We are pleased to share our Gender Pay Gap Report (“Report”) 2025. EisnerAmper Ireland has always believed in equal pay and equal opportunities and typically is ahead of regulations in terms of “doing the right thing”. Although we have measured pay gaps internally and taken steps for many years to support increased female participation in senior roles, we welcome this new requirement by Government and see it as a positive step towards gender equality and transparency across all industries and in particular professional and financial services.
At EisnerAmper Ireland, we love doing great work. Our strategy of fostering a happy, healthy and productive culture enables us to innovate, evolve and deliver for our clients, communities, and each other. Our people are at the heart of everything we do, and we are dedicated to creating a workplace where everyone has the opportunity to thrive, develop and be rewarded for their great work.
This Report presents the required gender pay gap data and offers insights into the makeup of our Firm and the relevant initiatives and actions we continue to take.
We are truly committed to contributing to meaningful change, for our Firm, for the sector and for society as a whole. I look forward to sharing our progress on this important journey again next year.
Attracta van Rensburg
CEO
The “gender pay gap” and “equal pay” are two separate, but important measures.
“Equal pay” is paying the same amount to all people doing comparable work. Equal pay for equal work is a key principle we uphold and support. We have processes in place to compensate our people fairly across gender, race, and ethnicity.
A pay gap is simply the difference between pay across any two groups.
A “gender pay gap” is the difference between what males earn and what females earn as a % of males’ pay. It is an overall percentage that does not account for differences in role, responsibilities, seniority etc.
The “mean gender pay gap” is the difference between what males earn on an hourly basis and what females earn on an hourly basis as a % of males’ pay on an hourly basis. We then report the percentage difference between these two figures as our mean “gender pay gap”.
The median represents the midpoint of a population. The “median gender pay gap” is calculated as the % difference between the midpoint of what males earn on an hourly basis compared to the midpoint what females earn on an hourly basis as a % of males’ pay.
| Pay Gap of all staff | |
| Pay gap of mean hourly rate for all staff | 29% |
| Pay gap of median hourly rate for all staff | 38% |
| Pay Gap of part-time staff | |
| Pay gap of mean hourly rate for part-time staff | 5% |
| Pay gap of median hourly rate for part-time staff | 4% |
| Pay Gap of staff on temporary contracts* | |
| Pay gap of mean hourly rate for temporary staff | -4% |
| Pay gap of median hourly rate for temporary staff | -1% |
| Pay Gap in Bonus payments | |
| Pay gap of mean bonus for all staff | 58% |
| Pay gap of median bonus for all staff | 70% |
| Percentage of all employees receiving a bonus | |
| Male employees receiving a bonus | 92% |
| Female employees receiving a bonus | 82% |
| Proportion of all employees who received BIK | |
| Male | 24% |
| Female | 9% |
| Quartile Band | % of employees who are female | % of employees who are male |
| Upper quartile | 38% | 62% |
| Upper middle quartile | 68% | 32% |
| Lower middle quartile | 62% | 38% |
| Lower quartile | 62% | 38% |
This is the first time we are publishing our Gender Pay Gap Report on our website and on the Government portal. Our reporting includes all personnel at the Firm, including Partners using data as of 30 June 2025.
Our Firm is a gender inclusive workplace, with a female CEO and with 57% of employees being female.
However, our pay gap reflects a greater proportion of men in more senior positions. Our action plan outlines the steps being taken to create opportunities to increase the likelihood of attracting and appointing more females to senior positions.
We are pleased to report that the number of males and females receiving bonuses is high. However, the higher number of males in senior roles has resulted in a gap in bonus distribution.
Benefit’s-in-kind are offered to all staff depending on their level within the firm. Some benefit’s-in-kind offered are optional for individuals to avail of and therefore, our reporting reflects the percentage of males and females who have availed of an available benefit-in-kind.
Our data shows that we are favourably represented by females in our middle quartile in the firm (both lower to upper). This data highlights a larger proportion of females in trainee and middle management roles. The higher number of males in senior roles has resulted in an imbalance in the upper quartile which is a key consideration for the firm.
Talent Attraction
We continue to attract senior female talent, using job descriptions designed to ensure that females can see themselves in these roles, emphasising the need for a range of competencies and management and leadership styles at senior levels and “walking the walk” on internal promotions and appointments of females to senior positions.
Talent Development
We have developed an internal learning and development framework, the “Art of Practice”, which aims to:
We ensure that the “Art of Practice” emphasises the importance of having a range of personality types and competencies that work together to have a successful Firm for our clients and our people. Appraisal meetings, performance development, rewards (intrinsic and extrinsic) are all designed and tuned to provide opportunities for everyone so that everyone can see themselves in senior roles.
We also continue to deliver and continuously improve our “Emerging Leaders” and “Management Development Programmes” which aim to provide the fundamental skills of leadership and management to ensure our team have the expertise and attributes required to progress their careers.
Part of the philosophy of the Firm is that while people work here, that they want to and aim to be a Partner.
We expect that an outcome of having a “Happy, Healthy and Productive” Firm with equality as a core belief, will be more females progressing from trainees through to management and then to more senior positions. This is our challenge and the challenge of all professional services and financial services firms.
Flexible Working
We will continue to promote our Hybrid Working and Flexible Working initiatives which offers flexibility for all our employees and promotes a positive work-life balance across all departments and levels in the Firm.
Family friendly leave
Our enhanced maternity pay and leave and enhanced paternity pay and leave provide meaningful support during a pivotal life moment. It reflects our commitment to ensuring that becoming a parent does not limit career potential. We continually review our employee benefits package to ensure we can support our workforce through both their personal and professional lives.
External Networks
We support and sponsor our female staff in their participation of female centric networks in the sector. We continue to support industry and sectoral initiatives that support the advancement of women in the sector. We do this via encouragement, creating expectations and making space for females to network, as well as sponsoring female focused events run by “100 Women in Finance”.
Firmwide Initiatives
In 2026 we will continue to roll out “Unconscious Bias” training for all staff in the Firm – something we started years ago as part of our D&I policy programme. We will also continue to celebrate International Women’s Day to spotlight and showcase the achievements of women within and outside the firm, with the aim of demonstrating to all staff the success of females in business.
Employee Engagement
We will continue ongoing engagement with our staff via staff surveys and feedback to ensure we are identifying opportunities for positive change, some elements of which will support and enhance females taking more senior positions.
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