MARKET INSIGHT SALARY & MARKET TREND REPORT

Transcription

1 2017 MARKET INSIGHT SALARY & MARKET TREND REPORT

2 EIGHTH EDITION

3 INTRODUCTION Welcome to the Marks Sattin 2017 Market Report. What candidates want Our aim, as always, is to provide you with not only detailed salary information across our specialist markets, but insightful analysis and trends focusing on economic prospects, lifestyle, bonuses and changes in the workplace. I hope that you enjoy reading the various sections and find it useful when evaluating your team or personal situation. The year that was 2016 was certainly a year full of surprises, with Brexit and American political affairs keeping us on the edge of our seats. In terms of the recruitment landscape, Q began on a positive note, with hiring levels as high as they had been before the financial crisis. Following the vote however, we felt the aftershock across all of our core markets as businesses in the UK and Ireland waited to see what Brexit meant for them. This resulted in a complete slowdown in hiring processes from April to August Some regions were less affected though, with our Leeds office reaching new heights in terms of headcount and fees last year. Towards the end of the summer, hiring activity sprung back into life as business confidence returned. Thankfully this busy trend has continued into this year. As you will see throughout our report, market confidence is reflected in the large proportion of businesses across Ireland and the UK who are growing their headcount in line with expansion plans. However, financial services, particularly the larger financial institutions, are showing the lowest levels of hiring expectations. Interestingly, whilst we see a lot of emphasis on the importance of flexible working in the modern workplace, it is 25 days holiday, a good pension and annual bonus scheme which still rank highest in terms of benefits considered most important when moving roles. Although financial services remains the place to be for top end bonuses (albeit for a small percentage of people), we are seeing our commerce and industry clients paying a higher percentage (10-30%) in bonuses. Looking ahead Based on our trading for Q1 of this year, 2017 will be a prosperous one with plenty of opportunities. This will, of course, mean increased competition for the best talent and employers must be prepared to streamline and improve their hiring processes. Lastly, I would like to thank the 1,700+ respondents who took part in the survey this year. I m sure you agree you have enabled us to provide an insightful look into key areas for the year ahead. We have made a contribution to our charity partner Solving Kids Cancer for each response we received. Further details on how you can support this great charity are provided at the end of this report. Best wishes, KEY FINDINGS From the CFOs we surveyed, it s clear that they are shifting away from defence and cost control to progrowth strategies. Brexit and the Eurozone are still topping their list of uncertainties with a feeling that Brexit will have a somewhat adverse effect on businesses in the long term. Matt Wilcox Managing Director

4 KEY FINDINGS DEMOGRAPHIC / RESPONDENTS PROFILE Gender CURRENT EMPLOYMENT How are you currently employed? 8% Key Findings Would you recommend your current employer to a friend? 9 74% 2 Yes No Interim/Contractor Permanent/Fixed Term Contract 6 37% Current level of experience Satisfaction with current role 78% Age Work location Newly Qualified 2-5 years PQE 9% 19% Less than 25 years London 51% 6-9 years PQE 18% years 1 Midlands 4% years PQE 17% years years years years 61 and over 20% 17% 2 14% North West Republic of Ireland Thames Valley Yorkshire & Humberside years PQE 20 or more years PQE 1 21% Yes 2 No Other UK Regions Qualification Status 9% 10% 61% 20% Non qualified/qualified by experience (QBE) accountant Part qualified accountant Qualified accountant Not applicable

5 SECTOR REPRESENTATION Professional Services Key Findings Which of the following best describes the area/sector you currently work in? Audit & Assurance Corporate Finance 3 4 Forensics 30% Insolvency 1 Taxation 2 7% Transaction Services 7% Banking & Financial Services Commerce & Industry Public Sector Public Practice/ Not-For-Profit Other Professional Services Consulting Advisory Banking & Financial Services Commerce & Industry Other 14% Capital Markets Change Management Fund Administration Insurance Banking Investment Management Private Equity/ Asset Management Other 7% 14% 27% 10% 2 7% 7% 4% 10% 10% 14% Advertising & PR Business Services Energy & Natural Resources Engineering & Manufacturing FMCG & Pharmaceuticals Leisure & Travel Media & Publishing Property & Construction Retail & Clothing Telecoms & Technology Transport & Logistics Change Management* Finance Transformation HR Consulting Technology Business Process Improvement Project/Programme Management Strategy Change Management Risk Management Outsourcing 3 28% 1 14% Other

