全球薪酬平等戰(zhàn)略指南+Global+Pay+Equity+Strategy+Guide

GlobalPayEquity

StrategyGuide

2024Edition

Introduction

Ataconceptuallevel,payequityisthepracticeofensuringemployeepayisbasedonlegitimate,non-discriminatoryfactors,suchasskill,effort,responsibilitylevel,andworkingconditions.

Implementingaglobalpayequitystrategyenablesemployerstoensurethattheirpayisequitable.

Inthisguideweexplorethesixpillarsofaneffectiveglobalpayequitystrategy:

?ProactivePayEquity

?PreventionofPayInequities

?GlobalCompliance&Reporting

?StrategicPayTransparency

?Communication&ChangeManagement

?Measurement&Accountability

We’llalsoexaminebroaderissuesaffectingpayequity,includingtheEUPayTransparencyDirective,theimpactofopportunityequity,andhowpayequitysoftwareequipsyourorganizationwiththetoolsitneedstocarryoutdata-drivenpayequityanalyses.

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usac

TableofContents

Introduction 2

WhyPayEquityMatters 4

SixPillarsofanEffectiveGlobalPayEquityStrategy 5

Pillar1:ProactivePayEquity 6

Pillar2:PreventionofPayInequities 8

Pillar3:GlobalCompliance&Reporting 9

Pillar4:StategicPayTransparency 9

Pillar5:Communication&ChangeManagement 10

Pillar6:Measurement&Accountability 12

DevelopingaPayEquityStrategy–ExploringBroaderTrends 14

SupportYourPayEquityProcesswithPayEquitySoftware 17

Conclusion 18

AdditionalResources 19

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WhyPayEquityMatters

Ensuringpayequityisalegalimperative.Thelastfewyearshaveseenpayequityregulationsandlegisla-tionexpandingaroundtheworld.Increasedlegislationmeansincreasedcomplianceandreportingactivi-tiesforbusinesses.

Employersalsohaveanethicalimperativetoensuretheiremployeesarepaidfairly.

Payequityisanimportantpartofattractingandretainingtoptalentinacompetitivelabormarket.Researchrevealsthat:

?By2030,theglobaltalentshortagewillreach85millionpeople,atacostof$8.5trillioninunrealizedrevenue

(KornFerry)

.

?Datafromthe

U.S.ChamberofCommerce

showsthatthereare9.5millionjobopeningsintheU.S.,butonly6.5millionunemployedworkers.

?Includingsalaryinjobpostingsattractsmoreapplicants.

87%ofemployees

participatinginaResumeLabsurveyagreethatjobpostingsshouldhaveasalaryrange.80%sayitislikelyorhighlylikelythatthelackofsalaryinformationinajobpostwouldpreventthemfromapplying.

?Jobpostingsthatincludesalarydatareceive50%moreapplications,onaverage

(ZipRecruiter).

?Researchshowsthat

two-thirdsofworkers

wouldchangejobstoworkforanemployerofferinggreaterpaytransparencythantheircurrentworkplace.

?

Indeeddata

showsthathalfofallU.S.jobpostingsnowincludesalary,nearlytriplethepercentagerecordedinFebruary2020.Notallthisgrowthisduetocompliance.WhileCaliforniaunsurprisingly

headsthelistofstateswiththelargestincreaseinpaytransparency,SouthDakotaisinfifthplace.SouthDakotacurrentlydoesnothave

paytransparencylegislation

inplace.

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SixPillarsofan

EffectiveGlobalPay

EquityStrategy

Implementinganeffectiveglobalpayequitystrate-

gycanbedifficultforemployersnavigatingexpand-

ingpayequitylaws.

Forinstance,U.S.employersfaceincreasinglycom-

plexchallengesincreatinganeffective

payequity

processandensuringcompliance:

?Atleastsixstatesassessequalpayclaimsbasedon“substantiallysimilar”work

?Atleastninestatesuse“comparablework”toevaluateequalpayclaims

?In

21states,

plaintiffemployeesmustprovetheywerepaidlessfor“equalwork”

Paytransparencylawsmayalsobeinterpreteddif-

ferentlyacrossthe12federalregionalcircuitcourts.

IntheSeventhCircuit,priorsalaryjustificationwasdeemedanacceptabledefenseinthecaseof

Kortyv

Indiana.

Thatsamedefensecannotbeusedtojustifyunexplainedpaygapsinatleastsixothercircuits.

