Image Border - Irish Business and employers confederation
Image Border - Irish Business and employers confederation
Image Border - Irish Business and employers confederation
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Supporting Employers<br />
Supporting Childcare<br />
Employer Childcare Options in Irel<strong>and</strong><br />
Report Commissioned by<br />
October 2006
Acknowledgements<br />
The four Dublin area childcare committees - Dublin City<br />
Childcare Committee; Dun Laoghaire Rathdown County<br />
Childcare Committee; Fingal County Childcare Committee; <strong>and</strong><br />
South Dublin County Childcare Committee - would like to<br />
thank all those who gave generously of their time <strong>and</strong><br />
expertise throughout the development of this publication:<br />
Heidi Lougheed, IBEC<br />
Marie Marin, Employers for Childcare<br />
Lynne Herbison, Employers for Childcare<br />
Patricia Callan, Small Firms Association<br />
Julie McNamara, Kildare County Childcare Committee<br />
Roseanne Killeen, Intel Irel<strong>and</strong><br />
Regina Bushell, Grovel<strong>and</strong>s Childcare<br />
Collier Broderick, Management Consultants<br />
Graham Smith, WordSmith<br />
The aim of this publication is to help transfer good practice<br />
across organisations so that <strong>employers</strong> can underst<strong>and</strong> what<br />
they can do to assist their staff in finding appropriate<br />
childcare solutions, irrespective of their company size.<br />
The publication gives details on a wide range of measures<br />
being taken by <strong>employers</strong> to help parents meet their childcare<br />
<strong>and</strong> work responsibilities. These measures greatly benefit<br />
<strong>employers</strong>, providing enhanced image, reputation, lower costs<br />
of recruitment, retention <strong>and</strong> training, reduced absenteeism<br />
<strong>and</strong> increased motivation.
Table of Contents<br />
1 Executive Summary <strong>and</strong> Conclusions 3<br />
1.1 Summary 3<br />
1.2 Conclusions 4<br />
2 Background <strong>and</strong> Introduction 5<br />
3 Employer Childcare Options 6<br />
3.1 Introduction 6<br />
3.2 Informational 6<br />
3.3 Resource <strong>and</strong> Referral 6<br />
3.4 Flexible Working 7<br />
3.5 Part-time Working 7<br />
3.6 Flexitime 7<br />
3.7 Job Sharing <strong>and</strong> Job Splitting 7<br />
3.8 Home working / Teleworking 8<br />
3.9 Term time or school hours working 8<br />
3.10 Compressed Hours 8<br />
3.11 Career Breaks 8<br />
3.12 Setting Up Flexible Working 8<br />
3.13 Workplace Crèches 9<br />
3.14 Buying / Reserving places 10<br />
3.15 Setting up a Shared Childcare Facility 10<br />
4 Grants 12<br />
4.1 Equal Opportunity Childcare Programme<br />
2000-2006 <strong>and</strong> National Childcare<br />
Investment Programme 2006 - 2010 12<br />
5 Tax Allowances 13<br />
5.1 Introduction 13<br />
5.2 BIK Exemption 13<br />
5.3 Capital Allowances 14<br />
6 Case Studies (Large) 16<br />
6.1 Northbrook Technology of Northern<br />
Irel<strong>and</strong> Ltd (IRL) 16<br />
6.2 INTEL Irel<strong>and</strong> Ltd (ROI) 16<br />
6.3 The Penguin Group (UK) 17<br />
6.4 Enlida Faberge Ltd (UK) 18<br />
6.5 101 Great Ideas from Best Large<br />
Companies in USA 19<br />
7 Case Studies (Medium) 22<br />
7.1 Botanic Inns (IRL) 22<br />
7.2 Listawood Ltd (UK) 22<br />
7.3 Farrelly Facilities & Engineering Ltd (UK) 23<br />
8 Case Studies (Small) 24<br />
8.1 Calor Gas NI Ltd (IRL) 24<br />
8.2 Happy Computers (UK) 24<br />
8.3 Fish.Net (UK) 25<br />
8.4 Ideas From SME's in UK 25<br />
9 Appendices 27<br />
10 Appendix 1: Childcare Legal Context 28<br />
10.1 Introduction 28<br />
10.2 Maternity Protection Act, 1994 <strong>and</strong> 2004 28<br />
10.3 Maternity Protection (Protection of Mothers<br />
who are Breastfeeding) Regulations 2004 29<br />
10.4 Adoptive Leave Act, 1995 29<br />
10.5 Parental Leave Act 1998 30<br />
10.6 Unfair Dismissal Acts, 1997 - 2001 30<br />
10.7 Safety, Health <strong>and</strong> Welfare at Work<br />
(Pregnant Employees) Regulations 2000 30<br />
10.8 Disputes Under the Acts 31<br />
11 Appendix 2: Sample Policy Statements 32<br />
11.1 Maternity Leave 32<br />
11.2 Additional Maternity Leave 32<br />
11.3 Ante-Natal/Post-Natal Visits 32<br />
11.4 Maternity Benefit 32<br />
11.5 Parental Leave 32<br />
11.6 Force Majeure Leave 33<br />
11.7 Breastfeeding 33<br />
12 Appendix 3: Contact Details for<br />
County <strong>and</strong> City Childcare Committees 35<br />
12.1 Other Useful Contacts 37<br />
13 Appendix 4: Sample Employee<br />
Childcare Needs Questionnaire 38<br />
14 Appendix 5: Examples from Best<br />
USA Companies 41<br />
14.1 Allstate Insurance Company(USA) 41<br />
14.2 American Express (USA) 41<br />
14.3 Bank of America (USA) 41<br />
14.4 Citigroup (USA) 41<br />
14.5 DuPont (USA) 41<br />
14.6 Hewlett-Packard Company (USA) 41<br />
14.7 IBM Corporation (USA) 41<br />
14.8 Johnson & Johnson (USA) 42<br />
14.9 Lincoln Financial Group (USA) 42<br />
14.10 Marriott International Inc. (USA) 42<br />
14.11 Merck & Co. Inc (USA) 42<br />
14.12 Patagonia (USA) 42<br />
14.13 The Procter & Gamble Company (USA) 42<br />
14.14 Prudential Financial (USA) 42<br />
14.15 S.C. Johnson & Son Inc (USA) 43<br />
page 1
1<br />
Executive Summary <strong>and</strong> Conclusions<br />
1.1 Summary<br />
Employers that offer support for staff with childcare<br />
responsibilities have a wider pool to draw from at recruitment.<br />
These <strong>employers</strong> are also more likely to retain valued staff<br />
when they become parents. Measures to support staff balance<br />
their work <strong>and</strong> childcare responsibilities can speed the process<br />
of staff returning to work after maternity, attain high levels of<br />
employee satisfaction, provide opportunities to extend<br />
provision of customer service <strong>and</strong> be seen as <strong>employers</strong> of<br />
choice.<br />
Employees in companies supportive of childcare<br />
responsibilities are likely to be more flexible, motivated,<br />
absent from work much less, committed to the organisation,<br />
focused when they are at work <strong>and</strong> less stressed, as they have<br />
greater balance <strong>and</strong> quality of home <strong>and</strong> work life.<br />
Flexible work arrangements are attractive measures for staff to<br />
phase back into work after maternity leave <strong>and</strong> to continue in<br />
work, while at the same time be good parents. Flexible work<br />
arrangements such as part-time working, flexi-time, job<br />
sharing <strong>and</strong> job splitting, home working / teleworking, term<br />
time or school hours working, compressed hours (e.g. 4.5 day<br />
week or nine day fortnight) <strong>and</strong> career breaks or sabbaticals<br />
are relevant to all sizes of organisations.<br />
Other options that are likely to be feasible for most <strong>employers</strong><br />
include providing information on all aspects of maternity from<br />
pregnancy through to finding childminders. This information<br />
can be made available through intranet, publications,<br />
newsletters, noticeboards, seminars etc. There are public <strong>and</strong><br />
private sources of information that <strong>employers</strong> can call on to<br />
help employees meet the challenges of parenting while at the<br />
same time being effective employees.<br />
The provision of childcare facilities directly by the employer is<br />
an option more likely to be relevant to the larger<br />
organisations. Grant aid (up to €100,000 for one site <strong>and</strong><br />
€500,000 for multiple sites) <strong>and</strong> tax incentives (including<br />
accelerated capital allowances - 100% on qualifying childcare<br />
premises) exist to encourage <strong>employers</strong> to get involved in the<br />
provision of childcare facilities. The capital allowances are<br />
available to owner-occupiers or investors but not to property<br />
developers. A qualifying premises must be involved in the<br />
provision of a pre-school service <strong>and</strong> comply with childcare<br />
regulations.<br />
Where the employer is involved in the on-going financing <strong>and</strong><br />
management of the childcare centre, employees are not<br />
subject to benefit-in-kind on the expenses incurred by the<br />
employer on the provision of childcare services in the<br />
qualifying premises. The employer must be actively involved<br />
in financing <strong>and</strong> managing the facility <strong>and</strong> not simply<br />
subsidise the employees' childcare costs.<br />
In addition to tax <strong>and</strong> grant issues, there are many other<br />
compliance factors in setting up <strong>and</strong> running a childcare<br />
centre. These include planning permission, Health Service<br />
Executive regulations, childcare regulations <strong>and</strong> fire<br />
regulations.<br />
A variant of providing childcare facilities is where an employer<br />
pays for emergency childcare in existing childcare facilities.<br />
This service operates as a safety net when the employees' own<br />
childcare service fails to deliver. Payment for one childcare<br />
place is sufficient to cater for 250 employees.<br />
Having selected the most suitable option, the employer needs<br />
to write down in a simple document the company policy so<br />
that employees know where they st<strong>and</strong> <strong>and</strong> know they will be<br />
treated fairly. The written policy statement spells out what is<br />
available <strong>and</strong> to whom <strong>and</strong> what procedure is to be followed<br />
for the employee to avail of the measure(s). Employers <strong>and</strong><br />
employees need to continuously align <strong>and</strong> follow the<br />
procedures laid down under the legislation related to<br />
maternity.<br />
page 3
The legislation covers all pregnant employees, employees for a<br />
period of 14 weeks after they have given birth <strong>and</strong> 26 weeks<br />
where the employee is breast-feeding, provided the employee<br />
has informed their employer of their condition.<br />
The legal provisions on maternity in employment are<br />
contained in the Maternity Protection Acts 1994 <strong>and</strong> 2004, the<br />
Unfair Dismissals Acts 1977 - 2001 <strong>and</strong> the Safety, Health <strong>and</strong><br />
Welfare at Work (pregnant employees) Regulation 2000.<br />
1.2 Conclusions<br />
to the employee's circumstances <strong>and</strong> avoid a one-size-fits-all<br />
approach.<br />
Employees may need assistance drawing up a business case to<br />
submit to their employer.<br />
Policies <strong>and</strong> procedures are only part of an employer support<br />
measure. Approachability of managers, good employeeemployer<br />
communications, employee-employer trust <strong>and</strong><br />
embracing a culture of change are also key elements of<br />
success for a supportive childcare employer.<br />
Employers need to be very aware of <strong>and</strong> follow legislation <strong>and</strong><br />
procedures affecting maternity not only in respect of leave<br />
entitlements but to health <strong>and</strong> safety matters, unfair dismissal<br />
<strong>and</strong> legislation related to flexible work arrangements.<br />
There are many examples of very significant benefits to<br />
<strong>employers</strong> embracing childcare support measures including<br />
enhanced image, reputation, lower costs of recruitment,<br />
retention <strong>and</strong> training, reduced absenteeism <strong>and</strong> increased<br />
motivation.<br />
There is a wide range of measures being taken by <strong>employers</strong><br />
to help parents meet their childcare <strong>and</strong> work responsibilities.<br />
Many <strong>employers</strong> exceed the statutory requirements in relation<br />
to maternity.<br />
Employer-employee trust may require a pre-defined tenure<br />
before an employee becomes entitled to certain flexible work<br />
arrangements.<br />
Transferring good practice across organisations would be<br />
supplemented greatly by shared learning groups<br />
underst<strong>and</strong>ing what <strong>employers</strong> are <strong>and</strong> can do.<br />
There is an opportunity to set up <strong>and</strong> run a good practice<br />
award scheme in relation to childcare in the Republic of<br />
Irel<strong>and</strong>.<br />
County Childcare Committees should also compile examples of<br />
<strong>and</strong> highlight what various size companies are doing in<br />
relation to supporting childcare.<br />
The most feasible options for small- <strong>and</strong> medium-size<br />
companies are likely to be flexible working arrangements <strong>and</strong><br />
measures related to the provision of information.<br />
Flexible working times are likely to be part of the provision of<br />
large companies but the provision of childcare facilities or<br />
contracting existing childcare facilities are also likely to be<br />
more relevant for large companies.<br />
IT enables the implementation of more flexible working<br />
arrangements. IT combined with flexibility may be the key to<br />
future competitiveness.<br />
The employee needs to take some of the responsibility <strong>and</strong><br />
initiative in presenting a business case to the employer that<br />
meets their childcare needs <strong>and</strong> the employer's business<br />
needs. This offers the opportunity to customise the measure<br />
page 4
2<br />
Background <strong>and</strong> Introduction<br />
Female participation in the labour force is currently at the EU<br />
average of 56% while in the 25-29 age group it is 80%. The<br />
expected growth in female participation in the labour force by<br />
2011 is 218,000 (IBEC, 2005). As a result the number of<br />
children in childcare will increase by 27% over the same<br />
period from today's level of 146,000.<br />
Childcare continues to be an issue of affordability <strong>and</strong><br />
availability for <strong>Irish</strong> workers. A recent survey on childcare<br />
issues reported in a recent Small Firms Association newsletter<br />
found that:<br />
50% of people spend between €500 <strong>and</strong> €1100 per<br />
month on childcare<br />
96% of respondents do not have access to childcare<br />
facilities in work<br />
69% of employees would leave their current employer if<br />
offered a similar job by an employer with childcare<br />
facilities, even if it meant taking a salary cut<br />
29% rely on their family <strong>and</strong> relations for their childcare<br />
needs<br />
THIS PUBLICATION SETS OUT:<br />
Options for <strong>employers</strong> to support their employees;<br />
The business case for <strong>employers</strong> to support their<br />
employees in meeting the challenge of childcare <strong>and</strong><br />
work responsibilities;<br />
Grant <strong>and</strong> tax incentives to help <strong>employers</strong> provide<br />
supports;<br />
Case studies of measures that small, medium <strong>and</strong> large<br />
<strong>employers</strong> in Irel<strong>and</strong>, UK <strong>and</strong> USA are taking;<br />
The main legislation affecting the area (see Appendix 1);<br />
Sample policies <strong>and</strong> procedures for companies to adopt<br />
or adapt to their own circumstances (see Appendix 2)<br />
<strong>and</strong><br />
Useful contacts <strong>and</strong> sources of information (see<br />
Appendix 3).<br />
While the Government is spending large sums of money on<br />
the issue, there is need for more action by all the stakeholders<br />
to advance the provision of childcare facilities <strong>and</strong> support<br />
