Manual for Salary Surveys in Non-Headquarters Duty Stations...LempirasLempiras · · Leones Leones...

Afghanis ·Afghanis ·Afghanis · Baht Baht Baht · · · Birr Birr Birr · · · Bolivares Bolivares Bolivares · · · Bolivianos Bolivianos Bolivianos · · · Cedi Cedi Cedi · · · Colones Colones Colones · Cordoba ( · Cordoba ( · Cordoba (OroOroOro) ·) ·) · Curzeiro Curzeiro Curzeiro Real · Real · Real · Dalasis Dalasis DalasisDinarsDinarsDinars · · · Dirhams Dirhams Dirhams · · · Dobras Dobras Dobras · Dollars · · Dollars · · Dollars · Dongs Dongs Dongs · Drachmae · Drum · · Drachmae · Drum · · Drachmae · Drum · Emalangeni Emalangeni Emalangeni · Escudos · · Escudos · · Escudos · Forints Forints Forints · Francs · Francs · FrancsGourdesGourdesGourdes · Guilders · · Guilders · · Guilders · Guranies Guranies Guranies · · · Karbovanets Karbovanets Karbovanets · · · Kina Kina Kina · · · Kips Kips Kips · · · Korunas Korunas Korunas · · · Kroner Kroner Kroner · · · Kronor Kronor Kronor · · · Kronur Kronur Kronur · · · Kroon Kroon KroonKwachasKwachasKwachas · · · Kwanza Kwanza Kwanza · · · Kyats Kyats Kyats · · · Lat Lat Lat · Lei · · Lei · · Lei · Leks Leks Leks · · · Lempiras Lempiras Lempiras · · · Leones Leones Leones · · · Leva Leva Leva · Liras · Lire · · Liras · Lire · · Liras · Lire · Liri Liri Liri · · · Litai Litai Litai · · · Maloti Maloti MalotiManatManatManat · · · Markka Markka Markka · Marks · · Marks · · Marks · Meticais Meticais Meticais · · · Mille Mille Mille Francs · Francs · Francs · Naira Naira Naira · · · Ngultrum Ngultrum Ngultrum · · · Ouguiya Ouguiya Ouguiya · · · Pa'anga Pa'anga Pa'anga · · · Pataca Pataca Pataca · Pesetas · Pesetas · PesetasPesos · Pounds ·Pesos · Pounds ·Pesos · Pounds · Pula Pula Pula · Punts · · Punts · · Punts · Quetzales Quetzales Quetzales · · · Rand Rand Rand · · · Rials Rials Rials · · · Riel Riel Riel · · · Ringgit Ringgit Ringgit · · · Riyals Riyals Riyals · · · Roubles Roubles Roubles · · · Rufiyaa Rufiyaa Rufiyaa ·RupeesRupeesRupees Rupiahs Rupiahs Rupiahs · · · Schillings Schillings Schillings · Shekels · · Shekels · · Shekels · Shilingi Shilingi Shilingi · Shillings · Sol · Shillings · Sol · Shillings · Sol Nuevo Nuevo Nuevo · · · Som Som Som · Sterling · · Sterling · · Sterling · Sucres Sucres Sucres · · · Taka Taka TakaTalaTalaTala · · · Tolar Tughrik Tolar Tughrik Tolar Tughrik · · · Vatu Vatu Vatu · Won · Yen · · Won · Yen · · Won · Yen · Yuan Renminbi Yuan Renminbi Yuan Renminbi · Zaire · · Zaire · · Zaire · Zlotys Zlotys Zlotys · Afghanis · · Afghanis · · Afghanis · Baht Baht Baht · · · Birr Birr Birr ·BolivaresBolivaresBolivares · · · Bolivianos Cedi Bolivianos Cedi Bolivianos Cedi · · · Colones Colones Colones · Cordoba ( · Cordoba ( · Cordoba (OroOroOro) ·) ·) · Curzeiro Curzeiro Curzeiro Real · Real · Real · Dalasis Dalasis Dalasis · · · Dinars Dinars Dinars · · · Dirhams Dirhams Dirhams ·DobrasDobrasDobras · Dollars · · Dollars · · Dollars · Dongs Dongs Dongs Drachmae · Drum · Drachmae · Drum · Drachmae · Drum · Emalangeni Emalangeni Emalangeni · Escudos · · Escudos · · Escudos · Forints Forints Forints · Francs · · Francs · · Francs · Gourdes Gourdes Gourdes · Guilders · Guilders · Guilders··· Guranies Guranies Guranies · · · Karbovanets Kina Karbovanets Kina Karbovanets Kina · · · Kips Kips Kips · · · Korunas Korunas Korunas · · · Kroner Kroner Kroner · · · Kronor Kronor Kronor · · · Kronur Kronur Kronur · · · Kroon Kroon Kroon · · · Kwachas Kwachas Kwachas · · · Kwanza Kwanza KwanzaKyatsKyatsKyats · · · Lat Lat Lat · Lei · · Lei · · Lei · Leks Lempiras Leks Lempiras Leks Lempiras · · · Leones Leones Leones · · · Leva Leva Leva · Liras · Lire · · Liras · Lire · · Liras · Lire · Liri Liri Liri · · · Litai Litai Litai · · · Maloti Maloti Maloti · · · Manat Manat Manat · · · Markka Markka MarkkaMarks ·Marks ·Marks · Meticais Meticais Meticais · · · Mille Mille Mille Francs · Francs · Francs · Naira Naira Naira · · · Ngultrum Ngultrum Ngultrum · · · Ouguiya Ouguiya Ouguiya · · · Pa'anga Pa'anga Pa'anga · · · Pataca Pataca Pataca · Pesetas · Pesos · Pounds · · Pesetas · Pesos · Pounds · · Pesetas · Pesos · Pounds ·PulaPulaPula · Punts · · Punts · · Punts · Quetzales Rand Quetzales Rand Quetzales Rand · · · Rials Rials Rials · · · Riel Riel Riel · · · Ringgit Ringgit Ringgit · · · Riyals Riyals Riyals · · · Roubles Roubles Roubles · · · Rufiyaa Rufiyaa Rufiyaa · Rupees · · Rupees · · Rupees · Rupiahs Rupiahs RupiahsSchillingsSchillingsSchillings · Shekels · · Shekels · · Shekels · Shilingi Shilingi Shilingi Shillings · Sol Shillings · Sol Shillings · Sol Nuevo Nuevo Nuevo · · · Som Som Som · Sterling · · Sterling · · Sterling · Sucres Sucres Sucres · · · Taka Taka Taka · · · Tala Tala Tala · · · Tolar Tolar Tolar ·TughrikTughrikTughrik · · · Vatu Vatu Vatu · Won · Yen · · Won · Yen · · Won · Yen · Yuan Renminbi Yuan Renminbi Yuan Renminbi · Zaire · · Zaire · · Zaire · Zlotys Zlotys Zlotys · Afghanis · · Afghanis · · Afghanis · Baht Baht Baht · · · Birr Birr Birr · · · Bolivares Bolivares Bolivares ·BolivianosBolivianosBolivianos · · · Cedi Cedi Cedi · · · Colones Colones Colones · Cordoba ( · Cordoba ( · Cordoba (OroOroOro))) Curzeiro Curzeiro Curzeiro Real · Real · Real · Dalasis Dalasis Dalasis · · · Dinars Dinars Dinars · · · Dirhams Dirhams Dirhams · · · Dobras Dobras Dobras · Dollars · · Dollars · · Dollars ·DongsDongsDongs · Drachmae · Drum · · Drachmae · Drum · · Drachmae · Drum · Emalangeni Emalangeni Emalangeni Escudos · Escudos · Escudos · Forints Forints Forints · Francs · · Francs · · Francs · Gourdes Gourdes Gourdes · Guilders · · Guilders · · Guilders · Guranies Guranies Guranies ·KarbovanetsKarbovanetsKarbovanets · · · Kina Kina Kina · · · Kips Kips Kips · · · Korunas Korunas Korunas · · · Kroner Kronor Kroner Kronor Kroner Kronor · · · Kronur Kronur Kronur · · · Kroon Kroon Kroon · · · Kwachas Kwachas Kwachas · · · Kwanza Kwanza Kwanza · · · Kyats Kyats Kyats · · · Lat Lat LatLei ·Lei ·Lei · Leks Leks Leks · · · Lempiras Lempiras Lempiras · · · Leones Leones Leones · · · Leva Leva Leva · Liras Lire · · Liras Lire · · Liras Lire · Liri Liri Liri · · · Litai Litai Litai · · · Maloti Maloti Maloti · · · Manat Manat Manat · · · Markka Markka Markka · Marks · · Marks · · Marks ·MeticaisMeticaisMeticais · · · Mille Mille Mille Francs · Francs · Francs · Naira Naira Naira · · · Ngultrum Ngultrum Ngultrum · · · Ouguiya Pa'anga Ouguiya Pa'anga Ouguiya Pa'anga · · · Pataca Pataca Pataca · Pesetas · Pesos · Pounds · · Pesetas · Pesos · Pounds · · Pesetas · Pesos · Pounds · Pula Pula PulaPunts ·Punts ·Punts · Quetzales Quetzales Quetzales · · · Rand Rand Rand · · · Rials Rials Rials · · · Riel Riel Riel · · · Ringgit Ringgit Ringgit · · · Riyals Roubles Riyals Roubles Riyals Roubles · · · Rufiyaa Rufiyaa Rufiyaa · Rupees · · Rupees · · Rupees · Rupiahs Rupiahs Rupiahs · · · Schillings Schillings SchillingsShekels ·Shekels ·Shekels · Shilingi Shilingi Shilingi · Shillings · Sol · Shillings · Sol · Shillings · Sol Nuevo Nuevo Nuevo · · · Som Som Som · Sterling · Sterling · Sterling Sucres Sucres Sucres · · · Taka Taka Taka · · · Tala Tala Tala · · · Tolar Tolar Tolar · · · Tughrik Tughrik Tughrik · · · Vatu Vatu VatuWon · Yen ·Won · Yen ·Won · Yen · Yuan Renminbi Yuan Renminbi Yuan Renminbi · Zaire · · Zaire · · Zaire · Zlotys Zlotys Zlotys · Afghanis · · Afghanis · · Afghanis · Baht Birr Baht Birr Baht Birr · · · Bolivares Bolivares Bolivares · · · Bolivianos Bolivianos Bolivianos · · · Cedi Cedi Cedi ·ColonesColonesColones · Cordoba ( · Cordoba ( · Cordoba (OroOroOro) ·) ·) · Curzeiro Curzeiro Curzeiro Real · Real · Real · Dalasis Dalasis Dalasis · · · Dinars Dinars Dinars · · · Dirhams Dobras Dirhams Dobras Dirhams Dobras · Dollars · · Dollars · · Dollars · Dongs Dongs Dongs · Drachmae · Drachmae · Drachmae· Drum ·· Drum ·· Drum · Emalangeni Emalangeni Emalangeni · Escudos · · Escudos · · Escudos · Forints Forints Forints · Francs · · Francs · · Francs · Gourdes Gourdes Gourdes · Guilders · Guilders · Guilders Guranies Guranies Guranies · · · Karbovanets Karbovanets Karbovanets · · · Kina Kina KinaKipsKipsKips · · · Korunas Korunas Korunas · · · Kroner Kroner Kroner · · · Kronor Kronor Kronor · · · Kronur Kronur Kronur · · · Kroon Kroon Kroon · · · Kwachas Kwachas Kwachas · · · Kwanza Kyats Kwanza Kyats Kwanza Kyats · · · Lat Lat Lat · Lei · · Lei · · Lei · Leks Leks Leks ·LempirasLempirasLempiras · · · Leones Leones Leones · · · Leva Leva Leva · Liras · Lire · · Liras · Lire · · Liras · Lire · Liri Liri Liri · · · Litai Litai Litai · · · Maloti Maloti Maloti · · · Manat Manat Manat · · · Markka Markka Markka Marks · Marks · Marks · Meticais Meticais Meticais · · · Mille Mille MilleFrancs ·Francs ·Francs · Naira Naira Naira · · · Ngultrum Ngultrum Ngultrum · · · Ouguiya Ouguiya Ouguiya · · · Pa'anga Pa'anga Pa'anga · · · Pataca Pataca Pataca · Pesetas · Pesos · Pounds · Pesetas · Pesos · Pounds · Pesetas · Pesos · Pounds Pula Pula Pula · Punts · · Punts · · Punts · Quetzales Quetzales QuetzalesRandRandRand · · · Rials Rials Rials · · · Riel Riel Riel · · · Ringgit Ringgit Ringgit · · · Riyals Riyals Riyals · · · Roubles Roubles Roubles · · · Rufiyaa Rufiyaa Rufiyaa · Rupees · · Rupees · · Rupees · Rupiahs Schillings Rupiahs Schillings Rupiahs Schillings · Shekels · · Shekels · · Shekels · Shilingi Shilingi ShilingiShillings · SolShillings · SolShillings · Sol Nuevo Nuevo Nuevo · · · Som Som Som · Sterling · · Sterling · · Sterling · Sucres Sucres Sucres · · · Taka Taka Taka · · · Tala Tala Tala · · · Tolar Tolar Tolar · · · Tughrik Vatu Tughrik Vatu Tughrik Vatu · Won · Yen · · Won · Yen · · Won · Yen · Yuan Yuan YuanRenminbiRenminbiRenminbi · Zaire · · Zaire · · Zaire · Zlotys Zlotys Zlotys · Afghanis · · Afghanis · · Afghanis · Baht Baht Baht · · · Birr Birr Birr · · · Bolivares Bolivares Bolivares · · · Bolivianos Bolivianos Bolivianos · · · Cedi Colones Cedi Colones Cedi Colones · Cordoba ( · Cordoba ( · Cordoba (OroOroOro··· Curzeiro Curzeiro Curzeiro Real · Real · Real · Dalasis Dalasis Dalasis · · · Dinars Dinars Dinars · · · Dirhams Dirhams Dirhams · · · Dobras Dobras Dobras · Dollars · · Dollars · · Dollars · Dongs Dongs Dongs · Drachmae Drum · · Drachmae Drum · · Drachmae Drum · Emalangeni Emalangeni EmalangeniEscudos ·Escudos ·Escudos · Forints Forints Forints · Francs · · Francs · · Francs · Gourdes Gourdes Gourdes · Guilders · · Guilders · · Guilders · Guranies Guranies Guranies · · · Karbovanets Karbovanets Karbovanets · · · Kina Kina Kina · · · Kips Korunas Kips Korunas Kips Korunas · · · Kroner Kroner KronerKronorKronorKronor · · · Kronur Kronur Kronur · · · Kroon Kroon Kroon · · · Kwachas Kwachas Kwachas · · · Kwanza Kwanza Kwanza · · · Kyats Kyats Kyats · · · Lat Lat Lat · Lei · · Lei · · Lei · Leks Leks Leks · · · Lempiras Leones Lempiras Leones Lempiras Leones · · · Leva Leva Leva · Liras · · Liras · · Liras ·Lire ·Lire ·Lire · Liri Liri Liri · · · Litai Litai Litai · · · Maloti Maloti Maloti · · · Manat Manat Manat · · · Markka Markka Markka · Marks · · Marks · · Marks · Meticais Meticais Meticais · · · Mille Mille Mille Francs · Francs · Francs · Naira Ngultrum Naira Ngultrum Naira Ngultrum · · · Ouguiya Ouguiya OuguiyaPa'angaPa'angaPa'anga · · · Pataca Pataca Pataca · Pesetas · Pesos · Pounds · · Pesetas · Pesos · Pounds · · Pesetas · Pesos · Pounds · Pula Pula Pula · Punts · · Punts · · Punts · Quetzales Quetzales Quetzales · · · Rand Rand Rand · · · Rials Riel Rials Riel Rials Riel · · · Ringgit Ringgit Ringgit · · · Riyals Riyals RiyalsRoublesRoublesRoubles · · · Rufiyaa Rufiyaa Rufiyaa · Rupees · · Rupees · · Rupees · Rupiahs Rupiahs Rupiahs · · · Schillings Schillings Schillings · Shekels · · Shekels · · Shekels · Shilingi Shilingi Shilingi · Shillings · Sol · Shillings · Sol · Shillings · Sol Nuevo Nuevo Nuevo · · · Som Som Som ·Sterling ·Sterling ·Sterling · Sucres Sucres Sucres · · · Taka Taka Taka · · · Tala Tala Tala · · · Tolar Tolar Tolar · · · Tughrik Tughrik Tughrik · · · Vatu Vatu Vatu · Won · Yen · · Won · Yen · · Won · Yen · Yuan Renminbi Yuan Renminbi Yuan Renminbi · Zaire · Zaire · Zaire Zlotys Zlotys ZlotysAfghanis ·Afghanis ·Afghanis · Baht Baht Baht · · · Birr Birr Birr · · · Bolivares Bolivares Bolivares · · · Bolivianos Bolivianos Bolivianos · · · Cedi Cedi Cedi · · · Colones Colones Colones · Cordoba ( · Cordoba ( · Cordoba (OroOroOro) ·) ·) · Curzeiro Curzeiro Curzeiro Real Real Real Dalasis Dalasis DalasisDinarsDinarsDinars · · · Dirhams Dirhams Dirhams · · · Dobras Dobras Dobras · Dollars · · Dollars · · Dollars · Dongs Dongs Dongs · Drachmae · Drum · · Drachmae · Drum · · Drachmae · Drum · Emalangeni Emalangeni Emalangeni · Escudos · · Escudos · · Escudos · Forints Forints Forints Francs · Francs · Francs ·GourdesGourdesGourdes · Guilders · · Guilders · · Guilders · Guranies Guranies Guranies · · · Karbovanets Karbovanets Karbovanets · · · Kina Kina Kina · · · Kips Kips Kips · · · Korunas Korunas Korunas · · · Kroner Kroner Kroner · · · Kronor Kronor Kronor · · · Kronur Kroon Kronur Kroon Kronur KroonKwachasKwachasKwachas · · · Kwanza Kwanza Kwanza · · · Kyats Kyats Kyats · · · Lat Lat Lat · Lei · · Lei · · Lei · Leks Leks Leks · · · Lempiras Lempiras Lempiras · · · Leones Leones Leones · · · Leva Leva Leva · Liras · Lire · · Liras · Lire · · Liras · Lire · Liri Liri Liri · · · Litai Maloti Litai Maloti Litai MalotiManatManatManat · · · Markka Markka Markka · Marks · · Marks · · Marks · Meticais Meticais Meticais · · · Mille Mille Mille Francs · Francs · Francs · Naira Naira Naira · · · Ngultrum Ngultrum Ngultrum · · · Ouguiya Ouguiya Ouguiya · · · Pa'anga Pa'anga Pa'anga · · · Pataca Pataca Pataca Pesetas · Pesetas · Pesetas ·Pesos · Pounds ·Pesos · Pounds ·Pesos · Pounds · Pula Pula Pula · Punts · · Punts · · Punts · Quetzales Quetzales Quetzales · · · Rand Rand Rand · · · Rials Rials Rials · · · Riel Riel Riel · · · Ringgit Ringgit Ringgit · · · Riyals Riyals Riyals · · · Roubles Roubles Roubles · · · Rufiyaa Rufiyaa Rufiyaa Rupees Rupees Rupees··· Rupiahs Rupiahs Rupiahs · · · Schillings Schillings Schillings · Shekels · · Shekels · · Shekels · Shilingi Shilingi Shilingi · Shillings · Sol · Shillings · Sol · Shillings · Sol Nuevo Nuevo Nuevo · · · Som Som Som · Sterling · · Sterling · · Sterling · Sucres Sucres Sucres · · · Taka Tala Taka Tala Taka TalaTolarTolarTolar · · · Tughrik Tughrik Tughrik · · · Vatu Vatu Vatu · Won · Yen · · Won · Yen · · Won · Yen · Yuan Renminbi Yuan Renminbi Yuan Renminbi · Zaire · · Zaire · · Zaire · Zlotys Zlotys Zlotys · Afghanis · · Afghanis · · Afghanis · Baht Baht Baht · · · Birr Bolivares Birr Bolivares Birr BolivaresBolivianosBolivianosBolivianos · · · Cedi Cedi Cedi · · · Colones Colones Colones · Cordoba ( · Cordoba ( · Cordoba (OroOroOro) ·) ·) · Curzeiro Curzeiro Curzeiro Real · Real · Real · Dalasis Dalasis Dalasis · · · Dinars Dinars Dinars · · · Dirhams Dirhams Dirhams · · · Dobras Dobras Dobras Dollars · Dollars · Dollars ·

Manual for SalaryManual for SalarySurveys inSurveys inNon-HeadquartersNon-HeadquartersDuty StationsDuty Stations

United Nations Common SystemUnited Nations Common System

CCAQ Salary Survey Manual Table of Contents

Table of Contents

INTRODUCTION

0.1 The Flemming Principle0.2 The Methodology0.7 The Revised Manual0.9 Understanding the Respective Roles of the Participants0.13 Overview of the Salary Survey Process0.17 Countries with More than One Local Salary Scale

PART I THE COMPREHENSIVE SALARY SURVEY

Chapter 1 THE PREPARATION PHASE

1.1 Assembling Labour Market Information1.3 Developing List of Comparator Employers1.5 Key Criteria for Employer Selection1.10 Making Appointments1.14 Preparing the Questionnaire1.15 Gathering Local Information1.16 Tax Information1.19 Other Information1.20 Survey Benchmark Jobs1.24 Compilation of Staff Inventory1.28 Briefing and Training the Data Collection Team

Chapter 2 THE DATA COLLECTION PHASE

2.1 Conduct During the Interview2.5 Structure of Data Collection2.7 Gathering General Information2.13 Comparing UN Benchmark Jobs2.23 Split Matches and Linked Grades2.26 Data on Minimum Salaries2.27 Data on Maximum Salaries2.29 Data on Allowances and Benefits2.37 Other Conditions of Service2.40 Taxation2.42 Ending the Interview2.43 Completing the Master Questionnaire


Chapter 3 THE DATA ANALYSIS PHASE

3.1 Introduction3.2 The Analysis Team

SECTION ONE – Individual Employer Data Analysis

3.5 Determining Total Net Incomes3.6 Establishing the Minimum and Maximum Comparison Points3.8 Analysis of Split Matches and Linked Grade Matches3.9 Adjustment for Difference in Hours of Work3.13 Establishing the Value of Allowances and Quantified Benefits3.16 Establishing the Monetary Value of Non-Case Quantifiable Benefits3.17 Adjustment of Utilization3.19 Comparison of Non-Quantifiable Benefits3.20 Application of Taxation

SECTION TWO – All Employer Data Analysis

3.25 Selecting the Best Five/Seven/Twelve Comparator Employers3.32 Illustration of the Process

Chapter 4 THE SALARY SCALE CONSTRUCTION PHASE

4.1 Importance of a Balanced and Accurate Salary Scale4.3 Constructing the Salary Scale4.7 Smoothing the Data – An Illustration of the Process4.20 Inter-relating Grade Overlap4.22 Computation of Non-Pensionable Components

Chapter 5 ESTABLISHMENT OF DEPENDENCY, LANGUAGEAND OTHER ALLOWANCES AND CHARGES

5.1 Introduction5.6 Calculating Spouse Allowance5.10 Calculating Child Allowance5.16 Calculating Secondary Dependent Allowance5.18 Calculating Child Allowance5.19 Calculating Funeral Allowance5.20 Calculating Charge for UN-provided Transport5.22 Implementation of New/Revised Allowances


Chapter 6 THE FINALIZATION AND APPROVAL PHASE

6.1 Review by the Local Salary Survey Committee6.5 Report and Submission to Headquarters6.7 Review by Headquarters of the Designated Agency6.11 Review by Headquarters of Responsible Agency6.14 Setting the Effective Date of Revised Salaries6.15 Issuance of Salary Scale6.19 Headquarters Report Back to the Duty Station6.21 Report from the Duty Station to the Comparator Employers6.27 United Nations Gross and Gross Pensionable Salaries

PART II THE INTERIM ADJUSTMENT

Chapter 7 THE MINI SALARY SURVEY

7.1 Introduction7.2 Differences Between Comprehensive and Mini Salary Surveys7.4 Inclusion of New Cash Allowances in Interim Salary Surveys7.6 Frequency of Mini-Surveys7.7 Preparing for the Survey7.10 Collecting Data7.14 Analyzing Data7.20 Constructing the Salary Scale7.27 Effective Date7.28 Report on the Interim Salary Survey by the LSSC7.30 Designated Agency Headquarters’ Review of Interim Salary Survey7.31 Report Back to Employers


PART III SPECIAL MEASURES

Chapter 8 ALTERNATIVE APPROACHES

8.1 Introduction8.4 Conditions Where Special Measures Can Be Considered8.6 Options for Special Measures

APPENDIX The National Officer Category

GLOSSARY


LIST OF ANNEXES

I. List of Duty Stations by Employer Retention Category

II. Definition of Economic Sectors

III. Inventory of United Nations Staff by Job and Grade

IV. Salary Survey Benchmark Job Description

V. A. Employer Data Collection FormB. Employer Data Form

VI. Tax Information Form

VII. Sample Letters to EmployersA. Initial Request for ParticipationB. Follow-up Letter to Employers Who Agree to ParticipateC. Follow-up / Confirmation of Interview LetterD. Thank You Letter and Transmittal of Report

VIII. Worksheet FormatsA. Summary Table of Job MatchesB. Summary Table of Employers’ Effective Dates, Worksheets and BenefitsC. Non-Pensionable Component WorksheetsD. Dependency Allowance WorksheetE. All Employer Analysis Format

IX. Guidelines for the Quantification of Benefits and Allowances

X. Comprehensive Survey Report FormatsA. Report by LSSCB. Report by Headqarters of Designated Agency

XI. Interim Survey Report FormatsA. Report by LSSCB. All Employer Analysis FormatC. Report by Headquarters of Designated Agency

XII. Format of the Salary Scale

XIII. Report to Comparator Employers

CCAQ Salary Survey Manual Introduction

INTRODUCTION

Of vital importance to the success of UN programmesworldwide is the support of highly skilled and dedicatednational staff. From its inception, the United Nations hasrecognized the central role of its locally recruited staff in itswork. As nationals, these men and women bring first-handknowledge about the countries in which they live andprovide continuity in the ongoing work of the organizations.They shoulder primary responsibility for maintainingworking relationships with national institutions and with thelocal community.

The FlemmingPrinciple

0.1 In 1948, in recognition of the important contributionof national staff, the General Assembly established thefounding principle for setting compensation for locallyrecruited personnel. With the Flemming Principle, namedfor the Committee which first enunciated this policy, theGeneral Assembly established and maintained that conditionsof service for locally recruited staff should reflect the bestprevailing conditions found locally for similar work.Linking United Nations= salaries for locally recruited staff todynamic, progressive employers in each locality has enabledthe United Nations to remain a competitive employer and,more importantly, to recruit and retain staff of a high level ofskill and integrity essential to its work.

TheMethodology

0.2 To make the Flemming Principle a working reality,consistently applied in each duty station, the InternationalCivil Service Commission (ICSC) approved a comprehensivemethodology in 1984 for the conduct of salary surveys innon-Headquarters duty stations. This methodology providedthe first clear, consistent guidelines for evaluating locallabour market conditions, identifying leading employers andestablishing accurate comparisons with these employers toensure that United Nations= salaries reflect best prevailingconditions.

0.3 The organizations of the United Nations CommonSystem have been equally committed to ensuring theconsistent and accurate application of the FlemmingPrinciple in non-Headquarters locations. With ICSCapproval of the methodology, the Consultative Committee on


Administrative Questions (CCAQ) organized a workinggroup to draft a step-by-step manual for Local Salary SurveyCommittees. This manual provided detailed guidance on thesurvey process and greatly facilitated the conduct ofcomprehensive salary surveys under the new methodology.

0.4 The organizations, through CCAQ, committedadditional resources to the salary survey programme byapproving an inter-agency-funded salary survey specialistpost exclusively dedicated to working with Local SalarySurvey Committees in carrying out surveys. A trainingprogramme for field administration and staff representativeswas developed and continues to provide in-depth explanationof the methodology and the survey process.

0.5 Since 1985, more than 300 comprehensive salarysurveys have been carried out under the non-Headquartersmethodology. Most duty stations have conducted two, and insome cases three, comprehensive salary surveys. Throughthe experience gained in these surveys, the survey processhas been streamlined and refined. A parallel programme todevelop and implement common classification standards forGeneral Service posts at non-Headquarters duty stations hasfurther facilitated and enhanced the salary surveyprogramme by introducing a standardized seven-level salarystructure and common salary survey benchmarks based onclassification standards.

0.6 In 1993 and again in 1997, the ICSC carried out acomprehensive review of the non-Headquartersmethodology. In addition to confirming the applicability ofthe methodology in determining conditions of service forlocally recruited staff, the Commission recognized theextensive efforts on the part of the organizations toeffectively implement the methodology. In its reviews of themethodology, the Commission approved several revisionswhich reflected the experience of the organizations and theevolving views of Member States.


The RevisedManual

0.7 After twelve years and hundreds of salary surveys,the organizations of the Common System are issuing the firstcomplete revision of the Local Salary Survey Manual. Thisrevised edition reflects changes approved by the ICSC in themethodology. In detailing the steps of the survey process, italso reflects practical experience gained over the past tenyears. The revised manual provides greater precision in eachpart of the survey process. It reflects the impact of jobclassification at non-Headquarters duty stations and theextensive use of computer technology in the survey process.

0.8 In issuing the revised edition, the organizations of theCommon System recognize that, while the fundamentalprinciple underlying UN conditions of service remainsunchanged, the process for assessing local labour marketconditions must remain dynamic. The refinements containedin this manual reflect continuing efforts to improve themethodology and the related salary survey process.

Understandingthe RespectiveRoles of theParticipants

0.9 There are four main groups participating at differentlevels in the salary survey process: the responsible agency,the designated agency, the salary survey specialist and theLocal Salary Survey Committee (LSSC). Respective rolesand responsibilities of these participants are as follows:

The Responsible Agency. The United Nations and theWorld Health Organization are known as the responsibleagencies. These agencies have been designated by theAdministrative Committee on Co-ordination (ACC) ashaving overall responsibility for authorizing local salaryscales.

The Designated Agency. UNDP, UNICEF and FAO havebeen given operational responsibility for conducting andcoordinating salary surveys for certain non-Headquartersduty stations, and for recommending revised salary scalesand allowances to the responsible agency. The designatedagency is usually the agency with the largest number oflocally-recruited staff serving at the duty station in question.

(a) The Headquarters of the designated agency, alongwith the responsible agency, draws up a schedule forcomprehensive salary surveys based on a three-to-five yearperiodicity. Headquarters notifies the duty station inquestion four to six months in advance of the scheduledsurvey so that the duty station can begin the first of four


salary survey phases. No salary survey (eithercomprehensive or interim adjustment) may be initiatedwithout the concurrence of Headquarters. After arecommended salary scale has been constructed at the dutystation, Headquarters reviews the scale and submits it,together with the survey report and any other salientinformation, to the responsible agency.

(b) The Field Office is delegated by the Headquarters ofthe designated agency to coordinate the four operationalphases of the actual salary survey at the duty station. Thefour operational phases are: survey preparation, datacollection, data analysis, and construction of the salary scale.Throughout this process, the duty station consults with andobtains approval from Headquarters of the designatedagency.

The Local Salary Survey Committee. The designatedagency is responsible for convening the Local Salary SurveyCommittee (LSSC) and appointing a senior official in itsfield office as Committee chairperson. The LSSC coordinatessurvey activities at the duty station under the guidance of thesalary survey specialist from Headquarters. The LSSCcomprises administration and staff representatives from allUnited Nations organizations at the duty station employinglocally-recruited staff. The designated agency must ensurethat all agencies at the duty station participate in the LSSC. Aclose and continuous dialogue between administration andstaff during all four phases of the survey is crucial.

0.10 If no LSSC exists, the designated agency should takethe necessary steps at the local level to establish one thatreflects a balanced representation of administration and staffof all the organizations employing local staff at the dutystation. The chairperson of the LSSC is always aninternationally recruited senior official of the designatedagency posted to the duty station.

The Salary Survey Specialist. A specialist in salary surveytechniques, appointed by the Headquarters of the designatedagency, is assigned to conduct the survey with the LSSC. Incertain cases, more than one specialist may be assigned toconduct a survey.

0.11 The assigned salary survey specialist acts on behalf ofthe designated and responsible agencies. As such, thespecialist has delegated authority to make on-the-spotdecisions about certain technical matters where immediatedecisions are necessary for the survey to proceed.


Essentially, the role of the specialist is to guide the LSSC,especially at the stages of data collection, data analysis andconstruction of a proposed salary scale. The salary surveyspecialist has the following major responsibilities:

4 To review the initial preparations made by the LSSCand to participate in the final field preparations forthe survey;

4 To brief the survey team on the objectives of thesurvey interview and on interview techniques,including job matching;

4 To participate in data collection as the datacollection team leader;

4 To provide guidance to the LSSC in the analysis ofdata and the calculation of revised salary scales forpresentation to the Headquarters of the designatedagency;

4 To be available to the Headquarters of the designatedagency and the responsible agency in order toprovide information concerning the data andrecommendations presented for final salary scaleapproval.

Comparator Employers

0.12 Comparator employers are local public and privatesector employers representing a cross-section of economicactivity. Selection of the best local employers is madethrough a process of data gathering and analysis of their localstaff salary, benefit and allowance provisions in order tofollow average movement in comparator compensationpackages and periodically adjust local UN salaries.

0.13 Salaries for locally recruited staff are establishedthrough labour market surveys of the employers presumed tobe the best in the locality. On a three to five year cycle,comprehensive salary surveys are carried out to identify theemployers who offer the best overall conditions againstwhich to reference United Nations salaries. Betweencomprehensive salary surveys, interim surveys are conductedto update information on changes in salaries and benefits forthe retained comparator employers.


An Overviewof the SalarySurvey Process

The Comprehensive Salary Survey

0.14 There are four phases in the conduct of acomprehensive salary survey:

The Preparation Phase begins with notification byHeadquarters of the designated agency that a comprehensivesurvey will be carried out and includes: convening the LocalSalary Survey Committee (LSSC); selection of comparatoremployers to be surveyed; updating information on nationaltaxation and the compilation of statistics on the job and gradedistribution of local staff for all UN agencies in the dutystation.

The Data Collection Phase begins with the arrival of thesalary survey specialist and the briefing of the data collectionteam and includes interviews with the selected comparatoremployers to collect their data on salaries, allowances andother conditions of service leading to the completion ofEmployer Data Collection forms for each surveyedemployer for data analysis;

The Data Analysis Phase begins with the analysis ofindividual employer data to establish total net salary figures,at minimum and maximum, for each job matched in eachemployer leading to the selection of the best employers andthe calculation of the overall weighted average difference orincrease represented by the selected best employers overcurrent United Nations salaries.

The Salary Scale Construction Phase adjusts raw surveyfindings into a balanced and accurate salary scale reflectinglabour market trends and promoting internal consistency andequity.

0.15 These phases, with guidance concerning the creationof United Nations allowances and the finalization andapproval of revised salary scales are described in detail inPart I of the manual: The Comprehensive Salary Survey.


The Interim Adjustment

0.16 Between comprehensive salary surveys, the LSSC isrequired to monitor and update salary and benefitinformation for the retained comparator employers. Thisinterim survey process builds on the foundation establishedin the comprehensive salary survey. The procedures to befollowed in the conduct of mini-salary surveys are detailed inPart II of the manual: The Interim Adjustment.

Special Measures

0.17 Flexibility is built in the methodology to effectivelyaddress the wide range of labour market conditions foundaround the world. Experience has shown that, in situationsof extreme economic and social volatility, it may benecessary to temporarily go beyond the approach providedfor in the methodology. Guidance regarding these situationsand possible alternative approaches which may be consideredare detailed in Part III of the manual: Special Measures.

Countries withMore than OneLocal SalaryScale

0.18 Salary scales developed for duty stations withestablished UN offices should normally also apply to staffworking on a project basis at locations outside the capitalcity countrywide. There are, however, a few cases wheremore than one salary scale is in effect in the same country.This occurs, for example, when there are established UNoffices in more than one duty station in the country. In suchcases, careful coordination between designated agencyHeadquarters in the management of comprehensive salarysurveys is particularly important. The surveys should beconducted simultaneously based on the procedures outlinedin the CCAQ Salary Survey Manual. The salaries andallowances established should be applied from the sameeffective date. It is also important to include someemployers common to both duty stations in both surveys. Toa degree compatible with the requirements of the officesconcerned, there should be uniformity in the structure of thesalary scales. The application of more than one salary scalein a country can be authorized in exceptional circumstancesby the responsible agency, either the United Nations orWorld Health Organization.

CCAQ Salary Survey Manual Chapter 1 The Preparation Phase

PART I – The Comprehensive Salary Survey

Chapter 1The Preparation Phase

Once the Headquarters of the designated agency schedules acomprehensive survey, a comprehensive preparatory processbegins in which the LSSC gathers information and monitorssalary movement and related developments in the locallabour market. The preparation phase may take betweenthree to six months. At the end of the preparatory period, theLSSC and the salary survey specialist begin the rapidprocess of actual employer interviews and data analysis thatresults in the recommended salary scale.

Assembling theLabourMarketInformation

1.1 The survey process is based on comparing of currentlocal employer salaries and allowances to those offered tolocally recruited UN staff at the duty station. In order toidentify those employers, who offer the best prevailingconditions of employment, the LSSC initiates the process oflabour market research and contacts the comparatoremployers used for the final data analysis in the previouscomprehensive salary survey. In addition, local employersknown to be competitive from participation in past surveysshould also be contacted. These guidelines eliminate unduefluctuations from one survey to the next and ensure thatsalary levels are not temporarily set by reference to all newemployers. Areas to be monitored include:

4 Basic salaries of local employers;4 Allowances and benefits offered by local employers;4 New legislation changing local income taxes;4 Adjustments in official working hours without

corresponding adjustment in basic salaries.

Identification of Potential Employers

1.2 Potential employers to contact for preliminaryinterviews are compiled from the following sources:

4 Local chamber of commerce;4 Organizations and associations of employers within

the same industry;


4 Unions and other labour organizations;4 Published materials;

4 Representatives of United Nations administration andstaff;

4 Previously surveyed comparators;4 Headquarters information on multinational employers

which are found to be highly competitive.

DevelopingList ofComparatorEmployers

1.3 Using the best possible sample of employers ensuresthat the salary scales resulting from the survey reflect thebest prevailing conditions of employment in the locality.After the LSSC researches and interviews a cross-section oflocal employers, a final list of employers to be surveyed in-person is prepared. It is also useful to have names ofreputedly good employers in reserve in case the list has to besupplemented after data collection begins because anemployer suddenly declines to participate, or an initialemployer is not able to provide sufficient data for analysis.The employers on the reserve list must also meet all thecriteria specified below and should not be interviewed unlessthey are placed on the official list. In that case, an interviewand full data collection in accordance with procedures setforth in Chapter 2 is required.

1.4 Once the LSSC has compiled its proposed list ofcomparator employers, it should be forwarded to theHeadquarters of the designated agency for review andapproval. Only with the approval of the list by Headquartersshould the employers be formally approached to participatein the survey. The LSSC should give priority attention in thepreparation phase to the identification of comparatoremployers and present its list of recommended comparatorsin advance of the survey.


Key Criteriafor EmployerSelection

1.5 The following criteria should be observed in theselection of employers to be surveyed:

4 Employers selected should represent a broad cross-section of competitive economic sectors (includingpublic service or parastatal institutions), with no onesector unduly dominating the sample;

4 The employers to be surveyed should have beenestablished in the locality for several years, i.e.approximately five years. They should have anestablished salary structure and personnel systemincluding systematic method of ranking jobs. Finally,they should have at least 20 employees engaged inoffice work; in duty stations where the number ofemployers to be retained is seven or twelve, it isrequired that these employers have at least 50employees engaged in office work. (see paragraphs1.8 below).

4 There should be a high degree of continuity in theemployers surveyed from one survey to the next, witha majority of employers from the previous surveynormally being retained for data collection andanalysis;

4 An outside employer who uses the United Nationssalary scales as the primary basis for setting salariesshould not be selected for comparison; for example,the World Bank or Inter-American DevelopmentBank at all duty stations except Washington.

1.6 Prior to the formal, in-person interviews, the LSSCshould have determined whether each employer to besurveyed meets the above criteria. If criteria are not met forall comparator employers as a result of the interview, adecision whether to keep or eliminate the employer will bemade at the beginning of the data analysis phase.

Number of Employers to be included in theSurvey

1.7 In 1997, the ICSC significantly revised the criteria foremployer selection and retention. The revised methodologyhas now established three categories of duty stations withrequirements for employer retention established as five,seven or twelve employers. The list of duty stations bycategory appears in Annex I. The determination of thecategory in which a duty station has been classified is basedbroadly on two criteria: the size of the UN local staffpopulation and, the degree of dynamism of the local labour


market. The categorization of a duty station will be reviewedon an annual basis. Revision of category is subject to theapproval of the Chairman of the ICSC.

1.8 In addition to establishing criteria for retention ofemployers which vary by category of duty stations, theICSC also requires that the list of retained employers in thefinal analysis be representative of a range of economicsectors. Representation of employers drawn from the publicsector including, where possible, the national civil service, isalso a requirement at all duty stations. A minimum of twentyfive percent of retained employers must be from the publicsector. No more than twenty five percent of employers maybe included from any single sector of the private sector. Tofacilitate inclusion of public sector employers, the sizecriteria provided in paragraph 1.5 above can be flexiblyapplied. For duty stations in Western Europe, the ICSC hasmandated that the national civil service must be includedamong the retained comparators and that each employer musthave at least 100 staff. In establishing these criteria, theICSC has established a definition of these economic sectorsfor purpose of grouping of employers. This definition ofsectors is provided in Annex II.

1.9 With the categorization of duty stations established,ICSC has determined the number of employers which ideallyshould be included in the survey for data collection. Thenumber of employers by category is as follows:

4 for duty stations where five employers are to beretained: seven to ten employers should be surveyed;

4 for duty stations where seven employers are to beretained: nine to twelve employers should besurveyed;

4 for duty stations where twelve employers are to beretained: fifteen to twenty employers should besurveyed.


MakingAppointments

1.10 A letter is sent to the Human Resources Manager orcompetent administrative official of each employer selectedfor the formal survey to announce the survey and requestcooperation for an interview. It should be emphasized in theletter that a personal interview is necessary to obtain accurateand complete information. It should also be stressed that alldata obtained is kept strictly confidential. A sample letter isgiven in Annex VII, Letter A. The employer should becontacted three to four days after the letter has been sent toensure receipt. At this time the name and position of theemployer representative who will participate in the interviewshould be confirmed.

Letters to Comparator Employers

1.11 Shortly thereafter, a follow-up letter is sent to theperson designated to participate in the survey (see the samplein Annex VII, Letter B), with a sample copy of the EmployerData Collection form. By receiving materials in advance ofthe appointment, employers are able to compile informationahead of time. It should be made clear in the appointmentconfirmation letter that, although it would be helpful if thesample questionnaire were completed before the interview, itshould not be returned, but kept for discussion during theinterview.

1.12 Although the interviewee has received a list of UNbenchmark jobs, the actual matching of jobs should be done,not by the employer before the interview, but by the surveyteam during the interview process.

