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MEXICO–REYNOSA
Data for 2015
Actual
Data for 2016
Budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
0%
0%
Executive
14%
14%
14%
Management — Nonsales
0%
0%
0%
Professional — Sales
14%
14%
14%
Professional — Nonsales
0%
0%
0%
Para-professional — White collar
0%
0%
0%
Para-professional — Blue collar
0%
0%
0%
MANDATORY PAY INCREASE SCHEMES Mexico-Reynosa does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
14%
29%
14%
14%
14%
14%
Median target bonus (% of base pay)
-
-
-
-
-
-
Median actual bonus (% of base pay)
-
-
-
-
-
-
Note: 2015 data reported; 2016 data will be available in the October edition of GCPR.
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
MEXICO–REYNOSA
Data for 2015
Actual
Data for 2016
Budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT? JOB FAMILY
LEVEL
Quality
Senior — Supervisor, Junior — Supervisor, Junior — Professional, Senior — Professional
Project Engineering
Junior — Supervisor, Senior — Professional
Maintenance
Senior — Supervisor, Junior — Supervisor, Senior — Professional, Junior — Professional
WHICH EMPLOYEES ARE HARDEST TO RETAIN? JOB FAMILY
LEVEL
Engineering
Senior — Supervisor, Junior — Supervisor, Senior — Professional
Maintenance
Senior — Supervisor, Junior — Supervisor, Senior — Professional, Junior — Professional
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
7
October 6, 2016
Not applicable
October 2016
Compensation Planning, October 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
NICARAGUA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 4.9%
Inflation, annual average change
2016: 4.5%
2015: 4.0%
2017: 4.3%
Unemployment
2016: 6.2%
2015: 6.8%
2017: 7.3%
2016: 6.9%
2017: 7.3%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
6.0%
5.3%
5.8%
6.0%
5.3%
5.8%
Executive
6.0%
5.3%
5.8%
6.0%
5.3%
5.8%
Management — Nonsales
6.0%
5.3%
5.8%
6.0%
5.3%
5.8%
Professional — Sales
6.0%
5.3%
5.8%
6.0%
5.3%
5.8%
Professional — Nonsales
6.0%
5.3%
5.8%
6.0%
5.3%
5.8%
Para-professional — White collar
6.0%
5.3%
5.8%
6.0%
5.3%
5.8%
Para-professional — Blue collar
6.0%
5.3%
5.8%
6.0%
5.3%
5.8%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
NICARAGUA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Nicaragua does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
78%
43%
58%
58%
50%
Median target bonus (% of base pay)
19%
15%
11%
8%
8%
4%
Median actual bonus (% of base pay)
23%
14%
15%
7%
7%
4%
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Global Compensation Planning Report — October Update
NICARAGUA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Economic Trends — Latin America, October 2016
Not applicable
October 1, 2016
Nicaragua Total Remuneration Survey, June 2016
42
June 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
PANAMA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 5.8%
Inflation, annual average change
2016: 5.2%
2015: 0.1%
2017: 5.8%
Unemployment
2016: 0.7%
2015: 5.1%
2017: 1.5%
2016: 5.1%
2017: 5.1%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.0%
5.0%
4.5%
5.0%
5.0%
4.5%
Executive
5.0%
5.0%
4.5%
5.0%
5.0%
4.5%
Management — Nonsales
5.0%
5.0%
4.5%
5.0%
5.0%
4.5%
Professional — Sales
5.0%
5.0%
4.5%
5.0%
5.0%
4.5%
Professional — Nonsales
5.0%
5.0%
4.5%
5.0%
5.0%
4.5%
Para-professional — White collar
5.0%
5.0%
4.5%
5.0%
5.0%
4.5%
Para-professional — Blue collar
5.0%
5.0%
4.5%
5.0%
5.0%
4.5%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
PANAMA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Panama does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
88%
84%
66%
75%
75%
52%
Median target bonus (% of base pay)
20%
17%
10%
9%
9%
12%
Median actual bonus (% of base pay)
19%
12%
8%
8%
8%
9%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
PANAMA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE Economic Trends — Latin America, October 2016 Panama Total Remuneration Survey, May 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Not applicable
October 1, 2016
149
May 1, 2016
Not applicable
October 2016
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Global Compensation Planning Report — October Update
PARAGUAY
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.1%
Inflation, annual average change
2016: 3.5%
2015: 3.1%
2017: 3.6%
Unemployment
2016: 4.1%
2015: 6.1%
2017: 4.1%
2016: 5.9%
2017: 5.5%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
7.0%
7.0%
7.0%
7.0%
7.0%
Executive
7.0%
7.0%
7.0%
7.0%
7.0%
7.0%
Management — Nonsales
7.0%
7.0%
7.0%
7.0%
7.0%
7.0%
Professional — Sales
7.0%
7.0%
7.0%
7.0%
7.0%
7.0%
Professional — Nonsales
7.0%
7.0%
7.0%
7.0%
7.0%
7.0%
Para-professional — White collar
7.0%
7.0%
7.0%
7.0%
7.0%
7.0%
Para-professional — Blue collar
7.0%
7.0%
7.0%
7.0%
7.0%
7.0%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
PARAGUAY
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Paraguay has no general mandatory increases.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
71%
86%
77%
74%
38%
64%
Median target bonus (% of base pay)
25%
15%
11%
9%
–
10%
Median actual bonus (% of base pay)
25%
15%
10%
8%
–
10%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
PARAGUAY
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
42
July 1, 2015
Economic Trends — Latin America, October 2016
Not applicable
October 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
Total Remuneration Survey, Paraguay July 2015
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
PERU
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.3%
Inflation, annual average change
2016: 3.7%
2015: 3.5%
2017: 4.1%
Unemployment
2016: 3.6%
2015: 6.0%
2017: 2.5%
2016: 6.0%
2017: 6.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.1%
5.0%
5.1%
4.1%
5.0%
5.1%
Executive
4.1%
5.0%
5.1%
4.1%
5.0%
5.1%
Management — Nonsales
4.1%
5.0%
5.1%
4.1%
5.0%
5.1%
Professional — Sales
4.1%
5.0%
5.1%
4.1%
5.0%
5.1%
Professional — Nonsales
4.1%
5.0%
5.1%
4.1%
5.0%
5.1%
Para-professional — White collar
4.1%
5.0%
5.1%
4.1%
5.0%
5.1%
Para-professional — Blue collar
4.1%
5.0%
5.1%
4.1%
5.0%
5.1%
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Global Compensation Planning Report — October Update
PERU
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Peru has no mandatory pay increase scheme, but, in July and December, companies deliver the amount of an additional month's salary to all workers.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
85%
83%
50%
64%
64%
24%
Median target bonus (% of base pay)
23%
14%
10%
9%
9%
10%
Median actual bonus (% of base pay)
20%
13%
9%
7%
7%
7%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
PERU
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT? JOB FAMILY
LEVEL
Sales
Para-professional
Quality
Manager, Para-professional
Research and Development
Para-professional
WHICH EMPLOYEES ARE HARDEST TO RETAIN? JOB FAMILY
LEVEL
Sales
Para-professional — White collar, Professional — Sales of the health care industry
Human Resources
Para-professional — White collar
Information Technology
Para-professional — White collar
Marketing
Para-professional — White collar
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Workforce Metrics Database 2014-2015
Not applicable
Not applicable
Economic Trends — Latin America, October 2016
Not applicable
October 1, 2016
242
May 1, 2016
Not applicable
October 2016
Peru Total Remuneration Survey, May 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
PUERTO RICO
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: -0.05%
Inflation, annual average change
2016: -1.8%
2015: -0.8%
2017: -1.4%
Unemployment
2016: -0.2%
2015: 12.0%
2017: 1.1%
2016: 11.9%
2017: 11.9%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
3.3%
2.8%
3.9%
3.3%
2.8%
3.9%
Executive
3.3%
2.8%
3.9%
3.3%
2.8%
3.9%
Management — Nonsales
3.3%
2.8%
3.9%
3.3%
2.8%
3.9%
Professional — Sales
3.3%
2.8%
3.9%
3.3%
2.8%
3.9%
Professional — Nonsales
3.3%
2.8%
3.9%
3.3%
2.8%
3.9%
Para-professional — White collar
3.3%
2.8%
3.9%
3.3%
2.8%
3.9%
Para-professional — Blue collar
3.3%
2.8%
3.9%
3.3%
2.8%
3.9%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
PUERTO RICO
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Puerto Rico does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
80%
72%
35%
61%
61%
50%
Median target bonus (% of base pay)
22%
12%
11%
8%
8%
3%
Median actual bonus (% of base pay)
15%
11%
14%
8%
8%
3%
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Global Compensation Planning Report — October Update
PUERTO RICO
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE Economic Trends — Latin America, October 2016 Puerto Rico Total Remuneration Survey, June 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Not applicable
October 1, 2016
52
June 1, 2016
Not applicable
October 2016
243
Global Compensation Planning Report — October Update
TRINIDAD AND TOBAGO
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: -2.1%
Inflation, annual average change
2016: -2.8%
2015: 4.7%
2017: 2.3%
Unemployment
2016: 4.8%
2015: 3.6%
2017: 5.3%
2016: 4.0%
2017: 4.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.8%
5.3%
5.0%
4.8%
5.3%
5.0%
Executive
4.8%
5.3%
5.0%
4.8%
5.3%
5.0%
Management — Nonsales
4.8%
5.3%
5.0%
4.8%
5.3%
5.0%
Professional — Sales
4.8%
5.3%
5.0%
4.8%
5.3%
5.0%
Professional — Nonsales
4.8%
5.3%
5.0%
4.8%
5.3%
5.0%
Para-professional — White collar
4.8%
5.3%
5.0%
4.8%
5.3%
5.0%
Para-professional — Blue collar
4.8%
5.3%
5.0%
4.8%
5.3%
5.0%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
TRINIDAD AND TOBAGO
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Trinidad and Tobago does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
79%
29%
58%
58%
40%
Median target bonus (% of base pay)
–
15%
12%
9%
9%
–
Median actual bonus (% of base pay)
–
15%
15%
10%
10%
–
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
TRINIDAD AND TOBAGO
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Trinidad and Tobago Total Remuneration Survey, June 2016
29
June 1, 2016
Economic Trends — Latin America, October 2016
Not applicable
October 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
UNITED STATES
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.6%
Inflation, annual average change
2016: 1.6%
2015: 0.1%
2017: 2.2%
Unemployment
2016: 1.2%
2015: 5.3%
2017: 2.3%
2016: 4.9%
2017: 4.8%
BASE SALARY INCREASES SALARY INCREASES AVERAGE SALARY INCREASES EXCLUDING ZEROES
AVERAGE SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.9%
2.9%
2.9%
2.8%
2.8%
2.9%
Executive
3.0%
3.0%
3.0%
2.9%
2.7%
2.9%
Management — Nonsales
2.9%
2.9%
2.9%
2.8%
2.7%
2.9%
Professional — Sales
2.9%
2.9%
2.9%
2.8%
2.7%
2.8%
Professional — Nonsales
2.9%
2.9%
2.9%
2.8%
2.7%
2.9%
Para-professional — White collar
2.9%
2.9%
2.9%
2.8%
2.7%
2.9%
Para-professional — Blue collar
2.8%
2.8%
2.9%
2.7%
2.6%
2.8%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
UNITED STATES
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
4%
7%
2%
Executive
5%
8%
2%
Management — Nonsales
4%
6%
2%
Professional — Sales
4%
7%
3%
Professional — Nonsales
3%
6%
2%
Para-professional — White collar
3%
6%
2%
Para-professional — Blue collar
4%
7%
3%
MANDATORY PAY INCREASE SCHEMES The United States does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
98%
98%
82%
86%
70%
68%
Median target bonus (% of base pay)
39%
17%
16%
10%
5%
5%
Median actual bonus (% of base pay)
39%
17%
15%
10%
5%
5%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
UNITED STATES
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Information Technology
Professional — Nonsales
Information Technology
Professional — Nonsales
Engineering
Professional — Nonsales
Engineering
Professional — Nonsales
Sales
Professional — Sales
Sales
Professional — Sales
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
1,222
June 2016
Not applicable
October 2016
2016/2017 US Compensation Planning Survey, September 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
249
Global Compensation Planning Report — October Update
URUGUAY
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.0%
Inflation, annual average change
2016: 0.1%
2015: 8.7%
2017: 1.2%
Unemployment
2016: 10.2%
2015: 7.5%
2017: 8.7%
2016: 7.9%
2017: 8.5%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
11.0%
10.0%
10.2%
11.0%
10.0%
10.2%
Executive
11.0%
10.0%
10.2%
11.0%
10.0%
10.2%
Management — Nonsales
11.0%
10.0%
10.2%
11.0%
10.0%
10.2%
Professional — Sales
11.0%
10.0%
10.2%
11.0%
10.0%
10.2%
Professional — Nonsales
11.0%
10.0%
10.2%
11.0%
10.0%
10.2%
Para-professional — White collar
11.0%
10.0%
10.2%
11.0%
10.0%
10.2%
Para-professional — Blue collar
11.0%
10.0%
10.2%
11.0%
10.0%
10.2%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
URUGUAY
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Uruguay has salary committees formed by representatives of the government, employees, and employers. The bargaining occurs twice a year, in January and July, for almost all industries represented by different councils. These increases mix an inflation forecasted quote with the sector expected growth and a correction of the previous forecast versus reality.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
94%
91%
56%
73%
73%
17%
Median target bonus (% of base pay)
22%
19%
11%
9%
9%
–
Median actual bonus (% of base pay)
25%
14%
10%
8%
8%
–
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
URUGUAY
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE Economic Trends — Latin America, October 2016 Uruguay Total Remuneration Survey, July 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Not applicable
October 1, 2016
106
July 1, 2016
Not applicable
October 2016
252
Global Compensation Planning Report — October Update
VENEZUELA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
–
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: -6.2%
Inflation, annual average change
2016: -10.0%
2015: 121.7%
2017: -4.5%
Unemployment
2016: 475.8%
2015: 7.4%
2017: 1660.1%
2016: 18.1%
2017: 21.4%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
88.9%
167.1%
190.2%
88.9%
167.1%
190.2%
Executive
88.9%
167.1%
190.2%
88.9%
167.1%
190.2%
Management — Nonsales
88.9%
167.1%
190.2%
88.9%
167.1%
190.2%
Professional — Sales
88.9%
167.1%
190.2%
88.9%
167.1%
190.2%
Professional — Nonsales
88.9%
167.1%
190.2%
88.9%
167.1%
190.2%
Para-professional — White collar
88.9%
167.1%
190.2%
88.9%
167.1%
190.2%
Para-professional — Blue collar
88.9%
167.1%
190.2%
88.9%
167.1%
190.2%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
VENEZUELA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
–
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES March: 20% increase (Bs.11.578) food coupon (Bs.13.275) May: 30% increase (Bs.15.051) food coupon (Bs.18.585) September: 50% increase (Bs.22.576,76) food coupon (Bs.42.480) Actual
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
88%
84%
49%
61%
61%
19%
Median target bonus (% of base pay)
26%
16%
12%
10%
10%
9%
Median actual bonus (% of base pay)
16%
11%
8%
7%
7%
4%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
VENEZUELA
Data for 2015
Actual
Data for 2016
Estimated
Data for 2017
–
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Economic Trends — Latin America, October 2016
Not applicable
October 1, 2016
Venezuela Total Remuneration Survey, May 2016
166
May 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
255
Global Compensation Planning Report — October Update
ASIA PACIFIC
AUSTRALIA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.4%
Inflation, annual average change
2016: 2.9%
2015: 1.5%
2017: 2.7%
Unemployment
2016: 1.3%
2015: 6.1%
2017: 2.1%
2016: 5.7%
2017: 5.7%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Executive
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Management — Nonsales
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Professional — Sales
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Professional — Nonsales
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Para-professional — White collar
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Para-professional — Blue collar
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
© 2016 Mercer LLC.
257
Global Compensation Planning Report — October Update
AUSTRALIA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
11%
9%
5%
Executive
12%
12%
7%
Management — Nonsales
9%
6%
4%
Professional — Sales
7%
6%
2%
Professional — Nonsales
9%
7%
4%
Para-professional — White collar
9%
7%
4%
Para-professional — Blue collar
15%
10%
8%
MANDATORY PAY INCREASE SCHEMES Australia does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
84%
89%
53%
81%
62%
30%
Median target bonus (% of base pay)
25%
15%
10%
10%
7%
6%
Median maximum bonus (% of base pay)
40%
25%
20%
18%
10%
10%
© 2016 Mercer LLC.
258
Global Compensation Planning Report — October Update
AUSTRALIA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales
Professional — Experienced, Management — Manager
Sales
Professional — Experienced, Professional — Senior
Marketing
Management — Senior
Finance
Professional — Experienced
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
706
July 1, 2016
Not applicable
October 2016
Australia Total Remuneration Survey, July 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
259
Global Compensation Planning Report — October Update
BANGLADESH
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.8%
Inflation, annual average change
2016: 6.9%
2015: 6.4%
2017: 6.9%
Unemployment
2016: 6.7%
2015: 4.4%
2017: 6.9%
2016: 4.4%
2017: 4.4%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
10.0%
9.0%
10.0%
10.0%
8.3%
10.0%
Executive
10.9%
9.8%
11.7%
10.4%
9.5%
11.0%
Management — Nonsales
10.2%
9.5%
11.0%
10.0%
8.7%
10.3%
Professional — Sales
11.0%
10.4%
11.3%
10.8%
9.5%
10.5%
Professional — Nonsales
10.6%
9.5%
10.3%
10.4%
9.5%
10.0%
Para-professional — White collar
10.4%
9.5%
10.0%
9.0%
8.3%
8.0%
Para-professional — Blue collar
10.9%
9.5%
10.3%
10.0%
8.8%
7.0%
© 2016 Mercer LLC.
260
Global Compensation Planning Report — October Update
BANGLADESH
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
6%
8%
12%
Executive
9%
10%
16%
Management — Nonsales
8%
9%
15%
Professional — Sales
9%
10%
16%
Professional — Nonsales
9%
9%
16%
Para-professional — White collar
13%
13%
20%
Para-professional — Blue collar
18%
19%
33%
MANDATORY PAY INCREASE SCHEMES Bangladesh does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
94%
91%
93%
96%
82%
Median target bonus (% of base pay)
20%
15%
–
10%
–
–
Median maximum bonus (% of base pay)
26%
23%
–
16%
–
–
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
BANGLADESH
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales
–
Sales
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
88
June 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
Bangladesh Total Remuneration Survey, June 2016
© 2016 Mercer LLC.
262
Global Compensation Planning Report — October Update
CAMBODIA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 7.0%
Inflation, annual average change
2016: 7.0%
2015: 1.2%
2017: 6.9%
Unemployment
2016: 3.1%
2015: 0.5%
2017: 2.7%
2016: 0.6%
2017: 0.6%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
6.5%
6.9%
7.0%
6.5%
6.9%
7.0%
Executive
4.8%
5.0%
7.0%
4.3%
4.5%
6.8%
Management — Nonsales
7.0%
6.8%
7.0%
7.0%
6.8%
7.0%
Professional — Sales
6.7%
7.0%
7.0%
6.4%
7.0%
7.0%
Professional — Nonsales
6.7%
6.3%
6.4%
6.3%
6.3%
6.4%
Para-professional — White collar
7.0%
6.8%
6.3%
7.0%
6.8%
6.3%
Para-professional — Blue collar
7.0%
7.0%
7.5%
7.0%
7.0%
7.5%
© 2016 Mercer LLC.
263
Global Compensation Planning Report — October Update
CAMBODIA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
0%
0%
Executive
17%
15%
8%
Management — Nonsales
7%
0%
0%
Professional — Sales
9%
0%
0%
Professional — Nonsales
7%
0%
0%
Para-professional — White collar
0%
0%
0%
Para-professional — Blue collar
8%
0%
0%
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES Cambodia does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
60%
89%
49%
100%
56%
37%
Median target bonus (% of base pay)
18%
17%
15%
13%
17%
17%
Median maximum bonus (% of base pay)
33%
22%
20%
18%
16%
17%
© 2016 Mercer LLC.
264
Global Compensation Planning Report — October Update
CAMBODIA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
Sales
Management — Manager, Professional — Senior, Professional — Experienced
JOB FAMILY
LEVEL
Sales
Management — Senior, Management — Manager
Marketing
Management — Manager
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
45
April 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
Cambodia Total Remuneration Survey, April 2016
© 2016 Mercer LLC.
265
Global Compensation Planning Report — October Update
CHINA–BEIJING
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.0%
6.5%
7.0%
6.0%
6.5%
Executive
7.0%
6.0%
6.5%
6.9%
6.0%
6.1%
Management — Nonsales
7.0%
6.0%
6.5%
7.0%
6.0%
6.5%
Professional — Sales
7.0%
6.0%
6.6%
7.0%
6.0%
6.5%
Professional — Nonsales
7.1%
6.3%
6.8%
7.0%
6.2%
6.5%
Para-professional — White collar
7.0%
6.0%
6.5%
7.0%
6.0%
6.5%
Para-professional — Blue collar
7.3%
6.0%
6.9%
7.1%
6.0%
6.8%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
CHINA–BEIJING
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
2%
4%
2%
Executive
5%
6%
4%
Management — Nonsales
2%
3%
2%
Professional — Sales
2%
3%
1%
Professional — Nonsales
3%
3%
2%
Para-professional — White collar
3%
3%
2%
Para-professional — Blue collar
4%
3%
2%
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES China–Beijing does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
84%
96%
54%
95%
85%
50%
Median target bonus (% of base pay)
25%
18%
18%
15%
14%
15%
Median maximum bonus (% of base pay)
35%
28%
25%
22%
20%
20%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
CHINA–BEIJING
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales
Individual professional
Sales
Individual professional
Engineering
Individual professional
Research and Development
Individual professional
Marketing
Management
Marketing
Management
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
China–Beijing Total Remuneration Survey All Industries Office Survey, June 2016
917
June 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
© 2016 Mercer LLC.
268
Global Compensation Planning Report — October Update
CHINA–CHANGSHA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.2%
6.8%
7.0%
6.2%
6.8%
Executive
7.4%
6.5%
7.0%
–
6.0%
–
Management — Nonsales
7.3%
6.0%
7.0%
–
6.0%
–
Professional — Sales
7.0%
6.0%
7.0%
–
6.0%
–
Professional — Nonsales
7.5%
6.5%
7.0%
–
6.5%
–
Para-professional — White collar
7.2%
6.5%
7.0%
–
6.5%
–
Para-professional — Blue collar
7.6%
6.5%
7.0%
–
6.5%
–
Note: Data including zeroes are not available.
© 2016 Mercer LLC.
269
Global Compensation Planning Report — October Update
CHINA–CHANGSHA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
1%
0%
0%
Executive
–
11%
–
Management — Nonsales
–
1%
–
Professional — Sales
–
4%
–
Professional — Nonsales
–
1%
–
Para-professional — White collar
–
0%
–
Para-professional — Blue collar
–
0%
–
All employees
MANDATORY PAY INCREASE SCHEMES China–Changsha does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
93%
95%
44%
94%
84%
58%
Median target bonus (% of base pay)
25%
20%
23%
17%
15%
15%
Median maximum bonus (% of base pay)
43%
30%
26%
25%
23%
21%
© 2016 Mercer LLC.
270
Global Compensation Planning Report — October Update
CHINA–CHANGSHA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Marketing
Management
Sales
Professional
Sales
Professional
Marketing
Management
Research & Development
Professional
Engineering
Para-Professional
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
China–Changsha Total Remuneration Survey All Industries Survey, June 2016
130
June 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
271
Global Compensation Planning Report — October Update
CHINA–CHANGZHOU
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.4%
6.5%
7.0%
6.0%
6.5%
Executive
7.0%
6.0%
6.0%
7.0%
5.9%
6.0%
Management — Nonsales
7.0%
6.0%
6.0%
7.0%
6.0%
6.0%
Professional — Sales
7.0%
5.5%
6.0%
7.0%
5.5%
6.0%
Professional — Nonsales
7.0%
6.0%
6.0%
7.0%
6.0%
6.0%
Para-professional — White collar
7.0%
6.0%
6.0%
7.0%
6.0%
6.0%
Para-professional — Blue collar
7.6%
6.4%
7.0%
7.5%
6.4%
6.9%
© 2016 Mercer LLC.
272
Global Compensation Planning Report — October Update
CHINA–CHANGZHOU
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
3%
4%
0%
Executive
8%
3%
0%
Management — Nonsales
5%
3%
0%
Professional — Sales
6%
6%
0%
Professional — Nonsales
6%
4%
1%
Para-professional — White collar
7%
5%
2%
Para-professional — Blue collar
8%
6%
3%
MANDATORY PAY INCREASE SCHEMES China–Changzhou does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
81%
96%
50%
94%
85%
79%
Median target bonus (% of base pay)
22%
19%
16%
15%
15%
15%
Median maximum bonus (% of base pay)
31%
22%
20%
17%
20%
20%
© 2016 Mercer LLC.
