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2. Abacus Professional Recruitment Abacus Salary Survey | 02 NI Salary Survey 2010 - 2011 NI SALARY SURVEY 2010 /11 Page | 2 contents 03 Overview 04 A Review of the NI Recruitment Market 07 Accountancy 09 I.C.T 12 Legal 15 Banking 17 Insurance 18 Financial Services 19 O ce Professionals 21 Human Resources 22 Marketing 23 Future Recruitment Outlook 24 The Abacus Approach

3. NI SALARY SURVEY 2010 /11 Page | 3 Overview Publishing a Salary Survey in the midst of a turbulent economic climate is a challenging exercise. The highly documented credit crunch and subsequent recession has in ltrated nearly every industry across the globe. The impact has been indiscriminate on business, and while economic conditions are easing, uncertainty continues as the UK economy battles to outline a roadmap to recovery. As a region, Northern Ireland (NI) has been severely e ected. Thousands of individuals have been subject to unexpected redundancies, causing great nancial pressure on families; as personal and professional career plans have been derailed substantially. Businesses have su ered unprecedented strain with limited access to nancial credit, record levels of low consumer demand and minimal business con dence. Not very long ago, the character of the recruitment market was buoyant, con dent and at times aggressive. Salaries spiked high with many commercial rms displaying their competitiveness with enticing remunerations in order to address acute skill shortages in many areas. The labour market today however, is inversely di erent; with candidate surplus, widespread redundancies and salary reductions unfortunate signs of the times. While economic indicators (at both micro and macro level) are turning more positive and the horizon is looking certainly brighter than the past 24 months, the overall health of the economic and employment market is precarious. So what does tomorrows market look like? The market will recover and con dence will rise once again, albeit slowly. The level of competition for key talent is still relatively substantial at the moment and this will only enhance considerably with market recovery. As businesses compete for fresh and critical skills, the acquisition and indeed retention of core sta shall become a higher priority for every organisation in NI. However the roadmap is going to be turbulent. About This Publication Abacus Professional Recruitment has published this document as a health-check for each of our professional sectors in NI. With a focus on the nancial year of 2010/11, we have provided salary tables to re ect the range and depth of relevant roles within each market. As our specialist consultants are experienced in each market, we are able to o er a quali ed insight for each sector with reference to candidate ow, salary variations and general market conditions. The document is therefore designed to provide a blend of present data and analysis while considering what the future may hold in each sector for both jobseekers and companies.

4. NI SALARY SURVEY 2010 /11 Page | 4 Review of the NI Recruitment Market Like virtually every economy, the recession has spread throughout NI. The recruitment decline started to pinch in autumn of 2007, although the most sever period of economic decline was experienced between mid-2008 and late 2009. As a result unemployment increased rapidly and the recruitment horizon instantaneously shifted away from candidate-shy markets with acute skill shortages. At a local level, the region continues to su er from growing unemployment, declining property prices and uncertainty over the dependency on the public sector. The performance of the economy and the health of the recruitment industry are closely aligned. In order to put NI into context, a recent publication by the UK trades association, the Recruitment & Employment Confederation (REC) outlines the immediate impact of the credit crunch and recession on the UK recruitment market 1 : A 16.8% drop in industry turnover to 22.4 billion compared to 27 billion in 2007/08; Overall turnover for temporary/contract sta went down by 12.6%; Permanent placements decreased from 726,863 in 2007/08 to 582,803, a fall of 19.8% with permanent turnover shrinking from 4.3 billion to 2.6 billion; The shifting values of permanent and temporary recruitment over the year has lifted the temporary share of the market to 88.4% compared to 84.2% last year its highest for some time and a ve per cent rise on the year; The permanent market now accounts for 11.6 per cent of the total share compared to 15.8 per cent last year. Obviously this only reflects agency-related recruitment and the publication is yet to account for the 2009/10 timeline. 2 Local Data Taking a more recent health-check on the NI labour market, Abacus has established a mixed picture (as of June 2010 2 ): The overall unemployment rate of 6.9% compares favourably against the UK rate of 7.9% and the 13.2% rate in the Republic of Ireland, with the Eurozone average at 10%. However the NI claimant count at 6.4% of the workforce, is the second highest of all UK regions; This claimant count, standing at 55,000 in the latest figures, is up 32.6% in the last 12 months. While the recent figures showed a drop in the number of people classed as economically inactive, the local rate of 26.7% is much higher than the UK average of 21.5% and the highest of the 12 UK regions; Figures showed youth unemployment rose again in Northern Ireland and there are now 17,000 individuals under the age of 25 claiming unemployment bene t. That means over 100 have been signing on the unemployment register every week for the last 27 months. NIs working age employment rate (72.1%) remains well below the UK average and was the lowest of 12 UK regions. A quick snapshot on Belfast, outlines how levels of redundancies have fallen by 51% since the last quarter of 2009, production and services output rose slightly in Q4 2009 whilst insolvencies have risen by 45% from Q4 2009 to Q1 2010 (in NI). 1 REC Annual Recruitment Trends 2008/09 2 Various publications in 2010:- sourced from Belfast Telegraph, DETI, DELNI, PWC and Belfast City Council

5. NI SALARY SURVEY 2010 /11 Page | 5 These statistics may have been worse considering NI has bene ted from a positive Recent Trends exchange rate attracting a healthy ow of consumers from the Republic of Ireland. NI has also continued to bene t from the cushion of a larger public sector More recently, the year 2009 could be split in two halves with the rst six months dependency compared to other regions in the UK. However this is now seen as a (approx) characterised by continuous redundancies and company restructuring potential threat as a result of impending public sector cuts in the UK. with an immediate withdrawal of permanent recruitment across many local business sectors. Employer Challenges Recruitment strategies became obsolete with any commitment to recruitment The stark practical reality for many local businesses has been challenging with con ned largely to short-term employment options. This equated to either many undertaking substantial cost-reduction strategies - particularly programmes temporary sta or taking on contract sta for e.g. 1, 3 or 6 month durations. of redundancy - in order to rapidly reduce workforce levels. With continued However the latter half of 2009 experienced slight optimism and levels of activity obstacles to identify suitable bank credit to nance business survival within the permanent market started to return. The present recruitment market is or recovery, the pressure has been great on investors, blended (perm, temp, contract mix). 4% of entrepreneurs and the wider business community. 8 s CVs Interest in permanent recruitment dropped signi cantly Abacu unless the role was business critical or indeed if candidates of a high calibre were able to introduce new lead to business. The mood for contract or temporary recruitment has increased as a means of minimising rviews employment commitment. Candidate Pressures inte The unprecedented outcome from this recession has been the depth of redundancies across what were perceived as more robust and counter-cyclical markets, such as accountancy and legal. The impact on individuals has been widespread with many su ering from lengthy periods of unemployment, a signi cant void in career-focused employment opportunities and indeed, widespread competition when vacancies arise due to higher levels of availability.

