Paternity Leave & Senior Finance Roles: Why This Needs More Attention
As a dad of two young boys, I know first-hand how precious those early moments are, and how quickly they go. You don’t get that time back.
In my role speaking with finance professionals, from Finance Managers through to FDs and CFOs, one theme seems to come up far more often than it used to: paternity benefits. Or, more accurately, the lack of open conversation around them.
Recently, I spoke with a CFO who told me he was open to new roles, not because of money, bonus or title, but because, in his words
“I’ve only spent two afternoons with my son this month.”
It wasn’t said lightly or for effect. It was genuine frustration, and it stuck with me.
Two very different experiences
Not long after, I had a conversation with a Financial Controller whose employer offers 13 weeks’ full paternity pay. His experience could not have been more different. He felt valued and supported, and able to enjoy those first weeks with his new baby, without the constant anxiety that being away from work would damage his career.
That’s the difference good policy makes. It's not just what’s written in a handbook, it's working in practice.
But sadly stories like his are still the exception, not the norm.
Progress is coming, but slowly
To be fair, some progress is being made. The new Employment Rights Bill includes changes designed to strengthen paternity rights, such as making statutory paternity leave available from day one of employment and improving protections around family-related leave.
These changes matter. They send a signal that working fathers should not have to "earn" the right to be present in those early weeks. For many men, particularly those who move roles later in their careers, day-one rights remove a real barrier.
But legislation can only go so far.
Statutory paternity leave remains short and poorly paid, and for senior finance professionals, often the main household earners, it’s still not a realistic option. The law may set the minimum standard, but culture determines whether people actually feel able to take the time.
The unspoken tension in senior finance
When businesses talk about “great benefits”, the focus is still largely on salary, bonus, car allowance or share schemes, the usual suspects. Ask about paternity leave, flexible working or genuine support for fathers at senior level, and the language often changes to “we’ll make it work” or “it depends on the role”.
For many men in finance, especially at the senior end, there’s an unspoken tension between providing and being present. The expectation to be visible, available and constantly on means that taking extended leave can feel like a risk, even when policies technically allow it.
And that risk is rarely acknowledged out loud.
Why this matters more than ever
If organisations want to retain experienced finance leaders and attract the next generation coming through, they need to rethink what modern benefits actually look like. Younger professionals are watching how senior leaders are treated. They’re noticing who feels able to step back, and who doesn’t.
You can lead a finance function and still be a present parent, but only if the culture truly allows it.
The Employment Rights Bill is a step in the right direction. It shows intent. But until paternity leave is properly valued, openly discussed and genuinely supported, especially at senior level, working fathers will continue to feel like they have to choose.