1. Executive Summary

Role Size and Relativities

A representative sample of ten roles, from Assembly Member (without additional responsibilities) to the First Minister were evaluated using the Hay Group Method of evaluation. The evaluation levels were updated and in some cases increased in level (when compared to a similar exercise carried out in 2001) to reflect the Assembly’s increased powers, particularly in relation to primary legislation. The relative levels of roles are provided both within the Assembly and in comparison to other UK legislatures.

Remuneration Benchmarking

Comparative basic salary data is provided for both the public and not for profit sectors (up to a certain level) and the economy as a whole. Though of limited relevance due to the difference in the employment relationship for elected representatives when compared to senior managers it does provide insights into pay practice in the wider economy. We have also provided an analysis of benefits values so that the Assembly can compare the level of its benefits with those provided more widely.

2. Introduction

2.1 In order to inform its proposals for the remuneration of Assembly Members during the Fifth Assembly, the Independent Remuneration Board of the National Assembly for Wales commissioned the Hay Group to evaluate, using the Hay Group Job Evaluation Method, a range of Assembly roles (see 1.3) and to provide information on comparative remuneration.

2.2 As requested our report provides information and analysis that can be used to inform the Board’s deliberations rather than recommendations.

2.3 The roles evaluated were:

§ Assembly Member (without additional responsibilities)

§ First Minister

§ Welsh Minister (Level 1)

§ Welsh Minister (Level 2)

§ Deputy Minister

§ Presiding Officer

§ Counsel General (on the basis the role is not performed by an Assembly Member)

§ Assembly Commissioner

§ Committee Chair

§ Opposition Party Leader.

2.4 The above is intended to be a representative sample of the Assembly’s roles that will allow the Board to “read across” to any roles not included.

2.5 The aim of evaluating the roles is twofold; to establish the relativities in “job weight” between the different roles and to enable remuneration market benchmarking. It also allows comparisons to be made with roles in Westminster, Edinburgh and Belfast as we have evaluated these roles as part of similar exercises for the Senior Salaries Review Body.

2.6 The core of the present exercise has been an interview programme to enable us properly to understand how the constitutional arrangements and roles within them have developed. We have seen or had phone calls with:

§ The First Minister

§ Two Ministers

§ The Deputy Presiding Officer (on behalf of the Presiding Officer)

§ The Counsel General

§ A Deputy Minister

§ A Committee Chair

§ A Commissioner

§ An Opposition Party Leader

§ An Assembly Member

2.7 We were also provided with further factual information as needed by the Clerk and Deputy Clerk to the Remuneration Board.

2.8 We are grateful to all those who agreed to be interviewed as part of this programme and for the valuable insights they gave us.

3. Developments in the Assembly

3.1 Before discussing individual roles, it seems essential for background purposes to set out our general impressions about how the operation of the Assembly as a whole has developed since its formation in 1999.

3.2 By far the most significant change, mentioned without fail by interviewees, is the legislative powers the Assembly now has. These result from the Government of Wales Act 2006, which gave the Assembly devolved primary legislative powers; similar to those of Scotland. This was followed by the Wales Devolution Referendum that gave the Assembly further autonomy by removing the need to first “draw down” powers from UK Government before legislating.

3.3 The 2006 Act also changed the operation of the Assembly by establishing Welsh Government as a separate legislative entity accountable to the Assembly.

3.4 These changes have had a significant impact on the level and workload of Government and Assembly roles. The former now have accountability for programmes of far reaching primary legislation, whereas for the latter there is a much greater emphasis on the scrutiny of legislation.

3.5 The twenty policy areas for which the Assembly has devolved accountability remain largely unchanged, though as a result of the Silk Commission some borrowing powers will be devolved as will control of stamp duty and landfill tax.

4. The Evaluation of Roles and Comparative Levels

4.1 We have made our judgements on the comparative levels of roles by using the Hay Group Method of Job Evaluation, which has now been used for some years in examining relativities between different kinds of jobs in the UK political context. In brief it has three factors, as follows:

§ Know-How – This is defined as the sum of every kind of knowledge, skill and experience required for standard acceptable job performance. It is subdivided into three sub-factors:

− Technical Know-How. This is the ‘conventional’ definition of the term covering skills, qualifications and experience of whatever kind required for a job/role.

− Management Breadth. This covers the degree of planning, integrating, controlling, co-ordinating and organising which is necessary for the job.

− Human Relations Skills. This is the degree of persuasion and influencing required of jobholders.

§ Problem Solving – This is defined as the independent thinking required by a job for analysing, evaluating, creating, reasoning, arriving at and drawing conclusions. It has two sub-factors:

− Thinking Environment. This is the policy, operational, procedural or rule-driven background against which thinking takes place.

− Thinking Challenge. This measures the range of choices which have to be made and the background to them, as well as creativity, evaluation and judgement.

§ Accountability – This is defined as the answerability for action and the consequences of that action. It is the effect of the job/role on end results. It has three sub-factors:

− Freedom to Act. This is concerned with the ability to take decisions and/or action. It is measured by the existence or absence of policy, procedural or personal control and guidance.

