GREECE Trends and Developments Contributed by: Semina Zavitsanou, Yannis Ragos, Maria Siraga and Dorianna Sarri, POTAMITISVEKRIS
• the adoption of proportionate and temporary measures to prevent escalation; and • the avoidance of actions that could be perceived as prejudging guilt or constituting retaliation. Current Trends In any event, recent practice reveals two trends of particular interest. • A Shift Towards Mobbing and Psychological Pres - sure: In the volume of reports and complaints, companies are increasingly confronted with allega - tions of “toxic behaviour”, demeaning treatment, exclusion, adverse conduct, arbitrary evaluation, or excessive pressure, rather than exclusively “clear- cut” cases of sexual harassment. This does not suggest that the latter are rare; rather, the former are more readily articulated as claims and more closely aligned with everyday workplace experi - ence. • Strategic Use of Complaints as a Preventive Defence Prior to Dismissal: At the same time, there is a tendency for certain complaints to be submit - ted strategically, shortly before an adverse change or termination, so that – in the event of dismissal – a narrative of retaliation for the exercise of a lawful right may be advanced. This trend calls for composure: treating every complaint as inherently pretextual risks undermining genuine reports and exposing the employer to liability; treating every complaint uncritically risks operational paralysis.
The mature response remains the same: an investi - gation process that withstands scrutiny – neither a “witch hunt” nor a “cover-up”, but a clearly defined scope, documented steps, a credibility assessment of allegations, and proof that any work-related decisions are based on independent, pre-existing, or sufficiently proven data. However, the same reporting channel may be mis - used: where every conflict or instance of strict man - agement is labelled as “harassment”, the framework risks dilution and genuine complaints may be under - mined. This is why, in 2025, the emphasis shifted from “having a policy” to having an evaluative filter and a defensible investigation process. Conclusion In 2025, HR internal investigations in Greece are entering a phase of institutional maturation: increased reporting, deeper organisational involvement, and heightened sensitivity regarding interim measures. From a legislative perspective, the two primary regu - lated pathways are workplace violence and harass - ment, and whistle-blowing; all other matters operate within the sphere of managerial right, internal policies, and GDPR compliance. The core message for businesses is practical and unambiguous: prevention and process beat improvi - sation. As the field continues to evolve, the quality of the investigation will determine not only workplace stability, but also the legal resilience of any subse - quent decision.
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