report by the secretary-general to the bureau of the ... · i. this annual report “on the human...

Annual Report for 2012 on the Human Resources of the Secretariat

and Staffing Policy

Report by the Secretary-Generalto the Bureau of the European Economic and Social Committee

European Economic and Social Committee

“Engaging people”Data correct as at 31.12.2011 source : DHR-IS

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Annual Report for 2012on the Human Resources of the Secretariat

and Staffing Policy

Report by the Secretary-General to the Bureau of the European Economic and Social Committee

“Engaging people”Data correct as at 31.12.2011

source : DHR-IS

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EXECUTIVE SUMMARYI. This annual report “on the human resources of the secretariat and staffing

policy” is submitted to the Bureau by the secretary-general under Rule 71(C) of the implementing provisions of the EESC’s Rules of Procedure. It is the second report in a series which began in 2011.

Under these implementing provisions, this report deals in particular “with the establishment plan of the secretariat, the policy for recruiting officials and other staff and social policy, including equal opportunities”.

II. It is made up of two parts:

- the first part provides essential statistical information on staff, by number, grade and assignment, and in some cases the identification of the specific situation in each directorate;

- the second part deals with staffing policy in the strict sense of the term, by considering the following three components:

• theorganisationalprocesseswhich-upstream-determinetheoveralldirectionof staffing policy and - downstream - allow the extraction and processing of reliable and relevant data;

• the core processes that constitute the real HRwork of the EESC - such asrecruitment, performance appraisal, career management, or vocational training – and the HR environment at the EESC, incorporating factors such as workingconditionsandpay,orsocialpolicyandequalopportunities;and

• the support processes, which form a constantly changing backdrop to HRwork,relyingonaspecialisedandprofessionalstaff,anactivesocialdialogue,a body of law that is both strong and binding, and stimulated by a constant process of anticipation and innovation.

III. The data cover the period 1 January 2011-31 December 2011; in some cases, reference is made to previous figures (historical) and external situations (benchmarking)toputintoperspectivethedataonthesituationattheEESCin 2011.

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INTRODUCTIONA rapidly changing working environment

In the space of just a few years, the EESC’s working environment has undergone some profound changes:

• A new EuropeanUnionTreaty:The LisbonTreaty,which entered into forceon 1 December 2009, has allowed the EU to have modern institutions and improvedworkingpracticestoeffectivelymeetthechallengesof theworldtoday. In particular the EESC has been given new prerogatives following the enlargement of the range of topics subject to mandatory consultation.

• Twelve,andsoonthirteen,newMemberStates:aftertheunprecedentedwaveofenlargement in2004 (10newMemberStates)and2007(2newMemberStates), the accession treaty with Croatia was signed on 9 December 2011 for a membership effective from 1 July 2013. The EESC is preparing for this date, which involves giving future Croatian members and officials the same weight (numerically) as Irish members and officials (as both countries have roughly the same population), while meeting the challenge of an administration wherealmosthalfthestaffareworkinginthefieldoflanguages.

• AnewcooperationagreementwiththeCoR:thisagreementcameintoforceon 1 January 2008, and was the subject of a very positive mid-term review in 2011. In the historical continuity of their institutional development, in the interests of public finances and in their own interest, and as a good example of interinstitutional cooperation, the two Committees have together redefined the whole basis for close administrative cooperation which has to be fair, modern and responsive to their respective needs. The greater administrative efficiency sought must in return lead to a greater respective political impact of the two Committees.

• A new secretary-general since 1 October 2008 with a mandate, amongother things, to reform and modernise the administration, and an ambitious programmeofworkfordoingso.Sincethen,andathissuggestion,theentiresenior management of the EESC has been renewed or reassigned, with this renewal of management structures (and the establishment plan) promoting synergy, the decentralisation of responsibilities, the implementation of new projectsandtheintroductionofnewworkingprocedures.

• Lessthan10yearsaftertheentryintoforceofthenewStaffRegulationson1May2004,anewsetofStaffRegulationsisbeingpreparedtocomeintoforcein2013,withnewrulescovering recruitment,careerdevelopment,workingconditions and pay.

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• MorethanhalfoftheEESC’scurrentstaffwererecruitedduringthepastfiveyears.Atthesametime,theaverageageofstaffhasfallensignificantlyandthereare more women at all levels, which has sharpened the challenges associated withbalancingworkandhomelife,andtheconstraintsofprovidingcontinuityof service.

• A new association representing staff came into being on 1 January 2012,reflecting the expression of new aspirations and the room left for new forms of employee participation in social dialogue at the EESC.

This new working environment is for all, and especially for administration, a“powerful obligation” to be more efficient, flexible and inventive.

Towards a more modern and dynamic administration

Against the current background of change the EESC administration, under the leadership of its secretary-general, continued its efforts in 2011 to modernise and adapt its internal rules, with two aims in mind:

• tofulfiltheEuropeancivilservice’sthreefolddutytobeprofessional,exemplaryand efficient1 , an internal movement enhanced by more interinstitutional synergy and collaboration;

• tooffer allof its staff the favourableworkclimate that theyhavea right toexpect in order to perform at their best, by adopting as much as possible not only best practices at interinstitutional level, but also the approaches defended by its own members at political level, and ultimately providing a highly attractive interinstitutional offer2 .

Aquickoverviewof“theHRyear”at theEESChelps to illustrate theabove inamore tangible manner:

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1 For example: professional in modernising recruitment procedures, exemplary in filling posts on the establishment plan, efficient in implementing administrative subsidiarity.2 Between 2004 and 2011, 86 officials from other EU institutions chose to continue their careers at the EESC, representing over 13% of thenumberofofficialsworkingattheEESCon31December2011.

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The year 2011 at the EESC’s HR in 10 points

Under the leadership of the secretary-general, 2011 was again a very active year in terms of human resources management and the development of social policy within the EESC general secretariat, marked in particular by:

1. the development of administrative subsidiarity (reorganisation of the proceduresfortakingadministrativedecisionsorthe“delegationofthepowersoftheappointingauthority”,newprovisionsfortakingonstaff,...);

2. the continuation of major projects (reform of the Staff Regulations) or developing them further (equal opportunities);

3. the consolidation of the progress made in the field of career development (recruitment, training and guidance);

4. thecontinuedmodernisationofworkingconditions(consolidationofflexitime,introductionofteleworking);

5. the drive towards administrative simplification (changes to the promotion process,simplerfinancialchecks,rationalisationofHRquarterlyreports...);

6. the modernisation of certain internal rules (regarding leave, professional incompetence or mobility aid);

7. theintensificationofpreventivemedicalandsocialchecks(awareness-raisingandinformationinitiatives,restructuringofmedicalchecks,...);

8. the modernisation of certain tools (electronic leave management, electronic management of applications, and immediate preparations for moving to SYSPER 2, the new IT system for managing human resources);

9. the stepping-up of inter-departmental cooperation (Memorandum ofUnderstanding with the Directorate for Finance, partnerships with the DepartmentforCommunication,synergieswiththeDirectorateforLogistics,organicandfunctionalexchangeswithGeneralAffairs,etc...);

10.the development of interinstitutional synergies (framework contracts, staffexchanges, reception facilities for early childhood, etc. ...).

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A report which faces up to the challenges that lie ahead

In line with the reasoning above, this report describes how the administration has gone well beyond its simple day-to-day management tasks and sought to develop:

− a “think tank” approach to revamping human resources policy ;

− a creative approach to managing and monitoring the many fields where HR policies are applied, through the constant modernisation of procedures and search for greater efficiency;

− a forward-looking anticipation of various deadlines and their associated problems, while maintaining consistency between the existing situation and developments planned for the future.

In this sense, this report is not a simple inventory of the situation in 2011, or even a simple snapshot enabling the EESC administration to measure the progress made over the past few years, or situate itself in the interinstitutional context: it is primarily a tool for assessing in depth the human potential at its disposal so that it can address the challenges in the years ahead in a coordinated fashion, which will clearlybemarkedbyatighterfiscalenvironmentandamoredemandingattitudeon the part of the public towards the European institutions and their respective administrations.

In this particularly challenging and demanding context, the administration has a duty to maintain and develop a level of excellence that will enable the European Economic and Social Committee to play its political and institutional role to the full.

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CONTENTS• GENERALPRESENTATION

• INTRODUCTION

I. STAFFING STATISTICS

1. OVERALL DATA

1.1 Table of staff posts made available by the budgetary authority1.2 Allocationofstaff(bycategory,grade,sexandnationality)

2. DISTRIBUTION OF STAFF

2.1 By assignment and status2.2 By sex and function group (overall)2.3 By sex, function group and assignment (officials ex. DT)2.4 By sex and function group (officials DT)2.5 By sex, status and function group (ex. officials)2.6 By nationality (overall)2.7 By nationality and assignment (EUR 15, ex. DT)2.8 By nationality and assignment (EUR 15, DT)2.9 By nationality and assignment (EUR 12, ex. DT)2.10 By nationality and assignment (EUR 12, DT)2.11 Byage(permanentAD,ASTandCTGFIstaff )2.12 Byage,sexandfunctiongroup(permanentAD,ASTandCTGFIstaff )

II. HUMAN RESOURCES POLICIES

1. ORGANISATIONAL PROCESSES

1.1 Staffing policy1.2 HR measures and reports 1.2.1 Tools 1.2.2 Development prospects

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2. CORE PROCESSES

2.1 Workforceplanning2.2 Planning and management of the establishment plan 2.2.1 The staff chart and organisation of resources 2.2.2 Organisational structures 2.2.3 Optimising the use of resources 2.3 Recruitment 2.3.1 Assistance from EPSO 2.3.2 Modernisation of selection procedures 2.3.3 Boosting the proportion of staff covered by the Staff Regulations2.4 Performance management2.5 Vocational learning and development 2.5.1 Strategic framework for learning and development (2011-2015) 2.5.2 Training supply 2.5.3 Training demand 2.5.4 Interinstitutional cooperation in the field of training2.6 Career management 2.6.1 Mobility and career guidance 2.6.3 Promotion 2.6.4 Attestation procedure 2.6.5 Certification procedure2.7 Remuneration and allowances 2.7.1 Emoluments 2.7.2 Establishment and management of individual rights2.8 Workingconditions 2.8.1 Working arrangements: statutory rights 2.8.2 Teleworking 2.8.3 Working time arrangements2.9 Internal communication2.10 Horizontal processes 2.10.1 Social policy and well-being at work 2.10.2 Equal opportunities, non-discrimination, combating harassment 2.10.3 Ethics, rights and obligations 2.10.4 EMAS (Eco-Management and Audit Scheme) 2.10.5 EESC/CoR cooperation agreement

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3. SUPPORT PROCESSES

3.1 The HR community3.2 Professionalisation of Human Resources3.3 Social Dialogue3.4 Legalandadministrativeprovisions:StaffRegulationsandRAA 3.4.1 Compliance with Staff Regulations and internal rules 3.4.2 Appeals,complaintsandlegalprocedures

INDEX OF GRAPHS, TABLES AND BOXES

(EX.PARTI:“STAFFINGSTATISTICS”):

Graph1: ManagementdistributionbyageGraph 2: Closing dates of fixed-term contracts at 31.12.2011 Graph3: Breakdownof2011budgetforvocationaltraining

Table1: AverageagesofofficialsbynationalityTable2: Averageagetrendforpermanentstaff(period2004/2011)Table 3: Estimated retirements (2012 to 2017)Table4: Assignmentofstaffonfixed-termcontracts(orCDD)Table5: StaffingtrendsinEUinstitutionsandotherbodies(2000/2011)Table6: BreakdownofstaffcoveredbyStaffRegulations(ex.management)Table7: Recruitmentofnewofficials(2004/2011)Table8: Temporarystaffonpermanentpostsnotfilledbyanofficial(2005/2011)Table 9: EUR12 – Rates for officials and temporary staff (2006-2011)Table10: TrendinKAPIno.1fortheperiod2004/2011Table11: AnnualaverageobjectiveforvocationaltrainingTable 12: Numberofpersonsanddaysoftrainingbyadministrativeentity(2010/2011)Table 13: Participation in interinstitutional training coursesTable 14: Staff flexibility indexTable15: IndividualdecisionsonworkinghoursTable16: Overtime(2008/2011)Table17: DistributionM/FbyfunctiongroupAD/AST(ex.EN)Table18: ProportionoffemalestaffattheEESCfortheperiod2004/2011Table19: ProportionofstaffassignedtoHR-relatedtasks