− Impact on End Results. This measures the type and degree of impact or influence the job exerts on a definable output or set of outputs.

− Magnitude. This indicates the ‘size’ of the output on which the job impacts. In commercial organisations and at managerial level this is normally measured in financial terms, but this does not have to be the case. In previous public sector work we have used the concept of ‘public policy’ and its various components to arrive at appropriate judgements under this sub-factor.

The three factors are scored separately before being totalled, but the method is designed to ensure that consistent judgments are taken – so, for example, that the Knowledge, Skills and Experience is assessed in line with the Accountability.

Secondly, all job evaluation methods are based on making judgements about whether a job (or element of a job) is bigger or smaller than another. We have therefore developed the concept of ‘steps of judgement’:

0 Steps

If one cannot tell there is a difference – call it the same

1 Step

If trained evaluators can only just tell there is a difference – 1 step bigger or smaller

2 Step

There is a clearly discernable difference

3 Steps or more

Differences are obvious immediately

In order to reflect the ‘step of judgment’ concept, Hay Group scoring scales are built geometrically. Each number on the scales is either 15% bigger or smaller than the previous. For example:

100 – 115 – 132 – 152 – 175 – 200

Using this principle a job at 100 points is 5 steps of judgement different from one at 200 points; not half the size.

The concept of a 15% step of judgement is used when evaluating all of the various elements of a role which are then built up into the overall score.

Job Evaluation Process

Job evaluation is a fundamentally comparative process, so in this part of the report we assess the various jobs in the Welsh Assembly against each other and against ‘political’ roles elsewhere in the United Kingdom. The complete picture as we see it is in Table 1.

On this occasion, the job weights for each Assembly role have been determined by experienced evaluators who have previously measured political roles in Westminster, Scotland and Northern Ireland. Care has also been taken, as previously, to ensure that the job evaluation scores agreed are consistent with standards used elsewhere in the public sector and indeed in companies within the private sector.

4.2 Summary of Relativities

Detailed evaluations are provided in 3.3, but the resulting relativities between Assembly roles are provided below. Essentially each difference in level reflects a “1 step” gap in evaluation terms.

Job Level	Roles
7	First Minister
8
9
10
11
12	Presiding Officer Minister (1) Opposition Party Leader
13	Minister (2) Counsel General
14
15
16	Deputy Ministers
17	Committee Chairs
18	Commissioner
19	Assembly Member

Note: these levels cross reference to the table in 3.4 that show role relativities across the UK legislators which why they start at 7.

The table below show how these levels compare to the results for those roles included in a similar exercise that we carried out in 2001.

Job Level	Roles - 2014	Roles - 2001
7	First Minister
8		First Minister
9
10
11
12	Presiding Officer Minister (1) Opposition Party Leader	Presiding Officer
13	Minister (2) Counsel General	Minister
14
15
16	Deputy Ministers
17	Committee Chairs	Deputy Presiding Officer
18	Commissioner	Committee Chairs
19	Assembly Member
20		Assembly Member

4.3 Detailed Evaluations

Assembly Members

In 2001 when we carried out a similar exercise, we placed the role in job weight terms one step below a Member of the Scottish Parliament. The primary reason at the time was the involvement of the Scottish role in primary legislation, whereas the role in Wales was confined to secondary legislation. As outlined in section 2 this has clearly changed, with Assembly Members now required to play an active role in primary legislation. Due to the relatively small number of Assembly Members (60) and the breadth of the legislative agenda they may even play a more active role in the creation and scrutiny of legislation within their competence than do most Westminster MPs.

The other key aspect of the role is the size of the population represented. The graph below shows how the size of population represented varies by parliament. The number shown for Wales is for Assembly Members with geographical constituencies, and it can be seen that the numbers represented are broadly comparable to Members of the Scottish Parliament, around double those represented in Northern Ireland, but about half those represented by a Westminster MP.

Graph 1 – Comparison of population served per Elected Member between UK Parliaments and Assemblies

Taking these considerations into account, we now believe that Assembly Members should be viewed as equivalent to MSPs. This is clearly a higher level than previously used.

To support this judgment we have evaluated the role as having some accountability for the development and scrutiny of legislation and for representing the interests of a population of around 50,000. We have seen the Accountability of this as E (role in considering legislation, representing the constituency and helping constituents) and 4+ Contributory (an indirect impact on the lives of typically about 50,000 people).

We have used E4 (43%) for the Problem Solving element (the same as we used for equivalent roles in Westminster, Edinburgh and Belfast). This score represents the need to consider issues where ‘right and wrong’ answers are not available, but which are largely informed by broader policy.

The Know-How score of FII3 reflects our view that experienced political leaders with a broad knowledge of the work of the Assembly are required to perform the role effectively. They must be excellent communicators but the constituency and policy canvas against which each operates is restricted when compared to Westminster MPs.

As part of the exercise we did also discuss the role of Assembly Members who represent a region as opposed to a constituency. Our view is that the roles are of equivalent level.

Our evaluation of Assembly Members is as follows:

Know How		Problem Solving		Accountability		Total	Profile
FII3	400	E4 (43%)	175	E4+C	230	805	A2

The score we have used for a Westminster MP in the past is one step higher, for MSPs the same level and for Members of the Legislative Assembly in Belfast one step lower.

