UAE SALARY GUIDE - PDF Free Download (2023)



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3 MANAGING DIRECTOR S LETTER Welcome to Morgan McKinley s 2015 UAE Salary Guide This guide provides insights into salary trends in key sectors and professional communities within the Gulf Cooperation Council (GCC) region, based on what we have observed over the past year, together with a compilation of hard facts and figures on gross salaries. The past year finished above our expectations in terms of levels of recruitment the number of new jobs coming to market was in the order of 10 to 15% higher than we predicted and this translated into a hardening in salaries for the year as a whole. GDP growth across the region was healthy at around 5% and we expect this to continue in The major caveat is concerns about the fall in global oil prices to an eight-year low that we saw at the end of At the time of writing, the indications were that the price will stabilise, but if the price should fall further to around US $50 a barrel, the economic outlook is likely to change significantly. In all of the Gulf Cooperation Council (UAE, Bahrain, Iraq, Kuwait, Oman, Saudi Arabia and Qatar) the price of oil is a major factor in consumer confidence so there is a knock-on effect across the board. Salary increases will probably be slightly lower in 2015 than they were in 2014, largely as a result of the uncertainty about oil prices. Until the very end of 2014 we were looking forward to a bumper year in terms of both the creation of new headcount and salary growth, but we have had to reassess and lower expectations. That said, the current prognosis is that the fall in oil prices is likely to be shortlived. Overall we are therefore likely to see a 10-12% increase in the overall number of new jobs, with salaries increasing in line with inflation at around 5-6%. For many, the actual cost of living is outstripping salary increases. Accommodation is a major component in the cost of living and in 2014 rents soared to an annual rate of increase of 15-20% while housing prices increased by 12-15%. One of the major effects of this increase in the cost of living is that locally based candidates will tend to wait for an opportunity offering a major salary hike before moving jobs, and this is a factor depressing the talent supply. Many employers, however, are holding firm on salaries and will import professionals from abroad. As you will discover by reading the articles in this Survey, there are significant divergences around these averages. The GCC economy not only continues to improve but is becoming increasingly dynamic and complex, with a huge number of variables affecting the different countries, industry sectors and professional disciplines. We hope you find the insights presented in this report interesting and useful, and welcome any feedback. TREFOR MURPHY Managing Director Morgan McKinley UAE Tel: Morgan McKinley has been active in the GCC professional and managerial recruitment market for more than 17 years. 3

4 CONTENTS ACCOUNTING & FINANCE 05 Commentary 06 Salary Tables 07 OIL & GAS cont d Oil & Gas - Project Control 30 MINING & METALS Commentary 31 BANKING & FINANCIAL SERVICES 08 Salary Tables 32 Commentary 09 Salary Tables Investment Banking & Private Equity 11 Asset Management 12 Corporate & Retail Banking 13 Compliance 14 Risk 15 Finance & Operations 17 MANUFACTURING 33 Commentary 34 Salary Tables 35 OFFICE SUPPORT 37 Commentary 38 Salary Tables 39 CONSTRUCTION 18 Commentary 19 Salary Tables 20 SUPPLY CHAIN 40 Commentary 41 Salary Tables 42 ENERGY 22 POWER GENERATION Commentary 23 Salary Tables 25 OIL & GAS Commentary 26 Salary Tables Oil & Gas - E&P 28 SALES & MARKETING 43 Commentary 44 Salary Tables Sales 45 Marketing & Communications 46 CONTACT US 47 Oil & Gas - Drilling 28 Oil & Gas - EPC 29 4


6 ACCOUNTING & FINANCE HIRING TRENDS Whilst the oil price is expected to remain weak for only a short period of time into 2015, this could possibly have a more lasting knock-on effect on companies not expanding and increasing their teams throughout the year. The accounting and finance employment market saw little change in the second half of 2014, apart from an increase in financial strategy and commercial reporting roles, as several large organisations focused on the underlying drivers in their business activities across the region. The economic upswing made an impact as companies emerged from a period of retrenchment and reviewed their operating models to capitalise on the improving market conditions. That said, political considerations meant that the improvement was more subdued than one would have expected in the Gulf Cooperation Council (GCC) countries. Conflicts in Israel, Syria and Iraq tempered the ambitions of multinationals operating in the GCC. However, locally based companies, which have a better understanding of the region s dynamics and are often better-funded, capitalised on the gaps left by their multinational competitors and benefited from the talented multinational professionals available. Companies across the UAE have a preference for candidates with regional experience. TALENT SUPPLY Generally speaking there is an adequate local supply of qualified talent so relocation is often a last resort. Regional experience gives candidates a distinct advantage and there is a growing preference for Arab nationals. There is also quite a lot of movement between organisations and industries. Hiring organisations believe that a fresh pair of eyes can help solve ongoing issues. Many multinationals are planning or already experiencing a restructuring phase which will result in more candidates looking for jobs in There is more of a talent shortage at senior levels, with too few candidates coming forward who tick all the boxes including experience gained in a western/ international environment combined with local knowledge and Arabic. UAE NATIONALS WITH THE RIGHT QUALIFICATIONS AND EXPERIENCE WILL BE ABLE TO COMMAND A PREMIUM SALARY & COMPENSATION TRENDS We expect an increase in salaries of approximately 5-7%, ahead of inflation but insufficient to keep pace with the increased cost of accommodation and other important living expenses. Given the adequate talent supply, there is not a great deal of pressure on companies to meet rising salary expectations. UAE nationals with the right qualifications and experience may be in a position to command a premium salary given current trends. 6

7 ACCOUNTING & FINANCE ACCOUNTANCY & FINANCE PERMANENT (Annual salary) ROLE PART - QUALIFIED NEWLY - QUALIFIED 2 5 YEARS PQE 5 7 YEARS PQE 10+ YEARS PQE CHIEF FINANCIAL OFFICER ,000-70,000 70,000 + FINANCIAL DIRECTOR ,000-62,000 62,000 + FINANCIAL CONTROLLER ,500-39,500 38,000-51,000 51,000-57,000 FINANCIAL PLANNING ANALYSIS MANAGER ,000-32, FINANCE MANAGER 19,000-23,000 23,000-26,000 27,000-34,500 34,500-40,000 31,500 + FINANCE / BUSINESS ANALYST 16,000-20,000 19,000-25,000 25,000-29,000 29,000-33,500 33,500 + CHIEF ACCOUNTANT 16,000-20,000 21,000-26,000 26,000-31,000 31,000-34,500 34,500 + FINANCIAL ACCOUNTANT 16,000-19,000 19,000-23,000 23,000-29,000 29,000-33,500 - MANAGEMENT ACCOUNTANT 16,000-19,000 19,000-23,000 23,000-29,000 29,000-33,500 - HEAD OF INTERNAL AUDIT / INTERNAL AUDIT MANAGER - 19,000-25,000 25,000-31,000 31,000-35,500 35,500 + INTERNAL AUDITOR 16,000-19,000 19,000-23,000 23,000-29,000 29,000-36,500 - TAX 19,000-23,000 23,000-27,000 27,000-34,500 34,500-42,000 42,000 + VILIUS DOBILAITIS Consultant 7


