By making salary bands visible to staff and increasing clarity during performance reviews, Remerge has reduced turnover to an eight-year low
When Remerge introduced full pay transparency, they knew they were stepping into an area many companies still avoid. But for Riantina, the company’s Global Director of People and Culture, the decision wasn’t driven by trend-chasing—it was about trust, equity and accountability.
And the results speak for themselves. Internal data shows an 81% overall engagement score.
“Employees trust the organization more when they understand how salaries are structured and how their pay compares to their peers,” she says.
Pay transparency, according to Riantina, is embedded within the company’s HRIS platform where employees can access salary bands for their roles and across different functions and regions. This idea removes ambiguity and reduces the suspicion that often surrounds compensation.
“With full visibility, discrepancies are minimized, and there is greater accountability to maintain equity across genders, locations, and roles,” she explains.
This approach can create new kinds of tension when staff are given the opportunity to see their colleagues’ compensation. But instead of scaling back transparency, Remerge, an advertising technology company, focuses on clarity.
“Full visibility can sometimes lead to direct comparisons between colleagues, which may cause friction,” she says. “We ensure that all employees understand how salaries are determined based on role complexity, market data, experience and performance.”
Another sensitive issue stems from the perception of inequity across departments.
“Roles in different functions sometimes have varied compensation due to market demand, which could raise concerns,” she says.
Again, the solution is clarity. Performance reviews include detailed explanations about how market factors drive differences in pay across roles.
This openness isn’t only focused on pay; it's tied to a wider culture of transparency that is a key focus of Remerge’s engagement and retention programs. From quarterly benchmarking against Mercer’s market data to compensation breakdowns during performance reviews, the company’s aim is to reduce the secrecy that can decrease employee confidence, Riantina says.
This confidence is evident in the company’s retention rate of 86.4% and a turnover rate of only 13.3% in 2024 – the company’s lowest turnover rate in over eight years.
This goes hand in hand with a 94% satisfaction rate directly linked to work-life balance initiatives. Unlimited vacation, a remote-first policy and a “mini-retirement” program gives employees up to six months off in an effort to offer more than just perks.
“Our competitive remuneration, positioned at the 60th percentile of the Mercer band, alongside our work-life balance initiatives, has significantly contributed to the retention of senior leaders and critical roles,” she says. “This retention not only strengthens our leadership pipeline but also saves costs associated with rehiring and onboarding.”
Those savings are funneled back into leadership coaching, upskilling and mental health support, Riantina says.
