The question is no longer whether you need to work with pay transparency, but how prepared you are.

Most organizations are not ready – but expectations are rising

According to our latest global , only 37% of employers say they are very well prepared to explain and justify pay differences if requirements were introduced tomorrow. At the same time, 97% believe pay transparency will significantly challenge their organization in at least one way.

Meanwhile, employees already expect transparency. Younger generations are opting out of employers who do not disclose salary ranges. Employees want to understand, compare, and question their compensation. And as pay data becomes more visible, expectations around fairness and consistency continue to grow. This creates pressure on organizations – even before the directive comes into force.

From intuition to structure

As pay transparency becomes reality, it will no longer be enough to say that “pay is individual.” Organizations need to clearly demonstrate how salaries are set and justify why differences exist when they occur. Employers must also be able to explain how pay develops over time. All of this requires structured, data-driven processes.

Pay decisions based on intuition will become increasingly difficult to defend. We will likely see more fact-based pay conversations and a clearer link between performance, responsibility, and reward.

This shift places new demands on leadership. Managers can no longer rely on general statements about individualized pay. In a transparent environment, they need a deep understanding of pay structures and data, as well as the ability to clearly explain and justify their decisions. This also requires stronger communication and coaching skills.

Transparency changes the dynamic

These new expectations will also make leadership gaps more visible. As employees gain greater insight, the dynamic between employers and employees will shift. It becomes easier to ask questions, challenge decisions, and demand fairness.

Our data shows that:

• 21% would feel less valued if they discovered pay differences
• 10% would lose trust in leadership
• 28% would accept differences if they received a clear and fair explanation

Transparency itself is not the issue – how it is handled is what matters.

From compliance to competitive advantage

It is easy to view pay transparency as a regulatory requirement. But leading organizations see something else: an opportunity. By creating a shared language around compensation and ensuring employees understand pay data, transparency can become a powerful tool to strengthen the employer brand and employee engagement.

Do you want to lead the shift towards a more transparent, fair, and sustainable workplace? Read more in our updated pay transparency guide. Download it !

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For us, this is about more than design. It’s about how we want people to experience us, what we stand for, and the feeling we leave behind. Our brand should reflect who we are, where we’re headed, and above all: why we exist. 

A brand with humans at the heart 

As part of creating our new expression, we spoke with employees, customers, stakeholders, and leaders across both Benifex and the Zellis Group (our owners). One insight stood out clearly: the customers we support all share something important in common — they support other people through life’s and work’s most important moments. 

And that’s exactly what we want to enable. Benifex helps organizations support their people in the moments that matter most. When people feel confident, understood, and guided, better experiences are created — for both individuals and businesses. 

That’s why our new brand is built around one clear focus: Build better benefits with humans at the heart. 

The new identity 

Our new expression is designed to feel human, inclusive, and confident. We’re keeping green as our primary color while introducing complementary colors to add energy, flexibility, and accessibility. We’re also introducing Gelica, a warmer and more approachable typeface that better reflects our personality. 

We’re also launching “shared marks” — graphical elements inspired by the marks people leave behind. Brush strokes, movement, and organic shapes symbolize energy, individuality, and humanity. 

Our iconic “B” evolves into a more hand-drawn and organic symbol, still unmistakably Benifex, but more human and alive. 

What happens next? 

Over the coming weeks, you’ll gradually start seeing our new identity rolled out across channels and materials. Some assets will still carry our previous visual identity during a transition period, but we’re updating everything step by step. 

We’re excited to share the next chapter of Benifex with you — and we hope you’ll love it as much as we do! 

The post Launching the new��Benifex��brand��– an updated��identity with humans at the heart appeared first on Benifex.

With stunning views over the canal and the city, our own Kristian Sveigaard (Enterprise Executive) set the tone for the day. It quickly became clear: we are at a turning point. One where benefits are no longer a “nice to have” — but a critical part of business strategy.

The changing nature of work 

The first session, “More than perks: Building workplaces and workforces that last”, led by Sophie Valencia Vogel (Content Writer at Benifex) and Karl-Axel Karlsson (Business Development Manager at Benifex) started from a simple but powerful reality:

We are living longer — and we will need to work longer. This shift brings new expectations for employers. Workplaces must be sustainable over time, not just productive in the short term. At the same time, we’re operating in an increasingly pressured environment, shaped by economic and political uncertainty and rising stress levels. In Denmark alone, 29% of adults report experiencing high levels of stress.

This is where benefits take on a new role. Not just as a tool to attract talent — but to prevent ill health, strengthen the employer–employee relationship, and boost engagement and performance.

