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Annual activity report 2018DG PRES, European Parliament 1
EXECUTIVE SUMMARY
Directorate General for the Presidency
Annual activity report 2018DG PRES, European Parliament 2
EXECUTIVE SUMMARY
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY 4
2. ENVIRONMENT OF THE DIRECTORATE-GENERAL, OBJECTIVES AND RESULTS 7
2.1 The Directorate-General (mission statement, operational context) 7
2.2 Key results and progress towards achieving objectives 11
3. RESOURCES MANAGEMENT 15
3.1 Human resources 15
3.2 Financial and budgetary management 15
4. EVALUATION AND EFFECTIVENESS OF INTERNAL CONTROL, INCLUDING OVERALL ASSESSMENT OFCOST-EFFECTIVENESS AND PERFORMANCE 18
4.1 Assessment of the effectiveness and efficiency of internal control 18
4.2 Assessment of the costs and benefits of the controls 19
4.3 Summary of internal and external audits 19
5. STATEMENT OF ASSURANCE 21
6. ANNEXES 23
I. Budgetary implementation overview 24
II. 2018 Budget implementation statement 25
III. List of exceptions - derogations from the rules 27
IV. Results of assesments 29
V. Assesment of the implementation of the minimum internal control standards 30
Annual activity report 2018DG PRES, European Parliament 3
EXECUTIVE SUMMARY
Annual activity report 2018DG PRES, European Parliament 4
EXECUTIVE SUMMARY
1. Executive summary
A key feature of our entity in 2018 wasconsolidation of the management structuresestablished in the DG, such as theManagement Team and the EnlargedManagement Team. These teams have madeit possible to influence exchanges andcooperation between the DGs’ managersregarding the EP’s main political issues and thechallenges facing the Administration inadapting to new forms of management and amore matrix-based organisational structurethan existed previously.
With this in mind, the DG has continued tohighlight the elements of organisational culturedescribed in its Strategic Execution Framework(SEF), which will be reviewed in 2019. In thiscontext, the values of trust and responsibilityhave enabled it to develop an approach to theorganisation of its entities’ work whichencourages fairly large-scale use of thepossibilities afforded, for example, byoccasional teleworking, with very satisfactoryresults for both staff and managers.
In addition, the DG has also relied heavily on abetter internal knowledge of the entities andactivities in order to enhance cohesion andhelp facilitate cooperation. Reception andinduction programmes for new colleagues andtrainees, as well as a ‘shadowing’ programme,were progressively developed and improved inthe course of 2018.
Intra-DG cooperation, helping to ensureexcellence as an objective of the DG, was animportant aspect of the DG’s work in 2018.
In addition, during the year the DG continued toimplement and monitor the ParliamentaryProject Portfolio projects. The DG alsocontinued its quarterly analyses of dataobtained from the ‘lead indicator’ exercise.
The DG participates actively and regularly inthe various intergroups, working groups andhorizontal inter-DG steering groups in areassuch as finance, IT, HR, documentmanagement, security, training and logisticalmanagement, as well as policy areas, etc., inorder to pass this information on within the DG.
The DG continued to monitor risks and finalisedits Business Continuity Plan.
For 2019, the DG decided to roll over theprevious year’s objectives and to revise themin the middle of the year to reflect any changesresulting from the elections to the EuropeanParliament and also to align its objectives withthe DG’s strategy as set out in the newStrategic Execution Framework (SEF), which isbeing revised. The decision to roll over theobjectives was communicated to all staff at aGeneral Assembly which took place on 3December 2018 and by a note to the Secretary-General. The objectives are also available onthe DG’s intranet site, PRESnet, the DG’s maininternal communication tool.
In the area of staff management, a topic thattook up a substantial part of the year was the
Annual activity report 2018DG PRES, European Parliament 5
EXECUTIVE SUMMARY
implementation, for the first time, of the mobilitypolicy for AST officials. Within DG PRES manyof the transfers necessitated by the mobilitypolicy have been made within the DG itself,although most of the colleagues concernedresponded to the call for expressions of interestissued by DG Personnel.
For the budget part, it should be noted that thefinal appropriations allocated to DG PRESamount to EUR 3.4 million. The implementationrate for these appropriations exceeded 96%.The average time taken by DG PRES to settle
invoices was nine days. All invoices weresettled within the 30-day time limit set by theFinancial Regulation.
Lastly, DG PRES finalised the process ofacquiring a system for the management of EPdocuments (Electronic Records ManagementSystem, ERMS), and the framework contractwas signed with the firm awarded the tender on7 June 2018. This is a ‘corporate’ project whichaffects the whole of the EP.
Annual activity report 2018DG PRES, European Parliament 6
EXECUTIVE SUMMARY
Annual activity report 2018DG PRES, European Parliament 7
ENVIRONMENT OF THE DIRECTORATE-GENERAL, OBJECTIVES AND RESULTS
2. Environment of the Directorate-General, objectives and results
2.1 The Directorate-General(mission statement,operational context)Environment of the DG
Structure and management. As far as DGPresidency’s management team is concerned,2018 ended with the appointment of Ms MariaGandolfo as Director of the Plenary SittingsDirectorate. She had held this post in an actingcapacity for the previous two years, while at thesame time heading the Planning Unit. Herappointment gave the DG a completemanagement team and one that was morestable. In March 2018, Ms Katrin Ruhrmanntook charge of the Directorate for Relationswith National Parliaments. That Directoratewas also joined by a new Head of theLegislative Dialogue Unit, Mr Jesús Gómez,who took the post vacated by Ms PatriziaProde, who had moved to DG COMM under themobility rules governing Heads of Unit. Anothermanager who arrived in 2018 under themobility rules was Ms Anne McLauchlan fromDG EXPO, who became the new head of theMembers’ Administration Unit. Two heads ofunit with long experience at Parliament, MsEllen Heinemann and Mr José GonzálezHolguera, retired in 2018. As an internalreorganisation of the Directorate for LegislativeActs is pending, Ms Heinemann’s post has notyet been filled, while that of Mr GonzálezHolguera has been filled by Ms Aurora Párragafrom DG EPRS.
The structure of the Directorate-General and itscore tasks have not been modified in thecourse of 2018. In the field of logistics,however, it is worth mentioning two large-scalemoves undertaken by the DG’s staff, one inLuxembourg in the KAD building in the springand the other, involving all staff in theDirectorate for Legislative Acts in Brussels,from the WIE building to the MOY building atthe end of 2018.
Objectives for 2018
DG PRES will continue to develop and furtherdefine its core values such as trust,accountability, commitment, a service- andsolutions-based mentality, competence,innovation and equality. DG PRES aims to bea modern, innovative and sustainableadministration with a participatory and inclusiveapproach, acting as a driver for change in themodernisation of the EP’s administrativeenvironment.
(i) DG PRES supports and assists the DeputySecretary-General in his specific role andtasks, in particular in relation to the Brexitnegotiations, as well as in the areas oflegislative coordination and interinstitutionalrelations.
• Continue to provide technical andadministrative support and assistance toParliament’s chief negotiator and relevantpolitical bodies as regards the Brexitnegotiation process.
Annual activity report 2018DG PRES, European Parliament 8
ENVIRONMENT OF THE DIRECTORATE-GENERAL, OBJECTIVES AND RESULTS
• Continue to develop legislative coordinationand cooperation between relevant EP servicesand other institutions, in order to ensureeffective and accurate legislative planning andplanning of plenary proceedings in the short,medium and long term, including at the end ofthe parliamentary term.
• Focus in particular on the implementation ofthe legislative priorities in the 2018+ JointDeclaration, in close cooperation with the EPsteering groups, the offices of the Secretary-General and the President and the otherinstitutions.
• Develop well-coordinated and coherentadvice and support for the relevantparliamentary committees, political groups andEP bodies throughout the various stages of theplanning of the plenary agenda.