services. In order to grow the involvement of <strong>employers</strong><br />
supporting their staff childcare needs, four Dublin area<br />
Childcare Committees (Dublin City, Fingal, South Dublin <strong>and</strong><br />
Dun Laoghaire Rathdown) came together to produce an<br />
up-to- date publication outlining options available to<br />
<strong>employers</strong> in relation to childcare.<br />
CollierBroderick Management Consultants were engaged to<br />
conduct the research on behalf of the Childcare Committees.<br />
The research comprises a review of reports, websites, face-toface<br />
<strong>and</strong> phone interviews. Information on large companies<br />
<strong>and</strong> overseas companies was easier to find than information<br />
on small companies, particularly in Irel<strong>and</strong>.<br />
page 5
3<br />
Employer Childcare Options<br />
3.1 Introduction<br />
The <strong>Irish</strong> workforce is set to grow up to 2011 <strong>and</strong> female<br />
participation in the labour force is also set to increase in this<br />
period. Employers who have a childcare 'string to their bow'<br />
(over <strong>and</strong> above statutory requirements) have the edge over<br />
other <strong>employers</strong> in attracting applicants <strong>and</strong> retaining staff<br />
with childcare responsibilities.<br />
Employers who support their staff balancing their childcare<br />
with their work responsibilities are more likely to have a<br />
competitive edge attracting staff with specialist skills. These<br />
specialist skills can be key to maximising the use of resources.<br />
Employers who provide childcare support increase the chances<br />
of women returning to work after maternity leave.<br />
There is a wide range of options open to <strong>employers</strong> in relation<br />
to supporting employees balance their work <strong>and</strong> childcare<br />
responsibilities <strong>and</strong> these are elaborated on below. Some<br />
options, such as provision of information <strong>and</strong> flexible work<br />
arrangements, are relevant to all sizes of <strong>employers</strong> while<br />
other options such as the provision of childcare facilities are<br />
likely to be more relevant to larger <strong>employers</strong>.<br />
3.2 Informational<br />
Contact details for all county childcare committees are<br />
available from www.omc.gov.ie <strong>and</strong> are also provided in<br />
Appendix 3.<br />
Employers may consider providing information such as:<br />
Information<br />
List of Childcare Providers<br />
Booklets on how to select a<br />
childminder/facility<br />
Tips sheets<br />
Breastfeeding<br />
Sources<br />
County Childcare<br />
Committee<br />
websites/offices<br />
IPPA - The Early<br />
Childhood<br />
Organisation:<br />
www.ippa.ie<br />
Childminding Irel<strong>and</strong>:<br />
www.childminding.ie<br />
Health Service Executive<br />
www.healthpromotion.ie/<br />
breastfeeding<br />
Employers may consider running seminars or workshops with<br />
specialist speakers on topics relevant to their employees.<br />
These topics will vary depending on the age profile of the<br />
employees' children <strong>and</strong> range from having a baby to dealing<br />
with difficult teens. Expert advice <strong>and</strong> guidance may be made<br />
available to employees through '1800' numbers.<br />
All <strong>employers</strong>, regardless of size, can offer staff information on<br />
childcare which can be done by establishing links with County<br />
Childcare Committees.<br />
The 33 County <strong>and</strong> City Childcare Committees (CCCs) were set<br />
up in 2001 to encourage the development of childcare locally.<br />
As part of the National Childcare Investment Programme 2006<br />
- 2010, the CCCs offer a wide variety of services <strong>and</strong> can<br />
provide information <strong>and</strong> advice, including:<br />
information on local childcare committees<br />
setting up your own childcare business<br />
training courses for those considering a career in childcare<br />
applying for grants under the NCIP 2006-2010<br />
training <strong>and</strong> other supports for childminders in the home<br />
Private providers also offer consultancy services to <strong>employers</strong><br />
to help their staff identify the best solution to their childcare<br />
requirements.<br />
3.3 Resource <strong>and</strong> Referral<br />
Resource <strong>and</strong> Referral is a service that offers information,<br />
advice <strong>and</strong> referral to parent staff regarding their childcare<br />
needs. Some large companies employ a childcare co-ordinator<br />
<strong>and</strong> others buy the service from outside providers. This may<br />
include the provision of information on childminders in the<br />
area or a much broader range of information. The provision of<br />
information <strong>and</strong> referral is an attractive option for <strong>employers</strong><br />
who are not in a position to provide more direct support.<br />
page 6
3.4 Flexible Working<br />
Flexible work arrangements are very relevant <strong>and</strong> useful<br />
measures that can be used to support staff with childcare<br />
responsibilities. These measures can be used to help:<br />
<br />
<br />
<br />
<br />
Phase a new mother back into work after maternity<br />
leave<br />
Cater for parents who have to drop off <strong>and</strong> collect<br />
children from school <strong>and</strong> look after them during<br />
school holidays<br />
Allow staff to fit in their work around childcare<br />
<strong>and</strong> school arrangements<br />
Help parent staff be more focused at their workplace<br />
There is a wide range of flexible working options. The<br />
following is a list of the most common ones:<br />
Part-time working<br />
Flexi-time<br />
Job sharing <strong>and</strong> job splitting<br />
Home working / Teleworking<br />
Term time or school hours working<br />
Compressed hours (e.g. 4.5 day week or 9-day fortnight)<br />
Career breaks or sabbaticals<br />
3.5 Part-Time Working<br />
Part-time work is generally defined as less than the 5 days per<br />
week or less than the normal 38 hours per week. Various<br />
pieces of research shows that part-time work is more common<br />
for women than for men.<br />
The benefits to the employer include retaining valuable<br />
employees who would otherwise be lost, reduced absenteeism<br />
as a result of challenges of childcare <strong>and</strong> an ability to meet<br />
variations in work loads.<br />
On the other h<strong>and</strong>, there is a greater dem<strong>and</strong> on supervisory<br />
or management time to control work <strong>and</strong> there is lack of<br />
continuity.<br />
The Protection of Employees (Part-Time Work) Act 2001<br />
provides that the extent to which any condition of<br />
employment is provided to a part-time employee shall be<br />
related to the proportion of the normal hours of work of a<br />
comparable full-time employee.<br />
3.6 Flexi-time<br />
Flexi-time systems operate on the basis that the employee<br />
works on average a st<strong>and</strong>ard number of hours per week, but<br />
may vary the time worked on any particular day or week as<br />
long as the st<strong>and</strong>ard number of hours are worked. Usually,<br />
there is a core number of hours worked, e.g. from 10 am to 4<br />
pm <strong>and</strong> the individual may work a number of hours above or<br />
below the normal working hours.<br />
The advantage to the employer is that the employee is less<br />
likely to be absent due to family reasons <strong>and</strong> also there is<br />
likely to be less over-time. Employees can drop off <strong>and</strong> pick<br />
up their children <strong>and</strong> enable children to participate in extra<br />
activities.<br />
The disadvantage relates to communication difficulties<br />
outside core hours <strong>and</strong> the cost of administration. There may<br />
also be resentment from staff excluded from the scheme.<br />
3.7 Job Sharing <strong>and</strong> Job Splitting<br />
Job sharing involves dividing one full-time position into two<br />
or more positions while retaining all the rights <strong>and</strong> privileges<br />
attached to the full-time position. Typically, jobs are divided<br />
into alternative weeks, two equal periods of two <strong>and</strong> one halfdays<br />
per week or mornings <strong>and</strong> afternoons.<br />
The main benefit to the employer is improved staff<br />
motivation. The employer is likely to incur increased<br />
supervision <strong>and</strong> administration costs.<br />
page 7
The employees get to spend quality time with their children<br />
<strong>and</strong> keep in touch with their careers.<br />
3.8 Home working / Teleworking<br />
a decrease in the “warm up costs”. Longer workdays may<br />
result in fatigue <strong>and</strong> as a result a decrease in job performance.<br />
Furthermore there is the challenge of providing cover on the<br />
days when the employee is off.<br />
Home working <strong>and</strong> teleworking often go together <strong>and</strong> describe<br />
a situation where a person works from a home base. Rather<br />
than commuting to an office, the person uses information<br />
technology to communicate <strong>and</strong> conduct their work.<br />
The employer has the benefit of accessing skills from<br />
anywhere or from applicants with a mobility problem. Facility<br />
costs are less, as there is less expenditure on rent, heat, light<br />
etc. Managing home <strong>and</strong> teleworking poses a new challenge<br />
for performance monitoring. There may be some additional<br />
costs providing the technology to enable teleworking.<br />
Where both parents are working <strong>and</strong> have compressed hours,<br />
they can be available for their children on a number of days<br />
mid-week.<br />
3.11 Career Breaks<br />
This entails a period of unpaid leave for a specific duration.<br />
This can be for a short period to allow employees to travel<br />
abroad, undertake voluntary work of complete further<br />
education. Sabbaticals can be for longer periods of between 1<br />
<strong>and</strong> 5 years.<br />
The employees have flexibility in meeting their childcare<br />
needs by being second-line management of their childcare at<br />
home <strong>and</strong> adapting their working times to blend in with their<br />
children's timetables <strong>and</strong> being able to cater for various short<br />
notice events such as in-service teacher training.<br />
3.9 Term-time or school hours working<br />
The employer benefits by retaining experienced staff that<br />
gains experience <strong>and</strong> or new qualifications. The change can<br />
be disruptive, imposing extra work on the remaining staff <strong>and</strong><br />
there are costs of training the temporary staff <strong>and</strong> the staff<br />
member on return.<br />
3.11.1 Flexible Working <strong>and</strong> the Law<br />
A term-time working policy allows employees to take leave of<br />
absence without pay for 4 to 12 weeks during the summer<br />
months, when school children are on holidays. This leave is in<br />
addition to normal annual leave. Typically, nine months pay is<br />
spread over 12 months.<br />
The challenge for <strong>employers</strong> is to replace those participating<br />
in term-time working.<br />
3.10 Compressed Hours<br />
This allows full-time employees to work longer days for part of<br />
the week in exchange for shorter days or a day off each week.<br />
For example, an employee may opt to work 9 or 10 hours per<br />
day for 4 days in a week <strong>and</strong> take the fifth day off. There are<br />
many variants of this, such as taking two days off every two<br />
weeks etc.<br />
Employers can benefit from increased opening hours of<br />
business as a result of longer working weeks <strong>and</strong> there is also<br />
The Protection of Employees (Part-time Work) Act 2001 <strong>and</strong><br />
Fixed-Term Work Act 2003) prohibits less favourable treatment<br />
of a part-time <strong>and</strong>/or fixed-term employee with regard to<br />
conditions of employment.<br />
Employees on part-time or fixed-term contracts can only be<br />
treated differently if such treatment can be justified on<br />
objective grounds. Objective grounds are considerations other<br />
than the status of the employee <strong>and</strong> the less favourable<br />
treatment is for the purposes of achieving a legitimate<br />
objective of the employer <strong>and</strong> such treatment is necessary for<br />
that purpose.<br />
3.12 Setting Up Flexible Working<br />
1. Define the Policy<br />
Consider the various flexible work options that are available<br />
<strong>and</strong> which of them is most suitable for you. Then write down<br />
the policy so that employees know where they st<strong>and</strong>.<br />
Employees will see this as fair <strong>and</strong> be reassured that everyone<br />
page 8
is treated in the same way. The written policy doesn't have to<br />
be a long <strong>and</strong> formal document but a simple statement. For<br />
example:<br />
“An employee of this company who asks to do so will be<br />
allowed to work flexibly under one of the following<br />
arrangements; part-time, job share or school hours only -<br />
provided that such an option can be accommodated within the<br />
needs of the business at that time.”<br />
The policy statement needs to address such questions as:<br />
Who is eligible to apply?<br />
Do applicants have to be with the company for a fixed<br />
period before they can apply?<br />
Does it provide a clear statement in advance of the<br />
criteria on which decisions will be made?<br />
See Appendix 2 of this guide for sample policies.<br />
2. Set out Request Procedures<br />
You will need to define a clear system to allow employees to<br />
make requests <strong>and</strong> guidance for the managers to reach a<br />
decision on each request.<br />
Questions such as the following will need to be addressed in<br />
drawing up the policy:<br />
When must employee apply?<br />
Can the supervisor/first-line manager approve the<br />
application?<br />
Will the employees be invited to make a business case<br />
for the flexible working arrangement they would prefer?<br />
Will assistance be given to employees to make these<br />
cases?<br />
Methods of forwarding correspondence (phone calls,<br />
urgent correspondence)<br />
Dealing with calls outside core hours - h<strong>and</strong> over<br />
arrangements, can the company contact employee during<br />
time off?<br />
Procedures for dealing with problems relating to flexible<br />
working - how will the arrangements affect other staff?<br />
When <strong>and</strong> how will arrangements be monitored?<br />
Procedures for dealing with leave (annual, sick etc)<br />
Procedures for dealing with training<br />
4. Provide a Written Statement<br />
As an employer, you are legally obliged to provide an<br />
employee with a written statement of their terms <strong>and</strong><br />
conditions of employment within two months of<br />
commencement of employment (Industrial Relation Act 1946-<br />
1990). Any flexible arrangements (specifying times etc), which<br />
you have agreed, should be described here. If you have a new<br />
agreement with an existing employee, remember to issue a<br />
new written statement of terms <strong>and</strong> conditions.<br />
3.13 Workplace Crèches<br />
Employers can set up <strong>and</strong> operate a crèche in or in close<br />
proximity to the workplace.<br />
Prior to setting up a workplace crèche, there is a need to<br />
investigate all aspects of the feasibility of the project. The<br />