9 BANKING & FINANCIAL SERVICES HIRING TRENDS The year ahead looks set to be the best year for banking recruitment in the UAE since 2007 as trends for both hiring and salaries were upward in Both local and international banks expanded their operations, focusing on growing their market share, in contrast to the past few years when corporate governance was more of a priority. It is to be hoped that we will see fewer punitive fines from the regulators as international banks in particular have built up their compliance, risk and audit teams. Dubai is the region s central, strategic hub for banking activity and other financial services institutions are looking for additional growth opportunities in Asia and North Africa. The growth in global Islamic finance also looks set to continue with both Dubai and Abu Dhabi leading the way in organic growth in this market. All of the major banking heavyweights have their eyes firmly cast on Abu Dhabi Global Market, which will be fully operational in There is currently a scramble to recruit the best banking talent with international and local banks going toe to toe. Competition is really hot in the retail, wholesale and corporate banking segments. As banks return to full profitability, we have also seen a trend towards hiring local talent, not only to meet UAE quotas but also to build teams that are sustainable in the long term, as opposed to teams composed of largely transient expatriates. This is particularly so at the senior level. The heavy fines and penalties imposed on some of the international banks by the regulators have driven a substantial increase in demand for sanctions experts. There is an acute shortage of pure sanction specialists in the region and the salary figures earned by them reflect this. Banks are hiring fast in sanctions to guard against any potential future penalties and losses. Another growth area is internal audit. TALENT SUPPLY The pool of local talent has improved but banks often need to look further afield to fill specialist roles. For example, KYC and on-boarding candidates are more readily available in the UAE market, whereas candidates for the more specialist compliance roles need to be sought abroad, with Europe being the preferred source. THE POOL OF LOCAL TALENT HAS IMPROVED BUT BANKS OFTEN NEED TO LOOK FURTHER AFIELD TO FILL SPECIALIST ROLES 9

10 BANKING & FINANCIAL SERVICES SALARY & COMPENSATION TRENDS We expect average pay increases of between 7-9% in the banking and financial services sector. Institutions recognise that if they are to retain their best talent they must keep pay ahead of the rising cost of living in the GCC. However, our 2015 Salary Survey has also yielded some interesting comparisons between the international and local banks. Both are paying a premium for specialised compliance roles. Investment banking compliance, FATCA specialists and sanction compliance experts can expect to earn between 12-15% more than their know-your-customer (KYC), customer due diligence (CDD) and client on-boarding counterparts. At mid-level management in compliance in the UAE, there are only marginal differences in pay rates between local and international banks. Overall, salaries in compliance at senior level have stabilised somewhat. There has not been the significant increase we expected a year ago. A lack of top level opportunities in senior compliance roles has meant that candidates have had to become more flexible on their salary expectations and in some cases consider a minor reduction in earnings. Leading regional banks continue to pay a premium for senior risk professionals in order to secure top tier talent from global financial markets. This has been the case for a number of years in the UAE; however the gap narrowed in 2014 as regional banks have improved their reputation and financial performance and hence their ability to attract top talent. WE EXPECT AVERAGE PAY INCREASES OF BETWEEN 7-9% IN THE BANKING AND FINANCIAL SERVICES SECTOR. INSTITUTIONS RECOGNISE THAT IF THEY ARE TO RETAIN THEIR BEST TALENT THEY MUST KEEP PAY AHEAD OF THE RISING COST OF LIVING IN THE GCC The largest salary increases in 2014 were in the revenue-generating front office and sales business units. We expect increasing volumes of business to have a further knock-on effect on salaries in support and operations functions. 10

11 BANKING & FINANCIAL SERVICES INVESTMENT BANKING & PRIVATE EQUITY PERMANENT (AED per month) ROLE ANALYST 18,000-25,000 24,000-30, ASSOCIATE 32,000-40,000 38,000-44, VICE PRESIDENT 40,000-45,000 44,000-50,000 48, DIRECTOR OF DEBT CAPITAL MARKETS 75,000-85,000 85,000-95,000 95, , , ,000 HEAD OF DEBT CAPITAL MARKETS 85,000-95,000 95, , , , , ,000 DIRECTOR OF EQUITY CAPITAL MARKETS 75,000-85,000 85,000-95,000 95, , , ,000 HEAD OF EQUITY CAPITAL MARKETS 85,000-95,000 95, , , , , ,000 PRINCIPAL PRIVATE EQUITY 85,000-95,000 95, , , , , ,000 CORPORATE FINANCE MANAGER 42,000-54,000 54,000-64,000 65,000-75,000 75,000 + CORPORATE FINANCE DIRECTOR 65,000-75,000 75,000-85,000 85,000-95,000 95, ,000 HEAD OF CORPORATE FINANCE 85,000-95,000 95, , , , , ,000 BARRY ANDREWS Consultant 11

12 BANKING & FINANCIAL SERVICES ASSET MANAGEMENT PERMANENT (AED per month) ROLE FUND MANAGER 45,000-48,000 50,000-60,000 65,000-75,000 70,000 + ASSET/PORTFOLIO MANAGER 45,000-48,000 50,000-60,000 65,000-75,000 70,000 + SALES/RELATIONSHIP MANAGER 25,000 35,000 35,000-55,000 55,000-85,000 85,000+ FUND/PORTFOLIO MANAGERS ASSISTANT 18,000-22,000 22,000-28,000 30,000-35,000 40,000 + RESEARCH ANALYST 15,000-25,000 25,000-30,000 30,000-35,000 40,000 + TRADE SUPPORT 10,000-15,000 15,000-20,000 20,000-25,000 25,000 + DERIVATIVES ANALYST 15,000-20,000 20,000-25,000 25,000-30,000 35,000 + MIDDLE OFFICE ANALYST 15,000-20,000 20,000-25,000 25,000-30,000 35,000 + BACK OFFICE ANALYST 10,000-15,000 15,000-20,000 20,000-25,000 25,000 + BARRY ANDREWS Consultant 12

