annual salary, benefits and workplace trends 2013

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2 preface Dear client, Welcome to the Randstad Salary, Benefits & Workplace Trends Survey report. As General Manager, I am pleased to present the issue. This report offers insights into various and developments impacting your business, collected from companies operating within various industries, as well as salary statistics for all the different markets and geographic regions in which they operate. From October to December 2012 our consultants interviewed 136 key decision makers and human resources executives across Turkey. The report explores subjects related to the economy, talent and recruiting, sustainability, & innovation in the, compensation and benefits, etc. The employment market is continuously changing, not in the least brought on by the volatility of the economic environment. While companies have focused on emphasizing their core competencies, they are also planning for the future, in order to remain competitive and successful, and grasp opportunities for growth if and when they arise. This year s survey discusses these developments as well as many others. An executive summary highlights our key findings on page 6. The salary information begins on page 22. At Randstad Turkey, we remain focused on providing the quality talent your teams need to impact your organization s bottom line and its future success. In our business, relationships are key, and we extend a sincere thank you to everyone who participated in this year s Survey. We value your contribution and look forward to working with you in. Sincerely, Mr. Altuğ Yaka General Manager Although the content of this publication has been composed with the outmost care, the publisher cannot be held responsible for any errors and omissions which may occur. No rights may be derived from this document. This survey has been conducted by ICMA Group, Waterloo Belgium. 2 Annual Turkey 3

3 contents 1 structure of the report In this report you will find: Key findings Overview of the main findings. Company Detailed information on the companies that have participated in the survey. Participant profile Detailed information on the participants, i.e. the decision makers and HR executives. HR and challenges Current and future challenges that are or will be affecting HR and organizations in the future as well as an outline on how companies deal with skill shortages and the type of benefits they offer to their employees. 1 Structure of the report 5 2 Key findings 6 3 Company 8 4 Participant profile 10 5 HR and challenges 12 6 Employment and recruitment strategies 14 7 Trends and innovation in the 17 8 Economic impact and outlook 20 9 Salaries 22 Employment and recruitment strategies Perspectives on the sources and processes used to recruit and assess talent, explanations on whether companies are willing to hire temporary or permanent staff and reasons why organizations might fail to attract top talent. Trends and innovation in the Important changes and new ways of working in the and recruitment processes. Economic impact and outlook How does the current economic situation impact the organizations initiatives and future perspectives. Salaries Job titles vary from company to company, therefore respondents were asked to provide salaries for the standardized titles in the questionnaire that clearly match the functional responsibilities for the position in the company. 4 Annual Turkey 5

4 key findings 2 I General This report presents the results of a series of in-depth interviews conducted among 136 key decisionmakers at companies in Turkey. Fieldwork took place between October and December The Manufacturing/Industry, Health/Medical and Services constituted the largest proportion of our sample, followed by organizations defined within Computer/Software services/internet. 51% of the companies interviewed had up to 100 employees, 41% had a workforce of more than 100 and up to 1,000 and only 7% were an organization with more than 1,000 people. 70% of the organizations surveyed in Turkey generated a turnover up to 50 million euro. Overall (globally) 47% of 98 companies were organizations with a profit > 500 million euro, which indicates they were (part of) a multinational organization or were associated with one. When looking at the participants profiles in more detail, we see that the most common job title (43%) was Manager. Most of the respondents were working within HR (64%) and found their current position mostly through internal promotion (28%) or by means of recruitment companies and professional contacts/referrals (22%). Respondents tended to keep abreast of business via professional networking sites (57%) such as LinkedIn. Networking (42%), educational seminars and professional associations also scored reasonably highly. 