Table of Contents. Introduction 3. Demographics 4. Compensation & Benefits 6. Work-Life Balance 17. Lease & Mobility 21. Job Satisfaction 24

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2 Table of Contents Introduction 3 Demographics 4 Compensation & Benefits 6 Work-Life Balance 17 Lease & Mobility 21 Job Satisfaction 24 Changing Jobs 28 Market Expectations 35 Appendix - Authors - Demographics (detailed) 41 2

3 Introduction In this report you can find the results of the Consulting HR Market research. It is the first time that comprehensive research has been performed on compensation & benefits and other HR trends specifically for the Dutch consulting sector. We hope that the research proves valuable for you whether you are a consultant, partner, staff professional or student with the ambition of joining the market. Research methodology: Today Preparation Phase Survey Build Phase Survey Open for Respondents Data Validation and Analysis Final Report Marketing & Communication << January February - March April - June July - September September - October November >> The survey was distributed through channels mailings, network, website, newsletter and social media s participated with the research on own title, the research is independent from consulting firms In total 1,124 respondents filled in the survey. After a thorough process of data validation (including filtering of target audience, data completeness, consistency and quality), the population size has been set at 717 The population only includes consultants that have a fixed employment contract at a consulting firm, it excludes freelancers Note that some findings may be coupled with low(er) statistical validity. It is advised to interpret the data in a prudent manner We would like to thank all participants and consulting firms that have actively promoted participation among their employees. For any questions on the research: info@consultancy.nl. Larry Zeenny & Hans van der Spek 3

4 Demographics

5 Demographics Management summary n = Male Female Junior % 71% Manager % 29% 75% 25% 71% 29% 40 85% 5 Senior Manager Director / Principal Partner Staff 12 By Age and Gender By Level The respondent base of the research is sufficiently large and representative to accurately draw general conclusions on salaries, trends and other developments By Company Type By Region 2% 5% 11% 60% 7% 16% Survey Population Density vs. Strategy consulting firms Professional Services - Big4 Professional Services - Other Midsized to large management consulting firms IT consulting firms Boutique + Other See the Appendix for more details on Demographics 5

6 Compensation & Benefits

7 Compensation & Benefits Total salary by level and age Total Gross Annual Salary = Base salary (1 FTE), extra financial payments*, holiday allowance and variable bonus. Excludes reimbursement of expenses. Total Gross Annual Salary ( / by function) Junior Manager Senior Manager Director /Principal The median salary for a starting consultant is Indicative rule of thumb: promotion from one level to another leads to a salary increase of roughly between 14k - 17k Salary differences between median and average are largest in the Director and Partner levels Partner Median Average Total Gross Annual Salary ( / by age) * Includes 13 th month, 14 th month and profit sharing 7

8 Compensation & Benefits Total salary 95% confidence interval n = Junior Total Gross Annual Salary ( / by level) The intervals present the salary range per level, based on a 95% confidence interval Manager Senior Manager Example: With 95% confidence it can be stated that an average Manager earns between (Low) and (High). The Mean corresponds with data on slide 8. As data move up the ranks, the population size (n) declines and the variance increases, leading to larger intervals given the same 95% confidence level Director/ Principal Partner Mean Interval High Interval Low

9 Compensation & Benefits Total salary breakdown: Manager example n = Average Manager Corresponds to average on slide Base salary Average of 17% received a 13 th month 1 extra period On average, just 2% received a 14 th month 2 extra periods Holiday allowance Bonus Average of 21% received profit sharing Collective profit sharing Total Gross Annual Salary See slide 15 for details Monthly allowance Total Net Annual Income* Example of Manager ranked in top quartile (age = 32; male; Big 4 firm) Base salary 1 extra term 2 extra terms Holiday allowance Bonus Profit sharing Total Gross Annual Salary Monthly allowance Total Net Annual Income* * Net income excludes costs incurred for eg. lease car, phone, etc 9

