1. What motivated you to join a trade union?

(Alas) my motivation came from the problems I had experienced and the desire to avoid this for others by using my experiences in a positive way to put them at the service of colleagues.

2. How would you define “work-life balance” and why do you think it’s important, especially for women in our union?

For me, the balance between the 2 spheres – private and professional – exists when we can enjoy and flourish in each of them without one of these spheres unduly “inviting” itself into the other and thus disrupting the other sphere. I believe this balance is unique to each individual and applies equally to men and women. But unlike a scale, it’s clear that the more load you put/”accept” in one of these spheres, the less you’ll be able to put/accept in the other. The difficulty lies in finding the right balance for each individual.

At a time when family/parental responsibilities still often weigh heavily on women’s shoulders, yet when they are expected to be as efficient, effective and productive as their male colleagues, it’s clear that balance for them is all the more difficult to achieve or maintain.

In my opinion, it’s the growing feminization of the job market that has brought this notion of balancing the private and professional spheres to the fore. Before, the balance was easier and was based on the 2 people in the couple: the man the professional sphere, the woman the “private” (family) sphere. Now that everyone is entering the professional sphere (the one – the only one – that allows us to exist in the eyes of society and earn a living), we have to redistribute the tasks of the private sphere. And the world of business/work should get used to it and participate too. Because this balance is essential for everyone’s health (physical and mental) and well-being.

3. In your opinion, what are the key elements that contribute to a good work-life balance?

The ability and possibility to separate the 2:

– ability in the sense that you have to be able to give yourself a time for work and another for your private life (and force yourself to do so if necessary)

– and possibility in the sense that you need a work/life balance that allows you – not only theoretically, but also practically – to have this split on a regular basis.

However, new technologies have brought work and private life closer together, making it easier to switch from one to the other (and avoiding the time wasted commuting to work), but at the same time preventing a clear boundary between the 2 spheres, with consequences for people’s health and well-being (cf. the large number of burn-outs currently occurring).

Certain periods/events in life can also require one of the spheres to be at times more dense/loaded, normally requiring the other to be lightened. This is the case, for example, with parenthood, which adds a significant number of tasks in the private sphere, and should result in a reduction of tasks in the other sphere, which is not always possible (given the financial consequences – loss of salary – or career advancement that this entails). The result is also an imbalance, with its consequences for people’s health (burn-out). This is particularly true for women (who still shoulder the lion’s share of family duties).

4. What are some of the common challenges you have faced in maintaining a satisfactory work-life balance at your institution?

Generally speaking, any change in either sphere can have an impact on the balance. In my opinion, one of the main challenges is parenthood. When you become a parent, it’s an extremely complicated time to maintain a proper balance between your private and professional life, because of course your private life is suddenly turned upside down and “busy”, but nothing generally changes in the professional sphere. The consequence at professional level will generally be stagnation or a withdrawal/decrease in work (which will obviously have financial and career advancement consequences). Unfortunately, this is particularly true for women, who still often bear the brunt of family duties.

I have in mind the story of a colleague who was deputy head of unit (and whose competence had therefore already been recognized), but who refused a position as head of unit offered to her because, as the mother of 2 young children, she felt she couldn’t do it properly (her husband was indeed head of unit).

5. Have you ever felt that your work-life balance was compromised by the nature of your job? If so, how did you remedy this?

Yes, but not so much because of the nature of my work, but rather because of the lack of sufficient flexibility to take account of a major and fairly common change in private life: that of becoming a parent. Even now, I’m not sure I’ve achieved a balance. In this case, after a difficult professional experience in a delegation, which forced me to return to head office to “recuperate”, I feel “obliged” to leave again, because I realize that in Belgium (in Europe, I could say), managing a full-time job and 3 young children is very difficult and certainly doesn’t allow for a work/life balance. There’s very little help. So I’m going back to France where, in principle, I’ll be able to find more help (given the higher salary due to expatriation bonuses – the price of being far from home and family and far from a secure healthcare system – and the possibility of hiring help). Other formulas might have been possible, but don’t exist.

6. How does a good work-life balance affect your general well-being and job satisfaction?

The 2 are obviously linked. Well-being and motivation depend on this balance.

7. How has the union helped you and other women find a better work-life balance?

The union has enabled me to provide others with what I would have liked to receive during difficult times at work (and which is very difficult to obtain via the system itself): a listening ear, understanding, help with possible steps to take when faced with a problem… This gives me the impression of being useful, which is important for me. However, I don’t think this has any impact on the balance between the 2 spheres: it’s clearly a question of improving one of them: work.

