Version: final
Date: 21/12/2018
Management Plan 2019
Directorate General Human Resources and Security
P E R F O R M A N C E T H R O U G H P E O P L E
Ref. Ares(2018)6637838 - 21/12/2018
TABLE OF CONTENT
DG HR MANAGEMENT PLAN 2019
PART 1. OVERVIEW OF MAIN OUTPUTS FOR THE YEAR
Organisational DEVELOPMENT 4
Talent MANAGEMENT 7
10
Security 13
Legal Affairs 14
Partnership 15
PART 2.ORGANISATIONAL MANAGEMENT OUTPUTS FOR THE YEAR
Human Resource MANAGEMENT 17
Financial MANAGEMENT 17
Information MANAGEMENT 18
INTRODUCTION
DG HR MANAGEMENT PLAN 2019 1
The general objective of DG HR is to help achieve the overall political objectives, and to support the
Commission in effectively and efficiently managing and safeguarding assets and resources, and attracting
and developing talents. In 2019 DG HR will continue to implement the strategic framework set for the
period 2016-2020 to enhance performance of the Commission through its people. DG HR will deliver key
strategic decision and guideline documents, and provide regular services to the clients in order to enhance
the performance of the organisation and the performance of the staff members, to increase staff
members resilience to cope with the on-going changes, and to reinforce the HR governance structure.
ENHANCE PERFORMANCE THROUGH MANAGEMENT OF TALENT AND DEVELOPMENT OF THE ORGANISATION
Strategic Plan
2016-2020
Strengthen sustained organisational
performance through fit for purpose structures,
planning and allocating human resources for
better alignment with Commission priorities.
Design and support modernisation projects for
efficient collaboration and strengthening
internal communication to enhance staff
engagement.
Strategic Plan
2016-2020
Our ability to deliver on Commission priorities and
core business depends above all on the
competencies and dedication of our staff. DG HR
must ensure the best possible match between
staff competencies and service needs in order to
have "the right person, in the right job at the right
time".
How will this be implemented
in 2019?
DG HR will analyse the result of the Staff
survey 2018 and will help DGs to extract the
insights needed to maintain and increase staff
engagement and to provide a workplace in
which staff can work effectively.
In 2019, DG HR will consolidate the processes
in the new HR service delivery model.
DG HR will pursue its effort to reinforce the
resource allocation process in particular with
the progressive implementation of ATLAS
project.
DG HR will also continue to provide leadership
for efficiency gains in support services. It will
enhance Internal Communication and improve
the accessibility of key HR information for staff
members and managers.
DG HR will accompany and support the
Commission through its organisational
development activities and enhance its way of
collaborating and sharing knowledge.
How will this be implemented
in 2019?
In 2019, DG HR will continue to implement the
integrated talent Management Framework
2017-2020 and related action plan.
In particular, special emphasis will be put on
staff mobility, headhunting and career events,
and provide opportunity to boost career and to
retain highly qualified temporary and contract
staff by organising internal competitions on a
more regular basis.
DG HR will pursue its efforts to develop policy,
tools and guidelines for the selection, appraisal
and mobility of managers.
It will develop the attractiveness of the
Commission as an employer and approve the
related Communication implementing actions
proposed in it, such as the revision of
implementing rules for Temporary Agents.
In 2019 the strategy on diversity and inclusion
will be further implemented and the target of
at least 40% of female managers will be
achieved.
INTRODUCTION
DG HR MANAGEMENT PLAN 2019 2
ENHANCE STAFF RESILIENCE BY PROVIDING A SAFE, HEALTHY AND SUSTAINABLE WORKING ENVIRONMENT
HEALTHLY PEOPLE, HEALTHY ORGANISATION
Strategic Plan
2016-2020
The fit@work programme aims at keeping
staff fit and healthy in a healthy work
environment which respects and seeks to
accommodate their and the Commission's
needs. The Commission's social impact will be
developed through volunteering capacity and
the Commission's environmental impact will
be reduced by improving our environmental
performance.
Strategic Plan
2016-2020
A secure working environment is a precondition
for the successful motivation, development and
performance of staff. Our ambition in this area
for the coming years will be to maintain and
further increase the quality of the work
environment whilst reinforcing effective
protection against new threats in a period of
resource constraints.
How will this be implemented
in 2019?
DG HR will monitor and help implement the
actions in the 2017-2020 Action Plan with a
view to implementing the integrated Health &
Wellbeing Strategy. In 2019, DG HR will
continue to focus on mental health, work-life
balance and social integration.
How will this be implemented
in 2019?
DG HR will reinforce the security framework to
protect staff, information and assets by further
securing Commission systems and streamlining
policies concerning access to Commission
buildings, information security and
counterintelligence operations.
STRENGTHEN HR GOVERNANCE STRUCTURE FOR A COLLABORATIVE AND ETHICAL ORGANISATION
Strategic Plan
2016-2020
Ensure compliance with the core ethical
values and obligations enshrined in the Staff
Regulations.
