strategic plan 2016-2020* - european commission · part 2. organisational ... c. better regulation...

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Strategic Plan 2016-2020* Directorate-General for Mobility and

Transport

*The current Commission's term of office runs until 31 October 2019. New political orientations provided by the incoming Commission for the subsequent period will be appropriately reflected in the strategic planning process.

Ref. Ares(2017)3957294 - 08/08/2017

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Contents

PART 1. Strategic vision for 2016-2020 ................................................................................. 3

A. Mission statement ............................................................................................................ 3

B. Operating context ............................................................................................................ 4

C. Strategy ............................................................................................................................ 5

C.1. An efficient, sustainable, safe and secure Single European Transport Area .................. 9

C.2 A modern European transport infrastructure: promoting investment and quality transport infrastructure ....................................................................................................... 13

C.3. Horizon 2020 – Research and innovation related to transport .................................... 16

D. Key performance indicators (KPIs) ............................................................................... 19

PART 2. Organisational management ................................................................................... 20

A. Human Resource Management ..................................................................................... 20

B. Financial Management: Internal Control and Risk Management ................................. 21

C. Better Regulation ........................................................................................................... 24

D. Information management aspects .................................................................................. 25

E. External communication activities ................................................................................ 26

Annex to the Strategic Plan ...................................................................................................... 28

Annex 1. Performance tables ................................................................................................... 28

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PART 1. Strategic vision for 2016-2020

A. Mission statement

Under the political guidance of the College of Commissioners, in particular Vice-Presidents Jyrki Katainen and Maroš Šefčovič and Commissioner Violeta Bulc, the Directorate-General for Mobility and Transport (DG MOVE) is in charge of developing transport policies for the European Union.

Transport is personal. It directly affects everyone in Europe. Whatever age we are, and whatever activities we undertake, transport and mobility play a fundamental role in today’s world. The Commission's aim is to promote mobility that is efficient, safe, secure and environmentally friendly, serving the needs of citizens and business. This will help boost jobs and growth and allow European industry to remain cost-efficient and compete on the global stage.

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B. Operating context

Europe relies on efficient transport networks for the economy to stay competitive and connected to the rest of the world, and for the internal market to function smoothly. Transport, at the heart of the supply chain, is a primary creator of jobs and essential for generating and accelerating growth. In transport, a fully integrated single market making the best use of digitalisation and more efficient, integrated networks that allow seamless switching between transport modes, would bring huge benefits to citizens and companies as well as addressing climate change and pollution, in rural and urban areas. Europe's economic recovery also depends largely on trade with non-EU countries with growing economies, for which efficient and competitive transport and logistics links are an essential requirement.

DG MOVE sees investment, innovation and a better regulatory framework as core instruments driving change as Europe moves to digitalise and decarbonise its transport network to better serve its people and maintain the EU's influence globally. The issues and challenges connected to this require action at European or even international level; no national government can address them successfully alone. DG MOVE works in concert with the European Union Member States, European industry, citizens, social partners and other stakeholders1.

The DG carries out its tasks in many different ways. It develops strategic policies for the transport sector in line with the political priorities set out by the Commission; it monitors the implementation of existing EU law and makes new legislative proposals; it encourages the exchange of best practices and co-finances infrastructure under the TEN-T/CEF. Its work also includes financial support programmes for research and innovation projects under Horizon 2020 and the monitoring of developments in research which provide feedback to inform policy development. The DG promotes policies internationally and provides information to the public as well as to stakeholders. The budget under the responsibility of the DG is implemented by both direct and indirect management. The spending programmes are managed by the Innovation and Networks Executive Agency (INEA).

DG MOVE is assisted in its work by the expert input from several European Agencies and two Joint Undertakings, which it oversees: the European Aviation Safety Agency (EASA), the European Maritime Safety Agency (EMSA), the European Railway Agency (ERA), the Innovation and Networks Executive Agency (INEA), and the SESAR (Single European Sky ATM Research) Joint Undertaking and the Shift2Rail Joint Undertaking. DG MOVE has also built a strong partnership with EUROCONTROL and is represented in the management board of the Fuel Cells and Hydrogen Joint Undertaking.

1 Transport is one of the European Union's common policies. It is governed by Title VI (Articles 90 to 100 of the Treaty on the Functioning of the European Union (TFEU).

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C. Strategy

DG MOVE policies aim to provide European citizens and businesses with competitive, sustainable, secure and safe transport services. The transport sector is a key element contributing to the Europe 2020 strategy. Adequate infrastructure, intelligent transport systems (ITS), measures to improve the safety, security and environmental performance of the transport sector are essential. This can be achieved by developing new digital technologies if we invest in research and innovation, ensuring the EU stays ahead of the curve globally. Digitalisation will also be important for reaching the 20/20/20 targets for GHG emissions, renewable energy and energy efficiency and the targets of 3% of GDP in R&D.

Acknowledging the importance of reducing greenhouse gas emissions and of risks related to fossil fuel dependency in transport, the 2030 climate and energy policy framework reiterates the need for examining instruments and measures for a comprehensive and technology neutral approach for the promotion of emissions reduction and energy efficiency in transport, for alternatively propelled vehicles and vessels, including electric transportation from sustainable and clean power sources, and for renewable energy sources in transport also after 2020. This will contribute to achieving the progressive targets set in the 2030 policy framework for climate and energy of a 40% reduction of greenhouse gases, at least a 27% share of renewable energy and at least a 27% increase of energy efficiency by 2030.

In order to contribute to achieving these overall goals set at EU level, the Commission has set a number of General Objectives based on the priorities outlined by President Juncker. DG MOVE's activities contribute actively to these and in particular the following 5 General Objectives2:

Commission General Objective 1: "A New Boost for Jobs, Growth and Investment"

Commission General Objective 2: "A Connected Digital Single Market"

Commission General Objective 3: "A Resilient Energy Union with a Forward-Looking Climate Change Policy"

Commission General Objective 4: "A Deeper and Fairer Internal Market with a Strengthened Industrial Base"

Commission General Objective 9: "A Stronger Global Actor"

DG MOVE's actions contributing to the General Objectives for the Commission fall under 3 Specific Objectives, which correspond to the main instruments available:

DG MOVE Specific Objective 1: "An efficient, sustainable, safe and secure Single European Transport Area: Improve regulation, ensure a high degree of implementation of EU legislation in the transport area and open and fair competition both in the EU and in relations with key partner countries."

2 Further information on the specific challenges set out for DG MOVE during the coming years can be found in the mission letter of the Commissioner for Transport. They will also be reflected in the implementation report on the White Paper "Roadmap to a Single European Transport Area – Towards a competitive and resource efficient transport system" (COM(2011) 144 final of 28.03.2011) to be published in 2016.

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DG MOVE Specific Objective 2: "A modern European transport infrastructure: Ensure the effective implementation of the Trans-European Transport Network with the help of the Connecting Europe Facility and the innovative financial instruments (EFSI)."

DG MOVE Specific Objective 3: "An innovative transport sector: Ensure the effective implementation of funding for research and innovation activities in the transport area under Horizon 2020."

An overview of the intervention logic for the Commission actions in the area of transport is shown below.

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The way in which DG MOVE's achievement of its specific objectives contributes to the achievement of the general objectives pursued by the Commission can be illustrated by the following examples:

Developing and deploying modern transport infrastructure stimulates growth and investment: we facilitate the construction of the EU's core trans-European infrastructure network as the backbone of a multi-modal sustainable transport system that can provide fast, affordable and reliable transport solutions and is accessible from various cities and regional hubs as well as from more remote regions by providing financing through CEF and EFSI funds as well as attracting private investors and using innovative financial instruments. (Units B1, B2, B3, B43).

Supporting the development and deployment of Intelligent Transport Systems and the digitalisation of transport contributes to the creation of a Connected Digital Single Market: we will contribute to the EU digital agenda by promoting research and innovation and the framework conditions for the deployment of innovative solutions and establishing industrial standards that reflect the needs of people. This will require setting right standards, ensuring interoperability and enabling data exchange and open data platforms while at the same time addressing privacy and cyber-security issues. Confidence of the public is crucial for the digitalisation of transport to advance, optimising the use and maintenance of the transport network in Europe. (Units A5, B3, B4, C1, C4, D1, D3, E3).

Achieving more sustainable transport to contribute to a resilient Energy Union with a forward-looking Climate Change Policy: We contribute to achieving a lasting and sustainable decarbonisation of the transport sector and to meeting the climate and energy targets strategy, by promoting a coherent approach, combining low carbon energy use in transport, increased energy efficiency and intelligently managing transport demand, through increased digitalisation and the promotion of the polluter-pays and user-pays principles. (Units A3, B1, B2, B3, B4, C1, C3, C4, D1, D2, D3, E1, E3, E4).