6. NI SALARY SURVEY 2010 /11 Page | 6 Workforce Strategies Specialist Markets One consistent factor throughout the decline has been the collective eorts of In the following section, Abacus Professional Recruitment presents a health-check employers and employees to generate an optimum employment arrangement for each of our professional sectors in NI. We have provided salary tables to re ect and avoid any seismic collapse of the collective workforce. Many rms introduced the range and depth of relevant roles within each market. We have also provided methods to retain their talent and skills via the introduction of innovative options some commentary for each sector with reference to candidate ow and market such as exible working, bene t sacri ces, shorter weeks, pay decreases etc. The insight. Contact details for each sector are provided. appetite from employees and representative groups to positively negotiate and agree to such options generated sustained employment and undoubtedly prevented a catastrophic decline in employment levels. It is an interesting nding that many employers balanced the bottom line along with the instrinsic value of their people to appraise workforce options. Recent consultation by Abacus also recorded client consideration of employee fears and insecurities whist managing to boost morale and sta motivations in order to nullify any impact on their Your e orts in particular, and your agency employer brand. in general, are greatly appreciated. No-one could have tried harder to ll the post in Mixed Availability what was a moving and changing remit. I While the surplus of candidates is higher than recent times, certain areas of the specialist labour market are still su ering from skill shortage. Many professionals hope to do business with you in the future are still highly sought especially those with a niche specialism or due to exposure and will keep you posted of any posts to wider capital markets such as Dublin or London. While job creation is on the requiring support. increase, the mobility of key candidates to nd employment is low; with their hesitancy directly correlated to economic uncertainty. Although a reduction in Client Testimonial permanent opportunities has occured, competition for the few vacancies that did arise is erce with rms reporting an increased amount of time spent on managing the recruitment process due to the sheer volume of applicants. Many leading rms struggled to attract key talent mainly because pivotal candidates who were retained by their employers were unwilling to consider alternative opportunities even if it provided a greater level of nancial security and job satisfaction. This was generally due to fear of a double-dip recession.

7. NI SALARY SURVEY 2010 /11 Page | 7 Accountancy - Industry and Commerce For the Accountancy sector, the previous financial year has been one to On a more positive note, the ending of the recession (technically) has forget for many reasons. Many sta , employed in accounts departments generated a marked increase in con dence levels from decision-makers in of commercial businesses, were focused on the maintenance of existing local businesses and a lift in any recruitment of sta for 2010 and beyond. terms and conditions and ultimately generating some job security. As a Many employers now feel equilibrium has returned to the marketplace result of the harsh economic climate a high volume of businesses opted to with respect to reward levels and the competition for positions has freeze pay levels or implement other cost-saving measures. These returned to healthier levels. The 12-18 months ahead will continue to be measures have been especially noticeable in the construction, challenging although a more positive outlook from both employers and engineering and manufacturing sectors. employees is recognised. 1 Yr Exp 2-4 Yrs Exp 5-7 Yrs Exp 8-10 Yrs Exp Per Annum Per Annum Per Annum Per Annum Job Title (000) (000) (000) (000) 75% of General Accounts Clerk 13 - 14.5 14 - 16.5 15.5 - 17.5 - Abacus c andida interview tes Experienced Accounts Supervisor - 17.5 - 19.5 18 - 19.5 21 - 22.5 Experienced Book-keeper - 15 - 16.5 17 - 19.5 21 - 23.5 Payroll Professional 14 - 15.5 15.5 - 17 18.5 - 22 22.5 - 25.5 are succe ed Credit Control Professional 14 - 15.5 15.5 - 16.5 17.5 - 18.5 - ssful Credit Control Manager 18 - 19.5 20 - 22 24.5 - 27.5 28 + QBE Accountant 23 - 25.5 23.5 - 31.5 32 - 34 35 + Job Title Trainee Intermediate Newly Quali ed 3 Years PQE 5 Years PQE+ CIMA/ACCA 13.5 - 14.5 14 - 17.5 21 - 24.5 27 - 33 31 - 39 Accounting Technician (IATI) 12.5 - 13.5 13 - 14 14.5 - 17.5 18 - 21.5 20 - 24 Experienced Book-keeper - 15 - 16.5 17 - 19.5 21 - 23 - Talk to Abacus Accountancy team Tel +44 2890 313157 for a confidential consultation Kate McBride - kate@abacus.jobs Justin Rush justin@abacus.jobs www.abacus.jobs to view a list of Accountancy jobs Continued Overleaf