Strategic Plan
2016-2020
DG HR will enhance collaboration with HR
partners and stakeholders including by
extending HR services to other Institutions.
How will this be implemented
in 2019?
Implementing Provisions are continuously
reviewed to improve their clarity and
coherence and staff awareness of existing
rules will be enhanced.
Failures to comply with the high standards of
ethics and integrity expected of staff will
continue to be followed up attentively and
sanctioned appropriately.
How will this be implemented
in 2019?
DG HR will review the legal framework
governing social dialogue. In addition, DG HR
will also pursue its efforts to increase the EC
staff presence in Luxembourg to reach the
target agreed with the Luxemburgish
Authorities. In this context, DG HR will
renegotiate the agreement with the hospitals in
Luxembourg.
PART 1. OVERVIEW OF MAIN OUTPUTS FOR THE YEAR
DG HR MANAGEMENT PLAN 2019 3
The following section presents the key deliverables to be produced specifically for the year and the key
regular services provided to the clients to enhance staff members’ performance, to enhance their
resilience and to strengthen the HR governance.
Organisational
DEVELOPMENT
t a l e n t
MANAGEMENT
Security
Legal
Affairs
Partner
ships
NEW WAY OF WORKING TO DELIVER ON THE PRIORITIES OF THE COMMISSION
DG HR MANAGEMENT PLAN 2019 4
SPECIFIC OBJECTIVE I.1: HUMAN RESOURCES ARE ALLOCATED TO COMMISSION PRIORITIES TO
DELIVER MAXIMUM PERFORMANCE AND ADDED VALUE
The table below lists the key documents, decisions, strategies, reports and guidelines to be produced during the year
in the area of Synergies and Efficiencies, resource allocation, organisation charts and organisational development. A
key action for DG HR is to consolidate the HR Service Delivery Model. Following the implementation of the structural
changes, the processes need to be continuously improved, in order to provide a better and more efficient service. DG
HR will continue supporting Domain Leaders to attain synergies and efficiencies in the horizontal services, to improve
services and free up resources for Commission priorities.
An effective allocation of human resources remains a core objective of DG HR, to which the IT tool ATLAS will
contribute. During 2019, in the context of the preparation for the next Multiannual Financial Framework, DG HR will
contribute to optimise the use of the Commission's administrative budget.
DG HR will continue advising DGs and staff on efficient use of resources. Measures in the fields of organisational
development and knowledge management will allow the Commission to react with more flexibility to changes in its
environment and make best use of its assets.
Consolidation of the HR Service Delivery Model within the Commission
Consolidate the HR Service Delivery Model resulting in improved and more efficient HR
services provided to the Commission departments.
 In 2018, the overall reduction of the HR community, initiated in 2015, amounted to 136 jobs. The HR ratio
thus shifted from 1:30 to 1:34 during that period. In 2019, DG HR will explore further efficiency gains in
different parts of the HR function, while ensuring that the provision of high-quality HR services in support of
the Commission's operation is not affected.
Indicators Target
Reduction of jobs in HR community Ratio of 1:40
 Adjust the Staff Matters Portal to further integrate the Information portal with other HR information systems,
and with question-tracking system. As of 15 October 2018, 5 000 questions were dealt with via the Staff
Matters Portal.
Indicators Target
Client satisfaction with Staff Matters Portal services 90%
Domain Leadership
Continue assisting domain leaders (COMM, HR, DIGIT, SCIC, OIB, OIL, OP, BUDG) in fulfilling
their role of leading and supporting their communities, in order to provide more efficient and
effective services.
 Assist the domain leaders with the development of horizontal measures towards the staff of their
communities, in particular: identification of the community, outreach and engagement towards the community
members, professionalization actions, setting up an assessment framework;
 Assist in identifying and optimising creating synergies between the different domains and enable change
processes across domain borders;
 Coordinate the collection of staff savings in the respective communities in the framework established by the
CMB;
 Ensure that the cross-domain process of implementing office moves and making available training and
meeting rooms are made smooth and efficient for staff and managers.
Indicators Target
Number of sessions organised with Domain Leaders 6
NEW WAY OF WORKING TO DELIVER ON THE PRIORITIES OF THE COMMISSION
DG HR MANAGEMENT PLAN 2019 5
Resource Allocation and ATLAS
In 2018, ATLAS was introduced in all DGs for basic activity mapping. In 2019, DG HR will
encourage all DGs to make full use of the tool
 Progressive introduction of ATLAS for a full use of task and activity mapping through a dedicated module in
SYSPER;
 Within ATLAS: screening of Commission jobs; definition, launch, analysis and reporting.
Indicators Target
Number of DGs making full use of ATLAS
More than
20
Prepare for new Multiannual Financial Framework and New Commission
 Guide HR input to the preparation of the future Multiannual Financial Framework to ensure
the optimal use of the budget allocated to the Commission notably under Heading 7,
linking to organisational development outreach projects for individual DGs or at corporate
level where appropriate.
