The EU Pay Transparency Directive, passed in May 2023, represents the most significant change to European employment law in decades. By June 2026, all 27 EU member states must implement comprehensive pay transparency and reporting requirements that fundamentally alter how organisations manage compensation.
This isn't just regulatory reporting. It's public disclosure. Your competitors see it. Prospective employees researching your employer brand see it. Current employees compare their situations with colleagues. Investors evaluating ESG performance see it. Works councils gain unprecedented access to pay data and decision rights over remediation.
Most organisations approach compliance as a project: analyse current state, fix obvious gaps, implement reporting systems, and move on. This approach fails because the Directive requires ongoing operational changes, not one-time remediation.
We help organisations build sustainable compliance infrastructure using our Pay Transparency Framework—addressing strategic, organisational, operational, and compensation architecture dimensions that determine whether you'll meet obligations whilst maintaining operational effectiveness.
Deep Expertise in Variable Compensation
The most complex aspect of EU pay transparency isn't base salary—it's variable compensation. Sales commissions, bonuses, equity grants, allowances, and benefits in kind each require distinct approaches to transparency reporting. Most HR consultancies lack the technical expertise to design incentive programmes that remain motivating whilst meeting transparency requirements.
RevEng's compensation practice combines decades of experience in sales compensation design with deep knowledge of European employment law. We understand how accelerator structures must be documented, how territory assignments impact equity analysis, and how consumption-based models create reporting complexity.
Proven Framework for Sustainable Compliance
Our Pay Transparency Framework provides a structured methodology that addresses the full complexity of compliance. Developed from guiding organisations through complete Directive implementations, the framework ensures nothing falls through the cracks whilst building capabilities that sustain compliance over time.
Strategic Foundation
Setting Direction, Philosophy & Investment Strategy
Organisational Readiness
Governance, Capabilities & Risk Management
Operational Infrastructure
Systems, Processes & Reporting Mechanisms
Compensation Architecture
Structure Design, Remediation & Sustainability
Practical Implementation Experience
We've guided organisations through full compliance, including:
Multi-country implementations coordinating across 15+ member states
Complex works council negotiations during joint assessments
Sales compensation redesigns integrating transparency with performance motivation
Technical platform selections and implementations
Remediation programmes addressing gaps exceeding £10M annually
Our expertise combines EU regulatory knowledge, compensation design capability, technical implementation excellence, works council relationship management, and change management discipline.
The Pay Transparency Framework provides a comprehensive approach to building sustainable EU compliance. Each pillar addresses critical dimensions that determine whether organisations meet obligations effectively whilst maintaining operational capability.
Strategic Foundation
1.1 Compliance Readiness & Risk Assessment
1.2 Pay Philosophy & Category Design
1.3 Cultural Alignment & Change Management
1.4 Business Integration & Value Creation
1.5 Financial Planning & Investment Strategy
1.6 Crisis Management & Reputation Protection
Organisational Readiness
2.1 Current State Baseline Assessment
2.2 Governance Framework & Decision Rights
2.3 Right-to-Information Operating Model
2.4 Resources & organisational Capabilities
2.5 Risk Profile & Mitigation Strategy
2.6 Cross-Border Compliance Coordination
Operational Infrastructure
3.1 Data Architecture & Reporting Systems
3.2 Pre-Employment Transparency
3.3 Process Standardization & Documentation
3.4 Communication & Training Strategy
3.5 Monitoring & Continuous Compliance
3.6 Integration & Coordination Systems
Compensation Architecture
4.1 Pay Structure Redesign
4.2 Variable Compensation Transparency
4.3 Performance-Pay Linkage & Progression
4.4 Exception Management Framework
4.5 JPA-Ready Documentation Suite
4.6 Sustainability & Continuous Improvement
Pillar 1: Strategic Foundation
What This Pillar Addresses
We use the framework to structure decision rights. The Compensation Governance Board owns guiding principles and corporate elements. The Design Committee focuses on operational and comp plan elements. This clarity prevents every decision from escalating to executives.
Compliance Readiness Assessment
Map your requirements across all EU member states where you operate.
Which reporting tier applies to each entity?
When does reporting start?
What's your exposure if you miss deadlines?
What penalties apply in each jurisdiction?
Most organisations discover that their compliance obligations are more complex than initially thought, as different entities fall into different reporting tiers with varying timelines.