The First Minister

The First Minister is responsible for leading policy, planning and implementation across the whole of Wales’s political life. Again we have taken into account the legislative power the Assembly now has, which has increased the level of evaluation by a step when compared to 2001. This means it is in the range of Cabinet Ministers at Westminster. Our evaluation for the First Minister is as follows:

Know How		Problem Solving		Accountability		Total	Profile
GVII3	2112	H4+ (76%)	1600	H+ 7-S	2112	5824	A2

Management and problem solving requirements are clearly higher than for Assembly Ministers or the Presiding Officer, as is decision making. The role has a shared impact across government in Wales.

Ministers

There are currently eight Assembly Ministers (not including the Counsel General and four Deputy Ministers). The Ministers cover the following portfolios:

§ Communities and Tackling Poverty

§ Health and Social Services

§ Natural Resources, Culture and Sport

§ Local Government and Government Business

§ Economy, Science and Transport

§ Finance

§ Education and Skills

§ Housing and Regeneration

In evaluation terms we see these as significant political and managerial roles with a major impact on life in Wales. As at Westminster, Ministerial jobs are in reality different in size from each other. They can be seen as operating at two levels as follows.

Know How		Problem Solving		Accountability		Total	Profile
GIV+3	1056	G4+ (66%)	700	G6C+	920	2676	A2
Or
GIV3	920	G4+ (66%)	608	G6-C+	800	2328	A2

Both these evaluation scores require individuals with comprehensive political understanding/skills able to take the leading part in developing a major portfolio of public activities/services, and guide change. They need to address problems in fundamental ways, creating/securing agreement to legislation, regulation or major plans/programmes as necessary. Each will impact on an important part of life in Wales, and across the government as a whole. Some portfolios will however be broader than others as represented by the Management and Area of Impact assessments.

The difference in evaluation is one step i.e. a just discernible difference, and does not necessarily mean there needs to be a difference in pay level. This is a policy decision for the Board.

Deputy Ministers

There are four Deputy Ministers with the following portfolios:

§ Agriculture and Fisheries

§ Tackling Poverty

§ Skills and Technology

§ Social Services

Know How		Problem Solving		Accountability		Total	Profile
F+III 3	608	F4+ (57%)	350	F5C+	460	1418	A2

Deputy Ministers work for the Ministers with particularly broad portfolios and work within their direction to provide additional focus in key areas. In evaluation terms we see these as political and managerial roles with a significant impact on life in Wales, all be it in a more focused area than Ministers and operating with more direction. Our view is that there is one level for this role as follows:

This level of evaluation requires in-depth political understanding/skills and the ability to take the leading part in developing a portfolio of public activities/services and to manage change. They need to address problems in new ways, creating/securing agreement to legislation, regulation or major plans/programmes as necessary, working under the direction of the relevant Minister(s). Each will impact on an important part of life in Wales, and across the government as a whole.

Presiding Officer

The role of the Presiding Officer is to ensure robust working arrangements, particularly for the democratic element of the Assembly, and ensure proper Executive accountability. The role’s importance is much more than chairing the Assembly. It also plays a crucial part in deciding on Assembly business. It is therefore broadly an amalgam of the duties of the Westminster Speaker and Leader of the House. It also chairs the Assembly’s Commission which ensures the Assembly has the resources and facilities to operate effectively.

Know How		Problem Solving		Accountability		Total	Profile
GIV+3	1056	G4+ (66%)	700	G6C+	920	2676	A2

We have evaluated the role as equivalent to larger Ministers due to the requirement for it to have an overview of, and manage across the Assembly’s business; as follows:

The evaluation score requires an individual with comprehensive political understanding/skills able to take an overview of the Assembly’s business and manage it effectively. They need to create and secure agreement to legislation, regulation or major plans/programmes as necessary. It will impact across the government as a whole.

Assembly Commissioner

There are four Assembly Commissioners, who operate under the Chairmanship of the Presiding Officer to ensure the Assembly has the resources and facilities to operate effectively. Their remits are:

§ Budgets and governance

§ ICT, Estates and Sustainability

§ Education and facilities

§ Languages, Legal Services and Freedom of Information

Essentially the roles have an internal focus managing a range of functions to ensure the Assembly gets the support it requires both in the short and long term. Evaluation as follows:

Know How		Problem Solving		Accountability		Total	Profile
FII+ 3	460	F4 (50%)	230	E+4S	304	994	A2

The evaluation score requires and broad knowledge of the Assembly’s operation and the ability to lead a range of functions so that provide the services required in the short and longer term. The role needs to create new ways of delivering services and has shared accountability for running of the Assembly.

