Alveria at the Learning Forum 2026: Towards a new era of learning
May 21, 2026
Beyond compliance: Quiris Holding's path to transform EU Directive 970/23 into innovation HR with Alveria
May 27, 2026
Beyond compliance: Quiris Holding's path to transform EU Directive 970/23 into innovation HR with Alveria
Last 12 May Quiris Holding won the HR Innovation Awards at HR data-driven and proactive direction“ category, as part of the conference presenting the research results of the’HR Innovation Practice Observatory. The award received rewarded the transformation path undertaken by Quiris Holding through the Beyond Pay Transparency“ project”, which was created to evolve the people management model towards increasingly objective, transparent and data-driven logics.
In response to organisational growth and the introduction of the EU Directive 970/23 on pay transparency, Quiris Holding's Directorate HR has in fact initiated a profound rethinking of role classification and competence management processes, with the aim of strengthening equity, transparency and organisational coherence. In this ambitious project, the HCMS of Alveria has held and holds a function as an enabling element, supporting the mapping of roles, the construction of organisational clusters and the continuous monitoring of pay equity through a structured and data-driven approach.
The result confirms how the integration of data, technology and organisational culture can be a key factor in the evolution of the HR function towards increasingly strategic and value-oriented models.
It is within this path that the case of Quiris Holding takes shape: an experience that shows how a regulatory constraint can turn into a concrete opportunity for organisational evolution. Through the “Beyond Pay Transparency” project, the company has in fact initiated a profound change, capable of redefining not only tools and processes, but also the language and dynamics with which people are managed and valued.
Case study
Quiris' approach to the EU Directive on pay transparency: from regulatory constraint to opportunity for cultural development in companies through HR data
Quiris is a holding company, at the head of a group of underlying companies, which operates with management and coordination functions for its subsidiaries, with a business portfolio that includes the production of energy from renewable sources and the distribution and sale of petroleum products, electricity and natural gas, and technical gases. Based in Genoa, the company has offices in Italy and abroad, and has about 750 employees.
Requirement
Quiris is a company that has grown historically as a family-run business, organised according to a vertical model in which there has always been a strong identification between the individual person and the role held. In recent years the company experienced a major expansion, both in terms of turnover and number of employees. This enlargement also took place through the acquisition and integration of smaller or comparably sized companies, which resulted in a increased organisational, managerial and cultural complexity.
It was in this context that a drive to evolve the people management model matured internally towards more objective and transparent logics. This strategic choice was dictated by certain needs that were becoming apparent: to manage larger and more heterogeneous teams, to ensure cultural coherence between integrated realities with different histories and identities, and to secure for the future an organisation that will soon face a major generational change.
Alongside the internal push, internal rethinking on the classification of roles was also forced by an external factor: the approval in 2023 of the European Directive 970/23 on pay transparency will oblige companies to identify so-called “equal value” positions, i.e. categories of workers grouped on the basis of four objective, non-discriminatory and gender-neutral criteria (skills, commitment, responsibility and working conditions). The aim is to make the criteria used to determine pay levels and their progression accessible to workers, to ensure non-discriminatory selection procedures and to monitor the presence of any gender pay gaps.
This dual thrust the rethinking of roles and the implicit model with which they are managed led the organisation to exploit the change required to implement a profound cultural and organisational transformation, in two ways. The first is the structuring of the HR function so that it can enable data-driven approaches, moving from purely administrative management to the ability to produce, analyse and use data to support business decisions. The second, linked to the first, is the use of the European Directive as a lever to “authorise” conversations that were often absent before: legislation, by making transparency on remuneration criteria compulsory, creates space for people to ask questions that generate pressure on managers, who in turn produce a demand for tools and methodologies that the HR function is called upon to satisfy, progressively legitimising itself as a strategic function for the organisation rather than a mere service provider.
