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Bonus Payments

Volume 453: debated on Monday 27 November 2006

To ask the Secretary of State for Trade and Industry (1) how much was paid in bonuses to civil servants in his Department in (a) 2001-02 and (b) 2002-03; (101088)

(2) how many civil servants in his Department received bonuses in (a) 2001-02 and (b) 2002-03.

The Department of Trade and Industry awards non-consolidated bonuses in two formats:

1. Special bonuses for exceptional performance in particularly demanding tasks or situations. Staff in receipt of a special bonus may also receive an annual performance award.

2. Annual performance awards paid to highly successful performers as part of the annual pay award.

Based on the information available the number of staff receiving these awards and the amounts paid for 2001-02 and 2002-03 is provided in the following table.

2001-02

2002-03

Special bonuses

Number of staff receiving

1n/a

1n/a

Total value (£)

1n/a

1n/a

Performance awards

Number of staff receiving

834

1,125

Total value (£)

538,545

1,579,906

1 Figures for special bonuses paid in 2001-02 and 2002-03 can be made available only at disproportionate costs due to a change in the accounting computer system.

To ask the Secretary of State for Trade and Industry what criteria a civil servant in his Department needs to fulfil (a) to be considered for a bonus on top of their regular salary and (b) to be awarded a bonus. (101122)

The DTI currently operates the two bonus schemes. One is for special Bonuses. The other is performance related and is dependent upon the achievement of objectives.

Special Bonus

Special bonuses are a means of rewarding staff in any posts who have performed exceptionally well in particularly demanding tasks or situations. All staff are eligible for consideration for the award of a special bonus and these can be used to reward either individuals or teams. Responsibility for authorising an award lies with the relevant Director General or Chief Executive.

Performance-Related Bonus

At the end of the reporting year each member of staff’s performance is assessed against the objectives agreed at the start of the reporting period. It is the responsibility of the Line Manager in consultation with their Manager to assess the individual’s performance using guidance. Standard setting meetings are held to ensure there is a common understanding of the standards of performance expected from individuals in each range. A combination of achievements against objectives and personal effectiveness is taken into consideration when assessing performance. All staff are eligible to be considered for a bonus but these are only awarded to staff who have fully met expectations, exceeded some objectives and/ or consistently performed well above expectation.