Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1694844731175.pdf (Malta)
Report on Family-friendly Measures in the Public Service and in the Public Sector as at 1st November 2008 This report is based on a survey of the Family-friendly measures availed of by employees in the Public Service and in the Public Sector as at 1st November 2008.

The survey was carried out by HR Systems and Data Management, MPO.

This Survey follows similar ones which were carried out by this Directorate and the Employee Relations Directorate in previous years.
The objective of this yearly survey is to establish: a) the position regarding the uptake of family-friendly measures in the public service and public sector; b) to observe whether there was a change in up-take in the public sector following the extension of the family-friendly measures in the public service to the public sector by means of the budget speech for the year 2007; c) the number of employees, defined by gender, who opted for the various family- friendly measures so as to assess the effects these measures have had on the public service and the public sector in general and on the employees themselves; d) assess the change over time in the number of male and female employees who avail themselves of these measures; e) propose any further changes/developments of these measures; f) assess the possible effect which the distribution of our brochure on family-friendly measures may have on the use of these measures by employees.
The brochure with information about the Public Service’s family-friendly measures was funded by the European Social Fund.

This report: i. outlines the main trends in the use of family-friendly measures ii.

is meant to serve as a Management tool for managers.

Main Points There is a wide-spread use of the various family-friendly measures throughout the Public Service.
Consonant with the results of surveys carried out in previous years it is still females rather than males who avail themselves of family-friendly measures.

Expressed as percentages, the female total number of public officers benefiting from these family-friendly measures is around 96% in each of the measures, with the exceptions of Adoption Leave and Responsibility Leave, where 20% and 24% respectively of the officers availing themselves of these measures are males.
An analysis regarding of Percentages Utilisation and Gender Distribution for the major family-friendly measures is provided at the Appendices at the back of this report.
List of Appendices Appendix I Appendix II Utilisation of Family Friendly Measures - Survey as at 1st November 2008: Public Service - Women Utilisation of Family Friendly Measures - Survey as at 1st November 2008: Public Service - Men Appendix III Utilisation of Family Friendly Measures - Survey as at 1st November 2008: Public Service - Total Workforce Appendix IV Family Friendly Measures - Total Utilisation vs Total Workforce Appendix V Family Friendly Measures in the Public Service - Utilisation by Ministry (Total Workforce) Appendix VI Maternity Leave - Utilisation by Ministry expressed as a percentage of Total Utilisation Appendix VII Parental Leave Utilisation in the Public Service - Gender Distribution Appendix VIII Responsibility Leave Utilisation in the Public Service - Gender Distribution Appendix IX Appendix X Appendix XI Responsibility Leave - Utilisation by Ministry expressed as a percentage of total Utilisation (Total Workforce) Career Break - Utilisation in the Public Service - Gender Distribution Reduced Hours - Utilisation by Ministry expressed as a percentage of Total Utilisation (Female Workforce) Appendix XII Reduced Hours - Utilisation by Ministry expressed as a percentage of Total Utilisation (Male Workforce) Appendix XIII Reduced Hours - Utilisation by Ministry expressed as a percentage of Total Utilisation (Total Workforce) Appendix XIV Officers on Reduced Hours in the Public Service - Gender Distribution 2 Appendix XV Utilisation of Family Friendly Measures - Survey as at 1st November 2008: Public Sector - Total Workforce Appendix XVI Utilisation of Family Friendly Measures - Survey as at 1st November 2008: Public Sector Entities by Gender Appendix XVII Utilisation of Family Friendly Measures - Survey as at 1st November 2008: Public Sector Entities Total Workforce 3 FAMILY FRIENDLY MEASURES SURVEY AS AT 1ST NOVEMBER 2008 PUBLIC SERVICE - WOMEN A p p e n d i x I Maternity Leave 14 weeks paid Adoption Leave 5 weeks paid Leave for Fostering Responsibility Leave 1 year unpaid 1 year unpaid,
 renewable Parental Leave 1 year unpaid Career Break 5 years unpaid Leave to accompany spouse on government assignments abroad 1 year unpaid, renewable Reduced hrs - 20 hrs / week Reduced hrs - 25 hrs / week Reduced hrs - 30 hrs / week 1 yr paid pro-rata, renewable 1 yr paid pro-rata, renewable 1 yr paid pro-rata, renewable Teleworking Flexible Hours 4 OPM MFA MGOZ MITC MRRA MEDC MSOC MFEI MJHA TOTAL N/A 0 8 2 107 96 FAMILY FRIENDLY MEASURES SURVEY AS AT 1ST NOVEMBER 2008 PUBLIC SERVICE - MEN A p p e n d i x I I Maternity Leave 14 weeks paid Adoption Leave 5 weeks paid Leave for Fostering Responsibility Leave 1 year unpaid 1 year unpaid, renewable Parental Leave 1 year unpaid Career Break 5 years unpaid Leave to accompany spouse on government assignments abroad 1 year unpaid, renewable Reduced hrs - 20 hrs / week Reduced hrs - 25 hrs / week Reduced hrs - 30 hrs / week 1 yr paid pro-rata, renewable 1 yr paid pro-rata, renewable 1 yr paid pro-rata, renewable Teleworking Flexible Hours 5 OPM MFA MGOZ MITC MRRA MEDC MSOC MFEI MJHA TOTAL 17 32 0 0 1 4 4 0 0 0 5 0 8 1 0 0 1 1 0 5 2 6 7 N/ 19 10 61 FAMILY FRIENDLY MEASURES SURVEY AS AT 1ST NOVEMBER 2008 PUBLIC SERVICE - TOTAL WORKFORCE A p p e n d i x I I I Maternity Leave 14 weeks paid Adoption Leave 5 weeks paid Leave for Fostering Responsibility Leave 1 year unpaid 1 year unpaid, renewable Parental Leave 1 year unpaid Career Break 5 years unpaid Leave to accompany spouse on government assignments abroad 1 year unpaid, renewable Reduced hrs - 20 hrs / week Reduced hrs - 25 hrs /
 week Reduced hrs - 30 hrs / week 1 yr paid pro-rata, renewable 1 yr paid pro-rata, renewable 1 yr paid pro-rata, renewable Teleworking Flexible Hours 6 OPM MFA MGOZ MITC MRRA MEDC MSOC MFEI MJHA TOTAL N/A 3 8 2 117 157 Appendix IV Utilisation of Family Friendly Measures - Total Utilisation vs Total Workforce 9000 8000 7000 6000 5000 4000 3000 2000 1000 0 No.
of officers utilising FFM No.
of officers not utilising FFM 7 OPM MFA MGOZ MITC MRRA MEDC MSOC MFEI MJHA Appendix V Family Friendly Measures in the Public Service Utilisation by Ministry (Total) OPM, 77 MFA, 39 MJHA, 119 MGOZ, 84 MFEI, 160 MITC, 86 MRRA, 199 OPM MFA MGOZ MITC MRRA MEDC MSOC MFEI MJHA MSOC, 808 MEDC, 368 8 Appendix VI Maternity Leave in the Public Service Utilisation by Ministry MFEI, 9 MJHA, 4 MGOZ, 19 MITC, 2 MRRA, 10 MSOC, 61 MEDC, 56 OPM MFA MGOZ MITC MRRA MEDC MSOC MFEI MJHA 9 Appendix VII Parental Leave Utilisation in the Public Service Gender Distribution by Ministry 120 100 80 60 40 20 0 OPM MFA MGOZ MITC MRRA MEDC MSOC MFEI MJHA Male Female 10 Appendix VIII Responsibility Leave in the Public Service Gender Distribution by Ministry 12 10 8 6 4 2 0 OPM MFA MGOZ MITC MRRA MEDC MSOC MFEI MJHA Male Female 11 Appendix IX Responsibility Leave in the Public Service Utilisation by Ministry (Total) MJHA, 1 OPM, 4 MFEI, 6 MITC, 2 MRRA, 5 OPM MFA MGOZ MITC MRRA MEDC MSOC MFEI MJHA MSOC, 11 MEDC, 8 12 Appendix X Career Break Utilisation in the Public Service Gender Distribution by Ministry 120 100 80 60 40 20 0 OPM MFA MGOZ MITC MRRA MEDC MSOC MFEI MJHA Male Female 13 Appendix XI Reduced Hours in the Public Service Utilisation by Ministry (Women) MJHA, 83 MFA, 16 OPM, 30 MGOZ, 20 MITC, 35 MFEI, 97 MSOC, 500 MRRA, 52 MEDC, 70 OPM MFA MGOZ MITC MRRA MEDC MSOC MFEI MJHA 14 Appendix XII Reduced Hours in the Public Service Utilisation by Ministry (Men) OPM, 1 MFEI, 5 MITC, 2 MRRA, 5 OPM MFA MGOZ MITC MRRA MEDC MSOC MFEI MJHA MSOC, 13 MEDC, 5 15 Appendix XIII Reduced Hours in the Public Service Utilisation by Ministry (Total) OPM, 31 MJHA, 83 MFA, 16 MGOZ, 20 MITC, 37 MFEI, 102 MSOC, 513 MRRA, 57 MEDC, 75 OPM MFA MGOZ MITC MRRA MEDC MSOC MFEI MJHA 16 Appendix XIV Officers on Reduced Hours in the Public Service Gender Distribution by Ministry 600 500 400 300 200 100 0 13 500 5 70 5 52 5 97 0 83 1 30 0 16 0 20 2 35 OPM MFA MGOZ MITC MRRA MEDC MSOC MFEI MJHA Male Female 17 Appendix XV FAMILY FRIENDLY MEASURES SURVEY (AS AT 1ST NOVEMBER
 2008) PUBLIC SERVICE ENTITIES WOMEN e v a e L y t i n r e t a M e v a e L n o i t p o d A OPM Armed Forces of Malta (uniformed) Broadcasting Authority Malta Tourism Authority MEPA IPSL Employment Commission Management Efficiency Unit MITC Enemalta Corporation Malta Freeport Corporation Malta Electronic Certification Svcs MITA Malta Maritime Authority Med.
Offshore Bunkering Ltd. TV Licensing Unit Malta Shipyards Ltd. Water Services Corporation Malta Transport Authority Malta Communications Authority Grand Harbour Regeneration Corp MEDC Foundation for Educational Svcs Foundation for Tomorrow's Schools National Archives Fondazzjoni Centru ghal Kreativita' National Philarmonic Orchestra Heritage Malta Superintendence of Cultural Heritage Malta Council for Culture & the Arts MCAST University of Malta 15 14 0 0 0 0 0 1 0 0 2 13 s r h d e c u d e R r e h t O - 18 Public Broadcasting Services EUPA National Commission for Higher Educ.
Institute of Tourism Studies Malta Qualifications Council Mediterranean Conference Centre Kunsill Malti ghall-Isport Manoel Theatre MSOC Foundation for Social Welfare Svcs Co-Operatives Board Employment & Training Corporation KNPD NCPE Medicines Authority National Employment Authority MFEI Air Malta plc Gozo Channel Co. Ltd. MIP Ltd MSA Lotteries & Gaming Authority Malta Enterprise MJHA Attorney General Agency Appendix XVI FAMILY FRIENDLY MEASURES SURVEY (AS AT 1ST NOVEMBER 2008) PUBLIC SERVICE ENTITIES MEN 10 OPM Armed Forces of Malta (uniformed) Broadcasting Authority Malta Tourism Authority MEPA IPSL Employment Commission Management Efficiency Unit MITC Enemalta Corporation Malta Freeport Corporation Malta Electronic Certification Svcs MITA Malta Maritime Authority Med.
Offshore Bunkering Ltd. TV Licensing Unit Malta Shipyards Ltd. Water Services Corporation Malta Transport Authority Malta Communications Authority Grand Harbour Regeneration Corp MEDC Foundation for Educational Svcs Foundation for Tomorrow's Schools National Archives Fondazzjoni Centru ghal Kreativita' National Philarmonic Orchestra Heritage Malta Superintendence of Cultural Heritage Malta Council for Culture & the Arts MCAST University of Malta 12 265 0 0 0 277 0 0 0 0 2 0 0 3 0 83 0 0 88 0 0 0 0 0 0 0 0 0 0 r e h t O - 20 Public Broadcasting Services EUPA National Commission for Higher Educ.
Institute of Tourism Studies Malta Qualifications Council Mediterranean Conference Centre Kunsill Malti ghall-Isport Manoel Theatre MSOC Foundation for Social Welfare Svcs Co-Operatives Board Employment & Training Corporation KNPD NCPE Medicines Authority National Employment Authority MFEI Air Malta plc Gozo Channel Co. Ltd. MIP Ltd MSA Lotteries & Gaming Authority Malta Enterprise MJHA Attorney General Agency 50 5 30 0 80 21 Appendix XVII FAMILY FRIENDLY MEASURES SURVEY (AS AT 1ST NOVEMBER 2008) PUBLIC SERVICE ENTITIES TOTAL WORKFORCE e v a e L y t i n r e t a M e v a e L n o i t p o d A OPM Armed Forces of Malta (uniformed) Broadcasting Authority Malta Tourism Authority MEPA IPSL Employment Commission Management Efficiency Unit MITC Enemalta Corporation Malta Freeport Corporation Malta Electronic Certification Svcs MITA Malta Maritime Authority Med.
Offshore Bunkering Ltd. TV Licensing Unit Malta Shipyards Ltd. Water Services Corporation Malta Transport Authority Malta Communications Authority Grand Harbour Regeneration Corp MEDC Foundation for Educational Svcs Foundation for Tomorrow's Schools National Archives Fondazzjoni Centru ghal Kreativita' National Philarmonic Orchestra Heritage Malta Superintendence of Cultural Heritage Malta Council for Culture & the Arts MCAST University of Malta 16 14 0 0 0 0 0 2 0 0 2 13 s r h d e c u d e R r e h t O - 22 Public Broadcasting Services EUPA National Commission for Higher Educ.
Institute of Tourism Studies Malta Qualifcations Councl Mediterranean Conference Centre Kunsill Malti ghall-Isport Manoel Theatre MSOC Foundation for Social Welfare Svcs Co-Operatives Board Employment & Training Corporation KNPD NCPE Medicines Authority National Employment Authority MFEI Air Malta plc Gozo Channel Co. Ltd. MIP Ltd MSA Lotteries & Gaming Authority Malta Enterprise MJHA Attorney General Agency Report on family-friendly measures November 2009 REPORT ON THE USE OF FAMILY-FRIENDLY MEASURES IN THE PUBLIC ADMINISTRATION OF MALTA AS ON NOVEMBER 2009 Empl oyee Rel ati ons Di rect ora te P ubli c Admini st rati on HR Office December 2010 1 Report on family-friendly measures December 2010 Table of Contents 1.
Introduction ............................................................................................ 3 2.