We’re also seeing a rise in creativity. Benefits such as pawternity leave, no-meeting Fridays, breakup leave, and even failure bonuses highlight how organizations are rethinking the employee experience.

Four trends shaping HR in 2026 

Next on stage, Gethin Nadin, Chief Innovation Officer at Benifex, shared four critical trends every HR leader should act on: 

1. Wellbeing as a foundation — not an initiative 

We’ve reached a tipping point. Work itself is now being identified as one of society’s biggest challenges, while well-being across Europe continues to decline in the long term. Despite 85% of HR leaders recognizing the measurable impact of wellbeing, investment is stalling.

But the data is clear: organizations with high well-being scores outperform financially as well. This is not just reshaping HR. It’s influencing investor behavior too.

2. AI is reshaping everything — but culture is the enabler 

AI is already driving productivity. But one factor stands out: Organizations with strong cultures are more successful in adopting AI.

Employees who feel supported are significantly more likely to use AI tools. This makes the employee value proposition (EVP) and culture directly business-critical.

3. The direct impact of benefits on performance 

The link between benefits and performance is becoming increasingly evident. Data shows a clear linear relationship: Employees with access to more benefits deliver, on average, 39% more effort.

Even for startups, the impact is significant — investing in benefits technology increases the likelihood of surviving the crucial early years.

4. Radical transparency in pay and reward 

Pay transparency is no longer a trend — it’s a movement. Research shows that it:

• does not reduce productivity
• increases both the volume and quality of job applications
• reduces employees’ intention to leave by up to 30%

But transparency alone isn’t enough — communication is key. Organizations need to be able to answer:

• Why does someone earn more than I?
• How can I progress and increase my pay?

Clarity, culture, and leadership are essential and will play a significant role in successfully implementing pay transparency.

From discussion to action 

After a short break, we continued with roundtable discussions, and one question kept coming back:

Are benefits treated as a strategic lever — or are they still primarily operational? Many organizations find themselves somewhere in between. Challenges around global consistency, local adaptation, and prioritization remain — but so do the opportunities.

Transparency, pensions, and what comes next 

The day concluded with a panel discussion featuring Jon Sannes, Founder & Manager, Partner Nordic Reward Partners & PayGap, Ella Andersson, Commercial Advisor, Lifeplan, and our own Kristian Sveigaard.

Ella opened by introducing Lifeplan and highlighting the importance of independent guidance — free from conflicts of interest. Bank advisors often have their own funds or receive kickbacks, which can significantly influence their investment recommendations, whereas Lifeplan does not receive any commission on its advice.

Jon Sannes emphasized that implementing pay transparency requires:

• leadership education
• CFO and executive alignment
• both financial and behavioral investment

This is not just an HR issue — it’s a business issue. He also highlighted that many organizations are not only supportive of pay transparency but are also actively looking to implement it. Where delays occur, they appear to be driven more by political factors than by employer resistance.

Ending on a high note 

We wrapped up the day with a sunny after-work on the terrace, overlooking Copenhagen, and plenty of continued conversations. While much is changing, one thing remains constant: coming together is not only inspiring and energizing — it’s also a powerful way to drive real change.

If you want to continue this conversation with us, please contact us here. 

The post Benifex��Energize in Copenhagen – a��wrap��up�� appeared first on Benifex.

At a time when HR is under increasing pressure to demonstrate its impact, Gethin is challenging how we think about reward, wellbeing, and performance. In this edition of 10 quick(ish) questions, he shares his perspective on why HR needs to start speaking the language of the C-suite, why wellbeing as a “trend” has lost its meaning, and what it really takes to position reward as a driver of organizational performance. 

1. How would you introduce yourself?  

“Gethin Nadin, Chief Innovation Officer at Benifex, award-winning psychologist and bestselling HR author, and one of the UKs Most Influential People 2026.”  

2. What will you be speaking about at ���Ա��������������DZ��Գ󲹲����.������

“I’ll be exploring four global reward trends based on extensive research: benefits as performance levers, the cultural challenge behind EU Pay Transparency, the evidence linking wellbeing to business performance, and why HR must translate people outcomes into financial impact. It’s about reframing reward as organizational performance science, not compensation.” 

3. Why is it important?  

“HR still struggles for budget and influence because it can’t articulate its value to the C‑suite. These trends expose why wellbeing, benefits and culture directly drive performance, and why HR must start thinking, measuring, and communicating like a strategic function. We have to make our proposals resonate with the CEO, which means moving our business cases out of the HR function and elevating them to board level.” 