8. Are there any specific initiatives, policies or programs that the union has put in place to address work-life balance issues?

Union Syndicale has organized several workshops on the subject, but we can always do more. As I’ve reiterated throughout this interview, one particular time when there’s a real risk of tipping that balance is when you become a parent. I think it would be interesting to take an interest in this (at the institutional level…which could be done via the union).

Not long ago, I took part in a seminar on “parenthood in the workplace”, which I found very interesting and which aimed, on the one hand, to explain to managers/executives how to take better account of this important (and fairly inevitable) moment in their employees’ lives (to avoid “burning them out”) and, on the other hand, to give tips to “parent” employees on how to better combine their role as parent and worker (without “burning out”).

In terms of initiatives, I’m thinking for example of the proposal put forward by the Socialist Party (PS) in Belgium, which recently submitted a bill aimed at harmonizing paternity leave with maternity leave (currently set at 15 weeks in Belgium) and making it compulsory. This initiative would pave the way for a more equitable distribution of family responsibilities, remove the risk of discrimination in hiring (when an employer sees a woman in front of him and is already afraid of the moment when she will announce her pregnancy), enable women to manage their early pregnancy more serenely (the fear of “announcing” to the employer) and offer fathers and co-parents an equivalent right/duty to take care of their children, thus lightening the burden on women. This proposal could also serve as an inspiration for the union.

9. In your institution, do you think there is enough flexibility and accommodation for women to manage their work and private lives? What improvements would you suggest?

For me, it’s not enough. But not for women as such, rather for parents (especially those who bear the brunt of family responsibilities, which is often women… but sometimes men).

It would be better to integrate parenthood into the world of work (for both men and women). This could start with better access to information, reassurance, explanations and preparation for future parents. One concrete proposal that came up at a conference I attended on integrating parenthood into the workplace was the creation of a parenting guide that could include:

• Legal and administrative information: Provide an overview of rights and laws related to parenthood, including parental leave, benefits and job protection guarantees.
• Time and workload management: Advice on how to adapt one’s schedule to the needs of the family, with an emphasis on flexible working options, teleworking and flexitime.
• Childcare options: Provide detailed information on the types of childcare available, whether crèches, nurseries, nannies or other solutions, as well as advice on choosing the best option for the family’s needs.
• Managing parents’ well-being: topics such as preventing parental burnout, managing stress and anxiety, and practical workshops such as returning to work after maternity/paternity leave, the experience of pregnancy at work, work-life balance, and strategies to avoid parental burnout.
• Parental leave: Explain in detail the leave available to parents, including maternity, paternity and sick leave for children. Highlight application procedures and resources to ensure parents understand their rights.
• Psychological and emotional support: Set up psychological and emotional support resources, such as coaching or counselling sessions for parents going through difficult times.
• Family resources: Provide information on parent support groups, family associations, social networks and other ways of getting in touch with other parents.
• Work-life balance: Offer strategies and tips for maintaining a good work-life balance, emphasizing the importance of taking time for oneself.
• Role of managers and colleagues: Raise awareness among managers and colleagues of the importance of supporting parents, highlighting inclusive leadership practices and ways of creating a supportive work environment.
• Changing the corporate culture: Suggest ways to promote an inclusive corporate culture that values work-life balance and encourages gender equality in family responsibilities.

10. Have you used flexible work arrangements, such as remote working, flexitime or job sharing, to help you maintain a good balance? What impact have these measures had on your experience?

Yes, I’ve used “parental leave” during school vacations. The impact was very slight in terms of balance, as the private sphere was going to be busier (cfr looking after 3 children under 10 on leave) than I decided to lighten the other. So I kept the same balance… already unbalanced given my previous answer and my need to leave to find more help and obviously with, on the other hand, a negative financial counterpart.

11. Is there a perception that prioritizing work-life balance could hinder career progression, particularly for women? How can this perception be taken into account?

Obviously, the general perception is still one of “giving oneself away” at work. But I think things are changing with the younger generation, who are attaching more and more importance to this balance, even if it means sacrificing career progression, which could perhaps in time change attitudes about what’s important.

12. What advice would you give to young women who are worried about reconciling their professional aspirations with their personal commitments?

Be strong, know what you want and say it, things can (and do) change, but don’t give up (neither family life nor professional life), fight for things to change and for a greater balance.

