NEARSHORE PORTUGAL - TRENDS ON TALENT MANAGEMENT - 3rd Edition

NEARSHORE PORTUGAL 

Trends on talent management 

3 rd Edition

Index 

1. Introduction 

2. Engaged Companies 

NEARSHORE PORTUGAL - Tendências na gestão de talento 

3. Study framework 

4. EMEA Context 

5. PT context (survey results) 

6. Evolution of the main indicators when compared to the 2nd edition 

7. What’s next? 

2

1Introduction

Introduction 

It is with great enthusiasm that we launch the Nearshore Benefits and Trends 

study - 3 rd edition, a joint project between Aon and APDC. 


The study was carried out From October 17 to November 21, 2022, aiming to 

identify the main challenges faced by human resources management, as well 

as provide a better understanding on how organizations are thinking about 

the future: which kind of strategy is being planning? This study involved 45 

companies, which represent a universe of approximately 65,000 employees. 

This edition seeks to extend the analysis in 4 dimensions: 

1. Workforce: profile of the current workforce and profile considered for 

recruitment purpose 

2. New work models and future challenges 

3. Rewards: compensation and benefits 

4. Wellbeing: wellness and resilience strategies 

We invite you to discover the study main insights, as well as getting to know in 

detail the context that stimulated the Nearshore sector growth in recent years. 

4

2Engaged 

Companies

Engaged Companies 

45 companies participated in the 2022 Nearshore Benefits and Trends 

study, among which we would like to highlight: 


• atsistemas 

• Capgemini 

• CGI 

• Cisco 

• Claranet/ Ignit People 

• Data Magnum 

• DXC 

• Inetum 

• Inodev 

• Irium 

• LBC 

• Softinsa 

We are grateful for the important contribution of all the companies 

to this study. The Nearshore sector in Portugal has seen significant 

development in recent years, which is the main reason to keep 

interested and develop this study, counting on most relevant insights 

shared by the participating companies. 

6

3 

Study 

Framework

Study Framework 

Nearshore sector in Portugal has seen significant development 

in recent years. 

Demography 

Talent 


According to a recent study by the international real estate 

group Savills, Portugal has managed to attract more and more 

interest from foreign investors, who hope to establish their 

businesses in a shared services center/Nearshore here. 

By 2021, Portuguese Agency for Commerce and Investment 

(AICEP) indicated that 175 BSC's/Nearshore companies were 

currently operating in Portugal, most of them based in Lisbon 

(111) and Porto (56). In addition to the two big regions, other 

cities such as Braga (9) and Aveiro (5) have also managed to 

attract some interest from this business. 

Among the reasons for the increasing number of Service 

Centers/Nearshore established referred in that report are 

the recognition of Portuguese workforce skills, the quality of 

educational institutions (universities), the peaceful political 

climate, as well as the growing investment in digital services. 

(AICEP, 2022). 

Population 

10.344.802 

(censos 2021) 

GDP Growth 

4.9% 

(censos 2021) 

Unemployment rate 

6.3% 

(censos 2021) 

Inflation 

2.8% 

Students in Higher 

Education 

411.995 

(2020 | 2021) 

Graduates 

87.733 

(2019 | 2020) 

STEM Areas 

23% 

Foreign 

Students 

Aprox. 55.000 

(dezembro 2021) 

(2020 | 2021) 

8 

Fonte: AICEP, 2021 

Universities 

288 

(2021)



The main activities represented among this sector are: 

• Shared Service Center / Global Business Service Center 

• IT Service Center 

• Competence Center 

• Business Process Outsourcing Center 

Portugal is today a preferred location for several multinational 

companies to establish Service Centers. There are several successful 

case studies that attract the attention of other companies in the 

process of choosing a location for their operations. 

The most important factor when choosing Portugal is the qualified 

workforce talent available at competitive costs. According to many 

companies, cost is, among others, an important criterion when 

evaluating locations for a service center. Combined with other aspects, 

the availability of highly qualified people from reputable universities 

with good language skills are key factors making Portugal a top 

performer when comparing different locations. Geographical location 

- bridging Europe and the US - and a convenient time zone compatible 

with regions on both sides of the Atlantic are also important for 

multinationals with global operations. A peaceful country, with a 

pleasant climate and good quality of life, also attracts foreign talent — 

an important aspect for recruitment processes — and this also gives 

value to Portugal's attractiveness. 

