The EFR Model as a strategic lever for companies and territories. It proposes a systemic approach to balancing work, personal, and family life, transforming corporate welfare into a real governance tool.
By Luciano Malfer, Research and Family Development Manager, Fondazione Bruno Kessler (FBK)
In recent years, a change of paradigm has also emerged in the field of corporate policies, similar to what can be observed in territorial systems: no longer growth by addition, but the full and intelligent enhancement of existing resources. In a context marked by demographic transitions, changes in family models, and increasing competition for talent, organizations are being called to rethink their role, moving from being simple workplaces to becoming real ecosystems of well-being and human development.
In this framework, corporate welfare is no longer just an additional or reputational element, but a strategic lever to improve quality of work, productivity, and the ability to attract and retain people. The challenge is not necessarily to introduce new services all the time, but to use existing ones in a more effective, integrated, and inclusive way: flexible working hours, smart working, family support services, and professional development paths. This is also a form of “saturation economy” applied to organizations.
At the international level, one of the most structured and recognized models in this field is the one promoted by Fundación Masfamilia through the EFR certification (“Empresa Familiarmente Responsable” in Spanish), now widespread in several countries and adopted by hundreds of public and private organizations. The EFR model proposes a systemic approach to balancing work, personal, and family life, transforming corporate welfare into a real governance tool.
To better understand how these principles are translated into practice, I chose to explore the topic through a direct conversation with Roberto Martínez, Director of the efr Initiative at Fundación Masfamilia.
Dr. Martínez, the efr model is now one of the main international references in the field of work-life balance. How was this model created, what was the initial insight behind it, and today, how many organizations are certified and what types of organizations are they (large companies, SMEs, public administrations)?
The efr model, promoted by Fundación Masfamilia, was created more than 20 years ago with a very clear objective: to help organisations strategically manage work-life balance, flexibility and people’s wellbeing. The Foundation was established in 2003 with the purpose of supporting families, especially those caring for dependants — children, older people or individuals in situations of dependency. This is precisely where its name comes from, as well as the origin of the initial concept of the “Family-Responsible Company”, which later evolved into a much broader and more transformative model.
The idea behind the creation of the efr model was to move from isolated actions or occasional work-life balance measures towards a structured, measurable, assessable and certifiable management system, capable of being integrated into organisational strategy and generating a genuine culture of flexibility, balance and shared responsibility.
Over the years, the very concept of work-life balance has also evolved. Today, when we speak about efr, we are talking about balance, flexibility, wellbeing and shared responsibility between organisations and individuals, adapting to new ways of working and current social challenges.
Today, more than 1,200 organisations are linked to the efr model, including large companies, SMEs, public administrations and third-sector organisations across Spain and Portugal, as well as in several countries in Africa and Latin America. In addition, we work with organisations from a wide range of sectors, including banking, insurance, technology, energy, industry, pharmaceuticals, transport, food, education, hospitality, communications and public administration, among others.
One particularly relevant aspect is that we also work with sectors where on-site work, shift patterns or operational activity make work-life balance especially challenging, demonstrating that flexibility and responsible people management are possible in any organisational environment.
In your approach, work-life balance is not only a social measure but also an organizational lever. How does the efr model contribute to improving company performance?
The efr model contributes directly to improving organisational performance because it places people at the heart of business strategy. Organisations that invest in work-life balance, flexibility and wellbeing are able to attract and retain talent, reduce absenteeism and staff turnover, strengthen employee engagement and reinforce their reputation as a great place to work.
Today, we know that wellbeing and competitiveness are not opposing concepts, but highly complementary ones. In fact, the most forward-thinking organisations understand that caring for people is not simply a social or reputational matter, but a genuine driver of productivity, sustainability and competitive advantage.
Moreover, most organisations now approach work-life balance from a strategic perspective linked to employer branding. Companies that embrace responsible management models build a stronger reputation, project a more human and approachable image, and achieve more engaged, motivated and productive teams. We are also witnessing a very clear shift in professionals’ priorities. Increasingly, people value aspects such as flexibility, personal balance and emotional salary at the same level — or even above — more traditional factors.
This is precisely where the efr model adds value: helping organisations transform work-life balance and wellbeing into a structured, measurable policy aligned with business objectives, generating a positive impact both on people and on organisational performance.
What concrete changes have you observed in organizations that adopt the EFR model, in terms of impact on well-being, productivity, engagement, and organizational climate?
efr organisations often experience very clear improvements in workplace climate, employee engagement and sense of belonging. We also observe progress in productivity, a reduction in internal conflicts and improved communication between teams. In addition, the model helps to professionalise people management and to build more flexible, co-responsible and sustainable organisational cultures over time.
In the current context, marked by demographic transition and changes in family models, what role can corporate welfare play in supporting communities and territories?
In a context marked by an ageing population, low birth rates and the transformation of family models, corporate wellbeing plays a fundamental role. Organisations can become agents of social and territorial cohesion, enabling people to develop their professional careers without having to give up their personal and family lives. This has a direct impact on the sustainability of communities, people’s connection to their local area and overall quality of life.
Looking ahead, what are the main challenges and opportunities for the efr model and for organizations that want to invest in well-being?
The major challenge is to move towards more comprehensive, measurable wellbeing models that are adapted to new realities such as digitalisation, artificial intelligence and intergenerational workforce management. The opportunity lies in the fact that more and more organisations now understand that wellbeing is not an “extra”, but a strategic element for sustainability and competitiveness.
Looking ahead, work-life balance is clearly evolving in its approach. For decades, it was linked almost exclusively to the family sphere — and particularly to motherhood — and later became mainly associated with gender equality. Today, however, we are moving towards a broader and fairer model: a people-centred approach to work-life balance.
This new perspective recognises the diversity of realities, needs and life stages, and seeks to provide flexible solutions that place people — not only specific groups — at the centre. That is where the true future of work-life balance lies.
The collaboration with ELFAC, the European Large Families Confederation, is an important element at the European level: what synergies are you developing, and what added value can this partnership generate for the promotion of family-friendly policies?
Our collaboration with the European Large Families Confederation is very valuable because it helps us to connect corporate family-friendly practices with a wider European vision, creating synergies between companies, civil society and local authorities.
Together, we can share experiences between countries, give more visibility to family-friendly policies and show that supporting families is also good for people, companies and society.