 Facilitate a smooth transition of the various DGs’ organisation chart on the basis of the
preferences of the new Commission’s President
OD Approach Implementation
 Building on the work on domain leadership, including HR Modernisation, Knowledge
Management, support to DGs and the results of the 2018 Staff Survey, develop an
Organisational Development strategy and working method for DG HR, identifying suitable
areas for organisational improvements and related interventions.
Indicators Target
Organisational Development Strategy and working method developed and implemented Dec 2019
 Further strengthen organisational development capacity and capability in DG HR and build strategic
partnerships with relevant services in other corporate functions such as for example the One-Stop Shop for
collaborative working methods and knowledge sharing.
Indicators Target
Organisational Development capability building programme developed and implemented Dec 2019
 Provision of Organisational Development interventions in DGs and communities in institutional priority areas,
promoting greater organisational agility, better collaboration, and improved staff engagement.
Indicators Target
Client satisfaction with Organisational Development interventions 90%
Knowledge Management
Contribute to the implementation of the Communication on Data, Information and Knowledge management
(2016), especially by: extending the 2018 communication campaign and its flagship action “Senior Management
Roadshow” to 2019; contributing to the cross-DG one-stop-shop to support collaboration: developing learning
paths for managers and staff. DG HR will also continue having an active role to extend the usage and
functionalities of the Connected platform as part of the Connected Steering Committee.
€
NEW WAY OF WORKING TO DELIVER ON THE PRIORITIES OF THE COMMISSION
DG HR MANAGEMENT PLAN 2019 6
SPECIFIC OBJECTIVE I.2: EFFICIENT SUPPORT PROCESSES MEETING STAFF AND COMMISSION
PRIORITIES
In 2019, DG HR will analyse the result of the Staff Satisfaction survey to extract the insights needed to maintain and
increase staff engagement. DG HR will thus help DGs to improve their performance and to provide a workplace in
which staff can work effectively.
Staff Survey 2018
 Results analysis,
 dissemination & action plan for HR corporate issues
 Support to DGs to analyse the result and build local action plans
Indicators Target
Number of DGs having produced action plans by Q2 2019 100%
Internal Communication
 Further develop domain leadership role for IC, in particular
o Outreach/support to DGs through portfolio management
o Further promote professionalisation programme within the community
o Further develop indicators for internal communication activity
 Define priorities for 2019 communication plan and closely cooperate with IC
correspondents to ensure corporate messages reach all staff
 Evaluate My IC Mobile pilot and propose way forward
 Improve news management (My IntraComm)
Indicators Target
Client satisfaction with internal communication services (annual feedback requested)
more than
75%
Efficient, Stable and Future-Proof HR IT Landscape
 Launch the study on the future of HR IT tools: analyse current business processes, data management and IT
tools, identify options for the way forward and outline a process to reach the preferred option.
 Define the HR Data Strategy and further develop HR business intelligence services, including data quality and
tools.
Indicators Target
Availability of the study results on the future of HR IT tools and the HR Data Strategy
Autumn
CORPORATE TALENT MANAGEMENT POLICY ALIGNED WITH COMMISSION PRIORITIES
DG HR MANAGEMENT PLAN 2019 7
SPECIFIC OBJECTIVE II.1: A TALENT MANAGEMENT STRATEGY THAT BUILDS A KNOWLEDGEABLE,
SKILLED, FLEXIBLE, AND NETWORKED STAFF AT THE SERVICE OF EUROPE.
In 2019, DG HR will continue to implement the integrated talent Management Framework 2017-2020 and related
action plan in order to build a knowledgeable, skilled, flexible, and networked staff at the service of Europe.
Managerial EXCELLENCE
Managers play a main role when it comes to the effective delivery of the Commission's political priorities. They
ensure the delivery of results by translating the political vision into concrete, operational objectives. DG HR will
provide them with additional tools and feedback mechanisms to excel and to continue to grow in their role as
effective, mobile and balanced managers. In addition to a very diverse offer of management courses, a specific
external management development programme and dedicated conferences, presentations and similar events,
coaching is part of the management development tools used at all levels
Develop and support Middle Managers (MM)
 Roll-out of the development programme for newly appointed middle managers and
360°/180° feedback scheme in the context of management development.
Indicators Target
Number of newly appointed middle managers having benefited from the development
programme.
120
360° feedback for Senior Management
 Following the participation of 127 Senior Managers in 2017 and 2018, the pilot
programme will continue and be made available to more senior officials in the context of
management development.
Indicators Target
Number of senior managers having performed a 360° 30
People manager of the future
 The Coaching Guidelines part of the corporate tool kit in the areas of management and
organisational development
Indicators Target
Number of managers and teams having used either internal or external coaching 100?
CORPORATE TALENT MANAGEMENT POLICY ALIGNED WITH COMMISSION PRIORITIES
DG HR MANAGEMENT PLAN 2019 8
Recruitment & Performance
DG HR will review the rules applicable to temporary staff, with a view to simplifying rules, optimising the recruitment
process and career opportunities. In addition, DG HR will run internal competitions to provide an opportunity for
faster career development, to cater for the Commission's need to retain highly qualified temporary and contract
staff by appointing them as Officials, and to reduce the relative share of non-permanent staff.