273
Global Compensation Planning Report — October Update
CHINA–CHANGZHOU
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
Process engineer
Manufacturing
Production worker (skilled)
Manufacturing
Production worker (skilled)
Sales
Sales representive — Experienced
Sales
Sales representive — Technical sales
Engineering
Process engineer
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
China–Changsha Total Remuneration Survey All Industries Survey, June 2016
123
June 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
274
Global Compensation Planning Report — October Update
CHINA–CHENGDU
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.0%
6.0%
7.0%
5.9%
–
Executive
7.0%
6.0%
6.0%
7.0%
6.0%
–
Management — Nonsales
7.0%
6.0%
6.1%
7.0%
6.0%
–
Professional — Sales
7.0%
6.0%
6.0%
7.0%
6.0%
–
Professional — Nonsales
7.0%
6.0%
6.1%
7.0%
6.0%
–
Para-professional — White collar
7.0%
6.0%
6.3%
6.7%
6.0%
–
Para-professional — Blue collar
7.0%
6.0%
6.0%
7.0%
6.0%
–
© 2016 Mercer LLC.
275
Global Compensation Planning Report — October Update
CHINA–CHENGDU
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
2%
1%
–
Executive
6%
4%
–
Management — Nonsales
5%
0%
–
Professional — Sales
4%
0%
–
Professional — Nonsales
4%
0%
–
Para-professional — White collar
4%
0%
–
Para-professional — Blue collar
6%
0%
–
MANDATORY PAY INCREASE SCHEMES China–Chengdu does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
93%
97%
65%
96%
90%
73%
Median target bonus (% of base pay)
26%
18%
15%
15%
14%
13%
Median maximum bonus (% of base pay)
40%
30%
22%
24%
20%
23%
© 2016 Mercer LLC.
276
Global Compensation Planning Report — October Update
CHINA–CHENGDU
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
Professional
Sales
Professional, Management
Product/Brand Management
Professional
Engineering
Professional
Sales
Professional
SOURCES SOURCE China–Chengdu All Industries Total Renumeration Survey, July 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
166
July 1, 2016
Not applicable
October 2016
277
Global Compensation Planning Report — October Update
CHINA–CHONGQING
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.0%
7.0%
–
–
–
Executive
6.9%
6.0%
6.0%
–
–
–
Management — Nonsales
7.0%
6.2%
7.0%
–
–
–
Professional — Sales
7.0%
6.0%
7.0%
–
–
–
Professional — Nonsales
7.0%
6.0%
7.0%
–
–
–
Para-professional — White collar
7.0%
6.0%
6.5%
–
–
–
Para-professional — Blue collar
7.5%
7.0%
7.0%
–
–
–
Note: Data including zeroes are not available.
© 2016 Mercer LLC.
278
Global Compensation Planning Report — October Update
CHINA–CHONGQING
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES China–Chongqing does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
82%
95%
50%
93%
85%
58%
Median target bonus (% of base pay)
25%
20%
17%
15%
15%
15%
Median maximum bonus (% of base pay)
40%
30%
25%
23%
23%
24%
© 2016 Mercer LLC.
279
Global Compensation Planning Report — October Update
CHINA–CHONGQING
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
Professional — Experienced
Sales
Professional — Experienced
Sales
Professional — Experienced
Manufacturing
Professional — Experienced
Research and Development
Professional — Experienced
Engineering
Professional — Experienced
SOURCES SOURCE China–Chongqing All Industries Total Renumeration Survey, July 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
173
July 1, 2016
Not applicable
October 2016
280
Global Compensation Planning Report — October Update
CHINA–DALIAN
Data for 2015
Awarded
Data for 2016
Awarded/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
6.9%
6.0%
6.5%
6.9%
6.0%
6.5%
Executive
6.6%
6.0%
6.0%
6.3%
6.0%
6.0%
Management — Nonsales
7.0%
6.0%
6.0%
6.8%
6.0%
6.0%
Professional — Sales
7.0%
6.0%
6.0%
7.0%
6.0%
6.0%
Professional — Nonsales
7.0%
6.1%
6.1%
7.0%
6.0%
6.1%
Para-professional — White collar
7.0%
6.0%
6.5%
7.0%
6.0%
6.5%
Para-professional — Blue collar
7.0%
6.0%
6.5%
7.0%
6.0%
6.5%
© 2016 Mercer LLC.
281
Global Compensation Planning Report — October Update
CHINA–DALIAN
Data for 2015
Awarded
Data for 2016
Awarded/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
2%
1%
2%
Executive
4%
4%
1%
Management — Nonsales
2%
2%
1%
Professional — Sales
1%
3%
1%
Professional — Nonsales
2%
1%
1%
Para-professional — White collar
2%
1%
1%
Para-professional — Blue collar
2%
1%
1%
MANDATORY PAY INCREASE SCHEMES China–Dalian does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
96%
99%
68%
98%
95%
82%
Median target bonus (% of base pay)
25%
18%
17%
15%
15%
15%
Median maximum bonus (% of base pay)
40%
30%
24%
22%
22%
21%
© 2016 Mercer LLC.
282
Global Compensation Planning Report — October Update
CHINA–DALIAN
Data for 2015
Awarded
Data for 2016
Awarded/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineer
Professional
Sales
Professional
Sales
Professional
Sales
Management
Sales
Management
Engineer
Professional
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
China Dalian All Industries Total Remuneration Survey, July 2016
235
July 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
283
Global Compensation Planning Report — October Update
CHINA–GUANGDONG
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.0%
6.5%
7.0%
6.0%
6.5%
Executive
7.0%
6.0%
7.0%
7.0%
6.0%
6.7%
Management — Nonsales
7.0%
6.5%
7.0%
7.0%
6.4%
7.0%
Professional — Sales
7.0%
6.2%
7.0%
7.0%
6.1%
7.0%
Professional — Nonsales
7.3%
6.7%
7.0%
7.3%
6.7%
7.0%
Para-professional — White collar
7.0%
6.5%
7.0%
7.0%
6.4%
7.0%
–
–
–
–
–
–
Para-professional — Blue collar
© 2016 Mercer LLC.
284
Global Compensation Planning Report — October Update
CHINA–GUANGDONG
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
2%
2%
1%
Executive
4%
6%
3%
Management — Nonsales
2%
2%
1%
Professional — Sales
2%
3%
1%
Professional — Nonsales
1%
2%
1%
Para-professional — White collar
2%
2%
1%
–
–
–
Para-professional — Blue collar
MANDATORY PAY INCREASE SCHEMES China–Guangdong does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
83%
96%
52%
93%
82%
–
Median target bonus (% of base pay)
25%
18%
20%
15%
15%
–
Median maximum bonus (% of base pay)
38%
29%
25%
22%
20%
–
© 2016 Mercer LLC.
285
Global Compensation Planning Report — October Update
CHINA–GUANGDONG
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
Individual Professional — Experienced
Sales
Sales
Management — Manager and Individual Professional — Experienced
Individual Professional — Senior and Experienced
Engineering
Individual Professional — Experienced
SOURCES SOURCE China–Guangdong Total Remuneration Survey All Industries Office Survey, June 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
694
June 1, 2016
Not applicable
October 2016
286
Global Compensation Planning Report — October Update
CHINA–HANGZHOU–NINGBO
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.2%
6.5%
–
–
–
Executive
7.0%
6.0%
6.0%
–
–
–
Management — Nonsales
7.0%
6.0%
6.8%
–
–
–
Professional — Sales
7.0%
6.0%
7.0%
–
–
–
Professional — Nonsales
7.0%
6.3%
7.0%
–
–
–
Para-professional — White collar
7.0%
6.0%
7.0%
–
–
–
Para-professional — Blue collar
7.5%
6.4%
7.0%
–
–
–
Note: Data including zeroes are not available.
© 2016 Mercer LLC.
287
Global Compensation Planning Report — October Update
CHINA–HANGZHOU–NINGBO
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
MANDATORY PAY INCREASE SCHEMES China–Hangzhou–Ningbo does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
87%
97%
53%
96%
86%
65%
Median target bonus (% of base pay)
25%
20%
18%
17%
15%
15%
Median maximum bonus (% of base pay)
38%
30%
25%
25%
23%
25%
© 2016 Mercer LLC.
288
Global Compensation Planning Report — October Update
CHINA–HANGZHOU–NINGBO
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales
Sales representative
Sales
Sales representative — Senior
Engineering
Process engineer
Manufacturing
Production worker
Research and Development
Senior research and Development engineer
Research and Development
Research and Development engineer
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
China–Hangzhou–Ningbo All Industries Total Renumeration Survey, July 2016
187
July 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
289
Global Compensation Planning Report — October Update
CHINA–HEFEI–WUHU
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.3%
6.7%
7.0%
6.3%
6.7%
Executive
7.0%
6.2%
6.5%
6.9%
–
–
Management — Nonsales
7.1%
6.3%
6.6%
7.0%
–
–
Professional — Sales
7.0%
6.0%
6.6%
7.0%
–
–
Professional — Nonsales
7.3%
6.3%
6.8%
7.0%
–
–
Para-professional — White collar
7.0%
6.5%
7.0%
7.0%
–
–
Para-professional — Blue collar
7.6%
7.0%
7.0%
7.5%
–
–
Note: Data including zeroes are not available.
© 2016 Mercer LLC.
290
Global Compensation Planning Report — October Update
CHINA–HEFEI–WUHU
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
4%
0%
0%
Executive
6%
–
–
Management — Nonsales
5%
–
–
Professional — Sales
4%
–
–
Professional — Nonsales
5%
–
–
Para-professional — White collar
5%
–
–
Para-professional — Blue collar
5%
–
–
MANDATORY PAY INCREASE SCHEMES China–Hefei–Wuhu does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
93%
96%
48%
95%
87%
61%
Median target bonus (% of base pay)
25%
19%
22%
15%
14%
14%
Median maximum bonus (% of base pay)
44%
30%
29%
25%
23%
22%
© 2016 Mercer LLC.
291
Global Compensation Planning Report — October Update
CHINA–HEFEI–WUHU
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Marketing
Professional
Sales
Management
Sales
Management
Marketing
Management
Marketing
Management
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Hefei/Wuhu All Industries Total Remuneration Survey, June 2016
133
June 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
292
Global Compensation Planning Report — October Update
CHINA–NANJING
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.0%
6.5%
7.0%
6.0%
6.5%
Executive
6.0%
5.9%
6.0%
6.0%
5.5%
6.0%
Management — Nonsales
7.0%
6.0%
6.5%
7.0%
6.0%
6.5%
Professional — Sales
6.5%
6.0%
6.3%
6.4%
5.9%
6.0%
Professional — Nonsales
7.0%
6.0%
6.5%
7.0%
6.0%
6.5%
Para-professional — White collar
7.0%
6.0%
6.5%
7.0%
6.0%
6.5%
Para-professional — Blue collar
7.0%
6.1%
7.0%
7.0%
6.0%
6.7%
© 2016 Mercer LLC.
293
Global Compensation Planning Report — October Update
CHINA–NANJING
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
3%
0%
Executive
8%
6%
4%
Management — Nonsales
3%
3%
1%
Professional — Sales
5%
5%
1%
Professional — Nonsales
4%
3%
2%
Para-professional — White collar
4%
3%
2%
Para-professional — Blue collar
5%
4%
4%
MANDATORY PAY INCREASE SCHEMES China–Nanjing does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
87%
98%
45%
97%
90%
74%
Median target bonus (% of base pay)
25%
19%
18%
16%
15%
17%
Median maximum bonus (% of base pay)
40%
30%
28%
23%
22%
23%
© 2016 Mercer LLC.
294
Global Compensation Planning Report — October Update
CHINA–NANJING
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
Professional — Senior
Engineering
Professional — Experienced
Research and Development
Professional — Experienced
Sales
Professional — Experienced
Sales
Professional — Experienced
Manufacturing
Professional — Experienced
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
China–Nanjing Total Remuneration Survey All Industries Office Survey, June 2016
208
June 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
© 2016 Mercer LLC.
295
Global Compensation Planning Report — October Update
CHINA–QINGDAO
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.0%
6.0%
7.0%
6.0%
6.0%
Executive
7.0%
5.9%
6.0%
6.9%
5.6%
6.0%
Management — Nonsales
7.0%
5.8%
6.0%
7.0%
5.7%
6.0%
Professional — Sales
7.0%
6.0%
6.0%
7.0%
5.8%
6.0%
Professional — Nonsales
7.0%
6.0%
6.0%
7.0%
6.0%
6.0%
Para-professional — White collar
7.0%
6.0%
6.0%
7.0%
6.0%
6.0%
Para-professional — Blue collar
7.4%
6.0%
6.9%
7.2%
6.0%
6.9%
© 2016 Mercer LLC.
296
Global Compensation Planning Report — October Update
CHINA–QINGDAO
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
3%
3%
0%
Executive
8%
7%
4%
Management — Nonsales
4%
2%
0%
Professional — Sales
5%
4%
0%
Professional — Nonsales
4%
2%
0%
Para-professional — White collar
3%
0%
0%
Para-professional — Blue collar
3%
0%
0%
MANDATORY PAY INCREASE SCHEMES China–Qingdao does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
86%
99%
45%
94%
88%
69%
Median target bonus (% of base pay)
23%
19%
16%
15%
15%
15%
Median maximum bonus (% of base pay)
35%
30%
21%
23%
22%
22%
© 2016 Mercer LLC.
297
Global Compensation Planning Report — October Update
CHINA–QINGDAO
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
Professional
Sales
Professional
Sales
Professional
Engineering
Professional
Marketing
Management
Research and Development
Professional
SOURCES SOURCE China Qingdao All Industries Total Remuneration Survey, July 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
173
July 1, 2016
Not applicable
October 2016
298
Global Compensation Planning Report — October Update
CHINA–SHANGHAI
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.0%
6.5%
7.0%
6.0%
6.5%
Executive
7.0%
6.0%
6.0%
7.0%
6.0%
6.0%
Management — Nonsales
7.0%
6.0%
6.0%
7.0%
6.0%
6.0%
Professional — Sales
7.0%
6.0%
6.5%
7.0%
6.0%
6.5%
Professional — Nonsales
7.3%
6.1%
6.5%
7.2%
6.0%
6.5%
Para-professional — White collar
7.0%
6.0%
6.5%
7.0%
6.0%
6.5%
–
–
–
–
–
–
Para-professional — Blue collar
© 2016 Mercer LLC.
299
Global Compensation Planning Report — October Update
CHINA–SHANGHAI
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
1.4%
3.3%
0.6%
Executive
4.1%
5.7%
1.7%
Management — Nonsales
2.0%
2.9%
0.6%
Professional — Sales
1.8%
3.4%
0.5%
Professional — Nonsales
1.5%
2.8%
0.6%
Para-professional — White collar
1.5%
3.2%
0.7%
–
–
–
Para-professional — Blue collar
MANDATORY PAY INCREASE SCHEMES China–Shanghai does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
96%
99%
70%
96%
92%
–
Median target bonus (% of base pay)
24%
18%
18%
15%
14%
–
Median maximum bonus (% of base pay)
36%
27%
23%
23%
20%
–
© 2016 Mercer LLC.
300
Global Compensation Planning Report — October Update
CHINA–SHANGHAI
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
Professional — Senior
Sales
Sales
Management — Manager, Professional — Senior
Management — Manager, Professional — Senior
Engineering
Professional — Senior
SOURCES SOURCE China–Shanghai TRS All Industries Office Survey, June 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
1,046
June 1, 2016
Not applicable
October 2016
301
Global Compensation Planning Report — October Update
CHINA–SHENYANG–CHANGCHUN
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.0%
6.3%
7.0%
6.0%
6.0%
Executive
6.8%
6.0%
6.0%
6.7%
6.0%
6.0%
Management — Nonsales
7.0%
6.0%
6.0%
6.9%
6.0%
6.0%
Professional — Sales
7.0%
6.0%
6.0%
7.0%
6.0%
6.5%
Professional — Nonsales
7.3%
6.0%
6.0%
7.0%
6.0%
6.0%
Para-professional — White collar
7.0%
6.0%
6.0%
7.0%
6.0%
6.0%
Para-professional — Blue collar
7.0%
6.0%
6.9%
7.0%
6.0%
6.9%
© 2016 Mercer LLC.
302
Global Compensation Planning Report — October Update
CHINA–SHENYANG–CHANGCHUN
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
2%
1%
1%
Executive
13%
4%
4%
Management — Nonsales
8%
2%
1%
Professional — Sales
10%
5%
1%
Professional — Nonsales
8%
2%
1%
Para-professional — White collar
9%
3%
1%
Para-professional — Blue collar
11%
5%
1%
MANDATORY PAY INCREASE SCHEMES China–Shenyang–Changchun does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
86%
97%
51%
96%
89%
65%
Median target bonus (% of base pay)
25%
20%
19%
15%
14%
15%
Median maximum bonus (% of base pay)
40%
30%
20%
21%
20%
20%
© 2016 Mercer LLC.
303
Global Compensation Planning Report — October Update
CHINA–SHENYANG–CHANGCHUN
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
General Engineer — Senior — Professional
Engineering
General Engineer — Senior — Professional
Research and Development
Research and Development Engineer — Professional
Sales
Sales Representative — Experienced — Professional
Sales
Sales Representative — Experienced Professional
Life Sciences
Specialist/Clinic Sales Representive — Experienced — Professional
SOURCES SOURCE China–Shenyang–Changchun All Industries Total Renumeration Survey, July 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
189
July 1, 2016
Not applicable
October 2016
304
Global Compensation Planning Report — October Update
CHINA–SUZHOU
Data for 2015
Budgeted
Data for 2016
Forecast
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.5%
7.5%
–
7.5%
7.5%
–
Executive
7.0%
7.9%
–
7.0%
7.7%
–
Management — Nonsales
7.5%
8.0%
–
7.5%
8.0%
–
Professional — Sales
7.5%
8.0%
–
7.5%
8.0%
–
Professional — Nonsales
8.0%
8.0%
–
8.0%
8.0%
–
Para-professional — White collar
7.9%
8.0%
–
7.9%
8.0%
–
Para-professional — Blue collar
8.0%
8.0%
–
8.0%
8.0%
–
IMPORTANT: Availability of data for some markets was limited at the time of release; this market will be updated in GCPR-Online as data become available.
© 2016 Mercer LLC.
305
Global Compensation Planning Report — October Update
CHINA–SUZHOU
Data for 2015
Budgeted
Data for 2016
Forecast
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
1%
0%
–
Executive
3%
2%
–
Management — Nonsales
1%
0%
–
Professional — Sales
3%
1%
–
Professional — Nonsales
1%
0%
–
Para-professional — White collar
1%
0%
–
Para-professional — Blue collar
1%
0%
–
MANDATORY PAY INCREASE SCHEMES China–Suzhou does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
97%
99%
83%
96%
96%
98%
Median target bonus (% of base pay)
20%
16%
17%
15%
15%
15%
Median maximum bonus (% of base pay)
30%
23%
24%
20%
20%
17%
IMPORTANT: Availability of data for some markets was limited at the time of release; this market contains data collected in 2015.
© 2016 Mercer LLC.
306
Global Compensation Planning Report — October Update
CHINA–SUZHOU
Data for 2015
Budgeted
Data for 2016
Forecast
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
Professional
Engineering
Professional
Quality
Professional
Manufacturing
Para-professional
Research and Development
Professional
Sales
Professional
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
China–Suzhou Total Remuneration Survey All Industries Survey, June 2015
264
June 1, 2015
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
© 2016 Mercer LLC.
307
Global Compensation Planning Report — October Update
CHINA–TIANJIN
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.0%
6.0%
7.0%
6.0%
6.0%
Executive
6.3%
5.5%
6.0%
6.0%
5.4%
6.0%
Management — Nonsales
7.0%
6.0%
6.0%
7.0%
5.5%
6.0%
Professional — Sales
7.0%
5.3%
6.0%
7.0%
5.2%
6.0%
Professional — Nonsales
7.3%
6.0%
6.0%
7.1%
6.0%
6.0%
Para-professional — White collar
7.3%
6.0%
6.0%
7.0%
5.9%
6.0%
Para-professional — Blue collar
7.7%
6.4%
6.5%
7.6%
6.0%
6.0%
© 2016 Mercer LLC.
308
Global Compensation Planning Report — October Update
CHINA–TIANJIN
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
2%
9%
1%
Executive
9%
7%
2%
Management — Nonsales
0%
7%
0%
Professional — Sales
4%
5%
0%
Professional — Nonsales
18%
7%
1%
Para-professional — White collar
17%
8%
1%
Para-professional — Blue collar
3%
8%
2%
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES China–Tianjin does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
79%
98%
40%
97%
87%
73%
Median target bonus (% of base pay)
25%
20%
17%
15%
15%
15%
Median maximum bonus (% of base pay)
37%
26%
25%
20%
21%
22%
© 2016 Mercer LLC.
309
Global Compensation Planning Report — October Update
CHINA–TIANJIN
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Manufacturing
Para-professional — Production Worker (Skilled)
Manufacturing
Para-professional — Production worker (Skilled)
Engineering
Professional — Senior engineer
Sales
Professional — Engineer
Sales
Professional — Experienced — Sales representative
Quality
Professional — Engineer
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
China–Tianjin Total Remuneration Survey All Industries Survey, June 2016
201
June 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
© 2016 Mercer LLC.
310
Global Compensation Planning Report — October Update
CHINA–WUHAN
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.0%
6.5%
7.0%
6.0%
6.5%
Executive
7.0%
6.0%
6.5%
7.0%
6.0%
6.1%
Management — Nonsales
7.2%
6.0%
6.5%
7.1%
6.0%
6.4%
Professional — Sales
7.3%
6.0%
6.5%
7.3%
6.0%
6.5%
Professional — Nonsales
7.4%
6.0%
6.5%
7.4%
6.0%
6.5%
Para-professional — White collar
7.2%
6.0%
6.5%
7.1%
6.0%
6.5%
Para-professional — Blue collar
7.7%
6.0%
6.9%
7.6%
6.0%
6.7%
© 2016 Mercer LLC.
311
Global Compensation Planning Report — October Update
CHINA–WUHAN
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
0%
0%
Executive
5%
7%
3%
Management — Nonsales
2%
2%
1%
Professional — Sales
1%
3%
1%
Professional — Nonsales
1%
2%
1%
Para-professional — White collar
1%
2%
1%
Para-professional — Blue collar
2%
2%
1%
MANDATORY PAY INCREASE SCHEMES China–Wuhan does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
85%
95%
53%
96%
88%
60%
Median target bonus (% of base pay)
25%
19%
17%
15%
15%
15%
Median maximum bonus (% of base pay)
40%
29%
20%
22%
20%
22%
© 2016 Mercer LLC.
312
Global Compensation Planning Report — October Update
CHINA–WUHAN
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales
Professional
Sales
Professional
Marketing
Professional
Manufacturing
Para-Professional
Sales
Management
Contact Centre
Professional
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
China–Wuhan All Industries Total Remuneration Survey, July 2016
289
July 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
© 2016 Mercer LLC.
313
Global Compensation Planning Report — October Update
CHINA–WUXI
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.0%
7.0%
7.0%
6.0%
7.0%
Executive
6.6%
5.9%
6.0%
–
–
–
Management — Nonsales
7.0%
6.0%
6.0%
–
–
–
Professional — Sales
7.4%
6.0%
6.0%
–
–
–
Professional — Nonsales
7.0%
6.0%
6.0%
–
–
–
Para-professional — White collar
7.4%
6.0%
6.0%
–
–
–
Para-professional — Blue collar
8.0%
6.9%
6.0%
–
–
–
Note: Data including zeroes are not available.
© 2016 Mercer LLC.
314
Global Compensation Planning Report — October Update
CHINA–WUXI
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
0.8%
5.2%
1.3%
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
All employees
MANDATORY PAY INCREASE SCHEMES China–Wuxi does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
84%
100%
45%
99%
95%
82%
Median target bonus (% of base pay)
25%
18%
20%
15%
15%
17%
Median maximum bonus (% of base pay)
44%
27%
30%
21%
23%
24%
© 2016 Mercer LLC.
315
Global Compensation Planning Report — October Update
CHINA–WUXI
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
Professional
Engineering
Management
Manufacturing
Para-professional
Manufacturing
Para-professional
Sales
Management
Sales
Professional
SOURCES SOURCE China–Wuxi Total Remuneration Survey All Industries Office Survey, June 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
164
June 1, 2016
Not applicable
October 2016
316
Global Compensation Planning Report — October Update
CHINA–XIAMEN–FUZHOU
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.0%
7.0%
7.0%
6.0%
7.0%
Executive
7.0%
6.0%
6.8%
7.0%
6.0%
6.5%
Management — Nonsales
7.1%
6.3%
7.0%
7.0%
6.1%
7.0%
Professional — Sales
7.2%
6.0%
7.0%
7.1%
6.0%
7.0%
Professional — Nonsales
7.4%
6.7%
7.0%
7.3%
6.6%
7.0%
Para-professional — White collar
7.5%
6.7%
7.0%
7.5%
6.7%
7.0%
Para-professional — Blue collar
7.5%
6.1%
7.0%
7.5%
6.0%
7.0%
© 2016 Mercer LLC.
317
Global Compensation Planning Report — October Update
CHINA–XIAMEN–FUZHOU
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
2%
0%
0%
Executive
5%
9%
3%
Management — Nonsales
2%
1%
0%
Professional — Sales
4%
5%
2%
Professional — Nonsales
2%
1%
0%
Para-professional — White collar
3%
0%
0%
Para-professional — Blue collar
3%
1%
0%
MANDATORY PAY INCREASE SCHEMES China–Xiamen-Fuzhou does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
87%
98%
46%
93%
85%
59%
Median target bonus (% of base pay)
25%
19%
20%
15%
15%
13%
Median maximum bonus (% of base pay)
40%
30%
25%
20%
20%
20%
© 2016 Mercer LLC.