Developing the Single European Transport Area strengthens the EU Single Market: We contribute to a deeper and fairer Internal Market by improving the functioning of the transport internal market in rail, road and waterborne transport as well as ports and the Single European Sky (SES). We seek to create good working conditions and to eliminate inefficiencies to ensure the seamless integration of all modes of transport into a single competitive transport system. This will mean better services for citizens and companies at more cost efficient prices, while ensuring high standards for safety, security, the environment and the rights of passengers are maintained. (Units A1, A3, A4, A5, B5, C1, C2, C3, D1, D2, D3, E1, E3, E4).

Working to ensure the right international environment for transport enhances Europe's role and influence on the global stage: We contribute to making EU a stronger global actor by striving, within international organisations and with strategic partners, to achieve open access of EU transport companies to external markets while promoting fair competition based on a level playing field. We will not compromise on the EU's high passenger, safety, social and environmental standards,

3 Based on DG MOVE organigramme,of 1 July 2017.

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but will instead make strong efforts to export them abroad, to ensure the EU maintains a competitive advantage. A sustainable, successful transport network is needed to lead globally. (Units A2, B1, C1, C3, D2, E1, E2).

Other horizontal Commission priorities also include links to transport, such as security and migration and its impact on the transport sector.

In all our activities we are particularly attentive to placing people at the heart of transport policy. We aim to ensure that transport first and foremost serve the needs of the society, people as users and people as workers, taking into account expanding globalisation, digitalisation and automation. We also seek to integrate concepts such as the circular and shared economies, mobility as a service and the increasing use of soft modes of transport. Particular focus is given to ensuring that transport is safe and secure, to protecting passenger rights and raising awareness of these, and to making jobs in transport more attractive by improving working environments. DG MOVE also puts strong emphasis on promoting the implementation and enforcement of EU law and the transport acquis by Member States, implementing the Commission's Better Regulation agenda, improving communication and increasing the involvement of stakeholders in conception and implementation of policies, further promotion of the exchange of best practices and wherever appropriate, considering "soft approach" policy. It is important to note that the implementation of the Strategic Plan and the yearly Management Plan (and in particular achieving objectives and seeing improvements in the indicators) does not only depend on the Commission, but also on core drivers of change in the society and other external factors outside the Commission's direct control. The core drivers of change of greatest importance for the transport area are digitalisation, decarbonisation, globalisation and an increased focus on the service needs of users.

As for other external factors, it is e.g. for the European Parliament and Council to decide on the Commission's proposals and then primarily for the Member States to implement them. In addition, there are often measures that will contribute to the actions that are outside the scope of EU competence. In particular obtaining authorisations to negotiate international agreements depends on Council decisions and the success of negotiations with international partners depends on the willingness of both sides to achieve compromise solutions. Finally, other external factors, such as energy price fluctuations or the general economic situation, can have a significant influence.

The intervention logic for each of the DG MOVE Special Objectives and the way they contribute to the Commission General Objectives are set out in more detail in subsequent sections.

For each of the Commission General Objectives to which DG MOVE's activities contribute, DG MOVE presents in an annex to the Strategic Plan the mandatory Commission impact indicators which are considered to be the most relevant for illustrating the contribution of transport activities.

For the DG MOVE Specific Objectives tables with result indicators measuring progress towards implementing the objectives are also presented in annex.

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It should be noted that the scope and number of these indicators were considerably reduced in the Strategic Plan compared to the presentation in the Management Plans of previous years. This choice was made for the sake of simplification and in order to focus on the core activities for which DG MOVE is directly responsible. The monitoring and reporting on the policy objectives and indicators in the legal bases of the spending programmes previously included in the Management Plan will continue to be included each year in the Programme Statements in the Draft Budget.

Performance indicators for transport in the European Union can also be found in the EU Transport Scoreboard:

http://ec.europa.eu/transport/facts-fundings/scoreboard/index_en.htm

Additional information on EU transport policies is available on the Europa website:

http://ec.europa.eu/transport/index_en.htm

C.1. An efficient, sustainable, safe and secure Single European Transport Area

Transport has been driving European integration for more than 50 years. The 2011 Transport White Paper presents proposals for transforming the European transport system into a competitive and sustainable system that will further improve mobility and continue to support growth and employment. The transport sector has an integral role in the EU economy, representing 9% of the EU gross value added and employing more than 20 million people (2014). In 2014 the transport services sector grew in line with the EU's total GDP growth of 1.4%, with freight growing 1.4% and passenger transport 1.8%. This serves to illustrate the transport sectors' contribution to the Commission's general objective of creating a new boost for jobs, growth and investment.

Transport and logistics chains do not stop at the EU's external borders and thus it is essential to take a global approach on standards, rules and practices. This is also at centre of the Commission's efforts to fight climate change and an integral part of the Commission's follow-up to COP21.

The EU has put in place a comprehensive legislative framework to ensure competitive, reliable, affordable and safe transport for passengers and goods in Europe and to protect passengers' rights in all modes of transport.

DG MOVE envisages transport systems which are fully integrated into efficient logistics chains and mobility services to passengers. This requires the right regulatory framework conditions to ensure a level playing field and open access, cooperation between the public authorities and the industry/operators and an intensive use of smart technologies to remove the barriers that still hinder the smooth functioning of the internal market, to facilitate the provision of new services such as cargo tracking and integrated ticketing and to foster co-modality. DG MOVE will also seek to achieve a smooth interface between modes and optimise the use of the infrastructure.

DG MOVE takes a pro-active, strongly preventive approach to transport safety which a) has a clear preference for global standards, rules and practices and hence requires a strong EU

http://ec.europa.eu/transport/facts-fundings/scoreboard/index_en.htm

http://ec.europa.eu/transport/index_en.htm

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presence in the international fora and organisations; b) seeks to keep legislation fit for purpose at all times, so that our ambitious safety standards can be met while imposing the minimum burden on the industry and operators; c) builds on technical support as provided by the specialised agencies4 and d) guarantees consistency which allows the industry to compete in a larger market.

In particular road fatalities and serious road crashes create huge costs to society in addition to the human suffering and loss of lives. In 2016 there were 25 500 fatalities in road transport in the EU – a number the Commission is committed to significantly reduce by halving road deaths by 2020 compared to the 2010 levels. The costs of fatal and serious road crashes are estimated to 1-2% of EU annual GDP every year; money that would have been better spent on investments and job creation. In addition, road crashes cause congestion and other direct obstacles to jobs and growth in the EU. This is why road safety is a key objective for the EU transport policy.

Contributing to the Security Union Agenda, the Commission also works to develop common rules and standards for aviation, maritime and land transport security, including an inspection system, and reinforced international cooperation so as to ensure high quality and a level-playing field beyond the EU. Through enhanced cooperation at international level and renewed coordination with all stakeholders, the Commission works towards further secured passengers and goods transport by improving standards and the monitoring of their appropriate implementation, notably through inspections. In reply to the persistent threat of terrorism, the emphasis has been put on reducing vulnerability of public spaces related to transport infrastructures and allowing coordinated responses in case of security incidents in land, especially rail, security. The Commission's continuous quest for harmonised security rules at the international level is also illustrated in the extension of the One Stop Security approach concluded with the US to other third countries. In maritime security, continuous focus is given to passenger related security in ferry and cruise ship traffic.

The passenger rights legislation has brought the EU closer to its citizens and contributes to the development of a fairer and deeper internal transport market. DG MOVE will work on further improving the enforcement and efficiency of the existing rules as well as filling in the legal gaps, notably with the aim of better protecting the rights of passengers engaged in multimodal journeys. DG MOVE works towards the clarification and implementation of passenger rights' in all transport modes: through guidelines in air passenger rights under the Aviation strategy, the revision of the Regulation on rail passenger rights, reports on the application of waterborne passenger rights and bus and coach. These initiatives are being accompanied by reinforced communication activities.

DG MOVE will also turn its attention to the serious challenge posed to the transport sector by the upcoming shortage of workforce, the lack of attractiveness of the transport professions, especially amongst young people and women, and the challenges of automation. Every effort will be made to tackle the above issues in cooperation with the national administrations and the social partners.

