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On Thursday 11 July, , in collaboration with °ÄÃÅÍõÖÐÍõ and the Balance Community, a network for °ÄÃÅÍõÖÐÍõ employees, hosted Architect parents juggling two lives: at work and at home.

This engaging panel discussion, held at °ÄÃÅÍõÖÐÍõ’s 66 Portland Place in London, focused on hearing first hand from architect parents about dealing with the responsibilities of demanding jobs and childcare.Ìý

is a network of architects who aim to achieve gender equity. It aims to tackle deep-rooted, well documented gender disparities within the profession and education. The panel speakers included:ÌýÌý

• Naomi Sakamoto, Principal, GenslerÌý
• Caterina Polidoro, Principal Director, tp bennettÌý
• Mario Barrientos, Senior Associate, Morris & Co.Ìý
• Dan Carter, Head of Design, United Living GroupÌý
• Sophie McCarthy, Design Director, Atomik ArchitectureÌý
• Matt Waddelow, Associate, Shed KMÌý

The discussion was chaired by Judith Topley, Director Jo Cowen Architects, who is also a member of the °ÄÃÅÍõÖÐÍõ EDI Leaders’ Action Network.ÌýÌý

The panel event was hybrid, allowing the audience to have their say online by answering the following questions in real time:Ìý

• What are the current parental policies available at your practice?Ìý
• Returning to your work after parental leave – what was your experience?ÌýÌý
• What has really helped you navigate juggling your responsibilities, policy or otherwise?Ìý

Lienkie Diedericks, °ÄÃÅÍõÖÐÍõ’s Inclusion and Diversity Specialist, who attended and helped organise the event, shares key take away points and actions from the discussion.Ìý

The case for flexible workingÌý

The shift to flexible work is crucial for modernising the architecture industry's working culture. Panellists noted how the COVID pandemic proved that hybrid and remote flexible working was not only possible, but also highly effective at supporting a range of employees’ needs.Ìý

They said that clients must accept and adopt flexible working practices, while architects should learn to set reasonable boundaries and say "no" when necessary. Despite this, panellists agreed that overarching policies across the built environment sector more generally were required to back these cultural changes.Ìý Ìý

One effective strategy is '', where colleagues, particularly male leaders and colleagues, openly share their calendars, including childcare responsibilities. This approach fosters transparency, encourages communication about parenting, workload management, and humanises the work environment.Ìý

The panel discussion raised the question of whether male colleagues should be allies by noting childcare duties in an open calendar. While this practice has positive effects, it's crucial that employees feel free to choose whether to share their calendars without any pressure. This balance ensures that the benefits of open communication are achieved without infringing on personal freedom.Ìý

Challenges of flexible workingÌý

Flexible working, while beneficial, presents challenges, especially for organisations with a global reach. Different time zones can complicate equitable and flexible work arrangements. Transparent conversations about team members' needs and expectations are crucial.

For clients and site work, clear communication is essential to set expectations. Senior panellists emphasised the importance of robust internal communications and advanced discussions about flexible working and parental leave to allow adequate preparation and adjustment time.Ìý

Parent architects face ongoing challenges, such as navigating school timetables and holidays. As children grow older, scheduling becomes more complex, requiring parents to juggle drop-off and pick-up times.

Financial concerns also pose a significant barrier. Shared parental leave, while beneficial for family well-being, can impact salaries, particularly for the higher-earning parent. This financial strain, coupled with high childcare costs and limited government support, deters many parents from taking shared parental leave.Ìý

Key actions for addressing gender inequityÌý

Communication, communication, communication.

Many topics were discussed by the panel including:

• returning to work after taking parental leave
• adjusting working patterns
• the changing needs of growing children

With communication coming up as a crucial factor in each of these. This is a clear example of where good management practices in general lead to and support a more inclusive working environment.

Employees and employers must discuss and set clear expectations, and these discussions should be seen as dynamic and ongoing since both personal circumstances and work projects change over time.ÌýÌýÌýÌý

Implementing robust policy across the whole of the built environment sector.

While individual practices might have great policies in place supporting women and parents, this is not the case across the built environment sector as a whole.

Architects don’t work in isolation, meaning that progressive work cultures cultivated in the office might not extend to construction sites and client engagement. Sector-wide guidance and change is needed.Ìý

Embracing innovative workplace practices.

Architecture lags other professions in terms of gender equity and parental support. The profession can learn from industries, such as the technology sector, in embracing experimental and iterative approaches to supporting flexible working.Ìý

The role of a 'strong second'.

Having a 'strong second' (someone with equivalent project knowledge and expertise) is vital for covering the duties of those on parental leave or working flexibly. This ensures continuity and smooth project progression.

Additionally, a well-defined handover process and a thorough discussion about needs and expectations before returning to work are essential to ensure a smooth transition. Read more about the ‘strong second’ approach and other key actions to address gender inequity.

Connect with Women in Architecture on and at hello@wia-uk.org.ÌýÌý

Find out more about °ÄÃÅÍõÖÐÍõ's other equity, diversity and inclusion (EDI) work.Ìý