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Box1: AverageagebynationalityBox 2: Strategic planning over 3 yearsBox 3: Contract staff – Distribution of budget envelopes in 2011Box 4: Proportion of “EUR12” staffBox5: TrainingandRIO+20Box 6: Team building & VolunteeringBox 7: Tools for interinstitutional cooperation in the field of trainingBox8: ManagementofindividualrightsinfiguresBox9: Medicalandsocialawarenessandpreventioncampaignsin2011Box 10: Privileges and ImmunitiesBox11: MobilityandmovementplanBox 12: Joint Committees & other joint bodies

LIST OF MAIN ABBREVIATIONS:

AD: AdministratorAIPN: Autoritéinvestiedupouvoirdenomination/AppointingAuthorityAST: AssistantCCP: Congédeconvenancepersonnelle/LeaveonpersonalgroundsCOM: DepartmentforCommunicationCPAS: ComitédePréparationdesActionssociales/SocialactioncommitteeCT: Agentcontractual/ContractstaffDAG: DirectiondesAffairesgénérales/DirectorateforGeneralAffairsDFBC: DirectiondesFinancesduBudgetetdelaComptabilité/Directorate

forFinance,theBudgetandAccountsDIGIT: Directorate-General for Information Technologies (European Commission)DL: DirectorateforLogisticsDHR-IS: DirectorateforHumanResourcesandInternalServices/Directiondes

RessourceshumainesetdesServicesintérieurs(DRH-SI)DT: Directorate for TranslationDTCA: DirectiondesTravauxconsultatifsA/DirectorateAforConsultativWorkDTCB: DirectiondesTravauxconsultatifsB/DirectorateBforConsultativeWorkEMAS: Eco-ManagementandAuditSchemeEN: Expertnationaldétaché/SecondednationalexpertEPSO: EuropeanPersonnelSelectionOfficeGF: Groupedefonctions/Functiongroup

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RAA: Régimeapplicableauxautresagents/ConditionsofEmploymentofOtherServants

SYSLOG: Trainingregistrationscheme(EuropeanCommission)SYSPER2: Human resources management scheme (European Commission)

APPENDICES

1. Breakdownofstaffat31December20112. GraphicbreakdownoftheEESCgeneralsecretariat3. GraphicbreakdownofDHR-IS4. MissionandvaluesstatementofDHR-IS5. Terms of reference of DHR-IS

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PART I - STAFFING STATISTICS

1. OVERALL DATA

1.1 TABLE OF STAFF

POSTSMADEAVAILABLEBYTHEBUDGETARYAUTHORITY-Postsbycategory3

HC:PersonnelHorsCadre/StaffinspecialcareerbracketAD:AdministratorsAST:Assistants

• thesearepostsavailableatagivenmoment,andnottheactualgradesoftheiroccupants;

• vacant posts are only so temporarily (here at 31.12.2011), as they are waiting to be filledfollowingtheirpublicationunderArticles4and29oftheStaffRegulations;

• under-occupancy of posts facilitates staff movements (transfers and recruitments) and the enactment of any promotions.

3 Unless otherwise indicated in the tables or graphs, the data provided represent the situation on 31 December 2011.

184Foracompletebreakdownbystatusandadministrativeentity,seetootheBreakdownofstaffinAppendix1.

1.2 Breakdown of staff (by category, grade, sex and nationality)4

CT = contract staff, FS = official on probation, FT = established official, TP = temporary staff

ENs (seconded national experts) and interim staff are not included in this table as the EESC is not, strictlyspeaking,theiremployer.

*DoublenationalityMacedonia/Italy.

AcitizenofCypruswasrecruitedinMarch2012toliaisewiththefutureCypriotpresidencyoftheEU.

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2. DISTRIBUTION OF STAFF:

2.1 By ASSIgNmENT AND STATUS

2.2 By SEX AND FUNCTION gROUP (OVERALL)

(*)Centralorganisation:secretary-general+deputysecretaries-generalandtheirsecretariats,aswellasinternalaudit, attached to the president (**)CS=specialadviser(Doctor),EN=secondednationalexpert

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2.3 By SEX, FUNCTION gROUP AND ASSIgNmENT

(OFFICIALS,EX.DIRECTORATEFORTRANSLATION)

(*)Centralorganisation:secretary-general+deputysecretaries-generalandtheirsecretariats,aswellasinternalaudit, attached to the president

2.4 By SEX AND FUNCTION gROUP

(OFFICIALS,DIRECTORATEFORTRANSLATION)

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2.5 By SEX, STATUS AND FUNCTION gROUP

(EX.OFFICIALS)

2.6 By NATIONALITy (OVERALL)

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2.7 By NATIONALITy AND ASSIgNmENT

(EUR15,EX.DIRECTORATEFORTRANSLATION)

(*)Centralorganisation:secretary-general+deputysecretaries-generalandtheirsecretariats,aswellasinternalaudit, attached to the president

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(EUR15,DIRECTORATEFORTRANSLATION)


(EUR12,EX.DIRECTORATEFORTRANSLATION)

(*)Centralorganisation:secretary-general+deputysecretaries-generalandtheirsecretariats,aswellasinternalaudit,attachedtothepresident.

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(EUR12,DIRECTORATEFORTRANSLATION)

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2.11 By AgE

(PERMANENTAD,ASTANDCTGFISTAFF)

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2.12 By AgE, SEX AND FUNCTION gROUP

(PERMANENTAD,ASTANDCTGFISTAFF)

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PART II - HUMAN RESOURCES POLICY

1. ORGANISATIONAL PROCESSES

1.1. STAFFINg POLICy

“The EESC must have a modern and effective administrative structure, with properly functioning budgetary arrangements, that gives members the best possible support in achieving their political goals and that ensures the Committee can meet its institutional remit and cooperate with other institutions.”ThisstatementbyEESCpresidentStaffanNilssoninhis2010-2013workprogramme illustrates thedualpurposeof staffingpolicyasastrategic management tool:

• Firstly, it is to provide the EESC with the human resources it needs to carry out the public and institutional role incumbent upon it under the Treaties. This is the “external” dimension required to advance European integration for the benefit of all EU citizens. The EESC’s general secretariat has the obligation here to constantly organise the available labour force in the most appropriate manner for achieving the EESC’s political objectives. The EESC Bureau itself has a special responsibility in this regard5.

To cite just one example, the general secretariat assigns 42% of its human resources to translation duties, thus allowing members to work internallyin a full range of languages (in accordance with its vocation as an advisory body), as well as to communicate and publish EESC opinions within very tight deadlines (in accordance with its institutional mission to provide guidance and counselling). But the last two EU enlargements in 2004 and 2007 set a really tough technical and human challenge here, since it was necessary within the space of just a few months to move from a regime of 11 official languages to one of 23 official languages involving, for the translation services, a doubling of the number of translation units to 22 (since Gaelic was not included in these arrangements). The next enlargement to encompass Croatia (on 1 July 2013) will be the next challenge in this area.

• Secondly – and this is the “internal” dimension – the aim of staffing policy is to provide management with administrative solutions that match its needs in terms of allocation and training of its human resources, and to provide the staff themselveswithamotivatingframeworkforprofessionaldevelopment.Apartfrom its social aspect, the implementation of this policy is itself driven by the constant search for professionalism and efficiency. These aspects are developed inparticular inchapters2.2 (PlanningandManagementof theEstablishmentPlan),2.5(VocationalLearningandDevelopment)and2.8(Working Conditions).

5 “The bureau, acting on a proposal from the secretary-general, shall draw up the establishment plan for the general secretariat in such a way that it can ensure the efficient functioning of the Committee and its constituent bodies and help the members in the performance of their duties, in particular in the organisation of meetings and the preparation of opinions.” (Rule 71(6) of the Rules of Procedure).

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1.2. HR mEASURES AND REPORTS

1.2.1. Tools

Since the year 2000, DHR-IS has been able to use the IT tool “Centurio” which offers a fairly complete range of data and management tools in the HR field. This tool hasmadeitpossibletoestablishawholeseriesofkeyactivityandperformanceindicators (or KAPIs) in thefieldofHRmanagement, such as recruitments andcontractrenewals,thepercentageofpostsfilled,theaveragetimetakentofillapost, the size of the HR community compared with total staff, sex ratios and equal opportunities, staff turnover, internal mobility, training rates, assessment of the quality of training, monitoring of and compensation for overtime, absentee rates, casesofharassment,flexiblestaffworkinghours,etc....

The Business Objects software programme enables several types of reportto be prepared on key aspects ofmanaging andmonitoring HR activity, withan update available at any time. These reports make it possible to monitorchanges in parameters or data such as monthly movements of staff (recruitment, reassignments,transfersin/out,managementappointments,retirementsorCCPs,...), the identification of training courses followed, individual career paths, the monitoring of fixed term contracts, changes in the family situation of staff, etc ...

The definition of indicators and the collection of quantitative information is a prerequisite for the analysis of situations, the observation of trends and the positioning of tools for support or, if necessary, correction. This is the case, for example,fortheobservationoftheM/Fratioortherateofuseoftheprovisionsin the Staff Regulations concerning parental or family leave (see chapter 2.10.2 below on equal opportunities), or for percentages by nationality and monitoring the age structure among staff.

Using these tools, DHR-IS developed in 2011 a series of statistical brochures for senior managers enabling them to assess accurately the various parameters of relevance for the management and planning of human resources, and involve themmorecloselyinthedecisionstobetakenregardingHRpolicyandplanning:HRfactsheetsforeachdirectorate,HRquarterlyreports,keyHRindicators...

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Table 1: Average ages of officials by nationality

Box 1: Average age of officials by nationality

Thus,takingintoaccounttheaverageageofstaffbynationalitycanchannelnew recruitments under the Staff Regulations as much as possible towards those nationalities where statistically the prospects of retirements are becoming the most probable.

Morespecifically,thedifferencebetweentheaverageageoftheEUR15population (46.9 years at 31.12.2011) and that of the EUR12 population (38.2 years) suggests that recruitment should be focused on junior officials from certain EUR15 countries in order to anticipate the wave of retirements expected in the 25 to 35 years after the entry into service of the relevant staff members (corresponding to the dates of accession to the EU of the countries concerned6), while at the same time pursuing the objective of recruiting staff of certain EUR12 or EUR15 nationalities that are currently under-represented (in order of relative under-representation:citizensofCyprus,Luxembourg,theUnitedKingdom,Austria,Poland,Germany,theCzechRepublic,theNetherlandsandFrance).

6Thesituationismoststrikinginthetranslationunits,whichwereoftenformedbythesimultaneousrecruitmentofyoungofficialsatthetimeoftheircountries’accessioninordertotranslatetheexistingbodyofEUlegalandrelatedtexts.Althoughtheoverallaverageage is 43.4 years, in practice this average varies widely depending on the nationalities concerned, as can be seen in the translation units forDanish(averageage45.9,accessionin1973),Greek(48.5,accessionin1981),PortugueseandSpanish(averageage46.5and52.3years respectively, accession in 1986).

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1.2.2. Development prospects

AnewstageinthedevelopmentofHRmeasuringtoolsandreportsistheplannedchangeover to SYSPER 2, a more complete tool already used by the European Commission and other EU institutions or bodies. After the signing of a SafetyConventionwithDGHR&Safetyon13September2010andaProtocolAgreementwith the DIGIT on 6 December 2010, the process of installing the human resources managementtoolSYSPER2wasbegunduring2011.AProjectManagerattachedto the EESC was recruited in 2011 to lead this joint project shared by the two Committees (EESC and CoR). Given the magnitude of the changes underway and their implications for all staff, a programme of regular information and training for staff has been set up.

Sofar,thefollowingstepshavebeentaken:thedatafromRETO(theprogrammefor identifying all staff of the institutions) and Centurio have been made compatible and the staff establishment plan has been incorporated into SYSPER 2. The modules “job quotas” and “family, rights & allowances” followed by “time management” (holidays, absences, flexitime) will be gradually incorporated during 2012/2013.

Since the changeover to SYSPER 2 involves a radical modification of the IT system for HR management, as well as an adaptation of the procedures underlying them, ithasbeenassessedasasourceofpotentialrisktothefunctioningofthehumanresourcesofthetwoCommittees.Manyprecautionshavebeentakentominimisetheriskfactors,bothasregardsthelossofpersonaldataandtheneedtobeableto control right from the start a more complex system that fits in with a specific internal system of reasoning.

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2. CORE PROCESSES

2.1. WORKFORCE PLANNINg

Workforceplanningisthefoundationuponwhichthemanagementplanandtheannualworkprogrammesofthegeneralsecretariatrest,asthisiswhatenablesthehuman support needed to achieve objectives to be provided in good time. The ability to anticipate and plan ahead is even more necessary in times of zero staff growth as it becomes vital in such circumstances to be able to identify priorities and articulate synergies.