approach <strong>and</strong> focus of such a feasibility is outlined below <strong>and</strong><br />
will cover:<br />
.. continued next page<br />
See Appendix 2 for sample procedures to be followed.<br />
3. Agreement Checklist<br />
Core hours when the employee will be at work - are<br />
people required to clock in/out, how will time be<br />
recorded, are employees required to be at the workplace<br />
at certain times during the week?<br />
page 9
Market Feasibility<br />
This includes a survey of staff to establish needs for a<br />
workplace crèche. A sample questionnaire that could be used<br />
to establish needs is given in Appendix 4. Other data such as<br />
the age profile of the staff will need to be considered when<br />
reviewing the potential market for the facility. If the market<br />
feasibility proves positive, a financial feasibility study is carried<br />
out.<br />
Financial Feasibility<br />
The financial feasibility examines the full costs of setting up<br />
<strong>and</strong> running the facility. The task of identifying a site or sites<br />
is a critical success factor. The source of funding for the set-up<br />
costs <strong>and</strong> the price which staff are willing to pay will be key to<br />
the financial feasibility of the workplace crèche. Attention to<br />
detail is imperative so that all costs such as art <strong>and</strong> craft<br />
materials are considered, as well as the more obvious ones<br />
such as insurance, staffing ratios etc. The cost of<br />
establishment of a 70-place childcare facility is in excess of<br />
€1m.<br />
Operational Feasibility<br />
The operational aspects of the feasibility study will examine<br />
models of running the service such as contracting professional<br />
childcare providers to run the service compared to engaging<br />
staff directly. Contact with the Health Service Executive, the<br />
fire services, etc. would be worthwhile at this stage of the<br />
process.<br />
If the employer provides a childcare facility on their own or<br />
with a partner <strong>and</strong> the employer is wholly or partly<br />
responsible for financing <strong>and</strong> managing the provision, then<br />
this is not treated as benefit-in-kind to the employee for tax<br />
purposes. Care needs to be taken to make sure that your<br />
business meets the criteria <strong>and</strong> some more detail is given on<br />
this in Section 5 of this guide.<br />
Outsourcing<br />
The high capital cost is likely to be prohibitively expensive for<br />
most <strong>employers</strong>. Some companies provide the premises <strong>and</strong><br />
finance start-up costs <strong>and</strong> engage a professional childcare<br />
provider to operate the service. Companies that have multisites<br />
may have a crèche at their headquarters or in a few of<br />
their sites <strong>and</strong> supplement these by buying/reserving places at<br />
existing childcare centres.<br />
3.14 Buying / Reserving places<br />
Employers can buy or reserve a number of places at existing<br />
childcare centres for their employees. Where a high<br />
percentage of employees have children of school-going age,<br />
<strong>employers</strong> may have issues with absenteeism after schools<br />
close or during school holidays. Where this is the case, the<br />
employer could pay for the child to attend an after-school<br />
club <strong>and</strong>/or attend a summer camp.<br />
A survey of 153 companies in the US showed that the familyfriendly<br />
practice that produced the most positive impact in<br />
terms of increasing satisfaction <strong>and</strong> morale for staff <strong>and</strong> in<br />
increasing commitment, productivity <strong>and</strong> participation was<br />
the introduction of subsidised emergency childcare,<br />
particularly in the employees' own home.<br />
3.15 Setting up a Shared Childcare Facility<br />
One option, which is more suitable than setting up their own<br />
childcare facility, is for small- to medium-size companies to<br />
set up <strong>and</strong> run a childcare facility as part of a consortium.<br />
Each member of the consortium is responsible for only some<br />
of the places.<br />
In the late 1990s, local development companies in Kerry <strong>and</strong><br />
Galway tested the feasibility of setting up <strong>and</strong> running a<br />
childcare facility involving a consortium of <strong>employers</strong> <strong>and</strong> the<br />
lessons from these demonstration projects are shown in the<br />
following table:<br />
Challenges<br />
Time to negotiate <strong>and</strong> plan<br />
Commitment from all parties<br />
from the start<br />
Key people may leave the<br />
company<br />
Higher priorities emerge<br />
Companies not moving at same<br />
pace in relation to needs<br />
analysis, consultation, agreement<br />
<strong>and</strong> commitment<br />
Critical Success Factors<br />
Local development Project<br />
Manager to drive the project<br />
research <strong>and</strong> development work<br />
or childcare provider negotiates<br />
<strong>and</strong> plans<br />
Commitment from senior<br />
management of participating<br />
companies<br />
Get organisation agreement at<br />
the highest level<br />
Provide the necessary<br />
questionnaire, approach,<br />
methods, information, notices<br />
etc.<br />
.. continued next page<br />
page 10
.. continued from previous page<br />
Challenges<br />
Identifying a suitable site <strong>and</strong><br />
planning permission<br />
Potential set-up costs <strong>and</strong> also<br />
rate per child to make it viable<br />
Legal structure<br />
Critical Success Factors<br />
Indicative commitment on<br />
money from outset <strong>and</strong> prefeasibility<br />
work on likely costs<br />
to parent<br />
Ownership <strong>and</strong> exit<br />
mechanisms<br />
Sufficient spaces to cater for<br />
varying needs of parties over<br />
time, may be only a “drop in the<br />
ocean” of the number of<br />
children<br />
Allocation of childcare places<br />
Imbalance between those paying<br />
for most <strong>and</strong> least places<br />
Changing age profile of<br />
employees<br />
Clear policies in relation to<br />
allocation of spaces<br />
Spread of companies will<br />
reduce this<br />
The table shows there is a wide range of factors influencing the<br />
success of setting up a childcare facility as part of a consortium.<br />
page 11
4<br />
Grants<br />
4.1 Equal Opportunity Childcare<br />
Programme 2000-2006 <strong>and</strong> National<br />
Childcare Investment Programme<br />
2006-2010<br />
The Equal Opportunity Childcare Programme (EOCP) 2000-<br />
2006, which is administered by the Department of Justice 1 ,<br />
facilitates further development <strong>and</strong> expansion of childcare<br />
facilities. The National Childcare Investment Programme 2006-<br />
2010 was announced on December 7th 2005 <strong>and</strong> came into<br />
effect on January 1st 2006. This succeeds the Equal<br />
Opportunity Childcare Programme 2000-2006.<br />
The EOCP will continue to be operational in parallel with the<br />
new Programme until all applications on h<strong>and</strong> are processed<br />
<strong>and</strong> commitments are honoured <strong>and</strong> the drawdown <strong>and</strong><br />
verification of existing grant allocations are fully complete.<br />
4.1.1 Self-Employed Childcare Providers<br />
A capital grant scheme is available for self-employed childcare<br />
providers, catering for (1) not more than 20 children at a time<br />
<strong>and</strong> (2) for over 20 children. This scheme provides support<br />
towards the building, renovation, upgrading <strong>and</strong> equipping of<br />
childcare facilities.<br />
4.1.2 Community-based<br />
A capital grant scheme is also available to communitybased/not-for-profit<br />
organisations for the establishment,<br />
renovation or upgrading of childcare facilities. Groups may<br />
apply for grant assistance based on a demonstrated childcare<br />
need in the area. The number of places which the group<br />
proposes to provide will determine the level of funding.<br />
Under the new capital grant scheme in January 2006, the<br />
maximum grant payable per project is not expected to exceed<br />
€1,000,000.<br />
until December 31st 2007. These groups will be free to apply<br />
under the new staffing lines approximately 6 months prior to<br />
the end of their EOCP funding term.<br />
4.1.3 Private Sector Childcare Providers<br />
Under the new capital grant scheme, applicants may apply for<br />
grant assistance of up to €100,000 towards the capital cost of<br />
developing a childcare service facility in an area where there<br />
is a demonstrated childcare need. An applicant may apply for<br />
more than one grant under this scheme, provided the<br />
subsequent childcare facilities are in different catchment areas<br />
<strong>and</strong> subject to an overall ceiling of €500,000 per applicant. In<br />
each case, the applicant must provide at least 25% of the total<br />
funding required for the project.<br />
Work on the project must not commence before the applicant<br />
has been notified of the decision on their application.<br />
4.1.4 Other Capital<br />
Arrangements are being made for the introduction of an<br />
improved capital grant scheme to assist childminding services<br />
<strong>and</strong> a new capital grant scheme to assist parent <strong>and</strong> toddler<br />
groups.<br />
Further information on the above grants is available from<br />
Childcare Directorate, Department of Justice, Equality <strong>and</strong> Law<br />
Reform, 72-76 St. Stephens Green, Dublin 2, lo-call: 1890 20 90<br />
30 or alternatively by e-mail at childcare_mail@justice.ie;<br />
website www.omc.gov.ie or from Pobal (formerly known as ADM<br />
Ltd.) at 01- 2400727; website www.pobal.ie<br />
In addition, staff grant assistance is also available to<br />
community-based/not for profit organisations with a strong<br />
focus on disadvantage. The staffing grant commitments made<br />
to the community-based groups under the EOCP will continue<br />
1 Pobal (formely known as ADM Ltd) will continue to implement the day-to-day operation of the EOCP as well as taking on this role under the Childcare Programme 2006 - 2010<br />
page 12
5<br />
Tax Allowances<br />
5.1 Introduction<br />
The 1999 Finance Act introduced two provisions relating to<br />
childcare:<br />
Exemption as benefit-in-kind for tax purposes of certain<br />
childcare facilities provided by <strong>employers</strong> for their<br />
employees (Section 34 Finance Act 1999)<br />
Capital allowances for buildings used for certain childcare<br />
purposes (Section 49 Finance Act 1999)<br />
These were amended by the Finance Act 2000 <strong>and</strong> 2001.<br />
5.2 BIK Exemption<br />
The provision of childcare facilities by <strong>employers</strong> are not<br />
treated as benefit-in-kind for tax purposes where<br />
or<br />
Facilities are made available solely by the employer<br />
Facilities are made available by the employer jointly<br />
with other persons <strong>and</strong> the employer is wholly or partly<br />
responsible for financing <strong>and</strong> managing the provision<br />
of the childcare service<br />
Facilities are made available by any other person or<br />
persons <strong>and</strong> the employer is wholly or partly responsible<br />
for financing <strong>and</strong> managing the provision of childcare<br />
service<br />
<strong>and</strong><br />
- The Child Care (Pre-school Services) Regulations 1996 (S.I. No.<br />
398 of 1996) are complied with fully.<br />
5.2.1 Qualifying Premises<br />
The premises may be provided solely by the employer, in<br />
partnership with or by someone else. However, the employer<br />
must be wholly or partly responsible for financing <strong>and</strong><br />
managing the provision of the service.<br />
5.2.2 Financing<br />
There must be a commitment by the employer to fund the<br />
facility or provide it with capital. Examples of this would be<br />
funding of the construction or refurbishment of the premises<br />
<strong>and</strong> equipment, staff salaries etc.<br />
It is not sufficient to simply pay for places in a crèche or<br />
nursery run by someone else.<br />
5.2.3 Managing<br />
It is not necessary for the employer to manage the day-to-day<br />
operations of the facility or have direct responsibility for the<br />
care of the children.<br />
The role envisaged for the employer in managing the facility is<br />
at a strategic level such as:<br />
Overall policy of the facility<br />
Appointing <strong>and</strong> monitoring the performance of<br />
personnel engaged to look after the children<br />
Allocation of spaces, <strong>and</strong><br />
Financial control <strong>and</strong> management.<br />
5.2.4 Benefit to the Employer<br />
Employer's PRSI<br />
If the conditions outlined in Sections 5.2.2 <strong>and</strong> 5.2.3 are<br />
satisfied, then the provision of childcare/crèche facilities to<br />
page 13
employees is exempt from Employer's PRSI. A saving equal to<br />
the Employer's PRSI on the benefit provided to the employee<br />
is made. The benefit is the difference between the cost to the<br />
employee <strong>and</strong> the open market rate for the service provided.<br />
Capital Allowances<br />
Capital allowances are available to <strong>employers</strong> that have<br />
taxable income. The capital allowances can be offset against<br />
income from the childcare centre <strong>and</strong> other income. Section<br />
5.3 elaborates on the use of capital allowances against taxable<br />
income.<br />
5.2.5 Benefit to the Employee<br />
If the conditions outlined in Sections 5.2.2 <strong>and</strong> 5.2.3 are<br />
satisfied, then the value of childcare services to the employee<br />
is not subject to Income Tax, PRSI or Health Contribution. The<br />
benefit could be savings of 42% Income Tax, Employee PRSI<br />
<strong>and</strong> Health Contribution on the cost of the childcare facilities<br />
to the employee.<br />
5.3 Capital Allowances<br />
5.3.1 Introduction<br />
Capital allowance is a method of tax depreciation used to<br />
reduce taxable trading income over a set number of years.<br />
Accelerated capital allowances at a rate of 100% are available<br />
in the first year on childcare facilities which meet the required<br />
st<strong>and</strong>ards for such facilities, as provided under the Childcare<br />
Act 1991 <strong>and</strong> the Child Care (Pre-School Services) Regulations,<br />
1996. The relief is available to all childcare facilities whether<br />
provided by <strong>employers</strong> or commercial childcare operators. The<br />
relief is available to both owners of facilities <strong>and</strong> investors<br />
who wish to invest by way of leasing arrangements. The<br />
allowances apply in respect of expenditure incurred on <strong>and</strong><br />
from December 1st 1999 on the construction, extension or<br />
refurbishment of childcare facilities. Expenditure incurred on<br />
the conversion of a building to a qualifying childcare facility is<br />
also eligible for relief.<br />
These capital allowances are also available as 15% for the first<br />
6 years <strong>and</strong> 10% in year 7.<br />
5.3.2 Impact of Capital Allowances<br />
Employer (Company)<br />
Employer A Ltd constructs a childcare centre for €500,000<br />
(excluding site costs) <strong>and</strong> leases it to a childcare operator for<br />
€20,000 per annum. Employer A Ltd has other income of<br />
€100,000 per annum.<br />
Tax relief available to Employer A Ltd. is:<br />
Year 1 €<br />
Qualifying Expenditure<br />
Capital Allowances<br />
Employer A Ltd Annual Income<br />
Capital Allowances<br />