• Continue to develop legislative planning andmonitoring tools in relation to Annual WorkProgrammes, the Council’s priorities andannual and multiannual interinstitutionallegislative programmes, inter alia by ensuringsmooth cooperation between relevant servicesin DG PRES, other DGs and the otherinstitutions.
• Continue to strengthen interinstitutionalrelations in close cooperation with otherrelevant DGs, in particular in the areas oflegislative planning and monitoring andimplementation of the InterinstitutionalAgreement on Better Law-Making. In thisregard, further develop cooperation with theother institutions, in particular through theinterinstitutional coordination group.
• Provide assistance and technical support inthe negotiations on a new InterinstitutionalAgreement on the Transparency Register,
while continuing to cooperate with the Counciland the Commission.
• Coordinate, monitor and facilitateimplementation of electronic transmission ofclassified information to Parliament.
• Contribute, if necessary, to the actions carriedout by the EP in the framework of theinformation campaign on the 2019 Europeanelections, and in particular with regard to theEP’s legislative priorities for the last period ofthe 2014-2019 parliamentary term.
(ii) Support and assist Members, politicalgroups and Parliament’s governing bodies inachieving results throughout the last phase ofthe parliamentary term.
• Play an active part in all the initiatives takento strengthen European parliamentarydemocracy, in particular by making plenary afocal point for European debates and a forumfor high-level debates on the future of Europe.
• Continue to enhance performance in relationto plenary-related services in order to providehigh-quality procedural and content-basedadvice to the President, the Vice-Presidentsand Members.
• Continue to ensure the smoothimplementation of Parliament’s Rules ofProcedure in all DG PRES’s areas of activityand support the efforts of the committeeresponsible for subsequent adaptation to therules.
• Provide full advice and support to thePresident and Members in the implementationof the Code of Conduct for Members.
• Continue developing the DG’s expertise in thelegislative process so that DG PRES services
Annual activity report 2018DG PRES, European Parliament 9
ENVIRONMENT OF THE DIRECTORATE-GENERAL, OBJECTIVES AND RESULTS
can further consolidate their roles as membersof legislative support and project teams.
• Continue to improve legislative services forpolitical groups, Members and committeesecretariats by providing more targetedprocedural and editorial support throughout theparliamentary cycle.
• Expand the service-oriented approach byenhancing on-demand and helpdesk services,in particular at key times in the parliamentaryterm and the legislative cycle.
• Continue to promote cooperation within theDG in order to provide coherent high-qualityadvice on all aspects of legislative andparliamentary procedures, including the pre-legislative phase and programming.
• Ensure close monitoring of debates inMember States and parliaments on the role ofnational parliaments in the EU decision-makingprocess and promote the EP’s role in inter-parliamentary cooperation.
• Step up cooperation with national parliamentson the monitoring and implementation of EUlaw.
• Offer sound and consistent advice toMembers and colleagues with regard to allprotocol-related questions in line with existingrules.
• Exploit synergies between DG PRES serviceswith regard to parliamentary activities(including inter-parliamentary activities andthose linked to the European elections) in orderto ensure the most efficient handling within theDG of cross-cutting parliamentary procedures.
• Complete the tender procedure for theprocurement of an Electronic RecordsManagement System (ERMS); continue to play
a leading role in the implementation ofParliament’s new document managementpolicy.
• Continue to provide appropriate and legallysound responses to applications for publicaccess to documents.
• Further step up cooperation with DGs INLO,INTE, ITEC and SAFE with a view to ensuringthe smooth functioning of the plenary, officialvisits and reception and distribution of mail.
• Continue to develop cooperation with otherDGs as regards the handling of classifiedinformation and, in particular, explore ways toensure efficient reception of such documents.
• Step up participation in the establishment ofthe working group to welcome new Membersafter the 2019 elections.
(iii) DG PRES as a modern, innovative andsustainable administration
• Update and redefine the SEF of the DSG/DGPRES and the Parliamentary Project Portfolio,contributing to the progress of projects of whichit is the principal sponsor.
• Help by means of specific actions andappropriate measures to consolidate a secureworking environment where respect and trustare our fundamental values.
• With reference to the DG’s transformationplan, progressively implement its main aspectsand also the new human resources policiesagreed at EP level, pursuing the pathestablished by the successful implementationof the pilot project for occasional teleworking inour DG.
• Apply DG PRES’s main indicator on the basisof the first results obtained in 2017 to refine it
Annual activity report 2018DG PRES, European Parliament 10
ENVIRONMENT OF THE DIRECTORATE-GENERAL, OBJECTIVES AND RESULTS
and draw conclusions as to how our activitiescan be further improved.
• Consolidate and update the BusinessContinuity Plan of DG PRES and the riskregister, and establish an updated riskmanagement plan.
• Contribute to the development of the e-Parliament project for the EP.
• Continue to ensure sustainable use of allresources within the DG, including the bestpossible rationalisation of processes and use ofnew technologies based upon EMAS goals;adapt the DG’s systems to new functionalitiesin various areas.
Feasibility and risk assessment
Potential risks were pinpointed in respect of theactivities relating to achievement of the threeobjectives set for 2018. They were:
Objective 1:
- A possible decision by the competentpolitical authorities resulting in a revision of thestructure of Parliament’s Secretariat – riskLOW.
- Political and/or administrative decisionscould have an impact on the current SEF andon the strategy of the DG – risk LOW.
The setting of other political priorities forimplementation during the period could delaythe achievement of this objective – risk LOW.
Objective 2:
- The tabling of questions anddeclarations is dependent on Members’
political willingness and objectives. Unlikelychoices in relation to the tabling of suchquestions could impinge on the DG PRESobjective in this regard. - risk LOW
- Unlikely technical problems couldtemporarily disrupt assistance to Membersusing the newly created tools – risk LOW.
- The drafting service is dependent onMembers’ requests, and not receiving suchrequests could have an impact on the service –risk VERY LOW.
- Highly unlikely technical problems withIT applications could, to some degree, delaythe achievement of this objective. However, allrequisite measures have been taken to ensurethat Members receive efficient and timelyassistance in this regard – risk VERY LOW.
- Use of video-conferencing for inter-parliamentary meetings may still be subject totechnical constraints – risk LOW.
Delay in the new documentmanagement policy – risk MEDIUM.
Objective 3:
- Difficulties with cooperation and delayswith anticipated results owing to problems inpolitical agendas – risk LOW.
- Difficulties in scheduling plannedactivities to improve internal knowledge of theDG owing to excessive workload ofparticipating services – risk LOW.
- Delays in availability of new tools toimprove internal processes – risk MEDIUM.
Annual activity report 2018DG PRES, European Parliament 11
ENVIRONMENT OF THE DIRECTORATE-GENERAL, OBJECTIVES AND RESULTS
2.2 Key results and progresstowards achieving objectivesResults
Protocol:
2018 can be described as a year ofconsolidation and testing of new IT tools withthe aim of facilitating the operational work ofthe staff of the Protocol Service. The servicecontinued to develop its tasks with a high levelof professionalism both in the field of officialceremonies and in the hosting of visiting VIPsand supporting parliamentary delegations. Inparticular, in 2018, the Protocol Service wasintensively involved in the visits of EU MemberStates’ Heads of State or Government toparticipate in plenary debates on the future ofthe EU and especially – in view of the level ofmedia coverage – the visits by France’sPresident Emmanuel Macron in April 2018 andGermany’s Chancellor Angela Merkel inNovember 2018. The service has constantlysupported the President of Parliament and hisoffice with regard to protocol matters.
Mention should also be made of the work donein the area of visas for Members, delegationstravelling on mission and the management ofprotocol gifts, which has been modernised.
Plenary Sittings Directorate:
The Plenary Sittings Directorate continued toenhance Parliament’s image through itsprofessionalism in organising and providingassistance with debates on major politicalissues, which were heavily covered by themedia. Here we should once again drawattention to the importance of the debates onthe future of Europe at each plenary session in2018.