Good infrastructures, namely on which regards to communication 

services, were identified as an important aspect once it is particularly 

relevant for centers with large activity and people working from 

different locations. Portuguese people hospitality towards foreigners, 

combined with their commitment to provide quality services, was also 

referred as a decisive factor. 

9



10 

A growing entrepreneur culture contributing to several 

technological startups and unicorns emerging in the 

country also created a favorable environment for new 

centers set-up, as it was also mentioned by some of the 

companies participating in the study. 

Number of 

companies 

200 

Number of sites 

234 

% of foreign 

companies 

95.3% 

Average size 

(number of employees) 

325 

Number of FTEs 

(full time equivalent) 

72.000 

What were the main reasons to choose Portugal as a location for a Service Centre? 

1 

2 

3 

4 

5 

6 

7 

8 

9 

10 

11 

Source: Business Service Centre Survey, n=64 

Competitive Costs 

Easy to find qualified local talent 

Easy to find talent with language skills 

Geographic location 

Easy to attract foreign talent 

Easy to start operations 

Plant facilities operating in Portugal 

Flight connections 

Quality of telecommunications 

Presence of multiple SSCs in the country 

Headquarters are located in Portugal 

Companies with service centers in Portugal by sector: 

5% 

33% 

27% 

27% 

22% 

22% 

16% 

12% 

6% 

4% 

3% 

6% 

7% 

7% 

4% 

6% 

3% 

5% 

70% 

67% 

45% 

Respondents were asked to choose 3 or more reasons and rank them (1 being the most important). The graph shows the percentage of respondents that picked the reason 

Source: Business Service Centre Survey, n=81 

Information Technology (Hardware, Software, IT Services) 

Manufacturing 

Transport equipment 

Chemical Products 

Food products, beverages and tobacco products 

Pharmaceuticals, medicinal and botanical products 

Others 

Other Professional, Scientific and Technical Services 

Telecommunication services 

Transportation 

Banking and Insurance 

Healthcare services 

Others 

88% 

33% 

31%



Strategies and challenges regarding Talent attracting and 

retaining 

Before the pandemic, talent retention was already the main 

challenge for the sector and remains as part of top concerns 

for managers and recruiters. This challenge is most 

noticeable in IT areas. Among the top 3 concerns are: 

• Salaries increase and benefits competitiveness 

• For 67% of the companies, hiring people with technical 

qualifications is also a challenge 

• “Office space” lose relevance as the prevalence of remote 

work increases 

What are the main factors for the success of your Service Centers in Portugal? 

1 

2 

3 

4 

5 

6 

7 

8 

Talent quality 

Performance 

Flexibility / Versatility 

Competitive costs 

Employee motivation and dedication 

Language skills 

The Portuguese culture 

Others 

26% 

23% 

18% 

18% 

13% 

10% 

Source: AICEP/IDC Portugal – Business Service Centres in Portugal 2022 

38% 

51% 

11

4EMEA Context

Emea Context 

2021 Top 

1 2 


The technology industries sector has been shaping 

itself in line with some recent trends, such as the 

transition of some companies from the private domain 

to the public domain, the growing M&A operations 

that exponentially accelerate the growth of some 

companies in the sector, the impact of robotics and 

artificial intelligence, the increasing threat associated 

with cybersecurity and the (increasingly) challenging 

and complex regulatory models in the sector. 

According to Aon's 2021 Global Risk Management 

Survey, were identified as key risks for the Europe 

region: 

1. Cyber attacks 

2. Business interruption 

3. Technological and system failures 

4. Inability to attract and retain talent 

5. Data Protection (including GDPR)/Requirements and 

Non-Compliance 

6. Increased competition 

Added to this is the need to find a balance between 

the pace of innovation and the capacity for growth of 

the organizations themselves, while the complexity of 

the solutions needed for the future requires companies 

to find new profiles of talent and expertise. 

In such a dynamic and constantly evolving 

context, what are the topics that most 

concern companies? 

Overall, assessing how these risks may evolve over 

the next 3 years, it is observed that there are three 

parameters that will gain importance in the ranking, 

namely Increased competition (moves from position 

6 to position 3), Disability of attracting and retaining 

talent (rises from position 4 to position 2) and Damage 

to reputation/brand (changes from position 10 to 

position 5). 