13. What role do you think employers and the institution as a whole should play in promoting work-life balance for women?

Employers and the institution as a whole obviously play a crucial societal role in promoting work-life balance. In an ever-changing world, it’s imperative that employers keep pace with society’s evolving needs and implement measures that meet the expectations of new generations. And one of these new expectations is, of course, work-life balance.

Employers and the institution must therefore first recognize that work-life balance has become a decisive criterion of job attractiveness for the new generation, as well as an important factor in employee satisfaction and well-being at work. They must also take into account the fact that parenthood is a fairly common and relatively unavoidable source of imbalance within the company, and that it would therefore be useful to have a positive policy in this area.

In any case, the employer and the institution are the first to suffer the negative effects of failing to take an imbalance into account. When parents’ needs are not taken into account, this can lead to increased absenteeism, staff turnover and reduced employee motivation. Women in particular can be disproportionately affected, as they are often the ones managing family burdens and facing the additional challenges of motherhood and childcare.

In short, by embracing this fact and taking concrete positive action, employers and the institution would be demonstrating their commitment to the well-being of their employees, and helping to break down gender stereotypes.

14. Are there any changes you’d like to see within the profession that could facilitate a better work-life balance for women in the long term?

Absolutely, there are several concrete and rapid changes within the profession that could greatly facilitate a better work-life balance (and especially for women) in the long term. Flexible working hours and telecommuting possibilities are one of them, and have already been widely implemented in the Institution (albeit to varying degrees depending on function, institution and DG).

Once again, I’d like to add that parenthood is an element that could be given even greater consideration by the institution, as it is a source of great imbalance. Alongside the traditional parental leave already provided for, other avenues could be explored to support this particularly busy period for all parents (and especially mothers):

• A Parenthood Guide: A comprehensive, user-friendly guide providing detailed information on how to reconcile parenthood and a professional career within the company (legal aspects, advantages/facilities offered by the company, resources available to support parents);
• Support for employees returning from maternity/paternity leave;
• Support for breastfeeding and workplace design: for example, creating comfortable rest areas and specially-equipped lactation rooms, understanding that breastfeeding follows unpredictable physiological schedules, dedicating fridges to breast milk, installing breastfeeding chairs..;
• Compulsory paternity leave (to ease the burden on moms and allow dads to enjoy their children too);
• Offer parent support and professional awareness workshops for managers (with topics such as managing parenthood at work, work-life balance, deconstructing gender stereotypes, resources available for new parents and effective communication).
• Childcare solutions (in partnership with recognized services);
• Intergenerational mentoring programs enabling more experienced women to guide and advise younger women, sharing their knowledge and experience.
• Objective performance appraisal: Implement performance appraisal processes that take family responsibilities into account, and evaluate employees on the basis of their results rather than their physical presence in the office.
• Internal support groups: Create internal support groups where women can share experiences, exchange advice and discuss specific challenges related to work-life balance.
• Inclusive leadership: Promote inclusive leadership that actively encourages women’s participation in management positions and values their balanced contribution between professional and private life.

15. How do you personally manage to strike a balance between your professional responsibilities and your private life? Are there any strategies or practices that you find particularly effective?

Strategies and outside help to save time (even better when they don’t cost anything): help with shopping (online ordering), help with cooking (delivery of boxes with recipes), help with childcare (family, friends, etc.), teleworking (even if this prevents a clear separation between work and family), etc. Without all this, life in Belgium would have been unmanageable.

16. What do you think about working 4 days a week? If you are in favour (or against), can you explain why?

Personally, I’d be in favour of shorter working hours in general: 4 days, but still 8 hours a day (the famous French 32-hour week, which I think is a very good idea in terms of work-life balance).

What prompted you to become a member of a trade union?

I was attracted by the opportunity to have my rights defended. When I joined the Commission in 2007 as a contract agent, I held a somewhat naive belief that the Commission was the most progressive and fair employer in the world. However, after seeing the situation from within and noticing the discrepancies between declarations and reality, the inequalities between men and women, the existence of glass ceilings, limitations for colleagues from newly accessed countries, and the acquisition of power by certain managers and toxic colleagues, I felt that the union was a platform to address these injustices.

How would you define “work-life balance,” and why do you think it’s important, especially for women in our trade union?

