New York City is moving beyond salary transparency to enforce true pay equity. Under the new NYC pay equity reporting laws, employers with 200 or more city-based workers will soon be required to submit annual pay and demographic data—similar to the federal EEO-1 Component 2 framework. This means NYC could become one of the first cities in the U.S. to track compensation by gender, race, and job category, creating public accountability for wage disparities.

Who Must Comply with NYC Pay Equity Reporting?

If signed into law by Mayor Eric Adams, the new rules (Bills Int. 0982-A and Int. 0984-A) would apply to private employers with 200+ NYC employees. These employers must file yearly reports detailing aggregate pay data, categorized by gender, race, and occupation. While individual names won’t be disclosed, employers will need to attest to the accuracy of their data—and failure to comply could result in fines up to $5,000 and public listing as noncompliant.

The timeline unfolds in three stages:

1. A city agency will be designated within a year.

2. A standardized electronic reporting form will be published.

3. Employers will begin filing reports the following year.

How Will NYC Use Pay Equity Reports?

The city’s designated agency, in partnership with the Commission on Gender Equity, will use these submissions to conduct annual pay equity studies. These studies will evaluate whether compensation disparities exist across race and gender lines, then publish aggregate findings and recommendations. Unlike California, where data stays largely confidential, NYC will share summaries publicly, increasing visibility and pressure for employers to address inequities.

Why NYC Pay Equity Reporting Matters for Employers

Beyond compliance, these measures signal a new era of corporate transparency and accountability. Large organizations should begin preparing by reviewing how they track demographic data, aligning compensation structures with posted salary ranges, and performing internal pay audits. The goal isn’t just to avoid penalties—it’s to build trust through transparency. As one HR leader put it, “Pay equity isn’t just good compliance—it’s good culture.”