13 BANKING & FINANCIAL SERVICES CORPORATE & RETAIL BANKING PERMANENT (AED per month) ROLE RELATIONSHIP MANAGER 18,000-20,000 24,000-28,000 28,000-35,000 35,000 + RELATIONSHIP DIRECTOR 38,000-44,000 44,000-55,000 55,000-60,000 60,000 + HEAD OF CORPORATE BANKING 65,000-75,000 75,000-85,000 85,000-95,000 95,000 + HEAD OF WHOLESALE BANKING 90, , , , , , , HEAD OF RESTRUCTURING AND REMEDIAL 65,000-75,000 75,000-85,000 85,000-90,000 90,000 + HEAD OF COLLECTIONS & RECOVERY 50,000-55,000 55, ,000 65,000-70,000 70,000 + HEAD OF GTB 60,000-70,000 70,000-80,000 80,000-90,000 90,000 + PRODUCT MANAGEMENT 40,000-50,000 50,000-60,000 60,000-65,000 65,000 + HEAD OF RETAIL BANKING 73,000-85,000 83,000-95,000 93, , ,000 + HEAD OF BRANCHES 45,000-55,000 55,000-65,000 65,000-75,000 75,000 + HEAD OF ASSETS/LIABILITIES 48,000-55,000 58,000-65,000 68,000-75,000 75,000 + HEAD OF DIRECT SALES 54,000-60,000 64,000-70,000 74,000-80,000 80,000 + HEAD OF ALTERNATE CHANNELS 52,000-60,000 62,000-70,000 72,000-80,000 80,000 + HEAD OF PERFORMANCE MANAGEMENT 53,000-60,000 63,000-70,000 73,000-80,000 80,000 + ROZY CHAUDHRI Consultant 13

14 BANKING & FINANCIAL SERVICES COMPLIANCE PERMANENT (AED per month) ROLE CHIEF COMPLIANCE OFFICER (CCO) 71,000-83,000 80,000-89,000 88,000-97,000 95,000 + HEAD OF COMPLIANCE 51,000-57,000 55,000-62,000 61,000-70,000 70,000 + SANCTIONS AND AML MANAGERS 28,000-36,000 36,000-42,000 39,000-44,000 42,000 + COMPLIANCE CONSULTANTS 22,000-26,000 25,000-34,000 35,000-40,000 42,000 + COMPLIANCE (FATCA SPECIALISTS) 26,000-30,000 29,000-36,000 35,000-39,000 38,000 + COMPLIANCE MANAGER GENERALISTS - WHOLESALE, RETAIL, CORPORATE COMPLIANCE OFFICER - PRIVATE BANKING, WEALTH, INVEST. PRODUCTS COMPLIANCE OFFICER (KYC, ON BOARDING, CDD) 29,000-34,000 34,000-38,000 36,000-41,000 40, ,000-25,500 22,000-27,000 26,000-33,000 32, ,000-19,000 18,000-23,000 22,000-26,000 25,000 + COMPLIANCE ANALYSTS (GRADUATE) 12,000-16,000 15,000-18, COMPLIANCE (UAE NATIONALS) 18,000-24,000 24,000-29,000 31,000-37,000 36,000 + ALAN HYNES Consultant 14

15 BANKING & FINANCIAL SERVICES RISK PERMANENT (AED per month) ROLE HEAD OF CREDIT RISK 55,000-70,000 60,000-70,000 70,000-75,000 75,000-80,000 CREDIT RISK MANAGER 30,000-40,000 40,000-48,000 48,000-55,000 55,000-65,000 CREDIT RISK ANALYST 14,000-19,000 20,000-28,000 28,000-34,000 35,000-45,000 CREDIT RISK POLICIES HEAD 48,000 58,000 58, ,000 64,000 64,000-70,000 CREDIT RISK POLICIES VP 30,000-36,000 36,000-42,000 42,000-46,000 46,000-48,000 CREDIT RISK PORTFOLIO ANALYST 14,000-20,000 20,000-24,000 24,000-30,000 - HEAD OF QUANTITATIVE RISK 50,000-60,000 60,000-65,000 65,000-70,000 70,000-90,000 QUANTITATIVE RISK MANAGER 30,000-38,000 38,000-45,000 45,000-50,000 50,000-60,000 QUANTITATIVE ANALYST 14,000-18,000 18,000-22,000 22,000-26,000 26,000-30,000 HEAD OF RISK ANALYTICS 45,000-50,000 50,000-55,000 60,000-65,000 65,000-75,000 RISK ANALYTICS MANAGER 24,000-28,000 28,000-34,000 34,000-38,000 38,000-44,000 RISK ANALYTICS OFFICER 14,000-16,000 16,000-18,000 18,000-22,000 22,000-24,000 ANTHONY GRAVES Manager 15

16 BANKING & FINANCIAL SERVICES RISK cont d PERMANENT (AED per month) ROLE HEAD OF ENTERPRISE RISK MANAGEMENT (ERM) ENTERPRISE RISK MANAGEMENT (ERM) MANAGER ENTERPRISE RISK MANAGEMENT (ERM) OFFICER 50,000-56,000 56,000-60,000 60,000-66,000 66,000-70,000 22,000-25,000 25,000-30,000 30,000-35,000 35,000-40,000 12,000-15,000 15,000-17,000 17,000-20,000 20,000-22,000 OPERATIONAL RISK HEAD 56,000-64,000 64,000-68,000 68,000-72,000 72,000-74,000 OPERATIONAL RISK MANAGER 26,000-30,000 30,000-38,000 38,000-42,000 42,000-46,000 OPERATIONAL RISK ANALYST 16,000-22,000 22,000-28, MARKET RISK HEAD 56,000-64,000 64,000-68,000 68,000-72,000 72,000-74,000 MARKET RISK MANAGER 20,000-30,000 30,000-38,000 38,000-42,000 42,000-46,000 MARKET RISK ANALYST 18,000-22,000 22,000-28, IT RISKS, CONTROLS & GOVERNANCE HEAD IT RISKS CONTROLS & GOVERNANCE MANAGER 48,000-54,000 54,000-56,000 56,000-58,000 60,000-66,000 26,000-30,000 30,000-36,000 36,000-42,000 42,000-48,000 ANTHONY GRAVES Manager 16