Counsel General

The Counsel General is a nonvoting member of the Welsh Government’s Cabinet and is the Government’s chief legal advisor. This entails leading the legal services and the office of legislative counsel, advising Ministers directly on matters of law and representing the Government in Courts. The role has a number of statutory responsibilities including the power to refer bills to the Supreme Court for a decision on whether or not they are within the Assembly’s competence. As a result it has elements of the UK Government’s Attorney General and Solicitor General. Evaluation as follows:

Know How		Problem Solving		Accountability		Total	Profile
GIV3	920	G4+ (66%)	608	G6-C+	800	2328	A2

The evaluation reflects the requirement for a highly experienced lawyer with the capability to advise on primary legislation, understand the legal interface between the Welsh and UK governments and where necessary operate in the Supreme Court. The role also needs to take an overview of the Welsh Statutory framework and operate independently to challenge the Welsh and UK Governments when it is in the public interest. It also needs to address fundamental legal issues that relate to the devolution of powers to the Assembly.

Note the evaluation reflects the position that the role is now highly unlikely to be able to be performed by an Assembly Member.

Committee Chairs

Know How		Problem Solving		Accountability		Total	Profile
F+III- 3	528	F4 (50%)	264	F-5C	350	1142	A2

The Chairs of most Subject Committees play an important ‘driving’ role, managing the work of their Committees and increasingly in developing policies in close co-operation with Assembly Ministers. The Committee Chairs have roles in our opinion that are of significant weight over and above those of Assembly Members. Due to the substantial legislation they are required to scrutinise and contribute to, there is additional breadth required as well as a high level of problem solving required.

This level of evaluation requires in-depth political understanding/skills necessary to take a leading role in scrutinising and contributing to the development of a portfolio of public activities/services. They need to ensure proposals are fit for purpose and contribute to their development. Each will impact on a broad area of the Assembly’s business.

Note: The Assembly has a wide range of Committee roles, so there may be some at lower levels to this, which is based on the Chair of the Finance Committee.

Opposition Party Leader

Opposition party leaders have accountability for ensuring the effective scrutiny and challenge to the government and creating an alternative programme of government. An integral part of this is the organisation of their Assembly Members.

As a result these are wide ranging political and leadership roles that we have evaluated at the same level as larger ministerial roles with the following evaluation:

Know How		Problem Solving		Accountability		Total	Profile
GIV+3	1056	G4+ (66%)	700	G6C+	920	2676	A2

The evaluation reflects the need for comprehensive political understanding/skills and the requirement to take the lead in ensuring effective scrutiny of the Government’s agenda and create an alternative programme that ranges across public services in Wales. The role needs to address problems in fundamental ways, and develop alternative solutions and programmes. An impact across the Government.

Note: This evaluation is based on the Leader of the Conservative Group, the largest opposition party. We have not looked at the leaders of other opposition parties and whether there should be any differences in level.

4.4 External Relativities

We attach below an equivalence chart between roles at Westminster, Edinburgh, Belfast and Cardiff. The positioning of roles outside Wales was determined during previous Hay Group reviews carried out for the Senior Salaries Review Body in recent years. In some specific instances, therefore, our views might be different if the roles were reviewed today.

Table 1 – Role Relativities – Westminster, Edinburgh, Belfast and Cardiff

Job Level	Westminster	Edinburgh	Belfast	Cardiff
1	Prime Minister
2
3
4
5	Cabinet Minister (Largest)
6	Cabinet Minister Speaker	First Minister
7	Cabinet Minister			First Minister
8	Cabinet Minister (Smallest)		First Minister/Deputy First Minister
9		Deputy First Minister
10		Minister (Large) Presiding Officer	Speaker
11	Minister of State (Large)	Minister (Median)
12	Minister of State (Median)	Minister (Small)	Minister	Presiding Officer Minister (1) Opposition Party Leader
13	Minister of State (Small)			Minister (2) Counsel General
14	Parliamentary Under Secretary (Large)
15	Parliamentary Under Secretary (Median)		Junior Minister
16	Parliamentary Under Secretary (Small)	Deputy Minister (Large) Deputy Presiding Officers		Deputy Ministers
17		Deputy Minister (Small)		Committee Chairs
18	Members of Parliament (Median)		Deputy Speaker Party Business Manager (Whip) Statutory Committee Chair Member of Assembly Commission	Commissioner
19		Member of the Scottish Parliament	Deputy Party Business Manager (Whip)	Assembly Member
20			Member of the Northern Ireland Assembly

5. Remuneration Benchmarking

5.1 Salary Benchmarking

The table below shows the pay levels for like-sized roles in the general market. The data has been extracted from our PayNet database of over 700 UK organisations (see Appendix 1 for a list of participants). All of the roles in the sample have been evaluated in accordance with our methodologies in order that comparisons are robust. The data shown is for basic salaries i.e. it excludes bonus payments and the like.

In our view the data is of limited relevance to the roles in the Welsh Assembly as the nature of the employment relationship is very different for elected representatives to that for senior managers and chief executives, particularly in the private sector. The one exception to this being the Counsel General if the role continues not to be done by an Assembly Member. It does however give a broad understanding of salary practice across the economy, which is potentially most useful when considering the level of salary for Assembly Members.

Another point to note is that our data suggests that median pay in Wales is 7% below median pay for the UK as a whole.

The total salaries for the Welsh Assembly roles have been calculated as the sum of the standard salary (£53,852) plus the responsibility allowance (from £12,420 to £80,870 depending on the role).

