Earlier this year, we surveyed 700 contractors, permanent employees and employers across a broad range of sectors and industries in the UK & Ireland, to get a 360° perspective on the differing thoughts and behaviours of the two kinds of workers. .

1. TWICE AS
PRODUCTIVE ON
AN AVERAGE
DAY*?
We asked employers,
permanent, and contract
staff the same questions –
with fascinating results!
*Twice as many employers believe a contractor is more productive on an
average day than a permanent member of staff.

2. “I’m AS GOOD AS
mY lAST jOb –
SO IT kEEPS mE
ON mY TOES.”
CONTRACTOR
“I WORk bEST
WhEN I fEEl
SECURE.”
PERmANENT EmPlOYEE
“I USE
CONTRACTORS fOR
ThE SkIllS AND
kNOWlEDGE-bASE
ThEY bRING fROm
OThER ROlES AND
SECTORS.”
EmPlOYER

3. CONTENTS
4 INTRODUCTION
5 DEfINITIONS
6 EXECUTIVE SUmmARY
8 ENGAGEmENT
10 lOYAlTY
12 PRODUCTIVITY
14 EmPlOYERS: SPEAkING fROm EXPERIENCE
16 INSIDER INSIGhTS
18 CONClUSION
19 AbOUT ThIS RESEARCh

4. INTRODUCTION
PERmANENT
OR CONTRACT
STAff? A 360°
PERSPECTIVE.
Almost one and half million people, We went on to ask employers about their
that’s 4.6%* of the Uk workforce, are criteria for hiring contractors. They could
freelancers and contractors. What select from a choice of options but many
motivates them? Are they significantly elected to go further and give us feedback
different from their permanent in their own words. It’s all here.
counterparts? how productive do the
Next we asked workers, both contract and
workers in each group believe they are?
permanent, to give us their ‘insider take’
how loyal, and how engaged are they with
on the workplace. Are contractors flighty
the organisations they work for? Given
and disengaged, always on the look out for
that a contractor’s involvement is typically
their next project? Are permanent staff too
time-limited, and a permanent employee’s
caught up in the seething hotbed of office
is open-ended, there are bound to be
politics to get any work done? We’ve got
differences. but just how marked are they?
the answers.
We decided to find out.
THE ‘PSYCHOLOGICAL CONTRACT’
There’s been some research in this field, AFFECTS ALL WORKERS
but virtually nothing that’s included the
What this survey reveals with startling
employer perspective. We wanted a 360°
clarity goes to the heart of what’s called
standpoint. So we posed essentially the
The Psychological Contract. That’s the
same questions to all three interested
unspoken contract that includes all the
parties: contractors, permanent staff and
assumptions and unvoiced expectations
employers. The results proved fascinating.
that exist between employer and
employee. Informal, undocumented, and
REVEALING DISCONNECT
intangible by definition, these findings
Probably most revealing was the
demonstrate that it continues to set the
disconnect between how permanent and
agenda between employer and workers,
contract workers see themselves and of quality contractor staff to business
whether permanent or contract.
how employers see them. Topics such performance, in context it also confirms
as contractor loyalty make compelling The research is timely since some the significance of the recruitment partner
reading: Contractors regard themselves employers may be concerned about role in navigating the new legislation
as very loyal to the organisations they the impact of the 2010 Agency Worker successfully on their clients’ behalf.
work for, however short the period. Yet Regulations (AWR) on their contractor
employers continue to regard permanent responsibilities. The survey not only * Source: freelancer and Contractor Services
staff as significantly more loyal. demonstrates conclusively the value-add Association (fCSA) march 2011.
TWICE AS PRODUCTIVE ON AN AVERAGE DAY?