6 Key Findings MARKET PERSPECTIVE Expectations for personal salary and job security in the next 12 months* ECONOMIC PROSPECTS Compared to the last 12 months, how confident do you feel about the economic prospects facing your company? Salary increase Salary freeze Redundancy Shorter working week Salary reduction None of the above 6 2 1% 9% 54% HEADCOUNT 21% 2 Size of department More confident As confident Less confident 1-5 employees 28% Top 5 expectations for your business in the next 12 months* 44% 4 31% 27% employees employees employees More than 20 employees 21% 3 Business process/ policy changes Profitability of business Budget cuts Greater focus on regulatory issues Salary increases How has the number of staff in your team changed in the past 12 months? JOB SECURITY 4% How would you rate your current job security? 3 39% 80% 20% 21% Secure Insecure Increased Decreased Remained the same Not sure

7 Key Findings What was the main reason for an increase in staff? CAREER INSIGHT Business growth or expansion Rising workloads Fill a skills gap Regulatory requirements 58% 2 EXPERIENCE Length of time in the accountancy, finance or advisory profession Financial systems upgrades Less than 1 year Merger or acquisition 1-3 years Other 4-6 years 1 What was the main reason for a decrease in staff? 49% years years years years More than 25 years 18% 17% 1 10% 18% Headcount reductions Voluntary departures Natural attrition Not aware Other Length in current role What is your employer s recruitment strategy? 37% 2 29% 29% 20% 8% 4% 7% 19% Less than 1 year 1-2 years 3-4 years 5-6 years 7-8 years 9-10 years More than 10 years 10% Short term (3-6 months ahead) Medium term (6-12 months ahead) Long term (1-2 years) Non-existent Not sure

8 Key Findings HOURS WORKED Places respondents would consider relocating to within the UK* On average, how many hours a week do you work? Less than 30 hours hours 7% How has the number of hours changed in the last 12 months? 58% Scotland hours hours hours More than 60 hours 59% 20% 8% 4% 28% 14% Increased Decreased Remained the same Northern Ireland 7% North East 9% North West 47% of respondents chose taking on more responsibility/more pressure as the main reason for the increase in working hours RELOCATION Top 10 places respondents would consider relocating to in the next two years (outside the UK)* West Midlands Wales 10% South West East Midlands 21% London East of England 1 South East Over a third of respondents would not consider relocating. Top 5 reasons for respondents wanting to relocate* Australia 29% USA 2 Canada 18% New Zealand 1 Singapore % Improved quality of life/better work-life balance/standard of living 2 49% Experience a different culture 3 4 New career opportunity UAE 1 Hong Kong Switzerland Cayman Islands 9% Republic of Ireland 9% 4 39% Improved salary 5 3 Better employment opportunities

9 Key Findings MOVING ON Top 5 reasons for leaving last role* SALARIES & BENEFITS REMUNERATION 1 28% Career development When was your last pay review? What was the outcome of your last pay review? 2 27% New challenge/more interesting work Higher salary % Pay increase 4 1 Better work/life balance 5 1 Lack of career progression due to limited promotional opportunities 38% 29% Pay remained the same Over one third of respondents anticipate changing roles in the next 12 months Less than 6 months 6-12 months 1% Asked to take a pay cut How did you find your current position? More than 12 months Not applicable Advertising (online) 9% Advertising (print) Direct approach/headhunted by a company 1 Satisfaction with current remuneration Internal promotion LinkedIn Permanent Contract Personal contact 10% Professional network Recruitment consultancy/headhunter 41% Not currently employed Direct (online) Direct (print) 1% 69% 31% 71% 29% Indeed Other 1% Satisfied Dissatisfied Satisfied Dissatisfied

