EU Pay Transparency Directive — get your pay structure ready before you have to explain it
We support your organisation in preparing for and implementing EU pay transparency requirements, helping you build a fair, structured and compliant compensation framework.
Most companies do not have a pay problem they know about — they have a pay structure nobody has ever had to explain. The new rules change that: salaries become comparable, differences become visible, and employees gain the right to ask. The work is easier done calmly, in advance, than under a deadline or a complaint.
What you get
Compensation system assessment
Evaluation of your current salary structure, internal fairness and external competitiveness.
Pay policy design
A clear, structured compensation policy aligned with your business strategy and organisational culture.
Compliance readiness
Identification of gaps and risks in relation to EU pay transparency requirements.
Communication and alignment
Support in preparing internal communication and aligning stakeholders on the key changes.
Implementation support
Guidance in applying the new compensation framework across roles, processes and leadership practices.
Who should be looking at this now
Every employer, whatever its size — smaller companies also need to review their pay structure, or put one in place for the first time
Organisations where salaries have been agreed case by case, without a structure behind them
Companies where pay differences exist for historical reasons nobody has revisited
International groups that must report consistently across several countries
How we work
Where you stand
We establish which obligations apply to your company and when — so the rest of the work has a real deadline attached to it.
Assessment
We review the existing pay structure: how roles are grouped, what drives differences, and whether those reasons hold up when written down.
Gaps and risks
You get a clear picture of where the structure is defensible, where it is not, and what each fix would take.
Framework
We build the pay policy: job groupings, criteria, ranges and the rules for how decisions get made.
Communication
We prepare how this is explained — to managers first, then to employees. Poorly explained transparency causes more damage than none.
Implementation
We stay with you while the framework is applied, and while managers face the first questions.
Why companies choose Amber Axis
We treat this as an HR and management task with a legal deadline, not as a legal document to file.
Senior consultants who have designed and defended pay structures inside multiple companies, not only reviewed them.
The same team can carry out what the assessment recommends — job grading, manager training, communication.
Frequently asked questions
How has Lithuania transposed the EU Pay Transparency Directive?
Lithuania transposed the EU Pay Transparency Directive by amending the Labour Code (Law No. XV-969, adopted 21 May 2026). Most rules — including pay ranges in job ads and the ban on asking about salary history — have applied since 7 June 2026. Job grouping, monthly pay data to Sodra and the employee right to compare pay start on 1 January 2027.
Does this apply to our company?
Yes — the rules apply to all employers. What differs is the scope of the obligations, which depends on the size of the company.
When do we need to be ready?
Part of the rules already applies. The implementation deadline is 1 January 2027, so the work is best done well before that.
Are there penalties for not complying?
Yes, sanctions exist, but we cannot state them precisely yet because there is no established legal practice. That does not relieve management of responsibility for implementing the directive properly and on time.
Do you calculate the pay gap figure for us, or prepare the report itself?
We help you prepare in full: the analysis, pay review recommendations and the insights you need for a compensation policy that actually works — not just a box ticked for compliance.
What if the assessment finds a gap we cannot justify?
Then you have found it before anyone else did, you have time to plan the correction. That is the point of doing this early: an unexplained difference is a problem, but a known difference with a plan is a manageable one.
Is this legal advice?
No. Our work makes sure the requirements are reflected in your pay policy, but it is not a legal opinion.
Not sure whether the new rules reach your company yet?
That is the first thing we establish — and it takes one conversation.