5. DEfINITIONS
Certain words and phrases
recur throughout this research.
in the interests of clarity we’ve
set out our interpretation of the
terms below.
What do we mean by…
ContraCtor LoyaLty
Also known as interims, day raters A strong feeling of support or
or freelancers, the contract workers allegiance.
referred to in this report are primarily
middle to senior level professionals.
All work for a management company
or recruitment agency rather than
negotiating terms directly with
employers.
EngagEmEnt ProduCtivity PsyChoLogiCaL ContraCt
The level of involvement, The quality and speed of an The expectations held by both
enthusiasm and attachment an individual’s work. employer and employee that exist
employee or worker has towards over and above the written contract
an organisation and its goals, all of employment between them.
of which ultimately affects their Understanding the informal and
performance. often unvoiced assumptions on both
sides can optimise individual and
organisational performance.
5

6. EXECUTIVE SUmmARY
Of fINDINGS
This research shines a revealing light We’ve represented it more as an executive
on the gap between what employers snapshot than an executive summary, so
think of their staff, both permanent and that you can see at a glance some of our
contract workers, and what those workers most interesting findings. We’ve included
think of themselves. Equally important it page numbers so it’s easy to find out more.
demonstrates what each group values
most in the workplace.
WhAT EmPlOYERS ThINk…
AbOuT ENGAGEmENT AbOuT LOYALTY AbOuT PRODuCTIVITY
Contractors are more likely to Permanent staff are far more Twice as many employers
THE HEADLINE
be engaged in their role than loyal than contract workers. believe a contractor is more
permanent employees. productive on an average day
than a permanent employee.
37.2% of employers believe 77.5% of employers said that 14.1% of employers think
permanent staff are more likely permanent staff were most permanent staff are the most
THE STATISTICS
to be disengaged in their current loyal to their organisation, productive, 28.3% favour
role. 33.2% think non-permanent with only 2.1% favouring contract staff, while 52.6% hold
staff would be more disengaged non-permanent staff. that both groups are equally
and 19.1% say both would be productive.
equally disengaged.
WhAT CONTRACTORS AND PERmANENT STAff ThINk…
AbOuT ENGAGEmENT AbOuT LOYALTY AbOuT PRODuCTIVITY
In job content, financial reward and 77.6% of contractors and 90.8% of contractors and
social atmosphere (the workplace 86.6% of permanent staff 86.3% of permanent staff
THE STATISTICS
factors both groups said were agree or strongly agree that agree or strongly agree that
most important to them) there they are loyal employees. they deliver a high level of
was no significant statistical output (volume and quality).
difference between contractors
and permanent staff.
Page 8 Page10 Page12

7. COUNTER-INTUITIVE?
It’s out with the stereotypes and in with a refreshing new take on what makes a mixed workforce tick.
WHO SCORES HIGHEST? PERmANENT STAFF CONTRACTORS GO TO PAGE…
A higher income would motivate
13
me to work harder
If offered, I’d accept a role with
11
better job content for less money
I get involved in social situations/
16
events at work
I would leave my permanent job
or contract before completion for 17
a significant pay rise
I would leave my permanent job
or contract before completion
17
because of lack of work to be
done
mORE AlIkE ThAN UNAlIkE
most telling of all perhaps is the number of striking similarities between permanent employees and their contractor counterparts.
IN THE WORKPLACE, HOW PERmANENT STAFF CONTRACTORS
ImPORTANT TO YOu IS… Important or highly Important or highly GO TO PAGE…
important important
job content?
99% 98.1% 8
financial reward?
94.6% 93.2% 8
Social atmosphere?
75% 73.1% 8
7

8. ENGAGEmENT
IT’S A PRETTY
ClOSE CAll, bUT
EmPlOYERS ThINk
PERmANENT STAff
ARE lESS lIkElY
TO bE ENGAGED
WITh ThEIR WORk.
It’s revealing that most employers believe We asked employers which type of
permanent staff are more likely to be employee expects the most from them,
disengaged in their current role (37.2 covering factors ranging from job content
per cent) than non-permanent staff to work/life balance. Then we asked our
(33.2 per cent), with 19.1 per cent of two groups of workers to rate the same
employers believing both would be equally factors.
disengaged.
EmPlOYERS, WhERE ThEY mADE
just what is engagement and why is it so A DIffERENTIATION, fElT ThAT
desirable? We’ve summed up engagement PERmANENT WORkERS hAD fAR
as ‘the level of involvement, enthusiasm hIGhER EXPECTATIONS Of ThEm.
and attachment an employee or worker Yet the figures demonstrate that in all
has towards an organisation and its the elements that combine to create the
goals, all of which ultimately affects their psychological contract, contract workers’
performance’. In short engaged employees expectations and involvement have a great
care passionately about their work. It deal more in common with their permanent
WHO IS mORE LIKELY TO bE
follows that developing and maintaining counterparts than employers currently DISENGAGED WITH THEIR
a workforce dynamic that promotes believe. CuRRENT ROLE?
employee engagement is key to an
The key to engagement appears to be
organisation’s success.
involvement. Which perhaps makes sense 10.5%
So what makes for an engaged worker, of one of the most interesting findings in
whether contract or permanent? this area: the importance workers from 33.2%
19.1%
both groups place on social atmosphere in
A SuCCESSFuL PSYCHOLOGICAL the workplace.
CONTRACT
Take a look at the bar charts on the Since it’s pretty impossible to work
right. You’ll see that we set employers, effectively in a strained atmosphere,
37.2%
contractors and permanent staff seven you could speculate that a relaxed and
different questions approached from sociable environment is the product of
a successful psychological contract. Is a Contractors
slightly different angles.
Perm staff
happy workplace the last, and possibly
both equally
most important, piece of the jigsaw?
I don’t know
TWICE AS PRODUCTIVE ON AN AVERAGE DAY?