In addition, the modernisation of IT applicationsfor the Plenary continued very successfully,and there will be much further work on it in2019. The PV/CRE voice recognition systemhas been expanded and currently operates in15 languages. Turning to another aspect, thePV/CRE teams continued to produce verbatimrecords of the meetings of temporarycommittees.
Since the end of 2017, the interinstitutionalregister of delegated acts has been online,making it easier to search for draft delegatedacts and adopted delegated acts. This was aninterinstitutional effort in which the EP hadbecome involved via the Unit for Reception andReferral of Official Documents. That unit alsomade a very worthwhile working visit to theDutch Parliament during which staff were ableto compare working methods in the unit’s areasof responsibility, noting differences andsimilarities.
The Official Mail Unit also continued tomodernise its procedures for registering andmanaging mail and continued to make a keycontribution to the GIDOC project. A newsystem for managing small packages andregistered mail has been operational sinceMarch 2018, further contributing to paperreduction and efficiency gains. Implementationof the document management reform hasprogressed, and training courses on the newsystem have started to be organised with thesupport of DG PERS. The process of acquiringa system for the management of EPdocuments (Electronic Records ManagementSystem, ERMS) has been completed, and theframework contract was signed with the firmawarded the tender on 7 June 2018.
Annual activity report 2018DG PRES, European Parliament 12
ENVIRONMENT OF THE DIRECTORATE-GENERAL, OBJECTIVES AND RESULTS
Finally, the excellent cooperation betweenParliament and the Commission in themanagement of parliamentary questions hasled to an increase in the quality of both thequestions and the answers. The number ofparliamentary questions has continued todecline.
With regard to the Members’ Administrationand the management of the Code of Conductfor Members, the unit’s activities havecontinued smoothly, and the human resourcessituation has been improved in order to receivenew Members after the elections and carry outother activities linked to the end and beginningof Members’ term of office.
Directorate for Legislative Acts:
In parallel with its regular daily activities oflinguistic and legal verification, the Directoratehas continued to make a major contribution tothe planning and implementation of the e-Parliament programme, despite theaccumulated delay due to the IT outage at theend of 2017. The e-Parliament DraftingSupport Tool (DST) continues to be well usedby Members. In 2018, the lawyer-linguists ofthe DLA continued to process requests forassistance drafted by individual Members, inaddition to supporting rapporteurs and shadowrapporteurs, either directly or as part of theEP’s legislative support teams.
The Directorate has also continued tocontribute to the more coherent planning oflegislation at Strasbourg plenary sessions andhas swiftly adopted, finalised and signed off alarge number of key legislative files. TheDirectorate has also begun preparations for theend of the parliamentary term in order to beable to contribute to the finalisation of pendinglegislative texts.
As regards staff resources, the Directorate hascontinued its policy of monitoring anddeveloping more rigorously the professionalexpertise of staff. The results of the surveyscarried out among its staff have beenreassuring with reference to the prioritisation,in its legislative drafting work, of upstreamadvice and assistance, with the lawyer-linguistsproviding assistance that is increasingly soughtafter.
Directorate for Relations with NationalParliaments:
In 2018, partly on account of Parliament’sinvolvement in various inter-parliamentarynetworks, including COSAC, ECPRD andIPEX, the two units of the Directorate forRelations with National Parliaments, which areresponsible for legislative dialogue andinstitutional cooperation, worked intensively insupport of interparliamentary meetings atcommittee level, high-level conferences, theannual conference of Speakers of Parliaments,COSAC meetings, the seminars and statutorymeetings of ECPRD and IPEX meetings.
As regards the early warning system for checkson compliance with the subsidiarity principlelaid down in Protocol 2, the Directorate dealtwith a large number of submissions andcontributions from national parliaments as partof the ‘informal political dialogue’. All thesedocuments have been made available to therapporteurs and committees responsible for thecorresponding issues. The CONNECTdatabase was also greatly improved from thetechnical point of view, leading to betterdocument management.
The EP has received a large number ofbilateral parliamentary visits, and interest in theprogramme of support for the Parliament of the
Annual activity report 2018DG PRES, European Parliament 13
ENVIRONMENT OF THE DIRECTORATE-GENERAL, OBJECTIVES AND RESULTS
Member State holding the Presidency hasremained strong.
Finally, in 2018, the Directorate continued toprovide logistical and administrative support torepresentatives of national parliaments, withwhom the Directorate also organised severalmeetings and seminars.
Directorate for Interinstitutional Affairs andLegislative Coordination:
Among the various activities of the Directoratein 2018, which included the on-going task ofassisting the political and administrative bodieswith the scheduling of plenary sessions and theinformation activities developed for thepresidencies of the Council, it is worthhighlighting the placing on line of theinterinstitutional calendar by theInterinstitutional Relations Unit, which has alsocontinued to extend its coverage of theactivities of the other institutions.
In the area of transparency, despite thetemporary interruption of negotiations on theinterinstitutional agreement on theTransparency Register, the workload of the unitresponsible has been continuously growing
and, among other things, a seminar on accessto trilogue documents was held, which was avery topical issue in the unit’s activities duringthe year because of the Court’s judgment in the‘De Capitani’ case.
The Classified Information Unit has continuedthe indexing, cataloguing and transfer ofdocuments to the intermediate or historicalarchives. It has continued to provide technicalassistance to other services, Members andofficials designated to access EUCIs depositedwith CIUs (receipt and registration ofdocuments, information notes, reservationsand consultations in the Secure ReadingRoom).
With regard to Brexit, the Directorate, and inparticular the Interinstitutional Relations Unit,provided administrative and organisationalsupport throughout the year to the DeputySecretary-General, the EP coordinator for theBrexit negotiations and the Brexit SteeringGroup.
Annual activity report 2018DG PRES, European Parliament 14
RESOURCES MANAGEMENT
Annual activity report 2018DG PRES, European Parliament 15
RESOURCES MANAGEMENT
3. Resources management
3.1 Human resources
ESTABLISHMENT PLAN
AD AST AST/SC Total AD AST AST/SC Total
Permanent posts 163 182 11 356 162 186 8 356
Temporary posts 1 1 1 1 2
Total 164 182 11 357 163 187 8 358
on 01/01/2017on 01/01/2018
STAFF NUMBERS AS AT 31/12/2018
AD AST AST/SC Total
Officials 153 166 7 326
Temporary staff 7 11 2 20
- in temporary posts 1 0 0 1
-in permanent posts 4 8 2 14
- offsetting staff working part-time 2 3 0 5
Contract staff 52
Seconded national experts (SNE) 1
Agency staff 0
Total 399
3.2 Financial and budgetarymanagementThe following were dealt with between 1January and 31 December 2018: 630 budgetfiles (expenditure commitments, paymentsbased on expenditure commitments, paymentorders, recovery orders),
663 invoices/credit notes and 278 orderforms/contracts.
.
Annual activity report 2018DG PRES, European Parliament 16
RESOURCES MANAGEMENT
INITIAL AND FINAL APPROPRIATIONS
As at 31 December 2018, initial appropriationstotalling EUR 3 567 500 had been reduced toEUR 3 383 320. This surplus of EUR 184 180is due to the transfer of S17 appropriations(- EUR 112 570, GEDA D/2018/24427) in thecontext of investments in decentralised ITprojects and transfer of appropriationsC11/2018 (+ EUR 296 750,GEDA/D/2018/47075) concerning themopping-up operation. The details are set outin the Annex, point 6 II 1.
FINAL APPROPRIATIONS ANDAPPROPRIATIONS COMMITTED
As at 31 December 2018, the commitment rateacross all operational departments of DGPRES was 96.39% of final appropriations. Formore details, see the Annex, point 6 II 1.
APPROPRIATIONS COMMITTED ANDPAYMENTS MADE
The overall rate of payments made was27.21% of appropriations committed. Thisrelatively low rate is the result of budgetarycommitments relating to the Electronic RecordsManagement System project (line 2105-11), for
which payments can only be made in 2019,when this project comes on stream. For moredetails, see the Annex, point 6 II 1.