17 BANKING & FINANCIAL SERVICES FINANCE & OPERATIONS PERMANENT (AED per month) ROLE CHIEF OPERATING OFFICER (COO) OF FINANCE & OPERATIONS CHIEF FINANCE OFFICER (CFO) OF FINANCE & OPERATIONS - 86,000-95,000 95, , , , , , , ,000 + HEAD OF FINANCE 50,000-60,000 62,000-80,000 85,000-95,000 95,000 + HEAD OF MIS (MANAGEMENT INFORMATION SYSTEMS) & REPORTING 45,000-55,000 55,000-65,000 65,000-75,000 75,000 + MANAGEMENT ACCOUNTANT 10,000-14,000 15,000-22,000 22,000-26,000 25,000-35,000 REGULATORY REPORTING 10,000-15,000 15,000-20,000 20,000-25,000 25,000-35,000 FINANCIAL ACCOUNTANT 10,000-15,000 15,000-20,000 20,000-25,000 25,000-35,000 HEAD OF PRODUCT CONTROL 40,000-58,000 60,000-74,000 72,000-80,000 80,000 + PRODUCT CONTROLLER 20,000-25,000 25,000-30,000 30,000-35,000 35,000-45,000 HEAD OF FUND ADMIN/HEAD OF ACCOUNTING 55,000-65,000 65,000-75,000 75,000-85,000 85,000 + FUND ACCOUNTANT QUALIFIED 20,000-25,000 25,000-30,000 30,000-35,000 35,000-45,000 HEAD OF CUSTODY 48,000-58,000 58,000-68,000 68,000-80,000 82,000 + HEAD OF INTERNAL AUDIT 48,000-60,000 60,000-72,000 72,000-84,000 85,000 + INTERNAL AUDIT MANAGER 20,000-26,000 25,000-34,000 32,000-44,000 42,000 + BUSINESS ANALYST/BUSINESS MANAGER 15,000-20,000 20,000-25,000 28,000-35,000 35,000 + BARRY ANDREWS Consultant 17


19 CONSTRUCTION HIRING TRENDS It is a much more exciting time to be in the construction sector right now than has been the case for some years in the UAE. Major projects that are planned or underway include:!!!!!!!! Dubai Canal project Mall of Emirates and IBN Battuta Mall expansion Blue Lagoon project at the Jumeirah Beach Residence Dubai World Central airport at Jebel Ali airport Riyadh Metro Dubai Opera House IBN Battuta House The Palm Tower Recruiting into the sector for 2014 has been challenging but with the market growing rapidly, we are optimistic about the future. The corporate office fit-out market remained stable in Dubai was relatively quiet, but more activity in the Abu Dhabi market has helped to drive growth. Hospitality has become more active, with the launch of several new-build hotel projects and many owners of existing assets refurbishing their inventory in order to compete with the newer hotels coming onto the market. We expect these trends to continue into Overall we expect hiring in construction to peak in , driven by Dubai s build-up towards EXPO 2020, continued government spending in Abu Dhabi, Qatar gearing up for the 2022 World Cup and the Kingdom of Saudi Arabia continuing to invest heavily in new projects. EXPO has of course been very positive for Dubai and the UAE in general construction, but the impact will not hit the fit-out sector for quite some time. TALENT SUPPLY Faced with rising salary expectations and the insufficient talent supply in their own countries, UAEbased hiring organisations are looking outside the GCC for a talented pool of candidates, as their salary expectations remain realistic. OVERALL WE EXPECT HIRING IN CONSTRUCTION TO PEAK IN , DRIVEN BY DUBAI S BUILD-UP TOWARDS EXPO 2020 SALARY & COMPENSATION TRENDS Salary expectations increased in 2014 with so many major projects in the pipeline but these expectations have not yet been met. Construction companies have remained extremely firm on salaries and budgets were not increased early in The main reason is that there is strong competition within the market with companies having to work on very low profit margins in order to secure projects, in the hope of increasing margins through repeat business. In 2015 hiring organisations may have little choice in order to attract top candidates from recognised companies and main competitors. 19

20 CONSTRUCTION GENERAL CONTRACTING PERMANENT (AED per month) ROLE MANAGING DIRECTOR - GENERAL CONTRACTOR 53,000-63,000 63,000-73,000 73,000-83,000 83, ,000 PROJECT DIRECTOR 47,500-58,000 58,000-68,000 68,000-78,000 78,000-98,000 SENIOR PROJECT MANAGER 58,000-63,000 63,000-68,000 68,000-78,000 78,000-88,000 PROJECT MANAGER 47,500-53,000 53,000-63,000 63,000-73,000 73,000-78,000 CONTRACTS MANAGER 47,500-53,000 53,000-58,000 58,000-63,000 63,000-68,000 PROJECT ENGINEER 26,000-31,000 31,000-36,500 37,000-42,000 42,000-53,000 SITE MANAGER 31,500-36,500 37,000-42,000 42,000-47,000 47,500-53,000 SITE FOREMAN 11,000-16,000 16,000-21,000 21,000-21,000 26,000-31,500 SITE ENGINEER 21,000-26,000 21,000-37,500 36,500-47,500 47,500-58,000 COMMERCIAL DIRECTOR 47,500-57,500 58,000-68,000 68,000-73,000 73,000-83,000 COMMERCIAL MANAGER 47,500-53,000 53,000-63,000 63,000-68,000 68,000-73,000 CONTRACTS MANAGER 47,500-53,000 53,000-63,000 63,000-68,000 68,000-73,000 MICHAEL GILMORE Consultant 20

21 CONSTRUCTION GENERAL CONTRACTING cont d PERMANENT (AED per month) ROLE SENIOR QUANTITY SURVEYOR 37,000-42,000 42,500-52,500 53,000-58,000 58,000-63,000 QUANTITY SURVEYOR 26,000-31,500 31,500-42,500 42,000-53,000 53,000-58,000 PLANNER / SCHEDULER 26,000-31,500 31,500-42,000 42,000-53,000 53,000-58,000 ESTIMATOR 16,000-21,000 21,000-26,000 26,000-31,000 31,000-36,500 BUSINESS DEVELOPMENT DIRECTOR 31,500-36,500 42,500-47,500 47,500-53,000 53,000-63,000 BUSINESS DEVELOPMENT MANAGER 21,000-26,000 31,000-36,500 37,000-42,500 42,000-53,000 SALES MANAGER 21,000-26,000 31,000-36,500 37,000-42,000 42,000-53,000 SALES ENGINEER 21,000-26,000 26,000-31,000 31,500-37,000 36,500-42,500 QA / QC MANAGER 21,000-26,000 26,000-36,500 37,000-42,000 42,000-47,500 QA / QC OFFICER 16,000-21,000 21,000-26,000 21,000-31,500 - HSE MANAGER 26,000-36,500 37,000-47,500 47,500-58,000 58,000-68,000 MICHAEL GILMORE Consultant 21