Pay Philosophy Documentation
The Directive requires justifying pay differentials with objective, gender-neutral criteria. If you haven't clearly documented your compensation philosophy, which describes the factors that legitimately drive pay differences (performance, experience, skills, market conditions, geographic location), you can't defend your pay decisions. This philosophical work must happen before system implementation because it determines what data you need and how you'll analyse it.
Financial Planning for Remediation
When your analysis reveals gaps, you'll need a budget to close them. Remediation can be expensive.. If you discover a 7% gap in a category with 200 workers earning an average of €60,000, closing that gap costs roughly €840,000 annually. Multiply across multiple categories, and the numbers can escalate rapidly. Leadership needs realistic financial projections before beginning compliance efforts, not surprises six months into implementation.
Change Management Strategy
Pay transparency fundamentally changes how employees experience compensation. Some will discover they're paid below peers. Others will learn that their "special deal" isn't special at all. Managers lose the flexibility to address retention issues with discretionary increases if those increases create documented inequities. Without proactive change management, these dynamics create organisational turbulence that distracts from compliance objectives.
Risk Assessment
Understanding regulatory, reputational, and litigation exposure across jurisdictions. This includes assessing media exposure potential, employee activism risks, and developing comprehensive defence strategies for potential claims.
Cross-Border Compliance Coordination
Developing unified management approaches for multi-jurisdictional compliance, including coordination mechanisms for consistent decision-making and harmonised reporting across member states.
Pillar 2: Organisational Readiness
What This Pillar Addresses
Current state assessment, governance structures, operational capabilities, and resource availability.
This crucial stage involves a candid evaluation of your organisation's capacity to meet compliance demands.
Data Quality and Systems Integration
Most organisations discover their compensation data is fragmented, incomplete, or inconsistent. Base salary lives in payroll. Sales commissions flow through SPM platforms. Annual bonuses might be managed in separate performance systems. Equity grants, allowances, benefits in kind—each has its own data source. Getting clean, integrated compensation data is challenging even for sophisticated organisations.
Governance Structure Design
Who owns pay transparency compliance? How do decisions escalate? What approval thresholds apply? The Directive requires clear governance for pay decisions, exception management, and remediation planning. Without defined governance, compliance efforts stall as every decision becomes a negotiation.
Works Council and Social Partner Engagement
In many EU member states, works councils have significant rights regarding pay transparency. When reporting reveals gaps exceeding 5%, you must conduct joint pay assessments with workers' representatives within six months. If you haven't established productive relationships with works councils before this deadline, the joint assessment process becomes adversarial rather than collaborative.
Manager Capability Development
Transparency requirements demand new manager competencies. Managers need training in gender-neutral decision-making, pay conversation skills for transparency environments, performance calibration without bias, and documentation standards for defensible decisions.
Change Readiness Assessment
Measuring cultural baseline and identifying resistance points. This includes stakeholder engagement strategies, communication planning, and trust-building initiatives addressing employee concerns.
Resource and Capability Assessment
Evaluating current organisational competencies against requirements, inventorying capabilities, and prioritising gap closure needs for building sustainable expertise.
Pillar 3: Operational Infrastructure
What This Pillar Addresses
Systems, processes, data architecture, and execution capabilities.
Sustainable compliance requires a robust operational infrastructure that handles complexity without overwhelming administrative capacity.
Data Architecture & Reporting Systems
Develop automated systems calculating required transparency metrics with real-time accuracy. This is particularly complex for variable compensation, where you must integrate sales compensation data from quote-to-cash systems, ensure accelerator transparency, and document all variable pay allocation rules.
The Directive requires sex-disaggregated reporting across worker categories, pay quartiles, and all forms of variable pay. You need calculation engines with quality assurance protocols, not manual spreadsheets that break when your organisation evolves.
Worker Information Request Management
Workers have the right to request pay information, and you must respond within defined timelines (many member states specify two months). You need systematic processes for intake, tracking, data compilation, quality assurance, and response delivery. Annual notification programmes inform workers of their rights, and accessibility standards ensure information reaches all workers regardless of format preferences or disabilities.
Joint Assessment Preparation and Execution
When gaps exceed 5%, joint assessments with works councils become mandatory. This requires trigger monitoring systems, remediation protocols, coordination procedures, and documentation frameworks. Organisations that haven't prepared operationally for joint assessments face compressed timelines and suboptimal outcomes.
