health wealth career sample - imercer€¦ · deepak gaur rishi kumar vaibhav jain writer austin...

®

GLOBAL PAY SUMMARY2017

SAMPLE

HEALTH WEALTH CAREER

SAMP

LE

Condition of SaleCopyright © 2017. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or be transmitted in any form or by any means, electronic or mechanical, photocopying, recording or otherwise, without the prior written permission of the publishers. No responsibility for loss occurring to any person acting or refraining from acting as a result of the material in this publication can be accepted by the authors or the publishers.

For information about your order or other Mercer products, contact your nearest Mercer office:

ASIA, MIDDLE EAST, AND AFRICASingaporeTel: +65 6398 [email protected]

Learn more about our extensiverange of publications atwww.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.

Share your thoughts with us or contact us directly with any questions.

PUBLICATIONS DIRECTORSAMANTHA POLOVINA

CREATIVE DIRECTORSTEFANI BALDWIN

PRODUCT MANAGERCHRISY WILSON

PRODUCTION MANAGERSUMIT BAJAJ

PROJECT MANAGERRAHI SARDANA

DESIGN MANAGERBHUPESH PERIWAL

ANALYSTSDEEPAK GAUR RISHI KUMAR VAIBHAV JAIN

WRITER AUSTIN LOTZ

COPYEDITORSANKITA RAWAT

DIVYA PRAKASH

DESIGNERSNIDHI RASTOGI

VISHAL KAPOOR

CONTENT TECHNICIANNIYATI RASTOGI

AUSTRALIASydneyTel: +61 2 8864 [email protected]

CANADATorontoTel: +1 800 333 [email protected]

EUROPEPolandTel: +48 22 436 68 [email protected]

LATIN AMERICAArgentina: +54 11 4000 0954Brazil: +55 11 3048 [email protected]

UNITED STATESLouisvilleTel: +1 800 333 [email protected]

PUBLISHED BY:MERCER1166 Avenue of the Americas, New York, New York 10036, United States

ORDER ONLINE

SAMP

LE

mailto:hrsolutions.ap%40mercer.com?subject=http://www.imercer.com/globalmailto:globalinsights.enquiries%40mercer.com?subject=mailto:customerservice%40mercer.com?subject=mailto:surveys%40mercer.com?subject=mailto:client.services.la%40mercer.com?subject=mailto:surveys%40mercer.com?subject=https://www.imercer.com/products/global-pay-summary.aspxhttps://www.imercer.com/products/global-pay-summary.aspx

TABL

E O

F C

ON

TEN

TS

5 MERCER'S GLOBAL PUBLICATIONS

8 INTRODUCTION 9 Report Structure

10 Reading the Report

22 SUMMARY OF KEY FINDINGS

23 OVERVIEW OF BENCHMARK POSITIONS24 Top Management

25 Legal

26 Human Resources

27 Finance

28 Administration

28 Information Technology

29 Sales and Marketing

30 Research and Development

31 Engineering

32 Operations

33 Supply and Logistics

123 ABOUT THIS REPORT124 Methodology

125 Glossary

126 About Mercer

47 COUNTRY BENCHMARK POSITIONS 53 Algeria

57 India

59 France

63 Japan

68 Israel

71 Ivory Coast

74 Germany

77 Morocco

80 Nigeria

83 United States

86 Republic of Congo

89 Saudi Arabia

92 Senegal

96 Turkey

99 Hong Kong

103 Tunisia

109 Poland

SAMP

LE

GLO

BAL

PUBL

ICAT

ION

S

FULL ACCESS TO ALL GLOBAL PUBLICATIONSSubscribe to our Talent All Access PortalTM for exclusive online access to our entire suite of publications and tools.

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.

Global Car Policies

HEALTH & BENEFITS

WORKFORCE & CAREERS

HANDBOOKS & GUIDES

Global Parental Leave Severance Policies — Asia Pacific

Global Compensation Planning Report

Short-Term Incentives Around the World

HR Guide to Doing Business HR Atlas Asia Pacific

Worldwide Benefit & Employment Guidelines

Global Pay SummaryInternational Geographic

Salary Differentials

Total Employment Costs Around the World

Workforce Turnover Around the World

Compensation Handbook Global Mobility Handbook HR Management TermsSAMP

LE

http://www.imercer.com/talentallaccesshttp://https://www.imercer.com/ecommerce/products/talent-all-accesshttp://https://www.imercer.com/ecommerce/products/talent-all-accesshttps://www.imercer.com/default.aspx?page=shortcutregion&shortcutId=83https://www.imercer.com/products/global-car-policies.aspxhttps://www.imercer.com/products/global-parental-leave.aspxhttps://www.imercer.com/default.aspx?page=pref&url=%2fproducts%2fglobal-parental-leave.aspxhttps://www.imercer.com/default.aspx?page=pref&url=%2fproducts%2fseverance-policies-ap.aspxhttps://www.imercer.com/default.aspx?page=pref&url=%2fproducts%2fseverance-policies-ap.aspxhttps://www.imercer.com/products/global-comp-planning.aspxhttps://www.imercer.com/products/global-comp-planning.aspxhttps://www.imercer.com/default.aspx?page=pref&url=%2fproducts%2f2015%2fshort-term-incentives.aspxhttps://www.imercer.com/default.aspx?page=pref&url=%2fproducts%2f2015%2fshort-term-incentives.aspxhttps://www.imercer.com/default.aspx?page=pref&url=%2fproducts%2fdoing-business-in.aspxhttps://www.imercer.com/default.aspx?page=pref&url=%2fproducts%2fdoing-business-in.aspxhttps://www.imercer.com/default.aspx?page=pref&url=%2fproducts%2fhr-atlas-asia-pacific.aspxhttps://www.imercer.com/products/wbeg.aspxhttps://www.imercer.com/products/wbeg.aspxhttps://www.imercer.com/products/global-pay-summary.aspxhttp://International Geographic Salary Differentialshttp://International Geographic Salary Differentialshttp://Total Employment Costs Around the Worldhttp://Total Employment Costs Around the Worldhttp://Workforce Turnover Around the Worldhttp://Workforce Turnover Around the Worldhttps://www.imercer.com/default.aspx?page=pref&url=%2fproducts%2fcompensation-handbook.aspxhttps://www.imercer.com/default.aspx?page=pref&url=%2fproducts%2fmobilityperspectives.aspxhttps://www.imercer.com/default.aspx?page=pref&url=%2fproducts%2f2013%2fmanagementterms.aspx

GLOBAL PAY SUMMARY — SAMPLE 5© 2017 Mercer LLC.

INTRODUCTIONEmployee pay and compensation often represents the largest expense for most corporations around the world. As business globalises and companies expand beyond their national borders, there is greater need for a transnational perspective that accounts for drastic fluctuations in the prices of labour between markets and career levels. Companies must strike the balance between costs and efficiency, and HR professionals around the world need the most reliable, comprehensive, and up-to-date information to inform their decisions in salary planning and negotiations.

IDENTIFYING VALUE

At its core, compensation reflects the market value for a particular type of labour. Employees view base salary as the most important element of “the deal” between them and an employer, and one of the most difficult aspects of planning for international pay schemes is effectively balancing the mutual and opposed interests of business objectives with the personal aspirations of each employee. Although it is to the benefit of every employer to offer a salary that allows employees a standard of living in the local market that is commensurate with their station within the company, it can be exceeding difficult to define that figure given cultural and economic differences between markets. In the end, it is critical that base pay be “right,” which means it should be internally equitable and externally competitive. If base pay is not “right,” it may distract employees from the task at hand.

DETERMINING LOCAL STANDARDS

An employee’s base salary is the core component of a total rewards package, but it does not represent the entire picture. Instead, base salary is simply the fixed amount of total cash compensation offered by the company each year. This represents an ongoing liability for the company, as it is guaranteed for each employee, but many employees around the world now look for other forms of compensation and rewards — their annual total cash compensation. This amount includes nonvariable remuneration and short-term incentives such as bonuses and sale commissions, and has grown in its proportion of total compensation over the last 20 years. Equipped with the right data and market trends, HR professionals can account for those markets where variable pay is increasing in order to erect a cost- and labour-effective salary structure anywhere in the world.SA

MPLE

GLOBAL PAY SUMMARY — SAMPLE 6

CONSIDERATIONS

When contemplating a pay scheme, HR professionals should consider the following questions:

► What are the current pay levels for similar positions in the local market?

