Absl-Report v0.7.3

BUSINESS
SERVICES SECTOR
IN ROMANIA
2020
Report prepared by
In cooperation with
Designed by
Digital Services
© ABSL 2020
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CONTENTS
FOREWORD 5
CHARACTERISTICS OF BUSINESS SERVICES IN ROMANIA 7

CONTENT PROVIDER: ABSL, KPMG
LABOUR MARKET AND SALARIES 61

CONTENT PROVIDER: ABSL, DALE CARNEGIE, HAYS, KPMG, ZRVP
OFFICE MARKET 110

CONTENT PROVIDER: JLL, SKANSKA
ABOUT ABSL 134
BUSINESS SERVICES SECTOR

IN ROMANIA 2020
FOREWORD
FOREWORD
This has been the year when we all come together

to face unprecedent times. We helped each other
and shared solutions and best practices, we acted
as a real community – ABSL Community.
Since the beginning, our mission here in ABSL was

to support the business services ecosystem and we
saw this mission accomplished as never before this
year. ABSL became the focal point not only for the
sector, but also for other companies that needed
answers and data.
Even if Covid-19 stopped some investment plans,

some other projects emerged due to this global
pandemic, and Romania is on investors’ agenda. A
strong argument for our country was how all of us
performed in these eight months. We adapted fast
and in the second week of March, 43% of the
companies in our industry had 90% to 100% of
their employees working from home and soon
after that, all our services were delivered from
home at the same quality and productivity as
before.
Ciprian Dan
Kudos to Corporate Office Solutions, Dale Carnegie

President of the Board
Romania, HAYS Romania, Institute of Management ABSL Romania
Accountants, JLL Romania, KPMG Romania, Regina
Maria, Skanska Romania, Steelcase and Zamfirescu,
Racoti, Vasile and Partners. They are true partners
of the business services sector by supporting us so
we can deliver all our projects to you but more
than that by supporting our community with data,
studies, practical solutions, trainings and
workshops, legal advice and expert opinion
whenever you needed it.
As usual, we are continuing our endeavour to

provide you reliable benchmark data in making
future decisions for your operations and this year
we add some relevant information to COVID-19
context. We would like to thank everyone for their
involvement and efforts in elaborating this report
and we invite you to read our 8th edition of the
Romanian Business Services Industry Report.

IN ROMANIA 2020
OVERVIEW OF
BUSINESS
SERVICES IN
ROMANIA
INTRODUCTION
The year 2020 has brought unprecedented

challenges not only to Romania and to the
Business Services Industry but to entire global and
local economy. In a couple of weeks everything had
changed: some companies had to shut down their
activity, others were impacted by things happening
on other continents, and all of us had to change
the way we were working and delivering services
and products.
The Romanian Business Services Industry had

quickly adapted to the COVID-19 context, as the
concept of outsourcing is intrinsically based on
working from a distance. This sector was perhaps
the most prepared for the remote work. Already
companies were using work from home as a
benefit for their employees and soon became an
advantage for both, employee and employer, as
they continued their activity in the lockdown
period. In mid-March, an ABSL’s survey showed
98% of the companies in the industry took as the
main measure to protect their people and to
ensure business continuity: working from home.
Although we have easily adapted to the new situation in such a large percentage, our industry’s customers
in Europe, USA and Asia were affected, which had an impact on our sector. A lot of projects were put on
hold, others were cancelled, and others moved to Romania or grew. Clients domain or location made a
huge difference. If at the end of 2019 we estimated for 2020 a 10% increase, in the current context we
think we maintain the same level as last year. In the medium and long term, we will record an accelerated
growth as we expect the cost pressure the global economy will experience to be financed by the savings
that the outsourcing industry can produce.
For the last eight years, with the support of KPMG, we have conducted an annual survey of the outsourcing
companies operating in Romania This year we focused, in addition, on the impact that the new reality
brought upon the business as usual.
We have prepared this report based on the information provided by its participants in the form of a
completed questionnaire. For confidentiality reasons, the data processing was carried out by our strategic
partner, KPMG. This report is the most comprehensive study conducted in Romania on the outsourcing
industry and we are sure that established companies and investors will find useful information in its pages.
We would like to express our appreciation to all the companies which took the time to provide data that
made the preparation of this study possible.
BUSINESS SERVICES SECTOR 7

IN ROMANIA 2020
CHARACTERISTICS OF BUSINESS SERVICES IN ROMANIA - EXECUTIVE SUMMARY
INTRODUCTION
59
The report was
prepared on the basis
of responses from
companies hiring
approximately 29% of
the total number of
employees working in
the outsourcing
Companies participated
industry in Romania.
in the industry survey
48
Companies participated
in the salary survey
The data presented

hereinafter express the
status and the vision of
the participants,
without any statistical
alteration. KPMG has
only analyzed and
processed the
information received
through
questionnaires.

IN ROMANIA 2020
PARTICIPANTS IN THE INDUSTRY

SURVEY
59 companies 863 mil EUR

Bucharest
Cluj-Napoca
54%
Companies located The turnover generated Iași Of the respondents had
across Romania in the financial year in the Disaster
participated in the 2019 by thirty eight of Timișoara Recovery Plan /
survey. They are both the participants in the Business Continuity
commercial providers survey (who provided
Sibiu Plan appropriate
and internal units, as this information). Brașov measures for situations
well as companies similar to COVID-19,
operating under the Technology & Ploiești while 11% declared that
hybrid model (serving Telecom such measures existed
both internal and The main locations but not at the scale
external clients). Banking, where the companies needed.
Insurance & have operations. Most
Financial
37.5
of the companies are
Services
Europe
primarily based in
thousand
Bucharest.
Business &
FTEs employed by the
survey participants
which represents
Professional
Services 53% & USA
approximately 29% of
The top three sectors Of the respondents Where parent
the total estimated
serviced. expect to resume companies are mainly
workforce of the
similar business level as based in (most
business sector in
58%
before COVID-19 by commonly in Romania,
Romania.
mid 2021, while 37% France and Germany).
are reserved to
563 estimate the timeline.
83%
FTEs Of the participants in
the survey have put in
The average headcount action plans that would
of the participants in allow them to maintain
Of the participants have
the survey. the current level of
maintained the same
turnover, limiting for
level of business space
the moment expansion
2011
as before COVID-19.
plans, while another
27% declared their
activity decreased.
Approximately 54% of
the participants have
been set up since.

IN ROMANIA 2020
SERVICES PROVIDED BY THE

PARTICIPANTS
IT Services
Finance &
Accounting
Customer
Operations
HR
26 languages 72% Procurement
The maximum number Of the respondents The most frequently

of languages spoken declared a decrease in encountered services
within one business external/internal provided.
services company. demand, due to the
Strong language global economic
capabilities are situation. This situation
encountered for the was not foreseen, nor
main European can it be compared to
languages (such as prior years / reports
English, German, that focused on normal
French etc.). business conditions.
More than ten

languages are used
during service delivery
by eighteen companies.

IN ROMANIA 2020
MAIN CHARACTERISTICS OF THE

WORKFORCE
44% 26-35 Decreasing trend Language & IT
Of the companies The average age of the The number of Language skills,
reported an average workforce, reported by personnel is expected especially German, are
level of seniority of less most of the companies to decrease by 6.4% by the most needed skills
than 3 years, employing surveyed. the end of the year, by as mentioned by the
in total approximately a further 4.4% by the participants in the
39% of the workforce of end of June 2021 and survey, followed by IT
the respondents.
12% by 7.2% by the end of
2021. The current
skills and a
combination between
88%
economic conditions language and IT skills.
The current attrition have completely shifted
rate by July 2020, while the expected trends, as
22% was the average presented in the prior
Of the companies
for the past three years. year’s report which
reported between 75%
showed a positive
- 100% work from
trend.
61%
home environments.
18% Of the employees

are female, similar as
Customer
Operations
Expect to remain in the in 2019. IT Services

work from home Finance &
Accounting
70%
scenario.
39%
29% of the total
Of personnel employed headcount provide
by the participants in Customer Operations,
the survey are located 28% IT Services and
Expect to return 100%
in Bucharest. In 17% Finance &
to the traditional way of
addition, companies Accounting.
working from an office.
located in Cluj Napoca
account for 8%, while
85% Timisoara and Iasi

account for another 6 %
in total per each of the
Of the respondents cities.
have 1% foreign
employees.

IN ROMANIA 2020
LEVEL OF
AUTOMATION
Robotic Process
Automation
83% 80%
Basic Process
Automation
Of the participants The most frequently Of the participants

focused on increasing mentioned as focus on an automation
the level of automation, intelligent solutions environment that
by enhancing the use of implemented. allows scalability and
existing tools or adding agility.
new tools.
The setup of
44%
automation
departments
Of the respondents The majority of the

have invested in market respondents are using
acquired technologies, in house resources or
and a further 29% in a leveraging third party
mix of market acquired resources, followed by
and in-house built a mix of recruiting
solutions. technology savvy
candidates and
retraining existing staff.

IN ROMANIA 2020
REMUNERATION AND
EMPLOYEE BENEFITS
48 25 Gross monthly
salary
Companies participated Companies are offering Varies based on the

in the salary survey, but language bonuses. position, level of
only answers from Monthly language seniority, as well as the
thirtyeight companies bonuses are offered by company which is
have been validated these companies as a offering the salary.
and considered in the monthly lump sum and
survey. vary depending on the
language competency
and the company which
is offering the bonus.
Relocation
Meal tickets bonuses
Annual
Private Housing
performance
Healthcare allowances
bonuses
Work from home1 School
Extra holiday
Flexible hours days Car allowances
The most encountered In addition to the legal The most encountered

non financial benefits. required number of benefits granted to
Such benefits are holidays are also expats.
offered to employees mentioned as offered
both in operational and by the respondents.
managerial roles.
1
Before the pandemic, Work
from Home was considered a
benefit.

IN ROMANIA 2020
BUSINESS
ENVIRONMENT
100% 56% 22%

Of the participants in Of the respondents Perceived a decrease in
the survey consider consider that the the level of competition
Romania a good place current economic on the market.
for investment. conditions had no
effect on competition.
Government
grants
Local tax
8.3
Business
exemptions
Environment
The average rating for The companies A limited number of

competition, with a surveyed maintain a companies have
slight decrease from 8.8 high degree of benefited from public
registered in the prior confidence in the local support, the most
year (on a scale from 1 business environment. commonly encountered
to 10, with 10 being the forms of such support
strongest). being technical
unemployment (20%),
government grants and
local tax exemptions.

IN ROMANIA 2020
CHARACTERISTICS OF BUSINESS SERVICES IN ROMANIA
COMPANIES PARTICIPATING IN Participants in the

THE INDUSTRY SURVEY industry survey
31 59
Internal units /
Captive centers
companies
Total number of
17.7 thousand FTEs companies that took
part in the industry
47% of FTEs survey.
37.5 thousand
Total number of FTEs

employed.
19
Commercial
providers /
Outsourcing
centers
13.8 thousand FTEs
37% of FTEs
9
Hybrid
models
6.0 thousand FTEs
16% of FTEs
Fig 1: Split of participants based on organizational model

(number of companies)

IN ROMANIA 2020
COMPANIES PARTICIPATING IN Participants in the

THE INDUSTRY SURVEY industry survey
BY NUMBER OF FTEs
21 15 9 14
Less than 200 Between 201 Between 501 More than 1,000 FTEs
FTEs and 500 FTEs and 1,000 FTEs
BY NUMBER OF LOCATIONS WHERE THEY HAVE OPERATIONS
37 12 8 1
1 location 2 locations 3 locations 4 locations
1
5 locations

X
IN ROMANIA 2020
PARTICIPANTS BASED ON YEAR OF Participants in the

ESTABLISHMENT industry survey
18 18
Romania has a long
history of centralizing
services, as is proved by
the fact that many
participants in the
survey have had
operations for several
years. The oldest
company started
operations in 1994.
14
Approximately 31% of
the participants have
been set up since 2016,
while approximately
24% were set up
between 2011 and
2015.
2
Fig 2: Split of
participants based on
year of establishment
Before 2000 2001 - 2005 2006 - 2010 2011 - 2014 After 2015

IN ROMANIA 2020
MAIN LOCATIONS OF THE Participants in the

PARTICIPANTS industry survey
SUCEAVA
IASI
CLUJ-NAPOCA PIATRA-NEAMT
BACAU
TARGU MURES
TIMISOARA SIBIU
BRASOV
RAMNICU VALCEA
PLOIESTI
MIOVENI
BUCHAREST
Fig 3: Location of the

participants
BUCHAREST CLUJ-NAPOCA IASI TIMISOARA SIBIU
Head Office 27 Head Office 3 Head Office 2 Head Office 2 Head Office 3
Main Location 13 Main Location 2 Main Location 3 Main Location 1 Main Location 1
Secondary 1 Secondary 2 Secondary 1 Secondary 1 Secondary 2
Location Location Location Location Location
BRASOV PLOIESTI
Main Location 1 Main Location 1

Secondary 2 Secondary 1
Location Location
Several companies provide services from less common locations, such as Bacau, Mioveni, Piatra Neamt,
Ramnicu Valcea, Suceava and Targu Mures.

IN ROMANIA 2020
COUNTRY OF ORIGIN – Participants in the

WORLDWIDE FOOTPRINT industry survey
EUROPE 41
Romania 10 Netherlands 1
NORTH AMERICA 13 France 7 Austria 1
13
USA Germany 7 Hungary 1
UK 6 Luxembourg 1
Switzerland 3 Norway 1
Italy 3
ASIA 4
1
South Korea
3
India
SOUTH AMERICA 1
1
Brazil
Fig 4: Breakdown of participants based on the location of the parent

company’s headquarters (worldwide)
Romania has been chosen as a destination for

outsourcing services by companies from four
continents. Mostly European companies outsource to
Romania, followed by USA. Compared to prior year, we
note an increase in the Asian based companies.

IN ROMANIA 2020
PARTICIPANTS BY SECTOR OF THE Participants in the

PARENT COMPANY industry survey
19
Technology & Telecom
Business & Professional 16

Services
Including BPO
Other sectors
Automotive, Software Development &
Consultancy, Office Environment & Furniture
11
82%
Of the parent
Banking, Insurance and
8 companies are active in
Financial Services
only one sector (forty
eight out of fifty nine
companies participating
Industrial & Consumer Goods 7 in the survey).
Consumer services
Including Media, Retail, Travel and Leisure
3 9%
Of the parents are
active in two sectors
Transport 3 (i.e. five companies).
9%
Energy, Utilities and Raw Materials 2
Of the parents are

Health Care 2
active in more than two
sectors (i.e. five
companies).
Fig 5: Split of participants based

The other sectors not detailed in the graph are Automotive, Architectural on the sector of the parent
engineering, Building Design, Construction Management, Human Resources, company (number of
Office Environment & Furniture, Oil & Gas and Railways. companies)

IN ROMANIA 2020
SECTORS Participants in the

SERVICED industry survey
Technology & Telecom 27
Banking, Insurance and Financial 22

Services
Business & Professional Services 19

Including BPO
Consumer Services 16
Including Media, Retail, Travel and Leisure
Industrial & Consumer Goods 16
Other 9
Automotive, Manufacturing, Entertainment & others
Energy, Utilities and Raw Materials 9
Transport 9
Health Care 8
Real Estate 3
Public Sector 1
Fig 6: Split of participants based

on sectors serviced (number of
The main sectors serviced by the participants in the survey follow, to some companies)
extent, the sectors in which companies’ parents operate.
Note: The total number of
The top five sectors serviced are Technology and Telecoms; Banking, answers exceeds the number of
Insurance, Financial Services; Business and Professional Services; respondents, as some of the
Consumer Services (incl. Media, Retail, Travel & Leisure) and Industrial & companies provide services to
clients from several sectors
Consumer Goods.

