EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients.
EY GCC Leadership Dialogues
Join Arindam Sen, EY India Partner & GCC Sector Lead, in a video series with top leaders on global capability centres highlighting growth & future trends.
Recognizing the talent risk and trust premium in shaping the proposition
Newer GCCs, by contrast, offer the “startup vibe” paying a risk premium—a combination of early responsibility and “founding member effect” that appeals strongly to the modern workforce. Winning EVPs prove long-term intent through leadership access, autonomy and risk-mitigating benefits. Across both archetypes, one expectation is universal: borderless pathways, closely followed by a differentiated work environment strategy.
However, the data also suggest that EVP maturity does not always keep pace with GCC ambition. While many centers aim to position themselves as innovation hubs, their EVP often remains anchored in earlier-stage priorities, creating friction between strategy and employee experience.
While innovative work consistently features as a top priority across multiple sectors, it is particularly prominent for energy, oil and gas, life sciences, healthcare and pharmaceuticals. ER&D and technology-oriented organizations reflect similar patterns due to their expertise-led mandates. In contrast, career progression and work environment emerge as more dominant levers for consumer goods and retail, as well as manufacturing, automotive and industrial goods sectors.
The report offers deeper insights into employee proposition priorities across the GCC maturity curve and what it implies to stay relevant.