Performance Pay

Annual Performance Pay Results

The Performance Management Program (PMP) aims to provide a consistent and equitable framework for the management of the performance of senior public servants. The PMP encourages excellent performance in the senior ranks of the public service by recognizing and rewarding the achievement of results linked to business plans and government objectives and the demonstration of leadership competencies.

Cash compensation for senior personnel has two components - base salary and performance pay. Performance pay has two elements - a variable amount (at-risk pay) which must be re-earned each year and a bonus for performance that surpasses expectations. Those who are rated "unable to assess" or "did not meet" receive no at-risk pay or bonus.

The breakdown between at-risk pay and bonuses for the Performance Cycle is as follows:

Deputy Ministers

Performance Pay DM-1 DM-2/3 DM-4

No At-Risk Pay

--- --- ---
At-Risk Pay Up to 20% Up to 25% Up to 30%
Bonus Up to an additional 6% Up to an additional 8% Up to an additional 9%

Heads of Agencies and other GiC Appointees

Performance Pay GC-1 to GC-5 GC-6 to GC-9 GC-10
No At-Risk Pay --- --- ---
At-Risk Pay Up to 10.6% Up to 17.4% Up to 20.4%
Bonus Up to an additional 3% Up to an additional 6% Up to an additional 8%

Chief Executive Officers of Crown Corporations

Performance Pay Groups 1 to 3
% of salary
Groups 4 and 5
% of salary
Groups 6 and 7
% of salary
Groups 8
% of salary
No At-Risk Pay --- --- --- ---
Some At-Risk Pay Up to 11.25% Up to 19.5% Up to 21% Up to 24.75%
Maximum At-Risk Pay Up to 15% Up to 26% Up to 28% Up to 33%
Results for the Performance Cycle









Performance Management Program Criteria to Determine Eligibility for Performance Pay
CRITERIA Less likely to be eligible for performance pay More likely to be eligible for performance pay

Tenure of Appointment

Appointed during good behaviour (or removable for cause)

Appointed during pleasure

Mandate of the Organization

Organization's mandate and processes resemble those of a court: providing advice/recommendations and decisions that may be subject to judicial review or may be appealable to the Federal court, applying legal rules to findings of fact, making decisions and recommendations that affect personal rights and liberties, determining rights between party litigants using rules of evidence, hearing testimonies that are given under oath, issuing subpoenas

Organization's mandate and processes are administrative and do not resemble those of a court: providing advice/recommendations and decisions that are not subject to review or appeal, applying legal rules on the basis of policy or operational guidelines

Function of the Position

Combination of managerial/quasi-judicial and decision-making functions (% of time spent doing each duty)

Purely managerial (e.g.: financial management, human resources management, etc.)

Need for Independence

Necessity to maintain arm's length relationship or independence from government in decision-making (the greater the level of institutional independence required, the more inappropriate it would be to provide performance pay as this could be seen to affect the institutional independence of the organization); Government could be one of the litigants in a dispute before the organization


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