Project
To initiate this transformation, in October 2025 Quiris launched the project “Beyond Pay Transparency. As part of the project, the company decided to use the digital platform of Alveria as technological basis and data on which to base the redesign of roles and as a tool to manage the production of the reporting that will be required with the entry into force of the Directive.
The project consists of two main phases.
The first involves the analysis and definition of organisational clusters, in order to identify the “equal value” positions required by the Directive. Each position is analysed and evaluated on the basis of four criteria set by the European regulations (the skills required, the responsibilities it entails, the commitment it requires and the conditions under which it is carried out) and receives an objective score. Thanks to these scores, similar roles are grouped into homogeneous sets, so-called clusters. The result is a clear and comparable map of the entire organisation.
This knowledge base will be useful to monitor in real time whether unjustified pay differences exist between men and women doing equivalent jobs, and to take corrective action where necessary. The analyses produced will also be used to prepare, in cooperation with the legal department and the compliance department, the annual report that the legislation requires to be published, and to provide answers to any employee who may ask for explanations regarding their pay.
The second part of the project has a broader ambition: transforming the infrastructure built in the first phase into a people development engine, systematising this knowledge base into other HR processes. At this stage, the focus shifts from wages to skills, through the introduction of the model KSA (Knowledge, Skills, Abilities), a framework used to assess a person's competences. This model defines the profile of an individual based on his or her ability to perform a specific task, combining theoretical knowledge, practical ability and mental approach. This common competency language then becomes the basis for linking information about the role to other HR processes: from training and development plans to individual performance evaluation and remuneration policies.
As part of the project, the digital platform helps the organisation to mapping “equal value” positions, based on the weighting of the criteria defined by the Directive; centralising information in a single environment; enabling the continuous monitoring of pay equity indicators, with dynamic views by cluster, role, professional family and organisational size; automating the production of the reports required for regulatory compliance.
To best accompany the initiative, all persons with roles of responsibility were involved in the analysis and co-design phases. At the same time, depending on the various project releases and the evolution of the national regulatory framework, structured training and communication paths will be activated. In particular, managers will be the recipients of dedicated training, aimed at supporting the evolution of the people management model towards more objective and transparent logics. The corporate population, on the other hand, will be involved in internal communication initiatives aimed at informing and raising awareness of the project's objectives, tools and benefits.
Results
The “Beyond Pay Transparency” project is still in the development and implementation phase, but it is already possible to imagine what the most significant expected benefits will be, distinguishing between impacts on the operational efficiency of the HR function and more profound impacts on the culture and organisational capabilities of the entire company.
On an operational level, the most immediate and tangible benefit concerns the transformation of Directorate HR from an essentially administrative function to a centre of analysis and production of structured organisational data. The construction of a centralised and standardised database, supported by analytical dashboards and automated reporting, is intended to substantially reduce the manual and fragmented work that characterised the management of personnel information until the start of the project. This leap in efficiency will be particularly helpful in responding to timely requests from employees regarding the Transparency in Pay Directive.
On a cultural level, the project introduces a shared language on roles, responsibilities and remuneration, based on objective and verifiable criteria. This change is bound to generate greater confidence in HR processes on the part of the entire corporate population and a greater need for managerial competence on the part of managers, thus creating the conditions for a progressive cultural alignment that top-down communication alone could not have produced.
In the medium term, the most ambitious benefits are those related to people development and talent enhancement. The integration of the KSA (Knowledge, Skills, Abilities) model as a unified taxonomy of corporate competencies, combined with objective position mapping and cluster-based salary analysis, will create for the first time an information base on which to base active talent management policies. This will make the creation of customised growth paths feasible and scalable, targeted upskilling and reskilling interventions, and objective comparisons between the individual profile and the expected characteristics for each role cluster.
Future developments
Concerning the future, in the coming months Quiris will continue with the implementation of the project, in particular of the second phase, by activating the link with the HR processes to enable data-driven people management. Future developments also include a continuous refinement of digital systems and tools, such as dashboards and automated reporting, to ensure that data analysis, cluster definition and gender pay gap monitoring remain up-to-date and easily accessible.