4. What’s the most controversial thing you’ll say on stage?  

“That HR has failed to effectively articulate its organizational impact, which is leading to a growing narrative that HR is over invested in and overinflated. I don’t think that is true, and I think that the broad failure to make HR more generally resonate with employees and CEOs is why this narrative is prevailing and even making its way to the media.”  

5. What’s one thing HR leaders believe that you think is completely wrong?  

“Many still believe reward is compensation. It isn’t – reward is a performance system. The organizations that get ahead treat benefits and wellbeing as behavioral levers that drive productivity, not as cost line items. Across the world we invest three times more in people than we do capitol assets, yet we rarely quantify those investments in the same way as we do office buildings, machinery, or vehicles.”  

6. Which HR trend do you think is the most overrated – and why?  

“Corporate “wellbeing programs” as they are today. The market is oversaturated with low‑evidence solutions, and the noise has overshadowed the core truth: wellbeing only works when it’s embedded in culture, job design, and reward philosophy. “Wellbeing” as a trend has become meaningless. It’s oversaturated, commercialized, and diluted by snake‑oil. Rewards leaders must stop treating wellbeing as an initiative and start embedding it into the organization’s DNA.” 

7. What’s the biggest mistake organizations make when trying to improve employee experience?  

“They focus on launches instead of outcomes. Experience becomes a menu of initiatives rather than a system designed to improve performance and culture, so it rarely connects to measurable organizational impact. Despite the vast and compelling body of evidence available.”  

8. If you could change one thing about how companies work with HR, what would it be?  

“I’d require HR to quantify its value in financial and impact terms. When HR aligns itself with the CFO’s and CEO’s metrics (like AI, productivity, risk), its strategic influence transforms immediately. This talk will show you what is important to almost every CEO and how reward demonstrates impact towards that.”  

9. What’s one thing HR leaders should stop doing in 2026?  

“Stop creating people‑focused business cases with no financial translation. HR will not get investment unless it shows its work in terms of cost, margin, and performance. Sentiment and morality aside, we have to get better at building solid business cases. But we also have to get better at being advocates for ourselves to get more budget and resource.”  

10. If you could give just one piece of advice to an HR leader who wants to stay ahead of the curve, what would it be?  

“Think like a performance scientist, not a policy owner. Treat reward, wellbeing and culture as measurable drivers of organizational outcomes – and build your influence by proving it. Reward is a system of buttons and levels that when actioned help the organization move faster and be more resilient. We just have to make sure every one of our stakeholders sees it that way.” 

Want to hear more? Don’t miss Gethin live at Energize DK, where he’ll explore how reward can become a true performance lever – not just a cost line.  

Event details 

Place: Danish Architecture Center, Copenhagen 
Date: 17 April 
Time: Afternoon session (exact timings shared upon registration) 

Reserve your place 

Seats are limited, and we’d love to see you there.  to secure your spot and join the conversation! 

The post 10 quick(ish) questions with Gethin Nadin�� appeared first on Benifex.

In this edition of 10 quick(ish) questions, Jon shares his perspective on pay transparency, the future of reward, and what it really takes to build trust through fair pay.  

1. How would you introduce yourself?     
 

“My name is Jon Sannes, and I’m a self-confessed Reward Nerd. I have worked in the reward space for more than 20 years, both as a consultant and as a specialist, helping companies create actionable insights, transparent and competitive reward structures, and pragmatic solutions that align with business realities and goals.  

In 2020, I founded Nordic Reward Partners, and from the get-go, we have focused on pay transparency and the underlying structures that support pay equity. This work led me to become a co-founder of the Pay Transparency Alliance, together with Benifex and others — a network of consultancies and providers from across Europe, all working in the pay equity space. This journey has also led me to host the Reward Nerds podcast, which explores various aspects of reward and pay transparency.  

As a Norwegian living in Copenhagen, I have a pan-Nordic mindset and facilitate reward networks across the region. Over the past two years, I’ve also been co-founder and Chairman of PayGap, a Danish start-up that has developed a software solution specifically designed to support the EU Pay Transparency Directive.”  

2. What will you be speaking about at Energize Copenhagen?����
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“I’ll be joining a panel discussion focused on how perceptions of fairness shift when salaries become visible, and the resulting leadership challenges. We’ll explore the psychological perspective on pay transparency, the change management efforts ahead, and how this new transparent salary setting landscape changes the dynamics between employees and organizations, an aspect I find really interesting.”  
 