9. Of those employers that favoured one between contractors at 98.1 per cent and
360° group over the other, many more believed permanent staff at 99 per cent.
that job content would be of significant
ObSERVATION: importance to permanent staff. SOCIAL ANImALS
SAmE Now for the true picture. Our research
Intriguingly, and no doubt of great interest
qUESTIONS, revealed that how they spent their
to employers, is the finding that over
half the respondents in both groups
DIffERENT working hours was hugely important
rated social atmosphere very highly. The
fINDINGS. to both groups. Of those rating job
content as important or highly important
workplace vibe is only topped by financial
rewards and job content for the majority of
there is less than a percentage point
workers.
EmPlOYER WHICH TYPE OF EmPLOYEE
EXPECTS THE mOST FROm THEIR
Contractors
Perm staff
both equally
I don’t know
PERCEPTIONS EmPLOYER?
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Career Job content Training Social Financial rewards Work-life balance Job security
development atmosphere
STAff HOW ImPORTANT IS IT THAT YOuR
WORKPLACE PROVIDES YOu
Contractors
Perm staff
1 - Not important
2 - Indifferent
CONVICTIONS WITH…? 3 - Important
4 - Highly Important
70%
60%
50%
40%
30%
20%
10%
0%
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Career Job content Training Social atmosphere Financial rewards Work-life balance Job security
development
9

10. lOYAlTY
What makes someone loyal to an Our research reveals that while over
IN EmPlOYERS’
organisation? Is it length of service, plus three quarters of contract staff think of EYES
the value of their benefits package? Or is themselves as loyal, employers seriously PERmANENT
it something far less tangible? how much
do professionalism and a desire to belong
underestimate their allegiance to the
organisation.
STAff ARE fIRm
come into play? fAVOURITES IN
ThE lOYAlTY
STAkES.
EmPlOYER
PERCEPTION
When asked about loyalty, 77.5 per cent of WHO IS mORE LOYAL TO YOuR OVER THREE QuARTERS OF
employer respondents said that permanent ORGANISATION? CONTRACTORS THINK THEY ARE
LOYAL
staff were most loyal to their organisation, 3.4% 2.1%
with 2.1 per cent favouring non-permanent In a fascinating correlation, 77.6 per cent
staff and a not unsizeable 20.4 per of contractors either agree or strongly
17%
cent believing there is no difference or agree that they are loyal employees. (This
remaining unsure. against the 77.5 per cent of employer
respondents who say permanent staff
however the view from the coalface is
are most loyal.) Unsurprisingly perhaps,
more complex and likely to give employees
86.6 per cent of permanent staff either
food for thought.
77.5% agree or strongly agree that they are loyal
employees.
Contractors
Perm staff
both equally
I don’t know
TWICE AS PRODUCTIVE ON AN AVERAGE DAY?