► How might above- or below-market pay affect my organisation’s ability to attract and retain key talent?

► How do local employers structure their pay offerings (annual base salary versus annual total cash compensation) for individuals at a specific career level?

► Should I structure pay programmes so as to emphasise individual job functions within my organisation?

► How should my organisation weigh the variation in pay levels when making key business decisions such as expanding into new markets or relocating existing roles?

© 2017 Mercer LLC.

SAMP

LE

© 2017 Mercer LLC. GLOBAL PAY SUMMARY — SAMPLE 7

REPORT STRUCTUREThe 2017 Global Pay Summary report provides actionable information to HR professionals in need of current data on pay scales around the world. The report contains detailed information to assist in making critical decisions in strategic planning and negotiations, and presents data in clear, easy-to-read tables for the benefit of the user.

Mercer’s Global Pay Summary report collates data from 104 markets in 86 countries around the world, and features individual pay levels for 50 benchmarked positions commonly found in most organisations.

The report has four main sections:

► The Summary of Key Findings section serves as an executive summary for those looking for Mercer’s insights and observations. This section is optimal for anyone looking for global pay and salary trends, market comparisons and other analysis.

► The Overview of Benchmark Positions includes a descriptive breakdown of the responsibilities and background of each benchmarked position, as well as the annual average base salary and annual total cash compensation for each position, by country.

► The Country Benchmark Positions is a one-stop-shop for HR managers and professionals looking for county-specific data for the 50 benchmark positions. The data are presented in both local currency and USD, and includes low, median and high rates of annual base salary and annual total cash compensation for each position.

► The About this Report section delineates the methods used in the report and lists key definitions.

INTRODUCTION

SAMP

LE


READING THIS REPORTThe following pages include tips and guidelines to help navigate the report content.

INTRODUCTION

HUMAN RESOURCES MANAGERANNUAL COMPENSATION AND COST ADVANTAGES FOR E7 AND G7 COUNTRIES, 2016

MEDIAN ANNUAL COMPENSATION (USD) COST ADVANTAGE FIXED PAY AS A % OF TOTAL CASHCOMPENSATIONABS AGC ATC ABS AGC ATC

BRAZIL 51,548 51,548 51,548 -61% -61% -61% 7.2%

CHINA-BEIJING 70,247 70,247 70,247 -61% -61% -61% 3.7%

INDIA 28,238 28,238 28,238 -61% -61% -61% 3.8%

INDONESIA 27,930 27,930 27,930 -61% -61% -61% 4.6%

MEXICO 45,477 45,477 45,477 -61% -61% -61% 6.0%

RUSSIA-MOSCOW 44,731 44,731 44,731 -61% -61% -61% 6.1%

TURKEY 64,190 64,190 64,190 -61% -61% -61% 5.9%

AVERAGE E7 44,267 44,267 44,267 -61% -61% -61% 5.9%

CANADA 51,548 51,548 51,548 -61% -61% -61% 7.2%

FRANCE 70,247 70,247 70,247 -61% -61% -61% 3.7%

GERMANY 28,238 28,238 28,238 -61% -61% -61% 3.8%

ITALY 27,930 27,930 27,930 -61% -61% -61% 4.6%

JAPAN 45,477 45,477 45,477 -61% -61% -61% 6.0%

TABLE KEY

This table compares annual base salary (ABS), annual guaranteed cash (AGC), and annual total compensation (ATC) across the 14 countries in the E7 and G7 markets. Green denotes the highest-paying location and blue the most cost-effective, or lowest-paying location; negative values are in red. The country listed in green is the benchmark to compare the cost advantage.

METHODOLOGY

This data is extracted from the Mercer 2016 Total Remuneration Survey All-Industry surveys, and November 2016 exchange rates are used for the USD conversions. The E7 and G7 salary data is the organisation-weighted average of the salaries in that group. The cost advantage shows the percentage salary differential of a country compared to the top-paying country. For example, if a country’s ABS cost advantage is 75%, the base salary that a company will pay in that country is equivalent to 25% of the base salary for the same job in the top-paying country. Finally, the table provides fixed pay as a percentage of ATC in each country. Those markets where fixed pay represents a lower proportion of ATC rely more on performance-based pay, leading to more flexible pay structure and varied salaries based on business performance.

ABS = annual base salary. Throughout the report, ABS fields are shaded green.

The Summary of Key Findings includes an Emerging Markets Spotlight with analysis of the E7 and G7 countries.

AGC = annual guaranteed cash. Throughout the report, AGC and variable pay fields are shaded blue.

Information on how to read tables and the methodology used can be found in grey shaded area on many pages.

ATC = annual total cash. Throughout the report, ATC fields are shaded orange.

SAMPLE DATA

SAMP

LE


INTRODUCTIONTOP COUNTRIES, ANNUAL BASE SALARY, PERCENTAGE OF BENCHMARK JOBS, 2016

COSTLIEST COUNTRIES

1

2

3

COST-EFFECTIVE COUNTRIES

1

2

4

3

5

METHODOLOGY

In the top countries infographic, the ranking represents the countries with the highest percentage of all 50 benchmark jobs included in this report, that are either the costliest or most cost-effective. For example, 57% of the benchmark jobs in the Venezuela are the costliest, representing the highest.

57% 38%

19%

11%

65%

8%

Venezuela Mexico

Guatemala

Brazil

Brazil

Colombia, Costa Rica

United States

Canada

38%

5%

Readers can recognise that this page displays annual base salary (ABS) data by the green accent colour.

The Summary of Key Findings includes some Regional Trends, such as rankings of the costliest and most cost-effective countries in the region.

The methodology for each piece of analysis can be found in the grey shaded area on many pages. Additional information on Methodology can be found in the About this Report section.

SAMPLE DATA

SAMP

LE


BENCHMARK JOBSWIDEST VARIANCE NARROWEST VARIANCE

PERCENTAGE VARIATION COUNTRY PERCENTAGE VARIATION COUNTRY

LEGAL

LEGAL COUNSEL — EXPERIENCED 67% Guatemala 30% Canada

HUMAN RESOURCES

HUMAN RESOURCES MANAGER 67% Guatemala 30% Canada

COMPENSATION AND BENEFITS MANAGER 67% Guatemala 30% Canada

LABOUR SAFETY ENGINEER — EXPERIENCED 67% Guatemala 30% Canada

HUMAN RESOURCES ADMINISTRATION CLERK — EXPERIENCED 67% Guatemala 30% Canada

FINANCE

CREDIT AND COLLECTIONS SUPERVISOR 67% Guatemala 30% Canada

CREDIT AND COLLECTIONS CLERK — EXPERIENCED 67% Guatemala 30% Canada

ACCOUNTING MANAGER 67% Guatemala 30% Canada

ACCOUNTANT — EXPERIENCED 67% Guatemala 30% Canada

ACCOUNTING CLERK — EXPERIENCED 67% Guatemala 30% Canada

AUDIT MANAGER 67% Guatemala 30% Canada

ADMINISTRATION

EXECUTIVE SECRETARY — SENIOR 67% Guatemala 30% Canada

SECRETARY — EXPERIENCED 67% Guatemala 30% Canada

OFFICE ADMINISTRATION MANAGER 67% Guatemala 30% Canada

SECURITY GUARD — EXPERIENCED 67% Guatemala 30% Canada

INFORMATION TECHNOLOGY

SYSTEMS DEVELOPMENT MANAGER 67% Guatemala 30% Canada

SYSTEMS ANALYST — EXPERIENCED 67% Guatemala 30% Canada

SYSTEMS PROGRAMMER — EXPERIENCED 67% Guatemala 30% Canada

WEB APPLICATIONS DEVELOPER — EXPERIENCED 67% Guatemala 30% Canada

COMPUTER OPERATOR — EXPERIENCED 67% Guatemala 30% Canada

INTRODUCTIONANNUAL TOTAL CASH COMPENSATION VARIANCE BY JOB, 2016

METHODOLOGY

The variance is defined as the difference between the 67th and 33rd percentile of the market. For example, the variance between the low and high ATC for legal counsel in Guatemala is 67%, therefore indicating a large difference in market pay. In Canada, the variance is 30%, indicating a narrow or small variance in salaries in the market.

