The Children Behind the Uniform: How a Father and Trade Unionist Is Redefining Work–Family Balance in Ungheni

In a system built on discipline, vigilance, and hierarchy, vulnerability is rarely on display. Yet behind every uniform is a personal life often kept out of sight. At the Border Police in Ungheni, that reality is beginning to change—thanks to an initiative led by a commander who speaks not only as a senior officer, but as a father and a trade unionist.

In his office at the Western Regional Directorate, Sergiu Barbacari carries the weight of two responsibilities: securing the country’s western border and representing the rights and well-being of his colleagues as President of the “FRONTIERA” Trade Union. But there is a third role that quietly shapes his leadership—fatherhood.

A graduate of the “Alexandru cel Bun” Military Institute, Barbacari has spent nearly two decades in service. His career has been defined by structure and discipline. Yet it is his personal experience as a parent that has pushed him to challenge long-standing norms within a militarized institution.

“I also have children, and I have brought them to the office,” he says. “As a father, you feel that tension—you want to be fully professional, but your attention is drawn to your child. It’s a natural distraction, one that every parent in uniform understands.”

A reality long ignored

Children in the workplace are not new at the Directorate. They arrive with their parents, sit quietly at first, then grow restless—seeking attention in offices filled with files, screens, and responsibilities. For years, this was treated as an unspoken inconvenience rather than a shared concern.

“Parents may not say it out loud, but the discomfort is there,” Barbacari explains. “You are trying to do your job while also making sure your child doesn’t disturb others. You are split between two roles.”

As both a leader and a union representative, he chose not to ignore this reality. Instead, he reframed it: not as a problem, but as a responsibility of the institution toward its people.

From necessity to solution

The idea for a dedicated children’s space did not emerge from policy—but from everyday life. Many employees, especially those coming from operational units to the central office, simply had no childcare alternatives.

Recognizing this, the Directorate—together with the International Labour Organization and supported by the National Confederation of Trade Unions—transformed an underused space into something entirely new: a room designed for children.

“We looked at a space that wasn’t being fully used and said: this can become something meaningful,” Barbacari recalls. “Until now, children stayed in offices. Now, they have their own world.”

The room is more than symbolic. It is equipped with age-appropriate books, interactive games, and designed to encourage play and social interaction in a safe, regulated environment.

Challenging a culture of silence

In uniformed services, the boundary between personal and professional life is often rigid. Bringing a child to work can be perceived as a sign of weakness or lack of professionalism. Barbacari is deliberately challenging that perception.

“There is a tendency to feel uneasy, even afraid of being judged,” he says. “But I tell my colleagues: bring your children. Let them feel safe here. Let them see where you work.”

His stance reflects his dual identity. As a commander, he understands operational demands. As a trade unionist, he advocates for decent working conditions and well-being at work. And as a father, he recognizes the emotional reality behind the uniform. For him, these roles are not in conflict—they reinforce each other.

A small change with wider impact

The initiative has been met with openness, suggesting that the system itself was ready for change. And Barbacari is already thinking beyond Ungheni.

“A parent’s thoughts are always with their child,” he says. “If you know they are just a few steps away, in a safe place, you can focus better on your work. This is not just about comfort—it’s about efficiency, morale, and trust.”

He hopes the model will be replicated across other Border Police units, turning a local solution into a national standard.

What is taking shape in Ungheni is more than a playroom. It is a shift in perspective—one driven by a leader who refuses to separate his professional authority from his personal experience.

Because sometimes, the most meaningful reforms do not come from regulations, but from those willing to say: I am not only an officer. I am also a father. And that matters.

Disclaimer: 

This initiative was implemented within the project “Enhancing Peace and Prosperity through Women’s Leadership and Inclusion (Women for Peace and Prosperity)”, carried out by the International Labour Organization with financial support from the Government of Switzerland, through the joint efforts of the National Confederation of Trade Unions,  the Federation of Trade Unions of Moldova “SINDLEX” and the General Inspectorate of the Border Police of the Ministry of Internal Affairs of the Republic of Moldova.