86% were a member of LinkedIn, 79% had a Facebook account and 44% used Twitter. Respondents used these social networking sites mostly to expand their network (78%) and to connect with friends and family (67%). They also used them to recruit or to look for new job opportunities. The networking methods most commonly used were social and professional networking sites. 43% used other professional organizations II HR and challenges The 3 key productivity challenges for within the companies surveyed were filling critical vacancies created by business expansion (34%), developing leadership skills for the next phase of growth (28%) and filling the lack of specialists to drive innovation (21%) The top 3 challenges identified within HR were as follows: 1. Managing salary expectations 2. Retaining top performers 3. Attracting talent for the next phase of growth. The most important leadership competencies for managers to obtain in this year s survey were as follows: 1. The ability to motivate and inspire others 2. The ability to analyse problems and solve them 3. The ability to build trusted relationships. Additionally, we identified that only 1 in 3 respondents believed that their managers or employees had the ability to effectively adapt to changes in business demands. To address the issue of shortage of skills, companies would offer education and training programs (50%), followed by increasing the number of hired contractors (25%). III Employment and recruitment strategies The economic upturn allowed 74% of the companies to hire permanent staff in 2012 and 36% hired interim staff. 1 in 4 organizations said they estimated attrition rates to be the highest with employees that had been with the company for longer than 5 years on average. 1 in 3 organizations believed they had the ability to attract top talent. The main reasons the organizations failed to attract talent were uncompetitive salary or benefits, poor reputation of the organization/brand and strong competition for available talent. Job boards, recruitment companies and employee referrals were the primary sources when recruiting talent. 68% of the respondents that used social networking sites claimed they were successful for recruiting and used them as their channel when looking for management and executive-level candidates. Reference checks, criminal checks and degree verifications were the main standard background checks conducted in the hiring process. Bonuses, medical insurance and career development were the most common benefits within the organizations. IV Trends and innovation in the Professional networks were seen by 34% as a new trend in recruitment and social networks by 1 in 3 respondents. The less conventional recruitment method of hosting a free lunch to chat with potential candidates was used by 7%, 46% of the respondents did not have an opinion on this question. To manage changes in the 58% of the organizations built a strategy for implementing a change in the organization, gave information early on and often and involved people in the change process. Top changes that had been implemented included adding new duties to existing jobs, offering flexible working hours and providing better working conditions. With regard to implementing new ways of working, organizations mostly created an environment in which employees learned as well as taught and adapted specific technologies that made smarter working practices valuable. 53% of 153 companies said they were prepared to handle different generations in their working environment. They handled this by implementing different working policies. The most commonly used working policies for the youngest generation (generation Y) were more variation in the job by adding different work tasks (59%), career development plans (58%) and flexible working hours (44%). Employees belonging to generation X were offered more social working events and career development plans (36%). Also scoring above 30% were offering different forms of compensation and benefits, adapting internal communication and spending less time travelling to work. Top of the list for the more senior generation (baby boomers) was adapting the job to their physical condition (35%), flexible working hours (29%) and home office opportunities (26%). V Economic impact and outlook The effects for those who had benefitted from the economic upturn predominantly included the recruitment of employees and larger budgets. 27% mentioned that the current economic climate had had a significant impact on their workload. Recruitment most often occurred in Sales (34%), followed by Operations (29%). Despite Turkey experiencing an economic upturn, 26% of all respondents said they believed the country was currently experiencing the impact of the global economic situation, while 1 in 4 thought the country would be doing so during. 19% anticipated an economic decline after. 7% of the respondents said they had implemented a freeze on hiring employees in 2012 and 13% expected to halt recruitment during but the majority did not know or did not answer the question. The main opportunity that the respondents had taken advantage of as a direct result of the economic situation was that they targeted new customer segments, restructured the organization and created new partnerships. 6 Annual Turkey 7

