Post by BWP - Beresford Wilson And Partners

Infrastructure incentives are becoming harder to get right. Not because candidates suddenly care more about bonuses than the work. Most senior infrastructure professionals are still motivated by complex projects, long-term impact and proper responsibility. But across the GCC, infrastructure programmes are becoming more technical, more commercial and more exposed to investor scrutiny. PPPs, financial modelling, risk allocation, long-term asset management, cost control, delivery milestones, none of this sits neatly in one job description anymore. Which is exactly the point. The people who can operate across the full project lifecycle are in short supply. Our latest Bonus Benchmarking Report found that 63.7% of infrastructure professionals favour traditional bonus models across both moderate and high payout levels, while equity-based and bespoke structures are also gaining appeal. At senior levels, typical infrastructure bonuses can reach 50–120%, depending on role, market and impact. For clients, the message is clear: incentive structures need to reflect the complexity of the work, not just the seniority of the title. If your bonus framework does not reward delivery, risk management and long-term value creation, someone else’s probably will. Download the full Bonus Benchmarking Report to see how infrastructure incentives are evolving across the UAE and KSA: https://lnkd.in/eyuutGUV #Infrastructure #PPP #SaudiVision2030 #KSA #UAE #BuiltEnvironment #ExecutiveSearch