Excess Capital Allowances<br />
Employer A Ltd’s annual income comprises of income from<br />
leasing the childcare centre to the childcare operator <strong>and</strong> the<br />
profits of the immediately preceding accounting period. The<br />
remaining unused capital allowances can be carried forward<br />
<strong>and</strong> used against the rental income of Employer A Ltd.<br />
Employer (Individual)<br />
500,000<br />
500,000<br />
120,000<br />
(500,000)<br />
380,000<br />
Employer B Individual constructs a childcare centre for<br />
€500,000 (excluding site costs) <strong>and</strong> leases it to a childcare<br />
operator for €20,000 per annum. Employer B Individual has<br />
other income of €120,000 per annum.<br />
Tax relief available to Employer B Individual is:<br />
Year 1 €<br />
Qualifying Expenditure<br />
Capital Allowances<br />
Employer B Individual Rental<br />
Income<br />
Capital Allowances<br />
Excess Capital Allowances<br />
Salary<br />
Excess Capital Allowances<br />
Restricted<br />
Taxable Salary<br />
Excess Capital Allowances Carried<br />
Forward<br />
500,000<br />
500,000<br />
20,000<br />
(500,000)<br />
480,000<br />
120,000<br />
31,743<br />
88,257<br />
448,257<br />
page 14
As the qualifying expenditure is incurred by an individual who<br />
is a passive investor (i.e. an investor who lets the property to<br />
an operator or an individual who is not an active partner in a<br />
partnership operating the childcare facility) then the<br />
maximum excess allowance (over rental income) is restricted.<br />
The maximum amount, which may be set against other<br />
income of passive investors in respect of expenditure on<br />
certain buildings is €31,743. The remaining unused capital<br />
allowances can be carried forward <strong>and</strong> used against rental<br />
income of the Employer B Individual.<br />
Childcare Operator<br />
Childcare Operator constructs a childcare centre for €500,000<br />
(excluding site costs). Childcare Operator has income of<br />
€50,000 from the childcare facility.<br />
Tax relief available to Childcare Operator is:<br />
Year 1 €<br />
Qualifying Expenditure<br />
500,000<br />
Capital Allowances<br />
500,000<br />
Income from Childcare Centre 50,000<br />
Capital Allowances<br />
(500,000)<br />
Excess Capital Allowances 450,000<br />
The excess capital allowances can be used against other<br />
income in Year 1 <strong>and</strong> any unused capital allowances can be<br />
carried forward, to be offset against income from the<br />
childcare facility in the following years.<br />
page 15
6<br />
Case Studies (Large)<br />
6.1 Northbrook Technology of Northern<br />
Irel<strong>and</strong> Ltd (NI) 2<br />
6.1.1 Background<br />
Northbrook Technology of Northern Irel<strong>and</strong> Ltd (NTNI) is a<br />
subsidiary company of a US software company Allstate<br />
Insurance Co. Located in Belfast City, it has 791 employees,<br />
28% of which are female.<br />
6.1.2 Measures<br />
NTNI introduced a number of family-friendly policies, which<br />
later formed the basis of its award-winning Work/Life Balance<br />
strategy. These include:<br />
provision of a baby car seat for all new parents<br />
baby gift hampers<br />
enhanced maternity <strong>and</strong> paternity leave<br />
flexible working<br />
One example of a flexible work schedule in NTNI is where an<br />
employee, Mrs. Kelly proposed a personal work schedule<br />
which permitted her to retain a full-time career by finishing<br />
work each day at 2.30 pm. This enabled her to collect her<br />
children from school <strong>and</strong> take them home. On Tuesday,<br />
Wednesday <strong>and</strong> Thursday evenings, she returns to the office at<br />
8.00 pm <strong>and</strong> works until 11.30 pm.<br />
6.1.3 Benefits to Employer<br />
The benefits to Northbrook are that the late evening hours<br />
overlap with the US workday. Mrs. Kelly, who works in the HR<br />
division, is available to deal with any issues that arise in the<br />
Northbrook call centre which is open until 11 pm. Mrs. Kelly<br />
also has three evenings of uninterrupted time to dedicate to<br />
report writing <strong>and</strong> other work that cannot be done effectively<br />
during the day due to a constant stream of meetings that are<br />
typical of the HR role.<br />
Northbrook had an attrition rate well below industry average<br />
between 1995 <strong>and</strong> 2002 (4-9% vs. 26%). Its absenteeism rate<br />
reduced from 14.3 days in 1991 to 3.2 days now.<br />
6.1.4 Benefits to Employees<br />
Mrs. Kelly's children are delighted to be collected from school<br />
by their mother. They can now become involved in outside<br />
school interests such as music tuition <strong>and</strong> sports.<br />
All requests for flexible work hours for childcare have been<br />
approved. Employees using family-friendly policies are more<br />
content as they have less stress due to a better balance <strong>and</strong><br />
quality of home <strong>and</strong> work life.<br />
6.2 INTEL IRELAND (ROI)<br />
6.2.1 Background<br />
Intel Irel<strong>and</strong> is a multi-national IT manufacturer with facilities<br />
<strong>and</strong> offices <strong>and</strong> approximately 4,000 employees in Irel<strong>and</strong>.<br />
6.2.2 Measures<br />
Intel Irel<strong>and</strong> operates the following childcare programmes:<br />
Family links - is a referral <strong>and</strong> information service to<br />
provide consultation, information <strong>and</strong> assistance to employees<br />
seeking help with their childcare needs. Employees make<br />
contact with the company's Family Links Co-ordinator who<br />
works through various options. Employees can also find<br />
information on education, community, entertainment <strong>and</strong><br />
childcare on the Family Links web page.<br />
Monthly Parenting Bulletins - these comprise papers<br />
on various child topics written by a parenting expert <strong>and</strong><br />
clinical psychologist. They are made available through Family<br />
Links Web <strong>and</strong> also in hard copy, which is sent to all<br />
employees monthly.<br />
Parenting <strong>and</strong> Dependent Care Seminars - every<br />
quarter, the company runs at least one seminar covering<br />
relevant topics on parenting <strong>and</strong> dependent care. Recent<br />
seminars covered topics such as coping with teenagers <strong>and</strong><br />
child behaviour.<br />
2 Source: Employers for Childcare<br />
page 16
Summer Camps - Intel Irel<strong>and</strong> runs summer camps for<br />
children (age 5 to 12 years) of employees. The camps are run<br />
to assist employees with childcare during the summer months.<br />
These are all-day programmes from 8 am to 6 pm during 4<br />
weeks of the summer holiday. This is the fifth year running<br />
the summer camp.<br />
Baby hampers - the company sends a gift of a baby<br />
hamper to congratulate employees on the birth or adoption of<br />
their baby.<br />
Kid to Work Days - twice a year, employees are invited to<br />
bring their children to work to become familiar with their<br />
work environment. It also helps the children to discover how<br />
the subjects taught in school are applied in the workplace.<br />
Childcare Development Fund - this comprises a sum<br />
of money which was allocated to develop <strong>and</strong> enhance<br />
childcare facilities in the Greater Dublin area. The money was<br />
used to provide additional facilities (montessori rooms/baby<br />
rooms, outdoor play area), after school service etc.<br />
In addition to the above programmes, Intel offers the<br />
following:<br />
Job sharing<br />
Part-time Work<br />
Telecommuting / Home-working<br />
Flexible Start Times <strong>and</strong><br />
Leave of Absence for educational <strong>and</strong> personal reasons<br />
Kids' Christmas Panto etc.<br />
6.2.3 Benefits to Employer<br />
What the employees have to say:<br />
Baby Hampers<br />
'Thought the baby hamper was very good, lovely good<br />
quality items, chocs, jigsaw <strong>and</strong> jumper, was really pleased. '<br />
Kids to Work Days<br />
'Thank you to the team who organised <strong>and</strong> co-ordinated the<br />
kids-to-work day last week. The kids thoroughly enjoyed it<br />
<strong>and</strong> thought all the activities were excellent.'<br />
Kids Summer Camp<br />
'Camp KOOL is the best <strong>and</strong> I mean 'the best' camp ever...'<br />
'I really enjoyed the Camp, it's the best I've been to.'<br />
Kids Summer Camp<br />
‘Christmas Panto is far superior to the old kids Christmas<br />
parties. Fantastic……… Oh, no it isn't……oh, yes it is!'<br />
6.3 The Penguin Group (UK)<br />
6.3.1 Background<br />
Penguin is a large private sector company based in the UK<br />
<strong>and</strong> is engaged in book publishing. Penguin has a strong<br />
ethos about positive parenting. The company has 1,200<br />
employees <strong>and</strong> 67% are female. 10% are likely to be pregnant<br />
or on maternity leave at any one time.<br />
The Penguin Group won Family Friendly Employer of the Year<br />
Award 2004.<br />
Retain valued employees<br />
Family-friendly br<strong>and</strong> for recruitment<br />
More motivated <strong>and</strong> committed staff<br />
6.2.4 Benefits to Employees<br />
Parents receive information <strong>and</strong> advice on challenges<br />
<strong>and</strong> issues related to child rearing<br />
Parents can re-integrate gradually after maternity leave<br />
Approximately 5% of employees avail of the flexible<br />
work arrangements<br />
page 17
6.3.2 Measures<br />
Penguin measures to ensure that parents get as much time<br />
with their children as possible include:<br />
30 days annual holiday leave<br />
extra time off for new mothers<br />
four weeks paid paternity leave for new fathers over the<br />
first four years of a child's life<br />
up to 15 days compassionate leave for days when<br />
children or their carers get sick<br />
positive approach to all requests for part-time work <strong>and</strong><br />
flexi-time work whenever feasible<br />
6-month career break available for family or<br />
developmental reasons<br />
pay up to £95 per month childcare allowance towards<br />
the cost of pre-school children<br />
children of staff get invited to parties <strong>and</strong> book<br />
launches<br />
6.3.3 Benefits to Employer<br />
Retains valuable employees<br />
Retains staff who are very determined - employees<br />
complete an average of 5 years service<br />
Low level of absenteeism (1.6%)<br />
High level of satisfaction with the employer's approach<br />
to work-life balance<br />
Positive external publicity about their work ethos<br />
99% of women return to work after maternity leave<br />
engaged in manufacturing. The European Board targets a 5%<br />
improvement in employee satisfaction every 2 years. Sites<br />
develop their own action plans to achieve this objective.<br />
6.4.2 Measures<br />
The overall approach is to be open <strong>and</strong> approachable to<br />
employees <strong>and</strong> to meet individual as well as business needs.<br />
Management is happy to accommodate changes in working<br />
hours where possible <strong>and</strong> staff are encouraged to discuss<br />
requests to work flexible hours with HR.<br />
The company has provided an on-site child co-ordinator two<br />
days per week to help employees find suitable childcare. The<br />
childcare co-ordinator also maintains a childminding network<br />
<strong>and</strong> helps parents find places in local nurseries. The company<br />
subsidises children while they are with childminders <strong>and</strong><br />
retains a place for a parent returning from maternity leave.<br />
The company also covers the cost of childminders' insurance,<br />
membership of the National Childminding Association <strong>and</strong><br />
training courses.<br />
The company also makes a contribution to a play-scheme for<br />
school-age children which operates during all holiday periods.<br />
The play-scheme, which is open to all employees <strong>and</strong> on-site<br />
contractors at Elida Faberge is run in partnership with other<br />
local <strong>employers</strong> including Agfa Gaevert <strong>and</strong> West Yorkshire<br />
Police.<br />
6.4.3 Benefits to Employer<br />
6.3.4 Benefits to Employees<br />
Staff know they can leave to have a child <strong>and</strong> there will<br />
be support <strong>and</strong> a job for them when they get back<br />
6.4 Elida Faberge Ltd (UK)<br />
6.4.1 Background<br />
Elida Faberge, based in Leeds, is part of a European business<br />
Retain valued member of the workforce<br />
Speeding the process of staff returning to work after<br />
maternity<br />
6.4.4 Benefits to Employees<br />
Subsidised childcare<br />
Priority in local nurseries given to children referred from<br />
employees at Elida Faberge<br />
Ease identifying quality childcare<br />
page 18
6.5 101 Great Ideas from Best Large<br />
Companies in USA 3<br />
6.5.1 Training / Information / Advice<br />
EMPLOYERS PROVIDE:<br />
Advice<br />
• 24/7 telephone <strong>and</strong> online support programme for<br />
employees who need help resolving work/life conflicts<br />
• 24-hour hotline <strong>and</strong> a website on topics like choosing a<br />
summer camp<br />
• 24-hour nurse hotline provided by Mayo Clinic<br />
• Personal parent coach to help mothers via phone <strong>and</strong><br />
internet with everything from getting newborn to sleep to<br />
communicating with teens<br />
• Five free counselling sessions if families hit a rough patch<br />
during teenage years<br />
• Assessing non-company childcare services<br />
• For female employees exploring problems encountered in<br />
balancing work <strong>and</strong> home life<br />
• Pregnancy<br />
Information<br />
• Seminars on internet safety for kids, raising kids with high<br />
self-esteem, effective communication, risk behaviours,<br />
mother-daughter book-club, smooth transition from work<br />
to parenthood <strong>and</strong> back again, having a new baby,<br />
balancing work <strong>and</strong> family, dealing with difficult teens,<br />
parenting classes<br />
• Finding non-company childcare services<br />
• Summer teens volunteer programme designed to give older<br />
kids a look at career opportunities<br />
• Webcasts <strong>and</strong> experts available through 1800 numbers to<br />
assist employees with related topics<br />
Training<br />
• Safe sitters programme to teach teens rescue skills <strong>and</strong><br />
basic first aid<br />
• Workshops on stress management<br />
• Six week FIT KIDS programme for pre-teens on healthy<br />
eating <strong>and</strong> fitness habits<br />
• Courses on kiddie kick-boxing<br />
• Training network for parents<br />
3 Examples of measures taken by specific USA companies are shown in Appendix 5<br />
6.5.2 Expectant Mothers<br />
EMPLOYERS PROVIDE:<br />
• $5,000 to $10,000 towards adoption-related expenses per<br />
child<br />
• Up to $20,000 for in-vitro fertility procedures<br />
• Infertility treatment (up to three rounds of in-vitro<br />
fertilisation <strong>and</strong> artificial insemination)<br />
• A new baby kit complete with baby seat, bib <strong>and</strong> pregnancy<br />
books<br />
• Pre-natal exercises at on-site wellness centres<br />
• Materials on pre-natal care<br />
• Every three months hold a baby shower to say<br />
congratulations<br />
• Free or discounted perks such as pregnancy massage<br />
6.5.3 New Mothers<br />
EMPLOYERS PROVIDE:<br />
• Basket of goodies with nappies, bibs, thank-you notes,<br />
infant clothes <strong>and</strong> supplies<br />
• Complimentary take-home meal from the restaurant<br />
