ABSL Annual Report 2022

BUSINESS SERVICES SECTOR
IN ROMANIA - 2022
report prepared by:
in cooperation with:
designed by:
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2
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BUSINESS SERVICES SECTOR IN ROMANIA
1. FOREWORD 4
2. EXECUTIVE SUMMARY - ROMANIAN 6

BUSINESS SERVICES INDUSTRY
3. HARACTERISTICS OF BUSINESS SERVICES

C 18
CONTENTS:
IN ROMANIA
CONTENT PROVIDERS: ABSL, PwC
4. LABOUR MARKET AND SALARIES

CONTENT PROVIDERS: ABSL, PwC, Regina Maria, ZRVP
56
5. OFFICE MARKET
CONTENT PROVIDERS: JLL, Steelcase, Skanska
108
6. ABOUT ABSL 135
3
FOREWORD
If it weren’t for the war in Ukraine, and the looming economic recession, I would
have said that 2022 was a very good year. Despite the pandemic or maybe
because of it, our companies brought in new business to Romania – new clients,
or new scope with the same clients, or they grew the complexity of the services,
generating added value. We grew as businesses, turnover and headcount, as
you will discover in this Industry Report.
At the same time we had our fair share of challenges: some projects were cancelled,
others were put on hold for a few months due to geopolitical and economic context
or we realized that we cannot go back to the old ways of working and we need to
adapt.
It is my strong belief that having a community, sharing best practices, learning
from each other, and investing in education will only increase our chances of
success in an unpredictable future. And for 10 years, ABSL has been actively
contributing to the development of the industry, being the bridge that united
us.
Although the times are challenging, the number of employees in the industry
has increased steadily. More than half of the companies that participated in
the survey mentioned they expected the number of employees to increase with
10-30% by the end of 2022.
The degree of process complexity, at least for the top three services, is increasing
year by year as core activities are being automated. Therefore, there is a need
for employees with increased technical skills, compared to the proportion of
inexperienced employees that was quite high 3-5 years ago. Other important
aspects are digital skills and not least foreign languages.
Moreover, The Business Services Sector is contributing with more than 5% to
Romania GDP. We are one of the biggest sectors of the Romanian economy.
I would like to thank everyone for their involvement and efforts in elaborating
Ciprian Dan the 10th edition of this report and for their support in achieving the Association’s
President of the Board, ABSL Romania mission to expand the Romanian Business Services industry.
4
Introduction
Uncertainty and major disruptions have become the new normal. The A clear trend this year, as resulting from our survey is the growth of
world had not recovered from the pandemic, when a war and an energy technology services in the scope of work of the industry. No matter from
crisis shook the entire economy and society, leading to record inflation what perspective we look at the data, IT services are on top, overrunning
rates in many years and the imminence of a slowdown or even recession. customer service and finance & accounting.
Any crisis though brings new opportunities, including the pressure to
Technical skills have become more important, together with digital and
reinvent ourselves and to grow stronger.
language capabilities, reflecting the evolution of the scope of work
In this context, ABSL continued to act as catalyst for the business towards more complex processes, with the support of technology that
services industry. ABSL expanded its community and provided members automated routine work.
with data and best practices, events, and opportunities to gather and
On the other hand, talent availability continues to be one of the most
discuss common issues and potential solutions.
important challenges, under the pressure of labour shortages, which,
For 10 years now, ABSL Annual Report has been the main source of together with high inflation, are significantly impacting companies’
information for the Romanian Business Services Industry, investors, budgets. Turnover has stabilised but continues to be high (~18% in 2022),
authorities, and all those interested in the sector. This report is based on but salary increase rates are among the highest in the last 15 years, with
the information provided by outsourcing companies operating in Romania 11% year on year increase rate.
in the form of a filled-in questionnaire. For confidentiality reasons, the
data processing was carried out by our strategic partner, PwC Romania.
We would like to express our appreciation to all the companies which took
the time to provide data that made the preparation of this study possible.
According to our annual survey, 2021 was a very good year for the vast
majority of our participants - 98% declared their business performance
increased or stayed the same as compared to 2020, while prospects
for the future continue to be optimistic. At the same time, investors are
looking for new opportunities, especially in the new global context, and
our country is high on their agenda.
5
2.
EXECUTIVE SUMMARY
BUSINESS SERVICES SECTOR IN ROMANIA - 2022

CHaracteristics
of business services LABOUR MARKET
EXECUTIVE SUMMARY in Romania AND SALARIES OFFICE MARKET ABOUT ABSL
about the survey
51,233 € 1.14 bln.

ABOUT THE
SURVEY Analysing a common sample,
Participants’ the turnover growth rate
2022 vs 2021 is 22%, while
profile
Workforce Employees covered by the survey Cumulated turnover of respondents

profile the number of employees
Compensation &
increased by 8%.
benefits overview
Language
allowance
Automation
Environment
71
Companies participated
48
51
in the Industry survey in the Labour market in the Salary survey
Looking
forward survey
The report is developed based on the data provided by participants companies from the outsourcing industry in Romania, regarding their business
and employees. PwC has ensured data validation, processing and visualisation of results without altering the received information.
7
CHaracteristics
participants’ profile
About the
survey
PARTICIPANTS’
PROFILE
40 Internal unit /
captive center 21 Commercial provider /
outsourcing center 10 Hybrid model
(both internal and external clients)
Workforce
profile
Compensation &
benefits overview
Language
allowance
57% of companies 44% of companies 98% of companies
Automation
Established after 2011 Have turnover >EUR 15M Declared their business
performance increased or
stayed the same in 2021
Environment
compared to 2020
41% 84% 1 in 3
Looking
forward
of companies of employees companies

Employ >500 employees Covered by the survey are Activates in more than
in Bucharest (~66%), Iasi, one city
Cluj-Napoca, Brasov & Sibiu
8
CHaracteristics
participants’ profile (CONTinueD)
About the
survey top 3 sectors serviced
PARTICIPANTS’
PROFILE Banking, Insurance technology business
Financial Services and professional services
Workforce
profile
33 37 29
Compensation & Top 3 sectors serviced last year were: Banking, insurance & financial services, followed by Technology and Business & professional
benefits overview
services, equally.
Language
allowance top 5 services
Automation
IT Services 52
Finance & Accounting 49
Environment Procurement & Supply Chain Management 49
Customer Operations 41
Looking
HR 40
forward
Top 3 services last year were: Procurement & Supply Chain Management, followed by IT services and Finance & Accounting.
top 3 service areas by number of employees

it
customer services
finance &
operations accounting
29%
28% 17%
Top 3 service areas by no. of employees last year were: Customer Operations, IT Services and Finance & Accounting.
9
CHaracteristics
workforce profile
About the
survey
22% 18% ~3y 25-34 2 in 3
Participants’ Voluntary attrition Voluntary attrition Average tenure Average age Female population
profile
rate in 2021 rate in 2022 (end
WORKFORCE of July)
PROFILE
~1 in 3 8 26
Compensation &
benefits overview
companies
Language
allowance Offers services in 10+ Average number Maximum number
languages of languages used of languages used
Automation
Environment
top 5 service languages top future skills

Looking
forward
English 66 Technical skills
German 52 Digital and
French 52 automation skills Foreign languages
Romanian 50 I
II III
Italian 46
Top languages keep the same hierarchy as last year. Top future skills last year were: Foreign languages, Digital skills and
Adaptability.
10
CHaracteristics
compensation & benefits overview
About the
100%
survey
Participants’
profile 10,691
Workforce Of companies increased salaries in Average wage reported
profile
2022 (as compared to 80% last year) in our survey
COMPENSATION &
BENEFITS OVERVIEW
Language
allowance
Automation
Environment 11% 7.4%* 7.7%*

Looking Average salary Average salary Planned increase
forward
increase based on increase in 2022 for 2023
common sample
All data is reported in Gross, RON, monthly base pay.

* Based on percentages provided by participants.
11
CHaracteristics
top 5 average wages by location
About the
survey
11,712 9,404 9,220 9,121 8,345
Participants’ Bucharest - Ilfov Sibiu Cluj Timis Brasov
profile
Workforce
profile
COMPENSATION &
average wage by function (top 3 it Operations) *
BENEFITS OVERVIEW
Language
allowance 15,942 14,015 13,137
Planning & Analysis, IT project / Testing &
Automation
Development product management Implementation
Environment
Looking average wage by function (top 3 non-it Operations) *

forward
12,394 9,475 9,980

Project / Process Supply Chain Marketing
Management
All data is reported in Gross, RON, monthly base pay.

* Values computed based on untrimmed data provided in the survey.
12
CHaracteristics
compensation & benefits overview (CONT’D)
About the
survey
>60% >85%
Participants’ Of companies pay fixed Of companies pay
profile
bonuses Christmas Easter performance bonuses
(as compared to 50% last year) (Most popular) (as compared to 67% last year)
Workforce
profile
top 5 benefits
40%
Compensation &
benefits overview
Meal tickets 94%
LANGUAGE Additional annual leave days 94%
ALLOWANCE
Coffee and/or refreshments 81%
Automation Medical subscription 79% Of companies offer
Flex time 69% flexible benefits
Top 5 benefits last year were: Meal tickets (87%), Additional annual leave
(as compared to 33% last year)
Environment
days (75%), Medical subscription (69%), Coffee and / or refreshments
(60%), Special occasion bonus (56%).
Looking
forward
language allowance
top paid languages
25% 90% Chinese

Average
RON / year (gross)
38,592
Of 51 responding Of respondents offer
companies provided the allowance as an Czech 30,780
data regarding average fixed annual Swedish 30,144
language allowances amount Top 3 paid languages last year
were: Dutch, Chinese, Hebrew.
13
CHaracteristics
Automation
About the
survey More sophisticated automation 42% 29% 26%
solutions are increasingly used. Autonomic Cognitive RPA Cognitive
Participants’
profile Autonomic process automation Process Automation
and cognitive automation have Automation
Workforce
profile
increased the most.
Compensation &
benefits overview
top 3 Actions to accelerate automation
Language
allowance
Utilizing internal resources from our
Upskilling or training internal Center(s) of Excellence/Expertise (CoE)
Hiring new staff, digitally
AUTOMATION
resources from the business
proficient
35
Environment 31 29
Looking
forward
automation development
The development of automation 40% 36% 25%

solutions is fairly split between: Hybrid Market In-house
acquisition development
14
CHaracteristics
remote work perspectives
100% 71% 78%

About the
survey
Participants’
profile Of companies Of companies Of companies
work in a hybrid have a number require
Workforce
profile
mode of days/week 1-2 days/week
of work from in the office
Compensation & office
benefits overview
Language
allowance
Competitive Environment
Automation
ENVIRONMENT
53% of companies 78% of companies
Looking Perceived an increase in Perceived the recruitment
forward
competition process as more difficult
15
CHaracteristics
looking forward
70% 94%
About the
survey
Participants’
profile
Workforce
Of companies expect Of companies perceive
profile business growth Romania as a good place
in the next period for investing
Compensation &
benefits overview (as compared to 80% last year) (as compared to 83% last year)
Language
allowance
Automation
Top 3 perceived business risks
Environment
LOOKING Political, social Talent availability

FORWARD
and economic environment
Tax and legal environment
59
37 14
The hierarchy remains the same as last year.
16
3.
CHARACTERISTICS OF BUSINESS
SERVICES IN ROMANIA

CHARACTERISTICS
OF BUSINESS SERVICES LABOUR MARKET
executive summary IN ROMANIA AND SALARIES OFFICE MARKET ABOUT ABSL
Business focus No. of companies who responded: 71
PARTICIPANTS’ 40 Internal unit / captive center 21 Commercial provider / outsourcing center 10 Hybrid model (both internal and external clients)
PROFILE
(19,656 employees) (18,403 employees) (13,174 employees)
Workforce
Return to office
Sectors serviced 37 33
No. of companies Banking, Insurance,
Technology Financial Services
Automation who responded: 67
7
Perspective
29
Public Sector
7 71 Business and
Construction participating companies Professional
13
Services
Transport
51,233
employees
15 20
Telecommunications Industrial &
Consumer
16
Goods
Healthcare
16 19
Consumer Services
Energy, Utilities
and Basic
Materials
19
CHARACTERISTICS
Turnover in 2021 FTE distribution in 2021
PARTICIPANTS’
PROFILE Turnover in 2021 FTEs %
€ 1,138,065,012
Workforce
< € 5M 22% < 200 FTEs 30%
Return to office € 5M - € 15M 200 - 500 FTEs

34% 30%
Automation
€ 15M - € 50M 25% 501 - 1,000 FTEs 16%
€ 50M - € 100M 12% more than 1,000 FTEs 24%

Perspective
> € 100M 7% No. of companies who responded: 70
No. of companies who responded: 41
year of first / most recent centres in Romania
Year period First centre Most recent centre
<2000 2 0
2000-2010 26 1
2010-2020 35 13
>2020 2 2
20
CHARACTERISTICS
Business performance in 2021 vs 2020 Reason for business performance changes

No. of companies who responded: 62 No. of companies who responded: 56
PARTICIPANTS’
PROFILE
43 18 1 External demand increase 68%
companies companies company
New business areas 64%
Workforce
Global restructuring plans 34%
Acquisition 20%
Return to office
Client operations 7%
Other drivers 7%
Automation
External demand decrease 4%
Perspective
perceived competition environment

21 companies 34 companies 5 companies 1 company

Extremely Highly Competitive Moderately
competitive competitive competitive
Use of state support

67% 20% 8% 3% 3% 3% 2%
No state support Tax exemptions State aid Technical EU grants Other public Tax deferral
unemployment grants
21
CHARACTERISTICS
Employees by location
No. of employees
No. of companies who responded: 71 Bucharest 33,942
PARTICIPANTS’
PROFILE Cluj-Napoca 2,974
Iasi 2,753
Workforce Brasov 2,020
Suceava
Sibiu 1,317
Oradea
Return to office Iasi Timisoara 947
Piatra-Neamț Galati 802
Cluj-Napoca
Mioveni 634
Automation Targu-Mures
Arad Ploiesti 248
Constanta 137
Perspective Timisoara
Sibiu Piatra Neamt 130
Brașov Oradea 101
Galati
Braila 61
Braila
Suceava 50
Mioveni Ploiești
Slatina 38
Slatina Bucharest Targu Mures 30

Craiova Arad 24
Constanta
Craiova 6
Not allocated
4,493
at city level
Other cities 526
TOTAL 51,233
Number of in country locations
44 companies in only 1 city 13 companies in 2 cities 9 companies in more than 3 cites

