Nordic Consumer Sector Salary Survey 2015

Nordic Consumer Sector Salary Survey 2015

What are you worth?

Welcome to Nigel Wright Group’s Nordic Consumer sector Salary Survey 2015, which is specifi cally designed to provide you with an insight into the salaries commanded by professionals within this sector in the region. Nigel Wright Group has earned a strong reputation within the consumer sector across Europe for providing a high quality recruitment service that is built upon our industry knowledge. We consider it important to continue to bring you relevant, useful information that you can use, in an accessible format.

Introduction

This survey has been compiled from the responses of over 1,500 respondents who completed

our online questionnaire in the fi nal quarter of 2014/2015 as well as data from our own extensive

database of candidates.

The survey represents a cross-section of respondents with the following profi le:

• Location: Sweden (41%), Denmark (40%), Norway (19%);

• Consumer sub-sector: Food & Drink, Health & Beauty, Consumer Electronics, DIY, Fashion and

Apparel, Household Products, Luxury Goods, OTC pharmaceuticals, Leisure & Entertainment,

Media and publishing, Retail and E-commerce and Travel;

• Male 76%, female 24%;

• Average age 40;

• 83% of respondents are educated to degree level or above;

• 25% have been in their current position less than one year; 44% for between one and three

years, 20% for between three and fi ve years and 11% for more than fi ve years.

The fi rst three sections of the report focus on some general points of interest, such as levels of

satisfaction, respondents’ motivation to change jobs as well as attitudes towards skill shortages

and the qualities needed to succeed in the industry. This is followed by discipline-specifi c analyses

of salaries.

For further information or to discuss your recruitment requirements please

contact us on +45 7027 8601 and you will be directed to a consultant

specialising in your area. For more information on our services please visit

www.nigelwright.com.

04 Nordic Consumer Sector Salary Survey 2015

Contents

1. Non-monetary indicators 06

1.1 Weekly hours worked by country 06

1.2 Job satisfaction by job level 07

1.3 Job satisfaction by discipline 08

1.4 Job satisfaction by country 09

1.5 Factors infl uencing a change of roles 10

1.6 Factors infl uencing a change of roles by country 11

1.7 Methods used to search for a new role 12

1.8 Methods used to search for a new role by country 13

2. Salaries, benefi ts and bonuses 14

2.1 Average percentage of salary increase received and expected by level 15

2.2 Average percentage of salary increase received and expected by discipline 16

2.3 Average percentage of salary increase received and expected by country 17

2.4 Importance of benefi ts as part of a remuneration package 18

2.5 Importance of benefi ts as part of a remuneration package by gender 19

2.6 Importance of benefi ts as part of a remuneration package by country 20

2.7 Benefi ts and bonus entitlement by country 21

2.8 Comparison of bonus rates by country 22

3. Skills and attitudes 24

3.1 Skill shortages by country 25

3.2 Qualities needed to be successful by country 26

4. Analysis of salaries in relation to discipline 27

4.1 Executive 28

4.2 Marketing 29

4.3 Sales 30

4.4 Operations 31

5. Contact information 32

05Nordic Consumer Sector Salary Survey 2015

Respondent’s Profi le

76%MALE

BASE:

1500+PLUS DATABASE

Average age: 40

83%Are educated to

degree level or above

40%DENMARK

19%NORWAY

41%SWEDEN

24%FEMALE


1. Non-monetary indicators

1.1 Weekly hours worked

This section presents information from respondents from all disciplines and levels of the

consumer sector, on their working hours, levels of satisfaction and the factors that motivate

them to change roles.

On average respondents work 47 hours per week. Fifty four per cent of respondents work

between 41-50 hours per week and a further 20% work between 51-60 hours per week.

1.1 – Weekly hours worked

40

41

42

43

44

45

46

47

48

49

denmark

swed

en

norway

Avg

. N

o.

Ho

urs

Nordic Consumer Sector Salary Survey 2015 07

The results show a fairly satisfi ed workforce in the Nordic consumer sector. Although there are

variations between the strength of respondents’ satisfaction, over 75% of respondents at each

level of their organisations rated themselves as being between satisfi ed and very satisfi ed. This is

encouraging for HR professionals and managers alike. The challenge, then, is to fi nd out why the

other 25% is dissatisfi ed and what can be done to change this, whilst ensuring that the satisfaction

level of the rest of the workforce is maintained.

