The functioning of energy markets is increasingly shaped not only by economic factors but also by geopolitical developments. Global events are rapidly and directly reflected in European energy prices, resulting in sustained volatility and market movements that are difficult to predict. In this environment, the role of energy is also evolving: for companies, it is no longer merely a cost factor, but a strategic resource that directly influences operations and competitiveness.

E.ON Hungária Group aims to support its customers in adopting a more conscious and forward-looking approach to energy procurement, even in a constantly changing market environment. The Group offers solutions that enable customers to tailor their energy strategies to their specific operations and needs, while remaining flexible in response to market developments.

Sustainability has become an integral part of energy procurement. Companies are placing increasing emphasis on ensuring that their energy consumption meets not only economic but also environmental expectations. In line with this, E.ON provides solutions that support a higher share of renewable energy in supply portfolios and contribute to the achievement of corporate sustainability goals.

Flexible contractual structures – including fixed-price and market-based solutions, as well as their combinations – allow companies to balance cost considerations with operational flexibility. The development of a conscious energy strategy increasingly depends on timing, contractual design, and the appropriate combination of available solutions.

Digitalisation is also becoming a key enabler: time-based tariffs built on smart metering data allow for more precise consumption planning and more effective utilisation of market opportunities. This type of flexibility is particularly valuable in an environment characterised by rapidly changing prices.

When designing contractual structures, adapting to market conditions becomes a priority. E.ON offers agreements across different time horizons, enabling customers to choose solutions that best fit their operations—whether prioritising short-term flexibility or longer-term predictability.

As the energy market continues to evolve, the role of the energy trader is also transforming. Beyond ensuring supply, increasing emphasis is placed on informed planning and decision support. In this context, flexible energy supply is not merely a tool, but a key enabler of predictable, responsible and sustainable long-term operations.

The unit inaugurated in Győr, with a capacity of nearly 100 MWh and a power output of 49.9 MW, is currently Hungary’s largest industrial energy storage facility, accounting on its own for approximately 20% of the country’s total storage capacity. With the commissioning of the fifth lithium-ion storage unit in Bana—featuring 10 MW power and 20 MWh capacity—ALTEO’s total energy storage capacity has increased to 80 MW.

In the field of energy storage, the primary challenge today is no longer the technology itself, but how to operate available capacities efficiently within a market environment. In recent years, ALTEO has built its own digital production management and optimization solutions around this challenge, enabling it to efficiently manage not only its own assets but also the portfolios of its partners.

The new units are connected to ALTEO’s VPP, allowing them to actively participate in the flexibility and balancing processes of the domestic electricity market.

Attila Chikán Jr., CEO of ALTEO, is a contributing author to the publication GREEN ECONOMY 2026 – the third edition of the Hungarian Association of Environmental Enterprises’ landmark study.

His article examines the industry and system-level issues shaping the sustainable transformation of Hungary’s electricity system, with particular focus on balancing sustainability, security of supply, and affordability. Global demand for electricity is growing at an unprecedented pace, while the expansion of renewable-based generation is bringing increasingly complex technical, grid-related, and regulatory challenges to the forefront.

The article also highlights that the stable long-term operation of the electricity system can only be ensured through a diversified asset portfolio, flexible reserves, and data-driven, intelligent control.

The GREEN ECONOMY 2026 publication can be downloaded via the link after providing personal details.

The EU Pay Transparency Directive (2023/970) introduces new obligations for employers, particularly regarding the disclosure of pay gaps, salary information in job postings and employee information rights. Member States must transpose the directive by 7 June 2026. As a result, companies need to review their compensation systems, HR processes and internal policies.

This guide explains who is affected by pay transparency, what obligations companies face, and what concrete steps are required to ensure compliance.

What does pay transparency mean in practice?

• mandatory disclosure of salary ranges in job advertisements
• regular reporting on the gender pay gap
• employees’ right to request pay information
• implementation of objective and gender-neutral pay systems

What should employers know about pay transparency?

The objective of the Pay Transparency Directive is to strengthen the principle of “equal pay for equal work” and reduce gender pay gaps. Member States must transpose the Directive into national law by 7 June 2026.