Cyber Attacks/ 

Data Breach 

3 4 5 6 

Tech Failure/ 

System Failure 

7 

Economic 

Slowdown/Slow 

Recovery 

Failure to Attract or 

Retain Top Talent 

8 

Regulatory/ 

Legislative 

Changes 

Projected 2024 

Data Privacy 

(including GDPR) 

Requirements/ 

Non-Compliance 

9 

Failure to Innovate/ 

Meet Customer 

Needs 

Business 

Interruption 

Increasing 

Competition 

10 

1 2 

Cyber Attacks/ 

Data Breach 

3 4 5 6 

Increasing 

Competition 

Accelerated Rates 

of Change in Market 

Factors 

Damage to 

Reputation/Brand 

Damage to 

Reputation/Brand 

Failure to Attract or 

Retain Top Talent 

Disruptive 

Technologies 

7. Economic slowdown 

8. Legislative/Regulatory Changes 

7 

8 

9 

10 

13 

9. Failure to innovate/fail to match customer needs 

10. Damage reputation/brand 

Business 

Interruption 

Data Privacy 

(including GDPR) 

Requirements/Non- 

Compliance 

Economic 

Slowdown/Slow 

Recovery 

Corporate Social 

Responsability (CSR)/ 

Environmental Social 

Governance (ESG)

EMEA Context 


In the field of HR, the Aon Global Wellbeing 

Survey shows that the main challenges 

companies face in managing their workforce are 

mostly related to: 

1. Work-life balance 

2. Mental Health 

3. Work Culture & Environment 

4. Physical Health 

5. Burnout 

In this context, investment in welfare benefit 

strategies is a central theme on the agendas of 

these entities, as a direct relationship between 

this investment and: 

1. Levels of employee satisfaction/engagement 

2. Productivity 

3. Ability to attract and retain talent 

Emotional 

74% 

Training/Training 

for managers and 

leaders 

64% 

Virtual 

training 

sessions 

Social Financial Career Physical 

88% 71% 91% 

Connect 

via video/ 

teleconference 

Employee 

recognition 

awards 

Savings for 

Retirement 

Access to discount 

program on products 

and services 

Possibility to work 

from home 

70% 62% 86% 

Flexible working 

hours 

78% 

Ergonomic 

equipment 

67% 

Sit & Stand 

Equipment 

In terms of implemented initiatives, at the 

regional level, they vary in the spectrum of the 

various dimensions of well-being: 

57% 

68% 26% 82% 

67% 

14 

Support for 

stress, anxiety, 

depression 

Flexibility regarding 

work space 

Financial advice 

Career development 

plans 

Evaluation of 

the physical 

environment/ 

workplace

5PT context 

(survey results)

Presentation and Analysis of Results 

45 companies participated in this study, 

corresponding to 32% companies with a range 

of 100 to 499 employees and 26% companies 

with less than 100 employees. 

25,68% 

32,43% 

Company size in Portugal 


Regarding the sector of activity, highlight for 

the sector of Technology & Telecommunications 

(57%) and Professional Services (18%). 

< 100 

employees 

Others 

Health 

Transports & Mobility 

0,00% 

0,00% 

100 a 499 

employees 

12,16% 

500 a 999 

employees 

Sector of activity 

16,22% 

20,27% 

1000 a 5000 

employees 

9,46% 

> 5000 

employees 

Technology & Telecommunications 

56,76% 

Retail & e-commerce 

Energy 

0,00% 

1,35% 

Professional Services 

17,57% 

16 

Industry 

Science 

Financial Services 

Construction and Real Estate 

2,70% 

0,00% 

5,41% 

0,00%

Presentation and Analysis of Results 

About 55% of the companies have their HQ in Portugal, so the 

remaining 45% are companies with representation in Portugal, 

but with headquarters, for the most part, in Europe and the USA. 


The analysis of the results of this 3rd edition of the study focuses 

on 4 dimensions: 

Workforce 

Profile of the current 

workforce and for recruitment 

New Work Models and Future 

Challenges 

Rewards 

Compensation and benefits 

Wellbeing 

Wellness and resilience 

strategies 

17

Workforce 

Current and future workforce profile 

What is the predominant soft skills profile? 

Others 

7,27% 

What is known about the participating companies? 

Empathy 

29,09% 


The predominant age group (67%) in the 

participating companies is between 30 and 

40 years old. Analyzing the skills profile of the 

workforce, in terms of soft skills, Team spirit 

(78%) and Adaptability (65%) stand out with 

greater representation. Regarding hard skills, 

Mobile and Web development (49%), Project 

management (49%) and Customer service (44%) 

stand out. 