318
Global Compensation Planning Report — October Update
CHINA–XIAMEN–FUZHOU
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engeering
Professional
Sales
Professional
Sales
Professional
Engeering
Professional
Marketing
Management
Manufacturing
Para-professional
SOURCES SOURCE China–Xiamen–Fuzhou All Industries Total Renumeration Survey, July 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
155
July 1, 2016
Not applicable
October 2016
319
Global Compensation Planning Report — October Update
CHINA–XIAN
Data for 2015
Budgeted
Data for 2016
Forecast
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.9%
Inflation, annual average change
2016: 6.6%
2015: 1.4%
2017: 6.2%
Unemployment
2016: 2.1%
2015: 4.1%
2017: 2.3%
2016: 4.1%
2017: 4.1%
Note: GDP, inflation, and unemployment figures are for China.
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.0%
6.2%
6.5%
7.0%
6.0%
6.5%
Executive
7.0%
6.0%
6.5%
7.0%
6.0%
6.5%
Management — Nonsales
7.1%
6.3%
6.5%
7.0%
6.1%
6.5%
Professional — Sales
7.1%
6.3%
7.0%
7.0%
6.1%
7.0%
Professional — Nonsales
7.3%
6.5%
6.5%
7.2%
6.4%
6.5%
Para-professional — White collar
7.0%
6.2%
6.9%
7.0%
6.0%
6.9%
Para-professional — Blue collar
7.3%
6.3%
6.9%
7.1%
6.1%
6.7%
© 2016 Mercer LLC.
320
Global Compensation Planning Report — October Update
CHINA–XIAN
Data for 2015
Budgeted
Data for 2016
Forecast
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
3%
3%
1%
Executive
6%
7%
2%
Management — Nonsales
4%
3%
1%
Professional — Sales
2%
3%
1%
Professional — Nonsales
3%
3%
1%
Para-professional — White collar
2%
2%
1%
Para-professional — Blue collar
3%
3%
1%
MANDATORY PAY INCREASE SCHEMES China–Xian does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
83%
96%
47%
96%
85%
57%
Median target bonus (% of base pay)
25%
19%
21%
15%
15%
15%
Median maximum bonus (% of base pay)
38%
30%
30%
23%
23%
23%
© 2016 Mercer LLC.
321
Global Compensation Planning Report — October Update
CHINA–XIAN
Data for 2015
Budgeted
Data for 2016
Forecast
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales
Management
Sales
Professional
Sales
Professional
Sales
Management
Engineering
Professional
Life Science
Professional
SOURCES SOURCE China–Xian All Industries Total Remuneration Survey, July 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
329
July 1, 2016
Not applicable
October 2016
322
Global Compensation Planning Report — October Update
HONG KONG
Data for 2015
Actual
Data for 2016
Actual/Budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.4%
Inflation, annual average change
2016: 1.4%
2015: 3.0%
2017: 1.9%
Unemployment
2016: 2.5%
2015: 3.3%
2017: 2.6%
2016: 3.2%
2017: 3.1%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.2%
4.0%
4.0%
4.2%
4.0%
4.0%
Executive
4.5%
4.2%
4.0%
4.4%
4.1%
4.0%
Management — Nonsales
4.4%
4.0%
4.0%
4.4%
4.0%
4.0%
Professional — Sales
4.3%
4.0%
4.0%
4.2%
4.0%
4.0%
Professional — Nonsales
4.4%
4.0%
4.0%
4.4%
4.0%
4.0%
Para-professional — White collar
4.5%
4.0%
4.0%
4.5%
4.0%
4.0%
Para-professional — Blue collar
4.2%
4.0%
4.0%
4.0%
3.8%
4.0%
© 2016 Mercer LLC.
323
Global Compensation Planning Report — October Update
HONG KONG
Data for 2015
Actual
Data for 2016
Actual/Budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
3%
4%
4%
Executive
7%
7%
6%
Management — Nonsales
4%
4%
4%
Professional — Sales
5%
6%
5%
Professional — Nonsales
4%
5%
4%
Para-professional — White collar
4%
4%
4%
Para-professional — Blue collar
10%
12%
11%
MANDATORY PAY INCREASE SCHEMES Hong Kong does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
97%
99%
70%
95%
87%
72%
Median target bonus (% of base pay)
25%
15%
13%
12%
10%
10%
Median maximum bonus (% of base pay)
38%
25%
20%
19%
16%
17%
© 2016 Mercer LLC.
324
Global Compensation Planning Report — October Update
HONG KONG
Data for 2015
Actual
Data for 2016
Actual/Budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Supply and Logistics
Para-professional — Experienced
Supply and Logistics
Para-professional — Experienced
Sales
Management — Manager
Sales
Marketing
Management — Manager
Professional — Senior, Management — Manager
SOURCES SOURCE Hong Kong Total Remuneration Survey, July 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
490
July 1, 2016
Not applicable
October 2016
325
Global Compensation Planning Report — October Update
INDIA
Data for 2015
Actual/budgeted
Data for 2016
Forecast
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 7.6%
Inflation, annual average change
2016: 7.6%
2015: 4.9%
2017: 7.6%
Unemployment
2016: 5.5%
2015: 3.5%
2017: 5.2%
2016: 3.4%
2017: 3.4%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
10.0%
10.5%
–
10.0%
10.5%
10.4%
Executive
10.0%
10.9%
–
10.0%
10.6%
11.0%
Management — Nonsales
10.5%
11.0%
–
10.5%
11.0%
11.0%
Professional — Sales
11.0%
11.0%
–
11.0%
11.0%
11.0%
Professional — Nonsales
11.0%
11.0%
–
10.8%
11.0%
11.0%
Para-professional — White collar
10.5%
11.0%
–
10.5%
11.0%
10.0%
Para-professional — Blue collar
11.0%
11.0%
–
10.8%
11.0%
10.0%
IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated missing content will be available to download on November 11.
© 2016 Mercer LLC.
326
Global Compensation Planning Report — October Update
INDIA
Data for 2015
Actual/budgeted
Data for 2016
Forecast
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
1%
1%
2%
Executive
4%
2%
–
Management — Nonsales
2%
2%
–
Professional — Sales
3%
2%
–
Professional — Nonsales
3%
2%
–
Para-professional — White collar
5%
2%
–
Para-professional — Blue collar
6%
3%
–
MANDATORY PAY INCREASE SCHEMES India does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
97%
97%
71%
91%
82%
56%
Median target bonus (% of base pay)
23%
15%
11%
11%
10%
10%
Median maximum bonus (% of base pay)
31%
20%
15%
17%
15%
11%
IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 11. Short-term incentive data currently reflect information reported in 2015.
© 2016 Mercer LLC.
327
Global Compensation Planning Report — October Update
INDIA
Data for 2015
Actual/budgeted
Data for 2016
Forecast
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales
Management
Sales
Management, Professional
Research and Development
Professional
Research and Development
Professional
Engineering
Professional
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
India Total Remuneration Survey (Q4), June 2015
691
June 1, 2015
Asia Pulse Survey, July 2016
93
May 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
328
Global Compensation Planning Report — October Update
INDONESIA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 4.8%
Inflation, annual average change
2016: 4.9%
2015: 6.4%
2017: 5.3%
Unemployment
2016: 3.7%
2015: 6.2%
2017: 4.2%
2016: 5.6%
2017: 5.7%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
9.0%
8.9%
9.1%
9.0%
8.8%
9.0%
Executive
8.4%
9.0%
9.0%
8.0%
8.6%
9.0%
Management — Nonsales
9.0%
9.0%
9.3%
9.0%
9.0%
9.3%
Professional — Sales
9.0%
8.8%
9.5%
9.0%
8.8%
9.5%
Professional — Nonsales
9.0%
9.0%
9.5%
9.0%
9.0%
9.5%
Para-professional — White collar
10.0%
9.6%
10.0%
10.0%
9.5%
10.0%
Para-professional — Blue collar
10.0%
10.0%
10.0%
10.0%
10.0%
10.0%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
INDONESIA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
1%
2%
1%
Executive
3%
5%
2%
Management — Nonsales
3%
3%
1%
Professional — Sales
1%
2%
1%
Professional — Nonsales
2%
3%
1%
Para-professional — White collar
1%
3%
1%
Para-professional — Blue collar
2%
2%
1%
MANDATORY PAY INCREASE SCHEMES Indonesia does not have a mandatory pay increase policy, but it has a minimum wage regulation for each province.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
77%
95%
57%
94%
77%
51%
Median target bonus (% of base pay)
22%
17%
15%
14%
13%
12%
Median maximum bonus (% of base pay)
34%
28%
23%
20%
20%
17%
© 2016 Mercer LLC.
330
Global Compensation Planning Report — October Update
INDONESIA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales
Management — Manager
Sales
Management — Manager
Sales
Professional — Experienced
Sales
Professional — Experienced
Marketing
Management — Manager
Engineering
Management — Manager
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Asia Pulse survey, July 2016
127
May 2016
Indonesia Total Remuneration Survey All Industries, June 2016
477
June 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
331
Global Compensation Planning Report — October Update
JAPAN
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 0.5%
Inflation, annual average change
2016: 0.5%
2015: 0.8%
2017: 0.6%
Unemployment
2016: -0.2%
2015: 3.4%
2017: 0.5%
2016: 3.2%
2017: 3.2%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
Executive
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
Management — Nonsales
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
Professional — Sales
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
Professional — Nonsales
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
Para-professional — White collar
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
Para-professional — Blue collar
2.0%
2.0%
2.0%
2.0%
1.9%
2.0%
© 2016 Mercer LLC.
332
Global Compensation Planning Report — October Update
JAPAN
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
4%
7%
4%
Executive
12%
15%
7%
Management — Nonsales
5%
8%
5%
Professional — Sales
6%
6%
5%
Professional — Nonsales
5%
7%
4%
Para-professional — White collar
8%
9%
7%
Para-professional — Blue collar
14%
17%
15%
MANDATORY PAY INCREASE SCHEMES Japan does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
78%
90%
61%
85%
63%
32%
Median target bonus (% of base pay)
23%
15%
12%
10%
9%
8%
Median maximum bonus (% of base pay)
40%
26%
20%
20%
15%
15%
© 2016 Mercer LLC.
333
Global Compensation Planning Report — October Update
JAPAN
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Marketing
Management — Manager
Sales
Engineering
Professional — Senior and Experienced
Management — Manager, Professional — Experienced
Sales
Management — Manager
Marketing
Management — Manager
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
534
June 1, 2016
Not applicable
October 2016
Japan Total Remuneration Survey, June 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
334
Global Compensation Planning Report — October Update
MALAYSIA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 5.0%
Inflation, annual average change
2016: 4.3%
2015: 2.1%
2017: 4.6%
Unemployment
2016: 2.1%
2015: 3.2%
2017: 3.0%
2016: 3.2%
2017: 3.2%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.1%
5.3%
5.5%
5.0%
5.3%
5.5%
Executive
5.1%
5.5%
5.5%
5.0%
5.5%
5.5%
Management — Nonsales
5.3%
5.5%
5.5%
5.2%
5.5%
5.5%
Professional — Sales
5.3%
5.5%
5.6%
5.3%
5.5%
5.5%
Professional — Nonsales
5.2%
5.5%
5.5%
5.1%
5.5%
5.5%
Para-professional — White collar
5.0%
5.5%
5.5%
5.0%
5.5%
5.5%
Para-professional — Blue collar
5.0%
5.3%
5.5%
5.0%
5.1%
5.5%
© 2016 Mercer LLC.
335
Global Compensation Planning Report — October Update
MALAYSIA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
3%
4%
3%
Executive
5%
6%
4%
Management — Nonsales
3%
4%
2%
Professional — Sales
5%
6%
4%
Professional — Nonsales
3%
4%
2%
Para-professional — White collar
3%
4%
2%
Para-professional — Blue collar
4%
6%
4%
MANDATORY PAY INCREASE SCHEMES Malaysia does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
74%
90%
47%
89%
74%
44%
Median target bonus (% of base pay)
20%
17%
15%
15%
13%
12%
Median maximum bonus (% of base pay)
32%
25%
22%
20%
18%
18%
© 2016 Mercer LLC.
336
Global Compensation Planning Report — October Update
MALAYSIA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales
Management — Managers, Professional — Experienced
Sales
Management — Managers, Professional — Experienced
Engineering
Professional — Senior and Experienced
Engineering
Professional — Senior and Experienced
Finance
Management — Managers, Professional — Experienced
Finance
Management — Managers, Professional — Experienced
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE, MONTH, AND YEAR
Malaysia All Industries Total Remuneration Survey, June 2016
524
June 1, 2016
Asia Pulse survey, July 2016
180
May 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
337
Global Compensation Planning Report — October Update
MYANMAR
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 7.0%
Inflation, annual average change
2016: 8.1%
2015: 11.4%
2017: 7.7%
Unemployment
2016: 9.8%
2015: 4.0%
2017: 9.1%
2016: 4.0%
2017: 4.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
8.3%
9.5%
10.0%
8.0%
9.5%
9.9%
Executive
8.5%
10.0%
10.0%
8.0%
10.0%
10.0%
Management — Nonsales
9.0%
10.0%
10.0%
8.2%
10.0%
10.0%
Professional — Sales
9.0%
9.5%
10.0%
8.3%
9.0%
10.0%
Professional — Nonsales
10.0%
10.0%
10.0%
10.0%
9.5%
10.0%
Para-professional — White collar
9.0%
10.0%
10.0%
8.6%
9.8%
10.0%
Para-professional — Blue collar
10.0%
10.0%
10.0%
10.0%
10.0%
10.0%
© 2016 Mercer LLC.
338
Global Compensation Planning Report — October Update
MYANMAR
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
11%
3%
3%
Executive
8%
8%
4%
Management — Nonsales
8%
7%
5%
Professional — Sales
6%
3%
3%
Professional — Nonsales
8%
4%
5%
Para-professional — White collar
6%
6%
6%
Para-professional — Blue collar
8%
7%
8%
MANDATORY PAY INCREASE SCHEMES Myanmar does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
59%
84%
54%
84%
66%
46%
Median target bonus (% of base pay)
22%
18%
18%
16%
15%
16%
Median maximum bonus (% of base pay)
40%
30%
24%
25%
21%
23%
© 2016 Mercer LLC.
339
Global Compensation Planning Report — October Update
MYANMAR
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales and Marketing
Sales and Marketing Manager
Marketing
Marketing Manager
Human Resource
Human Resource Manager
Sales
Sales Reoresentative – Experienced
Top Management
Head of Operation – Tier 3
Administration
Office Administration Professional – Experienced
SOURCES SOURCE Myanmar Total Remuneration Survey, June 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
77
June 1, 2016
Not applicable
October 2016
340
Global Compensation Planning Report — October Update
NEW ZEALAND
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.0%
Inflation, annual average change
2016: 2.8%
2015: 0.3%
2017: 2.7%
Unemployment
2016: 0.7%
2015: 5.4%
2017: 1.6%
2016: 5.3%
2017: 5.5%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.9%
3.0%
3.0%
2.9%
3.0%
3.0%
Executive
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Management — Nonsales
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Professional — Sales
2.9%
3.0%
3.0%
2.9%
3.0%
3.0%
Professional — Nonsales
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Para-professional — White collar
3.0%
3.0%
3.0%
2.9%
3.0%
3.0%
Para-professional — Blue collar
3.0%
2.9%
3.0%
2.9%
2.8%
3.0%
© 2016 Mercer LLC.
341
Global Compensation Planning Report — October Update
NEW ZEALAND
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
4%
6%
3%
Executive
4%
5%
4%
Management — Nonsales
3%
3%
3%
Professional — Sales
3%
3%
1%
Professional — Nonsales
3%
5%
1%
Para-professional — White collar
2%
6%
2%
Para-professional — Blue collar
7%
7%
6%
MANDATORY PAY INCREASE SCHEMES New Zealand does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
69%
86%
57%
78%
52%
29%
Median target bonus (% of base pay)
24%
15%
10%
10%
8%
5%
Median maximum bonus (% of base pay)
40%
25%
16%
15%
11%
9%
© 2016 Mercer LLC.
342
Global Compensation Planning Report — October Update
NEW ZEALAND
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales
Professional – Experienced
Sales
Professional – Experienced
Sales
Manager
Contact Centre
Para-Professional – Expert
Marketing
Professional – Senior
Marketing
Manager
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
233
July 1, 2016
Not applicable
October 2016
New Zealand Total Remuneration Survey, July 2016 International Monetary Fund, World Economic Outlook Database, October 2016 *The 2015 counts are based on TRS Cross industries and related supplements.
© 2016 Mercer LLC.
343
Global Compensation Planning Report — October Update
PAKISTAN
Data for 2015
Actual
Data for 2016
Actual/Budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 4.0%
Inflation, annual average change
2016: 4.7%
2015: 4.5%
2017: 5.0%
Unemployment
2016: 2.9%
2015: 5.9%
2017: 5.2%
2016: 6.0%
2017: 6.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
10.0%
10.0%
10.0%
10.0%
10.0%
10.0%
Executive
11.0%
10.0%
10.0%
11.0%
10.0%
10.0%
Management — Nonsales
11.0%
10.5%
10.0%
11.0%
10.5%
10.0%
Professional — Sales
11.0%
10.2%
11.0%
11.0%
10.2%
11.0%
Professional — Nonsales
11.0%
11.0%
11.0%
11.0%
11.0%
11.0%
Para-professional — White collar
11.0%
10.0%
11.0%
11.0%
10.0%
11.0%
Para-professional — Blue collar
10.0%
10.0%
11.0%
10.0%
10.0%
11.0%
© 2016 Mercer LLC.
344
Global Compensation Planning Report — October Update
PAKISTAN
Data for 2015
Actual
Data for 2016
Actual/Budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
0%
0%
Executive
0%
0%
0%
Management — Nonsales
0%
0%
0%
Professional — Sales
0%
0%
0%
Professional — Nonsales
0%
0%
0%
Para-professional — White collar
0%
0%
0%
Para-professional — Blue collar
0%
0%
0%
MANDATORY PAY INCREASE SCHEMES Pakistan does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
90%
91%
57%
91%
55%
32%
Median target bonus (% of base pay)
22%
17%
15%
15%
15%
15%
Median maximum bonus (% of base pay)
30%
25%
22%
23%
15%
20%
© 2016 Mercer LLC.
345
Global Compensation Planning Report — October Update
PAKISTAN
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
Professional
–
–
Sales
Management, Professional
–
–
Supply and Logistics
Professional
–
–
Note: Data are not available.
SOURCES SOURCE Pakistan Total Renumeration Survey All Industries, July 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
143
July 1, 2016
Not applicable
October 2016
346
Global Compensation Planning Report — October Update
PHILIPPINES
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 5.9%
Inflation, annual average change
2016: 6.4%
2015: 1.4%
2017: 6.7%
Unemployment
2016: 2.0%
2015: 6.3%
2017: 3.4%
2016: 5.9%
2017: 5.7%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
6.0%
6.0%
6.5%
6.0%
6.0%
6.4%
Executive
6.0%
6.0%
6.5%
5.8%
6.0%
6.0%
Management — Nonsales
6.0%
6.0%
6.0%
6.0%
6.0%
6.0%
Professional — Sales
6.0%
6.0%
6.5%
6.0%
6.0%
6.2%
Professional — Nonsales
6.0%
6.0%
6.0%
6.0%
6.0%
6.0%
Para-professional — White collar
6.0%
6.0%
6.0%
6.0%
6.0%
6.0%
Para-professional — Blue collar
6.0%
6.0%
6.0%
6.0%
5.5%
6.0%
© 2016 Mercer LLC.
347
Global Compensation Planning Report — October Update
PHILIPPINES
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
1%
0%
Executive
5%
4%
0%
Management — Nonsales
1%
2%
0%
Professional — Sales
3%
3%
0%
Professional — Nonsales
2%
2%
0%
Para-professional — White collar
3%
4%
0%
Para-professional — Blue collar
4%
4%
0%
MANDATORY PAY INCREASE SCHEMES Philippines does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
72%
94%
51%
91%
61%
30%
Median target bonus (% of base pay)
21%
15%
12%
11%
10%
10%
Median maximum bonus (% of base pay)
31%
25%
20%
20%
17%
20%
© 2016 Mercer LLC.
348
Global Compensation Planning Report — October Update
PHILIPPINES
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales
Professional — Senior and Experienced
Sales
Professional — Senior and Experienced
Finance
Professional — Senior and Experienced
Finance
Professional — Senior and Experienced
Engineering
Professional — Senior and Experienced
Engineering
Professional — Senior and Experienced
SOURCES SOURCE Philippines Total Remuneration Survey, June 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
374
June 1, 2016
Not applicable
October 2016
349
Global Compensation Planning Report — October Update
SINGAPORE
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.0%
Inflation, annual average change
2016: 1.7%
2015: -0.5%
2017: 2.2%
Unemployment
2016: -0.3%
2015: 1.9%
2017: 1.1%
2016: 2.0%
2017: 2.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.0%
4.0%
4.0%
4.0%
4.0%
4.0%
Executive
4.0%
4.0%
4.0%
4.0%
4.0%
4.0%
Management — Nonsales
4.0%
4.0%
4.0%
4.0%
4.0%
4.0%
Professional — Sales
4.0%
4.0%
4.0%
4.0%
4.0%
4.0%
Professional — Nonsales
4.0%
4.0%
4.0%
4.0%
4.0%
4.0%
Para-professional — White collar
4.0%
4.0%
4.0%
4.0%
4.0%
4.0%
Para-professional — Blue collar
4.0%
4.0%
4.0%
4.0%
3.8%
4.0%
© 2016 Mercer LLC.
350
Global Compensation Planning Report — October Update
SINGAPORE
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
5%
5%
4%
Executive
10%
10%
8%
Management — Nonsales
6%
7%
5%
Professional — Sales
11%
9%
8%
Professional — Nonsales
6%
6%
5%
Para-professional — White collar
6%
7%
6%
Para-professional — Blue collar
8%
10%
8%
MANDATORY PAY INCREASE SCHEMES Singapore does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
85%
95%
44%
92%
79%
41%
Median target bonus (% of base pay)
25%
18%
15%
15%
14%
15%
Median maximum bonus (% of base pay)
36%
27%
22%
22%
20%
20%
© 2016 Mercer LLC.
351
Global Compensation Planning Report — October Update
SINGAPORE
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
Professional – Senior
Engineering
Professional – Experienced
Sales
Management
Manufacturing
Para-Professional – Experienced
Marketing
Management
Sales
Professional – Experienced
SOURCES SOURCE Singapor Total Remuneration Survey June, 2016. International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
775
June 1, 2016
Not applicable
October 2016
352
Global Compensation Planning Report — October Update
SOUTH KOREA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.6%
Inflation, annual average change
2016: 2.7%
2015: 0.7%
2017: 3.0%
Unemployment
2016: 1.0%
2015: 3.6%
2017: 1.9%
2016: 3.6%
2017: 3.3%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.5%
4.5%
5.0%
4.5%
4.5%
5.0%
Executive
4.5%
4.1%
4.8%
4.4%
4.0%
4.8%
Management — Nonsales
4.6%
4.4%
5.0%
4.6%
4.3%
5.0%
Professional — Sales
4.8%
4.5%
5.0%
4.7%
4.5%
5.0%
Professional — Nonsales
4.6%
4.5%
5.0%
4.6%
4.5%
5.0%
Para-professional — White collar
4.5%
4.4%
5.0%
4.5%
4.3%
5.0%
Para-professional — Blue collar
4.4%
4.1%
4.5%
4.4%
4.0%
4.5%
© 2016 Mercer LLC.
353
Global Compensation Planning Report — October Update
SOUTH KOREA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
2%
2%
0%
Executive
2%
2%
0%
Management — Nonsales
2%
2%
0%
Professional — Sales
2%
2%
0%
Professional — Nonsales
1%
2%
0%
Para-professional — White collar
2%
2%
0%
Para-professional — Blue collar
0%
0%
0%
MANDATORY PAY INCREASE SCHEMES There is a system called “Hobong system,” which is an automatic annual increase based on years of service. However, most multinational companies and Korean conglomerates in Korea adopt job-value-based systems or mixed systems (job-value and role-level based). Although some local companies still employ the Hobong system, multinational firms, Korean corporations and larger local firms have adopted job-value-based salary increase policies.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
96.0%
96.0%
62.0%
94.0%
81.0%
79.0%
Median target bonus (% of base pay)
22.5%
15.0%
15.0%
12.0%
10.0%
10.0%
Median maximum bonus (% of base pay)
35.1%
25.0%
21.7%
20.0%
17.0%
17.5%
© 2016 Mercer LLC.
354
Global Compensation Planning Report — October Update
SOUTH KOREA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
Professional — Senior
Sales
Professional — Experienced
Sales
Professional — Experienced
Engineering
Professional — Senior
Sales
Professional — Senior
Engineering
Professional — Experienced
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
South Korea Total Remuneration Survey All Industries, July 2016
499
July 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
© 2016 Mercer LLC.
355
Global Compensation Planning Report — October Update
SRI LANKA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 4.8%
Inflation, annual average change
2016: 5.0%
2015: 0.9%
2017: 5.0%
Unemployment
2016: 4.1%
2015: 4.0%
2017: 5.3%
2016: 4.0%
2017: 4.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
9.3%
9.0%
10.0%
9.3%
9.0%
10.0%
Executive
8.0%
9.0%
10.0%
8.0%
9.0%
10.0%
Management — Nonsales
9.0%
8.8%
10.0%
9.0%
8.8%
10.0%
Professional — Sales
8.7%
8.5%
10.0%
8.7%
8.5%
10.0%
Professional — Nonsales
9.0%
8.5%
10.0%
9.0%
8.5%
10.0%
Para-professional — White collar
9.0%
9.0%
9.3%
9.0%
9.0%
9.3%
Para-professional — Blue collar
8.5%
8.5%
10.0%
8.5%
8.5%
10.0%
© 2016 Mercer LLC.