10 Compensation & Benefits Total salary by gender Total Average Gross Annual Salary ( / by gender) % In all levels, male respondents have a higher average annual gross salary Main reason for difference: +3% Junior +3% % Manager +14% Senior Manager Director / Principal Variable Pay Variable Pay Variable Pay Base Pay Variable Pay n.a. Partner n.a. The pay difference between gender increases with seniority A higher variable pay is the main reason for pay difference, with the exception of the Senior Manager level Male Female Satisfaction with Primary and Secondary Benefits (5-point scale) Highly satisfied 4,20 2,90 Overall, consultants are more satisfied with Secondary benefits compared to Primary The difference in gender pay gap does not necessarily translate to a gap in satisfaction At Senior Manager level, women are considerably less satisfied about base pay Absolutely not satisfied Primary Secondary Primary Secondary Primary Secondary Primary Secondary Primary Secondary Primary Secondary Male Female 10

11 Compensation & Benefits Total salary by firm type Total annual gross salaries are highest at the well-known strategy consulting firms Big Four firms underpay in particular in the middle-experience range ( and Manager level) Salaries at IT consulting firms are in the early career levels on par, at experience levels they lag peers Remuneration at boutique firms and other players is generally in line with the market average Total Average Gross Annual Salary by level ( x 1.000) Junior Manager Senior Manager Director / Principal Partner Strategy consulting firms 57,2 72,4 104,5 182,9 499,0 Professional Services - Big4 37,7 48,3 66,1 87,4 126,7 Professional Services - Other 36,2 56,1 75,1 90,4 Midsized to large management consulting firms 35,4 53,3 68,9 86,1 135,7 107,4 IT consulting firms 36,6 50,0 69,4 72,3 97,4 Boutique + Other 36,2 54,5 72,9 100,1 103,0 488, High confidence Low confidence Average 11

12 Compensation & Benefits Change in base salary and expectations Overall change in base salary Salary increase above inflation 56% 57% Over the past year, 30% of consultants were faced with a salary freeze. 56% received a salary increase above the level of inflation*. Expectations for changes in base salary are roughly equivalent for the coming year Salary increase, but lower than inflation Salary freeze or decrease 14% 14% 30% 29% On average, base pay over the past year increased by 3,8%. Expectations for coming year are 1,4% higher Over the past year junior levels and partners on average saw their base salary increase. (Senior) Managers on average faced a decrease in base salary * inflation assumed to be 2,4% (CBS) Past year Coming year % change in base salary per level Note: Changes in base salary are based on both collective (eg. corporate salary framework) and individual progression (eg. promotion) in salaries ,9% 2,9 7,7% 0,8 4,7% 5,5% -1,0 4,6% 3,7% -0,6 4,0% 3,4% 2,2% 0,2 2,4% 5,8 2,2% 8,1% 3,8% 1,4 5,1% 1 0 Junior Manager Senior Manager Director / Principal Partner Overall Average Average salary change last year Expected salary change coming year 12

13 Compensation & Benefits Bonus No 32% Strategy Consulting Professional Services - Big4 Professional Services - Other IT Consulting 75% Management Consulting Other 58% % Bonus per firm type 64% 82% 94% 91% More than 90% of consultants at strategy consulting firms and the Big 4 received a bonus A substantially lower % of junior levels received a bonus 72% of men received a bonus, compared to 59% of women Note: analysis only looks at if a bonus was received, not at the size of the bonus paid % Bonus per level % Bonus per gender Yes 68% 100% 80% 60% 43% 36% 21% 26% 20% 19% 68% 100% 80% 60% 72% 59% 68% 40% 20% 57% 64% 79% 74% 80% 81% 40% 20% Received a bonus over the past year? 0% Junior Manager Senior Manager Director / Principal Partner 0% Male Female No Yes 13

