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Whitepaper
3 weeks ago | 2 min read
The Dutch Banking Bonus Cap: what you need to know about the proposal to lift the 20% bonus cap

The Netherlands introduced a uniquely strict 20% bonus cap in 2015 under the Wbfo, going far beyond EU rules and applying it to all financial‑sector employees (with few exceptions), not just Identified Staff, i.e., employees with material impact on the institution’s risk profile. Two government reviews in 2018 and 2025 found no clear evidence that the 20% cap reduced risk more effectively than EU‑standard caps, while highlighting negative effects on competitiveness, pay structures, and talent attraction.

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Showing page 1 of 67 (532 results)
Whitepaper
3 weeks ago
5 min read
The Dutch Banking Bonus Cap: what you need to know about the proposal to lift the 20% bonus cap

The Netherlands introduced a uniquely strict 20% bonus cap in 2015 under the Wbfo, going far beyond EU rules and applying it to all financial‑sector employees (with few exceptions), not just Identified Staff, i.e., employees with material impact on the institution’s risk profile. Two government reviews in 2018 and 2025 found no clear evidence that the 20% cap reduced risk more effectively than EU‑standard caps, while highlighting negative effects on competitiveness, pay structures, and talent attraction.
5 months ago
1 min read
EU Pay Transparency Directive Benchmark 2025

The EU Pay Transparency Directive (EUPTD) is reshaping how organizations manage and communicate pay fairness across Europe. To help employers prepare, Highberg conducted a benchmark study among 112 large organizations in the Netherlands, Europe, and beyond. This report provides key insights into: levels of organizational readiness and compliance, main challenges and opportunities of the EUPTD and practical steps to achieve sustainable compliance.
Article
7 months ago
7 min read
Key insights from the Highberg Portfolio Management Round Table

On June 24, 2025, Highberg hosted 25 portfolio managers to share challenges and best practices. Key insights included: clear and adaptive governance, realistic planning for lean budgets, early and simple KPI setting, and prioritizing initiatives based on strategic value. The event showed that effective portfolio management balances structure with flexibility and focuses on real value delivery. Participants agreed to continue these exchanges every six months.
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