Our Senior Rewards Manager, Aaron Attard, takes us behind the scenes of Betsson Group’s global Rewards function. From his start in HR Shared Services to leading strategy for compensation and benefits globally, Aaron shares how data-driven decisions and thoughtful reward systems help drive both employee satisfaction and business success.
Tell us about yourself
My name is Aaron Attard, I’m Maltese, and I’ve been with Betsson for over seven years. I started my journey at Betsson in HR Shared Services focusing on administration, HRIS configuration, reporting and analytics with a focus on building reliable processes, data accuracy, and automating HR operations. Over time, I took on the Rewards function globally for Betsson Group, focusing on compensation strategy, benefits management, and incentive programs across our locations, while also leading the HR Shared Services team.
How would you explain your job to someone who isn’t familiar with it?
I help ensure that our people are rewarded fairly, competitively, and consistently. That includes designing salary structures, analysing market data, managing our global salary review, as well as ad-hoc remuneration practices. In simpler terms, I make sure our reward decisions align in creating value for both employees and shareholders.
What role does data play in shaping compensation and benefits decisions?
Data is at the centre of everything we do in Rewards. It helps us identify internal equity issues, benchmark roles accurately, forecast costs, support compliance with regulations, and make informed decisions. Good data provide accuracy, drives equity, and enables our leaders take decisions with confidence.
What are some of the factors you consider when building a rewards strategy that works well for both the employees and the business?
I look at a combination of internal and external factors: market competitiveness, business priorities, performance culture, regulatory requirements, and employee expectations. A good strategy balances fairness and competitiveness with long‑term sustainability, making sure our reward practices support both our people and the long‑term strength of the business.
What indicators or feedback do you look for to evaluate the effectiveness of a rewards program?
I consider several indicators, such as usage, retention and attraction trends, pay equity outcomes, salary review insights, engagement data, and feedback from managers and employees. I also look at how well our programmes are applied in practice, for example, whether they are clearly understood and whether they support the behaviours and results the business needs.
How do you approach retaining employees from different generations, considering their unique motivations and expectations?
While we have a predominantly young workforce at Betsson, we design our rewards and benefits to cater to different generations, recognising that people are at different stages in life and therefore value different things. At the same time, we see that many motivations, such as career development, flexibility, stability, and recognition are consistently important across all age groups. Our aim is to offer a balanced package that supports these diverse needs and expectations.
How are rewards strategies evolving to meet the expectations of newer generations in the workforce?
Younger generations expect more transparency, more personalised development opportunities, and rewards that reflect both their skills and impact. They value flexibility, wellbeing benefits, and a clear link between performance and growth. Our strategies are evolving to be more data‑driven, more transparent, and more aligned to skills, contribution, and career progression.
Last question, what do you like the most about your role?
What I enjoy most is the impact the role has. Reward decisions influence people’s experience every day, and I appreciate being able to build and shape these processes. I also enjoy the combination of analytics, strategy, and people-focused work, and the fact that every year brings new initiatives and opportunities to improve.
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