1.13 Formal appointments with comparator employersshould be made one week (see Annex VII-C) before thesalary survey specialist arrives, and confirmed the daybefore. The timing of appointments should be staggered andlimited to no more than four per day. One to two hours foreach appointment is normally allowed.

Employer DataCollectionForms

1.14 The sample of the Employer Data Collection formthat is sent to the employer is a summary of the document thesalary survey team uses during the interview. By supplyingthe form ahead of time, the interview is better structured.The form used in the survey process is contained in AnnexV. Although the form has been designed to incorporatevarious data elements, it may not meet every need.Alterations should be kept to an absolute minimum to ensureconformity of approach.


GatheringLocalInformation

1.15 Not only must the LSSC be aware of salaryconditions, benefits and allowances since the last survey, butalso additional information and material must be collected aspart of the preparation phase before the new survey begins.This includes gathering information on relevant local labourlegislation, other legislation governing conditions of serviceof local staff (e.g., social security provisions, minimumwages, hours of work, leave, overtime and terminationindemnity), and the general social and economic conditionsin the country. The LSSC must ensure that this informationand material are complete and available for the survey teammembers prior to comparator employer interviews.

TaxInformation

1.16 As United Nations staff generally are not taxed ontheir income, organizations and staff tend not to be veryfamiliar with tax legislation applicable at the duty station.Information about taxation is, however, very importantbecause it is used to derive outside net salaries from grosssalaries, and to calculate dependency allowances. Sinceinformation may need to be based on statistics gathered fromoutside sources, (often a time-consuming task), the LSSCmust collect or update data on taxation during the earlystages in the preparation phase.

1.17 A clear and detailed summary of the income taxsystem should be provided on the tax information form (seeAnnex VI). In some cases, a tax specialist needs to beconsulted for preparation of this form. The following taxinformation should be gathered:

4 Up-to-date information about tax laws, regulationsand tables, tax provisions and rates;

4 Up-to-date information about exemptions,deductions, rebates and allowances, as well as aboutthe taxability of certain types of benefits;

4 Information on type of income tax applicable (e.g.,national, state and local);

4 Copies of the actual documents describing theexisting income tax system and up-to-date income taxreturn forms.

1.18 Once updated tax information is compiled, a copy ofthis information should be sent well in advance of the surveyto the Headquarters of the designated agency. The


Headquarters’ salary survey specialist will begin analysis ofthe tax provisions and prepare the initial data analysisworksheets prior to his/her departure.

OtherInformation

1.19 In addition, since practices of the various UnitedNations organizations at a duty station can differ regardingconditions of service for their staff, information aboutprovision of uniforms, meal facilities, transportationarrangements, etc., should be gathered from each agencyduring the preparatory phase.

SurveyBenchmarkJobs

1.20 This facet of the salary survey process wassignificantly streamlined in 1991 with formal ICSC approvalof common job classification standards for the GeneralService in non-Headquarters duty stations. Using the ICSCstandards, the following 15 most common General Servicejobs have been identified for use as salary surveybenchmarks:

UN Grade Job No. Benchmark TitleG-1 1 MessengerG-2 2 DriverG-3 3

4Senior DriverClerk-Typist

G-4 567

SecretaryAdministrative ClerkFinance Clerk

G-5 89

10

Senior SecretarySenior AdministrativeClerkSenior Finance Clerk

G-6 111213

Secretary to Head ofOfficeAdministrative AssistantFinance Assistant

G-7 1415

Senior AdministrativeAssistantSenior Finance Assistant

1.21 The 15 benchmarks fall within the four most commonoccupations found in duty stations for which comparablepositions are most readily found in outside employers: Non-clerical office support, Secretarial, Administration andFinance. Since the internal United Nations population


serving in these specific benchmark jobs usually exceeds 60per cent of the total General Service population, the 15benchmarks provide an excellent representative basis forsalary comparisons.

1.22 The common salary survey benchmarks do notnecessarily describe every duty carried out in each grade byeach agency at the duty station. The focus of thesebenchmarks is to present the principal duties and provide fora clear progression of functions within each occupationalseries to compare UN jobs to those found in outsideemployers. The use of the standard salary surveybenchmarks provided in Annex IV ensures that thecomparison of UN General Service posts is carried out in auniform manner.

1.23 With the approval of common classificationstandards for the General Service category at non-Headquarters duty stations and the adoption of thesestandards as salary survey benchmarks, the Local SalarySurvey Committee should not debate the content of surveybenchmarks to determine their applicability to actual posts inlocal UN agencies. Variations in the classified levels forposts of similar functions among organizations at the dutystation should be referred to the appropriate classificationauthority within each respective organization and should notbe considered in the context of the salary survey.

Compilation ofStaff Inventory

1.24 As part of the preparatory phase, an inventory of alllocally recruited staff for all agencies with established officesin the country must be compiled. This common staffinventory identifies staff population by post and grade.

1.25 A format for the staff inventory is provided inAnnex III. In compiling the inventory, jobs performing thesame function in the same grade are grouped under the samejob title despite variations which exist between organizations.The fifteen survey benchmark jobs have been specificallyhighlighted in the inventory. Where there are no staffperforming the function of one of the fifteen benchmarks, anotional population or weight of 0.5 should be entered in theinventory. Similarly, if a grade in the duty station has nostaff population, a notional weight based on the appropriatebenchmarks should be included.


1.26 The survey benchmark and grade populations areessential in the later phase of data analysis. When compilingthe inventory, the LSSC should not address issues related tothe classification of posts in individual agencies. Thepopulations should be compiled as presented by each agency.

1.27 A complete inventory of local staff should beforwarded well in advance of the survey to the Headquartersof the designated agency. The inventory is needed forweight analysis in averaging data. The survey specialist willprepare survey spreadsheets on that basis.

Briefing andTraining theData CollectionTeam

1.28 Two-person survey data collection teams (onerepresentative of the administration and one of the staff)work with the salary survey specialist to interviewcomparator employers in-person.

1.29 The LSSC representatives selected for the surveyteam that will actually interview comparator employersshould have prior experience in job matching and interviewtechniques.

1.30 Selected LSSC representatives and the salary surveyspecialist should function as a team in data collection. Theycarefully review the 15 survey benchmark descriptions andquestionnaire, the elements needed for the analysis of thedata (especially detailed quantification of fringe benefits),and all material collected on pertinent labour, tax and otherlegislation in order to ensure that they have a commonvocabulary and thorough understanding of the material to beused in the interview, and the various elements involved inthe survey process.

1.31 As part of the preparation for data collection, the datacollection team members study the UN benchmarks jobsprovided in Annex IV of the manual. The team membersdiscuss to develop a common understanding of the gradedetermining distinctions in the UN benchmarks for eachgrade level within each occupational series to ensureconsistency in the job matching process. If necessary,additional briefings of the team should be organized by staffmembers who have been trained in the principles of jobclassification in order to discuss the structure of thebenchmarks.


1.32 The survey team reviews the analysis criteria forspecific benefits in Chapter 2 and Annex IX before theycollect detailed information on all allowances and benefitsoffered by employers. Irrespective of whether these benefitsare included in the determination of salary, informationshould be collected to enable comparison with conditions ofservice in the United Nations organizations.

1.33 Each team member has all pertinent papers readilyavailable at the interview to take careful notes and fill out acopy of the questionnaire worksheet as the interviewproceeds.

Commitment to Confidentiality

Data collection teams are committed to confidentiality withregard to information obtained during the conduct of thesurvey, although survey-related information may be sharedwith the LSSC. The team will, moreover, be bound by theprovisions of article 1.5 of the United Nations StaffRegulations as allows:

"Staff members shall exercise the utmost discretion inregard to all matters of official business. They shall notcommunicate to any person any information known tothem by reason of their official position which has not

been made public, except in the course of their duties orby authorization of the Secretary-General. Nor shall they

at any time use such information to private advantage.These obligations do not cease upon separation from the

Secretariat.”

(The staff rules and regulations of all United Nations organizations containsimilar provisions.)

CCAQ Salary Survey Manual Chapter 2 The Data Collection Phase

Chapter 2The Data Collection Phase

The Data Collection Phase of the comprehensive salarysurvey begins with in-person interviews of comparatoremployers by the data collection team. The team collectsinformation about salaries, allowances and other conditionsof service from comparator employers. The Data CollectionPhase ends with the completion of a master surveyquestionnaire for each completed interview. Since the salarysurvey is designed to record prevailing labour marketconditions at a specific point in time, data collection from allcomparator employers takes place within a very brief period,normally one week.

ConductDuring theInterview

2.1 Even though there is a great deal of communicationbetween the LSSC and the employer during Phase I, ThePreparation Phase, an employer may still be reluctant togive salary information to local staff representatives. Thedata collection team should reassure the employer that theteam represents the United Nations.

2.2 Every effort should also be made to utilize the timecontributed by the employer effectively and efficiently. Forexample, time should not be wasted on items of minorimportance; details can be followed up later. Care should betaken not to abuse employer’s cooperation by embarking onlengthy, unnecessary discussions. An employer whobecomes impatient will shorten the interview. Discussionsamong team members, particularly entering into points ofdisagreement, should not take place at the time of theinterview. In addition, employers should not be criticized forpersonnel or salary policies, or private opinions.

2.3 In the case of more complex or incomplete issues,supplementary information should be obtained, if possible,and discussed by the team members after the interview.

2.4 Before starting the interview, the team membersshould introduce themselves to the employer. The salarysurvey specialist leads the interview by asking themajority of questions.


Four points to cover with the employer in the Introduction:

1. The UN appreciates their participation.

2. They were selected because they are a progressiveemployer and one of value for salary comparison.

3. The interview and the data obtained are confidential.

4. They will receive summary results of the salary survey,including revised UN salaries and a comparison of theircompensation against other participants in the survey.

Structure ofData Collection

2.5 The data collection team gathers information in threecategories from each employer:

4 General information; Personnel and Pay Policies,Salary Scales and Ranges;

4 Comparison of United Nations benchmark jobs withemployer’s jobs;

4 Salaries, allowances, benefits and other conditions ofservice.

2.6 The survey team(s) collects the data in the aboveorder, covering each category as thoroughly as possiblewithin the constraints of time and employer cooperation.The questionnaire is structured to allow the team to collectthe full range of data required in a systematic manner.

GatheringGeneralInformation

2.7 Each comparator employer interviewed must clearlypresent the structure of the organization so that the salarysurvey team can identify functional areas where jobs similarto UN positions are found. It is important to determine thenumber of employees working for the organization and howthey are distributed throughout the structure. In addition, theteam establishes the length of time the employer has beenconducting business locally as an indication of theemployer=s involvement in the local labour market. (SeeEmployer Data Form: Salaries, Allowances and OtherBenefits, for the type of questions asked by the salary surveyteam during this part of the interview).


Salary Scales and Ranges

2.8 In pre-interview correspondence sent to thecomparator employer, the salary survey team specificallyrequests that the employer discuss formal salary scales andranges with the team during the interview. If the employeroffers a scale or range, either in written or verbal form, theteam clarifies certain aspects of the scale, such as: effectivedate of the scale; whether the scale is strictly adhered to orwhether, in reality, hiring takes place on a flexible basis; andwhat triggers a scale or range adjustment, either across-the-board or for individual jobs.

2.9 If the employer has a scale or range, the teamdetermines the date of the scale or range. The employer’ssalary adjustment procedure is determined as well as generalinformation about salary scales and ranges, and use ofminimum and maximum salary rates.

Important Note: Every effort should be made by the datacollection team to obtain a copy of the actual employersalary scale. When the employer provides a copy, the teamleader should immediately examine the scale structure.Important mechanics of the salary scale must beunderstood regarding hiring rates, grade structure, staffprogression within a single grade to the grade maximumand on to higher grades. The purpose of this examinationis not to assess the level of salaries but to gain insight intoemployer grade structure. This understanding is veryuseful during the job matching exercise.

2.10 In addition, if collective bargaining agreements exist,the employer should be asked for a copy of the appropriateagreement(s).

2.11 Once data on employer salary scales and ranges,general personnel and pay policies are collected, the teamhas an overview of employer organizational structure andapproach to grading and salaries.


Personnel and Pay Policies

2.12 Some employers give automatic periodic payincreases. Other employers base salary increases strictly onmerit. The team gathers information on specific intervalsbetween salary increases in the same grade and the length oftime it generally takes for an employee hired at a minimumsalary to achieve the maximum salary in the same job withinthe same grade.

Comparing UNBenchmarkJobs

2.13 As noted in Chapter 1, fifteen benchmark jobs havebeen selected for the purpose of job matching. These fifteenbenchmarks represent the four most common andcomparable occupational groups: non-clerical support,secretarial, finance and administration.

2.14 Accurate matching between United Nations jobs atthe duty station and those of the surveyed employer isfundamental to the entire salary survey process. Once jobsare matched, the data collection team can proceed to obtainaccurate information on salaries, bonuses, allowances andother conditions of service. If an interview with acomparator employer reveals that there are no job matcheswith UN benchmark jobs, or an insufficient number ofmatches exist, the interview should terminate and acomparator employer on the reserve list be contacted as animmediate replacement.

2.15 When data collection exercise is not conductedproperly, incorrect job matches or insufficient data onallowances and benefits result in distorted salary scales.

The Four Occupational Groups

2.16 The data collection team should organize jobmatching by the four occupational groups: non-clericalsupport, secretarial, finance and administration. Discussionsbegin with the non-clerical support occupation (i.e.,watchman, messenger and drivers), proceed to the secretarialoccupation, the finance occupation and finally to jobs withinthe administrative occupation.


Job Matching: The Four Step Approach

4 Structure. Detail organization structure in the comparatoremployer of all levels of responsibility for the four occupationalgroups, including levels both above and below those representedby the survey benchmarks.

4 Content. Specify grade-determining content for each level inthe comparator organization structure and the relationship ofjobs in the hierarchy. Identify jobs and levels where thecomparable functions of the UN survey benchmarks are found.

4 Progression. Chart the occupational progression within thecomparator office structure to detail the career stream for staff.Identify experience and training requirements for each level.

4 Qualifications. Finally, for each level of responsibility, identifythe educational requirements. Identify supervisory andmanagerial levels.

2.17 Within the four occupational groups, the datacollection team should create organization charts to clarifycomparator structure and the placement of each job withinthe occupation. The survey team asks questions about theactual functions performed in each comparable job and ateach salary level within the company. With structuralplacement and functional assignments clarified, the surveyteam ascertains the qualifications required of the jobs interms of education and typical years of experience.

2.18 Each of the four UN occupational areas has uniquecharacteristics which should be taken into account in the jobmatching process. Specific points to be addressed include:

Non-clerical support - This occupational area containsseveral jobs which are unrelated. For examples, whilemessengers are predominantly involved in the internalmovement of documents and materials within anorganization, they may also make outside deliveries ofmaterials and correspondence. Therefore, all theseresponsibilities should be considered within the typical rangeof functions for comparable jobs. UN drivers, however,function primarily as chauffeurs of people, and vehicleoperation is limited to automobiles, not trucks

Secretarial - Required skills for jobs within thisoccupational area normally vary depending on the level ofthe person or people for whom the secretary is working. Foran accurate job match, it is important to identify all thesecretarial positions, from that of basic typist to seniorsecretary and to clarify the intervening levels, defining the


functions attached to jobs at each level and typical careerprogression.

Finance - Jobs in the finance occupation are usually found ina centralized organizational setting. Finance and accountingoperations are usually highly structured with clearly definedlevels for verification, certification and approval. Jobs mostcomparable to UN finance jobs in a duty station are usuallyfound in comparators within the General Accounting sectionof the larger Finance department. Discussions concerningthese jobs should proceed with delineation of theorganization structure, and identification of the functionsattached to each level in the office structure, with particularattention to levels where processing and verification,certification and approval occur.

Administration - This occupational area often involves avariety of functions throughout a company. In order toidentify all administrative jobs, it is necessary to review theorganization structure of several operational areas of thecompany. The discussion should begin with the structure ofthe Personnel Section, and proceed to sections responsiblefor Building or General Services, Transport/Travel Servicesand Supply. With the organization structure as a guide, it ispossible to develop a clear picture of the functionalassignments at each level. Having discussed the structure ofthe various occupations, a clear understanding of theclassification system used by the employer is established.

2.19 It should not be anticipated that complete function-by-function matches with UN jobs can be achieved. Theestablishment of accurate job matches depends on thecomparability of primary functions. Variations in officestructures will result in some disparity between UN jobs andemployer jobs.

2.20 By proceeding with the data collection interview inthe order indicated above, the survey team progressivelyexpands its understanding of each employer’s organizationand personnel structure. At the conclusion of the matchingprocess, the team should know the hierarchical progressionwithin the employer for the surveyed occupations and therelationship between occupations. Finally, the survey teamasks questions concerning the typical career progressionwithin the company for jobs within an occupation as anemployee ascends the organizational ladder. Through thisgeneral approach of examining the structure, functions,qualifications and progression for jobs within an occupationin the comparator employer, job matches with UN jobs


should become clear. It should be noted that typically jobswithin the General Service category do not require universitydegrees. Matches can be made in comparator employerswith jobs where university degrees are a requirement whensuch positions are encumbered by individuals who maypossess the equivalent in training and/or experience but whodo not necessarily have the actual degree.

2.21 Copies of the benchmark job descriptions fromAnnex IV of the manual should be available during theinterview for reference. Prior to beginning data collection,all team members should have studied the benchmarksthoroughly and be completely familiar with the progressionof functions for each occupation. During the interview thedata collection team aims to understand the employer'soccupational structure and not to spend time explaining thestructure of UN jobs to the employer.

2.22 The focus of discussions in the job matching exerciseshould be the distribution of functions and correspondingstructure within the employer for the four occupations. Itwould be entirely inappropriate to request the employer tospeculate on the corresponding match between a job in thecompany and the UN structure. It is the responsibility of thedata collection team to gather sufficient information toestablish the job matches themselves.


Split Matchesand LinkedGrades

Split matches - Responsibilities for a UN job are frequentlydivided among two or more jobs within an employer. It isindispensable to discuss the occupation as a whole, as well asthe corresponding employer organization structure.

2.23 Split matches indicate that the content of a UN job isshared among jobs in the comparator employer at differentgrade levels. In such cases, it is inappropriate to establish thematch with either the highest or lowest grade level. The splitmatch must identify primary survey benchmark functions indifferent level employer jobs.

Important Note: A UN benchmark G-7 Finance Assistantjob typically has responsibility for both certification ofpayments and verification of financial reports andstatements. In a large outside employer, payments andfinancial reporting may be carried out in separateorganizational units. If the administration of theseactivities in the employer is carried out by different posts atdifferent grade levels, a split match may be justified.

Linked grades - In some instances a UN benchmark job ismatched with an employers job where the employee receivesan automatic promotion to a higher position within thecompany with no change in functions or posts. Linking twoor more grades together in the classification of employer jobsis not uncommon. To establish the match with a UN jobwhere employer linked grades are in use, the data collectionteam must determine the grade that will be assigned to thejob when an employee is recruited, the conditions underwhich the promotion to the higher level is given, and whetherall incumbents of similar posts can qualify for such a linkedgrade movement. The team must identify the full range ofgrade levels the employer has established for the job inquestion.

Example: A UN G-4 secretarial job is matched to a job ofjunior secretary in a company. It is found that therecruitment level in this company is grade 1 but incumbentsin such posts are found in both grades 1 and 2. If it isdetermined that movement to grade 2 is automatic andconsistent with the normal progression of staff in this job inthe employer, a linked grade match of 1 and 2 is established.

2.24 It should be noted that split matches or linked gradesshould not be used as a form of compromise in cases ofdisagreement among team members regarding job matching.Where disagreements occur, additional information from the


employer must be gathered to clarify the points ofcontention. If the team members cannot, after seekingclarification from the employer, arrive at a consensus, thesurvey team leader should establish the job match. Otherteam members are free to attach written, alternativeviewpoints to the survey questionnaire.

2.25 Once the information about job content has beencollected and job matching is generally clear (subject tofurther review following the interview), if possible the teamshould try to ascertain the number of employees in eachposition in the employer. Where positions are encumberedby only one individual, care must be taken to ensure that thesalary level of the position reflects the employer’sassessment of the value of the job rather than incumbent-related compensation. With this information collected, theteam proceeds to document salaries, allowances, benefits andother conditions of service.

Data onMinimumSalaries

2.26 As a first step, the team verifies whether theminimum salaries listed on the salary scale are used as hiringrates. If the employer’s current hiring rates are found to bedifferent from the scale minima by policy, these differenthiring rates should also be recorded and the questionnaireannotated accordingly. If certain individuals are hired atrates above or below the minimum, while others are hired atthe minimum, the team should not necessarily conclude thatthe hiring rate is different from the minimum. In these cases,the employer should be asked whether qualified candidatescan be recruited at the minimum rates. The object is to haverealistic data on minimum hiring salaries for use in the dataanalysis.

Data onMaximumSalaries

2.27 When collecting data on maximum salaries,information should also be obtained on the conditions underwhich salary increases occur and whether they areconsistently applied. This information enables the team toidentify situations where it is inappropriate to accept theemployer’s official maximum scale or range figures. Forexample, increases based solely on exceptional merit shouldbe excluded. Where a maximum is theoretically set butnever paid, or paid only to a limited number of staff, theactual salary achievable by the majority of employees in thejob would be a more realistic figure to use in reportingemployer salary maxima.


2.28 During the course of the interview, the team shouldnot debate what might be considered appropriate salarymaxima for an employer job. For maxima data there is nofixed reference or definition as with minimum data andhiring rates. For different employers, maxima salaries areattained after variable years of service. Maxima data isexamined for the trend it represents with respect to theprogression from hiring rate to the ceiling rate attainable forthe same job.

Data onAllowancesand Benefits

2.29 The survey team should review the analysis criteriafor specific benefits Annex IX before collecting detailedinformation on all allowances and benefits offered by theemployer in cash or in kind, both quantifiable and non-quantifiable. Irrespective of whether these benefits andallowances are included in the determination of salary,information is collected to enable comparison withconditions of service in the United Nations organizations.(See Employer Data Form: Salaries, allowances and otherbenefits).

2.30 The data collection team asks the employer fordetailed explanations regarding the allowances and benefitsoffered by the company. The collection of data onallowances and benefits should proceed in an organizedmanner. While allowances are paid in cash, benefits areoften provided in kind. Benefits can be divided between a)those to which a value cannot easily be assigned, or non-quantifiable benefits, and b) those to which a value can easilybe assigned, or quantifiable benefits. For allowances andbenefits to be quantified and added to salary figures for anemployer, they should normally meet all the followingcriteria:

4 Be offered across-the-board to all employees or to anidentifiable group of jobs (e.g., accounting clerks) orto particular grades, under similar conditions whetherthey are cash or non-cash in nature.

4 Be provided by the employer on a regular andrecurring basis over a reasonable period of time (i.e.,be a well-established practice of the employer),whether they are cash or non-cash in nature;

4 If non-cash in nature, be taken advantage of by, orgiven to, approximately 75% of the employees in thecompany. If the benefit is only granted to a limited


number of jobs, it should apply to approximately 75%of the employees in the job series concerned.

2.31 Annex IX provides guidelines concerning the type ofdata which should be collected to establish the value ofquantifiable non-cash benefits. The following examplescover the most common benefits of this nature, andexemplify the information required for the quantification ofother non-cash benefits. Employers typically group benefitsin broad areas:

4 General cash allowances: structured as bonuses orprofit sharing plans available to all staff, sometimesunder variable conditions;

4 Allowances or benefits related to transportation:structured as cash amounts or in-kind services whichmay extend to the provision of vehicles for personaluse;

4 Allowances or benefits related to housing: structuredas cash amounts or in-kind services which mayextend to the provision of housing and relatedservices (i.e. utilities and domestic services);

4 Allowances or benefits related to meals: structured ascash amounts or in-kind benefits which may includebeverage/refreshments provided by the employerthroughout the work day;

4 Allowances or benefits related to social activities:usually expressed as a general amount established bythe company to support social/recreational activitiesfor the entire employee population. This may alsoinclude specific benefits such as access to companyrecreational facilities and the payment of membershipfees in private clubs;

4 Provision of credit through low interest or subsidizedloans: detailed information on the loan policy shouldbe elicited with particular attention to the purpose ofthe loan (i.e. housing or personal), amounts which canbe borrowed, terms of repayment and renewal, servicerequirements and rates of interest levied.


2.32 Employer Benefits which should be excluded fromquantification in all cases include:

4 Illegal benefits or payments;

4 Training courses provided to staff for work relatedreasons;

4 Airline tickets provided by airline companies;

4 Termination payments or indemnities; severancepayments;

4 Salary supplements based on seniority or longevity.These are grants in addition to salary, usually paid ina single installment after a fixed number of years, tocompensate for long service;

4 Benefits related to pension plans, provident funds andother after-service payments.

2.33 For ease of reference, individual employer benefitswhich are being quantified in salary calculations should berecorded on the summary table of employer effective dates,workweek, and benefits (see Annex VIII).

2.34 The data collection team should question eachemployer on the above areas to determine specificallowances or benefits, the categories of staff which areeligible, the conditions for receipt of the benefit (e.g.,number of years of service), the current degree of utilizationcurrently for the eligible staff population and the taxability ofallowance or benefit.

2.35 During the interview, the team verifies unofficiallyobtained information on bonuses and allowances paidseparately by an employer (from informal sources such aslocal staff members, employees of the firm, etc.). Suchinformation should, however, be obtained tactfully and on avoluntary basis from the employer. Only if the employerconfirms the existence of such bonuses and allowances andprovides details of their amounts and conditions of paymentshould such information be included in the survey report.

2.36 Information should be collected on employer practiceregarding payment of dependency allowances (child, spouse,secondary dependent’s allowance), as well as any


dependency allowances mandated by government legislation.Such information may include, but is not limited to, monthlyor yearly payments to employees in respect of dependents,one-time payments on the birth of a child or on marriage,educational assistance for children’s studies (tuition fees,book or uniform fees). Information should also be gatheredon employer assistance to cover family member funeralexpenses.

OtherConditions ofService

2.37 Information on other conditions of service (i.e., leaveprovisions, pension/retirement schemes, social securitybenefits, insurance coverage, etc.) provided by outsideemployers is used to verify that reasonable overallcomparability exists between the conditions of service forUnited Nations local staff and those working for outsidecompanies. The information is recorded on the section of thequestionnaire worksheet relating to general conditions ofservice.

2.38 General information should also be sought onemployer practice regarding overtime and shift differentials.

2.39 In the area of social benefits (medical and dentalplans, retirement or pension schemes), it should be sufficientto obtain information on the amount of the employer’s andemployee’s respective contributions and a copy of anyinformation describing the scheme(s). Where suchdocumentation is not available, data should be obtained onthe main features of the plans. The information to beobtained in such cases typically includes:

a) Medical and dental plans: Information as to whetherthe scheme is contributory; and, the maximumreimbursement per insured person; the total numberof days of hospitalization per annum (or a maximumamount) for which coverage is provided and the rateof reimbursement for hospital and medical treatment;whether coverage extends to family members;

b) Retirement or pension schemes: information onwhether the scheme is contributory and the formulaused to compute the retirement benefit and/or themaximum pension which can be earned expressed asa percentage of the salary figure used in the benefitformula (e.g., 50 per cent of the average salary isbased on earnings for the highest three years). Inmany cases a much less complex scheme may be


available, such as a provident fund. In all cases, theinformation to be collected should be of a general orsummary nature. The team, however, should askwhether employee contributions to such plans are taxdeductible.

Taxation 2.40 As much information as possible concerning taxdeductions and rebates should be collected to assist in theanalysis of data. These items might include: rentaldeductions, life insurance premiums, pension schemes,unemployment insurance, charitable payments, mortgageinterest deductions, etc. Information on the averageutilization of deductions/rebates by local employees shouldbe obtained from the tax authorities, tax records or officialstatistical bulletins.

2.41 In instances where the employer advises the team thatit does not declare or deduct taxes from its employees’salaries, these salaries can be treated as exempt from taxationonly after confirmation of the tax exempt status is receivedfrom the tax authorities.

Ending theInterview

2.42 The team concludes the interview with the first fourpoints which began the interview. They thank the employerfor participating and request permission to follow-up ifnecessary. The team repeats the commitment to send theemployer the results of the salary survey.


CompletingMasterQuestionnaire

2.43 Immediately after each interview with a comparatoremployer, the members of the survey team should jointlycomplete a master copy of the survey questionnaire for thatemployer, taking into account the data gathered by each teammember. The master copy of the questionnaire,supplemental worksheets, as well as documentation collected(job descriptions, salary scales, collective agreements,information booklets on social security plans, etc.) completethe file for each employer. The team should have all theelements needed to permit quantification of the variousbenefits and allowances during Phase III, Data Analysis.The team decides which salary figures for each job matchshould be recorded as the minimum and maximumcomparison points to be used in the Data Analysis phase.Agreement should be reached on all issues of factualinformation.

2.44 Follow-up visits or telephone calls to surveyedemployers to clarify elements of the data collected or tosupplement data should be made immediately.

2.45 When the master copy of the questionnaire for eachemployer is completed, the salary team should confirm theaccuracy of data by:

4 Checking whether data are broadly compatible withinformation obtained from the same employer ifinterviewed during the previous survey and verifyingconsistency among employers interviewed in thesame field;

4 Verifying the information obtained complies withrelevant local labour legislation;

4 Verifying the overall consistency of survey data, e.g.the salary ranges for junior, intermediate and seniorclerks should reflect a reasonable rate of progressionbetween consecutive levels of responsibility.

2.46 Each member of the survey team should initial thefinal copy of the Employer Data Form, signifying agreementwith its contents. The team is expected to reach consensuson the Master Questionnaire for each employer. If there areconflicting views, the salary survey specialist has theauthority to decide what should be recorded on the MasterQuestionnaire. Team members may attach a brief summaryof any dissenting views.


2.47 Once the Master Questionnaire for each employer iscompleted, all notes and other information obtained fromeach surveyed employer are returned to the Salary SurveySpecialist in the event they are needed again for referenceand for archive purposes.

CCAQ Salary Survey Manual Chapter 3 The Data Analysis Phase

Chapter 3The Data Analysis Phase

Phase III, Data Analysis, has been largely computerized.Over the past ten years, since the publication of the originalLocal Salary Survey Manual, the time and effort required toanalyze data and determine salary scales have been reducedby the development of a customized software program thathas been used in over 400 interim and comprehensivesurveys. Consistency in the treatment of data has beengreatly enhanced. Errors and miscalculations are easier tospot and correct. Nevertheless, it is still important tounderstand the methodology for deriving the total net salariesfor each job in each employer and for selecting the finalcomparator employers from which the new UN salary scalesare developed.

3.1 The Data Analysis Phase is divided into twosections. Section One: Individual Employer Analysisconcentrates on each comparator employer interviewed andthe raw data from each Employer Data Collection formdeveloped in Data Collection. Through a series ofcalculations, total net incomes are determined for employerjobs where matches have been established with UNbenchmark jobs. Section Two: All Employer Analysis,groups on a summary table all the comparator employers andthe total net incomes for each job match made into theirequivalent UN grade levels. Through an additional series ofcalculations, the list of original comparator employersinterviewed is reduced to the best employers to be retainedfor comparison with current UN salaries. As noted inChapter One, all duty stations have now been categorized foremployer retention whereby comparison with UN salarieswill be made with the best twelve, seven or five employerssurveyed depending upon the category of the duty station.The best-retained employers are used to establish an OverallWeighted Average external salary comparison to current UNsalaries.

The AnalysisTeam

3.2 Often the teams involved with data collection are alsoresponsible for initial data analysis. With automation, dataanalysis for each employer begins with computer input ofdata following the employer interview.


3.3 Analysis of All Employer Data leading to theselection of the best comparators, computation of the surveydata increase and construction of the recommended salaryscale take place once all the data collection interviews havebeen completed. At this stage, other members of the LSSCmay join the salary survey specialist in examining the data.

3.4 Every comparator employer used for the salarysurvey must meet the specific selection criteria outlined inthe Preparation Phase. Once again, the salary surveyspecialist and the participating LSSC review the criteria forselection of comparator employers used in the PreparationPhase and verify that all the employers meet these criteria.

SECTION 1:IndividualEmployer DataAnalysis

3.5 Once these criteria are met, all aspects ofcompensation for each employer job selected against UNbenchmark jobs are carefully analyzed to determine total netincomes for each job. The following flow chart illustratesthe progression necessary in determining total net income foreach job, and the notes that follow provide a generalexplanation of the methodology involved.


FLOW CHART – DATA ANALYSIS

DeterminingTotal NetIncomes

Establish Annual Base

Multiplied by

Workweek Ratio

Equals to

Adjusted BasePlus

Taxable Allowances/Benefits

Equals to

Total Gross IncomeMinus

Tax Deduction

Minus

Tax

Equals to

Net IncomePlus

Non-Taxable Benefits

Establish the annual base salaries to beused as minimum and maximumcomparison points for each employer.Note 1

Adjust the base salary for each job ineach employer for differences in hoursof work. (This is a ratio established bydividing the UN common work weekby the established employer workweek).

Example: UN work week 37.5 hours /employer work week 40 hours= ratio of .9375Employer annual salaries should beadjusted by 93.75%.Note 2

Adjust base salary by work week ratio.

Bonuses and allowances expressed interms of base salaries are calculated onthe basis of the “Adjusted Base”.Note 2

Quantify and add the actual taxableallowances and benefits granted byeach employer for each job concernedto obtain annual total gross income.Note 3

Add adjusted base salary plus taxableallowances and benefits.

For each employer, calculate theapplicable deductions allowable underlocal taxation at the single incomeearner level to obtain the annual taxableincome.

Apply the amount to be deducted fromgross income based upon application ofthe tax schedule.

Deduct tax from total gross income toobtain net income.


Establishingthe Minimumand MaximumComparisonPoints(Note 1)

3.6 Minimum If minimum salaries reflect the actualhiring rates used by employers, no adjustment to theminimum data collected is required.

3.7 Maximum The maximum comparison point for thepurpose of analysis is the top regular step of the employerscale, or the top of the employer range for a particular job.Maximum salaries reported by the comparators must beactual, achievable (rather than theoretical maxima), andshould not include additional payments for longevity or longservice. It is not necessary to adjust external maximumsalary data to reflect the salaries that would be earned after alength of service equivalent to the top UN regular step.

Analysis ofSplit Matchesand LinkedGrade Matches

3.8 Where a split match occurs (in the case of a UNmatch with two different employers jobs), a straight (i.e.,non-weighted) average should be taken of the minimum andmaximum comparison points of the two jobs. In the case oflinked grade matches with outside jobs where the employeereceives an automatic promotion after a specified period oftime to a higher grade, the lower of the two minimum pointsshould be taken as the minimum, and the maximum of thehigher grade taken as the maximum salary.

Adjustment forDifferences inHours of Work(Note 2)

3.9 Differences in hours of work (i.e., the length of theworkweek) between the retained employers and theestablished common workweek of the local United Nationsorganizations must be reflected in salary calculations.

3.10 Calculations are based on a straight proportionaladjustment to salaries, accounting precisely for the fulldifference in hours worked. The adjustment is made on anemployer-by-employer basis to the base annual gross salariesfor each job, as well as to all other bonuses or allowanceswhich are expressed in terms of base salaries, e.g., one monthbonus, 5% of base salary as cost-of-living allowance.

3.11 Common workweek hours are used in the analysis ofsurvey data. On rare occasions when common workweekhours have not been established among the local UnitedNations organizations, a weighted average of the hours ofwork followed by the various organizations is calculated andused for comparison with outside employers. A longerworkweek may be maintained for certain jobs, usually


drivers and messengers, both within the UN and/or in outsideemployers. Any difference in the number of hours per weekworked by certain occupations should be reflected in thefinal salary scale issued by the United Nations.

3.12 For ease of reference, individual employerworkweeks are entered on the summary table of employereffective dates, workweek and benefits (see Annex VIII-B).

Establishingthe Value ofAllowances(Note 3)

3.13 Some allowances are expressed as a daily value, e.g.meal or transportation allowances and attendance bonuses.These are converted to an annual value for each retainedemployer by multiplying the amount by the UN work year of222 days. Where allowances are expressed as a percentageof base salary, the amounts taken in quantification should bebased upon the adjusted base salary after adjustment forhours of work

3.14 Where the amount of the allowance remainsessentially unchanged or has steadily increased over theprevious few years, the current amount is used. If theamount of the allowance varies significantly from year toyear (e.g., profit-sharing bonus), it may not be appropriate touse the current amount. In this case, an average amount overthe previous three years is used.

3.15 An average is also used if an allowance, such asprofit-sharing, was not paid in the year preceding the surveyfor reasons extraneous to the comparator’s compensationsystem (e.g., the company did not make a profit), but remainsan official part of the employer salary package. In such acase, a zero value for the last year would be included in thecalculation of the average.


EstablishingMonetaryValue of Non-cashQuantifiableBenefits

3.16 The guidelines given in the case of allowances arealso applicable to quantifiable non-cash benefits.Quantifiable non-cash benefits are normally converted intomonetary terms on the basis of their cost to the employerrather than market value. Detailed information is solicitedfrom the employer concerning the structure of each benefit toestablish its cost basis. For certain benefits provided to theentire employee population, such as recreation facilities,vacation packages and employer-sponsored events, the totalcost to the employer for all employees should be divided bythe number of employees eligible for the benefit in thecomparator’s workforce at the locality.

Adjustment forUtilization

3.17 A benefit must be utilized by 75 per cent or more ofthe eligible staff to be quantified. With 75 to 100 per centutilization, quantification should be adjusted by theutilization percentage. The monetary value of the benefit isthen multiplied by the number of users per annum anddivided by the total number of employees eligible for thebenefit in the comparator’s work force at the locality.

3.18 More detailed guidance on the approach to benefitquantification can be found in Annex IX. The automatedEmployer Data Form provided in Annex V ensuresconsistent treatment of benefit quantification. Informationon the basis of each benefit should be recorded clearly on theemployer data collection form.

Comparison ofNon-quantifiableBenefits

3.19 It is not normally necessary to conduct a detailedreview of benefits in this category. The entire employerpackage of social benefits is compared with that offered bythe United Nations. Experience shows that the social benefitpackage offered by the United Nations tends to be superior tothat provided by most comparator employers.

Application ofTaxation(Note 4)

3.20 Salaries of United Nations staff are net of taxes, whilethe salaries (and most allowances) of outside employers areusually subject to taxation. For this reason, survey data ongross or pre-tax salaries and allowances are converted to netterms by applying normal tax regulations to ensure thatUnited Nations employees are in an equivalent after-taxposition to employees in the surveyed firms.


3.21 Appropriate local taxes, at the single person rate, arededucted from the taxable annual gross income per job, thusgiving annual net income per job. This computation appliesto minimum and maximum salaries used for the dataanalysis. Single person tax rates are applied, since taxbenefits relating to spouse and children (e.g. exemptions anddeductions) are fully taken into account when establishingthe level of the spouse and child allowances (see Chapter V).Any state or local taxes imposed in addition to national taxmust also be taken into account, provided that they representa direct tax on income. The tax levels used should beapplicable to the reference month of the survey. If thisinformation is not available, current tax rates are normally beapplied.

3.22 In converting taxable income from gross to net, alldeductions, exemptions, allowances and rebates normallygranted should be taken into account in amounts typical forthe category and salary level of employees concerned. Thedeductions applied may be standard ones, or an average ofitemized deductions. Care must be taken to identify thoseelements that are considered taxable under local legislationas opposed to those that are non-taxable so that when grosssalaries are converted to a net basis, the correct taxable baseis chosen. This is particularly important for benefits andallowances.


3.23 The “netting down” process can be divided into foursteps

Procedure Example

1. Determination of Total Gross Salary

Establish annual total gross income by adding taxable allowances andbonus to the basic annual gross salary (adjusted for differences in hoursof work) keeping non-taxable allowances and benefits separate, sincethese will be added later to the annual after-tax-income.

Basic annual gross salary adjustedfor hours of work + taxableallowances and bonuses =Annual Total Gross Income

30,0006,000

36,000

2. Establishment of Taxable Income

Subtract from annual total gross income any standard exemption and/ordeduction (standard or average itemized) as appropriate. Depending onthe local tax laws, these deductions may include such items as medicalexpenses or mortgage interest and compulsory social securitycontributions (provided the latter are tax deductible).

Standard exemptionsItemized deductionsSocial security contributionsAnnual Taxable Income

2,5005001400

31,600

3. Computation of Total Tax Payable

Calculate income tax by applying local tax rates, reduced by tax rebates ifany. To determine the tax payable, there is usually either a detailedpublished table where the taxable income and the corresponding tax canbe found, or else there is a simple formula for the application of one ofseveral tax brackets.

Income Tax +30% of excess of over 30,100Total Tax Payable

7,500450

7,950

4. Determination of Annual Net Income

Subtract from annual total gross income the total tax payable.

Annual Gross Income –Total TaxAnnual Net Income

36,0007,95028,050


SECTION 2:All EmployerData Analysis

3.24 The goal of this phase of data analysis is to reduce thelist of individual comparator employers interviewed in theData Collection Phase to a representative list of the bestlocal employers on which to base Salary Scale Construction.Again, as noted in Chapter One, the criteria for selection ofthe group of best employers depends upon the category inwhich the duty station has been classified (providing forretention of either twelve, seven or five employers) and thesectoral representation of the group of final retainedemployers. The group of employers, which meet both thenumber required for the duty station’s category and thesectoral representation criteria, that provides the highestoverall weighted average increase (OWAI) represents thebest employers as established by the survey.


Selecting theBestComparatorEmployers*

3.25 Selecting the best comparator employers is aniterative process. In Annex VIII, a worksheet format isprovided to structure this analysis. Using the automatedworksheet, these steps should be followed:

Flow Chart(Data Analysis Process – All Employer Data)

A. Consolidate individual employer total net salary dataB. Eliminate employers with insufficient matchesC. Enter job and grade weightsD. Enter current UN minima and maximaE. Perform iterative testing of various employer combinations

1. Select sample of employers (five, seven or twelve).2. Eliminate job data with insufficient matches.3. Establish job averages at the minimum.4. Establish weighted averages at the minimum for each grade.5. Establish job averages at the maximum and complete

minimum/maximum span per job.6. Compute the weighted average span by grade.7. Examine spans by grade to determine if there is a cluster or

trend.8. Compare survey minimum salaries by grade with UN minimum

salaries.9. Compute survey maxima salaries.10. Compare survey maxima salaries by grade to UN maxima

salaries.11. Compute average increase by grade.12. Establish overall weighted average increase (OWAI).13. Determine the final best selection of employers.

3.26 The following information provides a more in-depthlook at the process involved in reducing the list of originalcomparator employers to the final best five/seven/twelve thatwill be used to establish new salary scales in the duty stationsurveyed.

A. Consolidate individual employer total net salary data.

3.27 Using the completed analysis of individualemployers, the total net salaries for each employer areconsolidated into a summary table to facilitate the selectionof the best five/seven/twelve employers.

B. Eliminate employers with insufficient matches.

3.28 In order to retain an employer in final data analysis,matches must exist for a minimum of one-third of thesurveyed benchmark jobs. These benchmark jobs must covera minimum of one-half of the surveyed grades. Employersnot meeting these criteria are eliminated at this stage.


Wherever possible, jobs matched should be encumbered bymore than one employee.

