How inclusive policies and in-house childcare are transforming women’s careers in Pakistan’s energy sector

Women in South Asia face significant challenges in the workforce due to cultural norms and systemic barriers that limit their participation. As of 2023, the region’s female labor force participation rate stood at just 28 percent and in Pakistan, it is only 22.7 percent. The country ranks 143rd out of 146 in the Global Gender Gap Report 2023 for economic participation and opportunity.

The energy sector in South Asia remains overwhelmingly male-dominated, with women holding just 3 percent to 25 percent of positions—primarily in administrative or non-technical roles, with limited leadership opportunities. Several factors contribute to this gender disparity, including minimal opportunities for female STEM internship opportunities, hiring processes are not transparent, and inadequate support for parents (especially mothers) returning to work. For many women, particularly in Pakistan, societal expectations make it difficult to continue careers after marriage or childbirth. Pressures to prioritize family responsibilities—including caregiving for in-laws—often force women to leave the workforce entirely.

Pakistan’s WAPDA leading the way for increased women’s participation

Pakistan’s Water & Power Development Authority (WAPDA) has made significant strides in promoting women's inclusion, despite these challenges. Through targeted policies and programs, WAPDA has increased the number and share of female workforce, particularly Female Officers who are in higher positions, from 8.12% in 2010 to 15.78% in 2023, while maintaining exceptionally high women’s retention rates; resignation remain minimal, with only five female employees leaving between 2010 and 2022—two for family reasons, two for studying abroad, and one for a career change. This reflects WAPDA’s strong commitment to creating a more inclusive work environment and expanding opportunities for women in the energy sector.

WAPDA’s approach

WAPDA has taken a comprehensive approach to ensuring that women receive the policy support and workplace facilities they want to continue their careers. According to the ex-HR Director, WAPDA had found that women primarily resigned due to cultural and family expectations, as well as a lack of support for returning mothers and newly recruited female employees. To address these challenges, the organization implemented a set of interconnected policies designed to improve job satisfaction, retention, and overall workplace inclusivity.

Recognizing the critical role childcare plays in a woman’s ability to maintain a career, WAPDA introduced in-house childcare facilities in 2015 and 2018, along with a dedicated lactation room in 2016. These facilities, located at WAPDA’s headquarters, provide childcare for children up to the age of 4 in a safe and secure environment, allowing working mothers to bring their children to work without compromising their careers. Cultural expectations in Pakistan often place childcare responsibilities solely on women, making such support systems essential for female workforce retention.

“It is critical to have in-house childcare facilities. Ideally, each office provides it to support returning and working mothers. Most women in Pakistan leave their jobs after marriage or pregnancy because they lack appropriate family support or secure childcare facilities. They simply cannot maintain a work-life balance.” The Deputy Director of WAPDA’s Human Resources Department, Ms. Tayyaba Malik

To further increase women’s employment, WAPDA is now expanding childcare facilities to all workstations, including power generation dam sites, under the current General Manager of Human Resources Department. 

Maternity leave policies have also been central to WAPDA’s efforts to retain female employees. Since 1982, WAPDA has provided paid maternity leave consistent with national labor laws—a progressive move at a time when such benefits were not widely available in Pakistan. In addition to paid leave, WAPDA’s Efficiency and Discipline Rules (1978) ensure job security for women returning from maternity leave. As a result of these policies, WAPDA reported a 100 percent return rate for women who took maternity leave in 2022, with female resignation rates remaining exceptionally low.

A pioneer in enhancing women’s convenience and safety on the job

WAPDA has also introduced policies that enhance the convenience and safety at work. Safe and reliable transportation has been a priority for all employees since 1982, and this service now extends to employees’ children who are enrolled in on-site childcare, enabling mothers and their children to commute together. Also, for women working at the HQ, WAPDA introduced exclusive access hours for on-site gym in 2019.

To further support young women working away from their hometowns, WAPDA established a women’s hostel in Lahore in 2018. The hostel is available for both single and married women who are attending training sessions or stationed away from home, with 24/7 security ensuring their safety. Today, WAPDA is prioritizing the establishment of women’s hostels nationwide.

WAPDA also closely follows Pakistan’s 2012 Federal Wedlock Policy, which allows for job postings to be adjusted to keep spouses together. In recent cases, WAPDA approved transfer requests for two female engineers—one relocating to care for her elderly parents, and the other moving closer to her spouse. Unmarried women are also stationed near their parents whenever possible, reflecting WAPDA’s commitment to accommodating the personal circumstances of its female employees.

Key Drivers of WAPDA’s Success

The success of WAPDA’s policies to include women in the workforce can be attributed to three key factors: strong commitment from senior management, the determination of female employees, and collaboration with the South Asia WePOWER Network. Together, these elements have created a more supportive and inclusive work environment.  

WAPDA’s Human Resource team played a crucial role in ensuring the safety of childcare facilities while also delivering personalized services to employees. Learning from best practices within the WePOWER Network allowed WAPDA to refine its approach systematically. For example, working with the Returning Mothers Regional Working Group helped improve the quality of childcare and lactation facilities, ensuring they met the specific needs of working mothers. Beyond institutional efforts, the active participation and strong will of female employees have been equally vital in driving these initiatives forward.

“This childcare initiative is entirely managed and operated by women. While WAPDA provided the funding, it is these women who run and oversee the program. By leveraging WePOWER, we were able to frame the initiative as both an organizational obligation and a significant achievement, reinforcing its importance and benefits for the company,” Former WAPDA General Manager, Human Resources Department – Mr. Taqi Shoaib

A Holistic Approach to Women’s Inclusion

By implementing these policies and providing vital facilities, WAPDA has created a more inclusive and supportive workplace for women, significantly improving female employee retention and job satisfaction. Its holistic approach serves as a model for other organizations seeking to empower women in the workforce. Even within large public utilities, comprehensive policies that address multiple barriers can drive real change, making workplaces more accessible, equitable, and sustainable for women.

Download Full Report of this study here