Living Better at Work

It is high time that the Commission realises that the well-being of its staff is a moral obligation as well as a contribution to greater efficiency. The institution bears the cost in human and budgetary terms. Poor working conditions and harassment lead to reduced efficiency, de-motivation, increased days on sick leave, etc. Individuals bear thecost in reduced quality of life and job satisfaction. Well-being is the best investment the institution can make.

Security and Hygiene

Union Syndicale has helped to improve security and hygiene conditions in two ways: by defining and implementing basic rules and by acting in specific cases. The new Housing Manual prescribes, for example, minimum office space. We act immediately when colleagues draw our attention to these rules not being respected.
Buildings can present serious and structural problems, to the point of being a threat to your safety. We took action in:

• The Borschette Conference Centre: fire extinguishers past their expiry date, blocked emergency exits, unpleasant odours, overcrowded meeting rooms, ceilings caving in…;
• Madou Tower (whose purchase we opposed): broken and burst windows, parts of a light fixture fallen in the entry hall, serious problems with the lifts, sub-standard emergency stairwells, bits of the building falling into the street…;
• Cortenbergh 100: a fungi outbreak that temporarily closed the building;
• Belliard 100: inadequate soundproofing and insulation, unpleasant odours…

Harassment

In 2004, the Commission was finally forced to acknowledge the existence of harassment and forced to act to prevent it from happening and to deal with it when it does. We played an important role in setting up the network of confidential advisors and in making it run effectively.
Despite the undeniable progress, things are far from being ideal. Union Syndicale proposes a revision of the totality of legal provisions dealing with harassment, and in particular those concerning the burden of proof, which until now has always been with the person being harassed. We are also calling for the creation of a “prevention advisor” in cases of harassment.
The Commission still has much to do to bring about a new culture regarding harassment. It must raise awareness of the problem by, among other things, including harassment in its training of middle managers.

2004: New Obligations

Since 2004, the Staff Regulations impose new obligations on the Commission:
♦ Financing and implementing a social policy for staff,
♦ Ensuring standards of security and hygiene at least equivalent to Community directives;
♦ Combating moral and sexual harassment;
♦ Guaranteeing equal treatment: men/women, age, sexual preference, etc.