C. Enter job and grade weights.

3.29 To support data analysis, the job populations for the15 benchmark jobs are entered on the comparison worksheet.These are taken from the staff inventory compiled during thePreparation Phase. Similarly, the total staff by grade orgrade weight should also be entered to support the analysis ofmaximum salaries and the computation of the overallweighted average increase, i.e., the comparison of surveydata to UN salaries.

D. Enter current UN salary minima and maxima.

3.30 On the comparison table, the current UN step 1 andtop regular step salaries are entered for all grades to form thebasis of comparison with the survey employer data.

E. Perform iterative testing of various employercombinations.

3.31 Different combinations of employers are compared tothe current UN scale. To guide selection of the bestemployers, the ICSC decided that the best employers shouldrepresent a cross-section of economic sectors. Among anyfinal combination of employers, a minimum of twenty fivepercent must be drawn from the public sector with no morethan twenty five percent drawn from any individual sector ofthe private sector. A breakdown of economic sectors asdefined by ICSC is provided in Annex II.

Illustration ofProcess

3.32 The following thirteen steps describe the iterativemethod used to determine the best five/seven employers:

E.1. Select sample of employers.

3.33 Where a comprehensive survey has collected salarydata from fifteen or more employers, the number of possiblecombinations of employers to analyze is very high. Tosimplify the selection of the best employers, initial focusshould be on those employers who provide the highest totalnet salaries for the job and grades with the greatest UNpopulation or weight. The selection of the best employers isan iterative process in which a cycle of calculations isreplicated. Since different combinations of employers result


in the retention of different jobs and possibly lead to theclustering of grade spans (to be explained later), it is notpossible to apply a simple arithmetic or computerizedformula to the selection of the best employers. To determinewhich set of employers is the best, this process should berepeated until it has been reasonably determined that no othercombination of employers provides a higher overall weightedaverage increase and meets the criteria for economic sectorrepresentation.

E.2. Eliminate job data with insufficient matches.

3.34 For the employers selected, job data is excludedwhere a minimum of fifty percent of the retained employershas not provided a match for a specific job. (Note: Where ajob is the sole job representing a grade, i.e. jobs one andtwo, it is possible to retain job data with less than fiftypercent of the retained employers providing a match.).

E.3. Establish job averages at the minimum.

3.35 For the employers the average salary at the minimumfor each retained job is calculated.

E.4. Establish weighted averages at the minimum for eachgrade.

3.36 Fifteen survey benchmarks are used to represent themajor General Service occupations found in non-Headquarters duty stations. Each survey benchmark has apopulation of staff. The number of local staff occupyingeach survey benchmark is recorded in the Inventory of Staffby Job and Grade which the LSSC compiles during thepreparation phase. This population reflects the relativeimportance of each job to the overall category. Similarly,each grade has a population which represents its overallweight or importance to the category. In analyzing employersalary information it is important to reflect UN weights orpopulation of each benchmark and each grade.


3.37 Weighted average grade minimum salaries arecomputed using the job populations for each retainedbenchmark and average job salaries. In the examplebelow, job 3 and job 4 are benchmarks whichrepresent grade G-3. By taking the average outsidesalaries for these two benchmarks, weighted by therespective benchmark population, the resulting gradeaverage gives greater emphasis to the job with thelarger population. For example:

Job No. Average Salary Job Population34

15,00018,000

208

(15,000 x 20) + (18,000 x 8)/28 = 15,857

E.5. Establish job averages at the maximum and computemin/max span per job.

3.38 As with minimum salaries, the average outside salaryper job should be computed at the maximum. Themaximum salary for each job is compared with theminimum salary for the same job to establish thepercentage relationship or span which exists betweenthe minimum and the maximum. See followingexample below for Job 3 and Job 4:

Job No. Min Salary Max Salary % Span34

15,00018,000

20,00022,000

3322

(20,000/15,000)-1 = 33%

Note: Different Treatment of Maxima Data from Minima Data. Unlikeminimum salaries, maxima salary data are examined to establish theaverage relationship or trend relative to minima salaries. This approachrecognizes that a consistent definition or concept exists among employerswith respect to minima salaries, (i.e. the hiring rate for a job), butmaxima salaries reflect pay and personnel policies which may varysignificantly from employer to employer. Therefore, in examining thedata for all employers, the objective in the analysis of maxima data is toidentify the overall trend present for the retained employers with respectto the average movement from the hiring rate to the attainable maximum.

E.6. Compute the weighted average span by grade.

3.39 In the computation of grade minimum salaries,weighted average spans by grade are established through useof job spans. For example, by using the span computed forjob 3 and job 4 and multiplying by the weights for these jobs,the weighted average span for the G-3 grade is 29.9%. This


grade span represents the trend for this selection ofemployers at this grade for the progression of salaries fromthe hiring rate to the attainable maximum.

Job No. % Span Population34

3322

208

(33% x 20) + (22% x 8) = 29.9%

E.7. Examine spans by grade to determine if there is acluster or trend.

3.40 Working with the weighted average span for eachgrade, the overall weighted average span for all survey datais then computed. Firstly, the spans-by-grade are examinedto determine whether the spans for a majority of grades"cluster" or reflect a trend. In the example given below,grade spans for a given set of employers have beencomputed. It is obvious that the spans for the G-4 and G-6grades are anomalous in comparison with the spans for theother grades. The spans for the other grades reflect a trend orcluster. In computing the overall weighted average span forthis selection of employers, it would be appropriate toexclude span data for the G-4 and G-6 grades.

Grade % Span WeightG-1G-2G-3G-4G-5G-6G-7

3528

29.910335330

535283017124

The clustered weighted average span is computed as follows:(35%x5)+(28%x35)+(29.9%x28)+(33%x17)+(30%x4)/89 = 30%


E.8. Compare survey minimum salaries by grade with UNminimum salaries.

3.41 With grade minimum salaries computed, thepercentage difference between the survey minimum for eachgrade with the current UN minimum salaries is calculated.

Grade UN Min Survey Min DifferenceG-1G-2G-3G-4G-5G-6G-7

9,00012,00015,00020,00026,00031,00038,000

9,50014,00018,35726,20030,00032,00036,500

5.616.722.431.015.43.2-3.9

E.9. Compute survey maxima salaries by applying overallweighted average span to the survey minima salaries.

3.42 Once survey minima salaries are computed by grade,and the overall weighted average span is calculated, surveymaximum salaries are calculated by applying the weightedaverage span to each of the survey grade minimum salaries.For example, in the earlier example, a weighted average spanof 30% was calculated. This span is now applied to each ofthe survey minimum salaries to establish the surveymaximum salaries.

Grade Survey Min Survey MaxG-1G-2G-3G-4G-5G-6G-7

9,50014,00018,35726,20030,00032,00036,500

30% Span 12,35018,20023,86434,06039,00041,60047,450


E.10. Compare survey maxima salaries by grade to UNmaxima salaries.

3.43 As with the comparison of survey minima to UNminima, the percentage difference between the surveymaxima and the UN maxima is calculated:

Grade UN Max Survey Max % DiffG-1G-2G-3G-4G-5G-6G-7

12,15016,20020,25027,00035,10041,85051,300

12,35018,20023,86434,06039,00041,60047,450

1.612.317.826.111.1-1.0-7.5

E.11. Compute average increase by grade.

3.44 With minima and maxima increases now computed,the average increase by grade is established by taking thesimple average of the increases at the minima and maxima.For example:

GradeUNMin

SurveyMin

%Diff

UNMax

SurveyMax

%Diff Avg

G-1G-2G-3G-4G-5G-6G-7

9,00012,00015,00020,00026,00031,00038,000

9,50014,00018,35726,20030,00032,00036,500

5.616.722.431.015.43.2-3.9

12,15016,20020,25027,00035,10041,85051,300

12,35018,20023,86434,06039,00041,60047,450

1.612.317.826.111.1-1.0-7.5

3.614.520.128.613.31.1-5.7

E.12. Establish overall weighted average increase (OWAI).

3.45 With the average increase now established for eachgrade, the overall weighted average increase is computed forthis set of survey data using grade weights.

GrUNMin

SurveyMin

%Diff

UNMax

SurveyMax

%Diff Avg Wt

G-1G-2G-3G-4G-5G-6G-7

9,00012,00015,00020,00026,00031,00038,000

9,50014,00018,35726,20030,00032,00036,500

5.616.722.431.015.43.2-3.9

12,15016,20020,25027,00035,10041,85051,300

12,35018,20023,86434,06039,00041,60047,450

1.612.317.826.111.1-1.0-7.5

3.614.520.128.613.31.1-5.7

535283017124


E.13. Determine the Final Selection of Best Employers.

3.46 By testing different employer combinations in groupsof five, seven or twelve depending upon the category of theduty station, it is possible to determine the best overallcombination of employers. The OWAI is compared for eachdifferent set, and the combination of employers with thehighest OWAI is selected. The raw data of best employersare used for establishing the salary scale in Phase IV, SalaryScale Construction.

CCAQ Salary Survey Manual Chapter 4 The Salary Scale Construction Phase

Chapter 4The Salary Scale Construction Phase

Immediately following the completion of the Data AnalysisPhase and the selection of the best employers, the process ofcreating the actual recommended salary scale begins.

TheImportance ofa Balanced andAccurateSalary Scale

4.1 Since an official salary scale clearly defines therelationship of every job and staff member to every other joband staff member within the duty station, it is extremelyimportant that the scale be correctly and fairly structured. Ifthe salary scale is well structured, it promotes internalharmony within the General Service category. If it isunfairly structured, it affects attitude and productivitythroughout the duty station. The LSSC ensures that theirrecommended scale reflects external labour market salarytrends and that local remuneration for UN staff is fair, giventhe degree of complexity and skill required for their jobs.This perception of fairness results from a salary scale that hasa patterned progression in net salary from one grade to thenext. A scale is fair when it has a reasonable structure, andnet salaries increase smoothly from the G-1 to the G-7 levelas skill requirements and responsibility increase.

4.2 Although, the LSSC strives to recommend theoptimal recommended salary scale, it is a difficult task tostrike the right balance between current job market trendsand UN policies to promote internal equity. The phase ofSalary Scale Construction is where members of the LSSCdeliberate, as they work with external comparator data withinthe methodology established for UN salary scaleconstruction.

Constructingthe SalaryScale

4.3 After successive comprehensive salary surveys andinterim revisions, the inconsistencies associated with earlyUN salary scales have been “smoothed” to the extent that thesalary scale construction process is now one of increasingrefinement to meet the criteria for balanced and fair scales.


Characteristics of a Balanced Salary Scale

4.4 A recommended salary scale must meet specificcriteria to be approved by the responsible agency:

8 Uniform inter-step differentials or within grade spans;

8 A smooth pattern in inter-grade differentials;

8 An overall weighted average increase which varies nomore than plus or minus one percentage point of thefinal raw data survey result of the best five, seven ortwelve employers.

4.5 These criteria ensure that the recommended scaleaccurately reflects external labour market trends whilesimultaneously providing an internally consistent andequitable scale of remuneration for UN General Service staff.For example, as a grade salary progresses from minimum tomaximum, (or Step one to ten), the value that has beenestablished for each year of experience is remuneratedconsistently by the same percent increase for each step orAwithin-grade increment (WGI). A consistent pattern ingrade differences also ensures that as staff members arepromoted from one level to another (G-1 to G-2, G-2 to G-3),the value for each grade promotion progresses in a mannerthat appropriately reflects increased responsibility. Byadhering to a plus or minus one percentage point variancefrom OWAI, the resulting salary scale reflects local labourmarket trends.

The G-4 Pivot Point

4.6 The General Service salary scale at the duty stationessentially reflects two different labour markets: non-clericalsupport (G-1 to G-3) and clerical/specialized supportpositions (G-4 to G-7). In order to create a scale that canaccommodate these labour markets simultaneously, salaryscale construction starts in the middle where these twogroups meet at the G-4 level. Construction builds upwardfrom G-4 and provides a consistent rate of salary increase forskilled clerical/secretary and semi professional jobs, anddownward from G-4 to create appropriate descending scalesfor non-clerical support staff.


Smoothing theData –An Illustrationof the Process

4.7 The raw data results in the previous example from theData Analysis Phase show the established OWAI is 16.5%.However, the grade by grade increases range from a high of31% at the G-4 minimum point to a low of -7.5% at the G-7maximum point. The survey data in this example, whileproviding the overall magnitude of increase cannot serve asthe direct basis for salary scale construction due to a widevariance in the grade-by-grade survey findings. In additionto this variance, when survey findings are compared tocurrent UN salaries, two other important pieces ofinformation are revealed. First, the salary survey data span is30 percent while the current UN duty station span for allgrades is 35%, leading to lower increases at the maximumcompared to the minimum. Further, raw survey data findingsindicate that, in general, higher level increases are found forgrades G-1 to G-4 than for G-4 to G-7. This pattern ofincreases indicates that the existing grade increases should benarrowed, thus providing for proportionately higher salarydifferentials for the grade levels G-1 to G-4 and lower salaryincreases for grades G-4 to G-7.

4.8 In the process of salary scale construction, the LSSCmakes adjustments throughout the scale, until an “as close toperfect” salary scale can be recommended. Severalapproaches or judgements in the treatment of the data arepossible. The process of constructing the salary scale isgreatly facilitated by an automated worksheet, which rapidlycompares different scale profiles to current salaries. Theworksheet format for All Employer Analysis (Annex VIII)which was used to select the best five/seven/twelveemployers also supports salary scale construction.

4.9 The approach to testing different scale profiles usesthe G-4 minimum salary as a pivot point. The increasebetween the current G-4 minimum and a revised G-4minimum is applied, uniform spans are determined, and agrade differential pattern is set. With a desired structure inplace, the overall weighted average of a recommended scaleis refined to fall in line with the OWAI of the survey data.

4.10 The following examples illustrate various issues theLSSC often faces while developing an appropriate scalestructure.


Judgement 1: Setting the Span

4.11 The recommended salary scale must have a uniform span. When constructing thescale, the LSSC can choose to reflect the survey data span, the current UN GeneralService salary scale span, or some point between the two positions. In the example, thecurrent span is 35 percent, the survey overall weighted average data span is 30 percent.Of primary importance to the LSSC is the difference between the survey data span andthe current General Service scale span. Where a sizable difference exists, i.e., more than10 percent, the LSSC should construct a scale where the current span more closelyreflects the outside market. The entire difference need not be eliminated in onecomprehensive survey, however, some movement towards the survey data pattern musttake place.

4.12 In this example, the difference is only 5 percent. The LSSC could maintain thecurrent General Service span to achieve a balance in the rate of increase from minimumto maximum within the same grade. By maintaining the current span, the eventualincreases in the recommended scale will be the same at the minimum and maximum pointfor each grade. In making this judgement, the LSSC decides to lower the recommendedminimum in order to provide for a higher recommended maximum than would besupported through survey data.

4.13 Table I illustrates this first step by applying a 35 percent span in salary scaleconstruction and maintaining the current grade differentials and the survey data increaseof 31 percent at the G-4 level. This first step results in a recommended scale with anOWAI of 27.10%, well in excess of our survey data findings. The LSSC must continueconsidering other types of adjustments to arrive at a WAI of 16.50 percent.

Table ISurvey Data

CurrentMin

SurveyMin

% Diff CurrentMax

SurveyMax

% Diff Average Weight

G-1 9,000 9,500 5.56% 12,150 12,350 1.65% 3.60% 5

G-2 12,000 14,000 16.67% 16,200 18,200 12.35% 14.50% 35

G-3 15,000 18,357 22.38% 20,250 23,864 17.85% 20.10% 28

G-4 20,000 26,200 31.00% 27,000 34,060 26.15% 28.60% 30

G-5 26,000 30,000 15.38% 35,100 39,000 11.11% 13.20% 17

G-6 31,000 32,000 3.23% 41,850 41,600 (0.60)% 1.30% 12

G-7 38,000 36,500 (3.95)% 51,300 47,450 (7.50)% (5.70)% 41

Weighted Average Increase (RAW DATA) 16.50% 131


Recommended Scale

Grades CurrentMin.

% Incr(Midpt)

Incr-GrDiff

RecommMin

% Diff CurrentMax

NewSpan

RecommMax

%Diff

Average Weight

G-1 9,000 33.00% 11,136 23.73% 12,150 35.00% 15034 23.74% 23.70% 5

G-2 12,000 33.00% 14,811 23.43% 16,200 35.00% 19995 23.43% 23.40% 35

G-3 15,000 33.00% 19,699 31.33% 20,250 35.00% 26594 31.33% 31.30% 28

G-4 20,000 31.00% 26,200 31.00% 27,000 35.00% 35370 31.00% 31.00% 30

G-5 26,000 22.00% 31,964 22.94% 35,100 35.00% 43151 22.94% 22.90% 17

G-6 31,000 22.00% 38,996 25.79% 41,850 35.00% 52645 25.79% 25.80% 12

G-7 38,000 22.00% 47,575 25.20% 51,300 35.00% 64226 25.20% 25.20% 4

Weighted Average Increase (RECOMMENDED) 27.10% 131

Judgement #2: Adjusting the Grade Differentials

4.14 The survey data findings show that the lower grade levels G-1 to G-3 should havea higher increase than grade levels G-4 to G-7. As noted earlier, it is usual to find apattern which supports proportionately higher or lower increases for jobs which fallabove or below the G-4 level. This reflects the different nature of external labour marketsfor non-clerical and office oriented work.

4.15 To adjust the pattern or differential between grades, the LSSC must examine thecurrent percentage difference between grades as measured from step one of the lowergrade to step one of the next higher grade. Where the survey results support higherincreases for grades below the G-4 level, the grade differentials should be narrowed inrelationship to the G-4 grade thus pulling up the salaries for the lower grades. Similarlywhere lower increases are warranted from survey data results for the higher grade levels,the grade differentials proceeding upward from G-4 should be narrowed thus pullingdown the salaries for the upper grade levels.

4.16 For example, to provide higher increases for levels G-1 to G-3, narrower gradedifferentials (currently at 33 percent from G-1 to G-4, and 22 percent from G-4 to G-7)need to be implemented. In this case, the LSSC decides to slightly adjust the differentialsG-1 to G-4 to 30 percent, while maintaining 22 percent grade differentials from G-4 toG-7.

4.17 If the current span is maintained at 35 percent an adjustment at the minimumsalary is required to compensate for the wider span. In this case, the LSSC adjusts the G-4 minimum point by revising the survey data increase of 31 percent to 25 percent (TableII). The resulting salary structure, with a new pattern of grade differentials and a lowerincrease at the G-4 pivot point, provides for an OWAI of 22.90 percent. This result isstill in excess of the 16.5 percent survey data finding.


Table IISurvey Data

CurrentMin

SurveyMin

% Diff CurrentMax

SurveyMax


G-1 9,000 9,500 5.56% 12,150 12,350 1.65% 3.60% 5

G-2 12,000 14,000 16.67% 16,200 18,200 12.35% 14.50% 35

G-3 15,000 18,357 22.38% 20,250 23,864 17.85% 20.10% 28

G-4 20,000 26,200 31.00% 27,000 34,060 26.15% 28.60% 30

G-5 26,000 30,000 15.38% 35,100 39,000 11.11% 13.20% 17

G-6 31,000 32,000 3.23% 41,850 41,600 (0.60)% 1.30% 12

G-7 38,000 36,500 (3.95)% 51,300 47,450 (7.50)% (5.70)% 41


Recommended Scale

Grades CurrentMin.

% Incr(Midpt)

Incr-GrDiff

RecommMin

% Diff CurrentMax

NewSpan

RecommMax

%Diff

Average Weight

G-1 9,000 30.00% 11,379 26.43% 12,150 35.00% 15,362 26.40% 26.40% 5

G-2 12,000 30.00% 14,793 23.27% 16,200 35.00% 19,971 23.30% 23.30% 35

G-3 15,000 30.00% 19,231 28.21% 20,250 35.00% 25,962 28.20% 28.20% 28

G-4 20,000 25.00% 25,000 25.00% 27,000 35.00% 33,750 25.00% 25.00% 30

G-5 26,000 20.00% 30,000 15.38% 35,100 35.00% 40,500 15.40% 15.40% 17

G-6 31,000 20.00% 36,000 16.13% 41,850 35.00% 48,600 16.10% 16.10% 12

G-7 38,000 20.00% 43,200 13.68% 51,300 35.00% 58,320 13.70% 13.70% 4


Judgement #3: Refining the Scale Profile

4.18 At this point the LSSC must decide whether further adjustments to gradedifferentials are warranted, or whether the established pattern is desirable andadjustments should now be made in the level of increase at each grade to refine theOWAI to correspond to the new survey data OWAI. The LSSC, in this example, decidesto maintain the revised grade differential pattern and to adjust the overall scale bylowering the increase at the pivot point of G-4 to 18.5 percent.

4.19 By applying an 18.5 percent increase at G-4 (Table III), revised inter-gradedifferential patterns and a uniform span of 35%, the recommended scale provides for anOWAI of 16.50%, identical to the survey finding. The recommended scale shown belownow passes all three tests which have been established for construction of a salary scale:uniform spans, patterned grade differentials, and an OWAI "1 percent of raw datafindings. If the LSSC agrees that salary scale is both internally equitable and broadlyreflective of external labour market trends, the members recommend this revised salaryscale for approval and implementation.


Table IIISurvey Data

CurrentMin

SurveyMin

% Diff CurrentMax

SurveyMax


G-1 9,000 9,500 5.56% 12,150 12,350 1.65% 3.60% 5

G-2 12,000 14,000 16.67% 16,200 18,200 12.35% 14.50% 35

G-3 15,000 18,357 22.38% 20,250 23,864 17.85% 20.10% 28

G-4 20,000 26,200 31.00% 27,000 34,060 26.15% 28.60% 30

G-5 26,000 30,000 15.38% 35,100 39,000 11.11% 13.20% 17

G-6 31,000 32,000 3.23% 41,850 41,600 (0.60)% 1.30% 12

G-7 38,000 36,500 (3.95)% 51,300 47,450 (7.50)% (5.70)% 41


Recommended Scale

Grades CurrentMin.

% Incr(Midpt)

Incr-GrDiff

RecommMin

% Diff CurrentMax

NewSpan

RecommMax

%Diff

Average Weight

G-1 9,000 30.00% 10,788 19.87% 12,150 35.00% 14,564 19.87% 19.90% 5

G-2 12,000 30.00% 14,024 16.87% 16,200 35.00% 18,932 16.86% 16.80% 35

G-3 15,000 30.00% 18,231 21.54% 20,250 35.00% 24,612 21.54% 21.50% 28

G-4 20,000 18.50% 23,700 18.50% 27,000 35.00% 31,995 18.50% 18.50% 30

G-5 26,000 20.00% 28,440 9.38% 35,100 35.00% 38,394 9.38% 9.30% 17

G-6 31,000 20.00% 34,128 10.09% 41,850 35.00% 46,073 10.09% 10.00% 12

G-7 38,000 20.00% 40,954 7.77% 51,300 35.00% 55,288 7.77% 7.70% 4



Interrelatingthe GradeOverlap

4.20 In practice, the choice of the inter-grade differentials,the grade spans, the number of steps and the extent of theoverlap are all interrelated.

4.21 Grade overlap is now examined to ensure that thevalue of the highest step in each grade falls neither too lownor too high in the next higher grade. For an acceptableoverlap, the top step of one grade should generally fallaround Step 3 or Step 4 of the next higher grade. An overlapbeyond the mid-step of the next grade should normally beavoided.

Computationof Non-PensionableComponents

4.22 A final step in the Salary scale construction phase isto determine whether a non-pensionable component of netbase salary should be introduced, revised or withdrawn.Non-pensionable components exist in the United Nationscommon system because gross pensionable remuneration isderived from net salary. As part of the Data analysis phase,employer benefits and allowances which are not part ofpensionable remuneration have been included in thecalculation of total net salaries. While it is a primaryobjective of the salary survey process to fully reflect benefitsand allowances in the computation of net salaries, it wouldnot be appropriate for a significant number of non-pensionable employer benefits to be used in thedetermination of United Nations pensionable remuneration.

4.23 Since pensionability of allowances and benefits variessignificantly from employer to employer, the ICSC hasdecided in 1997 to revise the criteria for inclusion ofallowances in the pensionable net salary. ICSC has decidedthat the following cash allowances should be in all instanceswhether taxable or non-taxable, treated as pensionable:

(a) Additional months salary;(b) Profit sharing payments;(c) Housing-related allowances;(d) Performance payments;(e) Bonuses;(f) Food-related allowances;(g) Cost-of-living allowances.

All other allowances and benefits provided in-kind should betreated as non-pensionable.


4.24 To support the examination of non-pensionableallowances and benefits as part of total net salaries, a non-pensionable component worksheet has been developed. Thisworksheet found in Annex VIII, functions as part of the AllEmployer Analysis worksheet. Non-pensionable allowancesand benefits are examined at the G-4 level using benchmarkjobs 5, 6 and 7. For retained employers with matches forthese jobs, non-pensionable allowances and benefits aretotaled, at the minimum, and compared as an averagepercentage to total net salaries.

4.25 When the resulting percentage is less than 10 percent,no non-pensionable component is established. Where theresulting percentage exceeds 10 percent, a non-pensionablecomponent should be established. There is no longer aminimum threshold for creation of the non-pensionablecomponent. In no case, however, should the non-pensionablecomponent exceed 20 percent. Non-pensionable componentsare capped at this level.

4.26 Once the LSSC is satisfied that the recommendedsalary scale meets the necessary criteria for revised netsalaries from G-1 to G-7, the members calculate dependencyand language allowances before submitting the entirepackage to the Headquarters of the designated agency forreview.

CCAQ Salary Survey Manual Chapter 5 Establishment of Dependency and Other Allowances

Chapter 5Establishment of Dependency,

Language and Other Allowances andCharges

The United Nations provides allowances to its GeneralService staff in addition to salary to meet several purposes.Up to five basic allowances may be established or revised as aresult of a comprehensive salary survey: child allowance,spouse allowance, secondary dependant allowance, languageallowance and funeral allowance. A General Service staffmember=s eligibility for a specific allowance is determined onan individual basis according to established criteria.

5.1 In addition to these basic allowances, some dutystations have established charges to be paid by local staff whoutilize the UN provided transport.

5.2 During the Data collection phase of thecomprehensive salary survey, information on any and allallowances offered by comparator employers is gathered. Inorder to complete the survey, the LSSC analyzes andcalculates the value of allowances offered by comparatoremployers for family dependents. The LSSC determines whatamount, if any is paid for a dependant under local legislationand factors in the value of any tax abatements available underlocal tax provisions. The LSSC report to the Headquarters ofthe designated agency includes a proposal covering allallowances. Annex VIII contains a worksheet for the dataanalysis team to use in analyzing dependency benefits and incomputing allowances.

Family Dependents

5.3 The UN examines the possibility of establishing threetypes of allowances for family dependents:

8 Spouse8 Child8 Secondary


5.4 In considering these allowances, the LSSC ascertainswhether they are set by reference to local practice based ontax abatement, given as a “social benefit” through locallegislation, and/or created by direct payment of comparatoremployers. If these allowances are subject to income tax, thenet equivalents are used in calculations.

Net Mid-Point of the Salary Scale

5.5 For the UN, the reference point for analysis ofdependency benefits is the arithmetic midpoint of therecommended General Service salary scale. The data analysisteam calculates the net midpoint based upon the lowest step(G-1, Step I) and the highest step (G-7 top step including alllong service or longevity steps, but excluding EGS levels).The retained comparators are examined for the jobs matchedat the mid-grade (G-4 level or benchmark jobs 5, 6, 7). If theemployer has not provided matches at the G-4 level, benefitsoffered to employees at the G-5 level should be taken intoaccount.

CalculatingSpouseAllowance

5.6 Spouse allowance is created where supported by localpractice, therefore, there is no guaranteed minimum or flooramount established by the UN for a dependent spouseallowance.

5.7 To calculate spouse allowance, the LSSC computesthe taxes paid at the midpoint of the recommended salaryscale at the single level and at the married level with nochildren. To find this figure, the LSSC calculates the grossmidpoint of the net midpoint of the salary scale by enteringthe tax code and net midpoint onto the computer worksheetprovided in Annex VIII. The computer programautomatically calculates the gross midpoint. With the grossmidpoint established, taxation is applied again to the grossamount.

5.8 The difference between the tax paid as a singleindividual and a married individual without children is the taxabatement for the dependent spouse. Note that for retainedcomparator employers which are exempt from nationalincome tax, such as other international organizations, the taxabatement is zero, since the employees enjoy a tax exemptstatus.


5.9 Once the tax abatement for a spouse is computed, theLSSC examines the allowances offered by the five/sevenretained comparators, the average of any governmentallowances available to dependent spouses at this level ofsalary, and the average tax abatement. The LSSC averages thesum of the tax abatements, government subsidies, andallowances provided by the five/seven/twelve retainedcomparator employers to calculate the spouse allowance to beprovided by the UN.

CalculatingChildAllowance

5.10 Within the UN system, the child allowance functionsas a social benefit available to all eligible staff regardless oflocal practice. To that end, the UN has established a minimumor floor amount for the child allowance. In 1997 the ICSCrevised this floor amount to 2.5 percent of the net midpoint ofthe General Service salary scale. Where local practice exceedsthis floor amount, the higher amount serves as the basis forthe child allowance.

5.11 Not unlike spouse allowance, where local practicesupports the creation of child allowance, the amount isdetermined by averaging:

8 All payments related to children made by thecomparator employers retained for data analysis;

8 Amounts paid for dependent children by thegovernment according to existing legislation and

8 Tax abatements for dependent children.

5.12 There are several steps involved in determining theaverage value of child benefits for the five/seven retainedcomparator employers. The LSSC computes the tax abatementfor the dependent children. The net salary of an individualwho is married with one dependant and is compared to the netsalary of a married individual with no dependent children.The resulting difference represents the tax savings or the taxabatement for the first dependent child. Since the UN payschild allowance up to a maximum of six children, the LSSCalso computes any tax abatement for a second child, by againapplying the tax abatement for a married individual with twochildren, and comparing this resulting figure to the salary thathad been established for a married individual with one child.As more and more exemptions are applied progressively, theemployee’s taxable income falls into a lower tax bracket. Thetax saving per dependant lessens as the number of dependentsincreases. It is necessary to compute the amount of the tax


abatement for each of the six possible dependent children inorder to arrive at the average tax savings to be used as theamount of tax abatement.

5.13 After the average tax abatement has been computed,other child-related benefits offered in the locality arecalculated. The summary information in Part III of theemployer data collection form prepared during the Datacollection phase, lists all child benefits or child-relatedallowances provided by each of the retained employers. Somechild-related payments may be payable only once or for alimited number of years. For example:

Birth Bonus. This bonus is divided by 18 to establish itsannualized value. (Note: UN dependency benefits are paidfrom birth through 18 years old, unless a child pursues aprogram of post-secondary education.)

School Allowances. For allowances such as school fees paidin support of education, the annual school fee for 12 years ofprimary and secondary education is averaged over the 18years for which the UN pays child allowances.

5.14 Once the various child allowances offered by all theretained comparators are averaged, all the information neededto calculate the average outside child benefit is available.

Example Calculating the Outside Child Benefits

Emp B Emp C Emp D Emp E Emp GEmployerAllowances

200 0 450 300 600

Govt. Allowances 534 534 534 534 534Tax Abatement 914 914 914 914 0*TOTAL 1648 1448 1898 1748 1434Avg Outside Practice 1575* Salaries of employer G are tax-exempt

5.15 The final figure for child allowances based on localpractice is compared to the UN floor amount of 2.5 per cent ofthe net midpoint of the recommended General Service salaryscale. In the majority of duty stations, the 2.5 per cent flooramount exceeds outside practice. The LSSC recommends thehigher figure (either the floor amount or local practice) as thebasis for the revised child allowance.


CalculatingSecondaryDependentAllowance

5.16 As with the spouse allowance, there is no guaranteedminimum floor amount established by the UN for a secondarydependant allowance. If there is local tax abatement availablefor secondary dependents, the legally allowable exemptionsare calculated in the same way the spouse allowance iscalculated, using the net General Service midpoint as astarting point. Any allowance provided by comparatoremployers should be taken into account as well as taxabatements.

5.17 Secondary dependant allowances are rarely created.Very few tax codes offer specially identified abatements forsecondary dependents, and employers generally do notprovide special allowances for secondary dependents either.

CalculatingLanguageAllowance

5.18 The UN, as a matter of policy, pays each GeneralService staff member an allowance for proven knowledge of asecond or third official language. This language allowance isbased on 5 percent of the G-5, Step I level of the salary scale.The amount is revised at each scale revision. Fifty percent ofthis amount is paid for the knowledge of a third officiallanguage. Payment of language allowance is granted uponcertification through the established UN languageexamination. For continued payment, re-certification may berequired by individual agencies in the duty station to confirmongoing proficiency.

CalculatingFuneralAllowance

5.19 Recent comprehensive salary surveys have indicatedthat comparator employers in some countries providefinancial assistance to employees in the event of the death of adependent child or spouse, and in some cases, the death ofparents or siblings. The UN now creates a funeral allowanceto be paid to staff members in the event of death of adependent if the grant is offered by at least three of five orfour of seven or seven of twelve retained comparatoremployers. Where different amounts are established for thedeath of a child, spouse, dependent parent or sibling, the UNfuneral allowance is also established with varying dependencysituations.

Important Note: No funeral allowance may be establishedfor the death of a staff member. Such assistance is providedthrough the established provisions governing death grants.


CalculatingCharge forUN-providedTransport

5.20 The LSSC always reviews special UN benefits, whichare offered in the locality with respect to transport. In somelocations, due to difficulties in commuting, UN agenciesprovide a transport service (at management discretion) for thelocally recruited UN staff. In analyzing comparator data, allemployer benefits including transport are included in thecomputation of outside net salaries. Where UN-providedtransport exists, a fair charge to the staff member must belevied for this benefit. As some staff members may have theirown transport or work irregular hours, only those using theservice are charged a transport fee.

5.21 Transport charges should reflect the average transport

allowances quantified in the retained comparators. If there areno transport allowances paid by comparators, a fair marketcharge should be established for the UN transport benefit.This fair market charge is usually based on an average taxifare from the UN premises to a typical staff neighborhood,divided by four occupants of the taxi. The one-way fare isdoubled to establish a daily round-trip charge. The dailyamount is multiplied by the 222 working days of the UN workyear to establish an annual amount. The annual amount isdivided by 12 to establish a direct monthly charge which isdeducted monthly from the payroll for every staff memberwho takes advantage of this arrangement. A cost-basedapproach can also be used by management in determining anappropriate transportation fee.

Implementationof New/RevisedAllowances

5.22 New or revised dependency allowances becomeeffective on the same date as the revised salary scale.

5.23 If an existing dependency allowance becomesredundant or is reduced because local practice no longersupports such payments, staff in receipt of the allowancecontinue to receive the higher amount while staff hired afterthe promulgation date of the revised scale receive the new,lower amount.

CCAQ Salary Survey Manual Chapter 6 The Finalization and Approval Phase

Chapter 6The Finalization and Approval Phase

Once the survey data have been analyzed at the field level, atentative salary scale constructed and allowances calculated,the survey enters the final process of review and approval.This process is carried out partly at the field level and partlyat Headquarters. The LSSC reviews the survey findings andsubmits its conclusions and recommendations toHeadquarters in a report. Headquarters of the designatedagency reviews the report and formalizes itsrecommendations (including a proposed salary scale andeffective date) to the responsible agency. Following finalapproval of the scale, which includes the establishment ofUnited Nations gross and net salaries, the scale is formallyissued and the respective parties are informed. The salarysurvey specialist plays an important role at all stages of thisprocess.

Review by theLocal SalarySurveyCommittee

6.1 The review should comprise a careful examination ofthe salary survey exercise to ensure compliance at all stepswith the methodology and proper balance in the findings.The salary survey specialist assists the LSSC in this process.

6.2 Representatives at the senior level from eachorganization who are accountable for the management of thedifferent UN organizations at the field level must beinformed and actively involved in a matter as critical as thedetermination of local salary levels.

6.3 Those who conduct data collection and analysisattend the review of the LSSC and provide a joint oral reporton:

8 Employers surveyed and retained, specifying anychanges in relation to the previous survey;

8 Jobs retained for analysis;8 Findings on job matching, with special focus on any

changes from previous surveys;8 Major changes regarding fringe benefits and fringe

benefit quantification;8 Survey results by grade and level before and after

construction of salary scale;


8 Recommended salary scale and its maincharacteristics (e.g., span and inter-gradedifferentials);

8 Amounts of allowances;8 Any other changes in relation to the previous survey

and any deviations from the approved methodology;8 Any difficulties encountered in the survey.

6.4 The LSSC reviews each of the main points describedabove, seeking clarification as required, and modifying therecommendations of the survey team(s) as necessary toachieve a technically sound result consistent with themethodology.

Report andSubmission toHeadquarters

6.5 The purpose of this step is to finalize and report onthe findings of the salary survey at the field level toHeadquarters of the designated agency. This step isimportant to ensure effective field-Headquarterscommunication and to expedite final review and approval. Astandard format for the report is given in Annex X-B. Thereport should contain the following elements:

8 Comprehensive Salary Survey Summary Form(CForm) duly signed by LSSC members, the surveynarrative highlighting departures from previoussurveys, particularly concerning employers surveyedand retained, jobs retained, job matches, and fringebenefits; reasons for elimination of employers and/orjobs; special conditions prevailing in the economy orin the labour market; problems encountered; potentialimplications of the survey for internal personnelmatters; information on non-salaried elements ofremuneration and other conditions of service,effective date, proposed interim survey frequency andother issues

8 Local staff inventory noted against the list of standardUN survey benchmarks

8 Summary of job matches8 Employer Benefit summary8 Non-pensionable component worksheet8 Dependency allowance worksheet8 Tax forms and tables8 Employer data collection form, forms, worksheets

and employer scales, including data pertaining toemployers or jobs not retained in final analysis

8 Best employer worksheet and analysis


8 Proposed salary scale with profile of current andrecommended scalesSummary of social security provisions, leave andother conditions of work

6.6 After formal endorsement by the LSSC, the report issubmitted to the Headquarters of the designated agencysubmits the report. The report should reflect consensusagreements by the participants in the LSSC. If a consensus isnot reached among the members of the Committee, thedifferent points of view should be reflected in the report.Any divergence of views between the Committee and thesalary survey specialist should be reflected in a separatedocument submitted by the survey specialist to the LSSC andto the Headquarters of the designated agency. The LSSCshould have an opportunity to submit its views on any pointof the specialist’s submission and vice versa.

Review byHeadquartersof DesignatedAgency

6.7 At this point, both the designated agency andresponsible agency are involved in the review and approvalof the salary survey results. The salary survey specialistfacilitates the review and approval process by providing first-hand knowledge of the survey exercise.

6.8 The appropriate unit at the Headquarters of thedesignated agency reviews the survey report, focusing on anydepartures from previous surveys (employers, jobs surveyed,job matches, fringe benefits, etc.). Special attention is alsopaid to issues of non-consensus at the field level (includingdifferences of opinion, if any, with the salary surveyspecialist).

6.9 If the data or analysis is found to be incomplete or inquestion, Headquarters requests the field office to submitadditional information. Since this invariably delays approvalof the survey results, the survey must be conducted andanalyzed at the field level according to the guidelines setforth in this manual and the report submitted from the fieldmust be complete.


6.10 After reviewing the data and analysis, the designatedagency either confirms the survey results as submitted, orproposes appropriate modifications. It then reviews therecommended salary scale, and proposes modifications ifrequired. A similar review takes place for the otherrecommended allowances and the interim adjustmentprocedure.

Review byHeadquartersof ResponsibleAgency

6.11 The designated agency provides a copy of the surveyreport to the responsible agency and reports to it on thesalient features of the survey. The report to, and subsequentreview by, the responsible agency concentrates on any majordepartures from previous surveys, overall compliance withthe methodology, problems encountered and recommendedscale, allowances and interim adjustment procedure. Astandard format for this report is given in Annex X-B. It alsoserves as the basis for the report back to the field office onthe survey results. The review also focuses on any pointswhere the designated agency has disagreed with, or modifiedthe recommendations of the LSSC. The responsible agencymay also request that additional data or explanations beprovided.

6.12 In completing its review, the responsible agency mayintroduce modifications to the survey results, which itconsiders justified, resulting in the approval of resultsdifferent from those recommended by the LSSC. Theresponsible agency informs the LSSC of the reasons for thechanges but is not expected to consult with the LSSC orrequest LSSC agreement.

6.13 The review concludes with the approval by theresponsible agency of the salary scale and other allowances.


Setting theEffective Dateof RevisedSalaries

6.14 When the salary scale is approved, the date on whichthe new salary scale goes into effect is established by theresponsible agency. In 1997 the ICSC has modified the basisfor determination of the effective date of a revised salaryscale. The effective date should now be established on thebasis of the reference date of the salary survey datacollection. For example, for a survey where the data hasbeen collected from employers in September, the revisedsalary scale should come into effect from the first ofSeptember. Retroactivity in the effective date of a scale priorto the reference month of the survey should not beconsidered.

Issuance ofSalary Scale

6.15 With the approval of the salary scale, otherallowances and the effective date, the United Nationsformally issues the revised salary scale. This is the officialnotification to all organizations of the United Nationscommon system that revised salary levels should be applied.

6.16 In 1994, a revised salary scale format for GeneralService salaries was introduced. This format providesadditional information and refines the presentation ofsalaries.

6.17 UN salary scale contains the following elements:

8 Name of the duty station;8 Effective Date of the salary scale;8 Currency of denomination of the salary scale (usually

local currency)8 Rate of exchange (36-month average) used to

determine gross salaries from the net salaries;8 Annual salaries expressed as: Gross, Gross

Pensionable, Total Net, Net Pensionable, Non-pensionable Component (see Glossary);

8 Amount of allowances (dependency and languageallowances, funeral allowance, if any);

8 Number of the scale revision (numbering inchronological order for each duty station);

8 Month in which scale is issued;8 Common work week at duty station, i.e., hours of

work upon which the scale is based (includingdifferences in hours of work for certainoccupations/grades);

8 Transport charge, where applicable.


6.18 In Annex XII a sample of the revised salary scaleformat is provided with explanatory information.

Headquarters’Report Back tothe DutyStation

6.19 Proper communication with the duty station ondecisions taken at the approval stage is essential. TheHeadquarters of the designated agency following review andapproval by the responsible agency prepares a final report.Prompt submission of this report is an essential step in thesurvey process, contributing to better understanding by staffin the duty station and to more effective surveys in the future.

6.20 The report is adapted from the format used for thereview by the designated and responsible agencies (seeAnnex X-B). It concentrates on the key elements of thesurvey and on those areas where the recommendations of theLSSC were not accepted. Information on which employersand jobs were retained, the final job matchings and thequantification of fringe benefits are especially important forfuture interim adjustments. The report draws attention toanomalies found at any stage of the survey process and todeviations from the approved methodology. The reportincludes copies of data analysis worksheets where thesediffer from the ones submitted by the LSSC. Updatedcomputer diskettes with all analysis worksheets are alsoprovided with the Headquarters report.

Important Note: The report sent by Headquarters is aconfidential document intended for the LSSC. It shouldnot be given to the surveyed employers or discussed withinthe duty station.


