How can AI be embedded effectively into the rewards ecosystem to support faster and more confident decision-making?

This workshop explores practical lessons from implementing AI-powered tools in reward and HR environments, focusing on how they are used in practice and where they create the most value. Attendees will gain actionable insights on how to introduce AI in a way that is trusted, relevant, and aligned with business outcomes.

How is AI reshaping leadership — and what remains uniquely human?

This workshop explores how AI is transforming both management tasks and people leadership, from decision support to talent development. It will highlight practical use cases and emerging capabilities, focusing on how leaders can combine AI with critical thinking, judgement, and emotional intelligence to lead effectively in an AI-driven environment.

How can leadership assessment and employee engagement data be translated into more effective reward decisions?

This session will explore how organizations can connect insights from assessment and engagement to compensation and benefits design — supporting future capability, improving fairness, and delivering stronger business impact. It will highlight practical approaches, key metrics, and actionable steps to help organizations move from insight to implementation.

How can executive rewards balance increasing governance requirements with the need for innovation and long-term value creation? This session will explore how organizations are redesigning executive pay frameworks to align with evolving regulations while supporting strategic business goals and sustainable performance.

Pay transparency and mandatory pay gap reporting are now baseline requirements but reporting alone won’t close gaps or drive performance, and new policies will drive a hunt for management loopholes unless implemented holistically. This breakout session challenges the “compliance as finish line” mindset. Let's reframe fair pay and DEI as strategic levers that shape workforce design, productivity, and the ROI from AI investments.

With the EU Pay Transparency Directive coming into effect in June 2026, European employers are now navigating a new landscape where pay transparency is not just a future requirement but an immediate reality. This shift brings challenges beyond compliance, including managing employee expectations, handling increased pay inquiries, and ensuring pay structures and job architectures are robust and explainable.

In this interactive panel, two client leaders and Mercer communications consultant/s share first-hand experiences from the early months of implementation. They discuss how their organisations have adapted to the Directive’s requirements — strengthening governance, improving data quality, enabling managers to have transparent pay conversations, and communicating pay principles clearly to build trust and support equitable pay practices. The session will include live polling and an audience Q&A to focus on the practical challenges attendees face now, such as multi-country coordination, remediation decisions, and sustaining employee engagement in a more transparent pay environment.

How should rewards adapt to shifting talent dynamics to become strategic drivers of capability and performance?

This session will explore how organizations can reposition rewards from an administrative cost to a strategic value driver. Moving beyond transactional pay and benefits, we will examine how reward systems can shape behavior, build capability, and deliver measurable business outcomes.

As employers compete for critical skills amid growing pay scrutiny and macroeconomic uncertainty, rewards teams are becoming central to workforce strategy. This presentation will provide senior rewards professionals with a practical framework for evolving rewards into strategic, measurable programs that drive capability and performance.

How should executive rewards adapt to increasing globalization, evolving sustainability expectations, and heightened geopolitical volatility?

This session explores recent developments and emerging trends in executive rewards. It will focus on three themes: the globalization of pay for executives and board members, and the implications for locally focused companies; differing approaches to climate and broader sustainability priorities across Europe and North America; and designing effective incentive arrangements in an increasingly volatile geopolitical environment.

How can AI be embedded effectively into the rewards ecosystem to support faster and more confident decision-making?

This workshop explores practical lessons from implementing AI-powered tools in reward and HR environments, focusing on how they are used in practice and where they create the most value. Attendees will gain actionable insights on how to introduce AI in a way that is trusted, relevant, and aligned with business outcomes.

How is AI reshaping leadership — and what remains uniquely human?

This workshop explores how AI is transforming both management tasks and people leadership, from decision support to talent development. It will highlight practical use cases and emerging capabilities, focusing on how leaders can combine AI with critical thinking, judgement, and emotional intelligence to lead effectively in an AI-driven environment.

How can leadership assessment and employee engagement data be translated into more effective reward decisions?

This session will explore how organizations can connect insights from assessment and engagement to compensation and benefits design — supporting future capability, improving fairness, and delivering stronger business impact. It will highlight practical approaches, key metrics, and actionable steps to help organizations move from insight to implementation.

How can executive rewards balance increasing governance requirements with the need for innovation and long-term value creation? This session will explore how organizations are redesigning executive pay frameworks to align with evolving regulations while supporting strategic business goals and sustainable performance.

Pay transparency and mandatory pay gap reporting are now baseline requirements but reporting alone won’t close gaps or drive performance, and new policies will drive a hunt for management loopholes unless implemented holistically. This breakout session challenges the “compliance as finish line” mindset. Let's reframe fair pay and DEI as strategic levers that shape workforce design, productivity, and the ROI from AI investments.

With the EU Pay Transparency Directive coming into effect in June 2026, European employers are now navigating a new landscape where pay transparency is not just a future requirement but an immediate reality. This shift brings challenges beyond compliance, including managing employee expectations, handling increased pay inquiries, and ensuring pay structures and job architectures are robust and explainable.

