Introduction – Why a new survey today?
The French international solidarity sector is going through a pivotal period. Faced with a severe crisis in public funding, it must confront new challenges, continue to ensure the effectiveness of aid on the ground… while preserving its human capital. In this uncertain context, marked by a form of “strategic fog,” having objective benchmarks on salary and extra-salary practices is useful for general management, human resources departments, and, more broadly, the sector.
It is in this spirit that the Humanitarian and Development Coordination (CHD) wished to conduct, for the third time since 2009, an in-depth survey on compensation and social benefits practices within French international solidarity organizations (ISO). Conducted in 2025 with the support of the Deloitte firm, this study continues previous work while taking into account structural changes in the sector and rapid transformations in work.
This article aims to summarize the main findings of the 2025 survey, to put them into perspective with the study published in 2023 on salary practices of French ISOs. It is primarily addressed to sector professionals, with the ambition of nurturing collective and operational reflection.
The CHD: a collective at the service of aid effectiveness
The Humanitarian and Development Coordination (CHD), founded in 1983, now brings together 59 member organizations, all committed to implementing humanitarian and development programs or partnerships. These organizations operate in various and complementary fields: health, child protection, training and professional integration, food security, access to water, sanitation, or energy, among others.
What unites CHD members is a shared conviction: the effectiveness of aid on the ground relies on the quality of the organizations carrying it, on their modes of cooperation, and on their ability to pool analyses and practices. To this end, the CHD facilitates thematic working groups (childhood, health, training, and professional integration) as well as spaces dedicated to support functions. Among the latter, the HR Circle holds a central place, alongside the initiative aimed at reducing ineligible costs.
The CHD also plays an active advocacy role to promote a more favorable working and funding environment for NGOs: securing public funding, simplifying administrative constraints, recognizing the sector’s specificities.
Genesis and continuity of CHD HR surveys
The first study, conducted in 2009/2010 by the Coordination d’Agen, offered each of the 37 participating organizations an individualized comparison of its HR practices relative to the panel.
The second study, conducted in 2022 by the CHD, marked an important step: beyond producing a benchmark, it published a global report, giving an overview of the sector’s extra-salary practices while providing qualitative recommendations at the collective level.
The 2022 study was not left unused. The CHD took it up to create the HR Circle, which now brings together 68 international solidarity organizations and 105 HR professionals from these member organizations. This space for exchange and co-construction has addressed structuring topics such as different modalities of mutualizing certain functions, workplace health, and support for career paths.
Building on this dynamic, the HR Circle decided, in May 2025, to repeat the survey on salary and extra-salary practices, again entrusting Deloitte with its execution to facilitate data collection and allow effective comparison with the 2022 data.
Governance of the survey and scope studied
The conduct of the 2025 survey relied on a partnership governance involving a steering committee representative of the sector’s diversity. This committee was mobilized regularly and actively throughout the process. The CHD particularly thanks the members of this committee:
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ATD Quart Monde International – Jean-Pierre Gras
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Cart’ONG – Barbara Fievez
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CHD – Matthieu de Bénazé
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Coordination SUD – Pierre-Nicolas Antoniw
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La Chaîne de l’Espoir – Laure Lengaigne
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La Guilde – Agnès Babinet
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Oxfam France – Yulizh Lecareux
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Plan International France – Claire Mizera
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Solthis – Jean-Paul Tohmé
Panel
In total, 47 international solidarity organizations participated in the 2025 survey. This number is slightly lower than in the previous edition, explained by a particularly busy summer context for several associations. However, it should be noted the arrival of 18 new participating organizations – including Secours Catholique, Médecins Sans Frontières, Gret, or the Fondation Pierre Fabre – a sign of growing interest in this type of collective approach.
The population considered in this study includes employees on permanent and fixed-term contracts, based in France or expatriates (excluding Civic Service Volunteers, International Solidarity Volunteers, volunteers, apprentices, and interns), representing a total of 4,586 employees.
Financially, the CHD covered most of the survey’s cost for its organizations with “active member” status. The study was open to any other organization, with a contribution according to the scale. Finally, the CHD thanks its partner Ambrelia RH, whose support was essential for the realization of the study.
Qualitative trends: priorities focused on retention
HR challenges: retention, equity, and attractiveness
Among 10 proposed priorities, NGOs place internal equity, talent retention, and attractiveness at the core of their concerns. Compared to 2022, retention is now the absolute priority (70% of respondents), ahead of internal equity (68%) and attractiveness (77%). External competitiveness slightly increases (45% of NGOs mention it, versus 36% in 2022), a sign of growing awareness in the face of market tensions.
Work organization: uniformity and generalized remote work
Working time remains centered on 35 hours per week, with a notable presence of annualized day packages for managers. Employees receive on average 25 days of paid leave and 17 days of RTT, supplemented by exceptional leave (marriage, death, sick child). Remote work is now almost universal at headquarters (98% of NGOs practice it), averaging 2 days per week, often with an annual allowance (€250 on average).
Internal mobility: necessarily limited arrangements
In 2025, nearly 3 out of 4 NGOs (74%) experienced at least one case of internal mobility (functional or geographic) over the past three years, versus 62% in 2022. This progression reflects a growing willingness to promote internal evolution, even if the often-small size of structures continues to limit mobility opportunities.
Expatriation packages remain the main barrier to international recruitment: 46% of NGOs report difficulties, related to limited compensation attractiveness, lack of family support, and scarcity of profiles. Housing allowances range from €500 to €1,500 per month, and school fees coverage ranges between 50% and 100%.