Critical spirit 

Organization 

Ponctuality 

Adaptability 

Communication 

Team spirit 

Creativity 

Others 

Helpdesk 

Customer Service 

Cyber Security 

1,82% 

30,91% 

25,45% 

27,27% 

34,55% 

What is the predominant hard skills profile? 

23,64% 

7,27% 

7,27% 

65,45% 

43,64% 

78,18% 

Languages 

16,36% 

Network structure and security 

14,55% 

Mobile and web development 

49,09% 

Cloud Computing 

41,82% 

Project management 

49,09% 

18 

Certifications and licenses 

Data Analytics 

14,55% 

32,73%

Workforce 


When questioned about whether these profiles coincide 

with the desired one (from 1 – Not at all coincident to 5 

– Completely coincident), 47% of the companies refer 

to the existence of alignment between the current Soft 

& Hard profiles and the intended ones, and only 25% 

refer to there being little to some alignment, which 

allows us to identify room for improvement in this topic. 

In fact, only 24% of the companies’ state that the Soft 

& Hard profiles are fully aligned with what is intended. 

The hardest soft skills to recruit are: 

• Adaptability (56%) 

• Critical spirit (55%) 

• Creativity (53%) 

Regarding the hard skills that are most difficult to 

recruit, we highlight: 

• Cybersecurity (58%) 

• Cloud computing (55%) 

• Data analytics (51%) 

Others 

Empathy 

Critical Spirit 

Organization 

Ponctuality 

Adaptability 

Communication 

Team spirit 

Creativity 

Others 

Helpdesk 

Customer Service 

Cyber security 

Languages 

Which are the 3 hardest soft skills to recruit? 

10,91% 

34,55% 

16,36% 

7,27% 

21,82% 

Which are the 3 hardest hard skills to recruit? 

21,82% 

1,82% 

7,27% 

9,09% 

45,45% 

54,55% 

56,36% 

52,76% 

58,18% 

Network structure and security 

27,27% 

Mobile and web development 

29,09% 

Cloud Computing 

54,55% 

19 

Project management 

Certifications and licenses 

16,36% 

23,64% 

Data Analytics 

50,91%

Workforce 

In terms of soft skills, if we compare the current characterization of 

the participating companies with the most difficult skills to recruit, it is 

possible to conclude that: 

How do you think Portugal will keep attracting talent from other nationalities? 

5 (a lot) 

40% 


• Critical Spirit (55%) and Creativity (53%) are the most difficult soft 

skills to recruit and, in terms of their current predominance, highlight 

for Critical Spirit and Creativity that have a lower predominance 

(respectively, 31% and 35%); 

• Adaptability (56%), on the contrary, is one of the most difficult skills 

to recruit, although it is a skill strongly represented in the talent 

base of these companies (65%), thus translating its relevance in 

this sector. 

In terms of hard skills, if we compare the current characterization of 

the participating companies with the most difficult skills to recruit, it is 

possible to conclude that: 

• Cybersecurity (58%), Cloud computing (55%) and Data analytics 

(51%) are among the most difficult hard skills to recruit, although 

only the former currently has less predominance (7%). The last two 

are more prevalent (42% and 33%, respectively). 

4% 

2% 

5% 

Portugal continues to be a Nearshoring destination, with participating companies highlighting language skills (65%), 

labor costs (62%) and country security (51%) as the main advantages. 

What do you think are the 3 main advantages that Portugal has as Nearshoring destiny: 

Others 

Good infrastructures 

1,82% 

4 

3 

2 

1 (nothing) 

21,82% 

49% 

Regarding expected recruitment trends, half of the companies refer 

that there are no changes in recruitment processes (67%), although 

for 22% of companies selective and prudent recruitment is expected 

(only key positions or replacements). Furthermore, consider that, from 

the perspective of the participating companies, Portugal will continue 

to be an attractive destination for other nationalities (89%). 

Country security 

High level of education 

Language skills 

Labor costs 

25,45% 

50,91% 

61,82% 

65,45% 

20 

Technology and Innovation 

Strategic location 

34,55% 

38,18%

Workforce 


In this regard and reflecting on the ability to attract talent 

from other nationalities, the participating companies 

consider that: 

• The main strengths are Quality of life (98%), Career 

Development Opportunities (60%) and Mobility Packs 

available (49%); 

• The main challenges reside in salary and benefit packages 

(86%), in career development opportunities (58%) and in 

the type of functions to be filled (45%). 