5 company 3 Figure 3.2 Size of company in Turkey Figure 3.3 Size of company overall Total Total % 7% 26% 23% 70% 70% 45% 47% 40% 30% 0-50 million million > 500 million 13% 25% 0-50 million million > 500 million Figure 3.4 Number of employees in the company % 7% 36% 41% 51% 51% > 1000 This section shows an overview of the companies that participated in the survey, providing information about the company s size, industry, and the number of employees within the organization and per department. Figure 3.1 Industries 111* Manufacturing / Industry 16% 17% Healthcare / Medical / Pharmaceutical 14% 11% Services 14% 9% Computer / Software services / Internet 11% 4% 70% of the companies surveyed generated a turnover of up to 50 million within Turkey. If we take a closer look at the overall size (globally) of these companies it was almost equally divided, where 47% were part of a > 500 million organization, meaning they belonged to (part of) a multinational or were associated with one (as Illustrated in fig. 3.2 and 3.3). Half of the companies surveyed had up to 100 employees and 41% had between 100 and 1,000 people in their workforce, the remainder working with more than 1,000, as shown in fig Looking in more detail at the number of employees, we see that up to 10 people per department was the most common within finance, IT and Engineering. Sales department size was more or less evenly distributed, as shown in fig The Manufacturing/Industry represented the largest proportion of the organizations interviewed, closely followed by the Healthcare/ Medical/Pharmaceutical and Services sectors, as shown in fig Financial services 9% 8% Construction / Retail estate / Property management 8% 9% FMCG 4% 4% Transportation / Logistics 4% 5% Advertising, marketing, PR 2% - Engineering 1% 3% Other 17% 27% Figure 3.5 Number of employees per department < >50 No answer Total 133 Finance 69% 26% 5% 2% IT 80% 12% 8% 19% Engineering 52% 27% 21% 40% Sales and Marketing 35% 36% 29% 5% * Figures in gray are last year s survey results 8 Annual Turkey 9

6 participant profile 4 Figure 4.3 How did you find your current position? Total Internal promotion 28% 25% Print advertising 3% 2% Professional contact / referral 22% 22% Executive search firm 2% - Recruitment company 22% 24% Company website 2% 5% This chapter provides information about the people who have been interviewed: the sector they work in, their job title as well as the number of staff members that report to the respondents. Information is given on how they found their current position and the degrees and certifications that are most common in their line of business. This chapter also illustrates the methods participants use to network and keep abreast on current business. Figure 4.1 Job level 43% Management level 19% Employee level 17% Director level 7% CEO / CFO / COO level 2% Vice President level 2% Ass. Controller level 9% Other Figure 4.2 Department 64% HR 13% Finance 11% Sales / Marketing 2% IT 10% Other Internet job board 13% 10% The preferred methods of networking were social and professional networking sites. Conferences and conventions came in 3 rd place. Mentors and coaches were unpopular, as shown in fig To keep up with current business (fig. 4.5) we see that networking and professional networking sites (LinkedIn) were the most frequently used resources (57%), followed by networking, educational seminars and professional associations. Figure 4.4 Methods you use to network 111 Social networking sites 49% 54% Professionals networking sites 45% 69% Conferences / conventions 23% 31% Prof. networking site 2% - Internal recruiter 3% 1% Other 4% 11% The survey showed that 86% of respondents were members of LinkedIn. In second place, with 79%, we find Facebook, followed at distance by Twitter (44%). These sites were mainly used for networking and to connect with friends and family, although it should be noted that using these sites for recruitment or to look for jobs was also quite popular. Figure 4.5 Resources most frequently used to keep up with busniness 111 Professional networking sites ( ) 57% 69% Networking 42% 45% Educational seminars 40% 54% Professional associations 38% 41% Social networking sites (, ) 29% 41% Higher level professionals 17% 23% Newspapers 27% 51% Most participants held a management title (fig. 4.1). As shown in fig. 4.2, most respondents worked in HR. Finance followed at a great distance. 27% of respondent had no-one that reported directly to them and 59% had no employees reporting indirectly to them. The participants found their current position predominantly by means of internal promotion, professional contacts and referrals and recruitment companies (fig. 4.3). Finding a job position through the company website, an executive search firm or a professional networking site was not very common. Alumni associations 16% 35% Mentors and coaches 7% 5% None 17% - Other 4% 3% No answer 7% 5% Web based sources (blogs, enewsletters) 26% 26% Trade journals 17% 16% Government tax authorities 15% 7% Other 7% 5% No answer 15% 4% 10 Annual Turkey 11

