Public sector pay policy: technical guide - April 2025

5. Chief Executives

This applies to Chief Executives. Pay arrangements for senior staff below Chief Executive are expected to be covered by the staff pay remit with the exception of Senior Civil Service pay which is a reserved matter.

Purpose

5.1 This Technical Guide sets out the guidance for the remuneration of Chief Executives. The Chief Executives Pay Policy will set out the parameters and pay metrics for chief executive remuneration.

5.2 The relevant Scottish Government approval must be obtained prior to implementing any pay proposals and prior to advertising, negotiating a remuneration package or appointing a Chief Executive. Please ensure sufficient time to obtain this is built into any timetable.

5.3 Information and guidance on Scottish Government Pay Policy, including Chief Executive remuneration, is available on the Scottish Government website at: Public sector pay web pages.

Annual Uplifts

Annual basic pay increase for Chief Executives

5.4 The Pay Policy position is that this payment will be in addition to any progression increase (where eligible).

5.5 The Pay Policy aims for a link between senior staff uplifts and Chief Executive uplifts to help preserve and maintain current pay differentials. As such, recent and previous pay uplifts for these cohorts are a determining factor in setting the Chief Executive annual uplift. Additionally, longer term comparisons and trends between previous years Senior Civil Service uplifts and Chief Executive uplifts are also taken into consideration when determining the annual uplift.

Progression for Chief Executives

5.6 Where a Chief Executive is eligible for pay progression, this is limited to the specified capped maximum percent as set out in the Chief Executives Pay Policy found on the Public Sector Pay webpages and the increase should not result in the Chief Executive’s pay exceeding their pay range maxima.

5.7 In calculating any award, the expectation is that progression, where eligible, will be considered first prior to applying the basic award.

Scottish Chief Executive Framework

Chief Executive Framework Pay Bands

5.8 The salary and pay range of a Chief Executive should be within the pay bands in the Scottish Chief Executive Framework (as detailed in the Chief Executive Pay Policy). This is to ensure consistency and fairness between the remuneration of Chief Executives in public bodies covered by the Pay Policy, and senior staff employed in Scottish Government Agencies and associated departments, who are civil servants (and members of the Senior Civil Service).

5.9 While there is an element of read across between the Scottish Chief Executive Pay Framework and the Senior Civil Service Pay Framework, Chief Executives of NDPBs and Public Corporations are not civil servants and are neither subject to the Senior Civil Service Pay Framework nor its operation.

5.10 The Scottish Chief Executive pay bands are uplifted annually in line with the Chief Executive Pay Policy.

5.11 The outcome of a job evaluation should provide an evaluation score which will inform which Pay Band within the Framework the post might sit. The salary and pay range of a Chief Executive is expected to lie within the minimum and maximum of the relevant Scottish Chief Executive Pay Band.

5.12 In exceptional circumstances the Chief Executive’s pay range may extend beyond the maximum in the Framework but this can only be where there is robust market evidence in support of this and subject to additional approval.

5.13 In all cases, the proposed pay range maximum must not exceed the ceiling of the relevant Pay Band within the Framework and is expected to remain so. The minimum, maximum or ceiling of the Pay Band should not be taken as the Chief Executive’s pay range.

Operation of the Scottish Chief Executive Framework

5.14 The Framework applies to base pay only and excludes any non-consolidated performance payment (bonus), pension and the cash value of any non-salary rewards.

5.15 Some job evaluation systems also refer to total cash reward which might include a non‑consolidated performance payment or bonus, pension and the cash value of any other non-salary rewards, but this should not be used in determining the market median for this purpose. However, the business case may set out differences in pension contributions, etc. if this is considered relevant.

Chief Executive remuneration packages

Proposals

5.16 All proposals for the remuneration of chief executives must be presented to the Sponsor Team who will engage with Pay Policy team for their advice. This includes providing a business case where a post is being created or reviewed, or completing a proforma where an annual uplift is being considered.

5.17 The criteria that each proposal will be assessed on are:

• affordability and sustainability of the pay proposals
• application of the increases within policy limits and the Scottish Chief Executive Pay Framework
• comparability with the increases for other staff in the public body.

Costs included in the pay proposal

5.18 The pay proposal must include the cost of all proposed increases in pay (basic award and progression, where eligible) and benefits as well as the consequential increases to allowances, overtime rates, employer’s pension and National Insurance contributions that directly relate to the pay proposals.