356
Global Compensation Planning Report — October Update
SRI LANKA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
0%
0%
Executive
0%
0%
0%
Management — Nonsales
0%
0%
0%
Professional — Sales
0%
0%
0%
Professional — Nonsales
0%
0%
0%
Para-professional — White collar
0%
0%
0%
Para-professional — Blue collar
0%
0%
0%
MANDATORY PAY INCREASE SCHEMES Sri Lanka does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
80%
83%
58%
80%
63%
38%
Median target bonus (% of base pay)
17%
17%
14%
12%
14%
11%
Median maximum bonus (% of base pay)
25%
21%
17%
16%
17%
15%
© 2016 Mercer LLC.
357
Global Compensation Planning Report — October Update
SRI LANKA
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Finance
Management, Senior management
Finance
Management, Senior management
Sales/Sales and Marketing
Management, Senior management
Sales/Sales and Marketing
Management, Senior management
Engineering
Individual contributors
Manufacturing
Individual contributors
SOURCES SOURCE Sri Lanka Total Remuneration Survey, June 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
66
June 1, 2016
Not applicable
October 2016
358
Global Compensation Planning Report — October Update
TAIWAN
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 0.6%
Inflation, annual average change
2016: 1.0%
2015: -0.3%
2017: 1.7%
Unemployment
2016: 1.1%
2015: 3.8%
2017: 1.1%
2016: 3.9%
2017: 4.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
3.6%
3.5%
3.8%
3.5%
3.5%
3.7%
Executive
3.8%
4.0%
4.0%
3.7%
3.9%
4.0%
Management — Nonsales
4.0%
4.0%
4.0%
3.8%
3.9%
4.0%
Professional — Sales
3.8%
4.0%
4.0%
3.7%
3.9%
4.0%
Professional — Nonsales
3.8%
3.8%
4.0%
3.8%
3.7%
4.0%
Para-professional — White collar
3.6%
3.5%
4.0%
3.5%
3.5%
3.9%
Para-professional — Blue collar
3.5%
3.0%
3.5%
3.3%
3.0%
3.5%
© 2016 Mercer LLC.
359
Global Compensation Planning Report — October Update
TAIWAN
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
3%
2%
1%
Executive
10%
6%
4%
Management — Nonsales
6%
5%
3%
Professional — Sales
6%
4%
3%
Professional — Nonsales
4%
3%
2%
Para-professional — White collar
8%
5%
4%
Para-professional — Blue collar
8%
7%
5%
MANDATORY PAY INCREASE SCHEMES Taiwan does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
69%
92%
45%
89%
64%
28%
Median target bonus (% of base pay)
20%
16%
15%
14%
12%
12%
Median maximum bonus (% of base pay)
34%
27%
25%
20%
19%
16%
© 2016 Mercer LLC.
360
Global Compensation Planning Report — October Update
TAIWAN
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales
Professional
Sales
Professional
Engineering
Professional
Marketing
Professional
Marketing
Professional
Engineering
Professional
SOURCES SOURCE Taiwan Total Renumeration Survey, July 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
399
July 1, 2016
Not applicable
October 2016
361
Global Compensation Planning Report — October Update
THAILAND
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.8%
Inflation, annual average change
2016: 3.2%
2015: -0.9%
2017: 3.3%
Unemployment
2016: 0.3%
2015: 0.9%
2017: 1.6%
2016: 0.8%
2017: 0.7%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.3%
5.2%
5.5%
5.3%
5.1%
5.5%
Executive
5.0%
5.1%
5.5%
5.0%
5.0%
5.1%
Management — Nonsales
5.3%
5.2%
5.5%
5.2%
5.1%
5.5%
Professional — Sales
5.3%
5.1%
5.5%
5.3%
5.0%
5.5%
Professional — Nonsales
5.5%
5.3%
5.6%
5.5%
5.2%
5.5%
Para-professional — White collar
5.5%
5.5%
5.6%
5.3%
5.2%
5.5%
Para-professional — Blue collar
5.3%
5.0%
5.5%
5.3%
5.0%
5.5%
© 2016 Mercer LLC.
362
Global Compensation Planning Report — October Update
THAILAND
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
1%
2%
1%
Executive
5%
4%
2%
Management — Nonsales
2%
2%
1%
Professional — Sales
2%
3%
1%
Professional — Nonsales
1%
2%
1%
Para-professional — White collar
3%
4%
3%
Para-professional — Blue collar
1%
2%
1%
MANDATORY PAY INCREASE SCHEMES Thailand does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
80%
94%
48%
91%
73%
47%
Median target bonus (% of base pay)
23%
18%
17%
16%
16%
17%
Median maximum bonus (% of base pay)
35%
30%
28%
25%
25%
26%
© 2016 Mercer LLC.
363
Global Compensation Planning Report — October Update
THAILAND
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales
Management — Manager, Professional — Experienced
Sales
Management — Manager, Professional — Experienced and Senior
Finance
Professional — Senior, Management — Manager
Engineering
Professional — Experienced
Engineering
Professional — Experienced
Marketing
Professional — Senior
SOURCES SOURCE Thailand Total Remuneration survey, June 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
511
June 1, 2016
Not applicable
October 2016
364
Global Compensation Planning Report — October Update
VIETNAM
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.7%
Inflation, annual average change
2016: 6.1%
2015: 0.6%
2017: 6.2%
Unemployment
2016: 2.0%
2015: 2.4%
2017: 3.7%
2016: 2.4%
2017: 2.4%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
9.2%
9.0%
10.0%
9.0%
9.0%
10.0%
Executive
9.4%
9.2%
10.0%
9.0%
9.0%
10.0%
Management — Nonsales
9.0%
9.0%
10.0%
9.0%
9.0%
10.0%
Professional — Sales
9.2%
9.0%
10.0%
9.0%
9.0%
10.0%
Professional — Nonsales
9.2%
9.0%
10.0%
9.0%
9.0%
10.0%
Para-professional — White collar
9.0%
9.0%
10.0%
9.0%
9.0%
10.0%
Para-professional — Blue collar
10.0%
10.0%
10.0%
10.0%
9.7%
10.0%
© 2016 Mercer LLC.
365
Global Compensation Planning Report — October Update
VIETNAM
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
2%
2%
1%
Executive
3%
4%
1%
Management — Nonsales
3%
4%
1%
Professional — Sales
2%
2%
1%
Professional — Nonsales
2%
3%
1%
Para-professional — White collar
3%
3%
1%
Para-professional — Blue collar
3%
3%
2%
MANDATORY PAY INCREASE SCHEMES Vietnam has a regional minimum wage structure, whereby companies must pay their lowest-level employees at or above the regional minimum wage. Some regions in Vietnam have not adopted a mandatory pay increase policy, but companies are beholden to any salary increase terms contained in collective bargaining agreements.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
54%
92%
51%
93%
69%
24%
Median target bonus (% of base pay)
21%
16%
15%
15%
15%
15%
Median maximum bonus (% of base pay)
36%
28%
30%
23%
20%
25%
© 2016 Mercer LLC.
366
Global Compensation Planning Report — October Update
VIETNAM
Data for 2015
Actual
Data for 2016
Actual/budgeted
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales
Management — Manager, Professional — Experienced
Sales
Management — Manager, Professional — Experienced
Marketing
Management — Manager
Marketing
Management — Manager
SOURCES SOURCE Vietnam Total Remuneration Survey, June 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
554
June 1, 2016
Not applicable
October 2016
367
Global Compensation Planning Report — October Update
CENTRAL AND EASTERN EUROPE
ALBANIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.8%
Inflation, annual average change
2016: 3.4%
2015: 1.9%
2017: 3.7%
Unemployment
2016: 1.1%
2015: 17.1%
2017: 2.2%
2016: 16.9%
2017: 16.6%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
3.0%
2.8%
2.8%
2.7%
2.8%
2.8%
Executive
3.0%
2.9%
2.8%
2.9%
2.8%
2.8%
Management — Nonsales
3.0%
2.8%
2.8%
2.9%
2.8%
2.8%
Professional — Sales
3.0%
2.8%
2.8%
2.7%
2.8%
2.8%
Professional — Nonsales
3.0%
2.8%
2.8%
2.8%
2.8%
2.8%
Para-professional — White collar
3.1%
2.8%
2.8%
2.7%
2.8%
2.8%
Para-professional — Blue collar
3.0%
2.8%
2.8%
2.7%
2.8%
2.8%
© 2016 Mercer LLC.
369
Global Compensation Planning Report — October Update
ALBANIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
36%
8%
13%
Executive
38%
9%
13%
Management — Nonsales
30%
8%
13%
Professional — Sales
36%
8%
13%
Professional — Nonsales
30%
8%
13%
Para-professional — White collar
33%
8%
13%
Para-professional — Blue collar
33%
8%
13%
MANDATORY PAY INCREASE SCHEMES Albania does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
-
-
-
-
-
-
Median target bonus (% of base pay)
-
-
-
-
-
-
Median maximum bonus (% of base pay)
-
-
-
-
-
-
Note: Data are not available.
© 2016 Mercer LLC.
370
Global Compensation Planning Report — October Update
ALBANIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
-
-
-
-
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
11
August 2015
Salary Movement Snapshot, September 2016
12
August 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
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ARMENIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.0%
Inflation, annual average change
2016: 3.2%
2015: 3.7%
2017: 3.4%
Unemployment
2016: -0.5%
2015: 17.7%
2017: 2.5%
2016: 17.9%
2017: 18.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.6%
5.9%
5.5%
5.5%
5.5%
5.0%
Executive
6.0%
5.7%
5.0%
5.8%
5.3%
5.0%
Management — Nonsales
5.6%
6.0%
5.5%
5.5%
5.4%
5.0%
Professional — Sales
5.5%
5.4%
5.5%
5.4%
5.2%
5.0%
Professional — Nonsales
5.6%
5.5%
5.0%
5.5%
5.3%
5.0%
Para-professional — White collar
5.6%
5.4%
5.0%
5.5%
5.2%
5.0%
Para-professional — Blue collar
5.8%
5.6%
5.0%
5.6%
5.2%
5.0%
© 2016 Mercer LLC.
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ARMENIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
13%
12%
7%
Executive
14%
13%
7%
Management — Nonsales
15%
12%
7%
Professional — Sales
13%
12%
7%
Professional — Nonsales
13%
13%
7%
Para-professional — White collar
15%
13%
8%
Para-professional — Blue collar
17%
8%
0%
MANDATORY PAY INCREASE SCHEMES Armenia does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
57%
92%
86%
100%
Median target bonus (% of base pay)
20%
15%
–
10%
9%
9%
–
19%
–
25%
–
–
Median maximum bonus (% of base pay)
IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 30. Short-term incentive data currently reflect information reported in 2015.
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
ARMENIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Marketing
All levels
-
-
Sales
Professional
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Armenia Total Remuneration Survey, July 2015
16
July 1, 2015
Salary Movement Snapshot, September 2015
15
August 1, 2016
Salary Movement Snapshot, September 2016
17
August 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
AZERBAIJAN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.1%
Inflation, annual average change
2016: -2.4%
2015: 4.0%
2017: 1.4%
Unemployment
2016: 10.2%
2015: 6.0%
2017: 8.5%
2016: 6.0%
2017: 6.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.6%
8.0%
8.0%
6.2%
8.0%
8.0%
Executive
7.6%
8.0%
8.0%
6.2%
7.7%
8.0%
Management — Nonsales
7.7%
8.0%
8.0%
6.3%
8.0%
8.0%
Professional — Sales
7.7%
8.0%
8.0%
6.3%
7.9%
7.6%
Professional — Nonsales
7.8%
7.7%
8.0%
6.3%
7.2%
7.6%
Para-professional — White collar
7.8%
8.0%
8.0%
6.9%
7.5%
7.9%
Para-professional — Blue collar
7.8%
8.0%
8.0%
7.4%
7.7%
8.0%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
AZERBAIJAN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
14%
10%
14%
Executive
17%
11%
15%
Management — Nonsales
15%
11%
15%
Professional — Sales
15%
10%
15%
Professional — Nonsales
19%
11%
15%
Para-professional — White collar
17%
11%
15%
Para-professional — Blue collar
17%
10%
12%
MANDATORY PAY INCREASE SCHEMES Azerbaijan does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
88%
96%
64%
83%
67%
75%
Median target bonus (% of base pay)
23%
16%
15%
10%
10%
13%
Median maximum bonus (% of base pay)
34%
30%
33%
18%
20%
–
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
AZERBAIJAN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Marketing
All levels
Sales
Management, Professionals
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
28
August 1, 2015
Salary Movement Snapshot, September 2016
29
August 1, 2016
Azerbaijan Total Remuneration Survey, May 2016
32
May 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
377
Global Compensation Planning Report — October Update
BELARUS
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: -3.9%
Inflation, annual average change
2016: -3.0%
2015: 13.5%
2017: -0.5%
Unemployment
2016: 12.7%
2015: 1.5%
2017: 12.0%
2016: 1.5%
2017: 1.5%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
10.4%
10.5%
11.0%
10.0%
10.2%
10.0%
Executive
11.3%
11.6%
11.3%
11.0%
10.5%
10.3%
Management — Nonsales
10.9%
11.0%
10.7%
10.7%
10.4%
10.0%
Professional — Sales
10.9%
10.5%
10.7%
10.5%
10.4%
10.0%
Professional — Nonsales
11.0%
11.6%
11.5%
10.4%
10.5%
10.3%
Para-professional — White collar
11.0%
11.7%
11.6%
10.8%
11.0%
11.0%
Para-professional — Blue collar
11.0%
11.6%
11.6%
10.8%
10.5%
10.9%
© 2016 Mercer LLC.
378
Global Compensation Planning Report — October Update
BELARUS
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
9%
13%
11%
Executive
8%
11%
9%
Management — Nonsales
7%
11%
11%
Professional — Sales
10%
13%
11%
Professional — Nonsales
13%
13%
11%
Para-professional — White collar
8%
11%
9%
Para-professional — Blue collar
5%
10%
7%
MANDATORY PAY INCREASE SCHEMES Belarus does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
66%
86%
85%
73%
Median target bonus (% of base pay)
18%
15%
19%
10%
15%
40%
Median maximum bonus (% of base pay)
30%
30%
32%
20%
20%
68%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
BELARUS
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales and Marketing
Professional
Sales
Professional
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
32
August 1, 2015
Salary Movement Snapshot, September 2016
43
August 1, 2016
Belarus Total Remuneration Survey, April 2016.
50
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
380
Global Compensation Planning Report — October Update
BOSNIA AND HERZEGOVINA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.2%
Inflation, annual average change
2016: 3.0%
2015: -1.0%
2017: 3.2%
Unemployment
2016: -0.7%
2015: 27.7%
2017: 0.5%
2016: 25.4%
2017: 25.2%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
3.0%
2.0%
2.5%
3.0%
2.0%
2.4%
Executive
3.0%
2.2%
2.4%
3.0%
2.1%
2.4%
Management — Nonsales
3.0%
2.0%
2.5%
3.0%
2.0%
2.4%
Professional — Sales
3.0%
2.0%
2.5%
3.0%
2.0%
2.4%
Professional — Nonsales
3.0%
2.0%
2.5%
3.0%
2.0%
2.4%
Para-professional — White collar
3.0%
2.0%
2.5%
3.0%
2.0%
2.4%
Para-professional — Blue collar
3.0%
2.0%
2.4%
3.0%
2.0%
2.4%
© 2016 Mercer LLC.
381
Global Compensation Planning Report — October Update
BOSNIA AND HERZEGOVINA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
4%
5%
Executive
0%
5%
5%
Management — Nonsales
0%
4%
5%
Professional — Sales
0%
4%
5%
Professional — Nonsales
0%
4%
5%
Para-professional — White collar
0%
4%
5%
Para-professional — Blue collar
0%
5%
5%
MANDATORY PAY INCREASE SCHEMES Bosnia and Herzegovina does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
60%
79%
44%
42%
Median target bonus (% of base pay)
16%
16%
18%
10%
7%
10%
Median maximum bonus (% of base pay)
28%
23%
25%
16%
16%
16%
IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 30. Short-term incentive data currently reflect information reported in 2015.
© 2016 Mercer LLC.
382
Global Compensation Planning Report — October Update
BOSNIA AND HERZEGOVINA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Sales
Professional
Sales
Professional
Sales and Marketing
Professional
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Bosnia and Herzegovina Total Remuneration Survey, June 2015
39
June 1, 2015
Salary Movement Snapshot, September 2015
23
August 1, 2015
Salary Movement Snapshot, September 2016
25
August 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
383
Global Compensation Planning Report — October Update
BULGARIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.0%
Inflation, annual average change
2016: 3.0%
2015: -1.1%
2017: 2.8%
Unemployment
2016: -1.6%
2015: 9.2%
2017: 0.6%
2016: 8.2%
2017: 7.1%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.0%
3.8%
4.0%
4.0%
3.8%
4.0%
Executive
4.0%
3.8%
3.9%
4.0%
3.5%
–
Management — Nonsales
4.0%
3.9%
4.0%
4.0%
3.6%
4.0%
Professional — Sales
4.0%
3.7%
4.0%
4.0%
3.5%
4.0%
Professional — Nonsales
4.0%
3.9%
3.9%
4.0%
3.7%
–
Para-professional — White collar
4.0%
3.8%
4.0%
4.0%
3.7%
4.0%
Para-professional — Blue collar
4.0%
3.9%
3.9%
4.0%
3.9%
–
© 2016 Mercer LLC.
384
Global Compensation Planning Report — October Update
BULGARIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
2%
7%
4%
Executive
4%
11%
7%
Management — Nonsales
2%
11%
5%
Professional — Sales
2%
10%
5%
Professional — Nonsales
2%
8%
6%
Para-professional — White collar
2%
9%
4%
Para-professional — Blue collar
2%
10%
6%
MANDATORY PAY INCREASE SCHEMES There is a mandatory salary increase of 0.6% for each year of service. Some companies have collective bargaining, which mandates an even higher figure.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
99%
98%
87%
96%
86%
90%
Median target bonus (% of base pay)
20%
17%
20%
11%
10%
10%
Median maximum bonus (% of base pay)
30%
25%
25%
20%
17%
15%
© 2016 Mercer LLC.
385
Global Compensation Planning Report — October Update
BULGARIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Manufacturing
All levels
Industry Specific
All levels
Quality
Professional
Manufacturing
All levels
Sales
All levels
Quality
Professional
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
61
August 2015
Salary Movement Snapshot, September 2016
64
August 2016
Bulgaria Total Remuneration Survey, May 2016
226
May 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
386
Global Compensation Planning Report — October Update
CROATIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.6%
Inflation, annual average change
2016: 1.9%
2015: -0.5%
2017: 2.1%
Unemployment
2016: -1.0%
2015: 16.9%
2017: 0.8%
2016: 16.4%
2017: 15.9%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.8%
2.7%
2.7%
2.7%
2.7%
2.7%
Executive
2.9%
2.7%
2.7%
2.8%
2.6%
2.7%
Management — Nonsales
2.8%
2.8%
2.7%
2.8%
2.6%
2.7%
Professional — Sales
2.9%
2.7%
2.7%
2.8%
2.6%
2.7%
Professional — Nonsales
2.8%
2.7%
2.7%
2.7%
2.6%
2.7%
Para-professional — White collar
2.8%
2.7%
2.7%
2.7%
2.6%
2.7%
Para-professional — Blue collar
2.9%
2.6%
2.7%
2.7%
2.5%
2.6%
© 2016 Mercer LLC.
387
Global Compensation Planning Report — October Update
CROATIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
5%
4%
4%
Executive
6%
5%
6%
Management — Nonsales
7%
5%
6%
Professional — Sales
5%
4%
4%
Professional — Nonsales
5%
5%
6%
Para-professional — White collar
8%
5%
6%
Para-professional — Blue collar
7%
6%
7%
MANDATORY PAY INCREASE SCHEMES Croatia does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
95%
100%
72%
84%
64%
58%
Median target bonus (% of base pay)
25%
16%
17%
10%
8%
9%
Median maximum bonus (% of base pay)
48%
26%
30%
15%
14%
18%
© 2016 Mercer LLC.
388
Global Compensation Planning Report — October Update
CROATIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
IT Analysis and Design
Professional
IT Analysis and Design
Professional
Marketing
All levels
Sales
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
58
August 1, 2015
Salary Movement Snapshot, September 2016
59
August 1, 2016
Croatia Total Remuneration Survey, April 2016
77
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
389
Global Compensation Planning Report — October Update
CZECH REPUBLIC
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 4.5%
Inflation, annual average change
2016: 2.5%
2015: 0.3%
2017: 2.7%
Unemployment
2016: 0.6%
2015: 5.0%
2017: 1.9%
2016: 4.1%
2017: 4.1%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.8%
2.7%
2.8%
2.8%
2.7%
2.8%
Executive
2.7%
2.6%
2.8%
2.6%
2.5%
2.8%
Management — Nonsales
2.8%
2.7%
2.8%
2.7%
2.6%
2.8%
Professional — Sales
2.8%
2.7%
2.8%
2.8%
2.6%
2.8%
Professional — Nonsales
2.8%
2.6%
2.8%
2.7%
2.6%
2.8%
Para-professional — White collar
2.8%
2.7%
2.8%
2.8%
2.5%
2.8%
Para-professional — Blue collar
2.7%
2.6%
2.8%
2.5%
2.5%
2.8%
© 2016 Mercer LLC.
390
Global Compensation Planning Report — October Update
CZECH REPUBLIC
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
3%
3%
2%
Executive
4%
5%
4%
Management — Nonsales
3%
4%
3%
Professional — Sales
4%
3%
2%
Professional — Nonsales
3%
3%
2%
Para-professional — White collar
3%
5%
3%
Para-professional — Blue collar
3%
6%
4%
MANDATORY PAY INCREASE SCHEMES The Czech Republic does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
96%
97%
81%
91%
86%
85%
Median target bonus (% of base pay)
20%
15%
20%
11%
10%
15%
Median maximum bonus (% of base pay)
33%
24%
30%
17%
15%
17%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
CZECH REPUBLIC
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Manufacturing
All levels
Manufacturing
All levels
Marketing
Professional
Sales
Professional
Sales
Professional
Supply and Logistics
Para-professional
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
120
August 2015
Salary Movement Snapshot, September 2016
117
August 2016
Czech Republic Total Remuneration Survey, April 2016
220
April 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
© 2016 Mercer LLC.
392
Global Compensation Planning Report — October Update
ESTONIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.1%
Inflation, annual average change
2016: 1.5%
2015: 0.1%
2017: 2.5%
Unemployment
2016: 0.5%
2015: 6.1%
2017: 1.4%
2016: 5.6%
2017: 5.5%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Executive
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Management — Nonsales
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Professional — Sales
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Professional — Nonsales
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Para-professional — White collar
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Para-professional — Blue collar
3.0%
3.0%
3.0%
3.0%
2.9%
3.0%
© 2016 Mercer LLC.
393
Global Compensation Planning Report — October Update
ESTONIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
3%
3%
0%
Executive
3%
6%
3%
Management — Nonsales
3%
3%
3%
Professional — Sales
3%
3%
0%
Professional — Nonsales
3%
6%
0%
Para-professional — White collar
3%
3%
3%
Para-professional — Blue collar
3%
6%
0%
MANDATORY PAY INCREASE SCHEMES Estonia does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
95%
97%
81%
90%
80%
83%
Median target bonus (% of base pay)
17%
15%
14%
10%
10%
16%
Median maximum bonus (% of base pay)
31%
30%
25%
20%
18%
21%
© 2016 Mercer LLC.
394
Global Compensation Planning Report — October Update
ESTONIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
IT Analysis and Design
Professional
Industry Specific
Professional
Manufacturing
Para-professional
Manufacturing
Para-professional
Sales
All levels
Sales
All levels
Sales and Marketing
All levels
Sales and Marketing
All levels
Supply and Logistics
All levels
Supply and Logistics
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
35
August 1, 2015
Salary Movement Snapshot, September 2016
36
August 1, 2016
Estonia Total Remuneration Survey, May 2016
56
May 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
395
Global Compensation Planning Report — October Update
GEORGIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.8%
Inflation, annual average change
2016: 3.4%
2015: 4.0%
2017: 5.2%
Unemployment
2016: 2.6%
2015: 12.3%
2017: 3.6%
2016: 11.8%
2017: 11.7%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
6.5%
6.5%
6.4%
6.5%
6.5%
6.3%
Executive
6.3%
6.5%
6.3%
6.0%
6.5%
6.3%
Management — Nonsales
6.1%
6.5%
6.4%
6.1%
6.5%
6.4%
Professional — Sales
6.4%
6.5%
6.4%
6.4%
6.5%
6.3%
Professional — Nonsales
6.3%
6.5%
6.4%
6.3%
6.5%
6.3%
Para-professional — White collar
6.5%
6.5%
6.4%
6.5%
6.5%
6.3%
Para-professional — Blue collar
6.6%
6.5%
6.3%
6.6%
6.5%
6.3%
© 2016 Mercer LLC.