For cities, a comprehensive, integrated approach is being promoted in the Urban Mobility Package (COM(2013) 913 final); its implementation is carefully monitored and a state-of-play evaluation will be carried out in 2018 in order to determine the Commission’s support for

4 The European Maritime Safety Agency, the European Aviation Safety Agency and the European Railways Agency.

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local authorities post-2020 so that all cities across the Union can achieve a step-change in their efforts for more competitive, smart, sustainable and resilient urban mobility.

The overall challenge is to keep and enhance the EU transport system's sustainability and competitiveness, tackling climate change and contributing to economic growth, while satisfying the evolving mobility needs of the society. Therefore the EU’s transport policy is striving both to promote the economic development of the transport sector and provide efficient services for EU citizens and businesses, while improving its environmental performance. Developing the conditions for access to neighbouring and emerging markets and for open and fair competition in international transport markets is also essential.

Intervention logic

The intervention logic for the specific objective is to contribute to an efficient, sustainable, safe and secure Single European Transport Area by improving regulation and by ensuring a high degree of implementation of EU legislation in the transport area and open and fair competition both in the EU and in relations with key partner countries.

The right framework conditions for an efficient, sustainable, safe and secure Single European Transport Area contribute to several of the Commission's overall priorities such as:

Better regulatory environment for private investors contributes to jobs, growth, and investments in transport infrastructure

Standards for deployment of smart mobility systems contribute to the Digital Single Market

Managing transport demand through the application of the polluter-pays and the user-pays principles contribute to decarbonisation and the reduction of greenhouse gas emissions

Reducing barriers for access to transport markets and promoting quality jobs and working conditions contribute to a deeper and fairer single market

Promotion of internal market rules, market access and European standards for safety and security in collaboration with partner countries increase the competitiveness of European industry and contribute to strengthening the position of the EU as a Global Actor.

The activities of DG MOVE in this area include the preparation of proposals for legislative measures and non-legislative actions (including constructive dialogue fora with the stakeholders) in the various transport areas, such as road, rail, maritime, inland waterways, ports and aviation as well as combined or multimodal transport operations. They cover various aspects like market access, governance, administrative simplification, better integration of supply chains, efficiency and sustainability, technical standards, passenger rights and social, safety and security measures, as well as the use of digital tools for transport processes optimisation which all contribute to improving the functioning of the European transport market.

In 2015-16 the fourth railway package and ports legislation have been adopted. A comprehensive aviation strategy and several proposals have been tabled. In line with the Commission-wide objectives of a resilient energy union with a forward-looking climate change policy, the Commission has also adopted in July 2016 a Strategy on low-emission

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mobility. The strategy and the associated initiatives will also contribute to the Commission's objective of a new boost for jobs, growth and investments by providing tools for modernising the economy and clarity for future investments.

The evaluation and review of the road transport legislation led to the proposal of legislative initiatives in road transport (the Mobility package) aiming at improving the functioning of the road haulage market, enhancing the employment and social conditions of workers, and promoting smart road-charging in Europe. The clarification of rules on access to the profession and to the market, as well as on driving and resting periods and posting of workers will facilitate enforcement and improve compliance. This will support the shift to a sustainable, digital and integrated mobility system. The Commission's proposals will contribute to the reduction of air pollutants as well as transport's greenhouse gas emissions which represent 24% of the EU's total emissions5. Therefore, the initiatives of the Mobility package will also help advance the Commission-wide objective of cutting greenhouse gas emissions by 20%.

Similarly, transport noise and congestion will also be reduced which will improve the living conditions of European citizens. Better social conditions of professional drivers, notably proper rest periods and better enforcement, will also improve road safety for road users. These proposals will allow to promote better connected and integrated transport modes, notably by the possibility given to use interurban bus and coach services more seamlessly in conjunction with other transport modes, or by benefiting from simpler tolling arrangements when driving abroad.

To ensure that the abovementioned measures effectively contribute to the achievement of an efficient, sustainable, safe and secure Single European Transport Area, they need to be correctly implemented. DG MOVE therefore monitors the transposition and implementation of existing EU law in the Member States and takes the appropriate action to address incorrect transposition and practical implementation at national level.

The result indicators presented in annex concern transposition rates, open non-communication cases and infringement cases open for more than 3 years.

The external dimension of transport has been developed over the past years as the extension of internal EU transport policy and its interaction with international conventions and standards. On the one hand, it aims at extending the application of internal EU rules and policies to neighbouring and candidate countries. On the other hand, it includes influencing global policy and rule development and incorporating international rules into the EU acquis as well as cooperation platforms and/or agreements with key trading partners. The Commission will also proactively and strongly engage to advocate for the reduction of international aviation emissions in the framework of ICAO, notably through the promotion of landmark deal to address Co2 emissions in aviation. The proposal of a revision of Regulation 868/2004 will in particular aim to address third countries' unfair practices.

In order to monitor the progress made on the external dimension, the annex contains a result indicator on the number of comprehensive aviation agreements signed with neighbouring countries and key trading partners.

5 The figure excludes international shipping.

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Synergies with the EU financing support instruments, such as Connecting Europe Facility and Horizon 2020, will be ensured to maximise the effectiveness of the overall transport policy approach.

External factors

The final adoption of legislative measures proposed by the Commission depends on the co-legislators, the European Parliament and the Council, and the possible amendments they make to the Commission's initial proposal. However, through continuous engagement in inter-institutional relations and dialogues, DG MOVE monitors the progress and outcome of negotiations to defend the priorities set in the Commission proposals. Their implementation in turn depends on the Member States and on the actions taken by organisations and businesses operating in the area of transport.

The Commission's possibilities for conducting negotiations with international partners and for influencing global policy and rule development depend on the acceptance of the Council to grant the Commission a mandate and on the interests of partner countries, as well as the cooperation of Member States for EU joint action in international organisations. Progress on international transport relations is in general also closely linked to foreign policy developments and trade negotiations.

C.2 A modern European transport infrastructure: promoting investment and quality transport infrastructure

Trans European Transport networks facilitate the mobility of persons, goods and services in the internal market and play a major role for the territorial, economic and social cohesion of the Union. They are vital in enabling citizens and businesses to derive the full benefits from a well-functioning internal market. They ensure accessibility and exchanges with the overall objective of stimulating jobs and growth and tackling climate change. For a modern and performing infrastructure, planning and investments are key elements. IMF estimates that an

increase in public investment in infrastructure of 1% of GDP leads to a 1.5 % increase in GDP

over four years.

Regulation (EU) n° 1316/2013 establishing the Connecting Europe Facility (CEF) establishes the framework and conditions for financing European infrastructure projects in three areas: transport, energy and telecommunication and information services. Regulation (EU) n°1315/2013 establishing the Union guidelines in trans-European transport network (the TEN-T network) defines the "core" infrastructure nodes and network in Europe and the complementary territorial cohesion through the comprehensive network. The core network provides a coherent, multimodal network within and across the EU Member States and in connection with the neighbourhood countries. Full interoperability of systems and technologies, for example in the rail sector is mandatory.

The European Union by implementing the CEF supports the "European projects of common interest" which aim at the implementation of:

new infrastructures and services,

rehabilitation and the upgrading of existing infrastructures and services

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Priority is given to promoting investment in projects demonstrating high EU added value that resolve critical bottlenecks and establish the missing connection points. By implementing these projects, access to the Single Market and to international markets, which are part of the "Europe 2020 strategy", are optimised. The CEF contributes to supporting projects with significant societal benefits which do not receive adequate financing from the market.

European Coordinators – high level personalities with long standing experience in transport, financing and European politics – are leading the drive to build and animate the TEN-T core network corridors. These Core Network Corridors constitute the main implementation instrument designed to support the efficient creation of the Core Network by 2030. In 2014 on average 74% of the Road Core Network and 60% of the Rail Core Network had been completed. They bring together the main stakeholders, public and private, along the most important transport routes in order to plan and develop the infrastructure in function of the needs and the available resources. For each corridor, the European Coordinators prepare a work plan that analyse the project pipeline, bottlenecks and interoperability problems which need to be addressed for the completion of the corridor. They establish the basis for priorities and actions by all relevant actors on the corridors including Member States, local and regional authorities, infrastructure managers, etc., to ensure a coherent development in line with the TEN-T requirements and objectives. Corridor work plans are periodically updated and approved by the concerned Member States6.

The EU intervention in the transport infrastructure projects concretely contributes to the implementation of the TEN-T policies through the enablers of the CEF, such as:

Grants;

Procurements;

Programme support actions in the meaning of Article 5 of the CEF Regulation;

and financial instruments developed jointly by the Commission and the European Investment Bank and other entrusted entities,

DG MOVE also contributes strongly to the implementation of the European Fund for Strategic Investments (EFSI). Much needed transport infrastructure projects will be able to benefit from additional private funds mobilised by the use of innovative financial instruments as part of the 315 billion Euro investment plan of the Union as part of the Commission's jobs, growth and investment initiative.

