How is NEXON preparing for pay transparency?

NEXON not only supports its clients throughout this process, but also implements within its own organization the same steps it recommends to other companies. This hands-on experience makes the preparation particularly valuable, as the developments are based not on theoretical recommendations but on real operational experience.

Why is pay transparency about more than regulatory compliance?

The aim of pay transparency is not for every employee to know their colleagues’ salaries. Rather, it is about ensuring that pay decisions are based on consistent, objective and traceable criteria.

In practice, this means that the company must be able to demonstrate:

• the criteria used to classify a job,
• the factors that influence pay,
• how it ensures equal pay for work of equal value.

Preparation therefore requires examining not only pay itself, but also the HR processes and data behind it.

“Pay transparency is really about organizational maturity. It is credible when HR and managers can substantiate and clearly explain decisions about pay and compensation: what a job’s value means, what level of performance lies behind it, what development leads to progression, and where consistent decision-making frameworks are set. Its real business value is that differences which may previously have been handled more intuitively become visible and can be addressed. This strengthens the quality of management decisions, employee trust and the company’s competitiveness at the same time.”

– Szilvia Bogdán, Chief People Officer, NEXON

How is NEXON preparing for pay transparency?

At NEXON, objective HR practices and consistent data management have long been fundamental principles. Preparing for pay transparency therefore did not mean creating entirely new processes, but consciously reviewing and further developing existing practices.

The preparation covers several areas:

Based on NEXON’s experience, the most important task is not necessarily to redesign the pay system, but to ensure that every decision can be professionally justified and properly documented.

What lessons has NEXON learned from its own preparation?

As an HR technology company, NEXON applies the same principles in its own operations that it recommends to its clients.

During preparation, the following become particularly important:

• an up-to-date job structure,
• consistent HR data management,
• objective job evaluation,
• well-documented pay processes.

These are the foundations on which pay transparency can be built sustainably over the long term.

“One of the most important lessons from the preparation process is that while good data starts in the database, it becomes valuable through a shared understanding of reality across the organization. For example, we did not review job descriptions merely as administrative documents; we examined whether they truly reflected the purpose, responsibilities and complexity of each role. Reviewing nearly one hundred jobs also required calibration, because similar job titles do not always represent the same value, making the concept of comparable work particularly important. 
In our own operations, we have also found that high-quality HR data and consistent job evaluation form the foundation of successful preparation. By incorporating our own experience, we provide our clients not only with a technological solution, but also with genuine practical expertise: we understand the management dilemmas, data-quality issues and organizational discussions on which effective compliance with the regulation ultimately depends.”

– Szilvia Bogdán, Chief People Officer, NEXON

NEXON’s own experience and data

We carried out a thorough, organization-wide analysis, reviewing nearly one hundred jobs with distinct responsibilities and content. 
 

• Gender distribution across the organization: on 5 August 2026, of NEXON’s 361 employees, 244 were women and 117 were men, representing a rounded ratio of 68% to 32%.
• Women in management: among the nearly 50 managers, from team leaders to board members, approximately 55% are women and 45% are men.
• HR data reviewed: job and organizational master data, job descriptions, base salaries and total compensation elements, classifications, seniority and professional experience data, management levels, performance, career progression and pay progression data. We assessed job value based on skills, task complexity, responsibility and working conditions; individual performance was considered separately when assessing whether any pay differences could be professionally justified.
• The greatest challenge: not collecting the data itself, but developing a consistent interpretation and calibration of the actual content of jobs. The aim was to compare work of equal value according to the same logic, regardless of organizational placement or job title, and to ensure that every difference could be traced back to a professional justification.

Why is an objective assessment of the gender pay gap important?

One of the most frequently discussed aspects of pay transparency is the gender pay gap.

However, average statistics alone do not reveal how an organization operates. Differences may be influenced by a number of objective factors, such as:

• the composition of jobs,
• the proportion of management positions,
• professional experience,
• levels of responsibility,
• career paths.

For this reason, pay transparency does not start from the assumption that every difference is discriminatory; rather, every difference must be supported by a clearly demonstrable professional justification.

This is why it is particularly important for companies to examine their own data rather than relying solely on national averages.

Why is first-hand experience an advantage?

For NEXON, pay transparency is not merely a product-development or regulatory issue. 
The experience gained within its own organization enables NEXON to offer clients solutions that have been proven in real operational situations.

This provides:

• more credible professional support,
• practical methodology,
• more advanced HR solutions,
• deeper consulting expertise.

The goal is not merely compliance, but the development of HR practices that remain transparent, objective and sustainable over the long term.

FAQ – Frequently Asked Questions