Unit 2.2 – Learning from Others. Good Practices, Policies and Recommendations

The EU Work-Life Balance Directive (2019/1158) exemplifies a forward-thinking, rights-based approach to reconciling professional, family and personal life across Europe. In this Unit, we identify and analyse some good practices, providing a comparative insight into what makes certain policies particularly effective in fostering work-life balance and supporting caregivers. We will delve into how these models are implemented, how their success can be measured, and what strategic recommendations can be derived for effective policy design and evaluation in various organisational contexts.

Good practices and policies in achieving work-life balance

Achieving a sustainable work–life balance is increasingly recognised as a cornerstone of employee well-being, gender equality and organisational resilience. Across Europe, governments and companies have assembled a diverse toolkit—from leave entitlements and financial supports to flexible scheduling, hybrid work models, and “right-to-disconnect” rules—that helps employees combine paid work with family and caregiving responsibilities. This variety shows there is no single path to success; rather, countries adapt to their legal traditions, labour-market structures and cultural norms while converging on the same objective: enabling people to care and to work without sacrificing either.

At the national level, several jurisdictions offer instructive examples. France, for instance, has transposed the EU Work-Life Balance Directive (2019/1158) through Law No. 2023-171. This legislation, which came into effect on March 11, 2023, has successfully strengthened the country’s existing legal framework and has either introduced or reinforced new rights for employees, particularly for parents and caregivers (Law No. 2023-171, 2023).

Currently, employees who are parents or caregivers have the right to request flexible working arrangements, such as full-time or part-time teleworking. They can also request a modification to their working hours to adapt to their caregiving needs, for example, by starting or finishing earlier or later. Prior to the transposition of the EU Work-Life Balance Directive (2019/1158), requests for flexible working arrangements were largely at the employer’s discretion. However, with the new law, employers are now obligated to seriously consider the request and, if they decide to deny it, they must justify their decision in writing. This justification must be based on objective reasons and demonstrate that the requested flexibility would negatively impact production, work organisation, or safety (Law No. 2023-171, 2023).

Furthermore, Law No. 2023-171 reinforces the protection of employees who request or use these arrangements. An employer cannot dismiss an employee simply for having requested or used a flexible working agreement. In addition, any form of unfavourable treatment, such as a salary reduction or denial of promotion, is prohibited as a result of this request. In the case of paternity or caregiving leave, the employee retains all benefits acquired before the leave began (Law No. 2023-171, 2023).

Portugal is also one of the most notable countries in this area, as it has transposed the EU Work-Life Balance Directive (2019/1158) through an approach that goes beyond merely meeting the minimums required by the European Union. It has introduced a particularly robust and proactive legal framework, especially with regard to the right to telework and the reconciliation of work and family life.

The transposition of EU Directive 2019/1158 was carried out through Law No. 13/2023 of April 3, which reformed the Portuguese Labor Code and related legislation, coming into effect on May 1, 2023. Unlike many other countries, which only regulate telework as an agreement between the parties, Portuguese legislation has made it a right for employees who are parents or caregivers. Employees with children up to 3 years of age have the legal right to request and perform their work remotely. The employer, for their part, cannot deny the request unless they can provide written justification of an “imperative need” for physical presence or that the nature of the position is intrinsically incompatible with telework. This justification must be objective and well-founded, which significantly limits the employer’s discretion (Art. 166, Law No. 13/2023, 2023).

The transposition of the Directive has also granted specific rights to employees who hold the status of “non-primary informal caregiver,” as recognised in the distinguished “Informal Caregiver Statute,” which was approved by Law No. 100/2019 of September 6. In Portugal, to achieve a balance between work and the care of dependent persons, the non-primary informal caregiver has the right to request and benefit from telework for a maximum period of 4 years, which can be continuous or intermittent, as long as the nature of the professional activity allows it. Additionally, they have the right to request a flexible schedule or a reduction of their working hours to part-time for a specific period, which allows them to further adapt their professional life to the demands of the person they are caring for. However, the most notable aspect is that the non-primary informal caregiver has the right to a leave of 5 consecutive or interpolated working days per year for the assistance of the person being cared for in case of illness or accident (Art. 101, Law No. 13/2023, 2023).

