Imagine a world where pay transparency isn't just a directive, but a deeply ingrained cultural norm. What began as an EU mandate will reshape global workplace dynamics, redefining fairness, trust, and value.
We conducted a series of interviews with leading experts to explore the multifaceted impacts of the EU Pay Transparency Directive. Our aim is to provide HR professionals, organizational leaders, and stakeholders with comprehensive insights into how this directive is reshaping the workplace landscape.
Deep dive with us!
The cultural shift towards transparency
Initial impressions: A catalyst for change?
An unreasonable utopia for some experts
The directive compels organizations to move beyond traditional compensation secrecy, fostering an environment where open dialogue about pay becomes the norm. But is it reality? How do we absorb it from a European and a French point of view?
«Among the European countries that have to comply—27 in Europe—that's a lot of countries that have to do the transcription. Some have made good progress in their work. France has also started, notably with the first elements presented by the Minister of Labor to the Union Representatives. [...]
I find the text interesting. Legal texts are sometimes a little abrupt and can seem disconnected from reality. Nevertheless, I find it interesting. I find it very ambitious. It would have been worth it if we had taken it step by step. We've been turning a deaf ear for three years.» - Sandrine Dorbes, Compensation Strategy Expert, Creator of How Much
Experts like Sandrine Dorbes are giving conferences and educating HR leaders on the topic. But where are our dear HR teams on this process? It seems like some of them are a bit left behind and don’t even know how to start.
«I am very surprised by the level of ignorance of the text among HR managers. We have known about the text since 2023, and yet, during a conference I gave on the subject a few weeks ago, there were 150 HR people discovering the text in front of me. And I said to myself, "We have work to do”» - Sandrine Dorbes, Sandrine Dorbes, Compensation Strategy Expert, Creator of How Much
Some even draw a parallel with the GDPR policy that shook companies a few years ago.
Julie Asselin, our VP Marketing compared it with what happened on May 25th 2018: “Because I'm in marketing and HR, I can see the similarities on how we managed GDPR. I think we've really buried our heads in the sand, just like what’s happening with this Pay Transparency Directive.”
On the other hand, some experts are optimistic despite the hurdles mentioned above. Let’s find out!
An optimistic light for change
« In France, the government announced it wanted to pass a transposition law by the fall. The idea was not to wait until June 2026 to transpose. Multilateral consultations between trade unions and employers began on May 21. Normally, a draft law should be tabled in September. So, things are moving quickly. We should be a little ahead of the European timetable. » - Leslie Nicolaï, Labor Law Attorney and Founding Partner of FACTORHY Avocats
By mandating greater transparency in compensation practices, the directive aims to dismantle systemic inequalities and foster a culture of openness. Some experts view this legislation as a significant move to empower employees and hold organizations accountable for fair pay practices.
And the start of this change is already there:
« [To companies consulting me], I say to them: "I understand that you see this as a constraint, but you also have to see it as an opportunity." Because it's also an opportunity to rethink your practices in terms of pay policy, to make it more efficient and transparent, and perhaps also to gain competitiveness. Generally speaking, this directive will also allow us to move towards greater equality of treatment - and not just between women and men. The title of the directive refers to equality between women and men, but in reality, it's just about equality of treatment. The text provides that employees can receive, each year, information on their level of remuneration in relation to their category, for the different recognized genders. » - Leslie Nicolaï
Influence on organizational culture and employee engagement
Implementing the directive is expected to profoundly impact organizational culture by promoting transparency and trust. When employees have access to clear information about compensation, it can lead to increased engagement and morale.
«Today, employees want more transparency from their employers: to understand their vision and strategy, to make our daily work more meaningful and impactful. Implementing this directive in our organizations will trigger a positive dynamic that employees are eagerly awaiting. There will undoubtedly be a significant adaptation and education phase, but I believe the end result will be a profound cultural shift.» - Jessica Djeziri, Chief People Officer at Bloomays
However, how will current employees receive the directive? What will be the reactions and consequences of its implementation?