Countries with the widest and narrowest variance for each job are reported. The higher the percentage, the wider the gap in compensation within that country.

Readers can recognise that this page displays annual total cash (ATC) data by the orange accent colour.

Data in the region have been analysed to identify the countries with the widest and narrowest pay variance for each job.

SAMPLE DATAThe percentage indicates the difference (or variance) between the 33rd and 67th percentiles for each job.

SAMP

LE


INTRODUCTIONHUMAN RESOURCES MANAGER MEDIAN ANNUAL ALLOWANCE AND ANNUAL VARIABLE PAY, USD, BY COUNTRY, 2016

ALLOWANCE

ARGENTINA

VARIABLE PAY

ALLOWANCE

CANADA

VARIABLE PAY

ALLOWANCE

COLOMBIA

VARIABLE PAY

ALLOWANCE

BRAZIL

VARIABLE PAY

ALLOWANCE

CHILE

VARIABLE PAY

ALLOWANCE

COSTA RICA

VARIABLE PAY

7,278

7,278

7,278

7,278

7,278

7,278

7,278

7,278

7,278

7,278

7,278

7,278

ALLOWANCE

DOMINICAN REPUBLIC

VARIABLE PAY

ALLOWANCE

EL SALVADOR

VARIABLE PAY

ALLOWANCE

MEXICO

VARIABLE PAY

ALLOWANCE

ECUADOR

VARIABLE PAY

ALLOWANCE

GUATEMALA

VARIABLE PAY

ALLOWANCE

PANAMA

VARIABLE PAY

7,278

7,278

7,278

7,278

7,278

7,278

7,278

7,278

7,278

7,278

7,278

7,278

ALLOWANCE

PARAGUAY

VARIABLE PAY

ALLOWANCE

PUERTO RICO

VARIABLE PAY

ALLOWANCE

URUGUAY

VARIABLE PAY

ALLOWANCE

PERU

VARIABLE PAY

ALLOWANCE

UNITED STATES

VARIABLE PAY

ALLOWANCE

VENEZUELA

VARIABLE PAY

7,278

7,278

7,278

7,278

7,278

7,278

7,278

7,278

7,278

7,278

7,278

7,278

The Emerging Markets Spotlight and Regional Trends analyses each compare four levels of managers: HR, accounting, marketing, and office administration managers.

This page compares allowances and variable pay across countries within the region. All amounts are provided in USD. Exchange rates can be found in the About this Report section.

SAMPLE DATA

SAMP

LE


INTRODUCTIONHEAD OF ORGANISATION — TIER 3NORTH AMERICATOP MANAGEMENT

KEY ACTIVITIESEstablish an overall vision and strategy, and approve policies and procedures for the country/local business unit, that contributes to the overall corporate plan. Set and monitor the performance of the country/local business unit against standards and targets in areas such as manufacturing and administration efficiency, cost control, sales revenue, legal compliance, and human resources management. Lead, guide, evaluate, and develop a team of senior managers to ensure that the country/local business unit achieves its business objectives and complies with all relevant regulations and laws.

ROLELead, direct, and control the activities of a country or local business unit so that it achieves its short- and long-term financial and operating objectives (for example, increased profitability, productivity, or market share) as set by the overall corporate business plan. Please note that associated organisation type should be division.

TYPICAL EDUCATIONUniversity (degree).

TYPICAL RELEVANT EXPERIENCEMore than 12 years.

NORMALLY REPORTS TOHead of organisation — Tier 0, tier 1, or tier 2.

The Overview of Benchmark Positions section includes descriptions for each of the 50 jobs. Some descriptions may vary within a region. This page describes the Head of Organisation — Tier 3 in North America (Americas region) but in most cases jobs descriptions are applicable globally.

SAMPLE DATA

SAMP

LE


INTRODUCTIONHEAD OF ORGANISATION — TIER 3COMPARISON OF ANNUAL BASE SALARY AND ANNUAL TOTAL CASH COMPENSATION, USD, 2016

240,994

137,156

144,000

241,679

151,519

134,670

264,968

122,114

91,344

199,163

169,332

128,829

219,847

219,256

162,513

148,971

190,935

155,990

290,506

169,131

211,869

188,627

163,994

156,546

96,723

229,068

211,576

167,022

275,629

281,474

222,313

178,096

218,109

205,164

ARGENTINA

BRAZIL

CANADA

CHILE

COLOMBIA

COSTA RICA

DOMINICAN REPUBLIC

ECUADOR

EL SALVADOR

GUATEMALA

MEXICO

PANAMA

PARAGUAY

PERU

PUERTO RICO

UNITED STATES

URUGUAY

VENEZUELA

ABS: ANNUAL BASE SALARY, (USD), MEDIAN DIFFERENCE BETWEEN ABS AND ATC ATC: ANNUAL TOTAL CASH, (USD), MEDIAN

This comparison is provided in USD and helps to identify high paying (costly) and low paying (cost-effective) locations within the region. Exchange rates can be found in the About this Report section.

The Overview of Benchmark Positions section also includes a summary comparison of pay for a single job in each country in the region.

SAMPLE DATA

SAMP

LE


INTRODUCTION

COUNTRY

GDP GROWTH INFLATION UNEMPLOYMENT

49% 51% 48% 52% 59% 41%

ECONOMIC AND LABOUR MARKET

TOTAL POPULATION, 2016 WORKING AGE RANGE POPULATION(15-64), 2016

ECONOMICALLY ACTIVE POPULATION (15-64), 2016

TOTAL POPULATION GENDER RATIO, 2016

WORKING AGE (15-64) GENDER RATIO, 2016

ECONOMICALLY ACTIVE (15-64) GENDER RATIO, 2016

8,31015,589 4,904

Note: Population size is in thousands.

2017 6.8%

2016 6.6%

2015 6.5%

2017 1.8%

2016 1.0%

2015 0.1%

2017 8.9%

2016 9.1%

2015 9.3%

USD1 = EUR0.91EUR1 = EUR1.00Exchange rate as of Nov 4, 2016

The Country Benchmark Positions section includes details for each country. The economic and labour market data provide additional market context and background.

GDP, Inflation, and unemployment rates can be found on the first page of each set of country data.

Population numbers are in thousands.

The exchange rate can be found here, as well as in the About this Report section.

The data sources for all content can be found on the last page of each country and in the About this Report section.

Population is provided for three categories, as well as the proportion of males and females within each group.

SAMPLE DATA

SAMP

LE


INTRODUCTION

LOCAL CURRENCY USD

BENCHMARK JOBSANNUAL BASE SALARY (ABS) ANNUAL TOTAL CASH COMPENSATION (ATC) ANNUAL BASE SALARY (ABS)

ANNUAL TOTAL CASH COMPENSATION (ATC)

LOW MEDIAN HIGH LOW MEDIAN HIGH LOW MEDIAN HIGH LOW MEDIAN HIGH

TOP MANAGEMENT

HEAD OF ORGANISATION — TIER 3 153,029 166,558 197,992 192,503 207,531 244,708 169,005 183,946 218,662 212,600 229,197 270,255

LEGAL

LEGAL COUNSEL — EXPERIENCED 60,000 70,525 79,663 65,372 72,110 83,201 66,264 77,888 87,980 72,197 79,638 91,887

HUMAN RESOURCES

HEAD OF HUMAN RESOURCES — TIER 3 118,559 136,371 149,031 136,437 150,213 171,019 130,936 150,608 164,590 150,681 165,895 188,873

HUMAN RESOURCES MANAGER 73,942 85,816 89,288 85,232 89,369 101,172 81,661 94,775 98,610 94,130 98,699 111,734

COMPENSATION AND BENEFITS MANAGER 75,504 94,574 104,880 82,712 103,868 111,620 83,387 104,447 115,829 91,347 114,712 123,273

LABOUR SAFETY ENGINEER — EXPERIENCED – 52,074 – – 52,574 – – 57,510 – – 58,063 –

HUMAN RESOURCES ADMINISTRATION CLERK — EXPERIENCED

34,444 35,753 41,175 34,582 39,795 43,258 38,040 39,486 45,474 38,192 43,950 47,7 74

FINANCE

HEAD OF FINANCE AND ACCOUNTING — TIER 3 113,199 123,648 154,165 125,742 152,648 188,378 125,017 136,557 170,260 138,869 168,584 208,044

CREDIT AND COLLECTIONS SUPERVISOR – – – – – – – – – – – –

CREDIT AND COLLECTIONS CLERK — EXPERIENCED 31,603 34,856 37,108 32,127 35,757 39,361 34,902 38,495 40,982 35,481 39,490 43,470

ACCOUNTING MANAGER 76,532 80,857 89,555 83,152 94,089 107,610 84,522 89,298 98,904 91,833 103,912 118,844

ACCOUNTANT — EXPERIENCED 39,269 43,078 46,950 40,227 44,358 48,927 43,369 47,575 51,852 44,427 48,989 54,035

ANNUAL COMPENSATION, 2016

USD1 = EUR0.91EUR1 = EUR1.00Exchange rate as of Nov 4, 2016

Note: The figures under the annual total cash compensation section reflect the actual amounts of the awards received over last 12 months.