Enhance attractiveness of the Commission as an employer
Draft a communication to enhance attractiveness of the Commission as an employer and
implement actions proposed:
 revamp talent acquisition strategy (selection and recruitment. measures on geographical
balance; reduction of the time needed to recruit new officials);
 preserve and enhance attractiveness of employment package (career, pecuniary rights, work environment and
methods);
 effective communication.
Indicators Target
Adoption of communication on attractiveness of the Commission as an employer Winter
Percentage of offers sent within 20 working days after initiation of recruitment
procedure.
85
New general implementing rules for Temporary Agents
 Negotiation, adoption and implementation of the revised selection procedure and
conditions of employment of Temporary Agents in the Commission.
Indicators Target
Adoption of the decision Autumn
Internal Competitions
 Organise internal competitions for 3 function groups: Administrators (AD), Assistants (AST)
and Secretaries and clerks (AST/SC), and open to officials, temporary and contract agents.
Indicators Target
Number of laureates selected 411
Pilot a Junior Professionals Programme (JPP)
 Roll out and follow up of the Junior Professionals pilot Programme extended until 2020
(following the first session launched in 2018) and of selections launched on a biannual
basis (up to 25 JPs per session) in 2019 and 2020
Indicators Target
Number of Junior Professionals by end of 2019 80
CORPORATE TALENT MANAGEMENT POLICY ALIGNED WITH COMMISSION PRIORITIES
DG HR MANAGEMENT PLAN 2019 9
Learning & Development
The European Commission is an attractive and modern employer. One of the reasons is the mobility prospects and
access to preparation of a career change. Staff have a responsibility to manage their own career, and with the
Learning & Development Strategy focusing on the necessary knowledge and skills for the Institution, an emphasis on
creating flexibility to adapt, learn and lead change as well as supporting collaboration and knowledge management
they can do so. From the induction programme to end of career, staff have the possibility to attend classes, elearnings
and other learning opportunities. Being a multilingual workplace one of the key offers is the language
courses which enables staff to learn a language to collaborate and work better together. In 2019 there will be a
focus on the need and importance of digital learning for language training.
Skills of the Future
 Design of professional learning paths
Preparing Commission staff, Policy Officers in particular, for an increasingly complex work
context, and defining clear ways for individual development, also to enhance mobility
perspectives.
Indicators Target
Policy Officer path Autumn
Partnership and mobility
 Access to language courses
 Fostering multilingualism and providing a clear vision on the future of language
training
 Adapting our language training offer to new generations of participants
 Improving flexibility of language training by offering digital contents as a
complement to classroom courses
Indicators Target
Digital learning strategy for language courses Autumn
Strategy
 Evaluation of the L&D strategy
Review of the priorities in the L&D strategy in view of aligning to a continuously changing
work environment
Indicators Target
Stakeholder consultation Autumn
CORPORATE TALENT MANAGEMENT POLICY ALIGNED WITH COMMISSION PRIORITIES
DG HR MANAGEMENT PLAN 2019 10
Careers
The success of the Talent Management Strategy will heavily depend on the level of motivation and of engagement
of our staff throughout their professional career in the Commission and on our ability to make sure that staff
members that possess the appropriate skills are at the right place at the right time. This requires a strong personal
involvement of the individuals concerned, accompanied by an appropriate support from the Institution. The following
actions aims at provide the staff members with tools and forum to enhance their satisfaction with career path and
mobility opportunities.
Foster staff mobility
 Headhunting
o Based on the assessment and results of the previous steered mobility exercices (in
particular for AST and AST/SC staff in Luxembourg), develop a more customised
Headhunting service using various data sources at local and central level, i.e.
selection panel and career guidance output, eCV including the career aspirations
section, job descriptions
o Pilot phase for headhunting with AMC2 to be launched in January 2019
Indicators Target
Evaluation of the pilot exercise End 2019
 Job shadowing
o provide help and support to DGs wanting to develop job shadowing.
o Several exercises launched by AMCs for clusters of DGs to be analysed
Indicators Target
Number of Job shadowing cases 80
Reinforce career guidance
 Proactive 4-year career talk
Offer staff having been for more than 4 years in a job a career talk with a Career
Guidance Officer. Following 2017 pilot exercise (DG HR and DG EMPL), widen the offer to
other Commission services.
Indicators Target
Number of eligible staff who accepted the invitation 40%
Number of DGs involved in the exercise 40
 Career guidance module
Development of a module in SYSPER to record the activity of the 40 AMC Career Guidance Officers (CGOs) to
improve monitoring and general feedback to DGs, while preserving confidentiality.
Indicators Target
Number of staff received by the CGOs. 2 500
CORPORATE TALENT MANAGEMENT POLICY ALIGNED WITH COMMISSION PRIORITIES
DG HR MANAGEMENT PLAN 2019 11
Careers events
 DG HR will organise the 4th
edition of the Career Day. The initiative allows staff members
to explore the different career options available in the Commission and build professional
networks.