IN ROMANIA 2020
IMPACT OF COVID-19 Participants in the

KEY DRIVERS FOR CHANGE industry survey
8
External demand decrease 39%
Companies reported an
Client internal factors 1 33% increase in operations.
31
New business areas 33%
Companies reported no
External demand increase 30% impact on their
business, number of
clients or services in
scope.
Global restructuring plans 27%
14
Other drivers 12% Companies had a
decrease in operations.
Acquisition 3%
1 *
Fig 7: Impact of COVID-19 over
Company reported no
business, number of clients and
services in scope (% of change in the number
companies) of their clients, yet a
decrease of 70% in the
Note: The total percentage volume of transactions
exceeds 100%, as some of the processed.
companies’ have selected more
than one option based on the
answers from 34 companies
1
closing manufacturing area,
client operation impacted by
COVID-19 and so on

IN ROMANIA 2020
COVID-19 Participants in the

KEY IMPACTS industry survey
CHANGE IN OFFICE SPACE SCENARIOS RELATED TO EVOLUTION OF

TURNOVER
Was / will be expanded Increase

1 7
Did not change Remain the same

47 33
Decreased Decrease
9 9
Fig 8: Impact of COVID-19 on office space (number of companies) Fig 9: Impact of COVID-19 on turnover (number of companies)
COVID-19 has accelerated the trend towards Furthermore, out of the total pool of respondents
working from home, but it has also revealed its estimating the impact of the pandemic over their
limitations – an organization’s success may depend turnover (i.e. forty nine), 69% (i.e. thirty three)
on face-to-face interaction, collaboration and stated that their turnover is not expected to
socialization. change, while 17% (i.e. nine companies) estimated
Forty-seven out of fifty-seven companies stated a decrease in turnover ranging between 5% and
that COVID-19 had had no impact over their office 30%. More fortunate estimations foresee a
space, while nine of the participants had decreased turnover increase for 14% of the companies (i.e.
their office space. seven), between 5% and up to 50%.
Only one company, providing IT services, reported

that its office space was / will be increased. This
company also reported a business increase.
Note: Deviation from the total panel represents the

non-responding companies / not applicable data

IN ROMANIA 2020
RECOVERING AFTER COVID-19 Participants in the

industry survey
On the economic front, the COVID-19 crisis presents the greatest challenge in a
decade for the companies surveyed. Business recovery is expected to mainly
happen during 2021, as detailed in the graph below.
Q4 2020 15%
Q1 2021 19%
Q2 2021 19%
Q3 2021 5%
Q4 2021 5%
Other1
37%
Fig 10: Estimated recovery

timeline by participants (% of
companies)
1
Responses ranged from not Note: Based on the information
able to estimate to the years provided by 38 participants
after 2021

IN ROMANIA 2020
APPROPRIATE MEASURES IN THE Participants in the

DISASTER RECOVERY PLAN / industry survey
BUSINESS CONTINUITY PLAN
Disaster Recovery Plans / Business Continuity Plans ensure that the business is
able to survive a critical incident, such as COVID-19. It permits an immediate
response to crisis in order to shorten recovery time and mitigate impact.
54%
Of the participants stated
that they have a Disaster
Recovery Plan / Business
Continuity Plan in place.
11%
Of the respondents have
such a document, yet it
does not address current
circumstances generated
by the pandemic.
35%
Of the companies surveyed
do not have a Disaster
Recovery Plan / Business
Continuity Plan.
The above figures are calculated based on the

responses received from fifty five participants in
the survey.

IN ROMANIA 2020
MAIN SERVICES Services provided by

PROVIDED the participants
4
Companies provide only
one type of service.
23
Companies provide five
to nine types of
services.
10
Companies providing a
minimum of ten types
of services.
The services provided by the business services

companies participating in the survey are highly
15
diverse, proving once again the high capabilities of
Maximum number of
the industry and its employees.
services provided by
one company.
The services provided vary from IT, Finance &
Accounting and Customer Operations to some
processes specific to several industries / sectors,
such as health care, capital markets or energy
related.
Overall, the companies surveyed are cumulatively

providing more than twenty types of services. The
most frequently encountered services provided are
IT Services, Finance & Accounting, Customer
Operations, HR and Procurement.

IN ROMANIA 2020
MAIN SERVICES PROVIDED - Services provided by

OVERVIEW the participants
IT Services Banking
41 9
Finance & Accounting Business & Professional Services

40 9
Customer Operations Consumer Services 1

36 9
Human Resources Insurance

30 8
Procurement Other services

28 7
Project Management Research & Development 2

25 4
Business Transformation Health Care

24 4
Supply Chain Management Energy, Utilities and Raw Materials

15 3
Document Management Industrial & Consumer Goods

13 2
Marketing Capital Markets

12 1
Knowledge Management Public Sector

11 0
Technology & Telecom

10
Fig 11: Split of participants based on type of services 1

Media, Retail, Travel & Leisure
provided (number of companies) 2
Other than software development
Note: The total number of answers exceeds the number of
respondents, because the companies provide more than
one service

IN ROMANIA 2020

DETAILED ANALYSIS the participants
IT SERVICES FINANCE & ACCOUNTING
User Support / Service Desk Accounts Receiveable

29 35
Infrastructure Management / Support Accounts Payable

24 32
Automatization/Service Delivery Master Data

Optimization1 Management
23 29
2
Application Lifecycle Management General Ledger & Reporting
23 28
Other IT services Business Controling

19 25
Enabling Services Travel & Expenses

15 24
Information Security Treasury

14 19
Request Fulfillment/ Process Execution3

14
Fig 12: Split of participants based on type of services 1

Cost, Quality
provided (number of companies) 2
Including software development
3
BPO
Note: The total number of answers exceeds the number of
respondents, because some of the companies provide more
than one service

IN ROMANIA 2020

DETAILED ANALYSIS the participants
CUSTOMER OPERATIONS PROCUREMENT
Customer Helpdesk Operational Procurement

30 27
Sales & Account Mgmt Support Strategic Procurement

23 14
Fulfillment
15
HUMAN RESOURCES
HR Administration & Reporting

26
Payroll
24
Recruitment
23
Talent Management
17
Fig 13: Split of participants
based on type of services
Mobility provided (number of companies)
15
answers exceeds the number of
Compensation & Benefits respondents, because some of
the companies providesmore
14 than one service

IN ROMANIA 2020
LANGUAGES USED IN DELIVERING Services provided by

SERVICES the participants
A great diversity of languages has been

observed, with strong capabilities
found in major European languages.
The most encountered are English,
German, French, Italian and Spanish,
all reported by more than thirty-five
companies.
A specificity of the industry is that

services are rendered mostly in the
original language of the clients.
Consequently, language proficiency
varies according to the company
profile and the geographical spread of
its clients. As most are located in
Europe and the USA, English remains in
the first place.
18 35 26 8
Companies deliver Companies deliver Maximum number of Average number of
services in at least ten services in at least five languages spoken in languages spoken.
languages. languages. one company.

IN ROMANIA 2020
LANGUAGES USED IN DELIVERING Services provided by

SERVICES the participants
English Greek Chinese

56 12 2
German Turkish Japanese

47 12 2
French Danish Korean

46 11 1
Romanian Norwegian Latvian

40 10 1
Italian Finnish Lithuanian

39 9 1
Spanish Bulgarian
35 8
Russian Serbian
24 8
Polish Slovak
21 7
Dutch Arabic
20 6
Hungarian Croatian
20 6
based on languages used in
Portuguese Hebrew delivering services (number of
companies)
20 6
Swedish Slovenian
13 3
Czech Ukrainian respondents, because the
companies provide services in
12 3 more than one language

IN ROMANIA 2020
EMPLOYMENT STRUCTURE BY Main characteristics

SERVICES OFFERED of the workforce
56%
Customer Operations
29%
IT Services Internal unit / captive

Including software development center.
28%
31%
Finance & Accounting (F&A)
17%
Human Resources Commercial provider /

10% outsourcing center.
Other services
13%
9%
Supply Chain Management

6% Hybrid model (both
internal and external
Banking, Insurance, Financial Services clients).
1%
Fig 15 : Employment structure by services offered (% of

companies)
Fifty five companies provided information about their

employment structure. These companies employed a
total of approximately 35 thousand full time
employees.
Most of the full time employees provide Customer

Operations services (29%), followed by IT (28%) and
Finance & Accounting (17%).

IN ROMANIA 2020
EMPLOYMENT STRUCTURE BY Main characteristics

SERVICES OFFERED of the workforce
INTERNAL COMMERCIAL HYBRID

UNITS PROVIDERS MODELS
Customer Operations 30% 32% 14%
Finance & Accounting 29% 5% 5%
Other services 14% 6% 0%
IT Services 12% 53% 12%

Including software development
Supply Chain Management 7% 3% 11%
Human Resources 7% 2% 50%
Banking, Insurance, Financial 1% 1% 6%

Services
Fig 16: Employment structure by types of services provided by organization type (percentage of companies)
Thirty one internal units provided information These companies employ a total of approximately
about their employment structure. These seventeen thousand full time employees.
companies employ a total of approximately Seven companies that function as hybrid models
eighteen thousand full time employees. provided information about their employment
Seventeen commercial providers shared structure. These companies employ a total of
information about their employment structure. approximately four thousand full time employees.

IN ROMANIA 2020
EMPLOYEES RESIDING IN Main characteristics

OTHER CITIES of the workforce
9
Companies participating in the survey were asked
to estimate if they have employees residing in companies
other cities (other than the cities where the main
offices exist), on full remote setup.
Declared that in 2019
The following percentages were calculated based they had employees
on the answers received from fifty three residing in other cities.
companies which provided information on
this subject.
35
We can observe that the number of companies
which have employees residing in other cities companies
increased a lot due to the context of the pandemic,
the work from home environments established as
Declared in 2020 that
well as the diversification of talent pools due to the
they had employees
lack of resources.
residing in other cities.
Note: Variation compared to

previous years’ results is due to the
different pool of respondents

IN ROMANIA 2020
EMPLOYMENT Main characteristics

FORECAST of the workforce
end of end of Jun end of Dec
2020 2021 2021
27,728 26,521 24,623

57.4%
Of the surveyed
-4.4% companies (i.e. thirty
one companies) predict
an increase in
headcount over the
next two years.
-6.4%
-7.2%
22.2%
Of the surveyed
companies expect a
headcount decrease
(i.e. twenty two
companies).
29.620
Actual FTE no.*
20.4%
Of the surveyed
companies expect no
change in the current
number of employees
*54 respondents (i.e. eleven companies).
Fig 17: Employment forecast
Companies participating in the survey were asked to estimate their Note: The variation compared
to previous years’ results is due
employment evolution for the end of 2020 and the next two years. to the different pool of
The percentages were calculated based on the answers received from fifty respondents
four companies which provided information on this subject (employing in total

29.6 thousand full time employees).

IN ROMANIA 2020
FOREIGNERS
EMPLOYED Main characteristics
of the workforce
37
% of foreigners
employed
companies
less than
1%
Have hired foreign
personnel (out of 57
respondents).
26 companies 22 Internal Units
12 Commercial Providers
3 Hybrid Models
employing in total
950
1-5% 40%
Foreign employees , out
23 companies of the total headcount
of 37,115 for
companies which
employ foreigners.
188 in Internal Units
584 in Commercial Providers
5-10% 40%
12%
178 in Hybrid Models
7 companies
65%
Of respondents hire
more than foreigners.
10%
1 companies
2.6%
The share of foreigners
Fig 18: Percentage of foreigners employed based on organizational employed at business
model (number of companies)
services centers.

IN ROMANIA 2020
REASONS FOR EMPLOYING Main characteristics

FOREIGNERS of the workforce
Over 42% of companies

say that the main
reason for recruiting
foreign employees is
42% the need to deliver

services in rare
languages and 21% to
Rare languages cover skills which are
not available on the
local market.
Other important
21%
reasons for the import
of personnel are:
encouraging diversity,
offering opportunities
for professional Shortage of talent in
development, the Romania1
company's direction
and global relocation.
17%
Note: The percentage exceeds
Implementing a new 100%, as some of the companies
process have multiple reasons for hiring
foreign employees
Based on the information
provided by 38 participants
21% 1
Lack of relevant technical
skills / years of experience
Other reasons2 2
Such as: encourages diversity,
seniority and experience,
company policy

IN ROMANIA 2020
WORKFORCE Main characteristics

DEMOGRAPHICS of the workforce
39% male
13.5 thousand FTEs
61% female
20.8 thousand FTEs
AVERAGE AGE
20-25 years old
1 company
26-35 years old
50 companies
more than
35 years old
7 companies
Fig 19: Gender distribution
Note 1: 34.3 thousand FTEs

As we are already used to, in Romania, the women’s participation are in based on the information
a majority in the business services, representing 61% of the total, which provided by 58 participants
is similar to last year, 2019.
Note 2: Deviation from the total

The majority of the employees are aged 26-35. Compared with last year panel represents the
there is an increase in the number of companies that have employees non-responding companies /
over the age of 35 (seven compared to three in 2019). non applicable data

IN ROMANIA 2020
ATTRITION Main characteristics

RATE of the workforce
22% 12%
2017 - 2019 Jan - Jul 2020
53 respondents 55 respondents
The degree of voluntary

less than or equal to and involuntary
departure of workers
10% 28% 53%
from the company in
the last 3 years (2017,
2018 & 2019) for the
companies which
11% - 20% 25% 31% participated in this
survey was below 10%
for 28% of the
participants and more
than 41% for 11% of the
21% - 30% 21% 7%
participants.
Information about the

31% - 40% 15% 7% attrition rate was
provided by fifty five
participants, which
employ in total 33.6
more than
thousand FTEs.
41% 11% 2%
A higher attrition rate is
observed amongst the
commercial providers
Fig 20: Split of companies based on
attrition rate (% of companies) and the companies
operating in a hybrid
model.
Note: The variation compared to
previous years’ results is due to the
different pool of respondents

IN ROMANIA 2020
ATTRITION RATE IN 2017 - 2019 Main characteristics

BY ORGANIZATIONAL MODEL of the workforce

less than or equal to
10% 22% 29% 44%
11% - 20% 41% 12% 0%
21% - 30% 26% 12% 22%
31% - 40% 7% 24% 22%
more than
41% 4% 24% 11%
Note: Based on the information Fig 21: Attrition rate by organizational

provided by 53 participants model (% of companies)

IN ROMANIA 2020
ATTRITION RATE IN 2017 - 2019 Main characteristics

BY EMPLOYMENT RANGE of the workforce
201 501
less than more than
- -
200 500 1000 1000
FTEs FTEs FTEs FTEs
10% 30% 29% 29% 25%
11% - 20% 20% 43% 14% 17%
21% - 30% 15% 15% 7% 29% 42%

15%
31% - 40% 20% 14% 14% 8%
more than
41% 15% 7% 14% 8%
Note: Based on the information Fig 22: Attrition rate by employment range (% of companies)
provided by 53 participants

IN ROMANIA 2020
ATTRITION RATE IN JANUARY - JULY 2020 Main characteristics

BY ORGANIZATIONAL MODEL of the workforce

10% 57% 52% 38%
11% - 20% 43% 6% 38%
21% - 30% 0% 18% 12%
31% - 40% 0% 18% 12%
more than
41% 0% 6% 0%
Note: Based on the information provided by 55 participants Fig 23: Early attrition rate by organizational model (% of companies)
The attrition rate in 2020 compared to the average of the past 3 years shows a positive impact due to the
economic conditions. The companies surveyed have faced more stability in their employee base, 57% of
the internal units declaring lower than 10% attrition. The same trend is visible for the service organizations
and hybrid models, where historically there was a high percentage of companies in the 20-40% range.

