EU Pay Transparency Directive advisory
Explaining every pay outcome through objective, documented and gender-neutral decisions.
About Roth & Del Aguila Consulting
Founding Partner, Job Architecture & Reward
Senior adviser to executives and boards on job architecture and reward, from first design to enterprise-wide rollout.
Founding Partner, Governance & Strategy
Senior executive and board member advising on strategy and corporate governance, with 15+ years across banking and other industries.
The shift
Success will be judged not by the outcomes reported, but by the ability to show they came from objective, documented, gender-neutral decisions.
“How was my pay determined?”
“Why did another employee get a different outcome?”
“What criteria govern progression and reward?”
“How does the organisation ensure fairness?”
What this is not
The Directive does not require organisations to eliminate all pay differences or fundamentally redesign reward structures.
Differences can appropriately exist because of
Every pay outcome is the end of a chain of decisions
The Directive does not create new decisions. It creates new visibility into existing decisions.
Front-line reality
Managers will be expected to justify outcomes that employees once accepted without question.
Roles at comparable levels can carry materially different reward opportunities.
Technology, cyber, data and quantitative roles often attract significant premiums.
Acquisitions and reorganisations leave inherited structures, across countries with different labour markets.
Differences are legitimate. Transparency puts the focus on how consistent and explainable they are.
Across the organisation
Employees, regulators and other stakeholders will evaluate pay decisions holistically.
One question about pay leads to questions about
Sustainable compliance requires alignment between
Where we help
Many of the hardest issues are organisational rather than technical.
An opportunity to strengthen governance and consistency before transparency increases.
How we work with you
Success depends on showing that decisions are fair, consistent and supported by clear governance.
Executive takeaway
Pay outcomes must be explained consistently, through objective, documented and gender-neutral criteria.
The best-prepared organisations will connect job architecture, hiring, performance, progression and reward before scrutiny arrives.
Trusted clients
Banks, sovereign wealth funds and industrial groups our partners have worked with.
Questions
No. The Directive does not require organisations to eliminate all pay differences or fundamentally redesign reward structures. Differences can be justified by market demand, role complexity, performance, experience and geography. What changes is that you must be able to explain how each outcome was reached.
With the foundations: job architecture and role evaluation, the use of objective and gender-neutral criteria, and an internal audit of existing pay, performance, promotion and reward practices.
HR and Reward, HR Business Partners and business leaders, Legal and Compliance, Employee Relations, and the teams that own data, reporting and governance, across every country you operate in.
An independent adviser offers a neutral view, experience from comparable programmes, objective challenge and extra capacity. That helps separate practices with a clear rationale from those that simply grew over time.
Contact
Speak to us.