We are serious about being the best we can be for the world’s children. That means we place a premium on attracting the best people to work for us and to lead our organisation.
Save the Children UK is a modern, complex organisation with an annual income of £307 million (see our Annual Report 2019 for more details). We have a high level of ambition, supporting the Save the Children movement to directly reach 38.7 million children around the world in 2019, often working in high-risk environments. Fighting for large-scale and lasting change for children, our global breakthroughs aim to ensure that by 2030 no child dies from preventable causes before their fifth birthday, all children learn from a good-quality basic education and violence against children is no longer tolerated.
Securing the right people to deliver our ambitious plans is key to our strategy. One of the many ways we do that is through our competitive reward structure. We commit to paying our staff a fair salary that is competitive withi the charity sector, proportionate to the complexity and responsibilities of each role, and in line with our charitable objectives. We pay all staff a living wage of at least £10.75 per hour in London and £9.30 per hour in the rest of the United Kingdom, as of 31 March 2020. We are accredited by the Living Wage Foundation.
In 2019 we launched an updated pay and grading structure for employees, to ensure that we meet three agreed key principles for paying people at Save the Children UK:
- responsible financial management
- market competitiveness in line with the wider charity sector.
The pay and grading project achieved a structure of pay that organises jobs into different pay levels based on their relative level of responsibility and overall contribution to the organisation’s goals.
The grades of the new salary structure are wide enough to provide appropriate pay for employees with a variety of skills, knowledge and experience. This gives staff the opportunity to progress their careers either vertically through the pay scale by taking on a more senior role, or horizontally by developing within their role.