22 ENERGY 22

23 ENERGY POWER GENERATION HIRING TRENDS The power generation, transmission and distribution sector in the Middle East and North Africa (MENA) continues to grow significantly. The total value of renewable projects and master plans, either completed or under execution in the GCC states, is currently US$4.5 billion, of which $1 billion is being invested in hydro projects (all of them in Saudi Arabia) and $3.5bn in solar, according to figures from Meed Projects. This is in line with expectations, as Middle Eastern energy demand is expected to grow by 76% between now and There will be a 41% drop in oil-led power generation, with natural gas-fired power generation surpassing oil-based fuel sources by then. The UAE is currently the biggest renewables market in the GCC with $1 billion worth of projects in progress or operational. Looking ahead, the total value of projects and master plans due for award between now and 2025 is $162 billion, with the biggest long-term market being Saudi Arabia. For the UAE per se, the use of renewables should present multiple benefits to the country, the most important being the ability to reduce dependence on hydrocarbons. For the UAE this means the potential to develop a local industry, freeing up hydrocarbons for use in industry or other applications such as refining, all of which will bring employment benefits. Abu Dhabi has also set up the green energy firm Masdar, which is building a low-carbon, zero-waste city and has a number of renewable energy projects in the UAE and abroad. Dubai has also announced a waste-to-energy project, which will drive further employment. All of these developments are having an impact on the hiring needs of the leading developers, operators, EPC contractors and national utilities. TALENT SUPPLY The power industry continues to rely on importing expatriate talent into the region for many higher level roles although, in line with the region s nationalisation strategy, there is a trend towards moving locally grown talent into positions with more responsibility and authority. Home-grown or regionally based talent is currently attracting the most interest for the mid-level management positions; however talent shortages are expected to intensify and firms in this sector will continue to turn to foreign markets to secure the most highly skilled talent. To retain valued employees, businesses are offering more meaningful pay rises and stay incentives. Companies increasingly recognise that they must make it a priority to retain skilled staff who fit in with their workplace culture. But employees with soughtafter skills have grown more confident in their job prospects and are more receptive to the idea of changing jobs. COMPANIES INCREASINGLY RECOGNISE THAT THEY MUST MAKE IT A PRIORITY TO RETAIN SKILLED STAFF WHO FIT IN WITH THEIR WORKPLACE CULTURE 23

24 ENERGY POWER GENERATION SALARY & COMPENSATION TRENDS With so many professionals coming in from other regions, resulting in a much diversified talent market, many employers have started to consolidate basic salaries and allowances into lump sums paid into the employee s bank account. The main pillars continue to be basic salary, accommodation allowance and transportation allowance. TALENT STRATEGY AND BUSINESS STRATEGY MUST GO HAND IN HAND. OTHERWISE, THERE S LIKELY TO BE A BIG GAP BETWEEN A COMPANY S VISION AND ITS ABILITY TO EXECUTE Flights to the country of origin plus medical insurance continue to be treated separately, with single or family cover depending on the level of the employee. Additional benefits likewise vary according to the level of seniority, family status and location of employment, with education costs continuing to be a major factor in living in the Middle East. Bonuses continue to be variable depending on the organisation. There is, however, a steady rise in salaries in the industry as more projects are announced and competition increases. On the other hand, the cost of living must also be taken into consideration; in Dubai and Sharjah rents are rising sharply. EXPO 2020 is pushing up rents by up to 100 per cent in some areas as many residents are forced to seek alternative accommodation. According to the Hay Group, pay rises will remain stable in 2015, at or slightly ahead of the rate of inflation, with only minor differences between the GCC countries. In the UAE, salaries are set to increase by an average 4.8% in 2015, which represents the lowest expansion, except for Bahrain (4.5%). Pay differentials between GCC states exist mainly at the lower levels of seniority, and in particular at entry levels where competition for non-graduates to fill operational or administrative roles is fierce, with the gap narrowing as roles become more senior. ADIL ANWAR Associate Director 24

25 ENERGY POWER GENERATION POWER GENERATION PERMANENT (AED per month) ROLE MANAGING DIRECTOR/CEO - MULTINATIONAL 58,000-68,000 68,000-78,000 78,000-93,000 93, ,000 MANAGER DIRECTOR/CEO - SME 53,000-63,000 63,000-73,000 73,000-83,000 83, ,000 GENERAL MANAGER - MULTINATIONAL 47,500-58,000 58,000-68,000 68,000-83,000 83, ,000 GENERAL MANAGER - SME 36,500-47,500 47,500-58,000 58,000-73,000 73,000-93,000 PLANT MANAGER 26,000-31,000 31,500-42,000 42,000-47,500 48,000-58,000 ENGINEERING MANAGER 21,000-26,000 26,000-33,500 33,500-42,500 43,000-53,000 PRODUCTION MANAGER 21,000-26,000 26,000-33,500 33,500-42,500 43,000-48,000 OPERATIONS MANAGER 23,000-26,000 26,000-31,500 31,000-38,500 40,000-48,000 TECHNICAL SALES MANAGER 26,000-31,000 31,000-36,500 36,500-42,500 48,000-58,000 SALES ENGINEER 11,000-13,000 13,000-16,000 16,000-20,000 20,000-26,000 HSQE MANAGER 19,000-23,000 23,000-31,500 31,000-42,500 42,000-53,000 COMMISSIONING ENGINEER/MANAGER 19,000-23,000 23,000-31,500 31,000-42,500 42,000-53,000 PROCESS ENGINEER 12,000-16,000 16,000-19,000 19,000-23,000 23,000-27,000 TECHNICAL ENGINEER 11,000-13,000 13,000-16,000 16,000-19,000 19,000-21,000 PRODUCTION TEAM LEADER 8,500-12,000 12,000-16,000 16,000-21,000 21,000-26,000 ESTIMATION ENGINEER 7,500-11,000 11,000-13,000 13,000-16,000 16,000-18,000 TECHNICIAN 5,500-8,500 9,000-11,000 11,000-13,000 13,000-16,000 AMIN SARDAR Consultant 25