Indicators Target
Number of participants to the career day 1 500
SPECIFIC OBJECTIVE II.2: A DIVERSE AND INCLUSIVE TALENT MANAGEMENT.
Diversity
The European Commission is by essence a diverse workplace. Diversity is considered as a richness that should take
into account diverse talents reflecting the population that we serve including at all levels of management staff. In
2019, DG HR will implement the Commission Strategy on diversity and inclusion to attract and retain diverse talent
including actions to attain the target of at least 40% of female senior and middle managers by the end of the year
on which it will report quarterly to the College with a specific emphasis on first female appointments.
Diversity & inclusion Action Plan
 Implementation of a diversity and inclusion action plan
Indicators Target
Percentage of announced measures achieved 90%
 Monitor the achievement of the 40% of female senior and middle managers by 2019 and further develop the
female talent pool
Indicators Target
% of women in senior and middle management. At least 40%
HEALTHY AND SUSTAINABLE WORKING ENVIRONMENT ENHANCING STAFF RESILIENCE
DG HR MANAGEMENT PLAN 2019 12
SPECIFIC OBJECTIVE III.2: STAFF WORK IN A SAFE AND ATTRACTIVE WORKING ENVIRONMENT
In 2019, DG HR will implement the fit@work strategic framework 2017-2020 and related action plan aiming at
enhancing the health and wellbeing of staff members. The table below highlights a few flagship actions initiatives in
each of the 6 domains of the fit@work action plan to be delivered during the year.
PHYSICAL HEALTH
DG HR implements a risk prevention approach regarding the major medical conditions prevalent in society (cancer,
diabetes, cardiovascular diseases, etc) to ensure that our personnel maintains a good level of physical health.
Health on-line
Provide staff with a possibility to access online to their health data on confidential and
volunteering basis to help them in improving their state of health. After having finalised the
technical specifications in 2018, DG HR will launch a pilot exercise in 2019.
Indicators Target
Launch of the health on-line Summer
Revise the implementing provisions regarding absences on grounds of health
or accident
 Streamline rules and procedures, clarify the different roles of the actors and introduce
tools, such as a standardised medical certificate with optional indication of the pathology.
 This indication will help better monitor sickness absences and target area of actions.
Indicators Target
Adoption of the revised implementing provision regarding absences on grounds of
health or accident
Summer
MENTAL HEALTH
Actions will be implemented to ensure higher level of stress resilience of our personnel and to improve factors that
contribute to the maintenance of a good level of mental health, with a particular focus on Primary prevention, i.e.
elimination of risks at the source.
Integrated approach promoting mental wellbeing at work
 Improve our capacity to prevent psychosocial risks (stress, burnout, depression) by
addressing the key five professional factors potentially contributing to them (organisation,
job content, working conditions, conditions of life at work and Interpersonal relationships)
 Develop and implement the Fit2Lead programme (top-down approach for mental wellbeing at work).
Indicators Target
Staff satisfaction with the Commission caring about their health
Increase per survey year
5%
HEALTHY AND SUSTAINABLE WORKING ENVIRONMENT ENHANCING STAFF RESILIENCE
DG HR MANAGEMENT PLAN 2019 13
Return-to-work support strategy
 Ensure the best possible conditions for staff coming back from a (long) sickness absence
to gradually reach their operational capacity taking into account their health situation.
Indicators Target
Staff satisfaction with the Commission caring about their health 40%
PROMOTION OF PHYSICAL ACTIVITIES
The purpose of the activities under this heading is to fight a sedentary lifestyle by raising the level of awareness and
proposing actions that allow our personnel to keep physically active.
Promoting physical activity
 Awareness campaigns via concrete actions such as the European Week of Sport, the
Schuman Trophy, as well as the Where2Go app, which includes all activities and events.
Indicators Target
Participation in the actions and events, and usage of Where2Go app.
Target to be set per event
Participation
Encouraging healthier commuting
 Adoption of a mobility policy for our staff with the objective to increase the number of
our members of personnel using those alternative means of transport. Vélomai event to
raise awareness.
Indicators Target
Adoption of a mobility policy Summer
PHYSICAL WORKING ENVIRONMENT
This domain includes actions aiming at improving the quality of the workspace, with particular emphasis on the
ergonomic aspects, functionality and comfort of our office space and furniture.
Workspace arrangements
 Contribute to the work of the Steering Committee on the Workplace of the future to
deliver a policy paper with options to organize our workspace so that it accommodates
the needs for concentration, cooperation, socialisation and learning.
Indicators Target
Adoption of a policy paper with options to organize our workspace Summer
HEALTHY AND SUSTAINABLE WORKING ENVIRONMENT ENHANCING STAFF RESILIENCE
DG HR MANAGEMENT PLAN 2019 14
Health and Safety
 Carry out an audit on water supply and usage at the Commission Water audit
Indicators Target
Adoption of the Report Autumn
WORK LIFE BALANCE
The work in this area aims at ensuring that our staff makes proper use of the various formulas that are in place to
achieve a good work/life balance within the 40 hours (or more). The overall impact of the measures available for
staff to ensure an appropriate work life balance will be measured through the level of their satisfaction expressed in
the staff survey 2018.