11. ThE fUll STORY Contractors
Perm staff
1 - Strongly disagree
2 - Disagree
3 - Neither agree nor disagree
4 - Agree
WORKWISE – WHAT mAKES YOu TICK?
5 - Strongly agree
60%
50%
40%
30%
20%
10%
0%
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
I would change from being my role regularly presents me I feel secure about the future of I would get faster career progression
permanent to non-permanent for with new challenges my career by changing companies
the right role, or vice versa
80%
70%
60%
50%
40%
30%
20%
10%
0%
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
I have a strong I have a strong I proactively find I am a loyal I have paid for If another I would
emotional emotional ways to improve employee my own training/ organisation recommend that
connection to my connection to the my work skills professional offered me a role friends/family work
colleagues company I currently development at with better job for my current
work for least once in the content for less organisation
last three years money, I would
change companies
IF YOuR DREAm JOb CAmE ALONG Delving a little deeper, both groups of feelings either way. When asked the
When asked if they would go permanent workers scored highly on their dedication same question in relation to their current
for the right role, 70.9 per cent of contract to pro-actively improve their work skills. employer, permanent employees were only
workers said they would. Perhaps as Well over half of the contract workers 5.6 per cent more likely to feel a strong
contractors, they are uniquely placed to questioned had paid for their own training connection to their current employer.
identify the best permanent opportunities. and/or professional development at least
once in the last three years. Permanent bETTER JOb CONTENT buT LESS
Only a minority (41.6 per cent) of long- mONEY?
term staff would leave the familiar shores workers weren’t far behind.
Are contractors more interested in
of permanent employment to contract, Interestingly, when permanent and financial factors than permanent staff? It
even for a very tempting assignment. contractor staff were asked whether they seems not. Our figures show that they are
In post-recessionary times it appears had a strong emotional connection to 10 per cent more likely to accept a role
that permanent and contract staff alike their colleagues, their responses were with better job content but less money
appreciate the value of a fulfilling and remarkably similar. The majority - an than their permanent counterparts.
secure role. almost identical number - had no marked
11

12. PRODUCTIVITY
TWICE AS mANY
EmPlOYERS
bElIEVE A
CONTRACTOR IS
mORE PRODUCTIVE
ON AN AVERAGE
DAY ThAN A
PERmANENT
mEmbER Of STAff.
14.1 per cent of employers think their
permanent staff are the most productive,
whereas more than double that number,
28.3 per cent, believe non-permanent staff
are more productive. A fascinating finding.
however the majority of employers, 52.6
per cent, hold that both groups are equally
productive.
WHO IS mORE PRODuCTIVE ON WHO IS mORE LIKELY TO HIT THE
AN AVERAGE DAY? GROuND RuNNING? CONTRACTORS ‘NEED LESS
CuDDLING’
5% 5.2%
As one employer eloquently
put it, ‘Contractors need
28.3% less cuddling’! The view that
contractors are work-ready from
32.5%
48.7% day one is widely shared amongst
52.6% employers. A massive 48.7 per
14.1% cent told us that contractors
were most likely to hit the ground
13.6%
running. Only 13.6 per cent
favoured permanent staff in this
Contractors both equally respect.
Perm staff I don’t know
TWICE AS PRODUCTIVE ON AN AVERAGE DAY?

13. ThE fUll STORY So we’ve seen that twice as many
employers believe that contract
heels at 86.3 per cent. Non-statistically
speaking, the results are pretty close.
workers are more productive. but are
Surely money is a greater motivator
these perceptions borne out by direct
for contractors than their permanent
questioning of the groups themselves? Not
equivalents? Not so, it seems. 51.2 per
exactly. Permanent staff rate themselves
cent of contract workers agree or strongly
more highly it seems, than their bosses.
agree that a higher income would motivate
While 90.8 per cent of contractors agree them to work harder. but at 56.8 per cent,
or strongly agree that they deliver a high permanent employees outstrip them in
level of output in terms of both volume and prioritising financial reward.
quality, permanent staff are hot on their
HOW PRODuCTIVE ARE YOu?
60%
50%
40%
30%
20%
10%
0%
1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
I deliver high level output (in volume and quality) A higher income would give me motivation to I prefer to work independently than in
work harder group situations
Contractors 1 - Strongly disagree
Perm staff 2 - Disagree
Could it be that boredom has a direct link
3 - Neither agree nor disagree
to productivity? None that’s immediately
4 - Agree
obvious. At 22.3 per cent and 21.9 per 5 - Strongly agree
cent respectively, there was virtually no
difference between the contractors and
the permanent staff who confessed to
being bored. The same applies to the HOW bORED ARE YOu?
far lower, but almost equal numbers
60%
who declared themselves thoroughly
50%
unproductive – a reassuringly low 3.4 per
40%
cent for contractors and 3.2 per cent for
permanent staff. 30%
20%
So it would appear that permanent and
10%
contract workers are a lot more alike in
0%
terms of productivity and motivation than 1 2 3 4 5
employers believe. I am easily bored in my current role
13

