Rethinking Paternity Leave in the UK

Created: 21 January 2026

Despite being considered a key workplace right, statutory paternity pay in the UK remains so low that leave is effectively unaffordable for the vast majority of new fathers. This raises serious questions about whether the current system genuinely supports modern families, and whether meaningful reform is long overdue.

The UK has made considerable progress in recognising the importance of family-friendly workplace policies in recent years, with growing awareness among employers of the need to support working parents and embed these rights from day one.

However, when it comes to paternity leave, the existing framework falls well short of what families need. Just two weeks of statutory paid leave at £187.18 per week (rising to £194.32 from 6 April 2026) offers fathers little, realistic opportunity to take time away from work, bond with their newborns, or help establish a balanced family life during a critical period.

Government data suggests that, on average, only around 5% of eligible fathers take paternity leave in the UK. The primary reason is financial: most families simply cannot afford the drop in income that accompanies statutory pay. While some employers choose to offer enhanced paternity pay, these arrangements remain the exception rather than the norm. For small and medium-sized businesses, which form the backbone of the economy, the cost of providing more generous entitlements can be difficult to absorb.

By contrast, several European countries provide significantly longer and better-paid statutory paternity leave. Despite being among the wealthiest nations globally, the UK ranks near the bottom in Europe for parental leave provision and pay, reflecting broader national priorities around family support.

The business case for paternity leave

Improving paternity leave is not just a matter of fairness; it also makes sound business sense. Employers that lead on family-friendly policies gain a competitive edge in attracting and retaining talent, particularly in a labour market where work-life balance is increasingly valued. Enhanced paternity leave sends a clear message that employees are valued as people, not just as sources of productivity.

Supporting fathers can also improve wellbeing and loyalty, reducing staff turnover and increasing engagement. More equitable paternity leave helps rebalance caring responsibilities, enabling more women to return to work sooner and contributing to efforts to narrow the gender pay gap. Viewed in this light, investment in paternity leave represents a long-term gain rather than a short-term expense.

For smaller employers, affordability remains a significant barrier. Many already face increased financial pressures, including rising employer national insurance contributions and higher minimum wage requirements. Operating on tight margins, these businesses often struggle to enhance family-friendly benefits without external support.

Targeted policy interventions, such as tax relief, subsidies or shared-cost schemes, could help ensure reform does not widen the gap between large organisations and smaller firms. Recent changes that removed the ability to reclaim certain statutory costs have already placed added strain on employers, and unfunded paternity leave reforms risk exacerbating this pressure. Sustainable change will require collaboration between government and businesses.

Reversing the decline

The benefits of improved paternity leave extend well beyond the workplace. Stronger family bonds are directly linked to better mental health outcomes for parents and children. Encouraging fathers to take leave helps challenge outdated gender norms, supports mothers returning to work, and eases childcare pressures while boosting household income.

There is also a broader demographic concern. The UK’s declining birth rate presents long-term risks to economic stability and pension systems. Policies that make family life more affordable and balanced are therefore not just socially desirable, but economically necessary. At its core, paternity leave exists to allow fathers to bond with their newborns and provide meaningful support to their families.

While legislative reform may take time, employers do not need to wait. Reviewing existing policies, benchmarking against best practice, and clearly communicating family-friendly entitlements can build trust and engagement. Ensuring employment contracts are future-proof also helps mitigate legal and discrimination risks. Organisations that prepare early will be in a stronger position to adapt and present themselves as employers of choice.

Normalising fairness

Recent parliamentary debate on paternity leave has helped highlight the financial challenges faced by working fathers who cannot afford to take time off. While this discussion is welcome, rhetoric alone will not deliver the change families need. Fair pay and meaningful leave must become the standard, not a rare privilege.

Promoting paternity leave as a necessity is vital, but those rights are largely illusory if fathers cannot afford to exercise them without suffering a significant loss of income. Until pay levels make leave genuinely accessible, the UK’s paternity leave system will continue to fall short of its stated aims.