AtTrusaic,wehavedeveloped–andrecommend–aglobalpayequitystrategyframework,consistingofthefollowingsixpillars:

?ProactivePayEquity

?PreventionofPayInequities

?GlobalCompliance&Reporting

?StrategicPayTransparency

?Communication&ChangeManagement,and

?Measurement&Accountability

Weaimtoenableemployerstodevelopapayequitystrategythatalignswiththeirorganizationalneeds.Below,weexploreeachpillarindetail.

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Pillar1:ProactivePayEquity

Thefirstpillarinvolvescarryingoutaproactivepayequityanalysisonaregularbasistoevaluateyourorganization’spayequitysituationandaddressanypaydisparitiesidentified.

Whatdowemeanbypayequity?

Let’sstartwiththerawpaygap,whichthe

InternationalLabourOrganisation

definesas:“…theearningsofmenminustheearningsofwomen.Thiscanbecalculatedforaveragewages,medianwages,orwagesindifferentplacesinthedistribution.”

Inessence,therawpaygaptellsushowaverageandmedianpaydiffersbydemographicgroup,suchasaverage,ormedian,payformenversusaverage,ormedian,payforwomen.Asanotherexample,itcanbeusedtocomparethepayofblackemployeeswiththepayofwhiteemployees.

PewResearch

showsthegender–orraw–paygapintheU.S.hasn’tchangedsignificantlyintwodecades.

in

Womenearn82centsonthedollar

comparisontomen.

Conceptually,therawpaygapconsistsoftwocomponents:

“Explained”PayGap:Thiscomponentreflectstheextenttowhichpaydiffersbydemographicgroupduetorelevantdifferencesincompensablefactors.Suchfactorsincludeoccupation,careerlevel,education,andexperience.

Lookingatdifferencesinoccupation,occupationalsegregationoccurswhenonedemographicgroupis

overrepresentedorunderrepresentedinaspecificjobcategory.Forexample,accordingtothe

American

AssociationofUniversityWomen(AAUW),

womenmakeupabouttwo-thirdsofworkersinlow-wagejobsintheU.S.,withwomenofcolorparticularlyover-representedinthesejobs.

IntheUK,a

Parliamentbriefing

citesthefollowingasreasonsforthegender–orraw–paygap:

?occupationalsegregation

?thepart-timepaypenalty

?women’sdisproportionateresponsibilityforunpaidcaring;and

?women’sconcentrationinlow-paidsectors

Explainedpaygapsarebestaddressedviacareerandopportunityequitypoliciestoensurethatwomenandpeopleofcolorareprovidedwithequalaccesstocareerdevelopmentopportunities.

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UnexplainedPayGap

($5,000)

ExplainedPayGap($15,000)

Avg.

Women’s

Pay

$80,000

RawPayGap($20,000or20%)

a.k.a.“womenearn80centsforeverydollaramanearns”

Inthishypotheticalexample,therawpaygapbetweenmenandwomenisdrivenmainlybytheexplainedpaygap($15,000),withasmallerportion($5,000)leftunexplained.

Theprimaryobjectiveofaproactivepay

equityanalysisistomeasurean

organization’sunexplainedpaygapand

closeitwhereappropriate.

IllustrativeExample

“Unexplained”paygap:Theremainingportionoftherawpaygapisnotexplainedbyrelevantcompen-sabledifferences.Thisunexplainedpaygapmaybeattributabletodifferencesingender,race/ethnicity,oranother

protectedcharacteristic.

Youmayalsoseethispaydisparityreferredtoasthe“adjusted”or“controlled”paygap.

Illustrativeexampleofpaygaps(Fig.1)

Avg/

Men’sPay

$100,000

Boththeexplainedandunexplainedpaygapareimportantbutareaddressedindifferentways.Theun-explainedpaygapcanbeaddresseddirectlybyconductingapayequityanalysisand,asneeded,adjust-ingindividualcompensation.

Theprimaryobjectiveofaproactivepayequityanalysisistomeasureanorganization’sunexplainedpaygapandcloseitwhereappropriate.

(Fig.2)U.S.GenderPayGap,BeforeandAfterAddingStatisticalControls

30%

25%

20%

15%

10%

5%

0%

25.3%

21.4%

191%

23.0%

.

BasePay

TotalCompensation

10.8%

88%

7.6%

.