Blending of public and private funding and reducing barriers for investments by providing certainty to investors and infrastructure owners is essential to bring much needed upgrades to the transport network. A Delegation Agreement concluded between the Commission and the EIB in 2015 will support the implementation of project financing via financial instruments. The Commission also actively engages with Member State authorities, project promoters, EIB and national promotional banks to promote the use of financial instruments and PPP procurement schemes.

6 The work plans are available here: http://ec.europa.eu/transport/themes/infrastructure/news/2015-05-28-coordinator-work-plans_en.htm. Information on implementation of TEN-T projects and projects receiving financing under the CEF can be found on the web-site of INEA: http://ec.europa.eu/inea/en.

http://ec.europa.eu/transport/themes/infrastructure/news/2015-05-28-coordinator-work-plans_en.htm

http://ec.europa.eu/transport/themes/infrastructure/news/2015-05-28-coordinator-work-plans_en.htm

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Intervention logic

The intervention logic of the specific objective is to promote modern European transport infrastructure by ensuring the effective implementation of funding for the Trans-European Transport Network under the Connecting Europe Facility and under the innovative financial instruments, such as EFSI.

Financing modern European transport infrastructure contributes to several of the overall Commission priorities, such as:

Investment in transport infrastructure contributes directly to the creation of jobs, growth and overall fixed capital investments in Europe

Support for the implementation of intelligent infrastructure and integrated transport management and information systems (such as SESAR and ERTMS) contribute to the Digital Single Market

Support for the deployment of a sustainable alternative fuels infrastructure in Member States contribute to decarbonisation of transport and the reduction of greenhouse gas emissions

Removing bottlenecks, improving cross-border sections and enhancing rail interoperability contribute to a deeper and fairer single market

The extension of the TEN-T Core network and Corridors to neighbouring countries, such as the Western Balkans, enhances connectivity and contributes to strengthening the position of the EU as a Global Actor.

With the aim of contributing to a modern European transport infrastructure, and given the potential of investment in transport infrastructure to boost growth and jobs, DG MOVE will facilitate additional investment in transport infrastructure. This will be done especially through the Connecting Europe Facility and the Commission's Investment Plan for Europe. CEF provides EU financial assistance to the completion of the core and comprehensive Trans-European networks for transport through calls for proposals allowing for the financing of a significant number of projects. The multiplier effect of EU funding and financing schemes has allowed CEF and EFSI, by 2017,to trigger over EUR 70 billion of investment in the transport sector. These investments contribute to meeting the targets as reflected in Annex 1.

Additionally, the extension of the TEN-T network beyond the EU borders represents a key element in connecting the EU internal market with the markets of neighbouring countries, thereby making the EU a stronger global actor (as also reflected in the Commission impact indicator for this general objective).

Four result indicators have been chosen to illustrate results on this specific objective. These measure the total amount of signed CEF grants, delegations and contributions, the total amount of investments in EFSI transport projects, the number of bottlenecks removed along the TEN-T corridors and the number of supply points for alternative fuels that are financed by CEF.

External factors

The Commission's role in the implementation of the CEF Regulation, except the design of the TEN-T policy, is limited to the correct and sound management of the Union's financial aid,

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including the financial instruments and technical assistance, attributed to the final beneficiaries.

The main external factors which may hinder or delay the implementation of the TEN-T Core and Comprehensive networks are:

Inadequate number and quality of the proposals submitted by the Member States/ applicants in the calls for proposals, due to changing priorities within the Member State in their transport pipelines, inadequate administrative capacity to prepare well-structured proposals, shortage of public and private funding for projects identified by the Member States, insufficient political support to implement nationally and in the cross-border dimensions the Core and Comprehensive networks.

Insufficient interest of the private partners to enter into cooperation with the public institutions in the implementation of the projects due to many external factors including the implementation timelines, the remuneration of the parties, which could hinder or delay the realisation of the projects in the Core and Comprehensive networks.

With regard to EFSI, projects may be in other sectors than transport due to the nature and specificities of PPPs in each country.

C.3. Horizon 2020 – Research and innovation related to transport

The White Paper on Transport identifies innovation as a priority area and as essential to developing the EU transport system into a competitive and resource efficient transport system and to reach one of its major objectives by cutting carbon emissions in transport by 60%, by 2050. To reach this goal, while enhancing the efficiency and competitiveness of transport, EU research and innovation in transport needs to speed up the identification and deployment of the most promising innovations and facilitate the introduction of game changing solutions and systems. This vision is reflected in Horizon 2020, the funding programme for research and innovation, covering the period 2014-2020. The promotion of 'Smart, green and integrated transport' is one of the societal challenges of Horizon 2020 which covers upstream research, technology development, technology integration, and demonstration and innovation activities.

Transport activities under Horizon 2020 are aimed at increasing the effectiveness of research and innovation in responding to key societal challenges by supporting piloting, demonstration, test-beds, and support for public procurement, pre-normative research and standard setting, and market uptake of innovations. The activities thus directly support the competiveness of the EU's transport and logistics system and technologies. They also provide highly qualified jobs for EU companies active in global markets for transport solutions. Horizon 2020 has been focussed on innovation and the development of near market solutions7.

7 Information on projects funded under Horizon 2020 in the area of transport can be found on the web-site of INEA: https://ec.europa.eu/inea/en/horizon-2020. The Transport Research & Innovation Portal (TRIP) provides more information on transport research and innovation conducted at European and national levels: http://www.transport-research.info/.

https://ec.europa.eu/inea/en/horizon-2020

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Considering the scale of the challenges facing the transport sector and the supranational nature of many transport activities, implementing the actions will require further integration and coordination with national research and innovation capacities. A Strategic Transport Research and Innovation Agenda (to be developed in 2016) will examine how to better focus and coordinate research and innovation efforts in order to reach the ambitious societal targets set for the transport sector.

Large scale research programmes under PPPs or JTIs/JUs, notably for SESAR, have been successfully conducted and have demonstrated their value to maximise public and private commitment and improve the efficiency of research activities and focus on developing competitive solutions and systems for large scale roll-out. The Shift2Rail JU was launched in 2014 and will reach full autonomy in mid-2016. This aim is to focus joint efforts also in the rail sector. The JU on Fuel Cells and Hydrogen addresses also transport topics.

Further synergy will be sought with other support programmes, in particular the Connecting Europe Facility (CEF) Programme, but also regional funding (ERDF) as well as innovative funding opportunities via EIB and other banks.

DG MOVE's intervention in terms of Research and Innovation activities also focusses on the functioning of the transport system i.e. urban mobility, logistics, intelligent transport systems and applications and transport infrastructure8. Research on vehicles and vessels is led by DG RTD, but the overall programme is closely coordinated between the two DGs.

Intervention logic

The intervention logic of the specific objective is to promote an innovative transport sector by ensuring the effective implementation of funding for research and innovation activities in the transport area under Horizon 2020.

Research and innovation contribute to a European transport system that is resource-efficient, climate- and environmentally-friendly, safe and seamless for the benefit of all citizens, the economy and society. Under the Horizon 2020 programme, suitable activities such as piloting, demonstration, test-beds, and support for public procurement, pre-normative research and standard setting, and market uptake of innovations are addressed in specific work programmes.

Supporting research and innovation in transport contributes to several of the overall Commission priorities, such as:

Research and innovation in transport contributes directly to increasing the share of the EU GDP invested in R&D in line with the Europe 2020 target and thereby to the creation of jobs and growth

Innovation linked to Cooperative Intelligent Transport Systems (C-ITS) and connected and automated vehicle technology support increased road safety and a more efficient management of infrastructure and contributes to the Digital Single Market

Innovative sustainable investment projects in EU cities promote sustainable urban mobility and contribute to decarbonisation and the reduction of greenhouse gas

8 In practical terms, DG RTD focusses on vessels and vehicles with the exception of Rail which is under the

responsibility of DG MOVE (Shift2Rail).

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emissions.

By promoting an innovative transport sector, DG MOVE's research and innovation activities contribute to the decarbonisation and digitalisation of transport, as well as to the creation of jobs, growth and investment. Through the selection of transport projects under Horizon 2020, together with INEA, specific calls for projects identify innovative transport and logistics solutions, increase the take-up of innovative sustainable urban mobility solutions, increase the resilience of infrastructure and design the port of the future. DG MOVE also continues to implement important industrial innovation projects such as SESAR and Shift2Rail. DG MOVE promotes the development of Smart Cities through involvement in the European Innovation Partnership, as well as close work with the Joint Research Center on a Strategic Transport Research and Innovation Agenda (STRIA).