26 ENERGY OIL & GAS MARKETING INSIGHTS The energy industry contends with greater uncertainty and risk than most other sectors. Time horizons and lead times for new projects are very long term for upstream operators in particular, so they must ensure that they make the optimum forecasts and decisions to ensure their financial and operational success. THE UAE IS THE WORLD S FOURTH LARGEST OIL EXPORTER, EXPORTING AROUND 81 PER CENT OF ITS TOTAL PRODUCTION, 2.32 MILLION BARRELS OF CRUDE OIL EACH DAY, PREDOMINANTLY TO ASIAN MARKETS. IT HOLDS THE WORLD'S SIXTH LARGEST PROVEN OIL RESERVES OF APPROXIMATELY 98 BILLION BARRELS AND THE SEVENTH LARGEST GAS RESERVES OF 213 TRILLION CUBIC FEET While the future of the global economy is uncertain, the world s population continues to grow. With this growth, energy demand will increase. However, as they weigh the risks and rewards of new projects and how much capital to invest, energy companies also have to consider regulatory, safety and environmental concerns. Moreover, alongside the current need to supply the world with hydrocarbons, energy companies need to consider investments in alternative and unconventional sources, including bio fuels and renewable energy sources, as well as ways to improve energy efficiency. The UAE is the world s fourth largest oil exporter, exporting around 81 per cent of its total production, 2.32 million barrels of crude oil each day, predominantly to Asian markets. It holds the world's sixth largest proven oil reserves of approximately 98 billion barrels and the seventh largest gas reserves of 213 trillion cubic feet. Consequently, the oil and gas industry continues to make a huge impact on general employment trends in the UAE. HIRING TRENDS Saudi Arabia remains the leading country in the region in terms of vacancies for expatriates. In Iraq the number of new hires slowed down compared to previous years, largely as a result of political instability. Generally speaking, oil and gas companies across the region are currently focused on recruiting senior level talent, and specifically executives and managers who bring strong commercial, analytical and communication skills, ideally including the ability to speak Arabic. They will tend to hire more permanent staff as competition for local talent continues. Iraq and the United Arab Emirates are hotspots for exploration and construction but they must compete for talent against others around the world such as Houston, South Korea, Angola and Nigeria. Everyone in the industry felt the pinch of falling oil prices in the final months of 2014, so while there is competition for talent there is also some pressure to contain costs. In this situation GCC-based companies with strong talent management policies and processes in place, and in particular those that can offer the best overall remuneration packages while moving swiftly to close an appointment, will be better placed to secure top talent. 26

27 ENERGY OIL & GAS TALENT SUPPLY The region s oil and gas industry faces a talent shortage and this is producing a candidate-driven market. As the cost of living continues to rise in the Middle East and North Africa (MENA), mainly because of accommodation costs, employees already based in the region are concerned about their standard of living and their ability to maintain their current lifestyle. Generally speaking, the large expatriate workforce in the UAE is remaining for longer periods and lifestyles are changing accordingly. Employees are increasingly motivated not just by base salary but by benefits such as improved medical cover, flexible working hours and onsite facilities, as well as by training and career development. However, many organisations in the region lack the information they require to make informed HR plans and decisions for example, information about returns on investment in human capital, staff productivity and employees views. This makes it difficult for them to retain talent, while the long-term damage to their reputation will also make it difficult to attract talent away from local and international competitors. Tackling such issues successfully involves adopting a more strategic approach, based on a powerful employer brand. With better information, companies can also identify the kinds of skills they need, and where they need those skills, in order to realise their short and long-term plans. TALENT STRATEGY AND BUSINESS STRATEGY MUST GO HAND IN HAND. OTHERWISE, THERE S LIKELY TO BE A BIG GAP BETWEEN A COMPANY S VISION AND ITS ABILITY TO EXECUTE One key step is to embed and integrate workforce planning into broader strategic planning from the start. This requires strong board support on talent sourcing and management, and close on-going collaboration between HR and the business. Managing and capitalising on talent cannot and should not be left to the HR function alone. Talent strategy and business strategy must go hand in hand. Otherwise, there s likely to be a big gap between a company s vision and its ability to execute. SALARY & COMPENSATION TRENDS Companies are willing to pay a premium for top performers but finding experienced talent is a challenge. Strong candidates are receiving multiple employment offers. However, firms are still conscious of the bottom line and are making hiring decisions cautiously. Employers continue to use bonus programmes linked to corporate profitability, and more incentives are being tied to the long-term growth and stability of the business. A shortage of skilled talent and prudent hiring practices are also driving up demand for longer term contract and interim-to-full-time roles. Across the GCC, companies are predicting an average salary increase of 5.1% for 2015, a figure slightly down from our predictions for 2014 (5.5%). This reflects the depressed prices of oil and gas on world markets towards the end of the year and the mood of caution. Our predicted average salary increases for GCC countries in the oil and gas industry in 2015 are: Bahrain 4.5%; Kuwait 5.3%; Qatar 5.2%; Oman 5.4%; Saudi Arabia; 5.4%; UAE 4.8%; average 5.1%. 27

28 ENERGY OIL & GAS OIL & GAS E&P PERMANENT (AED per month) ROLE EXPLORATION DIRECTOR 58,000-61,000 65,000-68,300 71,000-74,600 76,000-74,900 EXPLORATION MANAGER 53,000-55,700 57,600-60,500 61,000-64,100 65,000-68,300 PETROLEUM ENGINEERING MANAGER 52,500-55,200 56,000-58,800 58,500-64,500 63,000-66,200 GEOLOGIST 23,000-24,200 27,000-28,400 33,000-34,700 44,500-46,800 GEOPHYSICIST 24,500-26,000 27,800-29,200 34,000-35,700 45,000-47,300 RESERVOIR ENGINEER 26,000-27,500 33,500-35,200 39,000-41,000 51,000-53,600 DRILLING ENGINEER 28,500-30,000 34,000-35,700 43,000-45,200 53,000-55,700 OIL & GAS DRILLING PERMANENT (AED per month) ROLE GENERAL MANAGER 45,000-47,300 50,000-52,600 60,000-63,000 75,000-78,800 COMPANY MAN 30,000-31,500 35,600-37,400 40,000-42,000 48,000-50,500 RIG MANAGER 30,000-31,500 35,000-36,800 45,000-47,300 55,000-57,800 TOOLPUSHER 23,000-24,200 27,000-28,400 33,000-34,700 40,000-42,000 CREW CHIEF 25,000-26,300 30,000-31,500 35,000-36,800 45,000-47,300 OFFSHORE INSTALLATION MANAGER 28,000-29,500 35,000-36,800 45,000-47,300 55,000-57,800 DRILLING SUPERVISER 18,000-19,000 22,000-23,100 27,000-28,400 32,000-33,600 DRILLER 17,000-17,900 20,000-21,000 23,000-24,200 28,000-29,400 ROUGHNECK 14,000-14,700 17,000-17,900 22,000-23,100 26,000-27,300 28