Observations ........................................................................................... 3 2.1.

Use of family-friendly measures by gender...............................................................3 2.2.

Use of family-friendly measures by employee category ...........................................4 3.
Conclusions and Recommendations ........................................................ 6 Conclusions ................................................................................................................6 Recommendations .....................................................................................................6 3.1.

3.2.
APPENDIX 1 ...................................................................................................... 8 Use of Family-friendly Measures by Public Service Employees as on November 2009........8 APPENDIX 2 .................................................................................................... 14 Use of Family-friendly Measures by Public Sector Employees as on November 2009 .......14 APPENDIX 3 .................................................................................................... 36 Family-friendly measures by gender ...................................................................................36 APPENDIX 4 .................................................................................................... 37 Family-friendly measures by employee category................................................................37 APPENDIX 5 .................................................................................................... 38 Teleworking and Flexible Hours...........................................................................................38 2 Report on family-friendly measures December 2010 1.
Introduction This report portrays an analysis derived from the survey on family-friendly measures1, which was carried out earlier this year.

The survey requested information from line ministries, on the family-friendly measures being utilised by employees in the public service and public sector as on November 2009.

A development to last year’s survey is that the information was segmented in four categories, in terms of the salary scale or category of employees.
This additional information will assist the Public Administration HR Office (PAHRO) in undertaking a deeper level of analysis further to which new policies for the introduction of new measures and/or fine-tuning of existing benefits may be developed.

Survey results indicating the use of family-friendly measures by public employees are available at Appendices 1 and 2.

2.

Observations 2.1.


Use of family-friendly measures by gender The results of this survey reveal that family-friendly measures are primarily utilised by female employees (Appendix 3 refers).

Table 2.1. below gives a comparison of the uptake of family-friendly measures between female and male employees as on November 2009.

The utilisation of family-friendly measures by male employees is still very low when compared to females.
The lack of use of family-friendly measures by male employees could be attributed 1 The survey was carried out by the HR and Data Systems Directorate.

3 Report on family-friendly measures December 2010 to a number of factors ranging from financial, career driven or merely a cultural choice that the female should be the one to primarily care for the family.

However, further studies would need to be undertaken to understand the reasons for the current situation.
Family-friendly Measure Female Male Total Adoption Leave Responsibility leave Parental leave Career break Leave to accompany spouse on government assignments abroad Reduced hours Teleworking Flexible working hours Grand Total: 4 28 350 282 7 1373 278 427 2749 3 7 20 13 2 88 28 377 538 7 35 370 295 9 1461 306 804 3287 Table 2.1.: Comparison between males and females with regard to the uptake of family-friendly measures 2.2.
Use of family-friendly measures by employee category This survey indicates that employees in the highest category (salary scales 1 – 5 for the public service and top management positions for the public sector), barely make use of family-friendly measures (See Appendix 4).

