Pregnancy, Restructures and Flexible Work – Managing Risk Under the Fair Work Act

Workplaces are increasingly navigating complex situations where business change intersects with employee rights. One of the most sensitive scenarios occurs when an employee who is pregnant is affected by organisational change and requests adjustments to their work arrangements. 

Handled well, these situations strengthen trust and demonstrate leadership maturity. Handled poorly, they can expose organisations to claims under the Fair Work Act 2009 (Cth), anti-discrimination legislation, Modern Awards, and general protections provisions. 

Let’s explore how to approach this scenario lawfully and strategically. 

The Scenario 

An organisation undertakes a restructure. An office administrator role is impacted by changes to reporting lines and workflow. Around the same time, the employee in the role notifies that she is pregnant. 

She begins discussions with her manager about: 

• Working an additional day from home (moving from one to two days) 
• Adjustments later in pregnancy due to anticipated physical discomfort 
• Planning ahead for maternity leave 

The role is primarily office-based. While much of the work is computer-based, the employee is responsible for keeping the physical office functioning. 

The business is concerned: 

• Can we refuse? 
• Are we required to accommodate this? 
• Does pregnancy change the legal position? 
• What if this sets a precedent? 

This is where understanding the legislative framework is critical. 

Key Considerations

Fair Work Act – Pregnancy and Safe Jobs

Under the Fair Work Act 2009, pregnant employees have specific protections: 

• If a pregnant employee provides medical evidence that they are fit to work but cannot perform their usual job safely, the employer must transfer them to a safe job (if available). 
• If no safe job is available, the employee may be entitled to no safe job leave (paid or unpaid, depending on service and circumstances). 

Importantly: 

• The trigger is medical evidence. 
• Employers are not required to create a permanent new role. 
• However, they must genuinely assess whether adjustments can be made. 

If the employee cannot demonstrate a medical reason preventing her from working onsite, the “safe job” provisions may not apply — but other obligations still do. 

Flexible Working Arrangements (FWAs)

Under the Fair Work Act, employees with at least 12 months’ service can request flexible work arrangements if they are: 

Pregnant; or 

• A parent or carer of a child. 

Employers must: 

• Respond within 21 days. 
• Genuinely try to reach agreement. 
• Only refuse on reasonable business grounds. 
• Provide written reasons if refusing. 

“Reasonable business grounds” might include: 

• Significant cost 
• Impracticality 
• Negative impact on efficiency, productivity, or customer service 
• Inability to reorganise work among existing staff 

However, assumptions are not enough. Employers must demonstrate genuine assessment. 

Anti-Discrimination Laws – Pregnancy

Under federal and state anti-discrimination legislation (including the Sex Discrimination Act 1984), pregnancy is a protected attribute. 

Unlawful discrimination can occur if: 

• A woman is treated less favourably because she is pregnant. 
• A condition is imposed that disadvantages pregnant employees and is not reasonable. 

For example: 

• Demoting someone because they request flexibility due to pregnancy. 
• Refusing reasonable adjustments without proper consideration. 
• Pressuring someone to resign because the role is “full-time only.” 

Even well-intentioned but rigid decisions can expose businesses to claims. 

General Protections (Adverse Action)

The Fair Work Act also prohibits adverse action because of: 

• Pregnancy 
• Exercising workplace rights (e.g., requesting flexibility) 

If an employee’s role is made redundant, altered, or their employment terminated while pregnant, the employer must clearly demonstrate that the decision was unrelated to pregnancy. 

The burden of proof in general protections claims effectively shifts to the employer. 

Modern Awards and Contracts

Check: 

• Relevant Modern Award provisions 
• Enterprise agreements 
• Employment contract clauses (particularly around flexibility and location of work) 

While contracts may outline standard work arrangements, statutory rights under the Fair Work Act override overly rigid contractual expectations. 

Practical Approach: How to Manage This Situation 

Here are five practical steps HR leaders and managers should take. 

1. Start with Conversation, Not Assumption

Avoid defaulting to “that role can’t be done from home.” 

Instead: 

• Ask the employee how she sees the arrangement working. 
• Identify which tasks must be done onsite. 
• Explore whether duties can be temporarily redistributed. 

COVID demonstrated that many roles previously considered “office-only” can be adapted. 

A collaborative approach strengthens your legal position and workplace culture. 

 

2. Request Medical Evidence Where Appropriate

If the request is linked to health or safety concerns: 

• Ask for medical documentation outlining restrictions. 
• Clarify whether the limitation relates specifically to onsite work. 
• Assess whether duties can be modified. 

Without medical evidence, safe job provisions may not apply — but flexible work rights still do. 

 

3. Assess Inherent Requirements

Consider: 

• What are the inherent requirements of the role? 
• Can the office function without physical presence on certain days? 
• Is the arrangement temporary? 

If the role already allows one work-from-home day — and the office operates remotely one day per week — it may be difficult to argue that physical presence five days per week is an inherent requirement. 

Document your analysis carefully. 

 

4. Apply the “Reasonable Business Grounds” Test Properly

If considering refusal: 

• Quantify the impact. 
• Assess cost and operational disruption. 
• Consider alternatives. 
• Explore trial periods. 

A temporary arrangement until maternity leave may be easier to accommodate than a permanent change. 

Refusal should be a last resort — and clearly justified. 

 

5. Maintain Ongoing Dialogue 

Pregnancy evolves. Early assumptions may not eventuate. 

Instead of locking in rigid positions: 

• Agree to regular check-ins. 
• Reassess as pregnancy progresses. 
• Keep documentation clear and objective. 

This reduces risk and supports employee wellbeing. 

 

What Not to Do 

Avoid: 

• Making comments suggesting the employee should step down. 
• Offering demotion as the primary solution. 
• Linking restructuring decisions to pregnancy timing. 
• Refusing without written reasons. 
• Ignoring discrimination risk. 

Even if business frustrations are genuine, poorly handled communication can create significant legal exposure. 

 

Leadership Lens: Culture Matters 

How organisations respond in these moments sends powerful cultural signals. 

When leaders demonstrate: 

• Flexibility 
• Procedural fairness 
• Transparency 
• Respect 

They build trust far beyond the individual case. 

Conversely, rigid or dismissive responses often lead to disengagement, reputational damage, and costly disputes. 

 

Final Thoughts 

Pregnancy-related flexibility requests during restructure periods are not just compliance issues — they are leadership tests. 

The law requires: 

• Genuine consultation 
• Consideration of medical evidence 
• Assessment of reasonable business grounds 
• Protection from discrimination and adverse action 

But strong organisations go further — they treat these situations as opportunities to demonstrate maturity, adaptability, and care. 

Handled well, these matters rarely escalate. Handled poorly, they can quickly become high-risk. 

If you are navigating a similar situation or want to ensure your workplace practices are compliant and commercially sound, reach out to Harrisons — our experienced HR team is here to help you manage risk with confidence.