7 HR and challenges 5 Figure 5.1 Challenges within HR 111 low mid high no answer Manage salary expectations 19% 17% 37% 38% 39% 26% 5% 19% Retaining top performers 21% 17% 35% 31% 37% 43% 7% 9% Attracting talent for the next phase of growth 29% 22% 30% 33% 29% 27% 11% 18% Increasing performance and productivity 20% 16% 37% 41% 26% 27% 17% 16% Developing talented leaders 19% 21% 38% 30% 24% 30% 19% 20% Avoid losing top talent to competitors 30% 29% 26% 23% 21% 23% 22% 25% Managing skill shortage 38% 29% 26% 30% 16% 14% 20% 27% Manage internal change programs 32% 32% 24% 25% 13% 5% 31% 37% Keeping employees informed 13% - 15% - 10% - 63% - Looking at fig it seems that the next generation of leaders will be required to have the ability to motivate and inspire others, to analyze problems and have the skills to solve them and to build trusted relationships. Figure 5.2 Key productivity challenges the organization will face in 47 Filling critical vacancies created by business expansion 34% 38% Developing leadership skills for the next phase of growth 28% 45% Lack of specialist skills to drive innovation 21% 28% Knowledge loss created by increased employee turnover 14% 45% Government legislation impacting workforce flexibility 11% 15% Lack of skills to benefit from advancements in technology 9% 37% Employees accessing online media during work hours 5% 37% Figure 5.3 Most important leadership competencies for your managers Detailed overview of some of the challenges companies are facing within the organization or their department in the current climate. Additional information this section relates to the choice of benefits companies offer to their employees and on how skill shortages are being dealt with. 111 low mid high no answer Ability to motivate and inspire others 3% 2% 14% 11% 74% 80% 9% 7% Analyze and problem solving skills 7% 3% 17% 14% 70% 70% 7% 14% Build trusted relationships 4% 1% 16% 18% 68% 67% 12% 14% Vision for the future 8% 1% 15% 15% 63% 69% 15% 14% Ability to innovate and drive creativity 5% 1% 21% 23% 62% 61% 13% 14% Adapting to changing business demands 8% 5% 24% 23% 54% 55% 13% 18% The top 3 challenges within HR included managing salary expectations and knowing how to retain top performers and attract talent for the next phase of growth. Keeping employees informed, managing skills shortages and internal change programs were not considered to be urgent challenges within the organization, as shown in fig Additionally, we identified that only 1 in 3 respondents believed that their managers or employees had the ability to effectively adapt to changes in business demands. Asking organizations about the key productivity challenge, the most frequently given answer (34% of respondents) was filling critical vacancies due to business expansion. The second big challenge we saw was developing leadership skills for the next phase of growth, followed by making up for the lack of specialist skills to drive innovation (fig. 5.2). Employees using online media during working hours was not really considered to be a danger to productivity. When asked how they would address the skills shortage, most respondents answered that they would tackle this issue through education and training programs, as shown in fig Other ways to address the problem included increasing the use of external hired contractors and outsourcing business functions and. Hiring more part-time workers was not seen as an option for dealing with this issue. Figure 5.4 What will you do to adress the shortages in skills in? 111 Education and training programs 50% 38% Increase use of externally hired contractors 25% 19% Outsource business functions 15% 4% Hire talent from other countries 13% 7% Offer more flexible work options to employees 10% 5% Hire more part-time workers 9% 5% Other 13% 6% No answer 13% 39% 12 Annual Turkey 13