8. NI SALARY SURVEY 2010 /11 Page | 8 Accountancy - Practice Job Title Job Title Per Annum Per Annum Newly Quali ed Quali ed Accountants with ('000) I relocated from South Africa to ('000) Accountants: PQE: NI and was apprehensive about NQ Seniors - Top 20 Firms 23.5 - 25.5 Supervisory Seniors nding a job during an 2 - 3 yrs PQE 26.5 - 29.5 NQ Seniors - 20 - 23.5 economic recession. My initial Independent Firms Audit Manager Top 20 NQ Seniors - contact with Abacus was 30 - 38.5 rms Regional Firms 19 - 22.5 through e-mail and long Audit Manager Regional Accounting Tech. (Year 1 distance telephone discussions 30 - 36 12 - 13.5 while I was still based in SA. Practices completed) Accounting Tech. (Finals Despite the di culties with me Corporate Finance Senior completed) 13 - 15 being overseas Abacus sta 26.5 - 31 2 - 3 yrs PQE Accounting Tech. Qualified remained focused on nding Corporate Finance 3 Yrs exp 15 - 20 my ideal job and optimistic Manager 33.5 - 42 about future job prospectives. I'm now happily settled here Forensic Accountant working in a global company 28 - 35 2 - 3 yrs PQE Job Title thanks to the hard work and Per Annum Forensic Accounting Trainee Accountant ICAI ('000) determination of Abacus sta . 33.5 - 41 Manager or ACCA: Candidate Comments General Practice Trainee entering contract 11 - 12.5 26 - 29.5 Accountant 2 - 3 yrs PQE Exam stage II completed 12.5 - 15 General Practice Manager 28.5 - 34.5 Exam stage III completed 14 - 16.5 Final year exam passed 17 - 20.5

9. NI SALARY SURVEY 2010 /11 Page | 9 Information Communication Technology (ICT) Although a substantial recruitment decline was evident in 2008 and The most sought after technical skills from clients refers to SQL, .NET, C#, I.C.T 2009, in comparison to other sectors, ICT has displayed a robust response SQL, ASP, Java, Oracle, and C++. While candidate surplus has increased, to the light post-recession recovery. New technology markets and niche many local rms must strongly compete to acquire candidates with the rms are emerging continuously with quite a diverse portfolio of blend of skills, quali cations, attitude and experience. Skill shortages are specialist markets co-existing. Competition is healthy, the level of registered at the lower and higher ends of the market. As indicated by con dence is positive and the depth of ambition by many rms is e-skills, this may continue especially as the number of applicants to phenomenal; with many outwardly-focused companies generating maths and computer-related disciplines has recently declined by 39% impressive contracts internationally. A sustained interest in inward even though the volume of university applications in NI has increased by investment continues to provide a healthy track record of job creation 12% in recent years. although this places pressure on many indigenous SMEs to acquire and retain talented technology people. Invest NI is strongly supporting this The reason we work exclusively with Abacus is sector as part of the local Programme for Government. because we nd them extremely professional in what they do. They do not waste our time. They took the Alongside technical aptitude, clients are seeking candidates with both a customer-facing and business-generation skill set. As indicated by a time from the outset and continue to invest the time recent e-skills publication (Technology Counts, 2010), growth is related in understanding what our business is about, the to high skill areas including:- software, project management, systems drivers behind what we need from each of the architecture, software business process, change management, di erent roles we recruit for. This saves us a great deal security/risk management and web service development, ICT managers of time. Whenever Michael or anyone from Abacus and strategy & planning people. In addition Abacus would expect calls us we always listen to what they have to say demand for e-learning, seo and social networking/media sta to because typically what they have to say is what we continue, alongside knowledge of web/mobile applications. Inversely, need to hear. For that reason we recommend Abacus demand for Database Assistants and Computer Engineers may reduce. without reservation and hopefully we will be working with them for some time to come. Testimonial - Paul McElvaney, Director Learning Pool Talk to Abacus ICT Recruitment Team Tel +44 2890 313157 for a confidential consultation Michael McMullan- michael@abacus.jobs Justin Rush justin@abacus.jobs Suzi Thompson suzi@abacus.jobs www.abacus.jobs to view a list of ICT jobs I.C.T Continued Overleaf

10. NI SALARY SURVEY 2010 /11 Page | 10 Information Communication Technology (ICT) I.C.T Job Title 0 - 2 Yrs Exp 3 - 5 Yrs Exp 6 - 8 Yrs Exp 9+ Yrs Exp Software / Systems Per Annum Per Annum Per Annum Per Annum Development ('000) ('000) ('000) ('000) C/C++ Developer 19 - 24 25 - 35 30 - 40 40 - 60 Java Developer 20 - 27 28 - 35 35 - 45 45 - 60 C# Developer 18 - 23 24 - 29 30 - 35 36 - 50 .NET Developer 17 - 24 25 - 30 31 - 35 36 - 50 Web Developer (ASP, etc) 17 - 24 22 - 28 26 - 33 30 - 40 Other Developer(PHP, etc) 16 - 22 23 - 27 28 - 33 30 - 40 Multimedia/Graphic 16 - 23 24 - 27 28 - 35 33 - 40 Designer Database Developer 18 - 25 25 - 35 30 - 45 45 - 65 Database Analyst 18 - 25 25 - 35 30 - 45 45 - 65 Team Lead /Snr Developer - 25 - 30 30 - 40 40 - 50 Project Lead 23 - 28 28 - 33 30 - 45 45 - 65 Development Manager - 35 - 40 40 - 50 45+ Technical Architect - 35 - 40 40 - 50 50 - 60 Project Manager - 27 - 35 35 - 45 40 - 60 QA Engineer / Tester 18 - 24 23 - 26 27 - 30 - QA / Test Manager - - 28 - 35 33 - 42 Continued Overleaf

11. NI SALARY SURVEY 2010 /11 Page | 11 Information Communication Technology (ICT) I.C.T 0 - 2 Yrs Exp 3 - 5 Yrs Exp 6 - 8 Yrs Exp 9+ Yrs Exp Job Title Per Annum Per Annum Per Annum Per Annum Support/Administration ('000) ('000) ('000) ('000) Helpdesk Analyst 16 - 23 22 - 26 25 - 30 - Hardware Eng / Support 14 - 21 21 - 25 23 - 27 25 - 30 Network Support / Admin (Windows) 16 - 23 23 - 28 25 - 33 30 - 40 Network Support (Unix) 18 - 25 24 - 30 28 - 35 35 - 45 Network Specialist (Cisco 18 - 25 25 - 30 30 - 40 35 - 45 LAN/WAN) - Project Manger - - 30 - 40 40 + Helpdesk Manager - 25 - 30 28 - 35 35 + Job Title Strategic / Management 3 - 5 Yrs Exp 6 - 8 Yrs Exp Per Annum Per Annum ('000) ('000) 9+ Yrs Exp Per Annum ('000) Abacus Awarded Operations Manager Chief Technical Ocer - - 28 - - 35 60 55 - - 100 80 IIP Training Manager 25 - 30 28 - 34 40 - 50 Account Manager 24 - 28 35 40 40 - 50 Business Analyst 26 - 35 35 - 45 40 - 50 Project Manager - - 40 - 60