No. of companies who responded: 67 (in-country locations)
22
CHARACTERISTICS
Parent company HQ location No. of companies who responded: 68
PARTICIPANTS’
22 1 44 1
PROFILE North America South Europe Asia
America
Workforce U.S.A. 22
Romania 8
Return to office France 8
Germany 7
Automation
United Kingdom 7
Switzerland 4
Perspective
Italy 4
Netherlands 2
India 1
Hungary 1
Austria 1
Brazil 1
Ireland 1
Belgium 1
parent company sector
28 24 10 7 3 2 2 2 2 1
Business and Technology Banking, Industrial Energy, Utilities Tele- Transport Construction Healthcare Consumer
Professional Insurance, & Consumer and Basic communications (incl. Real Services
Services Financial Goods Materials Estate)
Services
23
CHARACTERISTICS
Scope of service - overall No. of companies who responded: 71
PARTICIPANTS’
IT Services 52
PROFILE
Procurement & Supply Chain Management 49
Workforce
HR 40
Return to office
Project Management 26
Business Transformation 25
Automation
Business and Professional Services Specific Processes 16
Document Management 15
Perspective
7
Marketing 14
Technology Specific Processes 13 companies
Banking Specific Processes 12 Offer one type of
Knowledge Management 10 service
Telecommunications Specific Processes 9
Consumer Services Specific Processes 9
Insurance Specific Processes
Energy, Utilities and Basic Materials Specific Processes 5
8
13 companies
Offer 10+ types of
Healthcare Specific Processes 5
services
Other horizontal or vertical specific processes 3
Research & Development (other than software development) 3
Capital Markets Specific Processes 3
Public Sector Specific Processes 3
Industrial & Consumer Goods Specific Processes 3
The values reflect the number of companies by scope of service and one company can offer more than one type of services
24
CHARACTERISTICS
Scope of service - Bucharest No. of companies who responded: 55
PARTICIPANTS’
IT Services 42
PROFILE
Workforce
HR 33
Return to office
Automation
Perspective
Technology Specific Processes 11
Marketing 10
Banking Specific Processes 9
Insurance Specific Processes 8
Knowledge Management 7
Capital Markets Specific Processes 3
25
CHARACTERISTICS
Scope of service - timisoara No. of companies who responded: 7
PARTICIPANTS’
PROFILE
HR 6
IT Services 4
Workforce
Return to office
Automation
Perspective
26
CHARACTERISTICS
Scope of service - cluj-napoca No. of companies who responded: 12
PARTICIPANTS’
PROFILE
Workforce
HR 7
Return to office
IT Services 5
Automation
Perspective
Marketing 2
27
CHARACTERISTICS
Scope of service - iasi No. of companies who responded: 10
PARTICIPANTS’
PROFILE
IT Services 6
Workforce
Return to office
HR 3
Automation
Perspective
28
CHARACTERISTICS
Scope of service - other cities No. of companies who responded: 19
PARTICIPANTS’ Customer Operations 13

PROFILE
Workforce Procurement & Supply Chain Management 11
IT Services 10
Return to office HR 8
Automation Telecommunications Specific Processes 5
Perspective Technology Specific Processes 4
Marketing 3
29
CHARACTERISTICS
Scope of service split by functional area and process

PARTICIPANTS’
PROFILE
IT SERVICES finance & accounting
User support / Service Desk 40 43
Accounts Receivable
Workforce
Automation / Delivery optimization 38 Accounts Payable 42
Infrastructure Support 32 General Ledger & Reporting 38

Return to office
Application Lifecycle Management 30 Business Controlling 33
Information Security 28 Master Data Management 32

Automation
Other IT services 22 Travel & Expenses 30
Enabling Services 14 Treasury 24

Perspective
Request Fulfilment /
13
process execution (BPO)
Procurement & Supply Chain Management Customer operations & marketing

Operational Procurement 31 Customer Helpdesk 37
Supply Chain Management 16 Sales & Account Mgmt Support 24
Strategic Procurement 16 Fulfilment 13
Operational Marketing 13
Strategic Marketing 9
A company can provide multiple sub-services, at functional area and process level, and this is reflected in the total for each scope of service sub-level, respectively.
30
CHARACTERISTICS
Scope of service split by functional area and process

PARTICIPANTS’
PROFILE
Workforce
HR Specific Processes
HR Administration & Reporting 34 Business and Professional Services 16
Return to office Recruitment 30 Technology 13
Payroll 30
Banking 12
Mobility 19
Automation Consumer Services 9
Compensation & Benefits 19
Telecommunications 9
Talent Management 18
Perspective Insurance 8
Energy, Utilities and Basic Materials 5
Healthcare 5
Others Capital Markets 3

Project Management Office 26
Industrial & Consumer Goods 3
Process Transformation 25
Public Sector 3
Knowledge Database Management 10
Research & Development 3
Others services not mentioned above 3
A company can provide multiple sub-services, at functional area and process level, and this is reflected in the total for each scope of service sub-level, respectively.
31
CHARACTERISTICS
Top 3 functional areas by percentage of employees

PARTICIPANTS’
PROFILE
29% IT Services
Workforce 28% Customer Operations 17% Finance & Accounting
I
II III
Return to office
Computed as an overall % of employees per process category.
Other areas covered by survey: Telecommunication services (5%), HR (3%), Supply chain management (4%), Banking, insurance, financial services (1%),
Automation
Other services (13%).
Perspective Language of services - overall

66
8 26 19 28
Average number Maximum Companies Companies
52
of languages number of deliver services deliver services
52
50 spoken languages in at least ten in at least eight
46 spoken languages languages
41
25
22 21 21 20
15 14
12 11 10 10 9 9 9 8 8 8 7
5 4 (*) One response for
3 3
each of the following
languages:
h
an
ch
k
n
se
sh
ak
ic
sh
ew
(*)
e
n
n
Belarusian, Estonian,
ee
es
is
is
is
ia
ia
lia
ia
is
ia
is
ia
tia
ia
ia
ia
tc
ec
ab
ue
ov
ki
ni
en
rm
br
rs
gl
l
an
ed
nn
ss
an
eg
in
en
ar
rb
ar
Du
Gr
in
Po
Ita
Cz
oa
Japanese, Korean,
r
Ar
Da
Sl
g
En
he
ra
He
Fr
Tu
ng
lg
Se
Ge
Ch
Ru
Sw
Sp
rw
ov
Fi
m
tu
Cr
Bu
Uk
Ot
Ro
Hu
Sl
Latvian
No
r
Po
32
CHARACTERISTICS
No. of companies
Language of services by cities who responded: 69
Bucharest Timisoara Cluj-Napoca Iasi Other
PARTICIPANTS’
PROFILE
English 54 6 13 10 19
French 41 3 10 5 12
German 38 4 9 6 11
Workforce
Romanian 39 6 11 9 17
Italian 38 3 8 6 11
Return to office
Spanish 33 3 7 5 10
Polish 20 2 6 1 4
Automation Hungarian 16 3 5 1 5
Dutch 18 2 4 3 4
Russian 18 2 3 2 7
Perspective
Portuguese 17 2 3 1 6
Czech 12 2 3 1 3
Greek 12 1 2 1 4
Turkish 11 1 2 1 2
Swedish 9 1 3 1 3
Bulgarian 10 1 1 1 1
Slovak 10 3 1 1 1
Arabic 7 1 2 1 4
Finnish 9 1 2 1 3
Norwegian 9 1 2 1 2
Croatian 5 0 3 0 2
Danish 8 1 2 1 2
Serbian 7 2 1 1 1
Hebrew 6 2 1 1 3
Other (*) 5 1 1 1 3
Ukrainian 4 1 1 1 1
Chinese 3 0 0 0 1 (*) One response for each of the following languages:
Slovenian 3 1 1 1 1 Belarusian, Estonian, Japanese, Korean, Latvian
33
CHARACTERISTICS
Average age of workforce Average tenure

Participants’
profile
WORKFORCE
21-24 ages 25-34 ages 35-44 ages >45 ages
27
Return to office
0 52 14 0 25
Automation 8
2 1
Perspective 1-3 3-5 5-7 7-10 >10
Analyzing the common sample over the last two years, both the average age and the average tenure slightly increased
Gender distribution
65.85%
Female
34.08%
Male
0.07%
Other /
Prefer not
to answer
34
CHARACTERISTICS
Attrition rate distribution by category (% of respondents)

Voluntary Total
Participants’
profile
2019 2020 2021 2022 2019 2020 2021 2022
(end of July) (end of July)
WORKFORCE
< 15% 25% 56% 30% 37% < 15% 27% 44% 22% 33%
Return to office 15% - 30% 56% 32% 52% 54% 15% - 30% 40% 31% 40% 30%
30% - 50% 12% 9% 13% 9% 30% - 50% 27% 17% 27% 37%
Automation
> 50% 7% 3% 5% - > 50% 6% 8% 11% -

Perspective
(57-60 respondents for each year) (33-37 respondents for each year)
attrition rate
Voluntary Total
2022 2022
2019 2020 2021 (end of 2019 2020 2021 (end of
July) July)
Minimum 1% 2% 4% 3% Minimum 2% 3% 6% 5%
Average 23% 17% 22% 18% Average 27% 21% 28% 24%
Maximum 83% 86% 75% 48% Maximum 119% 63% 95% 48%
(57-60 respondents for each year) (33-37 respondents for each year)
The respondent list is not consistent by year and by category, therefore there might be discrepancies in the distribution by category or in the evolution by year.
35
CHARACTERISTICS
Participants’
profile
WORKFORCE
Return to office
Automation
Perspective
Attrition rate (total) by functional areas / processes
IT Call center Other operations

10-12 respondents for each year 5-6 respondents for each year 12-15 respondents for each year
2021 2022 2021 2022 2021 2022

(end of July) (end of July) (end of July)
Min 4% 2% 18% 6% 2% 5%
Average 27% 21% 31% 15% 26% 19%
Max 88% 69% 45% 22% 95% 48%
36
CHARACTERISTICS
Attrition rate distribution (voluntary) by business focus

(57-60 respondents for each year)
Participants’
profile Internal unit Commercial provider Hybrid model
2019 2020 2021 2022 2019 2020 2021 2022 2019 2020 2021 2022
WORKFORCE (end of July) (end of July) (end of July)
< 15% 27% 74% 33% 48% 25% 25% 19% 12% 12% 37% 37% 37%
Return to office
15%-30% 58% 14% 56% 46% 37% 56% 38% 69% 88% 63% 63% 63%
Automation
30%-50% 12% 9% 8% 6% 19% 13% 31% 19% 0% 0% 0% 0%
> 50% 3% 3% 3% 0% 19% 6% 12% 0% 0% 0% 0% 0%

Perspective
Attrition rate distribution (total) by business focus

Internal unit Commercial provider Hybrid model
2019 2020 2021 2022 2019 2020 2021 2022 2019 2020 2021 2022
< 15% 37% 61% 26% 44% 17% 15% 15% 17% 20% 60% 20% 40%
15%-30% 50% 28% 58% 37% 17% 31% 8% 25% 60% 40% 60% 20%
30%-50% 13% 11% 16% 19% 49% 31% 46% 58% 20% 0% 20% 40%
> 50% 0% 0% 0% 0% 17% 23% 31% 0% 0% 0% 0% 0%
37
CHARACTERISTICS
Attrition rate (voluntary) by business focus

Participants’
profile
WORKFORCE 2019 2020 2021 2022 2019 2020 2021 2022 2019 2020 2021 2022
Minimum 1% 2% 4% 3% 5% 4% 5% 4% 9% 7% 7% 6%
Return to office
Average 19% 15% 20% 17% 30% 23% 28% 22% 21% 16% 18% 17%
Automation
Maximum 83% 86% 75% 48% 77% 58% 56% 38% 29% 26% 27% 28%
Perspective
Attrition rate (total) by business focus

2019 2020 2021 2022 2019 2020 2021 2022 2019 2020 2021 2022
Minimum 2% 3% 9% 6% 7% 5% 6% 5% 13% 13% 12% 6%
Average 19% 15% 19% 21% 41% 32% 42% 29% 23% 16% 23% 20%
Maximum 35% 40% 44% 48% 119% 63% 95% 47% 30% 26% 34% 32%
38
CHARACTERISTICS
Attrition rate distribution (voluntary) by no. of FTEs

Participants’
profile < 200 FTEs 200-500 FTEs 501-1000 FTEs > 1000 FTEs
2022 2022 2022 2022
WORKFORCE 2019 2020 2021 (end of 2019 2020 2021 (end of 2019 2020 2021 (end of 2019 2020 2021 (end of
July) July) July) July)
< 15% 40% 56% 23% 39% 22% 53% 26% 26% 9% 55% 18% 44% 23% 61% 53% 46%
Return to office
15%-30% 40% 32% 53% 44% 56% 37% 58% 69% 64% 27% 64% 56% 69% 31% 31% 46%
Automation
30%-50% 7% 6% 18% 17% 22% 10% 16% 5% 18% 9% 9% 0% 0% 8% 8% 8%
> 50% 13% 6% 6% 0% 0% 0% 0% 0% 9% 9% 9% 0% 8% 0% 8% 0%

Perspective
Attrition rate distribution (total) by no. of FTEs

< 200 FTEs 200-500 FTEs 501-1000 FTEs > 1000 FTEs
2022 2022 2022 2022
2019 2020 2021 (end of 2019 2020 2021 (end of 2019 2020 2021 (end of 2019 2020 2021 (end of
< 15% 40% 33% 23% 33% 38% 67% 11% 14% 0% 29% 29% 50% 25% 50% 25% 37%
15%-30% 30% 33% 31% 17% 38% 11% 67% 86% 71% 57% 42% 33% 25% 24% 25% 0%
30%-50% 20% 17% 23% 50% 24% 22% 22% 0% 29% 14% 29% 17% 37% 13% 37% 63%
> 50% 10% 17% 23% 0% 0% 0% 0% 0% 0% 0% 0% 0% 13% 13% 13% 0%
39
CHARACTERISTICS
Attrition rate (voluntary) by no. of FTEs

Participants’
profile
WORKFORCE 2022 2022 2022 2022

Return to office Minimum 1% 2% 7% 7% 6% 4% 7% 6% 6% 3% 4% 3% 5% 4% 5% 4%
Average 23% 18% 24% 20% 21% 16% 20% 18% 27% 21% 24% 17% 21% 15% 19% 18%
Automation
Maximum 83% 86% 75% 48% 35% 35% 42% 32% 71% 58% 56% 28% 54% 44% 56% 38%
Perspective
Attrition rate (total) by no. of FTEs

2022 2022 2022 2022
Minimum 2% 3% 9% 7% 8% 6% 12% 6% 16% 12% 12% 6% 7% 5% 6% 5%
Average 30% 24% 31% 25% 21% 17% 21% 20% 27% 20% 24% 20% 31% 23% 33% 27%
Maximum 119% 63% 95% 48% 40% 38% 40% 27% 35% 40% 40% 40% 73% 62% 81% 47%
40
CHARACTERISTICS
Evolution of The recruitment process

IMPROVEMENTS
Participants’
profile
More difficult/ Easier/ more • The online model for interviews
lengthy process efficient No change simplified the recruitment process
WORKFORCE • The CV screening process was faster
due to digitalization.
6%
Return to office 16%
CHALLENGES
Automation
78%
• Decrease of the pool of candidates
Perspective available on the market
• Increase in candidates’ salary
expectation.
Employee engagement measurement

91% of the respondents measure the employee engagement.
56% 19% 13% 8% 4%

Yearly Twice a year Quarterly Other Monthly
41
CHARACTERISTICS
Contingent workers No. of companies who responded: 64
Participants’
profile 48% 53% 35% 12% 1,896
of respondents Internal units Commercial Hybrid total contingent workers mainly for the IT,
WORKFORCE use contingent providers Finance, Technology, HR, Supply chain, Legal,
workforce Sales and Marketing functional areas
Analyzing the common sample over the last two years,
Return to office there was a decrease of 25%
The highest percentage is for Contractors (90%), followed by Freelancers (approx. 7%), Consultants (approx. 2%) and Others (below 1%).
Automation
Perspective
Main reasons for using contingent workers
Contractors Freelancers Consultants other
Seasonal / atypical
58% 10% 6% 3%
workload or project work
Niche skills 42% 3% 10% 3%
Cost 26% 3% 10% 0%
Flexibility 16% 3% 6% 0%
Other 13% 0% 6% 0%
42
CHARACTERISTICS
Foreign or expat employees

Participants’
profile
41 of 63 respondents employ foreigners / expats
746 484 136 1,366

WORKFORCE
TOTAL
Return to office Commercial Internal units Hybrid expats work in participating
providers companies
Automation
Main reasons for employing foreign or expat workers

Perspective
Rare language 68%
Shortage of talent in Romania 46%
Other (relocation, talent

24%
availability on market etc.)
Implementing a new process 17%
Easier access to foreign clients 15%
Different culture 7%
43
CHARACTERISTICS
Top 3 skills currently hard to match in the labour market
Participants’
II I III
profile
WORKFORCE Technical Foreign Digital and

skills languages Automation
skills
Return to office

Automation
Short term capability needs
Perspective No. of companies who responded: 47
Digital & Automation 40%
Adaptability & Resilience 32%
People management capabilities 11%
New ways of working and leading in the new world 11%
Top 3 Future skills Special compensation for future skills

