Mental health mental health, life-work relationships, caregiving, burnout and contemporary challenges were the focus of a discussion at The Upfront Initiative, with Irini Agapidaki.
Irini Agapidaki: Mental Health in Focus – From Stigma to Policies
Mental health, resilience, human relationships and the need for meaningful care dominated the discussion on “The Invisible Burden: Work-life balance, Mental Health and Care”, held as part of The Upfront Initiative at the Athens Conservatory.
The Deputy Minister of Health Irene Agapidaki stressed that mental health can no longer be treated as an individual matter, but as an issue of public health and public policy. She said that the economic crisis has helped open up the debate around anxiety and depression, gradually leading to the removal of stigma.
She noted that as taboos are broken, the more material mental health policies become feasible. Referring to modern digital life and the phenomenon of doom scrolling, she warned of the drift away from real human relationships, stressing that more genuine concern, more care and less criticism towards ourselves and others is needed.
The invisible burden at work, burnout and human relations
The Director of Organizational Development and Communication of METRO AEBE, Dimitra Daskalaki, spoke about the challenges that frontline workers face every day, especially in professions where there is no possibility of hybrid work. He said the “invisible burden” accompanies workers in their daily lives and businesses must create an environment of safety and trust so that people can talk openly about their problems.
At the same time, he stressed that businesses cannot solve every difficulty, but they must demonstrate in practice that they care about their people. He referred to the importance of empathy and human relations, noting that “customers are not always right,” and stressed that no technology, no AI and no org chart can replace genuine human concern.
In the same vein, psychologist Vassilis Kiosses explained that burnout is not an instantaneous condition, but a gradual process that alters a person’s relationship with life and work. As he said, the invisible burden is linked to the deep human need to belong, while psychological burnout often occurs quietly and progressively.
He argued that addressing the problem requires structural changes and not just individual interventions, noting that self-care is important but not enough on its own. At the same time, he defended the importance of so-called soft skills, stressing that the quality of human relationships is a key factor in psychological resilience.
New Generations and Business – The Search for Balance
Project Leader of Boston Consulting Group, Victoria Nicolaidou, pointed out that the invisible burden is increasingly linked to the multiple roles that people are asked to manage in modern life. According to her, younger generations are placing particular emphasis on well-being, mental health and work-life balance, linking success not only to earnings but also to quality of life.
He also stressed the importance of prevention, noting that organizations need to recognize early signs that can lead to burnout or employee departure before people reach their limits.
For her part, Head of Corporate Relations at Diageo Hellas, Efi Boura, linked the invisible burden to the need for acceptance and the pressures of belonging to social groups. She stressed that businesses cannot substitute the role of the state or experts, but they can make a substantial contribution to prevention.
Referring to the Smashed programme to prevent underage drinking, she noted that young people are constantly under pressure and stimuli, with the biggest challenge often being managing peer pressure and developing the confidence to say “no”.
Finally, Chief Operating Officer of Dimand S.A., Olga Itsiou, argued that the invisible burden is often related to the difficult decisions that people are asked to make about their personal and professional paths. He stressed that corporate culture is not shaped by policies and regulations, but by everyday behaviors and open communication between management and employees.
As he pointed out, balance is not a permanent state but an ongoing goal, with small victories and periods of tension being an integral part of the professional and personal journey.
