This is an HTML version of an attachment to the Freedom of Information request 'Statistics on EP DGs staff and budget'.

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Annual Activity Report 
 
 
 
2012 
 
 
 
DG INTERPRETATION and 
 
 
CONFERENCES 
 
 
 
 
 
 
 
- 1 - 
 

Contents 
 
 
 
0.
 
BUDGET IMPLEMENTATION OVERVIEW ........................................................3 
1. 
OBJECTIVES ...............................................................................................................4 
1.1. 
Objectives of the Directorate-General ....................................................................4 
1.2. 
Assessment of feasibility and likely risks...............................................................4 
2. 
ASSESSMENT OF RESULTS IN THE LIGHT OF THE 
OBJECTIVES – USE OF RESOURCES ..................................................................5 
2.1. 
Environment of the Directorate-General ................................................................5 
2.2. 
The DG’s human resources ....................................................................................7 
2.3. 
Budget implementation in 2012 .............................................................................7 
2.3.1. 
Final appropriations and initial appropriations...............................................7 
2.3.2. 
Final appropriations and committed appropriations .......................................7 
2.3.3. 
Committed appropriations and payments carried out.....................................7 
2.3.4. 
Use of appropriations carried over automatically and non-
automatically from 2011 to 2012....................................................................8 
2.3.5. 
Use of the appropriations corresponding to assigned revenue .......................8 
2.4. Results 
obtained......................................................................................................9 
3. 
EVALUATION AND EFFECTIVENESS OF INTERNAL 
CONTROLS...............................................................................................................14 
4. CONCLUSIONS .............................................................................................................15 
5. DECLARATION BY THE AUTHORISING OFFICER BY 
DELEGATION ..........................................................................................................16 
6.   ANNEXES ...................................................................................................................17 
6.1. 
Overviews of budget implementation in 2012 .....................................................18 
6.2. 
Report on compliance with payment deadlines ....................................................19 
6.3. 
List of exceptions – derogations from the rules ...................................................19 
6.4. 
Long-term contractual obligations........................................................................19 
6.5. Exceptional 
negotiated 
procedures .......................................................................19 
6.6. 
Results of ex-post evaluations ..............................................................................24 
6.7. Sensitive 
posts ......................................................................................................24 
6.8. 
Evaluation of the implementation of the minimum internal control standards ....25 
 
 
 
- 2 - 
 

 
0.  BUDGET IMPLEMENTATION OVERVIEW 
Code 
Appropriation type 
Type de crédits 
€ or % 
  
Appropriations of 2012 
Crédits 2012 
  

Initial appropriations 
Crédits initiaux 
58.595.000,00 
B Final 
appropriations 
Crédits 
finaux 
51.595.000,00 
C Commitments 
Engagements 
50.618.406,16 
Commitments in % of final 

Engagements en % des crédits finaux 
98% 
appropraitions 
E Payments 
Paiements 
40.215.049,08 

Payments in % of commitments 
Paiements en % d'engagements 
79% 
Cancellations of 2012 final 

Annulations de crédits 2012 
976.593,84 
appropriations 
Cancellations in % of final 

Annulations en % des crédits finaux 
2% 
appropriations 
Appropriations carried over 
Crédits reportés 
(automatic and non-automatic 
  
(automatiques et non-automatiques) 
  
carryovers) 
de 2012 à 2013 
from 2012 to 2013 

Automatic carryovers from 2012 to 2013 
Crédits reportés automatiques de 2012 à 2013 
10.403.357,08 
Automatic carryovers from 2012 to 2013 
Crédits reportés automatiques de 2012 à 2013 

in % of commitments 
en % des engagements 
21% 
Non-automatic carryovers from 2012 to 
Crédits reportés non-automatiques de 2012 à 

2013 
2013 

Non-automatic carryovers from 2012 to 
Crédits reportés non-automatiques de 2012 à 

2013 in % of final appropriations 
2013 en % des crédits finaux 

Appropriations carried over 
Crédits reportés 
(automatic and non-automatic 
  
(automatiques et non-automatiques) 
  
carryovers) 
de 2011 à 2012 
from 2011 to 2012 

Automatic carryovers from 2012 to 2012 
Crédits reportés automatiques de 2011 à 2012 
13.078.882,92 
Payments against automatic carryovers 
Paiements de crédits reportés automatiques de 

from 2011 to 2012 
2011 à 2012 
9.929.832,48 
Paiements de crédits reportés automatiques de 
Payments in % of automatic carryovers 

2011 à 2012 en % des crédits reportés 
76% 
from 2011 to 2012 
automatiques  
Cancellations of automatic carryovers 
Annulations de crédits reportés automatiques 

from 2011 to 2012 
de 2011 à 2012 
3.149.050,44 
Cancellations of automatic carryovers 
Annulations de crédits reportés automatiques 

from 2011 to 2012 in % of automatic 
de 2011 à 2012 en % des crédits reportés 
24% 
carryovers from 2011 to 2012 
automatiques de 2011 à 2012 
Non-automatic carryovers from 2011 to 
Crédits reportés non-automatiques de 2011 à 


2012 
2012 
Payments of non-automatic carryovers 
Paiements de crédits reportés non-

from 2011 to 2012 
automatiques de 2011 à 2012 

Payments against non-automatic 
Paiements de crédits reportés non-
carryovers from 2011 to 2012 in % of 

automatiques de 2011 à 2012 en % des crédits 

non-automatic carryovers from 2011 to 
reportés non-automatiques de 2011 à 2012 
2012 
Cancellations of non-automatic 
Annulations de crédits reportés non-

carryovers from 2011 to 2012 
automatiques de 2011 à 2012 

Cancellations of non-automatic 
Annulations de crédits reportés non-
carryovers from 2011 to 2012 in % of 

automatiques de 2011 à 2012 en % des crédits 

non-automatic carryovers from 2011 to 
reportés non-automatiques de 2011 à 2012 
2012 
  
Assigned revenue in 2012 
Recettes affectées 2012 
  
Appropriations from assigned revenue in 

Crédits de recettes affectées courantes 2012 
505.887,86 
2012 (current) 
Payments in 2012 against 
Paiements de crédits de recettes affectées 

appropriations from assigned revenue 
2012 
380.058,15 
Payments in 2012 against assigned 
Paiements de crédits de recettes affectées 

revenue in % of assigned revenue in 
2012 en % des crédits de recettes affectées 
75% 
2012 
2012 

Assigned revenue carried over to 2012 
Crédits de recettes affectées reportés à 2012 
657.348,18 
Appropriations for mopping up 
AA 
Crédits pour le transfert de "ramassage" 
7.000.000,00 
transfer 
 
 
- 3 - 
 

 
1.  OBJECTIVES 
1.1.  Objectives of the Directorate-General 
Objectives for 2012 
 
A - The objectives of the Directorate General for Interpretation and Conferences are: 
  i) To provide interpretation services in the 23 languages of the current EU, as well 
as in Croatian for the observers, and other languages upon specific demand, for 
the plenary sessions and all other meetings of the Institution and its bodies in the 
three places of work of the Institution: 
  ii) To organise the logistics for the meetings outside of the three working places of 
the Political Groups, the Bureau and the Conference of Presidents as well as the 
Parliamentary Delegations and Committees upon request: 
  iii) To manage the meeting rooms and technical support required for the smooth 
running of the meetings schedule. 
 