6.3%

7.1%

4.9%

NoControlsAddingcontrolsforAddingcontrolsforAddingAdding

age,educationandindustryoccupation,company-speci?cjob-title-speci?c

yearsofexperiencestate,yearand?rmsizecontrolscontrols

RawPayGapUnexplainedPayGap

Source:

GlassdoorEconomicResearch,ProgressontheGenderPayGap:2019

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MeasuringPayGapsUsingMultipleRegression

Duringapayequityanalysis,unex-plainedpaygapsaremeasuredus-ingmultipleregression.Theillus-tration(Fig.2)isanexamplefroma

Glassdoorreport

thatprovidesagoodexampleofhowpaygapsaremeasured.

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Inthisexample,the“NoControls”genderpaygapistherawpaygap,whichis21.4%forbasepayand25.3%fortotalcompensation.Thesepaygapsfallasrelevantcompensablefactorsareaccountedforintheregressionanalysis.Theremaininggaps,whichare4.9%forbasepayand7.1%fortotalcompen-sation,representtheunexplainedpaygaps.Closingthesegapsfurthermayrequireemployerstomakeadjustmentsincompensation.

Pillar2:PreventionofPayInequities

Yourworkforceisdynamic.Employeesarepromoted,changejobs,orleave,andnewemployeesarehired.Eveniforganizationscarryoutaregularproactivepayequityanalysisandaddresspayinequities,newpaydisparitiesmayemergewhenyoucarryoutyournextpayequityanalysis.

Asyourworkforceevolves,yourpayequitystatusevolveswithit.Preventingpayinequitiesrequirestheimplementationofpolicies,processes,andtoolsthroughouttheemployeelifecycle.

Everycompensationdecision—whetherit’sanewhirepaydecision,ameritpay

adjustment,apromotiondecision,oranoff-cyclepayadjustment—isanopportunitytohelpprevent,orpotentiallyexacerbate,apayinequity.

Compensationdecisionsmustbemadeinalignmentwithinternalequityateverystage.AtTrusaic,werecommendtwokeymethodstoensureyourcompensationdecisionsdonotjeopardizeyourpayequitysituation:

Policies&Processes:Implementreasonableprocedurestoreviewcompensationdecisionsbeforetheyarefinalized.Createaprocessthatenablesyoutoset

equitable,explainable,andcompetitive

salaryranges.Werecommendthatcompensationdecisionsbemadewithintheseranges.Adegreeofflexibilityisvitaltoattractandretaintalentbutpayingsalariesoutsideofyourequitable,explainable,andcompeti-tivesalaryrangesshouldbetheexception,ratherthantherule.

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Tools:Usetechnologysuchaspayequitysoftwaretoassisttheprocess.Payequitysoftwareprovidesdecision-makerswithreal-timeaccesstothedataneededtomakeunbiasedpaydecisionsalignedwithinternalequity.SoftwaretoolssuchasTrusaic’s

PayParity?

and

SalaryRangeFinderTM

enableemployerstocreateequitablepayrangesandcanhelpcompaniescomplywithpaytransparencylegislation.

Pillar3:GlobalCompliance&Reporting

Navigatingpaytransparency

legislationisachallengeformanycompanies,especiallythoseoperatinginmultiplejurisdictionsglobally.Theobjectiveinthisthirdpillaristoensurecompliancewithallcompensa-tion-relatedlaws,regulations,andreportingrequirementswhereyourbusinessoperates.

Morethantwodozenjurisdictionsaroundtheworldnowhavepayreportingrequirements.TheincreaseinlegislationrunstheriskofhavinglocalHRteamsinundatedwithreportingandcomplianceresponsibilities.

Intermsofwaystomanagejurisdiction-basedcomplianceandreportingefforts,thereisacontinuumfromcompletelylocalononeendtocompletelycentralizedontheother.Inourexperience,employershavetypicallyreliedonlocalmanagement–suchaslocalHRteams–forcomplianceandreporting.

Withtheenactmentofthe

EUPayTransparency

Directive,

werecommendtheadoptionofamorecentralizedapproach,toensureamoreefficientcomplianceandreportingprocess.

Theinherentchallengesofcomplianceareillustratedbythe

riseinclassactionlawsuits

sincetheintro-ductionofthe

EqualPayandOpportunitiesAct

inWashingtonstateonJanuary1,2023.

