Parent and Carers Networks: The Importance and need for representation in the workplace in benefitting retention of resource, especially women in senior leadership roles.
Rebecca Fleming, Parent and Carer Network Lead, Arcadis
Background and context
Retention of senior females within a typically male dominated construction industry is a complex and widely recognised challenge. A number of approaches are taken to this difficult challenge: targets can be set on staff retention and on balance of gender at certain job levels and families in order to try and drive improvement. While we are seeing improvement, it is considered that a deeper approach than just targets is necessary in order to ensure we retain and develop female talent within the industry.
The representation of women remains significantly low within the UK infrastructure sector compared to other parts of the economy. Only 22% occupy junior roles, 13% in mid-level positions, 9% in senior roles and a mere 2% holding CEO roles globally. We need collective action to attract more women into the sector and foster an environment that retains and uplifts female colleagues and empowers their career progression. (Women in Infrastructure, 2023)
This article explains the wider approach being taken within Arcadis to address issues of female under-representation. Evidence shows that, at Arcadis, the proportion of female leaders in the business drops away as you reach the higher grades. It's imperative we seek to understand what drives this drop, and aim for a balanced blend of leadership as well as talent retention.
Studies show that women are still underrepresented in leadership, especially in key roles and at higher organizational ranks (Kark, R., & Buengeler, C. (2024)
Studies have consistently found that gender diversity in leadership results in better financial performance. For example, a report by McKinsey & Company found that companies with gender-diverse executive teams were 21% more likely to experience above-average profitability. Furthermore, the same report found that companies with a higher representation of women on their boards saw a 42% higher return on sales and 66% higher return on invested capital than those with all-male boards (Bird, Matthew – Oxford Leadership).
If we are to see a marked improvement in women in these senior leadership roles we need to invest in these types of networks and programmes, by feeling supported we are less likely to navigate away from our career path and continue to have both our caring and career needs met.
Strategies to help improve retention of senior female leaders and retain talent:
Diversity, Equality, Inclusion and Belonging is an Arcadis core value and our journey towards greater gender diversity is currently being driven through a programme in the UK&I Mobility sector, based on the principles of Parity, Awareness, Recruitment, Retention and Returners (PARRR).
Under PARRR in 2025 we have a target to increase the % of senior female leaders at senior management grades, and also improve gender balance at all grades and levels from 24% to 33%.
One of the ‘workstreams’ within PARRR is our Retention pillar, it was within this pillar that the Parent and Carer Network began.
Why do we need a Network Representing Parents and Carers and how does this support retention of senior females?
There is significant evidence that having non-paid caring responsibilities can impact a person’s ability to work full time and to develop their careers. In the UK, one in seven people who work full time have caring responsibilities (Carers UK, Juggling Work and Care, 2019).
Between 2010-2020, people aged 46-65 were the largest age group to become unpaid carers. 41% of people who became unpaid carers were in this age group (Petrillo and Bennett, 2022).
With an ageing population this number has increased significantly in recent years and is expected to increase further still. Although caring duties affect everybody, women are more likely to have a significant caring responsibility than men, in fact 59% of unpaid carers are women (Census 2021). Women are more likely to become carers and to provide more hours of unpaid care than men. More women than men provide high intensity care at ages when they would expect to be in paid work (Petrillo and Bennett, 2022).
One major trend in the profile of caring responsibilities is the rise in sandwich carers – multi-generational caring responsibilities for working people. The Office for National Statistics reports that Around half (53%) of sandwich carers reported that they were unable to work at all or as much as they would like because of their caring responsibilities for someone they live with; this increased to around three-quarters (74%) for those caring 20 hours or more per week. There were an estimated 1.4 million sandwich carers aged 16 to 64 years in the UK between 2021 and 2023, based on the seven study. Most (61%) sandwich carers were female.
Did you know, women are nearly three times more likely to have to take time off work to look after children, according to research by insurance agency AIG Life. The study of 3,001 working adults showed that 74% of women are the main carer for children, taking short or long periods off work to look after family, compared with just 26% of men (HR Magazine, 2019).
Developing the Arcadis network
In January 2024, the Arcadis Parents and Carers network was launched within the UK&I Mobility business. It was designed as a practical response to these growing challenges. It began as an informal, self-nominating network to provide a forum for colleagues who have significant responsibilities as parents or in providing care for other members of their families. By creating a Network representing both Parents and Carers we have been able to provide support and guidance to many of our colleagues who are facing the juggle of work and care, whether it be an elderly relative, a parent, a child or starting their journey to becoming parents.
As a network we are able to steer the content to suit the needs and wants of our colleagues and provide a safe and nurturing space for all to share how they feel, which also links into our ‘people first’ value. People feel connected to the culture of the organisation and facts show this fosters a sense of belonging, trust, and empowerment, resulting in higher engagement, productivity, and employee retention. Focuses on creating a supportive, inclusive environment that enables employees to reach their full potential and, in turn, drives overall business success. (Ganesh, 2024)
It helps to provide a forum where staff with caring responsibilities can identify issues that are causing them concern, provide support to each other. The network is able to escalate to the organisation any issues which might be relevant, to explore issues in more depth, and to signpost services as necessary.
Arcadis senior leadership have been very supportive of the group, recognising that most people in the business will at some point in their career fall into the scope of the issues that it is considering.
By mid 2024 the network had reached over 125 Arcadians globally, proving that the issues it is discussing resonate outside the UK. Issues raised by the network in its early months include IVF, miscarriage, parental leave policies, parenting support tips, caring support and tips and the challenges facing sandwich carers. It has provided recognition, support and empathy for colleagues who are dealing with these issues on a daily basis, or for the first time.
In 2024 we came together as a group to support each other, share personal stories and experiences as well as hosting a weeks’ worth of content for Carers Week. Focussing on a series of topics such as Sandwich carers, single parenting and caring for children with neurodiversity. We also hosted webinars, Alzheimer’s awareness and Lasting Power of Attorney.
In 2025 the tempo and ambition of the group is increasing. We are starting the year with a ‘Children with Neurodiversity’ Webinar, where we are sharing FAQ’s and information relating to caring for children who may be Neurodivergent, and the assessment process, allowing colleagues to ask questions to our partner host, the charity bibic. As the profile of the network grows, we are able to increase our ambition and programme of work, involving Carers from across the business in setting our agenda and demonstrating our commitment to supporting one another.
Tips and Guidance:
- Ensure your Network has clear goals and ambitions
- Ensure your network purpose is clear
- Ensure you have clear support from the wider business and an exec sponsor
- Don’t try and grow too fast, small steps and organic growth, be patient and it will develop
- Webinars and talks improve engagement and encourage network growth.
- Listen to the network and what they want and need
- Ensure you form a steering committee once the network grows in size, it’s a team effort.
