The optimal organization and use of working time and place of work can be decisive instruments for balancing the interests of a company with those of its employees and its customers. Flexible working hours, part-time options and mobile working help to achieve a better work-life balance. For example, they can help bridge a period when children or relatives in need of care have to be looked after. Companies also benefit from flexible working models. They allow work performance to be flexibly adapted to varying workloads. If there is less work, employees can reduce the hours they accumulate during busy periods. Satisfied, less stressed employees often have lower absenteeism and higher work motivation. Working models that offer both companies and employees time sovereignty, flexibility and the opportunity to reduce working hours are particularly interesting.

Working time culture

New, flexible working models must go hand in hand with some changes in the work culture. Flexible working requires a different framework than spatially and temporally rigid working models:

• Promoting a focus on results instead of a culture of presence,
• Transferring personal responsibility for working hours to employees - overtime is not automatically rewarded, but critically scrutinized,
• Binding rules on availability and meeting times: Especially with flexible working hours, "non-working hours" must be clearly defined,
• Managers as role models who ideally also work in flexible arrangements.

Versatile models

There are a variety of flexible working models, both full-time and part-time, suitable for a wide range of jobs, including specialist and managerial roles. There are no limits to the number of variations. Examples include flexible annual and lifetime working time arrangements, daily, weekly or annual reductions in working hours, forms of job sharing or functional time, teleworking, flexible part-time shifts, the four-day week, long-term leave, sabbaticals or phased retirement. There is no "standard model" that is particularly suitable for achieving a work-life balance. Company-specific and individual solutions must always be found. A win-win situation for companies and employees usually occurs when both sides are involved in the development of the specific flexible working model. However, once models have been found, they should not be set in stone. They should always be questioned, reviewed and, if necessary, adapted to new framework conditions.

Advantages for companies

All sides can benefit from making work more flexible: Companies, employees and also customers:

• Companies can react flexibly to seasonal and cyclical fluctuations in orders. Employees accumulate time off during work-intensive phases, which they can use in times when orders are low, e.g. as time off in lieu or for further training. The company retains specialist knowledge and jobs are secured. Cost-intensive seasonal hiring and firing is eliminated.
• Flexible working means that production and opening hours can be extended.
• Employees who have a flexible say in their working hours are demonstrably more motivated and productive.
• Greater satisfaction with work-life balance reduces sick leave and absenteeism.
• Companies with flexible and family-friendly working time solutions are becoming increasingly attractive as employers for skilled workers. Alongside salary, freedom in planning working hours is one of the most important aspects when choosing an employer.

Legal framework

Flexible working models operate within a legal framework, even if there is a great deal of room for maneuver. Of course, health and safety laws for employees must also be complied with when making work more flexible. The rules on maximum working hours, rest breaks and special conditions for working on Sundays, public holidays and at night set out in the Working Hours Act (ArbZG) apply equally. The key points are

• The maximum daily working time is 8 hours and 48 hours per week.
• The extension to 10 hours per day and 60 hours per week is possible if this is compensated within 6 months and the average weekly working time does not exceed 48 hours (collective agreements allow this period to be extended to one year).
• Working hours over 8 hours a day must be recorded.
• There is a general ban on working on Sundays and public holidays (with special regulations for specific sectors that are important for supply - e.g. gastronomy, health sector, agriculture - and for professional groups that ensure safety and order - emergency services, fire department, etc.), exceptions are subject to official approval.
• If working more than 6 hours a day, breaks must be granted and observed.
• A continuous rest period of at least 11 hours must be observed after the end of the shift.

Separate working time regulations apply to young people and pregnant and breastfeeding women. These are set out in the Youth Employment Protection Act (JArbSchG ) and the Maternity Protection Act (MuSchG ). In companies with a works council, working time regulations are subject to co-determination in accordance with the Works Constitution Act (BetrVG).

The Working Hours Act is also flanked by the "Act to Improve the Framework Conditions for the Safeguarding of Flexible Working Time Arrangements" (Flexi-II Act), which serves to safeguard credit balances on long-term accounts.

The Act on Part-Time Work and Fixed-Term Employment Contracts (Teilzeit- und Befristungsgesetz - TzBfG) regulates the general right of employees to work part-time. The Act is intended to enable part-time work for women and men in all occupational groups, including qualified jobs and managerial positions. The Federal Parental Allowance and Parental Leave Act (BEEG), the Caregiver Leave Act (PflegeZG), the Family Caregiver Leave Act (FPfZG), Book 9 of the German Social Code and the Partial Retirement Act (Altersteilzeitgesetz) contain specific regulations on part-time work.