Charity bosses pocket huge salaries

Studio shot of hand putting coin into charity collection box

Dozens of charity CEOs are still earning huge salaries, with many pulling in more than £200,000 a year.

The chief executive of Cancer Research UK, Harpal Kumar, earns up to £240,000 a year, while Peter Wanless, CEO of the NSPCC, earns £162,000.

Amnesty International head Salil Shetty is paid up to £210,000 a year, and Tom Wright of Age UK earns up to £190,000. Indeed, according to figures from Third Sector magazine, there are now 12 charity bosses earning more than £300,000 and and 32 getting more than £200,000.

Most of the really high earners are in the health sector, with Nuffield Health, the hospital and fitness centre provider, paying up to £780,000 in a year - although this does include redundancy payments. Chief executive David Mobbs made more than £640,000.

The highest earner in the survey was an unnamed person at the London Clinic who was paid more than £850,000, although this included contractual payments in lieu of notice.

However, Oxfam and Christian Aid both paid less than £125,000 a year, as did Sightsavers and the RSPB. And pay is still generally way lower than for CEOs in the private sector: corporate services firm the Hogg Robinson Group and Save the Children both turn over around £341 million a year, but while the former pays its chief executive £594,000, Save the Children pays under £14,000.

A recent survey by consultancy nfpSynergy found that more than a quarter of people believe that charity bosses should probably or definitely not be paid.

"For many of them, views on how charities work are stuck somewhere in the last century, with even large national brands running multi-million pound operations expected to operate out of a church hall with few to no paid staff," says nfpSynergy's Cian Murphy.

"The reality that many charities are large and complex organisations working hard to have a real impact on their beneficiaries is rarely something that crosses people's minds."

It's also worth remembering that CEO pay is set by a charity's trustees, who are almost always unpaid volunteers themselves.

In some cases, though, the amount a charity pays its CEO bears little relationship to its size.

For example, housing provider the Anchor Trust and Barnado's both had an income of around £268 million last year. But while Barnado's acting chief executive, Peter Brook earned less than £150,000, Anchor Trust's chief executive, Jane Ashcroft, got more than £420,000.
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Charity bosses pocket huge salaries

Flying high literally as well as metaphorically, pilots top the salary scale this year. There are various routes into the job, from university courses to airlines' own training schemes; private training will set you back as much as £50,000 to £60,000.

"I most enjoy the variety of the job, working as a team, to a schedule, with the responsibility of safely transporting hundreds of people to their destination. I would advise aspiring pilots to thoroughly research training routes, understand the serious financial outlay required with no guarantee of a job after training and to consider other routes such as flight instruction."

Not all CEOs are making millions - but they're doing pretty nicely on average. There's no clear route into the job; an MBA can help, but many bosses have worked their way up from the bottom and many simply started their own firm.

"There is an old saying, it's very lonely at the top, which is usually the case for a CEO. You're the leader and you're responsible for everything, meaning you take the credit for the successes and feel the most pain for the companies' failures."

Most air traffic controllers train through National Air Traffic Services (NATS), which has programmes for college leavers who have studied at BTEC ND/HNC/HND level, university students on a sandwich year and graduates. NATS says the most important attribute for acceptance on a course is natural aptitude.

"Much of the time, the job is routine and capable of being done by many people. What you are paid for, however, is your ability to make the right choices and decisions under extreme pressure."

The high pay reflects both the heavy workload and the length of training required - a five-year degree course in medicine, a two-year foundation programme of general training and then another three years specialist training.

"You will get paid well and (despite recent changes!) you will get a very good pension. You will, however, work hard for your money with less recognition than previous years."

This is a job where most people work their way up, although qualifications like the Chartered Institute of Marketing's Professional Diploma in Marketing or the Institute of Direct and Digital Marketing's Diploma in Direct and Interactive Marketing can help. You'll probably need three or four years' experience before you can move into management.

"It's great working in such a varied job - there's something new every day. I enjoy the travel, too. But it's fast-paced, very hard work, and there's a lot of technical data analysis work involved."

It's not surprising that IT and telecoms directors earn good money. The job requires both business and technical skills, and the stakes are high: smoothly-running IT systems are crucial for most businesses and the cost of getting things wrong is high.

"It's a high-pressure job, and the hours can be unbelievably long, but it's extremely rewarding when a project goes well. The biggest problems are staying on top of changes in technology and being clear about what's actually achievable within a budget."

Financial managers and directors need to be qualified accountants and, particularly in larger organisations, have strong general business skills. And the job carries huge levels of responsibility, from keeping the company in good health financially to making sure it complies with the law.

"What I enjoy about the job is the way it's central to the business, the way I'm involved in creating long-term business plans. Compliance [with regulations] can be a bit of a pain; it takes a lot of hard work."

Until recently, the only way to become a senior officer was to work your way up through the ranks. Each police force sets its own recruitment process and selection policy, though there's a basic national framework for evaluating competency. This year, though, the College of Policing has started appointing superintendents from outside the force - so you might be in with a chance.

"I love the opportunity to take on a vast array of roles which would never be possible in a civilian organisation and to progress through a clearly defined promotion structure, should I prove to be good enough. The training I have received has been quite brilliant, enhancing my life skills as well as my ability to do my job well."

If your vision of a bank manager is of a middle-aged man in a panelled office dictating stern letters to his secretary, think again. It's now about managing a team and, especially, attracting new customers and monitoring branch performance. There are two ways to get to be one: either through a bank's graduate scheme, or by starting off in a customer service role and working your way up.

"For me, what's great about working in a branch is that anyone could be a branch manager, you don't have to have a certain skill set. Having a background in customer service, whether it's in a bank or with another retailer, certainly helps. Some other skills that would help are organisation, patience, tolerance and empathy. After 27 years I can genuinely say that that not only do I love coming to work every day, I have also made lifelong friends here. For me, it's not just a nine-to-five job."

Once you're qualified as a teacher, it's a question of working your way up by gaining extra responsibilities - by becoming a head of department, a head of year, or a specialist in something like special educational needs. At head teacher level, the job is far less about teaching itself, and far more about managing staff and budgets and creating a productive, disciplined learning environment.

"It's a common complaint that teaching is all about performance targets these days, and there is some truth in that. It's a question of balance, though. The most rewarding part of the job is knowing that you're bringing the best out of every single child by creating an environment where they feel safe and motivated to learn."

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