Secretariat-General Management Plan 2015 · Secretariat General is in charge of guiding the DGs in developing meaningful performance indicators through the elaboration of standing

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EUROPEAN COMMISSION Secretariat-General

Secretariat-General Management Plan

2015

Final

Ref. Ares(2015)1683309 - 21/04/2015

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TABLE OF CONTENTS PART 1. Mission statement .......................................................................................................................... 3 PART 2. This year's challenges.................................................................................................................... 4 PART 3. Specific objectives for operational activities................................................................................... 7

1. Activity "Coordination within the Commission" ...................................................................................................7 A. Strategic planning and programming............................................................................................................8 C. Political analysis and policy advice .............................................................................................................13 D. Corporate IT governance ................................................................................................................................14 E. Ethics in the Commission................................................................................................................................16

2. Activity "Co-ordination and relations with the other institutions" ................................................................19 3. Activity " Better regulation and institutional development" ...........................................................................22

A. Better regulation .................................................................................................................................................22 B. Institutional development.................................................................................................................................25

4. Activity "Relations with civil society, openness and information"...............................................................26 5. Activity " Logistical support for the Commission and protocol "..................................................................28

A. Decision-making process, procedures and IT tools ..............................................................................28 B. Business continuity............................................................................................................................................32 C. Document management and archives .......................................................................................................35 D. Data protection....................................................................................................................................................37 E. Protocol..................................................................................................................................................................39

PART 4. Specific objectives for horizontal activities................................................................................... 41 1. Activities "Policy strategy and coordination for the Secretariat-General " and "Management of the Secretariat-General" ........................................................................................................................................................41

Annex 3. Prioritised internal control standards for effective management ................................................. 54 Annex 4. Planning of studies (evaluations and other studies).................................................................... 55 Annex 5. Communication strategy.............................................................................................................. 56

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PART 1. Mission statement The Secretariat-General is one of the central services of the European Commission, facilitating

its smooth and effective functioning and providing strategic direction.

It is the President's service, at the service of the President, the College and the Commission

services. It manages the collegial decision-making process and ensures the alignment of EU

policies with the political priorities of the Commission. In agreement with the President, the SG

provides support to the Vice-Presidents in the performance of their role.

In particular, the Secretariat-General:

• defines the Commission's strategic objectives and priorities and shapes cross-cutting

policies;

• coordinates, facilitates, advises and arbitrates, so as to ensure the coherence, quality

and delivery of policy, legislation and operations across policy areas and Commission

departments;

• facilitates the smooth running of the Commission through planning and programming

and operation of an efficient and modern registry;

• acts as the Commission's interface with the other European institutions, national

parliaments and non-governmental organisations and entities;

• fosters the Commission's institutional competences and the development of a service-

oriented, modern, transparent and responsible European administration which works to

the highest standards of ethics and integrity.

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PART 2. This year's challenges Following the entry into office of the new college of Commissioners on 1 November 2014, the

role of the Secretariat General has been enhanced, bringing new tasks and responsibilities. The

Secretariat General will play a stronger role of coordination and support to the President of the

Commission, the Vice-Presidents and the college as a whole. Under the newly adopted working

methods of the Commission, the Secretariat General will provide important support to the Vice

Presidents as they steer and coordinate work across the Commission in the key areas of the

Political Guidelines.

The continued, smooth and timely functioning of the Commission's decision-making procedures

will be an ongoing task.

The Secretariat General will continue to steer the Commission's contribution to legislative and

policy work through the Council, the European Parliament, the Committee of the Regions, the

European Economic and Social Committee and the national Parliaments, and with the

European External Action Service. The Secretariat General will invest further in improving the

quality of the Commission 's legislative proposals and the quality of transposition and

implementation by the Member States, steering the Commission’s work on the “Regulatory

Fitness and Performance Programme” (REFIT) and ensuring that thorough impact assessments

underpin the Commission's activities.

The Secretariat General will be attentive to ensuring that the Framework Agreement with the

European Parliament is fully implemented, in line with the commitments made by Vice-President

Timmermans in areas such as programming, delegated and implementing powers and

responses to EP resolutions and requests.

The Secretariat General's crosscutting political role will be reinforced in order to respond to the

challenges set out by the President. The recent review of the Europe 2020 strategy will be

followed up with proposals for the further development of the strategy in early 2015. The

implementation of the European semester will be strengthened to ensure that it provides the

necessary incentives to Member States, in line with President Juncker's focus on structural

reforms, fiscal credibility and investment.

The Secretariat General will work closely with other Commission services to ensure that the

Commission's human, financial and IT resources are used to maximum effect and efficiency in

the priority areas, taking into account the overall reduction in staff numbers. The Secretariat

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General will continue to invest in improved inter-service coordination and collaborative working

mechanisms – on policy orientation, representation towards the other institutions, IT

governance, resources, strategic planning and programming. In this respect, the transition in

early 2015 to the new 'Decide' system to handle the Commission's decision-making process

also represents an important step forward in the service that the Secretariat General provides to

colleagues in the rest of the Commission.

The entry into office of the Juncker Commission, the adoption of new structures across the

Commission and the implementation of new working methods poses challenges to the

Secretariat-General, notably in terms of support to the Vice-Presidents of the Commission. The

allocation of human resources for 2015 therefore significantly strengthens the Secretariat-

General's capacity to deliver on its policy objectives and ensure the implementation of the

President's political guidelines. An early challenge in 2015 will be to recruit new staff with the

right profiles and to integrate them quickly into their new roles.

Catherine Day

Secretary General

***

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Key performance indicators for the SG

• Implementation rate of CWP for Annex I initiatives planned for 2015

• Degree of follow up by Member States of 2014/2015 country-specific recommendations

• Level of integration of workflows and systems linked to the decision-making process in Decide

• Rate of impact assessments that receive negative opinions issued by the Impact Assessment Board

• Number of registered exception notes and non-compliance events (internal control)

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PART 3. Specific objectives for operational activities 1. Activity "Coordination within the Commission" The SG's major role is to support the President and the Commission by:

Providing strategic impetus and leading the planning

process with a view to translating the political

guidelines of the President into concrete actions

= Strategic planning and programming

Supporting the Vice-Presidents in their task to steer

and coordinate work across the Commission in the key

areas of the Political Guidelines

= Supporting the Vice-Presidents

Coordinating and steering the work of the other

Commission departments and strengthening inter-

service cooperation

= Coordination of policies

Assisting the President and the College by providing

political analysis and policy advice

= Political analysis and policy advice

Protecting the reputation of the institution by ensuring

that the Commission complies with the highest ethical

standards of service

= Ethics in the Commission

Overseeing the streamlining and the harmonisation of

business processes and steering the work on the

Commission's corporate IT strategy

= IT governance

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A. Strategic planning and programming

The Commission's work is built around a set of political priorities, first established in the political

guidelines of the Commission President and expressed in the Commission's Work Programme

(CWP). These political priorities are also reflected in the proposal for the annual EU budget.

In this context, the SG is responsible for:

coordinating the preparation and adoption of the CWP incl. through thematic meetings

of Vice-Presidents and Commissioners and monitoring progress on its achievement;

overseeing the alignment of the strategic planning of Commission services with the

political priorities of the Commission and monitoring progress in delivering on

commitments;

managing the Activity-Based Management/ Strategic Planning and Programming (ABM-

SPP) process so that Commission DGs correctly identify priorities, objectives and

indicators and are able to deliver on the commitments taken by the Commission;

encouraging measures necessary to enhance sound financial management by all

Commission departments and to address identified weaknesses;

in a context of limited resources, foster a culture of performance driven management

ensuring that the organisation of services and the allocation of human resources is

conducive to the effective delivery of the EU's policy priorities;

contributing to the management of Commission staff in delegations through its

participation in COMDEL and EUDEL committees;

ABB activity: 25 AWBL-02 Coordination within the Commission Financial resources

(€) in commitment appropriations Human resources

Operational

expenditure

Administrative

expenditure

(managed by

the service)

Total Establishment plan

posts

Estimates of

external personnel

(in FTEs)

Total

3.691.000 3.691.000 144 21 165

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Specific objective 1: The annual Commission Work Programme is aligned with the President's political priorities and the inter-institutional framework for programming is developed.

⌧ Non programme-based

The CWP translates the political guidelines of the Commission into legislative and non-legislative

priorities. The CWP is adopted by the College in the autumn, taking into consideration also the

views expressed by the other institutions. While the SG steers and coordinates the preparation of

the CWP and the inter-institutional dialogue on future priorities, the main responsibility for

delivering the CWP items remains with the DGs. A full implementation of new CWP items

(100%), which per definition need to be in line with and reflect political guidelines, would reflect

the Commission's ability to deliver effectively on its commitment to a new start for Europe and to

an Agenda for Jobs, Growth, Fairness and Democratic Change. However, delivery could always

be affected by changing political priorities (i.e. in response to circumstances or the need to take

into account the views of the EP and the Council; in cases where the application of smart

regulation tools (e.g. stakeholder consultations, impact assessments etc.) requires adjustments

to the preparatory process of the new initiative etc.).

Result indicator: Implementation rate of CWP Annex I initiatives (i.e. new initiatives for 2015) The CWP 2015 is the first step in the realisation of the priorities set out in the guidelines. The

translation of the guidelines into the CWP (and the subsequent realisation of the CWP)

therefore indicates the effectiveness of the link between the objectives and the first stage of

delivery. (Source: SG)

Baseline (2010)

71%

Latest known result (2014)

72%

Target (2015)

100%

The target is implicit in the political commitment the Commission takes to deliver the priorities set in a given

year Main outputs in 2015

Description Indicator Target A focused 2015 CWP aligned with

political priorities

Completion End 2015

Responsible entity: Directorate C

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Specific objective 2: Pursue the implementation of a performance management framework and allocation of adequate resources in all Commission services in order to deliver efficiently on the political priorities of the Commission.