14 Compensation & Benefits Bonus determinants Determinants of bonus per level 3,6 3,2 2,8 2,4 2,0 2,54 15% 8% Average # bonus factors per level 2,69 16% 14% 2,96 19% 17% 3,37 17% 21% 3,21 18% 22% 2,69 14% 23% The bonus of a Junior is on average dependent on 2,54 factors. Moving up the ranks, the number of criteria increases. At junior levels, most respondents indicate their bonus is dependent on chargeability and firm / department performance The importance of Revenue Sold increases from level to level 1,6 1,2 32% 28% 27% 25% 27% 26% Non-financial targets are for nearly all levels the factor that is mentioned least by respondents 0,8 19% 14% 13% 15% 12% 17% Relative importance of factor 0,4 27% 28% 23% 23% 20% 20% Non-financial targets Revenue sold 0,0 Junior Manager Senior Manager Director / Principal Partner Performance of company Performance of department Chargeability 14

15 Compensation & Benefits Other benefits Yes 77% No 23% Do you receive a fixed allowance? Fixed monthly allowances ( p/m) 50 72% 28% Junior % 24% Manager % 84% 19% 16% Senior Manager % 13% Director / Principal % 37% Partner 77% of consultants receives a fixed monthly allowance The monthly allowance rises from 50 (Junior) to 150 for Partners 72% of Juniors receive an allowance Only 15% can book overhours. When possible, then two-thirds can exchange those hours for holiday days Approximately half (52%) of the consultants receive a financial compensation for working abroad Overhours policy Average # holiday days Working abroad Yes 15% 33% Junior 26,3 25,9 Yes 48% No 85% 67% Can you exchange your overhours for holiday days? Manager Senior Manager Director /Principal 25,8 25,9 26,5 No 52% Can you book overhours? Yes No Partner 30, Do you receive a compensation for working abroad? 15

16 Compensation & Benefits Change in remuneration package Change in remuneration package over the past year My overall compensation and benefits package has over the past year: Improved 24% Remained equal 54% Worsened 22% Worsened Improved % 23% 29% 15% 19% 25% Junior Manager Senior Manager Director / Principal Partner 55% 53% 51% 58% 56% 56% -18% -24% -20% -27% -25% -19% Salary reduction Position versus salary reduction Yes 10% 21% Would you accept a salary reduction if your employer would ask you to do so? Yes, it are difficult times 11% No 90% 79% Yes, if it garantees my job 13% Did you accept the request from your employer to lower your salary? No, not at this moment No, never 16% 60% Has your employer asked you to lower your salary? Yes No

17 Work-Life Balance

18 Work-Life Balance Working hours No 23% So who is able to avoid working excessive hours? 33% of consultants with a HBO background do not work over, this drops to 19% for a WO background s that work >10 years for their current employer are more likely to be able to avoid over hours 60% of respondents in IT consulting firms make no over hours, compared to on average 22% across all areas Yes 77% Junior Overwork per level s that work over do so for on average 9,5 hours per week. Partners and Directors work most hours In all levels, men have more overwork hours than women The difference in overwork hours between men and women increases as employees move up the ranks 9,9 8,7 8,7 8,1 Overwork per firm type At boutique firms, 33% of consultants do not work over hours. When they do, they average 9,3 hours p.p. p/w All advisors of strategy consulting firms work longer than their contract hours, on average 20hrs p.p. p/w more Boutique + other firms Professional services - other 67% 76% 33% 24% Average overwork hrs: 9,3 8,6 Manager 10,7 9,2 Midsized & large management consulting firms 77% 23% 8,8 Senior Manager 7,1 9,9 IT consulting firms 77% 23% 9,4 Director /Principal 8,2 12,4 Professional services - Big4 88% 12% 10,3 Work more than contract hours? Partner 12, Strategy consulting firms 0% 70% 100% 80% 90% 100% 20,0 Male Female 18

19 Work-Life Balance Working hours and work-life satisfaction Overwork hours per level Number of over hours Junior Note: responses may be stacked. This represents 12 respondents Manager Senior Manager Director / Principal Partner Staff Employee Spread of overwork hours across levels relatively similar. High outliers are in most cases strategy consultants Most overworkers specialize in Strategy and IT, project management discipline has least % of overworkers >85% of consultants in Pharma, Retail and Oil & Gas work more than contract Overwork % per main focus area Strategy 96% IT Consulting 89% Supply Chain 87% Other 84% Corporate Finance 83% Sales & Marketing 79% Operations/Process 79% Finance 76% Fusies & Overnames 76% Human Capital 75% Risk & Compliance 75% Project Management 61% Pharma & Life Sciences Retail/FMCG Oil & Gas Automotive Technology Financial Services Transport & Logistics Construction Publiec Sector Energy Entertainment & Media Professional Services Telecom Real Estate Overwork % per main industry area 90% 88% 87% 83% 83% 80% 79% 78% 77% 75% 75% 73% 69% 67% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Yes, overwork No overwork 19