1.2 Job satisfaction by job level

1.2 – Job satisfaction by job level

Respondents were asked to rate their level of job satisfaction on the following fi ve-point scale:

1 = very dissatisfi ed

2 = moderately dissatisfi ed

3 = satisfi ed

4 = moderately satisfi ed

5 = very satisfi ed

0

5

10

15

20

25

30

35

40

Level of satisfaction

% o

f re

spo

nd

en

ts

executive

management

non management

very s

atisfie

d

moderate

ly sa

tisfie

d

satis

fied

moderate

ly d

issatis

fied

very d

issatis

fied


Interestingly, respondents working within sales and operations seem to have similar levels of

satisfaction, with 80% and 81% respectively, rating themselves as satisfi ed to very satisfi ed in their

jobs. Marketing respondents are slightly less satisfi ed, with 74% rating themselves as satisfi ed

and above.




3 = satisfi ed


5 = very satisfi ed

1.3 Job satisfaction by discipline

1.3 – Job satisfaction by discipline

0

5

10

15

20

25

30

35

40


% o

f re

spo

nd

en

ts

marketing

sales

operations

very s

atisfie

d

moderate

ly sa

tisfie

d

satis

fied

moderate

ly d

issatis

fied

very d

issatis

fied


In the Nordic countries, the Norwegians were the happiest, with 83% of respondents indicating

they were satisfi ed as a minimum. Danes and Swedes had an equal level of satisfaction, with 78%

of respondents from both countries saying they were satisfi ed or above.




3 = satisfi ed


5 = very satisfi ed

1.4 Job satisfaction by country / territory

1.4 – Job satisfaction by country / territory

0

5

10

15

20

25

30

35

40


% o

f re

spo

nd

en

ts

denmark

sweden

norway

very s

atisfie

d

moderate

ly sa

tisfie

d

satis

fied

moderate

ly d

issatis

fied

very d

issatis

fied


Respondents were asked to select the top three factors that would motivate them to change jobs,

both within their current company (internally) and to another organisation (externally). In the

Nordic region, although money is important, promotion, the opportunity to gain new skills and

experience new challenges are more persuasive factors for employees considering their

next move.

1.5 Changing jobs Factors infl uencing a change of roles internally or externally to another organisation.

1.5 – Factors infl uencing a change of roles

0

10

20

30

40

50

60

70

80

Factors

% o

f re

spo

nd

en

ts

internal

external

new c

hallen

ges

promotio

n

gain n

ew sk

ills

incre

ased re

muneratio

n

achieve a

n impr

oved w

ork-li

fe ba

lance

differ

ent e

nvironmen

t/cult

ure

flex

ible w

orkin

g

change disc

iplin

e

change locatio

n


There were marginal differences between the three countries. Promotion is slightly less important

to the Norwegians, who tend to put a greater emphasis on gaining new skills and remuneration.

While more Danes indicated they are motivated by new challenges than those in the other

countries, the Swedes showed a slight inclination towards favouring an improved work/life

balance and fl exible working.

1.6 Changing jobs by country / territory (internal & external combined).

1.6 – Changing jobs by country / territory

0

10

20

30

40

50

60

70

80

Factors

% o

f re

spo

nd

en

ts

denmark

sweden

norway

new c

hallen

ges

promotio

n

gain n

ew sk

ills

incre

ased re

muneratio

n

achieve a

n impr

oved w

ork-li

fe ba

lance

differ

ent e

nvironmen

t/cult

ure

flex

ible w

orkin

g

change disc

iplin

e

change locatio

n


Respondents were asked to select all methods that they would utilise when looking for a new role.

As the respondents surveyed were mainly people already known to Nigel Wright Recruitment, it

is no surprise that our website is ranked highly. Social networking is also an increasingly important

method for Nordic job seekers. Using Social Networking sites to identify job opportunities now

surpasses the use of traditional media such as newspapers and magazines.

