The remuneration systems of all six companies featured some form of a skills-based pay component. The main reason for the skills-based component was to build a multi-skilled workforce capable of promoting organizational flexibility and responsiveness. Whether it was being able to service different types of planes, meet different types of customer queries about banking products, or to cover the production cell of a missing employee, the common focus was always about flexibility and responsiveness. This need for multiskilling is discussed further under the section “Training and development.”