41% of respondents offer compensation
II I III for future skills, in the form of*:
Digital and Technical Foreign • 58% offer fixed premium (lump sum);
Automation skills Languages • 54% have a separate pay scale;
skills • 29% offer fixed premium (% of the monthly salary).
* more than one option can be applied in one company.
44
CHARACTERISTICS
Return to office policy

Participants’
profile
Workforce
29%
RETURN TO
OFFICE 100%
Of companies work
% Respondents
Automation
in a hybrid mode
71%
Perspective
Policy with mandatory days per week

Policy with mandatory days per month
Number of Per week Per month

mandatory days
1-2 days 78% 18%
3-5 days 22% 29%
6-9 days 29%

-
>10 days 24%

-
% of companies
45
CHARACTERISTICS
Office days policy for full remote employees

Participants’
profile
5%
7% Policy in place (mandatory days per month)
Workforce
38%
On demand
34%
~
12%
RETURN TO
OFFICE
Policy in place (mandatory days per quarter)
% Respondents
Not decided/ not planned
Automation
Of employees
are working fully Policy in place (mandatory days per year)
remote (average) 20%
Perspective Never
22%
Number of Per month Per quarter Per year

mandatory days
1-2 days 58% 100% 33%
3-5 days 14% - 67%
6-9 days 14% - -
>10 days 14% - -
% of companies
46
CHARACTERISTICS
Return to office approach

31% 16% 16% 9% 28% 19%

Participants’
profile
Workforce Everyone is We start at a Limited number of We plan to start No soft return Not decided yet
welcome to work certain date with seats with x% site policy considered
from the office at 1 day / week capacity and then
RETURN TO any time ramp up
OFFICE
A number of companies selected several options.
Automation
Work from home criteria

Perspective No. of companies who responded: 65
All employees will work in a hybrid model 43
Type of job 25
Type of project 20
Performance 17
Employee preference 16
Client requirement 16
Employee’s personal constraints (including health) 14
Type of business 13
Distance to office 12
Home space and infrastructure 10
Seniority & Tenure 8
Team size 7
A number of companies selected several options.
47
CHARACTERISTICS
Automation level the development of automation solutions

Participants’
profile
In-house developed software
Workforce 79% 64% 40%
and market acquired solution
Basic Process Auto- Robotic Process

Return to office
mation (simple VBA Automation (simple
scripts, spreadsheet rules based)
based, simple data)
AUTOMATION
24%
36%
Perspective
In-house developed software
42% 29% Market acquired solution

Autonomic Process Robotic Process
Automation Automation
(automation of (cognitive RPA)
complex rules,
unstructured data)
26% 26%
Advanced Process Cognitive automation
Automation (pre- (machine learning,
cognitive & cognitive natural language
solutions) processing)
49
CHARACTERISTICS
AUTOMATION IMPLEMENTATION
Participants’
profile
71% 44% 42%

Workforce
5%
Cloud-based platform to scale Desktop-based tool to improve On-premise-based platform to Other (Basic automation or a
Return to office the automation efficiencies transactional processing scale the automation efficiencies mix of combined technologies)
and reduce costs and to have entire control of data
AUTOMATION
AUTOMATION IMPACT ASSESSMENT
Perspective
56% 33% 33% 25% 7%
Workshops Process Not formally Task Others (internal processes

mining tools assessing mining tools put in place at company level)
ACTIONS TO ACCELERATE AUTOMATION

35 31 29 21 17 14 2
Utilizing internal Upskilling or training Hiring new staff, Leveraging on Upskilling or training We do not have Others (through
resources from internal resources digitally proficient resources and internal resources any major IA/RPA Group initiatives or
our Center(s) from the business expertise of external from the SSO initiatives using innovation
of Excellence/ providers tools)
Expertise (CoE)
50
CHARACTERISTICS
Employment growth forecast

No. of companies who responded: 39, common sample on all 3 years
Participants’
profile
Workforce
Return to office
+18%
Automation +15%
+14%
PERSPECTIVE
24,224 27,649 31,860 37,606

employees employees employees employees
Actual At the end of 2022 At the end of 2023 At the end of 2024
51
CHARACTERISTICS
Office space Forecast for the next 1-3 years

Participants’
profile
Workforce
Decreasing Constant Increasing
Return to office
34% 48% 18%
Automation
PERSPECTIVE
Office space decrease rate Office space increase rate

distribution distribution
Number of Number of
Decrease rate respondents Increase rate respondents
<20% 5 <20% 3
21-30% 6 21-30% 2
31-50% 7 31-50% 5
>50% 3 >50% 1
52
CHARACTERISTICS
Business evolution forecast No. of companies who responded: 61
Participants’
70% 25% 5%
profile
of respondents of respondents of respondents

Workforce
Growth / expansion No material change Decrease / contraction
Return to office
Automation
Perceived Evolution by Business focus
Growth: No material change: Decrease:

PERSPECTIVE
24 Internal units 10 Internal units 2 Internal units

13 Commercial providers 3 Commercial providers 1 Commercial providers
6 Hybrid 2 Hybrid - Hybrid
% Respondents that perceive growth by Industry of parent company

Transport 100%
Healthcare 100%
BPO 71%
Banking, Insurance, Financial Services 70%
Technology 67%
Industrial & consumer goods 57%
Construction (incl. Real Estate) 50%
Energy, Utilities and Basis Materials 33%
53
CHARACTERISTICS
Perceived highest business risks in Romania

Participants’
profile
Talent availability 59
Workforce
Political, social and economic environment 37
Return to office
Tax and legal environment 14
Automation Cost of labour 10
Competition 9
PERSPECTIVE
Operational risks 8
Other 8
Romania’s perceived investment potential Business Continuity Plan

94%
Of companies The vast majority of respondents (91%) believe their
Disaster Recovery Plan/ Business Continuity Plan
perceive Romania is appropriate to deal with the impact of potential
as a good place for threats (pandemic, state of war etc).
investing
54
55
4.
LABOUR MARKET AND SALARIES

CHaracteristics
Respondent profile
Number of respondents for each section
Comp & Ben Salary data
48 51
Respondents by no. of employees Respondents by business focus

FTEs % 56% Internal unit / captive center
< 100 FTEs 37%

30% Commercial provider / outsourcing center
101 - 500 FTEs 35%
14% Hybrid model (both internal and external clients)
501 - 1,000 FTEs 10%
1,001 - 3,000 FTEs 14%
more than 3,000 FTEs 4%
57
CHaracteristics
FTE distribution by Location
No. of employees
Bucharest-Ilfov 18,488
Iasi Iasi 2,183
Brasov 1,779
Cluj
Cluj 1,215
Bacau
Sibiu 1,128
Galati 702
Timis Bacau 333
Sibiu
Brașov
Galati Timis 317
Prahova 249
Valcea Prahova Caras Severin 125
Constanta 85
Caras-Severin Valcea 46
Bucharest-Ilfov
Other cities 119
Constanta
58
CHaracteristics
age distribution
27% 5% 59% 9%
Baby boomers Gen X Gen Y Gen Z

(>55 yrs old) (40-55 yrs old) (25-40 yrs old) (<25 yrs old)
Gender distribution
54%
Female
32%
Male
14%
Other /
Prefer not
to answer
59
360° People Analytics
Our mission is to create the future of work by delivering complete and accurate data, as well as
innovative analytical instruments to support your workforce decisions.
PayWell Salary & Benefits 360 market data through our

Survey benchmarking surveys on
compensation and benefits,
Saratoga - Human Capital human capital performance
Benchmarking Survey
indicators, employees’ preferences
Workforce Preference Survey
Data analytics instruments
Base pay design modelling providing insights on trends,
Gender Pay Gap Assessment corelations and impact
modelling
Workforce cost modeling tool
... and many others under Up to date information on legal

development and fiscal news, as well as
relevant macro-economic data
Contact us for a detailed discussion or a demo

at: ro_paywell@pwc.com
CHARACTERISTICS
salary data
Leadership Data Collection methodology:
We collected raw salary data for each employee and we matched jobs on according to PwC standard set of positions used in salary surveys,
Customer
service adapted to fit the structure previously used in ABSL reports.
Benchmark jobs catalogues were used, comprising 838 benchmark jobs, grouped in two categories:
Finance
- general jobs, common to all industries (399 jobs);
- specific jobs for BPO&SSC: Non-tech (168 jobs), Tech (271 jobs).
Human resources
We have collected full compensation data (base pay, fixed and variable bonuses, benefits value, allowances). The data provided in this report
includes main statistics related to base pay by position. All data that is provided is base pay in Gross RON monthly values. Participants can access
Marketing the other information on the PwC PayWell platform, based on the user name and password. For any information or technical issues, please
contact us at ro_paywell@pwc.com.
Supply chain The data is presented by the following business segments (please use the embedded hyperlinks). The report provides statistics only for positions
reported by at least 3 companies. Only operational positions are included in this report. Support functions statistics are available on the above
Project / Process mentioned platform:
management
IT Deployment &
maintenance
Analysis, IT
project / product
management leadership customer FINANCE human marketing SUPPLY
IT Planning & service resources CHAIN
development
IT Testing &
implementation
project / IT deployment & Analysis, IT project IT planning & it testing &

process maintenance / product development implementation
management management
61
CHARACTERISTICS
leadership
LEADERSHIP Job title 10th percentile Median 90th percentile
Customer
Head of Division 16,022 24,387 37,174
service
Finance SSC / Account / Location Lead 17,009 24,827 37,565
SSC / Location Lead sr. - 41,666 -

Human resources
Executive SSC / BPO (board level) 34,804 41,986 57,796

Marketing
Supply chain
Project / Process
management
IT Deployment &
maintenance
Analysis, IT
project / product
management
IT Planning &
development
IT Testing &
implementation
Monthly Gross RON values
62
CHARACTERISTICS
customer service
Leadership
Leadership
CUSTOMER Job title 10th percentile Median 90th percentile
SERVICE
Customer Service Manager 12,598 17,825 25,844

Finance
customer service
Human resources
Job title 10th percentile Median 90th percentile

Marketing
Customer Service Specialist jr. 3,048 4,280 6,362
Supply chain
Customer Service Specialist 5,124 7,243 9,294
Project / Process
management Customer Service Specialist sr. 6,912 9,159 11,916
IT Deployment &
maintenance Customer Service Process Manager/ SME 8,153 10,892 17,897
Analysis, IT
project / product Customer Service Team Leader 8,138 11,452 15,296
management
IT Planning &
development
customer training administration
IT Testing & Job title 10th percentile Median 90th percentile

implementation
Customer Training Administration Specialist 5,410 7,240 10,178
Customer Training Administration Specialist sr. 7,692 9,671 13,978
Customer Training Administration Team Leader 8,169 10,941 16,452

63
CHARACTERISTICS
Know Your Customer

Leadership Job title 10th percentile Median 90th percentile
CUSTOMER
KYC Analyst 5,829 8,549 9,583
SERVICE
Finance KYC Analyst sr. - 15,629 -
Human resources Subscription Management

Marketing
Subscription Management Specialist jr. 5,915 6,377 6,921

Supply chain
Subscription Management Specialist 5,841 7,411 10,274

Project / Process
management
Subscription Management Team Leader - 14,590 -
IT Deployment &
maintenance
Analysis, IT
project / product
management
IT Planning &
development
IT Testing &
implementation
64
CHARACTERISTICS
Finance
Leadership Leadership
Customer Job title 10th percentile Median 90th percentile
service
Accounting Manager 14,022 18,579 23,018

FINANCE
Finance Manager 15,283 20,512 31,057

Human resources
General Ledger
Marketing

Supply chain
General Ledger Accountant jr. 5,051 6,341 7,932
Project / Process
management
General Ledger Accountant 6,345 8,058 10,051
IT Deployment &
maintenance General Ledger Accountant sr. 8,280 10,754 12,590
Analysis, IT
project / product General Ledger Process Manager / SME 10,701 13,164 16,902
management
IT Planning &
development General Ledger Team Leader 10,919 13,814 18,974
IT Testing &
implementation
65
CHARACTERISTICS
Accounts Receivable
Customer Accounts Receivable Accountant jr. 5,406 6,392 7,996

service
FINANCE
Accounts Receivable Accountant 6,100 7,494 9,544
Accounts Receivable Accountant sr. 8,394 10,327 13,293

Human resources
Accounts Receivable Process Manager / SME N/A 13,127 N/A

Marketing
Supply chain Accounts Payable
Project / Process Job title 10th percentile Median 90th percentile

management
Accounts Payable Accountant jr. 3,827 5,830 7,834

IT Deployment &
maintenance
Accounts Payable Accountant 5,842 7,354 9,463
Analysis, IT
project / product
management
Accounts Payable Accountant sr. 7,155 9,056 12,536
IT Planning &
development
Accounts Payable Process Manager/ SME 9,777 12,557 14,819
IT Testing &
implementation
Accounts Payable Team Leader 10,256 12,935 16,197
66
CHARACTERISTICS
Financial Analysis
Leadership
Customer
service
Financial Analyst jr. 3,677 5,030 7,694
FINANCE Financial Analyst 7,116 9,173 11,090
Human resources
Financial Analyst sr. 9,834 12,652 15,759
Financial Controller/ Financial Operating Officer 11,261 15,001 20,521

Marketing
Financial Analysis Team Leader 13,027 17,283 22,611

Supply chain
Project / Process
management
Financial Reporting
IT Deployment & Job title 10th percentile Median 90th percentile

maintenance
Analysis, IT Regulatory Reporting Analyst jr. 5,515 7,158 9,147

project / product
management
Regulatory Reporting Analyst 7,943 10,324 11,796
IT Planning &
development
Regulatory Reporting Analyst sr. 10,891 12,495 15,498
IT Testing &
implementation
Regulatory Reporting Team Leader 14,619 16,036 17,219
67
CHARACTERISTICS
Credit and Collection

Leadership
Customer
service
Credit Specialist jr. 3,360 3,758 7,680
FINANCE Credit Specialist 5,275 7,862 9,675
Credit Specialist sr. 5,766 8,918 11,969

Human resources
Credit and Collection Team Leader 11,520 16,002 22,390

Marketing
Supply chain SAP

management
IT Deployment &
SAP Specialist sr. 13,779 24,615 31,840
maintenance
Analysis, IT
project / product
management
IT Planning &
development
IT Testing &
implementation
68
CHARACTERISTICS
Human Resources
Leadership
HR Administration
service
HR Administration Specialist jr. 2,722 5,471 6,212

Finance
HUMAN HR Administration Specialist 5,940 7,244 8,878

RESOURCES
HR Administration Specialist sr. 7,091 9,390 13,375

Marketing
HR Administration Team Leader 8,615 11,476 14,209

Supply chain
HR Administration Manager 16,238 18,803 20,159

Project / Process
management
IT Deployment & HR Contact Center

maintenance
Analysis, IT
project / product
management
HR Contact Center Specialist jr. 5,156 5,809 7,000
IT Planning &
development
HR Contact Center Specialist 6,268 7,415 10,590
IT Testing &
implementation
HR Contact Center Specialist sr. 8,179 10,260 11,636
HR Contact Center Team Leader - 14,923 -
69
CHARACTERISTICS
Payroll
Customer
Payroll Specialist jr. 4,476 6,595 6,978
service
Finance Payroll Specialist 5,983 7,319 9,207
HUMAN Payroll Specialist sr. 7,607 8,672 11,336

RESOURCES
Payroll Team Leader - 9,998 -

Marketing
Supply chain Recruitment

management
IT Deployment &
Recruiter jr. 4,103 5,471 6,735
maintenance
Analysis, IT Recruiter 6,068 7,710 10,800

project / product
management
Recruiter sr. 7,593 9,015 12,537
IT Planning &
development
Recruitment HR Business Partner 9,281 12,906 17,101
IT Testing &
implementation
Recruitment Manager - 13,419 -
70
CHARACTERISTICS
marketing
Leadership
Leadership
service
Marketing Manager 18,836 23,142 33,606