Note the “Career Development Opportunities”, which in 

this 3 rd edition appear both as a strong point in attracting 

talent from other nationalities, but also as one of the main 

challenges. We understand that there is no consensus 

among the participating companies on this point, and 

this may represent an advantage but also a risk. It is also 

important to consider the capacity of each company to work 

on this dimension. 

What are the 3 main strong points when attracting talent from other nationalities? 

Others 

14,55% 

Career development opportunities 

60,00% 

Type of dutties to be filled 

38,18% 

Life quality 

98,18% 

Mobility pack 

49,09% 

Wage pack 

40,00% 

What are the 3 main difficulties when attracting talent from other nationalities? 

Others 

49,09% 

New information management school 0,00% 

Career development opportunities 

58,18% 

Type of dutties to be filled 

45,45% 

Less career mobility 

27,27% 

Less geographic mobility 

30,91% 

21 

Mobility pack 

38,18% 

Wage pack and benefits 

85,45%

Workforce 

When asked about the top 3 differentiating factors of 

companies in the Nearshoring market, participants highlight: 

What are the 3 main differentiating factors of your business in the 

Nearshoring market: 

Others 

5,45% 


• Experience and success stories (65%); 

• Diversity of services (51%); 

• Adaptability of services to each case (49%). 

Nevertheless, participants anticipate that Telework (87%), 

Economic Outlook (65%) and De-Globalization / Approximation 

of supply chains (51%) are the main trends that will affect the 

Nearshoring market. As a result, when asked about the main 

challenges of workforce management and their main strategic 

points, the participating companies consider that: 

• Loss of employee engagement (76%), Worsening shortage 

of talent in the most sought-after skills (64%) and Loss of 

company culture (42%) are the main current challenges of 

managing the workforce in this market; is that 

• Exploring different work models (e.g., working from home, 

flexible hours, 4 days a week, etc.) (95%), EVP Re-analysis 

(64%) and Accessing talent pools in other geographies 

(in consequences of telecommuting (55%) are the main 

strategic points of the workforce of the future. 

Financial strength 

Immediate availability of resources/talent 

Adaptability of services to each case 

Services diversity 

Proprietary diversity 

Presence and local contact in the country of origin 

Experience and success cases 

Which do you think are the 3 main strategic points of future workforces? 

Others 

Access to talent pools in other 

geographies, via telecommuting 

EVP reanalysis 

(Employee value proposition) 

Plan to digital transformation 

Use of virtual tools for recruiting 

and onboarding 

5,45% 

7,27% 

12,73% 

30,91% 

32,73% 

41,82% 

41,82% 

54,55% 

49,09% 

63,64% 

50,91% 

65,45% 

22 

Focus on workforce and intern 

mobility agility 

43,64% 

Exploring of different work models 

94,55%

Workforce 

If you had to identify the 3 main challenges in workforces management, which would you put on top? 


Others 

Management of contigency measures and 

the impact on teams/schedules 

People management model 

Business/new challenges with 

"new" clients 

Office structure 

Technological Infrastructures 

e equipments 

Worsening talent shortages 

in the most popular skills 

Loss on business culture 

Loss of team spirit 

1,82% 

1,82% 

1,82% 

1,82% 

12,73% 

16,36% 

30,91% 

41,82% 

63,64% 

Loss of engagement 

from employees 

76,36% 

Employees preparation 

10,91% 

Loss of confidence on teams 

3,64% 

23 

Preparation of managers for 

remote management 

36,36%

New Work Models and Future Challenges 


In response to the adaptation needs imposed by the pandemic, 

the growing impact of the local and international economic 

situation and to reinforce their commitment to internal wellbeing 

policies, most companies rethought and adapted their 

work models, being that 67% of participating companies have 

currently implemented a partial telework model (hybrid model) 

and only 2% have chosen to maintain a 100% face-to-face 

work model with fixed working hours. 

Regarding companies where telework/hybrid model was 

implemented, more than 70% of these companies do not have 

any expense compensation policy implemented and only 17% 

of companies assign a fixed monthly amount. 

In case of hybrid/telecommuting model, what is the compensation policy 

expenses implemented? 

72,22% 

16,67% 

1,85% 

5,56% 

3,70% 

We don't have 

any policy 

implemented 

Fixed monthly 

value 

Fixed annual 

value 

Presentation 

of invoices, 

with cost 

differential 

Others 

24

New Work Models and Future Challenges 

Regarding listening to the work reality intended by the 

respective workforces, 91% of the companies carried 

out an internal listening study and most employees 

prefer to maintain a hybrid work model (45%). 