Report fromthe DutyStation toComparatorEmployers

6.21 The final step in completing the survey process is thepreparation of a brief summary of the survey results to beprovided to the comparator employers who co-operated inthe survey. This short report (see Annex XIII) is compiledat the field level by the designated agency, as soon asHeadquarters has approved the survey results and forwardedits report to the field.

6.22 The purpose of the report to employers is twofold. Itthanks the employer for participating in the survey andmakes the exchange of salary information a mutual andongoing process. Employers appreciate receiving surveyfindings, and even expect this, in return for theirparticipation. By reporting to comparators on the survey, itmakes it easier to seek future information for the periodicmonitoring of employer salaries. Care must be taken toprotect the confidentiality of the data of the variousemployers surveyed.

6.23 The report should be sent to all employers surveyed,including those who were not retained in the final analysis ofdata. For an employer whose salary data were analyzed, butnot retained in the final analysis, the standard report applies.

6.24 Each individual employer receives the completedemployer questionnaire and analysis worksheet for thatemployer revealing only the employer code to the concernedemployer.

6.25 All employers included in data analysis receive:

8 summary tables on benefits and allowances;8 summary tables reflecting the local labour market

profile, and8 the revised United Nations salary scale

6.26 For other employers whose salary data were notanalyzed (because of insufficient job matches, lack of asystematic approach to salaries, etc.), the standard report isnot sent. A short letter thanking the employer for co-operating and a copy of the United Nations scale is provided.


United NationsGross andGrossPensionableSalaries

6.27 This step is not related to the salary survey itself norto local conditions of service. United Nations gross andgross pensionable salaries are determined at the end of theapproval process to complete the salary scale to be issued toall organizations. Gross salaries are calculated atHeadquarters.

6.28 The salary survey results in a scale of net salaries.Gross and gross pensionable salaries are then derived fromthose net salaries (less any non-pensionable amount for grosspensionable salaries), according to a staff assessment scaleapproved by ICSC and applicable to locally-recruited staff atall duty stations. This scale is subject to adjustment fromtime to time. In applying the formula, net salaries(excluding non-pensionable component for gross pensionablesalaries, if any) are converted into US dollars according to anexchange rate, which is the average of the 36-month periodpreceding the effective date of the scale. The gross and grosspensionable salaries resulting from the application of theformula are then converted back into local currency using thesame average exchange rate.

6.29 Gross and gross pensionable salaries, being derivedfrom net salaries, are adjusted whenever a new salary scale isissued.

CCAQ Salary Survey Manual Chapter 7 The Mini-Salary Survey

PART II - The Interim Adjustment

Chapter 7The Mini Salary Survey

Comprehensive salary surveys normally take place in four-year cycles and are used to identify the best employers in thelocal labour market, establish precise reference points withinthese employers for United Nations benchmark jobs andidentify allowances and benefits paid in addition to basesalaries. The best five, seven or twelve employers retainedfor final data analysis now represent the labour marketagainst which duty station salaries are established until thefollowing comprehensive salary survey. The mini-salarysurvey allows for interim adjustments that closely follow theperiodic salary adjustment of the best retained comparatoremployers. The timing of local employer cycles ofadjustment is recorded by the data collection team on theEmployer Data Form: Salaries, Allowances and OtherBenefits, in order to track and respond to the latest changesin the labour market and to schedule interim adjustments forlocal UN salaries.

7.1 The development of an automated data analysissystem and other refinements in the data collection processhas facilitated the quick and thorough updating ofcomprehensive salary survey information for each of thefive/seven/twelve retained comparator employers.Therefore, the shortcut methods of “spot checking andindexation” used for interim adjustments in the past areobsolete. The mini-salary survey methodology allows forquick, accurate and complete measurement of the movementof salaries in the best retained employers by processingnewly collected information through refined computerapplications. Even in countries characterized by rapid salarymovement and where more than one interim adjustment peryear is the norm, it is both possible and desirable to conductfull mini salary surveys for each interim revision.


DifferenceBetweenComprehensiveand InterimSalary Surveys

7.2 Mini-surveys are intended to update specificreference points established during the comprehensivesurvey. Therefore, while conducting the mini-survey, theLSSC does not:

8 introduce new comparator employers8 change job matches8 change quantification formulae for benefits8 change reference points for minimum salaries8 modify span or grade differentials8 alter UN job or grade weights even though the

population of UN standard benchmarks and gradesmay have changed. This ensures that salary referencepoints established in the comprehensive salary surveyare constant throughout the interim period andfacilitates data collection

8 compare UN salaries directly with comparators= salaries

7.3 Appropriateness of matching or the quantification ofallowances are not discussed at this time. All these issuesmust be resolved at the time of the comprehensive salarysurvey. Any issues arising during the interim periodregarding the accuracy of job matching or benefitquantification are recorded and discussed at the nextcomprehensive salary survey.

Inclusion ofNew CashAllowances inInterim SalarySurveys

7.4 The purpose of interim salary surveys is to update thesalary and benefit structure established at the latestcomprehensive salary survey. Employers sometimesintroduce changes to this structure by adding new cashallowances between comprehensive salary surveys. Thesecan be considered for inclusion during interim salary surveysif:

8 the new cash allowances are clearly documented andcame into effect after the last comprehensive salarysurvey

8 the new cash allowances have clearly definedeligibility criteria for employer grade levels matchedto UN jobs at the last comprehensive salary survey,where all employer staff within these grade levelsreceive this cash allowance.


7.5 New allowances not considered for inclusion duringinterim salary surveys if:

8 the allowances existed at the time of the latestcomprehensive but were overlooked and/or notquantified

8 the allowances are in-kind benefits which requirequantification to determine their values. Benefitquantification is performed during comprehensivesalary surveys only.

Frequency ofMini-Surveys

7.6 Frequency of mini-surveys is based on local practicefor salary revision among retained comparators. UN interimsalary surveys follow the same periodicity. Usually interimsalary surveys take place once a year following the pattern oflocal comparator revisions.

Preparing forthe Survey

7.7 Mini-surveys follow the same four-step approachoutlined for conducting a comprehensive salary survey:preparation, data collection, data analysis and promulgationof a revised salary scale.

7.8 The Local Salary Survey Committee monitors thebest five, seven or twelve retained comparators, to determineif salary adjustments predicted during the comprehensivesalary survey have actually taken place. Once it has beendetermined that the comparators have adjusted their salaryscales, the designated agency in the duty station convenes theLSSC to request approval from Headquarters of thedesignated agency to conduct a mini-survey. Headquarters’authorization is required prior to conducting a mini-survey.

7.9 The LSSC formally approaches the retainedcomparators to request their participation in a mini-survey.They assure employers again of confidentiality and futureexchange of salary information. The LSSC collects updatedinformation about taxation to be applied in the analysis of therevised salary and benefit data. The LSSC establishes a datacollection team, usually drawn from data collectors whoparticipated in the comprehensive salary survey. This team isprovided with complete records from the comprehensivesalary survey in order to familiarize themselves with thecomparator organization structure and comparison points.


Collecting Data 7.10 In conducting employer interviews with thefive/seven/twelve retained comparator employers, it is theobjective of the mini-survey to update comparison pointsestablished at the time of comprehensive salary survey.Salary data for all comparator grades for which UN jobmatches have been established should be updated. As in thecomprehensive salary survey, it is extremely important toobtain updated copies of employer salary scales.

Important Note: Collection of salary data for interimadjustments to salary scales is carried out only at theminimum or hiring rate. It is not necessary to collect orupdate salary data for maxima salaries.

7.11 Salary data recorded for revised or updated minimamust reflect the actual updated changes implemented byemployer for hiring rates. This is best confirmed throughofficial copies of updated comparator salary scales.

7.12 The data collection team reviews each allowance andbenefit identified at time of the comprehensive salary surveyand updates related benefit values as provided by theemployer. Allowances and benefits that have been variableover a period of years are updated based upon the average ofthe last three years. Benefits that are not utilized by 100 percent of the eligible staff in the company should maintainsame utilization percentage as established at the time of thecomprehensive salary survey.

7.13 Quantification of in-kind benefits should be clearlydocumented and be consistent with the structure establishedin the comprehensive salary survey. For example, updatingthe value of a company-provided car should clearly reflectthe basis for revaluing the price of this car and relatedbenefits, such as gas, insurance and maintenance costs. Thedata collection team should document its interview with thecomparator employer through completion of an updatedemployer data collection form using the same questionnaireformat used in the comprehensive salary survey found inAnnex V. These formats should be available from thedocumentation of the comprehensive salary survey. At theconclusion of the employer interview, the data collectionteam should record the information collected and indicate theconsensus of the team members regarding this informationby signing the completed questionnaire.


Analyzing Data 7.14 With data collected from the best five, seven ortwelve comparator employers, it is necessary to arrive atrevised total net salaries at the minima for each of thebenchmark jobs where comparisons had been establishedduring the comprehensive salary survey. Total net salariesfor each of the comparator employers should be aggregatedon the analysis worksheet developed for the mini-survey.With the data for the employers assembled, the updatedaverage minimum salary for each benchmark job isestablished.

Movement in Averages

7.15 The purpose of the mini-survey is to assess thegeneral movement in salary for the best five/seven/twelvecomparator employers since the time of the previous survey.The salary data collected in the mini-survey is compared onlywith previous salaries from the same comparators and notwith the current UN salary scale at the duty station. Thepurpose of the mini-survey is to measure movement inaverage salaries, not movement against the UN salary scale.

7.16 During the comprehensive salary survey, the processof computing the survey involved smoothing and adjustingsalary data with respect to grade differentials and spans. Thisprocess established an internally equitable scale and reflectedexternal labour market trends. The sole purpose of interimadjustment is to reflect measured movement in the labourmarket. To ensure that this movement is accuratelymeasured, it is necessary to compare the raw updated jobsalaries for the comparator employer to the old raw data jobsalaries. Annex VIII provides a format that facilitates themini-survey data analysis process. The process requirescomparison of the new average job salary to the raw, oldaverage job salary as recorded in the previous survey. Withthis percentage movement computed for each benchmark job,and by using the job weights from the comprehensive salarysurvey, it is possible to compute movement by grade, andfinally, using grade weights from the comprehensive salarysurvey, it is possible to compute overall average movementin salaries for the mini-survey.

Exclusion of Comparator Employers

7.17 In the period between comprehensive salary surveysit may be necessary to exclude data from one of thecomparator employers. Exclusion of a comparator employerfrom an interim survey is usually for one of three reasons:


8 the comparator is no longer willing to participate inthe survey; or

8 the comparator has ceased operations and is no longerpresent in the duty station

8 the comparator has significantly restructured itscompensation plan or job structure which makesreference to the comparison points established duringthe comprehensive survey difficult.

7.18 The fact that a comparator employer has not revisedsalaries and/or allowances since the previous review or isperceived as non-competitive while other comparators haverevised salaries is not sufficient justification for exclusionfrom the interim survey. When an employer is excludedfrom a mini-survey the LSSC must adjust data from theprevious comprehensive survey accordingly.

7.19 If the mini-survey must exclude salary data for acomparator, the LSSC must exclude previous data from thatcomparator from the interim calculations to ensure aconsistent basis for comparison. If the mini-survey is basedonly on four employers, the comparison of the average forthese four remaining employers is made only to the previouscomputed average for the same four comparator employers.

Constructingthe SalaryScale

7.20 During data analysis, the overall weighted averagemovement in salaries is computed and represents an averagepercentage increase in salaries for the retained employers. Inthe comprehensive salary survey, the goal in salary scaleconstruction was to meet both the internal needs of the UNcommunity in terms of an equitable distribution of pay andreflect the trends in the external labour market. The mini-survey is focused exclusively on measuring movement insalaries in the external market. The results from the mini-survey are applied uniformly across-the-board to the existingUN salary structure. No changes in span or gradedifferentials are considered in conjunction with an interimadjustment.

Allowances

7.21 In constructing a recommended salary scale resultingin an across-the-board increase in salaries, dependencyallowances are updated as they were established during thecomprehensive salary survey. In the majority of dutystations, child allowance is established and updated on the


basis of 2.5 percent of the mid point of the General Servicesalary scale. (See Part I, Chapter 5 for precise procedures oncomputation.)

7.22 Where a spouse allowance has been established forthe duty station, the LSSC should collect updatedinformation on both tax abatements and employer benefitsavailable for dependent spouses. The LSSC applies the sameprocedures as specified in same section on allowances for thecomputation of a revised spouse allowance.

7.23 As with the spouse allowance, a secondary dependentallowance should be updated according to tax abatement andemployer benefit information supporting this allowance.

7.24 The language allowance should be updated on thebasis of 5% of the revised G-5 step I. The allowance for thesecond language should also be revised.

7.25 If a funeral allowance for the duty station has beenestablished to be paid to a staff member in the event of deathof a recognized dependent, the LSSC should play closeattention to collecting specific information from eachcomparator which supported the original creation of funeralallowances. The LSSC should update computation of funeralallowance based on revised practice of comparatoremployers as measured in the mini-survey and report thecurrent average support provided for funeral expenses by thecomparators.

7.26 In duty stations where the UN provides transport forstaff to and from the office, a transport charge for this benefitshould have been established at time of comprehensive salarysurvey. Revision to this charge should be based on theweighted average movement in salaries for the GeneralService category to the charge as established at the time ofthe comprehensive salary survey.

Effective Date 7.27 As with the comprehensive salary survey, theeffective date of salary adjustments following a mini-surveyis based upon the reference month of data collection for themini-survey. Mini-surveys should take place as close aspossible to the date of revision of comparator salaries inorder to ensure that UN salaries are adjusted a timelymanner. Only by rapid, efficient adjustment will UN salariesremain highly competitive.


Report on theInterim SalarySurvey byLSSC

7.28 To facilitate the review of a mini salary survey, theLSSC must complete the report format provided in AnnexXI. This report format ensures that the LSSC addresses allpertinent issues in the context of a mini-survey and providesspecific steps which should be followed in the analysis ofdata including the computation of overall weighted averagemovement in salaries.

7.29 Documentation, in addition to the report, which theLSSC should include in the interim salary survey submissionincludes:

4 updated Employer Data Form, for each of thecomparator employers with data analysis worksheetsfor each employer;

4 employer Salary Scales and other employerdocumentation concerning revisions in salaries,allowances and benefits;

4 updated documentation on national taxation used indata analysis;

4 all Employer Data Analysis Summary whichdocuments the computation of the movement inaverage salaries by job, grade and overall.

DesignatedAgencyHeadquarters’Review ofInterim SalarySurvey

7.30 Analysis at Headquarters of survey recommendationsis facilitated by the completed LSSC report. Any differencefound in Headquarters’ analysis can be easily documentedand explained to the LSSC, thus ensuring completetransparency in the process. The Headquarters of thedesignated agency will provide the LSSC a review reportusing the format in Annex XI. Together with this report,revised employer analysis worksheets will be provided tofacilitate the conduct of future interim salary surveys by theLSSC.

Report Back toEmployers

7.31 The LSSC is responsible for reporting back to the

employers on the results of the interim salary survey. Thereport should include the same elements as used in thecomprehensive salary survey.

CCAQ Salary Survey Manual Chapter 8 Alternative Approaches

PART III – Special Measures

Chapter 8Alternative Approaches

The principles set out in this manual governing theestablishment and revision of local salaries for non-Headquarters duty stations have been developed inrecognition of exceptional circumstances that require aflexible approach. Special measures can only beimplemented in critical circumstances where acute economicdistress has occurred or long-term economic/social instabilityhas prevailed. The experience gained over the last twelveyears has led to significant refinements in these procedures.The expertise developed both at Headquarters and in fieldoffices, in the application of the methodology has led to itssuccessful application in the vast majority of duty stations.

8.1 It is recognized that extreme conditions may developwhere it is necessary to apply exceptional measures in themaintenance of local salaries. It is important for LSSCs tounderstand that the application of special measures does notimply the suspension of the normal methodology forestablishing salaries. Special measures, when applied, takeplace as a parallel and supplemental process to the ongoingapplication of the normal methodology.

8.2 As with the standard methodology, significantexperience has been gained in the application of specialmeasures. Headquarters of designated and responsibleagencies have extensive case studies of a range of specialmeasures that have been applied to address extremeeconomic and social conditions ranging from rapid inflationthrough situations where active hostilities have broken out.

8.3 Even with this experience, it is important tounderstand that each instance where special measures areapplied is unique. LSSCs have a major responsibility formonitoring and reporting in detail any conditions in the dutystation which serve as the basis for assessment of specialmeasures. Before the LSSC embarks on developing aproposal for special measures, guidance from theHeadquarters of the designated agency must be sought. Thedesignated agency in turn must also consult with theresponsible agency, as any special measure can only beapproved by the responsible agency.


ConditionsWhere SpecialMeasures canbe Considered

8.4 Conditions that support the application of specialmeasures fall broadly into two categories: acute economicdistress and long term economic/social instability. Specificsituations within these categories include rapid inflationfollowing significant devaluation, civil unrest or warfare andlabour markets with extremely limited employer activity. Ineach situation, as a first step, the LSSC reports in detail theactions being taken by the currently retained comparatoremployers. It has been found that in the majority ofinstances solutions to difficult economic conditions can befound in the approaches taken by employers in the locallabour market. With detailed reporting by the LSSC ofactions being taken by employers, it is usually possible toquickly adjust national staff salaries to reflect these actionsand maintain stability in compensation.

8.5 Finally, it is most important to understand that theapplication of special measures cannot fully insulate nationalstaff from the prevailing economic and social conditions inthe duty station. The remedial assistance provided by specialmeasures is intended to provide partial stability incompensation. Fundamentally, local salaries remain basedon prevailing conditions in the local labour market. Specialmeasures offer partial and temporary relief during periods ofextreme volatility.

Options forSpecialMeasures

Payments in Convertible Currency

8.6 During periods of economic volatility LSSCs oftenrequest on an exceptional basis, that national staff salaries bedenominated and paid in convertible currency, usually USdollars. The Consultative Committee on AdministrativeQuestions (CCAQ) has drawn up specific guidelines whichgovern payments to national staff in currencies other than thelocal currency. Proposals by LSSCs to provide full or partialpayments to national staff in convertible currency must meetthese two criteria:

8 The majority of retained comparator employersprovide full or partial payments to national staff inconvertible currency;

8 It is legal practice under applicable nationalregulations for nationals to receive convertiblecurrency as direct payments from employers.


8.7 In presenting proposals for payment in convertiblecurrency, the LSSCs should provide specific information oncomparator employer practice with particular attention to:

8 the amount provided in convertible currency;8 the method by which this amount is computed (i.e.,

the exchange rate used by the employer inestablishing the convertible currency amount and itslocal currency equivalent);

8 the staff groups eligible to receive the convertiblecurrency;

8 the conditions which govern payment of theconvertible currency (e.g., requirements for travel bythe staff member outside the country to receive thepayment);

8 the percentage utilization of the benefit by eligiblestaff;

8 the modality of convertible currency payments (i.e.,through local or offshore bank deposits, cheques or incash).

8.8 With respect to documentation required on nationalregulations, the LSSC should provide actual copies of theapplicable regulations with translations if necessary. Forconvertible currency payments to be approved, the nationalregulations must permit in-country payments in currenciesother than the local currency to nationals.

8.9 Where these criteria are met, the usual approach is toestablish a non-pensionable supplement to the local salaryscale which reflects the average salary component paid bycomparators in convertible currency. Where convertiblecurrency makes up a majority of the payments made by theretained comparators, the local salary scale is denominated inconvertible currency with the non-pensionable supplementestablished in local currency reflecting the balance orremaining proportion of salaries.

8.10 In some cases payments in convertible currency donot represent an ongoing feature of comparators' paymentpractices but rather annual one-time events. Where thissituation exists, the United Nations salary scale remains fullydenominated in local currency with authorization provided tomake a one-time annual payment in convertible currencyusing the prevailing UN operational rate of exchange at thetime of the payment. The amount to be converted is basedupon the average percentage provided by comparator


employers.

8.11 In all cases where authorized convertible currencypayments are made to national staff, approval by the UnitedNations Controller must be obtained by the responsibleagency. The modality of payment to national staff is eitherthrough direct deposit in locally established convertiblecurrency accounts or through convertible currencydenominated cheques drawn on local bank accountsmaintained by UN agencies. In no cases are convertiblecurrency payments made in cash.

8.12 Payments to national staff in convertible currency aretemporary in nature and are reviewed on a regular basis. TheLSSC must continue to monitor and report on both theprevailing comparator employer practice and the governingnational regulations. Failure of the LSSC to provide updatedinformation at the time of periodic reviews will lead to asuspension of convertible currency payments.

Non-pensionable Bonuses Following SignificantDevaluation and Hyper-inflation

8.13 In situations where volatile economic conditionsoccur it may exceptionally be necessary to provide short-term assistance pending the completion of a comprehensiveor interim salary survey. These situations usually arise inconjunction with rapid inflation preceded by significantdevaluation of local currencies.

8.14 There is no fixed formula for the computation ofbonuses to be paid in response to hyper-inflationaryconditions. For special measure consideration, it is typicallyexpected that a rapid or immediate devaluation of the localcurrency by 100 percent or more has occurred followed bylocal price inflation of 50 percent or more within a one ortwo month period.

8.15 When these situations arise, the response by thecomparator employers may not be immediate or constant.Comparator employers themselves require time to assessvolatile and often confusing economic situations. Theobjective of special measures during periods ofhyperinflation is to anticipate the eventual response of thecomparators, provide a short term remedial relief to partiallystabilize salaries and to permit a thorough assessment by theLSSC of the comparator response.

8.16 It is typical in such circumstances to approve a short-


term non-pensionable bonus. The bonus amount is notintended to provide full protection of local staff purchasingpower but rather to anticipate the eventual revision in salariesby the retained comparator employers. In presenting aproposal for special measures following a significantdevaluation and hyperinflation, the LSSC must report to theextent possible, on developments taking place in thecomparator employers. While all comparators may not haveimplemented revisions, proposed adjustments may bepending and some comparators may have taken rapid actionto approve exceptional bonuses or advances.

8.17 A non-pensionable bonus may not accurately reflectthe eventual adjustments made by the comparators. Suchnon-pensionable bonuses are usually approved for a period ofthree months. Non-pensionable bonuses are recommendedby the LSSC to the Headquarters of the designated agencywhere a decision is taken on the recommendation.Following the approval of the bonus, the LSSC mustcomplete a full interim salary survey. With approval of asalary scale revision based upon the interim survey results,the non-pensionable bonus is suspended. Bonus paymentsmade after the effective date of the revised salary scale willbe recovered against payment of the scale revision.

Adjustments for Limited Labour Markets

8.18 A range of labour market conditions exists across theduty stations covered by the non-Headquarters methodology.Criteria that govern employer selection and retention arebroadly written to apply to the majority of duty stations.

8.19 In a small minority of countries, labour marketconditions have not evolved to support a wide selection oflong-standing employers in a range of economic sectors. Insuch cases, the LSSC, at the time of a comprehensive salarysurvey, may recommend that salaries be based on employerswhich may not fully meet the criteria established foremployer selection/retention.

8.20 It may be necessary to retain employers with fewerthan twenty employees in positions comparable to UNbenchmarks. It may be necessary to retain more than twoemployers from the same economic sector among the finalbest five employers, drawn from the same economic sector.It may be necessary to retain an employer that has not beenestablished in the locality for at least five years. Finally, inextremely rare instances, it may be necessary to base thecomparison of outside labour market conditions on fewer


than five local employers. Decisions on each of these issuesare taken by the responsible agency on the advice of thedesignated agency and the LSSC.

8.21 It is always the responsibility of the LSSC to providedetailed justification for the exceptional measures requested.The primary criteria for selecting employers for finalretention are a structured approach to compensation settingand reliable job matching.

8.22 In cases where labour market conditions are limitedand it is necessary to retain employers which do not fullymeet the retention criteria or to retain fewer than fiveemployers, the LSSC has a special responsibility to monitorthe changing labour market conditions closely. The arrivalof new employers meeting the criteria for selection andproviding a broader basis for referencing UN salaries shouldbe reported. It is typical for duty stations with limited labourmarkets to schedule comprehensive salary surveys on anaccelerated basis, usually on an eighteen to twenty-four-month cycle. Accelerated comprehensive salary surveysensure that the most recent changes in the labour market arecaptured thus ensuring that local UN salaries are current andreflect methodology criteria.

Family Expenditure Surveys in Response to CivilUnrest and the Breakdown of the Labour Market

8.23 Due to the nature of the work of the United Nationssystem, it is often necessary for the UN to maintain effectiveoperations in very difficult and hostile conditions. Wherewarfare has broken out most, if not all, labour market activityceases. In such situations, special measures aim to providerelative stability in salaries through extremely volatile socialand economic conditions.

8.24 As with all special measure circumstances, as a firststep, the LSSC reports on the situation of comparatoremployers. Have the comparators maintained operations orclosed? Where the comparators have closed, have theyinstituted any procedures for paying their staff during thisperiod or has most of the staff been terminated?Comparators often close and do not provide any usefulreference for the maintenance of salaries during specialmeasure circumstances.

8.25 In these cases it is unlikely for accurate statistics to beavailable to measure local cost of living. It is therefore


necessary for the LSSC to construct a simple mechanism formeasuring local cost of living: a local Family ExpenditureSurvey (FES). The LSSC establishes a baseline to measurefuture cost of living movement by examining the typicalpattern of expenditures for local staff across severalcategories of expenditure.

8.26 To organize the local FES, the LSSC determines the“notional family budget”. This family budget is based on themonthly salary of a middle-grade General Service staffmember (G-4 or G-5) including dependency allowances foran average family size. This amount is used as the totalamount available for apportioning monthly expenditures.With the budget computed, the LSSC develops an initialbreakdown of expenditures into six categories:

1) Food2) Hygiene Products3) Housing4) Transportation5) Clothing6) Miscellaneous

8.27 Specific items are identified for each category and themonthly consumption amount specified. The unit prices foreach item are confirmed by visits to local markets frequentedby national staff. A locally based internationally recruitedstaff member should participate in the pricing survey. Forclothing, the annual clothing expenditures should beestimated with the annual amount divided by twelve.

8.28 The purpose of the expenditure survey is to identifythe most significant items consumed by the average staffmember in order to appropriately track price movement.With the FES baseline data, it is possible on a periodic basis,usually every two to three months, to re-price the itemsincluded in the original survey and calculate the pricemovement for the same basket of items. In addition to dataon commodity prices collected directly from local markets,the LSSC further documents price movement by includingcommodity cost data often collected by WFP on basic foodcommodities.

8.29 This approach is not intended to address the issue of"adequacy" of existing salaries. Use of current salary levelsas a budget ceiling ensures that the survey relates to currentlevels of compensation. The family expenditure data servesto partly stabilize purchasing power during periods of civilunrest. On the basis of the measured average movement in


prices, a non-pensionable bonus equal to 80 percent of themovement is implemented

8.30 This special measure option is used extremely rarelyand only after the complete collapse of the labour market.Establishing and updating cost of living bonuses based uponthe FES data is approved usually for periods of six months.LSSCs must report any labour market developments, whichfacilitate a return to the normal methodology. Once it ispossible to re-establish references again against localemployers, costs of living bonuses are frozen at theestablished level pending labour market data, which wouldsupport further increases in pay.

8.31 The special measure options outlined above haveevolved based upon experience gained in addressing difficultlocal circumstances issues faced by field offices. Otheroptions may be developed as new problems and issues areencountered. The summary information provided here isintended to generally guide LSSCs concerning the conditionswhere special measures are applied and the types ofmeasures which are in use.

8.32 Conditions where special measures are warrantedvary greatly from place to place. The LSSC must contact theHeadquarters of the designated agency for guidanceconcerning the approach to be taken in each specific situationthat arises.

CCAQ Salary Survey Manual Appendix

APPENDIX

The National Officer Category

A.1 From its formal inception in 1980, conditions ofservice for the National Professional Officer category havebeen established on the basis of the Flemming Principle. Themethodology applied in the assessment of local labourmarket conditions has been the same as for the GeneralService category in Non-Headquarters duty stations. TheInternational Civil Service Commission has reviewed theapplication of the Non-Headquarters methodology to theestablishment of conditions of service for National Officersin 1987, 1994 and 1997 and has reaffirmed the validity onthese occasions of the methodology for this category.

A.2 In the conduct of salary surveys for the NationalOfficer category, Local Salary Survey Committees must keepin mind that the analysis of local labour market conditions isa distinct process from the assessment of conditionsprevailing for the General Service category. Therefore whilethe principles and procedures are the same, at each stage ofthe survey process, it is necessary to ensure that appropriateattention is given to condition to the application of themethodology specifically to National Officers. Thisappendix provides guidance in the application of themethodology tailored to this category.

ThePreparationPhase

A.3 Comprehensive salary surveys for the NationalOfficer category are conducted in tandem with surveys forthe General Service category. To a large extent, competitiveemployers selected for participation in the survey should beequally valid for both categories. There are instanceshowever where some employers which may be included inthe salary survey to provide information on General Serviceequivalent positions which will not be applicable for theNational Officer category. These employers often utilize to afar greater extent than the United Nations system expatriatepersonnel for functions at the Professional level. Therefore,while it may be possible to establish job matches across arange of grades and occupations to retain these employers indata analysis for the General Service category, the absence ofequivalent positions encumbered by national staff may result


in insufficient data for inclusion of these employers in theanalysis of National Officer conditions.

A.4 In preparation for the survey, Local Salary SurveyCommittees should enquire from prospective employersinformation related to the number of national personnelengaged in both professional and support functions to ensurethat the list of employers to be surveyed is sufficiently broadto ensure adequate collection of data for both categories.Local Committees should add employers to the proposed listof comparators where necessary to provide a sufficient basisfor the analysis of National Officer conditions.

A.5 The criteria applicable to the selection of employers,provided in Chapter One, apply equally for the NationalOfficer category.

A.6 With respect to the collection of information onnational taxation, special attention should be given to thecollection of information pertaining to the taxability ofbenefits. Compensation packages for positions equivalent toNational Officers often include to a much greater extent theprovision of in-kind benefits. Tax regulations in manycountries often provide specific provisions for the taxabilityof such benefits. In the analysis of in-kind benefits it will benecessary to ensure that these benefits are appropriatelytaxed in establishing the net value for inclusion in total netsalaries.

A.7 As with the General Service category, comparisonswith outside employers for the National Officer category areestablished through a comparison of jobs. Thesecomparisons are primarily established through analysis ofemployer occupational structures in the Administrative andFinance occupations. To ensure that the comparisons areconsistent, an assessment of employer structures forsubstantive occupations is also conducted. In presenting thelist of benchmark jobs, four levels of professional workshould be included corresponding the National Officer levelsA through D. Guidance for the actual job matching processis provided under the paragraphs related to Data Collection.The Local Committee should include all National Officerposts in the compilation of the staff inventory. As with theGeneral Service category, for grades where there are noincumbents, a notional weight of 0.5 should be recorded.


The DataCollectionPhase

A.8 The collection of data during employer interviews iscarried out as an integrated process. Each phase of theemployer interview should collect information pertinent tothe employer as a whole. Differences in personnel and paypolicies, which exist within the employer for differentcategories of staff, should be carefully recorded. Sometimesan employer will have a different approach with respect tothe establishment of executive/professional compensationfrom the policies which apply to support occupations. Inparticular the periodicity of review and the resulting effectivedates of salary structures may vary. This is especially true inemployers which utilize collective bargaining for theestablishment of salaries for non-exempt or unionizedpositions.

A.9 With respect to the job matching process, the samefour-step approach is applied for the National Officercategory as described in Chapter Two. In fact, as notedabove, the collection of information on organizationalstructure and job content is carried out in an integratedmanner. During the collection of data related to the Financeand Administrative occupations, detailed information iscollected from the highest levels in the employer to the mostjunior. As the information on the structure of the employer isrecorded, the distinction between executive/professionalfunctions and support functions emerges clearly. Toestablish comparisons with corresponding National Officerlevels, the following grade level matching guidelines havebeen developed:

For the NO-A Level

1. Structural Counterpart: Entry-level workingProfessional;

2. Primary Content Feature: Applies basicprinciples in either support or substantiveactivity, work is subject to close andcontinuing higher level content review;

3. Progression: entry-level position beyondtrainee level;

4. Qualifications: university/advanced trainingwith limited professional experience.


For the NO-B Level

1. Structural Counterpart: full working levelprofessional;

2. Primary Content Feature: Applies basicprinciples of the occupational specializationwith limited on-going supervision;

3. Progression: promotion from entry-level,reflecting working level proficiency;

4. Qualifications: university/advanced trainingplus a minimum of three years of professionalexperience.

For the NO-C Level

1. Structural Counterpart: full working levelprofessional with sub-specialization;

2. Primary Content Feature: Works independentlywithin sub-specialty, provides advice which isgenerally considered technical sound;

3. Progression: significant specialization withsome managerial responsibility for subordinateprofessionals;

4. Qualifications: university/advanced trainingand six or more years of experience, or secondlevel advanced degree or professionalcertification with substantive professionalexperience.


For the NO-D Level

1. Structural Counterpart: First managerial levelwith subordinate professionals working inoccupational teams/sub-specializations;

2. Primary Content Feature: Directs the work ofsubordinate professionals, providesauthoritative advice in specialized field ofcentral importance to the organization;

3. Progression: reflects significant specializationand/or managerial responsibilities;

4. Qualifications: university/advanced trainingand ten or more years of experience or secondlevel advanced degree/professionalcertification with extended professionalexperience.

A.10 After completion of the collection ofjob/occupational information for the Finance andAdministrative area, data should be collected for two or moresubstantive areas of the employer to provide a basis forconfirming the cross-occupational consistency of the jobmatches established for National Officer equivalentpositions. At the conclusion of the data collection, it shouldbe possible to prepare a table illustrating broadly thebreakdown of the employer structure where ascending levelsof professional responsibility across a range of theorganization=s activities. National Officer matches areestablished only through the NO-D level. However datashould be generally available on managerial levels whichexist above the NO- D equivalent to ensure that higher levelmanagement positions have not been included in the NationalOfficer comparisons. Management levels encumbered byexpatriates should also be noted.

A.11 With respect to data on allowances and benefitsoffered in addition to base salaries, the guidelines in ChapterTwo and Annex VII are fully applicable. Due to thegenerally more extensive presence of in-kind benefits as partof executive compensation, particular attention must be givento collecting information on the degree of employeeutilization of such benefits. Quantification of in-kindbenefits must be adjusted on the basis of employer data onutilization to ensure that the value accurately reflects the costto the employer for providing these benefits.


The DataAnalysis Phase

A.12 Analysis of individual employer data with respect tothe National Officer category is carried out using the samesteps as applied to data collected for General Servicepositions as described in Chapter Three, Section One.

A.13 The selection of the best five, seven or twelvecomparator employers for the National Officer category alsouses the same steps as described in Chapter Three, SectionTwo. The criteria established for employer retention withrespect to the sectoral representation should be appliedconsistently.

A.14 For National Officers, the data collected from allemployers is reviewed separately from the General Servicedata. The selection of the best employers is a distinct processwhich focuses on the identification of the best five, seven ortwelve employers for National Officer equivalent positions.It is possible to retain a different set of best employers forthe final comparison of outside average National Officersalaries from the group selected for comparison withGeneral Service salaries. There should however exist a highcorrelation between the employers retained in final analysisfor the two categories.

The SalaryScaleConstructionPhase

A.15 With the selection of the best comparator employerscompleted, the construction of the recommended NationalOfficer salary scale again follows the same procedures asapplied to the General Service Category. Typically it beginsby applying a recommended increase to the National OfficerA level. From this point, salaries for levels B through D areconstructed through application of progressive gradedifferentials which reflect broadly the progression of salariesfound in the retained employers and which provide for aninternally equitable progression.


A.16 While the process of analyzing average salary datafor the General Service and National Officer categories iscarried out separately. As a final step in the construction ofthe recommended National Officer salary scale, thepercentage difference between the recommended G-7 leveland the NO-A should be examined. This differential shouldfall broadly within the pattern observed between the higherGeneral Service grade levels. It is not uncommon for thedifferential between G-7 and NO-A to reflect a narrowerdifference than that which exists between other grade levels.Recommended salary scales which reflect a significantlywider difference between G-7 and NO-A than that which hasbeen recommended for the higher General Service gradesshould be fully explained in the report of the comprehensivesurvey submitted by the Local Salary Survey Committee.

A.17 The computation of the non-pensionable componentfor the National Officer salary scale is based upon ananalysis of employer data retained for the NO-B level.Again the same criteria are applied in this analysis as havebeen established for General Service salaries. Non-pensionable benefits included in total net salaries shouldrepresent an amount on average greater than ten percent.The maximum non-pensionable component cap of twentypercent applies equally to National Officer salaries.

Establishmentof Allowancesand Charges

A.18 There is no separate calculation of dependencyallowances for the National Officer category. Allowancescalculated for dependent children, spouse and secondarydependent as part of the analysis of data for the GeneralService category are applied to the National Officer salaryscale without adjustment. Equally, provision of funeralallowances should be made for National Officer staff on thesame basis as applied for the General Service category whereemployer data supports the creation of this allowance.

A.19 Payment of language allowance is not applicable tothe National Officer category.

A.20 Charges for UN-provided transport should be appliedequally to National Officer staff which utilize this benefit.


TheFinalizationand ApprovalPhase

A.21 The report presented by the Local Salary SurveyCommittee on the recommendations from the comprehensivesalary survey should include all the same data for theNational Officer category as presented for the GeneralService category. The review carried out by the Headquartersof the Designated and Responsible Agencies includes boththe recommendations pertaining to the General ServiceCategory and the National Officer category.

A.22 Establishment of the effective date for the revisedNational Officer salary scale is governed by the same criteriaas applied for the General Service Category. The referencemonth of the data collection serves as the basis for theeffective date. Therefore where data collection for theGeneral Service and National Officer categories is carriedout concurrently, the same effective date for the revisedsalary scales should be forthcoming.

InterimAdjustments

A.23 All procedures provided in Chapter Seven for theconduct of mini salary surveys between comprehensivesalary surveys are fully applicable to the updating ofNational Officer salaries. Even where comprehensive salarysurveys have established different effective dates for GeneralService and National Officer salaries, every effort should bemade to carry out mini salary surveys on the basis of thesame periodicity. This will not only simplify theadministrative processing of mini-salary surveys but willavoid possible friction in the duty station between the twocategories regarding the pace and timing of salary revisions.


SpecialMeasures

A.24 Where volatile economic or social conditions takeplace, these usually affect equally both categories of staff.The guidelines provided in Chapter Eight concerningalternative approaches in addressing unusual and volatilelabour market conditions are applied to all.

A.25 Only in one area is there a need to apply specialmeasures for National Officers which is unique. In selectedduty stations with very limited labour markets it is at timesnot possible to collect sufficient external information toprovide a reliable basis for the establishment of NationalOfficer salaries. Where such a paucity of data exists,National Officer salaries are established on a provisionalbasis based upon an extrapolation from the General Servicesalary scale.

A.26 When provisional National Officer salaries areestablished, the progression of salaries between the G-6 andG-7 level is usually continued for the establishment of theNO-A level salaries. Salaries for subsequent NationalOfficer levels are typically set through applying a constantfifteen percent grade differential in the extrapolation.

A.27 Where provisional National Officer salaries havebeen established, Local Salary Survey Committees arerequested to monitor changing labour market conditionsclosely. As the entry of new employers into the marketoccurs which will support an outside reference for NationalOfficer salaries, an accelerated comprehensive salary surveymay be scheduled to replace the provisional structure with ascale based upon actual labour market conditions.

A.28 Provisional National Officer salaries are updated inconjunction with interim reviews of the General Servicesalary scale with the same level of increase applied to theprovisional National Officer scale as has been approved forthe General Service category.

CCAQ Salary Survey Manual

Glossary

Allowance. Normally a cash amountpaid by an employer at regular intervalsas part of a compensation package forgiven groups of staff, such as cashallowances for housing or transportation.See also Benefit, Conditions of Serviceand Salary.

Base salary. The part of the salary,usually appearing in salary scales orranges, varying with the classification ofthe job and steps, if any, to whichallowances and other forms of regularpayments are added to form the salary.

Benchmark job. An internal UN jobdescription reflecting a typical set ofoccupational functions for a particulargrade and level, used as a reference pointto which jobs in externally surveyedemployers can be compared.

Benefit. A compensation element,which may vary both in value and in thetiming of payment. Benefits, which arenot normally cash payments, may besub-divided into: Quantifiable benefits - such as mealsprovided at discounted prices to which avalue can be attributed; Non-quantifiablebenefits - such as leave, retirementbenefits, disability insurance, lifeinsurance, medical insurance plans, etc.,to which a value cannot easily beassigned and which, therefore, lendthemselves to comparison on the basis ofbenefit provisions. (See below.)

Benefit cost. The cost of providing agiven benefit per staff member, usuallyexpressed as an annual sum of money oras a percentage of salary. Analysis ofbenefit cost usually takes into accountany employer/employee cost-sharingformula.

Benefit provisions. The result ofapplying the features of a benefit plan tostaff members, e.g., the formula andeligibility criteria of a savings plan.

Bilingual (job). A job requiring theknowledge of two working languages inthe regular execution of dailyresponsibilities. Usually the languagesrecognized are official workinglanguages of the United Nations, butmay include in some cases a languagewhich is the lingua franca in the dutystation but not a UN working language(See also lingua franca).

Common classification standards.Standards approved by the InternationalCivil Service Commission for theclassification of posts within a givencategory for a particular group of dutystations. In the context of salary surveysin non-headquarters duty stations,common classification standards supportthe selection and verification of salarysurvey benchmarks.

Comparator employer. A localbusiness enterprise or public institutionselected to serve as an outside referenceto determine appropriate salaries,allowances and benefits for locally-recruited UN staff.

Conditions of service. The total ofsalary, allowances and benefits paid toemployees which are normally regardedas falling into three broad categories: (a)Cash, quantifiable (salary andallowances); (b) Non-cash, quantifiable(quantifiable benefits); (c) Non-cash,non-quantifiable (non-quantifiablebenefits). These categories do notinclude intangible work-related aspectssuch as security of tenure, career


development and prospects forpromotion.Date – effective. The date from which anew or revised UN salary scale is paid,established in connection with the dateof the latest revision of comparatorscales. Reference: the date upon whichthe collection of salary data is fixed.Implementation: the date upon whichdesignated and responsible agenciesapprove and announce a new or revisedsalary scale.

Designated agency. An organization ofthe United Nations common systemdesignated by the AdministrativeCommittee on Coordination as beingformally responsible for conductingsalary surveys at a given duty station.See also responsible agency.

Established office. An office or anorganization of the United Nationscommon system which has a formal andestablished post structure, as opposed toan office with a post structure dependenton financing from project or othertemporary funds.

Fair market value. Estimated marketvalue (See below.)

Gross pensionable salary. Derivedthrough application of staff assessmentto net pensionable salaries. Basis fordetermining Pension Fund contributionsunder Article 25 of UNJSPF Regulationsand for determining pension benefits.

Gross salary. Part of salary that isderived through the application of staffassessment to total net salaries.Established for purposes of separationpayments and as the basis for calculatingtax reimbursements wherever UNsalaries are taxed.

In-kind. A benefit provided by anemployer in the form of a product orservice rather than a cash amount.

Incumbent. The present occupant of apost.