Business case contents

5.19 When developing or reviewing a remuneration package for a Chief Executive, the following elements must be considered and covered in the business case, along with supporting evidence. This is summarised in the following table.

Element: Job evaluation score

Points to cover in business case: Job evaluation system used; results; date of increase in role / responsibility. The Public Sector Pay team will still require sight of the evaluation report (paragraphs: 5.23 and 5.24)

Element: Determination of Pay Band

Points to cover in business case: Advice from the Public Sector Pay team if new appointment or changes to the public body itself (paragraph 5.25)

Element: Comparator labour market

Points to cover in business case: Relevancy and justification of labour market selected; comparator organisations used; median of salaries; date of sample (paragraphs 5.28 and 5.29)

Element: Internal referencing with the senior management team
Set out the pay differential over senior management team, if differences are proposed set out justification and rationale (paragraph 5.30)

Element: Pay Ratio

Set out the pay ratio between the proposed Chief Executive salary and the median organisation salary (paragraph 5.31)

Element: Proposed Pay range

Minima and maxima; further justification required if this exceeds the maximum in the framework; must be less than the ceiling in the framework (paragraphs 5.32 to 5.36)

Element: Proposed starting salary

Expectation that it will be the minimum of the range, or clear justification for higher starting point (paragraphs 5.37 and 5.38)

Element: Progression methodology

Set out proposals, taking into account equalities obligations, anticipated journey time, etc. Journey times cannot be guaranteed, and spine points should not be explicit in any pay range (paragraphs 5.39 to 5.41)

Element: Reviewing existing posts

Expectation that remuneration review, and if appropriate a job evaluation, should occur every five to seven years. Confirmation of date of last review (paragraphs 5.42 to 5.45)

Element: Bonus arrangement

Presumption against (paragraph 5.47)

Element: Pension

Details and confirmation in line with other staff (paragraphs 5.48 to 5.50)

Element: Notice Period

Expectation of a notice periods no greater than 3 months. If proposing longer, provide details and justification (paragraph 5.51)

Element: Car (or related allowance)

Presumption against. If proposing, provide details and justification (paragraphs 5.53 to 5.55)

Element: Life insurance or other health benefits

Presumption against. If proposing, provide details, justification or confirmation in line with other staff (paragraphs 5.56 to 5.57)

Element: Relocation expenses

Details and confirmation in line with other staff (paragraph 5.58)

Element: Value for money

Comment required (paragraph 5.59)

Element: Affordability and sustainability

Confirmation required (paragraph 5.60)

Development of a new remuneration package for a Chief Executive

5.20 The following paragraphs are relevant where a new Chief Executive post is being created or where a review is being undertaken for an existing Chief Executive post (whether a change of incumbent or not). It also covers the appointment of a temporary or interim Chief Executive.

5.21 A review of an existing Chief Executive’s remuneration package can include, for example, the introduction of, or changes to, non-pay rewards, or revisions to pension arrangements, see paragraph 5.48.

Elements considered when developing a remuneration package for a Chief Executive

5.22 There are a number of elements to consider as part of a remuneration package for a Chief Executive, the first steps are:

• determining the Pay Band in the Scottish Chief Executive Pay Framework
• identification of the relevant labour market (to determine the range maximum and setting of the pay range).

Determination of a Scottish Chief Executive Pay Band

5.23 To determine the appropriate Pay Band in the Scottish Chief Executive Pay Framework the weight of the post first needs to be established. A formal job evaluation of the role and responsibilities of the post should be undertaken. The outcome of the job evaluation should provide an evaluation score which will inform which Pay Band within the Framework the post might sit. The job evaluation scheme used should ideally have a direct read-across to commonly used schemes, for example JESP or Korn Ferry Hay Group, the Pay Policy team can provide further advice.

5.24 Normally, the job evaluation will be carried out by the public body, though where this is not possible the Scottish Government may be able to assist. In such circumstances, advice should be sought from the Sponsor Team. If you are considering engaging external contractors to carry out this work, then the expectation is that you will notify your Sponsor Team and the Public Sector Pay team of your intention beforehand.

5.25 The public body must engage with their Sponsor Team, who will in turn consult with the Public Sector Pay team in determining the appropriate Pay Band. Note: it is not the proposed salary, proposed pay range or current Tier of the body (in relation to the Chair and Members Daily Fee Framework) that determines the Chief Executive’s Pay Band in the Framework, but the job weight evaluation score of the role and responsibility of the Chief Executive post.

