In Australia’s construction sector - a field historically dominated by men - supporting women before, during and after parental leave is emerging as a critical strategy for retention and equity. With funding from the NSW Government’s Women in Construction Industry Innovation Program, the National Association of Women in Construction (NAWIC) NSW and the University of Sydney have partnered on a research project aimed at improving the retention of women in frontline construction roles during and after pregnancy and parental leave. The following article highlights the experience of Elizabeth Wilkie, a Project Manager with CPB Contractors.
A 15-year journey in construction
Elizabeth has been in the construction industry for over 15 years and currently works as a project manager for CPB Contractors. Despite the underrepresentation of women in similar frontline roles, Elizabeth’s experience of taking parental leave and returning to work has been largely positive - something she attributes to strong organisational support, personal advocacy and clear communication.
A smooth transition into leave
Elizabeth, or Eli, took her first parental leave from September 2022 to September 2023, and she is currently on her second leave period. From the outset, she felt well supported. Her employer had a clear and comprehensive parental leave policy, and both her managers and the HR team were responsive and accommodating. Eli was able to stay engaged through "keeping in touch" days, which she says made the return to work feel less daunting.
Unlike many women in construction who anticipate or experience stigma when revealing their pregnancy, Eli felt comfortable disclosing her news and was met with support from her colleagues and supervisors.
“Being pregnant did not affect my role at all, or hinder it in any way,” she said. “I had flexibility in choosing when to be on site or in the office, and the team on site always made sure I was safe and comfortable.”
Returning to work: Advocating for flexibility
A core theme in Eli’s return-to-work story is flexibility - something that research shows is both lacking and essential in the construction industry. Although 77% of employers in the industry claim to have flexible work policies, only 14.3% of employees work part-time.
Eli was determined to continue working on projects that involve on-site work after returning from leave. This required thoughtful planning. She had multiple discussions with her managers and HR before taking leave to ensure that a suitable arrangement could be made.
After her first parental leave period, she returned to her project team on a part-time schedule: three days a week, 8am-4pm. This allowed her to manage daycare drop-offs and pick-ups - a crucial consideration often overlooked in traditional construction work hours. She plans to take the same approach after her second period of leave.
Her advice to other women is clear:
“Ask for whatever arrangement you want and explain why you need it. The worst that can happen is they say no and offer an alternative. People don’t always realise the constraints of daycare hours, which don’t align with construction hours at all.”
Reimagining the industry culture
Eli believes that employers need to proactively support returning parents - not just women, but men as well.
“Employers should be asking about daycare drop-offs and whether hours need adjusting - not just for mums but for dads too. That normalises the conversation and helps everyone.”
The cultural expectation of long, inflexible hours in construction remains a major barrier for working parents. Eli’s experience shows that with proper planning, commitment and open communication, it is possible to support site-based staff in returning to meaningful work without compromising their family responsibilities.
A model for the industry
Eli’s story provides a blueprint for how construction companies can better support women - and all parents - through major life transitions like parenthood. Her success highlights the importance of clear policies, supportive leadership, and practical flexibility. By listening to their employees and prioritising individual needs, companies can retain valuable talent and begin to shift entrenched industry norms.
Access the Parental Leave toolkit and the research reports HERE