The annexed performance table contains a result indicator on the total amount of signed transport-related Horizon 2020 grants, delegations and contributions, enabling the tracking of progress in the promotion of innovation and research in the sector.

External factors

Internally in the Commission, DG MOVE can only directly control the planning of Horizon 2020 elements under its exclusive responsibility (mainly the systems parts). In order to agree on a harmonised approach on all transport relevant elements, DG MOVE will actively coordinate with DGs RTD, CNECT and ENER. Final results of that coordination depend on finding and agreeing on common positions. The overall Horizon 2020 process is managed by DG RTD and respective delays or changes in the finalisation of the work programmes cannot be directly controlled by DG MOVE.

Outside the Commission, the adoption of the work programme depends on the agreement within the respective programme committees and thus the positions and priorities of Member States.

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D. Key performance indicators (KPIs)

To measure the progress made by DG MOVE towards implementing its policies and attaining is specific objectives, a number of indicators are presented in annex to the Strategic Plan. The following three indicators will be given special attention:

1. Transposition rate in transport legislation (see specific objective 1)

2. Total amount of Connecting Europe Facility grants, delegations, contributions signed for transport projects and programmes (see specific objective 2)

3. Total amount of Horizon 2020 grants, delegations, contributions signed for transport projects and programmes (see specific objective 3)

In line with the requirements for the Strategic Plan, these key performance indicators have been selected among the indicators for the specific objectives in the annex below.

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PART 2. Organisational management

A. Human Resource Management

DG MOVE will continue to take measures to ensure that the Commission’s political priorities are delivered efficiently in a context of limited human resources.

In particular, DG MOVE will need to contribute efficiently to an Energy Union and to an Investment Plan for Europe, two of the core priorities of the Junker Commission. Similarly, the newly adopted Aviation Strategy for Europe encompasses other essential priorities of the Commission: to boost Europe's economy, strengthen its industrial base and reinforce its global leadership position. A central priority is also the pursuit to create a real internal market by the implementation of the 4th Railway package, transport providing the backbone of this market. DG MOVE needs stability of its workforce over the next years to deliver on these major challenges.

In doing so, DG MOVE needs to reinforce resources and expertise in the key areas of decarbonisation, financing infrastructure, commitment to a "carbon neutral growth" in the aviation sector and digital transport agenda. At the same time DG MOVE needs to ensure that the staffing for other areas is adequate, in particular to retain the appropriate management of the legacy programmes.

To that end, DG MOVE will base its decisions on human resources, notably staff allocation and redeployment and the development of an HR management strategy aiming at designing more focused and systematic actions. Additionally, a talent management strategy will be developed and will include actions to retain and re-build the technical expertise in specialised profiles in different sectors and markets. It will also address the challenges in the management succession planning, e.g. mentoring female colleagues with management potential.

The mandatory objectives will be monitored and specific actions will be taken annually for each indicator so that DG MOVE meets the 2016-2020 targets.

On top of continuing monitoring and possibly increasing its female AD representation, DG MOVE will continue to take actions to attract female candidates to middle management functions (Indicator 1), in particular through gender neutral job profiles and involving female colleagues in the recruitment process.

DG MOVE will continue current well-being initiatives and will encourage new ones, within the "We MOVE, we CARE" framework. Ongoing well-being actions include courses, in-house awareness and lunchtime conferences and cover a wide range of activities such as charity events, leisure and physical activities (Indicator 2).

DG MOVE will also address the staff engagement (Indicator 3) by actions and trainings targeted at managers and staff, including the development of a talent management strategy for the DG.

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Objective (mandatory): The DG deploys effectively its resources in support of the delivery of the

Commission's priorities and core business, has a competent and engaged workforce, which is driven by

an effective and gender-balanced management and which can deploy its full potential within

supportive and healthy working conditions.

Indicator 1 (mandatory ): Percentage of female representation in middle management

Source of data: HR Analytics Platform (QlikView)

Baseline year:

01/01/2016

Target

32% 45%

(Targets for female representations in management functions for the years

2015-2019 adopted by the Commission on 15 July 2015)

Indicator 2 (mandatory): Percentage of staff who feel that the Commission cares about their well-being

Source of data: Commission staff satisfaction survey

Baseline year: 2014 Target (by 2020)

37.5% Remain above Commission average (34.9% in 2014) and constantly progress.

(Target agreed internally by the hierarchy on the basis of analysis of the 2014

state of play)

Indicator 3 (mandatory): Staff engagement index

Source of data: Commission staff satisfaction survey

Baseline year: 2014 Target (by 2020)

71% Remain above Commission average (65% in 2014) and constantly progress.

(Target agreed internally by the hierarchy on the basis of analysis of the 2014

state of play)

B. Financial Management: Internal Control and Risk Management

This section lays out the expected control results and other relevant elements that support the management assurance on the achievement of the internal control objectives9, including the effectiveness, efficiency and cost-effectiveness of the control system(s).

DG MOVE has set up internal control processes aimed at ensuring the adequate management of the risks relating to the sound financial management and the legality and regularity of the underlying transactions, taking into account the multi-annual character of the programmes as well as the nature of the payments concerned. In addition, DG MOVE has set up internal control objectives and will be systematically examining the available control results and indicators, including those intended to supervise entities to which it has entrusted budget implementation tasks.

9 Effectiveness, efficiency and economy of operations; reliability of reporting; safeguarding of assets and information; prevention, detection,

correction and follow-up of fraud and irregularities; and adequate management of the risks relating to the legality and regularity of the

underlying transactions, taking into account the multiannual character of programmes as well as the nature of the payments (FR Art 32).

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Overarching objective: The Authorising Officer by Delegation should have reasonable assurance that resources have been used in accordance with the principles of sound financial management, and that the control procedures put in place give the necessary guarantees concerning the legality and regularity of the underlying transactions including prevention, detection, correction and follow-up of fraud and irregularities.

All controls have to be considered first for effectiveness, i.e. to assess whether the controls established meet the control objectives. In a second step, the controls are assessed to determine whether they are sufficiently efficient. This is done by using efficiency indicators to assess the relationship between resources employed and results achieved.

Objective 1

Objective 1 (mandatory): Effective and reliable internal control system giving the necessary guarantees

concerning the legality and the regularity of the underlying transactions

Indicator 1 (mandatory): Estimated residual error rate10

Source of data: DG MOVE AAR 2014

Baseline Target

For Research Programmes: 3% Below the Commission's materiality threshold of 2% by

the end of the Programme

For non-Research Programmes: under 2% Below the Commission's materiality threshold of 2%

Indicator 2 (mandatory): Estimated overall amount at risk for the year for the entire budget under the

DGs responsibility (as a percentage).


Baseline Target (none or to be determined by the DG)

1.6%11 None

Indicator 3 (mandatory): Estimated future corrections


Baseline Target (none)

3.2% of the payments for 2014 Overall corrections implemented address the overall

amount at risk

Concerning the Research Framework Programmes, the general control objective for FP7 is to ensure that the residual error rate does not exceed a cumulative level of 2% by the end of the programme implementation. The key aim is to achieve a good balance between legality and regularity and the achievement of policy objectives, and between trust and control, rather than a concentration on one legality and regularity indicator. The Research family has decided to obtain most of its assurance from ex-post controls and has consequently defined and implemented a common control strategy, the key elements of which are the ex-post audit strategy and the recovery process. Overall, based on the prior years' results and the complexity of the FP7 rules, the residual error rate may be expected to remain around 3% over the course of the programme. However, within the existing framework and constraints, the Research family is continuing with the on-going efforts to further reduce the FP7 residual error rate, namely through:

The issuance of new guidance to try to prevent such errors from occurring;

10 For the definition, see the first annex to the AAR instructions 2014 "Key definitions for determining amounts at risk" at

https://myintracomm.ec.europa.eu/budgweb/EN/rep/aar/Documents/aar-standing-instructions.pdf. 11 The original amount stated in the DG MOVE AAR for 2014 is 5.99 million € (instead of 6.24 million €) due to a clerical error, for FP7,

where the residual error rate of 3% was applied (instead of the detected of 5%).

https://myintracomm.ec.europa.eu/budgweb/EN/rep/aar/Documents/aar-standing-instructions.pdf

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Raising awareness of the independent auditors, and providing them with concrete guidance;

Continued communication targeting beneficiaries and certifying auditors;

Providing feedback to certifying auditors who have made significant errors;

More comprehensive guidance and clearer templates;

Continuous improvements in the ex-ante controls and the ex-post audit work.