12. NI SALARY SURVEY 2010 /11 Page | 12 Legal Unlike other recessions, the legal sector in NI experienced a substantial Practices have made attempts to source revenue from non-property contraction, accentuating the property-centric dependency of practices markets e.g. counter-cyclical areas of restructuring and insolvency, or across the region (especially small to medium rms). Many legal diversi cation into more robust areas of commercial litigation and family professionals and support sta experienced a pay freeze once the law. But this is a highly competitive business market to generate success. majority of rms implemented various cost-cutting measures. This Many larger rms are pursuing the appointment of specialist lawyers and included programmes of redundancy, salary cuts (of 10-20% in some several excellent opportunities exist for niche lawyers; however a Legal cases), reduced working hours, plus the withdrawal of non-essential hesitancy by many candidates to shift from passive to active is related to bene ts. continued economic uncertainty. Job Title NQ Level 1-2 Yrs PQE 3-4 Yrs PQE 5 - 7 Yrs PQE 8+ Yrs PQE Partner Level Specialist / Niche Roles Per Annum Per Annum Per Annum Per Annum Per Annum Per Annum ('000) ('000) ('000) ('000) ('000) ('000) Energy Lawyer 22 - 25 24 - 35 35 - 45 40 - 60 50 - 70 + 70 - 100+ Environment/Planning 22 - 25 24 - 30 35 - 45 40 - 60 50 - 70 + 70 - 100 + Solicitor Procurement Solicitor 22 - 25 24 - 30 35 - 45 40 - 60 50 - 70 + 70 - 100 + Pensions Lawyer 22 - 25 24 - 35 35 - 45 40 - 60 50 - 70 + 70 - 100 + Tax Lawyer 22 - 25 24 - 35 35 - 45 40 - 60 50 - 70 + 70 - 100 + Construction/PPP/PFI 20 - 22 22 - 28 25 - 35 35 - 45 45+ 45 - 80 + Lawyer Talk to Abacus Legal team Tel +44 2890 313157 for a confidential consultation Stuart John - stuart@abacus.jobs Alan Braithwaite alan@abacus.jobs www.abacus.jobs to view a list of Legal jobs Continued Overleaf

13. NI SALARY SURVEY 2010 /11 Page | 13 Legal Although this decline spread across all PQE levels, a substantial Lawyers o ering niche experience will often command substantially detrimental impact was witnessed at the Apprentice to Newly-Qualified higher salaries particularly if gained in London, Dublin, Manchester and tiers. A high volume of graduates were unable to nd a Master or indeed, Birmingham. This exposure to high value and at times high pro le exited the profession at the close of their Apprenticeship. A void still complex transactions at Magic and Silver Circle rms is always in exists at this level which may generate a vacuum in the future, especially demand. Factors aecting salary levels include the specialist area, level of as a proportion may not return to the sector. Overall, an increased PQE, knowledge of the market (local, national and international), level of Legal number of experienced, highly pro cient quali ed Solicitors considered demand and scope for adding value/diversity to the rm. short-term contract and temporary assignments (even outside of law). Interest in public sector and in-house roles continues to soar with a perceived higher job security and associated bene ts on o er compared to Practice; however opportunities are limited and highly competitive. Job Title NQ Level 1 Yr PQE 2-4 Yrs PQE 5 - 7 Yrs PQE 8 Yrs + PQE Partner Level Quali ed Practice Roles Per Annum Per Annum Per Annum Per Annum Per Annum Per Annum ('000) ('000) ('000) ('000) ('000) ('000) Domestic Conveyancing 18 - 20 20 - 22 23 - 27 27 - 35 40+ 40 - 70 Solicitor Commercial Conveyancing 19 - 22 21 - 24 23 - 30 35 - 45 45+ 45 - 80 + Solicitor Civil Litigation Solicitor 18 - 20 20 - 22 23 - 27 27 - 35 40+ 40 - 70 Commercial Litigation 19 - 21 21 - 24 23 - 30 35 - 45 45+ 45 - 80 + Solicitor Corp/Comm Solicitor 20 - 22 22 - 25 25 - 35 35 - 45 50+ 45 - 80 + Employment 19 - 22 21 - 24 23 - 30 35 - 45 45+ 45 - 80 + Family/Matrimonial 18 - 20 20 - 22 23 - 27 27 - 35 40+ 40 - 80 Banking/Finance 19 - 22 21 - 24 23 - 30 35 - 45 45+ 45 - 80 + Criminal 18 - 20 20 - 25 25 - 30 30 - 37 40 + 40 - 80 Insolvency 19 - 22 21 - 27 25 - 35 35 - 45 45+ 45 - 100+ Continued Overleaf