B - The specific objectives set for the DG in 2012 are to: 
  i) Prepare for the future needs of the institution with regards to interpretation 
  ii) Further develop inter-institutional and international cooperation  
  iii) Strengthen the structure of the Conference Technicians Unit in order to 
facilitate  development of new projects for update/renewal/maintenance of 
equipment and facilities 
  iv) Complete the restructuring of the DG in order to enhance performance and 
results 
 
1.2.  Assessment of feasibility and likely risks 
Following the Plenary vote in October 2011 to cut the 2012 budget of the European 
Parliament, the Bureau adopted a decision on 11/12/2011 on resource efficient full 
multilingualism in interpretation. The decision set out strict rules to be applied when 
organising meetings with interpretation: economy and efficiency being the target. The main 
elements of the Decision were to: 
 
  Limit the number of interpretation teams, that DG INTE could provide in parallel, to 
16, 
  To aim at an even spread of meetings across Committee weeks, 
  To ensure that meetings end on schedule, specifically cutting the length of night 
sessions - thus reducing the need to have backup teams in place.  
  To restrict interpretation for observers of new accession countries. 
 
The decision had far-reaching consequences for the DG and the way in which it was to 
respond to meeting requests in general, and particularly the provision of interpreting 
services. 
 
Thus the main challenge for DG INTE was to react swiftly and effectively to implement the 
new conditions, whilst maintaining the high professional standard of interpreting enjoyed 
by the institution, and at the same time continuing all efforts to achieve the objectives set 
for 2012. 
 
Full implementation of the Decision was instructed to start on the 1st April 2012. In the 
interim period the Director for Organisation and Planning launched a series of meetings 
with counterparts in DG IPOL and DG EXPO in order to lay down clear implementing 
rules with respect to a reorganisation of the meetings pattern during Committee weeks. In 
 
 
 
 
 
 
- 4 - 
 

addition, a complete overhaul of planning and programming was put in place within the DG 
services concerned, together with a revised structure to implement the decision. Numerous 
meetings with "clients" using the services of DG INTE took place to explain the new 
system and working methods and to come to a mutually acceptable modus operandi. A new 
Demand Management Service was created within the Meetings and Conferences Unit to act 
as single interlocutor at an operational level for all requests for interpretation services. 
 
The results of this first exercise in implementing the new rules are that additional savings 
have been made and a further 6.5 million Euros were returned during the Rammassage 
procedure. A considerable increase in cost effectiveness has been achieved and, overall, the 
key elements set out in the decision have been met. Stakeholders involved have accepted 
the changes in working methods and understand the necessity of these more stringent rules 
with regard to the better use of resources when planning meetings with interpretation. 
 
For the most part DG INTE's implementation of the new rules can be considered as being a 
success. There are, however, a few areas which still require attention and where additional 
improvements and economies could be achieved. These mainly relate to late cancellation of 
meetings and requests for interpretation for languages which are subsequently not required 
during the meeting concerned. In addition, meetings which by definition tend to be 
organised at short notice, such as trilogues, have been shown to be more difficult to cater 
for.  
 
The services of DG INTE, in collaboration with DG's IPOL and EXPO, are currently 
preparing an in-depth review on the outcome of these measures during this first year of 
implementation.  
 
The recruitment of suitably qualified and experienced interpreting staff, who can meet the 
high standards required by the institution, is becoming increasingly difficult. University 
courses which can offer training in the field, to the standards required, are few and far 
between and the numbers of new interpreters entering the employment market are 
dwindling. Adding to this already difficult situation DG INTE is faced with a large number 
of highly qualified and experienced staff arriving to retirement age within the same short-
term time frame. These factors pose a significant risk to the achievement of the DG's 
objectives. It is therefore essential that the DG continues, and steps up, efforts and activities 
to support multilingualism, promote the profession of interpretation, optimise the use of 
existing human resources through support to training and coaching initiatives, and 
strengthen and broaden networks of stakeholders in the field, where mutual benefits and 
sharing of best practice can be exploited. 
 
 
2.  ASSESSMENT OF RESULTS IN THE LIGHT OF THE OBJECTIVES – USE OF RESOURCES 
 
2.1.  Environment of the Directorate-General 
The move of the majority of administrative staff of DG INTE to the TRI building was 
completed before the summer break. Remaining problems, related to lack of office space 
and archive space, have yet to be resolved with DG INLO. 
 
The restructuring of the DG with the creation of a Resources Directorate (in line with the 
structure already in place elsewhere in the institution) took place at the beginning of the 
exercise. Recruitment of staff to fill the various posts within the Directorate is at final 
stages; it is foreseen that the newly created units will become fully operational once they 
have reached the correct staffing levels and at the latest by the end of the first semester of 
2013. 
 
 
 
 
 
 
- 5 - 
 

 
A Demand Management Service (DEMAS) was established in the Directorate for 
Organisation and Planning, within the Meetings and Conferences Unit, in January 2012. 
This service was set up to implement the Bureau decision, described at point 1.2 and 
became the single interlocutor for all users of interpretation at an operational level. The task 
of the service is to ensure that all requests for interpretation services are in conformity with 
the strict constraints set out in the Bureau decision and to offer advice and guidance to this 
effect. 
 
During the course of 2012 the Programming Unit in the Directorate for Organisation and 
Planning was re-structured in order to further increase efficiency and to support the new 
measures and approach. Coordinators have been appointed to ensure consistency and the 
sharing of knowledge with regards to the evolution of a given week (planning and 
requirements) from its beginning to the end.  
 
The E-learning Unit was created in August in the Directorate for Organisation and 
Planning. The Unit is responsible for Virtual learning projects such as: Speech Repository 
and Multilateral and Bilateral Virtual Classes, involving other European institutions and 
both EU and non-EU universities. The Unit is also promoting the Virtual Coaching project, 
managing the Virtual Class Room and coordinating the recording of speeches and materials 
for use in tests (including for EPSO testing) and training. The objective is to maximise the 
provision of skilled interpreters in all working languages to support the efforts of the DG in 
the context of succession planning and recruitment. 
 