In this interactive panel, two client leaders and Mercer communications consultant/s share first-hand experiences from the early months of implementation. They discuss how their organisations have adapted to the Directive’s requirements — strengthening governance, improving data quality, enabling managers to have transparent pay conversations, and communicating pay principles clearly to build trust and support equitable pay practices. The session will include live polling and an audience Q&A to focus on the practical challenges attendees face now, such as multi-country coordination, remediation decisions, and sustaining employee engagement in a more transparent pay environment.

How should rewards adapt to shifting talent dynamics to become strategic drivers of capability and performance?

This session will explore how organizations can reposition rewards from an administrative cost to a strategic value driver. Moving beyond transactional pay and benefits, we will examine how reward systems can shape behavior, build capability, and deliver measurable business outcomes.

As employers compete for critical skills amid growing pay scrutiny and macroeconomic uncertainty, rewards teams are becoming central to workforce strategy. This presentation will provide senior rewards professionals with a practical framework for evolving rewards into strategic, measurable programs that drive capability and performance.

How should executive rewards adapt to increasing globalization, evolving sustainability expectations, and heightened geopolitical volatility?

This session explores recent developments and emerging trends in executive rewards. It will focus on three themes: the globalization of pay for executives and board members, and the implications for locally focused companies; differing approaches to climate and broader sustainability priorities across Europe and North America; and designing effective incentive arrangements in an increasingly volatile geopolitical environment.

• It is important that all delegates represent the target audience for the conference.
• Mercer has the right to decline any registrations received from companies with conflict of interest (instead of “competitors”) and other potential delegates that do not match the target audience.
• Registrations for delegates with commercial roles of any kind will not be accepted.
• With your registration, we will add your name and company to the participant list to be shared with other conference participants.
• Each conference participant that is part of a group booking must register individually in order for Mercer to collect their registration information sufficiently. Participants must remember to add the discount code so that they can be grouped together by company and billed accordingly.

• All conference participation fees are payable by invoice and credit card in Euros (EUR).
• An invoice will be sent to your given address once you have submitted your confirmation via the registration site. Payment must be made by the date detailed on the invoice.

Only a limited number of places are available for this event. Please register early to avoid disappointment.

• Force Majeure - Mercer shall not be liable for any failure or delay in performing an obligation relating to the conference that is due to any of the following causes, to the extent beyond our reasonable control: acts of God, accident, riots, war, terrorist act, epidemic, pandemic (including the COVID-19 pandemic), quarantine, civil commotion, breakdown of communication facilities, breakdown of web host, breakdown of internet service provider, natural catastrophes, governmental acts or omissions, changes in laws or regulations, national strikes, fire, explosion, or generalized lack of availability of raw materials or energy. For the avoidance of doubt, Force Majeure shall not include (a) financial distress nor the inability to make a profit or avoid a financial loss, (b) changes in market prices or conditions, or (c) the financial inability to perform its obligations relating to the conference.
• Mercer shall not be liable for any special, direct, indirect, consequential, or incidental damages or any damages whatsoever, whether in an action of contract, negligence or other tort, arising out of or in connection with the conference or use or access of any content relating to the conference. If, notwithstanding the other provisions, Mercer is found to be liable to you for any damage or loss which arises out of or is in any way connected with the conference, Mercer’s aggregate liability shall in no event exceed the conference participation fees that you paid to Mercer with respect to the conference to the extent permitted by law.
• We reserve the right to make additions, deletions, or modifications to the format, timing, location and content of the conference or use substitute speakers at any time without prior notice. Conference topics are subject to change as the agenda develops.
• The conference and the content of the conference may contain views and opinions which are those of the speakers and do not necessarily reflect the official policy or position of any other speaker, agency, organization, employer or company, including Mercer. Mercer accepts no responsibility for the views or opinions of the speakers or any other persons at the conference.
• Any booking or arrangement of accommodation is between you and the hotel and is subject to the terms and conditions as agreed between you and the hotel. Mercer may assist, at its sole discretion, but Mercer is not a contractual party to the booking or arrangement of accommodation. Mercer will not be responsible and liable for such booking or arrangement between you and the hotel and is therefore not responsible or liable for any disputes that arise from cancellations or no-shows.

We will use your registration data only for limited purposes, as disclosed in detail on our website, www.mercer.com. For more information, click on Mercer's Privacy Notice. Please note that when you register, you are giving us permission to pass your personal details on to the event app platform provider.

Mercer may take photographs/videos during the conference. By taking part and attending the conference, you hereby consent and authorize Mercer’s use, disclosure, processing and production of the photographs/videos and Mercer may use the photographs/videos for any purpose including, but not limited to, promotion, advertising and public relations without further compensation or consent.

• Cancellations received before 11 September 2026 will be refunded in full.
• No-shows on the day of the conference will not be refunded.
• Participants may substitute a colleague at any time before the start of the conference.

Cancellations should be sent in writing to:

Gemma Clifton
Mercer
gemma.clifton@marsh.com