1.7 Methods used to search for a new role

1.7 – Methods used to search for a new role

0

10

20

30

40

50

60

70

80

Methods

% o

f re

spo

nd

en

ts

nigel

wrig

ht rec

ruitm

ent w

ebsit

e

socia

l net

work

ing si

tes

direct a

ppro

aches to

empl

oyers

online j

ob board

s

recru

iters

inte

rnal b

ullet

in bo

ards/

empl

oyer i

ntranet

s

other

regio

nal or l

ocal new

spape

rs

trade m

agazines

Nordic Consumer Sector Salary Survey 2015 013

It is interesting to see the cultural differences in the methods used by job seekers from the

different Nordic countries. Using job boards, for example, is a more popular job search method

in Norway than it is in Denmark and Sweden. The Swedes and Danes are more likely to make

direct approaches to prospective employers, while the Norwegians and Swedes rely more on

social networking.

1.8 Methods used to search for a new role by country / territory

1.8 – Methods used to search for a new role by country / territory

0

10

20

30

40

50

60

70

80

Methods

% o

f re

spo

nd

en

ts

denmark

sweden

norway

nigel

wrig

ht rec

ruitm

ent w

ebsit

e

socia

l net

work

ing si

tes

direct a

ppro

aches to

empl

oyers

online j

ob board

s

recru

iters

inte

rnal b

ullet

in bo

ards/

empl

oyer i

ntranet

s

other

regio

nal or l

ocal new

spape

rs

trade m

agazines


Salary, benefi ts and bonuses


This section presents information from respondents from all disciplines and levels of the consumer

sector on their salaries, benefi ts and bonuses.

As part of their last salary review respondents received, on average, a 4.1% increase. Overall,

respondents were expecting slightly less (4.0%) in their next salary review.

2.1 Average percentage of salary increase received and expected by level

2.1 – Average percentage of salary increase received and expected by level

0

1

2

3

4

5

6

Level

% o

f sa

lary

in

cre

ase

received

expected

exec

utive

managemen

t

non-managem

ent


When we consider salary increase by discipline, on average, those working in Operations roles

experienced a slightly lower rate than those working in Sales and Marketing.

2.2 Average percentage of salary increase received and expected by discipline

2.2 – Average percentage of salary increase received and expected by discipline

0

1

2

3

4

5

6

Discipline

% o

f sa

lary

in

cre

ase

received

expected

sale

s

market

ing

opera

tions


The Danes aren’t expecting much fl uctuation in their annual remuneration review this year.

Norwegians indicated they were slightly positive about their next review, with an anticipated 0.3%

average increase. Swedes, on the other hand, are expecting a slight decline of around 0.5%.

2.3 Average percentage of salary increase received and expected by country

2.3 – Average percentage of salary increase received and expected by country

0

1

2

3

4

5

6

Country

% o

f sa

lary

in

cre

ase

received

expected

denmark

swed

en

norway


Respondents were asked to select their top three preferences towards benefi ts and bonuses.

Across the Nordic region, the attractiveness of fl exible working is very high, with 62% of

respondents’ selecting it in their top three most important benefi ts. This was followed by personal

bonuses (59%) and employer contributory pensions (37%).

2.4 Importance of benefi ts as part of a remuneration package

2.4 – Importance of benefi ts as part of a remuneration package

0

10

20

30

40

50

60

70

80

Benefits

% o

f re

spo

nd

en

ts

flex

ible w

orkin

g

bonus -

pers

onal

empl

oyer c

ontribu

tory

pensio

n

company c

ar and pe

trol

bonus -

compa

ny per

form

ance

healt

h insu

rance

holiday e

ntitle

ment

share

opt

ions

car all

owance

non-contr

ibuto

ry pe

nsion

career

brea

ks/sa

bbatic

als

company c

ar with

out pet

rol

childcare

all

owances


Men value bonuses, share options and a company car as important factors in their overall

benefi ts package while women tend to see greater value in benefi ts such as fl exible working

and healthcare.