Finance
Human resources Digital Merchandising

MARKETING
Digital Merchandising Specialist jr. 6,840 7,353 8,430

Supply chain
Digital Merchandising Specialist 8,487 8,752 9,573

Project / Process
management
Digital Merchandising Specialist sr. 11,244 12,768 15,961
IT Deployment &
maintenance
Digital Merchandising Team Leader - 12,395 -
Analysis, IT
project / product
management
Marketing Administration
IT Planning &
development
IT Testing &
implementation Marketing Administration Specialist 7,091 9,011 10,707
Marketing Administration Specialist sr. 9,146 12,846 17,247
71
CHARACTERISTICS
Tariff Making / pricing

Customer Pricing Specialist 6,380 7,339 8,477

service
Finance
Pricing Specialist sr. 10,622 11,724 16,528
Human resources
Product Management
MARKETING Job title 10th percentile Median 90th percentile
Supply chain
Product Management Specialist 6,360 8,258 13,163
Project / Process
management
IT Deployment &
maintenance
Analysis, IT
project / product
management
IT Planning &
development
IT Testing &
implementation
72
CHARACTERISTICS
Supply Chain

service
Supply Chain Manager 17,016 24,861 36,761

Finance
Human resources
Supply Chain (Logistics)

Marketing
Supply Chain (Logistics) Specialist 6,200 8,542 11,967

SUPPLY CHAIN
Project / Process Supply Chain (Supply Planning)

management
IT Deployment &
maintenance
Analysis, IT Supply Chain (Supply Planning) Specialist 7,232 9,358 10,909

project / product
management
Supply Chain (Supply Planning) Specialist sr. 8,548 12,039 15,823
IT Planning &
development
Supply Chain (Supply Planning) Process Manager/ SME 11,919 14,689 17,423
IT Testing &
implementation
Supply Chain (Supply Planning) Team Leader 12,542 16,742 22,112
73
CHARACTERISTICS
Order to Cash
Customer Order to Cash Analyst jr. 3,988 4,572 5,014

service
Finance
Order to Cash Analyst 5,785 6,920 10,962
Order to Cash Analyst sr. 7,890 11,071 14,299

Human resources
Order to Cash Process Manager/ SME 11,203 12,602 16,685

Marketing
SUPPLY CHAIN
Order Management

Project / Process
management
Order Management Specialist jr. 3,415 4,188 6,372
IT Deployment &
maintenance
Order Management Specialist 6,621 7,686 9,357
Analysis, IT
project / product
management Order Management Specialist sr. 9,053 10,304 12,525
IT Planning &
development
Order Management Team Leader 12,095 13,955 17,879
IT Testing &
implementation
74
CHARACTERISTICS
Master Data Management

Customer Master Data Management Specialist jr. 3,164 5,368 6,510

service
Master Data Management Specialist 6,315 7,768 9,554

Finance
Master Data Management Specialist sr. 7,992 10,342 13,720

Human resources
Master Data Management Team Leader - 12,613 -

Marketing
SUPPLY CHAIN Procurement Management
Project / Process
management
Procurement Management Specialist jr. 3,508 5,530 7,286
IT Deployment &
maintenance
Procurement Management Specialist 6,397 9,072 13,538
Analysis, IT
project / product
management
Procurement Management Specialist sr. 8,287 12,512 17,407
IT Planning &
development
Procurement Management Process Manager/ SME 9,686 14,107 17,391
IT Testing &
implementation
Procurement Management Team Leader 12,600 19,732 24,759
75
CHARACTERISTICS
Project / Process Management

Leadership
Leadership
service
Process Excellence Manager 19,544 24,640 30,916

Finance
Human resources
Business Analysis
Marketing
Business Analyst jr. 4,159 5,629 7,739
Supply chain
Business Analyst 6,529 8,984 12,407
PROJECT / PROCESS
MANAGEMENT Business Analyst sr. 9,247 12,756 19,961
IT Deployment & Business Analysis Team Leader - 24,139 -

maintenance
Analysis, IT
project / product Business Planning Management
management
IT Planning & Job title 10th percentile Median 90th percentile

development
Business Planner jr. 3,618 5,527 7,641

IT Testing &
implementation
Business Planner 8,503 10,435 13,411
Business Planner sr. 11,069 14,038 19,358
Business Planning Team Leader 15,449 18,520 21,444

76
CHARACTERISTICS
Change Management
Customer Continuous Improvement Specialist jr. 3,760 6,000 6,696

service
Continuous Improvement Specialist 6,835 9,233 14,422

Finance
Continuous Improvement Specialist sr. 9,156 15,604 18,317

Human resources
Continuous Improvement Team Leader 15,982 18,697 22,189

Marketing
Project Management
Supply chain
PROJECT / PROCESS
MANAGEMENT Project Manager jr. 5,603 7,731 10,632
IT Deployment &
maintenance Project Manager 9,903 12,487 16,049
Analysis, IT
project / product Project Manager sr. 13,587 20,175 26,566
management
IT Planning & Project Management Team Leader 16,774 19,659 25,387

development
IT Testing &
implementation
Transition Management
Transition Specialist sr. 9,424 10,427 17,254
Transition Manager (expert) 13,109 18,054 21,810

77
CHARACTERISTICS
it Deployment & Maintenance

Leadership
Servicing & Maintenance
service
Service Desk Agent (Level 1) 3,985 4,991 7,718

Finance
Service Desk Agent sr. (Level 1) 5,321 7,379 10,295

Human resources
Service Desk Team Leader (Level 1) 6,555 11,000 16,844
Marketing
Application Support Specialist jr. (Level 2) 4,263 4,376 7,555
Supply chain Application Support Specialist (Level 2) 6,106 9,019 14,476
Project / Process Application Support Specialist sr. (Level 2) - 12,391 -

management
IT DEPLOYMENT & Technical Support Specialist (Level 3) - 7,713 -

MAINTENANCE
Analysis, IT Technical Support Specialist sr. (Level 3) 9,312 15,091 21,303

project / product
management
Technical Support Team Leader (Level 3) 11,602 20,080 28,058
IT Planning &
development
IT Service Management Processes Specialist jr. (client) 5,491 6,752 8,430
IT Testing &
implementation IT Service Management Processes Specialist (client) 6,495 11,973 16,375
IT Service Management Processes Manager (client) 17,519 22,300 30,546
IT Service Management Processes Director (client) 30,170 37,760 45,068
78
CHARACTERISTICS
Analysis, IT project / product management

Leadership business AnalYsIs
service
Business Analyst 8,983 11,430 17,015

Finance
Business Analyst Sr. 12,947 17,387 22,832

Human resources
Technical Analyst / Solution Architect 8,815 13,847 21,539
Marketing
Supply chain
Project / Process
management
IT Deployment &
maintenance
ANALYSIS, IT
PROJECT / PRODUCT
MANAGEMENT
IT Planning &
development
IT Testing &
implementation
79
CHARACTERISTICS
Consultants & Project Leads

Customer Knowledge Manager 5,641 6,221 8,102

service
Knowledge Manager sr. 7,800 12,820 22,965

Finance
IT Consultant 8,621 10,913 14,470

Human resources
IT Consultant sr. 13,859 21,250 30,720
Marketing
IT Project / Product Owner (core business) 6,561 7,593 10,455
Supply chain IT Project / Product Owner sr. (core business) 9,050 15,380 24,179
Project / Process IT Project / Product Manager (core business) 15,399 22,750 30,074
management
Change Manager 8,033 10,367 13,200

IT Deployment &
maintenance
Scrum Master - 16,346 -
ANALYSIS, IT
PROJECT / PRODUCT
MANAGEMENT Coach 9,863 26,667 31,137
IT Planning &
development Service Level Manager 16,930 21,642 27,500
IT Testing &
implementation
80
CHARACTERISTICS
it Planning & Development


service
Release Manager 15,354 21,004 27,745

Finance
Software Development Manager 16,327 25,649 42,465

Human resources
Development Manager 26,739 29,667 34,829
Marketing
Software Development Manager sr. / Technical Lead 27,148 30,861 35,621
Supply chain
Development Director - 35,725 -
Project / Process
management Analisys
IT Deployment &
maintenance
Analysis, IT
project / product
Software Analyst jr. 5,128 7,745 9,391
management
IT PLANNING & Data Analyst (other) 6,366 9,113 16,299

DEVELOPMENT
IT Testing & Architecture

implementation
Software Architect 9,051 18,351 25,745
Functional Architect sr. 21,462 25,400 30,951

81
CHARACTERISTICS
Database
Customer Database Warehouse Administrator 7,467 8,161 9,572

service
Database Security Specialist sr. - 19,753 -

Finance
Human resources Cyber Security

Marketing
Cyber Security Specialist jr. - 5,397 -

Supply chain
Cyber Security Specialist - 16,354 -

Project / Process
management
Cyber Security Analyst sr. 13,630 17,094 21,847
IT Deployment &
maintenance
Operational IT Risk Analyst sr. - 20,000 -
Analysis, IT
project / product
management Cyber Security Director - 38,054 -
IT PLANNING &
DEVELOPMENT
IT Testing &
implementation
82
CHARACTERISTICS
Generic junior
Customer Software Engineer jr. 5,341 6,437 8,256

service
Software Developer jr. (full stack) 9,231 12,702 16,300

Finance
Human resources Generic standard
Marketing
Software Developer (full stack) 8,550 14,233 20,836

Supply chain
Software Engineer 11,246 14,568 22,947

Project / Process
management
Software Developer (low code) 10,770 15,075 21,539
IT Deployment &
maintenance
Dev-ops Engineer 13,966 16,934 19,789
Analysis, IT
project / product
management
Generic Senior (engineers)
IT PLANNING &
DEVELOPMENT
IT Testing &
implementation
Software Developer sr. (low code) - 21,774 -
Software Engineer sr. 15,615 23,967 30,870
Dev-ops Engineer sr. 24,362 28,390 33,317
83
CHARACTERISTICS
Specific junior
Customer Software Developer jr. Java 4,617 7,000 12,114

service
Finance
Specific standard
Human resources
Marketing Software Developer Business Intelligence 9,385 12,435 21,101
Supply chain
Database Developer SQL 9,194 13,023 14,876
Project / Process
Software Developer Java 6,969 16,973 23,012
management
IT Deployment &
maintenance Specific Senior (engineers)
Analysis, IT
project / product Job title 10th percentile Median 90th percentile
management
IT PLANNING &
Software Developer sr. Business Intelligence 13,433 17,850 24,783
DEVELOPMENT
Software Developer sr. RPA 13,000 19,231 22,781
IT Testing &
implementation
Database Developer sr. SQL 16,155 20,675 22,087
Software Developer sr. Java - 23,249 -
Software Developer sr. .NET 19,935 25,611 30,688
84
CHARACTERISTICS
Network & Hardware

Customer Network Operations Specialist 3,969 7,325 11,305

service
Network Operations Specialist sr. 9,866 13,635 20,320

Finance
Network Security Specialist sr. - 19,658 -

Human resources
Network Architect / Designer sr. 15,202 20,381 28,204
Marketing
Hardware Specialist sr. (servers) - 14,980 -
Supply chain
Integrations
Project / Process
management Job title 10th percentile Median 90th percentile
IT Deployment & Integrations Manager 17,615 25,756 29,503

maintenance
Analysis, IT
project / product Learning
management
IT PLANNING &
DEVELOPMENT
Instructional Designer 6,000 7,856 13,388
IT Testing &
implementation
UI & UX
UI/UX Designer 8,205 10,463 16,575

85
CHARACTERISTICS
it Testing & Implementation

Leadership QA & Testing
service
Tester 2,769 6,361 8,205

Finance
Tester sr. / Embedded Tester - 10,330 -

Human resources
Testing / QA Analyst 5,402 8,520 10,399
Marketing
Testing / QA Analyst sr. 9,315 12,669 16,957
Supply chain Testing / QA Engineer 6,837 10,605 14,769
Project / Process Testing / QA Engineer sr. 14,254 17,230 21,152

management
Testing / QA Software Engineer 9,231 10,539 14,539

IT Deployment &
maintenance
Testing / QA Software Engineer sr. 14,807 16,923 20,123
Analysis, IT
project / product
management Testing / QA Automation Software Engineer sr. 11,402 22,707 26,881
IT Planning &
development Testing / QA Team Leader 13,955 16,923 21,724
IT TESTING &
IMPLEMENTATION
Testing / QA Manager 19,508 22,462 26,113
86
CHARACTERISTICS
salary increases
SALARY INCREASES
Companies that provided increases in 2022 Average Salary increase*
Fixed Bonuses
Allowances
Performance
Bonus /
Sales commision
100% 11%
Company car
7.70%
7.40%
Benefits Of companies provided 6.40%
salary increases 5.40%
5.20% Average salary increase this
Long Term year computed on a constant
Incentive Plan 2021 2022 2023 sample 2022 vs 2021
Language
allowance Planned
Performed
* Averages calculated based on estimations

provided by participants.
87
CHARACTERISTICS
Timing of annual increases
SALARY INCREASES 56%
Fixed Bonuses
Allowances
Performance
Bonus /
Sales commision
Company car
15%
8%
Benefits
0%
Long Term 1st trimester 2nd trimester 3rd trimester 4th trimester
Incentive Plan
Language
allowance Salary negociation practice
79% 31%
No
25%
Net
Of companies have
answer
a grading system
implemented 44%
Gross
88
CHARACTERISTICS
Fixed Bonuses
Types of bonuses
Salary Increases Christmas 63%
FIXED BONUSES
63% Easter
Christmas (for children only) 30%

53%
Of companies offer
Allowances fixed bonuses 1st of June 23%
Performance 8th of March 20%

Bonus /
Sales commision
Fidelity/ Length of Service 13%
Company car
13th month salary 13%
Benefits
average amount of bonuses offered (Gross Ron/employee) Holiday 13%
Long Term
Incentive Plan
3.196 3.195 605 Other
Birthday
13%
10%
Fidelity/ Length of Holiday Christmas
Language Service
allowance Company day 3%
392 205 187

Easter 1st of June Christmas (for
children only)
176 161
8th of March Birthday
89
CHARACTERISTICS
Allowances
Types of allowances
Salary Increases Overtime 100%
Fixed Bonuses
88% Weekend
Nightshift 40%
79%
Of companies offer
ALLOWANCES allowances On-call 33%
Performance Length of Service 10%

Bonus /
Sales commision
Mobility 7%
Company car
Presence 5%
Benefits Management 2%
Confidentiality 2%
Long Term
Incentive Plan
average level of allowances (above the law)
Language
allowance
200% 150%
Overtime Weekend
148%
Nightshift
90
CHARACTERISTICS
PERFORMANCE BONUS / SALES COMMISSION
Salary Increases
Fixed Bonuses 85% 13%

Of companies Of companies offer
Allowances
offer performance sales commission
bonus
PERFORMANCE
BONUS /
SALES COMMISION
Company car
Performance bonus Payout
Benefits
79% 18% 3%
Annually Quarterly Bi-annually
Long Term
Incentive Plan
Language
allowance
Average Performance bonus
Target 8%
Paid 8%
(% of total salary budget)
91
CHARACTERISTICS
Company car
Type of car
50%
Salary Increases
Specific car brand Management

Specialists
46%
60%
Fixed Bonuses and type for this category Enabling staff 33%
Of companies offer
company car Up to a certain engine capacity 25%
Allowances 13%
Up to a certain price
Performance
Bonus /
Sales commision
87% Discretionary
Same car brand 4%
13%
Of companies and type for all employees