20 Work-Life Balance Part-time working Gender part-time % 70 Degree of part-time working by gender Male Female Part-time (<40h) 29% Male Female 24% 43% % 43% hrs 41% 28% hrs 3% 11% hrs 4% 1% hrs 2% 1% 0-20 hrs 100 % employees working full-time per level by gender % Full-time (40h) 71% % 87% 73% 70% 73% 76% 67% 63% 63% 71% 76% 82% 75% 75% 20 41% 44% 50% Average Male Female 0 What employment contract do you have? Junior Manager Senior Manager Director /Principal Partner 20

21 Lease & Mobility

22 Lease & Mobility Summary of key results 55% of woman have an OV card, slightly higher than on average 48% of men 53% of WO or higher have an OV card, compared to 22% of HBO employees Yes 51% Yes 45% 78% 55% Yes, lease and OV No, only lease 92% 8% Big 4 firms 45% 55% Other midsized to large firms 18% 12% 82% 88% Boutique + Other Strategy consulting firms No 49% Do you have an OV / NS Business card? No 22% Do you have a lease car? At boutique and other consulting firms, 66% has a lease car. At for instance large professional services firms, this is ~90% Lease car details per level n = 537 % that has a lease car: Average car value ( ): % cars within lease budget: 88 Junior 77% % % % 109 Manager 79% % 85 Senior Manager 86% % 43 Director / Principal 83% % 10 Partner 63% %

23 Lease & Mobility Favourite car brands Volkswagen Audi Renault Volvo BMW All other brands 25% 12% 10% 7% 6% 40% 60% of lease owners drive either Volkswagen, Audi, Renault, Volvo or BMW. Lease car references are relatively similar across gender, share top 5 brands ~equal Man 23% 13% 11% Woman 31% 10% 7% 8% 6% 6% 7% 39% 40% Nearly a third of all (Junior) s drive Volkswagen, from Manager level and above Audi gains popularity Car brand share per level Junior Manager Senior Manager Director / Principal Partner 1 Volkswagen 30% 30% 20% 21% 9% 20% 2 Audi 1% 7% 20% 14% 30% 30% 3 Renault 10% 11% 8% 5% 21% 4 Volvo 3% 7% 9% 12% 2% 20% 5 BMW 2% 5% 11% 7% 9% 6 Skoda 4% 8% 7% 5% 10% 7 Peugeot 9% 3% 5% 5% 2% 10% 8 Seat 10% 6% 1% 1% 2% 9 Ford 2% 5% 4% 2% 7% 10 Toyota 5% 4% 2% 5% >10 Other 27% 20% 11% 20% 12% 10%

24 Job Satisfaction

25 Job Satisfaction How satisfied are you? Work-Life Balance Salary & Bonus Secondary Benefits Lease and OV package Part time opportunities Satisfaction* by gender 3,38 3,71 3,06 3,11 3,63 3,65 3,60 3,72 3,84 3,99 Women less satisfied with work-life and part-time possibilities Salary & bonus scores by a distance lowest satisfaction, highest score assigned by both genders to lease and OV Managers and principals least satisfied with work-life Junior levels score lowest on salary and bonus Lease & OV scores high satisfaction with Junior and Partners Absolutely not Satisfied Man Woman Highly satisfied * Satisfaction measured on a 5-point scale Satisfaction by level n = 656 Work-Life Salary / Bonus Seconday Benefits Lease & OV Part-time Possibilities Junior (n = 111) 3,8 3,0 3,9 4,3 3,6 (n = 239) 3,6 2,9 3,5 3,8 3,6 Manager (n = 134) 3,5 3,1 3,5 3,7 3,8 Senior Manager (n = 93) 3,5 3,3 3,6 3,9 3,8 Director / Principal (n = 52) 3,4 3,2 3,6 3,7 3,6 Partner (n = 16) 4,3 3,8 4,2 4,5 4,2 Staff Employee (n = 11) 4,2 3,5 3,8 4,0 4,4 0,0 3,5 4,0 4,5 5,0 0,0 3,0 3,5 4,0 4,5 5,0 0,0 4,0 4,5 5,0 0,0 4,0 4,5 5,0 0,0 4,0 4,5 5,0 25