14. EmPlOYERS: SPEAkING
fROm EXPERIENCE...
WHERE CONTRACTORS STAND OuT
80%
70%
60%
50%
40%
30%
20%
10%
0%
Flexibility
Only the hours actually
worked are paid for
They have no impact
on headcount
The potential speed
of hire/market
responsiveness
Coverage of skills gap - temps
provide access to expertise only for
the limited time that it’s needed
No requirement to provide benefits, e.g. sick pay,
pension (until October 2011 for PAYE and umbrella)
Other
HIGH QuALITY SPECIALIST HORSEPOWER
TRANSFERAbLE SKILLS AT CRITICAL TImES
Employers, it’s clear, think highly of One of the big advantages of
contract workers, regarding them hiring non-permanent staff, said
as an essential element of the 42.9 per cent of employers,
hR mix. less than a per centage was the potential speed of hire
point below the obvious ‘flexibility’, and market responsiveness.
70.2 per cent of employers value Contractors, they told us, bring
contractors for the immediately quality additional specialist
applicable transferable skills horsepower at critical times and
they bring to the workplace. In can be relied upon to speed up
written feedback, expressions like momentum on specific projects.
‘results-orientated’, ‘experienced
professionals’ and ‘able to hit the
ground running’ were recurrent
themes.
TWICE AS PRODUCTIVE ON AN AVERAGE DAY?

15. WhY DO I USE
“TO ESTAblISh CONTRACT
WhEThER WORkERS?
ThERE’S A
NEED fOR ThE
ROlE lONG We asked employers to tell us in their
TERm.” own words what they regarded as the
key benefit of using contractors. here’s a
snapshot of the most revealing responses.
“They have a wide range of
experience and proactively keep
their skills up to date.”
“Task focused, not drawn into office “Need less cuddling! So I have more
politics.” time.”
“A wider portfolio of skills and “I get better skills for my money.”
experience than the average
employee, with exposure to
operating at a level higher than they “I like the entrepreneurial mindset
are contracted to.” that contractors bring to my business.”
15

16. INSIDER
INSIGhTS
ThE lOW DOWN
ON OffICE
POlITICS
Employers have even stronger opinions And the true story? Will we ever know?
when it comes to office politics. just one Despite guaranteed anonymity only 12.6
per cent of them felt that contractors were per cent of permanent staff admit to
more likely to be water cooler conspirators. politicking and not one respondent would
Permanent staff top the ratings with ‘strongly agree’ to finding themselves
a massive 78.7 per cent of employers drawn into office politics. Contractor
branding them as major political players. numbers are even sparser, with just 9.7 per
just 17 per cent believe contractors and cent registering a guilty plea.
permanent staff are equally to blame.
PERmANENT STAFF CONTRACTORS EmPLOYERS
0% 0.5% 3.3% 1%
9.2%
12.6% 14.7%
19.3% 17%
21.7%
33.8%
38.9%
78.7%
49.3%
Strongly disagree Contractors
Disagree Perm staff
Neither agree nor disagree both equally
Agree I don’t know
Strongly agree
TWICE AS PRODUCTIVE ON AN AVERAGE DAY?