10 Key Findings BENEFITS BONUS Top 5 benefits currently received* Did you receive a bonus in 2016? 78% 71% days holiday or more Company pension scheme Annual bonus scheme Private healthcare/dental care Insurance (PMI/death in service/life insurance) 68% of respondents were satisfied with their bonus 6 18% 20% Yes No, not awarded one No, not entitled to receive one 4 of respondents received a higher bonus in 2016 than in 2015 Benefits considered most and least important when considering a new role As a percentage of your basic salary, what was your bonus in 2016? MOST IMPORTANT LEAST IMPORTANT 3 31% 25 days holiday or more Daily subsided/free meals Good company pension scheme Mortgage relief 1 Annual bonus scheme Flexible working (homeworking/flexitime) Sabbatical Leisure facilities 10% 8% Insurance (PMI/death in service/life insurance) Season ticket loan 1-9% of salary 10-19% of salary 20-29% of salary 30-49% of salary % of salary More than 100% of salary A comparison of bonuses received across sectors of eligible respondents opted to take shared parental leave in the last 12 months Banking & Finance Commerce & Industry Public Practice/ Professional Services 1-9% 20% 34% 64% 10-19% 31% 34% 21% 20-29% 1 19% 7% 30-39% 10% 1% 40-49% 50-79% 4% 80% or more 1% 1%

11 YORKSHIRE Key Findings Commerce & Industry Internal Audit Professional Services Executive & Interim

12 KEY FINDINGS MARKET PERSPECTIVE HEADCOUNT How has the number of staff in your team changed in the past 12 months? Increased 29% Yorkshire ECONOMIC PROSPECTS Compared to the last 12 months, how confident do you feel about the economic prospects facing your company? 57% Decreased Remained the same Unsure CAREER INSIGHT 19% 48% 4% HOURS WORKED Average hours worked per week is % 2 How has the number of hours changed in the last 12 months? More confident As confident Less confident Increased 29% Top 5 expectations for your business in the next 12 months* Decreased 1 48% 47% 3 29% 2 Remained the same 5 Profitability of business JOB SECURITY Business process/ policy changes Salary increases How would you rate your current job security? Budget cuts Greater focus on regulatory issues RELOCATION Top 3 places respondents would consider relocating to in the next two years (outside the UK)* 2 Australia Top 3 reasons for respondents wanting to relocate* 1 58% Improved quality of life/better work-life balance/standard of living 2 54% Experience a different culture 21% Canada 8 17% 8 of respondents were satisfied in their current role 70% of respondents expect a salary increase in the next 12 months 17% USA 3 4 New career opportunity Secure Insecure 5 of respondents would not relocate

13 Yorkshire MOVING ON Top 5 reasons for leaving last role* BENEFITS Benefits considered most and least important when considering a new role 3 29% 29% 19% 14% MOST IMPORTANT 25 days holiday or more Company pension scheme Annual bonus scheme LEAST IMPORTANT Mortgage relief Sabbatical Leisure facilities Career development Higher salary New challenge/more interesting work Better work/ life balance Better location/ easier commute BONUS 2 of respondents anticipate change in the next 12 months Did you receive a bonus in 2016? SALARIES & BENEFITS REMUNERATION Yes No, not awarded one No, not entitled to receive one When was your last pay review? Satisfaction with current remuneration As a percentage of your basic salary, what level was your bonus in 2016? Less than 6 months 34% 1-9% of salary 49% 6-12 months 39% 10-19% of salary 39% More than 12 months Not applicable % 20-29% of salary 30-39% of salary 9% 1% Dissatisfied 50-59% of salary Satisfied 7 of respondents received a salary increase in their last pay review 6 of respondents perceive a 5-1 salary increase as acceptable if they were to move roles