Concerning the estimation of the overall risk relating to the legality and regularity of the underlying transactions, Indicators 2 and 3 shown above have been introduced.

In view of the control results and the delegation of DG MOVE programmes to executive agencies, the estimation of DG MOVE of the risk relating to the legality and regularity of the expenditure during the reporting year will tend to decrease (i.e. the average error rate is expected to decrease as compared to the baseline amount) and as a result this would imply that the amount at risk would also be lower.

Objective 2

DG MOVE presents its indicators that are used to measure the performance of the control systems (control efficiency and cost-effectiveness) in the table below. In general, the principle of efficiency concerns the best relationship between resources employed and results achieved. The principle of economy requires that the resources used by the institution in the pursuit of its activities shall be made available in due time, in appropriate quantity and quality and at the best price. Therefore it is important to monitor the efficiency of the control systems, including an overall assessment of the costs and benefits of controls.

In addition to the quantifiable benefits indicated above, there are also invaluable qualitative benefits stemming from the strong monitoring of the execution of the DG MOVE projects, which provide an assurance that the projects are running adequately and so will produce the output desired and thereby contribute to achieving the main policy objectives. The analysis of deliverables can be valuable to ensure performance and its appropriate feedback into policy considerations, even if it does not lead to a financial saving. Thus, the benefits are expected to be much wider than the budget implemented in the given year.

Objective 2 (mandatory): Effective and reliable internal control system in line with sound financial

management.

Indicator 1 (mandatory): conclusion reached on cost effectiveness of controls


Baseline (year): 2014 Target

Positive overall conclusion Positive overall conclusion annually

Indicator 2: Cost of Control12 over management of funds

Source of data DG MOVE AAR 2014

Baseline Target

2.5%13 Consistent with the baseline

12 The cost of control is calculated by estimating the number of FTEs dedicated to the various control stages or processes and the

expenditure related to the control activities (thus comprising direct costs, indirect costs and overhead costs)

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Objective 3

DG MOVE revised its anti-fraud strategy in October 2015 and will update it every 2 years. This strategy focusses on awareness raising and on the development of collaborative practices with the related decentralised bodies. DG MOVE also takes part in the common action of the Research family Directorate-Generals.

Objective 3 (mandatory): Minimisation of the risk of fraud through application of effective anti-fraud measures, integrated in all activities of the DG, based on the DG's anti-fraud strategy (AFS) aimed at the prevention, detection and reparation of fraud.

Indicator 1: Updated anti-fraud strategy of DG MOVE, elaborated on the basis of the methodology provided by OLAF14 Source of data: OLAF guidelines – DG AFS

Baseline Interim Milestone Target

Date of the last update: October 2015

Annual reviews, first by December 2016 AFS Updated by December 2017 and December 2019

Update every 2 years, or if there are major changes.

Indicator 2: Regular monitoring of the implementation of the anti-fraud strategy and reporting on its result to management Source of data: Bi annual Report to the Commissioner]

Baseline Interim Milestone Target

Last update of the anti-fraud strategy – October 2015

Interim reviews twice a year, first time for H1 2016

Review of the state of implementation twice a year and report of the result in the bi-annual report to the Commissioner

C. Better Regulation

The overarching objective is to make progress in applying Better Regulation which would reflect in increased percentage of positive opinions on first submission of Impact Assessments to the Regulatory Scrutiny Board by 2020 and in increased coverage of MOVE acquis for which the ex-post evaluations and Fitness Checks will be done.

Objective (mandatory): Prepare new policy initiatives and manage the EU's acquis in line with better

regulation practices to ensure that EU policy objectives are achieved effectively and efficiently.

Indicator 1 (mandatory – monitored by the DGs concerned): Percentage of Impact assessments

submitted by DG MOVE to the Regulatory Scrutiny Board that received a favourable opinion on first

submission.

Explanation: The opinion of the RSB will take into account the better regulation practices followed for new

policy initiatives. Gradual improvement of the percentage of positive opinions on first submission is an

indicator of progress made by the DG in applying better regulation practices.

Source of data: MOVE.A3 monitoring

Baseline 2015 Interim Milestone 2016 Target 2020

13 The calculated percentage is based on 95% of the annual payments for 2014. As 2014 was the first year of calculating overall cost of

controls and was based on open guidelines by DG BUDG, the methodology may evolve in the coming years, which may lead to differences

in the calculated percentage of cost. Such cases will be duly explained.

14The methodology can be found on the FPDNet website: https://myintracomm.ec.europa.eu/serv/en/fraud-

prevention/ToolBox/Documents/Methodology%20and%20guidance%20for%20DGs%20anti-fraud%20strategies.pdf. In particular paragraph

3 of the methodology is relevant.

https://myintracomm.ec.europa.eu/serv/en/fraud-prevention/ToolBox/Documents/Methodology%20and%20guidance%20for%20DGs%20anti-fraud%20strategies.pdf

https://myintracomm.ec.europa.eu/serv/en/fraud-prevention/ToolBox/Documents/Methodology%20and%20guidance%20for%20DGs%20anti-fraud%20strategies.pdf

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50% Positive trend compared to

baseline

75%

Indicator 2 (mandatory – monitored by the DGs concerned): Percentage of the DG's regulatory acquis

covered by ex-post evaluations and Fitness Checks not older than five years.

Explanation: Better Regulation principles foresee that regulatory acquis is evaluated at regular intervals.

As evaluations help to identify any burdens, implementation problems, and the extent to which objectives

have been achieved, the availability of performance feedback is a prerequisite to introduce corrective

measures allowing the acquis to stay fit for purpose.

Relevance of Indicator 2: The application of better regulation practices would progressively lead to the

stock of legislative acquis covered by regular evaluations to increase.


Baseline 2015 Interim Milestone 2016 Target 2020

Percentage of the DG's regulatory acquis

covered by ex-post evaluations and Fitness

Checks not older than 5 years: 20%

(In this figure all completed (Final report

approved) evaluations of the secondary

legislation (i.e. regulations and directives

were taken into account).

Positive trend compared to

baseline

Positive trend compared to

interim milestone

D. Information management aspects Information Management (IM) is marked as one of the organisational priorities in the Commission. The Reflection Paper on IM prepared in 2015 underlines the need to promote a Commission culture based on cooperation, performance and innovation.

The sponsorship of senior and middle management to information management will be ensured by raising their awareness, in particular including a section on information management in the resource management reports.

Data and information should be complete, reliable, relevant and easy to retrieve. As unfiled documents are not retrievable in ARES, the target for 2020 is to achieve 99% of documents filed (Indicator 1). To achieve this target, unfiled documents will be monitored. A sample-based quality review of the completeness, reliability and relevance of documents filed will be performed to identify ways to improve the filing.

Information should be shared by default unless the strict 'need to know' principle is justified for a file or a document.

Most of files in DG MOVE are already open to all units of the DG, only sensitive documents (HR, Director General, special cases) are not. This principle is to be maintained (Indicator 2).

DG MOVE intends to improve the ratio of files accessible to other DGs, practically inexistent at the time being (Indicator 3). At least 25% of the files created after 01/01/2016 should be open to the relevant DGs by 2020.

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DG MOVE will ensure that each file will be assigned the appropriate accessibility profile in order to include other DGs for which it is relevant. This will be done for all newly open files based on assessment of their specific characteristics.

Training and information sessions on information management will be provided, in particular focusing on filing and confidentiality. The highly appreciated ad-hoc presentations by SRD document management experts at the Units' meetings will continue. This will be complemented by clear instructions, e.g. on how to handle confidentiality.

Objective (mandatory): Information and knowledge in your DG is shared and reusable by other DGs.

Important documents are registered, filed and retrievable

Indicator 1 (mandatory): Percentage of registered documents that are not filed15 (ratio)

Source of data: Hermes-Ares-Nomcom (HAN)16 statistics

Baseline 2015 Target

8.32% Interim milestone 2016 <5% Target 2020 <1%

Indicator 2 (mandatory): Percentage of HAN files readable/accessible by all units in the DG

Source of data: HAN statistics


96.74% To be maintained above 95%

Indicator 3 (mandatory): Percentage of HAN files shared with other DGs

Source of data: HAN statistics


0.11% 25% files registered as from 2016

E. External communication activities

DG MOVE will concentrate its communication strategy around the priorities set out by Commission President Juncker, while at the same time assuring that transport policy will in general contribute to the corporate communication and will support Commissioner Violeta Bulc's communication efforts.