29 ENERGY OIL & GAS OIL & GAS EPC PERMANENT (AED per month) ROLE MANAGING DIRECTOR / CEO ,000-73, , ,100 PLANT MANAGER - 30,000-31,500 40,000-42,000 55,000-57,800 ENGINEERING MANAGER - 25,000-26,300 35,000-36,800 55,000-57,800 HSE MANAGER - 22,000-23,100 35,000-36,800 50,000-52,500 CONSTRUCTION MANAGER - 25,000-26,300 35,000-36,800 55,000-57,800 COMMISSIONING AND CONSTRUCTION ENGINEER - 18,000-18,900 25,000-26,300 40,000-42,000 DESIGN ENGINEER - 16,000-16,800 25,000-26,300 35,000-36,800 TEAM LEADER / FOREMAN / SUPERVISER - 12,000-12,600 18,000-18,900 23,000-24,200 TECHNICIAN - 8,500-8,900 13,000-13,660 16,000-16,800 JENITA NANDHA Consultant 29

30 ENERGY OIL & GAS OIL & GAS PROJECT CONTROL PERMANENT (AED per month) ROLE PROJECT MANAGER - 35,000-36,800 45,000-47,300 60,000-63,000 PROCUREMENT MANAGER - 30,000-31,500 40,000-42,000 50,000-52,500 CONTRACTS MANAGER - 30,000-31,500 40,000-42,000 50,000-52,500 PROJECT ENGINEER - 20,000-21,000 30,000-31,500 45,000-47,300 PLANNING ENGINEER - 20,000-21,000 30,000-31, , ,100 COST/ESTIMATING ENGINEER - 18,000-18,900 25,000-26,300 35,000-36,800 LOGISTICS/WAREHOUSE ADMINISTRATOR - 15,000-15,800 20,000-21,000 25,000-26,300 JENITA NANDHA Consultant 30

31 ENERGY MINING & METALS HIRING TRENDS The Middle East and North Africa (MENA) region continues to invest in major projects in mining and metals exploration, production and infrastructure. Over the past five years we have seen strong growth particularly in steel, aluminium and cement, driving demand for new skilled headcount. According to a recent report by Global Industry Analysts, Inc. the value of the global metals market will reach US$872 billion in 2015, with consumption continuing to rise in fast-developing countries such as India, China and Brazil. Asia-Pacific now representing the largest and fastest growing markets for metals in the world and Europe the second largest, with companies in the MENA region well situated to serve both. New and ongoing projects will ensure continued growth in These include the green field Shaheen alumina refinery and multi-billion dollar investments in phosphate mining. Ma aden, the Saudi Arabian Mining Company, is expanding its operations and has entered into joint ventures with Alcoa and more recently with African Barrick Gold for mining copper with operations to commence in 2015, and with the Jordan Phosphate Company. In Jordan alone, phosphate mining will create up to 5,000 jobs. Oman has two major projects that will require massive investment in personnel in 2015; aluminium expansion plant and a new cement company. The economic crisis had a strong impact on the aluminium sector but demand for the metal has picked up in developing Asian economies. The Aluminium Manufacturers and Producers Association expects the world demand to grow 6.5% annually, which will see production and consumption increase from 35 million tonnes in 2010 to more than 70 million tonnes by The volume of aluminium production in the Gulf region is expected to increase to 5 million tonnes by 2015, which accounts for 17.5% of global output, compared with 3.7 million tonnes in 2012 or 11% of global output. Aluminium is an increasingly important commodity in the recovering construction and transportation sectors. There are 67 steel plants in the Arab region and the demand for steel is rising at 5-6% every year. It is predicted that half of the world s steel could be produced in Arab countries. However, this may depend on how well they can keep up with worldwide developments in the industry as well as consolidations and mergers. Employment in the cement industry will remain very buoyant given the number and scope of construction and infrastructure projects across the region. All in all it is clear that the demand for skilled and semi-skilled professionals in the mining and metals sector will continue to grow. TALENT SUPPLY There is generally a shortage of skilled professionals in the mining and metals industry in the Gulf region and there is plenty of competition for top talent from across the globe. Resultantly, candidates are often in the driver s seat on negotiations and employers need to offer competitive salary packages. Technological changes and upgrades including the installation of the most advanced and efficient operating systems and machinery further reduce the pool of suitably qualified talent. As a result, companies from the region have to focus their searches for specialists on the world s most developed markets. SALARY & COMPENSATION TRENDS The imbalance between supply and demand of human resources in the mining and metals sector will inevitably drive up salaries. Companies will also be compelled to offer more lucrative bonuses and other incentives, especially in GCC countries where there is an upward trajectory in terms of cost of housing, school fees and medical insurance claim. According to a research carried out by Mercer in 2015, overall salaries in the MENA region are forecasted to grow as follows: 6.9% in Algeria, 4.6% in Bahrain, 10.0% in Egypt, 6.0% in Iraq, 6.0% in Jordan, 5.0% in Kuwait, 5.8% in Lebanon, 8.0% in Yemen, 5.0% in UAE, 7.3% in Libya, 5.0% in Morocco, 5.0% in Oman, 5.0% in Qatar, 5.3% in Saudi Arabia and 6.0% in Tunisia. 31

32 ENERGY MINING & METALS METAL & MINING PERMANENT (AED per month) ROLE CEO 60,000-70,000 70,000-80,000 80,000-90,000 90,000 + HEAD OF TECHNICAL 50,000-60,000 60,000-70,000 70,000-80,000 80,000 + HEAD OF PRODUCTION 50,000-60,000 60,000-70,000 70,000-80,000 80,000 + HEAD OF MAINTENANCE 50,000-60,000 60,000-70,000 70,000-80,000 80,000 + HEAD OF OPERATIONS 50,000-60,000 60,000-70,000 70,000-80,000 80,000 + PRODUCTION MANAGER 30,000-35,000 35,000-40,000 40,000-45,000 45,000 + ENVIRONMENTAL MANGER 30,000-35,000 35,000-40,000 40,000-45,000 45,000 + DCS MANAGER 30,000-35,000 35,000-40,000 40,000-45,000 45,000 + HSE MANAGER 30,000-35,000 35,000-40,000 40,000-45,000 45,000 + SUPERINTENDANT 20,000-25,000 25,000-30,000 30,000-35,000 35,000 + ENGINEER 20,000-25,000 25,000-30,000 30,000-35,000 35,000 + SUPERVISOR 10,000-15,000 15,000-20,000 20,000-25,000 25,000 + TECHNICIAN 10,000-15,000 15,000-20,000 20,000-25,000 25,000 + SHIFT OPERATOR 10,000-15,000 15,000-20,000 20,000-25,000 25,000 + RABIA MONSOOR Consultant 32