Pay Policy position on pay ranges and spot rates

5.26 The Pay Policy expectation is that a Chief Executive should be remunerated by way of a pay range (allowing individuals to progress, through the delivery of agreed objectives and by gaining experience towards the maximum of the pay range which should reflect the market rate for the job).

5.27 Only in exceptional circumstances would the appointment of a new Chief Executive on a spot rate be considered for approval. The Pay Policy expectation is that the spot rate should be broadly in line with the median of base pay of similarly weighted posts in the relevant labour market (see paragraphs 5.28 and 5.29).

Relevant labour markets for determining the pay range

5.28 The business case must include clear and convincing market evidence to support the proposed pay range. Normally this would be the Scottish public sector labour market which includes Chief Executives in public bodies within the same Pay Band. The Public Sector Pay team can provide Sponsor Teams a list of pay ranges for comparable Chief Executives within Scottish public bodies.

5.29 Public bodies may provide additional evidence where the labour market from which the Chief Executive might be recruited is wider in scope than the Scottish public sector labour market. In such circumstances, a public body must explain the appropriateness and relevance of that market data. Market comparisons should be made on the basis of similarly weighted posts. Before gathering such information, public bodies should discuss the scope of the proposed labour market with the Sponsor Team and Public Sector Pay team. Normally, market data would normally be public sector not for profit and would exclude London-based posts.

Remuneration of other senior roles within the public body

5.30 When developing pay range proposals, the public body must consider the relationship and pay differentials between the remuneration of the Chief Executive and members of the senior management team (or the most senior level of Director below the Chief Executive).

Pay Ratio within the public body

5.31 The pay ratio between the Chief Executive salary and the median staff salary should not be a determining factor in setting salaries, however the ratio should be acknowledged when developing or reviewing the Chief Executive salary.

Determination of a proposed pay range for a Chief Executive

5.32 The proposed pay range should be within the relevant Pay Band, taking into account the operation of the Scottish Chief Executive Pay Framework.

5.33 The Pay Policy expectation is that the proposed pay range should lie within the minimum and maximum of the relevant Pay Band in the Framework, taking into account other factors such as the relevant labour market and the job weight and salary of other senior staff within the public body. It is not appropriate for the minimum and maximum (or ceiling) of the proposed pay range to be simply the minimum and maximum of that Pay Band in the Framework.

5.34 Where the proposed pay range maximum is above the maximum of the relevant Pay Band in the Framework, there will need to be robust justification set out in the business case. This must include market evidence as well as any recruitment and retention issues. In all cases, the proposed pay range must not exceed the ceiling of the relevant Pay Band in the Framework.

5.35 Under no circumstances should the minimum, maximum or ceiling of the Pay Band be taken as the Chief Executive’s pay range.

5.36 The Pay Policy expectation is that the proposed pay range should be broadly in line with the median of base pay of similarly weighted posts in the relevant labour market.

Factors considered when setting a salary

5.37 A public body must indicate the anticipated starting salary. The expectation is that like other staff in the organisation, the starting salary will be at the minimum of the proposed pay range. If the proposed starting salary is beyond the minimum, then the public body should set out in its business case the proposed starting salary and why it is considered necessary. This may require additional approval.

5.38 Where a review is being proposed for an incumbent Chief Executive reflecting a significant change in the role and responsibility of that post, then the assimilation point on the proposed pay range should take into account the Chief Executive’s experience in that higher weighted role (from the point when the significant change in the role and responsibility of that post commenced).

Progression when setting a proposed pay range

5.39 Under the Pay Policy, future basic awards and progression cannot be guaranteed. When developing remuneration proposals, it should be noted that no commitment to levels of future annual increases (basic award or progression) should be given. Future annual increases will remain subject to the Pay Policy in place at that time and will require Scottish Government approval.

5.40 No contractual obligation or expectation to annual increases should be created or implied; spine points should not be a feature of any Chief Executive’s pay range as progression to such points cannot be guaranteed. Public bodies must ensure any contractual documentation is clear in this regard and through their Sponsor Team the Public Sector Pay team must be consulted on the remuneration clauses in draft contracts or letters of appointment (see paragraph 5.76).

5.41 A public body must outline the approach to progression and the journey time anticipated in determining the proposed pay range and demonstrate how this is affordable and sustainable in future.

Reviewing a Chief Executive remuneration package

5.42 It is normally good practice to review remuneration arrangements on a regular basis.

5.43 While this usually happens during recruitment of a new Chief Executive, the Scottish Government expects a full benchmarking review of a Chief Executive’s remuneration package to be undertaken at least once every five to seven years.