The College has instructed the central services to develop a performance culture based on the

existing tools of the Strategic Planning and Programming. The Secretariat General should

identify best practises and provide steering to the DGs so that their SPP documents set

performance targets and allow for ex-post performance reporting.

Result indicator: % of general objectives in the Management Plans of services that are monitored by an impact indicator General objectives are long-term goals set at the level of EU policy, expressed in terms of

ultimate impact on the economy or society as a whole. Each general objective should be

accompanied by at least one impact indicator to measure long-term changes in the EU or

global society that are, at least partly, expected to be attributable to the DG's interventions. The

Secretariat General is in charge of guiding the DGs in developing meaningful performance

indicators through the elaboration of standing instructions, dedicated workshops and trainings,

comments on draft MPs and steering the peer-review process. The systematic use of impact

indicators in the MPs shows that the DGs are committed to implement a strong performance

framework and helps to demonstrate the added-value of EU intervention. (Source: SG)

Baseline (MP 2014)

78%

Latest known result (MP 2014)

78%

Target (end 2016)

90%

target was agreed with regards to the DGs’ efforts to comply with the

performance framework requirements in the past years

Main outputs in 2015

Description Indicator Target Revision of standing instructions for

the preparation of the management

plans and the management of

cross-cutting risks

Completion September 2015

Synthesis Report of management

achievements

Completion June 2015

Revision of guidelines on the Completion October 2015

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preparation of 2014 Annual Activity

Reports

Responsible entity: Directorate B

B. Coordination of policies The Commission bases its policy and legislative proposals and its decisions on sound internal

preparation. The need for coordination has increased in recent years as a result of increased

decentralisation of responsibilities and the interdependence and multidisciplinary nature of many

EU policies.

In this regard the role of the SG is to:

steer the Europe 2020 strategy for smart, sustainable and inclusive growth;

foster inter-service co-operation;

shape and develop cross-cutting policies;

facilitate co-operation between Commission services and the EEAS;

coordinate the services' involvement in the G8/G20 preparatory process.

In 2015, SG will continue to monitor and assess the progress of each Member State towards

meeting their Europe 2020 national targets through staff working documents underpinning the

country specific recommendations. Based on the current situation, more ambitious

commitments will be required to reach the global EU targets. SG will also continue to monitor

progress in the delivery by DGs of all initiatives necessary to complete delivery of the seven EU

flagship initiatives. The initiatives were adopted in 2011-2012 to provide the framework for future

actions and have now largely been completed.

Implementation by Member States of the country specific recommendations will be closely

monitored within the European Semester exercise. SG will carry out a stocktaking and a public

consultation on the Europe 2020 strategy to underpin the review of the strategy by the new

Commission in 2015. SG will continue to join up policy making in cross-cutting policy areas,

such as on the 2030 framework for climate and energy. It will continue to steer the

Commission's role under the cooperation and verification mechanisms for Bulgaria and

Romania and will monitor the implementation of the programmes under the multiannual financial

framework.

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SG, jointly with the EEAS, provides the secretariat of the Commissioners' Group on External

Action chaired by the HRVP. SG contributes to increasing the degree of coherence between

Common Foreign and Security Policy (CFSP) policy initiatives and the Commission's external

action. The Commission is represented at COREPER, the Political and Security Committee

(PSC), as well as at preparatory Council working groups meetings. SG offers strong support to

the Commission's external action and ensures full functioning of SG/EEAS coordination

mechanisms.

Specific objective 3: Pursue growth enhancing reforms at both EU and national level by monitoring the implementation of the Europe 2020 strategy and providing guidance and support to Member States in their reform efforts.


The SG coordinates the Commission activities to deliver on the objective of growth enhancing

reforms at EU level, through the CWP. As regards the delivery at national level, the SG steers

and co-ordinates the European Semester process which is the main economic governance

delivery tool both for the implementation of the Europe 2020 strategy and for guidance and

support to Member States' reform efforts. At EU level, delivery could always be affected by

changing political priorities in response to circumstances or the need to take into account the

views of the EP and the Council. At national level, delivery crucially depends on national

commitment and ownership as enforcement mechanisms by the EU level are limited. The mid-

term review of the Europe 2020 Strategy, the process of streamlining of the European Semester

(launched by the 2015 Annual Growth Survey) and further initiatives in the context of EMU

deepening might improve the ownership and commitment to implementation at national level.

Also, the quality of the Commission's country specific recommendations and their

"implementability" also play a role.

Result indicator: Degree of follow up by Member States of 2014/2015 country-specific recommendations

To monitor progress on Member States' reform efforts, on a yearly basis, this indicator

measures percentage of recommendations that are given at least some follow up.

(Source: SG)

Baseline (2013)

n/a

Latest known result (2012&2013 CSRs, as

assessed in the 2014 SWDs)

4 CSRs (1%) in the 'fully

Target (end 2015)

Improved take up of CSRs

13

implemented' qualitative

category

24 CSRs (9%) in the

'substantial progress'

qualitative category

136 CSRs (49%) in the 'some

progress' qualitative category

105 CSRs (38%) in the

'limited progress' qualitative

category

10 CSRs (3%) in the 'no

progress' qualitative category


Description Indicator Target

Commission's Annual Growth

Survey launching the European

Semester of policy coordination

Completion End 2015

Country specific recommendations Adoption by Council July 2015

Responsible entity: Directorates D and E

C. Political analysis and policy advice

The SG is the Commission’s department which directly supports the President and the College

with its policy agenda. Reliable, focused and timely political and policy information is therefore

crucial for promoting the Commission's institutional role and prerogatives.

In this context, the SG ensures that the President, Vice-Presidents, Commissioners, Cabinets

and SG senior management are adequately informed in good time on:

• meetings/ developments in the European Council, the Council of the European Union, the

European Parliament, the European Economic and Social Committee, the Committee of the

Regions and national Parliaments;

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• external relations, relations with the European External Action Service and external

representation, including G8/G20 and the external dimension of internal policies;

• developments in Member States, notably through meetings with representatives of individual

Member States and interaction with the Commission's Representations in the Member

States, in particular the European Semester Officers (ESOs).

This is done, inter alia, through concise, coherent, focused and result-oriented briefings for

meetings and events as well as through political analysis based on full use of internal and

external contacts, databases and networks.

Specific objective 4: The President and the Vice-Presidents are provided with high quality briefings as well as flash reports on major institutional and international issues.


The achievement of this specific objective will mainly depend on the services preparing them;

however, a number of factors beyond their control may also have an impact (availability and

reliability of information on the position of the different institutional actors, time available to

prepare the documents between different steps in a procedure, etc.)

Result indicator: Number of instances generating negative feedback from briefing users -and reasons for dissatisfaction- in relation to overall number of briefings/flashes. Dir. F produces a very large number of briefings and flash reports: instances where the user of

these documents goes back to the services having produced them with critical remarks is a

very relevant indicator to measure the quality of briefings and flash notes and to be able to

improve it.

Baseline (2011)

3 out of 276


n/a

Target (end 2015)

0

Responsible entities: Directorates B, D, E and F

D. Corporate IT governance Corporate IT governance activities include helping to steer the Commission's IT strategy and

overseeing the streamlining and harmonisation of underlying business processes. It concerns all

types of IT investments, in all DGs, offices and executive agencies, on all budget lines. It is an

important contributory factor to operational effectiveness and more efficient use of resources in

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the Commission. It is based on strong collaborative efforts and agreements undertaken taken by

the DG and offices, resulting in the increased sharing of common processes and core IT

services as well as the co-financing and joint development of new reusable solutions and

services.

Specific objective 5: Corporate IT investments and strategy are aligned with the business priorities of the Commission. Sharing or re-using on a corporate basis the IT services already in use help avoiding duplication of effort.


As this is a corporate activity, it is necessarily beyond SG's full control. However, due to the

collaborative nature at senior management levels and the high level of importance attached

(activities controlled by ABM+IT with the Secretary General in chair), the risk of external impacts

on achievements is low and does not require further qualification.

Result indicator: Number of IT corporate projects evaluated and approved by the IT Governance bodies

The indicators have been changed this year to better reflect the goals of rationalisation and

optimisation of business domains. It has become clear that the previous indicator for simply

measuring the number of information systems in operation is not relevant measure for the

maturing goals for better managing investments and their business relevance through the

domain-based approach. Recent analysis has demonstrated that business domain improvement

activities first go through a process of analysis and rationalisation followed by a second

improvement cycle where systems become more finely tuned (optimised) towards more

transversal (cross-cutting silos) business requirements. This is a critical decision factor in

approving IT projects.

(Source: Commission) Baseline (2011)

67 (project opinions)


99 (project opinions)

Milestone (end 2015)

110

10% increase according to

forecasts

Target (end 2020)

All IT initiatives reviewed



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New structures and strategies for

better IT investment in support

services and digital transformation

(Cloud, Mobile accessibility,

Centralisation of IT services)

Increase in proportion of IT spend

redirected toward new technologies

and innovation

10%

IT Governance initiatives launched The number of IT Governance

actions endorsed by ABM+IT

At least 5 new

initiatives, action

plans/year

Focussed development on

"flagship" corporate IT systems and

their inter-operability

Level of Maturity and Degree of

Integration of Corporate IT systems

Full maturity

Full interoperability

Responsible entities: Directorate B

E. Ethics in the Commission

In the context of ethics, the SG supports and fosters the full and coherent implementation of the

Code of Conduct for Commissioners by giving accurate and clear answers to requests

addressed by Commissioners and their Cabinets and/or by DG COMM and citizens. The SG is

also in charge of the annual update of the declarations of interests of the Commissioners.