26 Job Satisfaction Satisfaction by firm type and age Absolutely 3,75 satisfied 3,70 3,68 3,65 Primary and Secondary Benefits 3,60 3,55 3,50 3,45 3,40 3,35 3,30 Strategy Consulting Satisfaction by firm type Professional Services - Big4 Work-Life and Part-Time Boutique + Other Management Consulting Professional Services - Other 3,25 3,23 3,20 IT Consulting Absolutely not satisfied 3,15 2,60 4,10 2,5 2,6 2,7 2,8 2,9 3,0 3,1 3,2 3,3 3,4 3,5 3,6 3,7 3,8 3,9 4,0 4,1 4,2 Absolutely Highly not satisfied satisfied s at strategy consulting firms least satisfied with work-life Employees working at boutique firms in general most satisfied with both benefits package and work-life balance Advisors in IT firms are least satisfied with primary and secondary benefits Relative size of firm Absolutely 3,90 satisfied Primary and Secondary Benefits 3,85 3,80 3,75 3,70 3,65 3,60 3, Satisfaction by age category Work-Life and Part-Time ,50 Absolutely not satisfied 3,45 3,38 3,97 3,35 3,40 3,45 3,50 3,55 3,60 3,65 3,70 3,75 3,80 3,85 3,90 Absolutely Highly not satisfied satisfied Young consultants (20 25) are most satisfied with work-life and benefits Satisfaction on both dimensions is lowest for consultants in their 30 s 26

27 Job Satisfaction Satisfaction by age and duration at employer Satisfaction by age Highly satisfied 5 Average Satisfaction Average satisfaction and variance to a large extent similar across age groups Satisfaction higher for oldest respondents (61+), this is however based on a small number of respondents Absolutely not satisfied Age group n =17 n =185 n = 206 n = 115 n = 108 n = 37 n = 5 Satisfaction by # years at current employer Highly satisfied 5 Average Satisfaction Average satisfaction and variance to a large extent similar across number of years at current employer As employees are 10 years or longer at their current firm, the number of highly unsatisfied respondents reduces Absolutely not satisfied Years at current consulting firm n =150 n =181 n = 126 n = 133 n = 53 n = 30 27

28 Changing Jobs

29 Changing Jobs Are you searching for a new job? n = 673 Yes 26% 38% What is the main motivation for wanting to leave your consulting firm? (see next slide for more detailed breakdown) n = % 17% 13% 7% 3% 2% 1% Career development opportunities Salary / financial benefits Other Working environment Closer to home Promotion Company reputation Secondary benefits No 74% n = 500 Where do you want to move to? 14% 33% How would you ideally find your new job? (as a % of answers given) Own Network 39% Werving & Selectie 25% Online Jobsites 20% Looking for a new job? 53% Stay in consulting Move out of consulting Own Business / Freelance Social Media Events 0% 16% 29

30 Changing Jobs Motivation to leave n = Motivation for leaving by gender 40% 36% 22% -6 15% 13% +5 18% 12% +6 18% 7% 8% 4% 3% 2% 0% 1% 3% Motivation to leave generally follows the same trend across both genders Career development and salary more important for men, women score relatively higher on working environment Career development opportunities Salary / financial benefits Other Working environment Closer to home Promotion Company reputation Secondary benefits Male Female Motivation for leaving by age group (Top 3 factors) Career development opportunities 0% 17% 34% 29% 14% 6% Salary / financial benefits 0% 32% 44% 9% 9% 6% Working environment 0% 14% 14% 18% 36% 18% Younger age categories give salary as most important reason for leaving. s wanting to leave to find a better working environment more than proportionately fall in the senior age groups. Career development is top motivation for employees in their 30 s. 30