The average time taken by DG PRES to settleinvoices was nine days (EP average: 18 days).
All invoices were settled within the 30-day timelimit set by the Financial Regulation.
USE OF AUTOMATIC AND NON-AUTOMATIC CARRYOVERS FROM 2017 TO2018
The payment rate for automatic carryoversacross all operational departments is 88.00%.The details per budget item are set out in theAnnex, point 6 II 2.
USE OF APPROPRIATIONSCORRESPONDING TO ASSIGNEDREVENUE
Appropriations carried over from specificexpenditure/assigned revenue were fullycommitted and paid. See the Annex, point 6 II5.
.
Annual activity report 2018DG PRES, European Parliament 17
RESOURCES MANAGEMENT
Annual activity report 2018DG PRES, European Parliament 18
EVALUATION AND EFFECTIVENESS OF INTERNAL CONTROL, INCLUDING OVERALL ASSESSMENT OF COST-EFFECTIVENESS AND PERFORMANCE
4. Evaluation and effectiveness ofinternal control, including overallassessment of cost-effectiveness andperformanceAnnex V sets out an evaluation of compliancewith the minimum internal control standardsand shows that the Directorate-Generalcomplies with them.
Application of these standards is supported bythe internal structure established by theauthorising officer by delegation, who allocatestasks and duties to each of the financial agentsin accordance with the financial rules in force.
In accordance with the instructions of the SG,DG PRES has appointed an Internal ControlCoordinator (ICC).
The DG continuously evaluates and updates itsRisk Register.
DG PRES has consolidated its BusinessContinuity Plan (BCP), and it has been sent tothe EP Business Continuity Manager as acontribution to the EP’s BCP. In the same way,our DG has finalised its Business ImpactAnalysis and identified the key operations andthe agents responsible for a situation inBusiness Continuity Mode.
The Incident Management Scheme and theIncident Communication Scheme are in thefinal stages of approval and have already beencommunicated informally to the EP BusinessContinuity Manager.
There were no errors to report during 2018. Noreceivables were waived in respect of it.
The average time taken by DG PRES to payinvoices in 2018 was nine days. No invoiceswere paid late.
All DG PRES contracts and order forms wereentered and validated in Webcontracts.
Given the limited number of financial agents inour DG, the number of budgetary actsperformed and the results mentioned above,cost-effectiveness can be consideredexcellent.
DG PRES has not been subject to any internalor external audit in 2018, and no such action isunder way at present.
4.1 Assessment of theeffectiveness and efficiencyof internal controlThe fact that no shortcomings or derogationshave been found in recent years, the fact thatthe period within which invoices are paid ismuch shorter than for the EP as a whole,
Annual activity report 2018DG PRES, European Parliament 19
EVALUATION AND EFFECTIVENESS OF INTERNAL CONTROL, INCLUDING OVERALL ASSESSMENT OF COST-EFFECTIVENESS AND PERFORMANCE
the fact that no invoices have been paid afterthe legal 30-day time limit, and the goodconduct and continuous monitoring of thecomplex procurement procedure for the ERMSproject (a corporate project for the whole of theEP) demonstrate the quality and proportionalityof the internal control.
Parliament has adopted minimum internalcontrol standards with reference tointernational best practice in this field. DGPRES has carried out an evaluation of theinternal control systems this year and hasconcluded that internal controls have beenintroduced and are functioning properly.
DG PRES has set up an organisationalstructure and internal control systems tailoredto the performance of its tasks, taking intoaccount the risks associated with themanagement environment. The authorisingofficer by delegation continuously assesses theeffectiveness and efficiency of the internalcontrol systems with a view to ensuring thatthey are functioning as expected and that anyweaknesses in the controls that are detectedare corrected.
4.2 Assessment of the costsand benefits of the controlsThe total number of budgetary files processedby DG PRES for 2018 is 630, and the averagenumber of ex ante verifiers is estimated at two,so that an average of 315 files were dealt withex ante by each of them. No ex post evaluationhas been carried out.
DG PRES is basing its cost-effectivenessanalysis not only on the budget it manages, butalso and above all on the number of budgetaryacts. It should be borne in mind that, due to themanagement of the ERMS project, the budgetof DG PRES has varied greatly and will do soin future too.
4.3 Summary of internal andexternal auditsDG PRES has not been subject to any internalor external audit in 2018, and no such action isunder way at present.
Annual activity report 2018DG PRES, European Parliament 20
DECLARATION D’ASSURANCE
Annual activity report 2018DG PRES, European Parliament 21
DECLARATION D’ASSURANCE
5. Statement of assurance
I, the undersigned, Markus Winkler
Deputy Secretary-General and Director-General of DG Presidency,
hereby declare, in my capacity as authorising officer by delegation, that I have reasonableassurance that:
the information contained in this report presents a true and fair view; the resources assigned to the activities described in the report have been used for
their intended purpose and in accordance with the principle of sound financialmanagement;
the control procedures put in place give the necessary guarantees concerning thelegality and regularity of the underlying transactions.
This reasonable assurance is based on my own judgement and on the information at mydisposal, such as the results of self-assessment, ex post controls and remarks by theInternal Audit Service, as well as the lessons learned from the reports of the Court ofAuditors for financial years prior to that for which this statement is being made.
I also confirm that I am not aware of any fact not set down herein that could be prejudicialto the interests of the Institution.
Done at Brussels
On
Signature
Annual activity report 2018DG PRES, European Parliament 22
DECLARATION D’ASSURANCE
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Annual activity report 2018DG PRES, European Parliament 24
ANNEXES
I. Budgetary implementation overview
PRESCode Type de crédits EUR ou % Formule
Crédits 2018A Crédits initiaux 3.567.500,00B Crédits finaux 3.383.320,00C Engagements 3.261.018,69D Engagements en % des crédits finaux 96,39% D=C/BE Paiements 887.225,28F Paiements en % des engagements 27,21% F=E/CG Annulations de crédits finaux 2018 122.301,31 G=B-C-KH Annulations en % des crédits finaux 3,61% H=G/B
Crédits reportésde 2018 à 2019I Crédits reportés automatiquement de 2018 à 2019 2.373.793,41 I=C-EJ Crédits reportés automatiquement de 2018 à 2019 en % des engagements 72,79% J=I/CK Crédits reportés non-automatiquement de 2018 à 2019 0,00
L Crédits reportés non-automatiquement de 2018 à 2019 en % des créditsfinaux 0,00% L=K/B
Crédits reportésde 2017 à 2018M Crédits reportés automatiquement de 2017 à 2018 308.926,29N Paiements sur crédits reportés automatiquement de 2017 à 2018 271.867,41
O Paiements sur crédits reportés automatiquement de 2017 à 2018 en % descrédits reportés automatiquement de 2017 à 2018 88,00% O=N/M
P Annulations de crédits reportés automatiquement de 2017 à 2018 37.058,88 P=M-N
Q Annulations de crédits reportés automatiquement de 2017 à 2018 en %des crédits reportés automatiquement de 2017 à 2018 12,00% Q=P/M
R Crédits reportés non-automatiquement de 2017 à 2018S Paiements sur crédits reportés non-automatiquement de 2017 à 2018
T Paiements sur crédits reportés non-automatiquement de 2017 à 2018 en %des crédits reportés non-automatiquement de 2017 à 2018 - T=S/R
U Annulations de crédits reportés non-automatiquement de 2017 à 2018 U= R-S
V Annulations de crédits reportés non-automatiquement de 2017 à 2018 en% des crédits reportés non-automatiquement de 2017 à 2018 V=U/R
Recettes affectées 2018W Crédits de dépenses spécifiques sur recettes affectées courants 2018 558,73X Crédits de dépenses spécifiques sur recettes affectées reportés à 2018 524,95
Y Solde des engagements reportés à 2018 sur crédits de dépensesspécifiques sur recettes affectées 0,00
Z Paiements sur crédits de recettes affectées 2018 (courants et reportés) 524,95
AA Paiements sur crédits de recettes affectées 2018 en % des crédits derecettes affectées 2018 (courants et reportés) 48,44% AA=Z/(W+X+Y)
Annu
al a
ctiv
ity re
port
201
8D
GPR
ES, E
urop
ean
Parli
amen
t25
ANN
EXES
II.20
18B
udge
t im
plem
enta
tion
stat
emen
t
1.C
urre
nt a
ppro
pria
tions
as
the
end
of D
ecem
ber-
Fina
ncia
l yea
r201
8 (n
atur
e0)
Unité
opé
ratio
n.- L
igne
sbu
dgét
aire
sCr
édits
initi
aux
Vire
men
tsCr
édits
fina
uxEn
gage
men
ts%
E/ C
FPa
iem
ents
% P
/ ESo
lde
Eng.
