When organisations think about employee retention, salary, career development and company culture are often the first things that come to mind. But there is another important part of the employee value proposition: leave entitlement.

Maternity, paternity, parental and annual leave policies can tell employees a great deal about how an organisation views their lives outside work. For employers looking to attract and retain talent, the level of support provided at important moments in an employee’s life can be an important differentiator.

Members of Spinnaker’s Maritime HR Association benefit from not only annual salary reports, but also regular information regarding topical issues such as leave entitlement, benefits and bonuses. In the recent 2026 Leave Entitlement Survey it was evident just how varied approaches to leave can be across the maritime industry and different global markets.

For example, the survey found that some clients provide paternity leave above the statutory requirements. This included extending the length of leave, offering longer leave on full pay, and allowing a more gradual return to the office with additional working from home allowances.
This illustrates an important point that enhanced leave isn’t necessarily about offering the greatest number of weeks. Pay, flexibility and support when employees return to work can be equally significant.

When it comes to maternity leave, some clients offer salary top-ups and in some cases the employee is paid their full salary whilst on maternity leave and some even give a temporary salary uplift following the employee’s return to work.

These examples demonstrate that leave policies can extend beyond simply giving employees time away from work. They can provide financial security, flexibility and practical support at important stages of an employee’s life.

And that support doesn’t necessarily end when leave does. The Maritime HR Association survey identifies organisations offering return-to-work incentives, guaranteed roles, and flexibility for medical appointments.

For maritime employers operating in a competitive global talent market, these benefits are worth considering as part of the wider employee proposition. Employees are not simply assessing their salary when deciding whether to join or remain with an organisation. They are also considering whether the employer will support them through different stages of their career and personal lives.

Of course, generous leave entitlement alone will not guarantee retention. Pay, leadership, career opportunities, workload, development and workplace culture all play a role. But leave policies can form an important part of the overall package and they send a clear message about what an organisation values.

The question for employers is therefore not simply whether their leave policies meet the statutory minimum, but whether their overall approach to leave reflects the people they want to attract, retain and support.

Source: Maritime HR Association, Information Exchange – Benefits: Leave Entitlement 2026 Survey.