Due to the local currency in some countries, figures may be reported in thousands. This is noted below the table.

A “–“ indicates there is insufficient data to report a statistic.

Low = 33rd percentile and High = 67th percentile. More information on these statistics can be found under Methodology in the About this Report section.

Data for the 50 benchmark jobs in each country are provided in local currency and USD.

The exchange rate can be found here, as well as in the About this Report section.

SAMPLE DATA

SAMP

LE

OVE

RVIE

W O

F BE

NC

HM

ARK

POSI

TIO

NS

© 2016 Mercer LLC. 16© 2017 Mercer LLC. 16GLOBAL PAY SUMMARY — SAMPLE

SAMP

LE


HEAD OF ORGANISATION — TIER 3SAMPLE

OVERVIEW OF BENCHMARK POSITIONS

KEY ACTIVITIESEstablish an overall vision and strategy, and approve policies and procedures for the country/local business unit, that contributes to the overall corporate plan. Set and monitor the performance of the country/local business unit against standards and targets in areas such as manufacturing and administration efficiency, cost control, sales revenue, legal compliance, and human resources management. Lead, guide, evaluate, and develop a team of senior managers to ensure that the country/local business unit achieves its business objectives and complies with all relevant regulations and laws.

ROLELead, direct, and control the activities of a country or local business unit so that it achieves its short- and long-term financial and operating objectives (for example, increased profitability, productivity, or market share) as set by the overall corporate business plan. Please note that associated organisation type should be division.

TYPICAL EDUCATIONUniversity (degree).

TYPICAL RELEVANT EXPERIENCEMore than 12 years.

NORMALLY REPORTS TOHead of organisation — Tier 0, tier 1, or tier 2.

SAMP

LE


HEAD OF ORGANISATION — TIER 3COMPARISON OF ANNUAL BASE SALARY AND ANNUAL TOTAL CASH COMPENSATION, USD, 2016

OVERVIEW OF BENCHMARK POSITIONS

118,298

122,481

283,610

384,838

119,903

251,855

274,570

221,558

291,546

302,260

152,740

329,043

341,202

344,615

387,084

363,289

328,730

172,508

155,429

380,750

412,982

326,999

330,283

353,676

322,102

391,483

356,499

354,016

429,306

381,307

452,062

452,255

414,287

502,291

ALGERIA

INDIA

FRANCE

JAPAN

ISRAEL

IVORY COAST

GERMANY

MOROCCO

NIGERIA

UNITED STATES

REPUBLIC OF CONGO

SAUDI ARABIA

SENEGAL

TURKEY

HONG KONG

TUNISIA

POLAND

ABS: ANNUAL BASE SALARY, (USD), MEDIAN DIFFERENCE BETWEEN ABS AND ATC ATC: ANNUAL TOTAL CASH, (USD), MEDIAN SA

MPLE


CO

UNTR

Y BE

NC

HM

ARK

POSI

TIO

NS

SAMP

LE


SAMPLE

GDP GROWTH INFLATION UNEMPLOYMENT

50% 50% 50% 50% 50% 50%

ECONOMIC AND LABOUR MARKET

TOTAL POPULATION, 2016 WORKING AGE RANGE POPULATION(15-64), 2016

ECONOMICALLY ACTIVE POPULATION (15-64), 2016

TOTAL POPULATION GENDER RATIO, 2016

WORKING AGE (15-64) GENDER RATIO, 2016

ECONOMICALLY ACTIVE (15-64) GENDER RATIO, 2016

100,0001,000,000 10,000

Note: Population size is in thousands.

2017 1.0%

2016 1.0%

2015 1.0%

2017 1.0%

2016 1.0%

2015 1.0%

2017 1.0%

2016 1.0%

2015 1.0%

USD1 = DZD1,000 EUR1 = DZD1,000 Exchange rate as of Nov 4, 2016

SAMP

LE


SAMPLEANNUAL COMPENSATION, 2016


LOCAL CURRENCY USD

BENCHMARK JOBSANNUAL BASE SALARY (ABS) ANNUAL TOTAL CASHCOMPENSATION (ATC) ANNUAL BASE SALARY (ABS)

ANNUAL TOTAL CASHCOMPENSATION (ATC)


TOP MANAGEMENT

HEAD OF ORGANISATION — TIER 3 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

LEGAL

LEGAL COUNSEL — EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

HUMAN RESOURCESHEAD OF HUMAN RESOURCES — TIER 3 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

HUMAN RESOURCES MANAGER 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000COMPENSATION AND BENEFITS MANAGER 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

LABOUR SAFETY ENGINEER — EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

HUMAN RESOURCES ADMINISTRATION CLERK — EXPERIENCED

100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

FINANCEHEAD OF FINANCE AND ACCOUNTING — TIER 3 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

CREDIT AND COLLECTIONS SUPERVISOR 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

CREDIT AND COLLECTIONS CLERK — EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

ACCOUNTING MANAGER 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

ACCOUNTANT — EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000ACCOUNTING CLERK — EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

AUDIT MANAGER 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

USD1 = DZD1,000 EUR1 = DZD1,000 Exchange rate as of Nov 4, 2016

SAMP

LE


ANNUAL COMPENSATION, 2016, CONTINUED


LOCAL CURRENCY USD




ADMINISTRATIONEXECUTIVE SECRETARY — SENIOR 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

SECRETARY — EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000OFFICE ADMINISTRATION MANAGER 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

SECURITY GUARD — EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

INFORMATION TECHNOLOGYHEAD OF INFORMATION TECHNOLOGY — TIER 3 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

SYSTEMS DEVELOPMENT MANAGER 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

SYSTEMS ANALYST — EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

SYSTEMS PROGRAMMER — EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

WEB APPLICATIONS DEVELOPER — EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

COMPUTER OPERATOR — EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

SAMPLE USD1 = DZD1,000 EUR1 = DZD1,000 Exchange rate as of Nov 4, 2016

SAMP

LE




LOCAL CURRENCY USD




SALES AND MARKETINGHEAD OF SALES AND MARKETING — TIER 3 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

HEAD OF MARKETING — TIER 3 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

MARKETING MANAGER 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000MARKET RESEARCH ANALYST — EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

PRODUCT/BRAND MARKETING PROFESSIONAL — SENIOR 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

SALES MANAGER 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

SALES MANAGER – REGIONAL 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000SALES REPRESENTATIVE — EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

CUSTOMER SERVICE MANAGER 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000CUSTOMER SERVICE REPRESENTATIVE — EXPERIENCED

100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

RESEARCH AND DEVELOPMENTRESEARCH AND DEVELOPMENT MANAGER 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

RESEARCH AND DEVELOPMENT ENGINEER — EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

ENGINEERINGENVIRONMENTAL HEALTH AND SAFETY MANAGER 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

TECHNICAL SERVICE MANAGER 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000TECHNICAL SERVICE TECHNICIAN – EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

PROCESS ENGINEER — EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000


SAMP

LE




LOCAL CURRENCY USD




OPERATIONS

HEAD OF PLANT 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

HEAD OF PRODUCTION 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

PRODUCTION SUPERVISOR 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000PRODUCTION WORKER — EXPERIENCED 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

HEAD OF QUALITY — TIER 3 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000REPAIR AND MAINTENANCE ENGINEERING MANAGER 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

SUPPLY AND LOGISTICSHEAD OF SUPPLY CHAIN — TIER 3 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

HEAD OF PURCHASING 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000TRAFFIC AND DISTRIBUTION COORDINATOR — ENTRY 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000

WAREHOUSE — TEAM LEADER 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000


SAMP

LE

ABO

UT T

HIS

REPO

RT


SAMP

LE

MET

HO

DO

LOG

Y

ABOUT THIS REPOTThis section provides information on the methods of collecting, collating, and analysing data for this publication. Below are notes on exceptions and exclusions in the data and a list of data sources, relevant equations, and currency conversions rates. Readers will also find a glossary of key terms.