The main reason for the low uptake of family-friendly measures in the highest category of employees could be attributed to the age-group of these employees and/or because male employees prevail in this category.
Again, further studies are 4 Report on family-friendly measures December 2010 required to determine the reasons for the lack of use of family-friendly measures in this category.

It is noted that there is a low uptake of family-friendly measures by employees in salary scales 16-20.

The majority of grades in this category are traditional male trades and occupations.2 Also, in scales 16-20, there are a total of 4214 males in contrast to 1156 females.
The major uptake of family-friendly measures lies in the middle categories (salary scales 6 – 10 and 11 – 15 of the Public Service, and middle management and professional, administrative, executive and clerical levels in the public sector).

A holistic snapshot by employee category is shown in Table 2.2. below.
Family-friendly measure Scales 1-5 Top management Maternity leave Adoption leave 4 0 Responsibility leave 0 Parental Leave Career break Leave to accompany spouse on government assignments abroad Reduced hours Teleworking Flexible hours Totals 4 1 0 25 11 61 106 Scales 6-10 Middle management or Professional 131 Scales 11-15 Administrative, Executive or Clerical 127 Scales 16-20 Supervisory, Technical or Industrial 21 1 13 181 131 8 490 93 245 1293 5 17 165 131 0 768 187 352 1752 1 5 20 32 1 178 15 146 419 Total 283 7 35 370 295 9 1461 306 804 3570 Table 2.2.: Comparison in the uptake of family-friendly measures by different employee categories 2 See Appendix 2.I of the PSMC.
5 Report on family-friendly measures December 2010 3.

Conclusions and Recommendations 3.1.

Conclusions The results from this survey indicate that family-friendly measures are least used by males and employees in top management positions.
With regard to the uptake of family-friendly measures by top-management positions, the situation may change following the issue of MPO Circular No 18/2010 which clarified that work on reduced hours is applicable to employees occupying top management positions, and also in view of a changing trend where officials reach top management positions at a younger age during which such officers would probably be raising a family.
Further analysis needs to be carried out to determine which type of policies might encourage male employees to increase their uptake of family-friendly measures.

An increased use of family-friendly measures by males may, in turn, result in increased female participation in the work place through more equal sharing of family responsibilities.

3.2.

Recommendations MPO Circular No 36/2010, establishes the procedure to be followed when requests for family-friendly measures cannot be facilitated.
These procedures should promote greater use of family-friendly measures, even in the public sector.

6 Report on family-friendly measures December 2010 With the extended applicability of family-friendly measures to the public sector, the number of employees who avail themselves of family-friendly measures should continue to increase over the coming years.
From the increase in the uptake of teleworking during 2009 (see Appendix 5), it appears that employees are seeking a balance between family and workplace needs.

We propose to examine diverse ways on how employees can be encouraged to remain in employment, rather than availing themselves of long periods of unpaid leave or reduced hours.

Such methods secure productivity and continuity and financial independence for the employee.
Complementary policies include the promotion of a flexible hours policy – in conjunction with the use of attendance verification systems – and the formulation of a policy to provide child care arrangements for employees with young children.

Furthermore, policies should be fine-tuned so that part of the family-friendly measures are reserved for male employees only, otherwise these are forfeited.
This initiative would boost equality between genders, make the father’s presence within the family more pronounced and would increase female participation at the work place.
7 Report on family-friendly measures December 2010 APPENDIX 1 Use of Family-friendly Measures by Public Service Employees as on November 2009 Type Women Men Women Men Women Men Women Men Women Men Scale 1-5 Scale 6-10 Scale 11-15 Scale 16-20 Totals Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gov assignments abroad Reduced hrs - 20 hrs/wk Reduced hrs - 25 hrs/wk Reduced hrs - 30 hrs/wk Reduced hrs - 35 hrs/wk Rdcd hrs - other amnts Teleworking Flexible Work Schedules 1 0 0 0 0 0 0 0 1 2 0 0 4 2 TOTALS Type Women Men Women Men Women Men Women Men Women Men Scale 1-5 Scale 6-10 Scale 11-15 Scale 16-20 Totals Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs - 20 hrs/wk Reduced hrs - 25 hrs/wk Reduced hrs - 30 hrs/wk Reduced hrs - 35 hrs/wk Rdcd hrs - other amnts Teleworking Flexible Work Schedules TOTALS 21 33 0 0 0 0 0 1 1 0 3 0 0 0 4 9 M P O A F M Grand Total 6 0 0 2 7 12 0 8 2 13 1 0 25 93 169 Grand Total 1 0 0 0 2 3 2 5 3 7 0 0 7 12 42 8 Z O G M C T I M 144 10 154 34 1 0 1 27 8 0 9 5 27 0 0 32 Grand Total 34 1 0 1 27 9 0 9 7 29 0 0 37 0 Grand Total 3 0 0 0 7 2 0 8 2 7 0 0 5 17 48 19 22 36 70 Report on family-friendly measures December 2010 Type Women Men Women Men Women Men Women Men Women Men Scale 1-5 Scale 6-10 Scale 11-15 Scale 16-20
 Totals Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs - 20 hrs/wk Reduced hrs - 25 hrs/wk Reduced hrs - 30 hrs/wk Reduced hrs - 35 hrs/wk Rdcd hrs - other amnts Teleworking Flexible Work Schedules TOTALS Type Women Men Women Men Women Men Women Men Women Men Scale 1-5 Scale 6-10 Scale 11-15 Scale 16-20 Totals Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs – 20 hrs/wk Reduced hrs – 25 hrs/wk Reduced hrs – 30 hrs/wk Reduced hrs – 35 hrs/wk Rdcd hrs – other amnts Teleworking Flexible Work Schedules TOTALS Report on family-friendly measures December 2010 Type Women Men Women Men Women Men Women Men Women Men Scale 1-5 Scale 6-10 Scale 11-15 Scale 16-20 Totals Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs - 20 hrs/wk Reduced hrs - 25 hrs/wk Reduced hrs - 30 hrs/wk Reduced hrs - 35 hrs/wk Rdcd hrs - other amnts Teleworking Flexible Work Schedules TOTALS Grand Total 4 0 0 3 8 5 0 15 9 19 2 1 20 0 86 Scale 1-5 Scale
 6-10 Scale 11-15 Scale 16-20 Totals Type Women Men Women Men Women Men Women Women Men Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs - 20 hrs/wk Reduced hrs - 25 hrs/wk Reduced hrs - 30 hrs/wk Reduced hrs - 35 hrs/wk Rdcd hrs - other amnts Teleworking Flexible Work Schedules TOTALS Grand Total 63 0 0 8 125 100 2 9 8 46 1 0 9 10 381 A R R M C D E M 10 .
l o P .
c o S - C O S M C C E H - C O S M Grand Total 6 0 0 1 5 9 0 14 3 34 0 0 50 0 122 Grand Total Report on family-friendly measures December 2010 Type Women Men Women Men Women Men Women Men Women Men Scale 1-5 Scale 6-10 Scale 11-15 Scale 16-20 Totals Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs - 20 hrs/wk Reduced hrs - 25 hrs/wk Reduced hrs - 30 hrs/wk Reduced hrs - 35 hrs/wk Rdcd hrs - other amnts Teleworking Flexible Work Schedules TOTALS Type Women Men Women Men Women Men Women Men Women Men Scale 1-5 Scale 6-10 Scale 11-15 Scale 16-20 Totals Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs - 20 hrs/wk Reduced hrs - 25 hrs/wk Reduced hrs - 30 hrs/wk Reduced hrs - 35 hrs/wk Rdcd hrs - other amnts Teleworking Flexible Work Schedules 1 0 0 0 2 1 0 4 1 2 0 0 1 0 TOTALS Report on family-friendly measures December 2010 Type Women Men Women Men Women Men Women Men Women Men Scale 1-5 Scale 6-10 Scale 11-15 Scale 16-20 Totals Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs - 20 hrs/wk Reduced hrs - 25 hrs/wk Reduced hrs - 30 hrs/wk Reduced hrs - 35 hrs/wk Rdcd hrs - other amnts Teleworking Flexible
 Work Schedules TOTALS Type Women Men Women Men Women Men Women Men Women Men Scale 1-5 Scale 6-10 Scale 11-15 Scale 16-20 Totals Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs - 20 hrs/wk Reduced hrs - 25 hrs/wk Reduced hrs - 30 hrs/wk Reduced hrs - 35 hrs/wk Rdcd hrs - other amnts Teleworking Flexible Work Schedules TOTALS ) e c r o F e c i l o P .
c n i ( A H J M Grand Total 5 0 0 3 14 13 0 32 16 65 3 0 37 279 467 Grand Total 8 0 0 2 5 12 0 12 6 71 0 0 12 3 131 12 Report on family-friendly measures December 2010 Type Women Men Women Men Women Men Women Men Women Men Scale 1-5 Scale 6-10 Scale 11-15 Scale 16-20 Totals Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs - 20 hrs/wk Reduced hrs - 25 hrs/wk Reduced hrs - 30 hrs/wk Reduced hrs - 35 hrs/wk Rdcd hrs - other amnts Teleworking Flexible Work Schedules TOTALS 31 - 0 0 0 0 0 0 0 0 1 0 0 0 18 19 108 1 0 10 144 110 6 213 22 115 2 0 56 51 838 - 0 0 1 4 5 1 9 2 7 0 0 7 77 113 95 2 0 14 112 97 0 139 60 293 7 1 134 109 - 2 0 2 2 3 0 2 3 14 1 0 13 91 1063 133 10 0 0 2 7 18 0 25 14 48 1 0 7 - - 2 0 4 6 8 1 12 5 26 1 0 20 234 319 Type Women Men Women Men Women Men Women Men Women Men Scale 1-5 Scale 6-10 Scale 11-15 Scale 16-20 Totals Grand Total 216 5 0 30 271 234 7 394 103 486 11 1 225 433 2416 Grand Total 0.751 S E G A T N E C R E P E C I V R E S C I L B U P Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs - 20 hrs/wk Reduced hrs - 25 hrs/wk Reduced hrs - 30 hrs/wk Reduced hrs - 35 hrs/wk Rdcd hrs - other amnts Teleworking Flexible Work Schedules TOTALS 0.025 0.000 0.000 0.000 0.017 0.008 - 0.000 0.000 0.000 0.000 0.000 0.899 0.008 0.000 0.083 1.199 0.916 - 0.000 0.000 0.006 0.024 0.030 0.791 0.017 0.000 0.117 0.932 0.807 - 0.012 0.000 0.012 0.012 0.018 0.083 0.000 0.000 0.017 0.058 0.150 - 0.000 0.000 0.006 0.000 0.000 1.798 0.025 0.000 0.216 2.206 1.881 - 0.107
Report on family-friendly measures December 2010 APPENDIX 2 Use of Family-friendly Measures by Public Sector Employees as on November 2009 Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Type c l p a t l a M r i A Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type y c n e g A l a r e n e G y e n r o t t A Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total 64 0 0 69 2 1 0 3 0 0 0 0 1 0 0 1 65 1 0 73 3 1 0 4 68 2 0 77 Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 14 Report on family-friendly measures December 2010 Top Management Middle Mgt & Professional Administrative/
 Executive/ Clerical Supervisory/ Technical/ Industrial Totals Type Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules l i c n u o C .
s n o C .