«This is a real risk for companies. Take an employee who's been with the company for ten years, paid 37k, who's never asked for a raise. Today, her position is worth 45k on the market. She'll understand the gap when she sees a job offer at that salary. This is a common situation: former employees are often paid less than new recruits. To advance, many end up leaving. And since companies must align with the market to recruit, this creates a feeling of injustice among existing teams. In organizations where seniority is high, these salary gaps can lead to departures. And this can't be corrected overnight.» - Sidonie Jadot, Founder of Les Clés
This kind of situation highlights how pay transparency can both build trust… and highlight imbalances that are difficult to justify. By establishing an open dialogue about compensation, companies can create a more inclusive and equitable environment—provided that transparency is accompanied by genuine in-depth work on compensation policies and internal career paths. The key lies in anticipating, listening, and proactively managing gaps to avoid a loss of engagement or an increase in turnover.
Challenges and opportunities in implementation
While the directive offers a roadmap to equity, it also presents challenges. Organizations must navigate the complexities of revising compensation structures, training managers, and ensuring compliance across different jurisdictions.
« I see that this topic is generating a lot of interest, because I'm asked to train entire teams—legal and accounting. It's rare to see so much concern so early on. Usually, these fears only arise later for a directive like this. But they're understandable: we know that a lot of things will have to be re-examined, from the structuring of HR data to the implementation of different professional categories, and even compensation policies, because certain practices will have to be significantly revised, or even abandoned.» - Leslie Nicolaï
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Despite these hurdles, the directive provides an opportunity for companies to differentiate themselves as leaders in fair pay practices, potentially attracting top talent and enhancing their employer brand.
The challenge of transparency without data
One of the critical concerns surrounding the directive is finding and giving the right data to employees while promoting transparency. Organizations must ensure that data they provide is correct and that disclosures comply with data protection regulations.
And experts agree: there’s a lot of work to do regarding the data:
« Transparency isn't about publishing salary scales by name. It's about being able to clearly explain how compensation is determined, based on what criteria, and how it evolves over time. If you ask any private sector employee today, I'm sure very few will be able to answer, even for their own salary!» - Jessica Djeziri
And the experts are unanimous: there's still a lot to do on the data front.
« The real problem, in my opinion, is the data. I’ve worked for small companies with no budget, and for enterprise groups with a lot of money: they have one thing in common: the quality of the data is very poor. And when an employee asks “What is the average salary?”, HR can give a figure… but before communicating it, they ask themselves: “Is this the right data?” The real problem is not the doubt of employees, but that of HR regarding the quality of their own data. When the data is not reliable, releasing a statistic becomes a risky exercise. The time it takes to respond can then seem suspicious. And as soon as it drags on or is unclear, the perception can quickly become: “What is HR trying to hide?” When in reality, HR is not hiding anything… it’s just that their tools are not good. » - Sandrine Dorbes
« The problem isn't the 5% threshold, it's the data. That's why I advise companies, starting today, to take stock of their data processing levels, their job levels, etc. » - Leslie Nicolaï
We give you tips and steps later on to start preparing your data collection so keep reading!
Long-term impacts on the market
In the long run, the directive is poised to reshape the labor market by new standards for equity. Equal treatment already exists, but this directive is taking it further. As transparency becomes the norm, societal perceptions of fair compensation are likely to evolve, leading to increased accountability and trust in organizations.
«The principle of equal treatment is already in place today—it’s nothing new. Case law affirming the concept of “equal pay for equal work” dates back to 1996, and the idea had already been established in various legal sources even earlier. Importantly, the directive does not mandate absolute equality. Rather, it means that if companies differentiate in how they treat employees, they must be able to justify those differences with objective, non-discriminatory criteria. Today, we already have legal precedents, regulatory texts, and other frameworks to support this. So moving forward, companies will still have the right to apply differentiated treatment. They are not being asked to implement perfect uniformity—but they will need to justify those differences with far greater rigor. That’s where companies will need to step up: by improving organizational structure, investing in manager training, and strengthening evaluation processes.» - Leslie Nicolaï
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Navigating legal compliance: Understanding the EU Pay Transparency directive
Clarifying employer obligations: a legal framework
The directive mandates several key obligations for employers:
- Salary transparency: Employers must provide job applicants with information about the starting pay or pay range for advertised positions, ensuring transparent and informed negotiations prior to interviews.
Prohibition of salary history inquiries: Employers are prohibited from asking applicants about their pay history, promoting fair compensation practices.Naviguer dans la conformité légale : comprendre les obligations de la directive
« The benefit for employees applying for jobs is that they'll have much greater transparency around the compensation they can expect. New requirements—particularly in job postings—will mandate the inclusion of salary ranges. During job interviews, employers will no longer be allowed to ask about a candidate’s salary history. This change is designed to prevent the continuation of pay inequalities that may have occurred with previous employers. » - Leslie Nicolaï
- Gender-neutral job postings: Job vacancy notices and titles must be gender-neutral, and recruitment processes should be conducted in a non-discriminatory manner.