COMPANY CAR offering company
car allow both
work related and
Benefits personal usage
Long Term
Incentive Plan
renewal policy
Language
cost coverage by company
allowance
Average car acquisition price (RON) 196 k
4%
km considered 100 k 25%
Fuel Insurance Maintenance
years considered 4 100%
75% 96%
Fully Partially
92
CHARACTERISTICS
Benefits elegibility (%)
Salary Increases
Meal tickets 94% Private pension plan 23%
Annual leave days (above 21) 94% Corporate discounts 23%
Fixed Bonuses
Coffee and/or refreshments 81% Transport allowance 23%
Allowances
Medical subscription 79% Shorter Friday 23%
Flex time 69% Special occasion gift 23%
Performance
Bonus /
Special ocasion bonus 65% Holiday vouchers 21%
Sales commision
Bookstore 58% Coaching 19%
Company car Team buildings 54% Cultural activities 19%

CSR activities 54% Company car benefit 19%
BENEFITS Study leave policy 50% Kindergarden 15%

Life insurance 40% Fee coverage for professional bodies 15%
Long Term Foreign language / lifestyle 38% Sabbatical 15%
Incentive Plan
Medical insurance 35% Non compete clause 14%
Language Sport subscription 33% Wellness 10%
allowance
Transportation benefits 33% Team sports 10%
Entertainment 31% Canteen / delivered meals 10%
Therapy Sessions 29% Dental benefit 8%
Mobile communication 29% Massage at work place 8%
Discounts for company products 25% Nursery vouchers 4%
Relocation bonus 25% Coworking spaces outside workplace 4%
93
CHARACTERISTICS
benefits value (Gross RON / year)

Minimum Average Maximum Some companies only provided ranges (min to max), while
Salary Increases
others only provided averages. The outcome may not always be
Company car benefit 26,475 28,633 35,326 consistent for this reason (e.g. average bigger than maximum).
Transport allowance - 21,900 -
Fixed Bonuses
Holiday vouchers 2,000 6,075 5,040
Meal tickets - 4,609 -
Allowances
Special ocasion bonus 3,891 3,487 19,760
Performance Mobile communication 1,649 3,319 2,299
Bonus /
Sales commision Transportation benefits 1,542 2,708 2,780
Sport subscription 350 1,512 1,082
Company car
Private pension plan 1,350 1,483 1,560
Medical insurance 1,530 1,342 1,805
BENEFITS
Foreign language / lifestyle - 1,108 1,733
Long Term Team buildings 544 940 2,134
Incentive Plan
Medical subscription 742 751 1,063
Language Therapy Sessions - 645 8,347
allowance
Bookstore 272 518 613
Life insurance - 448 -
Coffee and/or refreshments 278 417 439
Entertainment - 403 -
Wellness - 390 -
Special occasion gift 183 271 -
Minimum Average Maximum

Annual leave days (above 21) 22 days 25 days 28 days
94
CHARACTERISTICS
benefits coverage
Salary Increases benefits fully covered by company

Medical subscription 65%
Fixed Bonuses Bookstore 54%
Mobile communication 52%

Allowances
Life insurance 35%
Performance
Bonus / Medical insurance 29%
Sales commision
Foreign language / lifestyle 29%
Company car
Entertainment 19%
40% of respondents
BENEFITS Private pension plan 17% have a flexible benefit scheme
implemented
Therapy Sessions 17%
Long Term
Incentive Plan Holiday vouchers 13%
Language Sport subscription 6%

allowance
benefits partially covered by company (top 3)

Sport subscription 19%
Private pension plan 6%
Medical subscription 6%
95
CHARACTERISTICS
Long term incentive plan
Salary Increases
Fixed Bonuses 33%

Of companies
Allowances offer long terms
incentive plans
Performance
Bonus /
Sales commision
Company car
types of long term incentives offered

Benefits
Restricted stock Stock option

LONG TERM
INCENTIVE PLAN
Management Management Specialists
Language
allowance 33% 15% 10%
96
CHARACTERISTICS
LANGUAGE ALLOWANCE
LANGUAGEs used Number of different languages used
Salary Increases
Fixed Bonuses
25%
77% 77% Of 51 responding
Allowances companies provided
data regarding
Performance
Bonus /
language allowances
Sales commision
Company car 54% 54%

38% 23% 23% 15%
Benefits 46% 46% 1-5 6-10 11-15 16-20

No. of different languages used
Long Term 38% 38% 38% 38% 38% 38%

Incentive Plan
LANGUAGE
ALLOWANCE
23% 23% 23% 23% 23% 23% 23% 23%
15% 15%
8% 8% 8% 8%
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Fr Ge It
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97
CHARACTERISTICS
Amount of allowance offered (average Gross RON / year)

Minimum Average Maximum
Salary Increases
Chinese - 38,472 -
Czech 10,068 30,780 41,028
Fixed Bonuses
Swedish 11,508 30,144 36,924
Norwegian 14,388 29,400 41,028
Allowances
Dutch 8,628 26,760 43,200
Performance
Bonus /
Danish - 26,268 -
Sales commision
Serbian 5,280 25,092 31,680
Company car Slovak - 22,764 -

Portuguese 6,036 21,600 34,560
Benefits Polish 7,920 21,144 30,768
Bulgarian 12,000 20,424 34,884
Long Term
Incentive Plan German 4,896 19,248 38,532
Turkish 5,280 14,964 43,200
LANGUAGE
ALLOWANCE Hungarian 6,036 14,952 34,884
Hebrew 6,036 14,292 21,600
Greek 10,068 12,288 13,200
Arabic - 11,376 -
Russian 4,680 11,352 17,280
French 2,364 11,064 36,000
Italian 1,584 9,840 21,600
Spanish 3,168 7,392 12,960
98
CHARACTERISTICS
Allowance by language family (Gross RON / year) Employees using language family (%)
48.31%
Salary Increases Minimum Average Maximum
East Asian 30,780 38,472 41,040

Fixed Bonuses
32.99%
Slavic 4,680 18,828 41,028
Allowances
Germanic 3,000 17,004 43,200
Performance
Bonus /
Sales commision
Turkic 5,280 14,964 43,200 12.39%
Company car Uralic 6,036 14,832 34,884

2.21% 2.02% 0.98% 0.86% 0.25%
Afroasiatic 6,036 13,380 21,600
ce ic ic
al
ic ki
c
at
ic ni
c
ia
n
av
Benefits
an an l Ur
r i le s
Hellenic 10,068 12,288 13,200 m rm S Tu as el tA
Ro Ge ro H s
Af Ea
Long Term
Incentive Plan Romance 1,584 10,320 36,000
Main languages of each category
LANGUAGE
ALLOWANCE
Romance: Spanish, Portuguese, French, Italian, Romanian, Catalan;
Germanic: German, English, Dutch, Swedesh, Norwegian, Danish,
Icelandic, Afrikaan;
Slavic: Czech, Belarusian, Croatian, Russian, Slovak, Bulgarian,
Bosnian, Serbian, Polish, Ukrainian, Slovene, Macedonian;
Uralic: Finnish, Hungarian, Estonian;
Turkic: Turkish, Azerbaijani, Tatar, Kazakh, Uzbek;
Afroasiatic: Arabic, Egyptian, Hebrew, Berber;
Hellenic: Greek, Macedonian;
East Asian: Japanese, Chinese, Korean, Thai, Vietnamese,
Indonesian, Malay, Hindi, Filipino, Mongolian.
99
CHaracteristics
The way employees view work and their workplaces changed profoundly
article provided by Regina Maria Private Healthcare Network
After two years of pandemic challenges that changed profoundly the way in Ukraine (higher costs, fear of war, empathy for the citizens of Ukraine).
people work, live, and their perspective to health, prevention became even
Two thirds of the respondents consider that the psycho-emotional
more important for everyone. Confronted with major health concerns
wellbeing should be regularly checked and 44% consider therapy
caused by a potential infection with Coronavirus, everyone became more
could help. 22% of the participants declares that they felt the need to
willing to put their health first and be more careful in their day-to-day
talk to a mental health professional over the last year. However, only
life. For employees, this translated in a more balanced view to life – now
50% of them actually started therapy. This has multiple causes, from
employees want a more relaxed work schedule that will let them enjoy
financial reasons to cultural reasons (shame, fear of indiscretion) – we
their passions and free time, work environments that are careful with
are ashamed of tackling our mental health problems even though now
their needs, and value more psychological and emotional wellbeing.
more than ever we are suffering from them - according to Oana Nicolau,
Exhausted by all the stress caused by the pandemic and the socio-economic co-founder of the psychotherapy clinic with the same name, recently
instability that followed, many employees decided to quit and redefine their integrated in Regina Maria Private Healthcare Network.
career path and what truly matters to them. This gave the start of The Great
Mental health issues are very worrying when it comes to work: 55%
Resignation, a wave of global job quitting in all areas and industries, and
of the Romanian employees suffer from exhaustion related to work,
a new approach on the labour market – now not only the companies are
according to the same report, while 30% declares that their professional
the ones that choose employees, but employees feel more confident to be
life negatively affects their personal life: 32% of the participants in the
selective on their employer based on putting their particular needs first.
study told researchers that their family time is reduced because of
In Romania, data from The Labour Inspection show that the number of work; 36% feel very tired, 32% show a greater irritability, 30% cannot
resignations registered in 2021 was 25% higher than in 2019. People in relax while being at home because of work-related thoughts, and 23%
the HoReCa industry led the way in terms of the number of people who of employees feel that work stops them from being the ideal partner
quit, followed by grocery shop sellers and construction workers. or parent at home. 38% even say that they “forget about themselves”
while working.
Over half of the Romanian employees, at the risk of suffering from
burnout. The importance of mental health in the workplace All these numbers hide a bigger problem – burnout risk. Defined by the
World Health Organization as an “occupational phenomenon” that results
A recent study conducted by D&D Research for Regina Maria Private
from chronic workplace stress, burnout vastly lowers the productivity
Healthcare Network reveals that 1 in 2 people had a psycho-emotional
and the quality of life for employees. In this context, mental health in
problem over the last year. Most people have individual problems
workplace becomes extremely important, with managers and leaders
(stress, anxiety, phobias, fear) – 58% followed by relationship-oriented
being the ones who can “destigmatize” the subject and encourage
problems. 55% of the Romanians felt a negative effect of the pandemics
employees to seek help when they need it.
on their mental health; 1 in 2 people is emotionally affected by the conflict
100
CHaracteristics
38% of Romanian employees suffer from burnout, according to the reach their full professional potential and prioritizing their wellbeing
study conducted by Regina Maria. 48% of the respondents declare their instead of performance indicators.
workload is very high, due to an unreasonable work rhythm (58%).
Healthy organizational cultures are the catalyst of wellbeing at
Normalizing discussions about mental health at the office and work
underlining that a mental health problem does not mean incompetence
One of the most important parts of a company is its organizational culture.
is a good start to help everyone feel more secure to address the issues
Defined as a set of guiding practices and core values that are a key in
when needed. Furthermore, trainings aimed at developing soft skills (like
organizations’ success and employees’ engagement and performance,
building positive relationships, empathy, openness etc.) for managers
organizational culture is hard to build and a constant effort to maintain,
and leaders can be useful to help them better grasp how to promote a
but in the end will define who that company is as an entity. A healthy
healthy work-life balance.
organizational culture acts as a catalyst of a healthy work environment
HR professionals can also be of help here. Periodic check-ups of the where employees can thrive.
employees through anonymous questionnaires or feedback can reveal
Through a healthy work culture organizations can protect their employees
problems that lead to burnout and poor mental health balance within
from burnout and increase their performance and satisfactions. Studies
the company. Once the sources are identified, the company can try to
show that employees that work within a company that offers a healthy
solve the “pressure points” and offer their employees a better, more
work environment usually take less sick leave days and are more
relaxed, work environment. In fact, if a company wants to put mental
productive overall. Although building an organization culture is a long-
health among the priorities within the organization, human connections,
stretched effort and takes time and commitment, experts say that the
empathy and truly understanding their employees are key. This way, the
process cannot be “reverse-engineered”, so you cannot skip the efforts
company shows that they are a people-first organization, and they truly
or burn through steps to have it put in place quicker.
care to adapt to their employees’ needs more than they care about profit.
The benefits packages can also include psychological support services Building a healthy organizational culture is essential for creating a
by default and employees should be constantly encouraged to access balanced work environment that also promotes what defines the
them without shame or judgement. company – the values and mission. These are the “pillars” that the rest of
the organizational culture is built on. Maintaining the values and mission
With clear policies regarding mental health, organizations can break
as a compass for the company also sets an example for employees
the stigma, promote acceptance, and in the end lead to a more inclusive
and builds trust within the teams – they know that their employer
work environment. Mental health in workplace is not a fad, but a key
is committed in its journey to accomplish the mission. Setting clear
component of having healthy, happy employees. By removing the
policies and expectations is another way to create healthy boundaries
stigma and barriers that surround maintaining good mental health
in the workplace – employees will know what is expected from them at
organizations are opening the way to their employees and help them
101
CHaracteristics
all times. Managers and leaders in a healthy organizational culture also from anxiety also have intrusive thoughts, problems staying focused,
make sure the employees feel valued and “seen” – constant feedback, or restlessness and insomnia, among other symptoms. World Health
recognition of hard work and merits are key here and will help the teams Organization also expressed concern after studies have shown that the
stay grounded, and feel understood by their superiors and this will pandemic raised the prevalence of anxiety with 25% globally.
create a sense of psychological safety. As a rule, healthy work cultures
In Romania, the study by D&D Research made for Regina Maria shows
tend to be more action oriented, more in-tune with their employees, and
that in the last year 22% of people felt the need to talk to a professional
always open for changes to better serve their needs. In healthy cultures,
about their problems, and 13% say that they actually had emotional or
learning and development is a key component and growth mindset is
psychological problems in the last year, but only 11% of the respondents
encouraged. The D&D Research study for Regina Maria mentions that
declared that they actually went and started therapy or counseling.
only 1 in 3 people say they have a hobby outside of work, so a flexible
learning and development approach from the company they work for In this context, dealing with anxiety as a day-to-day barrier in workplace
might make a difference. In healthy organizational cultures the company is not an easy task. The combination of intense feelings and physical
not only offers opportunities for people to develop their job-related symptoms that often occur at the same time when we feel anxious is
skills, but also various programs or courses that will help them explore a challenge especially at work because it is in an environment where
new areas and passions. Furthermore, when there is a problem, a healthy most people tend to do anything to keep the appearances and look
work culture addresses and solves it with agility, responsibility, and care professional at all costs. However, there are a few strategies that can
about the teams. help like breathing exercises (one of the most efficient way to stop an
anxiety attack), trying to make “reason” with the irrational thoughts by
People are the most valued asset of any organization, so creating a
asking ourselves if what we think is actually back up by real evidence, or
healthy organizational culture may be a constant effort, but will improve
even trying a distraction (like go for a break, talk to a colleague, or check
the mental wellbeing and performance of the teams, which in turn will
Social Media) to stop the loop of escalating negative thoughts.
contribute in maintaining a vibrant, comfortable, and creative work
environment. In other words, it’s a two-way street with major benefits However, the most effective way to deal with the problem is going for its
on both sides. Especially now when health and mental balance became roots with a mental health professional. Chronic stress and anxiety that
highly valued for employees, employers are in the position to help them are ignored for a long period of time will eventually begin to affect our
thrive in office and make the most out of their careers. health, but a good therapist can guide any employee through the process
and act as a compass to help them find the right way and successfully
Keeping anxiety at bay in the workplace
tackle anxiety to break free from its burden.
Many of the employees that are dealing with anxiety find it hard to tackle
this topic in work environments. American Psychological Association
defines anxiety as a feeling that generates states of concern, tension, or
even physical symptoms like high blood pressure. Most people suffering
102
din angajații din
mediul privat sunt
#peabonament Mai multe informații despre
beneficiile abonamentelor
Investiția în abonamentele medicale se întoarce în sistem,