METHODOLOGYSTATISTICSThe following statistics are presented in this report:

► Low or 33rd Percentile: The data point that is higher than 33% of all other data in the sample when ranked from low to high. ► Median or 50th Percentile: The data point that is higher than 50% of all other data in the sample when ranked from low to high. ► High or 67th Percentile: The data point that is higher than 67% of all other data in the sample when ranked from low to high. ► Average: The sum of all data reported divided by the number of data observations in the sample. Also known as the mean. ► Prevalence: The percentage of companies that provided a response to a question with a defined number of options to choose

from. For example, a single response question or a check box (select all that apply) style question.

► In single response questions, the sum of all responses may not equal 100% due to rounding.

► In multiple response questions, the sum of all responses will be greater than 100%.

► N: The number of companies that reported data for the statistic. ► Endash or “–”: The sample is too small to provide the statistic.

DATA MASKINGTo ensure the confidentiality of all companies that provide data to Mercer’s surveys, statistics have been “masked” by displaying an endash or “–” when minimum sample sizes are not met.

► A minimum of three data points are required to report the average and prevalence percentages. ► A minimum of five data points are required to report the 33rd, 50th, and 67th percentiles.


SAMP

LE

MET

HO

DO

LOG

Y

GLOBAL PAY DATAGlobal Pay Summary provides Annual Base Salary (ABS) and Annual Total Cash Compensation (ATC) data in local currency and USD, as well as information on Annual Guaranteed Cash (AGC) for selected countries in the case studies.

► ABS is the monthly base salary multiplied by the number of months of pay (based on company policy). ► AGC refers to ABS plus the annual fixed allowances or any guaranteed cash. ► ATC refers to the total ABS in addition to any guaranteed cash and actual annual short-term incentives.

Pay data within each country matches our core benchmark position structure, using Mercer’s International Position Evaluation (IPE) methodology. This system maps job roles to position classes (PCs) based on the scope of the roles, responsibilities, and company size, thereby supporting an accurate comparison of peers in the market. See the Glossary for more information on IPE.

EXCEPTIONS AND NOTESThe range of pay data may appear wide, primarily due to company size variation and the sampling of their pay practices in the database for some positions. The data are based on Mercer’s job evaluation in local markets, with statistics derived from individual country databases of Mercer’s 2016 All Industry Total Remuneration Surveys (TRS). TRS reports provide extensive details on all elements of compensation and benefits.

The salary information for some positions in a few countries might be less than in the previous year for the following reasons:

► The sample of participating companies is different this year, resulting in a change in Mercer’s IPE levels reported in the job titles. This change can be seen in the PC ranges of each job position.

► Increased unemployment rates, uncertain business conditions, and continued slow growth have increased talent availability. This increased talent supply, in turn, has reduced the pressure on employers to increase salaries to attract and retain desirable employees. New hires typically cannot demand, and do not receive, salaries as high as they did a few years ago, causing actual data to decrease for some positions.

► A large talent gap is an indirect reason for lower salaries in some areas. Although employers may promote employees in some positions at a faster rate to cover the talent gap, salaries for these promotions might be lower than previously offered.

© 2016 Mercer LLC. 27© 2017 Mercer LLC. 27

ABOUT THIS REPORT

GLOBAL PAY SUMMARY — SAMPLE

SAMP

LE

MET

HO

DO

LOG

Y

DATA SOURCES AND CURRENCY CONVERSION RATES

CURRENCY CONVERSION RATES DATA SOURCES

DATA SOURCES AND CURRENCY CONVERSION RATESDATA SOURCES


ABOUT THIS REPORT


Notes: Exchange rates in this table are rounded to two significant digits; however, the data presented in the report was prepared using the high degree of precision.Currency conversion rates as of November 4, 2016.

Year-over-year comparisons of data reported in Global Pay Summary are not recommended due to currency fluctuations.

COUNTRY DATA SOURCE

ALGERIA• International Monetary Fund, World Economic Outlook Database, October 2016• International Labour Organisation Ilostat Database, October 2016• 2016 Total Remuneration Survey, September 2016

CAMEROON

• International Monetary Fund, World Economic Outlook Database, October 2016• International Labour Organisation, Key Indicators of The Labour Market (Kilm) 2015, 9th Edition, November 2015• International Labour Organisation Ilostat Database, October 2016• 2016 Total Remuneration Survey, September 2016

EGYPT• International Monetary Fund, World Economic Outlook Database, October 2016• International Labour Organisation Ilostat Database, October 2016• 2016 Total Remuneration Survey, August 2016

GHANA

• International Monetary Fund, World Economic Outlook Database, October 2016• International Labour Organisation, Key Indicators of The Labour Market (Kilm) 2015, 9th Edition, November 2015• International Labour Organisation Ilostat Database, October 2016• 2016 Total Remuneration Survey, September 2016

ISRAEL• International Monetary Fund, World Economic Outlook Database, October 2016• International Labour Organisation Ilostat Database, October 2016• 2016 Total Remuneration Survey, June 2016

IVORY COAST

• International Monetary Fund, World Economic Outlook Database, October 2016• International Labour Organisation, Key Indicators of The Labour Market (Kilm) 2015, 9th Edition, November 2015• International Labour Organisation Ilostat Database, October 2016• 2016 Total Remuneration Survey, October 2016

KENYA

• International Monetary Fund, World Economic Outlook Database, October 2016• International Labour Organisation, Key Indicators of The Labour Market (Kilm) 2015, 9th Edition, November 2015• International Labour Organisation Ilostat Database, October 2016• 2016 Total Remuneration Survey, October 2016

MOROCCO• International Monetary Fund, World Economic Outlook Database, October 2016• International Labour Organisation Ilostat Database, October 2016• 2016 Total Remuneration Survey, September 2016SA

MPLE

MET

HO

DO

LOG

Y


ABOUT THIS REPORT


BENCHMARK JOBS ALGERIA CAMEROON EGYPT GHANA ISRAEL IVORY COAST

TOP MANAGEMENT

HEAD OF ORGANISATION — TIER 3 50-50 60-60 50-50 60-60 50-50 60-60

LEGAL

LEGAL COUNSEL — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

HUMAN RESOURCES

HEAD OF HUMAN RESOURCES — TIER 3 50-50 60-60 50-50 60-60 50-50 60-60

HUMAN RESOURCES MANAGER 50-50 60-60 50-50 60-60 50-50 60-60

COMPENSATION AND BENEFITS MANAGER 50-50 60-60 50-50 60-60 50-50 60-60

LABOUR SAFETY ENGINEER — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

HUMAN RESOURCES ADMINISTRATION CLERK — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

FINANCE

HEAD OF FINANCE AND ACCOUNTING — TIER 3 50-50 60-60 50-50 60-60 50-50 60-60

CREDIT AND COLLECTIONS SUPERVISOR 50-50 60-60 50-50 60-60 50-50 60-60

CREDIT AND COLLECTIONS CLERK — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

ACCOUNTING MANAGER 50-50 60-60 50-50 60-60 50-50 60-60

ACCOUNTANT — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

ACCOUNTING CLERK — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

AUDIT MANAGER 50-50 60-60 50-50 60-60 50-50 60-60

ADMINISTRATION

EXECUTIVE SECRETARY — SENIOR 50-50 60-60 50-50 60-60 50-50 60-60

SECRETARY — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

OFFICE ADMINISTRATION MANAGER 50-50 60-60 50-50 60-60 50-50 60-60

SECURITY GUARD — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

INFORMATION TECHNOLOGY

HEAD OF INFORMATION TECHNOLOGY — TIER 3 50-50 60-60 50-50 60-60 50-50 60-60

SYSTEMS DEVELOPMENT MANAGER 50-50 60-60 50-50 60-60 50-50 60-60

SYSTEMS ANALYST — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

SYSTEMS PROGRAMMER — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

WEB APPLICATIONS DEVELOPER — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