Employee rights: Employees have the right to request information about pay levels and criteria for career progression, fostering transparency within organizations.
Reporting requirements: Employers with at least 250 employees are required to report annually on the gender pay gap, while those with 150 to 249 employees must report every three years.
Addressing the 5% pay gap threshold
A critical component of the directive is the requirement for a Joint Pay Assessment (JPA) when a gender pay gap of 5% or more is identified within any category of workers and cannot be justified by objective, gender-neutral criteria.
« A 5% pay gap can potentially trigger the preparation of a joint evaluation report with employee representatives—but only if several conditions are met," explains Leslie Nicolaï.
"First, there has to be a 5% gap. Then, it must be unjustified by objective, non-discriminatory criteria. Finally, the gap must remain unaddressed after six months. It’s not a sanction—it’s a tool for dialogue. » - Leslie Nicolaï
But what happens when these gaps are identified… and the company simply doesn’t have the budget to close them?
« The company will have to demonstrate that. Yes, we know there’s a gap that hasn’t been corrected due to budget constraints. You’re working within the financial limits of the company: a 2% increase in payroll is already more than I had back then. Before the cost-of-living crisis, my budgets were around…» - Sandrine Dorbes
Consequences of non-compliance: legal and reputational risks
Non-compliance with the directive can lead to significant legal and reputational repercussions.
- Financial penalties: Employers may face fines and be required to provide compensation for victims of pay discrimination.
- Shift in burden of proof: In cases of alleged pay discrimination, the burden of proof shifts to the employer to demonstrate that no breach has occurred.
- Reputational damage: Public disclosure of non-compliance can harm an organization's reputation, affecting employee trust and public perception
Beyond gender: Leveraging the EU Pay Transparency directive to promote comprehensive pay equity
Extending pay equity beyond gender
The EU Pay Transparency Directive mandates that employers disclose gender pay gap data, compelling organizations to confront and address disparities. This framework can be adapted to analyze and rectify pay disparities related to race, disability, and other dimensions of diversity. Employers can collect and analyze compensation data disaggregated by these factors to identify and address inequities.
By applying the directive's principles to all aspects of diversity, organizations can promote a more inclusive and equitable compensation structure.
Strategies for ensuring equitable pay across all dimensions of diversity
Organizations can employ several strategies to ensure equitable pay across all dimensions of diversity:
- Comprehensive pay audits: Regularly conduct pay audits that disaggregate compensation data by gender, race, disability status, and other relevant factors to identify disparities.
- Inclusive compensation policies: Develop and implement compensation policies that explicitly prohibit discrimination based on any aspect of diversity and promote equitable pay practices.
- Training and awareness: Provide training for HR professionals and managers on unconscious bias, equitable compensation practices, and the importance of diversity and inclusion in pay decisions.
"There’s a real need to raise awareness among HR teams about the stereotypes surrounding negotiation, which often hold women back. A well-known 2013 study from Columbia University highlights what’s known as the double standard: we tend to expect different behaviors based on gender. As a result, women often anticipate being negatively perceived when negotiating on their own behalf—whereas that same behavior is seen as assertive and positive in men. The outcome? Women tend to negotiate less effectively for themselves, but often excel when negotiating on behalf of their company in external contexts. These dynamics need to be acknowledged and understood, because this is where some of the inequities originate—in the ability and confidence to negotiate internally. And it’s not just an HR issue; it’s a broader organizational challenge that requires a collective response." - Sidonie Jadot
- Transparent communication: Communicate openly with employees about compensation structures, criteria for pay decisions, and the organization's commitment to pay equity.
Implementing these strategies can help organizations move beyond compliance and foster a truly inclusive and equitable workplace..
Conducting joint pay assessments: Best practices
When a gender pay gap of 5% or more is identified and cannot be justified, the directive requires a joint pay assessment with employee representatives. This collaborative approach ensures that both employer and employee perspectives are considered in addressing the gap.
Best practices for conducting these assessments include:
- Comprehensive data collection: Gathering detailed compensation data, including base pay, bonuses, and benefits, disaggregated by gender and role.