d n I .

g d B l TOTALS Type y t i r o h t u A g n i t s a c d a o r B Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type n e r d l i h C r o f .
m m o C Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 15 Report on family-friendly measures December 2010 Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Type d r a o B s e v i t a r e p O - o C Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules T R P C TOTALS Type n o i s s i m m o C t n e m y o p m E l Maternity Leave Adoption Leave Leave for Fostering
 Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 16 Report on family-friendly measures December 2010 Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Type n o i t a r o p r o C a t l a m e n E Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules C T E TOTALS Type Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to
 acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules A P U E TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 20 2 0 25 4 1 0 5 0 0 0 1 0 0 0 0 20 2 0 26 4 1 0 6 24 3 0 32 Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 17 Report on family-friendly measures Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial December 2010 Totals Type t i n U .
l l e t n I s i s y l a n A .

l n i F Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS a t i v i t t a e r K - l l a h g u r t n e C .

d n o F .

v r e S .

c u d E r o f .
d n u o F Type Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 32 32 0 0 0 0 0 0 0 0 0 0 6 6 0 4 36 40 0 2 8 10 0 6 44 50 Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 18 Report on family-friendly measures Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial December 2010 Totals Type h c S s ' w o r r o m o T r o f .
d n u o F Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS S W S F .
d t L .
o C l e n n a h C o z o G Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 19 Report on family-friendly measures Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial December 2010 Totals Type .
p r o C .
g e R r u o b r a H d n a r G Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type a t l a M e g a t i r e H Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type y t i r o h t u A g n i s u o H Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 11 0 0 0 0 8 0 0 11 Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 13 0 0 0 0 0 0 0 0 0 0 0 0 10 0 0 15 0 0 0 0 10 0 0 15 20 Report on family-friendly measures Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial December 2010 Totals Type s e i d u t S m s i r u o T r o f .
s n I Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type d t L L S P I Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules D P N K TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total 15 0 0 0 0 9 1 0 15 Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 21 Report on family-friendly measures Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial December 2010 Totals Type t r o p S i - l l a h g i t l a M l l i s n u K Maternity Leave Adoption Leave Leave for Fostering Responsibility
 Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type .
i h t u A g n m a G & s e i r e t t o L Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type .

d t L .
v r e S c i f f a r T r i A a t l a M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 22 Report on family-friendly measures Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial December 2010 Totals Type .
h t u A .
m m o C a t l a M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS s t r A & Type Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total 10 Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 10 0 0 0 1 6 4 0 11 23 Report on family-friendly measures Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial December 2010 Totals Type .
h t u A s e c i v r e S l n i F a t l a M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type .
p r o C t r o p e e r F a t l a M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type d t L s k r a P l a i r t s u d n I a t l a M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 11 11 3 0 11 15 0 0 26 26 3 0 37 41 24 Report on family-friendly measures Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial December 2010 Totals Type .
h t u A e m i t i r a M a t l a M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type .

h c r O c i n o m r a h l i h P a t l a M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type .
n u o C s n o i t a c i f i l a u Q a t l a M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total 12 1 9 24 0 0 0 0 1 0 1 2 0 0 0 0 13 1 14 30 0 0 1 1 13 1 15 31 Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 25 Report on family-friendly measures Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial December 2010 Totals Type .
h t u A s e c r u o s e R a t l a M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type .
d t L i s d r a y p h S a t l a M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type y t i r o h t u A s d r a d n a t S a t l a M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 26 Report on family-friendly measures Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial December 2010 Totals Type y t i r o h t u A m s i r u o T a t l a M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type t i n U y c n e i c i f
 f E .
t g M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type T S A C M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total 15 0 0 0 0 0 0 0 3 0 0 0 0 10 4 6 30 0 0 0 0 10 4 6 30 Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Report on family-friendly measures Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial December 2010 Totals Type D S E C M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type T S C M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break
 Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type H G K / H C Z / h t u A d e M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Report on family-friendly measures Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial December 2010 Totals Type e r t n e C .
f n o C .

d e M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type .

o C g n i r e k n u B .
h s f f O d e M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type A P E M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Report on family-friendly measures Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial December 2010 Totals Type C A S U E M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type L O C M I M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave
 Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type A T I M Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 10 8 0 19 1 0 0 3 8 7 0 2 1 0 22 14 19 16 0 44 4 1 0 19 23 17 0 63 30 Report on family-friendly measures Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial December 2010 Totals Type s e v i h c r A l a n o i t a N Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type .
h t u A t n e m y o p m E l l a n o i t a N Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type e c i f f O s c i t s i t a t S l a n o i t a N Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Report on family-friendly measures Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial December 2010 Totals Type E H C N Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type E P C N Maternity Leave
 Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type .
m m o C .

o r P a t a D e h t f o .
f f O Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 32 Report on family-friendly measures December 2010 Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Type A S H O Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type S B P Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type e g a t i r e H t l u C f o c d n t p u S Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental
 Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 33 Report on family-friendly measures Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial December 2010 Totals Type Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Type Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules a t l a M f o y t i s r e v i n U v r e S e t s a W TOTALS Type .
p r o C s e c i v r e S r e t a W Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Women Men Women Men Women Men Women Men Women Men Grand Total 27 0 0 37 2 0 0 2 0 0 0 0 1 0 0 3 28 0 0 40 3 0 0 5 31 0 0 45 34 Report on family-friendly measures December 2010 Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Totals Type S L A T O T S E I T I T N E Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc sps on gv asgmts abd Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS Women Men Women Men Women Men Women Men Women Men Grand Total 38
Report on family-friendly measures December 2010 APPENDIX 3 Family-friendly measures by gender FFM by gender 2009 e u l a v 1600 1400 1200 1000 800 600 400 200 0 Female Male category 36 Report on family-friendly measures December 2010 APPENDIX 4 Family-friendly measures by employee category FFM by employee category 2009 e u al v 900 800 700 600 500 400 300 200 100 0 l e v a e y t ni r e at M l e v a e n o pt o d A i Scales 1 - 5 Top Mgt Scales 6 -10 Middle mgt, prof Scales 11 - 15 Adm, Exec or Clerical Scales 16 -20 Sup, Tech or Ind s r u o h d e c u d e R g n ki r o w e el T s r u o h e bl xi e Fl e v a e L al nt e r a P k a e r b r e e r a C nt nt e m n g si s a family-friendly measure 37 e v a e y t i l l bi si n o p s e R Report on family-friendly measures December 2010 APPENDIX 5 Teleworking and Flexible Hours Comparison in the use of teleworking and flexible hours between 2008 and 2009 Value 900 800 700 600 500 400 300 200 100 0 Teleworking Flexible hours Flexible hours Teleworking Category 2008 Year 2009 38 Family-Friendly Measures Report 2010 TABLE OF CONTENTS Chapter 1 – Introduction 1.0 1.1 Introduction……………………………………………………………………….. Purpose of this Study…………………………………………………………..... 1 2 Chapter 2 – Methodology 2.0 Methodology……………………………………………………………………….
3 Chapter 3 – Findings 3.0 Findings…………………………………………………………………………….

