Pay is fair and equivalent and reflects valued team and individual work.

• Pay is fair and equitable for all team members, relevant to their respective responsibilities and capabilities. Pay is regularly reviewed by management for equality and fairness, and in the context of the broader labour market. As one example, there is no gender pay gap across equivalent roles.
• Pay is transparent, with pay ranges for all roles Sharing details of employment conditions, including remuneration, is not restricted by the employer.
• Any relationship between pay/rewards and work/outcomes is clear and documented. For example, remuneration for various afterhours work, overtime, meeting performance targets or in return for an increase in responsibility or capability is transparent, agreed and documented.
• Incentivised pay structures consider the regular role of teamwork in providing great veterinary services and remunerate people in a way that recognises and strengthens For example, where performance targets rely on the teams’ combined skills, knowledge and efficiency, all involved individuals are rewarded for the teams’ achievement. This may be through profit sharing, team bonuses or other reward mechanisms.
• Pay complies with all relevant employment law, and all parties know where to seek information and support if necessary (for example, Fairwork, Chambers of Commerce, and AVA HR Advice service). The relevant veterinary Awards are considered as a minimum limit and are considered alongside other reward mechanisms.
• All team members ensure their work hours and other relevant details (including afterhours procedures, travel, medical record keeping, client communications and other expenses) are documented for accuracy and future reference.

People are rewarded for valued contributions in meaningful ways.

• The reasons for further reward are transparent, understood, fair, equal and effectively aligned with the organisation’s mission and goals.
• Beyond their pay, individuals’ valued skills, knowledge, capabilities and work are rewarded in ways that hold meaning and value for that person, in alignment with the role and organisation. This may involve both tangible benefits (money, business equity, facilities, equipment, uniform, team, food and drinks, or development opportunities) and/or intangible benefits (change in title, team dynamic, privileges, respect of others, greater alignment of job meaning with personal purpose etc).

The right people are recognised for the right things in the right ways.

• Reasons for special recognition are made clear to the recipient/s and broader team, and support the organisation’s mission, goals and strategy.
• Recognition of effort and achievements are specific and tailored to their context. Individual outcomes are appropriately attributed to the person responsible; team outcomes see the whole team recognised for their efforts.
• Visible recognition and celebration of effort occurs within both the team and broader organisation and community
• Employees and employers think creatively about benefits and recognition, focusing on those which best help to create a positive work culture for their team and which are valued by the employee.