Créd
itsdi
spon
ible
sRe
ssou
rces
210
3-11
0,00
80.9
06,0
080
.906
,00
80.9
06,0
010
0,00
%0,
000,
00%
80.9
06,0
00,
00Re
ssou
rces
210
5-11
2.15
0.00
0,00
31.6
64,0
02.
181.
664,
002.
181.
245,
0099
,98%
3.86
3,93
0,18
%2.
177.
381,
0741
9,00
Cour
rier 2
140-
074.
500,
000,
004.
500,
003.
457,
8576
,84%
1.12
5,00
32,5
3%2.
332,
851.
042,
15Co
urrie
r 236
0-01
/02/
0319
0.00
0,00
-50.
000,
0014
0.00
0,00
123.
023,
3487
,87%
108.
164,
1387
,92%
14.8
59,2
116
.976
,66
Prot
ocol
e 30
20-0
1/03
/04/
0572
8.00
0,00
-143
.000
,00
585.
000,
0053
3.02
7,03
91,1
2%45
4.44
6,59
85,2
6%78
.580
,44
51.9
72,9
7O
eil 3
242-
0329
0.00
0,00
-52.
500,
0023
7.50
0,00
216.
868,
2791
,31%
201.
134,
4392
,74%
15.7
33,8
420
.631
,73
Rela
tions
ave
c les
Parl.
natio
naux
324
9-01
/02
205.
000,
00-5
1.25
0,00
153.
750,
0012
2.49
1,20
79,6
7%11
8.49
1,20
96,7
3%4.
000,
0031
.258
,80
TOTA
L3.
567.
500,
00-1
84.1
80,0
03.
383.
320,
003.
261.
018,
6996
,39%
887.
225,
2827
,21%
2.37
3.79
3,41
122.
301,
31
2.Au
tom
atic
car
ryov
ers
as a
t the
end
of D
ecem
ber-
Fina
ncia
l yea
r201
8 (n
atur
e2)
Unité
opé
ratio
n.- L
igne
sbu
dgét
aire
sCr
édits
repo
rtés
Paie
men
ts e
ffec
tués
%Cr
édits
dis
poni
bles
Ress
ourc
es 2
103-
110,
000,
000,
00%
0,00
Ress
ourc
es 2
105-
1110
1.95
2,24
101.
952,
2410
0,00
%0,
00Co
urrie
r 214
0-07
600,
0058
8,60
98,1
0%11
,40
Cour
rier 2
360-
01/0
2/03
16.9
27,4
613
.741
,89
81,1
8%3.
185,
57Pr
otoc
ole
3020
-01/
03/0
4/05
171.
114,
6513
8.46
7,14
80,9
2%32
.647
,51
Oei
l 324
2-03
15.3
31,9
415
.331
,94
100,
00%
0,00
Rela
tions
ave
c les
Parl.
natio
naux
324
9-01
/02
3.00
0,00
1.78
5,60
59,5
2%1.
214,
40TO
TAL
308.
926,
2927
1.86
7,41
88,0
0%37
.058
,88
Annu
al a
ctiv
ity re
port
201
8D
GPR
ES, E
urop
ean
Parli
amen
t26
ANN
EXES
3.N
on-a
utom
atic
car
ryov
ers
as a
t the
end
of D
ecem
ber-
Fina
ncia
l yea
r201
8 (n
atur
e6)
NA
4.Sp
ecifi
c ex
pend
iture
app
ropr
iatio
ns/a
ssig
ned
reve
nue
as a
t the
end
of D
ecem
ber-
Fina
ncia
l yea
r 201
8(n
atur
e7)
Unité
opé
ratio
n.- L
igne
s bud
géta
ires
Créd
its 2
018
Créd
its e
ngag
és%
Eng
/ Cré
dits
Paie
men
ts%
Pm
ents
/ Eng
Créd
its d
ispo
nibl
esCo
urrie
r 236
0-02
558,
730,
000,
00%
0,00
0,00
%55
8,73
TOTA
L55
8,73
0,00
0,00
%0,
000,
00%
558,
73
5.Sp
ecifi
c ex
pend
iture
app
ropr
iatio
ns/a
ssig
ned
reve
nue
carri
ed o
ver a
s at
the
end
of D
ecem
ber-
Fina
ncia
l yea
r201
8 (n
atur
e5)
Unité
opé
ratio
n.- L
igne
s bud
géta
ires
Créd
its re
port
és 2
018
Créd
its e
ngag
és%
Eng
/ Cré
dits
Paie
men
ts%
Pm
ents
/ Eng
Créd
its d
ispo
nibl
esCo
urrie
r 236
0-02
524,
9552
4,95
100,
00%
524,
9510
0,00
%0
TOTA
L52
4,95
524,
9510
0,00
%52
4,95
100,
00%
0
6.Sp
ecifi
c ex
pend
iture
com
mitm
ents
/ass
igne
d re
venu
e ca
rried
ove
r as
at th
e en
d of
Dec
embe
r-Fi
nanc
ial y
ear 2
018
(nat
ure
3)
NA
7.Sp
ecifi
c ex
pend
iture
app
ropr
iatio
ns/e
xter
nal a
ssig
ned
reve
nue
as a
t the
end
of D
ecem
ber-
Fina
ncia
l yea
r 201
8 (n
atur
e 9)
NA
Annu
al a
ctiv
ity re
port
201
8D
GPR
ES, E
urop
ean
Parli
amen
t27
ANN
EXES
III.
List
of e
xcep
tions
-der
ogat
ions
from
the
rule
sN
/A
Annu
al a
ctiv
ity re
port
201
8D
GPR
ES, E
urop
ean
Parli
amen
t28
ANN
EXES
EXC
EPTI
ON
S TO
PR
OC
EDU
RE
N/A
WAI
VER
S/C
ANC
ELLA
TIO
NS
OF
REC
EIVA
BLE
S
N/A
Annu
al a
ctiv
ity re
port
201
8D
GPR
ES, E
urop
ean
Parli
amen
t29
ANN
EXES
IV.
Res
ults
of a
sses
men
ts[R
ègle
men
t fin
anci
er (R
F) a
rt. 7
4.6]
L’O
rdon
nate
ur d
élég
ué d
e la
DG
PR
ES, a
près
ana
lyse
du
risqu
e(N
MC
I nº9
), n’
a pa
s no
mm
é de
vér
ifica
teur
ex-
post
et n
’a p
as fa
it de
sév
alua
tions
ex-
post
en
2018
.
Annu
al a
ctiv
ity re
port
201
8D
GPR
ES, E
urop
ean
Parli
amen
t30
ANN
EXES
V.As
sesm
ento
f the
impl
emen
tatio
n of
the
min
imum
inte
rnal
con
trol
sta
ndar
ds1
Mis
sion
La d
éfin
ition
de
la m
issi
on d
e la
DG
ain
si q
ue d
ech
aque
dire
ctio
n et
uni
té e
st c
laire
men
t déf
inie
et c
laire
men
t com
mu-
niqu
ée a
u pe
rson
nel v
ia l’
intra
net d
e la
DG
. De
mêm
e, le
man
agem
ent
et le
top
man
agem
ent,
sur b
ase
des
obje
ctifs
ann
uels
de
la D
G d
écli-
nés
à le
ur n
ivea
u, é
tabl
isse
nt d
e m
aniè
re p
ertin
ente
les
tâch
es p
our
chaq
ue m
embr
e du
per
sonn
el. C
elle
s-ci
, acc
essi
ble
via
le s
ite in
trane
tde
la D
G, f
ont p
artie
inté
gran
te d
e l’é
valu
atio
n an
nuel
le d
u pe
rson
nel.