4 Chapter 4 – Data Analysis 4.0 4.1 Introduction……………………………………………………………………... Use of Family-Friendly Measures by Gender………………………………….

5 5 Chapter 5 – Recommendations and Way forward 5.0 Recommendations and Way Forward………………………………………….
9 Chapter 6 – Conclusions 6.0 Conclusion………………………………………………………………………… 10 APPENDICES Appendix 1 – Public Service – Totals Appendix 2 – Public Entities – Totals Appendix 3 – Public Officers who benefitted from Family-Friendly Measures – By Employment Category Appendix 4 – Public Sector Employees who benefitted from Family-Friendly Measures – By Category Public Administration HR Office Family-Friendly Report 2010 Chapter 1 - Introduction __________________________________________________ 1.0 Introduction The Maltese economy depends on the productivity of its Human Resources, thus it is fundamental that every organisation, its work structures and management strategies provide employment conditions and opportunities that best ensure employee retention, motivation and loyalty.
Government's broad HR management strategy is primarily established through such documents as the EU 2020 Strategy, the National Reform Programme and national action plans among others, and it focuses on the principle that investing in the potential of individuals is closely linked to the nation's competitiveness.
National Competitiveness may be affected as a result of the employment patterns in Malta which are changing as a result of socio-economic impacts such as: 1. higher education – the continuous increase of the level of education among the Maltese population is resulting, among other things, in an increased number of educated women who enjoy easier access to the labour market.
This effect contributes favourably to one’s personal development as well as to the economic growth in relation to the Gross Domestic Product of the Maltese economy.

2. new technology – people are far more reachable and accessible.

The use of the internet has made the world even smaller as it makes it possible for people in different time-zones to make contact at any time.

Such development is also making it easier for people to work from home.
3. changes in the physical environment – the European Union is facing unprecedented demographic changes - an ageing population due to increases in life expectancy, low birth rates, changing family structure and migration.

Socio-economic changes may support workers in achieving a better balance between workplace and workforce needs, thus improving the quality of life.
1 Public Administration HR Office Family-Friendly Report 2010 Therefore, in order to gain a competitive edge, it is essential to ensure that policies are being reviewed regularly and where necessary, new ones are adopted.

1.1 Purpose of this Study Government's HR strategy is primarily aimed at securing a better work-life balance with a view to minimising any potential negative effects that may result from socio- economic changes.
This study mainly focuses on the Family-Friendly Measures currently available to the employees in the Public Administration with the objective of analysing the utilisation of such measures by: 1.

Numbers 2.

Gender 3.

Preference Reliable, accurate and timely data assists in the analysis of and facilitates the identification of better solutions for an improved balance between the exigencies of the Public Administration and those of its Human Resources.
2 Public Administration HR Office Family-Friendly Report 2010 Chapter 2 - Methodology __________________________________________________ 2.0 Methodology The Family-Friendly Measures report is based on a survey of the family-friendly measures availed of by employees in the Public Service and in the Public Sector during 2010.

The survey was carried out by HR Systems and Data Management Directorate within PAHRO and the data was collected through the Directors (Corporate Services) within the line Ministries.
The 2010 Family-Friendly Measures Survey has taken a different approach from the previous years.

This year, the survey did not request the number of officers who were availing themselves of any of the family-friendly measures on a particular date but the total number of officers who benefited from any family-friendly measures from the 1st January to the 31st December, both days inclusive.
In this regard, the new approach secures that any employees who would have availed themselves of any particular measure, for any given period of time, would be captured in this report.

3 Public Administration HR Office Family-Friendly Report 2010 Chapter 3 - Findings __________________________________________________ 3.0 Findings Survey findings on the use of family-friendly measures by public employees are illustrated at Appendices 1 and 2.
4 Public Administration HR Office Family-Friendly Report 2010 Chapter 4 – Data Analysis __________________________________________________ 4.0 Introduction The information provided was gender specific, and categorised by salary scale or by category of employees.
Through this data the Public Administration HR Office (PAHRO) could be further assisted in undertaking a deeper level of analysis further to which new policies can be developed with the introduction of new measures and/or fine-tuning of existing initiatives.

4.1 Use of Family-Friendly Measures by Gender On comparing the family-friendly measures availed of as at November 2009 and those availed of in 2010, an increase in the over-all utilisation was observed.
Consistent with the results of previous surveys, this survey reveals that female employees are the primary beneficiaries of family-friendly measures.

Table 4.1 below presents a comparative analysis between male and female family-friendly measures beneficiaries.

This table clearly illustrates that when compared to the uptake by females, the utilisation of family-friendly measures by male employees is still very low.

This could be attributed to a number of factors namely: social, cultural and financial.
However, further studies would need to be undertaken to understand the reasons behind the current situation.

The most popular family-friendly measure with male employees is flexible hours.
Table 4.1: Comparative Analysis between Male and Female Family-Friendly Measures Beneficiaries Family-friendly Measure Female Male Total Adoption Leave Responsibility Leave Parental Leave Career break Leave to accompany spouse on government assignments abroad Reduced hours Teleworking Flexible working hours Grand Total 3 43 461 265 9 942 369 199 2291 2 13 9 7 3 47 45 181 307 5 56 470 272 12 989 414 380 2598 5 Public Administration HR Office Family-Friendly Report 2010 Although the number of males availing themselves of family-friendly measures is well below that of females, it can be noted that there was a marked increase in male employees who availed themselves of family-friendly initiatives which allow a better work-life balance without financial losses.
In November 2009, 28 male employees availed themselves of teleworking.

In 2010, a 61% increase was registered as 45 male employees availed themselves of teleworking.

Another pattern which emerges is that male employees tend to choose those family- friendly measures which balance their work and family responsibilities without decreasing their take home pay.

This may be an indication that the Maltese Society is still operating within a traditional male-breadwinner model.
This survey also indicates that employees in Category A positions (salary scales 1-5 for the public service and top management positions for the public sector), make limited use of family-friendly measures (See Appendices 3 and 4).
A possible reason for the low uptake of family-friendly measures in Category A positions could be attributed to the fact that employees in this category:  are mostly male;  have heavy workloads;  are likely to be beyond child bearing age (average age in Category A positions is 49.1) and such measures as parental, career, fostering would be less popular.
The majority of family-friendly measures beneficiaries are employees occupying the middle categories (salary scales 6 – 10 (middle management) and 11 – 15 of the Public Service (professional, administrative, executive and clerical levels in the public sector).
It is noted that there is a low uptake of family-friendly measures by employees in salary scales 16 – 20; a possible explanation for this could be that the majority of grades in this category are traditional male trades and occupations.1 A holistic snapshot of Public Service employees by employee category is shown in Table 4.2.

1 See Appendix 2.1 of the PSMC.
6 Public Administration HR Office Family-Friendly Report 2010 Table 4.2: Comparison in the Uptake of Family-Friendly Measures by Different Employee Categories Family-friendly Scales 1-5 Scales 6-10 Scales 11-15 Scales 16-20 measure Top Middle Administrative, Supervisory, management Management or Professional Executive or Technical or Clerical Industrial Definite Contracts Total Maternity leave Adoption leave Responsibility leave Parental leave Career break Leave to accompany spouse on government assignments abroad Reduced hours Teleworking Flexible hours Grand Total When comparing family-friendly measures availed of by employees in Scale 6 – 10 (middle management) with those in Scales 11 – 15 (Technical, Supervisory and Clerical grades), table 4.2 above illustrates that whilst officers in Scale 6 – 10 are more likely to avail themselves of Parental Leave/Career Break, such measures as telework, reduced hours and flexible work schedules are more popular with officers in Scales 11 – 15.
This could imply either a lower preference for telework, reduced hours or flexible work schedules; or rejected requests by management owing to the nature of work and workload of officers in Scales 6 – 10.