14. NI SALARY SURVEY 2010 /11 Page | 14 Legal Many medium to large rms made various attempts to retain key talent, Partners, some mergers / integrations and potential of further market improve morale and motivations via team building activities and training entry from operators in Dublin and London. It certainly is an intriguing and development. The horizon is looking more positive with an time for the legal community of NI. increased number of permanent vacancies registered. While a number of Firms/Partners are improving confidence levels and work flows, we Legal expect a calculated and strategic recruitment strategy to be played out in the year ahead. Another recent pattern is the changing landscape of the Abacus larger leading practices which have been subject to Partners shifting camps from one rm to another, some newly appointed Managing Job Title Entry Level 1 Yr Exp 2-4 Yrs Exp 5 - 7 Yrs Exp 8+ Yrs Exp Support Roles Per Annum Per Annum Per Annum Per Annum Per Annum ('000) ('000) ('000) ('000) ('000) Legal Secretary 12 - 13 13 - 15 15 - 17 16 - 19 18 - 22 Paralegal / Executive 12 - 13 13 - 15 15 - 17 17 - 19 20 - 22 Winner Recruitm Oce Manager - 16 - 18 20 - 25 25 - 30 32 + ent Team Of The Ye ar 20 News Aw 10 The Irish Legal Bookkeeper 16 - 17 16 - 18 22 - 28 25 - 30 30 + ards Job Title 0-3 Yrs PQE 4-7 Yrs PQE 8+ Yrs PQE Non - Practice Per Annum Per Annum Per Annum ('000) ('000) ('000) In-House Roles 23 - 40 40 - 65 65+ Talk to Abacus Legal team Public Sector Roles 21 - 35 35 - 60 60+ Tel +44 2890 313157 for a confidential consultation Stuart John - stuart@abacus.jobs Alan Braithwaite alan@abacus.jobs www.abacus.jobs to view a list of Legal jobs

15. NI SALARY SURVEY 2010 /11 Page | 15 Banking The Banking sector has been subject to incessant media interest over the have dissipated. Any recruitment activity has been of a strategic and past two years. The level of public interest in the health and recovery of highly selective nature operating at a slow pace and subject to several major nancial institutions, following the most turbulent period for layers of assessment and assurance throughout the recruitment process. generations, is unprecedented. The NI market has con icting in uences, from local exposure in the strained Republic of Ireland market, and the The market has stabilised in the past three months and some movement pace of international recovery. The unknown strategic direction (and has been witnessed at the senior level. The impending introduction of perhaps split) of investment / casino and retail banks by UK Government NAMA is starting to trickle into the NI banking community with some only adds uncertainty to the regions recruitment focus which is ripe with local banks appointing interim and temporary sta to support internal risk and opportunity. Until this is resolved, continued aspects of requirements. Overall though, the objective opinion in the market Banking re-structuring within banks must be anticipated and this may lead to suggests consensus that the year ahead will continue to o er a further jobs losses. challenging period however some light in the tunnel may exist. Some rms are gearing-up with potential growth anticipated in certain This is no longer a candidate-driven market. Salaries have frozen at best, specialist areas including regulatory/compliance, treasury and risk. or indeed declined by up to 10% over the past two years, while bonuses New Entrant 1 - 2 Yr Exp 3 - 5 Yrs Exp 6 - 8 Yrs Exp 9 Yrs+ Exp Per Annum Per Annum Per Annum Per Annum Per Annum Job Title ('000) ('000) ('000) ('000) ('000) Asset Finance 16 - 20 22 - 25 32 - 38 45 - 55 58+ Corporate Lending 17 - 21 23 - 27 34 - 40 48 - 58 62+ Business Lending 16 - 20 22 - 26 33 - 39 46.5 - 57 60+ Commercial Lending 16 - 20 22 - 25 32 - 36 44 - 54 55+ Sales Finance 16 - 20 22 - 25 33 - 38 45 - 55 57 + Talk to Abacus Banking team Tel +44 2890 313157 for a confidential consultation Damian Farrell - damian@abacus.jobs Alan Braithwaite alan@abacus.jobs www.abacus.jobs to view a list of Banking jobs Continued Overleaf

16. NI SALARY SURVEY 2010 /11 Page | 16 Banking Local banks are improving their liquidity through bond issues or through reflecting a greater level of confidence (Source Efinancial Report). We intervention of UK and Ireland governments. As a result, we are moving can therefore expect Belfast to move again in the near future and this is into a phase that should create wider opportunities on the NI job market backed by senior figures within local banks focusing on Q2 of 2011 as a while graduates / entry level candidates may get a glimmer of hope in the reasonable timeline for further opportunities. first Qtr of 2011. The wider NI market is expected to follow even more positive trends particularly in London; with the volume of active candidates moving jobs up by 33% between March and April 2010 Banking New Entrant 1 - 2 Yr Exp 3 - 5 Yrs Exp 6 - 8 Yrs Exp 9 Yrs + Exp Per Annum Per Annum Per Annum Per Annum Per Annum Job Title ('000) ('000) ('000) ('000) ('000) Treasury 17 - 20 21 - 24.5 32 - 38 45 - 55 59+ Retail Branch Manager 24 - 28 26 - 30 31 - 38 38 - 44 45+ Area Manager 32 - 36 38 - 42 43 - 48 48 - 55 56+ Director 50 - 60 55 + - - - Private Banker 30 - 35 35 - 45 45 - 55 55+ - Underwriter 14 - 20 21 - 25 26 - 30 31 - 36 37 + Fund Accountant 18 - 22 22 - 25 26 - 30 32 - 40 45 + Fund Administrator 15 - 19 20 - 24 25 - 30 31 - 36 36+ www.aba cu Website o s.jobs Talk to Abacus Banking Team: f the Year Tel +44 2890 313157 for a confidential consultation Damian Farrell - damian@abacus.jobs Alan Braithwaite alan@abacus.jobs www.abacus.jobs to view a list of Banking jobs

