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32 <strong>Diversity</strong> Table 1: Gender representation in the corporate pipeline in 2016 Entry level Manager Senior manager Men So how do you get a mentor? The same KPMG study quoted above highlighted that nine in 10 women said they do not feel confident in asking for a sponsor and eight out of 10 lack confidence in seeking mentors. Implementing formal mentoring programmes and leadership development programmes aimed specifically at high-potential women in an organisation is an invaluable step on the road to changing the gender balance of an organisation. Is the gender balance improving? The number of females in management roles and at senior leadership levels in organisations is slowly but steadily increasing. The 30% Club’s recent Women in Management study with Dublin City University found that women now hold 40% of positions at the lowest level of management surveyed (three steps down from CEO) and 17% of CEO positions. The statistics do vary by sector and organisation size, with women more likely to feature in Percentage of employees by level VP Senior VP C-Suite 54% 63% 67% 71% 76% 81% 46% Women 37% 33% 29% 24% 19% Percentage of women in pipeline in 2015 45% 37% 32% 27% 23% 17% In 2010, when the European Commission first put the issue of women in leadership positions high on the political agenda, only 11.9% of board members of the largest publicly listed companies in the EU were women. This rose significantly to over 21% in 2015. leadership roles in areas such as HR and marketing, and less so in finance, sales, operations or IT. Other recent statistics show that in 2015, Ireland had on average 18% female board representation. That is up from 10% 10 years ago and 16% in 2014. These findings are in line with a 2016 McKinsey study on women in the workplace (refer to Table 1 above). In 2011, the EU proposed that it would introduce legislation requiring all publicly quoted companies to have 40% representation of women on their boards by 2020. While the council of ministers has failed to get all member states to agree to enact the legislation, it has had an impact. In 2010, when the European Commission first put the issue of women in leadership positions high on the political agenda, only 11.9% of board members of the largest publicly listed companies in the EU were women. This rose significantly to over 21% in 2015. In the UK, the 2011 Davies review recommended that the FTSE 100 leading companies should have at least 25% female representation on their boards. Some investment managers are now mandating this among their investee companies and publicly saying they will vote against board appointments that do not contribute to meeting this objective. 26% of board positions in FTSE100 firms and 20.4% in FTSE250 firms are held by women. There are now no all-male boards in the FTSE100 firms and just 15 all-male boards in the FTSE250 firms. Like the gender pay reporting, a policy initiative is causing organisations to take notice and act. However, there is still a very long way to go if we are to achieve gender balance. As a profession, what else can we do? We know that work/life balance is an increasingly key factor in career choices – at all levels and for both sexes. Initiatives such as intelligent working arrangements, ramp up and ramp down in career planning, and greater maternity supports all play a key role here. Space is too short to delve properly into this area on this occasion other than to say that most of us now work in a very mobile fashion. Does it matter whether we are sitting at a desk, on a train or in our own homes? Should the measure instead not be the quality of the output rather than the location from which it is delivered? However, it does challenge the status quo of the presenteeism concept that still pervades in many areas. As a country, we have made a lot of progress in the past few years. Yes, there is more to do. But by reporting and commenting on the issues, organisations are starting to put in place positive strategies to effect change. We are realising that not only is it the right thing to do, but it makes good business sense too. MICHELE CONNOLLY Michele Connolly FCA is Head of Corporate Finance at KPMG Ireland and a member of the Institute’s new <strong>Diversity</strong> Committee. ACCOUNTANCY IRELAND APRIL 2017
