Insights from
People. Performance. Reward.

The EU Pay Transparency Directive will require organisations to move beyond gender pay gap reporting and towards demonstrating pay equity. Understanding how to define and assess “work of equal value” will be central to meeting these new requirements.

In 2026, the Sales incentive planning question moves beyond, “How much should we pay?”, becoming, “What behaviours are we driving, what signals are we sending, and is our structure aligned with performance, culture, and long-term growth?  

Introduction The 7 June 2026 deadline  for implementation of the EU Pay Transparency Directive is rapidly approaching. Various EU member states have published draft legislation, but many are yet to announce any legislative progress or clarify expected timelines. Which countries are leading the way and which are falling behind?  People. Performance. Reward. considers the implementation status of the EU Pay Transparency Directive below. Leading / Partial Implementation Belgium

Practical guidelines and a key activity checklist around 4 areas that organisations should currently be looking at to ensure readiness for the New EU Directive and reporting requirements

This article provide three key insights, based on our extensive performance and reward consulting research and experience, to help define the peer group for any organisation using TSR as one of their performance metrics in the design of Long-Term Incentive Plans within its Executive Compensation Strategy

When companies want to develop or update their reward strategy, they face an important  decision: whether to rely on their in-house HR...

While the concept of recognising exceptional work is not new, many technology companies face challenges in creating and implementing reward and incentive programmes that deliver significant and tangible benefits. A meticulously designed and properly executed reward programme can have significant advantages, spanning across three key dimensions: enhancing individual and business performance, fostering deeper employee engagement, and improving staff retention rates.

Factors that will affect the decision on future ways of working will likely fall into the three categories – Industry, Company and Personal

This article explores the ways organisations are mobilising to compete more effectively in the market for talent.

In this article, we examine the top five factors most highly correlated with good or bad employee engagement.

Many organisations are rethinking future ways of working—balancing remote, hybrid, and office models. Aligning pay equity, benefits, and reward strategy with evolving business needs is critical to attract talent and ensure fairness in a post-Covid workforce landscape.

A fresh perspective on how to boost Employee Engagement levels and the role of Non Executive Directors and Remuneration Committees.

Our experience has shown that the following five considerations are key to success in developing & implementing a new performance bonus plan

Supermarket Morrisons has suffered a huge shareholder revolt over plans to award bumper pay deals to its bosses. Our Analysis.

How to create and optimise a TSR Peer Group for Long Term Incentive Plans and set targets & measuring performance in Executive compensation.