- Transparent analysis: Employing objective, gender-neutral criteria to analyze pay disparities, ensuring that all factors influencing compensation are considered.
- Collaborative dialogue: Engaging in open discussions with employee representatives to understand concerns and collaboratively develop action plans.
- Actionable outcomes: Developing and implementing strategies to address identified disparities, with clear timelines and accountability measures.
"An HR leader from a major French banking group—who shall remain unnamed—recently shared the challenges he's facing around gender pay disparities. Within his scope, women still trail significantly behind men in terms of compensation. He’s been given a limited budget—about 2%—to address these gaps, which forces him to allocate 4% in raises to women and 0% to men. The result? Some female employees receive raises aligned with their performance, while high-performing male employees receive none. Even more troubling, he sometimes feels pressured to inflate performance ratings—even in cases of underperformance—in order to justify a raise and help close the pay gap. All of this, in the name of the company’s policy: zero gender pay gap." - Sidonie Jadot
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Situations like this highlight how essential it is for equity policies to be backed by adequate resources and clear HR governance—to avoid counterproductive outcomes or a loss of credibility.
« I would have already started gathering and analyzing my HR data—salary levels, job descriptions, compensation components, and so on. Once the necessary information is collected, you need the capacity to process a large volume of data and consider whether investing in the right tools is necessary to manage it effectively. » - Leslie Nicolaï
By adhering to these best practices, organizations can effectively address gender pay gaps, fostering a culture of equity and inclusion.
The intersection of Pay Transparency and DEI initiatives
Pay transparency is a critical component of broader DEI initiatives within organizations. By promoting transparency in compensation, organizations can:
- Build trust: Demonstrate a commitment to fairness and equity, thereby building trust among employees.
- Attract diverse talent: Appeal to a broader pool of candidates by showcasing inclusive compensation practices.
- Enhance accountability: Hold the organization accountable for its DEI goals by providing measurable data on pay equity.
Integrating pay transparency into DEI strategies ensures that efforts to promote diversity and inclusion are supported by equitable compensation practices, leading to a more inclusive and fair workplace.
The power of Pay Transparency: Enhancing employer brand and reputation
Influence of Pay Transparency on employer brand and reputation
Adopting transparent pay practices signals to current and prospective employees that an organization values fairness and equity. This commitment can significantly enhance an organization's reputation, positioning it as an ethical and progressive employer. Research indicates that companies embracing pay transparency are often more successful at attracting and retaining top talent.
« All the upfront work of processing and analyzing data in anticipation of implementing the directive is also an opportunity for companies to evaluate their practices, ensure they comply with the principle of equal treatment, and showcase this commitment.
This is crucial for employer branding and competitiveness. In fact, it can serve as a strong competitive advantage against other companies—demonstrating that your organization offers highly favorable compensation conditions. » - Leslie Nicolaï
However, it's essential to approach pay transparency thoughtfully. While transparency can build trust, it may also lead to unintended consequences if not managed properly. Studies suggest that, at least in the short term, pay transparency may have some important benefits for employees and their employers.
Communication strategies to convey commitment to pay equity
Effectively communicating an organization's commitment to pay equity requires a strategic approach:
- Clear messaging: Develop and disseminate a clear message outlining the organization's pay equity goals, strategies, and progress.
- Regular updates: Provide regular updates on pay equity initiatives, including achievements and areas for improvement.
- Engagement with stakeholders: Engage employees, candidates, and external stakeholders in conversations about pay equity, fostering an environment of openness and trust.
“First and foremost, I would say: commit to transparency starting in 2025. We already have the European directive, and while we’re waiting for lawmakers to incorporate it into our national legislation, it’s clear that most of the directive’s key elements will ultimately become part of French law.
It makes sense to prepare now and be among the early adopters—such as posting salary ranges in job listings starting in 2025—rather than burying your head in the sand and waiting to be forced by regulation.” - Jessica Djeziri
Implementing these strategies can enhance an organization's reputation and build trust among employees and candidates.
Impact of Pay Transparency on talent attraction and retention
Pay transparency plays a crucial role in attracting and retaining top talent:
- Attracting Talent: Transparent pay practices ensure that candidates have clear expectations regarding compensation, making the organization more appealing to job seekers.