Defining “work-life balance” is always tricky. The term implies that work is not part of life, which I disagree with. Work should also be lived well, executed effectively, and integrated into your overall well-being. For me, balance means not being overly stressed for extended periods, effectively managing my workload, and still having time for my family, including meaningful conversations during the week. Achieving work-life balance is essential for everyone’s health. For decades, society praised workaholics and had a better acceptance of fully dedicated male professionals compared to their female counterparts. While this statement is a simplification of complex social constructs, some may find it offensive. It’s my personal perspective. Even with a supportive husband, as a working mother, I often find myself trapped in a never-ending cycle of guilt. I feel guilty when I need to leave work early for family reasons as a professional and guilty when I must focus on work or travel for it, missing important events in my children’s lives. Achieving this balance is an aspiration but often feels impossible, even with tools like flextime, parental and family leaves, and time credits. Ultimately, it comes down to the humanity and understanding of your manager. However, due to COVID, the paradigm of work-life balance has shifted. We’ve learned to work in a hybrid mode, realizing the benefits of working from home and the importance of team collaboration, collegiality, and office space. This flexibility is a win-win for both employers and employees. While there are stories of “bad apples,” these individual unfortunate cases should not overshadow the good framework the EC has provided for its staff.

What are some of the common challenges you’ve faced in maintaining a satisfactory work-life balance in your institution?

I started working at the Commission in September 2007, and my second son was born on October 31. In Lithuania, we had generous maternity leave, and I was judged for returning to work when my son was only four months old. Balancing work and breastfeeding was challenging, and it remains my biggest regret. Other common challenges include being available for children’s school events, which often occur during core working hours, resulting in my absence from many of them over the years. Now, with my children older and the flexibility of hybrid work and flexitime, planning and managing these challenges is easier.

Are there specific initiatives, policies, or programs that the trade union has introduced to address work-life balance issues?

I have always been proud that the idea of flexitime originated in Petten and was achieved by colleagues from our union. It’s a great idea that significantly helps us balance our lives.

Have you used flexible work arrangements, such as remote work, flexible hours, or job sharing, to help maintain a healthy balance? How have they impacted your experience?

Yes, I have used remote work and began taking parental leave in 2022 during the summer. Ironically, it’s not to spend time with my children but to spend time with my mother, my only surviving parent. During COVID, we couldn’t visit my home country, and I realized that it’s not about how long my mom will stay with us but how many more times we’ll see her. This realization led me to plan more time and quality time with her, as a strong family relationship is crucial for work-life balance.

In your view, what is the role of a Trade Union?

As the voice of employees, trade unions ensure the necessary checks and balances in the public and private sectors.

In recent decades, the world has undergone profound changes: the advent of digital technologies has transformed workplaces, citizens expect tangible proof of organisations’ ethical charters but also increased transparency and accountability from their political representatives, etc…Clearly, people wish to be the actors of their lives and participate to create a better society.

In this context, the Trade Unions’ objective is to improve the working conditions of employees for the benefit of all – including for the investors of their organization – but also address societal challenges such as digitalization and jobs, climate change, food security, social security, public services, pensions etc…. Trade unions have an important role to play in shaping our societies, at local and national levels, but also beyond our borders. People are feeling increasingly concerned about the future of the world and wish to be involved in its governance. Therefore, I believe that today’s Trade Unions should be defined as pressure groups or lobbies, staff representatives as lobbyists within their own organization but also for their contribution to society in general, and employees, through their work and commitment, as shareholders of their organization.

What is your definition of an efficient work environment?

Employees should be offered opportunities for a career development, whatever their age group, gender, nationality, social background (an aspect often neglected), hierarchical level in their organisation, work pattern (part-time or full-time), or if they have a handicap… In this perspective, the trade unions contribute to design an effective HR strategy to attract talents, create diversity, develop skills with opportunities for promotion, but also retain experience. The knowledge acquired through experience is indeed a precious know-how often forgotten. And this knowledge is linked to seniority. Age should not be seen as an obstacle but an opportunity. Experience cannot be invented; it is acquired with time and patience. Through failures and successes.

Effective governance also means accepting diversity of thoughts: a real challenge in an international workplace with employees with diverse cultural backgrounds, different ways of thinking and working, but also with distinct experiences and history with unions and staff representation in their home countries. Engaging with others, challenging oneself, standing ready to listen and learn from others may lead to the design of innovative projects that would otherwise have never seen the light of day, but have turned to be essential to the success of an organization. Needless to say, creativity and innovation make an organization unique and successful. But Organisations have to dare! Dare to question themselves. Do they have this ambition? This approach is pragmatic and based on my own personal experience: I have seen it in practice. Believe me, it works.