14 Yorkshire YORKSHIRE COMMERCE & INDUSTRY A focus on commercial rather than public sector Out of the blocks vs slow and steady The major recruitment trends of 2016 have remained dominant this year. While other regional locations in the UK have felt the pinch after Brexit, the opposite is true for Yorkshire, with our office here producing a record performance last year. Dictated by market trends, the Yorkshire focus has been more on commercial exposure rather than public sector recruitment. Public sector recruitment was restricted by tightened budgets and head count freezes in light of the economic uncertainty surrounding the Brexit referendum. Within PLCs, we have witnessed larger corporate organisations only replacing or recruiting business critical roles. Where possible, higher level positions have been filled internally to retain and progress top talent and then subsequently back-filled externally with either part or qualified mid level accounting professionals. There has been a distinct need for talent in controllership areas like financial reporting, statutory accounting and monthly reporting, whereas there has been less demand in areas such as commercial and financial analysis. This echoes the point that PLCs are focussing on the business critical roles rather than the long term future proof roles, again maybe as a result of the market uncertainty and the evolving landscape. The SME market has been very active, largely because it does not have the luxury of other departments being able to cover workloads and bridge the gaps. In a potentially turbulent post-brexit market, SMEs are able to react faster. For example, if there are any reservations about high level incumbents or doubts in the current finance department, SMEs are more likely to accelerate any restructure or replacement plans to avoid having to make them further down the line when markets could be unstable. Private equity houses are equally experiencing the fruits of what could become a turbulent market, with a lot of private equity houses either spinning or moving investments with a view to keeping a minimal investment portfolio. Examples of such activity in Yorkshire include GHD, Zenith and Steeper, to mention a few, and our prediction is that more are likely to follow suit. Sectors that have tried to counter any tough times ahead include: manufacturing, technology, leisure, health, telecoms, energy/utility and construction/ facilities services. Sectors that have felt the pinch a little more include: oil, engineering, retail and banking. Many health and fitness, retail and construction organisations have a large presence and operation in Yorkshire so recruitment activity amongst these clients is likely to be more noticeable. During the first three quarters of 2017, we are likely to see an increase in senior appointments as boards accelerate any replacement plans. However we would expect hiring at senior levels to taper towards the end of this year when our European Union exit negotiations begin. With this in mind, we anticipate more financial analysis roles coming to market, such as financial planning and analysis or forecasting, as firms embrace changing times and try to model the outcome of Brexit. Changes in legislation and governance will, in turn, lead to a further demand for reporting and controllership candidates. Due to the shifting business landscape, an increase in interim senior roles is likely because companies may not know exactly what skills they require and therefore might be reluctant to commit to permanent positions in the immediate term. This could also impact the number of training contracts (part qualified) being offered as companies could be hesitant to offer these until they have a clearer indication of future demand. Organisations operating in a sector that is less affected such as export or manufacturing are likely to capitalise on this market trend and snap up the talent. For the rest of this year, we predict a high demand for part qualified level professionals; these are cost-effective hires with evolving skill sets. Newly qualified through to finance manager level professionals will continue to be sought after as companies bridge the gap between day to day accounting and senior accounting activities. Appointments at controllership level, particularly in SMEs, are likely to remain consistent. The traditional FD and FC roles will remain consistent in terms of level of demand, however we expect to see an increase in commercial FC roles in H2 of this year as organisations look to break the mould of the conventional FD or FC and hire skills that can deal with more unpredictable economic circumstances.