Assess & revise 95% part-time formula
 95% part-time formula with salary reduction: The impact will be measured through
the increase in the number of persons who are using the 95% formula since its
introduction in 2016.
Indicators Target
Satisfaction rates with regard to work-life balance in the staff survey.
Increase per survey year
5%
 95% part-time formula without salary reduction for staff suffering serious hardship:
Revision of criteria the purpose is to make it more accessible to parent with children with disabilities.
Indicators Target
Adoption of the revision Winter
EMAS
HEALTHY AND SUSTAINABLE WORKING ENVIRONMENT ENHANCING STAFF RESILIENCE
DG HR MANAGEMENT PLAN 2019 15
SPECIFIC OBJECTIVE III.3: AN ORGANISATION RESPECTFUL OF ITS ENVIRONMENTAL IMPACT AND
ITS SOCIAL RESPONSIBILITY
In 2019, DG HR will continue to implement EMAS, the premium European environmental management system, to
continuously improve its environmental performance. DG HR will also reinforce opportunities for staff to engage in
voluntary work for the benefit of local communities. The table below lists the key documents decisions, strategy,
reports and guidelines documents to be produced during the year.
SOCIAL INTEGRATION
Actions in this domain aim at improving social integration at work as well as better engagement with Society
Corporate Responsibility
The Commission's internal CSR programme promotes caring relationships in three areas:
 caring for our staff (fit@work, and more particularly support in the area of disability);
 caring for society (Volunteer for a Change); and
 caring for the environment (EMAS).
Indicators Target
Declaration of Intent adopted Summer
Social Engagement through Volunteering
Priority actions under the corporate volunteering initiative Volunteer for a Change include:
 Policy paper on Volunteering – Review of actions since 2016 and proposals for
adjusting and consolidating the framework for volunteering within the Commission
 Corporate flagship events – A further EC Volunteering Week will be organised in autumn 2019 (subject
to funding/resources).; and a range of other corporate volunteering actions will be organised during the
year on the three main sites Brussels, Luxembourg and Ispra as the opportunities arise.
 Volunteering team builds – revised guidelines on volunteering team events
Indicators Target
Policy paper June
Number of participants: EC Volunteering Week 800
Number of participants: Other corporate/DG volunteering activities 500
Inclusion of persons with disabilities – Reasonable accommodation
Ensure enhanced application of the existing legal framework so that disadvantages of people
with disabilities are compensated and, as far as is reasonable, they are put in similar
conditions to work as nondisabled people. (Included in diversity and inclusion action plan)
This area includes increased awareness of the existing financial procedures to help colleagues with special needs.
Proposal for adaptation of the provisional guidelines for implementation of the budget heading “supplementary
aid for the disabled” concerning welfare appropriations for disabled persons (increased financial support).
Indicators Target
Adoption of the revision Autumn
SECURE WORKING ENVIRONMENT
DG HR MANAGEMENT PLAN 2019 16
SPECIFIC OBJECTIVE III.1: STAFF WORK IN A SECURE WORKING ENVIRONMENT
In 2019, DG HR will pursue its engagement in maintaining and further reinforcing effective protection of people,
assets and information to provide staff with a secure working environment.
DG HR will continue its efforts on codifying security rules and procedures, ensuring that current practices and
arrangements are thoroughly reviewed, laid down in a clear and detailed manner, and made available to staff and
any potential users. The Security awareness campaign aims at promoting security policies in place and providing
practical information to Commission staff in order to strengthen employees’ security culture and mitigate security
risks. The relationship with the host country is essential to ensure appropriate security protection in the context of
specific security projects but also at political level. Finally, in order to continuously ensure that information can be
shared safely within the Commission, the RESTREINT UE/EU RESTRICTED system will be upgraded.
Implement a comprehensive Security awareness raising campaign by
establishing a detailed action plan
To coordinate and implement security related corporate communication and awareness
strategies in line with the development of (new) security-related rules and strategy. It includes
the organisation of the High-level Annual European Commission Security Symposium and the
implementation of a new app-based warning and communication tool as a back-up for NOAH.
Target
Autumn
Develop and roll out a new generation of Commission access badges
To integrate enhanced security, simplify visual layout and provide multiple functions in a new
access badge for each staff.
Target
Autumn
Practical guide for staff on investigations and internal guidelines for
investigators
To update guidance to Commission staff on security inquiries, and refine internal guidance for
investigators.
Target
Summer
Comprehensive strategy on security operations
To review a risk-based strategy on security operations (Counter-Intelligence, CounterTerrorism,
Protection and Open Source Intelligence).
Target
Summer
Unauthorised access to Commission premises - Berlaymont
To further mitigate risks through overhaul of technical security equipment and procedures at
Stevin vehicle entrance of Berlaymont building and to commence construction of the
Berlaymont Welcome Centre.
