The Need for Improved Paternity Leave in UK Real Estate.

Conversations around workplace equality have gained momentum in recent years, with government focus on flexible working and family-friendly policies as catalysts for change. Yet, one issue remains conspicuously absent from mainstream dialogue within the real estate sector: paternity leave. Despite progress in promoting diversity, equity, and inclusion (DEI), the sector continues to grapple with a traditionally male-dominated and performance-driven culture that often marginalises fathers seeking a more balanced approach to work and family life.

In the real estate industry, the expectation for males, in particular, to prioritise work over personal commitments remains deeply ingrained. Speaking as part of Madison Berkeley’s The REal Juggle campaign, Alex Keith, Director at SEGRO, illuminated the issue: “I do know men in my team who talk about prior experience at other firms, where leaving early to collect their children or sharing childcare with their partners was met with negativity from those around them. It does exist.” This sentiment reflects a broader trend. Fathers who take advantage of shared parental leave or seek more flexible arrangements can sometimes face professional repercussions. Madison Berkeley has heard firsthand accounts from male candidates who returned from shared paternity leave to find their client base diminished and their career trajectories compromised. These experiences underscore a significant gap between policy and practice: while companies may offer shared parental leave benefits on paper, the implementation of these policies often lacks the necessary cultural and managerial support.

Compared to other industries, real estate has been slower to shed its historic image as a male-dominated space. Fathers seeking to take paternity leave or adopt flexible working arrangements frequently encounter resistance, whether overt or implicit. The root of this resistance lies in the sector’s longstanding emphasis on performance metrics tied to presenteeism and client-facing hours.

This culture not only deters fathers from fully embracing their parental rights but also reinforces outdated gender norms, placing the burden of childcare disproportionately on mothers. In doing so, the industry risks alienating a generation of top talent—both men and women—seeking workplaces that genuinely support work-life balance.

The UK real estate sector has much to learn from countries like Finland and Norway, where progressive parental leave policies have proven transformative. In Finland, both parents are entitled to 164 days of paid parental leave, with a mandatory allocation for fathers. Similarly, Norway has implemented a “daddy quota,” reserving a portion of parental leave exclusively for fathers. These policies not only normalise paternal involvement in childcare but also contribute to greater gender equality in both the home and workplace. By adopting elements of these models, UK companies could foster a culture where fathers feel empowered to take paternity leave without fear of professional repercussions. Normalising shared parental responsibilities would pave the way for a more inclusive industry, benefiting not only individual employees but also the companies that employ them.

Addressing the stigma around paternity leave requires a two-pronged approach: policy enhancement and cultural shift. First, companies must ensure that parental leave policies are robust, transparent, and equitable. This includes providing adequate leave durations, clear communication of benefits, and tangible support for employees transitioning back to work. Equally important is fostering a workplace culture that values and respects employees’ family commitments. Leadership plays a pivotal role here—senior figures taking and openly discussing paternity leave can set a powerful precedent. Moreover, regular DEI training for managers and teams can help dismantle lingering biases, ensuring that employees feel supported rather than penalised for prioritising family.

There is an urgency to address this issue in the real estate sector. The reluctance to support fathers not only reinforces outdated gender roles but also risks alienating top talent in an industry striving to modernise. By embracing a more inclusive approach to parental leave, the real estate sector has an opportunity to lead the way in workplace equality. The potential benefits are happier, more engaged employees, greater retention of top talent, and a reputation as a forward-thinking industry.

The time has come for UK real estate to address the “elephant in the room” and reimagine paternity leave as a cornerstone of workplace equality. Drawing inspiration from global best practices and fostering a supportive, inclusive culture can ensure that fathers no longer feel penalised for embracing their parental roles. In doing so, the industry will not only modernise but also create a legacy of fairness and equity for future generations.