15 Yorkshire Salaries remain static Satisfaction with bonus COMMERCE & INDUSTRY Salaries overall have not shifted dramatically since last year, with the exception of salaries for technically strong ACA/ACCAs. Corporate giants such as Morrisons, Jet2, The Big 4 and Skybet are paving the way for other companies to follow suit by offering very good fringe benefits. The uncertainty of Brexit may accelerate the need for clients to offer more benefits like pensions, health care, death in service, share save schemes. These packages will not only help to attract but also retain the best talent. Large corporate PLCs will feel the pressure and the need to remain competitive. SMEs will have to offset a limited fringe package offering with better base salaries, similar to how SMEs managed the pensions reform; paying near to the minimum contribution to comply and balancing this out with slightly better base salary offerings. There is also the possibility of better bonuses being offered by cautious employers based upon company performance. This is a way for them to manage their level of risk and reward in unpredictable times. 68% Satisfied 3 Dissatisfied Job title Salary range Day rate Accounts Receivable Clerk Accounts Payable Clerk Accounts Assistant Assistant Accountant Part Qualified Credit Controller Transactional Team Leader Management Accountant Part Qualified Accounts Payable Manager Management Accountant Qualified Financial Analyst Commercial Accountant Qualified Assistant Manager Financial Accountant Qualified 16,000-20,000 17,000-21,000 17,000-22,000 22,000-24,000 18,000-25,000 25,000-30,000 24,000-34,000 30,000-40,000 34,000-42,000 25,000-45,000 35,000-45,000 40,000-45,000 38,000-48, Brexit has certainly created an interesting market for businesses and a level of uncertainty around a variety of strategies, including when to cash out, MBO s, whether to convert private equity ownership to private, organic verses acquisitive growth, or simply replace or not replace within the accounting team. One thing that will remain certain is that finance will stay at the heart of business in Yorkshire, be that PLC or SME over the coming 12 months. For this reason we think it will be relatively business as usual for most. There will be an element of riding the storm for the year ahead. If you are considering a move, take on board all of the information available through third parties and publicly listed sources. It may also pay to use an experienced consultant who can at least provide a consultative overview and food for thought when embarking on your next career move or changes within your organisational structure. 37% of respondents received a higher bonus in 2016 than in 2015 Payroll Manager Credit Controller Manager Finance Manager Financial Controller SME 30,000-50,000 30,000-50,000 45,000-55,000 45,000-55,

16 Yorkshire YORKSHIRE INTERNAL AUDIT Internal audit is relatively stable Last year provided a period of reflection while the economy tried to work out the wider impact of Brexit. Whilst financial services led the recruitment drive across 2016, we have experienced periods of limbo across the sectors as businesses are mindful of the potential impact and structural changes Brexit might bring. Considering the initial outlook was that we were heading towards a weaker economy, the investment in internal audit was relatively stable. With pressures on internal budgets, businesses have found recruiting to be a prolonged process, sometimes taking months to source a candidate at the right level of experience that matches expectations and internal budgets. Relocation of financial services functions to the North has provided pockets of recruitment driven by business demands and tight recruiting timescales which has continued to create exciting opportunities within the sector. Whilst Big 4 and Top 10 candidates are always desired recruits, the budget challenges as well as a lack of overall commercial experience they are able to bring to a role can sometimes make for an expensive hire. Couple this with the underlying fear that progression out of internal audit into the wider business would be sooner then ideally anticipated, through and through industry experience is preferred. Over the year we have seen a continued growth across commerce & industry, with businesses backfilling internal moves and structural changes to ensure the functions are fully resourced and able to continue to deliver audit plans. There is still a strong requirement for auditors with two to four years experience who can undertake the more generalist reviews. It is difficult to entice these candidates to move because, despite the fact that there s limited investment in graduate or home grown talent in their departments, they are still relatively new on their career path and maintain a strong sense of loyalty. Competition is extremely fierce with candidates receiving multiple offers and good packages, mainly in financial services. Similarly, at the senior level, internal auditors are in short supply as many progress into management roles or move into core accounting. This has led to hiring managers being more flexible in terms of desired experience as well as internally sourcing for talent to join the internal audit function. Sensitivity over job titles continues to be a barrier to recruiting key talent at the right level. Businesses need to be conscious of aligning job titles to reflect the talent that they want to recruit. For instance, if recruiting a Big 4 manager, the position should be called Audit Manager. Whilst there is constant investment from organisations around improving infrastructure and the increased threat of cyber risks, there has not yet been a noticeable investment in the IT audit market; there has been limited demand for IT auditors compared to the past couple of years across Yorkshire. Organisations are opting for a hybrid approach, providing the core audit function with high level reviews along with executing IT general controls. Salaries remain competitive Salaries remain competitive across the industry, however head of audit professionals are finding it challenging as expectations are either excessive or beyond allocated budgets. Salaries across the auditor and senior internal auditor vacancies will continue to be competitive due to the high demand. However with limited movement at the senior end of the market, salary increases will be restricted. INTERNAL AUDIT Job title Auditor Part Qualified Internal Auditor Qualified Senior Internal Auditor Internal Audit Manager Senior Internal Audit Manager Head of Audit IT AUDIT Job title IT Auditor Part Qualified IT Auditor Auditor Senior IT Auditor IT Audit Manager Senior IT Audit Manager Head of IT Audit Salary range 18,000-27,000 33,000-38,000 38,000-45,000 45,000-55,000 65,000-85,000 90, ,000 Salary range 20,000-30,000 35,000-38,000 42,000-48,000 50,000-65,000 65,000-80,000 90, ,000 Heading into 2017, the need for investment in audit talent remains high and demand for internal auditors and senior internal auditors shows no sign of slowing down. With regulatory changes and loss of talent to the wider business, maintaining numbers in the audit function rather than growing will be the focus. Day rate Day rate Car allowance 4,000-6,000 5,000-7,000 6,000-8,000 Car allowance 4,000-5,000 4,000-5,000 5,000-7,000 6,000-8,000