COMPUTER OPERATOR — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

PC RANGES

SAMP

LE

MET

HO

DO

LOG

Y


ABOUT THIS REPORT


PC RANGES, CONTINUED


SALES AND MARKETING

HEAD OF SALES AND MARKETING — TIER 3 50-50 60-60 50-50 60-60 50-50 60-60

HEAD OF MARKETING — TIER 3 50-50 60-60 50-50 60-60 50-50 60-60

MARKETING MANAGER 50-50 60-60 50-50 60-60 50-50 60-60

MARKET RESEARCH ANALYST — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

PRODUCT/BRAND MARKETING PROFESSIONAL — SENIOR 50-50 60-60 50-50 60-60 50-50 60-60

SALES MANAGER 50-50 60-60 50-50 60-60 50-50 60-60

SALES MANAGER — REGIONAL 50-50 60-60 50-50 60-60 50-50 60-60

SALES REPRESENTATIVE — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

CUSTOMER SERVICE MANAGER 50-50 60-60 50-50 60-60 50-50 60-60

CUSTOMER SERVICE REPRESENTATIVE — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

RESEARCH AND DEVELOPMENT

RESEARCH AND DEVELOPMENT MANAGER 50-50 60-60 50-50 60-60 50-50 60-60

RESEARCH AND DEVELOPMENT ENGINEER — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

ENGINEERING

ENVIRONMENTAL HEALTH AND SAFETY MANAGER 50-50 60-60 50-50 60-60 50-50 60-60

TECHNICAL SERVICE MANAGER 50-50 60-60 50-50 60-60 50-50 60-60

TECHNICAL SERVICE TECHNICIAN — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

PROCESS ENGINEER — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

OPERATIONS

HEAD OF PLANT 50-50 60-60 50-50 60-60 50-50 60-60

HEAD OF PRODUCTION 50-50 60-60 50-50 60-60 50-50 60-60

PRODUCTION SUPERVISOR 50-50 60-60 50-50 60-60 50-50 60-60

PRODUCTION WORKER — EXPERIENCED 50-50 60-60 50-50 60-60 50-50 60-60

HEAD OF QUALITY — TIER 3 50-50 60-60 50-50 60-60 50-50 60-60

REPAIR AND MAINTENANCE ENGINEERING MANAGER 50-50 60-60 50-50 60-60 50-50 60-60SAMP

LE

MET

HO

DO

LOG

Y


ABOUT THIS REPORT


PC RANGES, CONTINUED


SUPPLY AND LOGISTICS

HEAD OF SUPPLY CHAIN — TIER 3 50-50 60-60 50-50 60-60 50-50 60-60

HEAD OF PURCHASING 50-50 60-60 50-50 60-60 50-50 60-60

TRAFFIC AND DISTRIBUTION COORDINATOR — ENTRY 50-50 60-60 50-50 60-60 50-50 60-60

WAREHOUSE — TEAM LEADER 50-50 60-60 50-50 60-60 50-50 60-60

SAMP

LE

MET

HO

DO

LOG

Y

CURRENCY CONVERSION RATES

ABOUT THIS REPORT


ABOUT THIS REPORT


Note: Currency conversion rates as of November 4, 2016.

COUNTRY CODE USD 1= EUR 1=

AUSTRALIA AUD 1.31 1.45

BANGLADESH BDT 78.41 86.60

CAMBODIA KHR 4,090.84 4,517.92

CHINA-BEIJING CNY 6.72 7.43

CHINA-CHANGZHOU CNY 6.72 7.43

CHINA-CHENGDU CNY 6.72 7.43

CHINA-DALIAN CNY 6.72 7.43

CHINA-GUANGDONG CNY 6.72 7.43

CHINA-HANGZHOU/NINGBO CNY 6.72 7.43

CHINA-HEFEI/WUHU CNY 6.72 7.43

CHINA-NANJING CNY 6.72 7.43

CHINA-QINGDAO CNY 6.72 7.43

CHINA-SHANGHAI CNY 6.72 7.43

CHINA-SHENYANG/CHANGCHUN CNY 6.72 7.43

CHINA-SUZHOU/KUNSHAN CNY 6.72 7.43

CHINA-TIANJIN CNY 6.72 7.43

CHINA-WUHAN CNY 6.72 7.43

COUNTRY CODE USD 1= EUR 1=

CHINA-WUXI CNY 6.72 7.43

CHINA-XIAMEN/FUZHOU CNY 6.72 7.43

CHINA-XI'AN CNY 6.72 7.43

HONG KONG HKD 7.76 8.57

INDONESIA IDR 13,025.40 14,385.24

JAPAN JPY 103.54 114.35

MALAYSIA MYR 4.17 4.61

MYANMAR MMK 1,273.28 1,406.21

NEW ZEALAND NZD 1.40 1.54

PAKISTAN PKR 104.60 115.52

PHILIPPINES PHP 48.35 53.40

SINGAPORE SGD 1.38 1.53

SOUTH KOREA KRW 1,125.64 1,243.16

SRI LANKA LKR 146.98 162.33

TAIWAN TWD 31.57 34.87

THAILAND THB 35.03 38.69

VIETNAM VND 22,341.99 24,674.47

SAMP

LE

GLO

SSAR

Y

ABOUT THIS REPORT


GLOSSARYCOMPENSATION TERMSANNUAL BASE SALARY (ABS) Monthly base salary multiplied by the number of months per year that salary is paid (according to company policy).

ANNUAL GUARANTEED CASH (AGC) Annual base salary plus guaranteed allowances, which include meal allowance, vehicle allowance, and so on.

ANNUAL TOTAL CASH COMPENSATION (ATC) Annual base salary (ABS) plus annual guaranteed cash (AGC) and short- term incentives, which include bonus (for example, bonus, sales commission, profit sharing) but exclude share options. The figures reported include the actual award amounts received over last 12 months.

ANNUAL TOTAL REMUNERATION (ATR) Annual total cash (ATC) plus long-term incentives. Also known as Annual Total Direct Compensation.

ANNUAL TOTAL EMPLOYMENT COST (TEC) The total fixed cost of an employee’s package to the employer, including base salary, allowances, motor vehicles (benefit vehicles only), car allowances (benefit allowances only), company superannuation associated with fixed cost, car parking, leave loading, and all other benefits and associated fringe benefit tax. It excludes STIs and long-term incentives, staff on-costs such as workers’ compensation and payroll tax, bonuses, and/or commissions, and superannuation associated with variable cost.

ALLOWANCES Salary supplements paid to employees to cover job requirements, with reimbursement usually based on actual costs. Typical allowances, depending on country or company culture, might include allowances for maternity, festival, transition, meal, car, childcare, family, vacation, sickness, housing, and others. They can be either paid out in cash, as an addition to the base salary or in the form of vouchers or coupons and may vary significantly from country to country.

ABOUT THIS REPORT

SAMP

LE

GLO

SSAR

Y

ABOUT THIS REPORT


COMPENSATION MANAGEMENTThe process of engaging with line managers regarding their recommendations for individual pay increases and bonuses. It relies on managers being guided towards fair and consistent awards with robust market data and being enabled using technology. Approaches vary from directional (limited manager discretion) to discretionary.

COMPENSATION PLANNINGThe process of modelling company and market data to build insights into how budgets should be distributed within the company for compensation review. It may be a top-down process linked to affordability and market movement, or a bottom-up process linked to competitive position and individual performance, or both. Also see Salary Increase.

COMPENSATION STRATEGY/PHILOSOPHY/POLICYThe principles that guide the design, implementation and administration of an organisation’s compensation programme. The strategy ensures that a compensation programme, consisting of both pay and benefits, supports an organisation’s mission, goals, and business objectives. It may also specify what programmes will be used and how they will be administered. The philosophy ensures that a compensation programme supports an organisation’s culture. The policy ensures that a compensation programme carries out the compensation strategy while supporting the compensation philosophy.