Role	Job Level	Welsh Assembly Total Salary	UK General Market Median	Public / Not for Profit Sector Median
First Minister	7	£134,722	£698,839	Data unavailable at these levels
Presiding Officer	12	£95,801	£296,111
Welsh Minister (Size 1)	12	£95,801	£296,111
Opposition Party Leader	12	£95,801	£296,111
Counsel General (if not AM)	13	£95,801	£277,916
Welsh Minister (Size 2)	13	£95,801	£277,916
Deputy Minister	16	£80,237	£145,387	£123,214
Committee chair	17	£66,272	£120,068	£97,465
Assembly Commissioner	18	£66,272	£100,843	£84,945
AM (without additional responsibilities)	19	£53,852	£82,483	£69,303

As the data shows, salaries for roles of this size in the general market (including private sector) are more than £50,000 higher than the public and not for profit sector. In addition, performance related pay is also more prevalent in the general market meaning that the difference in total annual earnings will be even greater.

As a direct comparison the following table provides details of current ministerial salaries in the three other legislatures of the United Kingdom – Westminster, the Scottish Parliament, and the Northern Ireland Assembly.

	UK	Scotland	Northern Ireland
Members' Basic Pay	£67,060	£58,678	£48,000
Cabinet Minister	£134,565	£102,775	£86,000
Prime/First Minister	£142,500	£143,680	£120,000

5.2 Benefits Benchmarking

The following table highlights the value of the main benefits in the Welsh Assembly benefits package. The Welsh Assembly pension scheme has been calculated as being worth 18 per cent of base salary (based on the proposed new scheme) which compares favourably to a typical private sector scheme of around 10 to 14 per cent.

Role	Total Salary	Death Benefit Value	Disability Benefit Value	Pension Value	Total Benefits Value	Total Remuneration Value
First Minister	£134,722	£3,864	£9,523	£24,223	£37,610	£172,332
Opposition Party Leader	£95,801	£2,748	£6,772	£17,225	£26,745	£122,546
Presiding Officer	£95,801	£2,748	£6,772	£17,225	£26,745	£122,546
Welsh Minister (Size 1)	£95,801	£2,748	£6,772	£17,225	£26,745	£122,546
Counsel General (if not AM)	£95,801	£2,748	£6,772	£17,225	£26,745	£122,546
Welsh Minister (Size 2)	£95,801	£2,748	£6,772	£17,225	£26,745	£122,546
Deputy Minister	£80,237	£2,301	£5,672	£14,427	£22,400	£102,637
Committee chair	£66,272	£1,901	£4,685	£11,916	£18,502	£84,774
Assembly Commissioner	£66,272	£1,901	£4,685	£11,916	£18,502	£84,774
AM (without additional responsibilities)	£53,852	£2,748	£6,772	£9,693	£19,213	£73,065

Hay Group’s proprietary Total Remuneration methodology calculates the value of these benefits to an individual as opposed to the cost an employer has to bare to provide them.

There are a wide array of benefits on offer to like-sized roles in the private sector. The table below provides a guide to the value of these benefits to a role of a similar size to a Welsh Assembly Member and also shows how this compares with practice in the public and not for profit sector. It is interesting to note that at these levels, base salary is often a lower proportion of the total package, with more emphasis being placed on performance-related variable payments and other fringe benefits like private healthcare and cars.

	Welsh Assembly Package	% of the Package	Public and Not for Profit Market Value	% of the Package	General Market Value	% of the Package
Total cash (base salary plus any short and long term incentives)	£53,852	74%	£69.603 (base salary £69,303 and annual bonus of £300)	75%	£112,.855 (base salary £82,483, annual bonus £13,147 and long term incentive £17,225)	81%
Death Benefit	£2,748	4%	£1,034	1%	£1,147	1%
Disability Benefit	£6,772	9%	£6,174	7%	£5,274	4%
Healthcare			£867	1%	£1,385	1%
Retirement Benefit	£9,693	13%	£14,858	16%	£9,583	7%
Car Benefit / Allowance					£8,160	6%

Total Remuneration	£73,065	100%	£92,536	100%	£138,404	100%

Appendix 1 - April 2014 Database Participants List

2 Sisters

20th Century Fox

3M UK

A C E European Group

A E S

A G C Chemicals Europe

A G R Group

A G Thames Holdings

A R A G

A S Watson

A2Dominion

Abercrombie & Fitch

Adam Smith International

Admin Re UK

Afren

A-Gas

Ageas Insurance

Ageas UK

Agfa Graphics

Agfa Healthcare (UK)

Agfa Materials (UK)

Agfa-Gevaert

Air New Zealand

Air Products

Airbus

Aker Solutions

Akzo Nobel UK

Albea

Albemarle Chemicals

Alcoa Europe

Aldi

Alere Technologies

Aleris Recycling

Allied Irish Banks

Alphabet (GB)

Alstom Power

Amcor

AMEC Upstream Oil & Gas Division

American Airlines

Amnesty International

Amway (Europe)