34 MANUFACTURING HIRING TRENDS In the manufacturing sector international players have the upper hand over local companies. They not only have budget to make key hires but also have the brands and reputations that will attract talent. In the UAE and Saudi Arabia here is strong demand for expatriates who have GCC experience and knowledge of Arabic. Quality and environmental health and safety (EHS) professionals are being widely recruited across the region, though we saw no significant demand for Lean & Six Sigma candidates. With new factories being opened, especially in the chemicals and FMCG sectors in the UAE and Saudi Arabia, there is ongoing demand for factory and plant managers. Pharmaceuticals and FMCG companies and their service providers are recruiting staff for R&D and clinical trials. We have also seen a major focus among manufacturing companies on getting people into HR-based positions to match their nationalisation requirements. WITH NEW FACTORIES BEING OPENED, ESPECIALLY IN THE CHEMICALS AND FMCG SECTORS, THERE IS ONGOING DEMAND FOR FACTORY AND PLANT MANAGERS TALENT SUPPLY There is a continual challenge for multinational and local businesses to find locally based talent with knowledge of Arabic in the GCC region, especially Saudi Arabia and Kuwait but also in Egypt. SALARY & COMPENSATION TRENDS We predict a 5% salary increase in the manufacturing sector in There is considerable pressure on housing allowances with house prices and rent increasing dramatically over the past 12 months. 34

35 MANUFACTURING MANUFACTURING PERMANENT (AED per month) ROLE LEAN SIX SIGMA BLACK BELT 9,000-14,000 15,000-19,000 21,000-26,000 29,000-33,500 MASTER BLACK BELT 13,000-17,000 18,000-23,000 21,000-28,000 29,000-36,500 LEAN EXPERT 9,000-16,000 17,000-21,000 21,000-29,000 29,000-33,500 OPERATIONS MANAGER 19,000-21,000 21,000-26,000 23,000-31,000 31,000-40,000 PRODUCTION / FACTORY MANAGER 19,000-23,000 21,000-26,000 26,000-33,500 33,500-40,000 CONTINUOUS IMPROVEMENT MANAGER 16,000-19,000 17,000-22,000 26,000-36,500 36,500-47,500 LEAN SIX SIGMA MANAGER 15,000-18,000 17,000-22,000 23,000-39,500 36,500-47,500 PLANT MANAGER 21,000-26,000 23,000-28,000 26,000-36,500 36,500-53,000 QUALITY ENGINEER ASSURANCE AND CONTROL QUALITY MANAGER ASSURANCE AND CONTROL 9,000-11,000 14,000-18, ,000-21,000 18,000-24,000 19,000-28,000 31,000-42,000 HSE ENGINEER 8,000-11,000 11,000-16, HSE MANAGER 16,000-19,000 18,000-25,000 19,000-27,000 28,000-37,000 EBONY THOMAS Consultant 35

36 MANUFACTURING MANUFACTURING cont d PERMANENT (AED per month) ROLE PROCESS DEVELOPMENT MANAGER 17,000-21,000 19,000-26,000 26,000-33,500 36,000-47,500 PROCESS ENGINEER 10,000-13,000 11,000-18,000 18,000-26,000 - PROCESS ENGINEERING MANAGER 16,000-21,000 19,000-23,000 21,000-28,000 29,000-42,500 MANUFACTURING ENGINEER 9,000-11,000 11,000-17, MANUFACTURING ENGINEERING MANAGER 13,000-18,000 16,000-21,000 21,000-29,000 31,000-42,500 HEAD OF R&D 13,000-18,000 16,000-21,000 21,000-31,000 33,500-47,500 MAINTENANCE ENGINEER 8,000-13,000 13,000-18, MAINTENANCE MANAGER 19,000-24,000 24,000-28,000 26,000-31,000 31,500-42,500 GENERAL MANAGER 36,500-42,000 42,000-58,000 63,000-78,000 - CPO 52,500-68,000 68,000-83,000 83,000-98,000 - MANAGING DIRECTOR 73,000-88,000 78,000-93, EBONY THOMAS Consultant 36


38 OFFICE SUPPORT HIRING TRENDS Despite the increasing number of emiratisation roles we have seen an increase in the number of companies who will hire expatriate candidates with no UAE experience. There is a significant increase in temporary contracts, requiring candidates to be on a family or spouse s visa. Demand remained fairly stable throughout the year. Unusually, we saw a lot of hiring activity in the run up to Ramadan and without the anticipated fall-off in demand in the following month. TALENT SUPPLY Office support remains a candidate-heavy market in which we see many expatriates relocating without having previously secured employment. With the recent increase in the cost of living, and in particular rents, there is an abundance of candidates seeking to move to higher paid roles. However, the salaries on offer do not always meet expectations so we have seen many candidates applying for jobs but then turning down offers. OFFICE SUPPORT REMAINS A CANDIDATE- HEAVY MARKET IN WHICH WE SEE MANY EXPATRIATES RELOCATING WITHOUT HAVING PREVIOUSLY SECURED EMPLOYMENT SALARY & COMPENSATION TRENDS We anticipate a 3% increase in salaries in office support roles in Companies are offering higher salaries than they were last year to attract candidates for the same roles, but not enough to compensate for the rising cost of living. It is normal to see compensation packages for permanent roles, including medical and flight, whereas the temporary roles available do not offer this. More companies are willing to pay a small relocation package in order to bring candidates from abroad. 38



41 SUPPLY CHAIN HIRING TRENDS Dubai is becoming a regional supply chain and procurement hub for more and more companies, with regional in this case frequently extending beyond MENA to include east and sub-saharan Africa, the Commonwealth of Independent States, Pakistan and Iran. Such companies are looking for professionals with supply chain and/or procurement certification or post-graduate academic qualifications in supply chain and procurement functions. Over the past year we have seen rising demand for talent such as oil and gas and construction, with sizable growth in the northern Emirates, Oman and Saudi Arabia. The UAE is investing billions in its logistics sector with the expansion of free zones, airports and maritime port such as Dubai World Central, Abu Dhabi International Kizad and Khalifa Port the expansion of local manufacturing has seen a surge in import and export trade volumes. TALENT SUPPLY Top talent in Europe and North America, with experience in best practices in supply management and procurement, is increasingly attracted to GCC countries. The gap in supply chain ERP expertise is narrowing, with organisations reducing delivery costs and shipping times. Procurement has moved to a more strategic function although at a slower pace in comparison to the rest of the world should see further development in the strategic recognition of both supply management and procurement functions. SALARY & COMPENSATION TRENDS We forecast a 5-6% increase in salaries in THE UAE IS INVESTING BILLIONS IN ITS LOGISTICS SECTOR WITH THE EXPANSION OF FREE ZONES, AIRPORTS AND MARITIME PORT 41

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