IN ROMANIA 2020
ATTRITION RATE IN JANUARY - JULY 2020 Main characteristics

BY EMPLOYMENT RANGE of the workforce
201 501
less than more than
- -
200 500 1000 1000
FTEs FTEs FTEs FTEs
10% 45% 60% 38% 67%
11% - 20% 35% 33% 25% 25%
21% - 30% 10% 15%

0% 12%
15% 15% 8%
31% - 40% 10% 0% 25% 0%
more than
41% 0% 7% 0% 0%
Note: Based on the information Fig 24: Early attrition rate by

provided by 55 participants employment range (% of
companies)

IN ROMANIA 2020
AVERAGE LEVEL OF Main characteristics

SENIORITY of the workforce
The average level of seniority was calculated based An average level of seniority of between 3 and 5
on the information provided by thirty-six years was reported by 28% of the companies,
companies which employed in total approximately employing in total 27% of the FTEs (i.e. 7.6
27.8 thousand FTEs. thousand employees).
6% of the companies reported an average level of More than 5 years’ average seniority is reported by
seniority of less than 1 year, employing in total 22% of the companies, employing in total
approximately 12% of the workforce of the approximately 22% of the workforce (i.e. 6.1
respondents (i.e. 3.4 thousand employees). thousand employees).
44% of the companies reported an average level of
seniority of between 1 and 3 years, employing in
total approximately 39% of the workforce of the
respondents (i.e. 10.7 thousand employees).
less than
1 year
2 companies
1-3 years
16 companies
3-5 years
10 companies
more than
5 years
Note: Deviation from the total
panel represents the
non-responding companies / not
8 companies applicable data
Fig 25: Split of participants based on level of seniority (number of companies)

IN ROMANIA 2020
MEASURES TAKEN BY COMPANIES Main characteristics

RELATED TO COVID-19 of the workforce
The rapidly developing COVID-19 pandemic has generated confusion and uncertainty. It
is hard to know how to act and what to do as a business to get through these times and
to come up with the best solutions for you and your employees.
We interviewed the participants and asked them what business actions were taken in
response to the ongoing situation and centralized the most important ones:
IN THE SHORT TERM:
- 100% teleworking and implement the COVID-19 health and security

recommended measures (disinfectants, refurbishing the working space to
ensure the 2 m distance between the work spaces, protective masks).
- Keeping an open and ongoing communication between management and
employees, employee assistance programs.
- Close the vacation balance; travel freeze; restrict team building activities.
IN THE MEDIUM TERM:
- Progressively repopulate the office, preserving all the safety measures to

avoid the infection with COVID-19 and the spread of the virus.
- Investments in software and hardware, refurbishment, implementing
performance based and extended collaboration tools.
- Rethinking of the work from home policy and implementing a more
standardized approach, moving towards Flex Office.
- Cost efficacy measures related to office space.
- Transition and consolidate in Romania processes from higher cost countries.
IN THE LONG TERM:
- Assess the impacts of the pandemic on the organization from the

operational and financial perspectives.
- Retention of present clients; adding new clients; expanding the services
portfolio, building business continuity plans.
- Adjusting the strategy according to the evolution of COVID-19 situation.
- Keeping a hybrid work from home system (by adopting the proper
infrastructure), and increasing safety measures.
- More digitization, process automation & simplified measures.

IN ROMANIA 2020
WORK FROM HOME Main characteristics

APPROACH DURING PANDEMIC of the workforce
50%
% work from home
100%
Of the companies stated
30 companies that their employees are
working remotely on all
21,539 FTEs
working days.
75% - 100%
23 companies
38%
12,794 FTEs Of the companies
declared that their
employees are working
remotely between 75%
and 100% of the time.
50% - 75%
4 companies
7%
475 FTEs
0% - 50% Of the companies

answered that
0 companies employees are
0 FTEs working remotely
between 50% and 75%
of the working days.
0%
3 companies
2,727
5%
FTEs
Fig 26: Structure of companies by approach to work from home during pandemia
Of the companies
People are working remotely because social distance is an stated that their
important way to fight with this virus. Working from home has employees are going to
plenty of benefits, but also some big challenges. Organizations, the office.
teams and people had to adapt to the imposed virtual work.

IN ROMANIA 2020
WORK FROM HOME Main characteristics

APPROACH GOING FORWARD of the workforce
13%
% work from home
100%
Of the respondents will
7 companies
continue with a 100%
work from home option.
5,743 FTEs
75% - 100%
3 companies 48%
449 FTEs
Of the respondents are
taking into
consideration hybrid
50% - 75%
approaches for the
11 companies near future.
5,522 FTEs
25% - 50%
39%
4 companies
Of the respondents say
1,778 FTEs
that working from
home is difficult to be
implemented, or is not
0% - 25% considered an option
9 companies by management.
6,741 FTEs
Note: 6% of the companies did
not respond to this question
Based on the information
Fig 27: Structure of companies by approach to work from home going forward provided by 56 participants
The extraordinary work all the participants have For some of the companies, there is no way back to
done in the past months to adapt to the new reality the old type of working. This is the reason why
of work is a proof of maturity and agility which these companies will make several steps towards
enables the services industry today to talk more to a new office culture as the experience of the last
confidently about a hybrid type of work going months has demonstrated that working 100% from
forward. home can be as inconvenient as working 100%
We cannot afford to have full teams in a single from the office.
place anymore, in order to avoid exposing
everyone at the same time, therefore it is crucial to
plan and manage hybrid teams.

IN ROMANIA 2020
TOP SKILLS Main characteristics

REQUIRED of the workforce
TOP 1 TOP 2 TOP 3
Language 48% 44% 44%

skills
IT 19% 29% 27%
Language & 6% 4% 6%
IT
Language & 19% 10% 10%

Finance
Other 8% 13% 13%

Business
analysis, SAP
and soft skills
Fig 28: Split of participants based on top skills required (% of Note: The percentages are calculated as a ratio of a certain category
companies) of answer within the total number of 48 answers received as per each
Top layer
When employers hire, one of the top skills they IT related skills are second in terms of ranking,
look for in candidates is the language proficiency. mainly programing skills (Java, C++ etc.). RPA skills
The trend observed in the reports of the last few are still sought after as in the previous year.
years is maintained, German is in high demand as Several companies also say that they are looking
well as other languages including French, Polish, for staff with an appropriate mix of language
Italian, Spanish and Dutch. proficiency and technical competences, mainly IT
or finance.

IN ROMANIA 2020
CAPABILITIES REQUIRED Main characteristics

of the workforce
Soft skills Ability to efficiently work from home

incl. communication skills, emotional intelligence
Flexibility and adaptability Conflict resolution
Critical thinking Work ethic
Creativity and innovation Remote people management
Digital skills Technical skills

mainly IT, finance
Leadership skills Language skills

incl. remote leadership
Organizational skills Data & analytics
Note: Based on the information

Stress management provided by 32 companies
All employees benefit from continuos development Companies should craft a talent strategy that
- regardless of their specific skill set, specialty, or develops employees’ critical digital and cognitive
focus, their roles and responsibilities are constantly capabilities, their social and emotional skills, and
changing, and thus require the employee to evolve their adaptability and resilience.
and adapt to these challenges. Both employees and employers can focus on them
together.

IN ROMANIA 2020
DIGITALIZATION AND Level of

INTELLIGENT AUTOMATION automation
New tools added to allow delivery in the 31%

new working context 23 companies
Increased the usage of current tools 52%

39 companies
Did not change 17%

13 companies
Fig 29: Approach to automation by respondents
While the COVID-19 pandemic has stopped the

world, it has had the opposite effect on
digitalization and intelligent automation since
these new technologies provide a solution not only
for the crisis but also for the post-pandemic world.
Out of fiftynine companies participating in this
survey, fifty five provided an answer in relation to
their level of process automation.
The pressure of current events and economic
trends have highlighted the importance of
digitalization. 80% of the companies surveyed have
digital transformation initiatives in place and they
will continue to evolve and to adopt new digital
solutions, either with internal teams or by using
external consultants.
A further effect was the maximization of the usage
of the tools that have already been implemented in
the past but not used to capacity, such as:
Communication tools - Microsoft teams, Zoom,
VPN connection; Digital signature, RPA, NLP, Cloud
Solutions, Web applications.

IN ROMANIA 2020
INTELLIGENT AUTOMATION OF Level of

BUSINESS PROCESSES automation
84% 59% 30%
Basic Process Robotic Process Autonomic Process

Automation Automation Automation
Simple VBA scripts, spreadsheet Simple rules Automation of complex

based, simple data based rules, unstructured data
47 answers 33 answers 17 answers
29% 18% 14%
Robotic Process Cognitive Advanced Process

Automation Automation Automation
Cognitive Incl. machine learning, natural Pre-cognitive & cognitive

RPA language processing solutions
16 answers 10 answers 8 answers
Fig 30: Level of process automation Note: The total percentage exceeds 100%, as some of the companies’
have multiple levels of process automation
The pandemic made shareholders rethink digital Compared to last year, we observed a decrease of
transformation and the role advanced technologies robotic process automation (simple rules),
could play in the near future of business. autonomic process automation, cognitive RPA,
cognitive automation and advanced process
Digital transformation and the adaptation of new
automation, on the account of an increase in the
technologies, closely linked to the revision of
basic process automation (i.e. from 71% at 84%).
processes and operations both inside and outside
the company, are becoming a matter of survival for
When looking into the preference towards server
many businesses. The coronavirus pandemic can,
based or desktop based automation, 41 companies
therefore, be said to have contributed to the
provided a response. Out of these, almost half of
acceleration of digitalization and intelligent
have both server-based and desktop-based
automation.
automation (i.e. 49%, twenty companies). Only
server-based automation is mentioned by 32% of
the respondents (i.e. 13 companies), while
Note: Based on the information provided by fifty six participants to
the first question and 41 participants to the second question desktop-based by 20% (i.e. 8 companies).

IN ROMANIA 2020
COMPETENCIES FOR AUTOMATION Level of

DEVELOPMENT automation
From in-house 55%
In house center of
38%
excellence
Leveraging third party

36%
resources
Recruiting new
26%
technology-savvy staff
Recruiting and retraining

25%
staff from the business
Retraining existing SSO

21%
staff
Not currently building

19%
an IA/RPA capability
Other 4%
Fig 31: Sourcing staff to develop intelligent automation (% of Note: The total percentage exceeds 100%, as some of the companies
companies) uses multiple forms of sourcing staff
70% of the fiftythree respondents declared they Ten companies declared that they are not currently
are using internal employees for development of building an IA capability.
intelligent automation competencies (i.e. thirty When asked about the preference for internally
seven companies), either by forming internal developed or market acquired solutions, thirtyeight
centers of excellence, or by various internal respondents have provided their view, as follows:
initiatives. 42% of the respondents opted for market acquired,
36% of the companies leverage on the knowledge 32% opted for a mix of market acquired and
of third party solution providers (i.e. nineteen internally developed while 26% developed
companies). internally own software.

IN ROMANIA 2020
PUBLIC SUPPORT Business

environment
38% Out of the total fiftynine

participants in the survey,
Did not benefit from
only fifty provided
public support
information about the public
support obtained, if any.
38% of the respondents (i.e.
twenty four companies) did
not benefit from any form of
public support or did not
apply for such support.
The most accessed form of
public support was technical
20% unemployment 20% (i.e.

twelve companies), followed
Technical by Tax Exemptions (11%)
unemployment and State aid (11%).
11% 11%
Obtained Obtained local
state aid tax exemptions
6% 6%
Obtained EU Tax
grants deferral
Fig 33: Means of public support accessed (% of companies) Note: The total number of
respondents, because some
companies provided multiple
options of public support

IN ROMANIA 2020
COMPETITION ASSESSMENT Business

environment
45%
The participants in the survey were asked to rate
the level of competition in the locations where they
have the majority of their headcount, from 1 (very
weak) to 10 (very strong).
Very strong
Thirty nine of the respondents have location in competition
Bucharest, five of the participants have location in
Cluj and also five of the participants in Iasi.
45%
For the Bucharest participants, the average rate of
competition is perceived on average at 8.4.
For the other Romanian cities except Bucharest,
the overall results shows that Cluj-Napoca and Iasi
Strong competition
are rated as having the strongest level of
competition.
In cities that are growing, competitiveness has
begun to be tight.
10%
Weak and very weak
Note: Based on the information provided by fifty eight participants competition
Increased the competition 56% of the participants

22% in the survey (i.e. 33
companies) declared
that during pandemic
period their activity was
No significant effect on the competition
not affected, they
56% maintained the
competitive capacity.
22% of the participants
Decreased the competition (i.e. 13 companies)
22% declared that they
increased their
competitiveness and
Fig 32: Competition assessment (% of companies) similarly 22% of the
participants declared
that they were affected
Note: Based on the information provided by fifty nine participants
by competition.

IN ROMANIA 2020
OVERVIEW OF BUSINESS SERVICES IN ROMANIA
INVESTING IN Business
ROMANIA environment
“High level of education, appetite for process

improvement; strong foreign languages
“The crisis can easily transform into a
competencies; embracing different cultures;
business opportunity, we still have qualified
country still in development.”
personnel and a reasonably good level of IT
skills; the pressures on Romania to solve the
infrastructure issue will concretize sooner or
later.”
“Highly skilled workforce
at competitive price,
“Pool of talent, growth good IT infrastructure.”
opportunities,
appropriate working “Very good balance
mindset, labor between Employment
arbitrage.” cost and available “Great labor force in terms of
talent skills.” adaptability of working from
home, great infrastructure for
telework.”
Despite a global economical slowdown, 100%

consider that Romania is a good place to invest due
100%
to the fact that there are a lot of opportunities for
the future: eight Internal Units, nineteen
Commercial Providers, twenty nine Hybrid Models.
The companies surveyed maintain a high degree of
confidence in the local business environment.
YES
Note: Based on the information provided by forty one companies

IN ROMANIA 2020
LABOUR MARKET
AND SALARIES
LABOUR MARKET AND SALARIES
REMUNERATION AND EMPLOYEE

BENEFITS
This section is the result of the ABSL and KPMG salary
38
survey. Data collection was carried out through a
questionnaire prepared and submitted to participants by companies
ABSL representatives. For reasons of confidentiality,
completed questionnaires were provided by the
Surveyed
respondents directly to KPMG, exceptions to this rule
being made only based on the respondents taking sole
responsibility.
Processing of information received was carried out by
KPMG only, for the same reasons of confidentiality.
The salary survey represents an analysis of

remuneration in the outsourcing industry. The
companies surveyed were invited to respond to a
questionnaire covering to a total of one hundred
and sixty three positions, in relation to forty four
sub-processes out of eight processes / business
segments.
Out of the total number of fifty-nine participants in the

industry survey, forty-eight companies participated in the
salary survey. However, responses from ten companies
were eliminated due to insufficient answers per location.
All thirty-eight validated respondent companies are located
in Bucharest and Iasi and covered one hundred and three
positions.
There are four companies located exclusively in Iasi, and
two companies with locations in both Bucharest and Iasi, 10 companies
who provided aggregated information to the survey.

Consequently, the information provided in this report are Eliminated due to
averages/medians for both locations. If we would have received insufficient answers per
information split per locations to have a minimum of five location or role.
companies for Iasi, we would have been able to provide a
separate salary report for each of the locations.
The salary analysis contained in the final survey results is based only on
11
responses that cumulated at least five responses for each position. For
comparability reasons, the survey shows the minimum, maximum and median companies
salary for each position.
Participating in the
The median salary represents that remuneration separating the higher half by industry survey did not
the lower half of a series of salaries per position. The median is not influenced participate in the salary
by the highest and lowest values in the series. survey.

