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Improving a business’s gender pay gap requires structural resets, board leadership, and good governance, according to one chief legal officer.
As reported last week by Lawyers Weekly, gender pay gaps at Australia’s biggest law firms are getting worse – the latest data release from the Workplace Gender Equality revealed that just under half of the 62 major law firms with comparable data to the previous reporting year had a worse gender pay gap (GPG).
Further analysis of the WGEA data showed that firms with high GPGs have fewer women in top jobs, and why firms’ GPGs may not be entirely accurate.
All things considered, a new report suggests that current laws requiring big businesses to publish their gender pay gaps are not fixing the broader issues, and women particularly do not view the laws as effective.
In conversation with Lawyers Weekly, Diligent general manager (governance) and chief legal officer Nithya Das (pictured) said the WGEA data highlights an ongoing issue that extends beyond pay disparities.
It speaks, she said, to the core of good governance in today’s corporate landscape.
“Gender pay equity is not just a moral imperative; it is essential to the long-term success of organisations and the broader economy,” Das said.
“While the report highlights a median gender pay gap of 19 per cent, it’s important to acknowledge that this is not just a pay issue – it’s a structural one.”
“The gap often reflects the lack of gender diversity in leadership roles and high-paying positions. True equity requires not only equal pay for equal work but also creating pathways for women to rise into leadership roles, especially in underrepresented sectors.”
Looking ahead, boards will play a critical role in advancing gender pay equity, Das continued, as leadership sets the tone for the entire organisation.
“Achieving pay equity starts with transparency – conducting regular pay audits and gathering accurate data to identify and address disparities,” she said.
Moreover, she went on, good governance is about fairness, transparency, and accountability.
To this end, embracing diversity across all levels “leads to better decision making, fosters innovation, and mitigates risk”.
“By aligning pay equity with broader ESG goals, companies not only meet regulatory requirements but also position themselves as employers of choice, enhancing their reputation, attracting top talent, and building more sustainable businesses,” Das said.
“It is through this commitment to equity that good governance thrives.”
Lawyers Weekly explored what has been learnt about firms’ GPGs in a recent podcast episode.
Jerome Doraisamy is the managing editor of Lawyers Weekly and HR Leader. He is also the author of The Wellness Doctrines book series, an admitted solicitor in New South Wales, and a board director of the Minds Count Foundation.
You can email Jerome at:
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Jerome Doraisamy