Process Standardisation and Documentation
Creating comprehensive procedures governing pay-related decisions throughout the employee lifecycle. This includes hiring protocols, promotion procedures, pay progression frameworks, calibration protocols for consistent performance evaluation, and documentation of all variable compensation methods.
Communication and Training Strategy
Developing manager certification programmes to ensure competency in gender-neutral decision-making, employee communication informing workers of transparency rights, social partner protocols for structured engagement, and crisis communication plans for managing transparency-related issues.
Monitoring and Continuous Compliance
Implementing systematic approaches for ongoing transparency monitoring through automated gap detection, real-time compliance tracking, predictive warning systems, and continuous improvement frameworks.
Pillar 4: Compensation Architecture
What This Pillar Addresses
Structure design, remediation approaches, and long-term sustainability.
Getting compensation architecture right determines whether transparency requirements are achievable or whether you're constantly managing exceptions and explaining anomalies.
Gender-Neutral Job Evaluation Framework
Determining "work of equal value" requires objective job-evaluation systems that compare roles based on skills, effort, responsibility, and working conditions—not job titles or historical precedent. Many organisations lack these systems or have classification structures built on legacy approaches that don't withstand transparency scrutiny.
Redesigning job architecture requires gender-neutral evaluation criteria, the integration of soft skills to support transparent decision-making, and framework consistency across entities under a single-source doctrine.
Pay Structure Redesign
Optimising salary band structure for transparency and equity through range width analysis, midpoint progression establishment, cross-entity comparison frameworks, market positioning strategies, and geographic differential methodologies.
Variable Compensation Transparency
The most technically complex aspect of the Directive. Sales compensation, bonuses, and equity grants each create distinct transparency challenges:
Sales Compensation Redesign: Ensuring OTE standardisation, commission structure simplification, accelerator documentation, and territory assignment equity. We've redesigned sales programmes across quota-based, consumption-based, and hybrid models to integrate transparency whilst maintaining motivation.
Bonus Programme Overhaul: Redesigning bonus programmes for transparency through target-setting methodologies, performance weighting clarity, and objective allocation criteria.
Equity and Long-Term Incentives: Developing transparent frameworks for equity grants, ensuring allocation criteria are objective and documented.
Performance-Pay Linkage Documentation
The Directive allows pay differentiation based on performance, but you must document how performance is translated into pay decisions. This includes merit increase matrices with transparent progression, promotion criteria applied consistently, performance calibration to ensure unbiased evaluation, and exception management with a documented objective rationale.
Career Progression and Advancement Frameworks
Documenting worker advancement to higher pay levels through clear advancement criteria, performance linkages, and transparent progression pathways that work across geographies and business units.
Remediation Planning
When analysis reveals gaps, you need structured remediation approaches with measurable milestones. This includes scenario modelling showing costs across different approaches, phased strategies balancing compliance with budget constraints, and ongoing monitoring to prevent new gaps from emerging.
The Directive establishes five categories of employer obligations, each with specific timelines and enforcement mechanisms:
Obligation 1: Pre-Employment Pay Information
What it requires:
Before making hiring decisions, you must provide job applicants with the initial pay level or pay range for the advertised position. This applies to all job postings, whether internal or external.
What changes:
Generic language like "competitive salary" or "compensation commensurate with experience" no longer complies. You must disclose actual pay ranges based on objective criteria. The ranges must reflect what you would genuinely pay someone in that role, not artificially wide bands created just to satisfy the letter of the law.
The enforcement angle:
Applicants can challenge whether disclosed ranges accurately reflect actual pay levels. If your posted range is €40,000 to €80,000 but everyone hired in the past year started between €55,000 and €65,000, you're creating legal exposure whilst failing to meet the transparency objective.
Additional prohibition:
You cannot ask applicants about their current or past salary. This practice, designed to prevent the perpetuation of historical pay inequities, requires fundamental changes to recruiter training and interview processes.
Obligation 2: Worker Information Rights
What it requires:
Workers have the right to request information about their individual pay level and the average pay levels (broken down by sex) for categories of workers doing the same work or work of equal value. You must respond within a reasonable timeframe, which many member states define as 2 months.
What "categories of workers" means:
This is where implementation gets complex. You must define categories based on work performed, not just job titles. A "Senior Sales Executive" in London doing enterprise deals isn't comparable to a "Senior Sales Executive" in Lisbon managing SMB accounts, even if they share the same title. Your categorisation approach must be defensible and based on objective work evaluation.