31 Changing Jobs Motivation to leave: considerations behind next destination Top two reasons why employees want to leave their consulting firm: 1. Improved career opportunities: people choose to either stay within consulting or move into the business 2. Salary: more than half of people that want to leave for salary reasons aspire moving outside consulting Employees that want to leave for promotion or closer to home overwhelmingly choose to move out of consulting Motivation for leaving n = 173 Breakdown per preferred destination (33% of total) (53% of total) (14% of total) Stay in consulting Move out of consulting Own Business / Freelance 38% Career development opportunities 40% 48% 12% 20% Salary / financial benefits 26% 56% 18% 17% Other 21% 63% 17% 13% Working environment 32% 50% 18% 7% Closer to home 17% 75% 8% 3% Promotion 17% 83% 0% 2% Company reputation 100% 0% 0% 1% Secondary benefits 0% 50% 50%

32 Changing Jobs Motivation to leave: other related factors By gender By age group By # years at firm 28% % 35% 26% wants to leave n = % % % % % % 9% 21% 21% 7% 6% Man Woman % motivation to leave Part time opportunities Lease and OV package Secondary Benefits Salary & Bonus Work-Life Balance Absolutely not Satisfied By satisfaction* Want to leave Don t want to leave Highly Satisfied A higher % of men willing to find a new job Motivation to leave is highest in the age bracket years and years at the firm is the critical period for talent retention, 35% of employees in this range say they are looking to make to new career step Employees willing to leave are less satisfied on all 5 factors examined, in particular primary and secondary compensation stand out * Rating scale of 1 5; excludes No opinion (score 6) answers 32

33 Changing Jobs Top destinations within consulting industry Own business / freelance 14% 57 respondents stated they want to find a new job within the consulting industry They could subsequently indicate (open field) which consulting firm(s) would have their preference An overview of the firms mentioned two or more times: 12 Stay in consulting 33% Move out of consulting 53% Next destination 2 n = 173 Click on logo for profile

34 Changing Jobs How to find a new job? 173 people 299 responses Preferred channels by gender 39% 25% 20% 16% Social Media 16% Female 54% 49% 42% 51% Men and women have relatively similar preferences regarding the channel for finding a new job Own network is for all levels the most popular channel Online Jobsites 20% Male 46% 51% 58% 49% The value of jobsites decreases with seniority, the importance of search & selection however grows Search & Selection 25% Own Network Search & Selection Online Jobsites Social Media Preferred channels by level Own Network 39% Social Media Online Jobsites Search & Selection 36% 14% 16% 22% 25% 21% 21% 21% 20% 13% 28% 13% 10% 32% Own Network 50% 36% 36% 40% 45% Insufficient responses How do you prefer to find a new job? Junior Manager Senior Manager Director / Principal Partner n =14 n =146 n = 66 n = 40 n = 31 n = 2 34

35 Market Expectations

36 Expectations When will the consulting employment market recover? Relatively little difference in market outlook between men and women Overall, women slightly more optimistic than men General trend across age groups shows similar pattern in expectations over time Oldest respondents most pessimistic, two youngest age categories most optimistic Male vs. Female Young vs. Old Details: Slide 37 Details: Slide 37 When do you expect the employment market in the consulting sector to recover? 12% 46% 29% 13% In the course of this year Not in 2013, maybe in 2014 Only from 2015 onwards It will never return to pre-crisis level Optimistic Pessimistic Industry Details: Slide 38 Transport, Oil & Gas and Retail most optimistic Public Sector and Real Estate most pessimistic 33% of consultants in media believe the market will never return to its pre-crisis level Settled vs. Unsettled Details: Slide 39 No significant relationship difference between employees looking for a job or those settled Employees with deteriorated compensation and benefits more pessimistic on long term recovery 36