For companies, pay transparency primarily introduces changes in the following areas:

• regular reporting obligations on the gender pay gap
• joint pay assessments with employee representatives in certain cases
• the development and communication of transparent salary bands
• the application of data-driven HR analytics
• more structured leadership communication around remuneration

Pay transparency therefore represents not a single HR process, but the coordinated functioning of several organisational areas.

The following summary presents the key insights from our six-part article series.

How will pay transparency be implemented in Hungary?

The Pay Transparency Directive introduces new tools to increase transparency in remuneration systems. Among other elements, the regulation requires:

• the communication of salary ranges in job advertisements or during the recruitment process
• the prohibition of questions about previous salary
• regular measurement and reporting of the gender pay gap
• joint pay assessments in certain situations

The Hungarian implementation is expected to affect several areas simultaneously, including:

• the Labour Code
• equal treatment regulations
• data protection practices

For employers, pay transparency therefore represents primarily an integrated HR and legal challenge.

Read more about the expected Hungarian implementation: 

Pay transparency part 1: Where does Hungarian implementation stand?

What reporting obligations apply to companies?

One of the key elements of the Directive is the regular analysis and reporting of the gender pay gap.

Companies will be required to report, among other indicators:

• the average and median gender pay gap
• differences in variable remuneration
• the proportion of women and men across job categories

If the pay gap within a given employee category exceeds a defined threshold and cannot be explained by objective factors, the employer must conduct a joint pay assessment with employee representatives.

In practice, this means a comprehensive review of the compensation system, including:

• job requirements
• salary bands
• performance evaluation systems
• promotion practices

Read more about reporting obligations and joint pay assessment: 

Pay transparency part 2: Joint pay assessment and reporting obligations in practice

How can companies prepare for pay transparency?

A key condition for implementing pay transparency is the establishment of a clear and consistent job architecture.

Its main components include:

• defined job families and career levels
• standardised job descriptions
• objective classification principles

These provide the basis for job evaluation systems and salary band structures that determine the appropriate remuneration range for each position.

In international practice, a readiness audit is increasingly used to assess how prepared an organisation is for the requirements of pay transparency.

Read more about readiness audits:

Pay transparency part 3: Readiness audit for Hungarian employers

How can gender pay gaps be measured?

One of the most important elements of pay transparency is the proper analysis of pay data.

Gender pay gaps are typically analysed on two levels:

Unadjusted pay gap
The simple difference between the average pay of men and women.

Adjusted pay gap
A statistical analysis that controls for factors such as job role, experience or location.

These analyses are not only required for compliance purposes but also support leadership decision-making.

Many organisations increasingly rely on dashboards and HR analytics tools to monitor compensation structures and identify potential risk areas.

Read more about pay equity analysis:

Pay transparency part 4: What do the data show?

What should be communicated to employees?

Communication is one of the most sensitive aspects of pay transparency.

The Directive introduces information obligations on three levels:

• towards authorities, through gender pay gap reporting
• towards employees, through regular information on pay equity
• on an individual level, when employees request information about their own pay and comparable roles

Effective communication helps prevent misunderstandings and maintain organisational trust.

Read more about communication requirements:

Pay transparency part 5: What, when and how must be communicated?

What is the role of leadership in pay transparency?

Ultimately, pay transparency becomes visible in everyday leadership conversations.

Typical employee questions often focus on:

• how salary bands work
• what determines placement within a band
• why differences exist between teams or roles

Leaders must be prepared to answer these questions consistently and based on objective criteria.

Typical leadership questions and response frameworks:

Pay transparency part 6: Consistent leadership responses

Pay transparency as an opportunity for organisational development

Although pay transparency is primarily introduced as a regulatory obligation, it can also represent a broader organisational development opportunity.

Transparent salary structures, data-driven HR decisions and consistent communication can help organisations:

• strengthen employee trust
• improve retention
• create more predictable and transparent operations

If you would like to assess how prepared your organisation is for the requirements of pay transparency, our experts can support you with readiness audits, job architecture design and compensation structure reviews.