în beneficiul tuturor pacienților. Este un cerc virtuos,
prin care avem grijă unii de ceilalți.
CHaracteristics
New Technologies and their Impact in the New Era of Workplace Relationships
article provided by ZRVP Attorneys at Law
The pandemic context was and still is a defining catalyst for the the all so present interest of employees for a remote work environment.
accelerated evolution of remote work relationships.
The topics below have been the ones that kept employers busy and concerned:
Before any materialization of the plausible concerns of both employees
and employers regarding the effects of the health pandemic, labor Security concerns
relations were already in full process of being redefined. Main keywords Significant security risks should be accounted when implementing new
were remote work, hybrid work schedule and long-distance benefits. technologies. Notably, personal data security breaches are generated
As a result of these new realities, the vectors on which employers mainly by non-compliance with the provisions of art. 32 GDPR as a direct
had to focus were the ones that at that time represented genuine “art consequence of the non-implementation of technical measures and
nouveau” concepts, but which later became the norm, respectively: AI, appropriate organizational measures, which lead to the disclosure or
data security protocols and biometric security parameters. unauthorized access to data, as well as the fact that controllers generally
do not take associated measures to ensure that any person acting under
Among the main tectonic changes, including mindset-related, were those their authority, of the operator and who has access to personal data
affecting employers and their openness to using new work technologies, does not process them except at the request of the controller.
tools (and even monitoring programs) for developing remote work
relationships in the best conditions, with the goal of ensuring the highest The workplace could also take advantage of these new practices and
efficiency and productivity standards among employees. technologies to enhance quality of services. For example, monitoring
systems used by employers to analyze the voice and words of call center
Given this paradigm shift, all now “historic trends” had to align with the agents. However, issues of transparency, information and, in some
new hype on the block, and “align” is a mild term, given that any stiffness cases, consent will remain major issues to deal with.
with these new realities could spell disaster on all labor relations, in all
their vertical and horizontal interconnections. Interplay between data protection and AI
As a first-hand legal service provider for top employers acting on the Even though the joint opinion on the European Data Protection
Romanian labor market, we have witnessed the changes various work Supervisor and the European Data Protection Board on the proposal for
environments have undergone in the last year. a Regulation laying down harmonized rules on artificial intelligence (AI
Act) may be seen as particularly useful in highlighting certain aspects
Along with the GDPR setting a high threshold and the continuous strike that controllers must take into account, one may consider that efforts
to find the balance between protecting the interests of the data subjects are still needed until a unitary functional legal framework protecting
and the interests of their own organization, it is almost a mandatory fundamental rights while supporting innovation, offering transparency
necessity for any employer to put in place new digital tools, making good and predictability to controllers on the measures they must consider in
use of both creativity and innovation to apply GDPR regulations, given the implementation of such systems comes into place.
104
CHaracteristics
Employers must relate to the fact that data protection regulation remains As relates to processing of gender identity, disability, and ethnic origin,
agnostic when it comes to technical devices and interfaces: the collection which are part of sensitive data category, such processing is subject to
and processing of data will not be substantially different from what we the conditions provided by art. 9 GDPR. Under such scenario employers
know, and the obligations of data controllers will remain the same. should comply with the conditions provided by the law that require to
previously inform their employees and obtain their consent. Various
On a different note, the National Supervisory Authority for Personal Data examples on previous fines given regarding biometric data are a
Processing (“N.S.A.P.D.P.”) has recently contributed to all so growing statement, where the decision was also confirmed by the courts, stating
number of academic/jurisprudential materials that provide guidelines the failure to prove informed consent and prior notice of employees.
to the public as regards the processing of sensitive data, even those Additionally, employers should consider the recommendations of the
undergone by employers. Below our takes from the released contribution European Committee for Data Protection that emphasize the need of the
by N.S.A.P.D.P. data controllers to innovate to find new solutions and better support
New releases of the supervisory authority the protection of personal data and the interests of data subjects. It is
straight forward that consent can only be an appropriate lawful basis if
1. Hints related to processing of sensitive data a data subject is offered control and a genuine choice whether to accept
or decline the terms or decline them without detriment.
In its last version of the annual report, N.S.A.P.D.P. assessed in an
investigation to a controller processing biometric data (fingerprints) for 2. More visible consolidation of data subject rights
the monitoring of access and attendance of employees, that processing
must be adequate, relevant, and limited to what is necessary in relation It is not a surprise that GDPR aims to strengthen and to grant tangible
to the purposes for which such data is processed (“data minimization”). control over personal data to data subjects.
Various investigations restated the approach of the authority that the N.S.A.P.D.P. has continued its practice in consolidating even more the
employee-employer relationship is, by its nature, disproportionate in the exercise of data subjects’ rights as demonstrated by the reality that in
sense that it had appeared that only in particular cases the employee is most of the investigations the outcome was to apply a fine following a
in a position of power over its employer. complaint lodged by a data subject.
Therefore, it may be depicted that the use of biometric data might be Employees’ rights, including from the perspective of rights provided by
allowed on a case-by-case basis, if the measure is not disproportionate GDPR, are enhanced. Key elements are:
and in line with the data protection principles mentioned in the law, • the exercise of the rights of the data subjects is essential for any
and the employer proves the conditions for implementing such new artificial intelligence system;
technologies.
• data subjects should be informed when their data are used for
Other challenging elements may arise from processing of sensitive learning and prediction purposes.
categories of personal data in the scenario of implementing a diversity
and inclusion program for its employees.
105
CHaracteristics
Nonetheless, an opinion of the authority would be more than welcomed

on a minimum of requirements that controllers should have in mind
when using applications/systems based on AI given that at this stage
there could be a rather subjective area in the analysis that a controller
should currently carry out when implementing such systems.
The genie has left the lamp and there is no going back
Given the current workplace realities, remote work is here to stay, and
employees will continue to seek and base their workplace preferences
decisions upon this primary go-to choice.
Remote workers tend to be extremely satisfied with their option and

most organizations employing remote workers are doing so as part
of “hybrid” teams that utilize both remote workers and office-located
staff. Currently, there is no perfect recipe for all employees, but we can
say that there is a tendency that data and technology should be used
to empower, rather than to control or categorize individuals. Employers
who tend to quickly understand this new paradigm shift are the ones
who will have a head start compared to their fellow competitors in the
workplace market.
106
12 Plantelor Street, District 2,
Bucharest RO-023974, Romania
Tel.: +4021 311 05 17
Fax.: +4021 311 05 19
E-mail: office@zrvp.ro
5.
OFFICE MARKET

CHARACTERISTICS
RomaniaN Office Market - In search for a new balance

article provided by JLL
After a healthy recovery in 2021, the office market in Romania seems to is still common practice. This also limits the growth of the office market
stagnate in 2022 or even marginally decrease compared to the previous to some degree, although comes as a secondary factor.
year, as the energy crisis hits Europe. Therefore, the local market is in search of a new balance, after absorbing
In 2021, gross office take-up in Romania (Bucharest plus Cluj-Napoca, the impact of the two successive crises.
Timisoara, Iasi and Brasov) increased by 52% when compared to 2020, Macroeconomics
the first year of the COVID-19 pandemic, reaching close to 440,000 m². After a 3.7% GDP contraction in 2020, under the impact of the COVID-19
Moreover, net take increased by almost 70% during the same period, to pandemic, the Romanian economy increased by an impressive 5.9% in
211,800 m². 2021. For 2022 , despite the economic challenges, a 3.5% increase is
During the first 9 months of 2022, gross office demand in Romania expected, according to the official prognosis. However, the World Bank
decreased by 16.5% compared to the same period of 2021, reaching predicts a 4.6% growth rate, while the International Monetary Fund
260,200 m². However, net take-up was only 3.8% lower during the same gives an even more optimistic rate of 4.8%, one of the highest in Europe.
period, totalling 148,200 m². For 2023, the national prognosis estimates a 3.7% GDP growth rate,
This negative trend is mainly caused by the economic uncertainties and while the World Bank and the International Monetary Fund forecast a
high inflation rate, driving many companies to remain rather cautious 3.2%, respectively a 3.1% growth rate.
when it comes to costs, especially as utilities and rents tend to increase The main drawback for the Romanian economy is the high inflation rate,
because of inflation. reaching 15.3% in August 2022, year-over-year, according to the official
On the other hand, even though in 2022 the market was to a lower extent statistics.
impacted by the COVID-19 pandemic, compared to 2021, the effects are The unemployment rate followed a downward trend, from 5.8% at the
still being felt, as the hybrid work from office – work from home approach beginning of 2022, to as low as 5.1% in August.
Office Market timeline

Demand decreasing.
Increasing vacancy
Real Estate Stable growth. Demand recovering
Real Estate Boom, Largest yearly supply - crisis. Lowest take-up Highest take-up ever Strong pipeline. Many deliveries
Increasing rents 371,000 m2 ever registered registered Increasing vacancy. Vacancy increasing
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
America House sold Office Market is Lowest vacancy registered. Strong pipeline. Low pipeline.
Calm, steady growing for a record €120mil. picking up. First signs Strong interest from investors for Increasing vacancy Decreasing vacancy
outside Bucharest office buildings in Romania Strong take-up Stagnating take-up
109
CHARACTERISTICS
Romanian Office Market - at a glance
4.28 mil 5 7 2.52 mil

Total modern Major markets Potential markets Delivered in the last
stock (m2) 11 years (m2)
308 k 245 k 1.85 mil 942 k

Under construction (m2) To be delivered in Q4 Gross demand Net demand
2022-2023 (m2) 2018 - Q3 2022 (m2) 2018 - Q3 2022 (m2)
51% 11.9% 9.5 - 14.5

Demand generated Estimated vacancy Rents for BPO / SSC
by BPO / SSC rate - Romania companies
and IT companies (€/m2/month)
The figures refer to Bucharest, plus 4 regional cities: Timisoara, Cluj-Napoca, Iasi and Brasov
110
CHARACTERISTICS
Cluj-Napoca Office Market

Cluj-Napoca is the second largest office market in Romania by stock, Cluj-Napoca is a strong IT&C hub in Romania and also concentrates
after Bucharest. Existing modern stock in the city totals 329,300 sq m many service providers.
GLA at the end of Q3 2022. More than two thirds of the existing stock Gross office take-up reached 48,500 sq m during 2021 – Q3 2022.
were developed starting with 2013. Rents for A class office space in the city currently range between €14 and
The average net wage in the city stood at approximately €963 in July €15 per m² per month.
2022, according to the official statistics. That is almost 20% above the
national average of €805.
2018 2019 2020 2021 2022 Landlord market

Neutral market
Tenant market
329,3 k 294 k 19,8 k 19,8 k

Total stock (m2) Delivered in the last To be delivered in Under construction (m2)
11 years (m2) 2022 - 2023 (m2)
107,8 k 70,7 k 87% 9.1%

Gross demand Net demand Generated by Vacancy
2018 - Q3 2022 (m2) 2018 - Q3 2022 (m2) BPO / SSC & IT (2022)
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CHARACTERISTICS
Timisoara Office Market

Timisoara is one of the main office markets in Romania. Existing modern Timisoara is renowned for the automotive industry and for its SSC and
stock in the city reached 290,400 sq m GLA in Q3 2022. Most of the office IT sectors.
stock in Timisoara was built during the last 10 years. Gross office take-up reached 79,500 sq m during 2021 – Q3 2022.
The average net wage in Timisoara stood at €866 in July 2021, according Rents for A class office space in the city range between €13 and €14 per
to the official statistics. That is approximately 8% above the national m² per month.
average of €805.
2018 2019 2020 2021 2022 Landlord market

Neutral market
Tenant market
290,4 k 225,7 k 43 k 43 k
11 years (m2) 2022 - 2023 (m2)
149,4 k 81,4 k 74% 13.9%

Gross demand Net demand Demand generated Vacancy
2018 - Q3 2022 (m2) 2018 - Q3 2022 (m2) by BPO / SSC and IT
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CHARACTERISTICS
IASI Office Market

Iasi is the largest office market in the North-Eastern part of Romania. Iasi attracted a large number of BPO and SSC operators in recent years,
Existing modern stock in the city is estimated at around 216,000 sq m but also IT companies.
GLA at the end of Q3 2022. The stock is expected to increase by 80,000 Gross office take-up was 64,800 sq m during 2021 – Q3 2022.
m² by the end of 2023. Rents for A class office space in the city range between €13.5 and €14.5
The average net wage in Iasi stood at €788 in July 2022, according to the per m² per month.
official statistics. That is 2% below the national average of €805.
2018 2019 2020 2021 2022 Landlord market

Neutral market
Tenant market
216,1 k 167,5 k 80 k 80 k
11 years (m2) 2022 - 2023 (m2)
121,2 k 73,1 k 49% 1,3%

Gross demand Net demand Demand generated by Vacancy
2018 - Q3 2022 (m2) 2018 - Q3 2022 (m2) BPO / SSC & IT (2022)
113
CHARACTERISTICS
brasov Office Market

Brasov is an important office market in central Romania. Existing modern Brasov hosts a wide range of high-tech providers and also pharma and
stock in the city totals approximately 143,400 sq m GLA. IT&C companies
The average net wage in Brasov stood at approximately €747 in July Gross office take-up reached 22,100 sq m during 2021 – Q3 2022.
2022, according to the official statistics. That is approximately 8% below Rents for A class office space in the city range between €12.5 and €13,5
the national average of €805. per m² per month.
2018 2019 2020 2021 2022 Landlord market

Neutral market
Tenant market
143,4 k 104,3 k 0 10 k
11 years (m2) 2022 - 2023 (m2)
45,5 k 25,2 k 60% 12,3%

Gross demand Net demand Demand generated Vacancy
2018 - Q3 2022 (m2) 2018 - Q3 2022 (m2) by BPO / SSC and IT
114
CHARACTERISTICS
Hybrid Work Decoded - By JLL Global Benchmarking Services and JLL Global Research
Understanding how people work in a hybrid office in 2022 Research objectives:
There is huge demand from organizations today to more clearly
understand how people are working in the new hybrid context. While • Decode how employees are currently dividing their time between the
most employers are now convinced that they must embrace hybrid work office, home and third spaces
and provide real flexibility to their people, many are still unsure about
• Identify the activities that people are doing in the office
how to best support their employees in the new working landscape.
They find it challenging to truly comprehend how work gets done and • Clarify how they are using the different spaces and amenities offered
how the office needs to adjust to produce the right environment for their to them
people to flourish.
Although many people are already working in a hybrid way, the new • Explore the opportunities to innovate and shape a more relevant
‘hybrid office’ is just emerging, with many organizations exploring office environment
new hybrid policies and spaces, and learning from them. As a result,
employers are now eager to compare where their recently adopted
practices stand against new hybrid office benchmarks. In this context,
JLL’s Global Research team and JLL Global Benchmarking Services
(GBS) have combined their strengths to undertake regular surveys of
office workers at scale and create post-pandemic benchmarks on the
new usages of the office. In parallel to decoding evolving workforce
expectations, JLL has aggregated all the data collected for its clients
across the world in Q1 2022 to assess the quality and the relevance of
the Human Experience (HX) delivered to employees in offices today.
However, while hybrid work is now perceived as a non-negotiable
element of the employer promise, how to support it properly is yet to be 30 5,300 15
defined. As most office environments were designed in the pre-pandemic Questions Participants Countries
context, they struggle to efficiently support the new workstyles that
have emerged.
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CHARACTERISTICS
Key findings from ouR research
There is a richer purpose to the office of the future There is a richer purpose to the office of the future than the one
than the one we initially anticipated. Besides we initially anticipated. Besides supporting collaboration and
supporting collaboration and socialization, the socialization, the office plays a key role in work-life separation and in
office plays a key role in work-life separation and in establishing necessary healthy working routines.
establishing necessary healthy working routines.
The need for socializing and interactivity is clearly the prime driver for
returning to the office. 79% of office workers consider the office as the
best place to support downtime and interaction.
Even though employees can choose between
different places of work, they struggle to The office is also valued for its ability to provide access to the right set
compartmentalize their weekly activities between of technologies. 56% of employees find the technology in the office
the office and home – to correlate their schedule better than anywhere else.
with the place that best supports their particular work
needs. Homeworking, on the other hand, scores highly on work-life balance,
wellbeing and focused work.
The post-pandemic office must address the need Office workers express mixed feelings around productivity – the
for focused individual work. Today, people still best place to support it all depends on each individual’s preferences
spend 50% of their time on focused work in the office. and needs and reflects their job function, psychological profile and
To make the journey to the office worthwhile, both demographic factors.
collaborative and focused work need to be enabled.
However, it is important to note that 35% of people surveyed also
choose to go to the office to more effectively establish a separation
Hybrid workers are not properly supported in their between their private and professional lives.
new workstyle today. They are the least satisfied
worker group by their Human Experience on-site. Their
difficulty in reestablishing a healthy working routine
makes the experience of the office more stressful than
before. This is an opportunity for the office to reinvent
its promise.
116
CHARACTERISTICS
Gained insights - The difficulty in making the most of both home and office workplaces highlights a growing need for managerial support and piloting
Even though employees can choose between different places of work, they struggle to compartmentalize their weekly activities between the office
and home – to correlate their schedule with the place that best supports their work needs.
Focused work remains the core of office workers’ reality: 55% of total working time during the week is spent on focused work. But, quite strikingly,
half of this time is in the office, while the other half is at home, demonstrating the difficulty for office workers to fully rationalize their weekly
schedule and dedicate their days in the office to pure collaboration and interaction.
Home or the office? Which workplace best supports Human Experience
Workspace 38% 39% 23%
Wellbeing 24% 30% 46%
Technology to work 56% 31% 13%
Productivity 36% 31% 33%
Informal internal collaboration 46% 38% 16%
Group internal work 46% 40% 14%
Group external work 65% 26% 9%
Focused work 28% 28% 44%
Flexibility and work-life balance 18% 24% 58%
Downtime and social interaction 79% 14% 7%
0% 20% 40% 60% 80% 100%