The recent requests to the EU institutions to cut the number of staff make iteven more necessary to identify ways of maintaining activities despite a possible contractionoftheworkforcewithoutjeopardisingkeypriorities.

Inthiscontext,workforceplanningconsistsofidentifyingtheEESC’sfuturehumanresource needs, in both qualitative and quantitative terms, so that it is always able to deal with its organisational and political priorities. The planning of future needs intermsofjobs,staffandskillsisakeypillarofallthecentralHRprocessesbecause:

• it is thepreliminarystageofany recruitmentpolicy that seeks toselect therightskillsattherighttime;

• ithelpsidentifytrainingneeds;

• itenablesustoplanstructuralreforms;

• it provides information on mobility policies and supports careers guidance activities;

• itmakesitpossibletoanticipatetheimpactofagepyramidsandredeploymentsonworkingconditionsandmotivation;

• ithelpstodevelopappropriateinternalcommunicationtools.

In general terms, workforce planning makes it possible to integrate all thevariousHRpolicies,thankstoacentralisedoverviewofdevelopmentsaffectingthe organisation, be these actively pursued policies (post-enlargement staff recruitment, equal opportunities, promotions policy, etc.) or natural developments (age pyramid, expiry of contracts).

32 7Seehttp://europa.eu/epso/index_en.htm.TheEESCtakespart inEPSO’sworkatseveral levels:ManagingBoard,ReflectionGroup,WorkingGroup,JointinterinstitutionalCommittee(“COPARCO”).

Data for 2011:

• Preparationofastrategicframeworkfortraining(seepointII.2.5below).

• Further development of an equal opportunities policy (see point II.2.10.2 below).

• Distributionofstaffbyage(seetablesaboveinpointsI.2.11andI.2.12).

• The average age trend for permanent staff (officials and contract staff infunction group I) is as follows:

Box 2: Strategic planning over 3 years

The administration is responsible for enabling the EESC’s departments to recruit thestafftheyneedingoodtime.Todothis,itmakesanactivecontributiontotheongoingstrategicplanningexerciseconductedbyEPSO(EuropeanPersonnelSelectionOffice7). The methodology used by the administration of the EESC based on consideration of a turnover of 5.1% of staff (officials) combined with a cumulative annual increase of over 100 posts between 2004 and 2011 (transition from 618 to 721 positions primarily related to the enlargements of 2004 and 2007). It leads to the formulation of quantified requirements on the number, gradeandspecificskillsprofilesrequiredintheshortormediumtermservices.This enhanced strategy to cope with the challenges of the last enlargements had allowed to a rate of permanent employment (occupation permanent positions by officials) of 76% in December 2004 to 94% in December 2011.

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Table 2 : Average age trend for permanent staff (period 2004/2011)

The fall in the average age of staff caused by the recent waves of enlargement in 2004 and 2007 has been partially offset by the departure of young officials to other institutions (67 departures between 2005 and 2011, with an average age of 40 years) and the recruitment by interinstitutional transfer of older officials (94 arrivals during the same period, with an average age of 43.5 years), bringing to the EESC their experience acquired previously in other institutions8.

• Graph1: Managementdistributionbyage(31/12/2011):

This graph shows that there is an uneven distribution of age groups within management.Althoughathirdofmanagers(thoseover56yearsofage)arelikelyto retire in the next 5 years (since the average age for retirement over the period 2005/2011 is 61.5 years), half of them are 50 or younger. The average age formanagement as a whole is 51.5 years, while for female managers it is 46.5 years9.

8Forcomparison,theaverageageofstaffattheEuropeanParliamentwas45yearsat01.06.2012.AttheEuropeanCommission,theaverage age of officials at 01.06.2012 was 46 years.9 For example, at the European Commission the average age at 01.06.2012 was 52 years for heads of unit and 56 years for senior management.

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10 The trend thus shows an almost continuous rise in the average retirement age (from 58.8 years in 2004 to 61.9 ans in 2011), which can mainly be explained for the following four reasons:

1. implementation of the new Staff Regulations with less frequent departures before the age of 65;

2. people are generally getting married later and so have parental commitments until a later age;

3. theaverageageforstartingworkintheEuropeancivilserviceisrising(peoplearestudyingforlongerand/orhavepreviouscareersintheprivatesector)andsotheyneedtoworklongertoobtainfullpensionrights;

4. alotofrecruitmentsarefromtheEUR12,transfersofpensionrightsarelowerandsopeopleneedtoworklongerintheEuropeancivil service to get a full pension.

• Table3: Estimatedretirements(2012to2017)

This projection is based on the application of an average empirical rate - noted overtheperiod2005/2011-of14.3%ofannualdeparturescomparedwiththepopulation eligible each year for a pension (those aged 55 to 65). This is an indicative projection, since certain parameters are themselves subject to fluctuations in the long term10. In the shorter term, the introduction of a less favourable pension scheme among the new changes being made to the Staff Regulations of the Europeancivilserviceislikelytoresultina“retirementeffect”onthepartofthosewho will have reached the age for departure before the expected implementation of these changes.

• Number of new employment contracts signed in 2011: 76 new staffrecruitments. In total, 186 contract or temporary staff were employed during 2011 at the EESC, involving the preparation and monitoring of 307 contracts or amendments to contracts of employment.

• The91employmentcontractscoveredbytheStaffRegulationsthathadnotelapsed at 31 December 2011 were as follows:

− 19 open-ended contracts for “structural” contract staff (function group I);

− 13 contracts for “cyclical” contract staff (short or medium-term reinforcements);

− 30 open-ended contracts for temporary staff (for temporary posts);

− 29 fixed-term contracts for temporary staff (partial or total filling of permanent posts).

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• Forexternalstaff(notcoveredbytheStaffRegulations)en2011,

− 3 new national experts were seconded by their national authorities to the EESC, 4 were granted extensions of their detachment and 2 detachments were terminated.At31Decembertherewere11ENsattheEESC.

− Theuseofinterimworkersrepresentedatotalof2699workinghoursin2011,primarily for activities related to the organisation of plenary sessions (ushers, switchboard operators, nurses).

graph 2: Closing dates of fixed-term contracts at 31.12.2011

The monitoring of these data, which are regularly updated, enables the departments concerned (see table below), in conjunction with the DHR-IS (Directorate for Human Resources and Internal Services) to anticipate in particular when contracts need to be renewed or when publication is necessary for permanent posts to be filled by officials.

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Table 4: Assignment of staff on fixed-term contracts (or CDDs), apart from temporary contracts to compensate for part-time working:

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Box 3: Contract staff – Distribution of budget envelopes in 2011 – trend and outturn

In order to streamline the management of human resources as regards the recruitment of contract staff and encourage better planning of staffing requirements by the requesting departments, DHR-IS carried out a distribution of budget envelopes in 2011.

This flexible system of virtual envelopes enabled administrative entities to be given greater responsibility for using appropriations carefully.

TheinitialbreakdownwasrevisedinJune2011,withthecreationofa“commonpot” to cover the staffing requirements of the president’s private office, the Groups, the secretary-general and the departments directly dependent on him, the deputy secretaries-general and any other department requiring a bigger allocation.

Those departments which had exhausted their initial allocation and needed extra funds received a virtual transfer of appropriations from other departments which hadusedlittleornoneoftheirallocation.Noextrafundswereneededforthebudget in 2011.

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2.2. PLANNING AND MANAGEMENT OF THE ESTABLISHMENT PLAN

2.2.1. The staff chart and organisation of resources

The staff chart is reviewed annually in accordance with the EESC’s organisational priorities. The bodies responsible for priority projects are assigned additional resources as the budget permits, mainly through internal reassignment in a period of zero staff growth. In addition, before any vacant post is published, an assessment is automatically made of whether it is necessary. This mainly applies to non-core functions.

Data for 2011:

• With11newpostsassignedtotheEESCstaffchart inthe2011budget,thenumber of posts at the EESC rose by 1.5% (from 710 to 721) compared to 2010. ThesepostswereassignedtotheGroups(3posts),ConsultativeWork(Europe2020,INT,andREX,4posts),GeneralAffairs(LegalServiceandInterinstitutionalRelations & National ESCs), Communication (1 post) and Finance (financialservices for members, 1 post).

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Table 5: Staffing trends in EU institutions and other bodies between 2000 and 201111

• ThetablegivingacompletebreakdownofEESCstaffbyassignmentandstatuscanbefoundinAppendix1tothisreport.

• Inadditiontothecontributionfromtraineesandsecondednationalexperts,accountneedstobetakenofthealmost2,700hoursworkedbyinterimstaffin 2011 (down by 50% compared with 2010).

2.2.2 Organisational structures

These are the administrative structures of the organisation seen in dynamic terms, that is to say capable of continuous adjustment in response to new policy priorities or the need for internal reorganisation for greater efficiency in accordance with the objectives laid down.

AgraphgivingabreakdownofEESCstaffat31/12/2011canbefoundinAppendix212.

In a context of downsizing and concentrating on certain policy priorities, in addition to re-arranging structures, use of the project team formula may provide a flexible alternative for a given time that can respond to more significant changes in the establishment plan. Such teams, consisting of members from different entities, couldbeentrustedwithclearlydefinedtaskstoaccomplishinagiventime.

11 Source: European Commission.

12AlsopublishedontheEESCintranet:http://www.eesc.europa.eu/?i=portal.en.organisational-charts-secretariat-general.

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2.2.3 Optimising the use of resources

Staffperformvarioustasks:administrativesupport(HR,documentmanagement,IT and logistics), coordination (communication, publication, interinstitutional relations), or political and institutional representation. Because of the differences between these tasks and the need to take into account service requirementsandindividualskills,thehumanresourcesoftheorganisationneedtobeputtooptimal use.

The aim of this is to enable a constant alignment to be made between staffing needs and existing internal resources and thus provide a tool to help decision-making on the reallocation of terms of reference on the basis of political ororganisational priorities. Thus, the analysis can lead to internal redeployments, adjustments to administrative structures, the strengthening of cooperation between the institutions or, alternatively, the outsourcing of certain activities.

Table 6: Breakdown of staff covered by Staff Regulations (ex. management) at 31.12.2011:

This table highlights the massive proportion of staff in services related to multilingualism: in total, with all function groups and staff categories takentogether, the Directorate for Translation employs 42.1% of all EESC staff (while 64% of administrators are administrator-linguists).

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Development prospects:

• TheimplementationofSYSPER2(seeparagraph“HRmeasuresandreports”)will identify systematically groups of occupations on which the administrative organisation of the EESC is based, thereby promoting the development of targeted training courses andmaking it easier to identify opportunities forcareer guidance.

• In addition, an interdepartmental analysis and consultation exercise on theissue of “sensitive functions” within the EESC general secretariat was conducted throughout 2011, in order to meet the requirements of internal control13.

2.3. RECRUITMENT

The overall recruitment objective continues to be to ensure excellence of staff in theEuropeanpublicserviceinaccordancewithArticle27oftheStaffRegulations.The immediate aim is to ensure continuity of service when it seems that a post will become vacant following the departure of its holder or when the need arises for a team to be strengthened or for a replacement because of a long-term absence.

2.3.1 Assistance from EPSO

Since2003theEESC–liketheotherEUinstitutionsandbodies–hasdelegatedpartof itsprerogatives in theareaof recruitment toEPSO,an inter-institutionalbody which is responsible for drawing up reserve lists of successful candidates whose profiles correspond to the needs of the various services. Since 2008, EPSO has restructured its activities around three major principles: “workforceplanning and needs assessment”, “testing and professionalism” and “diversity and attractiveness”, whilst bringing down the average length of a competition cycle from15to9months.Meanwhile,EPSOhasdevelopedandstreamlinedthe“CAST”selection procedures for contract staff hired to perform manual or administrative supporttasksortoremedyalackofstaffwithrelevantskillsinspecialistareas.

The beneficial effects are represented by access to a large number of lists to recruit candidates that meet the wide range of needs faced by the EESC general secretariat:

13 See internal control standard no. 7: “The risks associated with sensitive functions shall be managed by controls to reduce such risks and ultimately by staff mobility.”

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Table 7: Recruitment of new officials (2004/2011)

It can be seen that the trend has recently been downwards, since recruitment in 2011wasmadeupofaroughlyequalshareofEPSOreservelistsandtransfersofofficials from other institutions.