The Total Quality Management Unit was established at the end of 2011 and has been 
progressively building capacity (in particular, one additional staff member joined the Unit 
on 1st September) and developing working procedures. The Unit has been highly involved 
in risk management. It contributed to other projects in the field of internal control (e.g. 
sensitive posts, documentation of procedures). The Unit serves as contact point and 
coordinator for matters related to internal audit, and in particular regarding the two follow-
up exercises carried out by the IAS during the year. The Unit also dealt with the reporting 
foreseen by the Code of Conduct on Multilingualism. During the last quarter, the Unit was 
entrusted with the responsibility of developing an ex post control function due to start in 
2013. 
 
A re-deployment exercise involving a total of six staff members was carried out at the end 
of 2012, with effect as of the 1st January 2013, within the Directorate for Organisation and 
Planning. The aim is to use resources more efficiently in a general context of limitations to 
the establishment plan of the DG. Reports on the progress of this measure will be made 
during the 2013 exercise.  
 
Major/new projects 
As per point 1.2, major efforts were ploughed into implementing the Bureau decision 
enabling the DG's services to take on board the new provisions and manage the transition to 
resource efficient full multilingualism in interpretation. 
 
A major project to update some 20 meeting rooms from analogue to digital systems was 
started at the end of 2011 and is ongoing. 
 
 
 
 
 
 
 
 
 
 
 
- 6 - 
 

2.2.  The DG’s human resources 
 
Posts on  
Posts on  
SITUATION AT: 31/12/2012 
establishment 
establishment 
 
plan 
plan 
Temporary 
Contract 
External 
Officials 
TOTAL 
01/01/2011 
01/01/2012 
staff 
staff 
staff 
AD 
428 430* 
333 
37 
10** 
+/-450 +/-830
AST 
109 123 103 
6 26** 
0 135 
OTHER 
 
 
 
 
 
 
 
TOTAL 
537 553 436 
43 
36** 
+/-450 
+/-965
* As at 31 December 2012, the number of posts had been reduced to 413. 
** Croatian contract staff members are technically occupying posts for Croatian nationals. 
 
2.3.  Budget implementation in 2012 
2.3.1.  Final appropriations and initial appropriations 
The initial appropriations on the budget line 1402-01 were 53.000.000€. Implementation of 
the Bureau decision of December 2011 has led to a reduction in costs and the result was that 
DG INTE offered back 6.500.000€ on this line during the ramassage procedure. 
 
A further 500.000€ were returned, during the ramassage procedure, on the budget line 
1404-04. The reason for the under utilisation on this line was that spending on bursaries for  
Auxiliary Conference Interpreter's (ACI's) language learning reflected the profound 
changes in recruitment patterns for ACI's due to the substantial cut in the interpretation 
budget. Spending was targeted strictly to the most urgent needs of the service and eligibility 
criteria were tightened. A programme for pre-accreditation test coaching was put on hold 
pending reporting on new recruitment patterns and needs. New rules on traineeships should 
come into force in 2013 which will improve targeting and thus effectiveness of resources. 
 
2.3.2.  Final appropriations and committed appropriations 
Committed appropriations represent an overall utilisation rate of 99%. This includes the 
large provisional commitment on the budget line 1402-01 "Conference Interpreters". The 
majority of appropriations remaining on this commitment will be carried forward to 2013 
for payment of ACI salaries, travel tickets relating to 2012 orders and to cover the back-
dated salary adjustment when a decision is taken. (Salaries are assimilated to those of staff 
and adjusted accordingly).  
2.3.3.  Committed appropriations and payments carried out 
The overall utilisation rate of commitments in payments is 78.43% across all budget lines. 
The most significant figure of appropriations remaining on commitments (9.3 million 
Euros) relates to the budget line 1402- 01 - payment of Auxiliary Conference Interpreters. 
Payments made in 2012 already represent 80% of the total committed amount. 
Regularisation of the invoice for auxiliary conference interpreters for the month of 
December 2012 has yet to be made, further invoices for travel tickets ordered from the 
institutions travel agency in 2012 have yet to arrive and the back dated salary adjustment 
remains to be paid. This should result in full utilisation of the appropriations committed on 
this line. 
 
 
 
 
 
 
 
- 7 - 
 

On the budget line 1404-04, 62.5% of committed appropriations have been disbursed in 
payments. The majority of remaining credits on commitments will be carried forward to 
2013 to make final payments on the 9 grants agreements where projects are due to be 
finalised around the third quarter of 2013. 
 
62.5% of committed credits have been paid on the line 2140-04. All remaining credits on 
commitments will be carried forward to 2013. Large invoices are due for the last quarter 
payments of the two maintenance contracts for the meeting rooms in Brussels and 
Strasbourg and a large invoice relating to work on the update of meeting rooms is due for 
payment early in 2013. 
 
On budget line 3042-03, 64% of the committed amounts have been cleared by payments. 
Another 21% of the committed amount will be carried forward to 2013 to honour orders 
placed in 2012. 
 
On budget line 3245-04, 73.3% of committed credits have been paid. The remainder is 
mainly related to the Rectors conference organised in the last quarter of the year and for the 
participation of DG INTE at the London language show, also in the last quarter of 2012. 
Invoices for final amounts due have not yet been received and amounts needed to honour 
contracts will be carried forward to2013. 
2.3.4.  Use of appropriations carried over automatically and non-automatically 
from 2011 to 2012  

The overall utilisation rate of carried forward credits is 75.92%. The most important amount 
carried forward is on the line 01402-01 relating to expenditure for Auxiliary Conference 
Interpreters. The amount carried forward from 2011 to 2012 included provision for the 
salary adaptation expected to be regularised in 2012 but for which no decision has yet been 
reached. The utilisation rate of carried forward credits on this line is 73.8%. As this one 
budget line accounted for some 91.4% of the total DG budget in 2011 (90.1% in 2012) 
utilisation, or, non utilisation statistics are centred on one line. It should however be noted 
that total appropriations in 2011on this line were 58 million Euros, of which 45.77 million 
were actually paid in 2011 and together with the 8.26 million paid on carried forward 
credits in 2012, adds to an overall utilisation rate of 93.1% on 2011 credits. 
 
There is a relatively low utilisation rate of carried forward credits on the budget line1404-
04 (40.4%). This is due to the majority of credits being carried forward to make final 
payments on grant projects and such is the nature of final payments on grant files that final 
amounts due rarely consume the total amounts committed. (Analysis often reveals that not 
all costs are eligible or final costs are less than estimated). For the 2011/2012 grant 
programme there was a relatively large amount on one commitment which was not finally 
paid as changes in the status of the organisation concerned, meant that the action could not 
be completed. 
 