Thus, with the legal recognition of the non-primary informal caregiver and the transposition of the EU Directive, Portugal has laid the groundwork for a more inclusive work-life balance policy that goes beyond parenthood to encompass the needs of an aging population that requires care.

Belgium has implemented a comprehensive set of measures aligned with the EU Work-Life Balance Directive, focusing on caregiving, flexibility, employment protection, and transparency. Since November 2022, employees are entitled to take up to 5 days of unpaid leave per year to care for a seriously ill family member. These days are drawn from the 10 days of unpaid leave already available for compelling reasons and incur no cost to the employer. Employees making use of this entitlement are legally protected against dismissal (Alliant, 2022).

Workers with at least 6 months of seniority are further granted the right to request adjustments to their working arrangements—including changes in schedule, hours, or workplace—to provide care for children under 12 or dependent family members. Such requests can be made for renewable periods of up to 12 months, provided they are submitted in writing 3 months in advance. Employers are required to respond within one month and, if declining or postponing the request, must provide written justification (Lexgo, 2022; PwC Legal, 2022).

Protection against dismissal has also been reinforced for those taking thematic leave, such as parental, maternity, paternity, or carers’ leave. This includes an “upstream” protection mechanism, which safeguards employees from the time of application until one month after the requested effective date. Dismissal is only permissible for reasons unrelated to the leave, and the burden of proof rests with the employer. Should a dismissal be deemed unlawful, compensation may amount to as much as six months’ gross salary (L&E Global, 2022).

In the Netherlands, recent reforms have significantly strengthened the framework for reconciling professional and family life, particularly with regard to parental leave. Since August 2, 2022, parents are entitled to 26 weeks of parental leave, of which 9 weeks are now remunerated at 70% of salary during the child’s first year. Complementing this, the WIEG law, effective July 1, 2020, grants the partner or spouse of the birth parent 6 weeks of paid leave at 70% of salary, to be taken within the first 6 months after birth. In addition, parents may take up to 26 weeks of unpaid leave until the child reaches the age of eight.

These measures represent the Netherlands’ transposition of the EU Work-Life Balance Directive, reinforcing opportunities for parents to balance work and family responsibilities while receiving financial support during the critical period of early parenthood (Voûte & De Boer, 2021; Fruytier Lawyers in Business, 2023; Loyens & Loeff, 2021).

As of July 1, 2024, Sweden introduced a significant reform to its parental leave system, allowing parents to transfer a portion of their paid parental leave to individuals who are not the child’s legal guardians, such as grandparents, uncles, aunts, or other chosen caregivers. This policy enables a parent couple to transfer up to 45 days of leave, while a single parent may transfer up to 90 days. The recipient must be insured for parental allowance, which most residents in Sweden are, and the compensation for the transferred leave is based on the recipient’s income or, if retired, at a basic benefit level. These transferred leave days can be used during the child’s first year (Government of Sweden, 2024)

This reform is directly linked to the EU Work-Life Balance Directive (EU 2019/1158), which requires EU member states to enhance work-life balance through measures such as non-transferable parental leave, flexible working arrangements, and opportunities to combine professional and family responsibilities. Sweden’s new law aligns with these objectives by broadening the scope of eligible caregivers, promoting gender equality, and providing families with greater flexibility in managing childcare.

The legislative basis for this reform is the Swedish Parental Leave Act (Föräldraledighetslagen, 1995: 584), which has been amended to permit the transfer of parental leave days to individuals other than the parents, thereby supporting diverse family structures and strengthening intergenerational bonds. This reform also allows parents to return to work earlier with support from trusted family members, fosters closer relationships between extended family and children, and provides additional assistance for single parents who can transfer a larger portion of their leave (Government Offices of Sweden, 2022).

Meanwhile, Germany has transposed the EU Work-Life Balance Directive (2019/1158) not through a single new law, but by adapting its robust pre-existing labor and social security legislation. This approach has allowed it to integrate the directive’s requirements into an already well-developed legal framework. Germany’s focus has consolidated caregivers’ rights by offering various types of leave, some with financial compensation. The granted leaves are:

• Short-Term Care Leave (Kurzzeitige Arbeitsverhinderung): Employees are entitled to up to 10 days of leave to organise or provide urgent care for a family member in need. This leave may be compensated by the employer if a collective bargaining agreement stipulates it.