5.44 A new job evaluation should be undertaken if there has been a significant change in the role and responsibility of the post.

5.45 Regular reviews of labour market medians, Chief Executive remuneration and where appropriate job evaluation scores, will ensure that the Scottish public sector can attract strong candidates to lead organisations and deliver on Scottish Government priorities.

Payment methods

5.46 Chief Executives are expected to be paid through payroll with tax deducted at source in the same way as other employees. Payments must comply with the Tax Planning and Tax Avoidance section of the Scottish Public Finance Manual.

Non‑consolidated performance payments (bonuses)

5.47 There is a presumption against provision for non‑consolidated performance payments in all new Chief Executive contracts or following a review.

Pension arrangements for Chief Executives

5.48 The Pay Policy expectation is that the pension arrangements for the Chief Executive should be in line with those for other staff of the public body.

5.49 Any proposal to offer employer pension contributions beyond those required under the pension scheme, in order to increase the benefit for the postholder, would require consideration by the Remuneration Group.

5.50 Salary sacrifice on pensions (sometimes called salary exchange) proposals are not considered acceptable (see paragraphs 2.33 to 2.34).

Notice Periods

5.51 There is an expectation that Chief Executive notice periods for both employer and employee should be no longer than 3 months. Longer notice periods will require Scottish Government approval. Approval will be given only where a clear financial benefit and a business need can be demonstrated. Details of the notice period must be included with any remuneration proposals when seeking Scottish Government approval.

Non-salary rewards

5.52 There may be a number of additional elements to the remuneration package offered to a Chief Executive over and above base pay. These are referred to as non‑salary rewards. Where other staff employed by the public body benefit from such rewards, the arrangements which are to apply to the Chief Executive should be in line with these. Details of any such rewards must be included with any remuneration proposals when seeking Scottish Government approval.

Position on cars

5.53 There is a presumption against the provision of a car (or related allowance). Where there is a scheme in place for the previous post-holder, this should be reviewed and not automatically rolled forward to the new appointment or revised package.

5.54 However, where a Chief Executive is required to travel extensively as part of their duties, it may be cost effective to make arrangements regarding a dedicated car (for example, lease car, car allowance, etc.). In all cases, the provision or introduction of a car (or related allowance) will require Scottish Government approval. Approval will be given only where a clear financial benefit and a business need can be demonstrated.

5.55 Where a public body already has an agreed scheme for the provision of cars (or related allowance) for staff, any proposed arrangement should be in line with that scheme. Otherwise, a public body must set out in the business case a comparison of costings and implications of personal tax and insurance costs, which supports the proposed arrangement. This should also include other options considered, for example, a pool car and the arrangements in place for other staff.

Life insurance and other health benefits

5.56 There is a presumption against the provision of life cover or private medical plans, etc.

5.57 However, in the rare circumstances where a public body offers its staff life cover or a private medical plan or similar, the Chief Executive should be eligible to become a member of the scheme. In such circumstances, public bodies must still provide details of the scheme when seeking Scottish Government approval of the remuneration proposals. In the absence of any existing scheme, approval will not normally be given for such arrangements. Please discuss any other life cover/health related proposals with the Sponsor Team and Public Sector Pay team.

Relocation expenses

5.58 Eligibility for, and the level of, relocation expenses, should be in line with those for other staff of the public body. In the absence of such a scheme, relocation expenses should be in line with that for the Scottish Government. Exceptionally, relocation expenses beyond such arrangements may be paid but only where this is necessary to secure the best candidate. In such circumstances, public bodies must consult the Sponsor Team and Public Sector Pay team before reaching agreement with the incoming Chief Executive.

Affordability and sustainability

5.59 The remuneration (pay range, salary and any other financial and non-salary rewards) must demonstrably provide value for money in the use of public resources and be no more than is necessary to attract, retain and motivate staff, on a sustainable basis, to deliver public functions.

5.60 Long-term affordability of the proposals is important, and the public body must confirm they are affordable and sustainable within existing resources. However, where additional resources are required, these must be set out clearly. In all cases, the Sponsor Team must confirm the affordability and sustainability of proposals, seeking the views of the relevant Finance Business Partner where appropriate.

Equalities legislation

5.61 Public bodies must take into account their obligations under equalities legislation when determining a pay range for the Chief Executive and must include confirmation of this when submitting any proposals for approval.