The SG follows up the complaints procedure foreseen by the Commission's Code of Good

Administrative Behaviour, including the legal analysis of appeals to the Secretary General under

the Code, and the drafting of relevant answers after consultation of the Legal Service. The SG

manages the Commission's Code of good administrative behaviour mailbox and analyses the

departments' requests for participation in private-law organisations and amendments to the

existing participations.

The SG also manages mails and transmission of information in conformity with the

Memorandum of Understanding between the Commission and OLAF. It ensures effective

coordination of information about cases which require precautionary measures (in order to

protect the financial and reputational interests of the Union) by organising "Clearing House"

meetings with a view to monitor that information and/or allegations of fraud are treated

according to existing procedures, and to make sure responsible Commissioners and Directors-

General are kept up-to-date on those cases where the reputation and/or financial interests of

the institution are at stake.

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Specific objective 6: Foster the highest ethical standards of service in order to encourage ethical conduct and accountability, ensure high ethical standards and an anti-fraud culture at all levels in the Commission, including in the SG.


Commission staff has to observe the standards of good administrative behaviour set out in the

Code in its daily work (lawfulness, non-discrimination, and consistency). Citizens may lodge

complaints concerning a possible breach of the principles set out in this Code directly with the

Secretariat-General, which will forward it to the relevant department. Time limits have been fixed

for replies but are not always observed. The Secretariat General will continue to work for better

respect of deadlines across the Commission.

Citizens are also entitled to lodge complaints with the European Ombudsman.at any time (even

before the normal procedure of the code). Result indicator: Number of justified complaints to the European Ombudsman following the answers given by the SG to the appeals lodged within the Code of Good Administrative Behaviour. In the framework of the Code of good administrative behaviour, the Commission is committed

to answering enquiries in the most appropriate manner and as quickly as possible. In this

context the SG is always very attentive to respect the principles of the Code and the delays in

its relation with the public. The indicator is relevant because its shows the Commission's

commitment to meet citizen's expectations. (Source: SG)

Baseline (2013)

0


0

Target (end 2015)

0

The target is calculated on previous

year's results and shows the ambition

to keep the same level Main outputs in 2015


Implementation of SG anti-fraud

strategy

% of SG anti-fraud action plan

measures implemented according to

their set deadline

100%

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Adequate awareness raising

actions for the cabinets of the new

Commission in order to achieve full

and coherent implementation of the

Code of Conduct for

Commissioners

Completion End 2015

Adequate preparation of

Commission decisions on former

Commissioners' post mandate

activities

Completion End 2015

Update of list of FAQ on issues

related to ethical matters,

especially as concerns the

implementation of the Code of

Conduct for Commissioners.

Completion End 2015

Management and accurate

monitoring of the information

communicated to OLAF by the

Commission in the framework of

OLAF Regulations 883/2013 and

the Administrative Arrangements

between OLAF and the

Commission

Completion End 2015

Responsible entity: Directorates B, R

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2. Activity "Co-ordination and relations with the other institutions"

The Secretariat-General is responsible for relations between the Commission and other

European institutions and bodies. This activity involves:

Providing leadership within the Commission and taking all necessary steps to ensure

coherence in external representation and facilitate endorsement by the European

Parliament and the Council of Commission proposals;

Promoting and managing constructive and efficient working relations with the other EU

institutions, the advisory bodies (the European Economic and Social Committee (EESC),

the Committee of the Regions (CoR), the European Ombudsman), the specialised bodies

and the national Parliaments.

The Secretariat-General steers and coordinates the other Commission services in inter-

institutional relations, so as to ensure that the Commission plays coherently its prominent inter-

institutional role and to encourage enhanced cooperation between the EU institutions. The SG’s

position in inter-institutional contacts is pivotal – inter alia - through its role in coordinating the

work of the GRI-HEBDO-College procedure and by preparing the Commission’s participation in

the meetings of the European Council, the Council of Ministers, and COREPER, the European

Parliament, as well as ensuring proper follow-up.

The SG will continue to work with the EEAS, in particular the Corporate Board Secretariat, to

ensure the mutual understanding and the respect for Commission procedures where

appropriate.

In 2015, the Secretariat-General will continue to work to ensure the good functioning of working

relations between the newly elected Parliament and the new Commission. The SG will work on

the re-negotiations of the Better Law Making Interinstitutional Agreement with a view to find an

agreement with the other institutions by the end of 2015. Equally, the SG will help to coordinate

the implementation of the newly defined responsibility of Commission Vice-Presidents to

coordinate the representation of the Commission in the other EU- Institutions and bodies.

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Specific objective 7: The Commission's prerogatives and positions in inter-institutional negotiations are defended.


The achievement of this specific objective is very much dependent on the attitude adopted by the

other institutions in the context of the legislative or other inter-institutional procedures, something

which is largely beyond the Commission's control.

Result indicator: Number of proposals for which the initial Commission proposition is not followed by the co-legislators and therefore for which the Commission has to force unanimous agreement in the Council.

This indicator is relevant to the specific objective as it shows the number of instances where the

Commission did not agree with the compromise presented by the Presidency in the Council and

where the Commission has to use the instrument of forcing the unanimity of the Member States

against its own position.

(Source: SG)

Baseline (2014)

4


4

Target (end 2015)

≤ 5

The number of unanimous votes was exceptionally low in 2014 given the

legislative activity in a period of transition was reduced. The proposed figure maintains an adequate level of

ambition in a context of renewed legislative activism

ABB activity: 25 AWBL-03 Coordination and relations with the other institutions Financial resources


Operational

expenditure

Administrative

expenditure

(managed by

the service)


posts

Estimates of

external personnel

(in FTEs)

Total

56 8 64

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Promotion and defence of

Commission positions in

interinstitutional negotiations

Number of cases in which the

Commission has to force

unanimity in the Council in case it

wants to depart significantly from

the original proposal

5 in 2015

Defence of Commission positions

in interinstitutional negotiations

Number of Commission proposals

rejected by one of the co-

legislators

0 in 2015

Follow-up to EP Resolutions,

including Art. 225 resolutions.

Percentage of EP resolutions for

which proper follow-up was given

within the self-imposed deadline of

3 months

100% in 2015

Follow-up to national Parliaments

(NP) opinions

Percentage of NP opinions for

which proper follow-up was given

within the self-imposed deadline of

3 months

100% in 2015

Follow-up to national Parliaments

(NP) opinions

Number of reasoned opinions 50 in 2015

Responses to Parliamentary

questions that satisfy EP's

information needs

Number of follow-up questions by

the same MEP in relation to overall

number of questions replied to.

≤ 10% in 2015

GICE meetings and trainings on

external representation

Number of GICE meetings and

trainings on external

representation

4 GICE meetings per

year; 4 trainings on

external

representation

Responsible entities: Directorate D, E and F

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3. Activity " Better regulation and institutional development" This frontline activity of the SG entails:

Improving the effectiveness and efficiency of EU

legislation by ensuring the application of smart

regulation instruments throughout the entire policy

cycle

= Better regulation

Ensuring overall coherence and proper functioning of

the EU's institutional set-up, in accordance with Treaty

provisions

= Institutional development

A. Better regulation

The EU's smart regulation policy – which is a shared responsibility of the European institutions

and Member States – aims at simplifying and improving existing regulation, better designing

new regulation and reinforcing the respect and the effectiveness of existing rules, in line with the

EU subsidiarity and proportionality principles. Smart regulation focuses on the whole policy

cycle – from the design of a piece of legislation, to implementation, enforcement, evaluation and

revision. Implementation is done through the flagship programme REFIT (Regulatory Fitness

and Performance Programme).

SG action in this field has the following components:

Coordination and reporting on progress in the implementation of the Commission's

Regulatory Fitness and Performance Programme (REFIT) including the mapping and

screening of the regulatory acquis, the identification of actions to simplify and reduce

regulatory burden and the monitoring of results through a scoreboard, paying particular

attention to the SME dimension;

ABB activity: 25 AWBL-13 Better regulation and institutional development

Financial resources (€) in commitment appropriations

Human resources

Operational

expenditure Administrative

expenditure

(managed by

the service)


posts

Estimates of

external personnel

(in FTEs)

Total

71 6 77

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Ensuring the application of smart regulation tools in the Commission and promoting their

use at EU and Member State level, notably impact assessment, stakeholder consultation,

simplification, ex-post evaluation and fitness checks;

Achieving compliance with EU law through reinforced dialogue and co-operation with

Member States.

Specific objective 8: Regulatory policy and related tools are fully developed. Commission services apply Better Regulation instruments throughout the legislative cycle in order to improve the effectiveness and efficiency of EU regulation. The acquis is 'fit for purpose' delivering its benefits by least cost.


EU interventions are proposed by the Commission, following ex-post evaluation of the existing

acquis and impact assessment of options for future action. Both exercises are overseen by the

Secretariat General but carried out by the Directorates General responsible for the different EU

policy areas, who also have the lead responsibility for legislative proposals in their area of

responsibility. EU interventions are adopted by the EU legislator, implemented by the Commission

and Member States and enforced by the Commission. The results obtained depend on the

efficiency and effectiveness of all of these contributions combined.

