2016/17 Annual Remuneration Report

Chris Bain and Jorge Castro at Romero House

Chris Bain (CAFOD Director) and Jorge Castro at Romero House (Director of Caritas Quiché)

As an agency of the Catholic Church CAFOD believes that all employees should be treated with dignity and respect. This includes setting remuneration packages and executive salaries that reflect the skills and experience required in particular roles. It also requires careful consideration of our responsibility as stewards of the resources entrusted to us by the Catholic community.

Gender pay report

We have undertaken a gender pay report to shows the difference between the average earnings of men and women at CAFOD. The findings of the report are based on pay information on 5 April 2018.

Download the CAFOD gender pay report

Salaries at CAFOD

In setting our pay we consider:

  • Is it appropriate? (does it reflect our role as an agency of the Catholic Church and our values, particularly of dignity and stewardship)
  • Is the salary a living wage? (does it meet basic needs as a minimum?)
  • Is it equitable? (does it recognise the individual’s contribution appropriately?)
  • Is it sustainable? (is it acceptable within the economic climate in which CAFOD is operating)

CAFOD’s salary scales are benchmarked within the NGO sector and are generally around the 50th percentile. CAFOD is a Living Wage employer.

CAFOD has a defined set of country-specific salary scales. An individual staff member is paid according to their band/grade and incremental point. The incremental point is determined by the length of experience in their current job. CAFOD does not offer any performance-related or other form of bonuses. Staff have access to view the salary scales for every band/grade and location.

CAFOD’s position is that salary scales are reviewed annually, and may be increased, in line with the principles below:

  • cost of living –  specifically using the consumer price index in the UK (current figure, not year to year comparison) and the IMF forecast inflation rate for all other countries in which we work 
  • pay comparability – benchmarked within our own sector but also referencing public and private sector pay increase estimates
  • affordability – impact on CAFOD’s overall cost base
    • appropriateness – based on our values and taking into account the perspective of principal stakeholders e.g. supporters, partners and trustees
    • the relationship between different levels of salary is an important factor in remuneration policy and CAFOD aims to set a UK salary scale where:
      • the ratio between the highest and lowest salary is within 5:1
      • the ratio between the highest and median (midpoint) salary is within 3.5:1

The annual review process aims to maintain the four criteria and benchmarking data in balance but with the option to give more weight to one or more criteria each year to allow for prevailing circumstances.

Remuneration Review Process

This report refers specifically to the process that applied for 2016-17.

Process for the year 2016-17

The CAFOD Board of Trustees is responsible for setting the remuneration levels for CAFOD senior executives; defined as the CAFOD Director and 10 members of the CAFOD Leadership Group (CLG).   

CLG was responsible for setting the remuneration for the CAFOD workforce. However, CAFOD is committed to ensuring that there is a clear relationship between the remuneration policy and practice of senior staff and that of CAFOD’s whole workforce. Therefore, the remuneration review process is designed to accommodate this.

The Board of Trustees delegated the responsibility for making remuneration recommendations to the Remuneration Committee.

Annually, in the autumn, the Remuneration Committee will review the evidence for each of the five principles. This evidence is compiled by the Head of People and Performance and is accompanied by a financial impact analysis provided by the Head of Finance, Information and Infrastructure.

The autumn meeting is attended by Director of CAFOD, who outlined the CAFOD Leadership Group's position on remuneration for CAFOD staff members.

The Remuneration Committee also receives a submission from Union representatives. This may be in person or in writing.

The Remuneration Committee considers all the information received and:

  • makes recommendations on the remuneration of senior executives to go before the autumn meeting of the Board of Trustees
  • makes recommendations on the remuneration of CAFOD staff members to go to CLG.

At the autumn meeting of the Board of Trustees, the Chair of the Remuneration Committee presents recommendations on senior executive remuneration. The Head of People and Performance presents CLG’s decision on staff remuneration.

The Board considers the information presented and sets the senior executive remuneration for the forthcoming financial year.

Remuneration Ratios

In 2016/17 the following ratios applied to UK contracted staff (including London weighting):

          Highest v Lowest: 3.6:1 (against policy framework of < 5:1)

          Highest v Median: 2.3:1 (against policy framework of <3.5:1)

Trustees and senior staff remuneration

The trustees do not receive any remuneration for their services.

The number of employees whose emoluments (excluding employer’s pension contributions) amounted to over £60,000 in the year was as follows: 




£60,001 - £70,000



£70,001 - £80,000



£90,001 - £100,000



Total remuneration and benefits received during the year by CAFOD’s highest paid member of staff (the CAFOD Director) was £93,260 (2016: £92,337) salary, £11,751 (2016: £11,623) employer’s national insurance and £16,320 (2016: £16,159) employer’s pension contribution. The total remuneration and benefits received during the year by the remaining 4 members of the key management personnel for CAFOD was £276,473 (2016: £257.387) salary, £32,996 (2016: £31,337) employer’s national insurance and £27,647 (2016: £29,694) employer’s pension contribution.

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