La D
G a
éta
bli e
t met
à jo
ur ré
guliè
rem
ent s
es P
PP e
t SEF
et l
e co
m-
mun
ique
à l’e
nsem
ble
des
serv
ices
via
PR
ESne
t. Po
ur m
émoi
re, l
a D
GPR
ES a
pro
long
é le
s ob
ject
ifs 2
018,
ave
c de
pet
its a
just
emen
ts, e
n20
19, c
ompt
e te
nu d
u ca
ract
ère
intim
emen
t lié
de
notre
DG
au
deve
nir
polit
ique
du
PE. L
es o
bjec
tifs
sero
nt ré
visé
s ap
rès
les
élec
tions
du
moi
sde
mai
201
9 et
, év
idem
men
t, ce
la a
ura
un im
pact
sur
not
re S
EF e
tno
tre P
PP.
En o
utre
, les
don
nées
rela
tives
aux
act
ivité
s, ré
parti
es e
n po
urce
ntag
e,po
ur c
haqu
e di
rect
ion
et u
nité
de
la D
G s
ont e
nvoy
ées
à la
DG
PER
Sso
us fo
rme
de «
pho
togr
aphi
e de
ser
vice
».
2Va
leur
s ét
hiqu
es e
t org
anis
atio
nnel
les
Le S
EF d
e la
DG
met
en
avan
t les
val
eurs
et l
a cu
lture
de
l’org
anis
atio
n. L
a D
G e
ssai
eto
ujou
rsd’
alig
ner
avec
le S
EF s
es a
ctio
ns, p
oliti
ques
et a
ctiv
ités.
De
plus
, au
moy
en d
es ré
unio
ns ré
curre
ntes
du
Dire
cteu
r gén
éral
ave
c le
staf
f, de
pro
cédu
res
et fo
rmat
ions
ad
hoc,
le p
erso
nnel
est
info
rmé
des
règl
es ré
giss
ant l
a co
ndui
te d
u pe
rson
nel a
insi
que
la p
réve
ntio
n et
lesi
gnal
emen
t des
frau
des
et ir
régu
larit
és.
De
la m
ême
man
ière
, tou
tes
les
com
mun
icat
ions
de
la h
iéra
rchi
e so
ntré
perc
utée
s au
per
sonn
el c
once
rné
de la
DG
et,
le c
as é
chéa
nt, à
l'en-
sem
ble
de la
DG
via
la p
age
web
PR
ESne
t ou
l’ass
embl
ée g
énér
ale.
3Af
fect
atio
n du
per
sonn
el e
t mob
ilité
Les
com
péte
nces
re
-qu
ises
pou
r l’e
xécu
tion
des
tâch
es s
ont a
ssur
ées
par
la p
artic
ipat
ion
du p
erso
nnel
aux
form
atio
ns d
e pe
rfect
ionn
emen
t pro
fess
ionn
el (d
ans
diffé
rent
s do
mai
nes
tels
que
le
man
agem
ent,
le b
udge
t, le
s H
R,
lang
ues,
IT, e
tc.)
orga
nisé
es p
ar la
DG
PER
S, D
G F
INS,
etc
.
Des
form
atio
ns in
tern
es p
erso
nnal
isée
s so
nt o
rgan
isée
s lo
rsqu
e ce
las'
avèr
e né
cess
aire
(ex.
nou
veau
x ar
rivés
).
La m
obilit
é in
tra-D
G e
st e
ncou
ragé
e, s
oit s
ur d
eman
de p
erso
nnel
le,
soit
pour
des
bes
oins
des
ser
vice
s, s
oit s
uite
à l'
exer
cice
de
fonc
tions
sens
ible
s qu
i a e
u lie
u an
nuel
lem
ent a
u se
in d
e la
DG
PR
ES.
4Év
alua
tion
et d
ével
oppe
men
t du
pers
onne
lU
ne
des
reco
m-
man
datio
ns fa
ites
par l
e D
irect
eur g
énér
al a
ux n
otat
eurs
, pre
mie
rs e
tfin
aux,
déj
à lo
rs d
e la
con
voca
tion
du C
ollè
ge d
es n
otat
eurs
, est
cel
lede
don
ner l
a po
ssib
ilité
au p
erso
nnel
de
s’en
trete
nir a
vec
le n
otat
eur,
non
seul
emen
t dan
s le
cad
re d
e la
pro
cédu
re fo
rmel
le. U
ne b
onne
par
-tie
des
ent
ités
de la
DG
tien
nent
ain
si d
es e
ntre
tiens
inte
rméd
iaire
s.
En o
utre
, le
pers
onne
l, à
parti
r de
la d
éfin
ition
de
ses
obje
ctifs
ann
uels
jusq
u’à
la d
iscu
ssio
n de
son
rapp
ort d
e no
tatio
n, e
st ré
guliè
rem
ent i
n-vi
té à
dis
cute
r de
ses
avan
cem
ents
ave
c sa
hié
rarc
hie.
Cet
te n
orm
e es
t bie
n re
spec
tée
aupr
ès d
e to
us le
s se
rvic
es d
e la
DG
.
Annu
al a
ctiv
ity re
port
201
8D
GPR
ES, E
urop
ean
Parli
amen
t31
ANN
EXES
La p
artic
ipat
ion
du p
erso
nnel
de
la D
G à
tou
t typ
e de
for
mat
ion
est
enco
urag
ée to
ut c
omm
e le
dév
elop
pem
ent p
rofe
ssio
nnel
et p
erso
nnel
.
5O
bjec
tifs
et in
dica
teur
s de
per
form
ance
Le
Dire
cteu
r gé
-né
ral p
rése
nte
les
obje
ctifs
de
chaq
ue e
xerc
ice
lors
de
l'Ass
embl
éegé
néra
le d
e la
DG
, en
déce
mbr
e de
l'an
née
N-1
, les
env
oie
aux
dire
c-tio
ns d
e la
DG
et d
eman
de a
ux d
irect
eurs
et c
hefs
d'u
nité
de
les
décl
i-ne
r à
leur
niv
eau.
En
outre
, pen
dant
la r
éuni
on d
u C
ollè
ge d
e no
ta-
teur
s, le
Dire
cteu
r gén
éral
rapp
elle
aux
not
ateu
rs l'
oblig
atio
n de
réun
irle
urs
noté
s po
ur p
rése
nter
les
obje
ctifs
ava
nt d
'ent
amer
la p
rocé
dure
de n
otat
ion.
La
DG
a é
tabl
i, te
l que
dem
andé
par
le S
G, s
on «
Lea
dIn
dica
tor »
et l
’a c
omm
uniq
ué à
l’en
sem
ble
de la
DG
.
Bon
nom
bre
d’un
ités
de la
DG
ont
éta
bli d
es K
ey P
erfo
rman
ce In
dica
-to
rs e
t les
met
tent
à jo
ur ré
guliè
rem
ent.
La D
G P
RES
con
tinue
à e
ffect
uer l
’ana
lyse
des
KR
I (Ke
y R
esul
t Ind
i-ca
tors
) en
rela
tion
avec
les
obje
ctifs
de
la D
G e
t a fi
xé d
es o
utils
pou
rle
s m
esur
er.