Pillar4:StrategicPayTransparency

Adoptingastrategicpaytransparencyapproachmovesyourorganizationbeyondwhatislegallymandat-ed.Itreferstotheextenttowhichanorganizationchoosestoshareinformationaboutitscompensationphilosophies,policies,andpractices,bothinternallyandexternally.

Everyorganizationneedstodecidewhatinformationitwantstoshareaboutitscompensationpracticesandwhoitwantstoshareitwith,recognizingthequicklyshiftingnormtowardgreaterpaytransparency.

Whileemployersmustcomplywithlegallymandatedpaytransparencyrequirements,howfartheygobeyondthoserequirementsisachoice.

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Employersmustdecidewhatinformationtheywillshare—e.g.,payranges,payequitygaps,rawpaygaps—andwhothatinformationwillbesharedwith—e.g.,Board,companyleaders,managers,employees,applicants,candidates,thepublic.

Inmakingthatchoice,employersmaywishtoconsideradditional

benefitsofpaytransparency.

Thediscretionarycomponentofyourpaytransparencystrategy

setsyourorganizationapart.

Eachcompany’sdecisionondiscretionarysharingisunique,butdecisionswillrequireongoingreviewaslegislationevolves.Forexample:

?UKemployersfaceadegreeof

post-Brexituncertainty

overequalpayrequirementsandthe

impactofamendmentsto

TheEqualityAct2010,

effectiveJanuary1,2024.Aspaytransparencyinjobpostings

fallsintheUK,

paytransparencymayhelpemployerstostandoutinacompetitivelabormarket.

?Employersinthe

CanadianprovinceofOntario

maychoosetoadoptpaytransparency,regardlessofthesuccessof

Bill149,

whichwouldrequireincludingacompensationrangeinpublicly

advertisedjobpostings.

?

Massachusetts

isalsopoisedforpaytransparencylegislationandpaydatareporting.Companiesoperatingheremaydecidetosharepayrangesinjobpostingsbeforethebillissignedintolaw.

Pillar5:Communication&ChangeManagement

Thefifthpillarofourglobalpayequitystrategyframeworkiscommunicationandchangemanagement.

Everyfacetofyourglobalpayequitystrategylikelywillrequiresomedegreeofcommunication,education,andtrainingtosupportyourapproach.Asyourolloutyourstrategy,askyourselfafewkeyquestionstoassistwithdevelopinganeffectivecommunicationplan:

?Whoneedstoknow?Forexample,HR,Managers,Leaders,Board,Employees,Candidates.

?Whatinformationdoyouwanttocommunicatetoeachaudience?Forexample,anoverviewversusanin-depthunderstanding.

?Howistheinformationbestcommunicatedtoeachaudience?Forexample,viaemail,in-personmeetings,atoolkitorFAQ,recordedorinstructor-ledtraining.

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Asanexample,ifyoudecideaspartofyourglobalpayequitystrategytosharewitheveryemployeethepayrangefortheircurrentrole,youwilllikelywanttocommunicatethischangetoHR,leaders,managers,andemployees.

Tosupportleadersandmanagers,andaddressemployeequestions,HRwillrequireanin-depthunderstandingofthecompany’spayphilosophy,howpayrangeswerecreated,andhowpaywithintherangeisdetermined.Youmayhaveyourcompensationteamleadaseriesofin-personorvirtualtrainingeventswithHR.

Leadersandmanagerswillrequireamorebasicunderstanding,plustalkingpointsandanFAQtouseindiscussionswithemployees.YoumaychoosetohaveyourHRbusinesspartnersmeetwithleadersandmanagersvirtuallyorrelyonarecordedtrainingsession(oracombinationofthetwo).

Youremployeeswillrequireahigh-leveloverview.Inthiscase,youmaychoosetoprepareaseriesofone-pagerstoconveyyourcompany’spayphilosophy,howpayrangeswerecreated,andhowpaywithintherangeisdetermined.Thisinformationcouldbeavailableonyourinternalcompanywebsite.

Whencommunicatingwithemployeesaboutpay,it’simportanttorememberthatanemployee’sperceptionoftheirpaysituationisasimportantastheiractualpaysituation.

Only

34%ofemployees

believetheirpayisequitable,

andlessthanone-thirdbelievetheyarefairlycompensatedfortheirwork.

Werecommendworkingwithyourlegalcounselondevelopingyour

communicationplan.