Social benefits: a rather attractive package
The majority of NGOs offer supplementary health insurance covering the employee and their family, with a median employer contribution of 70% (versus 60% in 2022). For welfare coverage, this rate reaches 75% for non-managers and 78% for managers. Meal vouchers cover 72% of NGOs, with a median value of €9.48. Gift vouchers and vacation vouchers are increasing but remain modest (€110 and €185 median). These social benefits are generally better than in the commercial sector.
2.Quantitative findings: internal equity and external competitiveness in question
The 2025 study, beyond the detailed benchmark provided to each participating organization, also allowed panel data to be compared with 2022 and with the commercial sector (restricted panel of 73 companies with fewer than 2,000 employees, all sectors combined).
Unsurprisingly, NGO sector salaries are well below those of the commercial sector.
On average, compared to this “general market”:
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Non-managers in the NGO panel have a total compensation position at -29.9% of the general market
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Managers in the NGO panel have a total compensation position at -35.2% of the general market (position is -33.1% for headquarters population and -41.5% for expatriates)
Since 2022, these gaps have widened, particularly for non-managers up to +11% compared to 2022; the gap in total compensation for managers is almost constant but remains huge at 35% with the commercial sector.
Internal equity: persistent dispersion and variable Gender gaps
In 2025, 71% of non-managers and 70% of managers are within the internal equity zone (+/- 20% around the median), confirming notable salary dispersion. Gender gaps appear favorable to women (+5.3% on average) at non-manager levels. However, female underrepresentation persists in leadership positions.
External competitiveness: a marked lag compared to the market
NGO salaries remain significantly below the general market, outside the competitiveness corridor (-10% / +10%). Gaps reach:
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Non-managers: -22.9% in fixed salary, -29.9% in total compensation
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Managers: -28.5% in fixed salary, -35.2% in total compensation
This loss of competitiveness is explained by the absence of variable compensation schemes and profit-sharing, largely present in the commercial sector.
Benchmark by role: four key functions lagging
The analyzed positions (accountant, administrative and financial manager, HR manager, communication manager) show significant gaps with the commercial sector:
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Accountant: -14% in fixed salary, -18% in total compensation
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Administrative and financial manager: -34% to -35%
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HR manager: -44% to -47%
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Communication manager: -30% to -35%
Recommendations: strengthen equity and competitiveness
The study proposes four strategic axes to evolve practices:
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Consolidate internal equity: analyze intra-level and gender gaps, formalize management rules.
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Strengthen salary evolution mechanisms: clarify criteria (expertise, scope, performance) and streamline career paths.
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Improve external competitiveness: implement targeted catch-up plans for key functions and tension populations.
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Structure management tools: establish annual grid reviews, create a job and skills reference to map pathways and anticipate mobility.
Conclusion: a sector seeking balance
This study confirms the structural challenges of French NGOs: reconciling attractiveness and budget constraints, retaining talent in a context of strong uncertainties, and strengthening competitiveness compared to the general market. While progress is observed (grid formalization, generalized remote work, better health coverage), room for maneuver remains, particularly regarding mobility, expatriate packages, and of course salary progression.
Continuing the collective dynamic
The presentation of this survey, organized at La Chaîne de l’Espoir premises, with Deloitte’s support and Ambrelia’s assistance, marked a step but not an endpoint. The lessons from the 2025 study call for concrete follow-ups, both at each organization level and collectively.
The CHD invites all interested organizations to join the HR Circle to continue this work, share practices, and collectively build responses adapted to current and future challenges. In a period of uncertainty, cooperation and collective intelligence remain essential assets to preserve the effectiveness and credibility of French international aid implemented by our NGOs.
Matthieu de Bénazé.
Matthieu de Bénazé:
During his engineering studies, Matthieu de Bénazé engaged in a mission in Benin in 2004, and co-founded a volunteer association to support the creation of a rural maternity. Supported by the Microprojects Agency, he then became Head of International Programs at La Guilde, initiating and managing projects in the Middle East and West Africa for 4 years (support for youth, producers, recycling, NGO support, gender) while simultaneously serving as secretary of the Coordination d’Agen, which became the Humanitarian and Development Coordination in 2012 under the Presidency of Patrick Edel.
After experience in the economic sector in France and continuing his volunteer involvement as Administrator and Treasurer of international solidarity associations, Matthieu joined SOS Villages d’enfants France in 2014 as Head of International Programs.
Under the impetus of Gilles Paillard, Director General of SOS Villages d’enfants France, Matthieu coordinated the creation and animation of the CHD Childhood Group; in parallel, he supported SOS Villages d’enfants associations in Burkina Faso, Mali, Madagascar, Armenia, Togo, Côte d’Ivoire, Haiti to improve program quality, initiate development projects funded by institutional donors. He also represented SOS Villages d’enfants on the Boards of Coordination SUD and CHD between 2018 and 2022.
In July 2022, Matthieu de Bénazé was appointed General Director of Acting for Life. Under the presidency of Jean-Cyril Spinetta, and serving the board of Acting for Life, composed notably of Florence Parly, Xavier Boutin, Guy Delbrel, Philippe Calavia, Jean-Marie Bockel, Haïm Korsia, Matthieu contributed to diversifying the association’s financial resources, both private and public, consolidating its administrative and financial services, and operationally digitalizing it as well as relocating to Roissy Charles de Gaulle.
Matthieu de Bénazé was Treasurer of the CHD from 2019 to January 2025.
In February 2025, Matthieu de Bénazé was appointed Director of Humanitarian and Development Coordination, which he notably represents on the Coordination SUD board.