Interim adjustment. An adjustment toa UN salary scale taking place betweencomprehensive salary surveys accordingto an approved approach determined atthe time of the comprehensive survey.

Inter-grade differential. Thedifference between the salary level ofone grade and the next higher grade,expressed as a percentage at the entrystep of each grade.

Inter-step differential. The differencebetween the salary level of one step in agrade and the next step in the same gradeexpressed as a percentage at the first stepof the grade.

Job A position or a group of positionswhich are identical with respect to theirmajor or significant tasks (See also jobseries, occupational group).

Job match. An external comparator-employer's job or set of jobs withequivalent work content set in a similaroffice structure to a UN benchmark job.

Job series. A grouping of jobs withsimilar tasks but reflecting differentlevels of responsibility.

Lingua franca. The official language incommon use for government,commercial and social activities in aduty station.

Linked grade match. A UN job matchmade with an external employer wherethe outside salary range covers morethan one established grade level.Example: A UN G-4 secretary post is


compared with a secretarial post in anemployer where the initial salary ratebegins with the minimum of oneemployer grade or level but the salaryprogresses automatically to the nexthigher grade or level with no change injob content or formal promotionrequired.

Longevity step. See salary step.

Marginal tax rates. The incrementaldifference in the rates of taxationbetween income brackets in an incometax schedule.

Market value. Monetary worth of anemployer benefit to an employee basedon current local prices and open marketconditions.

Master questionnaire. Compilation ofsalary and benefit data gathered fromeach external comparator used by UNdata collection teams and salary surveyspecialist during Phase II: DataCollection.

Match. See job match.

Maximum Salary. The highestattainable salary within a specifiedsalary grade or range for a particular job.The attainment of the maximum salaryshould be in the context of a normalcareer progression and does notrepresent a payment for long service orlongevity.

Midpoint. (of the salary scale) Thearithmetic average of the lowest netsalary and the highest net salary,excluding EGS levels, but including anylongevity steps which are on thepublished salary scale.

Minimum salary. Specified hiring ratefor a survey benchmark job. (This ratemay be different from minimum salary

listed on employer salary scale).Provided that minimum salaries reflectthe actual hiring rates utilized byemployers, no adjustment to theminimum data collected should berequired.Net pensionable salary. Part of salaryused to derive the gross pensionablesalary. It is the total net salary less thenon-pensionable component.

Non-pensionable component. Afundamental part of compensationreflecting local market practices inwhich a significant portion of local payis non-taxable.

Occupational group. A grouping ofjobs performing broadly related types ofwork, usually associated with specificoccupations or professions.

Official holidays. Those days which arerecognized and observed in the dutystation by the Government and amajority of commercial establishmentsas days when an employee is notrequired to work.

OWAI. Overall weighted averagesalary increases.

Pensionable allowance. An allowancewhich is included with the base salary inthe calculation of pensionbenefits/contributions.

Periodic adjustment. See interimadjustment.

Personnel system. The establishedsystem of rules and procedures whichgoverns recruitment, compensation,promotion and other aspects ofconditions of service within a companyor organization.

Responsible agency. Twoorganizations (the UN and World Health


Organization) have responsibility forfinal determination of the local salaryscales applicable at given duty stations.

Salary. A payment made at regularintervals, usually weekly or monthly,which relates to compensation for thelevel and type of work performed.Salary is usually paid in the form of cashbut may be partly non-cash, i.e., paid "inkind".

Salary step (salary increment).(a) Regular: A pre-determined salaryincrease (usually a small addition givenat periodic intervals within the samegrade), based either on merit appraisal oron continuing service.(b) Longevity: A salary increase(normally within the same grade andusually in the form of a fixed amount ateach grade) not necessarily granted withthe same periodicity as regular steps,which recognizes long service in a gradelevel.

Salary survey specialist. A person whois experienced in salary surveytechniques, and who is appointed by thedesignated agency to coordinatecomprehensive salary surveys. Thespecialist has delegated authority tomake "on the spot" decisions abouttechnical matters concerning the conductof the survey. He/she guides the LocalSalary Survey Committee in datacollection and analysis, and in the initialconstruction of salary scales that will berecommended for consideration by thedesignated agency.

Sector of (economic) activity. Part of asystem of economic activity within acountry or region, based on the type ofproducts and services produced. Thesalary survey methodology identifieseight major sectors : a) Finance andbanking; b) Commerce (including retailand wholesale); c) Manufacturing; d)

Transport, communications and utilities;e) Services (including engineeringservices); f) Mining and primaryindustries (including agriculture, forestryand fisheries); g) Public service(including government institutions,non-governmental organizations,international organizations andembassies); h) Other industries.

Social benefit. An advantage whichgenerally improves human welfare orspecific aspects of family care for a staffmember. Such a benefit may be relatedin value to salary levels (e.g. a pension)but is not direct compensation for workperformed.

Span. On the salary scale, thepercentage relationship between thesalary at the hiring rate or minimum fora grade and the maximum attainablesalary for the same grade or range.

Split match. A UN job match which isestablished with two outside jobs in acomparator employer which areremunerated at different rates. (See alsojob match).

Tax abatement. A characteristic orprovision of a taxation system wherebythe rates of taxation are decreased inrecognition of a specific event orcondition (e.g., dependent spouse orchildren).

Weighting. A mathematical averagingtechnique which takes into account therelative impact of different sized job andgrade populations in the analysis of rawmarket salary data in relation to currentUN salaries. Weighting takes intoaccount fully (simple weighted average)or partially (logarithmic weights) theimpact of larger UN staff population inbenchmark jobs in salary data analysis.


Work week. The period, formallyestablished by the employer, for whichemployees must work to receive theirbasic salary, usually expressed in hours-per-week. The work week shouldexclude breaks formally recognizedthrough the personnel or compensationsystem (such as lunch breaks), butshould include rest periods of a non-formal nature (such as tea breaks), whichare granted at the discretion of theemployer.

Country0 - 100 100 - 200 over 200 I II III

Afghanistan X XAlbania X XAlgeria X XAngola X XArmenia X XAzerbaijan X XBelarus X XBelize X XBenin X XBhutan X XBosnia & Herzegovina X XBulgaria X XBurundi X XCambodia X XCape Verde X XCentral African Republic X XChad X XComoros X XCuba X XDjibouti X XEquatorial Guinea X XEritrea X XGeorgia X XGuinea-Bissau X XHaiti X XIran (Islamic Republic) X XIraq X XKazakhstan X XKyrgyzstan X XLao People's Democratic Rep. X XLiberia X XLibya X XMacedonia X XMadagascar X XMaldives X XMauritania X XMoldova X XMongolia X XMozambique X XMyanmar X X

UN Community CriteriaNumber of National Staff

EmployerRetention Category

Annex I

Categorization of Non-Headquarters Duty Stations

Category III - Five Employer Retention

Nicaragua X XRomania X XRwanda X XSao Tome X XSierra Leone X XSolomon Islands X XSomalia X XSudan X XSurinam X XSyria X XTajikistan X XTanzania X XTurkmenistan X XUzbekistan X XVanuatu X XVietnam X XWestern Samoa X XYemen X X

TOTAL 58

Category II - Seven Employer Retention


Australia X XBahrain X XBarbados X XBelgium X XBotswana X XBurkina Faso X XCameroon X XChina X XCongo (Republic of the) X XCosta Rica X XCroatia X XCyprus X XCzech Rep X XDemocratic Republic of the Congo X XDominican Rep X XEstonia X XEthiopia X XFiji X XFinland X XGabon X XGambia X XGhana X XGreece X XGuinea X XGuyana X XHonduras X XHong Kong X XHungary X XJamaica X XKorea, Rep X XKuwait X XLatvia X XLesotho X XLithuania X XMacau X XMalawi X XMalaysia X XMali X XMauritius X XMorocco X XNamibia X XNepal X XNetherlands X XNiger X XNigeria X X

Number of National Staff Retention CategoryUN Community Criteria Employer

Norway X XOman X XPanama X XPapua New Guinea X XParaguay X XPoland X XPortugal X XQatar X XRussian Federation X XSaudi Arabia X XSingapore X XSlovak Rep X XSlovenia X XSouth Africa X XSpain X XSri Lanka X XSwaziland X XSweden X XTogo X XTrinidad & Tobago X XTunisia X XUganda X XUnited Arab Emirates X XUruguay X XVenezuela X XYugoslavia X XZambia X X

TOTAL 72

Category I - Twelve Employer Retention


Argentina X XBangladesh X XBolivia X XBrazil X XChile X XColombia X XCote d'Ivoire X XDenmark X XEcuador X XEgypt X XEl Salvador X XGermany X XGuatemala X XIndia X XIndonesia X XIsrael X XJapan X XJordan X XKenya X XMexico X XPakistan X XPeru X XPhilippines X XSenegal X XThailand X XTurkey X XUSA (Washington) X XZimbabwe X X

TOTAL 28

UN Community CriteriaNumber of National Staff

EmployerRetention Category

Annex II

Economic Sector Representation In General Service Surveys

Public/Non-Profit

1. Public administration (including national civil service and embassies).2. International and non-governmental organizations.3. Parastatal enterprises.4. Educational institutions.5. Miscellaneous.

Private

1. Finance, insurance, real estate and business activities (including banks, life/healthinsurance carriers, stock brokerage firms, travel agencies, etc).

2. Manufacturing (local enterprises that make/fabricate a product), including:

(a) Printing/publishing;(b) Petroleum refineries;(c) Consumer products;(d) Tobacco/food products;(f) Petrochemical products.

3. Transport, storage and communication (including telecommunications, airlines,television/radio stations, railways, etc.).

4. Wholesale and retail trade (local enterprises that market/sell products directly to finaluser or for resale.

5. Miscellaneous.

Note Where any of the segments shown under “private” would be under government control orin which the national Government would be a major stockholder and be the main determiningforce for establishing conditions of service, the employer should be considered under“parastatal”.

Duty station:Reference date:

Grade Job Total Number Total NumberNo. No. Job Title in Job in Grade

1 1 Messenger

2 2 Driver

3 3 Sr. Driver4 Clerk-Typist

4 5 Secretary6 Administrative Clerk7 Finance Clerk

5 8 Sr. Secretary9 Sr. Administrative Clerk10 Sr. Finance Clerk

6 11 Secretary to Head of Office12 Administrative Assistant13 Finance Assistant

7 14 Sr. Administrative Assistant15 Sr. Finance Assistant

NO-A National Officer A

NO-B National Officer B

NO-C National Officer C

NO-D National Officer D

INVENTORY OF UN LOCAL STAFF IN ALL UN AGENCIESBY JOB AND GRADE (all staff)

Annex III

Annex IV

List of Survey Job Descriptions

Sr. Administrative AssistantAdministrative AssistantSr. Administrative ClerkAdministrative Clerk

GS-7GS-6GS-5GS-4

Sr. Administrative AssistantAdministrative AssistantSr. Administrative ClerkAdministrative Clerk

GS-7GS-6GS-5GS-4

Secretary to Head of OfficeSr. SecretarySecretaryClerk-Typist

GS-6GS-5GS-4GS-3

Sr. DriverDriver

GS-3GS-2

Messenger GS-1

MessengerGS-1

1. Collects and delivers mail, and other communications from and to post office,government agencies and other institutions.

2. Sorts mail, delivers and picks up from various offices on the premises at regularintervals. Keeps records as required.

3. Packs material received for despatch, affixes labels, inserts material in envelopesand franks outgoing mail.

4. Operates photocopying and duplicating equipment.

Complexity of Work:Simple routine

Level of Responsibility:No independent decision-making.

Experience Required:1 year

Other Requirement:Some spoken knowledge of the workinglanguage.

Educational Requirement:Primary

Job Skills Required:

Supervision Received:Maximum supervision fromAdministrative support (GS)

Supervisory Responsibility:None

DriverGS-2

1. Drives office vehicles, delivers and collects mail, documents and other items.

2. Meets officials at airport and facilities immigration/customs formalities.

3. Responsible for day-to-day maintenance of assigned vehicle, performs minorrepairs, and ensures that the vehicle is kept clean.

4. Logs official trips, mileage, petrol consumption, etc.

5. Ensures that accidents are correctly reported.



Experience Required:2 years

Other Requirement:Safe driving record.

Educational Requirement:Primary education

Job Skills Required:Driver's licence, skills in minor vehiclerepair, knowledge of driving rules andregulations.

Supervision Received:Average supervision from Administrativesupport (GS)


Sr. DriverGS-3

1. Drivers for the Head of Office and other high-ranking officials.

2. Meets official personnel at the airport and facilitates immigration and customsformalities.

3. Collects and delivers mail or documents when required.

4. Responsible for the day-to-day maintenance of assigned vehicle; performs minorrepairs and arranges for other repairs and ensures that the vehicle is kept clean.

5. Logs official trips, mileage, petrol consumption, etc.

6. Ensures that accidents are reported correctly.


Level of Responsibility:No independent decision-making .


Other Requirement:Safe driving record.

Educational Requirement:Primary

Job Skills Required:Driver's license, knowledge of driving rulesand regulations and chauffeur courtesies,skills in minor vehicle repairs, initiativeand discretion.

Supervision Received:Average supervision from Administrativesupport (GS)

Supervisory Responsibility:None.

Clerk/TypistGS-3

1. Types correspondence, documents, statistical tables and reports from plain copy,corrected copy, dictating machine, forms, handwritten or rough draft material andprinted matter.

2. Reviews and corrects capitalization, spelling, punctuation, etc. May operate wordprocessing equipment and dispatch telexes.

3. Maintains correspondence logs.

4. Carries out tasks for production and distribution of reports: proofreading,photocopying, collating, etc.

5. Maintains and updates manuals, files and simple office records.

6. Answers telephone and responds to routine enquiries.



Experience Required:1-2 years

Language Requirement:1 official UN language

Educational Requirement:Secondary education

Job Skills Required:Typing ability at the prescribed speed ofthe Organization. Ability to operate wordprocessing equipment may be required.

Supervision Received:Maximum supervision from Administrativesupport (GS)


SecretaryGS-4

1. Takes dictation using shorthand and transcribes, ensuring that spelling,punctuation and format are correct; prepares correspondence for supervisor’ssignature, checking enclosures and addresses.

2. Arranges appointments for supervisor, receives visitors, places and screenstelephone calls and responds to routine requests for information, assists in travelarrangements for supervisor.

3. Types wide variety of material from drafts, printed texts and dictating machines.May operate word processing equipment.

4. Proofreads for correctness.

5. Drafts correspondence on routine matters.

6. Receives and screens correspondence and attaches necessary backgroundinformation.

7. Maintains office records and reference files on various subjects.

8. Takes notes at meetings as required.

Complexity of Work:Average

Level of Responsibility:Expected to find solutions to problemsafter discussion with supervisor .No independent decision-making.


Language Requirement:1 UN language

Educational Requirement:Secondary

Job Skills Required:Proven shorthand and typing ability.Thorough knowledge of office procedures;ability to operate word processor may berequired.

Supervision Received:Average supervision from Managerial andAdministrative support (GS)


Administrative ClerkGS-4

1. Searches offices files & records relating to a variety of topics for information andreference. Selects information and records in correspondence, technical papers,projects or programme plans and general reference documents.

2. Assists staff members and their dependants by processing requests for visas,identify cards, driving licences, and other necessary personnel-related documentsin accordance with requirements of the United Nations and the country of the dutystation. Maintains facts on living conditions and special entitlements.

3. Drafts routine correspondence, cables, memoranda & reports on the basis of oralinstructions, previous correspondence or other available information sources inaccordance with standard office procedures.

4. Classifies and codes material relating to a number of subject areas and maintainsgeneral office files.

5. Makes travel and hotel reservations papers travel authorization and assemblesinformation pertinent to purpose of travel.

6. Makes arrangements for shipment and receipt of office and project supplies andequipment and household effects including customs clearance.

7. Maintains, updates and transmits inventory records of non-expendable equipment.


Level of Responsibility:Expected to find solutions to problemsafter discussion with supervisor.


Other Requirement:Good knowledge of clerical practices andprocedures.


Job Skills Required:Ability to operate typewriter and keyboardequipment such as word processors.



Finance ClerkGS-4

1. Assists in preparation of periodic accounting records by recording receipts anddisbursements (ledgers, cash books, vouchers, etc.) and reconciling data forrecurring or special reports.

2. Maintains contacts with local banks for verifying accounts status, obtainingapproval for cheque clearances, verifying currency exchange rates, and similardirect transactions.

3. Compiles and verifies budget and accounting data by researching files, calculatingcosts and estimating anticipated expenditures from readily available informationsources.

4. When authorized, makes disbursements from petty cash fund, maintains recordsof these disbursements and balances account as required.

5. Assists newly arriving or departing staff members on opening or closing bankaccounts, exchanging currency, and other financial matters.



Experience Required:3-4years

Other / Language Requirements:General clerical experience, some of whichin an accounting clerical activity.1 UN language


Job Skills Required:Ability to operate calculator or othermachines used to maintain accounts.



Sr. SecretaryGS-5

1. Arranges appointments and maintains supervisor’s calendar, receives visitors,places and screens telephone calls and answers queries with discretion.

2. Arranges internal and external meetings, some involving high-ranking officialsand takes minutes and/or notes at meetings.

3. Prepares informal translations and may act as interpreter.

4. Takes dictation using shorthand on a variety of subject matters and transcribesensuring that spelling, punctuation and format are correct. Types correspondence,documents and reports, some of which are highly confidential.

5. Receives, screens, logs and routes correspondence, attaches necessary backgroundinformation and maintains follow-up system.

6. Drafts non-substantive correspondence and ensures follow-up.

7. Maintains policy, confidential and general files.

8. Clears correspondence for conformity with established procedures and accuracyof statements before signature by supervisor.

9. Selects and makes pertinent abstracts and undertakes searches for information.

10. Keeps list of names, addresses and telephone numbers of ministers, governmentofficials and the diplomatic corps.

11. Makes travel arrangements for the supervisor and performs liaison duties withother units.




Other / Language Requirements:Secretarial experience.UN language


Job Skills Required:Proven shorthand and typing ability.Thorough knowledge of modern officeprocedures; ability to operate wordprocessing equipment may be required.Knowledge of protocol.

Supervision Received:Minimum to average supervision from Sr.managerial (P-5 & up) and managerial(other Professional).

Supervisory Responsibility:Provides guidance to junior staff.

Sr. Administrative ClerkGS-5

1. Searches offices files and records relating to a variety of topics for informationand references. Selects information and records in specified format or on thebasis of general instructions for use by others in preparing reports,correspondence, technical papers, project or programme plans and generalreference documents.

2. Provides advice and assistance to staff members and their dependants byprocessing requests for visas, identify cards, driving licences, and other necessarypersonnel-related documents in accordance with requirements of the UnitedNations and the country of the duty station.

3. Collects information on local conditions and provides administrative assistancefor cost-of-living conditions and provides administrative assistance for cost-of-living surveys.

4. Drafts correspondence, cables, memoranda and reports on the basis of oralinstructions, previous correspondence, or other available information sources inaccordance with standard office procedures.

5. Classifies and codes material relating to a number of subject areas and maintainsgeneral office files or provides guidance to registry clerk in performing this duty.

6. Arranges internal and external meetings, some involving high-ranking officialsand takes minutes and/or notes at meetings.

7. Makes travel and hotel reservations, prepares travel orders and assemblesinformation pertinent to purpose of travel.

8. Advises and makes arrangements for shipment and receipt of office and projectsupplies and equipment and household effects including customs clearance.

9. Responds and makes arrangements for shipment and receipt of office and projectsupplies and equipment and household effects including customs clearance.

10. Maintains, updates and transmits inventory records of non-expendable equipment.


Level of Responsibility:Expected to find solutions to problemsafter discussion with supervisor .


Other / Language Requirement:Good knowledge of clerical practices andprocedures.1 UN language


Job Skills Required:Ability to operate typewriter and keyboardequipment such as word processors.


Supervisory Responsibility:May provide guidance to lower-level staff.

Sr. Finance ClerkGS-5

1. Maintains financial records for project or other office accounts for whichresponsibility is assigned. Codes and records receipts and payments, assuresaccuracy of computation and completeness of documents; and maintainscontinuing status of allotments against obligations.

2. Prepares recurring reports on assigned accounts, noting problems resulting fromexcess cost or shortfalls. Prepares special reports to clarify problems, or asrequested for other reasons.

3. Calculates and compiles cost estimates and projected budget requirements andassists in preparation of budget statements for area of assignment.

4. Prepares routine correspondence and maintains personal and telephone contactswith others to discuss matters concerning accounts and related assignments.

5. Maintains contacts with local banks to clarify questions pertaining to office bankaccounts.

6. Briefs and assists newly arrived international staff, experts and consultants onbasic financial procedures and requirements with respect to payments,entitlements, banking and currency provisions, and other requirements relating toaccounts and finance.




Other / Language Requirement:1 UN language.


Job Skills Required:Ability to operate calculator or othermachines used to maintain accounts.Additional relevant commercial trainingdesirable.

Supervision Received:Average supervision from Managerial andAdministrative support (GS).


Secretary to Head of OfficeGS-6

1. Arranges appointments and maintains supervisor’s calendar, receives high-ranking visitors, places and screens telephone calls and answers queries withdiscretion.

2. Prepares briefing materials for supervisor for use on official trips or specialmeetings.

3. In charge of protocol matters: a) arranges meetings with high-ranking officials; b)arranges official receptions given by Head of Office.

4. Participates in the organization and preparation of staff meetings or specialmeetings and takes minutes &/or notes.

5. Prepares informal translations and may act as interpreter.

6. Receives, screens, logs and routes correspondence, attaches necessary backgroundinformation and maintains follow-up system.

7. Selects and makes pertinent abstracts and undertakes searches for information.

8. Co-ordinates the secretarial services of the office, distributes special assignmentsto other secretaries & clears correspondence for the supervisor’s signature. Briefsand trains new secretaries and gives guidance to other secretaries on officeprocedures.

9. Drafts non-substantive correspondence & ensures follow-up.

10. Takes dictation using shorthand on a variety of subjects & transcribes, ensuringthat spelling, punctuation and format are correct. Types correspondence.

11. Maintains policy, confidential and general management files.

12. Keeps list of names, addresses and telephone numbers of ministers, governmentofficials and the diplomatic corps.

13. Makes travel arrangements for the supervisor and performs liaison duties withother units.

Complexity of Work:Complex

Level of Responsibility:Carries out assignments independently.Expected to find solutions to problemsafter discussion with supervisor.


Other / Language Requirement:Some years of experience at seniorsecretarial level.

2 or more UN languages


Job Skills Required:Proven shorthand and typing ability.Thorough knowledge of office procedures;ability to operate word processor may berequired.Knowledge of protocol.

Supervision Received:Average supervision from Sr. Managerial(P-5 & up)

Supervisory Responsibility:Co-ordinate secretarial services andprovides guidance to junior staff.

Administrative AssistantGS-6

Under general supervision of the head of the office or other Professional officer, theincumbent performs administrative support functions, which may include supervision ofclerical and administrative staff engaged in fields of work such as personnel, finance,registry, supply and transportation as indicated by the requirements and structure of theorganization. Performs the following duties:

1. Assists in the recruitment of General Service staff for non-specialized workincluding evaluating candidate applications, administering shorthand and typingexams, conducting preliminary interviews of candidates.

2. Assigns General Service staff to meet work requirements; reviews and evaluateswork of subordinates.

3. Collects information and assists in conduct of surveys on local cost of living,daily subsistence allowance criteria, local salaries for office and servicing staff,housing rentals.

4. Briefs international personnel on general administrative matters relating to visas,licences, security; provides advice and ensures administrative support as required.

5. Advises and assists other staff in the area of office management. Arranges forand/or attends meetings on day-to-day administrative matters, participates indiscussions of new or revised procedures and practices, interprets and assesses theimpact of changes; and makes recommendations for follow-up action.

6. Prepares, on own initiative, correspondence, reports, evaluation and justifications,as required, on general administrative or specialized tasks which may be of aconfidential nature within the assigned area of responsibility.

7. Assists in the preparation of office budgets applicable to staff and servicing costsand maintains necessary budgetary control records.

8. In addition to general administration responsibilities, may also supervise directlyor indirectly, activities concerned with office and grounds maintenance, security,transport and similar services.

9. Requisitions office supplies and equipment locally and abroad and arranges forcontrol of distribution and maintenance of appropriate inventory records.

10. Provides interpretation of administrative rules, regulations and procedures

11. Performs other duties as required.

Application of Guidelines: Administrative Manual and/or administrative issuancesrequiring interpretation and at times the exercise of judgement.

Experience Required:6 years of progressively responsibleclerical and administrative work.

Other / Language Requirement:Very good knowledge of local languageand 1 or 2 working languages of theorganization.


Job Skills Required:Training in administrative fields isdesirable.

Work Relationships:Frequent internal and external contactsinvolving exchange of information, someof which may be of a complex nature.

Supervisory Responsibility:Direct supervision of a number of GeneralService staff.

Finance AssistantGS-6

1. Maintains financial records and monitoring systems to record and reconcileexpenditures, balances, payments, statements and other data for day-to-daytransactions and reports.

2. Selects and enters data from a wide variety of documents, verifying accuracy bychecking sources, making necessary calculations, and assuring inclusion of allrelevant data.

3. Prepares recurring reports as scheduled and special reports as required for budgetpreparation, audits of other reasons.

4. Advises and assists international staff, experts and consultants on all aspects ofallowances, salary advances, travel claims, and other financial matters, calculatesand authorizes payments due for claims and services.

5. Initiates correspondence to verify data, answers queries and obtains additionalinformation on accounts and financial transactions, as required.

6. Maintains liaison with officials of local banks to obtain day-to-day information onexchange and interest rates, changes in procedures and regulations, and matterspertaining to maintenance of office bank accounts.

7. Prepares detailed cost estimates and participates in budget analysis andprojections.


Level of Responsibility:Carries out assignments independently.Expected to find solutions to problemsafter discussion with supervisor.


Other / Language Requirement:General accounting clerical experience.UN language


Job Skills Required:Ability to operate calculator or othermachines used to maintain accounts.Additional commercial training inbookkeeping, business or accountingdesirable.

Supervision Received:Minimum supervision from Managerialand Administrative support (GS)

Supervisory Responsibility:May supervise 1 or more lower levelaccounting clerks.

Sr. Finance AssistantGS-7

1. Participates in and supervises and variety of tasks, such as: - maintenance of ledgers and accounting records for classification and

recording of financial transactions, the reconciliation of accounts and thepreparation of recurring or special reports;

- calculation of payment of salaries, allowances, travel claims and otherpayments to staff members, experts and consultants, vendors and otherclaimants;

- maintenance of cash books, including control of disbursements andbalancing of books and ledgers;

- preparation of financial data for budget estimates and financial planning;- reconciliation of cash books with bank statements;- liaison with officials of local banks and financial institutions to obtain

day-to-day information on exchange and interest rates, changes inprocedures and regulations, and matters pertaining to maintenance of bankaccounts.

2. Assists higher-level officers in all aspects of accounts maintenance and budgetcontrol by providing reports on financial status, procedures, exchange rates, costsand expenditures and potential funding problems.

3. Supervises and trains two or more staff members providing accounting clericalassistance, and evaluates their work.


Level of Responsibility:Carries out assignments independently.


Other / Language Requirement:Progressively responsible work in financeand accounting activities.2 or more UN languages


Job Skills Required:Ability to operate calculator or othermachines used to maintain accounts.Additional commercial training inaccounting or finance desirable.

Supervision Received:Minimum supervision from Managerialstaff.

Supervisory Responsibility:Supervises 2 or more accounting clerks.

Sr. Administrative AssistantGS-7

1. Analyses and maintains an overview of the work of the office to ensure thattimely administrative support is provided in general and specialized areas.Participates in the recruitment and training of general service staff to meet workrequirements. Reviews and evaluates work of subordinates directly or throughlower-level supervisors.

2. In addition to general administration responsibilities, may also supervise directlyand indirectly, activities concerned with office and grounds maintenance, security,transport and similar services.

3. Briefs international personnel on general administrative matters, practices,interprets, and assesses the impact of changes and makes recommendations forfollow-up action.

4. Advises and assists senior staff in the area of office management. Arranges forand/or attends meetings on day-to-day administrative matters, participants indiscussions of new or revised procedures and practices, interprets and assess theimpact of changes and makes recommendations for follow-up action.

5. Prepares correspondence, special reports, evaluations and justifications asrequired on general administrative or specialized tasks which may be of aconfidential nature within assigned area of responsibility.


Level of Responsibility:Carries out assignments independently.


Other / Language Requirement:1 UN language


Job Skills Required:Training in business administration.

Supervision Received:Minimum supervision from Sr. Managerial(P-5 & up).

Supervisory Responsibility:Direct and indirect supervision of arelatively large number of GS staff.

Annex V-A

Individual Employer Data Form

The individual employer data form, previously known as FormB, consists of two mainparts: the Data Collection Form and the Employer Data Form.

1) The Data Collection Form

The data collection form is a tool designed to assist the data collection team in recordinginformation during the interview with outside employers. It follows the four-step processof data collection and prompts the interviewer with respect to issues relating tomethodology criteria, structure of benefits, quantification formulas etc. This Form isintended to be updated and modified from time to time on the basis of commentsprovided by data collection team members and/or any future changes in the methodology.

Section I: Basic information concerning the employer

A. Economic sectorB. Composition of staffC. Salary scale-related issuesD. Taxation issues

Section II: Organization and Pay Structure

A. The salary scaleB. Overview of the organizational structure of the CompanyC. Job Matching:

• Non-Clerical• Secretarial Occupation• Finance Occupation• HR/Personnel• General Administration• Other functional occupations

Section III: General Benefits

A. General Benefits• Bonus• Profit-sharing• Housing related• Recreation• Food and beverages• Transport• Company products

B. Scale-related benefitsC. Car-related benefitsD. Loans

Section IV: Other information

A. Conditions of Service• Leave policy (annual leave, sick leave)• Retirement policy (age, years of service)• Insurance (medical, life)• Pension issues (plan, social security)

B. Dependency Benefits• Child benefits (cash, education assistance)• Spouse benefits (cash, including travel/leave assistance)• Secondary benefits• Funeral benefits

2) The Employer Data Form

The Employer Data Form is an integral part of the Comprehensive Survey Report; inmajority of the duty stations where surveys are conducted, outputs are generated in theorder presented below:

Section B: General InformationConditions of ServiceDependency benefits

Section C: Employer's grade structure and salary scaleJob matching by occupation• Non-Clerical• Secretarial• Finance• HR/Personnel• General Administration• Other functional occupations

Section D: Table of Allowances and Benefits

Provides a summary description of each benefit giving: the name, thestructure of the benefit (month, percentage, flat amount, currency),whether it is taxable or not, to whom is eligible, whether the benefit isin-cash or in-kind, any conditions applicable, such as seniority.

Section E: Tables of taxable/non-taxable benefits

Provides a detailed breakdown of the annual value of all taxable andnon-taxable benefits adjusted for the workweek by employer grade.

Section F: Occupational Streams and cross-occupational relations within anemployer.

Provides a visual representation of the employer's cross-occupationalrelativities.

Section G: Analysis of salaries and allowances

Analysis of the employer's salaries, benefits and application ofappropriate tax code resulting in the determination of total net incomeper United Nations benchmark jobs and grades.

In the Employer Data Form, the first page summarizes matchings forUnited Nations benchmark jobs and grades, information on theworkweek hours, currency of payment, total annual value of alltaxable and non-taxable benefits by grade. The following three pagesoutline the calculation of total net income per survey job.

The Employer Data Form also forms the basis of the "Surveyed Employer Report "; areport sent to comparator employers at the end of the survey and intended as feedback toparticipating comparators. Both documents share a number of identical sections. Inaddition to the sections described above, the Surveyed Employer Report (see sample inannex XIII) includes the following:

Section A: Information to the comparator on how we used their data.(Used in the Employer Report Form only)

Section G: In the Surveyed Employer Report, Section G "how your data wasanalyzed" is presented to give the comparators salary information onGross Salaries along with short Job Descriptions of the UN Jobs usedin the comparison.

Section H: Local Labour Market Analysis. (Only for Employer Report Form)A summary table showing gross minima and maxima salaries of allparticipating comparators. This table can be provided in localcurrency and/or US dollars (Section I)

Section J: Summary tables of benefits and allowancesSection K: Revised United Nations salary scalesSection L: List of Participating Employers (Optional)

EMPLOYER DATA FORM

Compensation & Classification Section, OHR

Established in Country Since:

B. NUMBER OF STAFF

Exempt

Expatriates

Staff Total(If above not filled)

Non-exempt

Production Workers

D. SALARY SCALE RELATED ISSUES

Formal Scale ExistsCopy of Scale Provided

Current:

Months betweenRevs (normal)

Previous:

Next:

//

SCALE EFFECTIVE DATESDay / Mo. / Year

SCALE BASED ON

Salary Survey

Collective Agreement / BargainingMulti-sector Same Sector

Cost of Living Adjustments Made

A. ECONOMIC SECTOR

Public Admin.Int’l Org./N.G.O.ParastatalEduc. Inst./Fndn. Trans./Comm./Stor.

Wholesale/RetailManufacturingFinancial

Misc. Misc.

Public: Private:

C. TAXATION ISSUESStaff Taxed at Source (Withholding)Tax Responsibility of Staff MemberStaff legally Tax-Exempt

Scale is GROSS (Before Tax)Scale is NET (After Tax)

GROSS-NET SALARIES

Annual

Workweek:

MonthlyWeekly

ThousandsMillions

DENOMINATION

Local CurrencyPAYED IN:

Local Currency

////

Levels:

GRADE MIN MAX

NOTES:

GRADE MIN MAX

PHONE:

FAX:

EMP., CTRY:

CONTACT:

EMPLOYER DATA FORM

Compensation & Classification Section, OHRPage 2OVERVIEW OF COMPANY STRUCTURE

NON-CLERICAL OCCUPATIONS

//Day / Mo. / Year

Effective Date (if diff.)Workweek hrs. (if diff.)YesNo

UNIONIZED:

GRADE TITLE GRADE DETERMINING FEATURES / COMMENTS

EMPLOYER DATA FORM

Compensation & Classification Section, OHRPage 3

TITLEGRADE GRADE DETERMINING FEATURES

SECRETARIAL OCCUPATION

Highest level of secretarial occupation (Company Managing Director)

Secretaries to Senior Managers with Subordinate Professional Staff and Operations

Secretaries to Non-managerial or Junior Supervisory Professionals

Junior Clerical/Secretarial Levels

REPORTINGRELATIONSHIP

NOTES:

EMPLOYER DATA FORM


Highest level

Managerial levels

Specialist/Professional (no supervision)

Supervisory levels

Assistants

Other levels

NOTES:

ProgressionACCOUNTING /FINANCE

EMPLOYER DATA FORM


Highest level

Managerial levels


Supervisory levels

Assistants

Other levels

NOTES:

ProgressionHUMANRESOURCES /PERSONNEL

EMPLOYER DATA FORM


Highest level

Managerial levels


Supervisory levels

Assistants

Other levels

GENERALADMINISTRATION

NOTES:

Progression

EMPLOYER DATA FORM


Highest level

Managerial levels


Supervisory levels

Assistants

Other levels

NOTES:

ProgressionOTHER FUNCTIONALOCCUPATIONS:

EMPLOYER DATA FORM


PROFIT SHARING/VARIABLE BONUS

Profit-SharingHousing-Rel.Recreation

Food & Bev.TransportCo. ProductsOther

Bonus

TaxNon-Tax

All StaffSome (specify)

CashIn Kind

BENEFIT TYPE

BENEFIT NAME:

MONTHS: PERCENT: FLAT AMOUNT:

Seniority Base>1yr Required

Utilization %

3 yrs ago 2 yrs ago

CURRENCY (IF NOT LOCAL):

Last year

NOTES:




Bonus

TaxNon-Tax


CashIn Kind

BENEFIT TYPE

BENEFIT NAME:



Utilization %

3 yrs ago 2 yrs ago


Last year

NOTES:




Bonus

TaxNon-Tax


CashIn Kind

BENEFIT TYPE

BENEFIT NAME:



Utilization %

3 yrs ago 2 yrs ago


Last year

NOTES:




Bonus

TaxNon-Tax


CashIn Kind

BENEFIT TYPE

BENEFIT NAME:



Utilization %

3 yrs ago 2 yrs ago


Last year

NOTES:

III. GENERAL BENEFITSPage 8

EMPLOYER DATA FORM


Numberof Staff:

MEALS / COUPONS

Daily Value orOutside Cost

SubsidizedPrice/day

BEVERAGES

Price/cup

Cups/day

Name

COMPANY-SPONSORED ACTIVITIES (CSA)

Amount

GENERAL BENEFITS

GRADE MIN MAX MIN MAX MIN MAX

SCALE-RELATED BENEFITS

Tax Non-TaxTax Non-Tax Tax Non-Tax

NOTES:

EMPLOYER DATA FORM


Car Make:

Purchase Price:

Local U.S. $OtherCURRENCY:

DEPRECIATION:

YEARS OF USE:

PETROL FOR PRIVATE USE:

Litres / Week Month

Model:

Price / Litre

TaxNon-Tax

% Staff Utilization

OTHER BENEFITS

APPLICABLE TO GRADES:

ANNUAL VALUE

Engine Size:

Car Make:

Purchase Price:

Local U.S. $OtherCURRENCY:

DEPRECIATION:

YEARS OF USE:

PETROL FOR PRIVATE USE:

Litres / Week Month

Model:

Price / Litre

TaxNon-Tax

% Staff Utilization

OTHER BENEFITS

APPLICABLE TO GRADES:

ANNUAL VALUE

Engine Size:

TYPE OF LOANHousing Car Personal

CALCULATION OF LOAN AMOUNT

Months % of Sal. Flat Amount

Amount of Loan

Max Flat Amt RepaymentYrs.

OnceRenew

INTEREST RATES:Charged byEmployer

Market Rate forSimilar Loan

NOTES:




Amount of Loan


OnceRenew



NOTES:

CARS / LOANS

All StaffSome (specify) >1yr Required

APPLICABLE TO GRADES: UTILIZATION:

%



%

EMPLOYER DATA FORM





Amount of Loan


OnceRenew



NOTES:




Amount of Loan


OnceRenew



NOTES:




Amount of Loan


OnceRenew



NOTES:




Amount of Loan


OnceRenew



NOTES:

LOANS



%



%



%



%

EMPLOYER DATA FORM


LEAVE POLICY

Annual Leave:

RETIREMENT POLICY

Participate in National S.S.

PENSION:

No. ofStaff Member

LIFE INSURANCE MonthsYears

Staff Member

Extended Family

Immediate Family

REIMBURSEMENT RATES

MEDICAL INSURANCE

STAFF MEMBER CONTRIBUTION:

% of Salary/Premium% for Prescriptions

Ceiling (if any)% for Hosp.

% as Outpatient

EMPLOYER LEAVE ANDSOCIAL SECURITY BENEFITS

According toLabour Code

Other Supplementary:

Cert. Sick Leave:According toLabour Code

Maternity Leave:According toLabour Code

According toLabour Code

OTHER LEAVE:

EMPLOYER SOCIAL SECURITY PROVISIONS

National Plan




OTHER SUPPLEMENTARY Pension CoL Adjusted

Staff Member Contrib.:

Company Contribution: %

%

OTHER:Normal Retirement Age: Years of Service:

According to Labour Code

OTHER:

According to Labour Code

COVERAGE:

NOTES:

Defined BenefitDefined Contribution

TYPE OF COVERAGE:

Medical Surgery Dental Eye Care Maternity

Savings Plan

End of Service Gratuity

EMPLOYER DATA FORM


CASH BENEFITS IN-KIND BENEFITS

Estimated Value:

FUNERAL BENEFITS

Staff MemberSpouse

TOTAL AMOUNT:ChildrenExtended Family

TransportationCoffin

NOTES:

FAMILY ALLOWANCES

Payable up toa maximum of

CHILD BENEFITS

Month YearALLOWANCE PER CHILD

Childrenper

OTHER:

SPOUSE BENEFITS

SECONDARY DEPENDENT BENEFITS

AMOUNT:

OTHER DEPENDENT BENEFITS

According to Law

Currency (if not local):

Payable up toa maximum ofMonth Year

EDUCATION ASSISTANCE

ChildrenperCurrency (if not local):

Payable up toa maximum ofMonth Year Childrenper


NOTES:

Month YearALLOWANCE:

per


Month YearLEAVE/TRAVEL:

per


OTHER:

Month YearperCurrency (if not local):

BENEFIT:


AMOUNT:

BENEFIT:


Annex V-B

Section B 1

EMPLOYER: EMBASSY OF UNITED STATES CODE: C1

Economic sector: Public Admin. Established in the Country since: 1920

Number of Staff:

Exempt:Non-exempt:

Production Workers:Expatriates: 141 Staff total 862

SALARY SCALE RELATED ISSUES

A Formal Salary Scale exists. A copy of the Salary Scale has been provided.

Scale Effective Dates: SALARY SCALE BASED ON:

Normal periodicity between salary revisions: (months) 12

Current: 04-Aug-96Previous: 01-May-94

Next Revision: 01-Aug-97

TAXATION RELATED ISSUES

LEAVE POLICY ISSUES

Minimum MaximumNumber of days of annual leave 15 21

Full Pay Partial PayNumber of days of certified sick leave 3months 9 months

MEDICAL INSURANCE POLICY

COVERAGE:

REIMBURSEMENT: Percent CeilingHOSPITALISATION:

OUTPATIENT:PRESCRIPTIONS:

CONTRIBUTION: Percent

Salary Survey

Collective agreement/Bargaining

Salary Survey Covering

Multi- Same Sector

Cost of Living adjustents conducted

Staff taxed at source

Staff personally responsible for taxes

Staff legally exempt from taxes

Gross - Net figures

Salary scale is recorded Gross before tax

Salary scale is recorded NET AFTER TAX

Staff-Member Immediate Family Extended Family

Staff member contributes to insurance

Employer Report Form Compensation & Classification Section,

Annex V-B

Section B 2RETIREMENT POLICY

RETIREMENT AT:

55 Age at normal retirement15 Years of service

Annuity formula

Staff Member contributionCompany contribution (%)

Mo per year of service1 months/First 10 YoS2 months/next 5 YoS3 months/next 5 YoS4 months/next 5 YoS5 months/next YoS

LIFE INSURANCE POLICY

COVERAGE:

Months

DEPENDENCY BENEFITS

COVERAGE:per child Max no. chld

CHILD Allowance: /Year

Education Assistance: /Year

Other: /Year

SPOUSE Allowance: /Year

Leave/Travel Allowance: /Year

Other: /Year

SECONDARY DEP. Allowance: /Year

Other: /Year

FUNERAL ALLOWANCE

COVERING:

407 Cash Benefit

In Kind Benefit

According to Labour code

Pension

Provident Fund

COL adj.