The uptake by female employees outnumbers the male uptake across all the family- friendly measures.

The family-friendly measure which is mostly availed of by females is the career break.
The family-friendly measure which is availed of by nearly as 7 Public Administration HR Office Family-Friendly Report 2010 many males as females is flexible work schedules.

This could possibly indicate a shift in the Maltese culture whereby male employees are becoming more aware of the need to share in family responsibilities.

However, further in-depth studies would be required to permit further understanding of the underlying reasons for such patterns in the utilisation of these family-friendly measures.
8 Public Administration HR Office Family-Friendly Report 2010 Chapter 5 – Recommendations and Way Forward __________________________________________________ 5.0 Recommendations and Way Forward Further to the analysis of the survey results, the Public Administration HR Office is submitting the following recommendations and way forward: 1.
Consider applying for EU Funding to undertake a project to: i) assess the implementation and management of teleworking in the Public Service; ii) support structures for the better implementation and monitoring of family- friendly measures in the Public Service; 2.
Requests from Senior Management for flexible hours or teleworking on account of a family-friendly reason should be facilitated thus encouraging take-up at this level, whilst further promoting Government’s agenda in extending accessibility and facilitating take-up of such measures.

3.

Line Ministries should seek to promote the utilisation of family-friendly measures which allow a better balance between work and family needs without decreasing take-home pay.
9 Public Administration HR Office Family-Friendly Report 2010 Chapter 6 – Conclusion __________________________________________________ 6.0 Conclusion It is one of Government’s primary objectives to create a family-friendly work environment so as to promote social inclusion at all levels, to foster female labour market participation and to sustain the financial independence of employees.
Family- friendly measures are a fundamental tool for achieving these objectives, while maintaining a balance between work commitments and family responsibilities.

Thus, it is important to review existing policies and to design new policies continuously, so as to achieve sustainable socio-economic development and to secure Malta’s competitive edge.
10 APPENDIX 1 PUBLIC SERVICE – TOTALS PUBLIC SERVICE TOTALS - 2010 Type Remuneration / Duration Maternity Leave 14 weeks paid Adoption Leave 5 weeks paid Leave for Fostering 1 year unpaid Responsibility Leave 1 year unpaid, renewable Parental Leave 1 year unpaid Career Break Upto 5 years unpaid Leave to acc spouse on govt asgmts abroad 1 year unpaid, renewable 1 yr paid pro-rata, renewable 1 yr paid pro-rata, renewable 1 yr paid pro-rata, renewable 1 yr paid pro-rata, renewable 1 yr paid pro-rata, renewable Reduced hrs – 20 hrs/wk Reduced hrs – 25 hrs/wk Reduced hrs – 30 hrs/wk Reduced hrs – 35 hrs/wk Rdcd hrs – other amnts Teleworking Flexible Work Schedules TOTALS 7 0 0 1 4 1 0 9 1 4 0 0 15 5 47 Scale 1-5 Scale 6-10 Scale 11-15 Scale 16-20 Definite Contracts TOTALS W M W M W M W 14 0 0 3 12 16 0 18 12 28 3 1 11 25 M W M W M GRAND TOTAL FAMILY-FRIENDLY MEASURES QUESTIONNAIRE RESULTS - 2010 APPENDIX 2 PUBLIC ENTITIES – TOTALS PUBLIC ENTITIES TOTAL Top Management Middle Mangt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial TOTALS Type Remuneration / Duration W M Maternity Leave 14 weeks paid Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc spouse on govt asgmts abroad Reduced hrs timetable Teleworking Flexible Work Schedules TOTALS 4 0 0 0 0 1 0 7 3 11 26 1 0 0 0 0 1 0 1 17 20 W 51 0 0 1 36 20 1 109 40 101 359 M 0 0 0 1 0 0 7 7 53 68 W 73 2 0 2 97 28 0 334 71 170 777 M 1 0 0 0 5 0 23 5 41 75 W 11 0 0 0 4 12 0 65 7 20 119 M W M GRAND TOTAL 139 4 0 3 139 68 3 554 134 478 139 2 0 3 137 61 1 515 121 2 0 0 2 7 2
FAMILY-FRIENDLY MEASURES QUESTIONNAIRE RESULTS - 2010 APPENDIX 3 PUBLIC OFFICERS WHO BENEFITTED FROM FAMILY-FRIENDLY MEASURES – BY EMPLOYMENT CATEGORY Public Officers who benefitted from Family-Friendly Measures - by Employment Category (1st January 2010 to 31st December 2010) t n u o m A 600 500 400 300 200 100 0 Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc spouse on govt asgmts abroad Reduced hours Teleworking Family-Friendly Measure Flexible Work Schedules Scale 1-5 Scale 6-10 Scale 11-15 Scale 16-20 Definite Contracts APPENDIX 4 PUBLIC SECTOR EMPLOYEES WHO BENEFITTED FROM FAMILY-FRIENDLY MEASURES – BY CATEGORY Public Sector Employees who benefitted from Family-Friendly Measures - by Category (1st January 2010 to 31st December 2010) t n u o m A 400 350 300 250 200 150 100 50 0 Top Management Middle Mangt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Maternity Leave Adoption Leave Leave for Fostering Responsibility Leave Parental Leave Career Break Leave to acc spouse on govt asgmts abroad Reduced hrs timetable Teleworking Flexible Work Schedules Family-Friendly Measure Family-Friendly Measures Report 2011 Public Administration HR Office Family-Friendly Measures Report 2011 TABLE OF CONTENTS Section 1 – Introduction 1.0 1.1 Introduction…………………………………………………………………..... 1 Purpose of this study………………………………………………………….. 1 Section 2 – Methodology 2.0 Methodology…………………………………………………………………….
3 Section 3 – Findings 3.0 Findings………………………………………………………………………….

4 Section 4 – Data Analysis Introduction……………………………………………………………………... 5 4.0 Public Service…………………………………………………………………... 5 4.1 4.1.1 Utilisation of Family-Friendly Measures…………………………………….

5 Public Sector…………………………………………………………………….

9 4.2 4.2.1 Utilisation of Family-Friendly Measures…………………………………….

9 4.3 Conclusion……………………………………………………………………….

12 Section 5 – Recommendations and Way Forward 5.0 Recommendations and Way Forward……………………………………….
13 Section 6 – Conclusions 6.0 Conclusion……………………………………………………………………….
14 APPENDICES Appendix 1 - Beneficiaries of Family-Friendly Measures in the Public Service in 2011 – By Gender and Employment Category Appendix 2 - Beneficiaries of Family-Friendly Measures in the Public Sector in 2011 – By Gender and Employment Category i Public Administration HR Office Family-Friendly Measures Report 2011 Section 1 – Introduction 1.0 Introduction As an employer, Government has constantly been at the forefront of providing a ‘work- life balance friendly’ environment.
A number of family-friendly and work-life balance policies and measures have been designed and implemented for the specific purpose of assisting employees in attaining a better balance between their work and life obligations.

On one part, a better balance between workplace and workforce needs, assists organisations in the adequate planning of their work schedules, outputs and outcomes.
On their part, employees are allowed a higher degree of flexibility within which they are able to better manage work and family responsibilities.

Striking a better balance between workplace and workforce needs may essentially result in increased motivation, job satisfaction, well-being, productivity and reduced absenteeism.
While the current cluster of family-friendly and work-life balance policies have proved beneficial for securing the retention of valuable employees, nevertheless, it needs to be ensured that policies and procedures are continuously evaluated, reviewed and updated, so as to continue to meet the challenging demands of organisations and their employees.

1.1 Purpose of this study This report focuses on Family-Friendly Measures (FFMs) implemented within the Public Administration.
These measures are important tools for facilitating the attainment of a better balance between workplace requirements and family commitments.

The Family- Friendly Measures currently available to the public employees are featured in this report, with the aim of analysing the utilisation of such measures by: 1.

Number of beneficiaries 2.

Gender 3.

Salary Scale/Category of employees 4.


Type/s of measures 1 Public Administration HR Office Family-Friendly Measures Report 2011 The accurate and timely collation of data is fundamental for capturing and analysing the current scenario, also with a view to evaluate current policies and measures, as well as determine future needs.
2 Public Administration HR Office Family-Friendly Measures Report 2011 Section 2 – Methodology 2.0 Methodology This Family-Friendly Measures report is based on a survey of the Family-Friendly Measures availed of by employees in the Public Administration during 2011.
The survey was carried out by the HR Systems and Data Management (HRS & DM) Directorate within the Public Administration HR Office (PAHRO) and the data was collected through the Directors responsible for Corporate Services (DCS) within the line ministries.
The 2011 Family-Friendly Measures Survey followed the same methodology as that adopted in 2010, that is, the total number of public employees who benefited from any available Family-Friendly Measures during the period 1st January to the 31st December 2011.