8 employment and recruitment strategies 6 Figure 6.1 What could be the reasons your organization is failing to attract top talent? Figure 6.2 What sources are primarily used to recruting talent Total Total Uncompetitive salary and/or benefits 49% 46% Job boards 60% 60% Poor reputation of organization/employer brand 29% 35% Recruitment companies 54% 54% Strong competition for available talents 24% 30% Employee referrals 51% 48% Industry is less appealing as it used to be 21% 17% Networking sites 29% 50% Lack of internal career opportunities 19% 20% Company website 21% 24% Ineffective recruitment strategies 16% 5% Career fairs 8% 8% Ongoing talent shortages 16% 9% Executive search firms 7% 18% Lack of corporate social responsibility 5% 2% Print advertising 4% 4% Lack of flexible work options 4% 12% College recruiting 4% 8% Other 15% 7% Other 5% 3% Figure 6.3 For what positions do you find network sites most helpful? Total 129 Figure 6.4 What is the estimated average job turnover within your organization? Total Management level 45% In this section you will find specific information on HR questions regarding competencies and employment. It also provides an overview of the resources used in recruitment processes. Information has been gathered as well in order to identify whether organizations will hire permanent or interim staff and the standard practices they conduct to check the background of future employees. Executive level Staff level Support level Do not use 40% 27% 9% 29% 10% < 1 year 19% 1-2 years 12% 2-3 years 12% 3-4 years 22% 4-5 years 26% > 5 years 9% 11% 15% 22% 14% 30% The main reason organizations failed to attract top talent was uncompetitive salary and/or benefits, followed by poor reputation of the organization/employer brand and strong competition for available talent, as shown in fig in 5 mentioned that the fact that the industry was less appealing than it used to be was another cause. The absence of social responsibility or lack of flexible working options had little impact and should not be taken into account in this context. In fig. 6.2 we see that job boards and recruitment companies were the most widely-used resource for finding talent. Employee referrals were also used frequently, whilst print advertising and college recruiting were less popular. As shown in fig. 6.3, people who used networking sites mostly used them to look for management or executive candidates. 1 in 4 found them useful for finding staff while 29% did not use networking sites at all for this purpose. 14 Annual Turkey 15

9 total 6.5? Figure 6.5 Did you use interim staff or hire permanent staff in your department? Total?? Figure 6.7 Benefits within your organization Total 135 and innovation in the 7 interim staff permanent staff Bonuses 73% 52% 5% 5% 21% Medical insurance 59% 69% 59% 36% 74% Career development 53% 51% Yes, using interim staff Not using interim staff No answer Yes, hiring permanent staff Not hiring permanent staff No answer Life insurance 40% 33% Flexible working options 37% 15% Figure 6.6 Standard practices background checks in our hiring process Total Competitive salary 26% Pension plan 17% 20% 11% Reference checks 90% 91% Profit sharing 14% 10% Criminal checks 87% Degree verifications 68% Background check and assessments 18% Credit checks 9% Drug screening 5% Culture fit test 1% IQ test 1% Emotional intelligence test 1% Other 6% 84% 62% - 6% 1% % Disability insurance 10% 11% Welness benefits 15% Flextime 11% Stock options 3% Other 11% Reference checks, criminal checks and degree verifications were the main standard background checks in the hiring process across all of the organizations surveyed. Culture fit, IQ or emotional intelligence tests were used by only 1%, as shown in fig When looking at fig. 6.7 we see that bonuses were the most common benefit, followed by medical insurance, career development, life insurance and flexible working options. Very few offered disability insurance as a benefit. Entering the second decade of the 21 st century, baby boomers are starting to retire and the outflow of young talent into the workforce is greater than the inflow. At this moment there are three generations in the workforce, which presents a different challenge for HR. This section gives a short overview on new and resources companies use to deal with different generations. When we look at and innovation in recruitment we can see that professional and social networks scored highest in this category as shown in fig Hosting a free lunch to chat with potential candidates followed in third place with only 7% but it should be noted that half of the respondents did not have an opinion on this question. When asked about the methods companies used to handle changes in the, more than half of the respondents said they built up a strategy for implementing the change. 1 in 2 respondents provided information early on and often to their employees and/or involved people in the change process (see fig. 7.2). Other popular methods included showing people how change would contribute to their working environment, followed by preparing their managers or supervisors. Figure 7.1 Innovative recruitment methods used Professional networks 34% Social networks 31% Hosting a free lunch to chat with potential candidates 7% Virtual career fairs 2% Video resumes 1% Speed dating version of recruitment 1% Other 4% No answer 46% 16 Annual Turkey 17