• Laptop computer to use at home during their time off<br />
6.5.4 Lactating Mothers<br />
EMPLOYERS PROVIDE:<br />
• Phone consultations with lactation specialists<br />
• Access to lactation consultants 24/7<br />
• Breast-feeding counselling<br />
• Private pumping rooms equipped with recliners,<br />
refrigerators, sinks, internet connections, phones, light<br />
dimmers, comfortable chairs, rocking chair, ergonomic<br />
chairs, electric pump, corkboard for posting baby pictures<br />
• Buddy programmes linking employee mothers who have<br />
nursed with working mothers who have just started<br />
breastfeeding<br />
page 19
• Lactation support network<br />
• Portable professional-grade breast pump<br />
• Information packet<br />
• Contribution to purchase of a breast pump<br />
• Contribution to rental of a breast pump<br />
• Extra pump kit accessories<br />
• Discounts on lactation supplies<br />
6.5.5 Return to Work<br />
EMPLOYERS ALLOW:<br />
• Staff to phase back into their jobs (in one case can spend 8<br />
weeks phasing back on a part-time basis)<br />
• Re-integration to use flexi-time, compressed weeks <strong>and</strong><br />
telecommuting to return to work gradually after maternity<br />
leave<br />
• Provide a 3-week orientation for those out for more than 6<br />
months<br />
• Request work in a virtual office i.e. work at home full-time<br />
with equipment provided by the company<br />
6.5.6 Suite of Flexi-time Policies<br />
EMPLOYERS:<br />
• Install a new phone system that automatically forwards<br />
office calls to any phone including employees home lines<br />
• Allow compressed workweeks year round or for just a few<br />
months e.g. 4 x 10 hours, 3 x 12 hours, alternate 7 day<br />
weeks, allow workers leave early on Friday<br />
• Allow job sharing <strong>and</strong> part-time options (one company uses<br />
the web to assist in finding potential job share partners) -<br />
one company allows 2 to 6 hours per day <strong>and</strong> start <strong>and</strong><br />
finish when you like<br />
• Allow school hours only with no summers<br />
• Allow 3-month sabbatical with only 5-year service i.e. fully<br />
paid for the first month <strong>and</strong> partly paid for months 2 <strong>and</strong> 3<br />
• Allow alternative start <strong>and</strong> finish times (start as early as 6<br />
am <strong>and</strong> leave as early as 3 pm)<br />
• Increase number of weekend positions<br />
• Allow telecommuting<br />
• Give one day per year that can be taken without notice<br />
• Allow working a few hours at the weekend in order to be<br />
available for after-school activities<br />
• Allow access to intranet portal from outside the office<br />
6.5.7 Leave<br />
EMPLOYERS OFFER:<br />
• 26-week maternity leave<br />
• Mothers the opportunity to take 2 weeks paid leave<br />
before due date <strong>and</strong> 6 weeks after<br />
• 6 to 13 weeks paid leave<br />
• Fathers can take 3 paid weeks anytime within the child's<br />
first year<br />
• New fathers <strong>and</strong> adoptive parents get 8 weeks paid leave<br />
• 26-week unpaid family leave for paternity, adoption,<br />
placement for a foster child<br />
• New parents including adoptive parents, with at least 1<br />
year service, 52 weeks of job guaranteed time off<br />
• Shared Leave Bank which allows employees to donate days<br />
off to one another<br />
• Mothers encountering any post-baby complications<br />
additional short term disability leave with pay<br />
• Employees up to 5 days of family sick leave per year<br />
• New mothers <strong>and</strong> fathers 12 weeks of job guaranteed leave<br />
beyond the legislated 12<br />
• Extended personal leave of up to 52 weeks for reasons such<br />
as taking care of a family emergency<br />
6.5.8 Childcare Services<br />
EMPLOYERS PROVIDE:<br />
• Parent employees on or near site day care facilities with<br />
part-time, full-time <strong>and</strong> back-up programmes<br />
• Discounts (10%) at back-up childcare centres<br />
• $50 a day for 20 weekdays <strong>and</strong> unlimited weekend of backup<br />
care<br />
• 100 hours back-up care per year at $2 per child for drop-in<br />
<strong>and</strong> $4 per child for in-home care<br />
• Re-imburse the child care expenses of employees who work<br />
overtime on urgent projects<br />
• 24-hour care giver on-call service for in-home childcare at<br />
$25 per day<br />
• Childcare benefits to gr<strong>and</strong>children<br />
• 90% of the costs for up to 10 days in-home or centre-based<br />
back-up services<br />
• Before <strong>and</strong> after school <strong>and</strong> holiday <strong>and</strong> summer<br />
programmes<br />
• Subsidies of up to 45% at two on-site childcare centres<br />
page 20
• Resource <strong>and</strong> referral service<br />
• Company athletic clubs as a back-up care facility where the<br />
children can play basketball, swim or do arts <strong>and</strong> crafts<br />
• Summer camps onsite or similar re-imbursements for kids<br />
in other programmes<br />
• 10% match for employees' dependent-care flexible<br />
spending accounts<br />
• Parents' nights out babysitting twice a year<br />
• Day care centres to staff on a sliding scale <strong>and</strong> employees<br />
who use alternative childcare receive a subsidy of $1,040<br />
per year<br />
• Employees with the opportunity to view their kids at play<br />
from their desktops<br />
• Virtual childcare programme including 80 hours of free inhome<br />
child care, back-up care <strong>and</strong> discounts at area<br />
centres, summer programmes, referrals <strong>and</strong> flexible<br />
spending accounts<br />
• Ten slots for emergencies at a local day care centre<br />
• Separate on-site sick childcare centre with nursing services<br />
• Local school guarantees enrolment of children of company<br />
employees<br />
page 21
7<br />
Case Studies (Medium)<br />
7.1 Botanic Inns (NI)<br />
7.1.1 Background<br />
Botanic Inns is in the hospitality industry in Northern Irel<strong>and</strong><br />
<strong>and</strong> employs between 100 to 150 staff. In recent years, it set<br />
about putting in place a childcare strategy to retain many of<br />
its skilled <strong>and</strong> valued employees that were starting to take on<br />
caring responsibilities. As a result of its childcare strategy, it<br />
was awarded The Boss on Board Award in 2005.<br />
7.1.2 Measures<br />
The following measures are operated:<br />
- Recognition of births (bouquets for parents, personalised<br />
babygros etc)<br />
- Enhanced paternity <strong>and</strong> maternity leave<br />
- Maternity packs<br />
- Flexible work arrangements (part-time, term-time, career<br />
breaks, phased return etc)<br />
- Annual family fun day (all employees, extended families<br />
<strong>and</strong> friends invited to fun day <strong>and</strong> proceeds donated to<br />
charity)<br />
- Father's Day event<br />
- Free family photo (for Botanic Inn parents <strong>and</strong> babies)<br />
- Childcare Vouchers to assist working parents with the cost<br />
of childcare<br />
7.1.3 Benefits to Employer<br />
There is increased staff commitment <strong>and</strong> loyalty as<br />
indicated by the rankings in The Sunday Times Best<br />
Companies (68th) <strong>and</strong> Financial Times Great Workplaces<br />
(35th) in 2005. Staff short-term absenteeism has reduced<br />
to 1.9% <strong>and</strong> Botanic Inns has improved its reputation<br />
as an employer of choice which gives rise to attracting<br />
a more varied workforce.<br />
7.1.4 Benefits to Employee<br />
There is no feeling of guilt as managers are<br />
underst<strong>and</strong>ing <strong>and</strong> accommodating of certain<br />
circumstances. Staff feel part of a family <strong>and</strong><br />
valued. Staff are in receipt of financial assistance<br />
towards childcare costs.<br />
7.2 Listawood Ltd (UK)<br />
7.2.1 Background<br />
Listawood is a family business with 137 employees producing<br />
promotional magnets, mouse mats <strong>and</strong> WoW-Mugs. Familyfriendly<br />
culture is an integral part of the Listawood business<br />
as the company operates an open culture <strong>and</strong> value staff lives<br />
outside work as well as looking after their customers.<br />
In 2001, Listawood was voted UK Medium Employer of the<br />
Year. Listawood's commercial success was also recognised by<br />
the UK business gift trade association (PROMOTA) which gave<br />
it the Supplier of the Year Award.<br />
7.2.2 Measures<br />
Flexible working is at the core of the company's philosophy to<br />
ensure mutual respect <strong>and</strong> to encourage staff to learn <strong>and</strong><br />
develop.<br />
Staggered hours, compressed working weeks, job share,<br />
annualised hours <strong>and</strong> term-time working are all in operation<br />
in Listawood. Approximately three quarters of the staff's<br />
working patterns are different to the norm. Many choose to<br />
work part-time <strong>and</strong> one-third of the managers are equipped<br />
with laptops so they can work from home.<br />
Maternity pay is £100 per week for 26 weeks, <strong>and</strong> there is no<br />
problem taking additional unpaid leave. Staff are encouraged<br />
to return when they feel comfortable.<br />
page 22
7.2.3 Benefits to the Employer<br />
7.3.3 Benefits to Employer<br />
Staff are willing to give a great deal of commitment <strong>and</strong><br />
loyalty<br />
Staff work with great initiative <strong>and</strong> minimum of<br />
supervision<br />
Staff acquire skills <strong>and</strong> responsibilities<br />
As staff are more satisfied with their working conditions<br />
they more readily take ownership of their work <strong>and</strong><br />
provide a better service to their customers. This high<br />
level of customer service through satisfied staff gives<br />
the company a competitive edge.<br />
7.2.4 Benefits to the Employee<br />
Staff are more flexible <strong>and</strong> wasted project <strong>and</strong><br />
management time is a thing of the past.<br />
Staff can agree their work patterns <strong>and</strong> hours according<br />
to their wider work-life needs<br />
Staff are consulted in relation to work <strong>and</strong> life issues<br />
End to long-hours culture<br />
7.3.4 Benefits to Employee<br />
Staff can meet their family <strong>and</strong> business needs through<br />
the flexible work arrangements<br />
7.3 Farrelly Facilities & Engineering Ltd<br />
(UK)<br />
7.3.1 Background<br />
Farrelly Facilities & Engineering designs, installs <strong>and</strong> maintains<br />
heating, ventilation <strong>and</strong> air conditioning systems <strong>and</strong> supplies<br />
power wiring <strong>and</strong> controls throughout the UK. Of its 50<br />
employees, 12% are female <strong>and</strong> 90% of them return to work<br />
after maternity leave.<br />
7.3.2 Measures<br />
The following policies are operated:<br />
• Parental leave<br />
• Leave for children's medical leave <strong>and</strong> school holidays<br />
• Parents' working hours are flexible to fit around childcare<br />
<strong>and</strong> school arrangements<br />
• Football <strong>and</strong> entertainment evenings for Farrelly staff are<br />
encouraged<br />
In practice<br />
• Parents with school/nursery runs start work around 9.15 to<br />
9.30 am <strong>and</strong> finish around 3pm<br />
• 80% of staff take extended annual leave for school holidays<br />
<strong>and</strong> other family matters<br />
• Up to 85% of employees take advantage of Farrelly's<br />
flexible working hours scheme<br />
page 23
8<br />
Case Studies (Small)<br />
8.1 Calor Gas NI Ltd (NI)<br />
8.1.1 Background<br />
Calor Gas NI Ltd is a distributor of liquefied petroleum gas.<br />
The business is located in Belfast <strong>and</strong> employs 72 staff.<br />
8.1.2 Measures<br />
One of the measures operated at Calor Gas NI is reduced<br />
hours following maternity leave. Gillian Witherow worked for<br />
Calor Gas Northern Irel<strong>and</strong> as a HR Officer for 4 years on a<br />
full-time basis until she had her first child. After her maternity<br />
leave, Gillian returned to work on a 3-day basis. Following the<br />
birth of her second child, Gillian returned to work on a 2-day<br />
week basis. Now that her son has settled into a nursery, Gillian<br />
has resumed working a 3-day a week.<br />
8.1.3 Benefits to Employer<br />
Calor Gas has benefited from this arrangement with<br />
Gillian in that they have been able to keep a valued<br />
member of staff <strong>and</strong> have not had the costs of<br />
recruiting <strong>and</strong> training a new employee.<br />
8.1.4 Benefits to Employee<br />
Gillian feels that by working part-time she is both more<br />
focused at home <strong>and</strong> in the workplace. She feels that<br />
she was allowed get the balance of work <strong>and</strong> home<br />
right after having her two children.<br />
8.2.2 Measures<br />
Individualised flexible working <strong>and</strong> leave arrangements are<br />
agreed to suit staff requirements.<br />
One employee bought 24 additional days annual leave which<br />
was deducted from her salary at two days per month so she<br />
could spend all school holidays with her children. A maternity<br />
returner works a three-day week for the moment, choosing<br />
her days <strong>and</strong> hours. One father works a seven-day fortnight so<br />
he can share childcare with his wife. Another father works a<br />
compressed (four day) full-time week, as does the MD. Two<br />
trainers arrive to work after they have met their childcare<br />
needs.<br />
Children are welcome to come into the office when staff<br />
childcare arrangements breakdown.<br />
Regular (3/4 times per year) checking on staff satisfaction in<br />
relation to work-life-balance.<br />
8.2.3 Benefits to Employer<br />
Open phone lines to clients for an extra half hour per<br />
day<br />
Unsolicited CVs from prospective employees<br />
Employee parents are more motivated <strong>and</strong> confident to<br />
perform their job well<br />
Employee parents are more focused at work <strong>and</strong><br />
committed to the organisation<br />
Absenteeism is reduced <strong>and</strong> retention increased<br />
8.2 Happy Computers (UK)<br />
8.2.1 Background<br />
Happy Computers is a small private company engaged in<br />
computer training <strong>and</strong> operating in London <strong>and</strong> South-East<br />
Engl<strong>and</strong>. The company won Employer of the Year Innovation<br />
Award in 2003.<br />
8.2.4 Benefits to Employees<br />
Flexibility<br />
Working long hours is discouraged<br />
Staff are judged by results, not hours worked<br />
Emergency childcare<br />
page 24
8.3 Fish.Net (UK)<br />
8.3.1 Background<br />
Fish.Net, is a small IT consultancy offering web-related<br />
business services. It employs 9 permanent <strong>and</strong> 2 contract staff<br />
<strong>and</strong> operates in North-West Engl<strong>and</strong>.<br />
8.3.4 Benefit to Employees<br />
It is flexible <strong>and</strong> work can be fitted in with caring<br />
responsibilities for young children.<br />
There is a supportive culture <strong>and</strong> childcare is not seen<br />
as a problem<br />
It takes full advantage of its technology environment to<br />
facilitate flexible learning.<br />
8.3.2 Measures<br />
Staff can work remotely by dialling into the office computer or<br />
those of their clients.<br />
Staff can work flexi-hours as most of their business is project<br />
based.<br />
The company has a room with colouring pens <strong>and</strong> squash<br />
where employee's older children can come after school <strong>and</strong><br />
do their homework or play if they need to.<br />
