ROMANIA Trends and Developments Contributed by: Oana Palita and Cosmina Raicu, Eversheds Sutherland Romania
was taken through National Bank of Romania Order 4/2023, which updated the requirements regarding remuneration and internal governance. The regula - tions encourage the banking sector to establish gen - der-neutral remuneration policies and practices. In anticipation of the EU Pay Transparency Directive’s transposition deadline in June 2026, many employ - ers have already begun preparing for the upcoming obligations, not only from a compliance perspective but also reflecting a strategic shift towards transpar - ency, fairness and accountability in compensation practices. This proactive approach not only mitigates future risks but also strengthens trust and transpar - ency within an organisation. Steps that are already being taken include: • internal pay audits – to identify and address any unjustified gender-based discrepancies, ensuring that existing compensation structures are fair and legally defensible; • role mapping and equal value assessments – to evaluate positions across departments using objective, gender-neutral criteria, in line with the Directive’s requirement to compare work of equal value; • policy updates and transparency protocols – to align internal salary policies with the Directive’s standards, including the removal of confidentiality clauses and the preparation of clear communica - tion strategies; and • training and readiness for employee requests – to equip HR and legal teams with the tools and knowledge needed to respond to pay transparency enquiries and to manage future reporting obliga - tions effectively. Mental Health and Well-Being Regulations Romania is strengthening its legal and organisational framework to promote mental health in the workplace. Under national labour laws and health and safety reg - ulations, employers are required to ensure not only the physical but also the psychological well-being of their employees.
This includes assessing psychosocial risks, managing workload and creating a safe environment that pre - vents burnout and stress. Recent legislative develop - ments – such as the updated anti-harassment regula - tions and gender equality measures – have reinforced the need for clear internal policies, reporting mecha - nisms and training programmes. There have also been public discussions and legis - lative initiatives aimed at recognising burnout as an occupational disease, which would place additional obligations on employers to implement preventative measures, provide mental health support and adjust workloads where necessary. Companies are increasingly expected to provide support systems such as employee assistance pro - grammes (EAPs) and flexible working options as part of compliance and good practice. For employers, mental health is no longer a “soft” topic – it is a com - pliance priority, and failure to act can result in legal penalties and reputational risk. At the same time, from practical experience the authors have observed that proactive measures in this area contribute to stronger engagement, lower Romania’s economy is growing steadily, but labour market dynamics are increasingly complex. The coun - try faces the challenge of a tight labour market, with demand outpacing supply in several key sectors. At the same time, some sectors are seeing a contrac - tion of demand (eg, Business Process Outsourcing (BPOs), shared services, etc) in favour of jurisdictions with lower labour costs and more flexible employment legislation. Sectors with high demand include: absenteeism and improved productivity. Economic Context and Labour Demand
• IT and software development; • construction and engineering; • logistics and manufacturing; and • healthcare and social services.
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