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Welcome to the Forvis Mazars readiness assessment tool, created to support organisations in accelerating their journey toward compliance with the EU Pay Transparency Directive

Low level of readiness 

Partial level of readiness 

Advanced level of readiness

Leading practice 

We are not aware of the Directive or its related obligations.

We are aware of the Directive, but have not analysed the obligations applicable to our organisation.

We are aware of the main obligations and have conducted a preliminary impact analysis.

We are fully aware of the obligations and have initiated or implemented alignment measures.

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When it comes to helping others, you usually…


How familiar is your organisation with the requirements and obligations of the EU Pay Transparency Directive (2023/970)?

We do not provide candidates with information regarding base salary, minimum salary, or other components of remuneration before the interview.

We provide information on base salary or other remuneration components only upon candidate's request.

We proactively publish or communicate, before the interview, the base salary range and, where applicable, the main components of the remuneration for the position.

We publish the base salary range and main components of remuneration in the job advertisement and transparently communicate the criteria used to determine them.

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Do you provide candidates with information regarding the pay level (base salary or range) and other benefits before the first interview?

Yes, we usually request information about the candidate’s salary history.

We ask about salary history in certain cases, but there is no clear policy in this regard.

We do not request salary history, respecting transparency and fairness requirements.

We do not request salary history and have clear policies to ensure that pay decisions are based solely on skills, experience and the internal pay grid.

What makes you feel most successful in your wellness journey?


Does your recruitment process involve asking candidates about their previous salary history?

We do not have a formal recruitment policy and there is no documentation on integrating pay transparency requirements into the recruitment process.

We have a general recruitment policy, but it has not been reviewed or analysed against the Directive’s requirements.

We have a recruitment policy and consider it largely aligned with pay transparency requirements; however, no formal analysis has been conducted and some adjustments may be needed.

We have a reviewed, documented recruitment policy aligned with the Directive’s requirements and consistently applied.

Do you have a formal recruitment policy developed in accordance with the EU Pay Transparency Directive?

We do not have a clearly defined job classification system/pay grid.

We have a job classification and pay grid based on an internal methodology or a recognised methodology, but it is not kept up to date.

We have a job classification system/pay grid based on recognised evaluation methodologies, which are updated periodically.

We have such a job classification system and an up-to-date pay grid, based on recognised evaluation and job classification methodologies, with common objective criteria.

Do you have a job classification system or pay grid established based on objective, transparent and up-to-date evaluation criteria?

We do not analyse this aspect in a structured way.

We have clear pay benchmarks, but do not monitor and correct individual discrepancies periodically.

We analyse pay discrepancies at least once a year and adjust significant individual deviations, but do not examine the systemic causes behind them.

Pay discrepancies are analysed periodically and adjustments are made both individually and through measures addressing systemic causes (e.g., recruitment/promotion policies, negotiation, etc.)

To what extent are pay discrepancies relative to the pay grid identified and corrected to ensure the principle of "equal pay for equal work"?

No uniform criteria are established; decisions on pay, bonuses, or promotions are predominantly managerial and based on informal practices.

Criteria exist for certain types of pay or career progression decisions (e.g., base salary, bonus, promotion), but they are not applied consistently and/or have not been reviewed to eliminate potential gender bias or inequities.

Decisions on pay, bonuses and promotion are based on objective and clearly defined criteria for most of these processes, which are communicated and applied relatively consistently across the organisation.

Uniform, clearly defined, and communicated criteria exist for all pay, bonus and career progression decisions; the organisation conducts periodic analyses to monitor gender equity and implements proactive measures to prevent potential inequities.

Are decisions on pay, bonuses and career progression based on uniform, gender-neutral criteria across the organisation?

We do not have a formal Remuneration Policy and there is no structured system supporting pay transparency.

We have a Remuneration Policy, but it does not clearly include objective and gender-neutral criteria and/or is not supported by a coherent and transparent remuneration system.

We have a Remuneration Policy that includes general pay-setting principles and criteria, partially communicated within the organisation; however, the remuneration system or transparency mechanisms are not fully consolidated.

We have an integrated Remuneration Policy that includes objective, gender-neutral criteria, is supported by a well-structured remuneration system and is consistently communicated to ensure equity and pay transparency.

Do you have an integrated remuneration policy supported by a structured system to ensure consistency in pay transparency communication?

We do not yet have a defined communication strategy for pay transparency.

A pay transparency strategy is under development, but communication is not yet consistent throughout the organisation. Some departments or hierarchical levels have more information than others.

The pay transparency strategy is defined and implemented and the principles are clearly communicated to employees. They are informed about the pay structure and the criteria used to determine salaries.

The pay transparency strategy is integrated into organisational processes and supported by regular communication, dedicated tools and feedback mechanisms to ensure understanding and consistent application throughout the organisation.

Have you defined the strategy and principles for pay transparency to ensure consistent communication across the organisation?

We have not initiated training programmes or guidelines for managers on communicating pay decisions within their teams.

There have been occasional discussions or guidance on communicating pay decisions, but no structured training programmes for managers exist.

We have initiated training programmes or guidelines for managers on remuneration discussions, but these have not yet been extended to all managers or are not applied consistently.

All managers have been trained and have access to guidelines and support to conduct pay discussions transparently and in line with HR policies and they feel confident and comfortable managing these conversations with employees.

Welcome to the Forvis Mazars readiness assessment tool, created to support organisations in accelerating their journey toward compliance with the EU Pay Transparency Directive

1. Are you aware of the adoption of Directive 2023/970, aimed at combating gender pay discrimination, and of the obligations it imposes on employers?