2.3.2 modernisation of selection procedures

The procedure for managing applications received following the publication of posts has been thoroughly modernised in 2011 through:

• the introduction of the electronic application form in February (replacingpaper applications by e-mail), generating more applications per position advertised, and therefore increasing the opportunities for finding a candidate with an appropriate profile;

• the-openinginNovemberofcertainpositionsadvertiseddirectlytowinnersofcompetitions, with the introduction of a new feature on the interinstitutional vacancy portal;

• the launching in December of an electronic platform for the receipt andmanagement of online applications received following the publication of positions, after a successful pilot project initiated for filling a post of administrator in Group III.

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2.3.3 Boosting the proportion of staff covered by the Staff Regulations

Table 8: Temporary staff on permanent posts not filled by an official:

This table shows a growth in the number of recruitments subject to the Staff Regulations (with a slight dip in 2011), resulting in a relatively satisfactory current situation that satisfies several requirements or interests:

1. the interest in being able to rapidly recruit the best candidates possible when theappropriatelevelofEPSOlistispublished;

2. the interest in being able to rely on a stable team and engage in long-term projects;

3. therequirementsofthebudgetaryauthorityandtheCourtofAuditors,whichstress the provisional nature of temporary staff recruitments and demand explanations from the relevant administrations when posts are not filled or officials are not recruited14;

4. the need for greater administrative efficiency, because the work involvedin managing staff under contract is more time-consuming than that for permanent staff (selection, contract renewals, changes to the type of contract and related rights, etc..);

5. the concern for greater transparency, as the recruitment of officials provides a priori more guarantees of transparency than that of temporary staff;

6. the reward for merit, whereby it is better to offer a job to someone who has passed the competition than to someone who has not.

14 SeeforexampletheEuropeanParliamentdecisionof10May2011onthedischargefor2009,notingthat“almostallofthesepositionswerefilled(7vacanciesin2009against19in2008andninein2007),”document2010/2147(DEC),para.8).15Bycombiningthethreecriteriaofpopulation,numberofMEPsandvotesintheCouncil.NotethatthedecreaseintherelativeweightofofficialsandtemporarystafffromEUR10+2countriessince2008isnotduetoadecreaseinhiringactivitybuttointerinstitutionalmobility (19 “transfers out” of EUR12 officials during the period under consideration).

Box 4: Proportion of “EUR12” staff

Thankstotheconsiderableeffortsmadeinthisarea,andgiventhelargeproportionofstaffassignedtotranslationtasks,theEESChasrapidlyachievedsatisfactory results concerning the objectives of representation by nationality underArticle27oftheStaffRegulations,whichcallsforrecruitment“on the broadest possible geographical basis.” Thus, officials and temporary staff from the EUR12 countries represented at the end of 2007 26.4% of all EESC officials and temporary staff, which corresponds exactly to the overall interinstitutional goal of 26.4%15. Since then, the percentage has remained relatively stable (25.4% in

2011):

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Table 9: EUR12 – Rates for officials and temporary staff (2006-2011)

• Table9alsoshowstheincreasedstabilityintheproportionofallEUR12staffthrough the regular replacement of temporary staff by officials as and when EPSOreservelistsarepublished.

Meanwhile, efforts tomodernise and simplifyDHR-IS have continuedwith theintroduction of a provisional plan for the publication of vacancy notices, allowing greater visibility for staff, better timetable control for management and greater regularity in the complex management of this type of procedure.

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Data for 2011:

• See Key activity and performance indicator no. 1 (“recruitment and renewals”). Between 1/1/2011 and 31/12/2011 78 new colleagues wererecruited:

- 38 new officials (FS and FT), 17 by interinstitutional transfer; - 23 new temporaries (TP); - 17 new contract staff (CT).

Table 10: Trend in KAPI no. 1 for the period 2004/2011:

Meanwhile,56traineesweretakenonattheEESCin2011(including11non-paid),withabudgetof€300000.Aclarificationandconsolidationoftherulesforthereception and activity of trainees was initiated with a view to finalisation at the beginning of 2012.

• Key activity and performance indicator no. 2: The occupancy rate of permanent posts at 31 December 2011 was 98.75% (9 posts unfilled out of 721). The annual average occupancy rate of permanent posts for 2011 - by officials or temporary staff - was 97.32%. The average annual rate of vacancies of 2.68% - which is exceptionally low - reflects the real effort made to fill the permanentpostsallocatedbythebudgetaryauthority.Ontheotherhand,thishigh occupancy rate offers less flexibility in terms of resource reallocation.

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2.4. PERFORMANCE MANAGEMENT

Performance assessment carried out in a structured manner as part of the annual staffappraisalproceduremakes itpossible tobothensure thatallmembersofstaff can realise their full professional potential and boost their motivation through recognition of their merits.

This assessment is an opportunity - among others - to maintain a dynamic career path by setting career goals and preparing an appropriate training plan (seetheparagraphbelowon“VocationalLearningandDevelopment”). It isalsoan opportunity to recognise the comparative merits of staff that may justify promotion to a higher grade (see paragraph II.2.6.3 below on “Promotion”). Since the entry into force of the new Staff Regulations in 2004, no new official can be promoted unless he or she can prove sufficient knowledge of three workinglanguages(seeArticle45(2)oftheStaffRegulations).

2.5. VOCATIONAL LEARNING AND DEVELOPMENT

Article 24(a) of the Staff Regulations requires the institution to facilitate“suchfurther training and instruction for officials as is compatible with the proper functioning of the service and is in accordance with its own interests”. Vocational training is necessary for the proper functioning of services and essential for the professional and personal fulfilment of staff.

Thus, vocational training is an essential investment in pursuing the EESC’s objectives, as it provides support for staff faced with frequent changes to their toolsandtasks,preparesthemtotakeonotherdutiesrelatedtothedevelopmentoftheirresponsibilitiesortheoperationofthedepartmentwheretheywork,andaccompanieschangesintheworkcontextandpoliticalpriorities.Itcanthereforebe considered as a strategic tool available to the EESC to help it to fulfill its own mission in the best way possible. This is why a fairly large budget is allocated each year to training activities (over € 500 000 in 2011), which is destributed as follows:

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graph 3 – Breakdown of 2011 budget for vocational training

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2.5.1 Strategic framework for learning and development (2011-2015)

The year 2011 was marked by the finalisation and launch of the “Strategicframeworkforlearninganddevelopment(2011-2015).”

Thisframeworkaroseoutoftheinternalauditreportof2008ontheresultsofthesatisfaction survey in 2009 and the consultation of management conducted in 2009 and 2010. Its main purpose is to enable each member of staff to maximise his or her contribution to the missions of the general secretariat by developing their personal potential and their own level of performance.

The strategic framework for training (CSF) aims to develop a learning culturewhichrecognisestrainingasakeyfactorinimprovingmotivationatworkandanintegral part of a true human resources policy. The CSF reinforces the process of systematically identifying training needs and the plans or measures required as a result (identification of essential or recommended training courses according to the job description), indicates priorities and establishes guidelines for achieving objectives. It can be seen as an evolving programme, since the training supply is periodically adjusted in line with newly identified needs.

2.5.2 Training supply

In keeping with the guidelines of the strategic framework for learning anddevelopment, the training supply is developed mainly around the following:

-GENERAL TRAINING COURSES, both operational (e.g. problem solving, staffreports,pressworkshop,selectioninterviews,...),andtechnicalmatters(financialmanagement, IT tools, ...), and personal development (assertiveness, team motivation, stress and performance management, resilience, clear writing, career advice, ...).

-LANGUAGE TRAINING COURSES: given the large proportion of staff in thetranslation units, special attention is given to language training, while the rule laiddown inArticle45(2)of theStaffRegulations (obligation tomaster threeworking languagesbefore thefirstpromotion)has increased thedemand forlanguage training for newly recruited staff.

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In 2011, the vocational training sector responded positively to 547 requests for interinstitutional language courses, and 12 requests for external language courses.

• The“LA”(LinguisticAdministrator)scheme

This is a special language training course specially designed for translators learning a priority language for the needs of the service. The translators selected are in most cases sent on missions for intensive training in the country where the target languageisspoken.OnthebasisofrequestsfromtheDirectorateforTranslation,and after a thorough analysis with the services of the CoR, a list of 21 candidates was established for the year 2011 (down by 20% compared with 2010).

• The“VTS”(VisitingTranslatorScheme)

Following a request from the Directorate for Translation, a new “visiting translator” scheme is under consideration, along the lines of what already exists at the European Commission. This programme provides an opportunity for staff to followarapidandintensivetrainingcourse(maximum4weeks)inauniversityorpublicinstituteofaMemberStateorcandidatecountryformembership,insteadofaconventionalintensivecourse.AprojectadaptedtotheEESCwasdevelopedin 2011 to be open to all staff (not just translators). Implementation is scheduled for sometime during 2012.

-MADE-TO-MEASURETRAININGCOURSES,inresponsetospecificneeds:

• Specialist training courses

In 2011, specialist external courses were organised to meet the specific needs of several dozen staff members (representing more or less 6% of staff ), in areas such as building management, information technology, EMAS, documentmanagement, security, etc.

• Sessions for members

Following the success of the initiatives launched in 2010, two sessions of communication training were organised specifically for members of the institution (“online communication” and “social media”), as the result of a partnership between the communication department and the vocational training sector.

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• Managementtrainingcourses

Therewerecoursesforseniormanagement(suchas“LeadershipandManagement”in 2011) as well as middle management (heads of unit), such as the seminar in September 2011 on topics of general interest such as strategic planning, managing situationsofconflictorreducedresources.AsecondseminarinDecember2011coveredthepresentationoftherevisedworkprogrammeoftheEESCpresidentand changemanagement. Alongside these collective sessionswere individualcoaching programmes attended by several heads of unit.

• Team building sessions

The number of team building sessions arranged at the request of services increased by over 100% in 2011 compared to the average for 2009-2010, benefiting almost all directorates, units and secretariats of the EESC groups.

Box 5: Training and RIO + 20

In addition to the internal training sessions organised on the basis of inter-institutional frameworkcontracts,aspecialsessionwasheldfor12colleaguesintheNATsectionandtheSustainableDevelopmentObservatoryintheUN’sofficesinBrusselswiththefocusonRIO+20.Thissessionallowedparticipantstogainabetterunderstandingofthestructuresanddecision-makingprocessoftheUN,intherun-uptotheUNConference on Sustainable Development in June 2012

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2.5.3 Training demand

Theoverallquantitativegoalistostimulateeachmemberofstafftoundertakeanaverageof10daystrainingperyear,brokendownasfollowsforguidance:

Table 11: Annual average objective for vocational training

Box 6: Team building & Volunteering

AspartoftheEuropeanYearofVolunteering,andwiththesupportoftheorganisation“Serve the City”, many team building sessions were organised by the vocational training sector around volunteer activities. These proposals were put forward as concrete initiatives echoing the activities organised by members through the coordination group of the EESC for the European Year of Volunteering (especially the public hearing onMay23on“Infrastructuresforvolunteeringandqualityofvolunteering,”thatof9November2011on“employeevolunteering”andofcoursetheinternationalconferenceon30September2011inWarsawon“AEuropeofactivecitizens:volunteering.”Inaddition, the administration supported in principle a plan for an inter-institutional platformforvolunteerwork,proposedunderthelabel“Solidarity”whichhasalreadyreceived wide support in the European Parliament.

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Table 12: Number of persons and days of training by administrative entity (2010 and 2011)

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Theprogressiveimplementationofthestrategicframeworkfortrainingwillmakeiteasierlaterontodefineandimplementtrainingpackagestailoredtostaffneeds.

2.5.4 Interinstitutional cooperation in the field of training

In order to economise on resources and increase the supply of training, a great part of training takes place in an interinstitutional framework, starting with aclose collaboration between the EESC and the Committee of the Regions (joint organisation and planning, mutual acceptance of participants, cost sharing), the memorandum of understanding signed with the Commission (giving access to more than 600 different courses set up by DG HR & Security), or the partnershipwiththeEuropeanSchoolofAdministration,especiallyforcoursesinmanagement (conception and organisation), certification and the welcoming of recently recruited staff.

In total, and excluding language courses, more than half the EESC’s staff have benefited from training organised in 2011 on an interinstitutional basis.

Table 13: Participation in interinstitutional training courses (ex. language courses)

These figures show a steady upward trend, a sign of increased interinstitutional collaboration which is particularly welcome in times of budgetary restraint.

