A flexible way of working



We will dedicate our efforts in ensuring a post-Covid-19 modern and flexible way of working, evaluating in an appropriate manner the needs of each individual, respecting the statutory rights and our Institutions. This is the right time to take appropriate steps, as DG HR is working on two relevant topics: the new "human resources strategy" and a new decision on "working time and hybrid working".

Over the past 18 months, colleagues and their representatives have shown their effort, flexibility, productivity and commitment to our institution and their work. The pandemic has demonstrated that for our staff in terms of productivity, teleworking is as effective as, if not more effective than, working in the office. We have experienced the very positive impacts of flexibility on work-life balance, by enhancing an environment of trust and focusing on results. Above all, Commission staff have shown that autonomy works, and that full trust is well deserved.

We contributed to draft a document of the College of Presidents of Staff Committees, which highlights the following advantages and drawbacks of teleworking:

+ increased flexibility in the organisation of the working time;
+ increased flexibility in combining private and working life;
+ increased productivity and efficiency, with fewer interruptions;
+ saving commuting costs, reducing CO2 footprint due to transport and time.

 - problems in organising the remote working space and concentrating on the job, when the space at home is insufficient and there is a simultaneous presence of other family members;
- lack of personal contact and social exchanges with colleagues;
- blurring of the boundaries between work and private life and pressure of combining work with home duties may give rise to mental and physical health issues, including more burnout cases;
- cyber security and GDPR issues;
- risk of working longer (right to disconnection bandwidth);
- a more intensive use of ICT equipment may aggravate psychological stress, eye strain, anxiety, headaches, fatigue, sleep disorders and musculoskeletal problems.
 
We are supportive of a hybrid “new normal”. A hybrid system requires that institutions undertake the necessary investments that would allow true hybrid arrangements.
  • some physical presence is necessary, but also applied in a flexible manner;
  • teleworking should be a voluntary arrangement;
  • the physical presence in the office must not be required for the sake of being “on site”. Going to the office shall have the added value to promote cohesion, exchange of ideas, social inclusion and to foster the sense of belonging to the European project;
  • a hybrid system requires a clear definition of job types for which teleworking is allowed;
  • teleworking from abroad could be made available to staff for a limited number of days per year.