This year’s International Women’s Day celebrated the social, economic, cultural and political achievements of women. It also shone a spotlight on inequities – and one of the most reliable indicators of how women are faring in the workplace is the gender pay gap.

According to this year’s CA ANZ Remuneration Survey, the gender pay gap in the accounting profession remains stubbornly wide at 18% in Australia and 22% in New Zealand. The survey also found that women hold just 23% of equity partnerships in public practice in Australia and 38% in New Zealand, suggesting that better representation in senior, higher-paying roles might help to redress the balance.

Here, four members share their thoughts on possible pathways to gender equity in the profession.

Natasha Harvey FCA

Natasha Harvey’s current role as CFO at DEC International follows a varied career spanning accounting, information systems and technology, commercial finance and governance. Across the board, she has seen that many women are limited by their lack of confidence.

“Imposter syndrome is real for so many fantastic, capable and intelligent women and this is something we need to talk about,” she says. “There is real power in lifting others, and women are perfectly placed both to support each other and build confidence across organisations.”

Denying a gap

Although awareness of the gender pay gap in the profession is growing, nearly a quarter of members still deny its existence. While 54% of all respondents acknowledge there is a gender pay gap in the profession, there is a clear difference between genders; only 39% of respondents who are men think there is a pay gap compared to 72% of respondents who are women.

This is a real challenge, says Harvey, but sunlight is the best disinfectant. “We need to keep up the conversation regardless, focusing our energy on supporting those who are moving through the profession so they can identify the gap when they see it and empowering them to speak up. We also need to ensure that lead teams are not only talking but taking action. This is not just a challenge for the accounting profession. Helping to educate and support other professions in this space may also increase recognition in our own.”

More conversations

Harvey believes conversations are key to progress even outside the challenges of remuneration.

“We can use them to celebrate and identify the contribution of the entire workforce as well as uplift women and celebrate their success,” she says. “Conversations can also help to ensure there is inclusivity around the table, to enable full participation from the workforce and to make it clear that different people contribute in different ways.”

As the latest CA ANZ statistics suggest, Harvey is seeing most progress in organisations with gender and other forms of diversity in their lead teams.

“Where these lived experiences are part of the conversation and unique perspectives and contributions are valued by everyone in the organisation, women and minorities are far more likely to be treated fairly,” she says.

Douglas Lau CA

Now senior business intelligence analyst and product manager, Solid Tumours, at Janssen Pharmaceutical, Douglas Lau has previously worked in clinical pharmacy, retail management, healthcare consulting and the telecommunications industry. He was a guest at CA ANZ’s IWD25 panel discussion in Sydney, which zeroed in on advancing gender equity in the accounting profession.

“As a new dad to a little girl, I feel a deep responsibility to help create a world where she – and all women – have every opportunity to dream big and achieve greatness,” he says.

While there is growing awareness among men about gender differences in opportunities and pay, he believes that challenges remain.

“Personally, it wasn’t until I had my daughter that I took a deeper look at the gender pay gap and recognised my own misconceptions about equal pay and the broader systemic issue,” he says.

Flexible options

Lau also sees challenges in the provision of flexible working options for women.

“More men recognise that flexibility is important for many women, but not all fully appreciate the impact flexible working can have on career progression,” he says. “Fortunately, many organisations are normalising flexible work options for both men and women, helping to shift the perception that caregiving is solely a woman’s responsibility.”

Practical initiatives

Lau suggests three key initiatives that could be implemented right away to promote gender equity:

1. Start and sustain open conversations about the support women need. Real progress happens when we have the courage to engage in these conversations and address the challenges women face.

2. Lead by example. Men should actively take advantage of policies like parental leave. A society advances most rapidly when men and women move forward together – equal in opportunity, united in purpose and unstoppable in progress.

3. Mentor and sponsor each other. Mentoring helps foster talent, expand experience and develop the skills necessary for future opportunities. This proactive support can open doors that might otherwise have remained closed.

Robin Davies CA

Robin Davies spent 17 years working in accounting and finance roles around the world before moving into the people and culture space. She now runs her own business, focusing primarily on executive coaching and diversity, equity and inclusion. In her many conversations with women in finance teams across New Zealand, she has identified one key roadblock – lack of flexibility.

“When discussing the need for a range of flexible options such as part-time work, job shares and the opportunity to work around caring for children and other family members, these should be embedded into senior roles to ensure we have greater gender diversity at all levels of the profession.”

Davies would also like to see these opportunities spelled out in the first stages of recruitment.

“Organisations need to set out what flexibility is available in each role from the outset and also be prepared to be open to their female candidates’ needs,” she says. 

Tracey Hook-Ihaka FCA

Tracey Hook-Ihaka served 14 years as group financial controller at Tainui Group Holdings (TGH) – the commercial entity of one of New Zealand’s largest iwi (tribes), Waikato-Tainui. She then took on executive roles with a range of New Zealand organisations before returning to TGH, where she is now acting CFO.

She believes that, along with roadblocks, women face detours and are shown the long road.

“One example is the women who take maternity leave and are then overlooked for opportunities due to their pending ‘work gap’,” she says. “They are then challenged to maintain their skill set and stay relevant to ensure that, on their return, they’re not penalised again for a shortfall in experience, which can then be used as an excuse for receiving a lower rate of pay than their male colleagues. This situation is particularly challenging for Māori and Pasifika women.”

Companies must ensure robust policies are in place to promote gender equity, flexible working arrangements, parental leave and closing the gender pay gap.

“Mentorship to help women navigate their careers and access leadership opportunities is helpful,” she says. “Additionally, fostering a culture of inclusion and diversity can address unconscious biases and create a more supportive work environment for all.”

She sees the accounting profession as a leader in ensuring current issues are brought to light through advocacy and setting standards.

“I don’t see the gender issue as being any different,” she says. “The profession has an opportunity to make a difference.”