Staff-Member

Staff Member

Spouse

Children

Extended family

Annex V-B

EMPLOYER: C1

Section C 1

SALARY SCALE (BASE) SALARY SCALE (SECONDARY)

Workweek selected

40Currency selected

LocalWorkweek selected

40Currency selected

Local

GRADE MIN MID MAX GRADE MIN MID MAXFSN 12 43447 70288 FSN 12FSN 11 30816 50144 FSN 11FSN 10 22713 37094 FSN 10FSN 9 19652 32219 FSN 9FSN 8 16815 27387 FSN 8FSN 7 11831 19442 FSN 7FSN 6 8915 14644 FSN 6FSN 5 7211 11929 FSN 5FSN 4 5677 9474 FSN 4FSN 3 5018 8424 FSN 3FSN 2 2833 4938 FSN 2FSN 1 1786 3265 FSN 1

FSN 5(+hr) FSN 5(+hr)FSN 4(+hr) 6812.8 11369 FSN 4(+hr)FSN 3(+hr) 6002 10108 FSN 3(+hr)

Exchangerate applied: Ex-rate: Exchangerate applied: Ex-rate:Effective: Aug-96 1 Effective: Aug-96 1

2.33

Annual Monthly

Select Workweek Select Currency

Weekly

Select Currency

Annual Monthly Weekly

Tax NoTax


OHR

Annex V-B

SALARY SCALE (taxable benefits) Section C 2

EMPLOYER: C1In section below enter those taxable benefits

that are scale related only, avoid %; mo's. etc.

SUM TAXABLE

Local Local Local Local YEARLY IN0 0 0 0 LOCAL CURRENCY

GRADE MIN MAX MIN MAX MIN MAX MIN MAX MIN MAXFSN 12FSN 11FSN 10FSN 9FSN 8FSN 7FSN 6FSN 5FSN 4FSN 3FSN 2FSN 1

FSN 5(+hr)FSN 4(+hr)FSN 3(+hr)

Ex-rate: Ex-rate: Ex-rate: Ex-rate:1 1 1 1

/Yr

/Mo

/Yr/Mo

/Yr/Mo

/Yr/Mo

13/Yr 13/Yr 13/Yr 13/yr

Annex V-B

SALARY SCALE (non-tax benefits) Section C 3

EMPLOYER: C1In section below enter those non-taxable

benefits that are scale related only, avoid %;

SUM NON-TAXABLE

Local Local Local Local YEARLY INFringe Benefits Extra Bonus Transport All. 0 LOCAL CURRENCY

GRADE MIN MAX MIN MAX MIN MAX MIN MAX MIN MAXFSN 12 9529.6 14253.6 3620.5 5857.3 2388 2388 15538.1 22498.9FSN 11 7307 10708 2568 4178.6 2388 2388 12262.6 17275FSN 10 5636 8167 1892.7 3091.1 1758.1 1758.1 9286.3 13015.7FSN 9 5097 7309 1637.7 2684.9 1758.1 1758.1 8492.6 11751.5FSN 8 4025 5886 1401.2 2282.2 1164.7 1164.7 6591.3 9333FSN 7 3148 4488 985.9 1620.1 1164.7 1164.7 5298.8 7272.6FSN 6 2358 3366 742.9 1220.3 815.4 815.4 3916.3 5402FSN 5 2058 2888.5 600.8 994 815.4 815.4 3474.2 4697.9FSN 4 1788.2 2456.4 473.1 789.4 815.4 815.4 3076.7 4061.2FSN 3 1672.2 2271.5 418.1 701.9 588.9 588.9 2679.2 3562.3FSN 2 1287.5 1658.1 236 411.5 588.9 588.9 2112.4 2658.5FSN 1 1103.3 1363.6 148.8 272 377 377 1629.1 2012.6

FSN 5(+hr)FSN 4(+hr) 1988 2789.8 567.7 947.3 815.4 815.4 3371.1 4552.5FSN 3(+hr) 1848.8 2568 501.8 842.3 588.9 588.9 2939.5 3999.2


/Yr/Mo

/Yr/Mo

/Yr/Mo

/Yr/Mo

13/Yr 13/Yr 13/Yr 13/Yr

Annex V-B

JOB MATCH

SELECTION

EMPLOYER C1

Empl grade UN UN

Employer Job TitleEmpl grade at min

at max (if appl.)

No. of Staff

Match (1st)

Match (2nd)

Job WW if diff.

NON-CLERICALDriver FSN 3(+hr) 90 2 Sr. Driver FSN 4(+hr)

SECRETARIESSecretary Division Head FSN 7 17 8Secretary to Unit Head FSN 6 8 5Clerk typist FSN 4 7 4

FINANCE & ACCTEmpl. grade at min

Empl. grade at max (if appl.)

No of Staff UN Match(es)

Chief Accountant FSN 12 1 18Accountant FSN 11 3 17Accountant FSN 10 2 16Budget Analyst FSN 9 3 15Voucher Examiner FSN 8 10 13Accounting Technician FSN 7 15 10Accounting Clerk FSN 6 12 7

HUMAN RESOURCESPersonnel Specialist FSN 11 1 17Personnel Specialist FSN 10 1 16Classifier FSN 9 1 14Personnel Assistant FSN 8 2Personnel Assistant FSN 7 4 9Personnel Clerk FSN 6 1 6

GENERAL ADMINEmpl. grade at min



Administrative Assitant Mgr FSN 11 1 17Sr. Contract Supervisor FSN 10 1 16Supply Supervisor FSN 9 3 12Procurement Assistant FSN 8 3

SALES & MARKETING

OTHERDevelopment Program OfficerFSN 12 7 18Development Program SpecialistFSN 11 25 17Development Program Spec. FSN 10 20 16


Annex V-B

T A X A B L E B E N E F I T S, Section E

Amounts in Local currency Ben 1 Ben 2 Ben 3 Ben 4

MinAnnual

Basic SalaryAnnual add'l

SalaryTAXABLE ADD-ON

Total Taxable

Grade Max Workw. adj. Workw. adj. From Scale ADD ON

FSN 12 min 43447max 70288

FSN 11 min 30816max 50144

FSN 10 min 22713max 37094

FSN 9 min 19652max 32219

FSN 8 min 16815max 27387

FSN 7 min 11831max 19442

FSN 6 min 8915max 14644

FSN 5 min 7211max 11929

FSN 4 min 5677max 9474




FSN 5(+hr) minmax

FSN 4(+hr) min 6813max 11369

FSN 3(+hr) min 6002max 10108

Denominated in: Local LocalExchage rate: 1 1 #N/A #N/A #N/A #N/AEffective date of rate: Aug-96 2.33


Annex V-B

N O N - T A X A B L E B E N E F I T S, Section E

Amounts in Local currency Ben 1 Ben 2 Ben 3 Ben 4 Ben 5

MinAnnual


SalaryNON-TAX ADD-ON

Total Non-Taxable


FSN 12 min 43447 15538 15538max 70288 22499 22499

FSN 11 min 30816 12263 12263max 50144 17275 17275

FSN 10 min 22713 9286 9286max 37094 13016 13016

FSN 9 min 19652 8493 8493max 32219 11752 11752

FSN 8 min 16815 6591 6591max 27387 9333 9333

FSN 7 min 11831 5299 5299max 19442 7273 7273

FSN 6 min 8915 3916 3916max 14644 5402 5402

FSN 5 min 7211 3474 3474max 11929 4698 4698

FSN 4 min 5677 3077 3077max 9474 4061 4061

FSN 3 min 5018 2679 2679max 8424 3562 3562

FSN 2 min 2833 2112 2112max 4938 2659 2659

FSN 1 min 1786 1629 1629max 3265 2013 2013

FSN 5(+hr) minmax

FSN 4(+hr) min 6813 3371 3371max 11369 4553 4553

FSN 3(+hr) min 6002 2940 2940max 10108 3999 3999

Denominated in: Local LocalExchage rate: 1 1 #N/A #N/A #N/A #N/A #N/AEffective date of rate: Aug-96 2.33


Annex V-B

OCCUPATIONAL STREAMSCROSS-OCCUPATIONAL RELATIONS

EMPLOYER: C1 - Section F

ANNUAL SALARY SCALE Secretarial Finance Human Resources Gen Adm Sales & Marketing OtherGrade Min Max Title Title Title Title Title Title

FSN 12 43447 70288 Chief Accountant Development Program Officer

FSN 11 30816 50144 Accountant Personnel Specialist Administrative Assitant Mgr Development Program Specialist

FSN 10 22713 37094 Accountant Personnel Specialist Sr. Contract Supervisor Development Program Spec.

FSN 9 19652 32219 Budget Analyst Classifier Supply Supervisor

FSN 8 16815 27387 Voucher Examiner Personnel Assistant Procurement Assistant

FSN 7 11831 19442 Secretary Division Head Accounting Technician Personnel Assistant

FSN 6 8915.1 14644 Secretary to Unit Head Accounting Clerk Personnel Clerk

FSN 5 7210.7 11929

FSN 4 5677.3 9473.8 Clerk typist

FSN 3 5018.3 8423.7

FSN 2 2832.8 4938.3

FSN 1 1786.3 3264.8

FSN 5(+hr)

FSN 4(+hr)6812.8 11369 Sr. Driver

FSN 3(+hr) 6002 10108 Driver

0

0

0

0

0

Employer Report Form Compensation & Classification Section, OHR

Annex V-B

FORM B: SALARIES, ALLOWANCES AND OTHER BENEFITSPART II Jan-98

EMP C1 1. Salary rates WONDERLAND

UN Common workweek 40 Hrs. Employer's basic workw. 40 Hrs. Local Currency(To split non-tax bonus columns into MIN & MAX please X first, for WW adj Taxable X both)>> x 1 Exchange rate

(a) Levels and job titles Job (b) (c) Job Annual Scale as contained in form A (Internal) specific (External) specific (d) No. Minimum

Representative ww Job ww of empl. or actual SUM TAXABLE BENEFITS MIN Non-tax MAX Non-taxJob Level posts if diff. Grade titles if diff. in post hiring rate Maximum SUM TAX SUM TAX SUM N-TAX SUM N-TAX1 G-1 Messenger

2 G-2 Driver FSN 3(+hr)Driver 90 6002 10108 0 0 2940 3999

3 G-3 Sr. Driver

4 G-3 Clerk-Typist FSN 4 Clerk typist 7 5677 9474 0 0 3077 4061

5 G-4 Secretary FSN 6 Secretary to Unit Head 8 8915 14644 0 0 3916 5402

6 G-4 Administrative Clerk FSN 6 Personnel Clerk 1 8915 14644 0 0 3916 5402

7 G-4 Finance Clerk FSN 6 Accounting Clerk 12 8915 14644 0 0 3916 5402

8 G-5 Senior Secretary FSN 7 Secretary Division Head 17 11831 19442 0 0 5299 7273

9 G-5 Senior Administrative Clerk FSN 7 Personnel Assistant 4 11831 19442 0 0 5299 7273

10 G-5 Senior Finance Clerk FSN 7 Accounting Technician 15 11831 19442 0 0 5299 7273

11 G-6 Secretary to Office Head

12 G-6 Administrative Assistant FSN 9 Supply Supervisor 3 19652 32219 0 0 8493 11752

13 G-6 Finance Assistant FSN 8 Voucher Examiner 10 16815 27387 0 0 6591 9333

14 G-7 Senior Admin. Assistant FSN 9 Classifier 1 19652 32219 0 0 8493 11752

15 G-7 Senior Finance Assistant FSN 9 Budget Analyst 3 19652 32219 0 0 8493 11752

16 NO-A FSN 10 Accountant 2 22713 37094 0 0 9286 13016

17 NO-B FSN 11 Accountant 3 30816 50144 0 0 12263 17275

18 NO-C FSN 12 Chief Accountant 1 43447 70288 0 0 15538 22499

19 NO-D

20

21

Tax NoTax

Annex V-B

WONDERLAND, COMPREHENSIVE SALARY SURVEY, JANUARY 1998EFF DATE: 04-Aug-96 CWW: 40 EMP WW: 40EMPL/JOB - C1 1 - - C1 2 - - C1 3 - - C1 4 - - C1 5 - - C1 6 - - C1 7 - - C1 8 -UN GRADE G-1 G-2 G-3 G-3 G-4 G-4 G-4 G-5 EMP GRADE FSN 3(+hr) FSN 4 FSN 6 FSN 6 FSN 6 FSN 7MIN/MAX -min- -max- -min- -max- -min- -max- -min- -max- -min- -max- -min- -max- -min- -max- -min- -max-basesal * LOCAL 6002 10108 5677 9474 8915 14644 8915 14644 8915 14644 11831 19442 workweek 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00adj sal 6002 10108 5677 9474 8915 14644 8915 14644 8915 14644 11831 19442sum tax

TGI 6002 10108 5677 9474 8915 14644 8915 14644 8915 14644 11831 19442

TAX DED 5040 5451 5008 5387 5332 5904 5332 5904 5332 5904 5623 6384

TAX 144 699 100 613 537 1311 537 1311 537 1311 931 1959

NET INC 5858 9409 5577 8861 8378 13333 8378 13333 8378 13333 10900 17483 MIN SUM N-TAX 2940 3077 3916 3916 3916 5299 MAX SUM N-TAX 3999 4061 5402 5402 5402 7273

TOT NET 8798 13408 8654 12922 12294 18735 12294 18735 12294 18735 16199 24756

Annex V-B

WONDERLAND, COMPREHENSIVE SALARY SURVEY, JANUARY 1998EFF DATE: 04-Aug-96 Page 2EMPLOYER - C1 9 - - C1 10 - - C1 11 - - C1 12 - - C1 13 - - C1 14 - - C1 15 -UN GRADE G-5 G-5 G-6 G-6 G-6 G-7 G-7 EMP GRADE FSN 7 FSN 7 FSN 9 FSN 8 FSN 9 FSN 9MIN/MAX -min- -max- -min- -max- -min- -max- -min- -max- -min- -max- -min- -max- -min- -max-basesal * LOCAL 11831 19442 11831 19442 19652 32219 16815 27387 19652 32219 19652 32219 workweek 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00adj sal 11831 19442 11831 19442 19652 32219 16815 27387 19652 32219 19652 32219sum tax

TGI 11831 19442 11831 19442 19652 32219 16815 27387 19652 32219 19652 32219

TAX DED 5623 6384 5623 6384 6405 7662 6122 7179 6405 7662 6405 7662TAX EXEM

TAX 931 1959 931 1959 1987 3684 1604 3031 1987 3684 1987 3684

NET INC 10900 17483 10900 17483 17665 28535 15211 24356 17665 28535 17665 28535 MIN SUM N-TAX 5299 5299 8493 6591 8493 8493 MAX SUM N-TAX 7273 7273 11752 9333 11752 11752

16199 24756 16199 24756 26158 40287 21802 33689 26158 40287 26158 40287

Annex V-B

WONDERLAND, COMPREHENSIVE SALARY SURVEY, JANUARY 1998EFF DATE: 04-Aug-96 Page 3EMPLOYER -- C1 16 -- -- C1 17 -- -- C1 18 -- -- C1 19 -- -- C1 20 -- -- C1 21 --UN GRADE NO-A NO-B NO-C NO-D EMP GRADE FSN 10 FSN 11 FSN 12 0MIN/MAX -min- -max- -min- -max- -min- -max- -min- -max- -min- -max- -min- -max-basesal * LOCAL 22713 37094 30816 50144 43447 70288 workweek 1.00 1.00 1.00 1.00 1.00 1.00 adj sal 22713 37094 30816 50144 43447 70288 sum tax

TGI 22713 37094 30816 50144 43447 70288

TAX DED 6711 8149 7522 9454 8785 11469 TAX EXEM

TAX 2400 4342 3494 6104 5199 9705

NET INC 20313 32752 27322 44040 38248 60583 MIN SUM N-TAX 9286 12263 15538 MAX SUM N-TAX 13016 17275 22499

29599 45768 39585 61315 53786 83082

Compensation and Classification Section, OHRTAX INFORMATION COUNTRY:

//Day / Mo. / YearCurrent Tax Code in

Effect Since:

Today’s Date: //Day / Mo. / YearTAX CODE:

Always provide a copy of the Official Tax Code, includinginformation on tax deductions and/or exemptions if applicable.

TAXABLE ANNUAL INCOME

FROM TO TAX % ADD-ON

BASIC DEDUCTIONS:DEDUCTION NAME

OTHER DEDUCTIONS:DEDUCTION NAME PERCENT

TGI*Base Sal.

TGI*Base Sal.

TGI*Base Sal.

TGI*Base Sal.

SPECIFY IFMINIMUM

SPECIFY IFMAXIMUM

NOTES:

FAMILY-RELATED DEDUCTIONS:

Spouse:

Per child:

Applicable to how many children:

Secondary dependent:

IF FRENCH ‘PARTS’ SYSTEM:

Spouse:

Child:

Secondary dependent:

FLAT AMOUNT

Form: Taxform

FLAT AMOUNT

*Total Gross Income

Annex VI

Annex VII, Letter A

Sample Letter A: Initial Request for Participation

Dear Mr./Ms.

I am writing to you on behalf of the United Nations system to solicit yourparticipation in the upcoming comprehensive salary survey conducted by the UnitedNations in (name of city/country).

The objective of the United Nations as an employer is to ensure that the salaries ofits locally-recruited staff are consistent with the prevailing compensation practices in eachlocality. Our policy is to provide our national staff with fair remuneration levels withoutinadvertently causing unfair competition in securing their services. To do so, labourmarket surveys are conducted periodically for the purpose of identifying the bestprevailing conditions of employment. We include in our surveys employers which are wellestablished in the locality, who are reputed to be among those offering the best overallconditions of employment and represent the various economic sectors.

The next labour market survey to be conducted by the United Nations in (locality)is planned for the period of .... . Participation in such surveys entails a fairly detailedexchange of information regarding salaries, fringe benefits, general working conditions fora number of specific jobs and occupations etc. All information obtained during the surveyis treated with the strictest confidence. Following the survey, participating employers areprovided with a report detailing how the United Nations conducts its surveys, how theinformation collected has been used to compare with United Nations jobs and including acopy of the resulting United Nations salary scale.

As (Name of Employer) is considered to be representative of the progressiveemployers in this country and we would very much like to include it in our survey. Wehope that you will agree to our request and would greatly appreciate your cooperation andassistance in making available the relevant information. We /(Mr. or Ms. ) willtelephone you shortly to propose an appointment at a mutually convenient time, he/shewill also be able to answer any additional questions you may have on this process.

I would like to thank you in advance for your cooperation in dealing with thisimportant matter.

Yours sincerely,

(Representative of the Designated Agency)

Annex VII, Letter B

Sample Letter B: Initial Request for Participation(Repeated employer)

Dear Mr./Ms.

I am writing to you on behalf of the United Nations system to solicit yourparticipation in the upcoming comprehensive salary survey conducted by the UnitedNations in (name of city/country).

The objective of the United Nations as an employer is to ensure that the salaries ofits locally-recruited staff are consistent with the prevailing compensation practices in eachlocality. Our policy is to provide our national staff with fair remuneration levels withoutinadvertently causing unfair competition in securing their services. To do so, labourmarket surveys are conducted periodically for the purpose of identifying the bestprevailing conditions of employment. We include in our surveys employers which are wellestablished in the locality, who are reputed to be among those offering the best overallconditions of employment and represent the various economic sectors.

The next labour market survey to be conducted by the United Nations in (locality)is planned for the period of .... . As you know from past participation, these surveys entailexchange of information regarding salaries, fringe benefits, general working conditions fora number of specific jobs and occupations etc. All information obtained during the surveyis treated with the strictest confidence. Following the survey, participating employers arenow provided with a survey report detailing how the United Nations conducts its surveys,how the information collected has been used to compare with UN jobs and including acopy of the resulting UN salary scale.

(Name of Employer) remains a representative of the progressive employers in thiscountry and we would very much like to continue to include it in our survey. We hope thatyou will agree to our request and would greatly appreciate your cooperation andassistance in making available the relevant information. We /(Mr. or Ms.) will telephoneyou shortly to propose an appointment at a mutually convenient time, he/she will also beable to answer any additional questions you may have on this process.

I would like to take this opportunity to thank you, once again, for your usualcooperation in dealing with this important matter.

Yours sincerely,


Annex VII, Letter C

Sample Letter C: Follow-Up Letter

Dear Mr./Ms.,

Thank you for agreeing to participate in our salary survey. Further to ourconversation of (date), this is to confirm that an interview has been fixed for (date andhour). [A salary survey specialist from our Headquarters in New York, will be leading theinterview accompanied by ]

With the aim to keep the interviewing time to a minimum and yet obtain sufficientinformation to effect meaningful comparisons, we are attaching (attachment 1) adescription of the subjects covered during the interview. We hope that this will enableyou or your staff to gather the necessary information ahead of time. Interviews normallyrange from 1 to 2 hours. Should you have any further queries regarding the process,please do not hesitate to contact (name of contact person) at ( …. ).

Once again, I would like to express on behalf of the organizations of the UnitedNations in (name, of country), our appreciation for your cooperation and assistance andemphasize that all information will be treated with the strictest confidentiality.

Yours sincerely,


Attachment 1

United Nations Salary Survey Interview

The salary survey interview is normally divided into four parts: (1) General informationabout your organization and its compensation policy and practice, (2) Job matching, (3)Salaries and benefits, and (4) Conditions of employment and dependency allowances

The first segment of the interview called Employer General Information serves to confirma certain number of facts about your company; it covers basic data such as number ofemployees, age, type of categories of staff, compensation practice, effective date of lastsalary revisions, taxation issues.

Part 2: Organization and pay structures centers on the organizational and pay structures ofthe company and the job content of a number of key positions. The objective is to enablejob matching between United Nations positions and those of the comparator employer.The interview covers data related to the following five occupational streams which aregenerally found in most organizations:

• Non-clerical positions• Secretarial positions• Accounting and Finance (Executive and support positions)• Human Resources/Personnel (Executive and support positions)• General Administration (Executive and support positions)• Information Technology

It also covers data related to Executive positions in functional occupations of thecompany, which may include:

• Sales and Marketing• Engineering• Credit and Finance• Other specific functional occupations

The information is collected , in each of the above-mentioned occupations, starting fromthe highest position to the lowest. The required data includes:

• Title of positions and number of posts• Company grade levels and corresponding salary scales (see pay structure below)• Grade determining features such as education and experience required by the work,reporting relationships, supervisory responsibilities and general accountabilities• Workweek hours• Effective date of last salary revisions

Part 3 concerns data on benefits. These include additional monetary benefits such asbonuses and allowances, other fringe benefits which are enjoyed by all such meals, annualparties, club memberships and more specific benefits which may be granted only to somecategories of staff e.g. cars, preferential loans etc. The objective is to gather data on thevalue of these benefits based on the cost to the employer.

The final part of the interview consists of a review of other conditions of service and ofany family-related allowances which may be granted by an employer.

Annex VII, Letter D

Sample Letter D: Thank You and Transmittal of Report

Dear Mr./Ms. .............,

I am pleased to transmit herewith a copy of the Comprehensive Salary SurveyReport for (name of country) conducted in (month and year), including a copy of theUnited Nations revised salary scales which take effect as of. (month and year). In order toprotect the confidentiality of the data, the information has been appropriately coded. Thecode assigned to your organization is provided on page 2 of the report.

I would like to take this opportunity to express our gratitude for your contributionto this important exercise. Should you require any further information on this survey orwish to provide feedback please do not hesitate to contact to (name of person). We lookforward to a continued mutual exchange of information in the future

Yours sincerely,


Annex VIII-A

Job Match Comparison

This form shows against which employer grade/post a UN benchmark job has beenmatched in the currrent comprehensive survey (shown under the row called new match) as wellas in the previous comprehensive survey (shown under the row called old match).

This information is shown for each benchmark job in the General Service category aswell as for each National Officer level.

Annex VIII-A

WONDERLAND SALARY SURVEY REFERENCE DATE: JANUARY 1998

JOB MATCH COMPARISON

ALL EMPLOYERS

UN GRADE G-1 G-2 G-3 G-3 G-4 G-4 G-4 G-5 G-5 G-5 G-6 G-6 G-6 G-7 G-7 NO-A NO-B NO-C NO-DJOB NO. -1- -2- -3- -4- -5- -6- -7- -8- -9- -10- -11- -12- -13- -14- -15-EMP A OLD MATCH N E W M A T C HEMP A NEW MATCH II III IV II II V III III IV IV V VI VII

EMP B OLD MATCH N E W M A T C HEMP B NEW MATCH 1A 3A 4A 6 6 6 7 7 8 9 10 11

EMP C OLD MATCH N E W M A T C HEMP C NEW MATCH FSN 3(+hr) FSN 4 FSN 6 FSN 6 FSN 6 FSN 7 FSN 7 FSN 7 FSN 9 FSN 8 FSN 9 FSN 9 FSN 10 FSN 11 FSN 12

EMP D OLD MATCH N E W M A T C HEMP D NEW MATCH V V-20 IV IV III I

EMP E OLD MATCH N E W M A T C HEMP E NEW MATCH C4 - M C4 - D C8 S2/S1 M L K K J I H G

EMP F OLD MATCH N E W M A T C HEMP F NEW MATCH II III V IV VI V V VIII VII 7 6 5

EMP G OLD MATCH N E W M A T C HEMP G NEW MATCH SEC20 SEC21 C07 SUP02 SEC22 SUP02 SEC23 AM05 AM06 AT07 2VP10 VP11

EMP H OLD MATCH N E W M A T C HEMP H NEW MATCH SEC4 SEC3 SEC1 SEC2 10 S P Q R S T U

EMP I OLD MATCH N E W M A T C HEMP I NEW MATCH I II III IV IV IV VI 15 VII 15 16 16 18 19 21 22

EMP J OLD MATCH N E W M A T C HEMP J NEW MATCH 5 5 8 7 7 10 10 9 10 10 12 13 14

EMP K OLD MATCH N E W M A T C HEMP K NEW MATCH 3 6 7 7 8 9 9 9 10 10 10 11 11 12 13 14 I

EMP L OLD MATCH N E W M A T C HEMP L NEW MATCH 3 6 7 8 11 9 8 13 13 11 13 15 16 17 18


Annex VIII-A


JOB MATCH COMPARISON

ALL EMPLOYERS

UN GRADE G-1 G-2 G-3 G-3 G-4 G-4 G-4 G-5 G-5 G-5 G-6 G-6 G-6 G-7 G-7 NO-A NO-B NO-C NO-DJOB NO. -1- -2- -3- -4- -5- -6- -7- -8- -9- -10- -11- -12- -13- -14- -15-


EMP M OLD MATCH N E W M A T C HEMP M NEW MATCH 17 20 21 21 21 23 23 22 24 24 25 26 26 28 29

EMP N OLD MATCH N E W M A T C HEMP N NEW MATCH 13 13sd 9 9 8 8 8 6 7 7 6 6 6 5 4

EMP O OLD MATCH N E W M A T C HEMP O NEW MATCH 16 16 19 19 19 21 21 21 51 52 54 56 57

EMP P OLD MATCH N E W M A T C HEMP P NEW MATCH 2 3 8 9 9 10 10 11 11 12 13 13 14 15 16 17

EMP Q OLD MATCH N E W M A T C HEMP Q NEW MATCH SA-1 S-1 S-3 Na-2 Na-2 S-4 Na-3 S-5 Na-4 AR1 AR1 AR3 AR3 AR4

EMP R OLD MATCH N E W M A T C HEMP R NEW MATCH MESS DRIVER SEC SR SECSR STF SR STFEXEC SECSR STF ASC MGR ASC MGRASC MGR MGR

EMP S OLD MATCH N E W M A T C HEMP S NEW MATCH 1 2 3 3 5 3 7 5 5 8 7 6 8 8 9 10 11

EMP T OLD MATCH N E W M A T C HEMP T NEW MATCH 41-42 45S 45-46 47S 47 49S 54 47 51 51 55 59 59

Annex VIII-B

Summary Table Of Employers’ Workweek And Benefits

This form shows information on each employer’s workweek hours, effective date ofsalaries and lists all the benefits paid in addition to base salaries for the currrent comprehensivesurvey.

Annex VIII-B

Section J


SUMMARY TABLE OF EMPLOYERS' WORKWEEK AND BENEFITS

EMPLOYER A EMPLOYER B EMPLOYER C EMPLOYER D EMPLOYER E EMPLOYER F EMPLOYER G EMPLOYER HCurrent Current Current Current Current Current Current Current

A. EFFECTIVE DATE 01-Jan-91 04-Aug-96 04-Aug-96 01-Jan-96 01-Apr-96 01-Jan-97 01-Jan-97 01-Apr-95B. WORKWEEK 40 Hours 38 Hours 40 Hours 37.5 Hours 40 Hours 38 Hours 40 Hours 40 Hours

C. BENEFITS/ALLOWANCES * Indicates that the Benefit is not applicable to all staff 1. BONUS Bonus; 3 Mo. (T) 13th Month; 1 Mo. (T) Extra 148.8 - 5857.3 (NT) 13th Month; 1 Mo. (T) Lebaran; 1 Mo. (T) 15th Month; 3 Mo. (T) Lebaran; 2 Mo. (T) 15th Month; 3 Mo. (T) *

Vacation All.; 1 Mo. (T) X-mas Bonus; 1 Mo. (T) Performance; 7 Mo. (T) * 14th Month; 2 Mo. (T) *

Religion Bonus; 2 Mo. (T) Vacation ; 1 Mo. (T)

2. PROFIT SHARE

3. HOUSING

4.RECREATION CSA; 175 (NT) CSA; 622 $ (NT) annual outgoing; 645 (NT) Vacation Bonus; 1 Mo. (T) CSA; 440 (NT)

Club; 2133 - 4167 $ (NT) * Club; 1320 $ (NT) *

5. FOOD & BEVERAGES Beverages; 666 (NT) Beverages; 666 (NT) Beverages; 333 (NT) Beverages; 666 (NT) Beverages; 666 (NT)

Country Report


Annex VIII-B

6. TRANSPORTATION Transport All.; 1164 (T) Transport ; 377 - 2388 (NT) Transport All.; 600 (NT)

7. COMPANY PRODUCTS

8. OTHER COLA; 39 % (T) Fringe; 1103.3 - 14253.6 (NT) Medical All.; 1036 - 1416 (T) *

9.CAR 8918.75 - 12725 (NT) * 20000 - 26250 (NT) * 8750 - 13750 (NT) * 11055 - 15750 (NT) *

10.CAR MAINT etc. 2000 (NT) * 1500 - 2000 (NT) * 230 (NT) * 2990.4 (NT) *

11.HOUSE LOAN 228 - 3576 (NT) * 2019 - 29822 (NT) * 2167 - 4250 (NT) * 2189 - 66996 (NT) * 3250 - 32000 (NT) *

12.CAR LOAN 194 - 3041 (NT) *

13.OTHER LOANS 284 - 675 (NT) *

Annex VIII-C

Non-Pensionable Component Worksheet

The fully automated summary worksheet also determines the non-pensionable componentwhich should be applied to the resulting scales.

Information for Jobs 5, 6 and 7 are utilized in establishing NPC for the GS category.NPC for the NO category is based on information on NO-B.

Annex VIII-C

WONDERLAND SALARY SURVEY REFERENCE DATE: JANUARY 1998.

Non-Pensionable Component Worksheet

General Service Category, G-4 Level

No. of R E T A I N E D 7 C O M P A R A T O R SUN Staff EMP A1 EMP D1 EMP E2 EMP H2 EMP K3 EMP M3 EMP R4 Average

Job 5 22 Non-Taxable Benefits 5169 1106 4397 3490 866 3006Annual Net Income 18368 17327 18954 14762 19524 17787

Job 6 0 Non-Taxable Benefits 1441 4397 4387 3408Annual Net Income 13083 18954 20799 17612

Job 7 0 Non-Taxable Benefits 3152 5576 4387 4372Annual Net Income 22855 26308 20799 23321

Weigh.avg. of NTX Benefits toTotal Net Income: 16.9%

Recommended Non-Pens.Component: 6.9%

National Officer Category

R E T A I N E D 7 C O M P A R A T O R SEMP A1 EMP B1 EMP E2 EMP H2 EMP L3 EMP P4 EMP T4 Average

NO-B Non-Taxable Benefits 16559 0 16757 30727 20325 10817 7416 14657Annual Net Income 57336 37564 87067 80111 78382 48356 48962 62540

Weigh.avg. of NTX Benefits toTotal Net Income: 23.4%

Recommended Non-Pens.Component: 13.4%

Revision 971207

Annex VIII-D

Dependency Allowance Calculations

The worksheet for dependency allowances consists of calculations of child, spouse,secondary dependent.

The spreadsheet calculates the allowance on the basis of local practice wheneverapplicable by entering the comparable allowances paid by each of the retained comparators. Inaddition, allowances which may be offered by the Government are also entered. Tax abatementwhich calculates the tax relief applicable to an individual with dependents is also reflected.

Tax abatement is calculated automatically.

For the dependent child allowance, the spreadsheet appropriately highlights the basis forthe resulting allowance, i.e. the higher of two calculations, (1) 2.5% of salaries at midpoint, or(2) local practice.

Annex VIII-D

WONDERLAND, COMPREHENSIVE SALARY SURVEY, JANUARY 1998

Worksheet for Computation of Dependency Allowances

Net Salary GS-1 Step I: 9748 Net Salary GS-7 Top Step: 70703

Net Salary at mid-point: 40225.5Recommende 1st Language allowance: 1164

Gross Mid-pt, single: 45734 Recommende 2nd Language allowance: 582

Child Allowance

E M P L O Y E R SEMP A1 EMP D1 EMP E2 EMP H2 EMP K3 EMP M3 EMP R4

Employer Allowances 0 280 0 0 0 0 0Government AllowancesTax Abatement 6 0 6 6 6 6 6

TOTAL 6 280 6 6 6 6 6

2.5 % of Mid-point: 1008Local Practice: 48

RECOMMENDED CHILD ALLOWANCE: 1008

Spouse Allowance


Employer Allowances 0 0 0 0 0 0 0Government AllowancesTax Abatement 36 0 36 36 36 36 36

TOTAL 36 0 36 36 36 36 36

RECOMMENDED SPOUSE ALLOWANCE: 36

Secondary Dependent


Employer Allowances 0 0 0 0 0 0 0Government AllowancesTax Abatement

TOTAL 0 0 0 0 0 0 0

RECOMMENDED SECONDARY DEPENDENT ALLOWANCE: 0

Funeral Allowance


Employer Allowances 466 0 2000 1000 1000 500 0 RECOMMENDED FUNERAL ALLOWANCE: 708

Annex VIII-E

Summary Worksheet Of Net Income Per Job,Job Averages And Grade Averages For All Employers

The summary worksheet shows calculations of average salaries for each benchmark job,of all comparators utilized in the comprehensive survey as well as average salaries of theretained “best” employers.

By computing the job weights and grade weights based on the report inventory of UNposts in the duty station, the average minimum to maximum span is calculated.

The weighted average increase on the basis of the raw data is calculated by comparing (a)the survey minimum salaries to the current UN minimum salaries and (b) the survey maximumsalaries determined by utilizing the calculated span described in the preceding paragraph to thecurrent UN maximum salaries (salaries at the top step excluding longevity or long-service steps).

The final recommended scale is then determined by entering the inter-grade differentialsin an acceptable pattern, and the appropriate minimum to maximum span. The resultingweighted average increase of the recommended scale should be within 1% of the weightedaverage increase calculated on the basis of the raw data, as described in the preceding paragraph.

The above procedure should also be applied to the analysis of National Officer data.

Annex VIII-E

WONDERLAND SALARY SURVEY REFERENCE DATE: JANUARY 1998.ALL EMPLOYERS Local currency: Wonderland Dollar Exchange rate at effective date: 2.33JOB NO. --1-- --2-- --3-- --4-- --5-- --6-- --7-- --8--UN GRADE G-1 G-2 G-3 G-3 G-4 G-4 G-4 G-5 MIN/MAX --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max--EMP A1 10751 18368 18368 30626 30626 39276EMP B1 5115 7369 8210 12007 8850 13301 12284 18554 12284 18554 12284 18554 EMP C1 8798 13408 8654 12922 12294 18735 12294 18735 12294 18735 16199 24756EMP D1 10975 16523 13749 16523 13083 21962 13083 21962 23382 34037EMP E2 13877 22331 13877 22331 22855 38860 26605 63214EMP F2 7995 26620 10863 31919 15001 56208 12406 47899 17010 56208EMP G2 14055 26231 15924 29904 19387 35011 23171 47938 21029 39702EMP H2 13533 26780 17327 33799 25673 49240EMP I2 7061 16402 8429 20126 10381 21100 12622 26028 12622 26028 12622 26028 17167 37904EMP J3 13278 27936 13278 27936 22703 40659EMP K3 12611 17427 16897 24987 18954 39846 18954 28374 26308 39846 29638 46001EMP L3 9886 14331 13399 20313 14366 24782 15507 31208 30038 54126EMP M3 11336 16976 14762 23089 20799 32720 20799 40045 20799 32720EMP N3 8442 12782 9677 14012 17579 30570 17579 30570 23646 39612EMP O4 16457 23836 17696 25698 21478 31370EMP P4 4754 9194 5073 10033 8968 21498 10535 26198 10535 26198 12539 39730EMP Q4 5935 12865 12645 29859 19292 46824 8380 19041 8380 19041 25940 62833EMP R4 8452 16756 8452 15372 19524 43052 43052 99976EMP S4 5004 14613 6568 20956 7818 20956 7818 23095 13131 32295 7818 23095 16566 37262EMP T4 3434 6483 12419 17775 6523 12934 17880 25953AVERAGE 6847 14737 9137 16822 10725 18037 11980 22601 15090 30558 14509 24511 15417 31139 23262 44978WONDERLAND SALARY SURVEY REFERENCE DATE: JANUARY 1998.BEST EMPLOYERSJOB NO. --1-- --2-- --3-- --4-- --5-- --6-- --7-- --8--UN GRADE G-1 G-2 G-3 G-3 G-4 G-4 G-4 G-5 MIN/MAX --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max--

10751 18368 18368 30626 30626 39276

10975 16523 13749 16523 13083 21962 13083 21962 23382 3403713877 22331 13877 22331 22855 38860 26605 63214

13533 26780 17327 33799 25673 49240

12611 17427 16897 24987 18954 39846 18954 28374 26308 39846 29638 46001

11336 16976 14762 23089 20799 32720 20799 40045 20799 32720

8452 16756 8452 15372 19524 43052 43052 99976

AVERAGE 11165 19544 10843 16574 * * * * * * 13566 23024 17787 34082 * * * * * * * * * * * * 28539 52066

ABCDEFGHIJKLMNOPQRST

Adjust font

7 8

Job 2 Job 3 Job 4Job 1 Job 5 Job 6 Job 7 Job 8

Annex VIII-E


JOB NO. --9-- --10-- --11-- --12-- --13-- --14-- --15--UN GRADE G-5 G-5 G-6 G-6 G-6 G-7 G-7 MIN/MAX --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max--EMP A1 10751 18368 10751 18368 43960 56388 18368 30626 18368 30626 30626 39276 30626 39276EMP B1 15719 24167 15719 24167 21216 32983 24857 38717 EMP C1 16199 24756 16199 24756 26158 40287 21802 33689 26158 40287 26158 40287EMP D1 EMP E2 33849 60223 39377 71098 49147 88386 49147 88386EMP F2 15001 47899 15001 47899 23360 64101 19576 56208 EMP G2 23171 47938 27376 58346 37088 59889EMP H2 22259 42923 19733 37447 80111 119770 26936 49058 37630 59648 EMP I2 26311 41369 26230 49448 26311 41369 31784 50147 31784 50147 EMP J3 20895 54111 22703 40659 31999 60055 34822 65584 29176 54111 34822 65584 EMP K3 29638 46001 29638 46001 33651 53448 33651 53448 33651 53448 41089 64629 41089 64629EMP L3 16821 27586 15507 31208 40642 65044 29587 48151 30038 54126 40642 73774EMP M3 30361 49207 30361 49207 25027 40045 36131 59132 36131 59132 41834 68426EMP N3 23646 39612 23646 39612 42401 68402 31696 51327 31696 51327 42401 68402 42401 68402EMP O4 22314 32624 22314 32624 26138 38374 26138 38374 26138 38374 27759 40803 EMP P4 12539 39730 15045 56885 15045 56885 20872 56885 27701 75257 27701 75257EMP Q4 10889 25313 35096 83790 14401 27821 20296 49143EMP R4 23676 29212 23676 29212 99976 161976 23676 29212 57926 107526 EMP S4 13131 29848 13131 32295 18882 55931 16566 37262 14598 37262 18882 55931 18882 55931EMP T4 10665 25439 25017 36651 35530 52428 10665 25439 20835 52428 20835 52428AVERAGE 19363 35125 20285 37113 37311 67044 26679 47290 24324 43241 33687 60502 33058 61319WONDERLAND SALARY SURVEY REFERENCE DATE: JANUARY 1998.BEST EMPLOYERSJOB NO. --9-- --10-- --11-- --12-- --13-- --14-- --15--UN GRADE G-5 G-5 G-6 G-6 G-6 G-7 G-7 MIN/MAX --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max--EMP A1 10751 18368 10751 18368 43960 56388 18368 30626 18368 30626 30626 39276 30626 39276

EMP D1 EMP E2 33849 60223 39377 71098 49147 88386 49147 88386

EMP H2 22259 42923 19733 37447 80111 119770 26936 49058 37630 59648

EMP K3 29638 46001 29638 46001 33651 53448 33651 53448 33651 53448 41089 64629 41089 64629

EMP M3 30361 49207 30361 49207 25027 40045 36131 59132 36131 59132 41834 68426

EMP R4 23676 29212 23676 29212 99976 161976 23676 29212 57926 107526

AVERAGE 23337 37142 24668 40076 53684 83788 27752 44295 * * * * * * 43283 71893 40674 65179Job 9 Job 10 Job 11 Job 12 Job 13 Job 14 Job 15

Annex VIII-E


JOB NO. --16-- --17-- --18-- --19-- --20-- --21--UN GRADE NO-A NO-B NO-C NO-D MIN/MAX --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max--EMP A1 43960 56388 57336 65398 72792 77556 EMP B1 28240 44234 37564 58095 EMP C1 29599 45768 39585 61315 53786 83082 EMP D1 38001 54409 EMP E2 71392 119671 87067 147562 108748 187390 134904 237301 EMP F2 25545 89781 64118 172860 108758 316382 EMP G2 41655 59889 63541 95367 102263 116933 128009 308489 EMP H2 43071 72955 80111 119770 99110 159387 158682 256332 EMP I2 46234 71454 55151 84372 77787 116455 129506 181342 EMP J3 34822 75627 70802 114984 80242 136383 91737 161301 EMP K3 46876 74260 54714 86701 63203 100743 78251 175761 EMP L3 52641 83824 78382 95913 88896 109277 101037 124716 EMP M3 49318 80764 49318 80764 70133 117185 84204 142985 EMP N3 42401 68402 54477 86869 69768 110949 EMP O4 33048 48727 49675 71624 74186 105725 107038 149091 EMP P4 39754 96701 48356 116739 61629 148546 76364 226812 EMP Q4 20296 49143 36977 87836 36977 87836 55398 123177 EMP R4 57926 107526 57926 107526 107526 206726 EMP S4 26602 68595 EMP T4 48962 93882 130973 201838 130973 201838 AVERAGE 39733 70952 56424 94841 79834 134305 106433 191990 0 0 0 0WONDERLAND SALARY SURVEY REFERENCE DATE: JANUARY 1998.BEST EMPLOYERSJOB NO. --16-- --17-- --18-- --19-- --20-- --21--UN GRADE NO-A NO-B NO-C NO-D MIN/MAX --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max--