Apple Retail UK

Aquatic Engineering & Construction

Arcadis UK

Arcelor Mittal

Arcus Renewable Energy Consulting

Argos

Arjo Wiggins Appleton

Armacell UK

Arup

Asda

Ashland UK

Astellas Pharma Europe

Atmos Consulting

Aunt Bessie's

Automobile Association, The

Avebe UK

Aviva

B A S F

B B I Group

B G Group

B I C

B M T Group

B M W (UK) Manufacturing

B M W Financial Services Group

B M W Hams Hall Motoren GmbH

B O C UK Gases

B P

B/E Aerospace UK

Babcock Marine

Badoo Trading

BAe Systems

BAFTA

Baker Hughes

Bakkavor

Bank of Ireland UK Financial Services

Bank Workers Charity

Banque P S A Finance

Bare Escentuals UK

Barratt Developments

Basingstoke and Deane Borough Council

Beam Global Spirits & Wine

Behavioural Science Technology

Beiersdorf UK

Bel UK

Belden UK

Benteler Automotive

Bexley Council

Bibby Offshore

Biomerieux UK

Birmingham City University

Body Shop International, The

Boeing UK

Bombardier Transportation

Booking.Com

Botanix

Brakes

Brambles Europe

Bregal Investments

Bridgestone

Brighton & Hove City Council

Bristan Group

Bristol Wessex Billing Services

British Airways

British Council, The

British Transport Police

British-American Tobacco Company

Britvic Soft Drinks

Bromford Housing Group

Buckinghamshire Fire and Rescue Service

Bulgari UK

Bunge UK

Burberry

Bureau Veritas

C E P S A UK

C E V A Logistics

C F A O

C G G Veritas Services

C R H

Cabot Corporation

Calor Gas

Cambridge City Council

Cameron International

Campina

Canada Life

Cardif Pinnacle

Cardiff Metropolitan University

Cardiff University

Cargill

Cartrefi Conwy

Caterpillar Logistics

Caterpillar Marine Power

Caterpillar Skinningrove

Caterpillar UK

Celanese Acetate

Celsa Manufacturing

CEMEX UK Operations

Centrica Renewable Energy

Ceona Services

Certis Europe

Charities Aid Foundation

Chartered Institute of Management Accountants, The

Chelmsford City Council

Chemistry Innovation

Chemtura

Cherwell District Council

Chevron

Children with Cancer

Chiquita Brands International

Chivas Brothers

Church & Dwight UK

Circle

Citroen UK

City & Guilds

City of Liverpool Council

City of York Council

Civil Aviation Authority

CLIC Sargent

Cloetta Holding

ColepCCL

Colgate Palmolive

Combat Stress Charity

Communicator Corporation

Compass Group UK

Comvita UK

ConocoPhillips UK

Co-operative Group

Corporate Executive Board Company

Costa

Costain Group

Cott Beverages

Coty UK

Coventry City Council

Cristal Global

Crown Estate, The

Crown Europe Group Services

Crown Prosecution Service

Cundall Johnston & Partners

Cytec Industries

D P World

D S M United Kingdom

D.E Master Blenders

Daido Industrial Bearings Europe

Daikin Airconditioning UK

Dairy Crest

Danfoss Randall

Danone (UK)

De Agostini

De Lage Landen Leasing

De Montfort University

Derbyshire County Council

Diageo Great Britain

Diamond Light Source

Dolce & Gabbana UK

Donaldson Filter Components

Dong Wind UK

Doosan Power Systems

Dow Agrosciences

Dow Chemical

Dow Corning

Dragon LNG

Dubai Department of Tourism & Commerce Marketing

Dulas

Dun & Bradstreet

DuPont UK

Dwr Cymru Welsh Water

E A D S

E A D S Astrium

E A D S Defence and Security Systems

E D F Energy

E D F Energy Renewables

E N I UK

E R M

E Y C Group

E.ON Climate and Renewables

E.ON UK

Eagle Ottawa

Eastman Chemical Europe

Eaton and associated companies

Edrington Group, The

Electoral Reform Services

Electrical Contractors' Insurance Company

Electricity North West

Elexon

Elizabeth Finn Care

Elliott Turbomachinery

Eneco

Enotria Wine Group

Enstar

Environment Agency, The

Equity Insurance Group

Eskom Holdings

Essar Oil

Essex County Council

Estee Lauder Cosmetics

Euroclear

European Bank for Reconstruction and Development

Evonik Degussa

Expro International Group

ExxonMobil

ExxonMobil Chemicals

F C E Bank

F M C Chemicals

F M Global

Falck Renewables

Fat Face

Feronia Incorporated Services

Finance Wales

Finning

Firmenich UK

First Milk Cheese Company

First Quantum Minerals

First Wessex Housing Group

Fisher & Paykel Appliances

Fisher & Paykel Healthcare

Football Foundation

Forbo-Nairn

Ford Motor Company

Foreman Roberts

Fortis Life

Foster & Partners

Framework Housing Association

Friends Life

G E Corporate

G E Energy (UK)

G E Healthcare

G E Money Home Lending

Gaia Wind

Gassco AS

Gatwick Airport

Geberit Sales

Genesis Oil and Gas

Gestamp Washington

GKN Westland Aerospace

Glatfelter

Golder Associates

Good Energy

Google UK

Greenpeace International

Greenwich School of Management

Griffith Laboratories

Group 4 Securicor (G 4 S)