8.3.3 Benefits to Employer<br />
There is a larger pool to choose from when the<br />
company adapts to people with child-caring<br />
responsibilities.<br />
The employee is not made feel guilty <strong>and</strong> told to take<br />
time off as holiday.<br />
8.4 Ideas From SMEs in UK<br />
8.4.1 Approaches to Flexible Working<br />
Arrangements<br />
Best Practice SME Employers:<br />
• Articulate ethos of flexibility<br />
• Apply flexible working arrangements to all staff<br />
• Base their arrangements on individual requests<br />
• Organise work to allow flexible working arrangements<br />
• Formalise informal arrangements<br />
• Engage in open <strong>and</strong> effective communication<br />
• Overlap recruitment strategies <strong>and</strong> working arrangements<br />
to meet the needs of the workforce recruited<br />
• Encourage trust, responsibility <strong>and</strong> autonomy in all of the<br />
workforce<br />
8.4.2 Individual Balance Sheet<br />
Employees make the business case by storing up credit (from<br />
increased productivity, flexibility, overtime) in advance.<br />
8.4.3 Multi-skilled Team<br />
Employees are encouraged to become multi-skilled <strong>and</strong><br />
support each other in work-based teams to cover for any type<br />
of leave. Employees learn to do other jobs by doing<br />
sabbaticals in other's teams.<br />
One company operated a points system whereby points were<br />
given for low sickness, hard work, loyalty <strong>and</strong> being a good<br />
team member.<br />
page 25
9<br />
Appendices <br />
APPENDIX 1 28<br />
Childcare legal Context<br />
APPENDIX 2 32<br />
Sample Policy Statements<br />
APPENDIX 3 34<br />
Contact Details for County<br />
<strong>and</strong> City Childcare Committees<br />
APPENDIX 4 38<br />
Sample Employee Childcare<br />
Needs Questionnaire<br />
APPENDIX 5 41<br />
Examples from Best USA<br />
Companies
10<br />
Appendix 1: Childcare Legal Context<br />
10.1 Introduction<br />
The legal provisions on maternity in employment are<br />
contained in the Maternity Protection Acts 1994 <strong>and</strong> 2004, the<br />
Unfair Dismissals Acts 1977 - 2001 <strong>and</strong> the Safety, Health <strong>and</strong><br />
Welfare at Work (pregnant employees) Regulation 2000.<br />
The legislations covers:<br />
1. All pregnant employees<br />
2. All employees for a period of 14 weeks after they have<br />
given birth, <strong>and</strong><br />
3. All employees who are breastfeeding for a period of up to<br />
26 weeks from the date of birth provided they have<br />
informed their employer of their condition.<br />
10.2 Maternity Protection Act, 1994<br />
<strong>and</strong> 2004<br />
From March 2006, any pregnant employee is entitled to 22<br />
consecutive weeks' maternity leave. Four of the 22 weeks have<br />
to be taken before the end of the week of the expected date<br />
of confinement <strong>and</strong> 4 weeks after. From March 2007, this will<br />
be increased by a further 4 weeks which will entitle mothers<br />
of new-born children a full six months of paid maternity<br />
leave.<br />
Should confinement take place 4 weeks or more before the<br />
expected week of confinement, the employee is entitled to a<br />
full 22 weeks beginning on the date of the birth, or the first<br />
day of maternity leave (if she is already on leave) whichever is<br />
the earlier.<br />
Should the birth take place later than expected <strong>and</strong> the<br />
employee has less than 4 weeks leave after confinement, the<br />
minimum period will be extended by up to but not more than<br />
4 weeks to ensure that she has 4 weeks after the birth.<br />
There is no entitlement to statutory maternity leave for a<br />
miscarriage occurring up to <strong>and</strong> including the 24th week of<br />
pregnancy. Any confinement occurring after the 24th week,<br />
even if it does not result in a live birth, is covered by the Act.<br />
There is no obligation on <strong>employers</strong> to pay women on<br />
maternity leave unless there is an agreement to the contrary<br />
based on the terms of the contract of employment. An<br />
employee may qualify for a Social Welfare payment/ Maternity<br />
Benefit from the Department of Social <strong>and</strong> Family Affairs.<br />
Social Welfare maternity is 80% of an employee's reckonable<br />
earnings to a ceiling of €12,000. The minimum maternity<br />
benefit for 2005 was €165.60 <strong>and</strong> the maximum rate was<br />
€249 per week.<br />
At the end of the maternity leave, the employee must be<br />
allowed to return to her old job.<br />
From March 2006, employees who have taken maternity leave<br />
have the right to take 12 consecutive weeks additional<br />
maternity leave if they so desire. This will be increased by<br />
another 4 weeks in 2007, bringing the total unpaid maternity<br />
leave to 16 weeks. There is no entitlement to social welfare<br />
maternity benefit during this period. The employer is not<br />
obliged unless there is an agreement to the contrary, to make<br />
payment during the additional maternity leave.<br />
For 2006, the combined paid <strong>and</strong> unpaid maternity leave is 34<br />
weeks <strong>and</strong> for 2007 it is 42 weeks. In addition, there is an<br />
entitlement to 14 weeks of unpaid parental leave as outlined<br />
in a later section.<br />
The Maternity Protection Bill 2003 provides for paid time off<br />
for the mother to attend a set of ante-natal classes <strong>and</strong> for the<br />
father to attend the last two such classes.<br />
10.2.1 Notification<br />
THE EMPLOYEE MUST:<br />
Give the employer notice in writing, enclosing a<br />
medical certificate confirming the pregnancy <strong>and</strong><br />
indicating the expected week of confinement<br />
Give the employer notice four weeks before the<br />
beginning of maternity leave i.e. eight weeks before<br />
it is expected the baby will be born<br />
Give the employer notice of additional maternity leave<br />
page 28
at least four weeks before the day on which her<br />
additional maternity leave is due to commence<br />
Give the employer 4 weeks written notice of her<br />
intention to return after her maternity leave<br />
Give the employer at least 2 weeks notice before the<br />
first ante-natal class <strong>and</strong> appropriate documentation,<br />
giving the dates <strong>and</strong> times of the classes, <strong>and</strong><br />
Take additional maternity leave immediately following<br />
ordinary maternity leave.<br />
If an employee fails to give the four weeks written notification<br />
of her return to work that may be a fair reason for her<br />
dismissal.<br />
Fathers are only entitled to maternity leave if the mother dies<br />
while on maternity leave. In these circumstances, the father<br />
may be entitled to the unused part of the mother's leave.<br />
10.3 Maternity Protection (Protection of<br />
Mothers who are Breastfeeding)<br />
Regulations 2004<br />
An employee who is breastfeeding <strong>and</strong> to whom Maternity Act<br />
1994 (No. 34 of 1994) applies shall be entitled, without loss of<br />
pay, to take one hour off from her work each working day as a<br />
breastfeeding break which may be taken in the form of:<br />
- One break of 60 minutes<br />
- Two breaks of 30 minutes each, or<br />
- Three breaks of 20 minutes each or in such other manner<br />
<strong>and</strong> duration as may be agreed by her <strong>and</strong> her employer.<br />
An employee who is breastfeeding shall be entitled, without<br />
loss of pay to have her working hours reduced by one or any<br />
combination as shown above.<br />
Part-time employees who are breast-feeding are entitled to<br />
the same conditions on a pro-rata basis.<br />
10.3.1 Notification<br />
The employee who is breastfeeding <strong>and</strong> wishes to exercise her<br />
entitlements must:<br />
Notify the employer as soon as is reasonably practicable<br />
or not later than the date shown in Maternity Act 1994<br />
<strong>and</strong><br />
Furnish if requested, the birth certificate of the child<br />
concerned or any other document establishing the date<br />
of birth of the child.<br />
10.4 Adoptive Leave Act, 1995<br />
The Act entitles female employees, <strong>and</strong> in certain<br />
circumstances male employees, to employment leave for the<br />
purposes of child adoption. The leave entitlement is for 16<br />
weeks after the adoption takes place, but an additional 8<br />
weeks unpaid leave may be claimed.<br />
During the adoptive leave, all normal contractual entitlements<br />
other than wages or salary are maintained. The Social Welfare<br />
Acts provide the payment of an adoptive allowance for<br />
employees taking Statutory Adoptive Leave.<br />
At the end of the adoptive leave, the employees must be<br />
allowed to return to their old job.<br />
10.4.1 Notification<br />
THE EMPLOYEE MUST:<br />
Give the employer a minimum of 4 weeks notice<br />
before the expected placement of the child<br />
Give the employer notice in writing at least 4 weeks<br />
beforeh<strong>and</strong> of their intention to take additional<br />
adoptive leave<br />
Give the employer written notice at least 4 weeks<br />
before the date on which she/he intends to return to<br />
work after adoptive or additional adoptive leave<br />
Take additional adoptive leave immediately following<br />
ordinary adoptive leave, <strong>and</strong><br />
Furnish the employer with a certificate of placement<br />
(in the case of <strong>Irish</strong> adoptions).<br />
page 29
10.5 Parental Leave Act 1998<br />
This Act entitles employees to avail of unpaid leave from<br />
employment to enable them to take care of their young<br />
children, <strong>and</strong> for a limited paid leave (force majeure leave) to<br />
enable employees to deal with family emergencies resulting<br />
from injury or illness of certain family members.<br />
matters connected therewith. Furthermore, the Act protects an<br />
employee who exercises or proposes to exercise a right under<br />
the Maternity Acts, 1994 <strong>and</strong> 2004, to any form of protective<br />
leave or natal care absence.<br />
The employee does not have to have 52 weeks continuous<br />
service to be covered by the Unfair Dismissal Acts.<br />
Parental leave may be taken as a continuous block of 14<br />
weeks in a 12-month period or with agreement of the<br />
employer, broken up over a period of time. The leave must be<br />
taken before the child is aged 5 years.<br />
10.7 Safety, Health <strong>and</strong> Welfare at Work<br />
(Pregnant Employees) Regulations<br />
2000<br />
Employees are entitled to Force Majeure leave provided it<br />
does not exceed 3 days in any 12 consecutive months or 5<br />
days in any 36 consecutive months. The employee is entitled<br />
to be paid while on such leave.<br />
Generally, employees must have at least one year's continuous<br />
service with the employer before s/he is entitled to take<br />
parental leave. Where there is less than one year's service,<br />
parental leave entitlement is on a pro-rata basis.<br />
Each parent has a separate entitlement to parental leave from<br />
his or her job. The leave may not be transferred between the<br />
parents i.e. the mother's leave may not be transferred to the<br />
father or vice versa.<br />
Employers may decide to postpone granting parental leave for<br />
up to 6 months if it would have substantial adverse effects on<br />
business. If that is the case, the employer must do so before a<br />
confirmation document is signed.<br />
10.5.1 Notification<br />
THE EMPLOYEE MUST:<br />
Give written notice of their intention to take parental<br />
leave, not later than 6 weeks before commencement of<br />
the leave.<br />
10.6 Unfair Dismissal Acts, 1997 - 2001<br />
This Act protects an employee against dismissal on the<br />
grounds of pregnancy, giving birth or breast-feeding or for any<br />
The Regulations cover employees who (1) are pregnant (2)<br />
have recently given birth (3) are breastfeeding <strong>and</strong> who have<br />
notified their employer of their condition.<br />
Employers must assess any risk to the employee mentioned in<br />
(1) to (3) above from exposure to a hazard. Employers are<br />
obliged to inform employees or their safety representatives on<br />
the results of hazard assessments carried out in accordance<br />
with the regulations <strong>and</strong> the measures to be taken concerning<br />
employee's safety <strong>and</strong> health.<br />
If any risk is found <strong>and</strong> it is not possible to ensure the safety<br />
or health of the employee through protective or preventative<br />
measures, then the employer must adjust temporarily the<br />
working conditions so that the risk is avoided.<br />
If this is not feasible, then the employee must be given health<br />
<strong>and</strong> safety leave.<br />
The employee is entitled to be paid by the employer for the<br />
first 21 calendar days of health <strong>and</strong> safety leave granted in<br />
any period surrounding a pregnancy. During the remaining<br />
leave, the employee will receive a health <strong>and</strong> safety benefit<br />
from Social Welfare.<br />
If the circumstances change for the employee such that she is<br />
no longer vulnerable to the risk, then she is obliged to inform<br />
her employer in writing as soon as is practical. If the<br />
<strong>employers</strong>' circumstances change so that they can offer<br />
suitable alternative work, then they may notify the employee<br />
<strong>and</strong> the safety <strong>and</strong> health leave will terminate 7 days after the<br />
employer's notification.<br />
page 30
10.8 Disputes Under the Acts<br />
Disputes under the Acts go initially to a Rights Commissioner<br />
<strong>and</strong> only on appeal to the Employment Appeals Tribunal <strong>and</strong><br />
may be appealed to the High Court on a point of law.<br />
Disputes in relation to the health <strong>and</strong> safety regulations are<br />
taken to the Health <strong>and</strong> Safety Authority <strong>and</strong> on appeal to the<br />
civil courts.<br />
page 31
11<br />
Appendix 2: Sample Policy Statements<br />
11.1 Maternity Leave<br />
All female employees are entitled to 18 weeks maternity leave.<br />
Maternity leave must commence no later than 2 weeks before<br />
the end of the expected week of confinement. During this<br />
time, employees will be treated as if they were still present in<br />
their job with all contractual benefits still applying. On return<br />
to work, they will be entitled to return to the same job under<br />
the same terms <strong>and</strong> conditions as before.<br />
11.2 Additional Maternity Leave<br />
An employee who has taken 18 weeks maternity leave may<br />
also take another 8 additional weeks (unpaid) commencing<br />
immediately after her 18 weeks maternity leave.<br />
Additional maternity leave will count for employment rights<br />
such as service <strong>and</strong> accrual of annual leave <strong>and</strong> public<br />
holidays.<br />
Please advise your manager as soon as possible that you are<br />
pregnant, as this is crucial in case extra precautions are<br />
needed to protect the health <strong>and</strong> safety of both you <strong>and</strong> your<br />
baby.<br />
11.2.1 Procedure<br />
• Discuss with your manager your intention to take maternity<br />
leave<br />
• Confirm your date of intention to take this leave at least 2-<br />
4 weeks prior to the leave<br />
• Attach a copy of the doctor's certificate confirming the<br />
expected date of birth of the baby<br />
• 4 weeks before you return to work you must confirm your<br />
intention of returning in writing<br />
