How ECA’s parent-friendly label programme supports women

In a recent discussion with Gulf Business, Laila Yousef Al Hassan, Senior Advisor on Organizational Culture at the Abu Dhabi Early Childhood Authority (ECA), we explored the underlying causes of low female workforce participation and the impactful role of the ECA’s Parent-Friendly Label (PFL) Programme.

Causes of low female workforce participation

Hassan highlighted several factors contributing to low female workforce participation. Key among these is the challenge of balancing work with family responsibilities. Many women face difficulties in managing both their professional and personal lives, particularly when traditional workplace policies do not accommodate the needs of working parents. This struggle often results in reduced participation or even withdrawal from the workforce.

Additionally, a lack of supportive workplace policies, such as flexible working hours and adequate maternity leave, further exacerbates the issue. Women may also face limited career advancement opportunities due to these inflexible arrangements, leading to a higher likelihood of leaving the workforce.

Impact of ECA’s PFL Programme

The ECA’s PFL Programme aims to address these issues by encouraging organisations to implement more family-friendly policies. According to Hassan, the programme has been instrumental in driving change within the UAE’s business landscape. By promoting practices such as flexible work arrangements, extended maternity leave, and support for parents with children of determination, the programme helps create more inclusive and supportive work environments.

The programme is not just an award but a comprehensive learning journey for participating organisations. It helps them gain insights into their practices and understand the needs of their workforce. Organisations that engage with the programme often discover new ways to support their employees and improve overall satisfaction and retention.

What are the primary barriers contributing to low female workforce participation in the UAE?

The barriers women face in balancing work and family responsibilities vary widely. While some challenges are rooted in cultural factors, others stem from workplace policies. For instance, time management is a significant concern, particularly for parents of young children. Many women feel they lack sufficient quality time with their children due to work commitments.

At the Abu Dhabi Early Childhood Authority, we launched the PFL programme to address this issue. The initiative supports organisations in creating a work environment that allows parents, especially those with children aged 0-8, to balance their professional and personal lives more effectively.

This voluntary programme is open to private and semi-government sectors, and unlike typical award systems, it focuses on continuous improvement. Organisations that apply receive a customised feedback report, regardless of whether they earn the label. This approach encourages meaningful conversations between leadership, HR, and employees, aiming to align workplace culture with supportive policies.

Our goal is to foster a culture where both men and women feel comfortable sharing their parenting responsibilities at work. We also emphasise the importance of ensuring that policy changes, such as extended maternity leave or added nursing facilities, are genuinely reflected in the workplace culture. We’re proud of the 17 UAE organisations that have earned the Parent-Friendly Label, representing diverse industries and demonstrating a commitment to supporting their employees’ family responsibilities.

Why does the Abu Dhabi Early Childhood Authority (ECA) focus on early childhood care? 

The ECA’s focus on early childhood care is driven by the recognition that the early years of a child’s life are critical for their development. We have four main pillars: health and nutrition, child protection, family support — which includes the PFL programme—and early childhood care and education.

The significance of early childhood care lies in its profound impact on a child’s brain development. By the age of five, 90 per cent of a child’s brain is developed, making early care and education crucial for their cognitive, emotional, and social development. Early intervention in these formative years shapes their value systems and emotional well-being.

Before the ECA’s establishment, various entities in the UAE addressed these pillars separately. The Department of Health focused on health and nutrition, while the Ministry of Interior looked into child protection. However, there was a lack of a holistic approach, which is why the ECA was created—to oversee and integrate these aspects of early childhood development.

An example that illustrates the importance of this integrated approach is the case of a child, Aisha (name changed). Aisha frequently arrived at the hospital with injuries, but her situation was not thoroughly investigated because different institutions viewed her circumstances in isolation.

The ECA, by connecting the dots through a holistic lens, was able to identify that Aisha was at high risk due to factors like parental divorce, absenteeism from school, and a family history of child abuse. This holistic approach ensures that no child falls through the cracks, and it highlights the importance of coordinated care and support in the early years.

Can you share some statistics from PFL Programme regarding female workforce participation, and discuss the organisations adopting it and your advocacy stance?

The PFL Programme is an initiative open to all private and semi-government organisations across the UAE, and it’s completely free to apply. Regardless of whether an organisation earns the label, each one receives a customised feedback report highlighting their strengths and areas for improvement.