43960 56388 57336 65398 72792 77556 28240 44234 37564 58095

71392 119671 87067 147562 108748 187390 134904 237301

43071 72955 80111 119770 99110 159387 158682 256332

52641 83824 78382 95913 88896 109277 101037 124716

39754 96701 48356 116739 61629 148546 76364 226812

48962 93882 130973 201838 130973 201838 AVERAGE 46510 78962 62540 99623 93691 147332 120392 209400 * * * * * * * * * * * *

ABCDEFGHIJKLMNOPQRST

NO-A NO-B NO-C NO-D

Annex VIII-E

WONDERLAND SALARY SURVEY REFERENCE DATE: JANUARY 1998.OUTSIDE MATCHING SALARIES PER GRADE ANALYSIS OF MAXIMA Grade Grade CLUSTER

Job # Job Sal. Job Wght. Grade Grade Sal. Job # Job Span Job Wght. Inclusion Grade Span Weightjob 1 11165 0.5 G-1 11165 job 1 75.1% 0.5 75.1% 1 OVERALL WEIGHTEDjob 2 10843 20.0 G-2 10843 job 2 52.9% 20 52.9% 21 AVERAGE SPANjob 3 * * * 8.0 job 3 * * * 8 69.2%job 4 13566 11.0 G-3 13566 job 4 69.7% 11 69.7% 21job 5 17787 22.0 job 5 91.6% 22job 6 * * * 4.0 job 6 * * * 4 CLUSTERD SPANjob 7 * * * 0.5 G-4 17787 job 7 * * * 0.5 91.6% 26 FOR GRADES:job 8 28539 23.0 job 8 82.4% 23job 9 23337 11.0 job 9 59.2% 11 69.2%job 10 24668 5.0 G-5 26576 job 10 62.5% 5 73.3% 40job 11 53684 7.0 job 11 56.1% 7job 12 27752 18.0 job 12 59.6% 18job 13 * * * 6.0 G-6 35013 job 13 * * * 6 58.6% 34job 14 43283 10.0 job 14 66.1% 10job 15 40674 2.0 G-7 42849 job 15 60.2% 2 65.1% 16

TOTAL 148 159148

Exchange ratesWONDERLAND SALARY SURVEY REFERENCE DATE: JANUARY 1998. Last comp CurrentWEIGHTED AVERAGE INCREASE ANALYSIS 2.33 2.33Survey Data 10 Last regular step

Current Survey Current Survey Current CurrentGrades Min. Min. % Dif. Max. Max. % Dif. Average Weight Int.gr. SpanG-1 8919 11165 25.2% 13401 18887 40.9% 33.1% 1 26.1% 50.3%G-2 11246 10843 -3.6% 16880 18344 8.7% 2.5% 21 27.1% 50.1%G-3 14290 13566 -5.1% 21418 22950 7.2% 1.0% 21 27.0% 49.9%G-4 18144 17787 -2.0% 27225 30090 10.5% 4.3% 26 28.1% 50.0%G-5 23238 26576 14.4% 34830 44959 29.1% 21.7% 40 27.9% 49.9%G-6 29720 35013 17.8% 44606 59233 32.8% 25.3% 34 28.0% 50.1%G-7 38053 42849 12.6% 57061 72488 27.0% 19.8% 16 50.0%

Weighted Average Increase (RAW DATA): 14.3% 159Recommended Scale Effective:

Current % INCR INT-GR. Recom. Current NEW Recom.Grades Min. (midpoint) DIFF. Min. % Dif. Max. SPAN Max. % Dif. Average Weight

G-1 8919 27.0% 9749 9.3% 13401 55.0% 15111 12.8% 11.0% 1G-2 11246 28.0% 12381 10.1% 16880 55.0% 19191 13.7% 11.9% 21G-3 14290 28.0% 15848 10.9% 21418 55.0% 24564 14.7% 12.8% 21G-4 18144 11.80% 20285 11.8% 27225 55.0% 31442 15.5% 13.6% 26G-5 23238 29.0% 26168 12.6% 34830 55.0% 40560 16.5% 14.5% 40G-6 29720 29.0% 33757 13.6% 44606 55.0% 52323 17.3% 15.4% 34G-7 38053 30.0% 43884 15.3% 57061 55.0% 68020 19.2% 17.3% 16

Weighted Average Increase (RECOMMENDED): 14.3% 159Current X-rateScale as % of total remun Revision 971207

G1

G2

G3

G4

G5

G6

G7

G1

G2

G3

G4

G5

G6

G7

Annex VIII-E

WONDERLAND SALARY SURVEY REFERENCE DATE: JANUARY 1998.OUTSIDE MATCHING SALARIES PER GRADE

Job # Grade Grade sal. Grade Wght.16 NO-A 46510 817 NO-B 62540 918 NO-C 93691 2519 NO-D 120392 4 1

ANALYSIS OF MAXIMAJob # Grade Grade span Grade Wght. OVERALL WEIGHTED

16 NO-A 69.8% 8 AVERAGE SPAN17 NO-B 59.3% 9 61.3%18 NO-C 57.3% 2519 NO-D 73.9% 4

WEIGHTED AVERAGE INCREASE ANALYSISSurvey Data

10 Last regular stepCurrent Survey Current Survey Current Current

Grades Min. Min. % Dif. Max. Max. % Dif. Average Weight Int.gr. SpanNO-A 45800 46510 1.5% 68714 75011 9.2% 5.4% 8 30.0% 50.0%NO-B 59560 62540 5.0% 89305 100864 12.9% 9.0% 9 31.9% 49.9%NO-C 78575 93691 19.2% 117932 151106 28.1% 23.7% 25 34.1% 50.1%NO-D 105361 120392 14.3% 157939 194169 22.9% 18.6% 4 49.9%

Weighted Average Increase (RAW DATA): 17.2%

Recommended Scale Effective: % INCR NEW

Current FOR NO-A Recom. Current SPAN Recom.Grades Min. % I.G.DIFF Min. % Dif. Max. Max. % Dif. Average WeightNO-A 45800 10.10% 50426 10.1% 68714 55.0% 78160 13.7% 11.9% 8NO-B 59560 36.0% 68579 15.1% 89305 55.0% 106297 19.0% 17.1% 9NO-C 78575 34.0% 91896 17.0% 117932 55.0% 142439 20.8% 18.9% 25NO-D 105361 32.0% 121303 15.1% 157939 55.0% 188020 19.0% 17.1% 4

Weighted Average Increase (RECOMMENDED): 17.2%

Current intergrade differential GS - NO is 20.4 %Proposed new intergrade differential GS - NO is 14.9 %Proposed intergrade GS-6 to GS-7 is 30.0 %

Revision 971207

Extrapolate NO salaries

Annex IX

Quantification of Benefits and Allowances

The purpose of this annex is to provide the necessary guidelines for the quantification ofcertain benefits which have been found to be most commonly offered by surveyedemployers.

In general, the practice followed in benefit quantification is the identification of the costto the employer for providing a benefit or service. Some benefits, however, require morecomplex analytical procedures which will be explained in detail in this annex.

Where benefits are provided in-kind or are not generally provided to all staff, it isnecessary as part of the quantification to determine the percentage of the eligible staffpopulation which actually utilize the benefit. Only when a specific benefit is utilized byseventy-five percent or more of the eligible population should the benefit be consideredfor quantification. When a benefit is utilized seventy-five percent or more but less thanone hundred percent, the quantified value should be adjusted by the actual utilizationpercentage.

Employer benefits provided on a daily basis should be quantified based on the UN work-year of 222 days. This procedure ensures that the employer benefit is reflected in thecontext of the UN work environment.

Quantification of specific benefits which meet the criteria provided by the methodologyis explained below.

Housing

Cash (Housing Allowance). When provided as a cash benefit, the specific amount orpercentage of the salary as offered for each surveyed job should be utilized. It is alsoacceptable to calculate an average of either the specific amounts or the percentage of thesalary as offered by the employer to all the surveyed jobs and utilize the averagecalculated.

Non-cash (In-kind housing). It is very rare that in-kind housing is provided uniformlyby an employer. Most often, employer-provided housing is limited to a specified groupof employees with remaining employees receiving a housing allowance. In such cases,the employer-provided housing may be quantified at the same value as the housingallowance.

In cases when the employer has secured housing on the commercial market for staffmembers, the benefit should be quantified at the cost of the lease to the employer.

Utilities

This benefit is quantified on the basis of the employer’s average expenditure peremployee for utilities whether these are fully paid for or subsidized by the employer, e.g.electricity, telephone. This may be done by determining the following:

for electricity - average kilowatt hour of consumption per employee for electricitymultiplied by the hourly cost to employer.

for telephone - average telephone rental charge, consumption and other servicecharges.

Transport

In order to quantify this benefit, the employer should be located in a reasonably centrallocation. This benefit should not be quantified for an employer located in a remote areaand who therefore has no alternative but to transport staff to and from work.

Where the UN Organizations provide transportation to local staff, this benefit may still bequantified in data analysis. Appropriate charges must be levied as monthly payrolldeductions from staff who avail themselves of UN-provided staff transport. Thesecharges are established on the basis of the comparable cost of local public transport andshould be updated during interim salary reviews either using the revised cost of publictransport or by applying the resulting percentage salary increase to the existing charge.

Cash (Transport Allowance). When provided as a cash benefit, the specific amount orpercentage of the salary as offered for each surveyed job should be utilized. It is alsoacceptable to calculate an average of either the specific amounts or the percentage of thesalary as offered by the employer to the surveyed jobs and utilize the average calculated.If the allowance is provided on the basis of gasoline usage, e.g. liters/gallons per month,the total liter/gallon entitlement for the year should be multiplied by the unit cost ofgasoline.

Non-cash (In-kind transport).

Free transportation - When employees are transported by vehicles owned or arranged forby the employer, the benefit should be quantified on the actual cost to the employer peremployee. If this information is not available, this should be quantified on the cost ofpublic transport, ensuring that such cost is calculated for 222 working days per annum.

Company-provided car - This benefit is normally applicable only to executive positionsin comparator employers which are used in National Officer job matches. Quantificationis allowed on the basis of extensive personal use by the employee. It is not allowed forpositions where employees utilize company vehicles in performing their duties, e.g.salesmen. The following formula is applied in quantifying this benefit:

Purchase price of the car (amount paid for by the employer)less

Eventual resale valueDifference divided by

number of years established by the employer in its vehicle rotation policy

With this benefit, employers may also provide the following related benefits whichshould be quantified at the cost to the employer:

Petroleum quantified on the basis of averageliters/gallons consumed for non-salesstaff multiplied by gasoline price perliter/gallon

Insurance Coverage quantified on the basis of the per unitcost in the insurance policy for theemployer’s fleet

Maintenance Costs quantified on the average cost per unit orthe employer’s fleet

License Fees quantified on the per unit cost to theemployer’s fleet

Parking Fees quantified on the basis of the cost to theemployer but should be included onlywhen UN staff have to pay such fees

Meals

Cash (Meal Allowance). When provided as a cash benefit, the specific amount providedis used. If the allowance is quoted by the employer as a daily amount, it is multiplied by222 working days.

Non-cash (Cafeteria or canteen facilities). If such facilities exist, the benefit isquantified at the difference between the cost of the meal in the subsidizedcafeteria/canteen and the cost of a similar meal at a comparable local cafeteria or canteen,using the following formula:

Meal at comparable local cafeteria or canteenless

Amount paid by employees for average meal at the subsidized cafeteriaDifference multiplied by

222 working days

Beverages, Coffee, Tea

When provided by the employer throughout the working day, this benefit is treatedseparately from meals. Its quantification requires information on the type of beverageprovided (e.g. tea, coffee), the frequency of service during the day and the average dailyconsumption of each employee. The following procedure should be followed inquantifying this benefit:

Cost of a comparable beverage in a UN cafeteria or coffee shop normallypatronized by UN local staff

multiplied by the amount consumed per day (e.g. number of cups of tea/coffee)

multiplied by 222 working days

Company Products

Some employers who are in the manufacturing business provide their employees with aregular supply of the products they produce (e.g. food, beverage, tobacco or soapproducts) either free of charge or at discounted prices. This benefit should be quantifiedas follows ensuring that the variables reflect the volume or total products received by anemployee during the year:

Wholesale price of the productsLess

Amount paid by the employee for such products

When the company products are provided at infrequent intervals, e.g. householdappliances, the above difference should be multiplied by the percentage of staff who areentitled to and avail of this benefit during the year.

Low-Interest Loans

Housing Loans. When an employer provides its employees with low interest housingloans, it should be determined whether the benefit is available to all employees or only tocertain grades. The benefit should be quantified only for the surveyed jobs entitled tosuch benefit, calculated as follows:

Maximum allowable amount of loan either as a fixed amount or as afunction of base salary (number of months of base salary or percentage of

annual base salary)divided by

2 (to reflect average value of loan)multiplied by

Savings in interest, calculated as:Market interest rate

Less Interest rate charged by employer for housing loan

multiplied byYears of repayment

divided by30 years (considered as the average length of a UN career)

multiplied byUtilization (percentage of the employer’s staff that actually avail

themselves of this benefit)

The above calculation may need to be done for each surveyed job since the amountborrowed may differ by job or grade.

If more than 1 year of service with the employer is required for an employee to takeadvantage of this loan, the benefit should be reflected only in the analysis of maximumsalaries.

Other Loans. Loans provided by employers for purposes other than housing, i.e. forpurchase of car, appliances and such other personal uses are treated separately fromhousing loans. As with housing loans, it should be determined whether the loans areavailable to all employees of the comparator or only to certain grades. These loansshould be quantified only for the surveyed jobs entitled to such benefit, using thefollowing calculation:

Maximum allowable amount of loan either as a fixed amount or as afunction of salary (number of months of base salary or percentage of

annual base salary)divided by

2 multiplied bySavings in interest calculated as:

Market interest rateless

Interest rate charged by employer for the loanMultiplied by

Utilization (percentage of the employer’s staff that actually avail of thebenefit)

It may be necessary to perform the above calculation for each surveyed job since theamount borrowed may differ by job or grade.

It is important to note that the total value of the benefit from all other loans is subjectto a maximum (cap) which is equivalent to 3% of the taxable gross income of thesurveyed job to which the calculations refer.

If more than 1 year of service with the employer is required for employees to availthemselves of this loan, the benefit should be reflected only in the analysis of maximumsalaries.

Company-Sponsored Activities

Events or celebrations organized for employees which are fully subsidized by theemployer, such as picnics, parties, dances should be quantified on the actual cost to theemployer for each employee. This cost per employee is determined as follows:

Total cost of the eventdivided by

Total number of employees

It should be noted that only amounts applying to the employee are included in salary data.Where the employer also budgets for family members, these amounts should be used incalculating employer expenses for dependency allowances.

Vacation

Cash (Vacation Bonus). When provided as a cash benefit, the specific amount orpercentage of the salary as offered for each surveyed job should be utilized. It is alsoacceptable to calculate an average of either the specific amounts or the percentage of thesalary as offered by the employer to all the surveyed jobs and utilize the averagecalculated.

Non-cash. Some comparator employers opt to provide vacation benefits in the followingways:

Vacation package. When provided this way, the benefit should be quantified at the costof the package to the employer, ensuring that the cost is applicable only to the staffmember. Portions applicable to family members may be considered in the calculation ofdependency allowances. The package may consist of:

Travel fare. To quantify this benefit, the comparator employer should not be engaged inthe travel business, e.g. airline, transport company, travel agency. Free or discountedtravel benefits provided by such businesses should not be quantified in the analysis. Thebenefit is quantified at the fare paid by the employer, taking into account any discounts orsurcharges applicable.

Hotel accommodation. As with the travel fare, the comparator employer should not be inthe hotel business. The benefit is quantified at the hotel room cost paid by the employer,taking into account any discounts or surcharges applicable.

Vacation cottages. When owned by the employer, quantification is based on the annualcost to the employer of maintaining such facility, divided by the total number of staffentitled to its use. If rented, quantification is based on the rental cost to the employer forthe duration of each employee’s entitled period of occupancy.

Items Provided In Kind

When provided by a comparator employer, this benefit is quantified at the amount whichwas spent by the employer in purchasing the item on the market. This information isnormally easy to obtain from the employer’s accounting records. Examples of theseitems are:

Uniforms. This benefit must be excluded for those jobs which are provided the samebenefit by UN Offices, e.g. Messengers and Drivers.

Christmas gift. This is sometimes provided in the form of a Christmas basket, a turkeyor ham.

Rice. In quantifying this benefit, the quantity provided per annum, e.g. number of sacksor pounds should be multiplied by the unit cost paid by the employer.

Benefits Provided Only To Specific Jobs/Grades

Certain benefits are provided by employers only to some of their jobs or grades. In suchcases, these benefits should be quantified only for the specific surveyed jobs againstwhich the UN jobs are matched. Such benefits are quantified on the basis of the amountactually spent by the employer. Examples of these benefits are:

Secretary’s Day. Only quantified for secretarial jobs, this benefit is usually provided bythe employer either as a gift or lunch/dinner.

Laundry. This benefit is usually applicable only to the jobs/grades where uniforms areprovided.

Entertainment. This benefit is usually offered as a fixed allowance to executivepositions which are matched to UN National Officer category.

Club membership. Usually offered to executive positions, this benefit should bequantified at the cost to the employer.

Annex X-A

Report on Comprehensive Salary Survey Submitted by the

Local Salary Survey Committee

WONDERLAND

January 1998

1. Reference date of survey data collection: 4 to 7 March 1997

2. Previous Comprehensive Survey: Date undertaken (Mo/Yr): Nov-93Revision No(s): GS 54 / NO 13

Effective Date (Mo/Yr): 7/1993

3. Interim Adjustments since last comprehensive survey:

GS NO GS NORevision no. 57 16 Effective Date: Jul-96 % increase 13.9% 14.2%

56 15 Jul-95 1.8% 2.0%55 14 Jun-94 9.7% 12.9%

4. Employers surveyed and retained:

Previous Survey Current SurveyEmployers retained Sur- Retained

Old code GS NO veyed GS NO Reason for eliminationE2 AMERICAN EXPRESS E N Y Yes Y Y

ARCO C N Y NoJ3 CALTEX H Y Y Yes N NG2 CHASE MANHATTAN BANK J Y Y Yes N NH2 CITIBANK G Y Y Yes Y YO4 INTERNATIONAL BUSINESS MACHINESB Y Y Yes N NL3 MOBIL OIL I Y Y Yes N YI2 STANDARD CHARTERED BANK A Y N Yes N N

M3 WONDERLAND OIL F Y N Yes Y N

New Employers Retained Reason for eliminationGS NO

A1 BANK OF WONDERLAND Y YB1 EMBASSY OF AUSTRALIA N YC1 EMBASSY OF UNITED STATES N ND1 EUROPEAN UNION Y NF2 BANK OF AMERICA N NK3 MAXUS Y NN3 SHELL N NP4 SQUIBB N YQ4 WONDERLAND TRADING N NR4 ARTHUR ANDERSEN Y NS4 BAYER N NT4 WONDERLAND CONSULTANCIES N Y

Country Report Form Compensation & Classification Section,

Annex X-A

- 2 -

5. United Nations staff by grade and job: See attachment

6. Jobs from previous comprehensive survey not included in thepresent survey (list giving title, grade level and reasonfor deletion)

7. Jobs from present survey not included in previous survey

8. Job Matchings: See attached worksheet A.

9. Employers' effective dates of salary scales, workweeks andbenefits: See attached worksheet B.

10. United Nations Conditions of Employment

a) Hours of Work: Common hours of work, (CWW): x

Average hours of work:

40 hours per week

hours per week for levels:

b) Provision of Uniforms:

c) Transport to and from Office:

d) Meal Facilities:

11. Employers' net income per job: Please see section on individual employer data

12. Summary of employers' net income: Please see section on salary scale construction

Annex X-A

- 3 -

13. Non-pensionable Component: Please see attached worksheet

14. Comparison of survey data to current salaries: Please see section on salary scale construction

15. Proposed salary scale(s): Please see attached

16. Profile of proposed scale(s): Please see attached worksheet

17. Proposed Effective Date: 01-Jan-98

18. Proposed Allowances: Dependency Allowances: - Child Allowance: 1008 per year Based on: local practice

3 % of midpoint x Spouse: Dh. 10488* - Spouse Allowance: 36 per year

- Secondary Depend: per year

Language Allowance: 1164 per year (5% Step 1 of levelGS-5 )

19. Summary Narrative: See attached

20. Proposed interim adjustment procedure: See attached

WONDERLAND, Local Salary Survey CommitteeJanuary 1998

Name Agency SignatureName Agency

United Nations Development Programme Sustainable human development

Compensation and Classification Section, Office of Human Resources, Bureau for Planning and Resources ManagementOne United Nations Plaza • New York, NY 10017 • Telephone: (212) 906 - 5264 • Fax: (212) 906-5190

Visit our website: http://www.undp.org/undp/ohr/ccs

COMPREHENSIVE SALARY SURVEY Country:Duty Station:

REVIEW BY HEADQUARTERS OF Salary Scale Revision No(s).:Last Comprehensive Salary Survey:

DESIGNATED AGENCY OF LSSC Last Interim Adjustment:Salary Survey

REPORT/REPORT BY DESIGNATED Specialist(s):

AGENCY TO RESPONSIBLE AGENCY Survey Conducted From:LSSC report received on:

Review by Designated Agency

ReferredTo Resp.Agency?Yes/No Comments/Decisions by Responsible Agency

1. EMPLOYERS1.1 Adequacy of number surveyed/retained Yes/No

Number Of employers surveyed

Number of employers retained - G.S.

Of above retained employers (GS), number of thosepreviously retained

CCAQ SALARY SURVEY MANUAL

Number of employers retained - N.O.

Of above retained employers (NO), number of thosepreviously retained

Number of employers retained for both G.S. andN.O.

1.2 Compliance with criteria for employer retention

Retained Employers have Yes No*

Sufficient number of staff X

Sufficient number of matches X

Economic Sector representedCode ofretained

employers

Public – Embassy

Public – International Organization

Bank

Telecommunications

Manufacturing - Tobacco

2. JOB SELECTION2.1 Utilization of standard fifteen GS benchmarks

(Explanation for deviations from standard 15 benchmarks.)

2.2 Consistency with previous survey

3. JOB MATCHING3.1 Appropriateness of job matches

3.2 Appropriateness of job matches

4. BENEFITS/ALLOWANCESFringe benefits – acceptability

4.2 Changes in quantification methods – variance from automatedformulae (acceptability)

5. OTHER COMMENTS ON SURVEY PREPARATIONS AND DATACOLLECTION5.1 Departures from methodology

5.2 Problems encountered

6. DATA ANALYSIS6.1 Compliance with criteria for retention of data

6.2 Departures from methodology

7. CONSTRUCTION OF SCALE7.1 Method used in establishing recommended scale

Survey Data G.S. Recommended G.S.Scale

Overall WeightedAverage Increase

Min-Max Span

Survey Data N.O. Recommended N.O.Scale

Overall WeightedAverage Increase

48.9% Min-Max Span 48%

7.2 Comparison of current and recommended scales

CURRENTG.S.SCALE

RECOMMENDEDG.S.SCALE

IntergradeDifferential

G-1 to G-2

G-2 to G-3

G-3 to G-4

G-4 to G-5

G-5 to G-6

G-6 to G-7

Min-Max Span

Current N.O. Scale RecommendedN.O. Scale

IntergradeDifferential

NO-A to NO-B

NO-B to NO-C

Min-Max Span

7.3 Problems encountered/other comments

8. EFFECTIVE DATE8.1 Appropriateness of proposed date

9. ALLOWANCES9.1 Appropriateness of changes proposed

DependencyAllowances

Revised Basis

Child

Spouse

Secondary Dependant

Summary of Local Practice:

Language Allowance:

Revised on basis of G-5/I Yes/No

Other Allowances/Changes:Transport Charge Yes/No

XXX

XXX

Basis:

Funeral Grant:Basis:

9.2 Non-pensionable component

Non-taxable benefits included in total salaries

G.S. Survey N.O. Survey

Non-pensionable component

Current G.S. Scale Recommended G.S. Scale

Current N.O. Scale Recommended N.O. Scale

10. INTERIM ADJUSTMENT PROCEDURE10.1 Existing method

Type of Survey Frequency

Mini-Survey

Spotcheck

Others

10.2 Special conditions prevailing at duty station

10.3 Appropriateness of recommended procedure

Type of Survey Frequency

Mini-Survey Annual

11. SITUATION REQUIRING MODIFICATION TO STANDARDMETHODOLOGY

12. SPECIAL MEASURES

13. ISSUES ON WHICH NO CONSENSUS EXISTS13.1 No consensus within LSSC:

13.2 Divergence of views between LSSC and salary survey specialist:

13.3 Recommendations of designated agency:

14. SUMMARY OF RECOMMENDATIONS

15. OTHER RELEVANT ISSUES

Review prepared by ___________________________________________

Bureau for Planning and Resources Management, UNDP Date

REVIEW AND APPROVAL BY RESPONSIBLE AGENCY(summary narrative of decision taken on issues referred; other comments)

Approved by ________________________________ __________________________________ ________________Name and Title (Responsible Agency) Signature Date

Annex XI-A

Report on Interim Salary SurveySubmitted by the Local Salary Survey Committee

UTOPIA

March 1996

1. Reference date of survey data collection: : March 1996

2. Previous Comprehensive Survey: Date undertaken (Mo/Yr): March 1993Revision No(s): Orig/OrigEffective Date (Mo/Yr): 10/92

3. Interim Adjustments since last comprehensive survey:

GS NO GS NORevision no. Effective Date: % increase

4. Interim adjustment procedure

a. When established ? At time of comprehensive survey Revised after comprehensive survey. Date:

b. Type of interim adjustment procedure: Mini-surveySpotcheckIndexation

c. Frequency - approximately every months.

d. Names of comparators used in interim survey for mini-survey or spotcheck

General Service Category National Officer Category

Annex XI-A

- 2 -

e. Jobs/grades for which data were collected (for mini-survey)

GS:

NO:

f. Method of analysis (summarize briefly the key steps in the analysis of survey data):

5. Data collection Indicate if any special circumstances prevailed at time of data collection for interim

survey (e.g. refusal to co-operate or non-availability of an employer, volatility of

labour market, revised salary or grading system by comparator, new policies

decreed by Government etc.)

6. Job matching and employer benefits (in case of mini-survey)

Confirm that job matches and employer benefits remain unchanged from thecomprehensive survey:

Unchanged

(NOTE: Job matches should be the same as for the comprehensive survey. If any benefits or

allowances have been established, significantly modified or discontinued, these should be

described and the information provided separately.)

7. Employers' workweeks, benefits anf effective dates of salary scales/ranges(Attach Worksheet B).

In case of spotcheck, only the information on effective dates needs to be completed.

Annex XI-A

- 3 -

10. United Nations Conditions of Employment

a) Hours of Work: Common hours of work, (CWW):

Average hours of work: x

40 hours per week

hours per week for levels:

b) For the following, indicate any changes in United Nations conditions since the comprehensive survey: uniforms, transport to and from the office, meal facilities, medical facilities, other.

9. Local taxation Summarize below any changes which have occurred regarding local taxation of income

since the last survey, especially new tax laws and tax tables. Attach copies of revised tax

regulations, latest tables etc. Include any deductions or credits in respect of dependants.

10. Analysis of data Attach relevant worksheets, using those from salary survey manual (Worksheets

C, D and E) or others as modified to correspond to established procedure for data

analysis. Ensure separate calculations for General Service and National Officer salaries,

as appropriate. Analysis of survey data should be based on the movement of salaries/

benefits at the minimum. Indicate below any problems or special considerations

related to the analysis of data (including, in case of indexation approach, any

comments on the method for applying the index).

11. Results of analysis of interim adjustment - Indicate what increase (if any) is recommended by

the LSSC as a result of the analysis in accordance with the established procedure:

GS: % NO: %

12. Salary scale construction Normally, the salary scale resulting from an interim adjustment represents

an across-the-board increase. Indicate below if the LSSC recommends a scale which

reflects variable increases and/or change to the profile and provide justification.

Annex XI-A

- 4 -

13. Non-pensionable Component: Indicate whether the UN net salary scale currently

includes a non-pensionable component, and its amount:

GS: % NO: %

14. Effective Date:

Date of most recent employer scale or increase Recommended effective date

GS: (mo/yr) GS: (mo/yr)NO: (mo/yr) NO: (mo/yr)

15. Establishment of allowances:

- Child Allowance: per year Based on: local practice 3 % of midpoint x

Spouse: Dh. 10488* - Spouse Allowance: - per year Attach worksheets as appropriate

- Secondary Depend: - per year Attach worksheets as appropriate

Language Allowance: per year (5% Step 1 of level G-5 )

Utopia LOCAL SALARY SURVEY COMMITTEE March 1996

The above report has been endorsed by the Local Salary Survey Committee (LSSC)

Submitted by the Chairpersonof the LSSC

Signature, Name and Title

Date

Annex XI-B

UTOPIA INTERIM SALARY SURVEY REFERENCE DATE: JANUARY 1996BEST EMPLOYERSJOB NO. --1-- --1-- --2-- --2-- --3-- --3-- --4-- --4-- --5-- --5-- --6-- --6-- --7-- --7-- --8-- --8--UN GRADEG-1 G-1 G-2 G-2 G-3 G-3 G-3 G-3 G-4 G-4 G-4 G-4 G-4 G-4 G-5 G-5MIN/MAX --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max--EMP AEMP BEMP CEMP DEMP EEMP FEMP GAVERAGE 0 0 0 0 0 0 0 0OLD AVERAGE86570 86570 86570 86570 98555 101982 116638 112511

-100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00%

** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** **

UTOPIA INTERIM SALARY SURVEY REFERENCE DATE: JANUARY 1996OUTSIDE MATCHING SALARIES PER GRADEJob # % by job Job Wght. Grade % by gradeGrade whgt

job 1 -100.00% 0.5 G-1 -100.00% 1job 2 -100.00% 0.5 G-2 -100.00% 1job 3 -100.00% 0.5 WEIGHTED AVERAGEjob 4 -100.00% 0.5 G-3 -100.00% 1 INCREASEjob 5 -100.00% 0.5 G.S. -100.0%job 6 -100.00% 0.5job 7 -100.00% 0.5 G-4 -100.00% 1job 8 -100.00% 0.5job 9 -100.00% 0.5job 10 -100.00% 0.5 G-5 -100.00% 1job 11 -100.00% 0.5job 12 -100.00% 0.5job 13 -100.00% 0.5 G-6 -100.00% 1job 14 -100.00% 0.5job 15 -100.00% 0.5 G-7 -100.00% 1

7.5 7 Revision 960507

Annex XI-B

UTOPIA INTERIM SALARY SURVEY REFERENCE DATE: JANUARY 1996

JOB NO. --9-- --9-- --10-- --10-- --11-- --11-- --12-- --12-- --13-- --13-- --14-- --14-- --15-- --15--UN GRADEG-5 G-5 G-5 G-5 G-6 G-6 G-6 G-6 G-6 G-6 G-7 G-7 G-7 G-7MIN/MAX --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max--EMP AEMP BEMP CEMP DEMP EEMP FEMP GAVERAGE 0 0 0 0 0 0 0AVERAGE143619 134944 136368 163447 163447 163447 163447

-100.00% -100.00% -100.00% -100.00% -100.00% -100.00% -100.00%

** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** **

Revision 960507

Annex XI-B

UTOPIA INTERIM SALARY SURVEY REFERENCE DATE: JANUARY 1996

JOB NO. --16-- --16-- --17-- --17-- --18-- --18-- --19-- --19--UN GRADENO-A NO-A NO-B NO-B NO-C NO-C NO-D NO-DMIN/MAX --min-- --max-- --min-- --max-- --min-- --max-- --min-- --max--EMP AEMP BEMP CEMP DEMP EEMP FEMP GAVERAGE 0 0 0 0AVERAGE203322 231387 231387 279717

-100.00% -100.00% -100.00% -100.00%

** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** ** **

UTOPIA INTERIM SALARY SURVEY REFERENCE DATE: JANUARY 1996OUTSIDE MATCHING SALARIES PER GRADE

Grade % by gradeGrade weightNO-A -100.00% 0.5 WEIGHTED AVERAGENO-B -100.00% 0.5 INCREASENO-C -100.00% 0.5 N.O. -100.0%NO-D -100.00% 0.5

Revision 960507

Annex XI-C

INTERIM SALARY SURVEY

UNDP, Compensationand ClassificationSection

Review ofrecommendations byLSSC

LSSC Reportreceived at HQ

Results Approved:

Country:

Duty Station

Salary Revision # GS NO

Last Comp.

Rev. #/eff.date

Last Interim

Rev. #/eff.date

Effective date: Average % increase: GS NO

1.Type of interim survey Mini-survey Spot-check Indexation

2. Comments regarding frequency/timing of survey:

3. Data collection - Comments on survey preparation, the method used for data collection,timeliness, thoroughness, or on any special considerations:


4. Employers - Comments regarding the number used, consistency with established approach,any changes:

General Service National Officer

5. Comments on jobs/grades surveyed, availability of data and retention/elimination of data:

6. Job matching - Comments in relation to any proposed changes:

7. Comments on LSSC proposals to include new benefits or to modify method of quantification:

8. Comments on workweek information (comparators and United Nations):

9. Comments on data analysis (mini-survey or spotcheck):

Analysis done locally and reviewed at HQ ü

Analysis done only at HQ

10. Comments on work done in field, problems and/or special considerations in the analysis.

11. Survey results:

Increases recommended By LSSC HQ review

General Service, (GS):

National Officer, (NO):

Main reasons for differences:

12. Construction of scale - Comments if LSSC recommended variable increases or modificationsto profile of scale. Comments in case of deficiencies in the profile of scale:

13. Comments on non-pensionable component:

14. Effective date:

GS: 1 April 1998

NO: 1 April 1998

Comments on any differences with recommendations of LSSC, or special considerations:

15. Amount of allowances:

Previous Revised

Children

Language 1

Language 2

Comments:

Reviewing Officer:

Approved on behalf of UNDP:

ChiefCompensation & Classification Section

Date:

Annex XII

DUTY STATION: CAPITAL CITYWonderland Rel.: 971207GS Revision #: Revision 58 Enter new revision number here when not in sequence from earlier revisions

Eff. Date: 1 January 1998 Comprehensive Survey, Approved Scale 01-Jan-98 01/Jan/98

36 mo. Exchange : 2.241 Wonderland Dollar GS NO

NPC: 6.9 Percent USE THIS FOR LOCAL CURRENCY ONLY Last reg.step 10 10Done: November 1998 and as "combined" for scales with supplements Top step 11 11# of WGI: 9 Longservice Step(s) 11Rounding: 0UN Official Exchange rate on 01-Jan-98 = 2.33 to 1 US Dollar

GS1-I 9748 68021 GS7-X 16689 Annual US$ value of GS midpoint

NO Revision #: Revision 17 Enter new revision number here when not in sequence from earlier revisions

Eff. Date: 1 January 1998 01-Jan-98 01/Jan/98

36 mo. Exchange : 2.241 Wonderland DollarNPC: 13.4 PercentDone: November 1998# of WGI: 9 Longservice Step(s) 11Rounding: 0UN Official Exchange rate on 01-Jan-98 = 2.33 to 1 US Dollar

NOC-I 91896 39440 Annual US$ value of NO-C/I

Annex XII

CAPITAL CITY,Wonderland: GS 58 / NO 17 STEP I STEP X

Present % % diff. % diff. % diff. RevisedUN UN Net Increase UN between between UN between % between % UN UN Net

LEVEL Salaries Approved Level levels STEP I Increment levels STEP X WGI Level levels STEP I Increase Increment levels STEP X Increase WGI % Level Salaries

1 8919 9.3% 1 8919 498 13401 5.6% 1 9748 9.3% 596 15112 12.8% 6.1% 1 974813401 12.8% 26.1% 26.0% 27.0% 27.0% 15112

2 11246 10.1% 2 11246 626 16880 5.6% 2 12380 10.1% 757 19193 13.7% 6.1% 2 1238016880 13.7% 27.1% 26.9% 28.0% 28.0% 19193

3 14290 10.9% 3 14290 792 21418 5.5% 3 15850 10.9% 968 24562 14.7% 6.1% 3 1585021418 14.7% 27.0% 27.1% 28.0% 28.0% 24562

4 18144 11.8% 4 18144 1009 27225 5.6% 4 20284 11.8% 1240 31444 15.5% 6.1% 4 2028427225 15.5% 28.1% 27.9% 29.0% 29.0% 31444

5 23238 12.6% 5 23238 1288 34830 5.5% 5 26169 12.6% 1599 40560 16.5% 6.1% 5 2616934830 16.5% 27.9% 28.1% 29.0% 29.0% 40560

6 29720 13.6% 6 29720 1654 44606 5.6% 6 33757 13.6% 2063 52324 17.3% 6.1% 6 3375744606 17.3% 28.0% 27.9% 30.0% 30.0% 52324

7 38053 15.3% 7 38053 2112 57061 5.6% 7 43883 15.3% 2682 68021 19.2% 6.1% 7 4388357061 19.2% 20.4% 20.4% 14.9% 14.9% 68021

8 45800 10.1% 8 45800 2546 68714 5.6% 8 50424 10.1% 3082 78162 13.7% 6.1% 8 5042468714 13.7% 30.0% 30.0% 36.0% 36.0% 78162

9 59560 15.1% 9 59560 3305 89305 5.5% 9 68579 15.1% 4191 106298 19.0% 6.1% 9 6857989305 19.0% -23.1% -23.1% -26.5% -26.5% 106298

NO-A 45800 10.1% NO-A 45800 2546 68714 5.6% NO-A 50424 10.1% 3082 78162 13.7% 6.1% NO-A 5042468714 13.7% 30.0% 30.0% 36.0% 36.0% 78162

NO-B 59560 15.1% NO-B 59560 3305 89305 5.5% NO-B 68579 15.1% 4191 106298 19.0% 6.1% NO-B 6857989305 19.0% 31.9% 32.1% 34.0% 34.0% 106298

NO-C 78575 17.0% NO-C 78575 4373 117932 5.6% NO-C 91896 17.0% 5616 142440 20.8% 6.1% NO-C 91896117932 20.8% 34.1% 33.9% 32.0% 32.0% 142440

NO-D 105361 15.1% NO-D 105361 5842 157939 5.5% NO-D 121303 15.1% 7413 188020 19.0% 6.1% NO-D 121303157939 19.0% -100.0% -1 -100.0% -100.0% 188020

NO-E NO-E 0 0 0 #DIV/0! NO-E 0 #DIV/0! 0 0 #DIV/0! #DIV/0! NO-E 0#DIV/0! #DIV/0! #DIV/0! 0

ALLOWANCESCHILD ALLOWANCE = 1008FIRST LANGUAGE ALL. = NO CHANGE "x" box if language allowance to be updated regardless of 15% requirementsSECOND LANGUAGE ALL. = 654 1164 <<Enter amount of old language allowance, if no update

Spouse allowance 36Secondary dependent

Include EGS 8

Include EGS 9

Include NO-D

Include NO-E

Annex XII

CAPITAL CITY, Wonderland

General Service Category - Annual Salaries and Allowances( In Wonderland Dollar )*Effective 1 January 1998

Page 1S T E P S

Level I II III IV V VI VII VIII IX X XI**

1 (Gross) 12035 12770 13506 14242 14978 15714 16449 17185 17921 18657 19393(Gross Pens.) 11204 11889 12574 13259 13944 14629 15314 15999 16684 17369 18055

(Total Net) 9748 10344 10940 11536 12132 12728 13324 13920 14516 15112 15708(Net Pens.) 9075 9630 10185 10740 11295 11850 12405 12960 13514 14069 14624

(NPC) 673 714 755 796 837 878 919 960 1002 1043 1084

2 15284 16219 17153 18088 19022 19957 20891 21826 22760 23695 2463014229 15099 15970 16840 17710 18580 19450 20320 21190 22060 2293012380 13137 13894 14651 15408 16165 16922 17679 18436 19193 1995011526 12231 12935 13640 14345 15050 15754 16459 17164 17869 18573

854 906 959 1011 1063 1115 1168 1220 1272 1324 1377

3 19568 20763 21958 23153 24348 25543 26738 27933 29128 30323 3151918218 19330 20443 21556 22668 23781 24893 26006 27119 28231 2934415850 16818 17786 18754 19722 20690 21658 22626 23594 24562 2553014756 15658 16559 17460 18361 19262 20164 21065 21966 22867 237681094 1160 1227 1294 1361 1428 1494 1561 1628 1695 1762

4 25042 26573 28104 29635 31165 32696 34227 35758 37289 38820 4035123314 24739 26165 27590 29015 30440 31865 33291 34716 36141 3756620284 21524 22764 24004 25244 26484 27724 28964 30204 31444 3268418884 20039 21193 22348 23502 24657 25811 26965 28120 29274 304291400 1485 1571 1656 1742 1827 1913 1999 2084 2170 2255

5 32307 34281 36256 38230 40204 42178 44152 46194 48270 50347 5242430078 31916 33754 35592 37430 39268 41105 42943 44781 46619 4845726169 27768 29367 30966 32565 34164 35763 37362 38961 40560 4215924363 25852 27341 28829 30318 31807 33295 34784 36273 37761 392501806 1916 2026 2137 2247 2357 2468 2578 2688 2799 2909

6 41675 44222 46870 49550 52229 54908 57587 60266 62946 65625 6830438800 41171 43542 45913 48284 50656 53027 55398 57769 60140 6251133757 35820 37883 39946 42009 44072 46135 48198 50261 52324 5438731428 33348 35269 37190 39110 41031 42952 44872 46793 48714 506342329 2472 2614 2756 2899 3041 3183 3326 3468 3610 3753

7 54663 58146 61629 65112 68595 72078 75561 79044 82528 86011 8949450438 53521 56604 59686 62769 65852 69001 72244 75486 78729 8197243883 46565 49247 51929 54611 57293 59975 62657 65339 68021 7070340855 43352 45849 48346 50843 53340 55837 58334 60831 63328 658243028 3213 3398 3583 3768 3953 4138 4323 4508 4693 4879

Annex XII


General Service Category - Annual Salaries and Allowances( In Wonderland Dollar )*Effective 1 January 1998

Page 2S T E P S

Extended General ServiceI II III IV V VI VII VIII IX X XI**

8 (Gross) 63157 67160 71163 75165 79168 83170 87173 91238 95403 99568 103732(Gross Pens.) 53910 57205 60500 63795 67090 70527 73994 77460 80926 84392 87859


(NPC) 6757 7170 7583 7996 8409 8822 9235 9648 10061 10474 10887

ALLOWANCES: Child Allowance 1008 per annum 1st Language allowance 1164 per annumSpouse Allowance 36 per annum 2nd Language allowance 582 per annum

Secondary Dependent All. per annumTransportation Charges:

Note: The scale is based on a Common Work Week of 40.0 hours

Footnotes * Staff assessment is calculated on the basis of the 36-month average exchange rate of 2.24 Wonderland Dollar to US$ 1.00.The official UN exchange rate for a given month will continue to be used for operational and Pension Fund purposes

** Long-service step:The qualifying criteria for in-grade increases to the long-service step are as follows:(a) The staff member should have had at least 20 years of service within the United Nations Common System and five years of service at the top regular step of the current grade.(b) The staff member's service should have been satisfactory.