17. NI SALARY SURVEY 2010 /11 Page | 17 Insurance The locally competitive insurance industry continues to su er from a registered by clients. The elite commercial accounts remain in high long-term soft market. A lift on premiums is anticipated but it is slow demand which we would expect to continue over the next year. Salary paced to date. In NI, redundancies in claims and underwriting roles have increases could occur if the market hardens and premiums lift faster. The occurred and this has over-populated the supply base of candidates in the recent turbulence in the market associated with Quinn Direct adds further market. Candidate salaries in these areas have declined by 5% as a result uncertainty into the supply of candidates or indeed an introduction of a while the chance of gaining bonuses have been extremely challenged. new international player. The back-oce functions of sales and administration have been squeezed although continued interest in senior and specialist personnel have been New Entrant 1 - 2 Yr Exp 3 - 5 Yrs Exp 6 - 8 Yrs Exp 9 Yrs + Exp Per Annum Per Annum Per Annum Per Annum Per Annum Job Title ('000) ('000) ('000) ('000) ('000) Personal Lines Executive 11 - 13 13 - 16 17 - 21 21 - 25 25+ Insurance Commercial Account Handler 13 - 15 16 - 20 21 - 25 25 - 28 28+ Commercial Account Executive 16 - 19 19 - 24 24 - 30 30 - 38 38+ Underwriter 13 - 16 16 - 20 20 - 26 26 - 30 31+ Claims Handler 12 - 14 14 - 18 19 - 23 23 - 26 26 + Claims Manager - 28 - 32 32 - 38 38 + - Loss Adjuster 16 - 19 19 - 22 23 - 28 28 - 33 33 + Personal Lines Manager - 25 - 28 28 - 32 32 + - C ommercial Insurance - 28 - 31 31 - 37 37 - 45 45 + Manager Talk to Abacus Insurance team Tel +44 2890 313157 for a confidential consultation Damian Farrell - damian@abacus.jobs Alan Braithwaite alan@abacus.jobs www.abacus.jobs to view a list of Insurance jobs

18. NI SALARY SURVEY 2010 /11 Page | 18 Financial Services This is a complex market to assess because it is heavily reliant on Many have been subject to redundancy or salary cuts, or opted out of the forward-thinking and business-focused candidates. Regular client industry to transfer their skills and capabilities to other commercial consultation is varied with some indicating an increased business level markets or the public sector in order to avoid unemployment. Although and some the total opposite. This is completely re ective in recruitment some positive economic signs are witnessed such as increased volume of for this area with some clients stepping up e orts and some unfortunately mortgage approvals and more stable house prices, the macro fear of reducing numbers. For Mortgage Advisors and Administrators, Sales double-dipping still exists and this has an understandable restraint on Support and Para Planners it has been a particularly tough few years with recruitment. Con dence is king in this market. little immediate relief on the horizon. New Entrant 1 - 2 Yr Exp 3 - 5 Yrs Exp 6 - 8 Yrs Exp 9 Yrs + Exp Per Annum Per Annum Per Annum Per Annum Per Annum Job Title ('000) ('000) ('000) ('000) ('000) Mortgage Administration 11 - 13 13 - 15 16 - 19 20 - 23 23 + Mortgage Advisor 13 - 15 15 - 20 20 - 25 25 - 29 30 + F.S Sales Support 11 - 14 14 - 17 18 - 21 22 - 23 23 + Paraplanner 14 - 16 16 - 20 21 - 25 26 - 28 28 + Financial Advisor 17 - 21 21 - 26 26 - 32 32 - 40 40 + (Basic) Abacus it Aud Talk to Abacus Financial Services team R EC Gold Tel +44 2890 313157 for a confidential consultation Award Damian Farrell - damian@abacus.jobs Alan Braithwaite alan@abacus.jobs www.abacus.jobs to view a list of Financial Services jobs

19. NI SALARY SURVEY 2010 /11 Page | 19 Office Professionals The whole back-oce support functions of many clients have been Due to the high surplus of candidates for Oce Professional support quite resilient in most recent times. Continued economic uncertainty roles, full control is completely with companies. Salary levels for many of will only enhance the higher demand for temporary sta with the these roles would naturally plateau rather than spike however in recent option to make the individual permanent if and when the market lifts. times, salary levels have de ated and bene ts have been widely This is obviously a healthier cash- ow and payroll option. With the withdrawn in exchange for job security. The introduction of support increase in redundancies within UK and Ireland, candidates are willing to roles into the market have attracted applications from candidates with work on a temporary basis in order to avoid unemployment. These backgrounds in insurance, nancial services and legal who are prepared temps are generally available at minimum notice and willing to assist to gain employment until the point they can resurrect their careers. with short-term organisational projects. Although I would recommend the services of Abacus to any employer who is looking for the right employee or to any candidate who is looking for the right job; in particular I would recommend Lianne Turley who can only be described as a truly exceptional and professional consultant. My own personal experience with Lianne has been both as an employer and as a candidate who was seeking employment after a redundancy situation. At what can only be described as a very di cult and distressing time, Lianne worked tirelessly to secure employment for me and kept in touch with me about any job opportunities which arose and helped to prepare me for the interviews by ensuring I had all the information to hand and advising me of company websites to ensure I could research O ce Pros the companies I was going to be interviewed by. Client Testimonial Talk to Abacus O ce Professionals team Tel +44 2890 313157 for a confidential consultation Lianne Turley - lianne@abacus.jobs Alan Braithwaite alan@abacus.jobs www.abacus.jobs to view a list of Oce Professionals jobs Continued Overleaf

20. NI SALARY SURVEY 2010 /11 Page | 20 Office Professionals Abacus Permanent Permanent Temp Sta Deliverin c. 1- 3 Yrs Exp c. 4 - 7 Yrs Exp g Job Title Per Annum Per Annum Per Hour Rate High Volu m Temp Con e ('000) ('000) Oce Junior Secretary 10 - 12 14 - 17 - 16 - 22 5.80 6.50 - - 6.50 8.00 (Private & tracts Pu blic Secto Reception 11 - 14 13 - 16 5.80 - 7.00 r) Administration Assistant 11 - 14 - 6.20 - 7.50 Administrator 12 - 14 13 - 17 6.50 - 8.00 Senior Administrator 15 - 17 16 - 20 7.50 - 9.00 Oce Manager 16 - 19 18 - 25 8.50 - 14.00 Audio typist 14 - 17 - 7.50 - 9.50 Lianne Tu PA 15 - 17 17 - 21 8.00 - 10.00 rley Senior PA 18 - 22 22 - 28 11.00 - 16.00 Project Administrator 1 5 - 17 16 - 20 8.00 - 12.00 Customer Service Advisors 12 - 14 14 - 17 6.50 - 8.00 Sales Administrators 12 - 14 14 - 17 6.50 - 8.00 Team leaders 14 - 17 18 - 20 7.50 - 9.00 O ce Pros Foreign Language sales 13 - 15 15 - 18 6.50 - 8.00 administrators Research/policy Assistant 17 - 19 19 - 22 8.00 - 10.00 Highly Co mmende Data Entry Clerk 10 - 12 - 5.80 - 6.50 Recruitm d ent Cons Of The Ye ultant Trading Administrator 12 - 14 14 - 17 6.50 - 8.00 ar 20 News Aw 10 The Irish Database Administrator 12 - 14 14 - 17 6.50 - 8.00 ards Purchasing Administrator 14 - 16 15 - 17 7.00 - 8.50 Purchasing Ocer 16 - 18 18 - 20 8.00 - 10.00