2.5 Importance of benefi ts as part of a remuneration package by gender

2.5 – Importance of benefi ts as part of a remuneration package by gender

0

10

20

30

40

50

60

70

80

% o

f re

spo

nd

en

ts

male

female

Benefits

flex

ible w

orkin

g

bonus -

pers

onal

empl

oyer c

ontribu

tory

pensio

n

company c

ar and pe

trol

bonus -

compa

ny per

form

ance

healt

h insu

rance

holiday e

ntitle

ment

share

opt

ions

car all

owance

non-contr

ibuto

ry pe

nsion

career

brea

ks/sa

bbatic

als

company c

ar with

out pet

rol

childcare

all

owances


This table highlights the variations in the preferences of employees across the different countries

towards benefi ts and bonuses. Although, generally, there is a great deal of consistency in

respondents’ preferences, the key differences included: pensions being more important to Danes

than they are to Norwegians and Swedes; company bonuses being a bigger factor for Norwegians

than anywhere else and Swedes favouring holiday allowances more so than their Nordic peers.

2.6 Importance of benefi ts as part of a remuneration package by country

2.6 – Importance of benefi ts as part of a remuneration package by country

0

10

20

30

40

50

60

70

80

% o

f re

spo

nd

en

ts

Benefits

flex

ible w

orkin

g

bonus -

pers

onal

empl

oyer c

ontribu

tory

pensio

n

company c

ar and pe

trol

bonus -

compa

ny per

form

ance

healt

h insu

rance

holiday e

ntitle

ment

share

opt

ions

car all

owance

non-contr

ibuto

ry pe

nsion

career

brea

ks/sa

bbatic

als

company c

ar with

out pet

rol

childcare

all

owances

denmark

sweden

norway


Overall 82% of those surveyed receive some form of benefi t or bonus. The most common being a

pension (81%), a company performance related bonus (65%) and healthcare (59%).

2.7 Benefi ts and bonus entitlement by country

2.7 – Benefi ts and bonus entitlement by country

0

10

20

30

40

50

60

70

80

90

% o

f re

spo

nd

en

ts

Benefits

pensio

n

healt

hcare

company b

onus

pers

onal bonus

car all

owance

guarante

ed bo

nus

denmark

sweden

norway


Respondents in Sweden were the most positive about receiving a higher bonus next year, with an

average expected increase of 0.8%. Comparatively, in Denmark, respondents believe their bonus

would likely decline by around 0.5% on average.

2.8 Importance of benefi ts as part of a remuneration package by country

2.8 – Comparison of bonus rates by country

8

8.5

9

9.5

10

10.5

11

11.5

% o

f b

on

us

Country

denmark

swed

en

norway

received

expected


Guaranteed bonuses were generally expected to rise this year across the different countries,

with the exception of Denmark. With regards to company bonuses, respondents are confi dent

of incremental gains in all countries. Only personal bonuses are expected to decline on average

in the region, with particularly big anticipated falls in Denmark and Norway. The Swedes are

the exception, with respondents indicating that they feel positive about bonus increases across

all categories.

GUARANTEED BONUS

COMPANY BONUS

PERSONAL BONUS

GUARANTEED BONUS Denmark Sweden Norway Average

Received 12.1 10.4 12.0 11.5

Expected 12.0 12.2 12.2 12.1

+/- -0.1 1.8 0.2 0.6

COMPANY BONUS Denmark Sweden Norway Average

Received 10.6 9.9 10.6 10.4

Expected 10.8 10.1 10.7 10.5

+/- 0.2 0.2 0.1 0.2

PERSONAL BONUS Denmark Sweden Norway Average

Received 9.8 8.8 10.8 9.8

Expected 8.1 9.1 10.0 9.1

+/- -1.7 0.3 -0.8 -0.7

Skills and attitudesNordic Consumer Sector Salary Survey 2015


This section presents information from respondents on skill shortages and what qualities they

believe are needed to be successful in their industry.

Respondents were asked to select which skills they thought were lacking in their industry. Overall,

having the right attitude and personality (48%), communication skills (37%) and s professional

manner (31%) were selected the most often across the different countries.