Better in the office Same Better at home
117
CHARACTERISTICS
The typical working week: activities conducted, and time spent by location
Work activities in a typical week Total time spent by location
Office 26% 15% 10% 51%

23%
Home 24% 4% 11% 39%

1%
55%
Third space 3% 1% 5%
22%
2%
Client site 2% 1% 5%
Virtual collaborative work Face-to-face collaborative work Focused work
118
CHARACTERISTICS
Gained insights - Efficient and easy-to-use space-booking systems are becoming essential
Another layer of complexity in the new hybrid world is the increasing number of hybrid meetings. Workers expect that 60% of their meetings will
be hybrid in the future. The ability to have an effective meeting that includes actual and virtual participants is currently one of the biggest challenges.
The new nature of meetings means that smaller rooms are required in the office along with improved technological provision and experience.
Meeting space needs and proportion of hybrid meetings
119
CHARACTERISTICS
The post-pandemic office must address the need for focused individual work. Today, people still spend 51% of their time on focused work in the
office, with concentrated individual work mostly undertaken at workstations but also in informal open-work points or dedicated focus rooms. This
Half of the time spent in the office is dedicated
surprising finding is universal for all geographies and industries. However, although many hybrid offices now tend to focus on collaboration, we
believe that enabling focused and private work is also a very important part of boosting performance in the office. To make the journey to the office
to individual focused work. Virtual

worthwhile, both collaborative and focused work need to be facilitated.
collaboration happens everywhere

Meeting space needs and proportion of hybrid meetings
Mos
Work activities conducted in the office Time spent in the office by space type at th
Standard workstation 37% 10% 47% Fac

19% pla
me
Informal open work point 7% 7%
Overall, 51% Focused work point 7% 7%

51% of working Wo
time is spent in doin
Formal meeting space 18% 5% 23%
the office at th
30%
Informal meeting space 8% 3% 11%
Social breakout space 4% 1% 5% An

and
wor
seat
Virtual collaborative work Face-to-face collaborative work Focused work
120
© 2022 Jones Lang LaSalle IP, Inc. All rights reserved.
CHARACTERISTICS
Gained insights - Hybrid workers are now calling for a reinvented Human Experience on-site
Hybrid workers are not properly supported in their new workstyle today. They are the least satisfied worker group by their Human Experience
on-site. This is an opportunity for the office to reinvent its promise in a context where many workers have returned to the same offices that they
worked in pre-Covid, even though their working styles have changed considerably. Consequently, we are seeing a significant gap between their
expectations and the workplace experience currently delivered to them.
Space assessment: Availability x Impact (ability to help workers provide the best of themselves)
Q. Pick all the SPACES you have access to in your usual workplace.
Q. To what extent (0-10) SPACES help you TO GIVE THE BEST OF YOURSELF at work.
Spaces Availability Spaces Impact (0 - 10)
Traditional Meeting or Conference Rooms 93% 6

Quiet Spaces 74% 6
Breakout/Collaboration Spaces 83% 5
Community Spaces 86% 5
Outdoor Spaces/Nature Inspired spaces 9% 5
Creative Spaces 15% 4
Sports Room 19% 4
Cafe/Restaurant/Members Lounge 34% 4
Learning and Development Spaces/Training rooms 17% 3
Co-working Spaces 16% 3
Wellness Spaces 15% 3
Privacy Spaces 22% 2
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CHARACTERISTICS
Hybrid workers consistently rate their office experience at lower levels than the rest of the worker population – i.e., those working in a single place,
exclusively at home or the office – and yet they still value their office. More than others, they struggle with gaining access to the spaces they need,
and they find the office noisy and stressful. Nonetheless, the office remains a safe haven and a place for collaboration and socialization.
Reasons for being in the office
Reasons for being in the office
Socialising 63%
Team brainstroming 47%
Office technology 38%
Internal meetings 38%
Establish life/work seperation 35%
External meetings 31%
Focused work 23%
Manager's preference 22%
Office-based role 20%
Access to confidential materials 13%
Other 7%
None 4%
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CHARACTERISTICS
Conclusion and recommendations

Employers are faced with multiple challenges in the new hybrid How should employers orchestrate the return to the
landscape and a list of priorities that need to be addressed to ensure
that their employees’ preferences are met wherever they work. The office and support hybrid work in the long term?
office clearly has a central role to play in supporting both focused work
and collaborative tasks. Employers are currently not providing adequate Understand your employees’ expectations
and relevant support to employees to embrace the diversity of their and adjust your approach continuously – explore their diversity,
workstyles, and this is having an impact on the wellbeing, quality of closely monitor them through regular – if not real-time - data
collaboration and performance of employees. collection and remain attentive to emerging trends.
The office remains central to the ecosystem of work. We know today
that hybrid has a durable presence, but it has to be organised around
the needs and preferences of employees. Spaces, technologies, support
services, acoustics and working patterns all play a part in creating the
Fine-tune your office environment
right working environment.
to provide a broad range of spaces and flexible services –
For further insights, check out our JLL Workforce Preferences Barometer employees need to be confident that they will have access to
- June 2022, Hybrid Work Decoded – July 2022 (full version), Future of what they need when they return to the office.
Work survey - August 2022.
Put the emphasis on wellbeing

and map out support services around mental, social and
physical health – employees have accumulated a great deal of
stress over the last two years and now is the time to deploy
significant resources towards reducing it.
Provide advanced technology solutions

but make sure the basic needs are met – every employee must
have equal access to technologies that enable work from
anywhere, while more advanced technology solutions should
be available in the office.
123
What if a real
estate company
could help save
the planet?
With over 40% of total carbon emissions coming from
the built environment, it’s never been more important
to take actions to protect our people and our planet.
With expertise in green energy to green finance we’re part-

nering with the world’s investors and organisations to deliver
smart and sustainable design, innovative technology and
health and wellbeing solutions that won’t cost the earth.
So, can a real estate company help save the planet?
Actually, we can.
Cezar Florea
Head of Project & Development Services
jll.ro/en/solutions/sustainability-services
CHARACTERISTICS
ESG in a nutshell
article provided by Skanska
ESG is not a new concept. It has been with us for years but it has companies should consider their impact on the environment and society.
dramatically gained in importance over the last decade or so as more and When it comes to clear actions, KPIs and their measurement, 50% of the
more people and businesses around the world are impacted by climate companies answered that they do have all these in place, while 70% of the
change. Being a global challenge, climate change cannot be addressed respondents have local or global goals in reducing the carbon emissions.
effectively by single countries or regions, it requires worldwide
We wanted to also understand what do our respondents think
connection and collaboration. The Paris Agreement united almost all of
spontaneously when hearing “ESG”?
the world’s nations – for the first time – in a single agreement on cutting
the greenhouse gas emissions which are causing global warming. Signed
by over 190 countries, it marked a turning point in the world’s approach
to climate change. Its key accomplishment was the setting of climate
goals: holding the increase in global warming to less than 2 degrees
Celsius, with the aim of limiting it to 1.5 degrees Celsius.
ESG is on many companies’ agenda. In a more strategic or operational way.
Being at a concept phase for some, hard to “touch” or very concrete for
others. The obvious is that these Environmental, Social and Governance
criteria are becoming more and more important and most of the global
companies will have to report the achievements in the following years.
For us, at Skanska, ESG principles work very much like compass that we
guide our actions by. We also call it Sustainability and has a core role in
our business strategy, projects and annual reports.
For a better and healthier environment, joint forces are needed. There is
no competition here but simply partnerships for a very important purpose.
During this summer, in partnership with ABSL Romania, we run a survey
among their members, in order to have a deeper understanding where
ESG is on the companies’ agenda and how we, as workplaces developers,
can support the organizations with the spaces that we create in order to
achieve their ESG objectives.
What are the key findings of the Survey?
First of all, a clear conclusion is that for all the respondents, ESG is an
important topic right now. Moreover, there is a common voice starting that
125
CHARACTERISTICS
Digging even deeper, let’s see what our respondents answered related to the actions that they initiate in the area of ESG.
Which of theWHICH OF THE LISTED ACTIVITIES HAS YOUR COMPANY INTRODUCED IN TERMS OF THE
listed activities has yourENVIRONMENTAL
company introduced in terms of the environmental aspect of ESG?*
ASPECT OF ESG?
Limi�ng prin�ng, going digital 17
Limi�ng energy use where possible from business resilience perspec�ve 17
Using recyclable materials at the office (no plas�c/single-use dishes) 17
Segrega�ng rubbish across the office (not only in the kitchens) 15
Using office spaces with high environmental impact standards (eg. with LEED or BREEAM
cer�ficate) 12
Educa�ng employees about the environmental impact they’re making and how to limit it within
their personal capacity and as employees of your company 12
Reducing business trips to the ones that are absolutely necessary 12
Working with suppliers with high environmental impact standards 10
Using renewable energy sources 9
Developing and offering environmentally friendly products and services 7
Using electronic cars in your company car fleet 5
Reducing the use of employer-financed taxi rides 5
Performing materiality assessments 5
Conduc�ng an audit of environmental impact your company is making locally 5
Offering employees a green equivalent for not reques�ng a company car 4
0 2 4 6 8 10 12 14 16 18
Note: Based on the information

* Multiple answer possible. provided by 20 participants
126
CHARACTERISTICS
Which of the listed activities has your company introduced in terms of the social aspect of ESG at
employee-employer
WHICH OF level?*
THE LISTED ACTIVITIES HAS YOUR COMPANY INTRODUCED IN TERMS
OF THE SOCIAL ASPECT OF ESG AT EMPLOYEE-EMPLOYER LEVEL?
Offering an office space (core) that supports various needs of employees in terms of ways of working
(eg. individual and collaborative, focused and creative) 23
Offering a meal card or meal vouchers 18
Supporting professional development of employees via internal learning and development solutions 17
Timely payment of monthly social security contributions 17
Offering flexibility in terms of place of working (core office, co-working/flexible space, home office,
work from anywhere policy) 16
Employee recognition (eg. annual awards beyond the performance review/annual bonus cycle) 16
A seat for HR function leader at the local leadership forum 15
Offering flexibility in terms of working hours 15
Applying anti-discrimination rules in remuneration strategy & practice 15
Timely payment of monthly public healthcare contributions 15
Caring for physical health & safety of your employees at the office – standard level required by the
local laws 15
Offering day-to-day HR support (HR service delivery, HR admin) based in Romania 14
Financing team building activities 14
Offering free cold and hot beverages at the office 14
Offering mental health support to your employees (eg. Employee Assistance Program or line) 14
0 5 10 15 20 25

* Multiple answer possible. provided by 20 participants
127
CHARACTERISTICS
WHICH OF THE LISTED ACTIVITIES HAS YOUR COMPANY INTRODUCED IN TERMS OF THE GOVERNANCE ASPECT OF ESG?
WHICH OF THE LISTED ACTIVITIES HAS YOUR COMPANY INTRODUCED IN TERMS
OF THE GOVERNANCE ASPECT OF ESG?
Code of Conduct for employees 20
Operating in alignment with local laws and regulations in areas relevant for your business (eg. HR, accounting,
data protection, etc.) 20
Personal data protection policy 19
Information policy 19
Anti-corruption policy 19
Mandatory anti-corruption training for employees 17
Whistleblowing/speaking up policy for employees 17
Due diligence process towards your business partners to identify possible ethical risks which could lead to severe
reputational, financial or legal consequences for your company 15
Mandatory governance-focused training for employees 14
Sustainability policy 14
Code of Conduct for suppliers, 14
A seat at your local leadership forum dedicated to Governance/ Compliance/ Internal Audit 12
Participation in or support for industry/external good governance initiatives 11
Sustainable development reporting 9
Whistleblowing/speaking up policy for external parties 8
0 5 10 15 20

provided by 20 participants
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CHARACTERISTICS
What are the biggest challenges companies operating in the business services sector are facing on
their journeyWHAT ARE THE BIGGEST CHALLENGES COMPANIES OPERATING IN THE BUSINESS
towards being ESG-responsible?
SERVICES SECTOR ARE FACING ON THEIR JOURNEY TOWARDS BEING ESG-
RESPONSIBLE?
Increased cost 15
ESG-immaturity of local suppliers 13
Lack of tools/methodology/knowledge allowing to set targets and measure 11
Speed of implementa�on 8
Lack of relevant regulatory requirements/industry standards in the sector we operate in 8
Other priori�es 7
Lack of power to take local decisions 5
Risk of losing business/revenue 5
Nature of the industry we’re opera�ng in (eg. where cu�ng emissions is impossible or that is
net zero as such) 4
Loss of talent 4
Non-strategic importance of ESG (eg. no member of the leadership team responsible for ESG) 2
0 2 4 6 8 10 12 14 16

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CHARACTERISTICS
What would help your company / industry in Romania be more ready?