IN ROMANIA 2020
DATA Remuneration and

ANALYSIS employee benefits
All salary data presented in this report are collected

directly from participating companies and reflect
the gross salary in RON for each position within the
company. Bonuses, incentives or other benefits are
not included in the figures presented in the salary
survey.
To disseminate salary data into the report, the

following eight business segments were included in
the questionnaire, with a split of one or more roles
within each segment:
Project / Process Finance & Accounting Customer Services Supply Chain

Management
Human Resources
IT & Software Marketing Top Management
Development
When completing the salary survey information, The salary information presented in this report is
the companies were asked to include in the gross generally accepted to be accurate, using
monthly salary, if appropiate, the salary bonus that information provided by the respondents.
covers the difference in the social contributions However, we cannot monitor the speed with which
that were tranferred from the employer to the these records are updated or changes which have
employee two years ago. appeared in the market following autumn 2020.
Note: Due to confidentiality

reasons, all salary data was
processed only by KPMG

IN ROMANIA 2020
PROJECT / PROCESS Remuneration and

MANAGEMENT employee benefits
BUSINESS ANALYSIS Responsible for gathering user requirements and writing specifications
Role Seniority Role description Minimum Maximum Median
Junior Business Works under the supervision of more senior

1-3 4,818 8,866 7,044
Analyst colleagues
Business Analyst 3-5 Works independently, requires little or no supervision 6,106 13,277 9,109
Senior Business Responsible for part of the process, helps more junior
5+ 7,979 17,953 11,769
Analyst colleagues
PROJECT MANAGEMENT Responsible for managing projects
Junior Project Works under the supervision of senior colleagues,

1-3 5,500 21,000 7,613
Manager manages smaller projects in budget and scope
Works independently, requires little or no supervision,

Project Manager 3-5 7,331 28,000 11,356
manages larger and more important projects
Senior Project Manages the most important, complex and difficult

5+ 8,200 20,411 16,133
Manager projects
Team Leader Acts as a point of escalation for the most complicated

- 5,000 22,017 16,622
(manages 5-10 FTEs) issues
Note: Figures represent the gross monthly salary expressed in RON

IN ROMANIA 2020
PROJECT / PROCESS Remuneration and

MANAGEMENT employee benefits
TRANSITION MANAGEMENT Responsible for managing process transitions
Transition
3-5 Manages the entire transition process
Manager 9,858 20,512 16,500
CHANGE MANAGEMENT Responsible for managing change
Continuous
2-3 Improves processes based on regular assessment 4,273 14,562 10,057
Improvement
Improvement Manages the entire team of specialist, oversees

3-5 4,273 21,591 14,160
Lead processes and quality assurance

IN ROMANIA 2020
FINANCE & ACCOUNTING Remuneration and

employee benefits
GENERAL LEDGER Creating simple reports, e.g. cash flow; month closing, preparing VAT declarations
Junior Works under the supervision of more senior

0-1 4,396 7,110 5,700
Accountant colleagues
Accountant 1-3 Works independently, requires little or no supervision 4,600 9,968 6,999
Senior Responsible for part of the process, helps more junior

3+ 6,500 13,318 8,155

- 8,000 21,800 11,268
Process Manager
/ SME
- Responsible for the whole process 10,900 33,182 13,491
(manages min 20
FTEs)
ACCOUNTS RECEIVABLE Issuing invoices and notes, collecting receivables

0-1 4,377 7,010 5,500

3+ 6,192 12,095 7,500

- 8,200 15,439 10,636
Process Manager
/ SME
(manages min 20
FTEs)

IN ROMANIA 2020

employee benefits
ACCOUNTS PAYABLE Processing payments, contact with vendors, invoice processing

0-1 4,071 7,010 5,107

3+ 6,000 14,580 6,964
Team Leader
- Acts as a point of escalation for the most complicated 6,600 15,147 9,623
(manages 5-10 FTEs)
issues
Process Manager
/ SME
(manages min 20
FTEs)
FINANCIAL CONTROLLING Responsible for all of the day-to-day operations in the finance department
Financial
Responsible for all of the day-to-day operations in the
Controller/
5+ finance department, reporting directly to the finance 7,000 21,800 14,500
Financial
director
Operating Officer

IN ROMANIA 2020

employee benefits
FINANCIAL ANALYSIS Establishing and maintaining business and financial processes critical to the company's scalability
and financial reporting and analysis
Responsibilities include conducting and documenting

Junior Financial
2+ financial / business analysis and research. Prepares, 4,600 8,500 6,903
Analyst
forecasts and analyzes trends
Will assist in the preparation of the company's annual

Financial Analyst 3+ budget, quarterly forecast, multi-year financial model, 7,000 14,000 9,426
and KPI's and dashboards
Responsible for financial planning, analysis and

projection for the company. Forecasts future
Senior Financial
4-5 revenues and expenditures to establish cost 8,371 16,400 11,815
Analyst
structures and determine capital budgeting for
projects
CREDIT AND COLLECTIONS Credit management, dispute management, collections, and related business processes
Monitors accounts to identify overdue payments.

Collections Finds and contacts debtors to arrange debt payoffs.
0-1 4,396 8,692 5,862
Specialist Keeps accurate records and reports on collection
activity
Leadership responsibilities, a high level of technical

knowledge which allows incumbents to act as a
Senior Collections
1-3 resource to Collection Specialists and to 5,172 12,730 7,627
Specialist
independently make decisions and exercise authority
within established guidelines and limits
Credit and Manages and collects receivables to maximize

Collections 1-3 company cash flow while maintaining favorable DSO 4,887 9,797 7,460
Specialist and minimizing bad debt
Assesses, negotiates and collects on open account

Credit Specialist 1-3 5,172 9,113 7,455
receivables

IN ROMANIA 2020
CUSTOMER SERVICES Remuneration and

employee benefits
CUSTOMER SERVICE Communicating with customers by phone, e-mail or chat, answering questions, providing
information
Works under the supervision of more senior

Junior Specialist 0-1 1,833 7,704 4,396
colleagues
Specialist 1-3 Works independently, requires little or no supervision 2,700 9,671 5,467
Senior Specialist Responsible for part of the process, helps more junior
3+ 3,300 19,284 6,555
/SME colleagues or Tier 2
Team Leader
(manages 5-10 FTEs)
issues
Process Manager
/ SME
(manages min 20
FTEs)
CUSTOMER TRAINING Collects customer needs for product training, creates user accounts for the online learning platform
ADMINISTRATION assigns training as required, user support and reporting

colleagues
Note: Figures represent the gross monthly salary expressed in RON.

IN ROMANIA 2020
SUPPLY CHAIN Remuneration and

employee benefits
ORDER MANAGEMENT Entering and processing all incoming customer orders, preparing the necessary documentation and
ensuring high data quality

colleagues
Responsible for part of the process, helps more junior

Senior Specialist 3+ 6,100 13,069 7,545
colleagues
Team Leader
Process Manager
(manages min 20 - Responsible for the whole process 8,713 24,943 14,375
FTEs)
PROCUREMENT Responsible for Source to Contract and Procure to Pay processes, including Master Data activities
MANAGEMENT

colleagues

colleagues

- 8,427 19,538 10,940

IN ROMANIA 2020

employee benefits
MASTER DATA Processing data entry and data change requests for materials, vendors and customers, ensuring
MANAGEMENT high data quality and integrity

colleagues

colleagues
Process Manager
(manages min 5 - Responsible for the whole process at company level 3,964 18,409 13,654
FTEs)
ORDER TO CASH Receiving and processing customer sales orders for goods and services and their payment
Assists with receivable and billing processes. Produces

monthly, quarterly and semi-annual billings based on
Order to cash
3+ contracts with customers. Tracks overdue invoices 6,300 8,219 6,835
analyst
and follow-up work with customers in order to collect
amounts
Effective and timely delivery of Order to Cash

activities, including: cash application, clearing,
Senior analyst remittance advice handling, query resolution;
3+ 6,475 12,593 8,570
order to cash Adherence to Order to Cash controls and to
procedure manuals. Ensures all processes are
performed within agreed deadline
The primary owner of the end-to-end Order to Cash

Manager order to
4-5+ process with the overall goal of delivering OTC 11,400 18,852 15,025
cash
services while ensuring quality and cost effectiveness

IN ROMANIA 2020

employee benefits
PROCURE TO PAY Responsible for all of the steps of a procurement process
Works closely with Suppliers, Buyers, Requestors to

support ongoing activities; Creation and correction of
P2P Specialist 0-1 5,000 8,131 5,831
Purchase Orders (PO); Checks and solves parked and
blocked invoice issues
Optimizes sales, distribution and trading processes

P2P Analyst 2-3+ throughout the implementation, support, and 6,264 9,700 7,284
enhancement of the ERP solution

IN ROMANIA 2020
HUMAN RESOURCES Remuneration and

employee benefits
HR ADMINISTRATION Provides administrative support to the client by performing HR transactions
Junior Specialist 0-1 Works under the supervision of more senior staff 4,000 6,218 5,139

colleagues
Team Leader
(manages 5-10 FTEs)
issues
HR generalist /HR
Responsible for the whole process. This person is
BP
- seen as a resource within the company, trainer, HR 5,900 21,257 11,928
(manages min 20
FTEs)
strategy
HR Manager 5-7+ Oversees the entire HR department 7,394 32,500 19,505
RECRUITMENT Recruiting and selecting the talent needed to support the company business objectives
Resourcer/ Sourcing for candidates and creating pipe lines, market

0-2-3 4,000 9,858 5,525
sourcing partners mapping, scheduling interviews
Sourcing for candidates and creating pipe lines, market

mapping, scheduling and conducting interviews with
Junior recruiter 1-2 3,914 9,000 5,983
candidates, working under the supervision of more
senior recruiters, stakeholder management
Sourcing for candidates and creating pipe lines, market

mapping, scheduling and conducting interviews with
Recruiter 2-3 + 5,500 12,000 7,144
candidates, stakeholder management, understanding
recruitment business needs; recruitment campaigns
HR Business
Stakeholder management, understanding recruitment
Partner/ Senior
3+ business needs, internal recruitment, managing 6,746 16,157 10,891
talent acquisition
referrals
specialist

IN ROMANIA 2020
HUMAN RESOURCES Remuneration and

employee benefits
COMPENSATION & BENEFITS Designing, developing, implementing and managing compensation & benefits packages
Responsible for overseeing employee compensation,

Compensation &
compensation databases, job descriptions,
Benefits 3- 4 8,433 15,400 14,484
benchmark compensation, annual performance
Coordinator
reviews, and employee benefits
PAYROLL Responsible for payroll
Processing and recording of company’s payroll,

Payroll Specialist 1,5-2 provides timely and accurate financial information, 5,800 10,145 6,375
participates in daily data entry Payroll processing
Performs a variety of complex accounting functions in

Payroll Analyst/
the preparation, processing, maintenance, verification
Senior payroll 3+ 5,000 15,300 7,829
and reconciliation of employee leave information,
specialist
retirement, payroll/benefit records and payments
Team Leader 4+ Supervises and co-ordinates the payroll operations 7,000 15,103 10,900
Ensures that all processes transitioned are thoroughly

documented; ensures adequate controls are in place
SME/ Process and followed; Recommends improvements to the
4+ 8,136 12,846 9,600
owner Payroll process. Supports and manages system
rollouts: advises on process related aspects/needs;
Monitors and reports KPIs, progress and risk status
HR CONTACT CENTER Provide HR support
Takes calls from the customer and provides support

Junior specialist 0-1 1,833 5,880 5,241
and escalate to tier 2
Takes calls from the customer and provides support

HR specialist 1-2 3,396 9,474 6,510
for more complex issues

IN ROMANIA 2020
IT & SOFTWARE DEVELOPMENT Remuneration and

employee benefits
SYSTEMS ADMINISTRATION Installation, maintenance and monitoring of server infrastructure
Senior Unix/Linux Responsible for part of the process, helps more junior
3-5 11,091 22,400 15,674
Admin colleagues
Microsoft Server
1-3 Works independently, requires little or no supervision 5,883 11,642 6,800
Admin
Senior Microsoft Responsible for part of the process, helps more junior
3-5 5,988 21,000 12,000
Server Admin colleagues
DATABASE Maintenance and monitoring the performance of database systems

ADMINISTRATION
Database
Administrator
Senior Database Responsible for part of the process, helps more junior
3-5 6,200 21,000 14,105
Administrator colleagues
Team Leader

IN ROMANIA 2020

employee benefits
BUSINESS APPLICATIONS Evaluating informational and automation needs of the business, gathering user requirements,
writing specification, liaising with third party software provider for implementation
Business
Drives automation projects for specific
Applications 3-5 10,800 25,756 15,384
functions/areas of the business
Functional Lead
Process manager
(manages min 5 FTEs) -
Responsible for the whole process at company level 9,500 30,000 22,600
USER SUPPORT / SERVICE Providing support to end users for all the company’s systems and IT infrastructure
DESK
Answers users inquiries, diagnoses the problem and if

1st Line Support 0-1 3,903 9,150 5,393
necessary escalates it to the 2nd line
Diagnoses and fixes the problem escalated from the

2nd Line Support 1-3 1st line, works independently, requires little or no 4,200 11,967 7,451
supervision
Diagnoses and fixes the problem escalated from the

2nd Line Support 3-5 1st line, responsible for part of the process, helps 4,550 17,093 7,000
more junior colleagues
Fixes critical problems, often in cooperation with

3rd Line Support 5+ 5,486 17,742 7,500
external vendors
Team Leader Assigning tasks, performance management,

(manages 3-5 FTEs)
- no deep technical expertise necessary 7,180 19,946 11,498

IN ROMANIA 2020

employee benefits
JAVA SOFTWARE Responsible for translating specifications into code, testing it and writing documentation
DEVELOPMENT:
Junior Software Works under the supervision of more senior

1-3 4,273 8,995 6,116
Developer colleagues
Software
Developer
Senior Software Responsible for part of the process, helps more junior
5+ 13,286 20,086 19,272
SOFTWARE DEVELOPMENT: Responsible for translating specifications into code, testing it and writing documentation
MOBILE
Software
Developer
Senior Software Responsible for part of the process, helps more junior
5+ 15,018 21,000 19,272

IN ROMANIA 2020

employee benefits
AUTOMATION TESTER Responsible for the quality of software, ensuring that it is free of bugs and performs as intended.
Writing scripts to execute test cases automatically
Automation
Tester
Automation Responsible for part of the process, helps more junior

5+ 10,233 18,298 14,615
Senior Tester colleagues
MANUAL TESTER Responsible for the quality of software, ensuring that it is free of bugs and performs as intended.
Preparing and executing test cases manually
Manual Junior Works under the supervision of more senior

1-3 4,300 9,230 7,403
Tester colleagues
Manual Tester 3-5 Works independently, requires little or no supervision 7,351 12,370 11,391

IN ROMANIA 2020
MARKETING Remuneration and

employee benefits
PRODUCT MANAGEMENT Responsible for a specific product category, managing launching campaigns,organising and
attending tradeshows/ webinars, collecting customer feedback and liaising with product
development

colleagues

IN ROMANIA 2020
TOP MANAGEMENT Remuneration and

employee benefits
TOP MANAGEMENT Set and ensure execution of the entire business strategy
Manages the division, administers and oversees all

Head of division
- activities at strategic level ensuring consistency across 13,000 44,420 25,000
(manages 60 FTEs)
areas/regions covered. Manager of managers
Designs the business strategy and oversees the

VP 10+ complete operations of an organization in accordance 11,000 34,900 29,000
with the direction established in the strategic plans
SSC /
Account/Location
Lead - E2E leadership of a customer / SSC 14,000 54,000 33,000
(manages 60-200
FTEs)
Senior SSC Lead - E2E leadership of an SSC with span 200-500 20,881 50,000 27,144
Executive(COO
- Leading 500+ FTES 20,171 50,000 43,617
level), SSC/BPO

IN ROMANIA 2020
MONTHLY LANGUAGE Remuneration and

BONUSES employee benefits
5,000
4,500
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
Min Median Max

IN ROMANIA 2020

Language Min Max Median
Arabic 430 2,000 795

Bulgarian 750 2,907 1,200
Croatian 750 2,400 839
Czech 430 3,419 1,676
Danish 1,199 4,000 2,151
Dutch 500 4,000 1,275
English 120 360 350
Finnish 360 3,419 1,200
French 270 2,631 800
German 360 3,269 1,370
Greek 750 2,040 839
Hebrew 430 1,200 839
Hungarian 120 2,907 839
Italian 239 1,000 630
Norwegian 1,199 4,000 1,317
Polish 430 3,846 1,200
Portuguese 360 3,721 1,050
Russian 120 1,560 750
Serbian 750 2,400 839
Slovak 750 3,419 1,740
Spanish 239 1,154 670
Swedish 770 3,077 1,620
Turkish 430 2,151 839
Thirty companies participating in the salary survey Nine companies offer incentives for more than ten
stated that they offer monthly language bonuses languages. However only twenty-seven of the
for the employees that have specific language companies disclosed the value of bonuses.
proficiency. Eighteen of these companies are The gross monthly language bonus offered is
paying bonuses for at more than five languages. shown as minimum, maximum and median, only
for language bonuses paid by at least three
companies.