Gross: Gross salaries have been derived through the application of staff assessment to Total Net salaries. Gross salaries are established forpurposes of separation payments and as the basis for calculating tax reimbursements whenever UN salaries are taxed.

Gross Pens.: Gross Pensionable salaries have been derived through application of staff assessment to Net Pensionable salaries.Gross Pensionable is the basis for determining Pension Fund contributions underArticle 25 of UNJSPF Regulations and for determining Pension benefits.

Net Pens.: Net Pensionable is that part of net salary which is used to derive to the Gross Pensionable Salary.Net Pensionable salary is the Total Net salary less the Non-pensionable component, i.e. 93.1 percent of Total Net for GS1 - 7 and 86.6 percent of Total Net for EGS 8

NPC: Non-Pensionable Component is that part of net salary excluded from application of staff assessment in determination of theGross Pensionable Salary. The Non-Pensionable Component has been established at 6.9 percent for GS1 - 7and 13.4 percent for EGS 8

Revision 58For further information please refer to Circular ST/IC/1994/17 November, 1998

Annex XII


National Officer Category - Annual Salaries and Allowances( In Wonderland Dollar )*Effective 1 January 1998

S T E P S


NO-A (Gross) 63157 67160 71163 75165 79168 83170 87173 91238 95403 99568 103732(Gross Pens.) 53910 57205 60500 63795 67090 70527 73994 77460 80926 84392 87859


(NPC) 6757 7170 7583 7996 8409 8822 9235 9648 10061 10474 10887

NO-B 86735 92281 97945 103608 109272 114935 120599 126262 131926 137816 14389073615 78328 83042 87755 92469 97182 101896 106609 111323 116036 12075068579 72770 76961 81152 85343 89534 93725 97916 102107 106298 11048959389 63019 66648 70278 73907 77536 81166 84795 88425 92054 956839190 9751 10313 10874 11436 11998 12559 13121 13682 14244 14806

NO-C 118127 125716 133305 141361 149500 157639 165778 173917 182057 190196 19833599839 106155 112471 118787 125103 131420 137834 144407 150979 157551 16412391896 97512 103128 108744 114360 119976 125592 131208 136824 142440 14805679582 84445 89309 94172 99036 103899 108763 113626 118490 123353 12821612314 13067 13819 14572 15324 16077 16829 17582 18334 19087 19840

NO-D 159562 170306 181049 191793 202536 213280 224023 234767 245510 256254 266997132912 141490 150165 158841 167516 176191 184866 193542 202217 211467 220771121303 128716 136129 143542 150955 158368 165781 173194 180607 188020 195433105048 111468 117888 124307 130727 137147 143566 149986 156406 162825 16924516255 17248 18241 19235 20228 21221 22215 23208 24201 25195 26188

Footnotes * Staff assessment is calculated on the basis of the 36-month average exchange rate of 2.24 Wonderland Dollar to US$ 1.00.The official UN exchange rate for a given month will continue to be used for operational and Pension Fund purposes.

** Long-service step:The qualifying criteria for in-grade increases to the long-service step are as follows:(a) The staff member should have had at least 20 years of service within the United Nations Common System and five years of service at the top regular step of the current grade.(b) The staff member's service should have been satisfactory.

Gross: Gross salaries have been derived through the application of staff assessment to Total Net salaries. Gross salaries are established forpurposes of separation payments and as the basis for calculating tax reimbursements whenever UN salaries are taxed.

Gross Pens.: Gross Pensionable salaries have been derived through application of staff assessment to Net Pensionable salaries.Gross Pensionable is the basis for determining Pension Fund contributions underArticle 25 of UNJSPF Regulations and for determining Pension benefits.

Net Pens.: Net Pensionable is that part of net salary which is used to derive to the Gross Pensionable Salary.Net Pensionable salary is Total Net salary less the Non-pensionable component, i.e. 86.6 percent.

NPC: Non-Pensionable Component is that part of net salary excluded from application of staff assessment in determination of the Revision 17Gross Pensionable Salary. The Non-Pensionable Component has been established at 13.4 percent of net salary November, 1998

For further information please refer to Circular ST/IC/1994/17

Annex XII

CAPITAL CITY, WonderlandFOR UNDP INTERNAL OPERATIONAL/PAYROLL USE ONLY

General Service Category - Monthly Pensionable Gross and Total Net Salaries ( In Wonderland Dollar )*Effective 1 January 1998

S T E P S


1 Gross 933.67 990.75 1047.83 1104.92 1162.00 1219.08 1276.17 1333.25 1390.33 1447.42 1504.58

Net 812.33 862.00 911.67 961.33 1011.00 1060.67 1110.33 1160.00 1209.67 1259.33 1309.00

2 1185.75 1258.25 1330.83 1403.33 1475.83 1548.33 1620.83 1693.33 1765.83 1838.33 1910.83

1031.67 1094.75 1157.83 1220.92 1284.00 1347.08 1410.17 1473.25 1536.33 1599.42 1662.50

3 1518.17 1610.83 1703.58 1796.33 1889.00 1981.75 2074.42 2167.17 2259.92 2352.58 2445.33

1320.83 1401.50 1482.17 1562.83 1643.50 1724.17 1804.83 1885.50 1966.17 2046.83 2127.50

4 1942.83 2061.58 2180.42 2299.17 2417.92 2536.67 2655.42 2774.25 2893.00 3011.75 3130.50

1690.33 1793.67 1897.00 2000.33 2103.67 2207.00 2310.33 2413.67 2517.00 2620.33 2723.67

5 2506.50 2659.67 2812.83 2966.00 3119.17 3272.33 3425.42 3578.58 3731.75 3884.92 4038.08

2180.75 2314.00 2447.25 2580.50 2713.75 2847.00 2980.25 3113.50 3246.75 3380.00 3513.25

6 3233.33 3430.92 3628.50 3826.08 4023.67 4221.33 4418.92 4616.50 4814.08 5011.67 5209.25

2813.08 2985.00 3156.92 3328.83 3500.75 3672.67 3844.58 4016.50 4188.42 4360.33 4532.25

7 4203.17 4460.08 4717.00 4973.83 5230.75 5487.67 5750.08 6020.33 6290.50 6560.75 6831.00

3656.92 3880.42 4103.92 4327.42 4550.92 4774.42 4997.92 5221.42 5444.92 5668.42 5891.92

Extended General Service8 4492.50 4767.08 5041.67 5316.25 5590.83 5877.25 6166.17 6455.00 6743.83 7032.67 7321.58

4202.00 4458.83 4715.67 4972.50 5229.33 5486.17 5743.00 5999.83 6256.67 6513.50 6770.33

ALLOWANCES: Child Allowance 84 per month 1st Language allowance 97 per monthSpouse Allowance 3 per month 2nd Language allowance 48.5 per month

Secondary Dependent All. per month

N.B. This monthly scale has been prepared for UNDP internal operational/payroll purposes only. For information regarding 36-month exchange rates,Non-Pensionable Component and Longservice/longevity steps, please refer to the Official Annual Salary Scale. Revision 58

November, 1998

Annex XII

CAPITAL CITY, WonderlandFOR UNDP INTERNAL OPERATIONAL/PAYROLL USE ONLY

National Officer Category - Monthly Pensionable Gross and Total Net Salaries ( In Wonderland Dollar )*Effective 1 January 1998

S T E P S


NO-A Gross 4492.50 4767.08 5041.67 5316.25 5590.83 5877.25 6166.17 6455.00 6743.83 7032.67 7321.58Net 4202.00 4458.83 4715.67 4972.50 5229.33 5486.17 5743.00 5999.83 6256.67 6513.50 6770.33

NO-B 6134.58 6527.33 6920.17 7312.92 7705.75 8098.50 8491.33 8884.08 9276.92 9669.67 10062.505714.92 6064.17 6413.42 6762.67 7111.92 7461.17 7810.42 8159.67 8508.92 8858.17 9207.42

NO-C 8319.92 8846.25 9372.58 9898.92 10425.25 10951.67 11486.17 12033.92 12581.58 13129.25 13676.927658.00 8126.00 8594.00 9062.00 9530.00 9998.00 10466.00 10934.00 11402.00 11870.00 12338.00

NO-D 11076.00 11790.83 12513.75 13236.75 13959.67 14682.58 15405.50 16128.50 16851.42 17622.25 18397.5810108.58 10726.33 11344.08 11961.83 12579.58 13197.33 13815.08 14432.83 15050.58 15668.33 16286.08

ALLOWANCES: Child Allowance 84 per monthSpouse Allowance 3 per month

Secondary Dependent All. per month

N.B. This monthly scale has been prepared for UNDP internal operational/payroll purposes only. For information regarding 36-month exchange rates,Non-Pensionable Component and Longservice/longevity steps, please refer to the Official Annual Salary Scale.

Revision 17November, 1998

Annex XIII


Compensation and Classification Section, Office of Human ResourcesOne United Nations Plaza • New York, NY 10017 • Telephone: (212) 906 - 5264 • Fax: (212) 906-5190

Visit our website: http://www.undp.org/undp/ohr/ccs

Employer ReportCountry: UtopiaReference Month: November 1997

Inside this Report:

How the United Nations conducts salary surveys: Section A

General information collected about your organization: Section B

Salary scale of your organization: Section C

Allowances and benefits: Section D

Tables of taxable/non-taxable benefits: Section E

Cross-occupational relationships in youorganizational structure: Section F

How we used your data to compare with UN jobs: Section G

Sectoral local labour market profile: Section H, I

Revised United Nations Salary Scale: Section J

List of participating organizations: Section K

Annex XIII

HOW THE UNITED NATIONS CONDUCTS LOCAL SALARY SURVEYS

We appreciate the time EMBASSY OF UNITED STATES (in this survey referred to as employer C1) spent with our United Nations compensation specialists during our salary survey in Wonderland undertaken in January 1998. Please be assured that your salary data remains confidential.

The United Nations conducts a major (comprehensive) salary survey approximately every four years in 140 countries. A United Nations compensation specialist leads the salary survey process.

The United Nations normally selects ten to twelve employers believed to be among the most competitive in the locality forinterviewing and analysis as potential comparators.

We review salaries and other conditions of service offered by comparator employers based primarily on job matches with15 typical non-professional support positions determined to be broadly representative of the general labour, secretarial,financial and administrative support work. In addition, compensation data is gathered for four levels of professional(executive) work (entry, full, senior and managerial).

We prepare a listing of salaries at the hiring minimum and the maximum attainable levels for each employer for each of thesurveyed jobs. Where a United Nations job was not found to be comparable to one of the jobs of a surveyed employer,no salary figure is shown.

In our internal calculations we express salaries in net (after-tax) terms. Since UN salaries are not subject to taxation, thesalary scales are established by comparison to the net value of outside employers' salaries, after deduction of applicableincome taxes. We are reporting salaries in gross terms (pre-tax) in the attached tables, however, in order to improve ourfeed-back to the organizations participating in the UN salary survey.

The United Nations salaries are all inclusive. Separate allowances and benefits offered by employers are reflected in oursalary packages where comparable United Nations do not exist. Where comparable United Nations benefits do exist, we do notquantify the corresponding benefit in the comparator employer. For example, we do not quantify comparator medical, pensionand annual leave benefits - the United Nations has its own international schemes for these benefits.

We develop the official United Nations salary scale for a duty station resulting from a selection of the best employers.

HOW WE USED YOUR DATA

Attached please find the "How we used your data" sheets which contain job matching information for the foursupport groups for non-professional work and four levels of professional posts.

Annex XIII

Section B 1

EMPLOYER: EMBASSY OF UNITED STATES CODE: C1

Economic sector: Public Admin. Established in the Country since: 1920

Number of Staff:

Exempt:Non-exempt:

Production Workers:Expatriates: 141 Staff total 862

SALARY SCALE RELATED ISSUES

A Formal Salary Scale exists. A copy of the Salary Scale has been provided.

Scale Effective Dates: SALARY SCALE BASED ON:

Normal periodicity between salary revisions: (months) 12

Current: 04-Aug-96Previous: 01-May-94

Next Revision: 01-Aug-97

TAXATION RELATED ISSUES

LEAVE POLICY ISSUES

Minimum MaximumNumber of days of annual leave 15 21

Full Pay Partial PayNumber of days of certified sick leave 3months 9 months

MEDICAL INSURANCE POLICY

COVERAGE:

REIMBURSEMENT: Percent CeilingHOSPITALISATION:

OUTPATIENT:PRESCRIPTIONS:

CONTRIBUTION: Percent

Salary Survey

Collective agreement/Bargaining

Salary Survey Covering

Multi- Same Sector

Cost of Living adjustents conducted

Staff taxed at source

Staff personally responsible for taxes

Staff legally exempt from taxes

Gross - Net figures

Salary scale is recorded Gross before tax

Salary scale is recorded NET AFTER TAX

Staff-Member Immediate Family Extended Family

Staff member contributes to insurance


Annex XIII

Section B 2RETIREMENT POLICY

RETIREMENT AT:

55 Age at normal retirement15 Years of service

Annuity formula

Staff Member contributionCompany contribution (%)

Mo per year of service1 months/First 10 YoS2 months/next 5 YoS3 months/next 5 YoS4 months/next 5 YoS5 months/next YoS

LIFE INSURANCE POLICY

COVERAGE:

Months

DEPENDENCY BENEFITS

COVERAGE:per child Max no. chld

CHILD Allowance: /Year

Education Assistance: /Year

Other: /Year

SPOUSE Allowance: /Year

Leave/Travel Allowance: /Year

Other: /Year

SECONDARY DEP. Allowance: /Year

Other: /Year

FUNERAL ALLOWANCE

COVERING:

407 Cash Benefit

In Kind Benefit

According to Labour code

Pension

Provident Fund

COL adj.

Staff-Member

Staff Member

Spouse

Children

Extended family

Annex XIII

EMPLOYER: C1

Section C 1

SALARY SCALE (BASE) SALARY SCALE (SECONDARY)

Workweek selected

40Currency selected

LocalWorkweek selected

40Currency selected

Local

GRADE MIN MID MAX GRADE MIN MID MAXFSN 12 43447 70288 FSN 12FSN 11 30816 50144 FSN 11FSN 10 22713 37094 FSN 10FSN 9 19652 32219 FSN 9FSN 8 16815 27387 FSN 8FSN 7 11831 19442 FSN 7FSN 6 8915 14644 FSN 6FSN 5 7211 11929 FSN 5FSN 4 5677 9474 FSN 4FSN 3 5018 8424 FSN 3FSN 2 2833 4938 FSN 2FSN 1 1786 3265 FSN 1

FSN 5(+hr) FSN 5(+hr)FSN 4(+hr) 6812.8 11369 FSN 4(+hr)FSN 3(+hr) 6002 10108 FSN 3(+hr)

Exchangerate applied: Ex-rate: Exchangerate applied: Ex-rate:Effective: Aug-96 1 Effective: Aug-96 1

2.33

Annual Monthly

Select Workweek Select Currency

Weekly

Select Currency

Annual Monthly Weekly

Tax NoTax


OHR

Annex XIII

SALARY SCALE (taxable benefits) Section C 2

EMPLOYER: C1In section below enter those taxable benefits

that are scale related only, avoid %; mo's. etc.

SUM TAXABLE

Local Local Local Local YEARLY IN0 0 0 0 LOCAL CURRENCY

GRADE MIN MAX MIN MAX MIN MAX MIN MAX MIN MAXFSN 12FSN 11FSN 10FSN 9FSN 8FSN 7FSN 6FSN 5FSN 4FSN 3FSN 2FSN 1

FSN 5(+hr)FSN 4(+hr)FSN 3(+hr)


/Yr

/Mo

/Yr/Mo

/Yr/Mo

/Yr/Mo

13/Yr 13/Yr 13/Yr 13/yr

Annex XIII

SALARY SCALE (non-tax benefits) Section C 3

EMPLOYER: C1In section below enter those non-taxable

benefits that are scale related only, avoid %;

SUM NON-TAXABLE

Local Local Local Local YEARLY INFringe Benefits Extra Bonus Transport All. 0 LOCAL CURRENCY

GRADE MIN MAX MIN MAX MIN MAX MIN MAX MIN MAXFSN 12 9529.6 14253.6 3620.5 5857.3 2388 2388 15538.1 22498.9FSN 11 7307 10708 2568 4178.6 2388 2388 12262.6 17275FSN 10 5636 8167 1892.7 3091.1 1758.1 1758.1 9286.3 13015.7FSN 9 5097 7309 1637.7 2684.9 1758.1 1758.1 8492.6 11751.5FSN 8 4025 5886 1401.2 2282.2 1164.7 1164.7 6591.3 9333FSN 7 3148 4488 985.9 1620.1 1164.7 1164.7 5298.8 7272.6FSN 6 2358 3366 742.9 1220.3 815.4 815.4 3916.3 5402FSN 5 2058 2888.5 600.8 994 815.4 815.4 3474.2 4697.9FSN 4 1788.2 2456.4 473.1 789.4 815.4 815.4 3076.7 4061.2FSN 3 1672.2 2271.5 418.1 701.9 588.9 588.9 2679.2 3562.3FSN 2 1287.5 1658.1 236 411.5 588.9 588.9 2112.4 2658.5FSN 1 1103.3 1363.6 148.8 272 377 377 1629.1 2012.6

FSN 5(+hr)FSN 4(+hr) 1988 2789.8 567.7 947.3 815.4 815.4 3371.1 4552.5FSN 3(+hr) 1848.8 2568 501.8 842.3 588.9 588.9 2939.5 3999.2


/Yr/Mo

/Yr/Mo

/Yr/Mo

/Yr/Mo

13/Yr 13/Yr 13/Yr 13/Yr

Annex XIII

JOB MATCH

SELECTION

EMPLOYER C1

Empl grade UN UN

Employer Job TitleEmpl grade at min

at max (if appl.)

No. of Staff

Match (1st)

Match (2nd)

Job WW if diff.

NON-CLERICALDriver FSN 3(+hr) 90 2 Sr. Driver FSN 4(+hr)

SECRETARIESSecretary Division Head FSN 7 17 8Secretary to Unit Head FSN 6 8 5Clerk typist FSN 4 7 4

FINANCE & ACCTEmpl. grade at min



Chief Accountant FSN 12 1 18Accountant FSN 11 3 17Accountant FSN 10 2 16Budget Analyst FSN 9 3 15Voucher Examiner FSN 8 10 13Accounting Technician FSN 7 15 10Accounting Clerk FSN 6 12 7

HUMAN RESOURCESPersonnel Specialist FSN 11 1 17Personnel Specialist FSN 10 1 16Classifier FSN 9 1 14Personnel Assistant FSN 8 2Personnel Assistant FSN 7 4 9Personnel Clerk FSN 6 1 6

GENERAL ADMINEmpl. grade at min



Administrative Assitant Mgr FSN 11 1 17Sr. Contract Supervisor FSN 10 1 16Supply Supervisor FSN 9 3 12Procurement Assistant FSN 8 3

SALES & MARKETING

OTHERDevelopment Program OfficerFSN 12 7 18Development Program SpecialistFSN 11 25 17Development Program Spec. FSN 10 20 16


Annex XIII

T A X A B L E B E N E F I T S, Section E

Amounts in Local currency Ben 1 Ben 2 Ben 3 Ben 4

MinAnnual


SalaryTAXABLE ADD-ON

Total Taxable


FSN 12 min 43447max 70288

FSN 11 min 30816max 50144

FSN 10 min 22713max 37094

FSN 9 min 19652max 32219

FSN 8 min 16815max 27387

FSN 7 min 11831max 19442

FSN 6 min 8915max 14644

FSN 5 min 7211max 11929





FSN 5(+hr) minmax

FSN 4(+hr) min 6813max 11369

FSN 3(+hr) min 6002max 10108

Denominated in: Local LocalExchage rate: 1 1 #N/A #N/A #N/A #N/AEffective date of rate: Aug-96 2.33


Annex XIII

N O N - T A X A B L E B E N E F I T S, Section E

Amounts in Local currency Ben 1 Ben 2 Ben 3 Ben 4 Ben 5

MinAnnual


SalaryNON-TAX ADD-ON

Total Non-Taxable


FSN 12 min 43447 15538 15538max 70288 22499 22499

FSN 11 min 30816 12263 12263max 50144 17275 17275

FSN 10 min 22713 9286 9286max 37094 13016 13016

FSN 9 min 19652 8493 8493max 32219 11752 11752

FSN 8 min 16815 6591 6591max 27387 9333 9333

FSN 7 min 11831 5299 5299max 19442 7273 7273

FSN 6 min 8915 3916 3916max 14644 5402 5402

FSN 5 min 7211 3474 3474max 11929 4698 4698

FSN 4 min 5677 3077 3077max 9474 4061 4061

FSN 3 min 5018 2679 2679max 8424 3562 3562

FSN 2 min 2833 2112 2112max 4938 2659 2659

FSN 1 min 1786 1629 1629max 3265 2013 2013

FSN 5(+hr) minmax

FSN 4(+hr) min 6813 3371 3371max 11369 4553 4553

FSN 3(+hr) min 6002 2940 2940max 10108 3999 3999

Denominated in: Local LocalExchage rate: 1 1 #N/A #N/A #N/A #N/A #N/AEffective date of rate: Aug-96 2.33


Annex XIII

OCCUPATIONAL STREAMSCROSS-OCCUPATIONAL RELATIONS

EMPLOYER: C1 - Section F

ANNUAL SALARY SCALE Secretarial Finance Human Resources Gen Adm Sales & Marketing OtherGrade Min Max Title Title Title Title Title Title

FSN 12 43447 70288 Chief Accountant Development Program Officer

FSN 11 30816 50144 Accountant Personnel Specialist Administrative Assitant Mgr Development Program Specialist

FSN 10 22713 37094 Accountant Personnel Specialist Sr. Contract Supervisor Development Program Spec.

FSN 9 19652 32219 Budget Analyst Classifier Supply Supervisor

FSN 8 16815 27387 Voucher Examiner Personnel Assistant Procurement Assistant

FSN 7 11831 19442 Secretary Division Head Accounting Technician Personnel Assistant

FSN 6 8915.1 14644 Secretary to Unit Head Accounting Clerk Personnel Clerk

FSN 5 7210.7 11929

FSN 4 5677.3 9473.8 Clerk typist

FSN 3 5018.3 8423.7

FSN 2 2832.8 4938.3

FSN 1 1786.3 3264.8

FSN 5(+hr)

FSN 4(+hr)6812.8 11369 Sr. Driver

FSN 3(+hr) 6002 10108 Driver

0

0

0

0

0

Employer Report Form Compensation & Classification Section, OHR

Annex XIII

HOW WE USED YOUR DATA

We asked EMBASSY OF UNITED STATES about the compensation plans related to general labour, secretarial, financial and administrative non-professionalsupport occupations. We also asked job matching information regarding professional posts at the entry, full, senior and managerial levels.This is how we matched United Nations jobs to EMBASSY OF UNITED STATES jobs:

Salaries and related benefits have been adjusted to a Workweekequal to the UN Office, in this case 40.0 hours

EMBASSY OF UNITED STATESUN UN Annual Taxable Taxable Non-tax. TOTAL GROSS

Grade Title UN function Grade Base Sal. Benefits GROSS Benefits SALARY General Labour

GS-1 Messenger Internal sorting/delivery of documents Min Max

GS-2 Driver Driving of passenger vehicles FSN 3(+hr) Min 6002 0 6002 2940 8942 Max 10108 0 10108 3999 14107

GS-3 Sr. Driver Driving of CEO/high-ranking officials Min Max

SecretarialGS-3 Jr. Clerk Typing, filing, photocopying, reception, FSN 4 Min 5677 0 5677 3077 8754

maintaining manuals Max 9474 0 9474 4061 13535GS-4 Secretary Text processing, administrative support to FSN 6 Min 8915 0 8915 3916 12831

supervisor, proofreads, drafts correspondence Max 14644 0 14644 5402 20046on routine matters, files

GS-5 Sr. Secretary Support to supervisor requiring discretion, FSN 7 Min 11831 0 11831 5299 17130arranges high-level meetings, travel, Max 19442 0 19442 7273 26715text processing, BF system, clearscorrespondence for signature by supervisor,searhes for information, draftscorrespondence/summaries, confidential files

GS-6 Secretary to Support to supervisor, arrange high-level MinOffice Head meetings, briefing materials for supervisor, Max

protocol matters, BF system,researches/summarizes basic information,coordinates secretarial service in office, draftscorrespondence, text processing, travelarrangements.

Annex XIII

HOW WE USED YOUR DATA (cont. 2 of 3) Section G 2

EMBASSY OF UNITED STATES UN UN Annual Taxable Taxable Non-tax. TOTAL GROSS

Grade Title UN function Grade Base Sal. Benefits GROSS Benefits SALARYFinancial

GS-4 Finance Records receipts/disbursements, reconciling FSN 6 Min 8915 0 8915 3916 12831clerk data for reports, verifies account status with Max 14644 0 14644 5402 20046

banks, compiles and verifies budget data,researches files, calculates costs, setimatingexpenditures, disburses from petty cash,assists staff with banking matters

GS-5 Sr. Finance Financial records for projects, codes and FSN 7 Min 11831 0 11831 5299 17130clerk records, assures accuracy of calculations, Max 19442 0 19442 7273 26715

cost estimates and budget projections,correspondence, contacts with banks, briefsstaff

GS-6 Finance Financial records and monitoring systems to FSN 8 Min 16815 0 16815 6591 23406Assistant record and reconcile, provides data for a wide Max 27387 0 27387 9333 36720

variety of documents, advises staff on financialmatters, initiates correspondence, liason withbanks, cost estimates and budget projections.

GS-7 Sr. Finance Supervises payments and records FSN 9 Min 19652 0 19652 8493 28145Assistant maintenance, guides staff on reconciliation of Max 32219 0 32219 11752

accounts and computation of payments andbalances, financial data for budget statements,reconciliation of cash books; liaison with bankson procedural information, assists seniorofficers on accounts maintenance, supervises.

AdministrativeGS-4 Admin. Searches for data and information, processing FSN 6 Min 8915 0 8915 3916 12831

clerk requests for information, drafts routine Max 14644 0 14644 5402 20046correspondence, classifies and codesmaterials, travel/hotle/shipment arrangements,records/files.

GS-5 Sr. Admin. Carries out processes/procedures to support FSN 7 Min 11831 0 11831 5299 17130clerk provision of services in human resources or Max 19442 0 19442 7273 26715

procurement. Advises staff on entitlements orprocedures.

GS-6 Admin. Provides specialized services in human FSN 9 Min 19652 0 19652 8493 28145Assistant resources related to recruitment, benefits Max 32219 0 32219 11752 43971

administration and compensation. Advisesmanagement on application of humanresource regulations.

GS-7 Sr. Admin. Supervises provision of administrative services FSN 9 Min 19652 0 19652 8493 28145Assistant related to maintenance, security, transport, Max 32219 0 32219 11752 43971

procurement and supplies. Trains and guidesstaff. Organizes services provided by externalcontractors. Advises management onorganization of administrative processes.

Annex XIII

HOW WE USED YOUR DATA (cont. 3 of 3) Section G 3

EMBASSY OF UNITED STATESUN UN Annual Taxable Taxable Non-tax. TOTAL GROSS

Grade Title UN function Grade Base Sal. Benefits GROSS Benefits SALARYProfessional

NO-A Entry Basic analytical tasks in support of project FSN 10 Min 22713 0 22713 9286 31999Level management. Compiles and researches Max 37094 0 37094 13016 50110Executive background information. Summarizes data

and assesses trends. Works closely withsenior level executive.

NO-B Full Develops proposals and manages projects FSN 11 Min 30816 0 30816 12263 43079Working independently. Provides professional advice Max 50144 0 50144 17275 67419Level within a defined subject or programme area.Executive Recommends programme initiatives and

priorities. Assesses effectiveness ofprogramme systems and procedures.

NO-C Senior Guides programme development across FSN 12 Min 43447 0 43447 15538 58985Executive related project areas. Assesses project Max 70288 0 70288 22499 92787

effectiveness and recommends new initiatives.Advises management on systems andprocedures.

NO-D Managerial Supervises project teams and ensures Mineffective integration of project activities with Maxoverall programme objectives. Securescooperation and support from externalpartners and clients. Advises seniormanagement on programme objectives.Recommends new programme modalities and concepts.

Annex XIII

L O C A L L A B O U R M A R K E T P R O F I L E - G R O S S S A L A R I E S I N WONDERLAND DOLLAR

WONDERLAND SALARY SURVEY REFERENCE DATE: JANUARY 1998.ALL EMPLOYERS TOTAL GROSS SALARIES

Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl.UN Grade UN Title Job A B C D E F G H I J K L M N O P Q R S T HIGH LOW MEANGeneral Labour

GS-1 Messenger 1 Min 5144 14942 8320 7272 4754 5964 8866 5004 3434 14942 3434 7078

Max 7749 24401 29514 18071 9747 13975 18466 15796 6560 29514 6560 16031

GS-2 Driver 2 Min 8722 8942 11693 11636 8854 12868 10364 12130 8595 5073 8866 6568 12868 5073 9526

Max 13111 14107 18107 35640 22376 18338 15304 18458 13538 10716 16866 23129 35640 10716 18307

GS-3 Sr. Driver 3 Min 9461 14900 14942 11080 10026 7940 14942 7940 11392

Max 14607 18107 24401 23439 14963 23129 24401 14607 19774

SecretarialGS-3 Jr. Clerk 4 Min 11549 8754 14130 14989 14702 17749 14425 9486 13721 7940 17749 7940 12744

Max 20271 13535 24395 28696 29510 26997 22109 23956 33622 25601 33622 13535 24869

GS-4 Secretary 5 Min 20271 13431 12831 16420 17093 19089 13663 14511 20091 15543 16060 18095 11295 21406 21666 14083 13423 21666 11295 16410

Max 34308 20680 20046 63729 32830 37624 29120 30909 43901 27170 25398 26626 29383 53234 48866 36237 19614 63729 19614 34098

GS-5 Sr. Secretary 8 Min 34308 17130 26036 29657 18742 22840 28737 18901 25407 32116 33150 23003 25843 23900 13610 29091 48866 18054 19736 48866 13610 25744

Max 44213 26715 38354 71192 63729 43884 55475 42812 45395 51017 60446 36371 44028 35336 45010 72954 ##### 41979 29069 120866 26715 50992

GS-6 Secretary to 11 Min 49577 44422 26083 29984 87049 29348 36154 36756 45057 27858 47158 29287 16504 39676 ##### 20702 27987 120866 16504 42028

Office Head Max 63808 80977 73914 64925 137738 56121 67384 59626 72666 44700 77502 43433 65196 99996 ##### 63622 41437 200866 41437 77289

FinancialGS-4 Finance 7 Min 13431 12831 25322 13420 25251 13663 14511 28267 16862 23003 18956 11295 8791 7940 28267 7940 16682

clerk Max 20680 20046 43230 54114 53179 29120 30909 43901 34448 44700 33752 29383 21116 25601 54114 20046 34584

GS-5 Sr. Finance 10 Min 11549 17402 17130 38032 16420 25251 21870 29446 25407 32116 16862 33985 25843 24866 13610 11691 26466 14083 38032 11549 22335

clerk Max 20271 27169 26715 67516 54114 53179 41842 46806 45395 51017 34448 55120 44028 36785 45010 28366 32866 36237 67516 20271 41494

GS-6 Finance 13 Min 20271 23757 23406 35756 32890 36756 33150 40613 35012 29287 23233 15751 15778 11395 40613 11395 26932

Assistant Max 34308 37361 36720 56926 60646 59626 60446 66407 57371 43433 65196 31266 41979 28475 66407 28475 48583

GS-7 Sr. Finance 15 Min 34308 28145 55717 40934 44878 45057 47161 47158 31119 22566 20702 23152 55717 20702 36741

Assistant Max 44213 43971 102338 66667 72076 83478 77842 77502 88854 55916 63622 59676 102338 43971 69680

AdministrativeGS-4 Admin. 6 Min 13431 12831 14130 20991 13663 20091 23003 18956 19528 8791 6606 23003 6606 15638

clerk Max 20680 20046 24395 38589 29120 30913 36371 33752 28779 21116 14018 38589 14018 27071

GS-5 Sr. Admin. 9 Min 11549 17402 17130 16420 24790 23317 32116 18381 33985 25843 24866 26466 14083 11395 33985 11395 21267

clerk Max 20271 27169 26715 54114 48172 60646 51017 30346 55120 44028 36785 32866 33409 28475 60646 20271 39224

GS-6 Admin. 12 Min 20271 28145 21709 30197 29446 39418 36756 32708 40613 35012 29287 16504 26466 18054 40141 40613 16504 29648

Assistant Max 34308 43971 63729 55265 46806 74123 59626 53557 66407 57371 43433 65196 32866 41979 59676 74123 32866 53221

GS-7 Sr. Admin. 14 Min 34308 27966 28145 55717 41546 35756 39418 44878 47158 31161 31119 66216 20702 23152 66216 20702 37660

Assistant Max 44213 43990 43971 102338 67000 56926 74123 72076 77502 46241 88854 ##### 63622 59676 130216 43971 69339

ProfessionalNO-A Entry 16 Min 49577 31877 31999 80451 28609 46088 47836 52415 39418 51568 58634 55750 47158 37276 43919 22566 28970 80451 22566 44360

level Max 63808 50367 50110 138710 105816 66667 84043 83660 86458 84457 95920 93254 77502 55402 ##### 55916 78708 138710 50110 81481

NO-B Full 17 Min 64943 42656 43079 42937 100007 69847 68995 87049 62733 76673 60499 89245 55750 60913 56498 53568 41851 66216 54676 100007 41851 63060

Max 75163 67078 67419 61906 172989 205829 106598 137738 100243 128392 100268 110905 93254 100684 84236 ##### ##### ##### ##### 205829 61906 110468

NO-C Senior 18 Min 84537 58985 127547 123964 113531 110500 90219 87587 70313 102260 81349 79046 87542 68539 41851 66216 ##### 149784 41851 90810

Max 90577 92787 222389 388430 131640 188277 140110 154965 118386 127441 138765 130742 ##### ##### ##### ##### ##### 388430 90577 159374

NO-D Managerial 19 Min 161297 144609 180922 157980 102285 87771 117286 99261 ##### 85968 62366 ##### ##### 180922 62366 123821

Max 284764 367402 306922 224866 185909 204313 146542 170988 ##### ##### ##### ##### ##### 367402 146542 231060

Annex XIII

Section I

L O C A L L A B O U R M A R K E T P R O F I L E - G R O S S S A L A R I E S , I N U S D O L L A R

WONDERLAND SALARY SURVEY REFERENCE DATE: JANUARY 1998. ALL EMPLOYERS TOTAL GROSS SALARIES

Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl. Empl.UN Grade UN Title Job A B C D E F G H I J K L M N O P Q R S T HIGHESTLOWESTMEANGeneral Labour

GS-1 Messenger 1 Min 2208 6413 3571 3121 2040 2559 3805 2147 1474 6413 1474 3038Max 3326 10473 12667 7756 4183 5998 7925 6780 2816 12667 2816 6880

GS-2 Driver 2 Min 3744 3838 5018 4994 3800 5523 4448 5206 3689 2177 3805 2819 5523 2177 4088Max 5627 6055 7771 15296 9603 7870 6568 7922 5810 4599 7239 9926 15296 4599 7857

GS-3 Sr. Driver 3 Min 4061 6395 6413 4755 4303 3408 6413 3408 4889Max 6269 7771 10473 10060 6422 9926 10473 6269 8487

SecretarialGS-3 Jr. Clerk 4 Min 4957 3757 6064 6433 6310 7617 6191 4071 5889 3408 7617 3408 5470

Max 8700 5809 10470 12316 12665 11586 9489 10282 14430 10987 14430 5809 10673GS-4 Secretary 5 Min 8700 5764 5507 7047 7336 8192 5864 6228 8623 6671 6893 7766 4848 9187 9299 6044 5761 9299 4848 7043

Max 14724 8876 8603 27351 14090 16147 12498 13266 18841 11661 10900 11427 12611 22847 20973 15552 8418 27351 8418 14634GS-5 Sr. Secretary 8 Min 14724 7352 11174 12728 8044 9803 12334 8112 10904 13784 14227 9873 11091 10257 5841 12485 20973 7748 8470 20973 5841 11049

Max 18976 11466 16461 30555 27351 18834 23809 18374 19483 21896 25942 15610 18896 15166 19318 31311 51874 18017 12476 51874 11466 21885GS-6 Secretary to 11 Min 21278 19065 11194 12869 37360 12596 15517 15775 19338 11956 20240 12569 7083 17028 51874 8885 12011 51874 7083 18038

Office Head Max 27385 34754 31723 27865 59115 24086 28920 25591 31187 19185 33263 18641 27981 42917 86209 27305 17784 86209 17784 33171Financial

GS-4 Finance 7 Min 5764 5507 10868 5760 10837 5864 6228 12132 7237 9873 8136 4848 3773 3408 12132 3408 7159clerk Max 8876 8603 18554 23225 22824 12498 13266 18841 14785 19185 14486 12611 9063 10987 23225 8603 14843

GS-5 Sr. Finance 10 Min 4957 7469 7352 16323 7047 10837 9386 12638 10904 13784 7237 14586 11091 10672 5841 5018 11359 6044 16323 4957 9586clerk Max 8700 11661 11466 28977 23225 22824 17958 20089 19483 21896 14785 23657 18896 15788 19318 12174 14106 15552 28977 8700 17808

GS-6 Finance 13 Min 8700 10196 10045 15346 14116 15775 14227 17430 15027 12569 9971 6760 6772 4890 17430 4890 11559Assistant Max 14724 16035 15760 24432 26028 25591 25942 28501 24623 18641 27981 13419 18017 12221 28501 12221 20851

GS-7 Sr. Finance 15 Min 14724 12079 23913 17568 19261 19338 20241 20240 13356 9685 8885 9937 23913 8885 15769Assistant Max 18976 18872 43922 28612 30934 35827 33409 33263 38135 23998 27305 25612 43922 18872 29905

AdministrativeGS-4 Admin. 6 Min 5764 5507 6064 9009 5864 8623 9873 8136 8381 3773 2835 9873 2835 6712

clerk Max 8876 8603 10470 16562 12498 13268 15610 14486 12351 9063 6016 16562 6016 11618GS-5 Sr. Admin. 9 Min 4957 7469 7352 7047 10639 10007 13784 7889 14586 11091 10672 11359 6044 4890 14586 4890 9128

clerk Max 8700 11661 11466 23225 20675 26028 21896 13024 23657 18896 15788 14106 14339 12221 26028 8700 16834GS-6 Admin. 12 Min 8700 12079 9317 12960 12638 16918 15775 14038 17430 15027 12569 7083 11359 7748 17228 17430 7083 12725

Assistant Max 14724 18872 27351 23719 20089 31812 25591 22986 28501 24623 18641 27981 14106 18017 25612 31812 14106 22842GS-7 Sr. Admin. 14 Min 14724 12002 12079 23913 17831 15346 16918 19261 20240 13374 13356 28419 8885 9937 28419 8885 16163

Assistant Max 18976 18880 18872 43922 28755 24432 31812 30934 33263 19846 38135 55887 27305 25612 55887 18872 29759Professional

NO-A Entry 16 Min 21278 13681 13733 34528 12279 19780 20531 22496 16918 22132 25165 23927 20240 15998 18849 9685 12433 34528 9685 19038level Max 27385 21617 21506 59532 45415 28612 36070 35906 37106 36248 41167 40023 33263 23778 49093 23998 33780 59532 21506 34971

NO-B Full 17 Min 27872 18307 18489 18428 42921 29977 29612 37360 26924 32907 25965 38303 23927 26143 24248 22990 17962 28419 23466 42921 17962 27064Max 32259 28789 28935 26569 74244 88339 45750 59115 43023 55104 43034 47599 40023 43212 36153 59942 45157 55887 47683 88339 26569 47411

NO-C Senior 18 Min 36282 25315 54741 53204 48726 47425 38721 37591 30177 43888 34914 33925 37572 29416 17962 28419 64285 64285 17962 38974Max 38874 39823 95446 166708 56498 80806 60133 66509 50809 54696 59556 56113 55038 77235 45157 55887 ##### ##### 38874 68401

NO-D Managerial 19 Min 69226 62064 77649 67802 43899 37670 50337 42601 55765 36896 26767 55887 64285 77649 26767 53142Max 122216 157683 131726 96509 79789 87688 62893 73385 79053 ##### 64106 ##### ##### ##### 62893 99167

Annex XIII

Section J


SUMMARY TABLE OF EMPLOYERS' WORKWEEK AND BENEFITS

EMPLOYER A EMPLOYER B EMPLOYER C EMPLOYER D EMPLOYER E EMPLOYER F EMPLOYER G EMPLOYER HCurrent Current Current Current Current Current Current Current

A. EFFECTIVE DATE 01-Jan-91 04-Aug-96 04-Aug-96 01-Jan-96 01-Apr-96 01-Jan-97 01-Jan-97 01-Apr-95B. WORKWEEK 40 Hours 38 Hours 40 Hours 37.5 Hours 40 Hours 38 Hours 40 Hours 40 Hours

C. BENEFITS/ALLOWANCES * Indicates that the Benefit is not applicable to all staff 1. BONUS Bonus; 3 Mo. (T) 13th Month; 1 Mo. (T) Extra 148.8 - 5857.3 (NT) 13th Month; 1 Mo. (T) Lebaran; 1 Mo. (T) 15th Month; 3 Mo. (T) Lebaran; 2 Mo. (T) 15th Month; 3 Mo. (T) *

Vacation All.; 1 Mo. (T) X-mas Bonus; 1 Mo. (T) Performance; 7 Mo. (T) * 14th Month; 2 Mo. (T) *

Religion Bonus; 2 Mo. (T) Vacation ; 1 Mo. (T)

2. PROFIT SHARE

3. HOUSING

4.RECREATION CSA; 175 (NT) CSA; 622 $ (NT) annual outgoing; 645 (NT) Vacation Bonus; 1 Mo. (T) CSA; 440 (NT)

Club; 2133 - 4167 $ (NT) * Club; 1320 $ (NT) *

5. FOOD & BEVERAGES Beverages; 666 (NT) Beverages; 666 (NT) Beverages; 333 (NT) Beverages; 666 (NT) Beverages; 666 (NT)

Country Report


Annex XIII

6. TRANSPORTATION Transport All.; 1164 (T) Transport ; 377 - 2388 (NT) Transport All.; 600 (NT)

7. COMPANY PRODUCTS

8. OTHER COLA; 39 % (T) Fringe; 1103.3 - 14253.6 (NT) Medical All.; 1036 - 1416 (T) *

9.CAR 8918.75 - 12725 (NT) * 20000 - 26250 (NT) * 8750 - 13750 (NT) * 11055 - 15750 (NT) *

10.CAR MAINT etc. 2000 (NT) * 1500 - 2000 (NT) * 230 (NT) * 2990.4 (NT) *

11.HOUSE LOAN 228 - 3576 (NT) * 2019 - 29822 (NT) * 2167 - 4250 (NT) * 2189 - 66996 (NT) * 3250 - 32000 (NT) *

12.CAR LOAN 194 - 3041 (NT) *

13.OTHER LOANS 284 - 675 (NT) *

Manual for Salary Surveys in Non-Headquarters Duty Stations...LempirasLempiras · · Leones Leones...

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Transcript of Manual for Salary Surveys in Non-Headquarters Duty Stations...LempirasLempiras · · Leones Leones...