SOURCE: HR Innovation Observatory
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Last 12 May Quiris Holding won the HR Innovation Awards at HR data-driven and proactive direction“ category, as part of the conference presenting the research results of the’HR Innovation Practice Observatory. The award received rewarded the transformation path undertaken by Quiris Holding through the Beyond Pay Transparency“ project”, which was created to evolve the people management model towards increasingly objective, transparent and data-driven logics.
In response to organisational growth and the introduction of the EU Directive 970/23 on pay transparency, Quiris Holding's Directorate HR has in fact initiated a profound rethinking of role classification and competence management processes, with the aim of strengthening equity, transparency and organisational coherence. In this ambitious project, the HCMS of Alveria has held and holds a function as an enabling element, supporting the mapping of roles, the construction of organisational clusters and the continuous monitoring of pay equity through a structured and data-driven approach.
The result confirms how the integration of data, technology and organisational culture can be a key factor in the evolution of the HR function towards increasingly strategic and value-oriented models.
It is within this path that the case of Quiris Holding takes shape: an experience that shows how a regulatory constraint can turn into a concrete opportunity for organisational evolution. Through the “Beyond Pay Transparency” project, the company has in fact initiated a profound change, capable of redefining not only tools and processes, but also the language and dynamics with which people are managed and valued.
Case study
Quiris' approach to the EU Directive on pay transparency: from regulatory constraint to opportunity for cultural development in companies through HR data
Quiris is a holding company, at the head of a group of underlying companies, which operates with management and coordination functions for its subsidiaries, with a business portfolio that includes the production of energy from renewable sources and the distribution and sale of petroleum products, electricity and natural gas, and technical gases. Based in Genoa, the company has offices in Italy and abroad, and has about 750 employees.
Requirement
Quiris is a company that has grown historically as a family-run business, organised according to a vertical model in which there has always been a strong identification between the individual person and the role held. In recent years the company experienced a major expansion, both in terms of turnover and number of employees. This enlargement also took place through the acquisition and integration of smaller or comparably sized companies, which resulted in a increased organisational, managerial and cultural complexity.
It was in this context that a drive to evolve the people management model matured internally towards more objective and transparent logics. This strategic choice was dictated by certain needs that were becoming apparent: to manage larger and more heterogeneous teams, to ensure cultural coherence between integrated realities with different histories and identities, and to secure for the future an organisation that will soon face a major generational change.
Alongside the internal push, internal rethinking on the classification of roles was also forced by an external factor: the approval in 2023 of the European Directive 970/23 on pay transparency will oblige companies to identify so-called “equal value” positions, i.e. categories of workers grouped on the basis of four objective, non-discriminatory and gender-neutral criteria (skills, commitment, responsibility and working conditions). The aim is to make the criteria used to determine pay levels and their progression accessible to workers, to ensure non-discriminatory selection procedures and to monitor the presence of any gender pay gaps.
This dual thrust the rethinking of roles and the implicit model with which they are managed led the organisation to exploit the change required to implement a profound cultural and organisational transformation, in two ways. The first is the structuring of the HR function so that it can enable data-driven approaches, moving from purely administrative management to the ability to produce, analyse and use data to support business decisions. The second, linked to the first, is the use of the European Directive as a lever to “authorise” conversations that were often absent before: legislation, by making transparency on remuneration criteria compulsory, creates space for people to ask questions that generate pressure on managers, who in turn produce a demand for tools and methodologies that the HR function is called upon to satisfy, progressively legitimising itself as a strategic function for the organisation rather than a mere service provider.
Project
To initiate this transformation, in October 2025 Quiris launched the project “Beyond Pay Transparency. As part of the project, the company decided to use the digital platform of Alveria as technological basis and data on which to base the redesign of roles and as a tool to manage the production of the reporting that will be required with the entry into force of the Directive.