IN ROMANIA 2020

German Finnish
20 5
French Turkish
15 5
Italian Arabic
14 4
Spanish Slovak
14 4
Dutch English
12 3
Portuguese Croatian
11 3
Polish Serbian
10 3
Czech Bulgarian
8 3
Russian Hebrew
7 3
Hungarian Greek
7 3
Swedish Japanese
6 1
Norwegian Chinese
6 1
Fig 34: Monthly language

Danish bonuses (number of companies)
5

IN ROMANIA 2020
BONUSES AND Remuneration and

ANNUAL HOLIDAYS employee benefits
0 days Most of the companies

(twenty-seven) are
5 companies offering a maximum of
four to six extra days,
although there are nine
1-3 days
companies that offer to
11 companies their employees more
than six extra days as
annual leave.
Fifty two companies
have responded to the
4-6 days survey on extra days
offered to employees
27 companies on top of mandatory
ones required by labor
legislation.
While five companies
responded that they
offer only the legally
required holidays, most
of the companies are
more than granting extra vacation
days based on the
6 days
seniority in the
9 companies company.
Fig 35: Split of participants based on extra days of annual holiday granted (number of companies)
SPLIT OF COMPANIES BASED ON THE BONUSES GRANTED TO OPERATIONAL EMPLOYEES
12 companies 8 companies 3 companies 27 companies
Monthly Quarterly Biannually Annually
Most of the companies (twenty seven) are paying the

performance bonus on an annual basis, although
some companies also offer performance bonuses on a
monthly, quarterly or biannually basis.

IN ROMANIA 2020
NON-FINANCIAL Remuneration and

BENEFITS employee benefits
Possibility to work from home Keeping the benefits during maternity leave
48 23
47 25
Meal tickets Reinbursement for public transport

45 22
46 20
Private healthcare - Medical subscription Education allowance

44 22
42 23
Extra vacation days Private healthcare - medical insurance

41 19
40 20
Possibility to work flexible hours Additional life insurance

38 19
40 19
Possibility to earn a bonus Others

36 17
40 13
Sports/wellness card Company car for private use

31 4
32 26
Discounts for various products and services

28 Operational roles
based on non-financial benefits
28 Managerial roles granted to employees (number
of companies)
Fifty one out of the fifty three companies participating at the survey have responded that they are offering
various types of non-financial benefits to their employees, both in the operational role and managerial
roles. The main benefit offered this year by the companies surveyed was the possibility to work from
home which moved five positions up, followed by the top five from previous years: meal tickets, private
medical subscriptions, extra holiday days granted on top of legal requirements, the option to have flexible
working hours and the possibility to participate to different bonuses schemes.
WFH was classified as benefit in kind in the benefit packages offered by the companies, however the new
reality transformed this benefit into a real advantage for all the outsourcing industry (both companies and
employees), having minimal disruption to the performance of the services.

IN ROMANIA 2020
BENEFITS Remuneration and

employee benefits
BENEFITS BUDGET VS. MEAL TICKETS

GROSS SALARY
more than
15% 17-20 RON/day
6 10
10% - 15% 13-16 RON/day
8 34
10% 9-12 RON/day
19 5
Fig 37: Split of companies based Fig 38: Split of companies based
on the percentage of the benefits on the value of meal tickets per
budget compared to the gross day (number of companies)
salary (number of companies)
Thirty four companies responded to the question Forty nine of the companies participating in the
on how the budget allocated for benefits compares survey responded that they offer meal tickets to
to the gross salaries offered. According to the their employees, with a value of maximum 20
responses, nineteen companies grant up to 10% of RON/day. Most of the companies (thirty four) are
the gross salaries to the benefits budget, eight offering meal tickets with a value of between 13
companies allocate a benefit budget between 10% and 16 RON / working day.
and 15% of the gross salaries, while six companies
have more than 15% of the gross salaries
dedicated to benefits.

IN ROMANIA 2020
BONUSES GRANTED Remuneration and

TO EXPATS employee benefits
One time relocation bonus 16
Housing allowance 13
School allowance 8
Car allowance 6
Utilities allowance 3
Fig 39: Bonuses granted to

expats (number of companies)
Sixteen companies participating in the salary survey mentioned that they have
expats and they offer certain benefits to them.
The common benefit offered by the companies (all sixteen) is a relocation
bonus for moving to Romania, followed by a housing allowance (thirteen
companies) and a car allowance (six companies).
Some companies also offer school allowances for the

expats’ children or even allowances for utilities.

IN ROMANIA 2020
VARIABLE PAY Remuneration and

employee benefits
Nineteen of the forty eight companies participating in the salary survey

mentioned that they offer variable pay to their employees.
Seven of the companies offer variable pay for their sales employees, while
fourteen companies offer variable pay to other types of employees. Four of
these companies offer variable pay both to sales employees and other
departments.
Sales employees
7 companies
Other types of
employees
14 companies
Both
Sales and other types of
employees
4 companies
Fig. 40: Variable pay by

type of employees
Among the categories of

employees, other than
sales, most of the
companies mentioned
management, operations
and support functions.

IN ROMANIA 2020
EXTRA PAYMENTS / BONUSES Remuneration and

employee benefits
Thirty five companies responded that they offer an extra payment or bonus.
Most of the companies (thirty) paying for the overtime hours worked by their
employees, followed by the payment for worked legal holidays (twenty two
companies), weekends (nineteen companies), night hours (eighteen
companies) and on-call shift hours (seventeen companies). Also, five
companies are paying to the employees a bonus for the discomfort caused by
shift work.
Overtime 30
Legal holiday shift 22
Weekend shift 19
Night shift 18
On-call shift 17
Shift work bonus 5
Other additional shift allowance 4
Fig. 41: Extra payments /

bonuses (number of companies)
In additional to the payments for special worked hours, five companies are
paying a bonus for employees who have roles requiring niche skills.
Twenty two of the companies participating in the survey responded that they
offer a Christmas and/or Easter bonus to their employees.

IN ROMANIA 2020
MEASURES IN THE NEW Remuneration and

BUSINESS REALITY employee benefits
Fifty two out of fifty three companies participating to the survey have
responded to the question about the new business reality of COVID-19
pandemic. Based on the responses to the COVID-19 questionnaire, the
companies applied several measures to ease the financial and operational
impact over the pandemic period.
Holiday Usage
Backlog
3 companies
Up to 5 days
4 companies
5 to 10 days
6 companies
Up-to-date entitled
4 companies
Fig. 42: Holiday usage in

the time of COVID-19
The most frequently encountered measures In order to manage the problems generated by the
(seventeen companies) was the utilization of the COVID-19 pandemic, the companies surveyed
employees’ unused holidays. While some of the applied financial measures like cancellation of
companies (three) used only the holidays from bonuses (nine companies), salary reduction (seven
previous years, most of the companies encouraged companies) or reduction of working hours through
the employees to take their holidays in advance. various schemes (five companies).

IN ROMANIA 2020
MEASURES IN THE NEW Remuneration and

BUSINESS REALITY employee benefits
Postponed bonuses Salary increase reduction
Financial help WFH allowance
Days off in advance Work from home
Cancellation of salary increases Technical unemployment
Reallocation of tasks Annual leave
Counseling Postponed increases
Freeze on hiring
Fig. 43: Other measures taken for
business continuity (number of
companies)
Furthermore, some of the companies (twenty) At the same time, the companies offered financial
applied several other measures needed for support to employees in need, counselling sessions
business continuity and to protect employees. In or the possibility to have days off in advance.
relation to the employees’ salary package, some of Some of the companies also used other internal
the measures taken included the postponement of measures to manage the effects of the pandemic,
salary increases, reduction of salaries or like using the technical unemployment grants from
cancellation of bonuses. the government, a freeze on hiring for vacant
positions or reallocation of tasks.

IN ROMANIA 2020
Return to the
future
How?
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TRANSFORMING ATTITUDES AND ACTIONS
How Senior Leaders Create Successful Workplace Cultures
Senior leaders around the world now recognize the importance of corporate culture to building an
engaged workforce, and ultimately, to a company’s financial performance. This study offers insight into
how senior leaders think about and actively manage elements of their culture to create and maintain a
high-performing organization.
Our Research
Online, 600 4 Countries: Across a range of

industries and
web-based survey Senior Leaders India, United States,
company sizes
Germany, Indonesia
21%
Only
Of senior leaders we
surveyed said their own
corporate culture is strong.
We defined Culture Champions (CC) as those

companies which claim to have a strong corporate
10%
culture, are exceeding their financial goals compared
to expectations, and have lower turnover and higher
employee engagement scores relative to others in
their industry. Just 10% of the companies we surveyed
met these criteria.
Attitudes and Actions Differed

Between CC Leaders and Other
Culture Champions (CC) All Other Companies
Senior Leaders We Surveyed.

IN ROMANIA 2020
LABOUR MARKET AND SALARIES Transforming Attitudes
and Actions
Challenges to Successful Culture Developing and Maintaining a

Healthy Corporate Culture
Past Success – elements of the culture worked First, assess your leadership team’s attitude
before, or else they wouldn’t have become part of toward corporate culture and the culture you
it…it’s human nature to hold onto what “got you to currently have.
where you are”.
Do leaders realize the importance of protecting
corporate culture right now?
Mergers & Acquisitions – when multiple cultures
come together, they can merge, co-exist, or one Can your leadership team agree on what the
can dominate. Making sure the intended culture culture is today and are they able to describe
wins out is a big task. it? Does it reflect the values you want it to?
Are you living the values your organization

Diverse Societal Cultures – differences in the
stands for?
way people think and behave based on their own
societal cultures complicates managing corporate Second, consider your organization’s performance
culture further – especially for companies in the top 4 areas that Culture Champions in our
working internationally. study deemed critical and think about how you can
reduce demands or increase resources for your
people – even if they are intangible ones.
Changes in Leadership – when new leaders take
the helm, especially those from outside the
company, culture conflicts can occur. 1 Focus on the customer and why your
organization exists.
Workplace Developments – there are also a 2 Maintain trust in senior leadership.

number of emerging trends that impact
leadership’s ability to manage the culture. 3 Clarify strategy and goals.
4 Consider providing employees training – or

And then there is the volatility, uncertainty, find other creative ways to make them feel
complexity and ambiguity of the world around us. more confident and valued.
THE CHANGING
EXTERNAL
Past Change in
ENVIRONMENT Success Leadership Industry
Consolidation
Mergers
CORPORATE Acquisitions
New
Competitors CULTURE Price
Pressures
Diverse Emerging
Social Workplace
Changes in Cultures Development Disruptive
Demand Innovations

IN ROMANIA 2020
and Actions
Attitudes
35%
Percentage of Senior Leaders Who Agree
Culture has a strong impact on

financial performance CC Leaders recognize
that managing culture
92% is an ongoing process.
58% While our Culture
Champions already
have EXCELLENT
Culture has a strong impact on corporate cultures.
employee engagement
A full 35% also say
98% they have room for
further improvement.
72%
Employee engagement has a strong

impact on financial performance
92%
67%
CC Leaders
All other Leaders

IN ROMANIA 2020
and Actions
Actions
84%
Top 5 Areas of Focus for High-Performing Cultures According to CC Leaders
Providing employee training

Of CC Leaders have
64%
recently taken action to
60% further improve their
culture (vs. just 66% of
other leaders).
Creating a strong customer focus
62% CC Leaders measure

52% their results; it’s not
enough to assume that
efforts to manage the
Developing and maintaining trust in culture have had the
senior leadership desired impact.
HR metrics and
62% employee surveys can
38% help gauge true
progress.
Providing clear strategy and goals
57%
49%
Encouraging strong relationships between

employees and their managers
57%
51%
Extremely important for high-performing culture
My company is excellent at this

IN ROMANIA 2020
We have acquired 15 Throughout our 15 Our participants
years of experience on years of experience on experience and
the local market, as we the local market, we’ve training effectiveness
are present in had more than 50.000 score is 9.2 (out of 10)
Romania since 2005 successful participants and the NPS is 78.4
At Dale Carnegie, we invigorat e your employees by uncovering t heir nat ural st rengt hs,
and building t he courage and conf idence t hey need t o t ake command of t heir role.
www.dalecarnegie.ro
RECRUITMENT THEN AND NOW
New challenges, new tools and new

candidate perspectives
The world of recruitment has transitioned to a new

74%
model in recent times, where the relationship between Of candidates expect to
a candidate and a prospective employer company is get next job through a
built using the power of digital technology, data relationship (referral,
science, and personalized communications. network, recruiter).
There’s no doubt that the quick move to remote
working during lockdown made it difficult for leaders
to communicate effectively and to recruit new staff,
but as is clear, that pandemic will not cease easily,
leaders have to understand how they guide their
people and organizations trough this at least mid-term
92%
reality. Of candidates look for
jobs on the social
media sites of their
desired employers.
According to a survey of 16,000 participants conducted
by Hays UK, almost half (43%) of all respondents say
that communication is the area that leadership in their
81%
company needs to work on most. The amount of
contact that people are having with their managers
also appears to be decreasing, with 34% saying that
the amount of contact they have with their manager is
now less than before lockdown began. A fifth of Of hiring managers say
employers report feeling more distant from their team the best candidates
during lockdown, and 39% of employees say they feel come from proactive
more distant from their colleagues. searching.
24%
Source:
#1
Hays UK, What workers want, 2020
Of hiring managers say

they have time to
proactively search
when hiring.
source of
high-quality
candidates is
through referral or
word of mouth.

IN ROMANIA 2020
Recruitment
then and now
Considering this data in relation to the new model With millions of CVs and resumes in circulation,
of recruitment - the way organizations connect, securing the right candidate, at a time when they
communicate and recruit, it is important that are looking for confidence and stability rather than
businesses are adapting to the changes. The necessarily a salary increase, can be a tough
traditional model of “Advertise & Apply ”, widely proposition. Even when promising candidates are
used for decades to source and select candidates, found, it may not be easy to encourage them to
is being transformed into a new approach, “Find & apply, or even return a call or an email, particularly
Engage”, which is significantly changing the way if they are not active in the job market.
employers search for top-quality talent.
The challenge is to both find & engage with these

The explosive growth of social media platforms and prospective candidates, using a range of digital
the shift to remote working and remote channels (from personalized email to social media),
recruitment has only increased the speed of this that might be perfect for future roles.
change –making it possible for employers and
recruiters to seek out potential candidates who
may not actually be actively looking for a new job. Source:
Hays PLC, Recruitment remolled, 2019
The key to this new model is to generate deep

talent pools across sectors by using a range of
channels and engagement techniques to build
relationships with prospective candidates, helping
to get to know their interests and priorities so that
they can be advised of suitable new openings as
they emerge.
This new world of recruitment requires

considerable investment in data analytics and data
science technology. With the help of a specialist
recruiter like Hays, a hiring organization of any size
can make sure they are at the forefront of this
development, with the prospect of being able to
hire the best-quality staff at lower cost than if they
tried to navigate the increasingly complex
recruitment market themselves.