6Pr
oces
sus
de g
estio
n de
s ris
ques
La D
G r
édig
e un
« R
e-gi
stre
ann
uel d
es ri
sque
s »
indi
quan
t le
risqu
e, s
a na
ture
, son
niv
eau
et le
pla
n d’
actio
n po
ur le
trai
ter e
n re
latio
n av
ec le
s ob
ject
ifs g
énér
aux
de la
DG
. Ce
regi
stre
est
évo
lutif
d'u
ne m
aniè
re p
erm
anen
te, e
n so
rtede
maî
trise
r les
diff
éren
ts ri
sque
s as
soci
és a
ux a
ctiv
ités
de la
DG
et d
ele
s ré
duire
au
min
imum
pos
sibl
e.
Le ta
blea
u ré
visé
a é
té é
tabl
i et e
nvoy
é au
Ris
k M
anag
er fi
n ja
nvie
r20
18. À
sa
dem
ande
un
tabl
eau
de ri
sque
s de
frau
de e
t un
autre
sur
les
risqu
es d
’un
des
proj
ets
incl
us d
ans
le P
PP o
nt é
té é
tabl
is e
t en-
voyé
s en
mêm
e te
mps
. Ce
tabl
eau
fera
l’ob
jet d
’une
mis
e à
jour
lors
du p
rem
ier t
rimes
tre 2
019.
7St
ruct
ure
opér
atio
nnel
leAu
plu
s ta
rd a
u dé
but d
e ch
aque
N e
xerc
ice
la li
ste
des
ordo
nnat
eurs
dél
égué
s et
sub
délé
gués
est
pré
-pa
rée,
env
oyée
aux
ser
vice
s de
l’In
stitu
tion
resp
onsa
bles
du
suiv
i du
dom
aine
d’a
ctiv
ité a
insi
qu’
aux
serv
ices
de
la D
G. D
e la
mêm
e m
aniè
reso
nt p
répa
rés
et c
omm
uniq
ués
le ta
blea
u de
s ac
teur
s fin
anci
ers,
les
habi
litat
ions
des
age
nts
finan
cier
s et
les
perm
issi
ons
pour
les
diffé
rent
ssy
stèm
es d
e ge
stio
n fin
anci
ère.
Ces
doc
umen
ts s
ont a
dapt
és e
t mis
à jo
ur e
n co
urs
d’an
née,
cha
que
fois
que
cel
a s’
avèr
e né
cess
aire
8Pr
oces
sus
et p
rocé
dure
sLe
s pr
océd
ures
util
isée
s da
ns la
DG
pou
r la
mis
e en
œuv
re d
e se
s ac
tivité
s fo
nt l’
obje
t d’u
ne d
ocum
en-
tatio
n ap
prop
riée
aux
diffé
rent
s do
mai
nes
d’ac
tivité
et p
ar d
irect
ion,
en
étro
ite c
olla
bora
tion
avec
l'un
ité R
esso
urce
s en
cha
rge
de la
ges
tion
du b
udge
t de
la D
G.
Les
disp
ositi
ons
qui v
isen
t à g
aran
tir le
con
trôle
et l
e tra
item
ent d
e ca
ssp
écifi
ques
liés
à l’e
xécu
tion
budg
étai
re s
ont c
entra
lisée
s au
niv
eau
del'u
nité
Res
sour
ces.
Le c
ircui
t fin
anci
er d
e la
DG
est
ass
uré
par l
'uni
té R
esso
urce
s da
ns le
resp
ect d
u ch
apitr
e 3
du R
ègle
men
t fin
anci
er.
Lors
de
l'éla
bora
tion
du p
rem
ier r
appo
rt an
nuel
d'a
ctiv
ités,
l'un
ité R
es-
sour
ces
cons
olid
e la
pro
gram
mat
ion
des
appe
ls d
'offr
es p
our l
'exe
rcic
e
ANNEXES
et fait le suivi tout au long de l'année en assurant en même temps lagestion de ces procédures. La mise à jour de cette programmation estpermanente si nécessaire et, en tout cas, elle est consolidée à chaquerapport d'activité intermédiaire. L'unité Ressources effectue égalementun suivi rapproché de la consommation des contrats et contrats-cadreet de l'exécution des crédits y compris les recettes affectées.
9 Supervision par le management
L'unité Ressources dispose d'une série d'instruments de contrôle et desuivi afin d’assurer que toutes les procédures définies pour les activitésfinancières, opérationnelles et administratives soient respectées ou deréagir et corriger rapidement tout éventuel dysfonctionnement.
10 Continuité des opérations
Le principe que chaque direction adopte est celui de confier des tâchescomplémentaires, de back-up, à 2 membres de son personnel au mi-nimum, afin d’assurer la continuité du travail pendant les absences del’un ou de l’autre.
En outre, chaque direction est dotée d’un disque commun censé re-grouper les travaux menés par les services qui peuvent être consultéspar le personnel concerné qui y a accès.
La DG PRES a consolidé son Business Continuity Plan (BCP) et il aété communiqué au Business Manager comme contribution au BCPgénéral du PE. De la même manière, notre DG a finalisé son BIA (Bu-siness Impact Analyse) et a identifié les opérations essentielles et les
agents responsables dans le cas d’une situation en Business Conti-nuity Mode.
Le Incident Management Scheme et le Communication IncidentScheme sont en phase finale d’approbation et ils ont été déjà commu-niqués officieusement au Business Manager du PE
11 Gestion des documents L’enregistrement, organisation, sécuritéet protection des données personnelles se font en plein respect decette norme au sein de chaque service de la DG. L'archivage est ef-fectué pour la presque totalité des documents sur support papier et parvoie électronique.
La DG PRES dirige le ERMS/Steering Commitee et participe augroupe GIDOC en charge de préparer le PE à la mise en œuvre dunouveau Plan de Classement adopté par le Bureau.
L'unité Ressources tient à jour les archives financières de la DG tantsur support physique qu’électronique.
La DG commence la mise en œuvre du plan de classement approuvépar le PE. De la même manière, ce plan de classement est une desclés de voûte du nouveau projet de gestion de documents, ElectronicRecords Management System, dont la DG PRES est le chef de file etordonnateur principal.
12 Information et communication La page intranet de la DG(PRESnet) est l'outil clé de communication interne de la DG. Elle con-tient les informations nécessaires pour la gestion des activités de laDG et tout le staff est encouragé à s'y informer et à y verser toutes les
Annual activity report 2018DG PRES, European Parliament 32
Annu
al a
ctiv
ity re
port
201
8D
GPR
ES, E
urop
ean
Parli
amen
t33
ANN
EXES
info
rmat
ions
qui
s'a
vère
raie
nt u
tiles
pou
r d'
autre
s co
llègu
es o
u po
url'e
nsem
ble
de la
DG
. La
diffu
sion
des
info
rmat
ions
est
éga
lem
ent e
f-fe
ctué
e au
moy
en d
’e-m
ails
à l’
ense
mbl
e du
per
sonn
el. C
erta
ins
ser-
vice
s ut
ilisen
t éga
lem
ent d
es e
spac
es c
omm
e C
onflu
ence
ou
Shar
e-Po
int.
13In
form
atio
n co
mpt
able
et f
inan
cièr
eLe
s in
form
atio
ns n
éces
-sa
ires
à un
e ge
stio
n ef
ficac
e de
la D
Get
des
ser
vice
s on
t été
iden
ti-fié
es e
t fon
t par
tie in
tégr
ante
du
RAA
.
La to
talit
é de
s in
form
atio
ns b
udgé
taire
s et
fina
nciè
res
est t
rans
mis
espé
riodi
quem
ent à
la D
G F
INS
et e
lles
sont
dis
poni
bles
dan
s le
s sy
s-tè
mes
de
gest
ion
(Fin
ord,
Web
cont
ract
s). A
ucun
e ex
cept
ion
n’es
t à s
i-gn
aler
.