3.1 Skills shortages by country

3.1 – Skills shortages by country

0

10

20

30

40

50

60

70

80

Skills

% o

f re

spo

nd

en

ts

denmark

sweden

norway

right a

ttitu

de/pe

rsonalit

y

profe

ssio

nal manner

communicatio

n skill

s

commercia

l acumen

profe

ssio

nal/in

dustry

qualif

icatio

ns

indust

ry k

nowle

dge and ex

perie

nce

liter

acy and n

umeracy s

kills

none


Again, respondents were asked to select what qualities they felt were the most important for those

working in the consumer sector. Being fl exible and adaptable (65%) and action oriented (65%)

were considered the most signifi cant, followed by professional knowledge (62%).

3.2 Qualities needed to be successful by country

3.2 – Qualities needed to be successful by country

0

10

20

30

40

50

60

70

80

Skills

% o

f re

spo

nd

en

ts

denmark

sweden

norway

action o

riente

d

flex

ible/

adaptabl

e

excel

lent c

ommunicato

r

profe

ssio

nal know

ledge

confiden

t/se

lf-a

ssure

d

self

-start

er

self

-suff

icien

t/in

depen

dent

great n

etw

orker

cope w

ell u

nder fi

nancial i

nsecurit

y

Analysis of salaries in relation to discipline


The Nigel Wright Nordic salary review is based on the details we hold on our database and is supplemented

with the information we have collected as part of this survey. Whist we make every possible attempt to

ensure the data we provide is accurate it should be notes that salary levels can vary depending on company

size, industry sector and the availability of candidates in a specifi c discipline.