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2.6. CAREER MANAGEMENT

Moderncareermanagementpolicyseekstofindtheoptimalbalancebetweenthe needs of the institution and the interests of the staff concerned. It must enable staff members to realise their potential throughout their career, both horizontally (bygainingdifferentworkexperiencesanddevelopingnewskills)andvertically(bytakingonnewlevelsofresponsibility).DHR-IShasvarioustoolsforthisatitsdisposal, such as aid for internal mobility, the development of a career guidance service, or procedures for promotion, attestation and certification.

2.6.1. mobility and career guidance

This provides staff, on a voluntary basis, with advice and assistance throughout theirprofessionalcareer,primarilytohelpthemmaketherightcareerchoices.Thisassumes that having the right person in the right place at the right time benefits both the institution and the person concerned.

Box 7: Tools for interinstitutional cooperation in the field of training

Frameworkcontracts-EESCparticipationininterinstitutionalframeworkcontractsis a tool for such cooperation,making it possible to take full advantageof theeconomies of scale generated by the organisation of tenders and contract managementintheareasunderconsideration.Thusin2011theEESCtookpartin four calls for tenders and contract awards in the areas of language courses, general training, training in the ABAC financial management programme, andmanagement & coaching.

AnothermanagementtooloftheCommissionthatwaspooledforthebenefitoftheEESCinthefieldoftrainingistheITapplicationSYSLOG.Amemorandumofunderstanding was signed between the two Committees (EESC and CoR) and the Commission in 2011 for the introduction of the system in June 2012. Beneficial effects are expected for both users (direct access to the Commission’s training catalogue and interactivity) and managers (easier registration and evaluation

procedures).

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The vocational guidance advice plan is one of the flagships of the EESC Equal Opportunities Action Plan and forms part of its general secretariat’s workprogramme in line with the practices developed in this area by most of the other EU institutions and bodies. The year 2010 had already seen the development of a vocational guidance policy, with such a plan meeting both the expectations ofstaff(confirmedinthe2009surveyonworkingconditions),andtheneedtoprofessionalise human resources.

With more internal training courses and evaluations, DHR-IS was able to launch in2011itscareerguidanceprogramme:thisinfactofficiallystartedinNovember2011withanewsetof trainingcourseson“Takingholdof your future.”Careerguidancealsotakestheformofstructuredindividualinterviews.Finally,againaspart of this programme, a new psychometric assessment tool was tested in late 2011 on an experimental basis.

2.6.2 Promotion

Promotion is governed by Article 45 of the Staff Regulations - leading to theofficial’s “appointment to the next higher grade in the function group to which he belongs” - and by the internal rules approved by the appointing authority (president or secretary-general depending on the grade). The annual promotion process is an integral part of career development. It is based on a comparison of the merits of the officials eligible for promotion, following the main criteria of competence,performance and conduct in the service.Article 45(2) states thatofficialsmusthavethreeworking languagestoqualify for theirfirstpromotion.Finally, temporary or contract staff are not involved in the promotion process as such, but they can be reclassified in a higher grade.

Data for 2011:

• The overall promotion rate for officials in 2011 was 22.6% (142 officialspromoted out of the 629 present at 1 January 2011), so the proportion is similar to last year’s (22.8%).

• FollowingthejudgmentincaseTFPF-128/10(MoraCarrascovs.EP)anofficialtransferred from the EESC to another institution was promoted after his departure; in parallel, two officials were promoted in their original institutions after their transfer to the EESC.

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• An adaptation of the promotion ruleswas proposedby the administrationin order to improve legal certainty, transparency, enforcement of the Staff Regulations, equality of treatment and the protection of personal data. After administrative and technical consultations with the staff unions andassociations over a series of seven consecutive meetings, a new system was adoptedfollowingthearbitrationoftheEESCpresident,MrNilsson,toapplyfor the 2012 promotion process.

2.6.3 Attestation procedure

Since this is a transitional provision of the Staff Regulations of 2004 and only a few eligible assistants have not yet received attestation, no such procedure is currently scheduled at the EESC. Eligible officials can receive attestation either through an upgrade of their current duties or by being transferred to an “eligible” post.

2.6.4 Certification procedure

ThisisaprocedureintroducedbyArticle45aoftheStaffRegulationsof2004andisausefultoolforthecareerdevelopmentofASTofficialswhomeetthenecessaryconditions, as it enables them to become officials in the AD function group.Candidates admitted to this annual procedure on the basis of their seniority, merit, levelofuniversityeducationandareaofcompetencetakepartinsixmonthsofintensivetrainingundertheaegisoftheEAS(EuropeanSchoolofAdministration).CertificationbecomeseffectiveifthecandidatepassestheEASfinalexaminationsandsucceedsinobtaininganappointmenttoapostintheADfunctiongroup.

Since2004,27eligibleEESCofficialshaveapplied forcertification.Of these,17wereselectedtotakepartinthetrainingprogramme,15successfullycompletedtheprogrammeand7ASTofficialshaveactuallybeencertifiedbybeingappointedtoanADpost.

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16Itisaquestionofequivalencebetweentheprogressionoftheaveragecareerinthecareerstructureinforcebefore1May2004(“oldcareerstructure’)andtheprogressionoftheaveragecareerinthecareerstructureinforceafter1May2004(“newcareerstructure”).17 COM(2011)171finaldu30.03.201.ReportavailableonEurlex:http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=COM:2011:0171:FIN:EN:PDF

2.7. REMUNERATION AND ALLOWANCES

2.7.1 Emoluments

The legal basis for the annual adjustment of the remuneration and pensions ofofficialsandotherEUstaffisArticle65oftheStaffRegulationsandAnnexXIthereof, which describes in detail the calculation mechanism (the “method”).

Pursuant to theLafiliDecision (T-485/08)of2 July2011on themultipliers thataffect the salaries of staff hired before the implementation of the Staff Regulations reform of 2004, individual measures to reduce the multiplication factor of 59 EESC stafftooneweretaken,andanewmechanismforcalculatingthecoefficientwasintroduced to change the practice so far.

Ongoing:

• The“method”foradjustingremunerationandpensionswillexpireattheendof2012.AspartoftheongoingreformoftheStaffRegulations,theCommissionhas formulated a new proposal based, among other things, on simplification (in terms of index and weightings), and on annual adjustments being more automatic (including the taking into account by Eurostat of the figuresprovidedbyallMemberStatesandnotjustbysomeofthem).

• TheproposedfutureStaffRegulationsoftheEuropeanCivilServicealsoseeksto correct an imbalance introduced by the last Staff Regulations between functiongroupsASTandAD,asnotedinareportpreparedforthebudgetaryauthorityby theEuropeanCommissionon the implementationofArticle 6of the Staff Regulations16, finding that even if it resulted in “a success as far as budgetary discipline is concerned”, the “budgetary savings obtained with the 2004 reform have been unevenly distributed across the staff, to the particular detriment of the function group of administrators.”17.

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2.7.2 Establishment and management of individual rights

Since the beginning of the second quarter of 2011, the concluding of a MemorandumofUnderstandingbetweenDHR-ISandtheDirectorateforFinancehas established a new distribution of terms of reference as regards dealing with certainindividualrights.InJuly2011,a“slimline”systemofcheckswasimplementedin close collaboration with the Directorate for Finance to speed up procedures in caseswheretheriskisconsideredlow.

This effort to modernise procedures and improve inter-departmental cooperation canalsomakeforabetterresponse,wherenecessary,torequestsforinformationfromtheCourtofAuditorsduringitsannualaudits.Forexample,theadministrationhasinitiatedaprocedureforcheckingthedatarelatingtoaspouse’sactivity,firstlytocheckonanyentitlementstonationalchildbenefitsandsecondly,topreventdoublepaymentsoffamilyallowancesincaseswherebothparentsworkintwodifferent institutions.

In addition to interdepartmental collaboration within the EESC, the administration isactivelyinvolvedintheworkoftheCPQS(thepreparatorycommitteeonissuesconcerningtheStaffRegulations)andsomeofitssub-workinggroups(especiallythose on family allowances) which regularly deal with issues concerning the implementation of the Staff Regulations as regards individual rights.

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2.8. WORKING CONDITIONS

2.8.1 Working arrangements: rights under the Staff Regulations

Changes to the provisions on annual leave and special leave were introduced in 2011 in close collaboration with the CoR in order, among other things, to align with practices common to all the institutions for the transition to SYSPER2.

Thenewarrangements allowbetter account tobe takenof specific situations,and simplifies some aspects such as the conditions for granting travelling time for specialleave.OnerightpeculiartotheEESChasbeenadded:therighttoreceptionleave, which can be awarded to a parent who wants to host a child in his home on a lasting basis. With this innovation, the EESC confirms its social commitment and attention to providing special treatment for particular situations. In the same vein, the appointing authority decided to align on a more widespread practice of granting leave in cases of multiple births.

Asfortools,acomputerisedapplicationforannualleavewasintroduced,sothatsince 1 July 2011 applications for annual leave and recovery as part of flexitime needonlybemadeelectronicallywithoutanyneed tofill inanypaperwork, adevelopmentinkeepingwiththeEESC’sEMASlabel.

Box 8: management of individual rights

Afewfiguresillustratetheadministration’sactivityin2011inthemanagementofindividual rights:

• 476casesopenedinvolvingrightsconnectedwithachild’seducation • 128notificationsofhiring • 66casesinvolvingrightsconnectedwithtakingupemployment • 19casesinvolvingrightsconnectedwithceasingemployment • 107changestofamilyallowancerights • 9casesinvolvingtreatingachildasadependent • 29pensionscases(linkedwithfamilyallowances) • 596annualtravelallowancecases

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2.8.2 Teleworking

During2011afurthersteptowardsreallymodernworkingconditionswasachievedwiththeintroductionofasystemforworkingremotelyor“teleworking”.Teleworkingisevidenceof an employer’s wish to contribute to the welfare and motivation of his staff, for whom thereconciliationofworkwiththeirhomelifeiscrucial.Inreturn,theinstitutiongainsbyhavingstaffwhoaremoremotivated,efficientandloyal.Thisnewwayofworkingshouldalsoreducethestressinvolvedintravellingtotheworkplaceandreducetheenvironmentalimpactof suchmovements.Eventually, teleworkingwillalso lead tosavings in termsofoffice space.

TheevaluationofapilotphasebetweenMarchandJune2011foundthatteleworkingwasgenerally viewed positively by users and by their superiors, and the predefined rules were adapted to various constraints or expectations.

Attheendof2011acallforapplicationswaslaunchedinbothCommitteestoallstaff.Itisrecommendedthatin2012ahundredorsopeoplecanbeauthorisedtoteleworkonastructuralbasis(i.e.foratleasttwodaysaweek)aspartofaphasedintroduction.Inaddition,EESCstaffhavethepossibilityofteleworkingoccasionally(byrequestanddependingonthecircumstances)foramaximumof15workingdaysperyear.

The introduction of teleworking is the result of excellent cooperation between theadministrations of the EESC and the CoR and, in the EESC, between DHR-IS and the DirectorateforLogistics.

2.8.3 Working time arrangements

The increase in the number of staff using one or other of the various working timearrangements (part-time, family leave or parental leave), which was already noted in the 2010 annual report, was confirmed in 2011. While flexibility has remained relatively stable among women since 2009, its rate among men in this area has shown its most significant increase since 2008, which is a good sign for equal opportunities within the EESC (even if the ratio of women to men is still 2.3 to 1).

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Tableau 14 : Staff flexibility index

In total, 230 people benefited in 2011 from the existing provisions on personal leave, part-time, family leave or parental leave, resulting in the drafting of 466 specific administrative decisions:

Table 15: Individual decisions on working hours

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The year 2011 saw the consolidation of flexitime which finished its second year with a record participation of 84% in December 2011, which seems to prove that flexitimeisnowpartandparceloftheworkpatternofa largemajorityofEESCstaff.Asatisfactionsurveylaunchedinthesecondquarterof2011showedthatoverall84%ofmanagersweresatisfiedwiththecurrentarrangements.Mostofthem even noticed a positive impact on the motivation and efficiency of their colleagues.

Thenewsystemfortrackingindividualworkingtimesetupwithflexitimeshowedthatin20118365hours,theequivalentof223weeks,wereworkedasovertimeandwithout recovery (beyond theworkingweek of 37.5 hours) by staffusingflexitime.Thisextraworkingtimeisapproximatelyequaltofivepeopleworkingfull time over a year.

Flexitimehasalsoallowedareductionofmorethanhalfintheovertimeworkedby rights-holders (AST1-AST4). It should be noted that overtime is completelycompatiblewithflexitime.Also,thisdropofalmost60%since2008isobviouslyabig saving for the institution and may be considered an improvement as regards balancingworkwithhomelife.