• Should you wish to take 8 weeks additional maternity<br />
leave, you must request this 4 weeks in advance of the end<br />
of your 18 weeks maternity leave, stating your intention to<br />
take this extra leave<br />
11.3 Ante-Natal/Post-Natal Visits<br />
All female employees are entitled to paid time off for one set<br />
of ante-natal <strong>and</strong> doctor's visits. Please provide medical<br />
certificates to your manager two weeks in advance of each<br />
visit so that the appropriate arrangements can be made for<br />
your absence.<br />
11.4 Maternity Benefit<br />
Employees who have paid the required PRSI contributions<br />
may qualify for payment from the Department of Social,<br />
Community <strong>and</strong> Family Affairs during the 18 weeks maternity<br />
leave but not for the (optional) 8 weeks additional leave.<br />
11.5 Parental Leave<br />
Any full-time permanent employee (with one year's service)<br />
who is a natural or adoptive parent (male <strong>and</strong> female) is<br />
entitled to 14 weeks unpaid leave to enable him/her to take<br />
care of his/her child. If you have less than one year's service<br />
<strong>and</strong> your child is reaching the age threshold (5) <strong>and</strong> you have<br />
over three months service, the entitlement will be one week<br />
for each month worked with the company.<br />
During this time, employees will be treated as if they were still<br />
present in their job with all contractual benefits still applying<br />
with the exception of pay. To qualify for this, the child must<br />
be born after June 3rd 1996 <strong>and</strong> be under five years of age<br />
<strong>and</strong> up to 8 in cases of adoption.<br />
11.5.1 Procedure<br />
• Talk to your manager about your intention to take parental<br />
leave a minimum of six weeks in advance<br />
• Complete the 'Notice for Parental Leave Form' detailing<br />
how long you wish to take leave etc.<br />
• Retain a copy of this form <strong>and</strong> forward one copy to your<br />
manager<br />
• On receiving approval from your manager you will receive a<br />
confirmation document outlining the terms of this<br />
arrangement. Please retain this for your records<br />
In so far as is feasible, all employees will be entitled to return<br />
to their normal job on completion of their period of parental<br />
leave. Any employee abusing their entitlement to parental<br />
leave will immediately have their parental leave entitlement<br />
terminated <strong>and</strong> will be subject to the disciplinary process.<br />
page 32
11.6 Force Majeure Leave<br />
All employees are entitled to 3 days paid leave in a 12-month<br />
period or 5 days in 36 consecutive months in the event of<br />
illness or injury <strong>and</strong> their assistance is required. Any<br />
employee wishing to take Force Majeure leave may do so in<br />
respect of:<br />
Child/adoptive child<br />
Spouse/partner<br />
Brother/sister<br />
Person to whom they are in loco parentis<br />
Force Majeure Leave is available to any employee whose<br />
situation meets the following criteria:<br />
1. Urgent<br />
2. Immediate<br />
3. Indispensable<br />
11.6.1. Procedure:<br />
• Give notice where possible - either telephone your<br />
manager or speak to the office manager<br />
• Where possible, give some explanation for absence on your<br />
return by completing the force majeure leave form located<br />
in 'My Documents/parental leave/force majeure leave<br />
form' <strong>and</strong> forwarding it to your manager<br />
• All information exchanged for this absence will remain<br />
strictly confidential<br />
points, lockable door, comfortable chairs, a table, h<strong>and</strong><br />
washing facilities, a fridge (where possible) a secure breast<br />
pump storage area, as well as the use of a company<br />
provided electric breast pump (where possible).<br />
• Access to breastfeeding resources. Employees who are<br />
pregnant or considering parenthood will be provided with<br />
the booklet “Combining Breastfeeding <strong>and</strong> Work” along<br />
with information on maternity leave/parental leave<br />
entitlements <strong>and</strong> work/life balance information<br />
Flexible work options: Employed expectant <strong>and</strong> new mothers<br />
can negotiate flexible work options (such as flexi-time, parttime,<br />
job sharing <strong>and</strong> home based work) with her employer,<br />
taking in account both the employee's <strong>and</strong> organisation's<br />
needs<br />
11.7 Breastfeeding<br />
We, (Employer) recognise the importance of breastfeeding <strong>and</strong><br />
undertake to promote <strong>and</strong> support breastfeeding by providing<br />
the facilities <strong>and</strong> supports necessary to enable mothers in our<br />
workforce to combine breastfeeding with their work.<br />
Facilities <strong>and</strong> support include:<br />
• The provision of breastfeeding breaks. The timing of these<br />
paid breaks can be negotiated between the employed<br />
breastfeeding mother <strong>and</strong> her line manager or supervisor<br />
• For the purposes of breastfeeding or breast milk expression<br />
access will be provided to a clean, private room with power<br />
page 33
12<br />
Appendix 3:<br />
Contact Details for County<br />
<strong>and</strong> City Childcare Committees<br />
CCC Name Chairperson Co-ordinator Treasurer Administrator CCC Contact<br />
Addresses<br />
Telephone Fax Email Website<br />
Carlow Anne Áine Gahan Markita Mulvey Maria Hassan 16 Dublin Rd. 059 91 40244/ 059 914 0651 carlowccc@eircom.net www.carlowccc.com<br />
Carpenter Jannette Carlow Town 40782/40789<br />
Kavanagh<br />
Cavan Ann Hanley Treasa Quigley Anne Clarke Eimear Carron Railway Station 049 9529882 049 9529881 cavanccc@oceanfree.net www.cavanccc.ie<br />
Belturbet<br />
Co. Cavan<br />
Clare Joe Arkins Karen Pat Shannon Martina 1 Kilrush Rd. 065 6864862 065 6865515 info@clarechildcare.ie www.clarechildcare.ie<br />
McCarthy O’Loughlin Ennis<br />
Co. Clare<br />
Cork City Catherine Kathryn Jim Elizabeth 29 Penrose Wharf 021 4507942 021 4507914 corkcitychildcare1@eircom.net www.corkcitychildcare.ie<br />
Sheehan O’Riordan O’Donovan Horgan Cork<br />
Cork County Margaret Karen Vacant Rose O’Brien Floor 2 022 26648 022 26649 corkchildcare@eircom.net www.corkchildcare.ie<br />
O’Donovan McDonnell The Mill<br />
Co. Cork<br />
Donegal Dr. Martin Maria Gallo Shauna Maud McClean Glenview <strong>Business</strong> 074 9132416 074 9130314 info@donegalchildcare.com www.donegalchildcare.com<br />
Gormley McClenaghan Park, Donegal Rd.<br />
Ballybofey<br />
Co. Donegal<br />
Dublin City Carmel Nuala Vacant Geraldine Block 4, Floor l 01 2223073 01 2222162 dccc@dublincity.ie www.childcareonline.ie<br />
Brennan Nic Giobuin Gannon Dublin City Council<br />
Civic Offices<br />
Woodquay<br />
Dublin 8<br />
Dun Neil Brown Michéle Niamh Harriet 5a Woodpark 01 2368030 01 2368012 info@dlrcountychildcare.ie www.dlrcountychildcare.ie<br />
Laoghaire Relihan Flemming Sherlock Sallynoggin<br />
Rathdown Co. Dublin<br />
Fingal Grainne Burke Michelle Butler To be Helen ABCO KOVEX 01 8077660 01 8077669 info@fingalcountychildcare.ie www.fingalcountychildcare.ie<br />
(Acting confirmed Campbell Building<br />
Chairperson) Swords <strong>Business</strong><br />
Park, Swords,<br />
Co. Dublin<br />
Galway Alex MacLean Mary Giblin Alex MacLean Susanne 9B Liosban 091 752039 091 735701 mail@galwaychildcare.com www.galwaychildcare.com<br />
Burke Retail Centre<br />
Tuam Rd, Galway<br />
Kerry Sean Linnane Oonagh Chris Coffey Pamela 1 Powers Court 066 7181582 066 7102945 info@kerrycountychildcare.com www.kerrycountychildcare.com<br />
Fleming Curran Boherbee, Tralee<br />
Co. Kerry<br />
Kildare Pat Leogue Julie Mary Alison Kelly The Woods 045 861307 045 982411 info@kildarechildcare.ie www.kildarechildcare.ie<br />
McNamara Fitzpatrick Clane, Co. Kildare<br />
page 34
Contact Details for County <strong>and</strong> City Childcare Committees (cont’d)<br />
CCC Name Chairperson Co-ordinator Treasurer Administrator CCC Contact<br />
Addresses<br />
Telephone Fax Email Website<br />
Kilkenny Eileen Curtis Gretta Murphy Bernie Byrne Olivia Delaney Rear Choill Mhuire 056 7752865 056 7786903 kkccc@eircom.net www.kkccc.ie<br />
Glendine Rd.<br />
Kilkenny<br />
Laois Fionn Bardon Muriel Dominic Irene 6 Lismard Court 057 8661029 057 8681970 laoischildcare@eircom.net www.laoischildcare.ie<br />
Dempsey Hartnett Ogbulafor Portlaoise<br />
Co. Laois<br />
Leitrim Paschal Aedamar Tom Lavin Olivia Nolan Laird House 071 9640870 071 9640871 leitrimcountychildcare@eircom.net<br />
Mooney Gillespie Church St.<br />
Drumshanbo<br />
Co. Leitrim<br />
Limerick City Annette Mary Moloney Pat O’Connor Susanna Lowth City Hall 061 407427 061 312985 childcare@limerickcity.ie www.limerickcitydb.ie/<br />
Kearney Merchants Quay childcare<br />
Limerick City<br />
Limerick Joan Murphy Ann Delaney Vacant Elaine Scanlon 32 Main St., 061 600918 061 600898 clcc@eircom.net www.clcc.ie<br />
County Croom<br />
Co. Limerick<br />
Longford Helen O’Brien Marie McArdle Patricia Bernie Greene Longford 043 42505 043 42504 lcchildcare@eircom.net www.longfordchildcare.ie<br />
Harrison Enterprise Centre<br />
Ballinalee<br />
Longford<br />
Louth Sadie Ward Claire Woods Susan Mary Brown Unit 14 041 6859912 041 6859913 info@louthchildcare.ie www.louthchildcare.ie<br />
McDermott Kempton Ardee <strong>Business</strong> Park<br />
Hale St., Ardee<br />
Co. Louth<br />
Mayo Majella Jim Power Vivienne Mary Conway 2nd Floor, Mill Lane 094 9034778 094 9034815 maryconway@mayococo.ie www.mayocdb.ie<br />
Gibbons Rattigan Bridge St.<br />
Castlebar, Co. Mayo<br />
Meath Marie Daly Fiona Healy Conall Collier Tina Clarke 1, Newbridge 046 9073010 046 9067221 meathchildcare@eircom.net www.community.meath.ie<br />
Athlumney Rd.<br />
Navan, Co. Meath<br />
Monaghan Teresa Breda Vacant Marie O’Brien 7 The Grange 047 72896 047 72881 monaghanccc@eircom.net www.monaghanchildcare.ie<br />
McGoohan McKenna Plantation Walk<br />
Monaghan<br />
North Donal Purcell Margaret Geraldine Jean Connors Civic Offices 067 44888 - childcare@northtippcoco.ie www.northtipperarychildcare.ie<br />
Tipperary Cleary Cronin Limerick Rd.<br />
Nenagh<br />
Co. Tipperary<br />
Offaly Peggy Walker Aine Brummell Nathalie Watts Sheena Strolla St. Josephs 057 9135878 057 9135879 info@offalychildcare.com www.offalychildcare.com<br />
Siobhan Egan Community Centre<br />
Kilcormac, Birr<br />
Co. Offaly<br />
page 35
Contact Details for County <strong>and</strong> City Childcare Committees (cont’d)<br />
CCC Name Chairperson Co-ordinator Treasurer Administrator CCC Contact<br />
Addresses<br />
Telephone Fax Email Website<br />
Roscommon Sinead Devine Irene Cafferky Louise Ward Maudie Kenny Arm 094 9622540 094 96 20878 roschildcare@eircom.net -<br />
Castlerea<br />
Co. Roscommon<br />
Sligo Roisin McGlone Sharon Boles Paul Bradley Suzanne Cole 50 The Mall 071 91 48860 071 9148849 sccc@eircom.net www.sligochildcare.ie<br />
Sligo<br />
South Margaret Julia Hackett Diane Aileen Block D 01 4570122 01 4570322 info@southdublinchildcare.ie www.southdublinchildcare.ie<br />
Dublin Dalton Richmond O’Donovan Bawnogue<br />
Enterprise Centre<br />
Dublin 22<br />
South Kathleen Tracy Costelloe Mary Cathy Unit 5, 052 82274 052 28776 SouthTippCCC@eircom.net www.southtippccc.ie<br />
Tipperary Prendergast Hennessy Kennedy Ground Floor<br />
Hughes Mill<br />
Suir Isl<strong>and</strong><br />
Clonmel<br />
Co. Tipperary<br />
Waterford James Hewison Noirin Paud Barry Helen Clancy Unit 51 051 860444 051 860445 waterfordcitychildcarecom www.waterfordcitychildcare.com<br />
City Healy-Magwa Tycor <strong>Business</strong> @eircom.net<br />
Centre, Tycor<br />
Waterford City<br />
Waterford Maire Rosemary Jim Hewison Claire Whelan 9 Emmett Street 058 43601 058 43602 waterfordcochildcare www.waterfordcoco.ie<br />
County Ui Bhroin Kavanagh Dungarvan @eircom.net<br />
Co. Waterford<br />
Westmeath Christopher Muriel Martin Frank Murtagh Philomena 6 St. John’s Tce 044 9335454 044 9347962 info@westmeathchildcare.ie www.westmeathchildcare.ie<br />
Murtagh Maloney Blackhall<br />
Mullingar<br />
Co. Westmeath<br />
Wexford Margaret Doyle Joy O’Driscoll John Kelly Linda Garnett 7 Castle Hill 053 9237156/ 053 9239540 infowxccc@eircom.net www.wexfordchildcare.ie<br />
Enniscorthy 053 9239763<br />
Co. Wexford<br />
Wicklow Deirdre Jeremy Kieron Gráinne Kilmantin Hill 0404 64455 0404 64444 jeremywccc@eircom.net www.wicklowcountychildcare.ie<br />
Whitfield Kynaston Connolly Conroy Wicklow Town<br />
page 36
12.1 Other Useful Contacts<br />
Contact Address Telephone Email Website<br />
Childcare Directorate<br />
Department of Justice<br />
Equality <strong>and</strong> Law Reform<br />
72 - 76 St. Stephens Green<br />
Dublin 2<br />
1890 20 90 30<br />
www.justice.ie<br />
Employers for Childcare<br />
87 Main Street<br />
Moira<br />
BT67 0LH<br />
048 91 28 9261 0661<br />
www.<strong>employers</strong>forchildcare.org<br />
info@<strong>employers</strong>forchildcare.org<br />
Best Places work<br />
See March 06 publication<br />
www.<strong>employers</strong><strong>and</strong>worklifebalance.org.uk<br />
www.workingfamilies.org.uk<br />
www.workingmother.com<br />
Department of Enterprise, Trade <strong>and</strong><br />
Employment<br />
www.entemp.ie<br />
Full guidance booklets on all employment rights<br />
are available to download from the<br />
publications page of the Department for<br />
Enterprise Trade <strong>and</strong> Employment website<br />
IPPA,the Early Childhood Organisation<br />
Unit 4,<br />
Broomhill <strong>Business</strong> Complex,<br />
Broomhill Road,<br />
Tallaght,<br />
Dublin 24.<br />
Tel: 01 4630010<br />
Fax: 01 4630045<br />
www.ippa.ie<br />
page 37
13<br />
Appendix 4:<br />
Sample Employee Childcare<br />
Needs Questionnaire 4<br />
General Directions<br />
PART I: DEMOGRAPHIC INFORMATION<br />
1. What is your gender?<br />
❑ Female<br />
Male<br />
❑<br />
2. What is your age:<br />
25 years or under<br />
26 - 30 years<br />
31 - 35 years<br />
35 - 40 years<br />
41 - 45 years<br />
45 years or over<br />
❑<br />
❑<br />
❑<br />
❑<br />
❑<br />
❑<br />
3. What is your home postcode?<br />
a.Child #1 (youngest)<br />
❑ Under 1 Year ❑ 1 - 2 Years<br />
❑ 2 - 3 Years ❑ 3 - 5 Years ❑ 6 - 12 Years<br />
Where your child receives care (Check all that apply.)<br />
❑ Nursery or crèche<br />
❑ Nanny in my home<br />
❑ Childminder in their home<br />
❑ Partner in my home<br />
❑ Another family member<br />
❑ Before/After School Programme<br />
❑ Nursery (attached to prep school)<br />
❑ Nursery (attached to primary school)<br />
Other (Please specify)<br />
❑<br />
________________________________________________<br />
Average Weekly Cost ______________________ per week<br />
How satisfied are you with the care? (Check one)<br />
Very dissatisfied ❑ Dissatisfied<br />
❑<br />
❑ Mixed feelings ❑ Satisfied ❑ Very satisfied<br />
_________________________________________________<br />
page 38
c.Child #3<br />
❑ Under 1 Year ❑ 1 - 2 Years<br />
❑ 2 - 3 Years ❑ 3 - 5 Years ❑ 6 - 12 Years<br />
Where your child receives care (Check all that apply)<br />
❑ Nursery or crèche<br />
❑ Nanny in my home<br />
❑ Childminder in their home<br />
❑ Partner in my home<br />
❑ Another family member<br />
❑ Before/After School Programme<br />
❑ Nursery (attached to prep school)<br />
❑ Nursery (attached to primary school)<br />
Other (Please specify)<br />
❑<br />
________________________________________________<br />
Average Weekly Cost ______________________ per week<br />
How satisfied are you with the care? (Check one)<br />
Very dissatisfied ❑ Dissatisfied<br />
❑<br />
❑ Mixed feelings ❑ Satisfied ❑ Very satisfied<br />
d.Child #4<br />
❑ Under 1 Year ❑ 1 - 2 Years<br />
❑ 2 - 3 Years ❑ 3 - 5 Years ❑ 6 - 12 Years<br />
