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Gender equality has been the object of a significant strengthening of the legislative arsenal in France, including obligations concerning the gender pay gap reduction, with the law of 2006. Equal pay is a subject which can be quantified and measured. However, the quantitative tools used by companies may not be sufficient to analyze deeply the gender pay gap and define action plans. Using a case study conducted in a French company, well-positioned on gender equality, we show that the abundance of indicators makes it possible to diagnose inequalities, both for Unions and for management, but does not allow to understand the deep causes of the gender pay gap, its different components, and thus identify the levers to reduce it. The introduction of a more sophisticated methodology was intended to facilitate the identification of these levers, but above all it resulted in a risk of justifying wage inequalities.