COMPETITIVE PAY POLICYThe strategic decision an organisation makes about which labour markets to use as comparison groups and how to set pay levels for those groups. After choosing the comparison group, the organisation decides its market position with respect to the group.

EQUITY

EXTERNAL EQUITYA measure of an organisation’s pay levels, bands, or “going market rates” compared to that of its competitors. As a fairness criterion, external equity implies that the employer pays wages that correspond to prevailing external market rates, as determined by market pricing.

INTERNAL EQUITYA fairness criterion that directs an employer to establish wage rates that correspond to each job’s relative value to the organisation.

EXTERNAL COMPETITIVENESSA comparison of the organisation’s pay structure with its competitors.

FIXED ALLOWANCE See Allowances.

ABOUT THIS REPORT

SAMP

LE

GLO

SSAR

Y

ABOUT THIS REPORT


FULL-TIME EQUIVALENTS (FTES)The number of full-time equivalent (FTE) employees includes locals, local plus, expatriates, union personnel, and contract staff. Seasonal staff are not included. An FTE of 1.0 is equivalent to a full-time worker, while an FTE of 0.5 signals half of a full-time worker.

GEOGRAPHIC DIFFERENTIALA pay difference set for the same job based on variations in cost of living or cost of labour among two or more geographical areas.

GUARANTEED CASH ALLOWANCES Cash allowances that are guaranteed to the employee regardless of their performance. Also see Allowances.

GROSS PAYThe total amount of money earned by an employee in a specific period, before tax and other deductions. Also see Net Pay.

INCENTIVES

SHORT-TERM INCENTIVE (STI) Rewards relating to the performance against selected criteria over a period of one year or less. These include performance-related bonuses, sales bonuses, sales commissions, profit-sharing schemes, other bonuses, and exceptional premiums.

► Actual Short-term Incentive: The performance-based variable bonus amount paid out in the previous 12 months.

This figure may be provided as a percentage of annual base salary or the actual award amount.

► Target Short-term Incentive: The performance-based variable bonus amount targeted to be paid for the upcoming year. This figure is displayed as a percentage of annual base salary.

► Maximum Short-term Incentive: The maximum or capped performance-based variable bonus amount. This figure is displayed as a percentage of annual base salary.

► Percentage Receiving: The percentage of employees that received a short-term incentive in the prior year.

LONG-TERM INCENTIVE (LTI) Variable pay based on measures that extend for a period of more than one year. Their role is to link the financial rewards of executives and, increasingly, broader levels of employees to the organisation’s long-term performance. They include stock/share options, stock grants, deferred cash compensation, equity-based, and cash plans.

► Performance Cash Units: Conditional grant denominated in units other than notional or actual shares, with payment contingent upon achievement of specified performance goals over a multi-year performance period. They are cash-denominated and not tied to the price of a share of stock. Although units are usually cash-denominated, their value may also be based on other constructs, such as dividends or earnings per share (EPS). Where the value of each unit is equal to 1, the incentive type is also known as “long-term cash.”

ABOUT THIS REPORT

SAMP

LE

GLO

SSAR

Y

ABOUT THIS REPORT


► Performance Share Units (PSUs): Conditional grant of notional or actual shares, with payment or vesting contingent upon achievement of specified performance goals over a multi-year performance period. While the number of performance shares/share units earned depends on the extent to which the performance goals are achieved, the value of each performance share/share unit depends upon the market value of the share at the end of the performance period.

► Restricted Share Units (RSUs): Conditional grants of notional, actual or phantom shares of stock with vesting contingent upon employment for a specified period. The value of each share depends upon the market value of the share at the end of the vesting period.

► Share Appreciation Rights (SARs): SARs provide an incumbent with the appreciation in market value of the share. They may be paid out in cash, stock, or a combination of cash and stock, with no investment on the part of the incumbent required. They include phantom appreciation shares, which are awards denominated in hypothetical shares, the value of which is based on an increase in actual share value or another measure of organisation value (e.g., book value). There are three types of SARs:

► Freestanding — SAR grant that is not attached to a stock/share option.

► Limited — SAR that is exercisable only upon the occurrence of a specific event, such as a change in control.

► Tandem — SAR that is granted with a stock/share option. The exercise of one cancels the other.

► Stock/Share Options: The right to purchase company shares at a stated price (exercise price) for a defined period (option term). The exercise price is typically equal to the market price on the grant date, but may be less than or greater than the market price on the grant date.

LONG-TERM CASHA pre-determined cash amount paid out contingent upon achievement of specified performance goals over a multi-year performance period.

MARKET PRICINGThe technique of creating a job-worth hierarchy based on the “going rate” for benchmark jobs in the labour market(s) relevant to the organisation. After a preliminary hierarchy is established based on market pay levels for benchmark jobs, this method considers job content to ensure internal equity. The process then “slots” all other jobs into the hierarchy based on whole job comparison.

NET PAYThe cash-in-hand of an employee, after tax and other deductions. Also see Gross Pay.

ABOUT THIS REPORT

SAMP

LE

GLO

SSAR

Y

ABOUT THIS REPORT


SALARY INCREASEThe total increase to salary that may include cost-of-living/inflation and merit increases in the financial year and exclude promotion and/or market adjustment.

SALARY INCREASES EXCLUDING ZEROESExcluding zeroes represents salary increases of companies that provide an increase in pay (excluding pay freezes).

SALARY INCREASES INCLUDING ZEROES Including zeroes represents salary increases of all companies, including those with pay freezes.

REAL SALARY INCREASE An increase in salary after factoring in the effects of inflation on purchasing power.

SALARY RANGEThe established annual range for a position (minimum, control point, maximum) reported only for those organisations that have a formal salary structure. See pay range.

SALARY RANGE MINIMUMThe established minimum (lowest) rate of the salary range for the position.

SALARY RANGE MAXIMUMThe established maximum (highest) rate of the salary range for the position.

SALARY STRUCTUREThe hierarchy of job grades and pay ranges established within an organisation that may be expressed in terms of job grades, job evaluation points, or policy lines.

SALARY STRUCTURE ADJUSTMENTAn adjustment in the salary structure expressed as the percentage by which the sum of all midpoints of the new structure exceed (or lag) the corresponding sum of the midpoints of the old structure.

TURNOVER

VOLUNTARY TURNOVER The percentage of employees who resigned voluntarily during the 12-month reporting period, excluding normal retirement.This does not include contractors or volunteer staff.

INVOLUNTARY TURNOVERThe percentage of employees who were retrenched or dismissed by the organisation during the 12-month reporting period. This includes contract staff that were retrenched or dismissed outside the terms of their contract (that is, it does not include contract staff that left the organisation merely because their contracts expired). All redundancies are under involuntary terminations, regardless of whether they were voluntary or involuntary redundancies.

VARIABLE CASH The amount of nonfixed cash, or variable pay, which is a reward based on individual, group, or organisational performance rather than time spent on the job or the job’s value.

ABOUT THIS REPORT

SAMP

LE

GLO

SSAR

Y

ABOUT THIS REPORT


MERCER’S TOTAL REMUNERATION SURVEYS (TRS) Mercer conducts TRS in more than 100 countries. Each TRS includes data for a set of core benchmark positions and, in many markets, industry-specific positions such as consumer goods, pharmaceuticals, and high-technology. Mercer’s TRS allows access to market data for pay and benefits, as well as the ability to generate statistics tailored to an organisation’s needs via Mercer’s online delivery tool, Mercer WIN®.

MERCER’S INTERNATIONAL POSITION EVALUATION ( IPE) SYSTEMMercer surveys around the world are based on the International Position Evaluation (IPE) system. IPE relies on evaluating positions, not the employees holding those positions — because the qualifications and performance of incumbents can differ from what positions actually require. Position evaluation is not just a tool for salary comparisons, but is also instrumental in recruiting, career planning, designing corporate structures, and dealing with expatriate compensation and planning.

Pay data within each country matches the core benchmark position structure, using Mercer’s IPE methodology — ensuring that position levels are consistently and accurately matched, regardless of the country or industry. The IPE focuses on four dimensions:

► Impact and contribution to business unit results

► Communication

► Innovation

► Required knowledge

Risk is an optional factor that may be used in high-risk industries or professions. Each factor is divided into degrees, which have individual weightings. The system facilitates a review of positions within a company, as well as across companies and industries.