In case of hybrid/telecommuting model, what is the compensation policy 

expenses implemented? 


Even so: 

• 27% of companies that carry out surveys state that 

their employees prefer a remote work base; 

• Only 2% of companies refer that their employees 

prefer the work base to be in the office; and 

• For about 16% of the companies there is a balance 

of opinions. 

Regarding recruitment processes, 95% of 

participating companies have already implemented 

recruitment processes and virtual interviews, 

and around 76% have also implemented virtual 

onboarding processes. 

We haven't made any 

study of this 

Yes, the majority pretends a 

hybrid work model 

Yes, and there is a balance 

between opinions 

Yes, and most of them want their 

work base to be in the office 

Yes, and a majority want the work 

base to be remote 

1,82% 

9,09% 

16,36% 

27,27% 

45,45% 

25

Rewards - Compensation and Benefits 

Regarding compensation and benefit trends, about half of the 

companies (49%) don’t expect any changes in compensation 

in the current economic environment. Nevertheless: 

What recent changes have you implemented, from a remuneration point of view, and given the 

current economic context? 


• 25% have made adjustments to incentive plans; 

• 24% increased base salaries; 

• 18% maintained pay levels; 

• 9% froze/postponed non-statutory pay adjustments or 

meritocratic increases; and 

• 2% reduced bonuses. 

Others 

Keep payment levels 

Bonus reduction 

Increase base wage 

Adjustment of incentive plans 

(goals/payments) 

0,00% 

1,82% 

18,18% 

23,64% 

25,45% 

Froze ou postpone non-statutory salary 

adjustments or meritocratic increases 

9,09% 

No alterations 

49,09% 

26

Rewards - Compensation and Benefits 

Actual benefits structure 


Analyzing the current benefits structure of the 

Nearshore sector in Portugal, we observe that most 

companies have invested in meal subsidy (96%), health 

insurance (91%) and flexible benefits plan (67%). 

Personal accident insurance ranks fourth (62%), 

followed by life insurance (45%). 

However, for companies that haven’t yet done so, the 

short-term implementation of benefits such as: 

• Flexible benefit plans (16%); 

• Pension plans (11%); 

• Gym and transportation allowance (9%). 

Birthday day 

Gym 

Flexible benefit plans 

Transport allowance 

Meal allowance 

School allowance 

Personal accidents insurance 

1,82% 

9,09% 

9,09% 

1,82% 

1,82% 

7,27% 

1,82% 

25,45% 

16,36% 

16,36% 

32,73% 

23,64% 

36,36% 

49,09% 

49,09% 

58,18% 

65,45% 

61,82% 

67,27% 

69,09% 

96,36% 

Life insurance 

3,64% 

50,91% 

45,45% 

Health insurance 

3,64% 

5,45% 

90,91% 

27 

Pension plans 

10,91% 

45,45% 

43,64% 

To implement in short term No Yes

Wellbeing - Wellness and resilience strategies 


Regarding Health and Wellness policies, and when 

asked about initiatives already implemented in terms of 

Healthy Lifestyle, companies highlighted i) encouraging 

employees to stay at home in case of illness (84%), 

ii) provide discounts for gym members (51%) and iii) 

provide healthy snacks in the office (45%). 

As for the initiatives to be implemented, i) providing 

healthy snacks at the office (31%), ii) implementing 

walking meetings (29%) and iii) access to discounts 

for gym members, as well as incentives for walking or 

cycling to work (27%). Finally, regarding initiatives 

whose implementation isn’t foreseen, emphasis should 

be given to i) smoking cessation programs (73%), ii) 

access to a physiotherapist and gym classes at the 

workplace (71%) as well as iii) nutritionist (69 %). 

Incentivate employees to stay home when sick 

Measures already implemented or that will be implemented in the short term 

(about Healthy Lifestyle) 

Smoking cessation programs 

Flu's vaccine 

Healthy eating workshops 

Nutritionist in place 

Healthy snacks in the office 

Standing up tables 

Walking meetings 

Alternative therapies (massage, reiki) 