396
Global Compensation Planning Report — October Update
GEORGIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
3%
4%
Executive
6%
4%
4%
Management — Nonsales
0%
3%
4%
Professional — Sales
0%
3%
4%
Professional — Nonsales
0%
3%
4%
Para-professional — White collar
0%
4%
4%
Para-professional — Blue collar
0%
0%
0%
MANDATORY PAY INCREASE SCHEMES Georgia does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
94%
33%
76%
80%
60%
Median target bonus (% of base pay)
20%
14%
17%
10%
8%
–
Median maximum bonus (% of base pay)
33%
18%
–
18%
20%
–
IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 30. Short-term incentive data currently reflect information reported in 2015.
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
GEORGIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Finance
Professional
Finance
Professional
Manufacturing
Management
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Georgia Total Remuneration Survey, July 2015
23
July 1, 2015
Salary Movement Snapshot, September 2015
19
August 1, 2015
Salary Movement Snapshot, September 2016
31
August 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
398
Global Compensation Planning Report — October Update
HUNGARY
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.9%
Inflation, annual average change
2016: 2.0%
2015: -0.1%
2017: 2.5%
Unemployment 2015: 6.8%
2016: 0.4%
2016: 6.0%
2017: 5.8%
2017: 1.9%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
3.5%
3.3%
3.4%
3.5%
3.3%
3.4%
Executive
3.5%
3.3%
3.4%
3.5%
3.3%
3.3%
Management — Nonsales
3.5%
3.3%
3.3%
3.5%
3.3%
3.3%
Professional — Sales
3.5%
3.3%
3.3%
3.5%
3.3%
3.3%
Professional — Nonsales
3.5%
3.3%
3.3%
3.5%
3.3%
3.3%
Para-professional — White collar
3.5%
3.3%
3.3%
3.5%
3.3%
3.3%
Para-professional — Blue collar
3.5%
3.3%
3.3%
3.5%
3.3%
3.3%
© 2016 Mercer LLC.
399
Global Compensation Planning Report — October Update
HUNGARY
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
4%
0%
0%
Executive
7%
2%
1%
Management — Nonsales
5%
0%
0%
Professional — Sales
5%
0%
0%
Professional — Nonsales
5%
0%
0%
Para-professional — White collar
6%
1%
1%
Para-professional — Blue collar
6%
1%
1%
MANDATORY PAY INCREASE SCHEMES Hungary does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
97%
78%
91%
79%
69%
Median target bonus (% of base pay)
20%
15%
15%
10%
8%
10%
Median maximum bonus (% of base pay)
32%
20%
25%
15%
12%
13%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
HUNGARY
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Finance
All levels
Manufacturing
All levels
Sales
All levels
Sales
All levels
Supply and Logistics
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
107
August 1, 2015
Salary Movement Snapshot, September 2016
108
August 1, 2016
Hungary Total Remuneration Survey, April 2016
161
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
401
Global Compensation Planning Report — October Update
KAZAKHSTAN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.2%
Inflation, annual average change
2016: -0.8%
2015: 6.5%
2017: 1.1%
Unemployment
2016: 13.1%
2015: 5.0%
2017: 9.3%
2016: 5.0%
2017: 5.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
8.2%
8.7%
9.0%
8.0%
8.5%
9.0%
Executive
8.0%
9.0%
9.5%
8.0%
9.0%
8.4%
Management — Nonsales
8.2%
8.9%
10.0%
8.0%
8.6%
9.0%
Professional — Sales
8.2%
9.0%
9.0%
8.0%
8.7%
9.0%
Professional — Nonsales
8.2%
9.0%
9.5%
8.0%
8.6%
9.0%
Para-professional — White collar
8.1%
9.0%
9.8%
8.0%
8.7%
9.0%
Para-professional — Blue collar
8.2%
9.0%
9.0%
8.0%
8.7%
8.0%
© 2016 Mercer LLC.
402
Global Compensation Planning Report — October Update
KAZAKHSTAN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
13%
4%
7%
Executive
14%
7%
24%
Management — Nonsales
12%
4%
15%
Professional — Sales
13%
4%
14%
Professional — Nonsales
13%
6%
16%
Para-professional — White collar
16%
6%
19%
Para-professional — Blue collar
16%
13%
26%
MANDATORY PAY INCREASE SCHEMES Kazakhstan does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
97%
97%
72%
83%
77%
72%
Median target bonus (% of base pay)
20%
15%
20%
10%
10%
10%
Median maximum bonus (% of base pay)
35%
20%
25%
20%
19%
21%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
KAZAKHSTAN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Sales
All levels
Finance
All levels
Sales and Marketing
Professional
Sales
All levels
Sales and Marketing
Management
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
71
August 1, 2015
Salary Movement Snapshot, September 2016
72
August 1, 2016
Kazakhstan Total Remuneration Survey, April 2016
98
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
404
Global Compensation Planning Report — October Update
LATVIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.7%
Inflation, annual average change
2016: 2.5%
2015: 0.2%
2017: 3.4%
Unemployment
2016: 0.2%
2015: 9.9%
2017: 1.7%
2016: 9.4%
2017: 9.2%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.9%
3.0%
3.0%
2.9%
3.0%
3.0%
Executive
2.9%
3.0%
3.0%
2.9%
2.9%
3.0%
Management — Nonsales
2.9%
3.0%
3.0%
2.9%
2.9%
3.0%
Professional — Sales
2.8%
3.0%
3.0%
2.8%
2.9%
3.0%
Professional — Nonsales
2.9%
3.0%
3.0%
2.8%
2.9%
3.0%
Para-professional — White collar
2.8%
3.0%
3.0%
2.8%
3.0%
3.0%
Para-professional — Blue collar
2.8%
2.9%
3.0%
2.8%
2.9%
3.0%
© 2016 Mercer LLC.
405
Global Compensation Planning Report — October Update
LATVIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
2%
0%
0%
Executive
3%
5%
6%
Management — Nonsales
3%
7%
5%
Professional — Sales
3%
3%
3%
Professional — Nonsales
3%
8%
6%
Para-professional — White collar
3%
5%
6%
Para-professional — Blue collar
3%
3%
3%
MANDATORY PAY INCREASE SCHEMES Latvia still does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
93%
97%
78%
91%
85%
87%
Median target bonus (% of base pay)
20%
15%
17%
12%
10%
14%
Median maximum bonus (% of base pay)
25%
20%
24%
20%
16%
23%
© 2016 Mercer LLC.
406
Global Compensation Planning Report — October Update
LATVIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Industry Specific
All levels
Industry Specific
All levels
Information Technology
All levels
Information Technology
All levels
Sales
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
41
August 1, 2015
Salary Movement Snapshot, September 2016
41
August 1, 2016
Latvia Total Remuneration Survey, May 2016
182
May 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
407
Global Compensation Planning Report — October Update
LITHUANIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.6%
Inflation, annual average change
2016: 2.6%
2015: -0.7%
2017: 3.0%
Unemployment
2016: 0.5%
2015: 9.1%
2017: 1.2%
2016: 7.8%
2017: 7.6%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
3.0%
3.0%
3.0%
3.0%
3.0%
3.0%
Executive
3.0%
3.0%
3.0%
3.0%
2.9%
3.0%
Management — Nonsales
3.0%
3.0%
3.0%
3.0%
2.9%
3.0%
Professional — Sales
3.0%
3.0%
3.0%
3.0%
2.9%
3.0%
Professional — Nonsales
3.0%
3.0%
3.0%
3.0%
2.9%
3.0%
Para-professional — White collar
3.0%
2.9%
3.0%
3.0%
2.9%
3.0%
Para-professional — Blue collar
3.0%
2.9%
3.0%
3.0%
2.9%
3.0%
© 2016 Mercer LLC.
408
Global Compensation Planning Report — October Update
LITHUANIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
0%
0%
Executive
2%
5%
5%
Management — Nonsales
2%
5%
3%
Professional — Sales
2%
2%
3%
Professional — Nonsales
2%
2%
3%
Para-professional — White collar
4%
5%
5%
Para-professional — Blue collar
0%
0%
0%
MANDATORY PAY INCREASE SCHEMES Lithuania does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
94%
99%
78%
93%
78%
77%
Median target bonus (% of base pay)
20%
15%
15%
10%
10%
10%
Median maximum bonus (% of base pay)
30%
25%
28%
20%
18%
15%
© 2016 Mercer LLC.
409
Global Compensation Planning Report — October Update
LITHUANIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Industry Specific
Professional, Para-professional
Industry Specific
Professional
Sales
All levels
Manufacturing
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
47
August 1, 2015
Salary Movement Snapshot, September 2016
42
August 1, 2016
Lithuania Total Remuneration Survey, May 2016
102
May 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
410
Global Compensation Planning Report — October Update
MACEDONIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.7%
Inflation, annual average change
2016: 2.2%
2015: -0.2%
2017: 3.5%
Unemployment
2016: 0.1%
2015: 26.1%
2017: 0.8%
2016: 25.4%
2017: 24.8%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
3.0%
2.4%
2.7%
2.8%
2.2%
2.6%
Executive
3.3%
2.2%
2.7%
2.7%
2.1%
2.6%
Management — Nonsales
3.0%
2.4%
2.7%
2.8%
2.2%
2.6%
Professional — Sales
3.0%
2.4%
2.7%
2.8%
2.2%
2.6%
Professional — Nonsales
3.0%
2.4%
2.7%
2.8%
2.2%
2.6%
Para-professional — White collar
2.9%
2.4%
2.7%
2.8%
2.2%
2.6%
Para-professional — Blue collar
2.8%
2.4%
2.7%
2.4%
2.2%
2.6%
© 2016 Mercer LLC.
411
Global Compensation Planning Report — October Update
MACEDONIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
15%
11%
13%
Executive
18%
13%
13%
Management — Nonsales
15%
11%
13%
Professional — Sales
15%
11%
13%
Professional — Nonsales
15%
11%
13%
Para-professional — White collar
17%
11%
13%
Para-professional — Blue collar
17%
11%
13%
MANDATORY PAY INCREASE SCHEMES Macedonia does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
79%
75%
75%
63%
Median target bonus (% of base pay)
18%
15%
14%
11%
8%
–
Median maximum bonus (% of base pay)
29%
20%
15%
12%
12%
–
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
MACEDONIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Industry Specific
All levels
Manufacturing
All levels
Sales
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
13
August 1, 2015
Salary Movement Snapshot, September 2016
10
August 1, 2016
Macedonia Total Remuneration Survey, June 2016
25
June 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
MOLDOVA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: -0.5%
Inflation, annual average change
2016: 0.2%
2015: 9.6%
2017: 3.0%
Unemployment
2016: 6.8%
2015: 4.9%
2017: 4.4%
2016: 4.7%
2017: 4.5%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
6.0%
6.3%
7.0%
6.0%
6.1%
7.0%
Executive
6.0%
6.3%
7.0%
6.0%
6.1%
7.0%
Management — Nonsales
6.0%
6.3%
7.0%
6.0%
6.1%
7.0%
Professional — Sales
6.0%
6.3%
7.0%
6.0%
6.1%
7.0%
Professional — Nonsales
6.0%
6.3%
7.0%
6.0%
6.1%
7.0%
Para-professional — White collar
6.0%
6.3%
7.0%
6.0%
6.1%
7.0%
Para-professional — Blue collar
6.0%
6.3%
7.0%
6.0%
6.2%
7.0%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
MOLDOVA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
18%
10%
Executive
10%
18%
10%
Management — Nonsales
0%
18%
10%
Professional — Sales
0%
18%
10%
Professional — Nonsales
0%
18%
10%
Para-professional — White collar
0%
18%
10%
Para-professional — Blue collar
0%
10%
0%
MANDATORY PAY INCREASE SCHEMES Moldova does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
93%
67%
92%
100%
100%
Median target bonus (% of base pay)
–
18%
–
10%
10%
–
Median maximum bonus (% of base pay)
–
35%
28%
20%
–
–
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
MOLDOVA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
-
-
-
-
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
14
August 1, 2015
Salary Movement Snapshot, September 2016
11
August 1, 2016
Moldova Total Remuneration Survey, April 2016
15
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
MONTENEGRO
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.3%
Inflation, annual average change
2016: 5.1%
2015: 1.6%
2017: 3.6%
Unemployment
2016: 0.5%
2015: 18.2%
2017: 1.3%
2016: 17.7%
2017: 17.5%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.7%
3.0%
2.8%
2.3%
3.0%
2.4%
Executive
3.0%
3.7%
2.8%
2.7%
3.7%
2.4%
Management — Nonsales
3.0%
3.0%
2.8%
3.0%
3.0%
2.4%
Professional — Sales
3.0%
3.0%
2.8%
2.3%
3.0%
2.4%
Professional — Nonsales
3.0%
3.0%
2.8%
2.7%
3.0%
2.4%
Para-professional — White collar
2.7%
3.4%
2.8%
2.2%
3.0%
2.4%
Para-professional — Blue collar
2.2%
3.4%
2.8%
1.7%
3.0%
2.4%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
MONTENEGRO
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
11%
0%
38%
Executive
13%
0%
38%
Management — Nonsales
11%
0%
38%
Professional — Sales
22%
0%
38%
Professional — Nonsales
25%
0%
38%
Para-professional — White collar
25%
11%
38%
Para-professional — Blue collar
25%
11%
38%
MANDATORY PAY INCREASE SCHEMES Montenegro does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
43%
78%
71%
71%
Median target bonus (% of base pay)
28%
18%
–
15%
10%
10%
Median maximum bonus (% of base pay)
38%
18%
–
18%
13%
13%
IMPORTANT: Availability of data for some markets was limited at the time of release; this market contains data collected in 2015.
© 2016 Mercer LLC.
418
Global Compensation Planning Report — October Update
MONTENEGRO
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Finance
Professional
-
-
Sales
All levels
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Montenegro Total Remuneration Survey, May 2015
11
May 1, 2015
Salary Movement Snapshot, September 2015
9
August 1, 2015
Salary Movement Snapshot, June 2016
9
May 1, 2016
Salary Movement Snapshot, September 2016
7
August 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
419
Global Compensation Planning Report — October Update
POLAND
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.7%
Inflation, annual average change
2016: 3.1%
2015: -0.9%
2017: 3.4%
Unemployment
2016: -0.6%
2015: 7.5%
2017: 1.1%
2016: 6.3%
2017: 6.2%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
3.4%
3.0%
3.1%
3.3%
3.0%
3.0%
Executive
3.3%
3.0%
3.0%
3.2%
3.0%
3.0%
Management — Nonsales
3.4%
3.0%
3.0%
3.3%
3.0%
3.0%
Professional — Sales
3.3%
3.0%
3.0%
3.2%
3.0%
3.0%
Professional — Nonsales
3.3%
3.0%
3.0%
3.2%
3.0%
3.0%
Para-professional — White collar
3.3%
3.0%
3.0%
3.2%
3.0%
3.0%
Para-professional — Blue collar
3.3%
3.0%
3.0%
3.2%
3.0%
3.0%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
POLAND
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
7%
4%
2%
Executive
10%
7%
3%
Management — Nonsales
6%
5%
2%
Professional — Sales
7%
5%
2%
Professional — Nonsales
6%
5%
2%
Para-professional — White collar
7%
5%
2%
Para-professional — Blue collar
8%
6%
3%
MANDATORY PAY INCREASE SCHEMES Poland does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
97%
97%
78%
89%
85%
81%
Median target bonus (% of base pay)
20%
15%
20%
10%
10%
10%
Median maximum bonus (% of base pay)
30%
20%
30%
15%
15%
15%
© 2016 Mercer LLC.
421
Global Compensation Planning Report — October Update
POLAND
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Manufacturing
Para-professional
Finance
Professional
Sales
All levels
Manufacturing
Para-professional
IT Analysis and Design
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
149
August 1, 2015
Salary Movement Snapshot, September 2016
141
August 1, 2016
Poland Total Remuneration Survey, April 2016
410
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
422
Global Compensation Planning Report — October Update
ROMANIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.8%
Inflation, annual average change
2016: 5.0%
2015: -0.6%
2017: 3.8%
Unemployment
2016: -1.5%
2015: 6.8%
2017: 1.7%
2016: 6.4%
2017: 6.2%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
4.5%
4.2%
4.5%
4.3%
4.0%
4.5%
Executive
4.3%
4.2%
4.5%
4.0%
4.0%
4.5%
Management — Nonsales
4.4%
4.4%
4.5%
4.1%
4.0%
4.5%
Professional — Sales
4.5%
4.4%
4.5%
4.3%
4.2%
4.5%
Professional — Nonsales
4.5%
4.3%
4.5%
4.3%
4.1%
4.5%
Para-professional — White collar
4.4%
4.3%
4.5%
4.3%
4.0%
4.5%
Para-professional — Blue collar
4.3%
4.1%
4.5%
4.0%
4.0%
4.5%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
ROMANIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
7%
4%
3%
Executive
8%
6%
4%
Management — Nonsales
7%
6%
3%
Professional — Sales
7%
5%
3%
Professional — Nonsales
7%
4%
3%
Para-professional — White collar
8%
6%
4%
Para-professional — Blue collar
7%
8%
6%
MANDATORY PAY INCREASE SCHEMES The Polish government determines a minimum monthly salary for each year. The minimum monthly salary was RON900 in July 2014 and RON1,050 in July 2015. As of May 1, 2016, the minimum salary is RON1,250. The minimum wage does not include fixed incomes, such as holiday allowance, Christmas/Easter allowance, or other specific allowances for public sector employees. The private sector is not directly affected by the situation in the public sector; private companies make their own decisions in particular cases according to internal requirements and the general economic environment.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
96%
98%
73%
89%
82%
66%
Median target bonus (% of base pay)
21%
15%
15%
10%
10%
10%
Median maximum bonus (% of base pay)
30%
24%
25%
15%
12%
10%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
ROMANIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Sales
All levels
Finance
All levels
Manufacturing
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
95
August 1, 2015
Salary Movement Snapshot, September 2016
86
August 1, 2016
Romania Total Remuneration Survey, April 2016
190
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
425
Global Compensation Planning Report — October Update
RUSSIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: -3.7%
Inflation, annual average change
2016: -0.8%
2015: 15.5%
2017: 1.1%
Unemployment
2016: 7.2%
2015: 5.6%
2017: 5.0%
2016: 5.8%
2017: 5.9%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.8%
8.0%
8.0%
7.5%
8.0%
8.0%
Executive
7.7%
8.0%
8.0%
7.3%
8.0%
8.0%
Management — Nonsales
7.7%
8.0%
8.0%
7.5%
8.0%
8.0%
Professional — Sales
7.7%
8.0%
8.0%
7.4%
8.0%
8.0%
Professional — Nonsales
7.7%
8.0%
8.0%
7.4%
8.0%
8.0%
Para-professional — White collar
7.7%
8.0%
8.0%
7.4%
8.0%
8.0%
Para-professional — Blue collar
7.9%
8.0%
8.0%
7.5%
8.0%
8.0%
© 2016 Mercer LLC.
426
Global Compensation Planning Report — October Update
RUSSIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
12%
4%
3%
Executive
15%
6%
3%
Management — Nonsales
12%
5%
3%
Professional — Sales
13%
5%
3%
Professional — Nonsales
12%
5%
3%
Para-professional — White collar
13%
6%
3%
Para-professional — Blue collar
13%
8%
4%
MANDATORY PAY INCREASE SCHEMES Salary increases in Russia are in accordance with the Article 134 of the Labour Code of the Russian Federation (“Providing the increase of the real content of wages level”). Any increase in the real content of a wage level must account for pay indexation due to the increase of consumer prices for goods and services. State authorities, local governments and state and municipal institutions shall index wages according to the labour legislation and other legal acts containing labour law norms. In other organisations, indexation is according to the collective agreement, contracts, or the local acts of the company.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
97%
96%
82%
89%
82%
83%
Median target bonus (% of base pay)
20%
15%
17%
10%
10%
13%
Median maximum bonus (% of base pay)
36%
25%
25%
17%
15%
18%
© 2016 Mercer LLC.
427
Global Compensation Planning Report — October Update
RUSSIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Finance
Professional
Finance
Professional
Industry Specific
All levels
Sales
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
161
August 1, 2015
Salary Movement Snapshot, September 2016
171
August 1, 2016
Russia Total Remuneration Survey, April 2016
291
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
428
Global Compensation Planning Report — October Update
SERBIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 0.7%
Inflation, annual average change
2016: 2.5%
2015: 1.4%
2017: 2.8%
Unemployment
2016: 1.3%
2015: 18.5%
2017: 3.2%
2016: 18.6%
2017: 18.7%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.4%
4.5%
4.5%
5.0%
4.5%
4.5%
Executive
5.5%
4.7%
4.8%
5.0%
4.5%
4.6%
Management — Nonsales
5.4%
4.5%
4.6%
5.0%
4.5%
4.5%
Professional — Sales
5.5%
4.5%
4.5%
5.1%
4.5%
4.5%
Professional — Nonsales
5.4%
4.6%
4.6%
5.0%
4.5%
4.5%
Para-professional — White collar
5.5%
4.5%
4.6%
5.0%
4.5%
4.5%
Para-professional — Blue collar
5.2%
4.5%
4.5%
5.0%
4.4%
4.4%
© 2016 Mercer LLC.
429
Global Compensation Planning Report — October Update
SERBIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
12%
6%
7%
Executive
13%
8%
9%
Management — Nonsales
12%
6%
7%
Professional — Sales
14%
6%
7%
Professional — Nonsales
14%
8%
9%
Para-professional — White collar
14%
8%
9%
Para-professional — Blue collar
15%
9%
9%
MANDATORY PAY INCREASE SCHEMES Serbia does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
97%
98%
68%
82%
66%
65%
Median target bonus (% of base pay)
20%
15%
19%
10%
10%
10%
Median maximum bonus (% of base pay)
33%
23%
25%
13%
15%
17%
© 2016 Mercer LLC.
430
Global Compensation Planning Report — October Update
SERBIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Manufacturing
All levels
Information Technology
All levels
Sales
All levels
Manufacturing
All levels
Marketing
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
161
August 2015
Salary Movement Snapshot, September 2016
69
August 2016
Serbia Total Remuneration Survey, April 2016
110
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
431
Global Compensation Planning Report — October Update
SLOVAKIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.6%
Inflation, annual average change
2016: 3.4%
2015: -0.3%
2017: 3.3%
Unemployment
2016: -0.2%
2015: 11.5%
2017: 1.1%
2016: 9.9%
2017: 8.8%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
3.0%
2.7%
2.8%
3.0%
2.7%
2.8%
Executive
3.0%
2.7%
2.8%
3.0%
2.7%
2.7%
Management — Nonsales
3.0%
2.7%
2.8%
2.9%
2.6%
2.8%
Professional — Sales
3.0%
2.7%
2.8%
3.0%
2.7%
2.8%
Professional — Nonsales
3.0%
2.7%
2.8%
3.0%
2.7%
2.7%
Para-professional — White collar
3.0%
2.7%
2.8%
3.0%
2.7%
2.7%
Para-professional — Blue collar
3.0%
2.7%
2.8%
2.9%
2.6%
2.7%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
SLOVAKIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
1%
4%
3%
Executive
1%
7%
6%
Management — Nonsales
3%
6%
4%
Professional — Sales
3%
4%
3%
Professional — Nonsales
3%
7%
6%
Para-professional — White collar
1%
8%
6%
Para-professional — Blue collar
3%
8%
7%
MANDATORY PAY INCREASE SCHEMES Slovakia does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
98%
100%
71%
94%
88%
86%
Median target bonus (% of base pay)
20%
16%
20%
12%
10%
12%
Median maximum bonus (% of base pay)
30%
26%
25%
17%
15%
16%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
SLOVAKIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Manufacturing
Para-professional
Manufacturing
Para-professional
Sales
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
77
August 1, 2015
Salary Movement Snapshot, September 2016
75
August 1, 2016
Slovakia Total Remuneration Survey, April 2016
105
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
SLOVENIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.3%
Inflation, annual average change
2016: 2.3%
2015: -0.5%
2017: 1.8%
Unemployment
2016: -0.3%
2015: 9.0%
2017: 1.0%
2016: 8.2%
2017: 7.9%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
Executive
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
Management — Nonsales
2.5%
2.6%
2.6%
2.5%
2.5%
2.6%
Professional — Sales
2.5%
2.5%
2.6%
2.5%
2.5%
2.6%
Professional — Nonsales
2.5%
2.5%
2.6%
2.5%
2.5%
2.6%
Para-professional — White collar
2.5%
2.5%
2.6%
2.5%
2.5%
2.6%
Para-professional — Blue collar
2.6%
2.5%
2.5%
2.6%
2.5%
2.5%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
SLOVENIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
2%
0%
Executive
0%
2%
3%
Management — Nonsales
0%
2%
0%
Professional — Sales
0%
2%
0%
Professional — Nonsales
0%
2%
0%
Para-professional — White collar
0%
2%
0%
Para-professional — Blue collar
0%
2%
0%
MANDATORY PAY INCREASE SCHEMES Slovenia does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
98%
74%
91%
85%
78%
Median target bonus (% of base pay)
23%
15%
16%
10%
10%
10%
Median maximum bonus (% of base pay)
40%
25%
25%
16%
15%
16%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
SLOVENIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Sales
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
43
August 2015
Salary Movement Snapshot, September 2016
45
August 2016
Slovenia Total Remuneration Survey, April 2016
60
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
TURKEY
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 4.0%
Inflation, annual average change
2016: 3.3%
2015: 7.7%
2017: 3.0%
Unemployment
2016: 8.4%
2015: 10.3%
2017: 8.2%
2016: 10.2%
2017: 10.2%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
7.7%
8.0%
8.0%
7.6%
8.0%
8.0%
Executive
7.8%
8.0%
8.0%
7.8%
8.0%
8.0%
Management — Nonsales
7.8%
8.0%
8.0%
7.8%
8.0%
8.0%
Professional — Sales
7.8%
8.0%
8.0%
7.7%
8.0%
8.0%
Professional — Nonsales
7.8%
8.0%
8.0%
7.8%
8.0%
8.0%
Para-professional — White collar
7.8%
8.0%
8.0%
7.7%
8.0%
8.0%
Para-professional — Blue collar
7.8%
8.0%
8.0%
7.8%
8.0%
8.0%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
TURKEY
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
4%
4%
3%
Executive
5%
5%
4%
Management — Nonsales
3%
4%
4%
Professional — Sales
3%
4%
3%
Professional — Nonsales
4%
4%
3%
Para-professional — White collar
3%
4%
3%
Para-professional — Blue collar
4%
5%
4%
MANDATORY PAY INCREASE SCHEMES Turkey does not have a mandatory pay increase policy. There could be mandatory pay increases for unionised employees due to collective agreement requirements.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
99%
99%
74%
86%
76%
56%
Median target bonus (% of base pay)
23%
15%
15%
10%
8%
8%
Median maximum bonus (% of base pay)
35%
24%
25%
16%
15%
12%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
TURKEY
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Industry Specific
All levels
Finance
All levels
Sales
All levels
Industry Specific
All levels
Sales
All levels
Supply and Logistics
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
124
August 2015
Salary Movement Snapshot, September 2016
120
August 2016
Turkey Total Remuneration Survey, May 2016
251
May 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
440
Global Compensation Planning Report — October Update
UKRAINE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: -9.9%
Inflation, annual average change
2016: 1.5%
2015: 48.7%
2017: 2.5%
Unemployment
2016: 15.1%
2015: 9.1%
2017: 11.0%
2016: 9.0%
2017: 8.7%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
9.0%
10.0%
10.0%
8.6%
10.0%
10.0%
Executive
9.0%
10.0%
10.0%
9.0%
10.0%
10.0%
Management — Nonsales
9.0%
10.0%
10.0%
9.0%
10.0%
10.0%
Professional — Sales
9.0%
10.9%
10.0%
8.7%
10.7%
10.0%
Professional — Nonsales
9.0%
10.0%
10.0%
8.7%
10.0%
10.0%
Para-professional — White collar
9.0%
10.0%
10.0%
8.6%
10.0%
10.0%
Para-professional — Blue collar
9.0%
10.0%
10.0%
8.6%
10.0%
10.0%
© 2016 Mercer LLC.