37 Expectations When will the consulting market recover? Expectations by male / female 8% 14% In the course of this year 41% 47% Not in 2013, maybe in % 27% Only from 2015 onwards 16% Male Female 12% It will never return to pre-crisis level Overall trend across gender relatively similar over time Men are less optimistic in terms of the timing of recovery, and vice versa, women are more optimistic The largest group of men and women consider a recovery in 2014 the most likely scenario Optimistic Pessimistic % of Respondents In the course of this year Expectations by age group Not in 2013, maybe in 2014 Only from 2015 onwards It will never return to pre-crisis level Overall trend across age groups shows similar pattern over time Majority of respondents believe the market will recover in 2014 Oldest age group (51+) most pessimistic about recovery Two youngest age groups are most optimistic 37

38 Expectations When will the consulting market recover? Expectations by industry Optimistic Pessimistic Sorting of industry s based on sum of first two categories Confidence Level Transport & Logistics 23% 46% 26% 6% Oil & Gas 18% 50% 21% 11% Retail/FMCG 14% 54% 29% 4% Technology 15% 48% 21% 15% Telecom 14% 49% 27% 10% Financial Services 15% 48% 27% 11% Energy 12% 49% 32% 6% Entertainment & Media 33% 25% 8% 33% Professional Services 46% 26% 16% Pharma & Life Sciences 11% 47% 21% 21% Construcion 55% 34% 11% Automotive 25% 25% 50% Public Sector 10% 38% 37% 16% Real Estate 44% 44% 11% High confidence Good confidence Low confidence In the course of this year Not in 2013, maybe in 2014 Only from 2015 onwards It will never return to pre-crisis level 38

39 Expectations When will the consulting market recover? There is no significant difference in market expectations between respondents considered to be settled at their current employer versus employees that may be disappointed or even unsettled: Job seekers vs. non-job seekers 46% 45% Yes, looking for a new job No, not looking for a new job There is no significant relationship between employees eager to leave their consulting firm and those well-settled 11% 13% 27% 30% 16% 12% In the course of this year Not in 2013, maybe in 2014 Only from 2015 onwards It will never return to pre-crisis level Expectations based on salary change % of Respondents In the course of this year Not in 2013, maybe in 2014 Only from 2015 onwards It will never return to pre-crisis level Benefits have: Worsened Remained equal Improved No relationship found between the change in the benefits of employees and the expectations they have on market recovery 20% of employees which have seen a deterioration in their benefits over the past believe the market will never return to pre-crisis levels 39

40 Thank You Follow Did you enjoy reading the 2013? Show your appreciation by liking our Facebook page. Want to stay in touch with the latest news in the consulting market? Follow one of our social media channels: 40

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42 Appendix Authors Larry Zeenny (1981) obtained a MSc. in General Management from Nyenrode Universiteit and a MSc. in Economics from Maastricht University. In 2005 he joined Deloitte Consulting, where he worked for approximately 8 years. He has contributed to dozens of consulting projects in the area of strategy, mergers & acquisitions, sales & marketing, operations and human capital. Larry is owner of the consulting platforms and StrategyConsulting.nl. Bas Looijestein (1981) studied Communication & Multimedia Design in The Hague. Following his study, he worked three years for online marketing and media agency ZenithOptimedia. Over the past eight years he has worked as an independent online media specialist for renown organizations across a wide range of sectors. Bas is owner of the consulting platforms and StrategyConsulting.nl. Hans van der Spek (1961) studied Bedrijfseconomie at the HEAO in Zwolle. After his graduation he worked for several years in the areas of Finance, IT and HR. Parallel to his professional career, he successfully completed the studies AMBI (ICT) and the MSc. Management Consultancy at the VU Amsterdam. Since 2009 Hans works as management consultant for, running HRrelated projects. In his role as Manager of the HRM Knowledge Center Hans is responsible for several trend- and salary surveys. Hella Sylva (1983) graduated in Labour and Organizational Psychology, after which she worked as a PhD candidate for the Amsterdam Business School. During her academic spell, she performed research and provided education in the HR-domain. Since 2012 she works for, where she focuses on projects in the area of strategic HR planning, benchmarking and total rewards. Hella is in addition involved with several trend- and salary surveys. 42