POSITION CLASS TERMSPosition class (PC) is the Mercer level created using Mercer’s International Position Evaluation (IPE) system. Typical PCs for different employee levels are:

► Executive: PCs 57–62

► Management: PCs 52–57

► Professional: PCs 47–52

► Para-professional: PCs 42–47

SAMPLE JOB TITLESExecutive (PCs 57–62): Head of Organisation, Head of Operations, Head of Legal, Head of Human Resources, Head of Communications, Head of Finance, Head of Information Technology, Head of Sales & Marketing, Head of Business Development, Head of Engineering, Head of ManufacturingHead of Supply Chain, Head of Quality

ABOUT THIS REPORT

SAMP

LE

GLO

SSAR

Y

ABOUT THIS REPORT


Management (PCs 52–57): Compliance Manager, Human Resources Manager, Employee Relations Manager, Payroll Manager, Finance Manager, Credit & Collections Manager, Accounting Manager, Budget Manager, IT Manager, Information Security Manager, Business Development Manager, Marketing Manager, Customer Service Manager, Purchasing Manager

Professional (PCs 47–52): Public Relations Professional, Legal Counsel, Human Resources Generalist – Specialist, Human Resources, Compensation Analyst, Benefits Analyst, Accountant, Database Administrator, Marketing Analyst , Sales Representative, Channel Sales Representative, CAD Drafter, Environmental Engineer

Para-professional (PCs 42–47): Legal Assistant, Payroll Clerk, Cashier, Accounting Clerk, Executive Secretary, Secretary, Administrative Assistant, Security Guard, Receptionist, Personal Driver, Marketing Assistant, Customer Service Representative, Carpenter, Production Worker, Warehouse Clerk

MERCER’S UNIVERSAL POSITION CODE SYSTEM® (MUPCS)Mercer’s MUPCS framework is a sophisticated, flexible position coding system used globally in Mercer TRS. Designed to reflect accurately how a company’s structure works around job families and career levels/progressions, the MUPCS framework is a robust methodology that allows consistent benchmark coding when analyzing pay across borders. The “smart” aspect of MUPCS (for example, families, subfamilies, career streams, and levels) lets users analyse remuneration trends and relationships beyond the traditional one-dimensional perspective of “jobs.”

ABOUT THIS REPORT

SAMP

LE

GLO

SSAR

Y

ABOUT THIS REPORT


JOB FAMILY DEFINITIONSTOP MANAGEMENTThis job family works to achieve the company’s operational and financial goals. Employees help to control, direct, and participate in corporate activities through a hierarchy of managers and supervisors. Top managers undertake long-term strategic planning, determine policies, allocate resources, and make decisions on growth and diversification to accomplish corporate goals.

CORPORATE AFFAIRSThis job family maintains the organisation’s official and legal documents and records according to the principles of good governance to comply with relevant laws and regulations.

LEGALThis job family ensures that the company complies with the legal and regulatory requirements of the country(s) where it operates and strives to maintain positive relations with investors and regulatory bodies.

HUMAN RESOURCESThis job family manages human resources. Activities include developing human resources management strategies and policies to meet business needs; and planning, administering, and reviewing activities concerned with recruitment, training and development, compensation and benefits, and employee relations. In some companies, the activities of this job family may include payroll, employee communications, and health and safety.

FINANCE AND ACCOUNTINGThis job family manages financial and accounting operations. Areas of responsibility include preparing, collecting, and interpreting financial information; preparing budgets, reports, forecasts, and statutory returns; conducting financial analyses of proposals, investments, and fund sources; managing taxation; managing cost accounting systems and cash flow; conducting audits; controlling treasury matters; and ensuring compliance with regulatory standards.

ADMINISTRATIONThis job family handles a range of diverse administrative or staff functions, which may include finance, human resources, information technology, planning, supply, and other corporate services. Activities also include performing administrative and related support services.

INFORMATION TECHNOLOGYThis job family acquires, designs, implements, and operates information technology resources, including computer hardware, operating systems, communications, software applications, data processing, and security. Activities include developing information technology strategies, policies, and plans; managing the acquisition, implementation, maintenance, and use of information technology resources; and training and supporting technology users.

ABOUT THIS REPORT

SAMP

LE

GLO

SSAR

Y

ABOUT THIS REPORT


SALES AND MARKETINGThis job family oversees sales and marketing activities, including market research, pricing, sales, and merchandising activities; marketing campaigns and promotions; business development activities; customer service; and invoicing, credit, and payment administration.

MARKETINGThis job family supports business growth by disseminating information that promotes a favorable view of the organisation and its products and services. Activities include developing and implementing advertising and publicity campaigns; conducting market research; and identifying and predicting current and future consumer trends.

SALESThis job family represents the organisation to promote and sell its products and services to individuals or other organisations. Activities include developing and implementing sales strategies; identifying potential customers; managing existing customer relationships; and monitoring customer and competitor activity and industry trends.

CONTACT CENTREThis job family maintains sound relations with the organisation’s customers by providing services before, during, and after a transaction. Activities include managing and maintaining customer information databases; providing product and service information; processing customer transactions; and resolving customer inquiries by working with other organisational units.

RESEARCH AND DEVELOPMENTThis job family’s operations include formulating research strategies; evaluating the cost and benefits of alternative research opportunities; and undertaking research, design, and development activities to improve the company’s products and services.

ENGINEERINGThis job family manages engineering and technical operations, and may involve various branches of the engineering profession — for example, electronic, environmental, mechanical, maintenance, or plant engineering. Activities include designing, constructing, testing, and operating equipment; ensuring that standards of quality, cost, safety, reliability, timeliness, and performance are met in production processes; and interpreting plans, drawings, and specifications.

MANUFACTURINGThis job family is responsible for the production activities of manufacturing companies to optimize resource use, minimize costs, and maintain quality standards. Activities include planning, managing, and reviewing production operations to achieve output and quality objectives; monitoring expenditures and forecasting resource inputs; and operating, monitoring, and maintaining machines and production equipment.

ABOUT THIS REPORT

SAMP

LE

GLO

SSAR

Y

ABOUT THIS REPORT


SUPPLY AND LOGISTICSThis job family manages the supply, storage, and transport and distribution of equipment, materials, and goods used and produced. Activities include materials control and planning, managing supplier relationships, logistics and supply chain management, purchasing, and inventory control.

QUALITY ASSURANCEThis job family ensures an environment of continuous improvement exists in the organisation’s systems, processes, operating procedures, and work flows in order to achieve internal and external customer satisfaction. Activities include developing quality objectives; documenting procedures; implementing and monitoring quality measurement methodologies; delivering training; and leading the organisation through national or industry quality certification processes.

ABOUT THIS REPORT

SAMP

LE

© 2017 Mercer LLC. 43GLOBAL PAY SUMMARY — SAMPLE

ABOUT MERCER At Mercer, we make a difference in the lives of more than 110 million people every day by advancing their health, wealth, and careers. We’re in the business of creating more secure and rewarding futures for our clients and their employees — whether we’re designing affordable health plans, assuring income for retirement, or aligning workers with workforce needs. Using analysis and insights as catalysts for change, we anticipate and understand the individual impact of business decisions, now and in the future. We see people’s current and future needs through a lens of innovation, and our holistic view, specialized expertise, and deep analytical rigor underpin each and every idea and solution we offer. For more than 70 years, we’ve turned our insights into actions, enabling people around the globe to live, work, and retire well. At Mercer, we say we Make Tomorrow, Today.

Mercer LLC and its separately incorporated operating entities around the world are part of Marsh & McLennan Companies, a publicly held company (ticker symbol: MMC) listed on the New York, Chicago, and London stock exchanges.

SAMP

LE

http://www.mmc.com/

Copyright 2017 Mercer LLC. All rights reserved.

For further information, please contact your local Mercer office or visit our website at www.imercer.com

17-GPS-SAMPLESAMP

LE

https://www.imercer.com/default.aspx?page=pref&url=%2f

2017 Sample Report - Global Pay SummaryCorrespondenceTable of contentsGlobal publicationsIntroductionOverview of benchmark positionsTop management

Country benchmark positions Algeria

About this report Methodology Glossary

About Mercer

health wealth career sample - imercer€¦ · deepak gaur rishi kumar vaibhav jain writer austin...

Documents