Groupe SEB UK

Groupon Shop

Guide Dogs for the Blind Association

Hager

Hallin Marine

Hallmark Cards

Hampshire County Council

Hanson Aggregates

Harkand

Hazeldene Foods

Health & Safety Executive

Health Foundation, The

Heineken UK

HELIX Energy Solutions

Henkel

Hilti Gt. Britain

Hoare Lea

Hollingworth Business & Enterprise College

Home Group

Home Retail Group

Homebase

Honda Finance Europe

Honda Motor Europe

Honourable Society of the Middle Temple, The

Horizon Nuclear Power

Houghton International

Howden

Hudson Advisors

Huhtamaki (UK)

Hunter Boot

Huntsman

Hurley Palmer Flatt

I P F International

Ikano Bank

Ikea

Imperial College of Science Technology & Medicine

InBev UK

Independent Parliamentary Standards Authority

Ineos Chlor

Ineos Group

Ineos Phenol

Infineum

Infinis

Institute of Development Studies

International Flavours & Fragrances

International Power

Intertissue UK

IOP Publishing

Isle of Wight Council

Itochu Europe

J D R Cable Systems

J Sainsbury

J T I UK (Gallaher)

Jackson's Bakery

Jaguar Land Rover

James Hardie Building Products

Johnson Matthey

Jotun Paints (Europe)

Joy Global Industries

Joy Mining Machinery

JSSH Nlr

K C A Deutag Drilling

Kao Corporation

Kellogg Europe

Kent County Council

Kia Motors UK

Kimberly-Clark

Kirklees Neighbourhood Housing

Klockner Pentaplast

Kongsberg Automotive

Kongsberg Maritime

Koppers UK

Krauthammer International

Kuehne and Nagel

Kuwait Petroleum International Aviation Company

Kvaerner

Kwik-Fit Insurance Services

L S L Property Services

L V =

Lancaster University

Lantmannen Unibake

LaSer UK

Law Society of Scotland, The

Lear Corporation

Lego

Legrand Electric

Leicestershire County Council

Lely UK

Lenzing Services

Lindstrom

Linkedin Technology UK

Lloyds Banking Group

London Borough of Barnet

London Borough of Haringey

London Fire and Emergency Planning Authority

London Marine Consultants

London Pensions Fund, The

London School of Economics and Political Science

LondonWaste

L'Oreal

Lotus Bakeries

Lucite International

Luigi Lavazza UK

Lyondell Chemical

Mahle Industries UK

Man Truck and Bus UK

Manchester Airport

Manchester Central Convention Complex

Manheim Group

Marathon Oil

Marie Stopes International

Mars UK

Marshall of Cambridge Aerospace

Martin-Baker Aircraft Company

Mary Kay Cosmetics

Matthew Clark

Mauser

Mazda Motors UK

McCormick UK

Mercedes-Benz UK

Merseytravel

Metropolitan Police

Mettis Aerospace Group

Michelin Tyre

Millfield School

Mitchells & Butlers

Mitsubishi Corporation International (Europe)

Moet Hennessy

Molnlycke Healthcare Group

Molson Coors Brewing Company (UK)