IN ROMANIA 2020
Recruitment
then and now
Information Technology The candidate market is very competitive in this

field because of the pandemic. More and more
Most of the time, when we talk about the candidates are actively looking for new HR roles,
Information Technology industry, developers in even being more open to lowering their salary
particular must be accustomed to change. This is expectations to secure a role. The recruitment
because, more so than any other industry, web processes are faster than last year (1-2 weeks), with
development trends can change very quickly. companies interested in hiring more operational
Developers that do not adapt to this change are roles (specialists), in favor of middle and senior
likely to be overtaken by competing profiles that management positions.
do.
In software development, Front-end Developers,
especially JavaScript specialists, remain most
in-demand by companies because of JavaScript’s
power as a flexible, multifunctional language, that’s
Customer Service
fully interpreted and with an extraordinary ability
to cover various contexts. From a candidate’s
In the Customer Service market, new employees
perspective, JavaScript is at the top of their
focus on career progression, with more than 50%
preferences as well, because it can be used both
of such specialists feeling that their current
for Front-end web development and for Back-end
company offer opportunities for further career
web development, too.
development.
For candidates looking to change jobs to a similar
level role, they are expecting between 21-30%
salary growth.
Because employers are competing for the best
Human Resources candidates, they are thinking of ways to retain their
best employees, normally resulting in expanded
The HR services market was more competitive in benefits packages for these members of staff.
2020 than it was in 2019. Employers have been
The key words when it comes to recruitment in the
more interested in recruiting specialized HR
Customer Services market are agility and speed.
professionals, that are flexible and adaptable when
Roles with difficult & exotic languages are
it comes to taking on new challenges from
constantly recruited by our consultants, and results
employees.
come fast because of their continuous contact with
The teleworking model was a real challenge for candidates in the market.
both employees and for HR teams, that had to set
new procedures and policies, manage people
remotely now and find new strategies for
motivating and increasing employee retention in
their organizations.

IN ROMANIA 2020
Recruitment
then and now
Accounting & Finance Supply Chain
In the Accounting & Finance sector, the Because of the continuously changing
exceptional times we are currently living in mean environment, many trends are influencing the way
that no business sector is unaffected, including in businesses operate in the Supply Chain sector,
finance. Key industry players are now focusing on with procurement’s activities mainly now centered
implementing the right technologies and around cost saving. In 2020, there is increased
automation to support all processes remotely. demand for highly skilled multilingual candidates
Considering this, the perfect candidate profile with an understanding of global challenges.
required by employers has changed. If until now However, due to the challenges of remote working,
the candidate’s professional background and candidates are putting the stability of a company
advanced English skills were the main criteria for and role ahead of any thoughts of increasing their
hiring, now employers appreciate technical skills financial earnings at the moment.
more, as well as logical and analytical thinking
competencies and a flexible and adaptable nature.
These are becoming important competencies when
it comes to a final hiring decision.
In terms of candidates’ requirements, there aren’t
many changes compared to last year. They are
attracted by complex packages of benefits that
include meal vouchers, private medical insurance,
transportation allowance and wellbeing benefits.
Financial support is also appreciated to obtain
CECCAR, ACCA or CAFR certifications, or to
participate in various conferences or workshops in
the field. In this current era of work, a flexible
working schedule and a designated overtime policy
have become top priorities.

IN ROMANIA 2020
WORKFORCE IN ROMANIA IN THE

TELEWORKING ERA
Romania, like most European countries, has either

recommended or imposed remote work to a “ The COVID-19 crisis has propelled
significant part of the labor force. The pandemic employment issues to the forefront
has made working from home the norm for
millions of workers in the EU and worldwide, as
of every business leader’s agenda.
more and more companies and institutions have Riding risks and challenges in
introduced this work arrangement in an effort to
keep their employees safe, while ensuring the workforce management are the new
continued delivery of critical services.
priorities and tackling these will not
“
Hence, concerns about safety, job security, data
be simple.
protection and transparency on work issues have
become front and center.
On the long term, most companies will probably
settle into a culture where this hybrid arrangement
will be the new norm, as it ensures business
continuity and the proper protection of employees
Teleworking in Romania during and after the pandemic. “Some of the
multinational companies acting in Romania have
already announced their intention to keep 20% to
A recent survey dated August 2020 has revealed 35% of their employees working remotely.”
that Romania is the country with the lowest share Basically, it is foreseen a teleworking scenario
of employees in the European Union who have defined by a daily share of 65% presence on-site
shifted to teleworking. Less than 20% of and 20% work from home, or any other location
employees have worked from home since the agreed by the employer and the employee.
pandemic outbreak.
Months into the global coronavirus pandemic, as

a second wave of COVID-19 cases hits, the
remote working arrangements that felt
temporary in the spring are beginning to feel
much more permanent. The number of
companies that embrace the concept of
teleworking is expected to rise in the future.
Employers are taking different approaches in the
current uncertain environment, but the winner
seems to be a hybrid work model combining both
work from home and on-site working.

IN ROMANIA 2020
LABOUR MARKET AND SALARIES Workforce in Romania
in the Teleworking era
Teleworking vs. Work from Home
Generally, teleworking is defined as the employees’

activity of working from home or from any other
location agreed by employment contract parties,
while maintaining communications with the
office/clients by making use of the internet, email,
and the telephone. Consequently, a teleworker is
an employee that has concluded with his employer
a teleworking addendum to the employment
contract and is allowed to work alternatively from
home or from any other location agreed by
employment contract parties, and from the office.
The teleworking concept is coming with certain

advantages for the employer: reduced office “ Some of the multinational
running costs and overheads such as office space, companies acting in Romania have
electricity, heating, and other utilities; fewer
travel-related problems and a wider choice of
already announced their intention
candidates for recruitment. With teleworking, the to keep 20% of their employees
“
employer can choose candidates from anywhere in
the country, and from across the world. working remotely.
Teleworking proved to be the “queen” of working

outside the office due to certain advantages as
compared to work from home:
Flexibility – Working from different places (i.e.

work from hotel).
Sustainability – Long-term solution (can be
applied even after the COVID-19 crisis).
Preffered by millenials – “trendy” solution.

IN ROMANIA 2020
The Productivity Pitfalls of Teleworking

in The Age Of COVID-19
An experiment on a Chinese travel agency

conducted in 2015 by Nicholas Bloom, a senior “ An experiment on a Chinese travel
fellow at the Stanford Institute for Economic Policy agency conducted in 2015 [....]
Research, and his collaborators, measured a
productivity increase of around 20% to 30% after
measured a productivity increase of
introducing working from home. However, in order around 20% to 30% after
to achieve such results, some strict conditions had
to be met by the employees to be eligible to work introducing working from home.
from home, such as having their own room at
home as a dedicated space in which they could
What is happening today with
work and access to broadband Internet at home to
connect to the company network. the coronavirus crisis is
completely different thanks to
But what is happening today with the coronavirus
crisis is completely different thanks to four factors: four factors: children, space,
“
children, space, privacy, and choice.
privacy, and choice.
In this context, Nicholas Bloom has recently

indicated that the global work-from-home
movement intended to maintain output and
efficiency during the COVID-19 pandemic could
generate a worldwide productivity slump and
threaten economic growth for many years. “We are
home working alongside our kids, in unsuitable
spaces, with no choice and no in-office days. This
will create a productivity disaster for firms.”
In-person collaboration is necessary for creativity

and innovation, Bloom explained. His research has
“ Regular check-ins between
shown that face-to-face meetings are essential for

managers and their teams;
developing new ideas and keeping staff motivated maintaining schedules that strive
and focused. Bloom has also suggested a few
things that could help stem the productivity to separate work life from family
decline: “Regular check-ins between managers and
their teams; maintaining schedules that strive to
life and collaborating with
separate work life from family life and colleagues on video calls rather
collaborating with colleagues on video calls rather “
than phone calls.” than phone calls.

IN ROMANIA 2020
Does Teleworking Save Bucharest Is The Best City For

Companies Money? Remote Working In The World
The COVID-19 pandemic has shone a light on A study published by Broadband Deals in April
working environments, particularly the possibilities 2020 revealed Romanian capital Bucharest as the
of working remotely. There are lots of ways that best city for remote working in the entire world,
remote working can offer businesses cost savings, based on criteria related to the Internet speed, the
and the most significant one is related to real availability of food delivery, the cost of a laptop, the
estate costs. Rent and utilities, cleaning services, cost of living. Said conclusion could be extended to
some benefits (e.g. food, massage) and taxes are most big cities in Romania that meet the same
some of the costs that could be reduced. criteria, such as Cluj-Napoca, Iași, Timișoara,
consolidating more than 90% of the country’s
revenue.
However, implementing teleworking has two sides:
it means also covering expenses required to set up
home offices, including costs to buy or relocate
work essentials to employees’ homes, such as
laptops, ergonomic chairs, headphones, software
licenses and other accessories. Data security
training needs to be provided for all employees,
which will impact cost savings. Employers may also
need to make some infrastructure changes to
support remote workers and prepare for any
remote technical support issues.
Although current restrictions have largely been put

in place to follow social distancing guidelines and
companies have realized that they can reduce the
number of employees that work in-house, offices
will not disappear altogether. Companies will
assess their needs (innovation, maintaining
company’s culture and so on), the percentage of
their employees that can work from home and plan
& design the space accordingly.

IN ROMANIA 2020
IMPLEMENTING TELEWORKING IN Workforce in Romania

ROMANIA: AN EMPLOYER’S TOOLKIT in the Teleworking era
1 Employees’ consent – a sine qua non 3 Aspects to be regulated in the

condition for implementing teleworking teleworking addendums or decisions
Usually, employees’ consent is mandatory, and The addendums or the employers’ decisions, as
it is materialized in an addendum to the the case may be, shall expressly regulate:
employment agreement.
 the period of time and/or the days during which
However, during the state of alert, the legislator the employee works in a workplace organized
reduced the formalities for implementing by the employer;
teleworking through a simplified form of
employee consent, without necessarily signing  the place where teleworking will be performed;
an annex/addendum to each individual
 the timekeeping manner;
employment agreement. It is sufficient for the
employer to issue a decision to introduce  the schedule for the employer’s inspection, as
teleworking and the employee, after receiving well as the way the inspection will be performed,
such decision (by e-mail, by post etc.), to simply the responsibilities of the parties, including
express its consent (by e-mail). those related to labor health and safety;
 the obligation of the employer to transport the

The employee’s refusal to work under the materials used by the employee;
teleworking regime may not constitute a
legitimate ground for the employer to  the obligation of the employer to inform the
unilaterally amend the individual employment employee on data protection matters;
agreement or to apply a disciplinary sanction to
the employee.  the measures taken by the employer to
avoid the isolation of the teleworker from
the other employees;
2 Registration with the Employees  the conditions under which the employer
Electronic Registry covers the costs related to teleworking
The addendum to the employment agreement Failure of the employer to settle the
or the employer’s decision to state the above-mentioned aspects is sanctioned with
teleworking shall be registered with the fines of up to RON 10,000/person (the
Employees’ Electronic Registry. equivalent of Euro 2,150).

IN ROMANIA 2020
4 Specific employer’s
obligations in teleworking
The teleworking law establishes some specific Apart from the right of the employer to regularly
obligations for employers, such as: (a) to make check the activity of the employee, according to
available the necessary IT/ health and safety the teleworking law, the labor authorities, as well
equipment, unless otherwise agreed, (b) to as the trade union/the representatives of the
install, verify and maintain the necessary work employees, have the right to verify the working
equipment, unless otherwise agreed, (c) to conditions of the teleworker.
ensure all the conditions required in order to
offer the employee the possibility to benefit
from adequate information and instruction 6 Extra hours
regarding health and safety in the workplace.
Full time employees performing teleworking
Failure to observe these specific obligations can can do extra hours if such additional work is
trigger the application of fines of up to RON requested by the employer and accepted in
2,000 (the equivalent of Euro 430). writing by the teleworker.
5 The right to conduct inspections Teleworking is here to stay. Once the pandemic
ends, remote working is likely to continue. Tech
Managers have the right to control and companies such as Google have already
motivate their remote teams. It is considered announced that their employees will work from
that regular check-ins between managers and home until the summer of 2021. In the long run,
their teams and collaborating on video calls adapting to remote working should be an
rather than phone calls are key to ensure advantage if another health emergency, or
productivity. Research showed also that regular comparable situation, arises.
online meetings with no agenda are
recommended, like grabbing coffee or a drink.
Barbara Larson, a professor of management at

Northeastern University in Boston who studies
remote working, advises the workers at home:
“Ask your manager if they don’t mind having a
10-minute call to kick off the day and wrap up
the day. Often times, managers just haven’t
thought of it.”

IN ROMANIA 2020
OFFICE MARKET
OFFICE MARKET
ROMANIA OFFICE MARKET FACES

THE CHALLENGE OF ADJUSTING
TO THE COVID-19 PANDEMIC
After strong demand for office space during 2019, The onset of the COVID-19 pandemic did not put a
the Romanian market experienced the negative stop to the development of new office buildings.
impact of the COVID-19 pandemic towards the end The construction process continued for the
of Q1 2020 and more pronounced during Q2 2020. projects started before the pandemic. Thus, almost
500,000 sq m are awaiting delivery in Bucharest
The most significant effect for the office market and the main cities.
was a drop in total demand of almost 50%, from
250,000 sq m during the first half of 2019, to less Major cities in Romania, especially Bucharest,
than 128,000 sq m in H1 2020, counting Bucharest Cluj-Napoca, and Iasi, have attracted many
plus the 4 major regional markets: Cluj-Napoca, international players during the last 5 years, owing
Timisoara, Iasi and Brasov. to their large population and strong universities,
providing a continuous stream of skilled workforce.
Thus, the unemployment rate in these cities is far
During the same period, net demand decreased at below the national average, while the wages tend to
a similar rate, from 103,600 sq m in 2019, to 57,400 be considerably higher. This trend will most likely
sq m in 2020. continue for the medium and long term, although
the speed of the expansion might be reduced on
the short term because of the pandemic.
Macroeconomics
Following the onset of the COVID-19 crisis in Also in April, the International Monetary Fund
Romania in March, the economic growth prognosis expected Romania’s real GDP growth rate to fall to
for 2020 suffered drastic corrections. There are -5% in 2020, from 3.5%, as estimated in October
different estimations issued by several institutions 2019. However, the IMF also predicted that the
(from -6% to 0.3%), all showing decreases from recession will not last, as the 5% decline will be
previous estimates. followed by a 3.9% economic growth in 2021.
If in February 2020 the National Commission for The EU Commission's Spring 2020 Economic
Strategy and Prognosis forecasted a 4.1% real GDP Forecast, released in May, estimates for Romania a
growth rate for 2020, the same as in 2019, in April GDP contraction of -6% in 2020 (from 3.6% in the
this estimate was already negatively adjusted to Autumn forecast), followed by a quick recovery to
-1.9%. During the same month, the World Bank 4.2% in 2021.
reduced the country’s economic growth outlook for
2020 from 3.8% to 0.3%.

