In defence and every other sector, one thing is clear: inclusion creates better outcomes for all. This is a commitment shared by both Women in Defence UK and BT Group.

When BT reviewed its family and carers’ leave policy, it was an opportunity to do things differently, remove gendered assumptions and be a company that’s there for our people when they need us.

We aim to embed inclusion into our strategy and everything we do, and a critical part of this is in the policies that shape our people’s working lives. In the UK, data shows women continue to shoulder the majority of caring responsibilities, contributing to inequalities in health, income, and career progression. Our inclusive policies are a step towards tackling these structural barriers to inclusion and creating a better workplace for everyone. For example, we’re now one of 9 organisations to hold Carers Confident Ambassador status by Carers UK and offer additional paid leave for our people with caring responsibilities.

And since January 2025, all parents welcoming a new child are eligible for our paid leave policy, no matter how their family is made. This means every BT colleague – regardless of gender – has access to:

18 weeks’ full pay
8 weeks’ half pay
26 weeks’ statutory pay
Plus neonatal leave and 10 day paid carers’ leave, all available from day one of employment.

This isn’t just a policy update. It’s a statement: caring for family shouldn’t cost you your career.

Building the case

We didn’t make this decision on a whim. We dug into the data – exit interviews, attrition rates, industry benchmarks – and the message was clear: women were leaving, and the cost was high. Offering equal, flexible family leave wasn’t just the right thing to do; it was a strategic imperative. It helps us attract and keep brilliant people in a competitive market, and we know that when we embrace diverse voices and ideas, we become more innovative, more resilient, and build better products and better services for all our customers.

Listening first

We spoke to parents and caregivers across BT. Their stories shaped our approach. We also looked at best practices from other companies. The result? A policy that meets real-life needs, not just numbers on a spreadsheet.

The toughest call

One of the hardest decisions was when to start. We announced the policy in July 2024 but launched it in January 2025, with a transition period for those in between. It wasn’t easy, but it mattered – and colleagues told us they appreciated the fairness.

The impact so far

The response has been incredible. Our family leave and carers’ leave policies have had a significant positive impact, with strong uptake and clear benefits for colleagues. In 2025, secondary parents (who previously would have been eligible for just two weeks leave’) took family leave, averaging 20 weeks compared to just 1.9 weeks previously. This extended time away has translated into improved engagement, with inclusion scores rising by 2.5 percentage points, and post-return feedback showing a 9.6-point increase in “Feeling Energised” and a 7-point boost in work-life balance, evidence that the policy supports recovery and sustainable performance. Carers’ leave has also been widely used, with colleagues taking an average of 4.5 days, and over half of requests coming from employees aged 40+, reflecting growing eldercare responsibilities. Sentiment has been overwhelmingly positive: 76% of colleagues valued manager check-ins and wrap-around support during their return, and many have shared heartfelt stories on social media, expressing gratitude and reinforcing our brand as an employer that truly cares.

What’s next

We introduced dedicated case teams to support employees and managers during the return-to-work process, as that was identified as a particular area where people needed more support. Our goal? Make every transition smooth and supported. We are still on a journey to make sure everyone has a fantastic experience and will continue to learn and improve.

Advice for others

Thinking about inclusive and equitable family leave? Here’s what we learned:

Do your homework: Combine hard data with employee listening.
Communicate well: Support managers and employees through the change.
Plan for system changes early: It always takes longer than you think!
Share stories: Sharing colleague stories bring these inclusive polices to life, showing the real positive impact and inspiring others to take the leave too, as highlighted in this video featuring BT colleagues: Post | LinkedIn

And one last tip: be bold. Cultural change takes time, but it’s worth it. For BT, modernising family and carers’ leave is part of building a place where everyone thrives. Inclusion helps us attract diverse voices and ideas, spark innovation and improve how we serve our customers. When we remove barriers and create opportunities for all, we build a better BT, for everyone.