3 Public Administration HR Office Family-Friendly Measures Report 2011 Section 3 – Findings 3.0 Findings Survey findings on the utilisation of Family-Friendly Measures by public employees are illustrated at Appendices 1 and 2.
Appendix 1 focuses on the utilisation of Family- Friendly Measures in the Public Service whilst Appendix 2 presents statistical data regarding the Public Sector.

The following section gives a detailed analysis of Appendices 1 and 2.
4 Public Administration HR Office Family-Friendly Measures Report 2011 Section 4 – Data Analysis 4.0 Introduction The data collected was gender stratified, categorised by salary scale, in respect of the Public Service, and by category of employees in respect of the Public Sector.

A detailed analysis of the quantitative data will be presented in the following sub-sections with a view to attain a better understanding of the current scenario in the utilisation of the Family-Friendly Measures.
This section is divided into two parts.

The first part focuses on Family-Friendly Measures in the Public Service whilst the second part outlines the utilisation of these measures in the Public Sector.

4.1 Public Service 4.1.1 Utilisation of Family-Friendly Measures A numerical comparison of Family-Friendly Measures availed of in the Public Service in 2010 and 2011, reveals an increase in the overall utilisation, as illustrated in Table 1 below.
Family-Friendly Measure Utilisation Totals 2010 Utilisation Totals 2011 Maternity Leave Adoption Leave Leave to Foster Children Responsibility Leave Parental Leave Career Break Leave to accompany spouse on government assignments abroad Reduced hours Teleworking Flexible Work Schedules 581 5 0 56 470 272 12 989 414 380 Grand Total 3179 599 9 1 43 518 295 13 1329 566 410 3783 Table 1: Utilisation of Family-Friendly Measures in 2010 and 2011 5 % Variance of individual FFMs against utilisation in 2010 +3.10 +80.00 +100.00 -23.21 +10.21 +8.46 +8.33 +34.38 +36.71 +7.89 +19.00 Public Administration HR Office Family-Friendly Measures Report 2011 Table 1 illustrates an overall increase in the utilisation of Family-Friendly Measures by 19.00% between the years 2010 and 2011, the only exception being Responsibility Leave, where a reduction of 23.21% was registered.
On the other hand, the most prominent percentage increase was in Teleworking (36.71%), followed by Reduced Hours (34.38%).

The increase in the utilisation of Family-Friendly Measures is further analysed in Table 2 below, which provides a breakdown of the number of the beneficiaries by gender.
Family-Friendly Measure Females Males Totals Maternity Leave Adoption Leave Leave to Foster Children Responsibility Leave Parental Leave Career Break Leave to accompany spouse on government assignments abroad Reduced hours Teleworking Flexible Work Schedules Grand Total 599 7 1 26 509 288 9 1272 497 225 3433 / 2 0 17 9 7 4 57 69 185 350 599 9 1 43 518 295 13 1329 566 410 3783 Table 2: Family-Friendly Measures Beneficiaries (by gender) in 2011 Table 2 above presents a comparative analysis between male and female employees who utilised Family-Friendly Measures.
Consistent with the results of previous years, this table clearly demonstrates that the female gender is still the primary beneficiary.

On considering the take-up of such measures, available to both genders, it is still apparent that the utilisation by male employees is substantially low when compared to the female gender.

Furthermore, a steady increase in the utilisation of Teleworking by male employees has been registered.
Between 2010 and 2011, the number of male employees utilising Telework has increased from 45 to 69, that is, a 53.33% increase.

The preference for Telework, over other measures, indicates that male employees prefer to utilise those Family-Friendly Measures which balance their work and family responsibilities without impacting negatively on their take-home pay.

On the other hand, the main increase between 2010 and 2011 by female employees was in the utilisation of Reduced Hours, followed by Telework.
This may indicate that females may prefer to give primary attention to family responsibilities, at the expense of their take- home pay.

This may also indicate that women may opt to work on Reduced Hours, rather 6 Public Administration HR Office Family-Friendly Measures Report 2011 than Telework, because domestic commitments are still not equally shared by spouses.
Moreover, due consideration should be given to the fact that the Flexible Work Schedules arrangement is the Family-Friendly Measure which is availed of by nearly as many males as females, as outlined in Table 2.
Compared between 2010 and 2011, this trend could possibly imply that a shift in the Maltese culture is being experienced, whereby both genders are gradually becoming more aware of the need to share work- life responsibilities - with both genders utilising those measures which have minimal or no reduction in their take home pay.

Table 3 below illustrates the utilisation of Family-Friendly Measures by employees in the Public Service.
Family-Friendly Measure Maternity Leave Scale 1-5 3 Scale 6-10 335 Scale 11-15 235 Scale 16-20 14 Definite Contracts 12 Totals 599 Adoption Leave Leave to Foster Children Responsibility Leave Parental Leave Career Break Leave to accompany spouse on government assignments abroad Reduced hours Teleworking Flexible Work Schedules Grand Total Table 3: Utilisation of Family-Friendly Measures in the Public Service Table 3 above illustrates that the beneficiaries who benefit the most from such measures are those in Salary Scales 11-15 and 6-10.
This is followed by beneficiaries in Salary Scales 16-20.

Statistics indicate that in these three (3) Salary Scales, the most utilised measure is Reduced Hours.

One can also note that employees in Salary Scales 16-20 are less inclined to opt for Family-Friendly Measures which are on an unpaid basis, such as Parental Leave, Career Break and Responsibility Leave.

The potential reason for this could be linked with income.
However, further in-depth studies would need to be undertaken to determine the reasons behind this finding.

7 Public Administration HR Office Family-Friendly Measures Report 2011 Further to the above observation, Table 3.1 below gives a statistical picture of the Family-Friendly Measures beneficiaries per Salary Scale in relation to the total number of employees within the same group.
Totals Total number of FFM beneficiaries Scale 1-5 79 Scale 6-10 1549 Scale 11-15 1572 Scale 16-20 535 Total number of employees 861 9868 12260 5343 Percentage total of FFM beneficiaries 9.18% 15.70% 12.82% 10.01% Table 3.1: Percentage total of beneficiaries of Family-Friendly Measures in relation to the total number of employees (by Salary Scales Group) The table above clearly demonstrates that a relatively significant percentage of employees avail themselves of Family-Friendly Measures from each Salary Scale.
With regards to Salary Scales 1-5, statistics show that the total number of employees in this group is relatively low when compared to the other Salary Scales.

However, the seventy- nine (79) Family-Friendly Measures beneficiaries in this Salary Scale are equivalent to 9.18% of the total number of officers within the group.
The comparative analysis of the percentage number of beneficiaries from each Salary Scale demonstrates that the utilisation of Family-Friendly Measures is more balanced among Salary Scales than raw figures may indicate.

Furthermore, the figures illustrating the percentage total of Family-Friendly Measures beneficiaries indicate that the highest Family-Friendly Measure utilisation was in Salary Scales 6-10.
This contrasts with the raw figures in table 3 which indicated that the highest utilisation of Family-Friendly Measures was in Salary Scales 11-15.

However, table 3.1 gives a more precise picture since it takes into consideration the number of Family-Friendly Measures’ beneficiaries in relation to the total number of employees in each Salary Scale.
8 Public Administration HR Office Family-Friendly Measures Report 2011 4.2 Public Sector 4.2.1 Utilisation of Family-Friendly Measures When comparing the utilisation of Family-Friendly Measures availed of in the Public Sector in 2010 and in 2011, an increase in the total utilisation was observed as illustrated in table 4 below.
Family-Friendly Measure Utilisation Totals 2010 Utilisation Totals 2011 Maternity Leave Adoption Leave Leave to Foster Children Responsibility Leave Parental Leave Career Break Leave to accompany spouse on government assignments abroad Reduced hours Teleworking Flexible Work Schedules 139 187 4 0 3 139 68 3 554 134 478 5 1 2 138 65 7 491 183 476 Grand Total 1522 1555 Table 4: Utilisation of Family-Friendly Measures in 2010 and 2011 % Variance of individual FFMs against utilisation in 2010 +34.53 +25.00 +100.00 -33.33 -0.72 -4.41 +133.33 -11.37 +36.57 -0.42 +2.17 Table 4 indicates that there was a 2.17% overall increase in the utilisation of Family- Friendly Measures between 2010 and 2011.
Clearly, the major registered increase was in relation to Teleworking, with an increase of 36.57%, followed by a 34.53% increase in Maternity leave.