Chief Executives also considering a Public Appointment or Non‑Executive Directorship

5.62 We aim to encourage senior officers and appointees to make appropriate contributions to the work of other bodies. This benefits this can provide include:

• broadening their experience
• other bodies may benefit from their expertise
• their contribution to their own employer is enhanced.

5.63 If a Chief Executive (or other employee) of a body covered by the Public Sector Pay Policy is considering accepting a public appointment or Non-Executive Directorship in addition to their existing role, this requires to be considered by the Chair/Board and Sponsor Team of the employing body.

It is important to ensure:

• there is no conflict of interest
• the time commitment is appropriate
• arrangements for remuneration are seen to be appropriate.

5.64 Such matters, including (where relevant) the need to liaise with the Sponsor Team of the public body to which the individual might be appointed, are outlined in more detail in the Public Bodies Information Update 109 which is available on the Scottish Government website.

Temporary Chief Executives

5.65 Any proposals to appoint a temporary, interim or acting Chief Executive must first be discussed with the Sponsor Team and Public Sector Pay team prior to implementing such an arrangement. The Public Sector Pay team can advise on remuneration arrangements for such appointments and whether approval might be required.

5.66 If the proposed temporary Chief Executive is to be an internal candidate, then the proposed salary should be based on the public body’s existing temporary responsibility allowance or temporary promotion scheme. If there is no such allowance or scheme in place, the arrangement should mirror that for Scottish Government staff.

5.67 Remuneration arrangements for a temporary Chief Executive may differ to those for the outgoing Chief Executive and should not have a bearing on those of any future permanent post.

Chief Executive approvals process

Seeking approval of proposals

5.68 The relevant Scottish Government approval must be obtained prior to implementing any pay proposals and prior to advertising, negotiating a remuneration package or appointing a Chief Executive. Please ensure sufficient time to obtain this is built into any timetable.

5.69 Where no increase is proposed, the public body should work with its Sponsor Team to confirm details of the current remuneration package. This information should be submitted to the Public Sector Pay team using the Chief Executive proforma, with the Sponsor Team ensuring compliance with the process and acting as the liaison between the Public Body and the Scottish Government.

5.70 If proposals are limited to applying the annual uplift in line with the Pay Policy, the completed Chief Executive proforma, signed off by the Chair of the public body, should be submitted the Sponsor Team. For any proposals that exceed the standard annual uplift, the Sponsor Team will assist the Public Body in preparing the necessary supporting information and guide them through the approval routes as outlined in this guidance

5.71 The Staff Pay Remits approval approach should not determine how the pay proposals for the Chief Executive are approved. Chief Executive pay proposals should follow the steps outlined in this chapter.

Approval of remuneration proposals

5.72 The Sponsor Team and Public Sector Pay team will assess all remuneration proposals and confirm the relevant approval route. The approval route will depend on the circumstances of your proposals as set out in this chapter.

5.73 Scottish Government approval of the proposed remuneration package is required before the post is advertised, contracts agreed, or the appointment is made. Whether a new appointment requires Ministerial approval is dependent on the legislative arrangements of the public body. Potential remuneration packages should not be discussed with prospective candidates until Scottish Government approval has been given.

5.74 Approval will also be required if any changes to a public body’s staff handbook are being proposed which will have the effect of amending or revising any aspect of those elements of a Chief Executive’s reward package covered by the Pay Policy.

Adjustments to remuneration packages after approval

5.75 If, during negotiations with a prospective candidate, consideration is given to a remuneration package that differs from the one approved, a public body must seek the advice of the Sponsor Team and Public Sector Pay team before any agreement is reached. The Public Sector Pay team will advise the Sponsor Team whether approval by the relevant Senior Officials or the Remuneration Group will be required. No commitment should be given to the prospective candidate until appropriate Scottish Government approval has been obtained. Sufficient time should be built into the recruitment process to accommodate such an eventuality.

Approval for the terms in a new contract

5.76 It is a requirement of approval that a public body must consult the Public Sector Pay team via their Sponsor Team on the remuneration clauses in the draft contract before it is agreed. The public body must take particular care to ensure the letter of appointment does not give rise to any contractual expectation which goes beyond that in the contract or the remuneration package as agreed by the Remuneration Group.

Process for approval

5.77 All proposals should be considered by the Sponsor Team and the Public Sector Pay team along with the Finance Business Partner (where relevant) prior to being submitted for approval.