Physiotherapist on site 

8,16% 

8,16% 

8,16% 

8,16% 

12,24% 

14,29% 

10,20% 

14,29% 

18,37% 

16,33% 

20,41% 

20,41% 

14,29% 

20,41% 

24,49% 

30,61% 

28,57% 

38,78% 

36,73% 

38,78% 

44,90% 

44,90% 

46,94% 

53,06% 

55,10% 

65,31% 

69,39% 

73,47% 

71,43% 

83,67% 

Gym lessons on site 

16,33% 

12,24% 

71,43% 

Incentives for walking or cycling to work 

Discount for gym members 

26,53% 

20,41% 

22,45% 

26,53% 

53,06% 

51,02% 

Wheight loss challenges/fitness 

18,37% 

22,45% 

59,18% 

28 

Step count challenges 

16,33% 

22,45% 

61,22% 

Unintentional To implement In force



The same analysis was carried out at the Mental/ 

Emotional Health level. About initiatives already 

implemented, emphasis on i) holding social events, 

such as summer parties/Christmas parties (90%), 

ii) creation of ecological initiatives (65%) and iii) 

promoting awareness and advice in mental health 

(57%). 

Regarding the initiatives to be implemented 

in the short term, the companies mostly 

mentioned: implementation of workshops on 

stress management, tax planning, basic financial 

planning/financial management and mental health 

first aid (29%); implementation of volunteer/ 

community service days (27%); implementation of 

mindfulness training sessions and the promotion of 

mental health awareness and counseling (25%). 

Finally, the initiatives whose implementation isn’t 

planned were analyzed, these being i) workplace 

meditation classes (69%), ii) tax planning 

workshops (57%), and iii) basic financial planning/ 

financial management workshops (51%). 

Measures already implemented or that will be implemented in the short term 

(about Mental/Emotional Health) 

Ecological Initiatives 

Mental health first aid workshops 

Basic financial planning/financial 

management workshops 

Tax planning workshops 

Promote mental health awareness and counseling 

Social events such as summer parties/Christmas parties 

Encourage team traditions and rituals 

New hire buddy system 

On-site meditation classes 

2,04% 

8,16% 

16,33% 

18,37% 

14,29% 

20,41% 

18,37% 

24,49% 

18,37% 

16,33% 

14,29% 

22,45% 

22,45% 

38,78% 

28,57% 

32,65% 

28,57% 

28,57% 

38,78% 

42,86% 

51,02% 

57,14% 

54,17% 

55,10% 

65,31% 

69,39% 

89,80% 

Stress management workshops 

24,49% 

28,57% 

46,94% 

Mindfulness trainment sessions 

24,49% 

32,65% 

42,86% 

29 

Volunteer/community service days 

26,53% 

26,53% 

46,94% 

Unintentional To implement In force



Regarding flexibility of working hours, we observe that 

40% of the companies consider strengthening the 

flexibility of working hours and 27% are considering 

it (and about 23% aren't planning to intervene in this 

area). In the case of the companies that say they will 

review benefits, the priority benefits to be implemented, 

as result of the current economic context, are: 

Flexible benefits 

76% 

Mental health 

support programs 

33% 

Prioritary benefits to be added/changed (as result of the current economic context) 

Others 

EAP 

(employee assistance programs) 

Financial health support programs 

Physical health support programs 

Mental health support programs 

Purchase of fruit/coffee or other equivalent 

benefits offered at the office 

Payment for individual transport 

(ex. Uber, Bolt, etc.) 

Office parking 

Additional software licenses 

Participation in the payment of rents 

for coworking spaces 

Acquisition of additional technology 

(computers, printers, tablets, etc.) 

Acquisition of office furniture (chairs, desks etc.) 

6,12% 

4,08% 

10,20% 

8,16% 

12,24% 

14,29% 

12,24% 

20,41% 

18,37% 

24,49% 

22,45% 

32,65% 

Co-participation in electricity expenses 

14,29% 

EAP (Employee Assistance 

Programs) products 

Internet at home/Mobile internet 

Offer/participate in immunity tests 

2,04% 

22,45% 

30 

25% 

Flexible benefits 

75,51%

6Evolution of the 

main indicators 

when compared 

to the 2 nd edition

Evolution of the main indicators compared to the 2 nd edition 


The pandemic has shown us new ways of working, new ways 

of managing people, new priorities, and new challenges, Now, 

we are already evaluating which changes remain and which will 

arise due to the current economic and social context. These 

unavoidable changes may also have been at the genesis of 

some changes that were observed in the results presented in 

this 3rd Edition of the Nearshore Study in Portugal, compared 

with those found in the 2nd Edition, particularly in the field of 

compensation and employee wellbeing. 

Regarding Compensation, more than half of the participating 

companies (51%) indicate that changes are planned, due to the 

current economic context, with the most relevant changes being 

adjustments to the incentive plan (targets/payments) (25% of 

the companies) and an increase in the base salary (24%). 