441
Global Compensation Planning Report — October Update
UKRAINE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
10%
2%
1%
Executive
7%
4%
3%
Management — Nonsales
8%
1%
2%
Professional — Sales
9%
2%
2%
Professional — Nonsales
9%
2%
2%
Para-professional — White collar
8%
2%
1%
Para-professional — Blue collar
8%
3%
2%
MANDATORY PAY INCREASE SCHEMES Ukraine does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
99%
100%
80%
93%
81%
73%
Median target bonus (% of base pay)
20%
15%
18%
12%
10%
13%
Median maximum bonus (% of base pay)
38%
25%
30%
18%
15%
21%
© 2016 Mercer LLC.
442
Global Compensation Planning Report — October Update
UKRAINE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Information Technology
All levels
Industry Specific
All levels
Marketing
All levels
Marketing
All levels
Sales
All levels
Sales
All levels
Sales and Marketing
All levels
Sales and Marketing
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
88
August 1, 2015
Salary Movement Snapshot, September 2016
97
August 1, 2016
Ukraine Total Remuneration Survey, April 2016
133
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
443
Global Compensation Planning Report — October Update
UZBEKISTAN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 8.0%
Inflation, annual average change
2016: 6.0%
2015: 8.5%
2017: 6.0%
Unemployment
2016: 8.4%
2015: 10.1%
2017: 9.6%
2016: 10.1%
2017: 10.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
11.1%
10.7%
11.4%
9.5%
9.2%
11.3%
Executive
8.1%
15.0%
12.0%
5.5%
15.0%
11.0%
Management — Nonsales
10.0%
9.0%
10.0%
7.5%
9.0%
10.0%
Professional — Sales
10.0%
9.0%
10.0%
10.0%
9.0%
10.0%
Professional — Nonsales
13.0%
9.0%
9.0%
11.5%
9.0%
9.0%
Para-professional — White collar
10.0%
9.5%
12.5%
10.0%
9.0%
12.5%
Para-professional — Blue collar
15.5%
12.5%
15.0%
12.5%
10.0%
15.0%
© 2016 Mercer LLC.
444
Global Compensation Planning Report — October Update
UZBEKISTAN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
6%
9%
4%
Executive
17%
11%
13%
Management — Nonsales
8%
0%
0%
Professional — Sales
9%
14%
8%
Professional — Nonsales
0%
8%
0%
Para-professional — White collar
0%
9%
0%
Para-professional — Blue collar
0%
11%
0%
MANDATORY PAY INCREASE SCHEMES There is no legislation for mandatory salary increases in Uzbekistan, and any salary increases are at the discretion of individual companies.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
93%
100%
68%
95%
90%
77%
Median target bonus (% of base pay)
20%
16%
15%
10%
10%
10%
Median maximum bonus (% of base pay)
36%
32%
30%
25%
20%
20%
© 2016 Mercer LLC.
445
Global Compensation Planning Report — October Update
UZBEKISTAN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Marketing
All levels
Marketing
All levels
Quality
All levels
Quality
All levels
Sales
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
32
July 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
UZ Total Remuneration Survey, July 2016
© 2016 Mercer LLC.
446
Global Compensation Planning Report — October Update
MIDDLE EAST
BAHRAIN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.9%
Inflation, annual average change
2016: 2.1%
2015: 1.8%
2017: 1.8%
Unemployment
2016: 3.6%
2015: 1.2%
2017: 3.0%
2016: 1.3%
2017: 1.3%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Executive
5.0%
5.0%
5.0%
4.8%
5.0%
5.0%
Management — Nonsales
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Professional — Sales
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Professional — Nonsales
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Para-professional — White collar
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Para-professional — Blue collar
5.0%
5.0%
5.0%
4.9%
5.0%
5.0%
© 2016 Mercer LLC.
448
Global Compensation Planning Report — October Update
BAHRAIN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
7%
3%
3%
Executive
10%
6%
5%
Management — Nonsales
10%
3%
3%
Professional — Sales
10%
3%
3%
Professional — Nonsales
10%
3%
3%
Para-professional — White collar
10%
5%
5%
Para-professional — Blue collar
7%
3%
3%
MANDATORY PAY INCREASE SCHEMES Bahrain does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
65%
89%
84%
62%
Median target bonus (% of base pay)
25%
18%
17%
15%
13%
15%
Median maximum bonus (% of base pay)
33%
30%
35%
21%
16%
25%
© 2016 Mercer LLC.
449
Global Compensation Planning Report — October Update
BAHRAIN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Project Engineering
All levels
Sales
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
31
August 1, 2015
Salary Movement Snapshot, September 2016
38
August 1, 2016
Bahrain Total Remuneration Survey, May 2016
-
May 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
450
Global Compensation Planning Report — October Update
IRAN
Data for 2015
–
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 0.4%
Inflation, annual average change
2016: 4.5%
2015: 11.9%
2017: 4.1%
Unemployment
2016: 7.4%
2015: 10.8%
2017: 7.2%
2016: 11.3%
2017: 11.2%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
–
20.1%
20.2%
–
20.0%
20.1%
Executive
–
20.1%
20.2%
–
20.0%
20.1%
Management — Nonsales
–
20.1%
20.2%
–
20.0%
20.1%
Professional — Sales
–
20.1%
20.2%
–
20.0%
20.1%
Professional — Nonsales
–
20.1%
20.2%
–
20.0%
20.1%
Para-professional — White collar
–
20.1%
20.2%
–
20.0%
20.1%
Para-professional — Blue collar
–
21.6%
24.0%
–
20.2%
22.1%
Note: 2015 data are not available.
© 2016 Mercer LLC.
451
Global Compensation Planning Report — October Update
IRAN
Data for 2015
–
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
-
7%
7%
Executive
-
7%
7%
Management — Nonsales
-
7%
7%
Professional — Sales
-
7%
7%
Professional — Nonsales
-
7%
7%
Para-professional — White collar
-
7%
7%
Para-professional — Blue collar
-
8%
8%
MANDATORY PAY INCREASE SCHEMES Iran has a mandatory pay increase of 14% in 2016.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
95%
96%
82%
89%
82%
73%
Median target bonus (% of base pay)
20%
20%
16%
15%
13%
10%
Median maximum bonus (% of base pay)
30%
25%
25%
21%
16%
10%
IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 29. Short-term incentive data currently reflect information reported in 2015.
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
IRAN
Data for 2015
–
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Finance
Management
Sales
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2016
15
August 1, 2016
Iran Total Remuneration Survey, May 2016
35
May 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
453
Global Compensation Planning Report — October Update
IRAQ
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: -2.4%
Inflation, annual average change
2016: 10.3%
2015: 1.4%
2017: 0.5%
Unemployment
2016: 2.0%
2015: 16.9%
2017: 2.0%
2016: 17.6%
2017: 17.7%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.3%
5.8%
6.0%
4.8%
5.8%
6.0%
Executive
5.3%
5.8%
5.9%
4.8%
5.8%
5.9%
Management — Nonsales
5.7%
5.8%
5.9%
5.0%
5.8%
5.9%
Professional — Sales
5.7%
5.8%
5.9%
5.0%
5.8%
5.9%
Professional — Nonsales
5.7%
5.8%
5.9%
5.0%
5.8%
5.9%
Para-professional — White collar
5.7%
5.8%
5.9%
5.0%
5.8%
5.9%
Para-professional — Blue collar
5.3%
5.8%
5.9%
4.8%
5.8%
5.9%
© 2016 Mercer LLC.
454
Global Compensation Planning Report — October Update
IRAQ
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
14%
0%
0%
Executive
14%
0%
0%
Management — Nonsales
13%
0%
0%
Professional — Sales
13%
0%
0%
Professional — Nonsales
13%
0%
0%
Para-professional — White collar
13%
0%
0%
Para-professional — Blue collar
14%
0%
0%
MANDATORY PAY INCREASE SCHEMES Iraq does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
64%
73%
69%
56%
Median target bonus (% of base pay)
30%
18%
15%
15%
13%
–
Median maximum bonus (% of base pay)
60%
36%
28%
30%
23%
–
IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 30. Short-term incentive data currently reflect information reported in 2015.
© 2016 Mercer LLC.
455
Global Compensation Planning Report — October Update
IRAQ
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Finance
All levels
Finance
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Iraq Total Remuneration Survey, June 2015
25
July 1, 2015
Salary Movement Snapshot, September 2015
15
August 1, 2015
Salary Movement Snapshot, September 2016
19
August 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
456
Global Compensation Planning Report — October Update
ISRAEL
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.5%
Inflation, annual average change
2016: 2.8%
2015: -0.6%
2017: 3.0%
Unemployment
2016: -0.6%
2015: 5.2%
2017: 0.8%
2016: 5.2%
2017: 5.2%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
3.2%
3.0%
3.1%
3.2%
3.0%
3.1%
Executive
3.1%
3.0%
3.1%
3.1%
3.0%
3.1%
Management — Nonsales
3.1%
3.0%
3.1%
3.1%
3.0%
3.1%
Professional — Sales
3.1%
3.0%
3.1%
3.1%
3.0%
3.1%
Professional — Nonsales
3.1%
3.0%
3.1%
3.1%
3.0%
3.1%
Para-professional — White collar
3.1%
3.0%
3.1%
3.1%
3.0%
3.1%
Para-professional — Blue collar
3.2%
3.0%
3.1%
3.1%
3.0%
3.1%
© 2016 Mercer LLC.
457
Global Compensation Planning Report — October Update
ISRAEL
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
4%
4%
2%
Executive
6%
4%
2%
Management — Nonsales
4%
3%
2%
Professional — Sales
4%
4%
2%
Professional — Nonsales
4%
3%
2%
Para-professional — White collar
4%
3%
2%
Para-professional — Blue collar
4%
4%
2%
MANDATORY PAY INCREASE SCHEMES Israel does not have a mandatory pay increase policy. Labour unions and employers have agreed to a series of incremental increases to the minimum wage. This would result in a minimum wage for full employment of ILR5,300 per month on December 1, 2017.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
97%
76%
94%
90%
82%
Median target bonus (% of base pay)
25%
15%
25%
12%
8%
8%
Median maximum bonus (% of base pay)
60%
30%
38%
19%
13%
13%
IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 11. Short-term incentive data currently reflect information reported in 2015.
© 2016 Mercer LLC.
458
Global Compensation Planning Report — October Update
ISRAEL
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
-
-
-
-
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Israel Total Remuneration Survey, June 2015
51
June 1, 2015
Salary Movement Snapshot, September 2015
57
August 1, 2015
Salary Movement Snapshot, September 2016
58
August 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
459
Global Compensation Planning Report — October Update
JORDAN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.4%
Inflation, annual average change
2016: 2.8%
2015: -0.9%
2017: 3.3%
Unemployment
2016: -0.5%
2015: 12.8%
2017: 2.3%
2016: 13.2%
2017: 13.4%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.7%
5.0%
5.3%
5.7%
5.0%
5.3%
Executive
5.7%
5.0%
5.3%
5.7%
5.0%
5.3%
Management — Nonsales
5.7%
5.0%
5.3%
5.7%
5.0%
5.3%
Professional — Sales
5.7%
5.0%
5.3%
5.7%
5.0%
5.3%
Professional — Nonsales
5.7%
5.0%
5.3%
5.7%
5.0%
5.3%
Para-professional — White collar
5.7%
5.0%
5.3%
5.7%
5.0%
5.3%
Para-professional — Blue collar
5.7%
5.0%
5.3%
5.7%
5.0%
5.3%
© 2016 Mercer LLC.
460
Global Compensation Planning Report — October Update
JORDAN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
0%
0%
0%
Executive
0%
0%
0%
Management — Nonsales
0%
0%
0%
Professional — Sales
0%
0%
0%
Professional — Nonsales
0%
0%
0%
Para-professional — White collar
0%
0%
0%
Para-professional — Blue collar
0%
0%
0%
MANDATORY PAY INCREASE SCHEMES Jordan does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
72%
83%
79%
55%
Median target bonus (% of base pay)
20%
15%
12%
13%
10%
10%
Median maximum bonus (% of base pay)
38%
26%
15%
18%
16%
10%
© 2016 Mercer LLC.
461
Global Compensation Planning Report — October Update
JORDAN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Finance
All levels
Administration
All levels
Industry Specific
All levels
Finance
All levels
Sales
All levels
Industry Specific
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
30
August 1, 2015
Salary Movement Snapshot, September 2016.
33
August 1, 2016
Jordan Total Remuneration Survey, May 2016
-
May 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
462
Global Compensation Planning Report — October Update
KUWAIT
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.1%
Inflation, annual average change
2016: 2.5%
2015: 3.2%
2017: 2.6%
Unemployment
2016: 3.4%
2015: 2.1%
2017: 3.8%
2016: 2.1%
2017: 2.1%
BASE PAY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Executive
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Management — Nonsales
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Professional — Sales
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Professional — Nonsales
5.0%
5.0%
5.0%
5.0%
5.0%
4.9%
Para-professional — White collar
5.0%
5.0%
5.0%
5.0%
5.0%
4.9%
Para-professional — Blue collar
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
© 2016 Mercer LLC.
463
Global Compensation Planning Report — October Update
KUWAIT
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
12%
6%
4%
Executive
12%
7%
7%
Management — Nonsales
12%
6%
4%
Professional — Sales
12%
6%
3%
Professional — Nonsales
12%
6%
7%
Para-professional — White collar
12%
6%
7%
Para-professional — Blue collar
12%
7%
7%
MANDATORY PAY INCREASE SCHEMES Kuwait does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
67%
97%
86%
69%
Median target bonus (% of base pay)
22%
17%
10%
15%
13%
10%
Median maximum bonus (% of base pay)
36%
27%
35%
3%
16%
15%
IMPORTANT: Availability of data for some markets was limited at the time of release; this market contains data collected in 2015.
© 2016 Mercer LLC.
464
Global Compensation Planning Report — October Update
KUWAIT
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
Professional
Sales
All levels
Industry Specific
All levels
Sales
All levels
Top Management
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Kuwait Total Remuneration Survey, October 2016
59
October 26, 2016
Salary Movement Snapshot, September 2015
25
August 2015
Salary Movement Snapshot, September 2016
33
August 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
465
Global Compensation Planning Report — October Update
LEBANON
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.0%
Inflation, annual average change
2016: 1.0%
2015: -3.7%
2017: 2.0%
Unemployment
2016: -0.7%
2015: 7.1%
2017: 2.0%
2016: 7.3%
2017: 7.4%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.8%
5.4%
5.4%
5.8%
5.4%
5.4%
Executive
5.8%
5.4%
5.4%
5.8%
5.4%
5.4%
Management — Nonsales
5.8%
5.4%
5.4%
5.8%
5.4%
5.4%
Professional — Sales
5.8%
5.5%
5.4%
5.8%
5.5%
5.4%
Professional — Nonsales
5.8%
5.5%
5.4%
5.8%
5.5%
5.4%
Para-professional — White collar
5.8%
5.5%
5.4%
5.8%
5.5%
5.4%
Para-professional — Blue collar
5.8%
5.5%
5.4%
5.8%
5.5%
5.4%
© 2016 Mercer LLC.
466
Global Compensation Planning Report — October Update
LEBANON
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
6%
0%
0%
Executive
6%
0%
0%
Management — Nonsales
6%
0%
0%
Professional — Sales
6%
0%
0%
Professional — Nonsales
6%
0%
0%
Para-professional — White collar
6%
0%
0%
Para-professional — Blue collar
6%
0%
0%
MANDATORY PAY INCREASE SCHEMES Lebanon does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
78%
97%
89%
78%
Median target bonus (% of base pay)
25%
17%
15%
15%
10%
9%
Median maximum bonus (% of base pay)
33%
26%
28%
21%
18%
14%
© 2016 Mercer LLC.
467
Global Compensation Planning Report — October Update
LEBANON
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Finance
All levels
Sales
All levels
Human Resources
All levels
Industry Specific
All levels
IT Analysis and Design
Professional
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
35
August 1, 2015
Lebanon Total Remuneration Survey, May 2015
53
May 1, 2015
Salary Movement Snapshot, September 2016
41
August 1, 2016
Lebanon Total Remuneration Survey, May 2016
51
May 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
468
Global Compensation Planning Report — October Update
OMAN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.3%
Inflation, annual average change
2016: 1.8%
2015: 0.1%
2017: 2.6%
Unemployment
2016: 1.1%
2015: 6.3%
2017: 3.1%
2016: 6.4%
2017: 6.4%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Executive
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Management — Nonsales
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Professional — Sales
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Professional — Nonsales
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Para-professional — White collar
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Para-professional — Blue collar
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
© 2016 Mercer LLC.
469
Global Compensation Planning Report — October Update
OMAN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
4%
0%
0%
Executive
4%
3%
3%
Management — Nonsales
4%
0%
0%
Professional — Sales
4%
0%
0%
Professional — Nonsales
4%
0%
0%
Para-professional — White collar
8%
0%
0%
Para-professional — Blue collar
8%
0%
0%
MANDATORY PAY INCREASE SCHEMES Oman does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
89%
90%
55%
80%
71%
57%
Median target bonus (% of base pay)
25%
15%
20%
13%
12%
6%
Median maximum bonus (% of base pay)
30%
20%
33%
13%
18%
–
IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 11. Short-term incentive data currently reflect information reported in 2015.
© 2016 Mercer LLC.
470
Global Compensation Planning Report — October Update
OMAN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
Professional
Engineering
Sales
All levels
Professional, Para-professional
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Oman Total Remuneration Survey, May 2015
51
May 1, 2015
Salary Movement Snapshot, September 2015
27
August 1, 2015
Salary Movement Snapshot, September 2016
36
August 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
471
Global Compensation Planning Report — October Update
QATAR
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.7%
Inflation, annual average change
2016: 2.6%
2015: 1.8%
2017: 3.4%
Unemployment
2016: 3.0%
2015: 0.2%
2017: 3.1%
2016: 0.3%
2017: 0.3%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Executive
5.0%
5.0%
5.0%
5.0%
4.9%
5.0%
Management — Nonsales
5.0%
5.0%
5.0%
5.0%
4.9%
5.0%
Professional — Sales
5.0%
5.0%
5.0%
5.0%
4.8%
5.0%
Professional — Nonsales
5.0%
5.0%
5.0%
5.0%
4.8%
5.0%
Para-professional — White collar
5.0%
5.0%
5.0%
5.0%
4.9%
5.0%
Para-professional — Blue collar
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
© 2016 Mercer LLC.
472
Global Compensation Planning Report — October Update
QATAR
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
7%
9%
5%
Executive
8%
10%
7%
Management — Nonsales
7%
8%
4%
Professional — Sales
8%
8%
4%
Professional — Nonsales
7%
8%
4%
Para-professional — White collar
7%
8%
4%
Para-professional — Blue collar
8%
9%
5%
MANDATORY PAY INCREASE SCHEMES Qatar does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
76%
96%
88%
75%
Median target bonus (% of base pay)
20%
17%
15%
15%
13%
8%
Median maximum bonus (% of base pay)
25%
25%
25%
20%
16%
14%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
QATAR
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Industry Specific
Para-professional
Industry Specific
Para-professional
Repair and Maintenance
Para-professional
Project engineering
All levels
Sales
All levels
Repair and Maintenance
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
41
August 1, 2015
Salary Movement Snapshot, September 2016
50
Ausgust 1, 2016
Qatar Total Remuneration Survey,May 2016
135
May 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
SAUDI ARABIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.5%
Inflation, annual average change
2016: 1.2%
2015: 2.2%
2017: 2.0%
Unemployment
2016: 4.0%
2015: 5.8%
2017: 2.0%
2016: 5.7%
2017: 5.7%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Executive
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Management — Nonsales
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Professional — Sales
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Professional — Nonsales
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Para-professional — White collar
5.0%
5.0%
5.0%
5.0%
5.0%
5.0%
Para-professional — Blue collar
5.4%
5.0%
5.0%
5.3%
5.0%
5.0%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
SAUDI ARABIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
5%
8%
3%
Executive
7%
8%
4%
Management — Nonsales
5%
9%
4%
Professional — Sales
5%
8%
3%
Professional — Nonsales
5%
9%
4%
Para-professional — White collar
5%
9%
4%
Para-professional — Blue collar
5%
10%
4%
MANDATORY PAY INCREASE SCHEMES Saudi Arabia does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
98%
99%
73%
90%
86%
79%
Median target bonus (% of base pay)
25%
18%
17%
15%
14%
15%
Median maximum bonus (% of base pay)
33%
25%
25%
20%
15%
15%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
SAUDI ARABIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Industry Specific
All levels
Industry Specific
All levels
Sales
All levels
Sales
All levels
Supply and Logistics
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
82
August 1, 2015
Salary Movement Snapshot, September 2016
81
August 1, 2015
325
May 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
Saudi Arabia Total Remuneration Survey, May 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
UNITED ARAB EMIRATES
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 4.0%
Inflation, annual average change
2016: 2.3%
2015: 4.1%
2017: 2.5%
Unemployment
2016: 3.6%
2015: 3.7%
2017: 3.1%
2016: 3.6%
2017: 3.6%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
5.0%
5.0%
5.0%
4.9%
5.0%
5.0%
Executive
5.0%
4.9%
5.0%
4.9%
4.9%
5.0%
Management — Nonsales
5.0%
5.0%
5.0%
4.9%
4.9%
5.0%
Professional — Sales
5.0%
4.9%
5.0%
5.0%
4.9%
5.0%
Professional — Nonsales
5.0%
5.0%
5.0%
4.9%
4.9%
5.0%
Para-professional — White collar
5.0%
4.9%
5.0%
4.9%
4.8%
5.0%
Para-professional — Blue collar
5.0%
4.9%
5.0%
4.9%
4.8%
5.0%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
UNITED ARAB EMIRATES
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
8%
4%
5%
Executive
9%
5%
6%
Management — Nonsales
8%
5%
5%
Professional — Sales
8%
4%
5%
Professional — Nonsales
8%
5%
5%
Para-professional — White collar
8%
5%
5%
Para-professional — Blue collar
9%
7%
7%
MANDATORY PAY INCREASE SCHEMES The United Arab Emirates does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
97%
100%
70%
88%
81%
58%
Median target bonus (% of base pay)
25%
18%
15%
10%
10%
10%
Median maximum bonus (% of base pay)
39%
27%
24%
16%
15%
12%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
UNITED ARAB EMIRATES
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Industry Specific
All levels
Industry Specific
All levels
Marketing
All levels
Marketing
All levels
Sales
All levels
Sales
All levels
Sales and Marketing
All levels
Sales and Marketing
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
118
August 1, 2015
Salary Movement Snapshot, September 2016
122
August 1, 2016
United Arab Emirates Total Remuneration Survey, May 2016
428
May 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
YEMEN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: -28.1%
Inflation, annual average change
2016: -4.2%
2015: 39.4%
2017: 12.6%
Unemployment
2016: 5.0%
2015: 15.9%
2017: 18.0%
2016: 16.4%
2017: 15.9%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
9.3%
8.2%
8.8%
9.1%
8.1%
8.5%
Executive
9.1%
8.2%
8.8%
8.9%
8.1%
8.5%
Management — Nonsales
9.3%
8.2%
8.8%
9.1%
8.1%
8.5%
Professional — Sales
9.3%
8.2%
8.8%
9.1%
8.1%
8.5%
Professional — Nonsales
9.3%
8.2%
8.8%
9.1%
8.1%
8.5%
Para-professional — White collar
9.3%
8.2%
8.8%
9.1%
8.1%
8.5%
Para-professional — Blue collar
9.3%
8.2%
8.8%
9.1%
8.1%
8.5%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
YEMEN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
17%
8%
9%
Executive
17%
8%
9%
Management — Nonsales
17%
8%
9%
Professional — Sales
17%
8%
9%
Professional — Nonsales
17%
8%
9%
Para-professional — White collar
17%
8%
9%
Para-professional — Blue collar
17%
8%
9%
MANDATORY PAY INCREASE SCHEMES Yemen does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
92%
100%
100%
100%
Median target bonus (% of base pay)
15%
13%
10%
10%
9%
9%
Median maximum bonus (% of base pay)
15%
15%
13%
13%
11%
11%
IMPORTANT: Availability of data for some markets was limited at the time of release; a revised PDF with updated content will be available to download on November 11. Short-term incentive data currently reflect information reported in 2015.
