Most organisations today have parental leave policies in place. They outline entitlements, timelines and return-to-work options. On paper, they suggest that employees are supported through the transition to parenthood. But in practice, outcomes often tell a different story. Women are still leaving the workforce after becoming mothers — not because they lack ambition or capability, but because the experience of returning to work is not adequately supported. The WGEA 2026 targe

When women leave the workforce after becoming mothers, it is often framed as a personal or lifestyle choice. But at scale, this is not an individual issue. It is a workplace and systems issue . Maternal workforce attrition represents a significant risk for organisations. It impacts talent pipelines, leadership representation and long-term workforce capability. It also carries financial implications, with the cost of replacing experienced employees often far exceeding the cost

The phrase “returning to work” suggests a single point in time. A date on a calendar. A first day back. A resumption of normal. But for many mothers, returning to work is not a moment — it is a transition  that unfolds over weeks and months. This transition involves far more than logistics. It includes an identity shift, changes in confidence, new external demands and a re-evaluation of priorities. At the same time, employees are expected to step back into roles that may not

Most organisations today have parental leave policies in place. They outline entitlements, timelines and return-to-work options. On paper, they suggest that employees are supported through the transition to parenthood. But in practice, outcomes often tell a different story. Many women still leave the workforce after becoming mothers — not because they lack ambition or capability, but because the experience of navigating pregnancy, parental leave and returning to work is poorl