Obligation 3: Reporting Obligations
What it requires:
Report gender pay gap information at defined intervals based on organisation size:
100-149 employees: Every 3 years
150-249 employees: Every 3 years
250+ employees: Annually
What you must report:
Sex-disaggregated pay data across worker categories, pay quartiles showing gender distribution, variable compensation components (bonuses, commissions, equity), and work of equal value determinations.
The complexity:
This isn't a simple headcount by pay band. You need statistical analysis that controls for legitimate factors (experience, tenure, performance, location) to isolate potential discrimination. Basic reporting tools don't provide the statistical rigour or audit trails that regulators and courts expect.
Obligation 4: Joint Pay Assessment When Gaps Exceed 5%
What it requires:
When reporting reveals gender pay gaps exceeding 5% in any category that objective, gender-neutral criteria cannot justify, you must conduct a joint pay assessment with workers' representatives within six months.
What this means practically:
In many EU member states, works councils have significant rights and input. The joint assessment isn't a formality but a collaborative process that requires data sharing, analysis disclosure, and agreement on remediation plans. Organisations that haven't prepared for this find themselves in reactive mode, negotiating timelines and approaches under pressure.
The remediation requirement:
You must develop concrete remediation plans with measurable milestones and implement changes within reasonable timelines. "We'll monitor it" doesn't satisfy the requirement.
Obligation 5: Shifted Burden of Proof
What it changes:
When workers establish facts suggesting pay discrimination exists, you must prove your pay practices comply with equal pay principles. Courts can presume discrimination exists if you've failed to provide required transparency information.
The practical impact:
Your compensation decisions must be documented, defensible, and based on objective criteria—not manager discretion or negotiation outcomes. The "we pay based on what someone can negotiate" defence doesn't work when you can't prove the negotiation was free from bias.
The Work of Equal Value Challenge
Determining what constitutes "work of equal value" requires objective job-evaluation systems that compare roles based on skills, effort, responsibility, and working conditions. Many organisations lack these systems or have classification structures built on historical job titles rather than objective work assessment.
Variable Compensation Complexity
The Directive applies to all forms of pay: base salary, bonuses, commissions, profit sharing, equity grants, allowances, benefits in kind, and other variable components. Each creates distinct transparency challenges:
Sales Compensation: How do you report on accelerators that create wide pay dispersion? How do you document territory assignments to ensure equitable opportunity? How do commissions on consumption-based revenue get categorised for comparison purposes?
Performance Bonuses: Are bonus pools allocated gender-neutrally? Do performance calibration processes eliminate bias? Can you document the objective criteria used for all bonus decisions?
Equity Grants: Are equity allocations based on objective criteria? Can you demonstrate that women and men in similar roles receive comparable equity treatment? Most organisations discover their variable compensation programmes weren't designed with transparency in mind. Fixing this requires redesigning incentive structures, not just reporting on them.
Works Council Dynamics
In member states with strong works council traditions, transparency implementation becomes a social partnership exercise. Councils gain access to previously confidential compensation data and decision rights over gap remediation. Organisations without established collaborative relationships find themselves negotiating under pressure.
Data Quality Problems
Compensation data is often fragmented across systems, inconsistent in definitions, or incomplete for historical periods. You can't comply with reporting requirements if you can't confidently produce the data. Most organisations underestimate the data cleansing and integration work required.
Cultural Resistance
Managers accustomed to discretion in pay decisions resist standardisation. Employees discover colleagues in similar roles earn different amounts. Leadership worries about a competitive disadvantage if compensation information becomes public. Without active change management, these cultural barriers kill compliance efforts regardless of technical readiness.
What You Get
Comprehensive compliance readiness assessment across all four pillars of our framework, identifying gaps and providing a prioritised roadmap for sustainable compliance.
When You Need This
Beginning the EU Pay Transparency compliance journey
Uncertain about compliance obligations across multiple member states
Need an executive-level business case for investment
Want an integrated assessment rather than a piecemeal approach
Our Approach Using the Pay Transparency Framework
Evaluating your organisation across all four pillars—Strategic Foundation, Organisational Readiness, Operational Infrastructure, and Compensation Architecture—to provide a complete picture of compliance readiness and implementation requirements.
