Building the business case for the provision of workplace childcare services in the Egyptian private sector
0-1 Original language
English
I-1 Name of the initiative
Building the business case for the provision of workplace childcare services in the Egyptian private sector
I-2 Geographical coverage
EGY
I-2-A Region/country
Egypt
I-2-R Region
Africa
I-2-T Geographical scope
Country
I-3-A Initiative start date
2021
I-3-B Initiative end date
2022
I-4 Leading entity/organization
Employer and Business Membership Organization
I-5 Collaborating entities/organizations
Government
I-6 Has the ILO been involved in the initiative?
Yes
I-7 Is there collaboration with other agencies of the United Nations System or other partners?
Yes
II-1 Justification of the initiative
Access to affordable, high-quality childcare is a critical enabler for low-income parents seeking to enter or remain in the labour market. When childcare is unaffordable or unavailable, parents may be forced to miss work, lose income, or exit the labour force entirely, increasing household poverty and economic vulnerability. Recognizing the importance of childcare provision, the business community is increasingly interested in its impact on business sectors and the overall economy. To better understand these impacts in the Egyptian context, the initiative aimed to establish metrics and collect data to assess the return on investment of childcare benefit provision. It examined both the costs, including infrastructure, staffing, administration, liabilities and logistics, and the benefits from a business perspective, including return on investment, improved organizational performance, and gained competitiveness.Additionally, the initiative also sought to support firms in complying with Egypt’s Labour Law, which requires companies with more than 100 female employees to provide childcare services. To address implementation and compliance gaps, the initiative aimed to present a range of adaptable childcare models tailored to different enterprise sectors and sizes. This intended to make compliance more feasible for companies, while also promoting inclusive employment and supporting working parents.
II-10 Focus on other branches of economic activity
No sectoral focus
II-11 Focus on certain categories of enterprises or economic units according to their size
Micro enterprises
II-11 Focus on certain categories of enterprises or economic units according to their size
Small enterprises
II-11 Focus on certain categories of enterprises or economic units according to their size
Medium enterprises
II-11 Focus on certain categories of enterprises or economic units according to their size
Large enterprises
II-11 Focus on certain categories of enterprises or economic units according to their size
Multinational enterprises
II-12 Focus on specific status in employment
Employees
II-12 Focus on specific status in employment
Employers
II-13 Focus on other specific categories of workers and employers, not captured elsewhere
Childcare workers (for children ages 0-start of primary school)
II-14 Focus on specific groups of population / persons prioritized in the initiative
Mothers
II-14 Focus on specific groups of population / persons prioritized in the initiative
Fathers
II-15 Has the initiative been developed through effective social dialogue processes and inter-institutional coordination mechanisms?
Other consultations
II-2 Objectives and description of the initiative
The main objective was to provide a comprehensive, informed mapping and analysis of the current situation of workplace childcare services. The study aimed at generating evidence on how the improvement/introduction of childcare services to the workforce positively impacts overall business performance, including employers and employees.It aimed at developing at least five applicable childcare service provision models. The methodology included a mix of different research methods used to generate accurate and useful data and analysis, including: Desk Research (analysis of national statistics, previous studies, publications, legislations, etc.)Personal Interviews (business owners and managers and workers)Focus groups This accommodated the variations of business's experiences, for example, in rural and urban areas and different sectors and business sizes (e.g. textile, food, engineering). A survey was carried out of business owners and managers at the executive and top management as well as workers levels. Field visits took place to 108 organizations and personal interviews were held with 418 persons representing different informant categories.
II-3 Type of initiative
Other (specify)
II-4 Which of the Rs in the 5R Framework for Decent Care Work guides this initiative?
Recognition, reduction and redistribution of unpaid care
II-5 Which is the main policy area of the 5R Framework for Decent Care Work does the practice focus on?
Care policies
II-6 Which other policy areas of the 5R Framework for Decent Care Work does the practice focus on?
Social Protection policies
II-7 Which policies or measures to advance decent work in the care economy does the practice focus on?
Create an enabling and conducive environment for sustainable enterprises and SSE entities
II-7 Which policies or measures to advance decent work in the care economy does the practice focus on?
Invest in and make available high-quality, affordable, adequate and accessible care services, including childcare, health care and long-term care
II-8 Which beneficiaries in the care economy does the practice focus on?
Unpaid carers (workers or persons with care responsibilities, parents, other family members, etc.)
II-9 Geographical scope
Urban and rural
III-1 In a short paragraph, summarize the main results and impacts obtained
The initiative reviewed existing childcare benefit provisions—including in-house nurseries, outsourced services, and childcare allowances—alongside more flexible solutions such as remote work and extended maternity leave. Building on this analysis, six adaptable childcare models were conceptualized: the (a) Workplace Childcare Model, (b) Shared Childcare Model, (c) Outsourced Childcare Service Model, (d) Childcare Allowance Model, (e) Childcare Referral Model, and (f) Hybrid Childcare Model. Each model was designed with flexibility in mind, allowing for customization based on enterprise size, sector, legal requirements, and socio-economic context. This approach equips employers with practical, scalable options to support working parents while aligning with business needs and national legislation.
III-2 Explanation of the innovative element of the initiative for advancing decent work in the care economy
A key innovation of the initiative was its integrated use of both quantitative and qualitative research methods, combined with an inclusive, multi-stakeholder consultation process. Unlike traditional approaches that often focus narrowly on policy or service delivery, this initiative engaged a wide range of actors—including representatives from the business sector, government, civil society, workers, and experts—across local, regional, and national levels. This participatory approach ensured that the models developed were grounded in real-world needs and perspectives. Additionally, the initiative stood out for its “One UN” implementation model, carried out in partnership with UNICEF, exemplifying a coordinated and collaborative approach to advancing decent work in the care economy.
IV-1 What were the main challenges or difficulties during the design and implementation? How were they faced/ addressed?
Coordinating the multiple stakeholders involved in the study, including government stakeholders, was a challenge that involved an extension of the timeline of implementation. Another challenge was represented by overcoming the reticence of some businesses and companies to showcase and document their childcare facilities, due to privacy concerns or other reasons. This was addressed by offering reassurance and clarity on the objectives of the study.
IV-2 Lessons learned and good practices, including room and opportunities for improvement
A key lesson of this initiative was the advantage and strength of having a focus on developing “models”, as opposed to rigid blueprints for childcare services. The combination of model development with pilot testing emerged as a good practice, and demonstrated the feasibility of models in practice and provided valuable evidence to inform scale-up.
IV-3 Key conditions for success
Securing the ownership of the private sector, particularly their willingness to share information, was essential—otherwise the process risked remaining too theoretical. Strong leadership from an employers’ organization also played a crucial role in driving engagement. In addition, the involvement of the Ministry of Solidarity provided further credibility and legitimacy to the initiative.
IV-5 Potential for transferability, expansion and replicability in other countries and contexts
There is strong potential for transferability due to the focus on adaptable childcare models. Follow-up research and assessments of the uptake of the models can help identify which models are most successful, allowing for continuous learning and improvement. Building on this evidence base can create a solid foundation for expansion and replication of these studies in other contexts.
V-1 Sources of information and documents used on the characteristics of the initiative, including links to websites, news items, toolkits, policy documents or reports
Study Report Business Case for Employer Supported Child Care in Egypt: Childcare Models for Scaling upA Business Case for Employer Supported Childcare in Egypt: Case Studies