• Care Leave (Pflegezeit): To care for a sick or dependent family member, an employee can request a leave of absence for up to 6 months, with a guarantee of re-employment to their position. This leave is generally unpaid, but the employee can apply for an interest-free loan from the federal government to compensate for the loss of income.

• Leave for the Care of Seriously Ill Minors: Parents of children with serious illnesses are entitled to up to 9 months of leave, with the possibility of receiving financial compensation.

German law also grants employees with caregiving responsibilities the legal right to request a reduction in their working hours, provided they have been employed at the company for more than 6 months. Employers are required to justify any denial in writing. Furthermore, German law offers one of the strongest protections in Europe against dismissal. An employer cannot dismiss an employee who is taking care leave and, if they do, the burden of proof lies with the company to demonstrate that the dismissal was unrelated to the leave (Law on Care Leave, 2024).

However, beyond government regulations, companies are proactively implementing a variety of practices, resources, tools, and programs to foster a work environment that not only maximises productivity but also prioritises employee well-being. This approach is not merely a trend but a direct response to the growing demand for flexibility, the recognition of family caregiving challenges, and the understanding that a balanced workforce is an indispensable asset for talent retention, burnout reduction, and the promotion of a sustainable organisational culture.

Siemens has taken a proactive stance in implementing the EU Work-Life Balance Directive (2019/1158), going beyond the minimum legal requirements to foster a supportive and family-friendly workplace. The company grants employees up to 3 years of individual, non-transferable parental leave, accompanied by financial support to safeguard economic stability during this period. Complementary measures include flexible working arrangements—such as remote work, flexible hours, and part-time schedules—as well as family-focused services, including assistance with childcare, household support, and family-oriented events that encourage inclusivity (Siemens Deutschland, 2025).

By August 2022, the deadline for transposition of the Directive into national law, Siemens had already established a set of policies exceeding the Directive’s obligations. This proactive implementation underscores the company’s commitment not only to regulatory compliance but also to employee well-being, positioning Siemens as a benchmark in advancing work-life balance across Europe (Siemens Deutschland, 2025).

Safran, a French multinational leader in aerospace, defense, and space, employs approximately 92,000 people across more than fifty countries. The company combines technological innovation with social responsibility, aiming to make air transport safer, more efficient, and sustainable while ensuring accessibility and comfort.

In February 2025, Safran signed a European framework agreement with IndustriAll Europe to strengthen work-life balance, particularly for employees with caregiving responsibilities. A central measure of this agreement is the development of specialised training for caregivers, designed in collaboration with a monitoring committee and available within 12 months of signing. Employees are entitled to up to 2 days of leave every 3 years to attend such courses, retain their salary during training hours, and receive a financial contribution covering 30% of course costs, thereby reducing economic barriers to participation (SAFRAN & IndustriAll Europe, 2024).

Complementing this initiative, Safran has introduced a range of supportive policies, including flexible working arrangements, remote work options, compressed workweeks, and additional leave for urgent caregiving or medical needs. The company further guarantees protection against discrimination related to caregiving duties and fosters inclusivity through awareness campaigns, leadership training, and resource dissemination (SAFRAN & IndustriAll Europe, 2024).

These measures not only facilitate employees’ ability to balance professional and family responsibilities but also contribute to reducing stress, enhancing well-being, and supporting talent retention. By integrating training, flexibility, financial support, and organisational awareness, Safran positions itself as a benchmark among European employers in the field of work-life reconciliation, exemplifying a holistic approach that aligns innovation with social responsibility and employee care (SAFRAN & IndustriAll Europe, 2024).

While the design and implementation of initiatives such as flexible scheduling, carer’s leave, and family-friendly practices constitute essential steps, their ultimate success is contingent upon a quantifiable impact on the socio-professional landscape. For this reason, we need tangible data and key indicators to transcend a mere analysis of policy frameworks and evaluate their real-world consequences, particularly for individuals with caregiving responsibilities.

The OECD Better Life Index provides a comprehensive and interactive look at work-life balance using data from member countries. The index focuses on 2 main indicators, providing both quantitative data and qualitative insights into how people manage their professional and personal lives (OECD, 2024).