Mondelez

Monsanto UK

Monster Energy

Moog Fernau

Moorgarth Group

Morrison (W M) Supermarkets

Motability

MSC Industrial Supply

Muller Dairy

Murco Milford Haven Refinery

Murco Petroleum

N F U Mutual

N S G

National Grid

National Oilwell Varco

National Policing Improvement Agency

National Savings & Investments

National Trust, The

Nationwide Building Society

Natural Power Consultants

Neovia Logistics Services

Nestle UK

NetJets Europe

Network Planning & Maintenance Anglia

New Zealand Trade and Enterprise

Nielsen Marketing Research

Nike

Norbert Dentressangle

North of England Zoological Society, The

Northern Bank

Northern Lighthouse Board

Northumbrian Water

Nottingham Building Society

Nottingham Community Housing Association

Nutreco

Octapharma

Office Depot UK

Ofgem

O-I Europe

One Housing

Ophir Energy

Orangina Schweppes

Orbis UK

Orbit Group

Ordnance Survey

Orpheus Centre Trust

Outokumpu Stainless Holdings

Overseas Development Institute

Owen Mumford

Oxford University Press

P P G Industries UK

P S A Wholesale

Pandrol International

Parcelnet

Parripak Foods

Partnership for Renewables

Perkins Engines Company

Perrigo

Petrofac

PETRONAS Energy Trading

Peugeot Citroen Automobiles UK

Peugeot Motor Company

PharmaCare

Philip Morris

Philips Electronics

Philips International

Phillips 66

Phoenix Community Housing

Phoenix Group

Piaggio

Plastic Omnium

Plastiflex

POhWER

Police Mutual Assurance Society

Police Treatment Centre

Post Office

Postnl UK

Premier Foods

Premier Oil Group

Procter & Gamble

Progress Rail Services

Proserv UK

Proxima Group

Prysmian Group

Puig UK

Q V C

Quadrant Engineering Plastic Products

Quantum Care

Queen Elizabeth II Conference Centre

Queen Mary University of London

Queen's University Belfast

R I A S

R O C UK

R W E Dea UK

R W E Innogy

R W E IT UK

R W E nPower

R W E nPower Renewables

R W E Supply & Trading

R W E Technology UK

Radian Group

Randstad Holdings

Renewable Energy Generation

Renewable Energy Systems

REpower UK

RetroScreen Virology

Rexam Europe

Richemont International

Ridgeons

Rio Tinto

Rippleffect Studio

Robins & Day

Robinson Way

Rolls Royce Motor Cars

Rolls-Royce

Royal Borough of Kensington & Chelsea

Royal British Legion

Royal Holloway University of London

Royal Liverpool & Broadgreen University Hospitals NHS Trust

Royal Mail Group

Royal Pharmaceutical Society of Great Britain

S C A Hygiene Products UK

S O C O International

S S E Renewables

Sabic

Sabic Innovative Plastics

Sabic Innovative Plastics Abs

Sabic UK Petrochemicals

SABMiller

Sahaviriya Steel Industries

Sanctuary Group

Sasol UK

Schlumberger Oilfield UK

Schneider Electric UK

Schools Partnership Trust Academies

Scott Bader

Scottish Environment Protection Agency

Scottish Power

Scottish Power Renewables

Scottish Water

Seadrill Management

SeaRoc Group

Security Industry Authority

Selex ES

Sellafield

Senergy

Serco Group

Severn Trent

Sheffield College

Shell Chemicals UK

Shell UK

Shelley College

Shoreline Housing Partnership

Sibelco UK

Siegwerk UK

Siemens Metering Services

Siemens Power Generation

Silverspoon Company, The

Skills Funding Agency

Skim

Smurfit Kappa UK

Society of Motor Manufacturers and Traders

Sofidel UK

Solvay Interox

South Gloucestershire Council

South Hook LNG Terminal Company

South Northamptonshire District Council

South Yorkshire Passenger Transport Executive

Southern Water

Spirit Aerosystems (Europe)

St James's Place Wealth Management

St Mungo's

Statkraft Energy

Statkraft UK

Statoil UK

Stihl UK

Styrolution

Subsea 7 (UK Service Company)

Sun Life Financial of Canada UK

Surrey Police

Sussex Police

Sustrans

Swindon Pressings

T A Q A

T C R

T K Maxx

T M F Group

T N T Express Services

T N T UK

T U I Travel

Tangerine

Target Group

Tarmac

Tarmac Building Products

Tata Global Beverages

Tate & Lyle Sugars

Tate Gallery

Tech Data

Technip

Teekay Shipping Glasgow

Teer Coatings

Telefonica

Tesa SE

Tesco

Tessenderlo Group

Tetra Technologies

Thames Valley Police

Thames Water

Thatcham

Thompsons Solicitors

Tiffany & Co.

Timken UK

Tokio Millenium Re (UK)

Tom Tom Sales UK

Total E&P

Total Lindsey Oil Refinery

Total UK

Tourism New Zealand

Toyota Motors Europe

Trafford College

Training 2000

Travis Perkins Group

Treasury Wines Estates

Trinity House Corporation

Trinity Mirror Digital Recruitment

Trinity Mirror Group

Triumph Structures

Tullis Russell Group

Tullow Oil

Turner Powertrain Systems

Turning Point

UK Greetings

Ulster Bank

Umicore Coating Services

Unilever

United Arab Shipping Company

United Bible Societies

United Biscuits

United Learning Trust

United Utilities

University College London

University of Birmingham

University of Bristol

University of Cambridge

University of Central Lancashire

University of Derby

University of Durham

University of Edinburgh

University of Exeter

University of Glasgow

University of Leeds

University of Liverpool

University of London

University of Manchester, The

University of Newcastle-upon-Tyne

University of Nottingham

University of Oxford

University of Sheffield

University of Southampton

University of Stirling

University of Strathclyde

University of Warwick

University of York

Vacon Oyj

Vaillant

Valero Energy

Vallourec Mannesmann Oil & Gas UK

Virgin Active

Virgin Atlantic Airways

Vivergo Fuels

VocaLink

Volkswagen Financial Services (UK)

Volkswagen Group UK

Vopak

W Y G

Wales & West Utilities

Warner Music International Services

Weatherford

Wells Cathedral School

Wessex Water

West Coast Energy

West Sussex County Council

Westmill Foods

Whitbread & Company

Whitbread Hotels & Restaurants

Wickes Building Supplies

Wilkinson Hardware Stores

William Grant & Sons

William Jackson Food Group

Willmott Dixon

Wilo UK

Wiltshire County Council

Wind Prospect

Wood Group PSN

Wrexham County Borough Council

Wrigley Company, The

Yara UK

Yorkshire Water

Zeon Chemicals Europe

Zumtobel Lighting


	Report:
	Job Evaluation and Remuneration Benchmarking for Assembly Members


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	Jon Gay David Pyper David Smith Independent Remuneration Board of the National Assembly for Wales	$Description: D:\HayData\Users\jon_gay\Pictures\naw logo.jpg$