Promote active fatherhood
Encourage and support fathers to take full parental leave and participate in caregiving without stigma or professional penalty. Visible support from leadership (including male managers who take leave themselves) helps shift norms and makes shared parenting a real option for all families.
Right to disconnect
Encourage a culture where employees are not expected to respond to work communications after hours. This protects personal time, especially for caregivers, and reduces stress.
Core meeting hours
Define specific hours during the day (e.g., 10:00–15:00) for team meetings to help employees with children or dependents structure their day more effectively. This supports participation while respecting family routines.
Planning leave in alignment with school holidays
Encourage managers to consider school calendars when approving leave, especially for employees with school-aged children. This small act of planning can reduce stress and avoid leave bottlenecks.
Parental and caregiving leave beyond the legal minimum
Extend the duration, flexibility, or pay level of parental or caregiving leave where possible. Going beyond the legal minimum signals genuine commitment to family-friendly practices and improves retention after leave.
Gradual return-to-work options
Support employees returning from long leave (e.g., parental, medical, or caregiving) with a phased schedule over a few weeks. This eases the transition, reduces stress, and improves long-term retention.
Staggered start and end times
Allow defined flexibility in daily schedules (e.g., 7:30–15:30 or 10:00–18:00) to better accommodate commuting, caregiving, and personal preferences. This supports productivity while recognizing diverse routines and responsibilities.