Result indicator: Rate of impact assessments that receive negative opinions issued by the Impact Assessment Board

Impact Assessment (IA) is about providing best available evidence to inform the policy

preparation process and political decision-making, in support of better regulation. The rate of

IAs receiving negative opinions by the Commission's independent scrutiny body, the Impact

Assessment Board (IAB), reflects the quality of the IA work and the draft reports. The quality of

IAs is primarily dependent of the lead DGs' efforts, together with the Inter-service Group.

However, SG (C2) can support DGs' IA work through the IA Guidelines, which are currently

under revision, trainings and upstream advice. (Source: SG)

24

Baseline (2010)

41%

(2010 was the first full year of application of the 2009 IA

guidelines)


43%

Target (end 2015)

≤ 35%

The target would represent a close to 20% improvement across the

Commission as compared to the baseline, which is considered ambitious

but realisable

Result indicator: Number and percentage of REFIT actions (withdrawals, repeals, new and amending initiatives, fitness checks, evaluations) out of the total number of initiatives in the Commission Work Programme each year

The annual Commission Work Programme (CWP) contains the main initiatives that the

Commission plans to take in the coming year. The focus of Commission work on improving the

effectiveness and efficiency of EU regulation is reflected in the volume, range and quality of

REFIT initiatives taken by the Commission. REFIT initiatives are contained in Annex 2 to the

CWP.

(Source: SG)

Baseline (2014)

5 adopted out of 21 planned (24%)

(number of REFIT legislative initiatives entered into the

Commission's work programme)


5 adopted out of 21 planned (=24%)

(number of proposals adopted by the Commission

at the end of the year)

Target (end 2015)

40% of those planned in the 2015 CWP

40% constitutes an increase of 16% on a baseline of 24% which seems a

significant increase to target.



Communication on Better

Regulation including adoption of

evaluation, impact assessment and

stakeholder consultation guidelines

Completion November 2015

Communication on REFIT Completion June 2015

Article 318 TFEU report Completion June 2015

Revise the internal guidelines on

consultation of experts in the

preparation of delegated acts

Completion 2nd quarter 2015

25

Commission proposal for a revised

Inter-institutional Agreement on

Better Law-Making (IIA-BL)

Adoption by the Commission 2nd quarter 2015

Planned evaluations Evaluation of European Citizens' Initiative, due in Q1 2018 Evaluation of smart regulation tools, due in Q2 2021 Responsible entity: Directorate C

B. Institutional development

The Lisbon Treaty introduced important changes to the EU's architecture regarding the

decision-making process and the role of the EU institutions. The SG is at the core of work

implementing these provisions, while also remaining responsible for the other "classical"

institutional issues such as comitology, regulatory agencies, etc.

26

4. Activity "Relations with civil society, openness and information" The aim of this activity of the Secretariat-General is to:

actively coordinate measures strengthening a culture

of dialogue between the Commission and civil society

while also increasing the involvement of civil society in

policy making

= Relations with stakeholders

foster effective implementation of rules on openness

and access to documents throughout the Commission

and ensure access to Commission historical archives

by reinforcing inter-institutional and international

cooperation on archives

=

Access to Commission documents and archives

Specific objective 9: Foster transparency by effective implementation of rules on openness and access to documents throughout the Commission


Result indicator: Public consultation of the Register of Commission documents Reg Doc (number of visits)

RegDoc is an important tool for transparency as it complies with the legal obligation for the

Commission to create a register of its documents and to provide where possible direct access

to them (articles 11 and 12 of Regulation 1049/2001). Improvement of this website should result

in its increased consultation by the public.

(Source: SG)

ABB activity: 25 02 Relations with civil society, openness and information

Financial resources (€) in commitment appropriations

Human resources

Operational

expenditure

Administrative

expenditure

(managed by

the service)


posts

Estimates of

external personnel

(in FTEs)

Total

29 29

27

Baseline (2010)

173 270 visits

Latest known result (12 months November 2013-

October 2014)

243 887 visits

Target (end 2015)

+ 10% compared to 2014

Target is set to be slightly more ambitious than the value of the current positive trend (41% in 4 years, or 9%

per year) Main outputs in 2015


2014 Annual report on the

Transparency Register

Publication 1st quarter 2015

Successful roll-out of the new

version of the Register

Delivery January 2015

Corporate training courses on

lobbying organised

User satisfaction in Syslog 80% average in

2015

Improved working methods to

speed up the handling of

confirmatory applications (access

to documents).

Number of replies sent outside the

deadlines

Reduce by 50%

by end 2015

Annual Report on the application of

Regulation 1049/2001

Completion End 2015

Corporate training courses on

access to documents organised

User satisfaction in Syslog 80% average in

2015

Annual report and revised

interinstitutional agreement on the


Completion End 2015

Internal and external information

and awareness-raising on the


Completion End 2015

Planned evaluations Evaluation of the Transparency Register, due in Q4 2019


28

5. Activity " Logistical support for the Commission and protocol "

The Secretariat-General also provides efficient support to the work of the Commission (College

and services). To that effect, it will in particular:

Ensure that all stages of the Commission’s decision-

making process run smoothly and work continuously to

develop modern and effective decision-making

procedures and tools with a view to advancing towards

an e-Commission ("Decide" project)

= Commission decision-making procedures and tools

Ensure the continuity of operations in the event of

either disruptions affecting them or crises that require

action at EU level

= = Business continuity

Further improve document management and

modernise the system

= Document management and archives

Safeguard the rights of subjects whose personal data

need to be used by the Commission

= Data protection

Provide protocol assistance and advice for

Commission services

= Protocol

A. Decision-making process, procedures and IT tools The main function of the SG Directorate in charge of the Commission decision-making process

is to ensure the smooth and sound functioning of the decision-making procedures and IT tools,

in line with the new Commission organisation and working methods decided by the President.

ABB activity: 25 AWBL-12 Logistical support for the commission and protocol Financial resources


Operational

expenditure

Administrative

expenditure

(managed by

the service)


posts

Estimates of

external personnel

(in FTEs)

Total

110 17 127

29

This objective is carried out, notably, through the provision of the following services:

− advising and assisting Directorates-General and Cabinets on procedures and on the use

of the corresponding IT tools - at the beginning of 2015 special emphasis will still be

needed on Cabinets of new Commissioners in order to complete the start of the new

Commission;

− triggering the review, mainstreaming and modernisation of existing procedures and

processes in close cooperation with business services and other institutions and bodies;

− processing of files in due time according to legal and institutional requirements;

− fostering programming of procedures with Directorates-General and Cabinets;

− developing and implementing stand-by arrangements for Commissioners, Cabinets and

services.

In 2015, the Registry will continue to focus its efforts on rationalising processes and procedures,

streamlining IT systems, informing and providing high-quality assistance to users.

These main objectives will be pursued inter alia in the context of: (i) the first and the subsequent

deliveries of Decide, the integrated IT system for the rationalisation and handling of the

Commission's decision-making process, (ii) the continuous development of procedural guidance

(i.e. extension of the scope of GoPro and the procedural helpdesk, assistance on specific files,

etc.), (iii) the scrutiny and subsequent revision of existing empowerments and the corresponding

updating of the register of delegated powers in GoPro, and (iv) the modernisation of procedural

exchanges with external partners.

Closely linked to the arrival and entering into function of the new Commission, Directorate SG.A

will assist the new cabinets and will provide them with guidance/training/coaching on decision-

making process in general as well as on the specific systems necessary to ensure the continuity

of the Commission's operations under all circumstances. This concerns the practical functioning

of, on the one hand, the various decision-making procedures and their underlying IT tools and

of, on the other hand, the arrangements on "permanences", business continuity and handling of

classified information.

Specific objective 10: The Commission's decision-making is standardised, streamlined and modernised


Result indicator: Level of integration of workflows and systems linked to the decision-making process in Decide

Decide is the all-in-one system to handle the Commission decision-making process in the most

30

efficient way. The first release of Decide in February 2015 will offer a single entry point for all

the IT tools of the decision making process. This “portal” will, among other things, allow

Commission staff to easily monitor the files they are working on or are interested in. This first

iteration will include the integration of the three core system of the decision making process

(Agenda planning, CIS-Net and e-Greffe) and offer a revamped and integrated version of CIS-

Net.

2015 will also be dedicated to the further development of Decide based on the priorities to be

confirmed by the Steering Committee by the end of 2014.

(Source: SG) Baseline (2013)

"Dorsale décisionnelle" project

launched.

Adoption of vision document.

Milestone (end 2015)

See outputs section

Target (end 2017)

The following priority

workflows and systems are

integrated in Decide by end

2017 in order to facilitate

planning:

- Agenda Planning;

- CIS-Net;

- e-Greffe;

- corporate search; - i.e.

Parliamentary questions,

Ombudsman's inquiries,

National Parliaments'

opinions, petitions;

- better handling of

implementing and delegated

acts;

- infringements (link to

Thémis);

- extension to the inter-

institutional part.



Decide project (previously

known as "Dorsale

décisionnelle")

First release: integration

of Agenda planning, CIS-

Net and e-Greffe

Delivery Beginning 2015

31

Second release with

improved search

capability

Delivery May 2015

Third release with

enhancement of the

planning and decision

steps and the better

handling of delegated and

implementing acts.

Delivery End 2015 /

beginning 2016 (to

be confirmed)

Suppression of the paper transmission of:

• "lettres de saisine" to the other institutions;

• legislative proposals and delegated acts to all

other EU institutions except the Council

Delivery End 2015

Exclusive use of the e-Trustex platform for the

electronic transmission and communications with EU

institutions, National Parliaments and Permanent

Representations.

Delivery End 2015 / 2016

Robust, flexible and modernised adoption module of

Decide ( i.e. internal e-workflows, e-authentication).