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Pillar6:Measurement&Accountability

Indevelopingapayequitystrategy,it’simportanttoimplementameasurementframeworktotrackprog-ressanddriveaccountability.Thesixthandfinalpillarofourpayequitystrategydrawstogethertheprevi-ousfivepillarsbycreatingandimplementingameasurementframework.

Thisframeworkenableseveryemployertomonitorprogressontheirpayequitystrategyanddriveac-countabilityforpayequityoutcomes.Yourframeworkshouldalignwithyourlinesofauthority.Whileanenterprise-wideviewmaybesuitableforsomecompanies,othersmayprefertomeasureprogressbyleaderorlineofbusiness.

Werecommenddevelopingmeasuresforeachpillarofyourpayequitystrategythatwehavediscussed(Fig.3).

(Fig.3)SampleMeasures

Proactive

Pay

Equity

?Rawpaygap

?Adjustedpaygap

?Percentagebelowjobminimum

?Percentageabovejobmaximum

Prevention

ofPay

Inequities

?Percentageof

offersbelow,within,andaboveequitablerange

?Percentageof

offersbelow,within,andabovejob

minimumand

maximum

Global

Compliance&

Reporting

?Jurisdictionsin/outofpaytransparencycompliance

?Jursidictionsin/outofreporting

compliance

Strategic

Pay

Transparency

?PercentageofU.S.jobpostingswithpayranges

?Percentageof

non-U.S.job

postingswithpayranges

Comm.&

Change

Management

?Percentageof

managerswithpay

transparencytraining

?Percentageof

employeesreportingmeaningful

discussionabout

paywithmanagerinpastyear

Proactivepayequitymeasuresmightincluderawandadjustedpaygapsforgenderandrace/

ethnicity,aswellasthepercentageofemployeespaidbelowtheminimumorabovethemaxi-

mumsalaryrangefortheirrole,categorizedbygenderandrace/ethnicity.

surethepercentageofoffersbelow,within,andabovean“equitablepayrange.”Theresultsof

Preventionofpayinequitiesmayincludeareviewofofferstonewhiresinthepastyeartomea-

yourproactivepayequityanalysiscanhelpyoutodesignanequitablepayrangeforaspecificrole.Youmayalsowanttomeasurethepercentageofoffersthatarebelow,within,andabovethestandardjobminimumandmaximum.

PGlobalcompliance&reportingmightrequireyoutoevaluateandtrackthejurisdictionswhere

youareinoroutofcompliance,bothonthepaytransparencysideandthepayreportingside.

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T

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○

FororganizationsthathavedecidedtoincludepayrangesinalloftheirUSjobpostings,anex-ampleofastrategicpaytransparencymetricisthepercentageofUSjobpostingsthroughoutthepast12monthsthatincludedapayrange.Fororganizationsthathavedecidedtodothisglobally,anadditionalmeasureisthepercentageofnon-USjobpostingsoverthepastyearthatincludedapayrange.

Forcommunicationandchangemanagement,onemetricfororganizationsthathavebecomemoretransparentaboutpayisthepercentageofmanagersthathavereceivedpaytranspar-encytraining.Anotherpotentialmetrictotrackisthepercentageofemployeesthathavehadameaningfulconversationwiththeirmanageraboutpayinthepast12months.Thisquestioncanbeincludedaspartofyourregularemployeeengagementsurvey.Anemployeesentimentsurveycanalsouncoverspecificandactionableinsightsintothewayyouremployeesfeelaboutissuessuchasworkplaceequityandfairpay.

CreatingaGlobalPayEquityStrategyRoadmap(Fig.4)

Apayequityroadmapconnectsthevariousfacetsofyourpayequitystrategy.Theexamplebelowillus-tratesathree-yearplan.Essentialactivitiesareidentifiedundereachpillarandtheplancanberefinedandadjustedasyoureviewprogress.

Thisroadmapclearlydemonstratesthatthedevelopmentofaneffectiveglobalpayequitystrategyisanongoingprocessandalong-termcommitment.Creatingaroadmaphelpsemployersidentifynear-termprioritiesanddevelopaplanforthefuture.

(Fig.4)

Year1Year2Year3

ProactivePayEquity

ConductanalysisforU.S.