Other budget lines show higher utilisation rates of carried forward credits. For some activity 
areas it is difficult to estimate final total costs to be paid on a more accurate basis. There is, 
nevertheless, scope for improving management of carried forward credits and a more 
rigorous approach has been adopted for the next exercise. 
2.3.5.  Use of the appropriations corresponding to assigned revenue 
2.3.5.1 
Specific expenditure appropriations/assigned revenue  
79%of assigned revenue of 2012 was committed, and of this amount more than 
95% has been disbursed in payments. 
 
 
 
 
 
 
- 8 - 
 

2.3.5.2 
Specific expenditure appropriations, carryovers/assigned revenue 
99% of assigned revenue from previous exercises has been committed and of 
that committed amount 95% was paid in 2012. 
 
 
2.4.  Results obtained  
2.4.1. Indicators 
The working group, set up within DG INTE to develop performance and result indicators, 
has met on several occasions and work is underway. This is, however, a difficult exercise 
when considering what additional data could be collected, and how data that is already 
available could be exploited, to support the performance and result indicators and best 
document achievements. 
 
For the 2012 exercise some result indicators are provided below, other indicators provide 
detail of the volume of activities in 2012. 
 
Objective n° 
Indicators  
Results for the 2012 exercise 
A) i 
Indicators under development 
B) i 
Total number of added languages in 
127/224 
 
2012/total applicants tested 
Total number of new ACI´s /total 
candidates tested 
94 (32 temporary accredited) /405 
 
 
21 summer university
Total number of  bursaries granted in 
29 external language courses
2012 
6 training for trainers
 
Turquoise week training activities 
430 participants
Total number of enrolments to in-house 
interpreter specific language courses 
125 interpreters 
2012/2013 
A) i 
Indicators under development 
 
B) i 
Number of grants awarded to universities 
17 projects from which 9 have 
in 2012 
been co-funded by the EP
25 universities
Number of universities who received 
 50 remote teaching assistance
pedagogical assistance 
(virtual classes)
26 universities
Total n° of visits by universities 
Total number of students visiting DG 
307 students
INTE 
B) ii 
Indicators under development 
 
Number of participants to structured 
exchange programme with SCIC (EP & 
10/ 72
SCIC)/total n° of exchange days of 
interpretation 
N° EP interpreter days placed at disposal 
45
of SCIC during Strasbourg session 
N° EP interpreter days placed at the 
disposal of the SCIC outside Strasbourg 
257
sessions 
 
 
 
 
 
 
- 9 - 
 

A) i 
Indicators under development 
 
A) iii 
Total number of meeting sessions with 
B) iii 
interpretation attended by conference 
5085
 
technicians 
 
Total number of meeting sessions 
requiring sound equipment set up and 
745
support 
Total number of meeting sessions 
3045
requiring projection equipment set up and 
support 
Total EP meeting sessions with 
 
interpretation provided 
Brussels/Strasbourg/Luxembourg/Outside 
3804/1970/29/866
3 work places 
 
Total  
6669
 
Number of meetings outside of places of 
work organised by the Conference Service 
33
(Political groups, Conf. Presidents and 
Bureau) 
Meetings with interpretation organised for 
other institutions total: 
Commission (Lux) 
327
Commission (outside) 
25
Court of Auditors (Bxl, Lux, outside) 
123
Comm. of Regions (Bxl, outside) 
81
Economic and Social Comm. (EESC) 
3
Ombudsman 
1
Translation Centre 
3
Total for other institutions 
563
Total number of files treated for requests 
for meetings in the EP premises by 
outside bodies: of which 
104
Brussels 
72
Luxembourg 
2
Strasbourg 
30
Total n° of interpretation days in 
51.109/52.934 days
2012/2011 organised for the needs of the 
EP (staff) 
Total n° of interpretation days in 
46.682/56773 days
2012/2011 organised for the needs of the 
EP (ACI) 
 
2.4.2 Resource efficient demand management 
Full implementation of the Bureau decision on resource efficient multilingualism in 
interpretation was achieved by 1 April 2012. The maximum number of 16 
interpretation teams working in parallel has been respected, and there is a more even 
spread of meetings across Committee weeks. This has reduced the problems created 
previously by peak numbers of meetings being held on Tuesdays and Wednesdays. 
These measures have increased efficiency and allowed for savings to be made. There 
are persisting problems which need to be addressed in order to further enhance 
efficiency and savings. The Demand Management Service, set up as single 
 
 
 
 
 
 
- 10 - 
 

interlocutor for all users of interpretation at an operational level, ensures that requests 
for interpretation are in compliance with the strict rules set out in the decision. 
Conclusions after this first year of application of the Bureau decision and proposed 
additional measures will be set out in a report currently being prepared. 
 
2.4.3 Prepare for the future needs of the institution with regards to interpretation 
DG INTE adopts a pro-active approach to raising awareness and interest in the 
interpretation profession in general, and in the career opportunities in this field within 
the institution, all with a view to guarantee a continued supply of skilled interpreters 
for future needs. 
Measures implemented in 2012 include: 
-The annual grant programme which is jointly run with the interpretation service of 
the Commission (SCIC). The aim is to contribute to projects which bring an additional 
European dimension to interpreter training - for example by teaching unusual 
language combinations of special interest to the European Parliament or by supporting 
cross border projects in which the institutions have a vested interest. Following this 
year's call for proposals, 18 projects were submitted for evaluation. As a result, 17 
projects were retained for funding, out of which 9 will be co-financed by the EP 
-DG INTE has participated in a number of careers events and language fairs and took 
the lead in organising the stands for the Paris Expolangues and the London language 
shows. The stands were jointly manned with the Commission and the Court of Justice 
and attracted some 400 visitors at each event. DG INTE also participated at the Berlin 
show, the Limassol conference and was present and active at the Open Door Days of 
the European Parliament, both in Brussels and in Strasbourg. 
 
-The interpretation services of the institutions jointly manage a Facebook page which 
currently counts 27000 fans, DG INTE's own Facebook page has 767 fans which is 
encouraging considering that it was only opened in December 2012. The DG uses 
social media networks wherever possible and appropriate, as a fast, effective and 
efficient way of reaching a large number of people. 
 
