{"id":2216,"date":"2026-02-10T09:40:11","date_gmt":"2026-02-10T09:40:11","guid":{"rendered":"https:\/\/www.alveria.it\/?p=2216"},"modified":"2026-02-10T09:46:35","modified_gmt":"2026-02-10T09:46:35","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\/eu-directive-970-2023-transforming-compliance-into-a-culture-of-value-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> dall’inversione dell’onere della prova in caso di contenzioso agli obblighi di reporting per aziende con oltre 100 dipendenti, ma nasconde un’opportunit\u00e0 rara: quella di costruire sistemi professionali davvero equi, trasparenti e predittivi. 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

Il rischio del “fuoco amico”: quando la compliance non basta<\/strong><\/h2>\n

Molte organizzazioni stanno affrontando la Direttiva 970\/23 come un esercizio di mera conformit\u00e0: raccolgono dati, calcolano mediane, preparano report. Ma c’\u00e8 un rischio invisibile che nessun software pu\u00f2 mitigare: il c<\/strong>omportamento manageriale. Un sistema di classificazione delle posizioni perfettamente “gender neutral” pu\u00f2 essere vanificato da un singolo responsabile che assegna progetti strategici in modo discriminatorio, o che valuta eccellentemente una risorsa per anni senza mai promuoverla.<\/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>, pensate per trasformare l’obbligo normativo in vantaggio competitivo:<\/p>\n

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  1. Assessment Organizzativo: costruire le fondamenta “gender neutral”<\/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