Executive and board remuneration benchmarking
The first executive and board remuneration benchmark in Australia built by a for-purpose organisation, for the for-purpose sectors
Covering close to a thousand board and executive roles a year, read through what we see every day in search.
The sectors you work in are changing quickly. Deregulation in some markets, tighter regulation in others, rising expectation of leaders and the continued growth of the social services ecosystem are reshaping what leadership costs and needs to deliver. Boards and executives are making pay and capability decisions with market information that was never built for these sectors. This benchmark is our response.
Quantitative · the market
Executive remuneration report
Investment
$5,000
contributors
$10,000
non-contributing organisations
Executive and board roles positioned against the market by sector, sub-sector and organisation size, drawn from live care economy data and read through what we see every day in search. Not a general market survey adapted to the sector after the fact, but a benchmark built for it from the start.
Where executive tension is revealed
Every review starts by making executive tension visible. The report puts that gap in front of you in dollars, role by role, before a search or a pay review begins. You stop guessing what the market pays, and start the conversation already knowing.
Executive tension
The gap between what a leader is paid and what the market says the role is worth, and the retention risk that gap creates.
- Executive and board roles tailored to your sector, sub-sector and revenue band, so your comparison reflects organisations genuinely like yours, not a national average
- Total remuneration benchmarked in full, across base, superannuation, short-term incentive and other, so you compare the whole cost of a role rather than salary alone
- A clear read on where key roles sit in the market, and the distribution of remuneration
- Market commentary from an active care economy search practice, so the numbers arrive with the context of what is happening in the market now
Sample pages
~1,000
board and executive roles read each year
Quantitative · the role
Success profile aligned role benchmarking
Investment
Up to 3 roles
$9,000
$9,000
$17,500 non-contributor
Up to 6 roles
$15,000
$15,000
$25,000 non-contributor
Contributor rates. Minimum three roles.
The market benchmark overlaid with the success profile of what good looks like for the role. You see not only what the role is paid, but where it should sit, the capability that justifies that position, and the reasoning a board can stand behind.
Where executive tension is explained
Executive tension is rarely only about pay. This is where we explain it. The market position of the role is set against the capability the role genuinely demands, so you can see the shape of the gap: whether the market itself has moved, whether the role has quietly outgrown its band, or whether the pay simply sits below where a role of this weight should. The recommendation that follows is a considered target, not a single number, with the case for it written down.
- All the market data from the report, focused on your nominated roles and their true comparators
- The success profile of what good looks like for each role, so pay is judged against capability, not a job title
- The success profile made concrete: the capabilities, experience and specialisations the role genuinely demands, benchmarked against the market so the standard is evidence-based, not assumed
- A considered target position with the reasoning behind it, so the recommendation holds up to a remuneration committee
Sample pages
A target
not just a number: with clear reasoning
Qualitative · the person
Executive development pathway
Investment
$3,000
per executive
$5,000 non-contributor · with the purchase of the report
A single executive: $8,000
contributor · $15,000
non-contributor
A considered read of the named executive, informed by direct conversation, with a development pathway that shows exactly what it takes to move them toward the benchmark. This is where the market data meets the individual, and where a number becomes a plan.
Where executive tension is resolved
Knowing a leader sits below the market is only half the picture. The question a board actually faces is what to do about it: commit to the higher number, and give the person a credible path to earn it. The pathway sets out the capability gap, the actions that close it, and a remuneration progression tied to demonstrated performance. It is a retention tool. It gives a valued leader a reason to stay and a reason to grow, and it gives the board a defensible basis for every dollar.
- A qualitative read of the named executive, informed by direct conversation with them or their leader
- Their specific capability gap against the success profile, described plainly and fairly
- A development pathway with clear actions and horizons that move the person toward the benchmark
- A remuneration progression tied to demonstrated performance, so any increase is earned, staged and defensible
Sample pages
A plan
a reason to stay, and a reason to grow
Confidential by design. Data is collected through a secure platform, reviewed before use, and reported only in aggregated, de-identified form.
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