17. EmPLOYERS
WhO’S mORE
CONTRACTORS SOCIAblE?
Contractors
Perm staff
both equally
I don’t know
PlACE fAR mORE 1.5%
ImPORTANCE ON 5.7%
SOCIAl EVENTS
AT WORk ThAN
EmPlOYERS 41.9%
bElIEVE. Strongly disagree
50.9%
Disagree
Neither agree nor disagree
A categorical 50 per cent of employers Agree
Strongly agree
believe permanent staff are more likely
to be involved in, or present at social PERmANENT STAFF CONTRACTORS
events. 41.9 per cent think permanent and
2.2% 2.4%
contract workers are equally involved and
just 5.7 per cent view contractors as the 8.6% 9.6%
14% 11.4%
heart and soul of the party.
how wrong they are! In reality contractors
just see off permanent staff on the 16.1%
18.2%
sociability stakes – but only just. An
impressive 68 per cent of contractors
59.1% 58.4%
enjoy socialising with colleagues, set
against a remarkably similar 67.7 per cent
of permanent workers.
ShOUlD I STAY OR ShOUlD I GO? Contractors
Perm staff
WHAT WOuLD INFLuENCE YOu TO LEAVE A PROJECT OR ROLE? WHAT WOuLD CHANGE YOuR mIND?
60%
50%
40%
30%
20%
10%
0%
Company ethics not
in line with my values
Job content is no
longer enjoyable
Role is too stressful
Lack of career progression
opportunities
New job offer
If I felt I could not
succeed in the role
Difficult internal processes/
office politics
Financial remuneration is
insufficient
Lack of actual work to be
done (idle)
Role failed to meet
expectations
Grievance with direct
manager/team
Other
Significant rise in pay
Retention bonus
more flexible working
arrangements
better benefits
Change of management/
leadership
Promotion or change of
role internally
Other
17

18. CONClUSION
ThE hUDSON
RECOmmENDATION
Perhaps the most revealing aspects of
our survey are those that highlight what
contractors and permanent staff have
in common. both share a commitment
to professionalism and a desire to make
Not all positions are permanent and not all The answer is to use a recruitment partner
a difference and find meaning in the
professionals want to commit themselves that’s not only up to speed with the new
workplace, whether their stay is time-
indefinitely, hence the contractor market. regulation, but also offers compliance
limited or open ended.
management as an integral part of its
Our employer feedback confirms that
far from being ruthless, money driven proposition.
there will always be a place for contractors
loners, we’ve learned that more contractors
alongside permanent staff. more than that, having incorporated AWR into our
than permanent staff
contract workers are valued and respected operational framework it’s our view that
by a wide variety of employers for their I would leave a position if there wasn’t employers looking to fill skills and/or
‘can do’ attitude and the speed and quality enough work for them to do experience gaps can take heart from
of their contribution from day one. this research. The message is that with
I would accept a more interesting job for
the right recruitment partner you can
Of course, very different skill sets and less money
proceed with confidence, since taking on a
levels of seniority sit under the contractor
I want to get involved in the social side contractor is an excellent way to
label, from advertising account executives
of work.
through IT project managers to acting I fill skills gaps on time-limited projects
CEOs. These are valuable insights for employers
I gauge whether a role warrants a
harbouring reservations about contractor
for those who choose it, the variety, unique permanent employee
engagement.
challenges and flexibility of contract work
I tap into experience and working
outweigh the inherent lack of security AGENCY WORKER REGuLATIONS practices gleaned from other sectors
that comes from going it alone. Those AND THE SKILLS GAP
and/or competitor businesses
who choose to use them can take heart, Across all sectors and sizes of business,
contractors emerge from our research as the contractor requirement is on the I inject new blood into your team without
not only consummate professionals, but increase. At the same time Agency Worker incurring long term fixed costs.
also all-round assets to the workplace. Regulations (AWR) have increased One in every 20 Uk employees is now a
employer obligations in relation to certain contractor and the market continues to
contractor groups. So how can you draw grow. To find out more about hudson’s
on flexible talent when you need it, while quality contractor offering, please contact
meeting your statutory requirements? your dedicated hudson contact.
TWICE AS PRODUCTIVE ON AN AVERAGE DAY?

19. AbOUT ThIS
RESEARCh
“TWICE AS
PRODUCTIVE
ON AN
AVERAGE We surveyed over 700 respondents:
DAY?” employee contacts, both contract
and permanent, and employer clients.
Respondents were based in England,
Scotland and Ireland and completed the
survey during june and july 2011.
EmPLOYER SECTORS
Advertising/marketing/media Professional Services
2.2% Construction/Property/Engineering Public Sector
3.4%
6.2% Education Resources
14.6%
1.9%
banking/Financial Services/Insurance Retail
4.3%
1.6% FmCG Telecommunications
0.6%
2.8% 25.1%
Healthcare (Public Sector) Tourism & Hospitality
4%
0.9% Information Technology Transport
5.6%
4.7% manufacturing utilities
7.1% 1.9%
4.7%
5.3% 1.2%
1.9% Non-profit Wholesale/Distribution
Pharmaceutical Other
19