The project consists of two main phases.
The first involves the analysis and definition of organisational clusters, in order to identify the “equal value” positions required by the Directive. Each position is analysed and evaluated on the basis of four criteria set by the European regulations (the skills required, the responsibilities it entails, the commitment it requires and the conditions under which it is carried out) and receives an objective score. Thanks to these scores, similar roles are grouped into homogeneous sets, so-called clusters. The result is a clear and comparable map of the entire organisation.
This knowledge base will be useful to monitor in real time whether unjustified pay differences exist between men and women doing equivalent jobs, and to take corrective action where necessary. The analyses produced will also be used to prepare, in cooperation with the legal department and the compliance department, the annual report that the legislation requires to be published, and to provide answers to any employee who may ask for explanations regarding their pay.
The second part of the project has a broader ambition: transforming the infrastructure built in the first phase into a people development engine, systematising this knowledge base into other HR processes. At this stage, the focus shifts from wages to skills, through the introduction of the model KSA (Knowledge, Skills, Abilities), a framework used to assess a person's competences. This model defines the profile of an individual based on his or her ability to perform a specific task, combining theoretical knowledge, practical ability and mental approach. This common competency language then becomes the basis for linking information about the role to other HR processes: from training and development plans to individual performance evaluation and remuneration policies.
As part of the project, the digital platform helps the organisation to mapping “equal value” positions, based on the weighting of the criteria defined by the Directive; centralising information in a single environment; enabling the continuous monitoring of pay equity indicators, with dynamic views by cluster, role, professional family and organisational size; automating the production of the reports required for regulatory compliance.
To best accompany the initiative, all persons with roles of responsibility were involved in the analysis and co-design phases. At the same time, depending on the various project releases and the evolution of the national regulatory framework, structured training and communication paths will be activated. In particular, managers will be the recipients of dedicated training, aimed at supporting the evolution of the people management model towards more objective and transparent logics. The corporate population, on the other hand, will be involved in internal communication initiatives aimed at informing and raising awareness of the project's objectives, tools and benefits.
Results
The “Beyond Pay Transparency” project is still in the development and implementation phase, but it is already possible to imagine what the most significant expected benefits will be, distinguishing between impacts on the operational efficiency of the HR function and more profound impacts on the culture and organisational capabilities of the entire company.
On an operational level, the most immediate and tangible benefit concerns the transformation of Directorate HR from an essentially administrative function to a centre of analysis and production of structured organisational data. The construction of a centralised and standardised database, supported by analytical dashboards and automated reporting, is intended to substantially reduce the manual and fragmented work that characterised the management of personnel information until the start of the project. This leap in efficiency will be particularly helpful in responding to timely requests from employees regarding the Transparency in Pay Directive.
On a cultural level, the project introduces a shared language on roles, responsibilities and remuneration, based on objective and verifiable criteria. This change is bound to generate greater confidence in HR processes on the part of the entire corporate population and a greater need for managerial competence on the part of managers, thus creating the conditions for a progressive cultural alignment that top-down communication alone could not have produced.
In the medium term, the most ambitious benefits are those related to people development and talent enhancement. The integration of the KSA (Knowledge, Skills, Abilities) model as a unified taxonomy of corporate competencies, combined with objective position mapping and cluster-based salary analysis, will create for the first time an information base on which to base active talent management policies. This will make the creation of customised growth paths feasible and scalable, targeted upskilling and reskilling interventions, and objective comparisons between the individual profile and the expected characteristics for each role cluster.
Future developments
Concerning the future, in the coming months Quiris will continue with the implementation of the project, in particular of the second phase, by activating the link with the HR processes to enable data-driven people management. Future developments also include a continuous refinement of digital systems and tools, such as dashboards and automated reporting, to ensure that data analysis, cluster definition and gender pay gap monitoring remain up-to-date and easily accessible.
SOURCE: HR Innovation Observatory