Deliverables
Comprehensive compliance readiness report across all four pillars
Member state implementation variation analysis showing jurisdiction-specific requirements
Gap analysis prioritising remediation efforts
Financial investment assessment with budget requirements and ROI projections
Risk assessment covering regulatory penalties, reputational damage, and litigation exposure
Integrated implementation roadmap with phasing and timelines
Executive presentation with business case
Timeline: 6-10 weeks, depending on organisational complexity and geographic footprint
What You Get
Pay philosophy documentation, governance structure design, and process frameworks for sustainable ongoing compliance.
When You Need This
Lack of documented pay philosophy with objective criteria
Undefined governance for pay decisions and exception management
No established works council engagement approach
Need operational processes for worker information requests
Our Approach
Pay Philosophy Development: Articulating objective, gender-neutral principles that justify pay differentials whilst aligning with business needs.
Governance Framework Design: Establishing decision rights, approval workflows, and escalation protocols that provide clarity whilst remaining operationally feasible.
Works Council Engagement Strategy: Developing collaborative approaches to social partner consultation, particularly for joint pay assessments when gaps exceed thresholds.
Process Design: Creating standard operating procedures for hiring, promotions, pay progression, and variable compensation allocation that embed transparency principles.
Deliverables
Documented pay philosophy with objective criteria
Governance charter with decision rights (RACI framework)
Works council engagement protocols and communication plans
Standard operating procedures for all pay decisions
Exception management framework
Training curriculum for managers and HR teams
Timeline: 6-8 weeks for framework design
What You Get
Technical infrastructure enabling automated compliance reporting, monitoring, and ongoing management without overwhelming administrative burden.
When You Need This
Current systems can't produce the required reporting
Data lives in multiple disconnected platforms
Variable compensation is not integrated with base pay data
Need to evaluate pay equity software vendors
Our Approach
Data Architecture & Integration Design: The Directive requires integrating data from multiple systems. Base salary lives in payroll. Sales commissions flow through SPM platforms. Annual bonuses might be managed in separate performance systems. Equity grants, allowances, benefits in kind—each has its own data source. We design data pipelines that integrate variable compensation data from all sources into a unified transparency report.
Automated Reporting Systems: Building calculation engines that produce required metrics with quality assurance protocols, not manual spreadsheets.
Worker Information Request Management: Creating systematic approaches for handling requests within mandated timelines, including intake procedures, tracking mechanisms, and response delivery systems.
Vendor Evaluation Framework: If you're considering pay equity software platforms, we provide a structured evaluation methodology matching solutions to your organisational profile and requirements.
Deliverables
Timeline: 4-12 weeks for design; implementation timing varies by technical complexity
What You Get
Variable compensation programmes redesigned to integrate transparency requirements whilst maintaining performance motivation.
When You Need This
Sales compensation creates transparency and complexity
Variable pay programmes weren't designed for disclosure
Accelerators and bonuses create wide pay dispersion
Need to ensure equity in territory/quota assignments
Our Approach
Deliverables
Timeline: 6-10 weeks, depending on programme complexity
What You Get
Specialised analysis and redesign for the most complex transparency challenge—ensuring variable pay programmes comply whilst remaining motivating.
When You Need This
Sales compensation represents a significant portion of total rewards
Complex incentive structures with accelerators and SPIFs
Multiple variable pay vehicles (commissions, bonuses, equity)
Concerned about maintaining motivation whilst ensuring equity
Our Approach
Deliverables
Timeline: 4-6 weeks for analysis; plan redesign adds 6-10 weeks if required
Benchmarking & Market Analysis
Understanding market practices helps position your transparency approach competitively:
Market data collection specific to the EU transparency landscape
Peer practice analysis showing how competitors address requirements
Geographic differential strategies for multi-country operations
Competitive positioning whilst maintaining equity
Cost Modelling & Remediation Planning
When analysis reveals gaps, you need realistic financial projections:
Scenario modelling showing remediation costs across different approaches
Phased remediation strategies balancing compliance with budget constraints
Business case development for securing leadership investment
ROI analysis demonstrating long-term benefits of proactive compliance
European Works Council Support
For organisations managing complex works council relationships:
Pre-assessment engagement to prepare for joint assessments
Facilitation services during joint assessment processes
Ongoing consultation protocols and communication frameworks
Dispute resolution and escalation management
Cross-border coordination across multiple councils
Manager Capability Development
Transparency requirements demand new manager competencies:
Gender-neutral decision-making training
Pay conversation skills for the pay transparency environment
Performance calibration without bias
Exception request evaluation with objective criteria
Documentation standards for defensible decisions
Most organisations begin with an Overall Assessment & Design Against the Framework to understand compliance requirements across all dimensions. This assessment identifies priorities and informs the sequencing of subsequent work.