IN ROMANIA 2020
OFFICE MARKET Romania
Office Market
Demand decreasing 2020

Increasing vacancy
2019 Strong pipeline.
Increasing vacancy
2018 Strong take-up
2017
Lowest vacancy
Strong pipeline 2016
registered
Increasing vacancy
2015 Strong
interest from
Stable growth 2014
investors for office
Highest take-up
ever registered 2013 buildings in Romania
2012 Office Market is

picking up
2011
First signs outside
Real Estate crisis 2010 Bucharest
Lowest take-up
ever registered 2009 Largest yearly supply -
371,000 m2
2008
America House 2007

sold for a record
€120 mil 2006 Real Estate Boom
Increasing rents
2005
Calm, steady 2004

growing
2003
Development of the
2002 first, modern,
institutional office
2001
buildings in
2000 Bucharest - Europe
House, BRD Tower
OFFICE MARKET TIMELINE

IN ROMANIA 2020
Office Market
At a Glance
3.9 mil 5 7 2.6 mil

Total stock (m²) Major markets Potential markets Delivered in the last 10
years (m²)
466 k 180 k 1 mil 440 k

Under construction (m²) To be delivered in 2020 Gross demand Net demand
(m²) 2018 – H1 2020 (m²) 2018 – H1 2020 (m²)
35% 8.2% 9.5-14

Demand generated by Estimated vacancy rate Rents for BPO / SSC
BPO / SSC and IT – Romania companies
companies (€/m²/month)
Note: The figures refer to Bucharest, plus 4 regional cities: Timisoara,

Cluj-Napoca, Iasi and Brasov

IN ROMANIA 2020
OFFICE MARKET
POST COVID OFFICE SPACES - Romania

WHERE TO? Office Market
Thinking about today's office spaces, we face the challenge of adjusting them to post-pandemic next
normal, i.e. social distance and omnipresent precautionary measures. Currently, despite restrictive safety
rules, each office can be arranged so that it can be used up to 90 percent.
As restrictions may start to gear up, only a proportion of staff are returning to offices – and there’s every
indication this could mark a new era of workplaces with much lower density of occupancy.
For those sectors back in the office, space utilisation rates are topping out at 50% as companies de-densify
their workplaces to adhere to social distancing requirements. Yet even as remote working gains
popularity, the need for lower-density design through to the long-term is likely to keep office sizes similar
to pre-COVID levels.
In the last several years, offices have been de-densifying as trends for flexible working and workplace
wellness favoured floorplans with fewer assigned desks and more space for collaborative work and
communal amenities. Now with social distancing an urgent priority, the shift towards lower-density design
is accelerating – especially as the office increasingly becomes a space for employees to share ideas, spark
inspiration and experience company culture.
Space between workspaces
Replacing an open-plan zone with multifunctional work areas makes efficient use of floorplans that
require greater distance between workstations – and it offers more flexibility for staff.
High-backed single-seater pods aid de-densification by demarcating larger – and protected – zones for
solo work, while bulkier seating such as armchairs instead of desk chairs encourages physical distance in
communal spaces, whether used for individual or collaborative work.
Photo: High backed single seater pod in Spaces, Warsaw, Poland

IN ROMANIA 2020
Office Market
Modular furniture, wheeled

furniture and demountable
walls are helpful for
reconfiguring areas to safely
accommodate variously
sized groups and will remain
useful into the future when
distancing requirements
may be relaxed.
Photo: Modular dividers in Spaces, Milan, Italy
Throughout the workplace,

high-definition displays
would enable colleagues to
remotely join meetings,
facilitating work-from-home
and split team policies that
keep the density of
occupancy low.
Photo: High-definition display at Sony Music, Johannesburg, South-Africa

IN ROMANIA 2020
Office Market
A simple rearrangament
Many effective elements of a lower-density

floorplan require minimal investment.
With fewer employees at the same time, the
number of desks can be reduced and the seating
rearranged so that more people are sitting back to
back, while furniture in collaborative spaces might
be turned to face in the same direction. Breaking
up an open-plan workspace into smaller clusters
throughout the office – and in varied zones such as
a café, lounge or meeting space – also aids
de-densification. In meeting rooms, having smaller
tables and fewer chairs encourages smaller groups
Photo: Corridor at Grupa Unibep, Warsaw, Poland and standing meetings that not only boost
efficiency, but make it easier to maintain the
recommended distance.
Influencing the flow of employees around the
workplace is also key. Along with wider – or
emptier – corridors, one-way signage in high-traffic
areas such as reception areas, lockers and toilets
help de-densify routes within the office.
Physical barriers help too. In niche areas where

distancing may be difficult, transparent plastic
shields offer protection during one-to-one
meetings. Other spatial divides in different shapes,
materials and finishes can safely section off solo or
group workspaces while adding visual interest.
Photo: Physical barrier, Warsaw, Poland

IN ROMANIA 2020
Office Market
Greenery is particularly
effective for creating
buffer zones to separate
work areas and de-densify
desking. Biophilia is a
great way to aid physical
distancing while bringing
a sense of wellbeing to
the workplace.
Photo: Biophilia at Fora, London, UK
Photo: Physical barrier, Warsaw, Poland
Space for potential
While lower-density design is one key way to mitigate the spread of respiratory diseases like COVID-19,
researchers are also investigating innovative furniture materials or configurations that could reduce the
transmission of pathogens, allowing more people to safely return to the office.
For sure tomorrow’s workplace will be a space of wellbeing, creativity and collaboration. The COVID-19
pandemic has accelerated trends for flexible and employee-centred workplaces, creating an important
opportunity to reimagine the design of the office.

IN ROMANIA 2020
OFFICE MARKET
2018 2019 2020 Bucharest

Neutral market Tenant market Tenant market Office Market
The modern office market in Bucharest reached Demand during the first half of 2020 came mainly
over 2.9 million sq m at the end of Q2 2020, divided from the Banking, Insurance & Financial sector,
in 11 major office sub-markets. with almost 29,500 sq m, or 29.6% of total demand,
the IT & C sector, with over 27,700 sq m or close to
28%, and the Computers & Hi-Tech sector, with
The largest office sub-markets are Floreasca –
almost 14,000 sq m, representing a 13.9% share.
Barbu Vacarescu, with 520,000 sq m, or almost 18%
of the total stock in Bucharest, followed by Dimitrie
Pompeiu and Center-West, each with roughly In terms of new office deliveries, approximately
440,000 sq m, or around 15% of the total stock. 108,000 sq m were brought to the market during
the first half of 2020.
Total office demand during the first half of 2020 in The largest deliveries were Ana Tower, with almost
Bucharest reached approximately 100,000 sq m, 35,000 sq m GLA, in the North-West Expozitiei
less than half of the total demand during the first sub-market, followed by the third phase of
half of 2019, of over 218,000 sq m. Globalworth Campus, adding approximately 34,000
sq m GLA to the Dimitrie Pompeiu sub-market, and
During the same period, net demand reached little
the third phase of The Bridge, with another 21,000
over 35,000 sq m, compared to almost 76,000 sq m
sq m GLA, in Center-West.
in 2019.
At least 50,000 sq m are expected to be delivered

During the first half of 2020, office demand was
during the second half of 2020, bringing the total
concentrated in the Center-West sub-market, with
volume delivered during the year to approximately
31,800 sq m, or over 30% of gross demand in
160,000 sq m.
Bucharest, followed by North-West Expozitiei, with
over 20,000 sq m, roughly 20% of gross demand,
and Dimitrie Pompeiu, with 13,700 sq m, or almost The vacancy rate in Bucharest increased slightly
14% of total demand over the first half of 2020, from 7.7% at the end of
2019, to 9.3% at the end of Q2 2020.
2.9 mil 1.6 mil 160 k 335 k

Total stock (m²) Delivered in the last 10 To be delivered in 2020 Under construction (m²)
years (m²) (m²)
100 k 35 k 32% 9.3%

Gross demand Net demand Generated by BPO / Vacancy
H1 2020 (m²) H1 2020 (m²) SSC & IT

IN ROMANIA 2020
OFFICE MARKET
TYPICAL COSTS TO BE EXPECTED BY A Bucharest

TENANT IN AN OFFICE BUILDING Office Market
Average rent
Sub-market Stock (m²)
(Euro/m²/mth)
1. CBD 320,400 16 – 18.5

2. Center 342,000 15 – 17
3. Dimitrie Pompeiu 440,700 11 – 13
4. Floreasca – BV 520,200 15 – 16
5. Center – West 439,700 14 – 16
6. East 51,100 12 – 14
7. South 41,800 10 – 12
8. West 157,900 10 – 12.5
9. North – West (Expozitiei) 222,800 14.5 – 17
10. Baneasa - Otopeni 159,800 10 – 14
11. Pipera North 210,500 9 – 11
TOTAL 2,906,900

IN ROMANIA 2020
Office Market
Iasi
Oradea
Cluj-Napoca
Targu Mures Bacau
Timisoara Sibiu
Brasov
Galati
BUCHAREST
Craiova Constanta
Capital Market: Major markets: Emerging Markets

IN ROMANIA 2020
OFFICE MARKET
2018 2019 2020 Cluj-Napoca

Landlord market Neutral market Tenant market Office Market
Cluj-Napoca is the second largest office market in Cluj-Napoca is a strong IT&C hub in Romania and
Romania, after Bucharest. Existing modern stock in also concentrates many service providers.
the city reached almost 350,000 sq m GLA at the Gross office take-up reached 30,000 sq m during
end of H1 2020. Around two thirds of the existing the first half of 2020.
stock were developed between 2013 and 2020.
Rents for A class office space in the city range

The largest office project expected to be delivered between €13.5 and €14,5 per sq m per month.
in 2020 is Record Park, developed by Speedwell,
adding another 12,000 sq m to the modern stock.
The average net wage in the city stood at

approximately €780 in Q1 2020, according to the
official statistics. That is 15% above the national
average of €670.
348,2 k 290 k 21 k 12 k
years (m²) (m²)
72,5 k 27,5 k 40% 5%

Total take-up Net demand Generated by BPO / Vacancy
2018 - H1 2020 (m²) 2018 - H1 2020 (m²) SSC & IT

IN ROMANIA 2020
OFFICE MARKET
2018 2019 2020 Timisoara

Tentant market Neutral market Tenant market Office Market
Timisoara is one of the main office markets in The average net wage in Timisoara stood at
Romania. Existing modern stock in the city reached approximately €700 in Q1 2020, according to the
approximately 290,000 sq m GLA in H1 2020. Most official statistics. That is approximately 3% above
of the office stock in Timisoara was built during the the national average of €670.
last 10 years.
Timisoara is renowned for the automotive industry

The largest office project for 2020, already and for its SSC and IT sectors.
delivered during the first half of the year, is the Gross office take-up reached almost 7,000 sq m
second phase of project ISHO, developed by during the first half of 2020.
Mulberry Development. The A class building added
almost 20,000 sq m to the stock. The third phase of
the project, with another 20,000 sq m is under Rents for A class office space in the city range
construction and expecting delivery during the first between €13 and €14 per sq m per month.
half of 2021.
290 k 227,5 k 20 k 72 k
years (m²) (m²)
65,5 k 35,6 k 40% 3%

Total take-up 2018 - Net demand 2018 - Generated by BPO / Vacancy
H1 2020 (m²) H1 2020 (m²) SSC & IT

IN ROMANIA 2020
OFFICE MARKET
2018 2019 2020 Iasi

Landlord market Neutral market Tenant market Office Market
Iasi is the largest office market in the North-Eastern The average net wage in Iasi stood at over €650 in
part of Romania. Existing modern stock in the city Q1 2020, according to the official statistics. That is
is estimated at around 220,000 sqm GLA at the end close to the national average of €670.
of H1 2020.
Iasi attracted a large number of BPO and SSC

The most important office project expected to be operators in recent years, but also IT companies.
delivered in 2020 in Iasi is United Business Center Gross office take-up was 2,500 sq m during the
8, developed by Iulius Group. It will add 5,600 sq m first half of 2020.
GLA to the stock.
Rents for A class office space in the city range

By far the largest office project currently under between €13.5 and €14,5 per sq m per month.
development in Iasi is Palas Campus, also
developed by Iulius Group. The 60,000 sq m GLA
project is expected to be delivered in 2022.
220 k 160 k 5,6 k 60 k

years (m²) (m²)
22 k 16 k 35% 6%
Total take-up Net demand Generated by BPO / SSC Vacancy
2018 - H1 2020 (m²) 2018 - H1 2020 (m²) & IT

IN ROMANIA 2020
OFFICE MARKET
2018 2019 2020 Brasov

Landlord market Landlord market Tenant market Office Market
Brasov is an important office market in Brasov hosts a wide range of high-tech providers
Transylvania. Existing modern stock in the city and also pharma and IT&C companies
totals approximately 140,000 sqm GLA and it is Gross office take-up reached over 8,000 sq m
rapidly increasing. during the first half of 2020.
The most important office delivery expected for Rents for A class office space in the city range
2020 is the first phase of AFI Park Brasov, between €12.5 and €13,5 per sq m per month.
developed by AFI Europe, adding 15,000 sq m to
the modern stock. The second phase of the project,
with another 10,000 sq m GLA is expected to be
delivered in 2022.
The average net wage in Brasov stood at

approximately €610 in Q1 2020, according to the
official statistics. That is 9% below the national
average of €670.
142 k 95 k 15 k 10 k
years (m²) (m²)
20 k 18 k 40% 5%
Total take-up 2018 - Net demand 2018 - Generated by BPO / Vacancy
H1 2020 (m²) H1 2020 (m²) SSC & IT

IN ROMANIA 2020
Office Market
The future of global office demand
Increased working from home doesn’t equate to less demand. Our research identifies four key factors that
will play a major role in shaping future office spaces.
Demand for office space is intrinsically linked to the economy; generally, in a downturn, office demand
drops off as employment levels fall and corporates move into cash preservation mode. The global
pandemic has undoubtedly pushed us into a global recession and in the short term this will have a direct
impact on office demand. However, considering the success of wholescale working from home, the
question is now being asked – over the longer term, will this be the catalyst for the end of the office?
This is not the straightforward equation it is often portrayed as; increased working from home does not
directly equal less demand for office space. There is a myriad of other factors which need to be looked at,
including density, financial returns, productivity and technology. Before examining these factors, it is
worth taking a step back to look at the function and purpose of the office from both the employer and
employee perspective.
Current discussion is too simplistic
Increase in
homeworking
Decrease in
demand for
office space

IN ROMANIA 2020
Office Market
Accessing future office demand From an employee perspective the office provides
a place for face-to-face interactions that technology
will be more complex, with a
struggles to replicate, such as social interaction,
broad mix of factors at play face-to-face collaboration, mentoring and
managing. Even after the recent success of working
from home, employees still state they would like to
 Employment levels be in the office for most of the week.
 Public health situation
 Government guidelines
 Real Estate cost vs talent cost Factors shaping the future

of demand
 New legislation
Four key factors will have a major role in shaping
 Technology
the future of office demand in both the short and
 Return on investment longer term:
 Density of occupancy
 Economic growth 1. Remote working

 Innovation needs
There are clear employee benefits to working from
 Company culture home, not least among them is ‘no commute’ and
flexible hours. However, for many people their
 Footprint geography home living arrangements make working from
home a below optimal choice, with its limited
 Space design trends
space, lack of privacy and/or more distractions.
 Productivity metrics Additionally, employees miss the social interaction
that office life brings. Maintaining productivity
 Sharing vs dedicated away from the office over the longer term is also
yet to be verified and is likely to be boosted by
 Communting behavior regular office interaction. Flexibility will be key to
employee satisfaction and the balance of office and
remote working anywhere will be based around
From a corporate occupier perspective office
the individual.
provide a physical space to bring people together
to coordinate activity, output and performance and
to boost creativity. Along with this, they showcase a
company’s brand and culture and play a key
feature in attracting and retaining the best talent.
The function of the office will continue to evolve,
accelerating trends which emphasize the
importance of collaboration and innovation to
employee productivity.