- Teaching assistance is provided to universities and schools of excellence involved in 
training conference interpreters, and a new E-learning Unit has been set up to increase 
and improve the help we can offer in this area. E-learning activities enable the 
interpretation experts of DG INTE to give feedback (either on a one-to-one basis or by 
groups from several centres at a time) on interpretation of speeches by students via 
videoconference or SKYPE. E- learning is the most cost and time effective way of 
coaching and can help improve the quality of future recruitments. Considerable 
increase in the use of "virtual classes" has been noted since the creation of the Unit 
and increasing numbers of universities have joined this initiative. Amongst these: 
Sofia, Ljubljana, Astrakhan, Budapest, Tallinn, Vilnius and Stockholm. Some 50 
virtual classes with 16 universities have been organised in the course of the year and 
new universities such as Graz, Warsaw and Cracow are now joining the scheme. The 
Unit will be considering expanding the project to involve other international 
organisations in the future. In this field of work DG INTE has taken centre stage and 
become the hub for Multipoint Virtual Classes. 
 
- Teaching assistance is also provided to universities at final examination stage by 
experienced staff interpreters of DG INTE. 
 
 
 
 
 
 
 
- 11 - 
 

- A four day "train the trainer" course was run in Brussels with 13 partner universities: 
The aim was to provide a platform for exchange of information and best practice and 
to consolidate links to enhance cooperation. In the same context DG INTE also hosted 
a two day seminar organized by the EMCI network. 
 
- The 2nd Rectors' Conference was organized and staged by DG INTE on the 18th and 
19th October, bringing together 160 participants from EU member states, candidate 
countries and beyond - rectors, presidents and vice-chancellors of universities, heads 
of interpreting departments and other key stakeholders. The conference entitled "New 
Technologies and Education for Multilingualism - Going Global" featured on the 
programme of Vice-President Martinez, Commissioner Vassiliou, Secretary General 
Klaus Welle and other prominent speakers from research and international 
organisations. The aim of the conference was to raise awareness about the interpreting 
profession, the role of new technologies in interpreter training and the needs and 
requirements of the European Parliament with regards to interpretation. It offered an 
unprecedented opportunity for networking and exchange of best practice and 
strengthened the relationship between the universities training interpreters and DG 
INTE.  
 
2.4.4 Optimising human resources 
In order to optimise performance DG INTE actively encourages interpreting staff to 
further develop language skills and the number of languages in which they can work. 
In 2012, 22 Auxiliary Conference Interpreters added a new working language to their 
repertoire after having been granted a bursary for language learning by DG INTE. 
A new approach to training based on a comprehensive learning-needs analysis 
resulted in 430 interpreters participating in training activities organised by DG INTE 
during turquoise periods. In particular, a new focus on training in economics and 
finance has produced positive results with an overall satisfaction rating by participants 
of 84%. 
DG INTE has played a key role in the re-organisation and streamlining of testing for 
interpreting staff within the inter-institutional group set up for this task. Considerable 
savings on human resources, involved in the testing procedures, have been made as a 
result of the new guidelines on inter-institutional accreditation tests and language 
adding tests for staff which were developed and approved in 2012. The first round of 
tests following the new procedure were organised in September.  
 
2.4.5 Inter-institutional and international cooperation 
DG INTE cooperates with other EU institutions in almost all areas of work. The long-
term recruitment of Auxiliary Conference Interpreters is synchronised with the other 
two EU- interpretation services and interpreter teams are provided by DG INTE to the 
Commission in Luxembourg, the Court of Auditors, the European Economic and 
Social Committee and the Committee of Regions, the Ombudsman and the 
Translation centre. 
 
A helpdesk for contacts with other Institutions was set up in the Programming Unit in 
order to make use of existing opportunities for resource optimisation when the peaks 
in demand in the EP and the Commission do not coincide (e.g. weeks set aside for 
external parliamentary activities). 
 
 
 
 
 
 
 
- 12 - 
 

Efforts and activities to promote the interpretation profession, to support interpreter 
training and to demonstrate the career opportunities in this field within the EU 
institutions are often undertaken on an inter-institutional basis including the joint 
grant programme run with the interpretation service of the Commission (SCIC).  
 
DG INTE has increased  its visibility on the international stage with such activities as 
the 2nd Rectors Conference, the continuing organisation of the HINTS network - 
(Heads of interpretation services) launched by DG INTE and two other international 
organisations in 2007 and active participation in IAMLADP - (the International 
Annual Meeting on Language Arrangements, Documentation and Publications 
consisting of a forum and network of managers of international organizations 
employing conference and language services providers – mainly translators and 
interpreters). Its membership includes the United Nations, other organizations of the 
UN system and inter-governmental and supra-national organizations. The Director of 
Organisation and Planning in DG INTE currently holds the position of Secretary 
General for HINTS and is the Chair of a task force for IAMLADP. A HINTS seminar 
was organised in Brussels in March 2012 in addition to the regular twice yearly 
meeting - HINTS meetings are an important tool for networking and sharing of best 
practice and solution finding between stakeholders managing interpretation services, 
from international organisations. 
 
Networking on an international scale with key partners, who often face similar 
problems when seeking qualified and high standard interpreting staff, provides a good 
forum for establishing mutual solutions and mutual assistance. The EP runs exchange 
programmes with the UN providing opportunity to consider best practice and promote 
mutual support.    
 
2.4.6 Strengthen the structure of the Conference Technicians Unit 
Consolidation of the unit is now complete. 5 Implementation Managers have been 
installed to take charge of major projects underway. The Planning Office has been 
consolidated into one team to provide a comprehensive approach to organisation and 
planning. A Central Control Area has been established to ensure a central point for 
incident reporting and first level incident resolution. 
 
2.4.7 Maintaining up-to-date facilities for meetings  
A 4-year project was launched at the end of 2011 to update some 20 meeting rooms 
from analogue to digital systems. 3 meeting rooms have been completed in Brussels in 
2012 and a fourth will be completed before the end of January 2013. 
 
2.4.8 Optimisation of the use of "valise" interpretation on missions: 
The "valise" system of providing interpretation is a portable case containing all 
equipment necessary to provide interpretation at meetings. No booth is necessary; the 
system is small enough to be able to carry to any location (even to locations where 
perhaps suitable equipment cannot be hired), and it can be set up for use with a 
minimum of technical assistance. All of these factors can create considerable savings 
for meetings organisation and DG INTE is pursuing ways to increase the uptake of the 
use of valise interpretation. In 2012 DG INTE has extended the capacity of the 
utilisation of the valise system by 25%. 
 