21. NI SALARY SURVEY 2010 /11 Page | 21 Human Resources Human Resource professionals tend to be an early casualty of an interest in employed roles. As a result many candidates became economic downturn. Recently, HR teams were shut-down or available immediately. substantially diminished particularly in the sectors of property and construction. The subsequent greater pool of HR sta generated While HR generalists are o ering companies a more cost-e ective wide-spread competition for sparsely populated permanent return on investment, we anticipate a growing interest from larger rms employment roles which tended to appear in more robust markets of for HR professionals with a substantial background in industrial pharmaceutical, ICT and food production/services. Salaries took a huge relations, change management and organisational development. This is hit although many opportunities for temporary and contract hire already evident in temporary or interim HR roles and is expeced further existed especially in the past six months. The HR contractors market when the market requires professionals for more permanent roles su ered greatly with many self-employed professionals re-generating (anticipated in the latter half of 2010 and early 2011). 1 Yr Exp 2- 4 Yrs Exp 5- 7 Yrs Exp 8 - 9 Yrs + Exp Per Annum Per Annum Per Annum Per Annum Job Title ('000) ('000) ('000) ('000) Te am Abacus HR Administrator HR Ocer (CIPD) 13 - 16 16 - 18 15 - 17 19 - 26 16 - 18 24 - 30 17 - 20 26 - 32 li ed IPD Qua HR Advisor (CIPD) 16 - 18 17 - 22 19 - 23 22 - 28 33% C REC Training Ocer (CIPD) 14 - 18 18 - 20 24 - 30 30 + & 100% Training Manager (CIPD) 18 - 22 22 - 30 28 - 36 32 - 40 d Quali e HR Manager (CIPD) 25 - 28 28 - 35 35 - 45 40 - 50 Recruitment Manager 18 - 22 20 - 25 22 - 28 25 - 35 Head of HR/ HR Director (CIPD) 35 - 40 40 - 50 45 - 55 50 - 65 HR Talk to Abacus HR Recruitment team Tel +44 2890 313157 for a confidential consultation Lianne Turley - lianne@abacus.jobs Alan Braithwaite alan@abacus.jobs www.abacus.jobs to view a list of HR Recruitment jobs

22. NI SALARY SURVEY 2010 /11 Page | 22 Marketing 1 Yr Exp 2- 4 Yrs Exp 5- 7 Yrs Exp 8 Yrs + Exp Per Annum Per Annum Per Annum Per Annum Job Title ('000) ('000) ('000) ('000) Marketing Administrator 13 - 15 14 - 18 16 - 20 18 - 22 Marketing Coordinator 15 - 18 17 - 20 19 - 24 24 - 30 Marketing Ocer 15 - 18 17 - 20 20 - 25 25 - 35 Marketing Manager 18 - 24 24 - 30 30 - 40 40 - 60 PR/ Comms Ocer 16 - 18 17 - 20 20 - 28 25 - 35 PR/ Comms Manager 18 - 24 24 - 30 30 - 40 40 - 65 Head of Marketing 26 - 30 30 - 35 35 - 45 40 - 60 Similar to HR, the Marketing function of many rms became a liability ambitious SMEs from the IT industry have smartly recruited in this area. with widespread redundancies observed. However a substantial Many recent graduates with both a theoretical base but more counter-cyclical demand for new marketing specialists with a focus on impressively a personal and practical knowledge of this new media is social networking and social media has been recognised since late generating a healthy communication for clients. 2009. This has stemmed substantially from a widespread interest in social networking, search engine optimisation and social media Recruitm Agency o ent channels. Many clients from the areas of PR and advertising as well as f the Year (09, 08, 07) Winner / Talk to Abacus Marketing team Highly Commen Marketing Tel +44 2890 313157 for a confidential consultation ded Lianne Turley - lianne@abacus.jobs Alan Braithwaite alan@abacus.jobs www.abacus.jobs to view a list of Marketing jobs

23. NI SALARY SURVEY 2010 /11 Page | 23 Future Recruitment Outlook Although the months ahead are starting to look and feel healthier than the Overall though it will come down to attitude therefore be adaptable, clearly substantial recent decline, it is perhaps too simplistic to state the economy and outline your commitment and demonstrate your blend of experience, talent and recruitment in general can only get better. Looking back, in comparison to Dublin, promise. Give us a call for a career consultation on 028 90313157. it is widely acknowledged that matters could have been substantially worse! While looking forward, a number of icebergs are oating toward NI which o er Employers further threat to economic recovery; including the fear of a double-dip recession, After su ering the costs of workforce reduction (both nancial and non- nancial), uncertainty over the impact of the new UK Coalition Government, wider pressures companies will tread carefully when it comes to recruitment. We expect them to on Eurozone countries and the substantial nancial constraints on local, national operate with greater caution to strategically grow in what is still an uncertain and international public sector budgets. climate. s However we have much to celebrate as well. The talent pool in NI Businesses will recover at a varied pace. Some will recognise opportunity and Ab acu e is exceptionally strong, the education system is solid, a highly calculate risk in advance of competitors while others will maintain a cautious xibl educated and adaptable workforce exists and the level of approach to recovery and growth. In general, employers should consider the e A Fl uiter world-class indigenous companies with super (employer) following: brands is growing impressively. Additionally, improved r Rec ont ract Te mp political stability and a further stream of potential Foreign Direct Investment (via Invest NI) is adding to a collective force Improving their employer brand; Maintain and rebuild morale; Aba cus Pe rm C of optimism. So what does it all mean to the recruitment Invest in team building activity; A 20 market and what can be done to prepare for a better market? Promote an eective social networking strategy; & Ac wards co Oer clear and honest communication to all sta; sinc lades Candidates Consider the re-introduction of benefits or even e 20 06 It is wise for jobseekers to fully prepare for the recovery and uplift in employment non- nancial rewards to demonstrate some re-investment. opportunities. Considering the level of competition is going to be signi cant, there are several tasks that should be maintained especially as more strong Although streamlined, some rms may feel too lean especially if new anticipated candidates will re-enter the market and declare intentions to move employers as business is generated. As a result this may push companies into swift recruitment economic con dence rises. Abacus would suggest you: drives although not to the extent of pre-recession levels. However recruitment Review and refresh your CV; overall will be cautious and strategic in nature in the year ahead. A key gain is in Develop presentation skills and research each company; the method of recruitment, the manner of conducting interviews and the Increase connectivity on multiple social networking platforms; promotion of the right employer brand. Getting the best recruitment blend is Attend networking events; going to be where the battle ground is won or lost. This may mean some Work with a specialist and qualified recruitment consultant; permanent acquisitions peppered with the hiring of temporary sta or interim Consider additional education or learning options to build skills and contract appointments. This will help to generate savings and retain key workforce quali cations (e.g. night classes or longer courses). talent. To discuss your recruitment strategy, call Abacus on 028 90313157.