Target
Autumn
Commission's security rules
Following up the adoption of Commission Decisions (EU, Euratom) 2015/443 on security in the
Commission and 2015/444 on the security rules for protecting EU classified information,
complete corresponding rules.
Target
Autumn
RESTREINT UE/EU RESTRICTED information - RUE-X
Launch of the RUE-X system – The pilot and accreditation will be completed in 2019, while
deployment will be completed in 2020.
Target
Autumn
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DG HR MANAGEMENT PLAN 2019 17
SPECIFIC OBJECTIVE IV.1: MANAGERS AND STAFF ABIDE BY THE HIGHEST PROFESSIONAL AND
ETHICAL STANDARDS AT ALL TIMES
DG HR's role as a guardian of general rules of HR regulatory framework remains a key preoccupation in 2019,
through a simplification of the management ethics-related procedures, revision of inquiries and disciplinary
procedures, account being taken of the developments in the case-law of the European Union Courts and of the
experience acquired in the field of inquiries and disciplinary proceedings. The Commission has committed to step up
its attention on and action against all forms of harassment (including sexual harassment). The current scheme
should be updated in that context.
Revision of Practical Guide to Disciplinary Proceedings
The Practical Guide will be revised and related actions implemented following adoption of the
GIPS
Indicators Target
Practical Guide to Disciplinary Proceedings Summer
Revision of the rules on the prevention of and fight against harassment and
inappropriate conduct
The Commission Decision on the European Commission policy on protecting the dignity of the
person and preventing psychological harassment and sexual harassment will be revised
(Decision C(2006) 1624/3). The new Decision will be complemented by a guidance document.
Indicators Target
Revision of the current Decision and issuing of a guidance document Summer
Awareness raising actions on ethics
Regular trainings focused notably on prevention on conflict of interest and leaks avoidance.
Trainings are made to target different populations and aim ultimately at having the whole
Commission staff benefiting from regular refreshers on ethics.
Indicators Target
Number of DGs receiving training and presentations 10
ETHICS
ETHICS
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SPECIFIC OBJECTIVE IV.2: STAFF REGULATIONS IMPLEMENTING RULES ARE CLEAR AND
EFFECTIVELY APPLIED
Providing clear guidance on the Staff Regulations is key to ensure compliance and effective implementation in the
Commission.
Better HR Regulations
Revision of Staff Regulations implementing rules with a view to simplification and ensuring a
fair and coherent application of the rules by Commission services. Since 2015, 34 legal texts
have been considered from which 21 texts have been significantly modified and finalised. 18
additional texts are currently being reviewed.
Indicators Target
Number of legal texts reviewed and certified HR Better Regulation
18 decisions
analysed
Internal Data Protection Regulation (IDPR)
Work of three majors decisions (Disciplinary proceedings, medical data and security) on Article
25 upon restriction under the Internal Data Protection Regulation framework.
Indicators Target
Number of decisions reviewed
3 decisions
for adoption
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SPECIFIC OBJECTIVE IV.3: COLLABORATIVE AND EFFECTIVE PROFESSIONAL RELATIONSHIPS WITH
STAKEHOLDERS AND PARTNERS RELEVANT FOR HR CORE SERVICES
In 2019, DG HR will review the legal framework governing social dialogue. In addition, DG HR will also pursue its
efforts to increase the EC staff presence in Luxembourg to reach the target agreed with the Luxemburgish
Authorities. In this context, DG HR will renegotiate the agreement with the hospitals in Luxembourg.
Revision of legal framework governing social dialogue
Modernise the legal framework on social dialogue, as much experience has been gained in the
implementation of the current rules and practices relating to staff representation.
Indicators Target
Adoption of the legal framework on social dialogue Autumn
Raising attractiveness of the Luxembourg site
 Monitor the level of presence of Commission services in Luxembourg in the context of the
Georgieva-Asselborn agreement. Maintain regular contacts with Luxemburgish Authorities.
 Communication to staff to promote Luxembourg site (LUXWEB)
 Collaboration with and monitoring of actions by CAS (Interinstitutional Comité d'Activités sociales) and CCPE
(Comité du Centre Polyvalent de l'Enfance)
 Renegotiation of the agreement with the FHL (Fédération des Hôpitaux Luxembourgeois)
 Launch of a study on the cost of living in Luxembourg.
Indicators Target
Staff present in Luxembourg reaching 12,5% of the total EC- staff by 2022
12,5%
in 2022
European Schools Governance
Support the European School system to improve its financial governance and to bring clear
added value to the attractiveness of the European Civil Service. In particular, DG HR will:
• Closely follow the file related to the setup of fifth European School in Brussels.
• Follow the adoption of an attractiveness package for teachers.