 
 
 
 
 
- 13 - 
 

 
3.  EVALUATION AND EFFECTIVENESS OF INTERNAL CONTROLS 
 
 
To be 
Standard 
Achieved Almost  Partly  Started started / 
  
NA 
Part 1: Control environment 
1. Ethics and integrity 
 x 
  
  
  
  
2. Mission, role and tasks 
 x 
  
  
  
  
3. Staff competences 
 x 
  
  
  
  
4. Staff performance 
 x 
  
  
  
  
5. Sensitive posts 

  
  
  
  
6. Delegation 

  
  
  
  
Part 2: Performance and risk management 
7. Setting of objectives 
 x 
  
  
  
  
8. Multiannual programming 
 x 
  
  
  
  
9. Annual Work Programme (AWP) 
 x 
  
  
  
  
10. Monitoring performance against objectives and indicators 
  
  
  
 x 
  
11. Risk analysis and management 
 x 
  
  
  
  
Part 3: Information and communication 
12. Ad hoc management information 
 x 
  
  
  
  
13. Mail registration and archiving systems 
  
  
 x 
  
  
14. Reporting of irregularities 
  
  
  
  
 x 
Part 4: Control activities 
15. Documentation of procedures 
 x 
  
  
  
  
16. Separation of tasks 
 x 
  
  
  
  
17. Supervision 
  
  
  
 x 
  
18. Recording of exceptions 
  
  
  
 x 
  
19. Continuity of operations 
  
  
 x 
  
  
Part 5: Audit and evaluation 
20. Identification and correction of internal control weaknesses 
  
  
  
 x 
  
21. Audit reports 
 x 
  
  
  
  
22. Annual review of internal control 
  
  
  
 x 
  
 
 
 
 
 
 
- 14 - 
 

4. CONCLUSIONS 
 
 
As reported in periodical reports throughout the exercise, the main challenge in 2012 
for DG INTE was to adapt and re-organise operations in order to make a success of 
resource efficient full multilingualism in interpretation. This concerned the core task of 
the DG and as with any change of this magnitude a complete re-assessment of 
approach and a certain period of adaptation are required. However, making the changes 
in orderly stages was not an option and the action plan put in place to respond to the 
new rules had to be operational, efficient and effective, immediately. Fine tuning of the 
system is ongoing and further improvements are under development. 
 
In other areas of work efforts have continued to target achievement of the objectives 
set. Actions to promote the interpretation profession have been stepped up in 2012 and 
new partners and networks have been formed. This is essential to support 
multilingualism and must be continued and further developed in order to counteract the 
decline in interpretation studies available across Europe and the dwindling numbers of 
suitably qualified interpreters entering the labour market. 
 
DG INTE has taken a leading role in cooperation activities with the other EU 
institutions and with international partners with vested interests in pooling of resources 
and joint action plans where mutual benefits can be achieved. 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
- 15 - 
 

 
 
5. DECLARATION BY THE AUTHORISING OFFICER BY DELEGATION 
 
 
 
I, the undersigned, Olga COSMIDOU 
 
Director-General of Interpretation and Conferences 
 
hereby declare in my capacity as authorising officer by delegation 
 
that the information contained in this report is true. 
 
I can state with reasonable assurance that the resources allocated to the activities described 
in this report have been used to the intended ends and in accordance with the principle of 
sound financial management, and that the control procedures put in place provide the 
necessary guarantees as to the legality and regularity of the underlying transactions. This 
reasonable assurance is based on my own judgement and on the information at my disposal, 
such as, for example, the results of self-assessment, ex-post checks and remarks by the 
Internal Audit Service, as well as information derived from the reports of the Court of 
Auditors on financial years preceding that in which this declaration is made. 
 
I also confirm that I am not aware of any fact not set down herein that could be prejudicial 
to the interests of the institution. 
 
 
Done at  
on  
 
SIGNATURE: 
 
 
 
 
 
 
 
- 16 - 
 

 
6. ANNEXES 
 
 
 
- 17 - 

ANNEX 6.1 Relevés d'exécution budgétaire 2012
DG. INTE
Situation des Crédits courants    Exercice: 2012 (en EUR)
Edité le 15/01/2013 à 11:55
Page 1/1
Poste
Intitulé
Crédits
Virements+
Crédits
Engagements
%
Paiements
Solde des
Crédits
Initiaux
Budg. Suppl.
Actuels
Contractés
Util.
Effectués
Engag. E.C.
Disponibles
01402
Interprètes de conférence
53.000.000,00
-6.500.000,00
46.500.000,00
46.000.000,00
98,92
37.191.389,57
8.808.610,43
500.000,00
01404
Stages, subventions et échanges de fonctionnaires
1.150.000,00
-500.000,00
650.000,00
598.009,92
92,00
382.759,92
215.250,00
51.990,08
02140
Matériel et installations techniques
3.125.000,00
0,00
3.125.000,00
3.121.500,18
99,89
1.954.115,40
1.167.384,78
3.499,82
03042
Réunions, congrès et conférences
1.120.000,00
0,00
1.120.000,00
759.594,47
67,82
572.610,57
186.983,90
360.405,53
03245
Organisation de colloques, séminaires et actions culturelles
200.000,00
0,00
200.000,00
139.301,59
69,65
114.173,62
25.127,97
60.698,41
Total Général
58.595.000,00
-7.000.000,00
51.595.000,00
50.618.406,16
98,11
40.215.049,08
10.403.357,08
976.593,84
DG. INTE
Situation des Crédits reportés automatiques    Exercice: 2012 (en EUR)
Edité le 15/01/2013 à 11:56
Page 1/1
Poste
Intitulé
Crédits
Crédits
Engagements
Paiements
%
Crédits
Reliquat de
Reportés
Actuels
Contractés
Effectués
Util.
Disponibles
Conversion
01402
Interprètes de conférence
11.193.043,95
11.193.043,95
11.193.043,95
8.263.612,05
73,83
2.929.431,90
0,00
01404
Stages, subventions et échanges de fonctionnaires
223.452,36
223.452,36
223.452,36
90.337,94
40,43
133.114,42
0,00
02140
Matériel et installations techniques
1.440.731,75
1.440.731,75
1.440.731,75
1.395.042,72
96,83
45.689,03
0,00
03042
Réunions, congrès et conférences
112.990,67
112.990,67
112.990,67
86.709,01
76,74
26.281,66
0,00
03245
Organisation de colloques, séminaires et actions culturelles
108.664,19
108.664,19
108.664,19
94.130,76
86,63
14.533,43
0,00
Total Général
13.078.882,92
13.078.882,92
13.078.882,92
9.929.832,48
75,92
3.149.050,44
0,00
DG. INTE
Situation des Crédits reportés non-auto.    Exercice: 2012 (en EUR)
Edité le 15/01/2013 à 11:56
Page 1/1
Poste
Intitulé
Crédits
Virements+
Crédits
Engagements
%
Paiements
Solde des
Crédits
Initiaux
Budg. Suppl.
Actuels
Contractés
Util.
Effectués
Engag. E.C.
Disponibles
Total Général
0,00
0,00
0,00
0,00
0,00
0,00
0,00
DG. INTE
Situation des Crédits de dépenses spécifiques/RA    Exercice: 2012 (en EUR)
Edité le 15/01/2013 à 11:56
Page 1/1
Poste
Intitulé
Crédits
Crédits
Crédits
Engagements
%
Paiements
Solde des
Crédits
an. précéd.
an. cumulés.
Actuels
Contractés
Util.
Effectués
Engag. E.C.
Disponibles
01402
Interprètes de conférence
0,00
444.805,15
444.805,15
378.505,15
85,09
378.505,15
0,00
66.300,00
01404
Stages, subventions et échanges de fonctionnaires
0,00
12.464,11
12.464,11
0,00
0,00
0,00
0,00
12.464,11
03042
Réunions, congrès et conférences
0,00
22.621,68
22.621,68
20.073,00
88,73
1.553,00
18.520,00
2.548,68
03245
Organisation de colloques, séminaires et actions culturelles
0,00
25.996,92
25.996,92
0,00
0,00
0,00
0,00
25.996,92
Total Général
0,00
505.887,86
505.887,86
398.578,15
78,79
380.058,15
18.520,00
107.309,71
DG. INTE
Situation des Crédits reportes dep. spec RA    Exercice: 2012 (en EUR)
Edité le 15/01/2013 à 11:56
Page 1/1
Poste
Intitulé
Crédits
Crédits
Engagements
Paiements
%
Solde des
Crédits
Initiaux
Actuels
Contractés
Effectués
Util.
Engagements
Disponibles
01402
Interprètes de conférence
603.917,95
603.917,95
603.917,95
603.917,95
100,00
0,00
0,00
02140
Matériel et installations techniques
1.649,75
1.649,75
1.568,95
1.264,71
80,61
304,24
80,80
03042
Réunions, congrès et conférences
51.780,48
51.780,48
49.540,94
20.127,51
40,63
29.413,43
2.239,54
Total Général
657.348,18
657.348,18
655.027,84
625.310,17
95,46
29.717,67
2.320,34
DG. INTE
Situation des Recettes générales    Exercice: 2012 (en EUR)
Edité le 15/01/2013 à 11:57
Page 1/1
Poste
Intitulé
Crédits
Virements+
Crédits
Engagements
Paiements
Solde des
Crédits
Initiaux
Budg. Suppl.
Actuels
Contractés
Effectués
Engag. E.C.
Disponibles
Total Général
0,00
0,00
0,00
0,00
0,00
0,00
0,00
- 18 -

