The Family Branch mediation service was created in 1991. In addition a mediator has been assigned to each of the 102 Regional Family Allowances Offices since 2012.

An external independent mediator will be appointed by the National Fund for Family Allowances (Caisse nationale des allocations familiales (CNAF)) in 2016.

In cases where there is a lack of understanding or difficulties accessing rights, the mediation service ensures a fair outcome that is clearly understood by users.

The Family Allowances Fund offers a complete package to separated parents which combines:

ESAW (European Statistics on Accidents at Work) is the European coding system of injuries, adopted by Inail since 2001, allowing the comparison of accidents at work rates in different Member States. The knowledge of causes and circumstances of the occurrence of accidents at work is essential for planning policies for prevention and protection aimed at reducing their frequency and severity, as well as enabling the plan of measures to improve working conditions.

Biological risk assessment at workplaces is not easy because of the lack of a standard for biocontaminants measurement. INAIL's Technical Advisory Risk Assessment and Prevention (CONTARP) developed guidelines on microbiological monitoring in workplaces, in order to adopt homogeneous methodologies of airborne biocontaminants sampling and samples analysis. CONTARP and DCOD (Directorate for Digital Organization) developed a software programme, whose database contains data about environmental microbiological monitoring in companies.

All companies must comply with health and safety regulations. However, the safety procedures and the spread of information about the subject are not sufficient to avoid accidents. It is really useful for companies to create a network and cooperate actively to improve safety.

This good practice deals with a statistical methodology in computer science to measure the workers welfare inside a company. We consider the company as a micro-society where wellness depends on both internal organizational factors and external factors related to work. We consider the working wellness as a multidimensional entity which can be interpreted through a set of indicators explored by the O.H.Q. (Organizational Health Questionnaire, 2002) questionnaire. A relational database and the SQL query language ensure portability and independence of the solution.

In rehabilitation, achieving mobility in autonomy is a major target. In case of a gait deficit, the manual wheelchair is the ultimate tool for achieving this target: it is a key device in the world of assistive technology (AT) and its use helps to increase the chances of the person with a disability, his/her independence and participation in the activities of daily living. To make best use of the device a training programme is needed. The person has to learn a new kind of locomotion: he/she must learn to make transfers to and from the wheelchair, how to face stairs and inclines.

The National Employment Office (l’Office national de l’emploi (ONEM)) reduced its staff by 10 per cent between 2010 and 2014 and by an additional 5 per cent in 2015. The operating budget (material, premises and equipment) was reduced by 20% in 2015.

The volume of work nevertheless remained high since 2008 as a result of the continuing economic crisis and also because of additional tasks.

The National Employment Office (ONEM) has been using an integrated management model for a number of years.

This model is upgraded constantly and includes the vision, mission, values, strategic plan, operational plans, dashboards, the cost price calculation of and the of productivity measurement.

This management model has been materialized in the form of a management cockpit.

Electronic Services Platform (PUE) is a set of advanced services for all ZUS' customers who contact ZUS through electronic means, by phone or directly, visiting a ZUS unit.

The web portal pue.zus.pl is its heart. It gives 24/24 h access to information available on a ZUS account and allows someone to deal - via Internet - with many social security issues without leaving home.

The move by the Family Department to establish a policy for young people that is clearer, more coherent, better adapted to real needs and aligned with the actions of all stakeholders involved in this area, has resulted in the implementation of innovation methods derived from “design thinking”.

The BGN Trainee App is for trainees (particularly in their first year of training) and those starting out in the hospitality industry and is intended to ease the transfer from school to work. The app covers six subject areas: career, stress, sleep, movement, nutrition and emergencies. The app is rounded off with a contact database and professional advice. It was developed as part of the "Innovation and Demographic Change in the Hotel and Catering Industry" (Innovation und demografischer Wandel im Gaststätten- und Hotelgewerbe (INDIGHO)) project.

For the past 10 years the Family Allowances Fund (Caisses d’allocations familiales (CAF)) have been developing and improving paperless services for internet users (caf.fr): on-line benefit applications, access to and monitoring of personal files, electronic mail, access to child-care facilities, entitlement simulation tools, service provider porting to smartphones and tablets, automation of information exchange with partners.

The Family Branch is at the heart of solidarity policies and provides support for the most vulnerable individuals. Its organisation and service delivery prioritize access to entitlements – now a key public policy issue.

In 2014 the Family branch implemented a new service with a renewed focus on identifying and accessing available entitlements and services called the “entitlement meeting”.

For two days and a night (36 hours non-stop), 17 teams (70 people in all) from the public sector and with volunteer staff from Family Allowances Fund Offices worked on (open) data made available by the Family Allowances Fund to discover how this data could be used for the benefit of the public.

This collective intelligence exercise, which was carried out non-stop under time constraints, delivered high-quality results and met a wide variety of objectives.

In December 2009, ZUS customer service standards and procedures were elaborated, together with their implementation timetable. Those standards and procedures were refined in subsequent years.