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As expectations around pay transparency and compliance continue to grow, many employers are realizing that manual pay equity processes are no longer sustainable. For Three, the challenge was not only about compliance — it was about building a more structured, transparent, and business-anchored approach to job architecture and pay setting overall.

We spoke with Three about how they transformed their approach to pay equity and job evaluation with support from Pihr's pay equity software — and why the upcoming EU Pay Transparency Directive accelerated the need for change.

Anna Svärd, Analytics and Rewards Partner, Three

The Challenge: Manual Processes and Limited Structure

Before implementing Pihr, Three lacked a scalable and consistent framework for job evaluation and pay equity analysis.

Their previous way of working relied heavily on manual processes, making it difficult to:

• evaluate roles consistently across the organisation
• maintain clear and structured job architecture
• create transparency around pay decisions
• work proactively with pay equity over time
• build trust and alignment with managers and senior leaders

As the organisation evolved, the limitations became increasingly clear.

The manual setup also made reporting and analysis time-consuming, while limiting the ability to work strategically and consistently across the business.

Why Three Chose Pihr

Three wanted to ensure they had:

• stronger governance around pay setting
• sustainable and scalable processes
• better documentation and compliance readiness
• a more future-proof approach to pay equity

After evaluating different options, Pihr stood out for combining:

• job evaluation and pay equity analysis in one platform
• a simple and user-friendly experience
• structured support for complex pay equity work
• expertise within pay transparency and compliance

Implementation: Building Structure While Moving Fast

The implementation process itself was smooth, but the timing created a fairly intense period internally.

At the same time as implementing Pihr, Three was also:

• building a new job architecture
• preparing pay equity analysis for the previous year
• aligning managers and leadership around new structures

Despite the complexity, Pihr helped create clarity and momentum throughout the process.

The combination of platform support and advisory expertise helped Three establish a more structured foundation without slowing down progress.

Results: Increased Trust, Clarity, and Compliance

Although Three has not yet used Pihr for a full year, the organisation is already seeing clear results.

Key improvements include:

• significantly improved quality in pay equity analysis
• more structured and transparent job architecture
• increased confidence among managers around pay setting
• reduced manual reporting and analysis work
• improved compliance accuracy
• stronger alignment between HR and the business

One of the most important outcomes has been the increased understanding and trust around compensation processes internally.

Three also highlighted an unexpected benefit: the ability to explain complex topics like job evaluation and pay equity in a more concrete and accessible way across the organisation.

Moving From Reactive to Strategic Pay Equity Work

Before Pihr, much of the work around pay equity was manual and reactive. Today, Three describes a much more structured and long-term approach.

Pihr has helped the company:

• move toward data-driven pay equity work

• establish clearer governance and structure

• create stronger internal alignment

• support both HR and business stakeholders with a common framework

Preparing for the EU Pay Transparency Directive

Three expects the EU Pay Transparency Directive to increase expectations around:

• pay transparency

• documentation

• reporting

• internal governance

• structured salary processes

Thanks to the work already done together with Pihr, the organisation feels significantly more prepared for the future requirements.