5.78 Where the proposed annual award is just for a basic pay increase in line with the Pay Policy and the Sponsor Team along with the Finance Business Partner (where relevant) have confirmed affordability of all pay increases within the public body, the proposals will be ‘signed off’, and the Sponsor Team should notify the public body. This notification should be copied to the Public Sector Pay team.

5.79 Where a progression increase is proposed in addition to the basic pay increase, the Sponsor Director (or Deputy Director, if they have a closer working knowledge of the Chief Executive) requires to confirm they are content with performance and the progression increase is therefore justified. If the proposals are affordable then they are deemed to be approved and the Sponsor Team should notify the public body. This notification should be copied to the Public Sector Pay team.

5.80 Proposals for a new Chief Executive appointment to an existing public body or the review of an incumbent Chief Executive’s remuneration package which are in line with the Pay Policy may be approved by Senior Officials. All other cases, including proposals for a permanent new Chief Executive appointment to a new public body, must be approved by the Remuneration Group.

5.81 The same approval process applies for a fixed term appointment although the business case will also need to set out the term and period of notice on termination and whether any compensation on termination may be payable.

5.82 Proposals for an interim or temporary appointment which are based on existing arrangements may be approved by the Sponsor Team otherwise they should be referred to Senior Officials^[11].

5.83 For those proposals which are to be considered for approval by Senior Officials, the Sponsor Team should send the proforma and a short note to Senior Officials after they have confirmed affordability. For their part in the approval, the Sponsor Director is required to confirm to the Director of Public Spending that they are content with the proposals (including performance, if relevant). The Director of Public Spending will then confirm formal approval. Either Director has the option of referring the proposals to the Remuneration Group.

5.84 Proposals which are required to be considered by the Remuneration Group should be submitted by the relevant Sponsor Team/Senior Official (where relevant). The submission must include details of the proposals, supporting business case and a confirmation of affordability. The Sponsor Team will ask the Public Sector Pay team to contribute advice to this submission. The Remuneration Group will either approve the proposals or they may refer the approval to Ministers where they consider there is likely to be significant Ministerial interest.

5.85 If proposals are outwith the Pay Policy, they cannot be approved, even by the Remuneration Group. However their advice must be sought and included with any subsequent ministerial submission. The public body must review any such proposals, following advice from the Public Sector Pay team via their Sponsor Team.

5.86 Any pay increase should not be implemented until notification of Scottish Government approval has been received. If an increase is implemented without approval or the previous year’s outturn is not in line with what was approved, then a submission must be provided by the Sponsor Director to the Remuneration Group together with an explanation for why this has occurred. For further detail refer to paragraphs 5.90 to 5.91.

Approval timescales

5.87 Sponsor Teams should allow up to ten working days for consideration by the Public Sector Pay team. If the issue is complex and is likely to take longer, then the Public Sector Pay team will advise the Sponsor Team.

5.88 If the proposals are referred to the Remuneration Group, then these are normally considered at their next available meeting. Details of meeting dates and the deadlines for papers are set out on the Scottish Government’s Public Sector Pay webpages, available at: Public Sector Pay Policy webpages, under Remuneration Group. Under exceptional circumstances, some items may be able to be considered in correspondence, outwith the set meeting dates. Sponsor Teams should discuss with the Public Sector Pay team if this is required.

5.89 The Remuneration Group may refer some items to Ministers. Where this occurs, the sign off letter from the Chair of the Remuneration Group must be annexed to the submission to Ministers. Any submission to Ministers must go to the Cabinet Secretary for Finance as well as the Portfolio Minister. Referral to Ministers will require further time. The submission should also make clear the Remuneration Group advice set out in the sign-off letter has been taken into account.

Deviation from Pay Policy

5.90 If any remuneration agreements, offers, or payments are made without approval being obtained, the public body, alongside the Sponsor Director will be required to provide an explanation to the Remuneration Group who may refer the matter to Scottish Ministers.

5.91 This could result in punitive action being taken by the Scottish Government, which can include the recovery of any overpayments, the capping of future increases, or a governance review of the public body.

NHS Scotland Executive and Senior Management posts

5.92 NHS Scotland Executives and Senior Management posts in all Grades A to I (referred to as “NHS Executives”) are covered by way of a collective pay proposal: individual appointments, remuneration and terms and conditions are made in line with the Scottish Government’s health policy.

5.93 Elements of the Chief Executive Pay Policy may also apply to NHS Executives. Queries on NHS Executive pay should be directed to Scottish Government Health Workforce, Pay, Terms and Conditions team at hwfpaytermsandconditions@gov.scot