BCI™ (Board Complexity Index) provides foundations with a data-driven basis for setting board remuneration – grounded in their specific level of complexity.
Several considerations must be balanced simultaneously:
At the same time, decisions must be justifiable and well documented.
This creates a need for a more structured approach to remuneration discussions.
Odgers advises Danish and Nordic boards as a strategic partner. We support boards, chairs and ownership groups with high-impact, strategic counsel.
Our work spans board competency assessments, composition, evaluation, remuneration, recruitment and board dynamics.
BCI™ is a structured benchmarking tool that translates your foundation’s complexity into a clear and well-documented level of board remuneration.
You gain:
- A relevant benchmarking framework
- An assessment of your specific level of complexity
- A clear and robust basis for decision-making
The three dimensions of the model – from dialogue to recommendation, confidential and actionable.
Contact usThree dimensions
BCI™ is based on three core factors:
BCI™ is built on a comprehensive dataset of comparable foundations, placing your remuneration level in context across size, purpose and structure.The focus is not merely on general levels, but on ensuring a comparison that is truly relevant to your specific foundation.
This establishes a strong reference point, enabling a more informed and consistent evaluation.
Includes, among other factors:
Not all foundation boards are comparable. BCI™ takes into account the factors that drive complexity in board work – and which should be reflected in the level of remuneration.
The model evaluates the overall board mandate across a range of key factors - including activity, structure and regulatory requirements – to provide a clear and accurate picture of what the role entails in your specific foundation.
Includes, among other factors:
Includes, among other factors:
“The question is not what others are paid. The question is what is right for a foundation with your level of complexity and responsibility.”