17 Yorkshire YORKSHIRE PROFESSIONAL SERVICES PROFESSIONAL SERVICES A candidate led market AUDIT The professional services market in Yorkshire continued along the same vein as Good quality candidates were regularly able to secure interviews with numerous firms at all levels from Big 4 through to independent companies. Candidates need to be aware at the beginning of the process that they will more than likely face a counter offer from their current firm who will fight even harder to retain talent. The market has continued to remain competitive across all levels, however the greatest demand has been at the senior end where professionals from a smaller candidate pool are being courted by numerous firms for their expertise. The effects of the recession are still being felt from when fewer training contracts were offered and numbers are being further reduced through service line changes and industry moves, resulting in fewer candidates reaching the senior management and director level. There has been a lot of activity within corporate finance. M&A and transaction services have commanded some of the best candidates and it s these roles that the newly qualified generation really want to get their teeth into. Demand has also increased for qualified tax professionals across corporate tax and private client tax. Continuing on from last year, strong audit candidates, particularly with financial services experience, are still sought after. Audit sometimes has a bad reputation as a service line however there are real career prospects there from large independents through to the Big 4 at semi senior levels and above. The candidate shortage for auditors is felt the most in mid tier firms where managers or senior managers are lured away by other opportunities and the firm struggles to replace their position. The professional services market in Yorkshire is candidate led with exceptional candidates not being available for long. Candidates with forensic and insolvency backgrounds have been seeking opportunities; these professionals would normally thrive in a volatile economy and this may be the case as Brexit comes to fruition. Due to competition for talent, salaries remain competitive especially for semi senior and above levels. Top 50 and large independents have moved their salary offerings closer to the Big 4 and all firms are consistently enhancing their benefits to offer a more rounded package. The slowdown following the referendum last year is finally being shrugged off and firms are beginning to hire again. Hopefully the outcome of the snap general election will not impact on market confidence this year and we will continue to see a healthy job flow. TAX Job title Senior Qualified Assistant Manager Manager Senior Manager Job title Senior Qualified Assistant Manager Manager CORPORATE FINANCE Job title Executive Manager Senior Manager Director Salary range 29,000-36,000 34,000-45,000 39,000-55,000 50,000-75,000 Salary range 30,000-40,000 36,000-45,000 48,000-75,000 Salary range 34,000-45,000 42,000-55,000 52,000-80,000 72, ,000