3. Why is it important?  
 

“The Pay Transparency Directive��represents��the biggest change in HR in decades, and it shifts the power balance in the workplace. Leaders are facing new challenges as employees are empowered to talk about their pay and pay progression, which in turn changes expectations across the entire employee lifecycle. The psychological aspect is equally fascinating, because leaders are employees too, and as such, they face a double challenge in this transition, and the fact that employees are given access to compare their own salary with the average instead of median of their peer group makes for a curious blunder that I think we as Reward Nerds will have a lot of “fun” trying to tackle in the coming years.”������
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4. What’s the most controversial thing you’ll say on stage?  
 

“That HR has been sleeping for decades, and has to (re)claim their space by taking their share in leadership. There is no logical reason that Finance, Legal, and IT again and again have a larger stake in the executive teams…. What company does not claim “People are our most important asset”? And where are “salaries” not the highest cost of the company? Combine the two, and HR should be a strategic top priority. I have never seen a company stating “Legal Compliance is our most important asset” on their homepage…. “ 
 

5. What’s one thing HR leaders believe that you think is completely wrong?  
 

“Honestly, I think it’s more interesting to point out the one thing all employees seem to think about HR, which is completely wrong: that HR is there for the employees. Anyone who works in HR knows we’re there for the management. Sad? Perhaps. But true. Sad, but true…“ 
 

6. Which HR trend do you think is the most overrated – and why?  
 

“KPIs – I have yet to see a KPI structure that actually works. If a company wants a setup that truly connects employees and business goals, it needs to be less generic and make personal sense to those involved.”  
 

 7. What’s the biggest mistake organizations make when trying to improve employee experience?  
 

“They forget to involve the employees. Employee experience is one of those buzzwords that consultants promote to sell projects to management, and they end up as dusty PowerPoints, forgotten in a drawer, rather than a lived experience on the shop floor.”  
 

8. If you could change one thing about how companies work with HR, what would it be?  
 

“I’d recommend all companies have a Reward specialist who connects the softer goals of the HR department with the hard-core goals of the Finance department; a go-between who can translate between these two, often very separate worlds, and make sure the salary setting processes and pay philosophy actually support the business goals in real life and not just on paper. Too often, HR takes a backseat to Finance, and in my view, this is a huge mistake – after all, we represent how the company spends about 70% of its costs.”  
 

9. What’s one thing HR leaders should stop doing in 2026?  
 

“HR leaders should stop being shy and start making their voices heard in the C-level organization. Why is it that most HR projects require a full business case to be produced and still get turned down, when Finance has the privilege of simply doing what needs to be done without needing to ask permission? HR needs to take the power back.”  
 

10. If you could give just one piece of advice to an HR leader who wants to stay ahead of the curve, what would it be?  
 

“Understand the art of Rewards, and stop excusing yourself and asking for influence – claim your natural space. By bringing numbers/rewards to the table, the CFO and CEO are all ears in a new way. Data-driven HR is not just about metrics of employee retention; make it matter.”  
 

Want to learn more about how pay transparency is reshaping the future of reward? Don’t miss Jon at Energize Copenhagen, where he’ll share practical insights on how organizations can move from compliance to real impact – building trust, fairness, and stronger business outcomes along the way.  

Event details 

Place: Danish Architecture Center, Copenhagen 
Date: 17 April 
Time: Afternoon session (exact timings shared upon registration) 

Reserve your place 

Seats are limited, and we’d love to see you there.  to secure your spot and join the conversation! 

The post 10 quick(ish) questions with Jon Sannes�� appeared first on Benifex.

On 17 April, we’re bringing together a group of senior HR leaders in Copenhagen for an exclusive afternoon focused on exactly that. This is your opportunity to step away from the day-to-day, challenge your thinking, and explore how to create real impact – both locally and at scale. 

What to expect 

Hosted at the iconic��, the event will combine thought leadership with interactive discussions designed to spark��new ideas��and practical takeaways.��

The program includes:  

• More than perks: building workplaces and workforces that last. A session with Sophie Valencia Vogel (Benifex) and Karl-Axel Karlsson (Benifex), exploring how organizations can create sustainable, engaging work experiences in a rapidly evolving world of work. 

• The future of reward: four trends every HR leader must act on in 2026.  

• With award-winning psychologist, bestselling HR author and Benifex Chief Innovation Officer, Gethin Nadin – sharing key insights from our latest research. 

• Fireside chat: Rethinking compensation.  

• Featuring Jon Sannes (Nordic Reward Partners & PayGap), Ella Andersson (Lifeplan) and Casper Hans Lunøe Sørensen (Benifex), discussing pay transparency, financial wellbeing and gross benefits. 

Alongside this, you’ll have the chance to connect with peers, exchange perspectives, and reflect on key questions shaping our space today – such as how to balance local needs with global consistency, and how to elevate benefits from operational to strategic. 