Organisations are evaluated against 19 criteria across five categories: flexible working, parental well-being, family care, family well-being, and organisational culture. There are two levels of recognition: PFL and PFL Plus.

The PFL indicates that an organisation is exceeding local requirements, while the PFL Plus signifies that the organisation is meeting or surpassing global standards. We’re proud to have two UAE organisations – one nursery and one NGO – that have achieved the PFL Plus.

Some of the key criteria we assess include the maternity leave policies. For example, while UAE labour law mandates 45 days of fully paid maternity leave, we encourage organisations to offer 90 days or more. We also evaluate the flexibility of maternity leave – whether new mothers can defer their leave days, and how the organisation supports parents of multiples.

As for the impact on female workforce participation, the programme is designed to enhance workplace policies and culture, thereby creating an environment where more women feel supported to return to work after childbirth. By advocating for extended and flexible maternity leave, and by promoting a supportive work culture, the PFL Programme aims to make a tangible difference in the lives of working parents in the UAE.

What additional support does the PFl Programme offer for parents with twins, triplets, or children of determination, and how do you assess organisations’ flexibility in work arrangements?

The PFL encourages organisations to think beyond traditional legal requirements and to consider the unique challenges faced by parents with twins, triplets, or children of determination. For example, we assess the support provided for parents needing to attend frequent medical appointments or therapy sessions for their children. We also look at the flexibility offered by organisations, such as allowing parents to attend back-to-school events or meet teachers during working hours, rather than adhering to a rigid punch-in, punch-out system.

We also evaluate how organisations encourage women to advance in their careers while balancing work and family responsibilities. This includes providing private, hygienic nursing rooms for new mothers who wish to continue breastfeeding, as well as offering extended and flexible maternity leave. These are just a few of the criteria upon which we assess organisations.

In terms of numbers, we are proud of the diversity of workplaces that have earned the label so far. Currently in our third cycle, with the application deadline on September 19th, we’ve received applications from 25 different industries across the UAE. This variety shows that any organisation, regardless of size, industry, or budget, can make significant changes if they have the right leadership and conversations between HR and management.

While we don’t yet have specific data on female workforce participation from the PFL, initial observations suggest that organisations adopting parent-friendly policies are seeing improvements in female employee retention, greater satisfaction among parents, and even using the label in job advertisements to attract new talent.

Our recent “Future of Work” report highlights a positive shift from offering perks like free tickets or ice cream days to implementing more sustainable, documented policies that foster trust, empowerment, and flexibility. This trend is one we are very pleased to see.

Can you share some challenges or lessons learned from creating and implementing the PFL Programme?

Two key lessons stand out: partnerships and innovation.

At the Abu Dhabi Early Childhood Authority, we deeply value partnerships. Impacting a child’s life effectively requires collaboration across various departments and entities throughout the UAE. We work with over 70 partners to oversee the early childhood sector, making partnerships a fundamental part of our approach.

For the PFL, the process is a true partnership between our authority and the applying organisation. It’s more than just an award; it’s a learning journey. We guide organisations through the application process, which often reveals new insights. For instance, some CEOs have discovered more about their employees and their families through the application process, including details like the number of children their staff have and the absence of relevant policies.

Innovation is also central to our work. At both the Abu Dhabi Early Childhood Authority and the Parent-Friendly Label, we continuously seek new ways to improve. For example, our 19 assessment criteria were developed in collaboration with businesses and benchmarked against international standards. UNICEF Gulf has praised our criteria as exemplary. We strive to innovate not only in our practices but also in how we present the application experience.

What is your long-term vision for the programme, and what steps will you take to encourage more organisations to support working parents and female participation?

Our vision is to see a deeper understanding of the value of parent-friendly practices among UAE organisations. It’s not just beneficial for parents and children but also enhances business outcomes such as productivity, retention, and attractiveness as an employer.

We want organisations to recognise the importance of key moments in a child’s life, such as bedtime, school events, and interacting with teachers. Workplaces should provide flexibility to support these moments, fostering trust and responsibility among employees.

We encourage organisations to apply for the label. Even if they feel unprepared, starting the application process can provide valuable feedback and initiate their journey towards becoming more parent-friendly. Organisations still have a few weeks to apply in this cycle and can begin by contacting us or visiting our website for more information.

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