AI at work: responsibility and transparency discussed at the European Parliament

In a speech at the European Parliament delivered on 15 April 2026, Manuela Geleng, Directorate-General for Employment, Social Affairs and Inclusion at the European Commission, pointed out that 29% of workers in the European Union report stress, depression or anxiety linked to their work or worsened by it. This context gives particular weight to discussions on Artificial Intelligence.

New technologies are introduced into workplaces that are already facing significant pressure.

Members of the European Parliament, national parliamentarians, social partners and experts met in Brussels in the framework of the European Parliament’s Committee on Employment and Social Affairs (EMPL) meeting to exchange views on Artificial Intelligence in the workplace, platform work and psychosocial risks. The discussion focused on ongoing legislative developments and on how AI is already affecting the organisation of work across sectors. A key element of the debate was the current state of working conditions in Europe.

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From an international perspective, Nuno Meira Simões da Cunha from the International Labour Organization described the speed at which digital technologies are being deployed in labour markets.

He noted that these technological and digital developments are not limited to advanced economies and that in some cases the uptake is even more visible in developing regions. According to the ILO, two main areas of application stand out at this stage. Artificial Intelligence is used to automate tasks and it is increasingly integrated into recruitment and hiring processes.

The use of AI in recruitment illustrates efficiency gains and structural risks. Automated systems can support faster selection and reduce administrative burdens, but they rely on existing datasets. When these datasets reflect historical inequalities, the same patterns may be reproduced in automated decisions.

Issues such as gender imbalance or the underrepresentation of certain groups can therefore persist in a less visible way. At the same time, algorithmic systems are being deployed to manage work more directly.

They influence how tasks are allocated, how performance is monitored and how working time is structured. These developments raise questions about data protection, privacy and the limits of monitoring in the workplace.

According to ILO, the overall impact of Artificial Intelligence on employment and working conditions is still uncertain. Outcomes will depend on how these technologies are governed and on the policy choices that are made.

ILO stressed the importance of social dialogue as a central element in the current transition.

Attention then turned to implementation and legal clarity. Marc Angel, Chair of the Platform Work Directive Monitoring Group, referred to ongoing discussions on the omnibus  procedure for GDPR and the broader digital framework.

Transparency depends on the ability to understand and follow automated decisions in practice. If such decisions cannot be traced, transparency risks becoming ineffective.

Marc Angel

Chair of the Platform Work Directive Monitoring Group

National parliamentarians contributed perspectives rooted in their domestic debates. Alberto Mayoral from Spain expressed the expectation that Artificial Intelligence should support everyday life and allow people to focus on more meaningful activities such as creating, writing and thinking. He also underlined the importance of education, as many people are still unfamiliar with AI systems and their implications.

From the French Senate, Pascale Gruny raised concerns about the transposition of the Platform Work Directive and questioned whether member states will be able to complete this process within the required timeframe while maintaining a human centred approach. The current deadline is 6 December 2026.

A stronger position on transparency was expressed from the Czech Republic, where it was argued that algorithms should not be treated as trade secrets and that transparency in their functioning should be considered a fundamental human right in the digital context.

The role of European social partners was also visible in the discussion. Representatives of BusinessEurope and the European Trade Union Confederation (ETUC) took part in the exchange of views, reflecting different approaches to the regulation of Artificial Intelligence in the workplace.

BusinessEurope emphasised the importance of allowing member states to adapt regulatory solutions to their specific contexts and argued that the legislative framework adopted in 2024 already provides a basis for action.

More regulation does not automatically translate into better outcomes. National experiences—such as in Belgium, where extensive regulatory frameworks coexist with some of the highest burnout levels in the European Union—demonstrate that increasing rules alone is not sufficient to address complex workplace challenges,” BusinessEurope claimed.

Trade union perspectives, represented by ETUC, focused more strongly on the need to ensure protection of workers in the face of algorithmic management and to extend safeguards beyond platform work to the broader labour market. The discussion highlighted the ongoing debate between flexibility and the need for common standards at European level.

For CEC European Managers, the issues discussed in the meeting relate directly to the role of managers within organisations.

Managers are often responsible for implementing new technologies, organising work and ensuring that teams function effectively. With the growing use of Artificial Intelligence, this role becomes more complex and raises questions about responsibility within companies.

In many organisations, responsibility for AI systems is not clearly defined. Decisions may involve several actors, including senior management, human resources, IT departments and external providers.

Leaders and managers frequently find themselves at the point where these decisions are translated into daily operations. This position requires them to understand how systems function and to be able to explain their effects to their teams. It also requires the ability to exercise judgement when automated processes influence work organisation.

Artificial Intelligence is increasingly present in recruitment, task allocation and performance management.

Managers remain accountable for results and for the well being of their teams, even when decisions are influenced by algorithms. This creates a need for clarity, transparency and appropriate support, including access to information and training.

The discussions in the EMPL Committee reflect a situation where Artificial Intelligence is already part of everyday work organisation. For managers, the central issue lies in how these systems are governed within organisations and how responsibility is defined and shared in practice.

CEC European Managers will continue committed to the core principle shared with the EU institutions and embedded in the European legislation, human decisions should be at the core of competitiveness, also in times of AI.