- Retaining Employees: Employees are more likely to stay with an organization that demonstrates fairness and equity in compensation, reducing turnover and enhancing organizational stability.
By fostering a culture of transparency, organizations can enhance employee satisfaction and loyalty.
“This transparency will help clarify companies’ compensation policies and may even shine a spotlight on lesser-known organizations that got an early start on these changes!” - Jessica Djeziri
Reputational risks of non-compliance and mitigation strategies
Failure to comply with pay transparency regulations can lead to significant reputational risks:
Legal consequences: Non-compliance may result in legal actions, including fines and lawsuits, which can damage an organization's reputation .
Loss of trust: Employees and candidates may lose trust in an organization that fails to uphold pay equity principles, leading to decreased morale and engagement.
To mitigate these risks, organizations should:
- Regular audits: Conduct regular pay audits to identify and address disparities.
- Transparent Reporting: Provide clear and accessible reports on compensation practices and pay equity efforts.
- Employee engagement: Engage employees in discussions about pay equity and involve them in the development of compensation strategies.
By proactively addressing pay equity and transparency, organizations can enhance their reputation and build a more engaged and loyal workforce.
“The transparency requirement will become official in June 2026, and I believe candidates will be closely watching whether companies comply with this law. Similarly, companies that try to circumvent the rules—like some U.S. firms have by posting excessively broad salary ranges—are likely to suffer reputational damage. I think the best approach is to prioritize honesty and transparency throughout the compliance process. While no one can be perfect, providing clear visibility into the progress of this cultural shift—both internally and externally—can actually enhance a company’s reputation.” - Jessica Djeziri
Tech-enabled transparency: How HR and talent strategies are evolving under the directive
From complexity to clarity: The role of HR Tech in enabling compliance
Modern HR systems are no longer just administrative tools; they’re strategic engines capable of generating real-time insights into pay equity. From compensation benchmarking and anonymized pay audits to automated reporting aligned with directive thresholds, technology is helping companies stay compliant without overburdening teams.
« HR tech is the game changer.
What used to take days of manual auditing can now be done in just a few clicks—real-time benchmarks, automated reporting, skills mapping. The result? HR shifts from managing a regulatory headache to leveraging a true strategic asset. Transparency becomes a powerful management tool, not just another Excel spreadsheet. » - Julie Asselin, VP Marketing at 365Talents
Why skills-based frameworks are the cornerstone of fair compensation
One of the most promising developments in equitable pay is the rise of skills-based compensation models. By tying compensation to demonstrated capabilities — rather than titles, tenure, or negotiation skills — organizations are creating more transparent, objective salary structures.
As Mathieu Martin, Head of Sales and co-founder of 365Talents says:
« Gone are the days of pay scales based on seniority or inflated job titles.
Skills frameworks are grounded in what people can actually do. That’s the foundation for a fair, transparent, and consistent compensation strategy—a key tool for strengthening HR’s credibility and aligning salaries with real-world performance. »
The directive doesn’t require a skills-based approach, but it makes the business case for adopting one stronger than ever.
« Putting skills at the center of the model isn’t a constraint—it’s an opportunity. A chance to build a more fair, agile, and resilient organization. And the companies that make this shift now will have a clear competitive edge tomorrow. » - Loic Michel, CEO & Co-founder of 365Talents
Companies that invest in clear skills frameworks and well-defined job levels gain a stronger ability to justify pay decisions—a major asset as reporting requirements continue to grow.
“Skills are the true foundation of equity. When you pay people for what they can actually do—not for their degree, their network, or how well they sell themselves—you level the playing field. That’s where trust begins.” - Loic Michel
Embedding Pay Transparency across the talent Llifecycle
Pay transparency can’t be treated as a one-off initiative. It must be woven into every stage of the talent lifecycle—from hiring to internal mobility, from promotions to retention strategies.
This requires a rethinking of how companies approach internal mobility, performance management, and career development.
The most forward-thinking organizations are using this moment to align internal communication, manager training, and talent development with the core principles of the directive.
« Pay transparency isn’t just about compensation—it’s a cultural shift. The companies that embed it across every stage of the talent journey—from hiring to promotion—will be the ones that attract, retain, and engage top talent.» - Mathieu Martin
Measuring What Really Matters: The New Metrics of Pay Equity
Meeting regulatory requirements is just the starting point. To drive real change, HR teams need to measure the actual impact of their efforts—going beyond overall pay gaps to analyze the underlying drivers of inequality.