• Follow up the United Nations Convention on Rights of Persons with Disabilities (UNCRPD)
• Follow up Brexit impact on the European Schools System
Indicators Target
Number of justified demands satisfied (proportion of category 1 pupils having a place),
Proportion of the ES budget covered by other Institutions/bodies (type I schools),
Proportion of the ES budget covered by the Member States
Autumn
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A- Human Resource Management
B - Financial Management: Internal Control and Risk Management
C Information management aspects
PART 2 – ORGANISATIONAL MANAGEMENT
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A. HUMAN RESOURCE MANAGEMENT
Objective I: The DG effectively deploys its resources in support of the delivery of the Commission's
priorities and core business, has a competent and engaged workforce, which is driven by an effective
and gender-balanced management and can deploy its full potential within supportive and healthy
working conditions.
Implementation of DG HR local Talent Management priorities
 Support the further integration of the AMC directorate in DG HR.
 Ensure the upkeep of knowledge and the development of new skills and knowledge in the DG.
 Continue updating the ongoing Staff Action Plan to reflect the 2018 staff survey results and
implement the identified actions.
 Reinforce networks and cross-cutting projects to work together and break silos.
Staff engagement and internal communications
 Ensure effective internal communication to support corporate and local organisational priorities
and further enhance staff engagement within DG HR.
 Ensure that staff are generally satisfied with the quantity and quality of internal communication
inside the DG and understand HR corporate policies launched in 2019.
 Ensure that community members take part to the Internal Communication Professionalisation
Programme.
B. FINANCIAL MANAGEMENT: INTERNAL CONTROL AND RISK MANAGEMENT
Objective 1: The Authorising Officer by Delegation should have reasonable assurance that resources
have been used in accordance with the principles of sound financial management, and that the control
procedures put in place provide the necessary guarantees concerning the legality and regularity of the
underlying transactions including prevention, detection, correction and follow-up of fraud and
irregularities.
Revision and documentation of key HR procedures
With the end of the pilot phase, the implementation of the HR Modernisation exercise is now achieved.
Focus is now on fully exploiting the potential of this new delivery model. To this aim, the control strategy
(i.e. ex-post control, priority of internal control principles) has been adjusted. More specifically, staff in
the internal control sector is working closely with staff in charge of the new task - launched in August
2018 - of revising and documenting all HR procedures. This revision will have an impact on the
efficiency of key HR procedures and the economy of invested resources. It will equally enforce DG HR's
internal control system.
Indicator Target
Development of a new online tool to manage the
HR procedures, and a new methodology to
document those process and review them
regularly.
Online tool and methodology developed by 31
Dec 2019
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Objective 2: Effective and reliable internal control system in line with sound financial management.
Centralisation of HR financial transaction management
In the context of the HR Modernisation exercise, it was decided to centralise the management of all HR
financial transactions in one unit at DG HR. With the objective to fully leverage the potential for
synergies and efficiencies, the management of financial transactions related to HR budget will be
moved from the AMCs and a number of DG HR operational units to the Unit “HR.DDG.R2” – Management
of HR Financial Transactions”, which took up its functions on 01 September 2018.
Output: Ensure business continuity during the transfer of activities to HR.DDG.R2 under the centralised
management of all HR financial transactions initiative. Subsequently, possibilities for improvements in
workflows and processes and efficiency gains will be investigated and implemented.
Indicator Target
No documented breakdown in service. 30 June 2019
Objective 3: Minimisation of the risk of fraud through the application of effective anti-fraud measures,
integrated in all activities of the DG, based on the DG's anti-fraud strategy (AFS) aimed at the
prevention, detection and reparation of fraud.
Fraud Risk Assessment and Updated antifraud strategy
In depth analysis of the fraud risks revealed no major update of the current strategy is required. The
antifraud strategy will be updated in 2019, taking into account the result of the Commission Anti-Fraud
Strategy review steered by OLAF. The delay in the adoption of the new Commission Anti-Fraud Strategy
led to the decision to postpone the strategy update.
Indicator Target
Updated antifraud strategy 15 July 2019
C. INFORMATION MANAGEMENT ASPECTS
Objective 1: Information and knowledge in your DG is shared and reusable by other DGs. Important
documents are registered, filed and retrievable
Information management
Organisation of the mail clerk service, Ensure effective DMO function
Ensure effective functioning of CAD aiming at 0% of not filed document,
Extend the use of Collaborative sites and CONECT platform within DG HR to enhance collaboration
Coordination of internal decision making procedures and IT tools,
Access to documents, Management of the library.
Indicator: Effective integration of all the local HR units of DGs and services
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DG HR MANAGEMENT PLAN 2019 23
D. INITIATIVES TO IMPROVE ECONOMY AND EFFICIENCY OF ACTIVITIES
Documentation of procedures
The process of revising and documenting all HR procedures, started in August 2018, will start bearing
fruit in 2019, having an impact on the efficiency of key HR procedures and the economy of invested
resources.
Charge-back process
The simplified and harmonised set of Service Level Agreements leading to increased oversight and a
more efficient recovery of costs for the whole of the DG are now in place. The full impact of the chargeback
overhaul will be measured and followed over a longer period.
Electronically signed on 21/12/2018 17:44 (UTC+01) in accordance with article 4.2 (Validity of electronic documents) of Commission Decision 2004/563