A seminar on the topic "Work-life balance. What are the EU's interventions?” was held in Genoa, Italy from 7-9 July 2025, organised by MCL / EFAL (Christian Workers' Movement / National Agency for the Training and Education of Workers) in cooperation with EZA and funded by the European Union. 55 representatives of workers’ organisations from various EU countries attended the seminar.
The national President of MCL, Alfonso Luzzi, opened the first day of the seminar, and thanked the attendees for their participation and interest in the theme of the seminar.
The seminar focused on the European Pillar of Social Rights, particularly in terms of the "work-life balance”.
The EU wishes to strengthen its social dimension and guarantee more effective rights for its citizens. The European Pillar of Social Rights envisages a social Europe for all European citizens. The priorities include:
• Equal access to the labour market
• Fair working conditions
• Work-life balance
The European Commission wishes to modernise the existing legal framework and has proposed a directive on the work-life balance that preserves existing rights and enhances them with new, improved rights for women and men. The proposal aims to promote a better work-life balance and boost equal opportunities for women and men both in the workplace and in the home. The laws and policies of the EU and the Member States are designed to:
• Support workers to balance work and family life (work-life balance)
• Help companies retain talent
• Encourage flexibility for both employers and workers
• Promote equal opportunities
• Generate economic growth and bring benefits to society as a whole, including children and persons who require family care.
A 2021 study from the Harvard Business Review was presented during a panel discussion, which found that 61% of people who manage to achieve a harmonious work-life balance tend to have higher satisfaction, greater resilience and a lower risk of emotional exhaustion. The key, therefore, is not to avoid work, but to find a way to integrate it in a synergistic manner with other aspects of our lives. The problem with the traditional concept of the "work-life balance" is that it reflects an idea that reduces work to a mere means of subsistence, which must be limited to enable people to "live". This approach disregards the potential that work can offer in terms of learning opportunities and personal growth, and also in terms of its impact on the environment.
However, the idea of "balancing" work and private life is a more comprehensive concept than a mere separation of the two spheres but often risks becoming a meaningless buzzword. The term "balance" conveys the image of a strict separation between two areas, which in reality constantly influence each other and are intricately intertwined. The search for the "right balance" can be equally illusory, as it often implies the idea that we have to choose one part of our life or sacrifice another part for it. In reality, however, work and private life are interdependent and enrich each other, leading to overall well-being if they can be effectively integrated. In this context, the aim should not simply be to reduce working hours or to find a delicate balance between the two areas, but rather to create conditions that allow both to integrate and one to enrich the other. This does not depend solely on the individual but requires a cultural change at the company and societal level.
This decision aims not only to reduce working hours, but also to improve the overall quality of life by demonstrating how a work-life balance can promote well-being, productivity and innovation. Trade unions and other worker’s organisations play a key role here.
In Italy, some young companies are pursuing similar approaches to create more humane and flexible working environments. YoRoom, a co-working space in Milan, offers a working model that combines flexibility and collaboration, enabling professionals to work in a stimulating and socially oriented environment. Bending Spoons, a leading technology start-up in app development, has implemented structured guidelines for remote working that give autonomy to workers to manage their working hours and work location. Everli, an online shopping platform, has introduced a four-day work week for certain teams to improve the quality of life of its workers without compromising their productivity.
While these initiatives differ in terms of industries and approaches, they demonstrate a cultural shift towards a greater focus on the well-being of workers and a balance between personal and professional needs.