24. NI SALARY SURVEY 2010 /11 Page | 24 The Abacus Approach Abacus Professional Recruitment is a leading multi-sector recruitment specialist based in the city centre of Belfast in Northern Ireland. With a fully quali ed team of recruitment consultants oering more than 60 years of specialist recruitment experience in Ireland, Abacus is a provider of choice with many leading firms throughout NI since inception in 2003. The company provides sta for permanent, contract and temporary roles across the following markets: ICT Financial O ce Human Accountancy Legal Banking Insurance Marketing Services Professionals Resources In a highly competitive recruitment arena, Abacus puts an extra e ort to deliver high standards of customer service and vacancy management. The team also provide a continuous focus on honesty, integrity and con dentiality to all assignments. Continuous Improvement As corporate members of the Recruitment and Employment Confederation (REC), Abacus invests in best-practice and business Vari improvement. We have a team that is professionally trained, quali ed and insightful. As such we are in a position to share market Acti ous intelligence and trends on the developments within your market. Our specialist teams can oer advice on salary expectations, current v market trends and other consultative matters. The team has supported clients throughout NI but also in Dublin (and wider RoI), London Net e Socia wor king l (and wider GB) and Middle East. Con As a testament to these business principles, Abacus is independently assessed and audited annually and since 2006, has been short nec listed or won 20+ awards and accolades, including: tion Investors In People (IIP) achieved in 2007 and renewed in 2010 s Recruitment Agency of the Year Winner / Shortlisted in 2009, 2008, 2007 Recruitment Team of the Year 2010 Recruitment Consultant of the Year - Shortlisted in 2010, 2009, 2008, 2007 REC Gold Audit Award - achieved in 2007 and renewed in 2010 Audited by Department of Employment and Learning Website of the Year www.abacus.jobs Plus other categories such as Best Business Growth, People Development, Excellence in Customer Service, Best Place to Work, Advert of the Year, Top 50 Developing Business and Best New Business.

25. NI SALARY SURVEY 2010 /11 Page | 25 The Abacus Approach Smart Recruitment We dont just stick your advert in our website and wait for someone to make contact. We considerably generate exposure in the wider market and improve our capacity to deliver by investing into the following: Dynamic database of candidates (both passive and active, subject to opportunity); Intelligent software and IT systems from leading industry suppliers; Smart advertising (online and oine) including widespread branding across specialist international websites and industry publications and event sponsorship; A referral scheme with professionals recommending professionals based on reputation (and not due to excessive cash reward); Widespread social networking strategy; Comprehensive search engine optimisation (SEO); and A partnership approach with a selection of complimentary service providers. As a result, the team at Abacus has enjoyed the experience of working alongside some fantastic leading companies in the local business community. Abacus has won dozens of contracts and PSLs with major commercial entities in addition to gaining public sector tenders. We have equally enjoyed supporting small indigenous start-ups and niche SMEs with international appeal and global reach. As a reflection of our relationship, some clients even use our central oce as a neutral venue for provisional interviews with candidates, or attend award ceremonies to share success. Many core clients also bene t from the Abacus Gold Exclusivity package equating to discounts, extra consultancy support, and an indepth partnership approach. This experience wouldnt be possible without the partnership of jobseekers. Since 2003, Abacus has been able to support thousands of individuals develop and benefit from a clearer career path and guidance. Many candidates have become clients, and some clients have become candidates re ecting how all matters are treated with privacy at all times. Positive Outcomes Due to the many high profile contracts with leading organisations, our team is accustomed to high performance ratios e.g. CV to IV, IV to Oer and Oer to Acceptance. Subsequently, we manage an insightful screening process to view each CV, meet every candidate and occasionally undertake internal assessments (e.g. psychometric profiling), in advance of CV circulation and interviews we always try to go the extra mile and oer more on each occasion. More Information A comprehensive PowerPoint presentation on the Abacus Professional Recruitment is available if you contact Alan Braithwaite or Justin Rush (Business Directors) alan@abacus.jobs or justin@abacus.jobs or Tel 028 9031 3157. Alternatively view www.abacus.jobs

26. ABACUS FEEDBACK WORDCLOUD Permission Injunction sustainable Legatee Notary Judge Legatee dublin & london award winning Confident consultants Nota attention to detail Planner positive Innovative Guardian contract oane Legal knowledgable Public Para Marketing Employment professional customer friendly sales environmental www.abacus.jobs CAREERS partners Office Construction I.C.T Quality Covenant multi-sector accountancy Jobs caring agency Indemnity Lord Justice of Appeal IIP Interloc