Mandatory Electronic Filing is fast approaching FROM 1 ST JUNE 2017, ELECTRONIC FILING OF ANNUAL RETURNS IS MANDATORY You must: • File B1 Electronically • Upload Financial Statements • Pay Fees Electronically B1 B2 B10 B73 The return may be digitally signed using ROS, otherwise, the signature page must be printed, signed and delivered to the CRO. Paper Forms and Paper Financial Statements filed on or after 1st June 2017 will be returned. If this leads to your annual return being late you will incur penalties and lose your audit exemption. Be Ready! B1, B2, B10 and B73 Paper Forms will not be accepted on or after 1st June 2017. Check our website on www.cro.ie for further important information Register with CORE now at www.core.ie AN OIFIG UM CHLÁRÚ CUIDEACHTAÍ Oifig Poiblí: Teach Pharnell, 14 Cearnóg Pharnell, Baile Átha Cliath 1 Fiosruithe: Bóthar Uí Bhriain, Ceatharlach Íosghlao: 1890 220 226 Fón: +353 1 804 5200 Faics: +353 1 804 5222 Ríomhphost: info@cro.ie Láithreán: www.cro.ie COMPANIES REGISTRATION OFFICE Public Office: Parnell House, 14 Parnell Square, Dublin 1 Postal Enquiries: O’Brien Road, Carlow Lo Call: 1890 220 226 Tel: +353 1 804 5200 Fax: +353 1 804 5222 Email: info@cro.ie Web: www.cro.ie
Page 1 and 2: VOLUME 49 NUMBER 2 APRIL 2017 Diver
Page 3 and 4: Comment 3 President’s comment Apr
Page 5 and 6: Contents 5 Spotlight 30 Pay gap, or
Page 7 and 8: News 7 Enhancing audit quality anch
Page 9 and 10: Est 1887 News 9 UCD and PwC promote
Page 11 and 12: When you fly Aer Lingus, you‘re c
Page 13 and 14: Annual Dinner 13 Gillian Doherty, C
Page 15 and 16: Comment 15 Brian Keegan An uncharit
Page 17 and 18: Comment 17 Write it down Des Peelo
Page 19 and 20: Comment 19 Emotion: the spoiler Ann
Page 21 and 22: Interview 21 Serving the public goo
Page 23 and 24: Retirement Planning... You have lot
Page 25 and 26: Diversity 25 Diversity... is it goo
Page 27 and 28: Diversity 27 fact that diversity an
Page 29 and 30: LONGBOAT ANALYTICS WINNER FINANCIAL
Page 31: Diversity 31 than half agreed that
Page 35 and 36: Diversity 35 We’ve heard the soun
Page 37 and 38: Diversity 37 The road to inclusion
Page 39 and 40: Diversity 39 Sponsorships Organisat
Page 41 and 42: Diversity 41 Thoughts on diversity.
Page 43 and 44: Audit 43 insights for stakeholders
Page 45 and 46: TALK TO TOMORROW’S ACCOUNTANTS TO
Page 47 and 48: Financial Reporting 47 financial re
Page 49 and 50: LEADING PROFESSIONAL PUBLISHING
Page 51 and 52: Restructuring Trends 51 The 2016 re
Page 53 and 54: Restructuring Trends 53 insolvency
Page 55 and 56: Audit Quality 55 should be written
Page 57 and 58: Tax 57 BRASS TAX Current developmen
Page 59 and 60: Tax 59 entrepreneurial and favourin
Page 61 and 62: Tax 61 Furthermore there was no rea
Page 63 and 64: Tax 63 Tax deadlines David Fennell
Page 65 and 66: Professional Standards 65 Consent O
Page 67 and 68: Win a two-night stay at Clontarf Ca
Page 69 and 70: Membership 69 Quigley, Keith Rice,
Page 71 and 72: Innovation 71 The strategy of innov
Page 73 and 74: Innovation 73 Graph 1: Title TBD Wh
Page 75 and 76: Leadership & Management 75 UK acade
Page 77 and 78: Corporate Governance 77 Figure 1: P
Page 79 and 80: Leadership & Management 79 Whistlin
Page 81 and 82: Commercial Feature 81 www.liquidati
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Commercial Feature 83 the high leve
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I trusted my future to Barden So sh
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88 Careers keystrokes and create ju
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90 Careers The hard case for soft s
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92 Careers job can add an entirely
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THE SPECIALIST GOVERNANCE RECRUITME
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EXCELLENCE IN FINANCIAL RECRUITMENT
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98 Member Profile A new orbit From
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NETWORK Building a strong network i
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Diversity

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