18 Yorkshire YORKSHIRE EXECUTIVE & INTERIM A surge in M&A activity 2016 was a very interesting year as the word Brexit became a household name and Donald Trump became the Leader of the Free World. Whilst nobody anticipated either of those occurrences, the after effects were certainly felt, but only for a short period of time. Once the initial fear of change subsided, people went back to their daily lives and business as usual resumed. Although currency was hit in the aftermath of Brexit, confidence picked up again after the summer and this led to a surge in M&A activity, specifically from overseas investors & private equity houses. Experienced finance directors had confidence once again to move as wealth creation opportunities arose. Similar to previous years, candidates with a proven track record in M&A are sought after. Also, commercial experience is a must - candidates need not only the technical know how but also a deep understanding of the commercial drivers that will improve financial performance. Demand for professionals within financial planning & analysis and commercial finance remain high. These roles are integral to helping companies stay financially efficient and therefore, as businesses continue to grow, this becomes more and more essential. Due to the uncertainty of Brexit, there was a particular focus on technical accountants. Ensuring finances are in good hands is paramount to every business, as who knows what is round the corner? Therefore the need for professionals with experience in treasury, hedging & FX currency, and financial controls has increased. Salaries rose slightly year on year, however the focus remains on long term incentive plans and equity opportunities for employees. Companies want to retain top talent for a number of years and offering shares is proving a successful way of achieving this. Counter offers are still prevalent and this, in turn, pushes salaries up as employers struggle to hold onto their most prized assets. For the next 12 months, we expect the senior finance recruitment landscape to remain relatively stable. There will always be market movement at FD level. Although there is an air of economic uncertainty at this time, we are unlikely to see an impact of this on Yorkshire businesses in the short-term. EXECUTIVE & INTERIM Job title Salary range Day rate Financial Controller Head of Financial Planning & Analysis Finance Director Chief Financial Officer 60,000-75,000 70,000-80,000 80, , , , ,000

19 METHODOLOGY In Q1 of 2017 Marks Sattin conducted a survey with clients and candidates focusing on remuneration, bonuses, benefits and recruitment trends. We surveyed accountancy, finance and advisory professionals from numerous industry sectors across the UK and Ireland. This report is based on the data received from our online survey, our extensive database and the expertise of our experienced consultants. It is important to note that this report provides a useful guide, please contact us directly if you need any tailored or specific advice. ABOUT US ACKNOWLEDGEMENTS We would like to extend our appreciation to all those who completed this survey and made our market report possible. If you did not participate, please do so next year so we can continue to develop the depth and quality of this report and provide you with a fair and balanced picture. Congratulations to the lucky winner of 250 of restaurant vouchers. This report is only ever intended to give a general overview on the changing nature and complexity of the employment market for accountancy, finance and advisory professionals and serve as a useful guide. Please get in touch if you require a more tailored and confidential discussion on how this will affect your business, finance department or indeed your own career. LONDON 322 High Holborn London, WC1V 7PB +44 (0) london@markssattin.com NORTH WEST Centurion House 129 Deansgate Manchester, M3 3WR Marks Sattin is the UK s largest dedicated accountancy recruiter. Founded in 1988, today we have offices in Birmingham, London, Leeds, Manchester, Reading and Dublin. We have almost 30 years experience placing permanent, temporary, contract and interim professionals across commerce and industry, banking and finance and public practice. Our extensive network of top accountancy and finance professionals covers the entire spectrum from part qualified through to CFO level. SOLVING KIDS' CANCER Marks Sattin has donated 25p for every response to this year s survey as part of our continuing support for Solving Kids Cancer (SKC). The charity supports families affected by high risk childhood cancers including neuroblastoma, sarcomas and brain tumours. SKC fund the next generation of innovative research focused on significantly improving survival in children and support children and families battling cancer to access pioneering research. If you would like to support this great cause, please visit solvingkidscancer.org.uk. DISCLAIMER This research was carried out by means of an electronic questionnaire and supplemented with data and market information that Marks Sattin has access to. The results are provided as generic market information only. Marks Sattin does not make any warranties regarding the use, validity, accuracy or reliability of the results and information obtained. Marks Sattin will not be liable for any damages of any kind arising out of or relating to use of this information. +44 (0) manchester@markssattin.com THAMES VALLEY Dukesbridge House 23 Duke Street Reading, Berkshire, RG1 4SA +44 (0) reading@markssattin.com YORKSHIRE Park Row House Park Row Leeds, LS1 5JF +44 (0) leeds@markssattin.com MIDLANDS Floor 2 3 Brindley Place Birmingham, B1 2HL +44 (0) birmingham@markssattin.com IRELAND Regus House, Harcourt Centre Harcourt Road Dublin (0) dublin@markssattin.com COPYRIGHT/USAGE Material in this document may be quoted or reproduced without prior permission as long as proper citation/reference to Marks Sattin is given. Marks Sattin