10 Figure 7.2 Methods to affect change in the Total 90 Building up a strategy to implement change 58% Information early and often 50% Involve people into the change 48% Showing people how change will contribute to their working environment 43% Preparing managers and supervisors 38% Give people time to adjust to the changes 30% 1 in 2 mentioned that adding new duties to existing jobs was the change they implemented the most often in the, followed by offering flexible working hours, better working conditions and a pleasant working atmosphere/environment, as shown in fig Figure 7.5 Is your organization prepared for 3 generation work planning 21% 26% 53% Yes No No answer Figure 7.7 Generation X working policy (born ) Total 53 More working social events 36% Career development plan 36% Offering different ways of compensation benefits 34% Adapting internal communication strategies 34% Less time to travel to work 34% Flexible work hours 30% Initiate a follow up after changes have been implemented 27% Creating a we can do better 27% Acknowledge emotions 24% Reviewing compensation and performance to support the change initiative 20% Increase emotional intelligence 19% Have a mechanism in place to answer any questions regarding change 18% Build up strategies to for dealing with emotions regarding te changes that will be implemented 16% Fig. 7.4 illustrates that new ways of working mostly included a learning organization, where employees both learned and taught, and adapting specific technologies that made smarter working practices valuable. 53% of the respondents said they were prepared to handle a workforce of 3 different generations, as shown in fig. 7.5, while the remainder could not or would not answer this question. The most commonly used working policies for the youngest generation (generation Y) were more variation in the job by adding different work tasks (59%), career development plans (58%) and flexible working hours (48%), as seen in fig Home office opportunities 25% Use of social networks in the company 23% Part-time options 9% Other 6% In fig. 7.7 we see that employees belonging to generation X were offered more social work events, career development plans and different forms of compensation benefits. Figure 7.3 Changes implemented in the Total 105 New duties added to existing jobs 52% Flexible work hours 33% Better working conditions 31% Nice work atmosphere/environment 30% More internal career opportunities 28% New leadership styles 26% Different ways of Training and Education 24% Possibility for home office 23% More international career opportunities / international exchange 17% Figure 7.4 Introducing new ways of working An environment in which employees equally learn and teach (learning organization) 20% Adapted specific technologies that make smarter working practices valuable 20% Broader and more embedded collaboration 16% Increased creative capable workforce 15% Process and skill reconfiguration 13% Integrated real time information into decision making 10% Don't know 15% No answer 40% Figure 7.6 Generation Y working policy (born ) Total 71 Different work tasks (variation in job) 59% Career development plan 58% Flexible work hours 44% Use of social networks in the company 32% Involvement in research and development projects 31% More international career opportunities 30% Top of the list for the more senior generation (baby boomers) were to adapt their job to their physical condition, flexible working hours and home office opportunities (fig. 7.8). Figure 7.8 Generation Babyboomers working policy (born ) Total 31 Adapt the job their doing do their physical condition 35% Flexible work hours 29% Home office opportunities 26% Work gatherings to keep older workers engaged and show that their contributions are appreciated 26% Less travelling time to work 23% Different wages and benifits based onalternative options 13% Customized training programs 27% Repeatedly cycle between periods of work and leisure 23% Other 2% Involve in company strategy 21% Free-lance programs 19% None 9% Part-time options 18% Being part of mentoring programs 16% Possibility for sabbatical leave 17% Shorter week or adapted shifts 10% More leisure time 17% Re-training programs 3% Other 8% Other 6% 18 Annual Turkey 19

11 economic impact and outlook 8 Fig. 8.5 illustrates that 59% did not anticipate a decline for their company in, while 7% did expect a decrease and 22% did not know and the remaining 19% are not sure. One factor in this anticipation of the 59% might be, when asked about the companies revenue in terms of sales volume, that it increased for 57% of respondents and remained stable for 7% in % of the companies mentioned that they were currently freezing the hiring of employees and 13% said they would halt recruitment during. 