43 Appendix Demographics: Personal and company background n = 717 Age and Male / Female Ratio Level of Education Male Female 4% 2% 1% 11% 4% HBO 66% 71% WO Bachelor WO Master MBA 75% 71% PhD % % % % % % Breakdown by Level Company Breakdown (by # employees) Junior Boutique Manager Senior Manager Director / Principal Partner Staff Large

44 Appendix Demographics: Respondents per company Employees of more than 150 consulting firms participated in the Salary Survey 2013: By firms: 6% 3% 6% 44% 8% 34% By respondents: 2% 11% 5% 60% 7% 16% Strategy consulting firms Professional Services - Big4 Professional Services - Other Midsized to large management consulting firms IT consulting firms Boutique + Other Educational background per company MBA + PhD WO HBO Overig 8% 18% 9% 6% 4% 8% 8% 68% 76% 83% 65% 87% 77% 68% 22% 2% Overall 6% Strategy consulting firms 8% Professional Services - Big % 6% 7% Professional Services - Other Midsized to large management consulting firms 15% IT consulting firms 22% Boutique + Other

45 Appendix Demographics: Respondents per region Respondents per region Population density per region High # respondents n = 717 Low # respondents High Density Inhabitants per km Low Density Source: CBS 45

46 Appendix Demographics: Educational background Specialisation Education level per competency area Humaniora Juridisch Natuurwetenschappen Bouwkunde Informatica / ICT Technische wetenschappen Bestuurskunde 2% 2% 2% 3% 5% 7% 7% % of total respondents:* 3 Actuarial 16 Corporate Finance 59 Finance (6%) (82%) (11%) PhD + MBA WO HBO Sociale wetenschappen 9% Mergers & Acquisitions Human Capital Bedrijfseconomie /Economie 15% IT Consulting Operations/Process Project Management Overig 16% 29 Risk & Compliance Sales & Marketing Strategy Supply Chain Bedrijfskunde 31% 73 Other Number of responses (717 respondents; responses) * Excludes category Other education level (7 people/10 responses; 1% of total) 46

47 Appendix Demographics: Main competency and industry focus Breakdown of main competency areas Breakdown of main industry focus Actuarial 3 Corporate Finance 17 Finance 83% 60 Mergers & Acquisitions 76% 25 Human Capital 55% 45% 120 IT Consulting 88% 106 Automotive 13 Construction 53 Energy 83% 63 Entertainment & Media 22 Financial Services 78% 22% 180 Oil & Gas 63% 97 Pharma & Life Sciences 82% 71 Operations/Process 77% 23% 178 Public Sector 66% 34% 240 Project Management 67% 33% 213 Retail/FMCG 33 Risk & Compliance 87% 30 Technology 80% 55 Sales & Marketing 56% 44% 63 Strategy 72% 28% 190 Telecom Transport & Logistics Real Estate 79% 53 90% Supply Chain 83% 24 Profesional Services 66% 34% 447 Other 61% 39% 74 Overig Number of responses (717 respondents; responses) Number of responses (717 respondents; responses) 47

48 This document has been prepared with the utmost care yet the authors make no representation or warranty, express or implied, that the information is accurate or complete. Information, analyses and conclusions contained in the report are based (unless sourced otherwise) on the judgments of and, and should not be construed as definitive results. Neither nor nor any of their subsidiaries or their respective officers, directors, shareholders, employees or agents accept any responsibility or liability with respect to this document. The 2013 is copyright and, and may not be published, copied or duplicated, in whole or in part, without the written permission of the authors. Salaries, Satisfaction and HR Trends Herikerbergweg 284 (7 e etage) Dalí gebouw, Arena Boulevard 1101 CT Amsterdam, Nederland Tel: info@consultancy.nl Internet: Europalaan KS Utrecht Nederland Tel: contact@berenschot.nl Internet: Copyright 2013 and. All rights reserved.