4.1 Executive

DENMARK (DKK) Minimum Maximum Average

Managing Director 950,000 2,500,000 1,500,000

Commercial Director 800,000 1,700,000 1,100,000

Procurement Director 600,000 1,200,000 990,000

Marketing Director 730,000 1,350,000 970,000

Operations Director 800,000 1,600,000 970,000

Supply Chain Director 700,000 1,550,000 970,000

Sales Director 700,000 1,500,000 940,000

Technical Director 900,000 1,400,000 940,000

SWEDEN (SEK) Minimum Maximum Average

CEO 960,000 2,500,000 1,360,000


Operations Director 750,000 1,320,000 1,090,000

Supply Chain Director 780,000 1,310,000 1,060,000


Marketing Director 720,000 1,500,000 1,030,000

Procurement Director 780,000 1,210,000 1,000,000

Sales Director 720,000 1,200,000 970,000

Engineering Director 700,000 1,140,000 920,000


NORWAY (NOK) Minimum Maximum Average

CEO 900,000 2,700,000 1,600,000



Sales Director 910,000 1,300,000 1,200,000

Marketing Director 870,000 1,200,000 1,150,000

Supply Chain Director 950,000 1,400,000 1,100,000

Operations Director 890,000 1,200,000 1,100,000



4.2 Marketing


Senior Marketing Manager 660,000 1,320,000 895,000

Marketing Manager 510,000 936,000 685,000

Senior Brand Manager 540,000 840,000 660,000

Senior Product Manager 540,000 700,000 630,000

Brand Manager 400,000 684,000 560,000

Product Manager 400,000 640,000 550,000

Digital Marketing Manager 400,000 840,000 520,000

Trade Marketing Manager 312,000 582,000 460,000

Assistant Brand Manager 300,000 500,000 400,000

Assistant Product Manager 300,000 500,000 385,000


Senior Marketing Manager 800,000 1,000,000 880,000






Brand Manager 400,000 600,000 570,000

Product Manager 400,000 600,000 540,000


Senior Marketing Manager 600,000 900,000 690,000






Brand Manager 380,000 610,000 520,000

Product Manager 350,000 500,000 470,000

Assistant Product Manager 300,000 460,000 420,000

Assistant Brand Manager 300,000 480,000 410,000


4.3 Sales


Commercial Manager 550,000 780,000 730,000

National Account Manager 400,000 750,000 710,000

Sales Manager 510,000 900,000 690,000

Business Development Manager 400,000 650,000 680,000

Key Account Manager 400,000 850,000 670,000

Field Sales Manager 400,000 900,000 670,000

Senior Sales Manager 576,000 720,000 660,000

Category Manager 380,000 950,000 620,000

Senior National Account Manager 540,000 780,000 600,000

Account Manager 540,000 660,000 600,000

Regional Sales Manager 500,000 820,000 580,000

Area Sales Manager 380,000 700,000 580,000

Ecommerce Manager 500,000 650,000 540,000

Junior Account Manager 444,000 504,000 480,000


Commercial Manager 720,000 1,680,000 1,080,000

Senior Sales Manager 504,000 1,032,000 810,000

Sales Manager 468,000 864,000 720,000

Senior National Account Manager 600,000 840,000 670,000









Account Manager 312,000 500,000 430,000

Junior Account Manager 300,000 420,000 384,000


Senior Sales Manager 660,000 910,000 870,000



Sales Manager 620,000 820,000 735,000







Account Manager 300,000 600,000 560,000


4.4 Operations


Factory General Manager 750,000 1,200,000 900,000

Operations Manager 700,000 1,000,000 850,000

Engineering Manager 700,000 950,000 800,000

Production Manager 600,000 950,000 800,000

Supply Chain Manager 600,000 1.000,000 800,000

Procurement Manager 550,000 950,000 750,000

Lean Manager 650,000 800,000 750,000

Quality Manager 550,000 850,000 700,000

Technical Manager 550,000 850,000 700,000

Logistics Manager 550,000 900,000 700,000

Senior Buyer 600,000 800,000 700,000

Maintenance Manager 550,000 750,000 650,000

Shift Manager 500,000 700,000 650,000

Planning Manager 600,000 750,000 650,000

PTA Manager 500,000 750,000 650,000

Buyer 500,000 700,000 600,000

Factory Controller 500,000 750,000 600,000




Supply Chain Manager 420,000 700,000 680,000

Operations Manager 600,000 900,000 670,000





Senior Buyer 400,000 660,000 580,000

Quality Manager 420,000 780,000 540,000

Maintenance Manager 380,000 660,000 540,000

Shift Manager 400,000 600,000 500,000

Buyer 300,000 500,000 445,000




Operations Manager 700,000 900,000 830,000

Senior Buyer 580,000 1,100,000 820,000


Buyer 480,000 930,000 710,000

Quality Manager 550,000 750,000 690,000


Supply Chain Manager 500,000 800,000 670,000




For more information on the Nordic Consumer Sector Salary Survey 2015, please contact the Marketing department at Nigel Wright Recruitment on the details below:

Nigel Wright RecruitmentLloyds Court78 Grey StreetNewcastle upon TyneNE1 6AF

T: +44 (0)191 222 0770E: [email protected]: www.nigelwright.com

5. Contact details

NEWCASTLE UPON TYNELLOYDS COURT78 GREY STREETNEWCASTLE UPON TYNENE1 6AF

T: +44 (0)191 222 0770

LONDONPALLADIA CENTRAL COURT25 SOUTHAMPTON BUILDINGSLONDONWC2A 1AL

T: +44 (0)207 405 3921

ABERDEENRIVERSIDE HOUSERIVERSIDE DRIVEABERDEENAB11 7LHSCOTLAND

T: +44 (0)1224 224 830

COPENHAGENHAVNEGADE 39 1058 COPENHAGEN KDENMARK

T: +45 7027 8601

AARHUSINGE LEHMANNS GADE 10, 6. SAL8000 AARHUS CDENMARK

T: +45 7027 8601

STOCKHOLMGREV TUREGATAN 3, 4 TR 114 46 STOCKHOLMSWEDEN

T: +46 (0)8 400 264 35

MALMÖKÄRLEKSGATAN 2A211 45 MALMÖSWEDEN

T: +46 (0)8 400 264 35

OSLODRONNINGEUFEMIAS GATE 160191 OSLONORWAY

T: +47 238 97 773

HELSINKIBULEVARDI STREET 700120 HELSINKIFINLAND

T: +45 7027 8601

PARIS29 RUE DE BASSANO 75008 PARISFRANCE

T: +33 1 76 73 29 80

DÜSSELDORFGRAF-ADOLF PLATZ 1540213 DÜSSELDORFGERMANY

T: +49 211 882 42 364

MADRIDPALACIO DE MIRAFLORESCARRERA DE SAN JERÓNIMO, 15 - 2ª28014 MADRIDSPAIN

T: +34 91 788 3172

Nordic Consumer Sector Salary Survey 2015

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Transcript of Nordic Consumer Sector Salary Survey 2015