Under the Energy Union priority initiatives linked to the decarbonisation of transport will be communicated, for example upcoming road initiatives will promote the use of non-discriminatory road charging schemes based on polluter-pays principle and the use of alternative propulsion systems (or fuels).

DG MOVE will be strongly contributing to the jobs, growth and investment priority, by communicating extensively on EFSI, CEF and TEN-T. The well-known European Mobility Week campaign will also concentrate on messages linked to growth and investment.

As part of the Digital Single Market priority we will promote and communicate on the digitalisation of transport and logistics. Removing legal and technical access barriers to the road transport market and strengthening the enforcement of social legislation will be the key communication messages under the deeper and fairer Internal Market priority.

Objective (mandatory): Citizens perceive that the EU is working to improve their lives and engage with

15 Each registered document must be filed in at least one official file of the Chef de file, as required by the e-Domec policy rules (and by ICS 11 requirements). The indicator is to be measured via reporting tools available in Ares. 16 Suite of tools designed to implement the e-Domec policy rules.

https://myintracomm.ec.europa.eu/corp/sg/en/edomec/doc_management/Documents/recueil_dec_mda_en.pdf



27

the EU. They feel that their concerns are taken into consideration in European decision making and they

know about their rights in the EU.

Indicator 1: Percentage of EU citizens having a positive image of the EU

Definition: Eurobarometer measures the state of public opinion in the EU Member States. This global

indicator is influenced by many factors, including the work of other EU institutions and national

governments, as well as political and economic factors, not just the communication actions of the

Commission. It is relevant as a proxy for the overall perception of the EU citizens. Positive visibility for the

EU is the desirable corporate outcome of Commission communication, even if individual DGs’ actions may

only make a small contribution.

Source of data: Standard Eurobarometer [monitored by DG COMM here].

Baseline: November 2014 Target: 2020

Total "Positive": 39% Neutral: 37 % Total "Negative": 22%

Positive image of the EU ≥ 50%

Following the Juncker Commission's more centralized Communication strategy DG MOVE is using its twitter account to communicate effectively with its EU transport policy focused followership. The twitter account enables a timely and efficient distribution of information as well as direct dialogue with transport stakeholders.

The account supports the political messaging of President Juncker's priorities and of Commissioner Bulc's twitter account by providing more details on technical or organizational aspects: events, awards, calls for proposals, highlights from the European transport agencies, replies from EU transport experts to citizens, ongoing campaigns etc.

Furthermore, the twitter account adds to the Director-General's visibility when attending panel discussions and spreading key messages on DG MOVE's policies.

Objective: Timely and efficient distribution of information (news, events linked to Commission priorities)

to stakeholders, Member States and citizens while engaging in dialogue.

Indicator: Number of DG MOVE twitter account followers.

Source of data: Twitter

Baseline: November 2015 Target: December 2016

22 000 followers 25 000 followers

http://ec.europa.eu/COMMFrontOffice/PublicOpinion/index.cfm/General/index

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Annex to the Strategic Plan

Annex 1. Performance tables

Commission General Objectives to which DG MOVE contributes

For each of the Commission General Objectives to which DG MOVE's activities contribute,

DG MOVE presents in the tables below the mandatory Commission impact indicators which

are considered to be the most relevant for illustrating the contribution of transport

activities.

General objective 1: A New Boost for Jobs, Growth and Investment

Impact indicator: Percentage of EU GDP invested in R&D (combined public and private investment) Source of the data: Eurostat

Baseline (2012)

Target (2020) Europe 2020 target

2.01% 3%

Impact indicator: Employment rate population aged 20-64 Source of the data: Eurostat

Baseline (2014)


69.2% At least 75%

Impact indicator: GDP growth Source of the data: Eurostat

Baseline (2014)

Target (2020)

1.4% Increase

Impact indicator: Gross Fixed Capital Formation (GFCF) investments to GDP ratio Source of the data: Eurostat

Baseline (2014)

Target (2016-2020)

19.4% 21%-22% Mean GFCF for the period 2016-2020 having reached the range of 21%-22%

General objective 2: A Connected Digital Single Market

Impact indicator: Aggregate score in Digital Economy and Society Index (DESI) EU-28 Explanation: DESI is a composite index that summarises relevant indicators on Europe's digital performance and tracks the evolution of EU Member States in digital competitiveness. The closer the value is to 1, the better. The DESI index is calculated as the weighted average of the five main DESI dimensions: 1 Connectivity (25%), 2 Human Capital (25%), 3 Use of Internet (15%), 4 Integration of Digital Technology (20%) and 5 Digital Public Services (15%). Source of the data: DESI

Baseline (2015)

Target (2020)

0.478 Increase

http://ec.europa.eu/digital-agenda/en/digital-economy-and-society-index-desi

29

General objective 3: A Resilient Energy Union with a Forward-Looking Climate Change Policy

Impact indicator: Greenhouse gas emissions (index 1990=100) Source of the data: European Environmental Agency

Baseline

(2013)

Target

(2020)

Europe 2020 target

80.2 At least 20% reduction (index ≤80)

Impact indicator: Share of renewable energy in gross final energy consumption Source of the data: Eurostat

Baseline

(2013)

Interim Milestone Target

(2020)

Europe 2020 target (2015/2016) (2017/2018)

15% 13.6% 15.9% 20%

Impact indicator: Increase in energy efficiency – Primary energy consumption Source of the data: Eurostat

Baseline (2013)


1 566.5 million tonnes of oil equivalent (Mtoe) 20% increase in energy efficiency (No more than 1 483 Mtoe of primary energy consumption)

General objective 4: A Deeper and Fairer Internal Market with a Strengthened Industrial Base

Impact indicator: Intra-EU trade in goods (% of GDP) Source of the data: Eurostat

Baseline (2014)

Target (2020)

20.8% Increase

Impact indicator: Intra-EU trade in services (% of GDP) Source of the data: Eurostat

Baseline (2014)

Target (2020)

6.3% Increase

General objective 9: A Stronger Global Actor

Impact indicator: GDP per capita (current prices-PPS) as % of EU level in countries that are candidates or potential candidates for EU accession Source of the data: Eurostat

Baseline

(2014)

Target

(2020)

32.53% for Western Balkans (except Kosovo17

: no 2014 data

available for Kosovo.)

55.52% for Turkey

Increase

17 This designation is without prejudice to positions on status, and is in line with UNSCR 1244 and the ICJ Opinion on the Kosovo Declaration of Independence.

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Specific Objectives for DG MOVE

The tables below present the result indicators which have been selected to measure progress towards implementing the 3 Specific Objectives for DG MOVE.

As mentioned in Part 1 above the scope and number of these indicators were considerably reduced in the Strategic Plan compared to the presentation in the Management Plans of previous years. This choice was made for the sake of simplification and in order to focus on the core activities for which DG MOVE is responsible. The indicators presented here therefore do not pretend to cover all activities undertaken by DG MOVE, nor are they intended to measure the direct impact of EU transport policy. The monitoring and reporting on the policy objectives and indicators in the legal bases of the spending programmes previously included in the Management Plan will continue to be included each year in the Programme Statements in the Draft Budget.

As regards specific objective 1, in order to ensure an efficient, sustainable, safe and secure Single European Transport Area, DG MOVE puts strong puts emphasis on promoting the implementation and enforcement of EU law and the transport acquis by Member States. We also evaluate and revise existing EU transport legislation to ensure that it is fit for purpose, in line with the Commission's Better Regulation agenda. 3 of the indicators shown below therefore focus on the implementation of EU transport legislation in Member States and the swift follow-up of possible infringements. For additional indicators on evaluation and Better Regulation, please refer to Part 2.C above. The final indicator on comprehensive aviation agreements, one of the key actions set out in the Commission's Aviation Strategy adopted in December 2015, illustrates the importance of creating open and fair conditions for the European transport sector to be competitive on the global stage.

