Mobility in the Middle East and Africa Nancy Haynes Regional Research Manager for Africa and Europe Mercer - London Olivier Meier Senior Consultant Mercer- London
Mobility in the Middle East and Africa What are the current challenges? Align expatriate policies with business expansion objectives in the region and the war for talent Dealing with an heterogeneous workforce composed of traditional expatriates, short-term assignments, foreigners hired locally, region transfers and returnees Reconciling cost control and international expansion Introducing flexibility in remuneration approaches: balance sheet, Expat Lite, Local Plus, ad-hoc deals Addressing issues created by the instability in the region, hardship and soft issues
Mobility in the Middle East and Africa Address the challenges: a roadmap for 2012 Defining a compensation approach, policy segmentation and local practices Localisation and local plus versus expatriate packages Providing incentives: hardship, mobility premiums and types other incentives Expatriate cost of living and housing Family support
Compensation approaches From the global picture 5.5 4.6 Compensation approaches used for long-term assignments (1-5 years) All MNCs 9.1 7.8 Home country or balance sheet approach Host country approach Local plus approach Hybrid approach 73.0 Home Country Approach Host Country Approach Local Plus Hybrid Approach International Structure International structure Daily allowances (short-term only / up to 1 year) Source: Mercer s International Assignment Survey 2010/2011 3
Compensation approaches to the complex reality of expatriate compensation in the Africa Middle East region Traditional expatriates / Long-term assignments Developmental moves / Low-pats Home-based/ balance sheet approached Reduced balance sheet / local plus Transfers / foreigners hired locally Regional moves and local competition Local Plus, local Market (Middle East) / ad-hoc deals Reduced balance sheet / local plus Returnees Local Plus / ad-hoc deals 4
The increasing influence of local companies on expatriate management practices in the Middle East and Africa region Many Middle Eastern and African companies do not (yet) have a detailed expatriation policy Terms and conditions vary significantly between companies and countries and many case by case solutions have been developed Practices such as Multiplier systems, completion bonus and other culturally different benefits influence traditional policies Specific (International) pay structures are sometimes used for locally hired Expatriates from emerging countries Different approach to family issues 5
Using segmented Global Mobility frameworks Example of matrix Development value Career development Target: High-potential employees; future talent Package: Expat light, Local + Transfers and Employee-initiated Package: Local terms or Local +, relocation support Strategic Target: Top 250 roles Package: Enhanced package / support Professional Target: Key professionals Package: Standard (homebased) Business value 6
The localisation decision tree UAE Qatar The Hybrid Local / Local + South Africa Local Market Home salary only or Buy-out Ghana How do we Localise? Tanzania 7
Localisation verus expatriates Local markets for expatriates / case study: UAE Expatriate in Dubai Balance sheet COLA Tax equalisation? Housing Schooling Car Hardship Mobility premiums Settling-in allowances and home leave Foreigner hired locally or local+ package Base salary (pay structures by nationality) Core components of remuneration: base pay, housing and car Schooling depending on employee level Other items depending on level and nationality (may include settling-in allowances and home leave) End of service benefits 8
Compensating for hardship locations Hardship and mobility / foreign service premium Hardship based on host location Viewed as important: two third of companies pay a hardship allowance 69% of companies base the hardship on a percentage of base pay; 10% provide a cash amount Capped by only 15% of companies based on a predefined salary threshold (average: USD 177,000) or as a flat amount by 10% of companies (average: USD 23,000) Typically 0 to 30% of gross base salary Mobility Premium incentive for all assignees Used to encourage mobility for specific types of assignees or assignments Typically 0 to 15% of gross base salary Source: Mercer s Worldwide Policy and Practices Survey 2010/2011 9
Compensating for hardship locations in the Middle East and Africa: more than just hardship allowances? Allowance level as % of gross salary 30%+ Extreme hardship: candidate selection, ad-hoc deals, danger pay, Rest & Recreation, remote location allowance Hardship 20% 15% High hardship: quality of living allowance, mobility premium, Rest & Recreation, remote location allowance Moderate hardship: quality of living allowance, mobility premium 10% 0% Low hardship: quality of living allowance, mobility premium No hardship: mobility premium 10
Compensating for hardship locations Hardship in the Middle East and North Africa Mercer s quality of living survey September 2011 (base: London) 100 80 60 40 20 0 Quality of living index Algiers Amman Bagdad Beirut Cairo Casablanca Doha Dubai Manama Muscat Riyadh Sanaa Tel Aviv 11
Compensating for hardship locations Hardship in Sub-Saharan Africa Mercer s quality of living survey September 2011 (base: London) Quality of living index 90 80 70 60 50 40 30 20 10 0 Abidjan Accra Conakry Dar Es Salaam Johannesburg Kinshasa Lagos Luanda Maputo Nairobi 12
Compensating for cost of living Cost living in the Middle East and North Africa Mercer s Cost of living survey Mean to Mean Index September 2011 (base: London, exchanges rates as of February 2012) Cost of living 120 100 80 60 40 20 0 Algiers Amman Beirut Cairo Casablanca Doha Dubai Manama Muscat Riyadh Tel Aviv 13
Compensating for cost of living Cost living in Sub-Saharan Africa Mercer s Cost of living survey Mean to Mean Index September 2011 (base: London, exchanges rates as of February 2012) Cost of living 160 140 120 100 80 60 40 20 0 Abidjan Accra Dar Es Salaam Johannesburg Kinshasa Lagos Luanda Maputo Nairobi 14
Compensating for cost of living Exchange rate fluctuations and inflation The correlation between cost of living and hardship - Quality (brands, expiry dates) - Availability - Food preparation precautions - Traffic to even get to the shops - Alcohol: available?!?! Cost of living allowance or per diem? Not all bad news increasing number of South African outlets/brands (Game, Shoprite) 15
Expatriate housing costs Amounts driven by the degree of hardship and availability of suitable accommodation. Cost is becoming a major concern in African countries where there is a rush for natural resources (Angola, Mozambique, Nigeria ) Holistic view of housing issues: include utilities (generators a requirement in sub-saharan Africa), security (e.g. compounds, fences, guards), location of shops and schools for expatriates In Gulf, the housing allowance is part of the package for foreigners Increasingly in part of the Middle East and Africa, landlords ask to receive the rent for 6 months or one year in advance 16
Expatriate housing costs Housing cost in the Middle East and Africa Mercer s Housing table September 2011 2-bedroom furnished apartment in areas preferred by expatriates (table 2) Monthly rent 6000 5000 4000 3000 2000 1000 0 Algiers Amman Beirut Cairo Casablanca Doha Dubai Manama Muscat Riyadh Tel Aviv 17
Expatriate housing costs Housing cost in Sub-Saharan Africa Mercer s Housing table September 2011 2-bedroom furnished apartment in areas preferred by expatriates (table 2) Monthly rent 14000 12000 10000 8000 6000 4000 2000 0 Abidjan Accra Conakry Dar Es Salaam Johannesburg Kinshasa Lagos Luanda Maputo Nairobi 18
Family support Single status assignments particularly in hardship locations Compensation for the family at home? More negotiable points? Flexible home leave regulations Rest and recreation leave 19
Mercer (Polska) Sp. z o.o. Al. Jerozolimskie 94, 00-807 Warszawa zarejestrowana w S dzie Rejonowym dla m.st. Warszawy w Warszawie XII Wydzia Gospodarczy KRS: 0000043554, NIP: 525-21-41-429, REGON: 016094276 Wysoko kapita u zak adowego: 400 000,00z, kapita wp acony w ca ci