The Women and Equalities Committee’s damning assessment of UK paternity provision highlights a deeper workplace culture challenge that forward-thinking employers are already addressing

The Women and Equalities Committee has delivered a stark verdict on the UK’s paternity leave provision, branding it "one of the worst in the developed world." Their call for enhanced pay, day-one rights, and support for self-employed fathers reflects a fundamental disconnect between current policy and how modern families actually want to share parenting responsibilities.

But while the committee’s recommendations focus heavily on statutory reform, HR leaders argue that meaningful change requires employers to think beyond just financial improvements – and many are already leading the way.

The Current Landscape

New data from Brightmine reveals a mixed picture of UK employer provision. While almost three-quarters (71.7%) of organisations offer paternity pay above the statutory minimum, demonstrating clear recognition that enhanced support drives talent retention and encourages male employees to take leave, significant gaps remain in provision length and accessibility.

Over 22% of employers now offer more than the statutory two-week minimum for paternity leave, yet fewer than 10% provide 13 weeks or more – suggesting considerable room for expansion. More telling is the barrier to access: fewer than a quarter of organisations offer enhanced leave from day one of employment, with most requiring six months’ service for eligibility.

The Business Case for Reform

Sheila Attwood, HR Insights and Data Lead at Brightmine, emphasises that improving paternity leave provision represents far more than compliance with potential future legislation. "This is a valuable moment for businesses to reflect on how family-friendly policies, like enhanced leave and return-to-work support, can help close the gender pay gap, retain key talent, and attract a more diverse workforce," she explains.

Nicola Wallbank, employment partner at law firm Freeths, added, “The current system certainly does lead to many new fathers and same-sex partners falling through the gaps in the system, with the self-employed, or those who have not yet been with their employer for long enough (i.e. less than 26 weeks before the “qualifying week”) being entitled to nothing in way of paternity leave or pay.

“As an employer lawyer my experience is that the take up of shared parental leave has been very low.  The complexity of the regime (which many employees and employers don’t understand), and the fact that it effectively takes the leave away from the parent on maternity leave contribute to this poor take up."

The connection between paternity leave and gender equality is clear: when fathers take meaningful time off, it reduces the career penalty often faced by mothers and helps normalise parental responsibilities as shared rather than gendered. This shift has direct implications for closing pay gaps and creating more equitable advancement opportunities.

Beyond Financial Rewards

While enhanced pay remains important – particularly given the current statutory rate of £184.03 per week – Attwood argues that truly supportive paternity provision requires a broader approach. "Businesses that shape benefits around the real lives of employees, offering a combination of enhanced pay and time off, can build more supportive, inclusive workplaces," she notes.

This holistic view encompasses not just the leave period itself, but return-to-work support, flexible arrangements, and cultural changes that normalise fathers taking time off. The most progressive employers are already implementing comprehensive packages that address both immediate financial needs and longer-term career development.

Leading the Way

The organisations already exceeding statutory minimums demonstrate that improved paternity provision is both achievable and beneficial. Their approach suggests that waiting for government reform isn’t necessary since employers can drive change immediately through enhanced policies that reflect modern family needs.

Making support more inclusive from the outset, rather than requiring lengthy service periods, could significantly broaden access and demonstrate genuine commitment to supporting all employees’ family circumstances.

Wallbank said, “A better enhanced statutory paternity regime would certainly improve the position for many families, particularly on lower incomes.  Whilst most people would agree with the idea that giving both parents more time with their families is beneficial, smaller businesses may well be concerned about the burden of extra costs and the pressures on resourcing that this could cause.”

The Workforce Impact

The ultimate goal extends beyond individual family support to fundamental workplace transformation. As Attwood concludes, businesses that align benefits with employees’ real lives create "a happier, more productive and engaged workforce", suggesting that enhanced paternity provision delivers returns that justify the investment.

The Women and Equalities Committee’s criticism provides a timely catalyst for change, but the most successful organisations won’t wait for legislative reform. They’re already recognising that comprehensive paternity support isn’t just about doing right by new fathers -- it’s about creating inclusive workplaces where all employees can thrive.