Employment 2025

ROMANIA Trends and Developments Contributed by: Oana Palita and Cosmina Raicu, Eversheds Sutherland Romania

Introduction Romania stands at a pivotal point in its economic development. As one of the fastest-growing mar - kets in Eastern Europe, the country offers compelling opportunities for investors. However, recent political shifts, fiscal challenges and regulatory reforms have introduced new complexities. This article outlines the most pressing employment-related aspects that busi - nesses should consider when entering into or expand - ing operations in Romania. Romania’s labour market in 2025 is undergoing a peri - od of transformation, shaped by demographic shifts, digitalisation and evolving regulatory frameworks. For clients considering business operations or workforce expansion in Romania, understanding the current employment landscape is essential. Returning to Work, and Flexible Working Schedules For employees, remote working (locally referred to as “teleworking”) offers workers flexibility; sometimes translated into flexibility in organising their schedule, teleworking saves time and resources by eliminating commuting and, potentially, provides a better work- life balance. Nevertheless, risks arise such as social isolation, difficulty separating work and personal time, or pressure to be constantly “plugged in”. For employers, teleworking can mean increased pro - ductivity, reduced office space costs and access to a wider pool of talent, unrestricted by geography. Challenges may include maintaining team cohesion, effectively monitoring work without becoming intru - sive, ensuring data security and confidentiality, and evolving the organisational culture to new trends and needs. While the COVID-19 pandemic accelerated the adop - tion of work-from-home arrangements – pushing companies to rethink traditional office culture, invest in more sophisticated IT tools, redesign existing roles, etc – many major companies in Romania have begun shifting away from fully remote models and have start - ed encouraging employees to return to the office. This trend began in late 2023 and early 2024, and the pace at which employees are expected to return (fully or mostly) to the office is accelerating.

However, flexibility remains a critical element, espe - cially for recruiting highly skilled staff for niche tech- heavy sectors. Most employers continue to maintain hybrid systems, allowing employees to split their time between the office and remote work. This approach aims to bal - ance business needs with employees’ expectations for autonomy and work-life balance. Companies are also exploring compressed schedules and individual - ised working hours, especially in sectors such as IT, shared services and professional services. In Romania, this trend mirrors global practices, with a clear emphasis on structured flexibility/hybrid models, rather than a full return to traditional “9 to 5” office routines. Romania has progressively aligned its labour legislation with EU standards to support flexible work - ing arrangements, reflecting both employee needs and employer strategies for productivity and retention. Under Romanian law, employees have the right to request flexible working arrangements, including: • individualised working hours or schedules (reduced working time, flexible start and end time); • teleworking; • changes to the place of work; and • paid time off. These rights are specifically outlined for: • parents of children under 11 years old, who, irre - spective of the employer’s policy on remote work, are allowed to take up to four days per moth of telework (subject to conditions being met); • employees who are caregivers for a family member with a serious condition or who are able to justify a family emergency (paid time off may be requested to address such special circumstances); and • individuals with disabilities or health issues. Attuning to the efforts being made at the legislative level to create a framework with higher emphasis on work-life balance, employers are expected to revise their internal policies accordingly and, wherever pos - sible, to ensure that employees have real access to flexible working patterns.

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