Regarding the Benefits structure, food allowance (96%), health 

insurance (91%) and flexible benefits plan (67%) are in the top 

preferences of Nearshore companies in Portugal in 2022. Despite 

not being in the top of benefits, personal accident insurance saw 

a 29pp increase since the last edition and is present in 62% of 

Nearshore companies in Portugal today. The flexible benefits 

plan has also seen an increase of 24pp in Nearshore companies 

and is indicated by 16% of the companies as the top priority 

benefit to implement in the near term. Next is the Pension Plan, 

with 11% of companies indicating that they intend to implement 

it in the short term, and 43% of companies participating in this 

edition indicating they already provide this benefit. 

As far as Health and Wellness policies are concerned, and 

when questioned about initiatives already implemented at the 

Healthy Lifestyle level, companies highlighted i) encouraging 

employees to stay at home when they are sick (84%), ii) 

ecological initiatives (65%) and iii) discounts for gym members 

(51%). As for the initiatives to be implemented in the short 

term, the priorities are i) making healthy snacks available at the 

office (31%), ii) implementing walking meetings (29%) and iii) 

discounts for gym members and incentives for walking or biking 

to work (both with 27%). 

In a context where Mental/ Emotional Health are central 

themes in society, it is also important to underline that it 

involves the benefits that companies highlight, being the most 

relevant: i) Social events, such as summer/ Christmas parties 

(90%), ii) Promote mental health awareness and counseling 

(57%), ii) Mental health first aid workshops (32%) and iii) 

Stress management workshops and volunteer/community 

service days (both with 47%). As priorities to implement, 

the companies highlight the stress management workshops, 

the tax planning workshops, the basic financial planning/ 

financial management workshops and the mental health first 

aid workshops (all with 29%). 

The work model was one of the points that most changed 

in companies due to the pandemic, with 67% of Nearshore 

companies in Portugal currently working in a hybrid model, 95% 

have already implemented virtual recruitment and interview 

processes and 76% perform virtual onboarding processes. As 

a result of this context, companies consider as priority benefits 

to be adjusted i) internet at home/mobile internet (23%), ii) 

parking at the office (18%) and iii) co-payment of electricity 

expenses and acquisition of additional technology (computers, 

printers, tablets, etc.) both with 14%. 

As a result of this context, companies consider as priority 

benefits to be adjusted: i) internet at home/mobile internet 

(23%), ii) parking at the office (18%) and iii) sharing of 

electricity expenses and acquisition of additional technology 

(computers, printers, tablets, etc.) (both with 14%). 

32

7 

What's next?

Evolution of the main indicators 

compared to the 2 nd edition 

• Access to the results of the 1 st edition 

• Access to the results of the 2 nd edition 


• Get to know more about Resilience on the microsite Rising Resilient 

• Subscribe the podcast Aon Conversas de Resiliência 

• Sign up here at the event where we will discuss the results of this edition 

of the study “Nearshore in Portugal: Trends in Talent Management” 

• If you are interested in participating in the next edition of the study, 

send your contact to PT.HRSolutions@aon.pt 

34

Contacts: 

Contacts: 

Gonçalo Policarpo 

HR Solutions | Senior Associate 

goncalo.policarpo@aon.pt 

Isabel Travessa 

Content Manager 

isabel.travessa@apdc.pt 

Rita Silva 

HR Solutions | Deputy Business Leader 

rita.silva@aon.pt 

Zakyia Mamad 

Project Manager 

eventos@apdc.pt 

About Aon: 

The Aon plc (NYSE: AON) exists to shape better decisions — to protect and improve people's 

lives throughout the world. 

At Aon, we provide our customers in more than 120 countries with advice and solutions that 

give them the clarity and confidence to make the best decisions to protect and grow their 

businesses. 

About APDC: 

About the APDC: Assuming itself as the ICT and Media platform in Portugal and of the digital ecosystem, the APDC, through 

its Portugal Outsourcing Section, has as strategic goal the reinforcement of the work developed in the promotion, development 

and and growth of the technology-based services sector in the national market. This includes the dissemination of the value 

proposition of technology-based services, with a view to their adoption by the various sectors of the Portuguese economy; by 

exporting of services by Portuguese companies; and by the continued effort to promote Portugal internationally, as a platform of 

platform of reference for the provision of services in the nearshore perspective. 

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NEARSHORE PORTUGAL - TRENDS ON TALENT MANAGEMENT - 3rd Edition

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