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
YEMEN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Repair and Maintenance
Professional
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Yemen Total Remuneration Survey, May 2015
29
May 1, 2015
Salary Movement Snapshot, September 2015
12
August 1, 2015
Salary Movement Snapshot, September 2016
12
August 1, 2016
International Monetary Fund, World Economic Outlook Database, October 2016
Not applicable
October 2016
International Labour Organisation, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015
Not applicable
November 2015
© 2016 Mercer LLC.
483
Global Compensation Planning Report — October Update
WESTERN EUROPE
AUSTRIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 0.9%
Inflation, annual average change
2016: 1.4%
2015: 0.8%
2017: 1.2%
Unemployment
2016: 0.9%
2015: 5.7%
2017: 1.5%
2016: 6.2%
2017: 6.4%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.7%
2.5%
2.6%
2.7%
2.5%
2.5%
Executive
2.7%
2.5%
2.5%
2.7%
2.5%
2.5%
Management — Nonsales
2.7%
2.5%
2.6%
2.7%
2.5%
2.6%
Professional — Sales
2.7%
2.5%
2.6%
2.7%
2.5%
2.5%
Professional — Nonsales
2.7%
2.5%
2.6%
2.7%
2.5%
2.6%
Para-professional — White collar
2.7%
2.5%
2.6%
2.6%
2.5%
2.6%
Para-professional — Blue collar
2.7%
2.5%
2.6%
2.7%
2.5%
2.6%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
AUSTRIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
4%
6%
4%
Executive
4%
7%
5%
Management — Nonsales
4%
7%
4%
Professional — Sales
4%
6%
4%
Professional — Nonsales
4%
7%
4%
Para-professional — White collar
5%
0%
0%
Para-professional — Blue collar
4%
0%
0%
MANDATORY PAY INCREASE SCHEMES As collective agreements have a binding force of statute in Austria, pay increases determined in the negotiation process are mandatory. Collective bargaining in Austria is conducted at the sectoral level and is differentiated into a large number of separate agreements (for example, for blue- and white-collar workers, or for industrial and craft production). However, it is coordinated across the economy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
99%
98%
79%
78%
56%
45%
Median target bonus (% of base pay)
25%
15%
10%
10%
5%
4%
Median maximum bonus (% of base pay)
40%
24%
18%
13%
9%
7%
© 2016 Mercer LLC.
486
Global Compensation Planning Report — October Update
AUSTRIA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Finance
All levels
Finance
All levels
Sales
All levels
Marketing
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
117
August 1, 2015
Salary Movement Snapshot, September 2016
121
August 1, 2016
Austria Total Remuneration Survey, April 2016
171
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
487
Global Compensation Planning Report — October Update
BELGIUM
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.4%
Inflation, annual average change
2016: 1.4%
2015: 0.6%
2017: 1.4%
Unemployment
2016: 2.1%
2015: 8.5%
2017: 1.6%
2016: 8.4%
2017: 8.3%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.0%
2.0%
2.1%
2.0%
2.0%
2.1%
Executive
2.1%
2.0%
2.1%
2.0%
2.0%
2.0%
Management — Nonsales
2.0%
2.0%
2.1%
2.0%
2.0%
2.1%
Professional — Sales
2.0%
2.0%
2.1%
2.0%
2.0%
2.1%
Professional — Nonsales
2.0%
2.0%
2.1%
2.0%
2.0%
2.1%
Para-professional — White collar
2.0%
2.0%
2.1%
2.0%
2.0%
2.1%
Para-professional — Blue collar
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
© 2016 Mercer LLC.
488
Global Compensation Planning Report — October Update
BELGIUM
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
3%
2%
2%
Executive
6%
3%
3%
Management — Nonsales
4%
2%
2%
Professional — Sales
4%
2%
2%
Professional — Nonsales
3%
2%
2%
Para-professional — White collar
4%
2%
2%
Para-professional — Blue collar
4%
3%
3%
MANDATORY PAY INCREASE SCHEMES Collective labour agreements adjust salaries in line with price inflation. Indexation links to the Health Index, defined as consumer price index excluding fuel, alcohol, and tobacco. Timing of adjustments varies by industry sector.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
99%
100%
81%
84%
69%
50%
Median target bonus (% of base pay)
25%
15%
12%
9%
5%
4%
Median maximum bonus (% of base pay)
35%
20%
20%
12%
8%
6%
© 2016 Mercer LLC.
489
Global Compensation Planning Report — October Update
BELGIUM
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Industry Specific
All levels
Project Engineering
All levels
Sales
All levels
Repair and Maintenance
All levels
Sales and Marketing
All levels
Sales
All levels
Sales and Marketing
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
122
August 1, 2015
Salary Movement Snapshot, September 2016
127
August 1, 2016
Belgium Total Remuneration Survey, April 2016
268
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
490
Global Compensation Planning Report — October Update
CYPRUS
Data for 2015
Estimated
Data for 2016
Forecast
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.5%
Inflation, annual average change
2016: 2.8%
2015: -1.5%
2017: 2.2%
Unemployment
2016: -1.0%
2015: 14.9%
2017: 0.5%
2016: 13.0%
2017: 11.7%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
0.0% - 0.2%
0.0% - 1.0%
0.0% - 1.0%
0.0% - 0.2%
0.0% - 1.0%
–
Executive
0.0% - 0.2%
0.0% - 1.0%
0.0% - 1.0%
0.0% - 0.2%
0.0% - 1.0%
–
Management — Nonsales
0.0% - 0.2%
0.0% - 1.0%
0.0% - 1.0%
0.0% - 0.2%
0.0% - 1.0%
–
Professional — Sales
0.0% - 0.2%
0.0% - 1.0%
0.0% - 1.0%
0.0% - 0.2%
0.0% - 1.0%
–
Professional — Nonsales
0.0% - 0.2%
0.0% - 1.0%
0.0% - 1.0%
0.0% - 0.2%
0.0% - 1.0%
–
Para-professional — White collar
0.0% - 0.2%
0.0% - 1.0%
0.0% - 1.0%
0.0% - 0.2%
0.0% - 1.0%
–
Para-professional — Blue collar
0.0% - 0.2%
0.0% - 1.0%
0.0% - 1.0%
0.0% - 0.2%
0.0% - 1.0%
–
© 2016 Mercer LLC.
491
Global Compensation Planning Report — October Update
CYPRUS
Data for 2015
Estimated
Data for 2016
Forecast
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
95%
90%
60%
Executive
95%
90%
60%
Management — Nonsales
95%
90%
60%
Professional — Sales
95%
90%
60%
Professional — Nonsales
95%
90%
60%
Para-professional — White collar
95%
90%
60%
Para-professional — Blue collar
95%
90%
60%
MANDATORY PAY INCREASE SCHEMES Cost-of-living adjustment (COLA) is offered twice a year – in January (for the previous year) and in July. It has effectively been frozen through the end of 2016 for the duration of the Troika sponsored plan. International lenders would like to see these changes become permanent, but that is not possible. However, social partners have started a dialogue under the guidance of the Ministry of Labour, Welfare and Social Insurance to formulate a new system for COLA. Companies and organisations with collective agreements in force have: •• Automatic pay-scale increases. •• Agreed pay increases across the board (at sector and/or industry and/or company levels, depending on the collective agreement in force). The Cypriot government has decided that, as of January 1, 2017, automatic pay-scale increases will be reinstated for all public and semi-public employees (utilities, municipalities etc).
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
CYPRUS
Data for 2015
Estimated
Data for 2016
Forecast
Data for 2017
Forecast
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
<5%
<5%
95%
<5%
–
–
Median target bonus (% of base pay)
10%
10%
15%
10%
–
–
Median maximum bonus (% of base pay)
20%
15%
20%
15%
–
–
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Finance and Accounting
Qualified certified accountants
Finance and Accounting
Health Industry Professionals
Highly qualified medical doctors
Qualified certified Accountants and Financial professionals
Information Technology (computer programmers, network engineers, etc.)
All levels, Especially entry-and mid-level
Health Industry Professionals
Highly qualified medical doctors
Legal
Entry–level qualified lawyers
Information Technology (computer programmers, network engineers, etc.)
All levels, Especially entry-and mid-level
Sales Professionals
Medium and higher levels and all industries
Legal
Entry–level qualified lawyers
Gas and Oil Professionals and Alternative Sources of Energy ( Will be required in the coming months and years)
Sales Professionals
All Levels, All industries
All levels, Especially entry-and mid-level
Engineers Mainly Civil Engineers and Project Managers
All levels, Especially entry-and mid-level
© 2016 Mercer LLC.
493
Global Compensation Planning Report — October Update
CYPRUS
Data for 2015
Estimated
Data for 2016
Forecast
Data for 2017
Forecast
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Survey of Economic Confidence by the University of Cyprus, September 2016
–
–
The Statistical Service of Cyprus
–
–
Consultant Estimates
–
–
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
494
Global Compensation Planning Report — October Update
DENMARK
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.0%
Inflation, annual average change
2016: 1.0%
2015: 0.5%
2017: 1.4%
Unemployment
2016: 0.4%
2015: 6.2%
2017: 1.1%
2016: 6.0%
2017: 5.8%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.3%
2.4%
2.5%
2.3%
2.3%
2.5%
Executive
2.4%
2.5%
2.5%
2.3%
2.4%
2.5%
Management — Nonsales
2.3%
2.4%
2.5%
2.2%
2.3%
2.5%
Professional — Sales
2.3%
2.3%
2.5%
2.3%
2.3%
2.5%
Professional — Nonsales
2.3%
2.3%
2.5%
2.2%
2.3%
2.5%
Para-professional — White collar
2.3%
2.3%
2.5%
2.2%
2.3%
2.5%
Para-professional — Blue collar
2.3%
2.3%
2.5%
2.2%
2.3%
2.5%
© 2016 Mercer LLC.
495
Global Compensation Planning Report — October Update
DENMARK
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
4%
3%
3%
Executive
6%
4%
3%
Management — Nonsales
6%
3%
3%
Professional — Sales
5%
3%
3%
Professional — Nonsales
5%
3%
3%
Para-professional — White collar
5%
3%
3%
Para-professional — Blue collar
6%
3%
3%
MANDATORY PAY INCREASE SCHEMES Denmark does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
97%
99%
82%
83%
60%
44%
Median target bonus (% of base pay)
25%
15%
10%
8%
5%
4%
Median maximum bonus (% of base pay)
40%
25%
20%
13%
10%
6%
© 2016 Mercer LLC.
496
Global Compensation Planning Report — October Update
DENMARK
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Finance
All levels
Finance
All levels
Industry Specific
Professional
Industry Specific
All levels
IT Analyst and Design
All levels
Sales
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
121
August 1, 2015
Salary Movement Snapshot, September 2016
124
August 1, 2016
Denmark Total Remuneration Survey, June 2016
245
June 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
497
Global Compensation Planning Report — October Update
FINLAND
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 0.2%
Inflation, annual average change
2016: 0.9%
2015: -0.2%
2017: 1.1%
Unemployment
2016: 0.4%
2015: 9.3%
2017: 1.2%
2016: 9.1%
2017: 8.9%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.2%
2.0%
2.0%
2.2%
2.0%
2.0%
Executive
2.2%
2.0%
2.0%
2.2%
2.0%
2.0%
Management — Nonsales
2.2%
2.0%
2.0%
2.2%
2.0%
2.0%
Professional — Sales
2.2%
2.0%
2.0%
2.2%
2.0%
2.0%
Professional — Nonsales
2.2%
2.0%
2.0%
2.1%
2.0%
2.0%
Para-professional — White collar
2.2%
2.0%
2.0%
2.2%
2.0%
2.0%
Para-professional — Blue collar
2.2%
2.0%
2.0%
2.2%
2.0%
2.0%
© 2016 Mercer LLC.
498
Global Compensation Planning Report — October Update
FINLAND
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
1%
4%
1%
Executive
4%
5%
3%
Management — Nonsales
1%
4%
1%
Professional — Sales
1%
4%
1%
Professional — Nonsales
1%
4%
1%
Para-professional — White collar
1%
4%
1%
Para-professional — Blue collar
1%
6%
3%
MANDATORY PAY INCREASE SCHEMES Finland does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
99%
83%
91%
83%
67%
Median target bonus (% of base pay)
20%
13%
10%
8%
5%
5%
Median maximum bonus (% of base pay)
33%
20%
17%
10%
8%
8%
© 2016 Mercer LLC.
499
Global Compensation Planning Report — October Update
FINLAND
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Information Technology Development and Support
Professional
Engineering
All levels
Repair and Maintenance
Para-professional
Marketing
All levels
Sales
All levels
Sales
All levels
Sales and Marketing
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
93
August 2015
Finland Total Remuneration Survey, June 2015
203
June 1, 2015
88
May 2016
Not applicable
October 2016
Salary Movement Snapshot, June 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
500
Global Compensation Planning Report — October Update
FRANCE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.3%
Inflation, annual average change
2016: 1.3%
2015: 0.1%
2017: 1.3%
Unemployment
2016: 0.4%
2015: 10.4%
2017: 1.1%
2016: 9.8%
2017: 9.6%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.3%
2.1%
2.2%
2.2%
2.1%
2.2%
Executive
2.1%
2.0%
2.2%
2.0%
2.0%
2.2%
Management — Nonsales
2.3%
2.1%
2.2%
2.1%
2.0%
2.2%
Professional — Sales
2.2%
2.0%
2.2%
2.0%
2.0%
2.2%
Professional — Nonsales
2.3%
2.1%
2.2%
2.1%
2.0%
2.2%
Para-professional — White collar
2.2%
2.0%
2.2%
2.0%
2.0%
2.2%
Para-professional — Blue collar
2.2%
2.0%
2.2%
2.0%
2.0%
2.2%
© 2016 Mercer LLC.
501
Global Compensation Planning Report — October Update
FRANCE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
6%
2%
3%
Executive
8%
3%
3%
Management — Nonsales
6%
2%
3%
Professional — Sales
7%
3%
3%
Professional — Nonsales
6%
3%
3%
Para-professional — White collar
6%
3%
3%
Para-professional — Blue collar
7%
3%
3%
MANDATORY PAY INCREASE SCHEMES France does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
98%
95%
76%
82%
–
–
Median target bonus (% of base pay)
20%
11%
15%
8%
–
–
Median maximum bonus (% of base pay)
30%
16%
17%
10%
–
–
© 2016 Mercer LLC.
502
Global Compensation Planning Report — October Update
FRANCE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Manufacturing
All levels
Finance
All levels
Repair and Maintenance
All levels
Marketing
All levels
Sales
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
158
August 1, 2015
Salary Movement Snapshot, September 2016
166
August 1, 2016
France Total Remuneration Survey, April 2016
503
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
503
Global Compensation Planning Report — October Update
GERMANY
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.5%
Inflation, annual average change
2016: 1.7%
2015: 0.1%
2017: 1.4%
Unemployment
2016: 0.4%
2015: 4.6%
2017: 1.5%
2016: 4.3%
2017: 4.5%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.8%
2.7%
2.9%
2.7%
2.7%
2.9%
Executive
2.7%
2.7%
2.9%
2.6%
2.7%
2.9%
Management — Nonsales
2.7%
2.7%
2.9%
2.7%
2.7%
2.9%
Professional — Sales
2.8%
2.7%
2.9%
2.7%
2.7%
2.8%
Professional — Nonsales
2.8%
2.7%
2.9%
2.7%
2.7%
2.9%
Para-professional — White collar
2.8%
2.7%
2.9%
2.8%
2.7%
2.9%
Para-professional — Blue collar
2.8%
2.7%
2.9%
2.8%
2.7%
2.9%
© 2016 Mercer LLC.
504
Global Compensation Planning Report — October Update
GERMANY
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
5%
2%
2%
Executive
7%
2%
3%
Management — Nonsales
5%
2%
2%
Professional — Sales
5%
2%
2%
Professional — Nonsales
5%
2%
3%
Para-professional — White collar
5%
2%
3%
Para-professional — Blue collar
5%
3%
3%
MANDATORY PAY INCREASE SCHEMES There are no country-wide mandatory increases in Germany. Some companies are bound by collective agreements that institute salary increases for employees at the para-professional and professional levels.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
99%
98%
72%
73%
50%
38%
Median target bonus (% of base pay)
25%
15%
15%
10%
5%
5%
Median maximum bonus (% of base pay)
36%
23%
20%
13%
10%
8%
© 2016 Mercer LLC.
505
Global Compensation Planning Report — October Update
GERMANY
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Finance
All levels
Finance
All levels
Sales
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
177
August 1, 2015
Salary Movement Snapshot, September 2016
181
August 1, 2016
Germany Total Remuneration Survey, April 2016
516
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
506
Global Compensation Planning Report — October Update
GREECE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: -0.2%
Inflation, annual average change
2016: 0.1%
2015: -1.1%
2017: 2.7%
Unemployment
2016: -0.10%
2015: 25.%
2017: 0.6%
2016: 23.3%
2017: 21.5%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
1.9%
1.7%
1.9%
1.7%
1.6%
1.8%
Executive
1.9%
1.6%
1.9%
1.6%
1.5%
1.8%
Management — Nonsales
1.9%
1.7%
1.9%
1.6%
1.6%
1.8%
Professional — Sales
1.9%
1.7%
1.9%
1.6%
1.6%
1.8%
Professional — Nonsales
1.9%
1.7%
1.9%
1.7%
1.6%
1.8%
Para-professional — White collar
1.9%
1.7%
1.9%
1.5%
1.6%
1.8%
Para-professional — Blue collar
1.9%
1.7%
1.9%
1.6%
1.6%
1.8%
© 2016 Mercer LLC.
507
Global Compensation Planning Report — October Update
GREECE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
14%
9%
7%
Executive
16%
9%
8%
Management — Nonsales
14%
9%
7%
Professional — Sales
15%
9%
7%
Professional — Nonsales
15%
8%
7%
Para-professional — White collar
16%
8%
7%
Para-professional — Blue collar
16%
9%
8%
MANDATORY PAY INCREASE SCHEMES Greece does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
73%
81%
64%
42%
Median target bonus (% of base pay)
23%
15%
15%
9%
7%
6%
Median maximum bonus (% of base pay)
40%
21%
21%
14%
10%
8%
© 2016 Mercer LLC.
508
Global Compensation Planning Report — October Update
GREECE
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Finance
Professional
Finance
All levels
Industry Specific
All levels
Information Technology
All levels
Marketing
All levels
IT Deployment and Support
All levels
Sales
All levels
Marketing
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
78
August 1, 2015
Salary Movement Snapshot, September 2016
73
August 1, 2016
Greece Total Remuneration Survey, April 2016
152
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
509
Global Compensation Planning Report — October Update
IRELAND
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 26.3%
2016: 4.9%
Inflation, annual average change 2015: -0.03%
2017: 3.2%
Unemployment
2016: 0.3%
2015: 9.5%
2017: 1.2%
2016: 8.3
2017: 7.7%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.0%
2.4%
2.5%
2.0%
2.4%
2.5%
Executive
2.0%
2.4%
2.5%
2.0%
2.4%
2.5%
Management — Nonsales
2.0%
2.4%
2.5%
2.0%
2.4%
2.5%
Professional — Sales
2.0%
2.4%
2.5%
2.0%
2.4%
2.5%
Professional — Nonsales
2.0%
2.4%
2.5%
2.0%
2.4%
2.5%
Para-professional — White collar
2.0%
2.4%
2.5%
2.0%
2.4%
2.5%
Para-professional — Blue collar
2.0%
2.3%
2.5%
2.0%
2.2%
2.5%
© 2016 Mercer LLC.
510
Global Compensation Planning Report — October Update
IRELAND
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
5%
3%
3%
Executive
7%
6%
4%
Management — Nonsales
6%
4%
3%
Professional — Sales
5%
5%
4%
Professional — Nonsales
6%
4%
3%
Para-professional — White collar
6%
5%
5%
Para-professional — Blue collar
7%
4%
3%
MANDATORY PAY INCREASE SCHEMES Ireland does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
98%
98%
77%
90%
83%
66%
Median target bonus (% of base pay)
24%
15%
10%
10%
8%
6%
Median maximum bonus (% of base pay)
40%
25%
18%
15%
10%
10%
© 2016 Mercer LLC.
511
Global Compensation Planning Report — October Update
IRELAND
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Finance
All levels
Industry Specific
All levels
Industry Specific
All levels
Information Technology
All levels
Sales
Professional
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
96
August 1, 2015
Salary Movement Snapshot, September 2016
113
August 1, 2016
Ireland Total Remuneration Survey, April 2016
154
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
512
Global Compensation Planning Report — October Update
ITALY
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 0.8%
Inflation, annual average change
2016: 0.8%
2015: 0.1%
2017: 0.9%
Unemployment
2016: -0.1%
2015: 11.9%
2017: 0.5%
2016: 11.5%
2017: 11.2%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.5%
2.3%
2.5%
2.5%
2.3%
2.5%
Executive
2.5%
2.3%
2.5%
2.4%
2.3%
2.5%
Management — Nonsales
2.5%
2.4%
2.5%
2.5%
2.3%
2.5%
Professional — Sales
2.5%
2.3%
2.5%
2.5%
2.3%
2.5%
Professional — Nonsales
2.5%
2.3%
2.5%
2.5%
2.3%
2.5%
Para-professional — White collar
2.5%
2.4%
2.5%
2.5%
2.3%
2.5%
Para-professional — Blue collar
2.5%
2.3%
2.5%
2.4%
2.2%
2.5%
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
ITALY
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
4%
3%
2%
Executive
5%
3%
2%
Management — Nonsales
4%
3%
2%
Professional — Sales
5%
3%
2%
Professional — Nonsales
4%
3%
2%
Para-professional — White collar
5%
3%
2%
Para-professional — Blue collar
6%
3%
2%
MANDATORY PAY INCREASE SCHEMES Italy’s national collective agreements (CCNLs) are usually negotiated every three years, for both establishing minimum salaries for each employee group and level and other terms and conditions. The CCNL increase cannot be absorbed unless this point is clearly stated in the hiring contract. Some companies absorb CCNL from annual merit increases, but in such cases it has to be stated in writing and the total increase amount has to be greater than the CCNL increase.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
99%
99%
–
–
–
–
Median target bonus (% of base pay)
25%
20%
–
–
–
–
Median maximum bonus (% of base pay)
40%
25%
–
–
–
–
© 2016 Mercer LLC.
514
Global Compensation Planning Report — October Update
ITALY
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Manufacturing
Professional
Manufacturing
All levels
Project Engineering
All levels
Sales
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
142
August 1, 2015
Salary Movement Snapshot, June 2016
160
May 1, 2016
Italy Total Remuneration Survey, April 2016
377
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
LUXEMBOURG
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 4.8%
Inflation, annual average change
2016: 3.5%
2015: 0.1%
2017: 3.1%
Unemployment
2016: 0.2%
2015: 6.9%
2017: 1.0%
2016: 6.4%
2017: 6.3%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.5%
2.5%
2.5%
2.5%
2.0%
2.5%
Executive
2.5%
2.5%
2.5%
2.5%
2.0%
2.5%
Management — Nonsales
2.5%
2.5%
2.5%
2.5%
2.3%
2.5%
Professional — Sales
2.5%
2.3%
2.5%
2.5%
2.0%
2.5%
Professional — Nonsales
2.5%
2.3%
2.5%
2.5%
2.0%
2.4%
Para-professional — White collar
2.5%
2.5%
2.5%
2.5%
2.0%
2.4%
Para-professional — Blue collar
2.5%
2.0%
2.5%
2.5%
2.0%
2.4%
© 2016 Mercer LLC.
516
Global Compensation Planning Report — October Update
LUXEMBOURG
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
6%
7%
5%
Executive
6%
7%
5%
Management — Nonsales
6%
7%
5%
Professional — Sales
6%
7%
5%
Professional — Nonsales
6%
7%
5%
Para-professional — White collar
6%
7%
7%
Para-professional — Blue collar
7%
7%
5%
MANDATORY PAY INCREASE SCHEMES Luxembourg has not amended its salary index since October 2013, but will likely do so in late 2016 or early 2017.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
93%
100%
67%
86%
47%
0%
Median target bonus (% of base pay)
30%
15%
12%
10%
6%
–
Median maximum bonus (% of base pay)
46%
25%
18%
15%
–
–
© 2016 Mercer LLC.