4% of respondents said this would most likely be after but the majority did not know or could not answer the question, as illustrated in fig Recruitment mainly occurred in Sales, Operations and Marketing (fig. 8.7). One factor that was identified as positive due to the current economic situation was that 1 in 5 companies targeted new customer segments. Other advantages included restructuring the organization, creating new partnerships and optimizing technology. Figure 8.3 Has the economy impacted your company s involvement in Corporate and Social Responsibilities Initiatives? Total 115 In this section the impact of the economy is considered as well as how companies perceive their future and possible growth. Information is also provided on actions companies have taken to deal with the current economic climate and whether changes have had an impact on the loyalty of employees. The impact of the economic upturn on the companies surveyed is shown in fig. 8.1, illustrating that half of the respondents recruited employees and 26% provided larger budgets. Another effect was that recruiting offered extra compensations (13%). 27% answered that they did experience an impact on their workload due to the current economic climate. While the majority of respondents said they had not noticed any change in the loyalty of employees, 39% claimed that changes implemented by the organization did have an impact, as illustrated in fig Fig. 8.3 illustrates that CSR initiatives had been put in place by only 4% of the organizations. In 136% of cases, the economy had not impacted CSR initiatives. Half of the respondents could not answer this question. According to 26% of our sample, Turkey was currently feeling the effects of an economic downturn, while only 25% anticipated that the impact would come during (fig. 8.4). Figure 8.1 How has your organization been impacted by the economic upturn? Total 124 Recruitment of employees 50% Larger budget 26% Extra compensation (Bonus, wages) 13% Recruitment of consultants / temp employees 10% Implemented extended hiring 6% Extra benefits offered 2% Have not been impacted by the economic upturn 35% Other 2% No answer 9% Figure 8.2 Has company loyalty been impacted by changes the organization implemented? Total % 27% 47% 61% 39% 16% Yes No Don t know 4% Yes, some CSR initiatives have been put on hold 36% No, the economy has not impacted CSR initiatives Figure 8.4 When do you believe your country will be impacted by an economic downturn? 26% Currently being impact 7% Early 15% Mid 3% Late 19% After 30% No answer 7% Yes 59% No 19% Maybe 22% Don t know Figure 8.6 Do you think your company could freeze the hiring of (project) employees? 9% 7% Currently hiring 2% Early 4% Mid 6% Late 4% Later than 47% Don t know 29% No answer Don t know Figure 8.5 Do you anticipate an economic decline for your company in? Total % No answer Figure 8.7 In which departement occured recruitements in 2012? Sales 34% Operations 29% Marketing / Com. 15% Accounting / Finance 14% IT 12% R & D 8% HR 8% Facilities 4% Legal 2% Training / Development 1% Facilities - Other 13% No answer 26% Figure 8.8 What opportunities if any has your company taken advantage of as a direct result of the economic upturn? Targeting new customers segments 24% Restructuring 21% Creating new partnerships 20% Optimizing technology 19% Negotiating better terms with suppliers 15% Improving products of services 14% Encouraging employees to think differently 7% Other 1% No answer 23% 20 Annual Turkey 21

12 salaries 9 Job titles vary from company to company. Respondents were asked to provide salaries ( starting salaries) for the standardized titles in the questionnaire that clearly match the functional responsibilities for the position in the company. Figure 9.1 Sales & Marketing Base salary only x 1000 Turkish lira Job positions Total 10 th percentile Median 90 th percentile Manager Regional Ventas Sales Manager Sales Commercial Key Account Manager Account Director Store Manager Merchandiser Marketing Assistant Ass. Brand Manager Brand Manager Group Brand Manager Sales Director Commercial Manager Category Manager Trade Marketing Specialist Business Development Man Sales Analyst Marketing Manager Marketing Director M&C Manager M&C Specialist Country Manager Sales Specialist Sales Support Specialist Sales Representative (Commercial) Figure 9.2 Engineering & IT Base salary only x 1000 Turkish lira Job positions Total 10 th percentile Median 90 th percentile Analyst Programmer Help Desk Support Engineer C/C++ Developer Net Developer Software Developer Web Developer IT Consultant Sap Consultant Siebel Consultant Linux Admin Java Developer PHP Developer IT Manager Project Coordinator Business Analyst Database Analyst Network Engineer Systems Engineer Technical Support Specialist Customer Service Manager System Administrator Development Director / Program Manager / Database Adminstrator Security Adminstrator / Engineer Telecom / System Integration Engineer Figure 9.3 Finance & Accounting Accounting Clerk Payroll Clerk Senior Clerk Junior Accountant Senior Accountant Internal Auditor Accounting Manager Credit Analyst Financial Analyst Senior Financial Analyst Manager Personal Finance Manager Audit Manager Sr. Internal Auditor Internal Audit Officer Budget and Reporting Man Controller Director of Finance Accounts Payable Receivable VP of Finance / CFO Annual Turkey 23