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Table 16: Overtime (2008/2011)

2.9. INTERNAL COMMUNICATION

Internal communication strengthens the sense of belonging by providing information on the objectives of the organisation and the initiatives it is taking toachieve them.DHR-IS isactivelyworkingunder the leadershipof thecommunication department and alongside staff representatives on the internal newsletter CEScoop launched in 2010.

In addition to this publication for staff, the newsletter “EESC info” published nine times a year, and of course the EESC intranet, both coordinated by the communicationdepartment,showallstaffwhattheirworkcommitmentmeansand what it achieves.

Ongoing:

• TheintranetpagesofDHR-ISarereceivingathoroughoverhaulwhichshouldbe finalised in 2012, in cooperation with the communication department and the ITdepartment.Theaim is tomake themmore readable forusers,moreinteractive, with the introduction of frequently asked questions, andmorepractical and “user-friendly” with the opening of a single electronic window.

64 18 InterinstitutionalMedicalBoard(IMC),thePlanningCommitteeforSocialAffairs,theSicknessInsuranceManagementCommittee(CGAM),theInteragencyCoordinationGroupforPreventionandWell-beingatWork(GCIBPT),andtheMedicalCouncilfortheSicknessInsuranceScheme.

2.10. HORIZONTAL PROCESSES

2.10.1 Social policy and well-being at work

The Staff Regulations of 2004 opened up new possibilities in the field of social measuresandimprovingtheworkingconditionsofstaff,guaranteeingthemthebenefit of “working conditions complying with (…) health and safety standards at least equivalent to the minimum requirements applicable under (...) to the Treaties” (seeArticle1e).Inthiscontext,theEESChascontinuedin2011apolicydesignedto address social, medical or psychological issues through a multidisciplinary approach focused on prevention.

This policy has the following main objectives:

• Improvehealthandsafetyatwork;

• Improveworkingconditions;

• Betterbalancebetweenworkandhomelife;

• Improvesupportforpartnersandthefamily;

• Individualsupportforstaff.

1. Improve health and safety at work

Onepillarinapplyingthepolicyofwell-beingatworkisthemedicalandsocialservice. This consists of a doctor, a nurse, a welfare assistant, a financial manager and an administrative assistant. The service has the independence necessary to performitsdutiescompletelyconfidentially.Itworkswiththemedicaldepartmentof the Committee of the Regions and represents the EESC on several institutional committees18.

Themedical tasks involved are very varied:medical visits for staff being hired,preventive medical visits, emergency treatment or medical problems that occur atwork,monitoringabsencesthroughsicknessandinvalidityprocedures.Othertasks coming under occupational medicine include promoting individual andcollectivehealth,managingriskssuchasstress,cancerpreventionandcombatingsmokingoralcoholism.

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Data for 2011

•7%fallinthenumberofvisitsforstaffbeinghired,duetothefallinrecruitment;

•11%riseinthenumberofannualmedicalvisits;

•9%riseinthenumberofcasesofspecialleave,medicalcertificatesandmedicalhalf-times;

•fallinthenumberofemergencies(41comparedwith49in2010);

•riseofnearly50%inthenumberofvaccinations;

•stabilisation of medical assistance for members (84 cases compared with 82 in 2010);

•net increase in interinstitutionalparticipation (InterinstitutionalMedicalBoard,JointSicknessInsuranceScheme,etc…).

Inviewofalevelofabsenceotherthanholidays(sickness,accidents,unjustifiedabsences) of more than 11,500 days in 2011, the year 2011 also saw the introduction of a more structured procedure for medical supervision and medical half-time, with the support of an external monitoring body.

Alongsidethemedicalactivitiesforthedirectbenefitofindividuals,themedicalandsocialservicetookaseriesofmeasurestoraiseawarenessandpreventrisks,as illustrated in the box below:

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Welfare assistance is available to EESC employees and retirees, at both an administrative and human level. The welfare assistant, possibly in conjunction with outside bodies, listens and provides advice to help those in need cope with personal or professional difficulties. She also provides access to the special financial assistanceschemesprovidedforinArticles76and76aoftheStaffRegulations.

Box 9: medical and social awareness and prevention campaigns in 2011:

• Initiative“Trythestairs,forgetthelift”inMayandJune.

• ConferenceonlungcancerinJuly.

• MultidisciplinaryconferenceinSeptemberaspartofEuropeanDepressionDay.

• Aspartoftheemployer’scareforstaffandinaccordancewithArticle59(3)ofthe Staff Regulations, establishing at year-end a more structured approach to medicalchecks,usinganexternalmonitoringbody.

• Aspartofthepreventionofrisksassociatedwithalcoholconsumption,breathtests were purchased and made available to colleagues in the medical and social service, and widely distributed at the staff party in December.

• Provisionforstaffoftwolighttherapylampstocounteractthepossiblenegativeeffectsofthelackofnaturallightinwinter.

• Vaccinationcampaignagainstwinter‘flu.

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ImprovinghealthandsafetyatworkistheresponsibilityoftheSecuritydepartmentin theDirectorate forLogistics.Anadviser inpreventionworkscloselywith themedical service. In 2011, following joint action by the two Committees, staff could also benefit from the services of an outside ergonomist.

In fact, ergonomics advice started with a special training course in February 2011 for colleagues participating in the teleworking pilot scheme, followingthe principle that the employer’s responsibility for health and safety at workalsoextends to“teleworkers.”Six informationsessions forall staffand includingequipmentdemonstrationswerethenheldinAprilandMay2011.

In addition, the outside ergonomist visited 130 workstations, launched a staffinformationcampaignand trainedanofficial in theDirectorate for Logistics totakeonthesedutiesonbehalfofbothCommittees.

2. Improve working conditions

Providingfavourableworkingconditionsstartsrightfromtherecruitmentofnewstaff. The administration strives to facilitate their integration in close collaboration with the Commission’s reception office, under a special service level agreement (or SLA) between the two institutions. Information sessions over two days areorganised at the EESC twice a year for new colleagues, with the active participation of the president, the secretary-general and all the EESC’s services.

Improvingworkingconditionscoversa fairlywiderangeofareas, rangingfromergonomics,officeequipment(regularlyupdated),timetablesandworkpatterns(seethedataaboveonteleworkingorflexitime),toimprovingrestaurantfacilities,providing the opportunity to practise a sport or leisure activities duringworkbreaks,andevenimprovingtransportconditionsforcommuting(seeparagraphbelowonEMAS).Theadministration(mainlytheDirectorateforHumanResourcesandInternalServicesandtheDirectorateforLogistics),togetherwiththevariousstaff representatives, is constantly vigilant in these areas.

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Finally, it is worth mentioning the organisation at regular intervals of friendly staff meetings e.g. with new or retired colleagues, with the president and the secretary-general for the annual ceremony of seasonal good wishes, with colleagues celebrating20,30or40yearsofworkingintheEuropeancivilservice.Inaddition,the secretary-general meets individually with each staff member who joins or leaves the general secretariat. In the same vein, once a week the Director forAdministrationwelcomesanypersonwishingtosubmitquestionsorproposals.

The success of the annual staff party (before Christmas), made possible by the enthusiasm of the national delegations, the logistical and financial support of the administration and, above all, the expertise and effort put in by the Staff Committeeshowsthatthereisacertaindegreeofstaffsatisfactionwiththeirworkenvironmentandagoodfriendlyatmosphereinworkingrelationships.

3. Better balance between work and home life

Besidesthefacilitiesofferedbytheorganisationofworkpatterns(parentalorfamilyleave,thepossibilityoftakingleaveonpersonalgroundsforupto15years,part-timework,flexitime,teleworking,etc...)itismainlyinthefieldofearlychildhoodfacilitiesthattheadministrationmakesanimportantcontributiontothebalancebetweenworkandhomelifesoughtbystaffwithdependents.

In 2011, there were 14 new registrations in the Commission’s nurseries.ThankstotheopeningofthenewCornet-LemannurseryinFebruaryandanagreementsignedinNovemberwithanadditionallocalnursery,allrequestsreceivedin2010for the registration of a child in 2011 were met.

Meanwhile,enrollmentintheopen air nursery at the European Interinstitutional CentreatOverijse(Easterandsummerholidays) increasedbyover40%in2011compared to 2010.

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Enrollments in the after-school childcare centre (GPS) are relatively more difficult tomanagebecauseoftheincreasinglackofspace(37applicationsforregistrationin2011 against 32 in 2010; the situation is identical for the other institutional clients of theGPS).Evenifthisyearallparentsmakingarequestcouldgetaplace,sometimesat the very last minute, the difficulties encountered led the administration to study the feasibility of setting up an after-school childcare in the EESC buildings for the start of the 2012-2013 school year, in cooperation with the Commission.

Finally, 38 cases of enrollments in the European schools were managed during 2011 for both EESC staff as well as for seconded national experts and members.

4. Improve support for partners and the family

Early in their careers, newly recruited colleagues enjoy a multifaceted programme ofactivitiestofacilitatetheirintegrationandthatoftheirfamilies.Atotaloffifteenleisure and professional activities were proposed in 2011.

During staff’s careers, the welfare assistant offers help and guidance to all for dealingwithpersonalproblemsofallkinds, includingmoralandadministrativesupport when a loved one dies. This assistance includes liaising with “internal” services (e.g. health insurance) and “external” ones (such as the Belgian social services).Thisassistancemaytaketheformofaspecifichomehelp(followingaserious illness for example) or help for disabled persons.

InOctober2011thefirst“FamilyDay”wasorganisedtowelcomemanycolleaguesandtheirfamiliesinafriendlyatmosphereduringaweekendattheInterinstitutionalCentreinOverijse(CIE).

5. Individual support for staff

In addition to issues related to social assistance (see above), staff can request legal advice from lawyers specialising in Belgian law, through a service agreement signed with the European Commission.

For administrative matters or career-related issues, members of staff have direct and permanent access to appropriate managers. The opening of a one-stop “HR Info Point RH” scheduled for mid-2012 will enhance the practical side of this proactive and “customer-friendly” approach.

7019Initsresolutiononthedischargefor2009,adoptedon10May2011,theEuropeanParliamenttooknoteoftheseinitiatives.

Moreover, support for staffextends to retiredEESC staff, andwith this inmindtheadministrationsofthetwoCommitteessignedanagreementon18/01/2011withtheAIACE(InternationalAssociationofFormerEUOfficials).Thismaintainsclose contact with the EESC, promotes access to social support and socio-medical activities, as well as to specific administrative advice. Under this policy, the EESC has contributed more significantly to AIACE activities and decided to offer the firstyearofAIACEmembershiptocolleagueswhoretiredin2010and2011.Thisclosercontactwithsome300retiredand/ordisabledEESCofficialsorotherstaffwillofcoursecontinuein2012and2013,theEuropeanYearofActiveAgeing,withthe launch of new initiatives.

2.10.2 Equal opportunities, non-discrimination, combating harassment

Principles

Article1doftheStaffRegulationsensuresstafftherighttoworkinanenvironmentfree from any form of discrimination or harassment and, in particular, establishes fullequalityinpracticebetweenmenandwomeninworkinglifeasanobjectiveof human resource policies. The fight against all forms of discrimination is covered by the general term of equal opportunities. Together with the fight against psychological and sexual harassment, it aims to provide a work environmentconducive to excellence-oriented personal and professional growth, where everyone is treated fairly and with respect.

Equal opportunities action plan 2009-2011

Several initiatives have been adopted under the leadership of the secretary-general19. Thus, following the organisation of an information meeting and dialogue on“Equalopportunitiesanddiversityatwork”inJune2008andtheappointmentofanequalopportunityofficerattheendof2008,anambitiousActionplanforequal opportunities and diversity was drawn up in September 2009.

The implementation of this action plan is followed in particular by the Joint Committee on Equal Opportunities (COPEC), where the staff and theadministration have equal representation. With the maturity of the action plan and the momentum thus provided, efforts in this area will continue by extending the reforms introduced and through new initiatives.

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Current situation

Regardingthemale/femalebalanceamongEESCstaff,thestateofplayisasfollows:

• Situationat31December2011:

− 62.5%ofstaff(allcategories,andincludingENs)arewomen(against58,6%at the European Parliament at 01.06.2012 and 54,6% at the European Commission at 01.01.2012). This imbalance is due to the particular situation of the Translation Directorate, where 69% are women (with large secretariat pools consisting of over 80% of women, and two-thirds of the translators employed by the EESC are women).

Table 17: m/F distribution by function group AD/AST (ex. EN)

-Management posts: 26.8% of heads of unit and 20% of seniormanagers arewomen.