Key metrics to track include:
- Gender and diversity distribution by pay band
- Skill levels for equivalent roles
- Salary progression by demographic group
- Average time to promotion by role and employee profile
- Internal mobility of underrepresented groups
- Participation rates and effectiveness of manager training on pay equity
"Numbers alone aren’t enough. Yes, measuring pay gaps is essential—but you also need to listen to what’s happening on the ground. Do people feel it’s fair? Do they understand the rules of the game?
Combining hard data with employee sentiment is the only way to lead an HR strategy that’s truly perceived as fair." - Julie Asselin
Looking ahead: The long-term ripple effects of the EU Pay Transparency Directive
As the EU Pay Transparency Directive begins to reshape the landscape of compensation and workplace equity, its impact extends far beyond compliance deadlines and HR checklists. This legislation is a catalyst for structural change — not just in how companies pay, but in how they operate, grow, and compete in a talent-driven economy.
We asked leading experts to reflect on the future: What will the directive mean for organizational design, global labor trends, and the companies just beginning this journey?
Shifting structures: How transparency will redefine organizations
Pay transparency is more than a policy — it’s a design principle that challenges the very foundations of traditional hierarchies. Experts predict that the directive will lead to flatter organizational structures, clearer role definitions, and more fluid career paths.
"Transparency isn’t a “nice-to-have.” It’s the backbone of a strong talent strategy. Hiring, internal mobility, promotions, performance reviews—everything should be based on clear, shared, and accountable criteria. And for it to truly work, managers need to be trained, a clear framework must be in place, and above all, it has to be well communicated. The companies that succeed are the ones that make transparency part of their culture—not just an HR tool." - Loic Michel, CEO de 365Talents
This shift toward transparency could also spark more cross-functional efforts to ensure pay equity between departments—encouraging companies to break down long-standing silos that have allowed opaque and inconsistent practices to persist.
A global wake-up call: 4 priorities to act on now
Experts agree on four key priorities to prepare effectively for the upcoming directive. Each organization will define its own roadmap, but these concrete levers should be activated without delay.
1. Rethink your compensation policy
« For me, the priority is reworking our compensation policy so it aligns with the rules we want to apply across the company. » - Sandrine Dorbes
« Once I’ve gathered and started organizing the data, the logical next step is to revisit our job postings. That’s probably the easiest lever. But it only makes sense if we’ve already redefined our pay strategy and salary ranges. » - Leslie Nicolaï
Your compensation framework needs to be transparent, consistent, and grounded in measurable criteria: skills, performance, job level. Many organizations are realizing they must formalize or update these frameworks now—well before reporting requirements kick in.
2. Get your data in shape — now
« We have dedicated teams that, every month after payroll is processed, make sure the data is clean across all HR, finance, and related systems. » -Sandrine Dorbes
« Don’t wait. Start reviewing your HR and payroll data now—compensation levels, job classifications. And ask yourself: will I need a tool to manage all of this? » - Leslie Nicolaï
Data is the foundation of compliance—and often the weakest link. You'll need clean, structured, and unified data to identify pay gaps, conduct audits, and produce mandatory reports.
3. Train HR, Managers, and social partners
« The challenge is that HR will have to talk about pay—and they’re not always equipped to do that. Managers tend to defer to HR, but they’re not trained either. We haven’t prepared them for this. » - Sandrine Dorbes
« Managers will need to justify pay differences. The most defensible justifications will be tied to performance or role-specific factors—which means they need to be ready now.. » — Leslie Nicolaï
Pay transparency demands conversations—often sensitive ones. HR and managers must be trained on both the substance (comp practices) and the communication. Don’t overlook the role of employee representatives, either—they’ll help co-develop corrective action plans if pay gaps over 5% are identified.
4. Assess financial impact and plan ahead
« The fourth point—and the most painful one—is financial. If gaps above 5% are found, companies and employee reps must co-create solutions. That means reliable data and open dialogue. » - Sandrine Dorbes
« I would’ve already started modeling the financial impact and setting aside budget. This directive will surface pay gaps—and in some cases, they’ll need to be corrected. » - Leslie Nicolaï
Salary adjustments, retroactive corrections, and structural pay revisions can carry major budget implications. By modeling these impacts today, companies can avoid financial shocks and phase in adjustments strategically and sustainably.