Delivery End 2015/2016

Planned evaluations

Evaluation of DECIDE, due in Q1 2022

Responsible entity: Directorate A

32

Specific objective 11: Provide relevant and up-to-date information, as well as guidance, to all Commission users on Commission corporate procedures handled by the SG.


Result indicator: Rate of drafting of GoPro, the guide to procedures GoPro is the guide to the Commission's corporate procedures. In 2015 the focus will be on the

external relations chapters and the institutional chapters including information on the role and

functioning of the Commission (which is especially accurate in 2015 where a new College and

therefore new working methods or new other rules are in place). (Source: SG)

Baseline (beginning 2013)

0%

Latest known result

(end 2014)

56% (43 out of 76)

Milestone (2015)

65% (50 out of 76)

Target (end-2016)

100%



Chapters on external relations

and more chapters on

institutions

Chapters online End 2015

Consolidation, rationalisation

and update of intranet web

pages dedicated to information

on the decision-making process

Completion End 2015

Information sessions to

Commission staff on decision-

making procedures and related

tools (Decide and GoPro), in the

context of the release of Decide

Completion End 2015


B. Business continuity

Business Continuity Management (BCM) addresses preparation for major disruptions affecting

the Commission activities. The SG is responsible for steering the corporate process and for

implementing business continuity measures in the SG itself.

33

The Local Security Officer (LSO) assists the Secretary General in the discharge of her

responsibility for security issues by monitoring the correct implementation of the Commission's

internal security rules, as laid down in the Commission Decision 2001/844/EC and Security

Notice 5.

Crisis Management addresses natural and man-made catastrophes at EU or global level. The

SG oversees for the President the readiness of the relevant services and ensures proper

coordination through ARGUS in case of major multi-sectoral crises and threats.

Specific objective 12: The Commission faces unexpected events in an effective and coordinated manner, and is capable, in case of a major business interruption, to ensure critical and essential functions and to return to "business as usual" as quickly as possible


Business Continuity Management (BCM) addresses preparation for major disruptions that could

affect the Commission operations. The SG is responsible both for steering the corporate process

(providing instructions, guidance and managing the NOAH IT tool) and for implementing

business continuity measures at local level.

Crisis Management addresses the coordination of the EU response to major natural or man-

made disasters at EU or global level. The SG oversees for the President the readiness of the

relevant services and ensures, in case of major multi-sectoral crises, proper coordination through

ARGUS IT tool and process.

The Commission's Central EUCI Registry (CENTER), located in the SG, was established in 2012

in order to ensure secure handling of classified information exchanged with Member States, third

countries and international organisations.

In accordance with the rules issued by the Commission's Security Directorate, CENTER provides

services to the SG and to the Members of the Commission and their Cabinets, as well as to DGs

or services which do not have a local EUCI Registry.

Result indicator: Number of days the President, Vice-presidents or Commissioners are not operational

The SG provides framework, guidance, training and support to hosting DGs and central

34

services in order to establish the Relocation Plans (RP) for all Commission Members. It also

checks the compliance with the SG's guidance and organise alternative premises' tests and

exercises. This indicator is particularly relevant at a time when a new Commission with

unprecedented working methods has just taken office.


0


0

Target (end 2015)

0

Result indicator: Capacity of the Duty Officers in all Commission DGs and EAs to take, in the event of major disruptions, timely decisions by fast response (within maximum 60 minutes).

The SG, in its corporate role, provides training, tools, guidance and tests in order to support

and measure the readiness of the Commission stand-by services to resume the critical

functions as soon as possible. The Duty Officers in each DG and EA play a key role and their

availability (24/7) is crucial. Every year the SG tests their reactiveness in an unanticipated

exercise.

(Source: SG)

Baseline (2011)

62% of all DGs (the EAs were not in the scope)


86% of all DGs 67% of 6 EAs (second time

in the scope)

Target (end 2015)

More than 85% of all DGs [86% in 2014 was an exceptional

result above target and expectations]

More than 67% of 6 EAs Main outputs in 2015


Providing tailor-made training

courses for Duty Officers (including

Cabinets)

Participants' appreciation and

satisfaction

At least 85%

positive and very

positive

Business Continuity arrangements Integration of all Commission

structures and departments,

including the Cabinets and the

Executive Agencies (EA), in the

business continuity (BC)

A functioning Duty

Officer system in

the Cabinets*

Access of all EA

to NOAH in 2015

35

arrangements as part of our

organisational culture.


C. Document management and archives Specific objective 13: Encourage full implementation of Commission policy on electronic document management and archiving through monitoring, guidance and making available the necessary IT tools as part of a wider Commission information management policy.


While detailed guidelines will be issued by SG and the relevant IT tools will be installed/improved,

the effective improvement of document management practices will still depend on the

commitment of, on the one hand, DGs' management and DMOs and, on the other hand, all

individual colleagues.

Result indicator: Number of e-mails sent or received by Outlook that have been registered through Areslook

E-mails are documents and important ones should be registered so as to be retrievable in Ares,

just as other types of documents. Areslook, which is the most practical way to register them, will

be available on all staff personal computers in 2015 and its use will be encouraged, which

should lead to an increase in e-mail registration


319 960

Latest known result (12 months from 11-2013 to 10-

2014)

353 461

Target (end 2015)

+ 20% compared to 2014

The "natural" trend (2013 to 2014) is about + 10%. But, as Areslook will

shortly be installed on a more systematic basis and) its use will be encouraged, it seems appropriate to

have a more ambitious target for 2015 such as + 20%

Result indicator: Number of records created by IT systems integrated with Hermes

Document management has been identified as one of the priority domains for IT rationalisation

(SEC(2011)1500). The strategy endorsed by the Commission is to have one flagship corporate

36

project per domain, which all other IT systems will re-use instead of replicating functionalities in

their own systems. The flagship project in the document management domain is Hermes-Ares-

NomCom (HAN).

In recommending the integration with the HAN platform, the goal of the rationalisation in the

document management domain is:

•To ensure that the Commission's rules on document management and archives cover the full

document lifecycle and apply to all records whatever the media and information systems used;

•To facilitate retrieving and sharing of important records by having them all at the same place;

•To reduce costs by avoiding overlapping functionalities and promoting common, reusable and

flexible solutions.

•To make sure that IT developments support business needs and that it is business that drives

the IT and not the other way round.

Integration of existing systems will continue and for new applications, the HAN suite is the de

facto solution for managing official documents.

(Source: Source: DIGIT contribution to SG ITMP) Baseline (2014)

6 million records have been

created by client applications

in 2014


6 million records have been

created by client applications

in 2014

Target (end 2015)

≥ 6.3 million (+ 5%)

Decide is estimated to produce 100k

and EIRS is estimated to produce 200k,

therefore we target an increase of 300k

records for 2015

37



Customisation of software for

Hermes Preservation Services

(HPS) and Historical Archives

Management Information System

(HAMIS): customised archival

repository model, needs analysed

regarding the archives

management module, approach

defined and possible pilots

executed

Delivery End 2015

Action plan to implement an

information management strategy

at the Commission

Completion End 2015

Preparation of draft implementing

rules for the amended Archives

Regulation for discussion with the

other institutions.

Completion End 2015

Preparation for approval of new

Framework Partnership Agreement

with the European University

Institute under the amended

Archives Regulation

Completion End 2015


D. Data protection Specific objective 14: Promote respect by Commission services of the right to protection of personal data.


The task of the Data Protection Officer (DPO) is to inform, advise, assist and monitor services; the

level of compliance of the Commission is the result of his action but also of events or actions

beyond his control, which can have a positive or negative impact: awareness raising actions or

compliance efforts at DG level; enforcement actions of the European Data Protection Supervisor

(EDPS) (inspections, follow up to complaints, guidelines); development of case law; new

38

initiatives of services (new HR policies, new IT applications. ) The DPO is independent, but has

limited resources and no enforcement power.

Result indicator: Percentage of compliance with the data protection regulation for the inventory entries, within the deadline set by the European Data Protection Supervisor (EDPS)

This indicator consist in a permanent comparison between (a) the amount of processing

operations on personal data identified in the services and inventoried and (b) the amount of

processing operations duly notified to the DPO by the responsible service and appearing in the

DPO register; this indicator has been consistently used since 8 years and has been adopted by

the EDPS as the key monitoring tool for the performance of EU institutions and bodies.


81,8%


96%

Target (end 2015)

> 97% The compliance rate of the Commission is around 96% since more than 2 years; the target of 97% would guarantee that all "living" processing operations have been duly notified, the remaining 3% correspond to normal evolution of the systems and procedures in a dynamic administration.

Result indicator: Number of complaints to the Data Protection Officer The indicator reveals the number of problematic situations brought to the knowledge of the

DPO by data subjects (staff and citizens alike); this figure has consistently been very low (less

than 10 per year). This reveals the absence of serious problems perceived or encountered by

data subjects, or the lack of awareness of their rights. However, the fact that the figure has

remained extremely low since the regulation has been in force, in spite of constant efforts of the

DPO to increase awareness, suggests that the situation is globally satisfactory. (Source: SG)

Baseline (2009)

10


4

Target (end 2015)

< 10

By setting the same target for 2015, we expect a confirmation of this

interpretation; of course the DPO is not directly capable of influencing the

amount of complaints. Result indicator: Number of complaints to the EDPS This is the same as for the previous indicator, except that the complaints addressed directly to

the EDPS are generally more serious (or the situation is perceived as more serious by the

39

complainant) than complaints addressed to the DPO.