• Trends:

− A significant proportion of staff (60.7%) at 31 December 2004 werewomen. Since then, the proportion of women has risen faster in the functiongroupofadministrators,from51.6%to55.7%at31.12.2011.Overthe same period, the proportion of women also rose among assistants, from 67.6% to 68.5% of the total.

Thepredominanceofwomenineachfunctiongroup(ADandAST)hasremainedfairlystableduringtheperiod2004/2011,asthefollowingtableconfirms:

Table 18: Proportion of female staff at the EESC for the period 2004/2011

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• Compositionofmiddlemanagement:

The share of women in management is steadily increasing (22% in 2006, 26.8% in 2011), despite the departure of a number of women heads of units in the same period. Thus, the most reliable indicator of the actual trend seems to be the active consideration of gender equality when replacing retiring managers, rather than the picture of the current situation.

− Inthisregard,andgiventhecurrentagestructureofmanagement,theoutlookfor the relatively short-term suggests significant possibilities for bringing the M/F ratio inmanagement positions back into balance.The average age ofwomen managers is a lot lower than that of men (nearly 7 years difference at 31.12.2011) and almost all of the 17 managers aged 55 or over who are statistically likely to retirewithin thenext5yearsaremen.Forexample, theappointment of women to half of the positions left vacant would result in more than 40% of management positions being filled by women by 2016, a new restoration of the balance significantly greater than that observed between 2006 and 2011 (see above).

• Exchangesofgoodpractice:

Morebroadly,theactiveparticipationoftheEESCadministrationinmeetingsofIntercopec(committeesresponsibleforequalopportunities)makesforafruitfulexchange of good practices and thoughts on such issues as the integration of colleagueswithdisabilities and themeasures taken to reconcilepeople’sworkand home life.

A recurring problem with the recruitment of persons with a disability is theextremelysmallnumberofsuccessfulcandidateseachyearonEPSOlists,despitethe huge efforts made to inform and welcome applicants with disabilities.

• Nevertheless, the EESC administration has taken a number of steps(thematic conferences, contacts with a company that specialises in interimstaff,participationininterinstitutionalworkinggroupssuchastheEPSOworkinggroup).

.

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• Finally,DHR-ISwasactivelyinvolvedthroughout2011ininterinstitutionalworkontheimplementationoftheUNConventiononDisabilityRights,whichappliesnotonlyinEUMemberStates,butalsointheEUinstitutionsthemselves (especially in interinstitutional committees).

• TheCPAS“adhoc”workinggroupcontinuedat itsmeetingsof6July,29September, 7 and 28 October and 10 November its efforts to achieveconvergent guidelines between the institutions to comply with the provisions of the Convention. Following this work, the report waspresented at the end of 2011 to the Interinstitutional College of Heads of Administration.

It must be emphasised that the policy for combating harassment (psychological and sexual) at the EESC was given particular attention in 2010 by the general secretariat, which ended, in particular under the leadership of the secretary-general, in a new administrative decision in this area coming into force on 1 January 2011 inorder to takebetter accountof anduphold theprinciples setoutintheStaffRegulations,inparticularArticle12a.Withthisnewdecision,theEESC administration has radically modernised the system established earlier in 2002 and confirmed its determination to combat all forms of harassment, and especially to avoid it whenever possible.

2.10.3 Ethics, rights and obligations

EESCpolicyregardingprofessionalethicsderivesfromthegeneralframeworkofrights andobligations of EUofficials, pursuant toArticles 11 to 26of the StaffRegulations. The aim here is to strive for excellence in the European civil service. TheCodeofGoodAdministrativeBehaviouradoptedby theEESC in July2009translates this aim into concrete terms. Developing a strong ethical culture boosts the credibility and legitimacy of the institution, boosts the sense of commitment among staff, improves the quality of service to users, while avoiding the development of new disciplinary rules or monitoring after the event.

• To facilitate staff access to information about their rights, a brief guide to the rights of staff involving financial entitlements (salaries, allowances, pensions, socialsecurityetc..)non-financialentitlements(career,training,leave,workingtime arrangements etc.) and non-statutory rights (social measures, medical social service, welfare, privileges and immunities, etc..) was prepared and made available to staff in September.

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• As regards the application of Article 12b of the Staff Regulations, 18officials or other staff (compared with 15 in 2010) were authorised by the appointing authority in 2011 to exercise outside activities (lectures, training, translation, publication of books or articles). The activityperformed must not conflict with the interests of the institution, or be paid above a certain threshold that would compromise the independence of the official concerned.

Box 10: Privileges and Immunities

Articles11to15oftheProtocolonPrivilegesandImmunitiesoftheEuropeanUnion, annexed to the Treaty of the European Union set out the position of EU officialsandotherstaffontheterritoryofMemberStates.Butinterpretationofthe provisions varies from one state to another. Consequently, DHR-IS’s Privileges and Immunities service offers special assistance to staff and members in their relations with the Belgian authorities, especially regarding the issuing of a series of official papers.

During 2011 the Privileges and Immunities service handled:

• 258cases,representing349acquisitions/renewalsorreturnsofspecialidentity cards;

• 52requestsforVAT-freepurchases;

• 287Art12,Art13,HIS276attestations,carpurchases,authentificationsofsignatures, and requests for cover;

• 34tripsto8embassiesfor64visarequestsconcerningthemissionsofmembers and senior officials;

• 80“Laissez-passer”uptoSeptember2011,whenthisresponsibilitywastransferred to the Registry.

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2.10.4 EmAS (Eco-management and Audit Scheme)

Likemanyprivateandpublicorganisations,theEESCisworkingtowardsreducingthe carbon footprint and energy cost of its activities by continuously improving its environmental performance. These efforts over the last few years have had remarkableresultsandearnedtheCommitteesaBrusselsecodynamicenterpriselabel in 2009; at the end of December 2011 they were crowned by the award of EMASandISO14001certifications.

TheenvironmentalauditbyAIB-Vinçottehighlightedthestrongsupportof theadministration in achieving this - starting with that of the secretary-general - as well as the considerable progress made in rationalising the use of paper. In the latter case, DHR-IS played its part in developing replacement electronic interfaces, for example in the areas of leave or applications management (see above), and the transition to SYSPER 2 will only increase this “paperless” dimension.

But it was in the field of mobility that the administration launched its most strikinginitiativesforallstaff,DHR-IShavingplayedanactiverolebydevelopingan enterprise travel plan (PDE) to promote the use of greener modes of transport (publictransportandwalkingandcyclinginparticular).Forthis,aseriesofactionswereundertakenandpromotedandpracticalmeasuresweretakentoencouragestafftotakeanactivepartinthischangeofbehaviour(seeboxbelow).

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Box 11: mobility and movement plan

In early 2011, public transport fact sheets were placed at the entrances to the EESC buildings. The same sheets are also available electronically on the intranet and internet.

In March, with the collaboration of the Staff Committee, DHR-IS organised a photoexhibitionwiththetheme:“TheCityontheMove”.

InApril,cyclistswereabletoattendabikemaintenanceworkshopduringFridayFootandBikeDay.

The EESC participated in the “Bike to Work” and “Bike Experience” campaigns andpromotedeventssuchas“OrangeBikeDays”, the“20millionkilometres”ofBrusselsorbikepooling.

Training courses on “Cycling in city traffic” and eco-driving on a simulator were organised by DHR-IS.

As part of MobilityWeek (19-25 September), the“Car Free Day” of 2011 wasmainlydevoted to carpooling.

AsurveyonmobilitywasproposedtoEESCstaffinSeptember.Itsaimwastofindoutmore about the habits of staff in order to implement a new corporate travel plan and new awareness campaigns.

In 2011, among colleagues who had stopped using their their personal vehicles to traveltowork(alongwithlosingaccesstothecarpark),222peoplereceivedafinancialcontribution to public transport subscriptions.

Attheendof2011,tocomplywiththeOrderoftheBrussels-CapitalRegionalGovernmenton business travel plans, the EESC drew up its corporate travel plan and sent a range of information sheets and documentation to Brussels Environment consisting of three parts: general information, mobility diagnosis and action plans to be implemented in the next three years.

Finally,aspartoftherenewaloftheEESCcarfleetavailableforwork-relatedtrips,DHR-ISobtained access to official vehicles that both consumed less fuel (due to less powerful engines) and produced less pollution (due to more advanced technology).

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2.10.5 EESC/CoR cooperation agreement

• On31December2011,atotalof648staffwereemployedintheJointServicesof the two Committees (of whom 63.1% came from the EESC). Irrespective of their institution of origin the relevant colleagues show no preference for one committee or the other when carrying out their daily duties.

• To govern this situation, which is unique among the EU institutions, theCooperationAgreementbetweenthetwoCommitteesfortheperiod2008-2014 incorporated the general principle of equal treatment for officials and other staff employed in the Joint Services. From this principle comes the mutual commitment of each institution to inform the other on staff policy matters, “before taking any decision, they shall provide each other withinformation on the general implementing provisions and other procedures in force, as well as on the measures proposed, in order to gather comments and seekthemaximumconsensus,without,however,beingboundtoanidenticaloutcome.”20

• Allinall,intheareasofhumanresourcemanagementandstaffpolicy,eveniftheimplementationoftheCooperationAgreementdoesnothavestructureddecision-makingmachinery and does not necessarily give identical results,real synergies are underway as regards mutual information, supporting an ongoing process of rationalising efforts and implementing best practices, with their direct and indirect impact on the staff of both Committees (more than 1220 people).

• Themid-term reviewof theCooperationAgreementfinalised inearly2011,confirmedthatoveralltheagreementwasworking,althoughtherewasroomfor improvement, especially as regards closer collaboration between the medical and internal services of the two Committees.

20SeeArticle7oftheCooperationAgreementof18December2007.

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3. SUPPORT PROCESSESThese are all the parameters that determine, guide and facilitate the institution’s conduct of HR matters. The institution relies on specialist and professional staff of course, but also on the HR component of other players (starting with management as a whole) and on specific training and information tools. It is also stimulated by activedialogue.Finally,itformspartofagivenadministrativeandlegalframework.

3.1. THE HR COMMUNITY

The central processes described above (see previous section), constituting the core business of HR activity, are carried out by DHR-IS, and in particular its PER (Recruitment, Careers and Training) and STA (Working Conditions, Rights andObligations)units.ButtheHRfunctionislegitimateandprovidesimpetusattopmanagement level (starting with the secretary-general and the deputy secretary-general in charge of human resources), down through through the hierarchical framework inplace(theessentialroleofheadsofunitshouldbenoted),andissupportedbycross-sectortoolsandskills inareassuchasIT,finance,socialandmedical matters or legal advice.

Data for 2011:

• Key activity and performance indicator no. 4 “HR department workforce”: This indicator measures the percentage of total staff assigned to traditional HR supporttasks-whetherinrecruitment,careerandpost-pensionmonitoring,training,workingconditions,thesocialandmedicalservice,themanagementof individual rights or remuneration.

Table 19: Percentage of staff assigned to HR-related tasks

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21 Some examples: − intheSSPunit(StaffSupportServices)whichbecametheSTAunit(WorkingConditions,RightsandObligations),the“leaveand

overtime” section became “time management”;− in the PER unit (Recruitment, Career, Training), the “training” section became “vocational training and guidance” and a new

“establishmentplan/careers”sectionwassetup;− in the SEI unit (Internal Services), a “resource planning” and a “visual supports” service were set up;− the “individual files and archives” service became “ administrative documentation and individual files”

The actual percentage is lower if one considers that some services are also open to EESC members (in particular the social and medical service and the Privileges and Immunities sector) and therefore covers more potential beneficiaries. Similarly, the percentage for 2011 is 6.87% if one counts the temporary project team of 2 persons assigned to the setting-up of SYSPER2.

3.2. PROFESSIONALISATION OF HUMAN RESOURCES

DHR-IS has adopted professionalism as one of the three core values underlying its initiatives and activities, as set out in its mission statement and in its terms of reference, based on a spirit of service and help with solving problems (see Appendix 5).This approach focusesonpersonal training, improvingprocesses,developing internal synergies, optimising available resources, all with the aim of developing pragmatic approaches and proposing effective solutions in the interests of people and services.

These objectives led initially to the partial restructuring of DRH-IS and the internal reorganisation of some of its services. The directorate has now developed its own resource planning and legal capacity, and set up - without additional resources - a central team with a threefold mission to advise, coordinate and monitor internal or interinstitutional projects.

IntheoperationalservicesofDRH-IS,aredefinitionofprioritiesandtaskshasledtocertain titles being changed, signalling a drive for modernisation and refocusing onprioritytasks21.