ExpandanalysistoUK

ExpandanalysistoROW*

PreventionofPayInequities

Researchtools/softwaretopreventpayinequitiesathire

SelecttoolandrolloutinU.S

RollouttooltoROW*

GlobalCompliance&

Reporting

Planningforcentralizedapproachtoreporting

Researchtools/softwaretosupportcentralizedreporting

Implementglobalpayreportingtool

StrategicPayTransparency

RolloutpayrangesinallU.S.jobpostings

ExpandtoEUcountries

ExpandtoROW*

Communications&ChangeManagement

TrainmanagersinU.S.onpaytransparency

TrainmanagersinEUonpaytransparency

TrainmanagersinROW*onpaytransparency

Measurement&Accountability

Developandsocializemeasurementscorecard

RolloutscorecardinU.S.

RolloutscorecardinROW*

*ROWstandsforRestofWorld

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DevelopingaPayEquityStrategy–ExploringBroaderTrends

AdditionaltrendsbothintheUSandgloballywillinfluenceyourorganization’spayequityapproachanddevelopmentofapayequitystrategyroadmap.Someofthekeylegislativedevelopmentstobeawareofarehighlightedinthissection.

EUCorporateSustainabilityReportingDirective

(CSRD)

Payequityisintegralto

sustainablebusinesspractices,

andavitalelementoftheCSRD,effectivefromJanuary1,2024.

EuropeanSustainabilityReportingStandards(ESRS)1and2requireemployerstoreportonpaydataandexplaintheirapproachtoeffectivelymanagingimpactsonareasincluding“equaltreatmentandopportu-nitiesforall(forexample,genderequalityandequalpayforworkofequalvalue…)”

Over50,000EuropeanorganizationsinEUmemberstatesarerequiredtocomply,aswellas10,000non-EUcompanies,including3,000USfirms.Employersshouldalsonotethefollowingreference.

Sustainabilityreportingstandardsthataddressgenderequalityandequalpayforworkofequalvalueshouldspecify,amongstotherthings,informationtobereportedaboutthegenderpaygap,takingaccountofotherrelevantUnionlaw.

“OtherrelevantUnionlaw”mayrefertotheEU’sPayTransparencyDirective.

Aspayequityemergesasakeymeasureofsocialresponsibilityandsustainablebusinesspractices,em-ployersmakingclaimsabouttheirpayequitysituationmustensurethese

claimsaresupportedbyrelevant

data.

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U.S.EqualEmploymentOpportunityCommission(EEOC)movestoeliminatediscrimination

During2023,theEEOChastakenstrategicstepsthatwillshapethefutureofpayequityprocessesandmustbeconsideredwhendevelopinganeffectivepayequitystrategy.Thesearesummarizedbelow:

EqualPayisOneofSixTargetedPriorities:ReleasedinSeptember2023,theEEOC’s

StrategicEnforce-

mentPlan(SEP)

2024through2028,namesadvancingequalpayasoneofits

targetedpriorities.

Specifically,theEEOC’sfocuswillbeonemployerpracticesthatmay“impedeequalpayorcontributetopaydisparities.”Relianceonsalaryhistoryanddiscouragingorprohibitingemployeesfromaskingaboutpayaretwoofthosepractices.

Additionalemphasisisalsoplacedonemploymentpracticesanddecisionswheretheuseoftechnologyresultsinorcontributestodiscrimination.TheaimsoftheSEPalignwithEEOCTitleVIIguidance.

StrategicAlliance:InSeptember2023,the

EEOCandtheDepartmentofLaborWageandHourDivision

(WHD)

enteredintoanalliancetoenhanceandmaximizetheenforcementoffederallawsandregulations.ItsMemorandumofUnderstandingallowssharingofdatatosupporteitheragency’sregulatoryenforce-ment.Targetareasforinvestigationandenforcementincludeunlawfulcompensationpractices,includingwagediscriminationlaws.

OutsideofEEOCpriorities,

the“SalaryTransparency

Act,”

HR1599,

wouldrequireallemployersnationwide

todisclosepayrangesinjoblistings,providewagerangestojobapplicants,

andprovidethatsameinformationtoexistingemployees.

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OpportunityEquity

Opportunityequity

ensuresallemployeeshaveequalaccesstoopportunitiesforemployment,develop-ment,andcareeradvancementirrespectiveofgender,race/ethnicity,age,andotherpersonalattributes.Opportunityequityisdesignedtocreatealevelplayingfieldforallemployees.Legislationrelatedtoop-portunityequityhasbeenpassedinthefollowingjurisdictions:

EU

PayTransparencyDirective:

Employersmustdisclosethecriteriausedtodeterminepayrangesandcareerprogression.Thatinformat