GRNSW recognises meaningful contribution and drives a culture of integrity, collaboration, accountability, respect and excellence.
The P4P model reflects our commitment to transparency, equity, and excellence, ensuring everyone at GRNSW can thrive and grow based on merit.
At Greyhound Racing NSW, integrity and accountability guide our decisions including how we recognise and reward our people at every level I welcome a remuneration model that reflects an intentional commitment to transparency, equity and performance
This model has been developed through a rigorous process, combining external market benchmarking with detailed role-by-role assessments to ensure internal consistency and external competitiveness It provides a clear and structured framework for salary progression that recognises individual contribution
By directly linking reward to achievement, our Pay-for-Performance (P4P) model reinforces the behaviours and outcomes that drive success for both individuals and the organisation It supports a culture where high performance is encouraged and celebrated
The P4P model reflects our commitment to transparency, equity, and excellence, ensuring everyone at GRNSW can thrive and grow based on merit
I’m proud of what this model represents and the thoughtful work that has gone its design It lays the foundation for a high-performing, future-ready GRNSW, where our people are inspired to help shape a strong and sustainable future for our organisation
Steve Griffin Chief Executive Officer
At Greyhound Racing NSW (GRNSW), we are committed to building a highperforming, values-led culture Recognising and rewarding our people in a way that reflects integrity, accountability, and excellence is fundamental to how we operate and grow
To support this, GRNSW has adopted a Pay-for-Performance (P4P) remuneration model, effective from the 2025–2026 financial year This strategic step forward replaces historical CPI-based increases and discretionary bonuses with a structured, transparent framework that links salary progression to individual performance against clearly defined key performance indicators (KPIs)
The P4P model is supported by our Behavioural Capability Framework and Skills Capability Framework Together, these ensure that performance is measured not only by outcomes, but also by how those outcomes are achieved through the right skills, behaviours, and alignment with our organisational values
GRNSW already offers salaries benchmarked in the upper percentiles of the market The P4P model reinforces our employee value proposition and, as an employer of choice, strengthens alignment between individual contribution and strategic outcomes
This model is designed to motivate, reward, and empower our people It provides a consistent and transparent foundation for recognising performance, supporting career development, and building capability. Aligned with our values, it reflects our commitment to a high-performing organisation where every employee has the opportunity to thrive We look forward to embedding this approach together as we shape the future of GRNSW
The P4P Model will be adopted for 3 years (2025-2028) and will be reviewed annually to assess effectiveness
The Pay-for-Performance (P4P) model ensures our approach to remuneration is aligned with GRNSW’s organisational values, supporting a fair, high-performing, and accountable culture.
Integrity
The model promotes fairness and transparency by ensuring remuneration decisions are merit based being applied against a clear performance criteria
Collaboration
This model facilitates clear communication in the design and implementation of expected behaviours and key performance indicators for each role
Accountability
The model drives alignment between individual performance, business needs, and GRNSW’s strategic direction It supports values-based behaviours through the GRNSW Expected Behaviours Capability Framework and Skills Capability Framework, fostering a professional and results-driven culture
Respect
The model applies a consistent, equitable and inclusive approach to performance assessment
Excellence
The model encourages continuous improvement by recognising performance that demonstrates quality, innovation, and ambition supporting a culture committed to high standards and organisational progress.
This model ensures effort is rewarded and impact is visible.
The core motivation behind GRNSW’s adoption of a Pay-for-Performance (P4P) remuneration model, also known as performance-based pay, is to ensure that our compensation approach rewards the achievement of meaningful outcomes. Instead of basing salary increases on time served or acrossthe-board inflation adjustments, the P4P model directly links individual and team compensation to performance against agreed key performance indicators (KPIs)
• Motivational impact: Employees are more likely to go above and beyond when they see tangible benefits
• Clarity of purpose: Structured, transparent KPIs keep employees focused on highimpact and strategic objectives
Enhanced Accountability
• Defined metrics: Employees clearly understand what is expected of them and how their performance will be evaluated.
• Fair, objective reviews: Managers can assess outcomes based on data and agreed-upon measures rather than subjective judgment
Attracting
• Market relevance: Candidates across all levels, including executives, increasingly prioritise reliable base salaries and structured advancement pathways over unpredictable bonuses
• Merit recognition: A fair system that rewards strong contributors fosters loyalty and pride
Cost-effectiveness
• Targeted investment: Funds are allocated to performers who are delivering value
• Eliminating ineffective increases: Underperformers no longer receive increases by default, maximising budget efficiency
• Strategic clarity: KPIs are developed in line with GRNSW’s Capability Framework and business plan, ensuring that staff priorities are aligned with corporate success
• Shared success: Employees see how their individual work contributes to organisation-wide impact
Encourages
• Upskilling opportunities: A growth mindset is promoted through the link between professional development and pay progression
• Innovation: Individuals are motivated to find more effective ways to achieve goals and contribute to team success
Facilitates
• Reduced bias: Reviews are based on objective metrics, not subjective impressions or tenure.
• Confidence in fairness: Employees have a clear understanding of how and why decisions about remuneration are made
Each level within the framework has been assessed against a defined set of scoping factors, which determine the band range for that level. Each individual role then has a role range that may vary based on how those scoping factors apply to the specific responsibilities of the position.
The scoping factors are defined as follows:
• Responsibility Scope: The breadth and depth of responsibility held within a role, including influence across teams, departments, or the broader organisation.
• Risk Exposure: The degree of risk managed or mitigated, including operational, financial, compliance, or reputational risk.
• Budget Management: Oversight of financial resources, including P&L accountability or budget authority.
• Business Connectivity: The degree to which the role is connected to and supports the business internally (e.g. advisory, strategy, enablement) or externally (e.g. stakeholders, partners, participants).
• Direct Reports: The number and level of direct or indirect reports under a role’s leadership.
• Specialist Functions: The extent to which the role requires deep subject-matter expertise in niche or high-demand areas.
• Talent Competitiveness: Our ability to attract and retain the right skills in the recruitment market.
• Internal & External Parity: Ensuring roles are designed in a way that balances uniqueness to our organisation with market comparability, supporting both fairness and differentiation where needed.
• Skills & Experience: The qualifications, experience, and capabilities required to perform successfully in the role.
Note: Casuals are not banded as they are remunerated according to the relevant
GRNSW recognises meaningful contribution and drives a culture of integrity, collaboration, accountability, respect and excellence.
Milestone
Timeline
KPI confirmed for all roles July – August
Mid-Year Performance Review December - January
End of Year Performance Tracking May – June
Performance-linked increases applied July NEW FY
Executive Leadership Team collectively review performance ratings across the organisation providing validity in review and calibration as needed.
‘This model is not just a document – it’s a call to action. Let’s get it done.’
Steve Griffin CEO GRNSW