• Asregardsimprovingprocedures,progresswasmadein2011intheareasofcomputerisedleavemanagementandflexitime,lessrigidfinancialchecksandthe delegation of appointing authority to allow the decentralisation of certain decisions (“administrative subsidiarity”).

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3.3. SOCIAL DIALOGUE

The ultimate aim of social dialogue between management and staff representatives is to boost the stability, independence and competence of the European civil service. It has a real influence on the definition and implementation of staffing policy.

DHR-IS is responsible for conducting this dialogue with three different sets of stakeholders:theStaffCommittee,theJointCommittees,andthetradeunionsorstaffassociations(OSPs).

• TheStaffCommittee(CdP)isastatutorybody(setupbyArticle9oftheStaffRegulations), whose job is to represent the interests of staff vis-à-vis their institution and maintain continuous contact between it and the staff. It is regularly consulted by the administration and gives its opinion on all draft decisionconcerningtheentirestaff.AttheEESC,theCdPismadeupof11fullmembers (and 11 alternates), of which one is chosen to be president.

• The Joint Committees are advisory bodies made up equally of membersappointed by the appointing authority and the Staff Committee. They help to develop and implement staffing policy in their respective fields, in accordance with fairness and the rules laid down.

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Box 12: In 2011, the main joint bodies were:

a/EESCinternalbodies:

• JointCommitteeforSocialMeasures,VocationalTrainingandRetraining

• JointCommitteeforOccupationalSafetyandHygiene

• JointCommitteeforEqualOpportunities

• JointCommittee

• JointCommitteeonMarking

• ReportsCommittee

• JointPromotionsCommittee

• DisciplinaryBoard

• “Harassment”body

b/interinstitutionalbodies,withEESCrepresentatives:

• StaffRegulationsCommittee

• JointInterinstitutionalCommittee

• SicknessInsuranceManagementCommittee

• JointManagementCommitteefortheEarlyChildhoodCentre

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Alongside the joint bodies, the administrations have their own bodies forinterinstitutional cooperation,making it easier to take decisions or adopt jointguidelines on the basis of an exchange of experience and a sharing of expertise. These include the:

− CollegeofHeadsofAdministration;

− PreparatoryCommitteeforStaffRegulationsQuestions;

− EPSOManagingBoard;

− EPSOWorkingGroup;andthe

− InterinstitutionalCommitteeforOverijse.

TheOSPs are not statutory bodies as such, in the sense that they depend onofficials’rightoffreeassociation(seeArticle24boftheStaffRegulations).Theirroleis to act in the general interest of staff, without prejudice to the statutory powers oftheStaffCommittee.TherearecurrentlyfourOSPsattheEESC:theASAP(for“AssociationforStaffActivelyParticipating”,setupon1January2012),theFFPE(EuropeanCivilServiceFederation),R&D(RenewalandDemocracy),andUS-CESE/CdR(UnitéSyndicaleEESC/CoR).

• After theendof theconsultationsonchanges to thepromotionprocedureatthebeginningof2012,talkswillcontinueonthenewamendmentstotheStaff Regulations of the European civil service, and further consultations are plannedonthedevelopmentof teleworkingor themodernisationofsocialdialogue..

3.4. LEGAL AND ADMINISTRATIVE PROVISIONS: THE STAFF REGULATIONS AND THE CONDITIONS OF EMPLOYMENT OF OTHER SERVANTS (RAA)

3.4.1 Compliance with Staff Regulations and internal rules

DHR-IS acts as “guardian of the Staff Regulations” as regards their implementation within the institution. It plays its full role here at interinstitutional level, both technically, throughthePreparatoryCommitteeforStaffRegulationsQuestions,andpolitically,withintheCollegeofHeadsofAdministrationortheStaffRegulationsCommittee..

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22 Each year the department in charge (DHR-IS’s administrative documentation and individual files service) processes several thousand transactions divided into twenty chapters of activity (registration and classification of official decisions, updates of staff personal data, managementofsecureelectronicaccesspoints,checklistsofHRactivity,preparationandmonitoringofmeetingsofinterinstitutionalbodies, etc ...)

DHR-IS also records and stores all internal or interinstitutional decisions concerning implementation of the Staff Regulations, their drafting and application, which are the subject of systematic monitoring22 .

Data for 2011:

• Undertheauthorityofthesecretary-general,anewdecisiononthedelegationof certain powers of the appointing authority came into force during the first quarter of 2011. Its provisions represent significant progress in several respects:

a. greater transparency (all acts of delegation brought into a single administrative act);

b. consideration of the new administrative structure resulting from the last revision of the establishment plan (including the creation of the post of deputy secretary-general in charge of human resources and general affairs);

c. complete legal certainty, since all acts are identified and attributed to a clearly defined authority;

d. simplification and speeding-up of internal administrative procedures, withdecisions being taken at the closest possible level to staff,whichcouldbecalled“administrativesubsidiarity”afterthewell-knownprincipleofCommunitylawandinkeepingwiththedecentralisationdrivestartedby the secretary-general at the start of his term.

• In June 2011, the European Commission presented its proposal for a newreformof theStaffRegulations.After aprocessof internal consultationandthe opinion of the Staff Regulations Committee, a modified version of this proposal - in the form of a draft regulation - was presented for co-decision in December 2011 to the Council and the European Parliament. The first few months of 2012 were devoted to discussions on this matter at the European Parliament,mainlywithinitsLegalAffairsCommittee.

84

3.4.2 Appeals, complaints and legal procedures

Non-compliance with the Staff Regulations or internal rules may lead to thelodgingofappealsagainsttheauthoritywhichtookthecontesteddecision(seeTitle VII of the Staff Regulations).

In order to give a legal basis to the decisions that it prepares regarding staff (whetherconcerningtheircareers,financialrightsorotherrights),DHR-ISworksclosely with the Legal Service of the institution, guided both by the generalprincipleofgoodadministrationandstrictcompliancewithArticle4oftheCodeofGoodAdministrativeBehaviour,whichstatesthat“The official shall act according to law and apply the rules and procedures laid down in Community legislation. The official shall in particular take care that decisions which affect the rights or interests of individuals have a basis in law and that their content complies with the law.”

• ItisinthisspiritthatDHR-ISconsultsregularlywiththeLegalServiceondraftversions of internal rules, inter-institutional agreements or official responses of a legal nature, and on the resolution of specific problems concerning, for example, the award of allowances. The number of official administrative ccomplaints(underArticle90oftheStaffRegulations)fellfrom10in2010to7in 2011.

8523FollowingthecallbytheEESCitselfinitsopinionof15March2011onInnovative workplaces as a source of productivity and quality jobs.

CONCLUSION: STATE OF PLAY AND OUTLOOk

THE EESC, AN INNOVATIVE WORKPLACE

Under the leadership of its secretary-general, the EESC administration used 2011 toboostitscommitmenttomaking“innovationintheworkplace”anengineforrestructuring its organisation and redirecting its activities. With this in mind it has developed a threefold approach to modernise human resources management andpolicytoimprovebothproductivityandthequalityofwork23:

• “Improve the quality of working life.” The main efforts here have focused on preventingpsychosocialrisks(alcoholism,depression,ergonomics,andotherinitiativestopromotewell-beingatwork,..)andgreaterflexibilityinworkingtime arrangements (flexitime, teleworking, adjustment of certain forms ofleave);

• “Increase the effectiveness of collaboration between different partners”, which has been pursued by promoting greater subsidiarity in administrative decision-taking,theinternalreorganisationofsomeservices,theorganisationof regular meetings with staff or between managers and the development of inter-service or interinstitutional collaboration;

• “Focus on how to use and develop skills in the workplace.” We must mention here theadoptionof thestrategic framework for learninganddevelopment, theactual launch of the career guidance programme and, as regards mastering theuseofskills,theanalysingofsensitiveposts.

TOWARDS A SUSTAINABLE ADmINISTRATION?

The drive towards innovation cannot involve extra costs; instead, better use must be made of available resources. That is why the administration bases its actions whenever possible on the following pillars:

• Economising on resources by controlling its own spending. In addition to the freeze on staff in 2011, many items of expenditure were cut through closercollaborationwiththeBudgetGroup.ObtainingEMAScertification inlate 2011 was a perfect illustration of the successful commitment of a greener administration to a more sustainable Europe. In human resources, the current administration faces a similar challenge of having to fulfil all its missions with fewer resources.

86

24Inthefieldofprojectmanagement,theideal“SMART”objectiveis:Specific, measurable, Achievable, Realistic, and on Time.25 The current reform of the Staff Regulations provides a good illustration of a profound change in administrative circumstances. The EESC administration intends to address the changes ahead with realism, creativity and responsibility, so as to best reconcile the objectives of the legislator with staff expectations.

• Setting realistic targetsbytryingtodefine“SMART”24 objectives for itself so as to allow staff to devote themselves in a reasonable and rewarding manner to achieving the operational or political priorities laid down by management. Akeytothisapproachistheconstantconcerntoplanaheadandanticipate,so that future projects can be carried out without undue strain on resources, i.e. in a “sustainable” or “tolerable” manner by the teams responsible.

• Adapting to the institutional eco-system by fitting harmoniously into its natural environment, which in this case is political and institutional. This report illustrates in this respect the approach of seeking internal andexternal synergies as much as possible, building bridges between different administrative entities or with the various institutional partners, again with the aim of more harmonious developing and economising on resources.

• Projecting itself into the long term by responding to unexpected events and changes.Theadministrationknowsthatitcanonlyfaceuptoitsconstraintsand carry out its missions by constantly demonstrating its ability to adapt and reform25 . The Directorate for Human Resources, which has chosen flexibility andfindingsolutionsasitskeyvalues,wantstogiveitselfthemeanstoactconstantly in keepingwith the expectations of the staff, themembers, itspartners in the interinstitutional dialogue and, beyond them, the citizens of Europe. Forsakingany“wait and see”or routineapproach, suchanattitudeboosts the credibility of the administration, thereby helping to strengthen the institution it supports in serving a European ideal that still has to be pursued.

87

“ENgAgINg PEOPLE”

The EESC administration and secretary-general prepare to face the special challenges of the years ahead on the basis of the values of responsibility, flexibility, innovation and service. It feels it will play its part all the better by being professional, setting a good example and being effective.

It is convinced that its main strength lies in the cohesion and dynamism of a competent, motivated and healthy body of staff, echoing what the EESC president,StaffanNilsson,wroteinhisprogrammefor2010-2012:“What we need in the organisations are men and women who want to translate their skills, knowledge, commitment and motivation into action”.

It takes its mission seriously by fully supporting the implementation of themanagement plan for the general secretariat, with the necessary interface between the political priorities set by the institution and the budgetary and administrative context26.

ItknowsthattogetherwiththemembersitwillenabletheEuropeanEconomicand Social Committee to better fulfill its institutional role for the benefit of civil societyorganisationsand in theserviceof theEuropean ideal.At itsown level,ithas takenonboard the invitationofPresidentNilsson:“engaging people for a sustainable Europe”.

26 The designation in 2011 of a member of the EESC’s Budget Group to be specifically responsible for monitoring human resources policy was an innovative step in this direction.

88

Appendix 1: Breakdown of staff at 31/12/2011

90

Appendix 2: graphic breakdown of the EESC general secretariat at 31.12.2011

Depu

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. 201

1

91

Appendix 3: graphic breakdown of DHR-IS at 31.12.2011

92

Appendix 4: mission and values statement of DHR-IS

93

Appendix 5: Terms of reference of DHR-IS

Professional Competencies• Specific knowledge required • Handling information• Problem-solving

Performing Tasks and Achieving Results• Planning and organising• Quality orientation• Producing timely results

Interpersonal Skills• Interpersonal communication • Working with others• Service orientation

Personal Qualities• Sense of responsibility• Commitment• Sense of initiative• Adaptability

CORE VALUESProfessionalism

Team spiritFlexibility

Our Competency Framework


Human Resourcesand Internal Services


Rue Belliard/Belliardstraat 991040 Bruxelles/Brussel

BELGIQUE/BELGIË

www.eesc.europa.eu

Published by: “Visits and Publications” UnitEESC-2011-61-EN-C

© European Union, 2012Reproduction is authorised provided the source is acknowledged.

Cover art: Elisabeth Héron

QE-AB-11-001-EN-CISSN1977-3102

ISBN978-92-830-1875-9

doi:10.2864/60401REG.NO. BE - BXL - 27

report by the secretary-general to the bureau of the ... · i. this annual report “on the human...

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