{"id":2216,"date":"2026-02-10T09:40:11","date_gmt":"2026-02-10T09:40:11","guid":{"rendered":"https:\/\/www.alveria.it\/?p=2216"},"modified":"2026-05-20T08:08:21","modified_gmt":"2026-05-20T08:08:21","slug":"eu-directive-970-2023-transforming-compliance-into-a-culture-of-value-2216","status":"publish","type":"post","link":"https:\/\/www.alveria.it\/english\/2026\/02\/10\/direttiva-ue-970-2023-trasformare-la-compliance-in-cultura-del-valore-2216\/","title":{"rendered":"EU DIRECTIVE 970\/2023: TRANSFORMING COMPLIANCE INTO A CULTURE OF VALUE"},"content":{"rendered":"

The 7 June 2026<\/strong> is not a deadline to be feared. It is the date by which Italian companies must have transposed the Directive (EU) 2023\/970<\/strong><\/a>but it can become the moment when your organisation makes the most significant evolutionary leap in human capital management in recent years. We are not simply talking about adapting HR processes or publishing pay gap data: we are talking about redefining the way in which the value of work is recognised, measured and remunerated<\/strong>.<\/p>\n

European legislation introduces stringent obligations,<\/strong> From the reversal of the burden of proof in the event of a dispute to reporting obligations for companies with more than 100 employees, it nevertheless conceals a rare opportunity: that of building professional systems that are truly fair, transparent and predictable. The question is no longer whether to comply, but how to do so in such a way that compliance generates sustainable value.<\/strong><\/p>\n

The risk of \u201cfriendly fire\u201d: when compliance isn\u2019t enough<\/strong><\/h2>\n

Many organisations are treating Directive 970\/23 as a mere compliance exercise: they collect data, calculate medians and prepare reports. But there is a hidden risk that no software can mitigate: the c<\/strong>Managerial behaviour. A perfectly \u201cgender-neutral\u201d job classification system can be undermined by a single manager who allocates strategic projects in a discriminatory manner, or who consistently rates an employee highly for years without ever promoting them.<\/p>\n

As emerges from our experience in the field, the real vulnerability lies not in formalised processes, but in the<\/strong> daily management practices<\/strong>. This is where the pay transparency game is played.<\/p>\n

The Alveria Methodology: beyond compliance, towards transformation<\/strong><\/h2>\n

That is why we have developed an integrated approach that articulates the adjustment pathway in three operational phases<\/strong>, designed to turn regulatory requirements into a competitive advantage:<\/p>\n

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  1. Organisational Assessment: laying the foundations for a \u201cgender-neutral\u201d approach\u201d<\/strong><\/li>\n<\/ol>\n

    The first step<\/strong> is not mathematical, but architectural. We analyse the existing professional structure for consistency with the principles of gender neutrality, distinguishing two scenarios:<\/p>\n