5


7

Target (end 2015)

< 10 There again the amount of complaints addressed to the EDPS has always been extremely low; the 2015 target aims at confirming that the situation remains under control. A sudden increase of the complaints to the EDPS could reveal a lack of confidence of the data subjects in the redress mechanisms in place at the Commission



Further contribution to the reform of

the data protection legal framework

initiated by DG JUST; launch a

reflection on how to anticipate entry

into force of reform in the

Commission's services

Completion End 2015

Data Protection Awareness

campaign: surveys, information

sessions, training, communications,

brochures, articles

Completion Q1 2015

More user-friendly DPO website on

MyIntracomm

Completion End 2015

Improved quality of privacy

statements

Completion End 2015

Responsible entity: Data Protection Officer

E. Protocol Specific objective 15: Provide the President, the College and DGs with protocol support and diplomatic assistance.


The Protocol Service's role is to facilitate high-level diplomatic contacts between the Commission

and the Member States, third countries and international organisations, including other European

institutions and bodies.

40

Result indicator: Number of diplomatic incidents and complaints from the College

A reduced number of incidents and complaints demonstrate the high quality and effectiveness

of the service provided the SP.


2


0

Target (end 2015)

0

Target is set according to the multiannual flat trend



Improvement of expertise on

protocol (training, assistance,

advice, etc.), also in the context of

the preparation of the next

Commission.

Delivery End 2015

Responsible entity: Protocol service

41

PART 4. Specific objectives for horizontal activities 1. Activities "Policy strategy and coordination for the Secretariat-General " and "Management of the Secretariat-General"

The SG's frontline activities are supported by these two horizontal activities which aim at

fostering a modern, dynamic and effective working environment in the DG.

The following activities contribute to achieving this goal:

• Strategic planning and programming: steering the process of defining the SG

strategic priorities, in line with the President's guidelines, monitor progress in delivering

on commitments and report on achievements;

• Internal control: assessing the compliance with the Commission's internal control

standards and carrying out actions meant to raise awareness and improve the control

environment, the effectiveness of risk management and governance processes.

• Financial resources management: ensuring sound and efficient management of

financial resources through budget preparation, execution and monitoring and by

providing support and service to all staff involved in financial procedures;

• Human resources management: recruiting, training, assessing, motivating and

retaining highly-qualified staff while promoting equal opportunities; promoting a dynamic

allocation of resources in a context of tight resources;

• Internal and external communication: developing and implementing a communication

strategy to foster a good understanding of the activities of the SG and of the

Commission, to support business transformation, boost staff cooperation and

engagement and a smooth flow of information within the DG;

• Liaison with the Representation offices of the Commission in the Member States: developing and supporting the network of European Semester Officers and SG policy

officers in Representations, in cooperation with DG COMM;

• Mail and document management: managing the mail addressed to the Commission,

the Secretary-General; the President, and the Vice-Presidents, implementing an

effective document management system;

• IT: preparing and delivering an IT policy in line with the Commission's IT governance;

ensuring the development of the information systems needed to implement SG

42

procedures; monitoring progresses and budget execution; liaising with DG DIGIT to

provide the IT support and IT infrastructure needed for the functioning of the SG and the

President’s Cabinet.

• Logistics and EMAS: ensuring efficient management of logistics and coordinate

efficient space allocation and taking steps to improve the SG's environmental

performance. Ensuring ushers (huissiers) support for the internal delivery of mail, for

specific meetings in conference rooms, and for the President's cabinet.

In 2015, work linked to the arrival of the new Commission will continue. It is already clear

that the structure and working methods of the new Commission, with the involvement of 7

Vice-Presidents in the full cycle of Commission decision-making and follow-up, will

represent a big challenge and require increased support from the SG, with resources

consequences (need to accompany the change in SG responsibilities through a reallocation

of resources).

ABB activity: 25 AWBL-09 Policy strategy and coordination for the Secretariat-General Financial resources


Operational

expenditure

Administrative

expenditure

(managed by

the service)

Total Establishment

plan posts

Estimates of

external personnel

(in FTEs)

Total

17 17

ABB activity: 25 AWBL-01 Management of the Secretariat-General Financial resources


Operational

expenditure

Administrative

expenditure

(managed by

the service)

Total Establishment

plan posts

Estimates of

external personnel

(in FTEs)

Total

7.253.126 7.253.126 55 14 69

43

Specific objective 16: Implement corporate priorities for resources management within the SG through:

• Forward planning and more effective management of human resources;

• The implementation of the new IT governance and the related rationalisation of information systems.


Result indicator: Staff reduction in the SG according to the commitment made by the Commission


2013: 5 posts

Milestone

5 posts by 01/07/2015

Target (2013-2017)

Over 5 years: 25 posts

Result indicator: Representation (%) of women in senior management, in middle management and in non-management AD posts in SG

(Source: SG EO performance card produced by DG HR) Baseline (2010)

30% female senior managers

25% female middle managers

47,2% female officials AD non-management

Latest known result (October 2014)

40% female senior managers

30.8% female middle managers

51,4% female officials AD

non-management

Target (end 2015) ≥ 40% female senior managers

≥ 30,8% female middle managers

≥ 51.4% female officials AD non-management

Target set by DG HR

Result indicator: Number of Information Systems: before and after the rationalisation In terms of results, the rationalisation and phasing-out of systems leads to a reduction of maintenance and hosting costs. On the user side, the rationalisation results in efficiency gains mainly due to optimised processes and more user friendly and integrated systems)


42


34

Target (end 2015)

30

The rationalisation target has been agreed by the SG's IT steering

committee

44

Result indicator: Number of SG staff that can access Commission systems remotely Mobile equipment gives staff higher flexibility in accessing essential information and data from

remote locations (other Commission buildings, premises of other institutions, etc.) or while on

mission or on the move. Substantial gains in efficiency, performance, reactivity and agility can

be achieved through a broad availability of mobile devices and tools. (Source: SG)

Baseline (2012)

Remote access tokens: 338



Target (end 2015)


The target relates to a priority of the SG's IT plan that is approved by the IT

steering committee. Main outputs in 2015


SG Human Resources

Management report

Completion End 2015

SG Resources services survey

report

Completion End 2015

IT Master Plan Completion End 2015

Responsible entity: Directorate R Specific objective 17: Develop good understanding of SG activities, while at the same time boosting staff engagement and ensuring a smooth flow of information within the SG.


Result indicator: SG Staff engagement index, as calculated using the results of the yearly Commission staff survey.

DG HR uses a well-established set of engagement survey questions to assess and benchmark

the level of engagement in the organisation and its DGs. The benefits of high levels of staff

engagement include: greater productivity, higher quality, better customer service, lower

absenteeism, lower turnover, fewer mistakes, greater advocacy for the organisation. Local

internal communication activities provide only a limited contribution (together with corporate

communication activities, HR and other management practices) towards boosting staff

engagement.

(Source: DG HR) Baseline (2013)

73.1

Latest know result (2014)

n/a

Target (end 2015)

> Commission average

45

Result indicator: Average number of unique visitors / month to the SG pages on EUROPA


9200 unique visitors / month

Latest know result (2014)

9200 unique visitors / month

Target (end 2015)

Keep the same level

Main outputs in 2015 Description Indicator Target

SG pages on MyIntracomm Percentage of SG pages on

MyIntracomm redesigned,

revamped and kept updated. Main

tool for corporate communication

from SG especially relevant in times

of changing working methods

100% in 2015

SG pages on EUROPA Percentage of SG pages on

EUROPA available and regularly

updated

100% in 2015

Responsible entity: Directorate F Specific objective 18: Implement and maintain an effective internal control system so that reasonable assurance can be given that resources assigned to the activities are 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.


Result indicator: % of budget execution in commitments of new appropriations (C1) – budget lines for which SG is accountable in AAR (committed amounts/appropriations). Sound financial management supposes that requested appropriations are committed.


100%


100%

Target (end 2015)

100%

Result indicator: Average time to pay (days). Shortage of payment appropriations on operational budget lines due to cuts by the budgetary

46

authorities will have, as external factor, a negative impact on the result indicator.


40


40

Target (end 2015)

20 Target is determined by the Financial Regulation

Result indicator: Number of registered exception notes and non-compliance events. The filing of these notes enables the ICC to take appropriate actions in order to improve the internal control system preventing non-respect of procedures and regulations (Source: SG)

Baseline (2010)

26


17

Target (end 2015)

decrease Result indicator: % of a posteriori commitments out of total commitments (C1, C4 and C5) (Source: SG)

Baseline (2009)

0%


0%

Target (end 2015)

0%

Result indicator: Overall cost of control (%) (total cost of controls/payments made), control efficiency indicator for non-spending DG

Baseline (2013)

2%


2%

Target (end 2015)

2%

47

Brief description of the DG's HR strategy 1. HR gaps and challenges

- Integrate the new working methods of the Commission in the daily life of the SG. This

implies filling in a substantial number of additional posts and integrating new colleagues in

their new roles. The structure and the working methods of the new Commission will have

important resource implications for the work of the Secretariat General (SG). The SG will be

working closely with the President and each of the Vice-Presidents, who will all be involved in

the full cycle of Commission decision-making and follow-up. The SG will need to support them

throughout this cycle.

- Quickly adapt to change by streamlining working methods, processes and procedures

and ensuring that the SG has the skills and expertise it needs- in the context of rapid

changes in priorities and waves of retirements which could lead to loss of knowledge and

expertise. Statistics on the 26 "jobs" represented in the SG allow us to make projections on staff

development over the coming years and in particular to identify jobs that will be most affected by

departures. Four job types will be very affected by retirements over the next decade:

administrative assistant, service support agent, policy officer and senior manager. Moreover, if

we extrapolate on the basis of data related to mobility (outflows), policy officers are again the

most concerned by turnover. In view of the political orientation of the SG and knowing that

savings must in particular be made in the area of coordination and support, special attention should be given to categories of policy officer and senior managers so that the SG

continues to have at its disposal skills which are key to its mission. On the other hand, jobs

which are bound to disappear (pure execution jobs for example) should, in turn, be phased out

and colleagues occupying them should benefit from a career change.