517
Global Compensation Planning Report — October Update
LUXEMBOURG
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
–
–
–
–
Note: Data are not available.
Note: Data are not available.
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
35
August 1, 2015
Salary Movement Snapshot, September 2016
47
August 1, 2016
Luxembourg Total Remuneration Survey, April 2016
35
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
518
Global Compensation Planning Report — October Update
MALTA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 6.2%
Inflation, annual average change
2016: 4.1%
2015: 1.2%
2017: 3.4%
Unemployment
2016: 1.2%
2015: 5.4%
2017: 1.5%
2016: 4.8%
2017: 4.9%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
1.5%
4.9%
2.6%
1.5%
4.9%
2.6%
Executive
1.8%
7.7%
–
1.8%
7.7%
–
Management — Nonsales
1.8%
3.6%
–
1.8%
3.6%
–
Professional — Sales
1.5%
0.8%
–
1.5%
0.8%
–
Professional — Nonsales
1.5%
4.6%
–
1.5%
4.6%
–
Para-professional — White collar
1.5%
5.8%
–
1.5%
5.8%
–
Para-professional — Blue collar
1.5%
3.7%
–
1.5%
3.7%
–
IMPORTANT: Availability of data for some markets was limited at the time of release; this market will be updated in GCPR-Online as data become available.
© 2016 Mercer LLC.
519
Global Compensation Planning Report — October Update
MALTA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
–
–
–
Executive
–
–
–
Management — Nonsales
–
–
–
Professional — Sales
–
–
–
Professional — Nonsales
–
–
–
Para-professional — White collar
–
–
–
Para-professional — Blue collar
–
–
–
Note: Data are not available.
MANDATORY PAY INCREASE SCHEMES In 2016, Malta increased the minimum wage from EUR166.26 to EUR168.01 per week. The Maltese government will publish the 2017 budget in late October 2016.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
53%
50%
47%
39%
53%
36%
Median target bonus (% of base pay)
20%
15%
12%
14%
16%
5%
Median maximum bonus (% of base pay)
25%
30%
20%
20%
30%
15%
IMPORTANT: Availability of data for some markets was limited at the time of release; this market contains data collected in 2015.
© 2016 Mercer LLC.
520
Global Compensation Planning Report — October Update
MALTA
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
All
Operational
Financial Services
Finance
Managerial
Accounts professionals at all levels
All
Administration
Information and Communications Technology
Software developers/ Engineers
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
The MISCO Salaries and Benefits Report 2016/17
7,000 remuneration packages
September 2016-On-going
The MISCO Salaries and Benefits Report 2015/16
7,000 remuneration packages
October 2015-September 2016
The MISCO Salaries and Benefits Report 2014/15
7,000 remuneration packages
October 2014-September 2015
Varies
Varies
Not applicable
October 2016
MISCO Consulting Limited, October 2016 International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
521
Global Compensation Planning Report — October Update
NETHERLANDS
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.0%
Inflation, annual average change
2016: 1.7%
2015: 0.2%
2017: 1.6%
Unemployment
2016: 0.1%
2015: 6.9%
2017: 0.9%
2016: 6.7%
2017: 6.5%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
Executive
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
Management — Nonsales
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
Professional — Sales
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
Professional — Nonsales
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
Para-professional — White collar
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
Para-professional — Blue collar
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
© 2016 Mercer LLC.
522
Global Compensation Planning Report — October Update
NETHERLANDS
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
6%
3%
2%
Executive
9%
4%
2%
Management — Nonsales
6%
3%
2%
Professional — Sales
6%
3%
2%
Professional — Nonsales
6%
3%
2%
Para-professional — White collar
7%
3%
2%
Para-professional — Blue collar
7%
3%
2%
MANDATORY PAY INCREASE SCHEMES Dutch employers are not subject to general mandatory increases, but 49% of them do have collective bargaining agreements affecting base salaries. Such agreements may affect all employees or only some groups, such as blue-collar workers.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
98%
98%
73%
83%
61%
44%
Median target bonus (% of base pay)
77%
81%
79%
82%
82%
81%
Median maximum bonus (% of base pay)
40%
24%
15%
13%
10%
8%
© 2016 Mercer LLC.
523
Global Compensation Planning Report — October Update
NETHERLANDS
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Industry Specific
All levels
Industry Specific
All levels
Sales
All levels
Sales
All levels
Sales and Marketing
All levels
Supply and Logistics
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
148
August 1, 2015
Salary Movement Snapshot, September 2016
164
August 1, 2016
Netherlands Total Remuneration Survey, April 2016
309
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
524
Global Compensation Planning Report — October Update
NORWAY
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.6%
Inflation, annual average change
2016: 0.8%
2015: 2.2%
2017: 1.2%
Unemployment
2016: 3.2%
2015: 4.4%
2017: 2.3%
2016: 4.7%
2017: 4.5%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
3.0%
2.9%
3.0%
3.0%
2.8%
3.0%
Executive
3.0%
2.9%
3.0%
2.8%
2.8%
3.0%
Management — Nonsales
3.0%
2.9%
3.0%
2.9%
2.7%
2.9%
Professional — Sales
3.0%
2.9%
3.0%
3.0%
2.8%
3.0%
Professional — Nonsales
3.0%
2.9%
3.0%
2.9%
2.8%
2.9%
Para-professional — White collar
3.0%
2.9%
3.0%
3.0%
2.8%
3.0%
Para-professional — Blue collar
3.0%
2.9%
3.0%
3.0%
2.7%
2.9%
© 2016 Mercer LLC.
525
Global Compensation Planning Report — October Update
NORWAY
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
5%
8%
4%
Executive
7%
8%
5%
Management — Nonsales
6%
9%
5%
Professional — Sales
6%
6%
3%
Professional — Nonsales
6%
8%
5%
Para-professional — White collar
6%
8%
5%
Para-professional — Blue collar
7%
8%
5%
MANDATORY PAY INCREASE SCHEMES Norway does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
98%
98%
77%
79%
69%
55%
Median target bonus (% of base pay)
25%
15%
10%
8%
7%
6%
Median maximum bonus (% of base pay)
45%
25%
18%
13%
10%
10%
© 2016 Mercer LLC.
526
Global Compensation Planning Report — October Update
NORWAY
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
Professional
Engineering
All levels
Industry Specific
All levels
Finance
Professional
Sales
All levels
Sales
All levels
Sales and Marketing
All levels
Sales and Marketing
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Norway Total Remuneration Survey, July 2016
184
July 1, 2016
Salary Movement Snapshot, September 2015
107
August 1, 2015
Salary Movement Snapshot, September 2016
98
August 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
527
Global Compensation Planning Report — October Update
PORTUGAL
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 1.5%
Inflation, annual average change
2016: 1.0%
2015: 0.5%
2017: 1.1%
Unemployment
2016: 0.7%
2015: 12.4%
2017: 1.1%
2016: 11.2%
2017: 10.7%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.0%
1.9%
2.0%
2.0%
1.8%
2.0%
Executive
2.0%
1.8%
2.0%
1.8%
1.8%
2.0%
Management — Nonsales
2.0%
1.8%
2.0%
2.0%
1.8%
2.0%
Professional — Sales
2.0%
1.8%
2.0%
1.8%
1.8%
2.0%
Professional — Nonsales
2.0%
1.8%
2.0%
1.8%
1.8%
2.0%
Para-professional — White collar
2.0%
1.9%
2.0%
1.8%
1.8%
2.0%
Para-professional — Blue collar
2.0%
1.8%
2.0%
1.8%
1.8%
2.0%
© 2016 Mercer LLC.
528
Global Compensation Planning Report — October Update
PORTUGAL
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
8%
5%
5%
Executive
10%
6%
6%
Management — Nonsales
8%
5%
6%
Professional — Sales
8%
5%
6%
Professional — Nonsales
8%
5%
6%
Para-professional — White collar
8%
5%
6%
Para-professional — Blue collar
9%
6%
6%
MANDATORY PAY INCREASE SCHEMES Portugal does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
98%
84%
87%
82%
61%
Median target bonus (% of base pay)
24%
15%
10%
10%
8%
5%
Median maximum bonus (% of base pay)
30%
20%
17%
15%
10%
13%
© 2016 Mercer LLC.
529
Global Compensation Planning Report — October Update
PORTUGAL
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Consulting
All levels
Industry Specific
All levels
Engineering
All levels
Information Technology
All levels
Industry Specific
All levels
Sales
All levels
Information Technology
All levels
Supply and Logistics
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
91
August 1, 2015
Salary Movement Snapshot, September 2016
99
August 1, 2016
Portugal Total Remuneration Survey, April 2016
304
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
530
Global Compensation Planning Report — October Update
SPAIN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 3.2%
Inflation, annual average change
2016: 3.1%
2015: -0.5%
2017: 2.2%
Unemployment
2016: -0.3%
2015: 22.1%
2017: 1.0%
2016: 19.4%
2017: 18.0%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
Executive
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
Management — Nonsales
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
Professional — Sales
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
Professional — Nonsales
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
Para-professional — White collar
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
Para-professional — Blue collar
2.0%
2.0%
2.0%
2.0%
2.0%
2.0%
© 2016 Mercer LLC.
531
Global Compensation Planning Report — October Update
SPAIN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
8%
3%
3%
Executive
9%
3%
3%
Management — Nonsales
8%
3%
3%
Professional — Sales
8%
3%
3%
Professional — Nonsales
8%
3%
3%
Para-professional — White collar
8%
3%
3%
Para-professional — Blue collar
9%
4%
3%
MANDATORY PAY INCREASE SCHEMES Industry-specific collective bargaining agreements usually establish a minimum pay increase indexed to inflation, but not all companies apply them, even within sectors with a specific agreement.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
99%
97%
70%
80%
64%
43%
Median target bonus (% of base pay)
20%
15%
15%
10%
7%
5%
Median maximum bonus (% of base pay)
36%
22%
24%
15%
11%
10%
© 2016 Mercer LLC.
532
Global Compensation Planning Report — October Update
SPAIN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Marketing
All levels
Industry Specific
All levels
Project Engineering
All levels
Research and Development
All levels
Research and Development
All levels
Sales
All levels
Sales
All levels
Sales and Marketing
All levels
Sales and Marketing
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
136
August 1, 2015
Salary Movement Snapshot, September 2016
158
August 1, 2016
Spain Total Remuneration Survey, April 2016
371
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
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SWEDEN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 4.2%
Inflation, annual average change
2016: 3.6%
2015: 0.7%
2017: 2.6%
Unemployment
2016: 1.1%
2015: 7.4%
2017: 1.4%
2016: 6.9%
2017: 6.7%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
Executive
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
Management — Nonsales
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
Professional — Sales
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
Professional — Nonsales
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
Para-professional — White collar
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
Para-professional — Blue collar
2.5%
2.5%
2.5%
2.5%
2.5%
2.5%
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SWEDEN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
2%
3%
3%
Executive
3%
3%
3%
Management — Nonsales
3%
4%
3%
Professional — Sales
2%
3%
3%
Professional — Nonsales
2%
3%
3%
Para-professional — White collar
2%
3%
3%
Para-professional — Blue collar
2%
4%
3%
MANDATORY PAY INCREASE SCHEMES Sweden does not have a mandatory pay increase policy, but collective agreements largely dictate salary increases.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
97%
97%
81%
77%
62%
49%
Median target bonus (% of base pay)
25%
15%
10%
8%
7%
6%
Median maximum bonus (% of base pay)
40%
22%
15%
11%
10%
10%
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SWEDEN
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Industry Specific
All levels
Industry Specific
All levels
Information Technology
All levels
Sales
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
122
August 1, 2015
Sweden Total Remuneration Survey, July 2016
372
July 1, 2016
Salary Movement Snapshot, September 2016
119
August 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
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SWITZERLAND
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 0.8%
Inflation, annual average change
2016: 1.0%
2015: -1.1%
2017: 1.3%
Unemployment
2016: -0.4%
2015: 3.2%
2017: 0.02%
2016: 3.5%
2017: 3.4%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
1.8%
1.6%
2.0%
1.5%
1.5%
1.8%
Executive
2.0%
1.6%
2.0%
1.7%
1.5%
1.8%
Management — Nonsales
2.0%
1.6%
2.0%
1.6%
1.5%
1.8%
Professional — Sales
1.8%
1.6%
2.0%
1.5%
1.5%
1.8%
Professional — Nonsales
1.8%
1.6%
2.0%
1.5%
1.5%
1.8%
Para-professional — White collar
1.5%
1.7%
2.0%
1.5%
1.5%
1.8%
Para-professional — Blue collar
1.5%
1.6%
2.0%
1.4%
1.5%
1.8%
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SWITZERLAND
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
13%
8%
6%
Executive
16%
12%
9%
Management — Nonsales
14%
8%
7%
Professional — Sales
14%
10%
8%
Professional — Nonsales
14%
9%
8%
Para-professional — White collar
14%
10%
7%
Para-professional — Blue collar
15%
11%
10%
MANDATORY PAY INCREASE SCHEMES Switzerland does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
100%
100%
72%
80%
59%
48%
Median target bonus (% of base pay)
30%
15%
13%
9%
6%
5%
Median maximum bonus (% of base pay)
50%
26%
20%
13%
10%
8%
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Global Compensation Planning Report — October Update
SWITZERLAND
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Industry Specific
All levels
Finance
All levels
Sales
All levels
Marketing
Professional
Sales and Marketing
All levels
Sales
All levels
Sales and Marketing
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
129
August 1, 2015
Salary Movement Snapshot, September 2016
131
August 1, 2016
Switzerland Total Remuneration Survey, April 2016
263
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
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Global Compensation Planning Report — October Update
UNITED KINGDOM
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ECONOMIC TRENDS GDP, INFLATION, AND UNEMPLOYMENT GDP, annual average change 2015: 2.2%
Inflation, annual average change
2016: 1.8%
2015: 0.1%
2017: 1.1%
Unemployment
2016: 0.7%
2015: 5.4%
2017: 2.5%
2016: 5.0%
2017: 5.2%
BASE SALARY INCREASES SALARY INCREASES MEDIAN SALARY INCREASES EXCLUDING ZEROES
MEDIAN SALARY INCREASES INCLUDING ZEROES
2015
2016
2017
2015
2016
2017
All employees
2.8%
2.7%
2.8%
2.7%
2.7%
2.8%
Executive
2.8%
2.7%
2.8%
2.7%
2.6%
2.8%
Management — Nonsales
2.8%
2.7%
2.8%
2.7%
2.6%
2.8%
Professional — Sales
2.8%
2.7%
2.8%
2.7%
2.6%
2.8%
Professional — Nonsales
2.8%
2.7%
2.8%
2.7%
2.6%
2.8%
Para-professional — White collar
2.8%
2.7%
2.8%
2.7%
2.6%
2.8%
Para-professional — Blue collar
2.8%
2.6%
2.8%
2.7%
2.5%
2.8%
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Global Compensation Planning Report — October Update
UNITED KINGDOM
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
COMPANIES REPORTING ZERO SALARY INCREASES 2015
2016
2017
All employees
7%
6%
4%
Executive
10%
6%
5%
Management — Nonsales
7%
7%
4%
Professional — Sales
7%
6%
5%
Professional — Nonsales
7%
7%
5%
Para-professional — White collar
8%
7%
5%
Para-professional — Blue collar
8%
8%
6%
MANDATORY PAY INCREASE SCHEMES The United Kingdom does not have a mandatory pay increase policy.
SHORT-TERM INCENTIVES VARIABLE BONUS BY EMPLOYEE LEVEL EXECUTIVE
MANAGEMENT
PROFESSIONAL
PARA-PROFESSIONAL
NONSALES
SALES
NONSALES
WHITE COLLAR
BLUE COLLAR
Respondents with bonus programme
99%
98%
75%
88%
78%
66%
Median target bonus (% of base pay)
25%
15%
13%
10%
6%
5%
Median maximum bonus (% of base pay)
40%
25%
20%
15%
10%
8%
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Global Compensation Planning Report — October Update
UNITED KINGDOM
Data for 2015
Actual
Data for 2016
Actual
Data for 2017
Forecast
ATTRACTING AND RETAINING EMPLOYEES WHICH EMPLOYEES ARE HARDEST TO ATTRACT?
WHICH EMPLOYEES ARE HARDEST TO RETAIN?
JOB FAMILY
LEVEL
JOB FAMILY
LEVEL
Engineering
All levels
Engineering
All levels
Industry Specific
All levels
Finance
All levels
Information Technology
All levels
Industry Specific
All levels
Sales
All levels
Information Technology
All levels
Sales
All levels
SOURCES SOURCE
TOTAL NUMBER OF PARTICIPANTS
DATA EFFECTIVE DATE
Salary Movement Snapshot, September 2015
199
August 1, 2015
Salary Movement Snapshot, September 2016
205
August 1, 2016
United Kingdom Total Remuneration Survey, April 2016
529
April 1, 2016
Not applicable
October 2016
International Monetary Fund, World Economic Outlook Database, October 2016
© 2016 Mercer LLC.
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Global Compensation Planning Report — October Update
ABOUT THIS REPORT
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Global Compensation Planning Report — October Update
METHODOLOGY GCPR’s methodology primarily relies on proprietary Mercer data combined with a comprehensive review and update process. The report allows HR practitioners to easily understand the economic climate and market trends in the locations in which they have employees. The salary increase data in the report provide insights into pay trends for budgeting and pay budget forecasts. These data are available for a period of three years overall, as well as for six specific career levels by country.
SALARY INCREASE DATA Salary increase trends for the different employee levels appear as median pay increases, both excluding and including zeroes: EXCLUDING VS INCLUDING ZEROES •• Excluding zeroes represents pay increases of companies that actually do increase pay (excluding pay freezes). •• Including zeroes shows the increases of all companies, including those with pay freezes. The information on the percentage of companies reporting zero salary increases is included to help identify and/or understand any salary freeze trends. SOURCES Salary figures and forecasts are based on Mercer’s Total Remuneration Surveys (TRS), Salary Movement Snapshot (SMS) surveys, and country compensation databases. The primary Mercer regional sources include the Latin America Economic Trends Report and the US and Canada Compensation Planning Surveys, among others. For specific country sources, please reference the individual source tables within each country section.
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METHODOLOGY
SALARY INCREASE TRENDS The Salary Increase Trends section in the report includes consolidated data on salary increases, excluding and including zeroes, to help with country comparisons. Information, where available, on mandatory pay increase schemes is also available in the report.
ECONOMIC TRENDS The Economic Trends section provides information on three key economic indicators: Gross Domestic Product (GDP), Inflation and Unemployment. These consolidated data from the three economic indicators, reported over a three-year period, helps with country comparisons. Economic information was drawn from: the International Monetary Fund (IMF) World Economic Outlook database; the Latin America Economic Trends Report; national central banks; national statistical offices; the International Labour Organisation; Key Indicators of the Labour Market (KILM); the Organisation for Economic Co-operation and Development Dataset: Economic Outlook; and the European Commission and government sources.
SHORT-TERM INCENTIVE DATA For designing a competitive salary and reward programme, short-term incentives play a significant role. The information provided on variable pay by employee level indicates the prevalence of these programmes, as well as target and actual or maximum bonus levels for different countries. Amounts are provided as a percentage of base salary unless otherwise noted. Generally, targets and maximum amounts are valid for the current performance cycle. The performance cycle may differ for each company and may be based on a calendar year, the company's financial year, or another time-frame. The actual bonus amount typically represents the award paid for the previous bonus cycle.
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METHODOLOGY
DATA SOURCES ECONOMIC DATA SOURCES
AMERICAS
ASIA PACIFIC
EUROPE, MIDDLE EAST, AND AFRICA
AMERICAS
ASIA PACIFIC
EUROPE, MIDDLE EAST, AND AFRICA
Economic Trends – Latin America, October 2016 International Labour Organization, Key Indicators of the Labour Market (KILM) 2015, 9th edition, November 2015 International Monetary Fund, World Economic Outlook Database, October 2016
SALARY INCREASE, SHORT-TERM INCENTIVE, AND ATTRACTION/RETENTION DATA SOURCES Asia Pulse Survey, July 2016 2016/2017 Compensation Planning Report, September 2016 Cyprus – •
Survey of Economic Confidence by the University of Cyprus, June 2016
•
Statistics Service, http://www.mof.gov.cy and www cystat.gov.cy
•
Consultant Estimates
Malta – •
The MISCO Salaries and Benefits Report, 2015/2016
•
MISCO Consulting Limited, April 2016
•
Budget Speech, October 2015
Economic Trends – Latin America, October 2016 Salary Movement Snapshot Survey, 2015 and 2016 Total Remuneration Survey, 2015 and 2016
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METHODOLOGY
UPDATE PROCESS GCPR combines regional and local salary increase survey data to offer a global planning tool for Mercer’s clients. The basis for salary increase figures includes country survey data (TRS and SMS) and regional sources (such as the Latin America Economic Trends Report), which are locally and/or regionally peer reviewed, then integrated into GCPR. Regular quarterly reviews of GCPR-Online and inbetween updates, if applicable, ensure that GCPR is up-to-date and provides the latest trends. Depending on the survey source and the release date of the local TRS survey, the update cycle for each section can vary across countries. The updates for each section typically are as follows: •• July: Base salary increases and economic trends. •• October: Base salary increases, economic trends, mandatory pay increase schemes, short-term incentives, attracting and retaining employees. IMPORTANT: Availability of data for some markets was limited at the time of release; all markets will be updated in GCPR-Online as data become available. The following markets will be updated in a revised copy of this PDF report available on November 11:
The following markets will be updated in a revised copy of this PDF report available on November 30:
•• India
•• Armenia
•• Israel
•• Bosnia and Herzegovina
•• Namibia
•• Georgia
•• Oman
•• Iraq
•• Yemen
•• Libya
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GLOSSARY CAREER LEVELS: •• Executive: Executives are the senior-most employees in the organisation. These generally include top executives and directors within the organisation, or employees with managerial responsibilities at the top level of a business unit or organisation. Executives are focused on defining strategies for the organisation. •• Management: Management refers to employees with important supervisory and managerial responsibilities, usually the higher levels within a business unit or organisation. Management-level employees focus on managing people and implementing policies and strategies to meet the organisation’s objectives. •• Professional — Sales: Formerly “Technical/Professional,” employees in a technical function or professional — sales role are individual contributors without supervisory responsibility, but may provide coaching/mentoring to less experienced staff. This level of employees typically holds a university degree or full-trade equivalent. •• Professional — Nonsales: Formerly “Technical/Professional,” employees in a technical function or typically in a nonsales professional role are individual contributors without supervisory responsibility, but may provide coaching/mentoring to less-experienced staff. This level of employees typically holds a university degree or full-trade equivalent. •• Para-professional — White collar: Formerly “Clerical/Technician” employees, salaried employees typically in a business support, analyst, administrative, or technical role are employees in skilled, semi-skilled, or unskilled roles without supervisory responsibility. This employee level does not require a university degree but may require formal professional training or certification, and may be paid on an hourly or a salaried basis. •• Para-professional — Blue collar: Formerly “Operations” employees, Para-professional refers to production workers generally in the manufacturing sector. Operations employees may or may not be covered by collective agreements. Para-professionals are employees in skilled, semi-skilled, or unskilled roles without supervisory responsibility. This employee level does not require a university degree but may require formal professional training and certification, and may be paid on an hourly or a salaried basis. GROSS DOMESTIC PRODUCT (GDP): GDP is defined broadly as the output of goods and services produced by labour and property. GDP has five main components: private consumption expenditure, fixed capital formation, increase in stocks, government consumption expenditure, and the net of exports of goods and services less imports of goods and services. The GDP data in this report refers topercentage change over the previous year’s GDP, at a constant price.
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GLOSSARY INFLATION: Inflation figures refer to the average annual changes in the consumer price index (CPI), which may differ from end-of-year figures. The CPI is an economic factor designed to measure changes over time in the price paid by households for the goods and services they normally purchase for consumption. REAL SALARY INCREASE: An increase in salary after factoring in the effects of inflation on purchasing power. SALARY INCREASES: Mercer collects data on salary increases through detailed surveys to representative companies with operations in each country analysed in this report. This figure includes merit increases, across-the-board increases, mandatory increases, and costof-living adjustments. It does not include promotional increases or any special adjustments to be made for internal equity or external competitiveness reasons. SALARY INCREASES EXCLUDING ZEROES: Excluding zeroes represents salary increases of companies that actually do increase pay (excluding pay freezes). SALARY INCREASES INCLUDING ZEROES: Including zeroes shows the increases of all companies, including those with pay freezes. SHORT-TERM INCENTIVES: Rewards relating to the performance against selected criteria over a period of one year or less, which include performance-related bonuses, sales bonuses, sales commissions, profit-sharing schemes, other bonuses, and exceptional premiums. UNEMPLOYMENT: Generally, data represents the percentage of economically active persons wholly unemployed or temporarily laid off. Unemployment generally comprises all persons above a specified age who, during the reference period, were without work, currently available for work, and seeking work. National definitions of employment and unemployment may differ from country-to-country.
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ABOUT MERCER Mercer is a global consulting leader in talent, health, retirement, and investments. Mercer helps clients around the world advance the health, wealth, and performance of their most vital asset — their people. Mercer’s 20,500+ employees are based in more than 40 countries, and we operate in more than 140 countries. Mercer is a wholly owned subsidiary of Marsh & McLennan Companies (NYSE: MMC), a global team of professional services companies offering clients advice and solutions in the areas of risk, strategy, and human capital.
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For further information, please contact your local Mercer office or visit our website at www.imercer.com
Copyright 2016 Mercer LLC. All rights reserved.
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