14Év
alua
tion
des
activ
ités
Out
re
les
Rap
ports
d’
activ
ités
pério
-di
ques
à tr
ansm
ettre
à la
DG
FIN
S, la
DG
PR
ES m
ène
un s
uivi
ex-
haus
tif d
es a
ctiv
ités
de l'
ense
mbl
e de
s se
cteu
rs d
e la
DG
par
tro
ism
oyen
s pr
inci
paux
: R
appo
rts p
ério
diqu
es o
ffici
els,
rap
ports
ad-
hoc,
syst
èmes
info
rmat
ique
s de
ges
tion
et b
ases
de
donn
ées
prop
res
à la
DG
. Par
exe
mpl
e, p
lusi
eurs
uni
tés
font
un
rapp
ort t
rimes
triel
de
leur
s
activ
ités
qui e
st c
omm
uniq
ué à
l’en
sem
ble
de la
hié
rarc
hie
de la
DG
.C
erta
ines
ent
ités,
et
pour
cer
tain
es q
uest
ions
, on
t ré
alis
é de
s so
n-da
ges
inte
rnes
afin
d’é
valu
er le
s m
esur
es p
rises
pou
r de
s po
litiq
ues
appl
iqué
es.
15Év
alua
tion
des
syst
èmes
de
cont
rôle
inte
rne
L'un
ité
Res
-so
urce
s m
ène
en c
ontin
u un
e év
alua
tion
des
syst
èmes
de
cont
rôle
et
d'an
alys
e de
s ci
rcui
ts e
t des
stru
ctur
es m
ises
en
plac
e ta
nt d
ans
son
sein
que
dan
s le
s un
ités
opér
atio
nnel
les
en c
harg
e de
l'ex
écut
ion
dubu
dget
(y in
clus
es le
s re
cette
s af
fect
ées)
de
la D
G d
ans
les
dom
aine
sde
l'ex
écut
ion
budg
étai
re, d
e la
pas
satio
n de
s m
arch
és, d
u su
ivi d
esbo
ns d
e co
mm
ande
(éva
luat
ion
des
beso
ins,
circ
uits
et p
rocé
dure
s in
-te
rnes
), m
ise
à jo
ur d
u ta
blea
u de
s ac
teur
s fin
anci
ers,
vér
ifica
tion
des
perm
issi
ons
dans
les
syst
èmes
de
gest
ion,
sub
délé
gatio
n de
s or
don-
nate
urs
com
péte
nts)
, et
des
form
atio
ns lo
rsqu
e ce
la s
'avè
re n
éces
-sa
ire. L
a no
min
atio
n de
l’Int
erna
l Con
trol C
oord
inat
orre
nfor
cera
l’év
a-lu
atio
n pe
rman
ente
des
sys
tèm
es d
e co
ntrô
le in
tern
e.
16R
appo
rts d
’Aud
itLa
DG
PR
ES n
’a p
as fa
it l’o
bjet
d’a
ucun
aud
itin
tern
e ou
ext
erne
ou
cour
sde
201
8 et
auc
une
actio
n da
ns c
e se
nsn’
est o
uver
te.
Annu
al a
ctiv
ity re
port
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urop
ean
Parli
amen
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ANN
EXES
SELF
-ASS
ESSM
ENT
SUM
MAR
Y TA
BLE
N° N
OR
ME
ACH
EVEE
PRES
QUE
EN P
ARTI
ED
EMAR
REE
A D
EMAR
RER
Secti
on 1:
miss
ion et
valeu
rs
1. Mi
ssion
Ache
vée
2. Va
leurs
éthiqu
es et
orga
nisati
onne
lles
Ache
vée
Secti
on 2:
Res
sour
ces h
umain
es
3. Af
fectat
ion du
perso
nnel
et mo
bilité
Pres
que
4. Év
aluati
on et
déve
loppe
ment
du pe
rsonn
elAc
hevé
e
Secti
on 3:
Pro
cess
us de
planif
icatio
n et g
estio
n des
risqu
es
5. Ob
jectifs
et in
dicate
urs d
e per
forma
nce
Ache
vée
6. Pr
oces
sus d
e ges
tion d
es ris
ques
Ache
vée
Secti
on 4:
Opé
ratio
ns et
acti
vités
de c
ontrô
le
7. St
ructu
re op
érati
onne
lleAc
hevé
e
8. Pr
oces
sus e
t pro
cédu
res
Ache
vée
9. Su
pervi
sion p
ar le
man
agem
ent
Ache
vée
Annu
al a
ctiv
ity re
port
201
8D
GPR
ES, E
urop
ean
Parli
amen
t35
ANN
EXES
N° N
OR
ME
ACH
EVEE
PRES
QUE
EN P
ARTI
ED
EMAR
REE
A D
EMAR
RER
10. C
ontin
uité d
es op
érati
ons
Pres
que
11. G
estio
n des
docu
ments
Pres
que
Secti
on 5:
Infor
matio
n et r
epor
ting f
inanc
ier
12. In
forma
tion e
t com
munic
ation
Ache
vée
13. In
forma
tion c
ompta
ble et
finan
cière
Ache
vée
Secti
on 6:
Éva
luatio
n et a
udit
14. É
valua
tion d
es a
ctivit
ésAc
hevé
e
15. É
valua
tion d
es sy
stème
s de d
u con
trôle
inter
neAc
hevé
e
16. R
appo
rts d’
audit
N/A
Annual activity report 2018DG PRES, European Parliament 36
ANNEXES
COMMENTS ON THE OUTCOME OF THE ANNUAL SELF- ASSESSMENT OF MICSPERFORMANCE
1. Normes évaluées achevées.
Bon nombre des NMCI, même si marqués comme achevés, de par sa propre na-ture sont à caractère évolutif et d'actualisation permanente (NMCI 2, 4, 5, 8, 9,12, 13, 14 et 15).
En ce qui concerne le NMCI 6, le tableau de risques de la DG PRES a été modifiépour l’année 2018 et sera révisée le premier trimestre 2019 en conformité avecles objectifs généraux de la DG et présenté au nouveau Risk Manager mais touteévolution de ce tableau lui sera communiquée ultérieurement. Un tableau sur lerisque de fraude et un autre sur les risques éventuels d’un des projets du PPPont également été établis et communiqués au Risk Manager du PE.
La DG PRES a conclu son Business Continuity Plan (NMCI 10) et a fait preuvede sa flexibilité et capacité de réponse lors de l’incident informatique de la findu mois d’octobre pour assurer la continuité des opérations de la plénière enétroite collaboration avec la DG ITEC et le EP Business Continuity Manager.
2. Normes évaluées presque achevées - éléments à compléter
NMCI 3 L’exercice de mobilité du staff est en cours mais la DG PRES n’a pasun nombre élevé d’agents statutaires AD/AST affectés par cet exercice.
NMCI 10 La DG PRES a consolidé son Business Continuity Plan (BCP) et il aété communiqué au EP Business Continuity Manager comme contribution auBCP général du PE. De la même manière, notre DG a finalisé son BIA (BusinessImpact Analyse) et a identifié les opérations essentielles et les agents respon-sables dans le cas d’une situation en Business Continuity Mode.
Le Incident Management Scheme et le Communication Incident Scheme sont enphase finale d’approbation et ils ont été déjà communiqués officieusement auEP Business Continuity Manager. Il manque uniquement l’adoption formelle deces documents par le Secrétaire General Adjoint et Directeur General DG PRES.
NMCI 11 La DG PRES travaille dans l’adaptation de ses archives et documentsau nouveau Plan de Classement adopté par le Bureau. Cet exercice sera finiavant la fin du premier semestre 2019. Par ailleurs la DG PRES dirige le
Annual activity report 2018DG PRES, European Parliament 37
ANNEXES
ERMS/Steering Committee, étroitement lié à la mise en oeuvre de ce Plan deClassement via la nouvelle application acquise par le PE suite à l’appel d’offresEP/DGPRES/ERMS/2017/021.
3. Normes évaluées partielles ou démarrées - points faibles et pratiques
NA
4. Normes évaluées à démarrer ou non applicables.
NMCI 16
N/A La DG PRES n’a pas fait l’objet d’aucun audit interne ou externe ou coursde 2018 et aucune action dans ce sens n’est ouverte.
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