 
6.2 Rapport sur le respect des délais de paiement 
 

Intérêts de retard 
Intérêts de retard 
à payer à la 
Pas d'intérêts de 
      Factures payées en 2012 
à payer d'office 
Total 
demande 
retard à payer 
(>200€) 
(<=200€) 
Nombre de factures 
 
 
433 
433 
Endéans le 
délai 

Montant total des 
 
 
6.866.151,09 
6.866.151,09 
factures (EUR) 
Nombre de factures 

26 
 
28 
Montant total des 
Hors délai 
702.252,87 
674.544,95 
 
1.376.797,82 
factures (EUR) 
Montant des intérêts 

1.574,25 
851,78 
 
2.426,03 
de retard (EUR) 
Nombre total de factures 

26 
433 
461 
Montant total des factures (EUR) 
702.252,87 
674.544,95 
6.866.151,09 
8.242.948,91 
 
Two invoices have generated interest due on late payment in 2012. One invoice was paid 
late partly as there was confusion over a new contract with terms and conditions of payment 
that involved payment in stages and following acceptance of different reports, and partly 
due to confusion over who should sign the payment during the holiday period. Measures 
have been put in place to ensure that this does not arrive again. The second invoice is under 
review as it is not yet ascertained whether or not payment of interest is actually due. 
 
6.3 Liste des exceptions - dérogations à la réglementation 
 
DG INTE has no exceptions to report. 
 
 
6.4 Obligations contractuelles de longue durée 
 
DG INTE does not have any long-term contractual obligations. 
 
 
6.5 Procédures négociées exceptionnelles 
 
 
- 19 - 

 
Procédures 
Relevant 
Economic 
négociées 
Justificati
Decisio
Lot
DG 
Service 
Contract Reference 
Objet du marché 
Type 
Catégorie 
Durée 
Montant 
Devise 
Commentaire 
AO 
Operators 
exceptionnelle
on légale 
n Date 


Location stand 
Procédure 
pour 
négociée 
Direction 
International 
avec 

générale de 
Olga 
conference for 
27 Autres 
WEITERBILDUNG
PN article 
PN article 
l'organisateu
20/02/1
l'interprétati
COSMIDO
2012/01/03245-04 
Services 
INT
Interpreters and 
services 
Ponctuel 
-U. FACHVERLAG 
1.000,00 
EUR 
126 
126.1 b) 
r de la 


on et des 

Translators - 
conférence 
conférences 
Berlin - 28-30 
(droit 
September 2012 
d'exclusivité) 
The 
organiser of 
the fair is 
Direction 
the only 
company 

générale de 
Olga 
London 
l'interprétati
COSMIDO
EP/DG 
Language Show 
Services 
27 Autres 
Ponctuel 
UPPER STREET 
12.285,0
GBP 
PN article 
PN article 
who can 
10/07/1

INT
rent the 
on et des 

INTE/COMM/AWD/2012/1  2012 
services 
EVENTS 

126 
126.1 b) 

space 
conférences 
required for 
the 
language 
show. 
location de 
services 
techniques tels 
que 
Direction 
photocopieuses, 

générale de 
Olga 
INTE/RE/MM/GR GUE 
copies, faxes, 
27 Autres 
HOTEL HILTON 
10.500,0
PN article 
PN article 
10/09/1
l'interprétati
COSMIDO
OCT 
telephones, 
Services 
INT
services 
Ponctuel 
PARK NICOSIA 

EUR 
126 
126.1 b) 
  


on et des 

2012/LOC.SERV.TECH 
ordinateurs, 
conférences 
imprimantes, 
projecteur, 
ecran, lignes 
téléphoniques, 
ligne ADSL 
 
- 20 -

 
Direction 
Location des 

générale de 
Olga 
l'interprétati
COSMIDO
INTE/REU/BUR ECR JUIN 
services 
Services 
27 Autres 
Ponctuel 
NYHERJI 
8.000,00 
EUR 
PN article 
PN article 
  