As regards specific objective 2, DG MOVE ensures the implementation of the Trans-European Network thanks to financial support from the Connecting Europe Facility in close cooperation with INEA (for the grants part of the CEF), or promotion of transport investment under EFSI. The TEN-T core network has a completion date set by the regulation of 2030. DG MOVE monitors the progress through the number of bottlenecks removed along the TEN-T corridors and the number of supply points for alternative fuels that are financed by CEF. MOVE is responsible for the planning of projects along the corridors, setting out the CEF funding policy, notably the preparation and adoption of the CEF Work Programmes (funding decisions) establishing inter alia the indicative budget, funding priorities, and eligibility, selection and award criteria. INEA ensures the technical and financial management of the CEF grants, notably the preparation and launching of the calls for proposals, in close consultation with DG MOVE, as well as the negotiation, signing and management of the grant agreements with beneficiaries. With regard to the evaluation and selection of proposals, this is organised in two phases: an assessment by external experts organised by INEA in coordination and with participation of DG MOVE, followed by an internal phase, led by DG MOVE in association with concerned DGs. The list of selected proposals is adopted by the Commission following consultation of the CEF coordination committee. Both the CEF Work Programme decisions and selection decisions are submitted to the European Parliament under its right of scrutiny.

The implementation of financing for transport infrastructure projects under innovative financial instruments, including EFSI, are managed by the EIB under a Delegation Agreement signed in 2015.

31

As regards specific objective 3, DG MOVE also ensures the implementation of funding for research and innovation activities in the transport area under Horizon 2020 in close cooperation with INEA. DG MOVE is responsible for setting the scope and expected impact of Horizon 2020 projects as parts of the Horizon 2020 transport work programmes. The work programmes are adopted after having achieved positive opinions by Member States. INEA organises the evaluations of project proposals via independent external evaluators according to the general rules of Horizon 2020. The external evaluators are required to check the general quality of the proposals as well as the extent to which the proposals meet the scope and expected impact of the particular call topics. A ranking list based on evaluation scores is then established by INEA and matched with the available budget to ensure that the best projects can be funded.

General objectives: 1, 2, 3, 4 and 9

Specific objective 1: "An efficient, sustainable, safe and secure Single

European Transport Area: Improve regulation, ensure a high degree of

implementation of EU legislation in the transport area and open and fair

competition both in the EU and in relations with key partner countries."

Related to spending programme(s):

N/A

Result indicator: Transposition rate in transport legislation (%).


Baseline

(year)

Target

(2016-2020 - annual target)

94.9% (11.11.2014) 99% of Directives to be transposed in any given year

(target used by the Commission for the Single Market Scoreboard)

Result indicator: Percentage of non-communication cases open and respecting the one-year benchmark (for closure or

referral to Court).


Baseline

(year)

Target


97.5% (11.11.2014) 100%

(target set in the Commission Communication "A Europe of results — Applying Community law" (COM (2007) 502)

Result indicator: Percentage of open infringement cases not open for more than 3 years Source of data: MOVE.A5 monitoring

Baseline

(year)

Target


98.5% (11.11.2014) 100%

(target set in line with internal Commission benchmark)

Result indicator: Comprehensive aviation agreements signed with neighbouring countries and key trading partners

Source of data: MOVE.E1

Baseline

(year)

Interim Milestone Target

(2020) 2018

Number of agreements signed end 2015: 8

(Western Balkan countries, Morocco,

Jordan, Georgia, Moldova, Israel,

United States and Canada)

16 17 agreements signed in total by end 2020.

(Foreseen in the Aviation Strategy adopted in December 2015)

Planned evaluations: See detailed planning in annual Management Plans

32

General objectives: 1, 2, 3, 4 and 9

Specific objective 2 : "A modern European transport infrastructure: Ensure the

effective implementation of the Trans-European Transport Network with the

help of CEF and EFSI"18

Related to spending programme(s) :

Connecting Europe Facility

Result indicator1: Total amount of Connecting Europe Facility grants, delegations, contributions signed for transport

projects and programmes.

Source of data: Financial programming established by the Commission, Annual and Multi Annual Work Programmes for

the Connecting Europe Facility and Financing Decisions.

Baseline

(2013)

Interim Milestone

Target

(2021) Target date set to 2021 as the

grant agreements for the last calls

can only be signed in 2021 after

evaluation and selection. Target

levels are defined in the CEF

Transport Budget of the current MFF

2016 2018/2019

0 78% of the budget: EUR

18.9 Billion committed

N/A19 100% of the budget : EUR 24 Billion

committed by 2021

Result indicator2: Total amount of investment in EFSI transport projects (based on approved projects by the EIB Board)

Explanation: The indicator shows the progress of EFSI transport investment, based on the value of

investment, up to the deadline of July 2019. Further reporting on signed projects will continue until July

2020, which is the deadline for signature of projects.

Source of data: EIB reporting to the Commission.

Baseline

(2015)

Interim Milestone

Target July 2019. Target date set to July 2019 as that is the last date for project approval under the EFSI Regulation. The target is based on the total investment value of transport projects approved by the EFSI Investment Committee and EIB Board. The target value is based on transport being 20% of the overall Infrastructure and Innovation Window under EFSI, the value of which totals EUR 240 billion (both equity and debt), therefore making a transport total of EUR 48 billion.

July 2016 July 2018

0 EUR 12 Billion EUR 36 Billion EUR 48 Billion20

Result indicator3: Number of bottlenecks removed along the TEN-T corridors financed by CEF

Source of data: INEA

Baseline

(2013)

Interim Milestone

Target

2016 2018

18 Two result indicators have been included from Connecting Europe Facility Programme Statement to ensure coherence between the Strategic Plan and the Programme Statement (Result indicator3 and Result indicator4). 19 The possible frontloading of part of the remaining commitment appropriations to 2018/2019 could be decided in the mid-term revision of the MFF. 20 EIB lending to EFSI transport projects is expected to have the following profile: July 2016 EUR 3.2 billion; July 2018 9.6 billion; July 2019 12.8 billion.

33

0 3 40 189 by 2020

Result indicator4:

Number of supply points for alternative fuels financed by CEF.

Source of data: INEA

Baseline

(2014)

Interim Milestone

Target

(2020)

2016 2018

Number of supply

points set up by

CEF grants(2014): 0

9 642 1271 supply points to be set up by 2020.

Title of the evaluation (unit

responsible)

Year of completion Spending programme covered

Ex-post evaluation of TEN-T programme (MOVE.B)

2017 TEN-T (previous period)

Mid-term review of the Connecting Europe Facility – evaluation of the implementation of the CEF horizontal and transport sectorial objectives (MOVE.B4)

2017 CEF

Note: The monitoring and reporting on objectives and indicators in the legal bases of the spending programmes

previously included in the Management Plan and the Annual Activity Report will be performed in the

Programme Statements in the Draft Budget.

General objectives: 1, 2 and 3

Specific objective 3: "An innovative transport sector: Ensure the effective

implementation of funding for research and innovation activities in the

transport area under Horizon 2020"

Related to spending programme(s) :

Horizon 2020

Result indicator: Total amount of Horizon 2020 grants, delegations, contributions signed for transport projects and

programmes.

Source of data: Financial programming established by the Commission, Horizon 2020 Work Programmes and Financing

Decisions.

Baseline

(2013)

Interim Milestone

Target

(2021) Target date set to 2021 as

the grant agreements for the last

H2020 two stage calls can only be

signed in 2021 after external

evaluation. Target levels are defined

in the H2020 Transport Budget of

the current MFF, under the

responsibility of DG MOVE.

(2016) (2018)

0 42% of the budget: EUR

750 million for all calls up

to WP 2014/15

69% of the budget: EUR

1,246 million for all calls

up to WP 2016/17

100% of the budget: EUR 1 802

million for all calls of H2020

Planned main evaluations:

Title of the evaluation (unit

responsible)

Year of completion Spending programme covered

34

Assess impact of Horizon 2020 at mid-term21 (MOVE.C2)

2017 Horizon 2020

1st Interim evaluation of the SESAR

2020 Joint Undertaking under Horizon

2020 (MOVE.C2)

2017 Horizon 2020

1st Interim evaluation of the

SHIFT2RAIL Joint Undertaking under

Horizon 2020 (MOVE.C2)

2017 Horizon 2020

3rd Interim evaluation of the SESAR

Joint Undertaking Activities (2013-

2016) (MOVE.E2)

2017 Previous framework programme

Note: The monitoring and reporting on objectives and indicators in the legal bases of the spending programmes will be performed in the Programme Statements in the Draft Budget.

21 This is a requirement of the Horizon 2020 Basic Regulation to be carried out under the general leadership

of DG RTD, using independent experts etc. Joint responsibility of DG MOVE and DG RTD regarding the transport work programme. Various criteria are set out in the Regulation. See Art 32(3) of Reg 1291/2013.

Electronically signed on 04/08/2017 16:15 (UTC+02) in accordance with article 4.2 (Validity of electronic documents) of Commission Decision 2004/563