Strategy & Process Assessment & Design typically follows, establishing a philosophical foundation and operational processes. This includes engagement strategies for works councils, critical for joint assessments.
Systems & Tools Assessment & Design often run in parallel, as technical infrastructure requirements become clear during process design.
Incentive Compensation Strategy Assessment & Plan Design addresses the specific complexities of variable pay, which represents the most challenging aspect for many organisations.
Common Engagement Paths:
Full Compliance Programme: Assessment → Strategy & Process → Systems → Variable Compensation (16-24 weeks)
Variable Comp Focus: Assessment → Incentive Strategy → Implementation (10-14 weeks)
Quick Diagnostic: Overall Assessment only (6-10 weeks for roadmap and business case)
Works Council Preparation: Strategy & Process → Works Council Support (ongoing)
We partner with you through implementation using our proven 4D Framework—ensuring compliance programmes don't just exist on paper, but deliver sustainable outcomes.
Diagnose
Using the Pay Transparency Framework to assess the current state across all four pillars
Design
Developing integrated solutions addressing strategic, organisational, operational, and compensation architecture dimensions
Deploy
Implementing with hands-on support through technical buildout, works council engagement, and change management
Decode
Establishing ongoing monitoring and continuous compliance frameworks that sustain results over time
What Sets Us Apart
Most consultancies approach pay transparency as a compliance exercise. It is an opportunity to strengthen compensation practices whilst building competitive advantages.
Compensation Design Expertise
Our compensation practice has designed incentive programmes for hundreds of organisations. We understand how to balance transparency requirements with performance motivation—particularly in complex variable compensation environments.
European Implementation Experience
We've guided organisations through complete Directive implementations across 15+ member states, navigating variations across member states, works council dynamics, and cultural differences.
Integrated Methodology
Our Pay Transparency Framework provides comprehensive coverage, whilst our 4D approach ensures successful implementation. We don't leave you with recommendations. We partner through execution.
Operational Pragmatism
We design solutions that work in practice, not just in theory. Systems must handle edge cases. Processes must scale. Governance must enable decisions, not create bottlenecks.
Compliance Readiness: Do you understand your obligations across all EU member states where you operate?
Data Capability: Can you produce sex-disaggregated pay data across all worker categories and variable compensation components?
Variable Compensation: Are your sales compensation, bonus, and equity programmes designed for transparency disclosure?
Works Council Relationships: Have you established collaborative approaches to social partner consultation?
Remediation Capacity: Do you have realistic financial projections for closing gaps if analysis reveals issues?
Operational Infrastructure: Do you have processes and systems for ongoing compliance, not just one-time reporting?
TBD
Decsription
Comprehensive Guides:
[EU Pay Transparency Guide] - Complete compliance framework for CHROs and Total Rewards Leaders
[Pay Equity Software: A Strategic Selection Guide] - Vendor evaluation framework
[ICM/SPM Guide 2025] - Comprehensive guide on incentive compensation management
[Sales Compensation Growth Model] - Integrated compensation design framework
Blog Posts:
[EU Pay Transparency] - TO BE EXTRACTED from EU Pay Transparency Guide
[The Consumption-Based Sales Compensation Framework]
[Sales Compensation & Talent Strategy]
[Sales Comp Design] - TO BE EXPANDED from the Consumption-Based framework
Related Frameworks:
[Pay Transparency Framework] - Our 4-pillar approach to sustainable compliance
[Growth Excellence Model (GEM)] - Comprehensive commercial transformation framework
[4D Framework] - Our approach to Diagnose, Design, Deploy, and Decode
[Sales Compensation Growth Model] - Three-level framework for compensation design
Our Services:
[Sales Compensation & Incentive Design] - Variable pay expertise
[RevOps Strategy & Organisational Design] - Governance and process design
[Compensation Strategy & Assessment] - Pay philosophy and structure
[Growth Excellence Model Services] - Complete commercial transformation
Ready to Build Sustainable Compliance?
Organisations starting now have reasonable implementation timelines. Those waiting face compressed schedules and elevated risk.
Which service do you need? Not sure? Start with the Overall Assessment & Design Against the Framework to understand your compliance landscape and build an integrated roadmap.