According to information provided by the heads of unit during the yearly UMP dialogues, certain skills should be further developed to achieve a good fit with the priorities. Specific profiles will also need to be attracted in order for the SG to be able to play its new support role in

relation with the structure and working methods of the new Commission, with the involvement of

7 vice-Presidents in the full cycle of Commission decision-making and follow-up.

- Ensure staff motivation and engagement at a time when staff are facing a difficult period of

change (reform of the staff regulations, staff cuts and change in working conditions) which may

have an impact on their motivation. The SG monthly scorecard (quantitative data) shows the

absence rate which can be an indicator of motivation/demotivation and the exit interviews with

colleagues leaving the SG can help identify certain areas for improvement (qualitative data).

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2. Strategic HR Objectives The following section summarises the HR practices the HR unit is focussing on during the

period 2013-2015 in order to support the SG's performance:

Forward-planning: Ensure regular dialogue between HR and middle management on

workload, priorities, identification of resources needs and assessment of needed skills (UMP

exercise). Establish a forward-planning report on that basis. Ensure regular dialogues between

HR and senior management on the allocation of resources according to priorities and make

informed decisions on the basis of the above-mentioned information/report.

Selection, recruitment and mobility:

• Continue with the mechanism through which vacant positions have to be considered for

redeployment or savings (justification of the need to maintain a vacant position within a

unit or directorate and decision by the Secretary-General according to the priorities of

the SG).

• Address recruitment in the interest of the SG as a whole, beyond the immediate need of

an individual entity. Importance is given to flexibility, openness, ability to adapt. The SG

is therefore recruiting mainly experienced generalists.

• Progressively replace outflows with new profiles in some units where a need for specific

profiles has been identified (e.g. communication unit).

• Attract specific profiles for the new tasks with which the SG is entrusted through head-

hunting or through the creation of candidates' pools during various selection procedures.

• Use mobility as a tool to optimise resources allocation. Use the e-CV in the framework of

the mobility exercises or reorganisations in order to have a better overview of available

competences and skills to be developed.

Training and development:

• Meet the staff skills' development needs either to prepare them for new jobs or to make

sure they can take up the challenges in various policy areas. The 2014 UMP exercise

shows that the following needs will have to be catered for: focused IT coaching; training

on mail management, time management, organisation, teamwork (soft skills); language

skills (communication in English via a dynamic process like conversation tables or via e-

learning modules); drafting skills in English and 'how to write speaking points'; training in

performance management; relevant trainings in the economic area and on audit/budget

matters; training on procedures (business and legal framework); 'training for trainers';

49

teambuilding activities; lunchtime conferences on horizontally relevant policies for the

SG.

• Accompany staff in mobility via the organisation of a job shadowing programme and

sessions for the preparation of mobility.

• Meet the management skills' development needs through a dedicated managers'

development programme (all Heads of unit over 3 years). The competences which will

be developed are a set of competences especially identified as relevant for the SG

(focus on strategic, visionary leadership and soft skills- providing resources to the team

in relation with motivation, delegation, teamwork change management,…). The tools

used are the following: PerformanSe self-assessments, 360°, and debriefs as

measuring tools and lunchtime thematic sessions, e-learning, and individual coaching

as development tools.

Motivation:

• Promote motivation indirectly through quality of management (see Training above).

• Promote motivation and engagement through a series of measures encouraging

interaction (away-day, SG summer lunch, Christmas party) and communication (e.g.

breakfasts with senior management).

• Continue to organise well-being activities (lunchtime conferences and regular sport

activities).

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Brief description of the SG's medium and short term IT strategy

In response to the role of the Secretariat-General in cross-service policy development,

coordination and support of the Commission Vice-Presidents, information technology is called

upon to provide solutions and tools that help to integrate and streamline workflows, enable

flexible and resource-effective ways of working and foster collaboration both within SG and with

external stakeholders. These solutions will be implemented by delivering integrated flagship

systems in the domains of the legislative lifecycle (Decide and Themis projects) and document

management and by deploying modern technologies that support mobile and collaborative

working. Information systems will be enhanced to deliver in the Commission’s priority areas

such as Transparency and the reliability and relevance of legacy systems will be assured

through corrective and evolutive maintenance.

Through a strong customer focus, communication, networking and training, the Information

Technology unit will ensure that new IT solutions are made available quickly and are used as

effectively as possible. We will also promote and defend the interests of our customers before

the corporate IT service providers. In this regard, we will ensure that state-of-the-art mobility

solutions and IT security remain high on the agenda of DG DIGIT.

In the domain of IT governance, the IT unit of the Secretariat-General will continue to provide a

substantial contribution to the peer review of corporate IT projects in cooperation with other

units involved in corporate administrative affairs. Finally, particular emphasis will be placed in

2015 on publishing a series of high value data sets of the Secretariat-General on the open data

portal of the European Union. The IT strategy of the Secretariat-General is fully aligned with

corporate initiatives that aim at rationalising the IT landscape through the optimisation and

harmonisation of business processes, the development and implementation of common

corporate platforms and systems and the usage of infrastructure and support services provided

by DG DIGIT.

Examples of specific efforts to improve economy and efficiency of financial and non-financial activities

The Resources Directorate is constantly looking out for possible organisational and procedural

changes to improve economy and efficiency of financial and non-financial activities.

As far as financial activities are concerned, the current financial indicators do not reveal a need

for further efforts in 2015. Currently, the unavailability of payment appropriations on one specific

budget line (with unpaid invoices as a consequence) will increase the average payment delay

but since this unavailability is an external factor we cannot control it.

51

For non-financial activities, two main areas were identified for improving our efficiency, notably:

1) Mail management

Following the entry into service of the New College, the mail management of Commission's

Vice-Presidents became a new responsibility of the Secretariat-General (SG). A unified and

simplified procedure based on IT solutions is being established to streamline this new process,

leading to economies of scale and efficiency gains.

2) New ways of working

Several collaborative spaces are being created to interact with different services over corporate

projects coordinated by the SG and for internal projects. A tangible reduction of email

exchanges has already been detected as well as a gain of efficiency among colleagues involved

in the processes. It will be carried on throughout the year in different working areas.

The significant increase of portable devices (i.e. docking laptops, email and calendar

synchronisations on private and corporate smart-devices etc.) gave the possibility to colleagues

to be more efficient and effective outside their office premises. The trend will continue through

the further promotion of initiatives such as bring your own device (BYOD).

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List of acronyms Term Definition 2015Q1 – 2015Q4 1st quarter 2015 – 4th quarter 2015 AAR Annual Activity Report AB Administrative burden ABAC Accrual-Based Accounting ABM Activity Based Management Ares Advanced Records System ARGUS General Rapid Alert System ASAP Operational IT tool for the follow-up to national parliaments'

opinions ASP Acquis search platform BC Business Continuity BCM Business Continuity Management BCP Business Continuity Programme BIA Business Impact Assessment C3M Community Capacity in Crisis Management CIS-Net Database for Interdepartmental Consultations COM Commission COMDEL Committee for the management of Commission's resources in

Delegations CoR Committee of the Regions COREPER The Permanent Representatives Committee or "Coreper" (Article

207 of the Treaty establishing the European Community) is responsible for preparing the work of the Council of the European Union

COSAC Conférence des organes spécialisés des Assemblées de la Communauté

CSR Country-specific recommendations CVM Cooperation and Verification Mechanism CWP Commission Work Programme DG Directorate General DMO Document management officer DORIE Documentation et Recherche sur les Questions Institutionnelles

Européennes (database) DPO Data protection officer EA Executive agency EDPS European Data Protection Supervisor EEAS European External Action Service EESC European Economic and Social Committee EIMS Evaluation Information Management System EO European Ombudsman EP European Parliament ESO European Semester Officer EU European Union EUDEL Steering committee for delegations EUI European University Institute GICE Groupe interservices compétences externes GRI Groupe des Relations Inter-institutionnelles HEBDO Réunion hebdomadaire des chefs de Cabinet Hermes Outil de gestion documentaire

53

HR Human resources HRVP High Representative / Vice-President IA Impact Assessment IAB Impact Assessment Board IAS Impact Assesment Service IIWG Inter-Institutional Working Group IS Information Systems IT Information Technology LSO Local security officer MEP Member of the European Parliament MFF Multiannual Financial Framework MS Member States NGO Non Governmental Organisation NOAH Tool for Business Continuity Management in the Commission NomCom Nomenclature Commune=plan de classement de la Commission

(outil de gestion et de consultation) NP National parliaments NRP National Reform Programmes REFIT Regulatory Fitness and Performance Programme RSCC Réunion spéciale des chefs de Cabinet SCA Special Committee Agriculture SG-Vista Application: Official procedures and documents SP Service de Protocole SRP Simplification Rolling Programme SMART Specific, Measurable, Archievable, Relevant, Timed SPOC Single Point of Contact SPP Strategic Planning and Programming SWD Staff working document TFEU Treaty for the Functioning of the European Union TCO Total Cost of Ownership UMP Unit management plan

54

Annex 3. Prioritised internal control standards for effective management SG - table summarising 2015 prioritised ICS

Priority Control Issues Prioritised in

MP 2014 Effectively

implemented Internal Control

Standards

Summarise the relevant requirements and/or effectiveness criteria

Control issues and planned measures to improve or develop controls

Selection and integration of 80 new colleagues.