Increases in the utilisation of Leave to Accompany Spouse on Government Assignments Abroad, Adoption Leave and Leave to Foster Children follow suit.
On the other hand, the main decrease between 2010 and 2011 was in the utilisation of Responsibility Leave (-33.33%), followed by a reduction in the utilisation of Reduced Hours (-11.37%), Career Break (-4.41%), Parental Leave (-0.72%) and Flexible Work schedules (-0.42%).

The concurrent increase in Maternity Leave and Telework is interesting to note.

On the other hand, a slight reduction in the utilisation of Parental Leave and Career Break, which are both unpaid, has been registered.
These trends might imply that employees have 9 Public Administration HR Office Family-Friendly Measures Report 2011 shifted from utilising Parental leave to utilising Telework to balance their work-life responsibilities.

Such a shift could be indicative of: a) financial considerations on employees’ part; so as not to reduce take-home pay and have a negative impact on income; as well as social considerations related to social inclusion.
b) It can be noted that the situation in the Public Sector replicates that of the Public Service.

The following table illustrates the utilisation of measures by gender in 2011.
Family-Friendly Measure Females Males Totals Maternity Leave Adoption Leave Leave to Foster Children Responsibility Leave Parental Leave Career Break Leave to accompany spouse on government assignments abroad Reduced hours Teleworking Flexible Work Schedules Grand Total 187 3 1 2 122 58 6 452 164 251 1246 / 2 0 0 16 7 1 39 19 225 309 187 5 1 2 138 65 7 491 183 476 1555 Table 5: Family-Friendly Measures Beneficiaries (by gender) in 2011 Table 5 presents a comparative analysis between male and female beneficiaries of Family-Friendly Measures.
As in the case of the Public Service, this table clearly shows that the female gender is the primary beneficiary of Family-Friendly Measures currently in place.

From the above figures, it can be noted that for every five (5) female beneficiaries there is one (1) male beneficiary.

The most utilised Family-Friendly Measure by male employees in 2011 was Flexible Work (72.82%).
On the other hand, this type of arrangement ranks as second in utilisation by female employees (20.14%), as the Reduced Hours arrangement seem to be the most popular among females (36.28%).

9.80% of female beneficiaries utilised Parental Leave and 4.65% opted for the Career Break option.

The rate of utilisation of these measures was even lower by the male gender – 5.18% and 2.27% respectively.

Trends in the Public Sector and the Public Service are very similar.
Once again it can be noted that, although females are the major beneficiaries of Family-Friendly Measures, 10 Public Administration HR Office Family-Friendly Measures Report 2011 both genders tend to prefer to choose those measures which give them more flexibility to balance their responsibilities.

This could possibly indicate a shift in the Maltese culture, whereby both genders are becoming more responsive to the need to share work-life responsibilities.
The table below provides further analysis as to which Family-Friendly Measures are utilised by the different categories of employees in the Public Sector.
Family-Friendly Measure Top Management Middle Mgt & Professional Administrative Executive/ Clerical Supervisory/ Technical/ Industrial Total Maternity Leave 13 Adoption Leave Leave to Foster Children Responsibility Leave Parental Leave Career Break Leave to accompany spouse on government assignments abroad Reduced hours Teleworking Flexible Work Schedules Grand Total Table 6: Utilisation of Family-Friendly Measures in the Public Sector - by Employment Categories Table 6 clearly illustrates that the category which mostly benefits from such measures is the ‘Administrative/Executive/Clerical’, followed by ‘Middle Management & Professional’ category.
Employees in the ‘Administrative/Executive/Clerical’ category prefer to avail themselves of Reduced Hours (40.23%), followed by Flexible Work Schedules (22.84%) and Teleworking (13.20%).

Parental Leave and Career Break follow suit at 11.87% and 5.64% respectively.

On the other hand, the majority of beneficiaries in the ‘Middle Management & Professional’ category utilised the Flexible Work Schedules arrangement (31.52%) followed by Reduced Hours (21.79%) and Teleworking arrangements (12.65%).
Table 6 shows that 11.87% of employees utilised Parental Leave, while 5.64% utilised Career Break.

Once again, this data could be interpreted as 11 Public Administration HR Office Family-Friendly Measures Report 2011 being indicative that employees are opting to utilise those measures which allow them to retain their financial independence and social inclusion.
4.3 Conclusion This report demonstrates a trend, within the Public Administration, towards the utilisation of Family-Friendly Measures which allow a better work-life balance and a reduced negative impact on take-home pay.
This has been illustrated by the fact that even though the utilisation of Parental Leave and Career Break have increased between 2010 and 2011, this increase was not as substantial as the overall increase in the utilisation of measures such as Flexible Working arrangements, Telework and Reduced Hours.
As regards Reduced Hours, even though this Family-Friendly Measure does affect take- home pay, the financial impact is not as substantial as unpaid forms of Family-Friendly Measures and is reduced according to the particular individual’s need to balance his/her family responsibilities without neglecting the exigencies of the Public Administration.
12 Public Administration HR Office Family-Friendly Measures Report 2011 Section 5 – Recommendations and Way Forward 5.0 Recommendations and Way Forward Analysing this data on a regular basis is essential so as to better understand current trends and provide a further appreciation of the situation of the Public Administration, as a forerunner to the creation and implementation of new and updated Family-Friendly Measures.
One of the main objectives of the Public Administration HR Office (PAHRO) is to keep abreast with developing family-friendly and work-life balance concepts and their implementation within other Public Administrations and organisations.

Furthermore, it aims to reinforce its proactive approach by developing innovative policies to meet the changing needs of the Public Administration and its employees, whilst facilitating the take-up of such measures.
In its efforts to further increase awareness on the policies implemented within the Public Administration, PAHRO aims to intensify its efforts in relation to the dissemination of information on the availability of Family-Friendly Measures, to employees at all levels.

One possible initiative worth considering is the publicising of Family-Friendly Measures through the electronic payslip, on a regular basis.
Moreover, managers need to be continuously trained in managing these developing concepts at the workplace, to ensure that the balance between workforce and workplace needs is truly being attained.
13 Public Administration HR Office Family-Friendly Measures Report 2011 Section 6 – Conclusion 6.0 Conclusion In today’s competitive labour market, having a work-life balance friendly work environment is essential for attracting, engaging and retaining the brightest and ablest employees, and for securing a return on Government’s HR investment.

Benefits of having a family-friendly work environment can be potentially reaped by all organisations and sectors.
Having employees utilising Family-Friendly Measures, for greater flexibility and the balancing of responsibilities, has a number of positive effects: a) on the employee, per se, in terms of greater job satisfaction, motivation and loyalty; b) on the growth of the organisation in terms of increased performance; c) in the retention of valued employees and the reduction of labour turnover.
In view of this, the promotion of Family-Friendly Measures remains at the forefront of the Public Administration HR Office’s objectives.
The collaboration between the Public Administration HR Office and line ministries assists the continuous fine-tuning of existing measures and the introduction of new ones – this to ensure that existing policies are consistent with current trends and legislation, so as not to become outdated or irrelevant to the contextual requirements of employees and the Public Administration alike.
14 Public Administration HR Office Family-Friendly Measures Report 2011 Appendix 1: Beneficiaries of Family-Friendly Measures in the Public Service in 2011 – By Gender and Employment Category Public Administration HR Office Family-Friendly Measures Report 2011 Public Administration HR Office Family-Friendly Measures Report 2011 Beneficiaries of Family-Friendly Measures in the Public Service in 2011 - by Employment Category s e i r a i c i f e n e B f o r e b m u N 600 500 400 300 200 100 0 Scale 1-5 Scale 6-10 Scale 11-15 Scale 16-20 Definite Contracts Maternity Leave Adoption Leave Leave to Foster Children Responsibility Leave Parental Leave Career Break Leave to acc.
spouse on govt.

asgmts.
abroad Reduced hours Telew orking Flexible Work Schedules Family-Friendly Measures Public Administration HR Office Family-Friendly Measures Report 2011 Appendix 2: Beneficiaries of Family-Friendly Measures in the Public Sector in 2011 – By Gender and Employment Category Public Administration HR Office Family-Friendly Measures Report 2011 Public Administration HR Office Family-Friendly Measures Report 2011 Beneficiaries of Family-Friendly Measures in the Public Sector in 2011- By Employment Category 350 300 250 200 150 100 50 0 s e i r a i c i f e n e B f o r e b m u N Top Management Middle Mgt & Professional Administrative/ Executive/ Clerical Supervisory/ Technical/ Industrial Maternity Leav e Adoption Leav e Leav e to Foster Children Responsibility Leav e Parental Leav e Career Break Reduced hours Teleworking Flexible Work Schedules Leav e to acc.
spouse on gov asgnmts.

abroad Family-Friendly Measures