WHAT WOULD HELP YOUR COMPANY / INDUSTRY IN ROMANIA BE MORE READY?
Educa�onal ac�vi�es, access to knowledge (case studies) 18
Suppliers becoming more ESG-compliant as a result of relevant

16
regula�ons and awareness increase
Adop�on of minimum standards for the industry 15
Availability of reliable tools allowing to measure impact in all areas of

15
ESG
Educa�ng investors about the importance of looking for loca�ons that

14
are sustainable (eg. ci�es that priori�ze ESG, ESG-compliant offices)
Access to reliable cost es�ma�ons on the impact of becoming more

13
sustainable
0 2 4 6 8 10 12 14 16 18 20

130
CHARACTERISTICS
What are the biggest opportunities for your company / industry in Romania in terms of ESG?
WHAT ARE THE BIGGEST OPPORTUNITIES FOR YOUR COMPANY / INDUSTRY IN ROMANIA
IN TERMS OF ESG?
A�rac�ng talent (S) 14
Being a be�er member of the local communi�es (S) 14
Being a more caring employer for our employees (S) 14
Limi�ng our nega�ve impact on the environment (E) 14
Fostering innova�on (both internal and in coopera�on with the external

12
innova�on community)
A�rac�ng new business from my company’s interna�onal network 10
Opera�ng in a more compliant/ethical way (G) 10
Winning a reputa�on of a sustainable sector in a country that is known for

9
coal-power and other non-sustainable aspects
Being the champion of change globally (en��es in Romania usually of
8
op�mum size to experiment)
Other ... 1
0 2 4 6 8 10 12 14 16

131
CHARACTERISTICS
Implementing ESG on company level businesses set ambitious emission reduction targets in line with the
latest climate science. Science-based targets provide a clearly defined
pathway for companies to reduce greenhouse gas (GHG) emissions,
It’s important to start with proper governance, which begins at the top meaning how much and how fast they need to reduce. Targets are
of company structure. The Board, who holds the ultimate accountability considered ‘science-based’ if they are in line with what the latest climate
towards shareholders for the company’s long-term resilience, should science deems necessary to meet the goals of the Paris Agreement –
make sure that ESG is high up on the strategic agenda, that its members limiting global warming to well-below 2°C above pre-industrial levels
have diverse knowledge, skills and experience to make decisions and set and pursuing efforts to limit warming to 1.5°C.
goals in this area.
Currently more than 2,000 businesses around the world are already
It’s the Board’s obligation to run the materiality assessment in a short, working with the Science Based Targets initiative (SBTi), and Skanska is
medium and long-term perspective to understand the related risks one of them. In the real estate industry, investments are long-term and
and opportunities to be integrated in the company’s strategy. It’s hence the industry needs to think well-ahead to make sure the buildings
also important to incentivize executives to promote and push the ESG it develops are future-proof and do not become obsolete in 5 years as
agenda forward. In addition to the financial goals set in the executives’ regulatory requirements tighten. When targets and the monitoring
performance scorecards, there should be ESG-related targets as well. methodology are in place, the next thing to do is reporting. It’s not only
Another important area is reporting and disclosure. It’s crucial to a regulatory requirement that applies to more and more companies,
inform your stakeholders about the progress you’re making in the ESG but also something that investors, business partners and employees
area. Nowadays the majority of investors take their asset allocation increasingly pay attention to while making their investment, trade or
decisions on the basis of a strategy analysis with environmental, social employment decisions.
and governance factors being very important, if not critical, in this It is a long journey ahead of us but for sure a rewarding one. And when
decision-making process. It’s also important to benchmark the market being together in this, it is for sure an easier one.
and understand good practices. It may speed up the pace of transition
towards a more sustainable way of working and save money if you
follow good examples from other companies instead of “reinventing the
wheel” on your own.
What gets measured, gets done – you need to have some target to relate
to and measure the progress. While setting your goals, it’s worth getting
familiar with the Science Based Targets initiative, a global body helping
132
CHaracteristics
Steelcase’s WorkBetter Labs Reimagine the Workplace of the Future

article provided by Steelcase
What employees want has changed, and how work is done has changed. • Employees opt for workspaces that benefit their ability to concentrate
Offices will have to adapt and respond to the new needs of hybrid working. and support the most effective collaborations:
According to a Steelcase survey conducted in 11 different countries, most
employees would like to return to the office for at least part of the work
• 64% value hybrid collaboration spaces,
week, but they want workspaces to help them improve elements of the
• 62% value single-person enclaves for hybrid meetings,
work experience that have suffered during the pandemic: connections with
• 61% value the privacy that a personal office space can provide,
colleagues, sense of belonging to the organization and well-being. Over
• 52% value informal spaces to connect with colleagues.
Steelcase’s research focuses on the impact of an optimal workspace on
the past two years, dozens of ideas for such spaces, created by specialists
the evolution and development of employee engagement, productivity,
from the Steelcase team in Cluj, have been applied in the offices of the
and connection. The focus here is on the most important principles in
world’s most influential companies.
workspace design, principles that can shape and educate the perceptions
Global research reveals what employees need and expect in the age of of people who do not have a well-defined preference in choosing this
hybrid working space and those who currently choose to work from home.
From the onset of the pandemic in March 2020, Steelcase conducted 12 global The New Hybrid Neighborhood inspired by research. But why
surveys with more than 57,000 employees and business leaders to understand Neighborhoods?
the impact on how people and organizations will work in the future.
The most recent survey of 4,986 participants in 11 different countries Neighborhoods exude vitality and energy — nothing is static — places
found that 87% want to spend at least one day a week in the office. But and activities adapt and change. The neighborhood is where people form
when asked where they would prefer to work, 21% would choose their relationships, feel a sense of belonging, and build trust. Organizations
company office, while 45% would prefer to work from home and 34% had can create diverse neighborhoods in their workplace as a tangible way
no particular preference. to communicate their values and shift their culture. The workplace can
create the same energy and connection people feel sitting in a sidewalk
Three key findings emerged from the survey: cafe or the same level of solitude they experience in their library or the
• People who like to work from their desks are 33% more engaged in privacy of their own home. Every neighborhood has its own distinctive
their daily tasks, 9% more productive, 30% more connected to the character — four key design principles guide their creation:
culture, and 20% less likely to choose another setting for their work.
Me + We: Just as city neighborhoods have homes and shared spaces, the
• 55% of participants are willing to work fewer remote days in exchange new neighborhood at work supports both individual and teamwork. The
for an assigned office workspace - while they want autonomy and amount of space for each will vary, but they support people doing different
flexibility in hybrid work, people also seek freedom of choice and types of work throughout the day. They help people make quick shifts and
cultivate a sense of belonging give people more options and autonomy over their day.
133
CHaracteristics
Fixed-to-Fluid: Great neighborhoods evolve when new people move in, or different for every client with its needs. This experience is rooted in
a new store opens. At work, change is constant, sometimes in small ways the design principles Steelcase has developed to respond to the new
as teams need to add more people or in significant ways when they need behaviors and desires people have as they return to the workplace and
more collaboration spaces. A hybrid neighborhood is modular and flexible the Lab provides a platform and space to rethink, test, and activate ideas
— embracing change instead of resisting it. about the office’s purpose as people plan their return.
Open + Enclosed: Privacy in the office has become even more important With such labs officially opened in different cities (Seattle, Vancouver
during the pandemic. People struggled with significantly open office plans or Toronto to name a few), our Steelcase in Romania team has opened
before and now, after working from home, are even more sensitive to the a pilot lab that can be tested out by companies and their teams in Cluj-
need for control over their privacy. Great neighborhoods blend private and Napoca, and which aims to demonstrate a vision of a better workplace
public spaces, making the neighborhood diverse and dynamic. that is productive yet comforting, collaborative but flexible for both onsite
and remote employees. To find out more about the companies that have
Braiding Digital + Physical: Urban planners are creating smart cities, and
already tested out our space or to book a work day contact us. Sources:
hybrid office neighborhoods need to do the same. Video meetings are a
Global Steelcase Report, Video Report Steelcase
new norm in the office, and everyone needs to see and be seen, hear and
be heard. The technology needs to be easy to use but having a space that’s
the right size with the right features is a key to making it work.
WorkBetter Labs provide a glimpse into the future of work where one
size doesn’t fit all.
According to Steelcase research data, 87% of business leaders plan to

allow more flexibility around how, when, and where people work, while
71% of global leaders are planning to give people the option to work
two-to-three days from home or other locations. This shift has major
implications on the design of office space required today to integrate
the best of all worlds — the comforts and convenience of home with the
community, cultural and productivity benefits of the office.
Backed by extensive research, Steelcase’s purpose in creating The

WorkBetter Lab concept was to provoke conversation and provide
locations for our guests to discover and test new ideas. We know people
want something new to come back to, but what this is exactly will be
134
6.
ABOUT ABSL

135
CHaracteristics
ABSL – ONE VOICE FOR THE BUSINESS SERVICES SECTOR

article provided by ABSL
The Association of Business Service Leaders in Romania is the most important organization representing this sector, bringing together major players
operating in areas such as Shared Services Center, Business Process Outsourcing, Information Technology Outsourcing, Research & Development.
ABSL plays a significant role facilitating the knowledge sharing and collaboration between member companies and various other stakeholders and
is becoming more and more a resource center for and about Romanian Business Services Sector.
As the voice of the industry, ABSL is supporting the member companies, as well as the ones looking to settle their business in our country – the
investors, with benchmarking data and first-hand information about the realities of the labour market and talent pool, legislative framework, office
market as well as challenges and opportunities associated with those.
BOARD MEMBERS
Ciprian Dan Adrian Baron Cătălina Elena Crișan

President of the Board Vice-President Vice-President
Location Head at EMEA ITSM Lead at Senior Manager, Operations Partner
Wipro BPS Stefanini at UniCredit
Ecaterina Ion Cătălin Iorgulescu Bogdan Pelinescu

Vice-President Vice-President Vice-President
General Manager at General Manager at Managing Director at
Hewlett Packard Enterprise Deloitte Shared Service Center Luxoft for Central Europe
Bucharest Centre
Francesca Postolache
Vice-President
Partner at
PwC Romania
136
CHaracteristics
ABSL WORKSTREAMS AND PROJECTS
INVESTORS RELATIONSHIP KNOWLEDGE SHARING DATA & MARKET INTELLIGENCE
• Promoting Romania as a Business Services • Enhance Industry dialogue and collaboration • Provide strong and reliable information to
destination • Business Mixer - local events ABSL members and business community
• Facilitating Investors’ meeting with our • Professional Corner - expertise/knowledge • Annual Business Services Industry Report
members and Partners sharing events of small/medium size, done by ABSL & PwC
• Data Bank with collected studies, reports, hosted by member companies • Insights on compensation and benefits in
articles on the business services industry • Annual Conference – national event with Business Services sector
in Romania and regional/WW trends more than 500 participants and over 100
companies
EDUCATIONAL PROGRAMS HUMAN RESOURCE AND LABOR LAW PUBLIC RELATIONS & GOVERNMENT
RELATIONSHIP
• Contribute to the transformation of the • Improving the Labor legislative framework
Educational system in Romania in Romania – introducing CAEN/COR codes • Strengthen relationship with Government
• Improve the Quality of labor force for the for the industry institutions
Business Services Industry • Promoting the Business Services labor • Develop and deepen cooperation with
• Partnership with universities in order to market and career opportunities authorities and other stakeholders (ex.
bring expert knowledge in the class room • Open Doors for Students - to present the students, teachers, NGOs), including
and share business experience industry, career success stories and advice second and third tier cities
• Open Doors for Professors - presenting the for getting the right job • Press releases with information on
challenges envisioned by HR managers in industry, ABSL members and ABSL (with
finding the right employees and skills in key messages for the state administration,
the next 1-3 years universities, and investors)
137
CHaracteristics
WHY SHOULD YOU BECOME AN ABSL MEMBER?

Having a strong voice as ABSL business community
When advancing a point of view and negotiating with authorities; making
our position heard and counted in
Raising your company profile in the Industry
Making yourself seen & heard
Developing your Network
Create more business opportunities
Educating the workforce through ABSL educational programs
Getting involved in ABSL’s educational programs in collaboration with
different universities and in promoting Business Services labor market
Staying ahead for the changes to come
The power of a community is to have peers to speak with, share concerns, but
also solutions. In having the data to re-think strategies and plans in real time
Benchmarking
See how you stand against the standards in the industry; learn about
your competition
Raising your company profile in the Industry
Learn the trends and direction the industry is heading to
Getting to know Investors at an early stage
Establish common grounds
Being part of the largest community in Outsourcing Industry
Working along with the main players; being in the right place to generate
the movement
Staying informed
Access the valuable expertise of Strategic Partners and members
on business specific topics through knowledge sharing events (Best
Practices, Case Studies, and Networking)
138
CHaracteristics
CORE MEMBERS
139
CHaracteristics
ASSOCIATE MEMBERS
140
CHaracteristics
SUPPORTING MEMBERS
STRATEGIC PARTNERS
141
CHaracteristics
CONTACTS
Ciprian Dan Andreea Gürtler

President of the Board Operations Manager
+40 722 681 817 +40 723 212 249
ciprian.dan@wipro.com andreea.gurtler@absl.ro
Roxana Tanasa
Marketing Specialist
+40 731 280 550
roxana.tanasa@cos.ro
Alexandru David
Head of Research
+40 744 333 018
alexandru.david@eu.jll.com
Georgiana Andrei
Corporate Sales Director
+40 723 302 452
georgiana.andrei@reginamaria.ro
142
CHaracteristics
CONTACTS
Francesca Postolache Oana Munteanu

Partner People & Organisation Director
+40 723 640 023 +40 748 201 641
francesca.postolache@pwc.ro oana.munteanu@pwc.com
Radu Andrei Bogdana Buhos

Management Consulting Director Director Assurance Services
+40 723 186 241 +40 728 182 747
radu.andrei@pwc.com bogdana.buhos@pwc.com
Alexandra Bucur
Marketing Manager
+40 747 247 176
alexandra.bucur@skanska.ro
Elena Ardelean
Dealer Business Manager, Central Europe
+40 744 551 819
etanase@steelcase.com
Cătălin Micu
Partner
+40 753 066 159
catalin.micu@zrvp.ro
143
www.absl.ro

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BUSINESS SERVICES SECTOR

2. EXECUTIVE SUMMARY - ROMANIAN 6

3.  HARACTERISTICS OF BUSINESS SERVICES

4. LABOUR MARKET AND SALARIES

6. ABOUT ABSL 135

BUSINESS SERVICES SECTOR IN ROMANIA - 2022

about the survey

51,233 € 1.14 bln.

Workforce Employees covered by the survey Cumulated turnover of respondents

of companies of employees companies

participants’ profile (CONTinueD)

top 3 service areas by number of employees

top 5 service languages top future skills

compensation & benefits overview

Environment 11% 7.4%* 7.7%*

All data is reported in Gross, RON, monthly base pay.

top 5 average wages by location

Looking average wage by function (top 3 non-it Operations) *

12,394 9,475 9,980

All data is reported in Gross, RON, monthly base pay.

compensation & benefits overview (CONT’D)

25% 90% Chinese

The development of automation 40% 36% 25%

remote work perspectives

100% 71% 78%

LOOKING Political, social Talent availability

BUSINESS SERVICES SECTOR IN ROMANIA - 2022

Business focus No. of companies who responded: 71

Turnover in 2021 FTE distribution in 2021

Return to office € 5M - € 15M 200 - 500 FTEs

€ 50M - € 100M 12% more than 1,000 FTEs 24%

No. of companies who responded: 41

year of first / most recent centres in Romania

Year period First centre Most recent centre

Business performance in 2021 vs 2020 Reason for business performance changes

perceived competition environment

21 companies 34 companies 5 companies 1 company

Use of state support

Slatina Bucharest Targu Mures 30

Number of in country locations

44 companies in only 1 city 13 companies in 2 cities 9 companies in more than 3 cites

Parent company HQ location No. of companies who responded: 68

Scope of service - overall No. of companies who responded: 71

Scope of service - Bucharest No. of companies who responded: 55

Scope of service - timisoara No. of companies who responded: 7

Scope of service - cluj-napoca No. of companies who responded: 12

Scope of service - iasi No. of companies who responded: 10

Scope of service - other cities No. of companies who responded: 19

PARTICIPANTS’ Customer Operations 13

Scope of service split by functional area and process

Infrastructure Support 32 General Ledger & Reporting 38

Information Security 28 Master Data Management 32

Enabling Services 14 Treasury 24

Procurement & Supply Chain Management Customer operations & marketing

Supply Chain Management 16 Sales & Account Mgmt Support 24

Strategic Procurement 16 Fulfilment 13

Scope of service split by functional area and process

Return to office Recruitment 30 Technology 13

Energy, Utilities and Basic Materials 5

Others Capital Markets 3

Knowledge Database Management 10

Research & Development 3

Others services not mentioned above 3

2. EXECUTIVE SUMMARY - ROMANIAN 6

3. HARACTERISTICS OF BUSINESS SERVICES