The new tasks entrusted to the SG led to recruiting this high number of new colleagues. An analysis will be undertaken to determine to which extent the current structure of the service need to be adapted to the new situation. Yes Partially ICS 7 Operational

Structure The IT systems owned by the DG need to use all possible synergies to the maximum extent possible. Avoid duplication of investment and ensure interoperability.

The Decide project streamlines the IT systems supporting the decision-making process. It was launched end 2013, aiming to rationalise the procedures and tools in this area. First delivery is planned for February 2015

Yes Partially ICS 8 Processes and Procedures

The DG’s main operational and financial processes and procedures and IT systems are adequately documented.

GoPro, the guide to corporate procedures handled by the SG, is available to all Commission users since February 2013. End 2014, 56 % of the chapters were available. The drafting of remaining chapters will be done in 2015 and 2016. Updates are done continuously on available chapters

55

Annex 4. Planning of studies (evaluations and other studies)

Focus 3

Author4 Type 5 Start End

I. On-going evaluations (work having started in previous years)

II. Evaluations planned to start in 2015 or later

Evaluation of European Citizens' Initiative L

Regulation (EU) No. 211/2011 of the European Parliament and of the Council 16 February 2011 on the citizens' initiative R E R 1Q2017 1Q 2018 175,000

Evaluation of the Transparency Register O

Evaluation of the new Register to be put in place in 2015. R M O 1Q 2019 4Q 2019 200,000

Evaluation of smart regulation tools O

Evaluation of implementation of the smart regulations tools: IA, evaluation, stakeholder consultation, implementation plans. R E I 2Q 2020 2Q 2021 EC 200,000

Evaluation of implementation of the tools undergoing substantial review in 2015.

Evaluation of DECIDE (possibly also HAN) O

Evaluation of implementation of the integrated IT tool, possibily covering Hermes-Ares-NomCom.. R M I 2Q 2021 1Q 2022 EC 200,000

Evaluation of implementation of the integrated IT tools, to be fully in place in 2017. Possibility of deviding the exercise into two.

III. On-going other studies (work having started in previous years)

IV. Other studies planned to start in 2015 or later

Review of methodologies to meaO

The study will be divided into two parts. The first part will review methodological approaches and their application across the Commission. The second part will apply the key approaches in practice, in order to provide additional evidence on their applicability in the EU context and to produce clear recommendations and guidance on how to use them. n.a. E n.a. 1Q 2015 4Q 2015 EC 270,000

1 L - legal act, REFIT, MFF, CWP, O - other (please sepcify in Comments)2 specify what programme/regulatory measure/initiative/policy area etc. will be covered3 P - prospective, R - retrospective, P/R - prospective and retrospective 4 E - external, I - internal, M - mixed (internal with external support)5 FC - fitness check, E - expenditure programme, R - regulatory measure, I - internal Commission activity, O - Communication activity6 Please provide month and year (for ongoing projects please provide the real start date)7 Allows to provide any comments related to the planed items, in particular changes against the previous year plan in terms of timing and scope with relevant explanations etc.

Annex 4. Planning of studies (evaluations and other studies)

Comments7

Type of evaluation or other study Timing6

No TitleAssociated

DGs

Planned costs (EUR)Scope 2Purpose 1

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Annex 5. Communication strategy

1. Executive Summary The external communication strategy of Secretariat-General focuses on supporting the President's political priorities as articulated in the 2015

Commission Work Programme.

Working closely with the SPP and DG COMM, the SG will contribute to public awareness and understanding of new priority initiatives under the

Work Programme which will make a positive difference for jobs, growth and investment in 2015. In particular, the mid-term revision of the

Europe 2020 Strategy and the specific implementing acts for the Investment Plan.

Cooperation and liaison with Europeans Semester Official in Representations will enable better intelligence and reinforced communication and

reach out to government entities and key stakeholders in Member States on economic governance themes.

The SG will also cover priority items under Union of Democratic Change, notably the mandatory Transparency Register and the proposal for an

Interinstitutional Agreement on Better Law-Making. The Commission will improve its better regulation tool-box in particular evaluations, impact

assessments and public consultations and will identify a further set of new actions in the context of its Regulatory Fitness Programme.

The SG will ensure institutional communication through dedicated Europa websites under "the Commission at work", exhaustive and constantly

updated. These websites are aimed at a specialised public and stakeholders, and cover the Commission decision making process, EU law,

Better Regulation including regulatory simplification and burden reduction, as well as Interinstitutional relations and relations with national

Parliaments.

SG will contribute, wherever appropriate, in corporate communication projects at the request of DG COMM and hence contribute to creating

coherence and alignment across DGs in external policy messages.

In addition to the actions related to policy priorities, SG will complete the rationalisation and consolidation of its web sites on Europa in close

cooperation with DG COMM.

Internal communication will help the SG to carry out its mission of facilitating the smooth and effective functioning of the European Commission

and providing strategic direction. SG will focus on web-based communication, as being more effective, efficient and flexible. A revamp of SG

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presence on MyIntraComm aims at a clearer, more client oriented presentation of the services provided by the SG to other Commission

departments in areas where the SG coordinates policies and procedures, including the decision-making process, strategic planning and

programming, application of EU law, transparency, document management, business continuity.

Communication within the SG will focus on boosting staff engagement and ensuring a smooth flow of information within the department. SG will

continue to provide content rich internal communication aligned to the President's political priorities.

2. External communication actions related to policy priorities No Policy priority Initiative Communication

objective Audience Proposed actions Date Services

involved MP

specific objective

Budget

2.1 A new boost for jobs, growth and investment

Review of Europe 2020 strategy

Highlight and explain the EU role and contribution and benefits for citizens and Member States

Specialized audience (businesses, SMEs, key economic stakeholders), European citizens at large

tbd Q1 lead SPP, COMM évt SG


Follow up to Jobs, Growth and Investment Package



tbd 2015 SPP, COMM, évt SG (for chapeau)

Other DGs (for part on sectorial instruments)


European semester: country specific recommendations



press release; web/Europa; social media; liaison to local stakeholders via ESOs, info-graphics (tbd)

07/2015

SPP, COMM, évt SG

3 n.a

59

No Policy priority Initiative Communication objective

Audience Proposed actions Date Services involved

MP specific

objective

Budget


Annual growth survey 2016; Alert mechanism report



press release; web/Europa; social media; liaison to local stakeholders via ESOs, (tbd)

Q4 SPP, COMM, ECFIN, EMPL, évt SG

3 n.a


Communication on Better Regulation, including adoption of evaluation, impact assessment and stakeholder consultation guidelines *



press conference; press release; web/Europa; social media (tbd)

tbd SPP, COMM, SG

10 n.a.


Communication on REFIT *



press release; web/Europa; social media; info-graphics

tbd SPP, COMM, SG

10 n.a.


Review of Better Regulation approach

Highlight and explain the EU role and contribution and benefits for citizens and

Specialized audience (businesses, SMEs, key economic stakeholders),

tbd tbd SPP, COMM, SG

n.a.

60



MP specific

objective

Budget

Member States European citizens at large

2.8 A union of democratic change

Commission proposal for a revised interinstitutional agreement on better law-making (IIA-BL)



press release; web/Europa; social media (tbd)

Q1 SPP, COMM, SG

8 n.a.


Roll out of new version of Transparency Register to mark enter into force of interinstitutional agreement between EP and EC on the register

Highlight and explain EU Transparency policy; promote registration of interest groups


- jointly with EP (tbd)

- launch event with key stakeholders; press conference; press release; web/Europa; social media; brochure

- some internal communication actions to raise awareness of EC staff

(tbd )

01/2015 SPP, SG, EP 12

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MP specific

objective

Budget


Proposal for a IIA on mandatory lobby register covering EP, Council and Commission

Highlight and explain EU Transparency policy; promote registration of interest groups; explain benefits for citizens and Member States


press release; web/Europa; social media

2015 SPP, SG, EP, COUNCIL (tbc)

3. External Communication actions not related to political priorities

No. Priority Communication objective


MP specific objective

Budget

3.1 SG on Europa portal Develop understanding about EU policies and activities

European citizens at large

further improvement and rationalization of SG sites

Q1, Q2 SG, COMM 19

3.2 SG on Europa portal Develop understanding about EU policies and activities

European citizens at large

migration of SG sites to new Europa portal/drupal content management system

Q3, Q4 SG, COMM 19

62

4. Internal communication actions

4.1 Internal corporate communication

No. Priority Communication objective


MP specific objective

Budget

Finalize revamp of My IntraComm corporate sites

Q1

Running specific corporate communication campaigns (such as Decide, GoPro, Document Management, DPO etc.)

All year

4.1 Develop understanding of SG activities and services within the Commission

Explaining the role of the SG in the decision-making process and in the coordination of policies and actively involving the other DGs

Commission staff

Input to internal corporate communication products (CenD, News&Views, My IC, conferences etc.)

All year

SG F5 + all SG units

19 n.a.

63

4.2 Internal local communication

4.2 Boost staff engagement and ensure a smooth flow of information within the SG

Ensure that SG staff is properly informed of the major policy developments and decisions

SG staff Ensure a wide circulation of information via several channels (My SGnet, collaborative and social platforms, videos, inSiGht, networks and cross-department working groups etc.)

All year F5, Dir R + all SG units

19 n.a

Documents

Secretariat-General Management Plan 2015 · Secretariat General is in charge of guiding the DGs in developing meaningful performance indicators through the elaboration of standing