Event details 

Place: Danish Architecture Center, Copenhagen 
Date: 17 April 
Time: Afternoon session (exact timings shared upon registration) 

Reserve your place 

Seats are limited, and��we’d��love to see you there.����to secure your spot and join the conversation!��

The post Join us in Copenhagen: shaping the future of reward and benefits appeared first on Benifex.

These challenges are reflected in our research, which is based on more than 3,250 online interviews with HR and Reward professionals and employees worldwide. The findings reveal how AI is already transforming benefits and employee experience — and why more organizations are turning to intelligent benefits technology to manage growing complexity. 

Employees want more personalized support, greater flexibility, and better workplace experiences. At the same time, organizations demand tighter control, compliance, and measurable ROI. In this environment, AI is emerging as a critical enabler — not as a buzzword, but as a practical way to reduce admin, unlock insights, and help organizations deliver clearer, more human-centered benefits experiences. 

Meeting rising employee expectations 

Employee expectations for workplace technology are higher than ever. People increasingly expect the same seamless, intuitive experiences at work that they get from the apps and services they use every day. That’s where AI is starting to make a real difference. 

In fact, 96% of HR and Reward professionals say AI can help organizations meet employees’ growing expectations — across benefits, wellbeing, recognition, communications, and inclusion. 

And this isn’t a distant future scenario. AI is already transforming the way employees interact with their benefits. AI-powered financial planning tools, personalized recommendations, and intelligent search features make it easier for employees to find what they need, exactly when they need it. Instead of trawling through documents or navigating multiple portals, employees can quickly access the information that matters in the moment. 

Policy documents that run to 100 pages? AI can distill them into the two or three key points an employee actually needs to know. And AI doesn’t just wait for employees to search. It can proactively surface the most relevant information — such as remaining benefits allowance, available cashback, or the current value of workplace savings — giving employees a clear snapshot of their benefits in one place. 

In short, AI is helping employees navigate complex benefits programs with far greater clarity and confidence. 

Employees want AI to help — but not decide 

Employees are increasingly comfortable with AI supporting them at work. When it comes to benefits, people are happy for AI to guide them — surfacing relevant options, suggesting benefits that might fit their needs, and helping them understand complex choices. 

This is especially important given that 62% of employees say they’re not sure they’re making the most of their benefits. For many people, benefits programs are complex and difficult to navigate without support. 

But there is a clear boundary. Employees are not ready for AI to make decisions on their behalf. Selecting benefits or authorizing payments remains firmly in human territory. People want guidance and insight — not automation that takes away their control. 

For HR teams, this highlights an important design principle: AI should support, not replace, human decision-making. 

From administration to strategy 

While AI is improving employee experiences, its impact on HR and Reward teams may be even more significant. Workloads have expanded rapidly in recent years. 55% of HR and Reward professionals have taken on additional responsibilities, and two-thirds are now managing more countries. 

At the same time, expectations around benefits strategy, compliance, and reporting continue to grow. AI is helping teams keep pace by automating repetitive administrative tasks and uncovering insights hidden within large datasets. 

Instead of spending hours analyzing spreadsheets or compiling reports, HR teams can quickly understand benefits engagement, track spend, and identify trends across different countries and employee groups. The result is simple but powerful: less time spent on manual processes and more time focused on strategy, innovation, and employee experience. 

The next step: a “benefits brain” 

Looking ahead, AI’s role in benefits strategy is likely to become even more significant. As benefits platforms gather more data across organizations, countries, and programs, AI systems will increasingly act as intelligent advisors for HR teams. Some experts are already describing this future capability as a “benefits brain.” 

These AI systems will be able to analyze both internal and external data to recommend strategic decisions — identifying cost efficiencies, highlighting gaps in benefits coverage, and suggesting programs that better align with employee needs. 

Instead of simply providing information, AI will help HR teams make smarter decisions about how benefits are designed, delivered, and optimized. 

AI is already shaping the future of benefits 

Benefits technology is evolving beyond simple administration to become a benefits system of record— a centralized platform that provides visibility into engagement, policies, compliance, and spend. 

AI is accelerating that transformation. By reducing administrative workload, uncovering insights, and improving employee experiences, AI allows HR and Reward teams to focus on what matters most: creating benefits strategies that truly support their people. 

AI isn’t redefining the future of benefits. It’s already shaping the present — helping organizations deliver smarter strategies and better employee experiences at scale. 

Want��to explore the full research? Download the report����to discover more insights from 3,250 HR and Reward professionals and employees worldwide.��

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