Where your child receives care (Check all that apply)<br />
❑ Nursery or crèche<br />
❑ Nanny in my home<br />
❑ Childminder in their home<br />
❑ Partner in my home<br />
❑ Another family member<br />
❑ Before/After School Programme<br />
❑ Nursery (attached to prep school)<br />
❑ Nursery (attached to primary school)<br />
Other (Please specify)<br />
❑<br />
________________________________________________<br />
Average Weekly Cost ______________________ per week<br />
How satisfied are you with the care? (Check one)<br />
Very dissatisfied ❑ Dissatisfied<br />
❑<br />
❑ Mixed feelings ❑ Satisfied ❑ Very satisfied<br />
8. Have you had difficulty with any of the following in trying to meet your childcare needs?<br />
(Please check the appropriate box on the scale that follows.)<br />
No<br />
difficulty<br />
Some<br />
difficulty<br />
Major<br />
difficulty<br />
Not<br />
applicable<br />
a. Finding care that meets my quality st<strong>and</strong>ards<br />
b. Finding out what childcare is available in the community<br />
c. Finding reliable care<br />
d. Affording the cost of the care I want<br />
e. Getting into the setting I want without a long waiting period<br />
f. Finding child care that is conveniently located<br />
g. Finding child care for early morning, night or weekend hours<br />
h. Finding care for my child when he/she is sick<br />
i. Arranging alternative/back-up care (e.g. when regular childcare<br />
arrangement falls through)<br />
j. Finding childcare when I travel<br />
k. Arranging care during school holidays<br />
l. Finding services for older children/teens<br />
m. Transporting child to <strong>and</strong> from child care <strong>and</strong>/or school<br />
n. Arranging care for special needs child<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
________<br />
o. Other (Please specify) ______________________________________________________________________________<br />
page 39
9. Among the items listed in Question 4, rank the three that have been the most difficult for you.<br />
(Please write in the letter of the corresponding statement from Question 7a above)<br />
Most difficult:<br />
2nd most difficult:<br />
3rd most difficult:<br />
________<br />
________<br />
________<br />
10. During the past three months, approximately how many days have you been absent from work because<br />
of a breakdown in your regular childcare arrangement (nursery closed, childminder or nanny sick,<br />
etc.)?<br />
(Please enter the number of days. If you have not been absent, enter “0.”)<br />
Days absent:<br />
________<br />
11. During the past three months, approximately how many times have you been late to work or left work<br />
early due to childcare difficulties?<br />
(Please enter the number of times. If you have not been late or left work early, enter “0.”)<br />
No. of times:<br />
________<br />
12. Have you had difficulty with any of the following at work due to childcare needs?<br />
(Please check the appropriate box on the scale that follows)<br />
No<br />
difficulty<br />
Some<br />
difficulty<br />
Major<br />
difficulty<br />
Not<br />
applicable<br />
a. Working overtime<br />
________<br />
________<br />
________<br />
________<br />
b. Pursuing or accepting a position with more responsibility<br />
________<br />
________<br />
________<br />
________<br />
c. Participating in work-related training<br />
________<br />
________<br />
________<br />
________<br />
d.Arriving to work on time<br />
________<br />
________<br />
________<br />
________<br />
e. Meeting job performance expectations<br />
________<br />
________<br />
________<br />
________<br />
f. Staying on positive terms with your supervisor<br />
________<br />
________<br />
________<br />
________<br />
g. Concentrating on the job, being as productive as possible<br />
________<br />
________<br />
________<br />
________<br />
h.Travelling for business<br />
________<br />
________<br />
________<br />
________<br />
i. Maintaining a high level of accuracy<br />
________<br />
________<br />
________<br />
________<br />
j. Functioning effectively as a team member<br />
________<br />
________<br />
________<br />
________<br />
k. Participating in other facilities/social events offered at work<br />
________<br />
________<br />
________<br />
________<br />
l. Other (Please specify) _______________________________________________________________________________<br />
THANK YOU FOR YOUR INTEREST. PLEASE COMPLETE THIS SURVEY NO LATER THAN ______________________<br />
AND RETURN TO/VIA_______________________________<br />
page 40
14<br />
Appendix 5:<br />
Examples from Best USA<br />
Companies<br />
14.1 Allstate Insurance Company<br />
Many of Allstate's 37,000-plus employees can tap into flex<br />
options like telecommuting, job-sharing, compressed<br />
workweeks <strong>and</strong> flexi-time. The insurer also adjusted its paidtime-off<br />
policy, now allowing hourly employees to take partial<br />
days off. Employees have access to four on- or near-site<br />
childcare centres that look after more than 170 kids, as well as<br />
10% discounts at other national childcare providers.<br />
14.2 American Express<br />
In 2004, Amex spent $572,290 on childcare resources, up from<br />
$336,885 in 2003. Some 2,600 children benefited from backup<br />
care alone: Parents have access to a childcare centre at the<br />
headquarters or a re-imbursement of up to $75 per<br />
emergency.<br />
14.3 Bank of America<br />
In 2004, the firm increased paid parental leave to eight weeks<br />
(from six weeks for new mothers <strong>and</strong> from two weeks for new<br />
fathers <strong>and</strong> adoptive parents) at Bank of America. To reach<br />
the maximum number of families, there are childcare centres<br />
at the headquarters <strong>and</strong> in Jacksonville, FL, <strong>and</strong> discounts at<br />
national back-up centres, supplemented by $87 to $175 in<br />
monthly childcare re-imbursements, available to workers who<br />
make less than $34,000 per year.<br />
14.4 Citigroup<br />
Citigroup mothers <strong>and</strong> fathers can make use of seven on-site<br />
full-time <strong>and</strong> three back-up care facilities, most of which offer<br />
sliding-scale fees <strong>and</strong> free overtime. And 10% discounts at<br />
national day-care chains are available to all U.S. employees. As<br />
for maternity leave, Citigroup gives a generous 13 paid weeks<br />
off, a benefit that was st<strong>and</strong>ardized for all business units in<br />
2004. When mothers return, if management approves, they<br />
can phase back into their jobs <strong>and</strong> flex their hours or work<br />
from home.<br />
14.5 DuPont<br />
The firm makes flexitime widely available. Last year, more<br />
than half of DuPont's 28,000 full-time employees took<br />
advantage of it. And the company's on-site childcare centre<br />
looks after about 50 infants, toddlers <strong>and</strong> pre-schoolers. When<br />
a crunch week dem<strong>and</strong>s extra hours at the office, the centre<br />
at headquarters provides extended hours <strong>and</strong> back-up care.<br />
Parent support services at headquarters include health fairs<br />
<strong>and</strong> family nights in which employees <strong>and</strong> their kids<br />
participate in company-sponsored activities. Recently, local<br />
police talked about keeping kids safe <strong>and</strong> fingerprinted<br />
children to assist authorities in the event of an abduction.<br />
In addition to 26 weeks of maternity leave - with eight weeks<br />
fully paid - employees can take a six-month unpaid family<br />
leave for paternity, adoption, placement of a foster child or to<br />
care for a sick family member.<br />
14.6 Hewlett-Packard Company<br />
Face-time with the boss isn't a requirement at Hewlett-<br />
Packard, where 23,000 employees have children under the age<br />
of 12 <strong>and</strong> flexibility is a business imperative. In 2004, more<br />
than 65% of HP's staff flexed their hours. Others shared jobs<br />
<strong>and</strong> compressed their schedules.<br />
14.7 IBM Corporation<br />
Last year, the company introduced a number of flex options to<br />
every business department worldwide, including work-athome<br />
<strong>and</strong> telecommuting options. Parents can tap IBM's<br />
premier parental leave benefits: New mothers get six weeks<br />
fully paid, <strong>and</strong> new fathers get two. All new parents also get<br />
full health benefits for extended unpaid leave (up to 156<br />
weeks, job-guaranteed.)<br />
page 41
IBM produced <strong>and</strong> distributed the CD Talking to Children<br />
About Work, a collection of stories <strong>and</strong> conversations with kids<br />
<strong>and</strong> their parents about work pressures. The CD offers advice<br />
on how to be a good parent even when you're stressed.<br />
14.8 Johnson & Johnson<br />
J&J has six company-sponsored day-care centres, all of which<br />
provide full-time care <strong>and</strong> some of which also offer part-time<br />
<strong>and</strong> back-up care, summer programmes <strong>and</strong> school holiday<br />
care. Employee surveys that touch on work/life issues are<br />
conducted every 18 months, <strong>and</strong> the results are used to help<br />
evaluate ways for workers to find balance at work <strong>and</strong> at<br />
home.<br />
All new fathers <strong>and</strong> adoptive parents now get one week of<br />
paid leave. New mothers receive three weeks at full pay <strong>and</strong><br />
at least three weeks at partial pay. All new parents with at<br />
least one year of service, including adoptive parents, are<br />
entitled to 52 weeks of job-guaranteed time off.<br />
14.9 Lincoln Financial Group<br />
Lincoln employees can also take advantage of flexible<br />
scheduling options. New mothers receive six weeks of fully<br />
paid leave, <strong>and</strong>, as of last year, fathers can take three paid<br />
weeks anytime within the child's first year.<br />
14.10 Marriott International Inc.<br />
Marriott has a wide array of generous flex options, such as<br />
reduced-work schedules that allow employees to scale down<br />
their hours to accommodate their lives. And at many of the<br />
global hotel company's locations, a flexible holiday<br />
programme lets staffers substitute a day of their choice, such<br />
as a child's birthday, for one of the company's seven holidays.<br />
About ten locations have access to on- or near-site childcare<br />
centres, <strong>and</strong> for employees at other offices there are discounts<br />
that average about 10% at childcare centres nationwide.<br />
14.11 Merck & Co. Inc.<br />
Merck offers four on-site childcare centres offering full-time,<br />
part-time, summer <strong>and</strong> holiday care for kids 6 weeks old<br />
through kindergarten age, as well as music, cooking, science<br />
<strong>and</strong> Spanish classes.<br />
To promote flexibility, Merck introduced work/life training for<br />
540 new “people managers” last year <strong>and</strong> asked that<br />
employees' requests for alternative work arrangements be<br />
honoured with at least a trial.<br />
14.12 Patagonia<br />
The company's philosophy is that a career can co-exist with a<br />
healthy, balanced life, <strong>and</strong> employees use flexitime,<br />
telecommuting <strong>and</strong> other options to help them achieve that<br />
goal. Patagonia managers, trusting that employees know how<br />
to get their jobs done, have no problem with occasional<br />
extended lunches to visit a child at day care, go for a run or<br />
even catch some waves. New fathers <strong>and</strong> adoptive parents get<br />
eight weeks' paid leave, <strong>and</strong> as of 2004 adoptive parents<br />
receive a $5,000 subsidy toward adoption-related expenses.<br />
Mothers at the Ventura headquarters can visit their children at<br />
the on-site Child Development Centre <strong>and</strong> nurse in one of two<br />
lactation rooms. To show its commitment to employee family<br />
time, the centre closes sharply at 5:15 p.m. every day.<br />
14.13 The Procter & Gamble Company<br />
Taking a year off from work to care for a new baby isn't just a<br />
dream for mothers at Procter & Gamble. The household<br />
products maker offers new mothers <strong>and</strong> fathers, including<br />
adoptive parents, 52 weeks of job-guaranteed leave, 40 weeks<br />
beyond the legislated 12. Mothers can take two weeks of their<br />
paid leave before the due date <strong>and</strong> six weeks after. To help<br />
parents who work the night shift on production lines, P&G<br />
opened its first 24/7 on-site child development centre at its<br />
plant in Albany, GA, last year <strong>and</strong> is using the centre as a<br />
three-year global test. If it's successful, the model will be<br />
exported to other sites around the world.<br />
14.14 Prudential Financial<br />
The more than 22,000 U.S.-based employees of Prudential<br />
Financial know they'll be heard when they speak up about<br />
their most pressing family needs. A 2004 work/life survey,<br />
which included a separate questionnaire on benefits<br />
preferences, led to the increase of affiliated childcare centres<br />
page 42
last year to a whopping 4,000 from 200 nationwide. More<br />
childcare centres means that most employees have access to<br />
closer facilities.<br />
The company also increased the options parents can tap to<br />
access at-home back-up care for those times when a child is<br />
sick or when regular care falls through.<br />
14.15 S.C. Johnson & Son Inc<br />
The Childcare Learning Centre at headquarters offers full-time,<br />
part-time <strong>and</strong> before- <strong>and</strong> after-school care for more than 350<br />
kids. In 2003, the company completed a $4.5 million<br />
expansion that includes a gym, an aquatic centre <strong>and</strong> the<br />
Kiddie Corral, which offers weekend care so that parents can<br />
take yoga classes.<br />
page 43
National Voluntary Childcare<br />
Organisation Contacts<br />
Barnardos<br />
Anne Conroy, National Manager<br />
Christchurch Square, Dublin 8<br />
Tel: 01 4530 355<br />
Fax: 01 4530 300<br />
info@barnardos.ie<br />
www.barnardos.ie<br />
National Childminding Association of Irel<strong>and</strong><br />
(NCMAI)<br />
Patricia Murray, CEO<br />
Wicklow Enterprise Park, The Murrough, Co. Wicklow<br />
0404-64007<br />
0404-64008<br />
info@childminding.ie<br />
www.childminding.ie<br />
Forbairt Naíonraí Teo<br />
Cliona Frost, Príomhoifigeach<br />
7 Cearnóg Mhuirfean, Baile Átha Cliath 2<br />
01-6398442/6398449<br />
01-6398401<br />
forbairtnaionrai@eircom.net<br />
IPPA, the Early Childhood Organisation<br />
Irene Gunning, CEO<br />
Unit 4, Broomhill <strong>Business</strong> Complex<br />
Broomhill Rd., Tallaght, Dublin 24<br />
01-4630010<br />
01-4630045<br />
membership@ippa.ie or igunning@ippa.ie<br />
www.ippa.ie<br />
<strong>Irish</strong> Steiner Waldorf Early Childhood Association<br />
(ISWECA)<br />
Pearse O'Sheil, Director<br />
Cappaduff, Mountshannon, Co. Clare<br />
061-927944<br />
061-927944<br />
isweca@eircom.net<br />
www.steinerirel<strong>and</strong>.org<br />
National Childrens Nurseries Assocation (NCNA)<br />
Catherine Bond, Director of Services<br />
Unit 12c, Bluebell <strong>Business</strong> Park, Old Naas Road, Bluebell,<br />
Dublin 12<br />
01-4601138/4601158<br />
01-4601185<br />
info@ncna.ie<br />
www.ncna.net<br />
St. Nicholas Montessori Society of Irel<strong>and</strong><br />
Catherine Lawlor<br />
Ground Floor, 29 Patrick St., Dun Laoghaire, Co. Dublin<br />
01-2805705<br />
01-2805705<br />
snmta@eircom.net<br />
www.montessoriirel<strong>and</strong>.ie<br />
page 44