IN ROMANIA 2020
Office Market
2. Office design
There is little doubt that COVID-19 is going to A slower re-entry is likely in many of those cities.
accelerate some changes in office design. The most Some cities are pushing the benefits of cycling or
evident is occupational density. The upward trend walking. Over the longer term, face-to-face
has gone sharply into reverse as social distancing is interaction (both internal and external) is still
adhered to. However, once a vaccine or effective expected to gravitate toward centrally located and
treatment is available, there is likely to be a highly-amenitized urban centers. These factors will
movement back toward the densities recorded pre underpin demand and the value of urban,
COVID-19, but not all the way, as health and transit-served markets over the long term.
well-being will remain top of mind for occupiers. A
greater focus on spaces which emphasize The final piece of the puzzle is where office
face-to-face interaction is likely as office space is demand will be focused – the spatial patterns of
redesigned or repurposed away from individual office demand. The inherent attractions of cities in
full-day occupancy desks. terms of economic opportunities, social
connections and quality-of-life offer are likely to
prevail despite short-term concerns regarding
social distancing. The forces that were already
transforming our cities prior to COVID-19 will
3. Technology continue to drive change and boost office demand
- digitization and automation, the Responsible City
Technology on its own is unlikely to have a and globalization.
significant impact on overall leasing demand. Over
the short term, the adoption of new technologies The spatial logic of our cities and their surrounds
will both facilitate remote working and also ensure will evolve in response to digitization, new living
workers’ well-being and efficiency on their return to and workplace preferences, and demand for a
office buildings. Over the longer term, occupier more sustainable and resilient urban model. The
demand is expected to gravitate toward technology trend of ‘distributed urbanization’ will accelerate in
heavy smart office buildings, reflecting their ability the aftermath of the pandemic with the fast-track
to support companies’ environmental, evolution of digitally enabled, hyperconnected
sustainability, health and wellness initiatives. networks of cities that revolve around major cities
Therefore, reduced demand for lower-quality such as New York, Paris and Tokyo.
assets over the longer term seems likely.
The rise of the hyperconnected city region will

gradually shift the spatial pattern of office demand,
pushing it toward a diverse office market
ecosystem comprising three major elements:
4. Commuting patterns
 Rising demand in livable, well-connected
The lack of commuting is the most quoted benefit
suburbs and small cities
of working from home and it is one of the areas
that is causing the most concern on re-entry to the  A reimagined and increasingly
office – particularly in those cities which are highly multi-use urban core
dependent on public transport.
 New clusters of innovation-based activities

IN ROMANIA 2020
OFFICE MARKET
Romania
Office Market
Final thoughts
The COVID-19 pandemic has been another Following the pandemic, the flexibility to work from
unforeseen extreme shock to our world with home will be seamlessly integrated into working
far-reaching consequences over the short and long life, benefiting both employees and employers
term. There will be an inevitable correction in the alike. A focus on well-being and some
short term as the economic impact of the de-densification, along with improvements to
pandemic flows through to corporate activity. design to encourage the interaction that is difficult
However, over the longer term the office will to facilitate at home, are all elements which may
remain a fundamental part of our corporate change and that are likely to offset a decline in
culture and will play an essential role in our work space as a result of increased homeworking. Office
and productivity. space will continue to evolve; it is far from over
and, as result of this crisis, is arguably going to play
an even greater role in driving corporate well-being
and productivity.
Methodology and definitions:

at a glance
Total stock – all completed modern buildings, Prime office rent – represents the top
class A&B, built after 2000, vacant or occupied. open-market rent that could be achieved for an
office unit of the highest quality and specification in
the best location in a market, as at the survey date
Gross additions (deliveries) – the amount of sqm
(normally at the end of each quarter period).
delivered (ready for usage) during a certain period
of time with no consideration to the amount of
sqm taken out of use.
Net effective rent – the actual rental rate
achieved after deducting the value of all the
Take-up / Gross take-up / Demand – all lease incentives (rent free, fit-out contribution, relocation
signed, including new contracts signed by either cost) from the base rental rate.
new companies entering the market or companies
taking new space, extensions of their already
Vacancy rate: availability – the vacancy rate
existing spaces, relocations from other office
represents immediately vacant office floorspace in
buildings or from non-modern premises (villas,
all completed buildings within a market as at the
apartments) and renewals / renegotiations.
survey date (normally at the end of each quarter
period), expressed as a percentage of the total
Net take-up / demand – all leases signed which
stock. Does not include spaces available for
involves new space being taken in office buildings,
sub-lease, nor spaces which are close to expiry, not
being either new companies entering the market,
occupied, but still under contract.
new space being taken by existing companies,
extensions of spaces and relocations from
non-modern stock.

IN ROMANIA 2020
OFFICE MARKET
FLEX OFFICE REPORT –

FLEXCELLENT WORKING IN
OFFICES ADAPTED TO NEW REALITY
Flex office sector has risen over the years from the office market niche to the important market
component whose rise is fueled by COVID-19 pandemic and serving its optimization. As you maybe
already know, flexibility is the key for companies in terms of how they want to use their premises now and
bring this requirement to the table when renegotiating their current space or contracting a new one with
the landlords.
Starting from this idea, Skanska bought 100% share in Business Link, a provider of premium coworking
space in Poland and the Czech Republic, in 2019 as the company wants to provide wide choice of office
premises from long-term leases to flexible ones.
The concept of flexible offices and solutions can be divided into three types: flex offices (usually 90%
private offices), coworking spaces (up to 80 % open plan office) and hybrid offices (80% private offices
and 20% coworking space). The latter is the most frequent across Europe now.

IN ROMANIA 2020
Flex Office Report – FLEXcellent working
OFFICE MARKET in offices adapted to new reality
Flexible offices can be found not only in office buildings, but also in retail and hospitality schemes
(restaurants, shopping malls, hotels). Examples: Galeria Młočiny in Warsaw and The Student Hotel in
Amsterdam.
Step by step, big corporations have started to use flexible offices. Firstly, as temporary solutions when
moving into new offices, later on when they wanted to find space for their decentralized agile teams.
Another reason is to provide employees with quality workplace on regular travelling on business across
regions.
Plug-in and play simplicity and convenience are the most advantages offered by flex offices. The company
pays for a tailor-made, right-in-size product, meaning a serviced space. Customer care is one of the key for
the client satisfaction factors when evaluating the flex offices.
Covid-19 pandemic has put some flex-office operators under pressure. However, the trend not only
remains, but due to the economic recession will even flourish as companies will require more and more
flexibility with their leases. Flex offices must not only now, but also in the future, meet requirements
regarding health and safety and comply with social distancing rules.
Flex offices are here to stay and complement the standard long-term lease agreements. As a matter of
fact, 30% of total office space is expected to be utilized in a flexible way by 2030. Flexible space is seen as
the fundamental aspect of the agile work strategies.
Impact Hub, Equilibrium, Bucharest

IN ROMANIA 2020
OFFICE MARKET Flex Office Report – FLEXcellent working
in offices adapted to new reality
Flex offices in Romania
The flexible office sector

has been growing in
Romania since 2008,
accounting now for less
than 2% of total office
stock in the country. The
capital of the city
Bucharest dominates the
market niche with its 90%
share. There are several
international operators
such as Regus, Impact Hub
and Mindspace that are
active there. Flex offices in
secondary cities are limited
and operated by small
local players. Impact Hub, Equilibrium, Bucharest
Flex offices growth is

likely to come from
start-ups and also small
companies currently
occupying improper
spaces, lacking modern
amenities and services.

IN ROMANIA 2020
ABOUT ABSL
ABSL – ONE VOICE FOR THE BOARD MEMBERS
Ciprian Dan
President of the Board
Location Head at Wipro BPS
Bogdan Pelinescu
Vice-President
Managing Director at Luxoft for

Central Europe
Adrian Baron
Vice-President
EMEA ITSM Lead at Stefanini
Cristian Cilibiu
Vice-President
Country Manager at UniCredit Services
Cristina Nicoleta Apetrei

The Association of Business Service Leaders in Vice-President
Romania is the most important organization Chief of Staff of the CEO Office
representing this sector, bringing together major for SG EBS and for Retail
Banking and Financial Services
players operating in areas such as Shared Services for India and Romania
Center, Business Process Outsourcing, Information
Technology Outsourcing, Research & Development.
Ecaterina Ion
ABSL plays a significant role facilitating the Vice-President
knowledge sharing and collaboration between General Manager at Hewlett Packard
member companies and various other Enterprise Bucharest Centre
stakeholders and is becoming more and more a

resource center for and about Business
Francesca Postolache
Services Sector.
Vice-President
As the voice of the industry, ABSL is supporting the Partner at PwC Romania
member companies, as well as the ones looking to
settle their business in our country – the investors,
with benchmarking data and first-hand information
Cătălin Iorgulescu
about the realities of the labour market and talent
Spokesperson for ABSL
pool, legislative framework, office market as well as
General Manager at Deloitte
challenges and opportunities associated with those. Shared Service Center

IN ROMANIA 2020
ABSL WORKSTREAMS AND
PROJECTS
INVESTORS RELATIONSHIP KNOWLEDGE SHARING DATA & MARKET INTELLIGENCE
• Promoting Romania as a Business • Enhance Industry dialogue and • Enhance Industry dialogue and
Services destination collaboration collaboration provide strong and
reliable information to ABSL members
• Facilitating Investors’ meeting with • Business Mixer - local events
and business community
our members and Partners • Professional Corner - expertise
• Outsourcing Industry Survey and
• Data Bank with collected studies, sharing events of small/medium size,
ABSL - KPMG report
reports, articles on the business hosted by member companies
services industry in Romania and • Insights on Compensation and
• Annual Conference – national event,
regional/WW trends Benefits in Business Service centers
more than 500 participants
EDUCATIONAL PROGRAMS HUMAN RESOURCE AND PUBLIC RELATIONS &

LABOR LAW GOVERNMENT RELATIONSHIP
• Contribute to the transformation of • Improving the Labor legislative • Strengthen relationship with
the Educational system in Romania framework in Romania – introducing Government institutions
CAEN/COR codes for the industry
• Improve the Quality of labor force • Develop and deepen cooperation
for the Business Services Industry • Transforming Business with authorities and other
environment in Romania by improving stakeholders (ex. students, teachers,
• Business Services Master - degree
knowledge sharing NGOs), including in 2nd tier cities
with University of Economic Studies
• Open Doors for Students - to • Central Government Connect -
• Open Doors for Professors -
present the industry, career success through consultation meetings
presenting the challenges envisioned
stories and advice for getting the right
by HR managers in finding the right • Press releases with information
job
employees and skills in the next 1-3 on industry, ABSL members and
years ABSL with key messages for the
state administration, universities,
and investors

IN ROMANIA 2020
WHY SHOULD YOU BECOME AN
ABSL MEMBER?
Having a strong voice as ABSL business community Benchmarking
When advancing a point of view and negotiating with See how you stand against the standards in the industry; learn
authorities; making our position heard and counted in about your competition
Raising your company profile in the Industry Raising your company profile in the Industry
Making yourself seen & heard Learn the trends and direction the industry is heading to
Developing your Network Getting to know Investors at an early stage
Create more business opportunities Establish common grounds
Educating the workforce through ABSL educational Being part of the largest community in Outsourcing
programs Industry
Business Services Master Program in collaboration with The Working along with the main players; being in the right place for
Bucharest University of Economic Studies generating the movement
Staying ahead for the changes to come Staying informed
Able to re-think strategies and plans in real time Access the valuable expertise of Strategic Partners and
members on business specific topics through knowledge
sharing events (Best Practices, Case Studies, and Networking)

IN ROMANIA 2020
CORE
MEMBERS

IN ROMANIA 2020
ASSOCIATE
MEMBERS

IN ROMANIA 2020
SUPPORTING
MEMBERS
STRATEGIC
PARTNERS

IN ROMANIA 2020
GLOSSARY
ABSL The Association of Business Service Leaders in Romania
BIFS Banking, Insurance, Financial Services
BPO Business Process Outsourcing (commercial provider / outsourcing center)
CEE Central and Eastern Europe
ERP Enterprise Resources Planning
F&A Finance and Accounting
FTE Full time employee
HR Human Resources
IT Information Technology
KPI Key Performance Indicator
OTC Order to Cash
PO Purchase Orders
RPA Robotic Process Automation
SSC Shared Service Center (internal unit / captive center)
YE Year End
WFH Work from home

IN ROMANIA 2020
CONTACTS
Ciprian Dan Andreea Gürtler

President of the Board Operations Manager
+40 722 681 817 +40 723 212 249
[email protected] [email protected]
Mihaela Perianu
Founder & Managing Partner
+40 722 201 022
[email protected]
Georgiana Grama
Recruitment Team Leader in SSC & BPO
+40 739 837 084
[email protected]
Alexandru David
Research Analyst
+40 744 333 018
[email protected]
Richard Perrin Andrada Iliescu Cristina Ionescu

Partner, Head of Advisory Director, Advisory Director, Advisory
+40 744 557 302 +40 747 333 003 +40 747 333 027
[email protected] [email protected] [email protected]
Alexandra Bucur
Marketing Manager
+40 747 247 176
[email protected]
Catalin Micu
Partner
+40 753 066 159
[email protected]

IN ROMANIA 2020
www.absl.ro

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BUSINESS

CHARACTERISTICS OF BUSINESS SERVICES IN ROMANIA 7

LABOUR MARKET AND SALARIES 61

OFFICE MARKET 110

ABOUT ABSL 134

BUSINESS SERVICES SECTOR

This has been the year when we all come together

Since the beginning, our mission here in ABSL was

Even if Covid-19 stopped some investment plans,

Kudos to Corporate Oﬃce Solutions, Dale Carnegie

As usual, we are continuing our endeavour to

BUSINESS SERVICES SECTOR

The year 2020 has brought unprecedented

The Romanian Business Services Industry had

BUSINESS SERVICES SECTOR 7

The data presented

BUSINESS SERVICES SECTOR 8

PARTICIPANTS IN THE INDUSTRY

59 companies 863 mil EUR

563 estimate the timeline.

BUSINESS SERVICES SECTOR 9

SERVICES PROVIDED BY THE

The maximum number Of the respondents The most frequently

More than ten

BUSINESS SERVICES SECTOR 10

MAIN CHARACTERISTICS OF THE

44% 26-35 Decreasing trend Language & IT

18% Of the employees

Expect to remain in the in 2019. IT Services

85% Timisoara and Iasi

BUSINESS SERVICES SECTOR 11

Of the participants The most frequently Of the participants

Of the respondents The majority of the

BUSINESS SERVICES SECTOR 13

Companies participated Companies are oﬀering Varies based on the

The most encountered In addition to the legal The most encountered

BUSINESS SERVICES SECTOR 14

100% 56% 22%

The average rating for The companies A limited number of

BUSINESS SERVICES SECTOR 12

COMPANIES PARTICIPATING IN Participants in the

Total number of FTEs

13.8 thousand FTEs

6.0 thousand FTEs

Fig 1: Split of participants based on organizational model

BUSINESS SERVICES SECTOR 15

COMPANIES PARTICIPATING IN Participants in the

BY NUMBER OF LOCATIONS WHERE THEY HAVE OPERATIONS

BUSINESS SERVICES SECTOR 16

PARTICIPANTS BASED ON YEAR OF Participants in the

BUSINESS SERVICES SECTOR 17

MAIN LOCATIONS OF THE Participants in the

Fig 3: Location of the

BUCHAREST CLUJ-NAPOCA IASI TIMISOARA SIBIU

Main Location 1 Main Location 1

BUSINESS SERVICES SECTOR 18

COUNTRY OF ORIGIN – Participants in the

Fig 4: Breakdown of participants based on the location of the parent

Romania has been chosen as a destination for