11/04/1

INT
on et des 

12 REYKJAVIK 2 
techniques à 
services 
126 
126.1 b) 

conférences 
Reykjavik 
Location lignes 
Direction 
informatiques, 
05 Services 

générale de 
Olga 
photocopieuses, 
COMPAGNIA 
l'interprétati
COSMIDO
INTE/REU/BURPPE/SEPT1
fax, 
Services 
de 
Ponctuel 
ITALIANA 
12.920,0
EUR 
PN article 
PN article 
  
3/07/12 

INT
on et des 

2/FLOR1 
consommation 
télécommu
ALBERGHI 

126 
126.1 b) 
conférences 
téléphone et 
nications 
photocopies 
Direction 

générale de 
Olga 
THE ROYAL 
l'interprétati
COSMIDO
INTE/REU/GR ECR NOV 
IT & Ancil ary 
Services 
27 Autres 
Ponctuel 
HORSEGUARDS 
10.630,0
GBP 
PN article 
PN article 
  
8/11/12 

INT
on et des 

12 LONDON 1 
services 
services 
HOTEL 

126 
126.1 b) 
conférences 
Direction 
Location lignes 
téléphoniques et 

générale de 
Olga 
l'interprétati
COSMIDO
INTE/REU/GR GUE/NGL 
ADSL, 
Services 
27 Autres 
Ponctuel 
SCANDIC HOTEL 
24.100,0
DKK 
PN article 
PN article 
  
7/05/12 

INT
on et des 

JUIN 12 COPENHAGUE 
abonnements, 
services 
KOBENHAVN 

126 
126.1 b) 
conférences 
consommation 
téléphone 
Direction 
17 Services 

générale de 
Olga 
SUNBORN 
l'interprétati
COSMIDO
INTE/REU/GR PPE JUIN 
Pauses café + 
Services 
d'hôtel erie 
Ponctuel 
SAGA/SUNBORN 
9.000,00 
EUR 
PN article 
PN article 
  
13/06/1

INT
on et des 

2012 TURKU 2 
eau 
et de 
CATERING 
126 
126.1 b) 

conférences 
restauration 
 
- 21 -

 
Direction 
05 Services 
FOURNISSE

générale de 
Olga 
INTE/REU/GR PPE OCT 
Webstreaming 
de 
GOPFERT 
PN article 
PN article 
UR OBLIGE -  26/09/1
l'interprétati
COSMIDO
Ponctuel 
STEPHAN / 
6.330,00 
EUR 
LAUREAT 
INT
12 BERLIN WEBSTREAM 
material rental 
Services 
télécommu
126 
126.1 b) 


on et des 

nications 
ZEILENSPRUNG 
D'UN AO DU 
conférences 
PPE 
Location 
Direction 
photocopieuses, 
07 Services 
THE ROYAL 

générale de 
Olga 
INTE/REU/GRVERTS/0512
copies, WiFi, 
informatiqu
DANISH 
PN article 
PN article 
25/04/1
l'interprétati
COSMIDO
Services 
es et 
Ponctuel 
7.800,00 
EUR 
INT
/COP4 
assistance 
ACADEMY OF 
126 
126.1 b) 
  


on et des 

technique, 
services 
FINE ARTS 
conférences 
imprévus 
connexes 
Déménageurs, 
Direction 
Ligne Wi-Fi, 
Services salles 

générale de 
Olga 
l'interprétati
COSMIDO
INTE/REU/GR VERTS OCT  imprévus, 
Services 
27 Autres 
Ponctuel 
NV RESTOTEL 
6.814,00 
EUR 
PN article 
PN article 
  
8/10/12 

INT
on et des 

12 OSTENDE 3 
Appareils 
services 
126 
126.1 b) 
conférences 
téléphoniques, 
consommation 
téléphone 
 
- 22 -

 
location de 
services 
techniques tels 
que 
Direction 
photocopieuses, 

générale de 
Olga 
copies, faxes, 
l'interprétati
COSMIDO
INTE/REU/MM/GR GUE 
PN article 
telephones, 
Services 
27 Autres 
Ponctuel 
BIONIC 
10.500,0
EUR 
PN article 
  
10/09/1

INT
on et des 

OCT 2012 LOC SERV NEW 
services 

126 
126.1 b) 

ordinateurs, 
conférences 
imprimantes, 
projecteur, 
ecran, lignes 
téléphoniques, 
ligne ADSL 
Direction 

générale de 
Olga 
Achat 2 racks et 
PN article 
PN article 
23/03/1
l'interprétati
COSMIDO
PE/CONF/2012 PG02 
socle point 
Fournitures 
Achat 
Ponctuel 
M.E.A. 
5.723,50 
EUR 
INT
126 
126.1 g1) 
  


on et des 

presse 
conférences 
Direction 

générale de 
Olga 
Upgrade 
16.977,0
PN article 
PN article 
l'interprétati
COSMIDO
PE/CONF/2012 PG03 
système 
Fournitures 
Achat 
Ponctuel 
BARCO 
INT

EUR 
126 
126.1 g1) 
  
7/05/12 

on et des 

projection 
conférences 
rental of meeting 
rooms, internet 
Direction 
acces, PCs, 
17 Services 

générale de 
Olga 
INTE/REU/GR SD 
movers, 
d'hôtel erie 
106.777,
PN article 
PN article 
10/12/1
l'interprétati
COSMIDO
Services 
Ponctuel 
ADRIACONGREX 
INT
JANVIER 13 TRIESTE 1 
photocopy 
et de 
00 
EUR 
127 
127.1 e) 
  


on et des 

machines & 
restauration 
conférences 
conference 
drinks 
 
 
- 23 -

6.6 Résultat des évaluations ex-post 
 
 
DG INTE is finalising recruitment of an ex posts verifier and in the final stages of establishing a 
working methodology for ex post evaluation starting in 2013. 
 
 
6.7 Fonctions sensibles 
 

 
 

Fonction identifiée sensible 
Mesures prises 
 
 
Directors Directorate A and C 
Positive residual risk inherent to nature of 
post - no measures foreseen  
 
 
Director Directorate B 
Function, role and circuits to be reviewed 
with new separation of roles - achieved 
 
 
Head of ACI Recruitment 
As above 
 
 
Admin Manager ACI Recruitment x 4 
Measures under consideration - measures 
set out in report not yet achieved 
 
 
Head of Conference Technicians Unit 
Sensitive nature related to level of expertise 
- measures set out relate to tendering 
activities- not yet achieved 
 
Reinforcement of the separation of tasks 
Conf Tech Unit - Technician/ Financial 
has been implemented, pre saisine is made 
Initiator 
for competitive tendering. Review of all 
tendering procedures is not yet achieved 
awaiting reinforcement of Budget Unit. 
 
 
Conf Tech Unit - Clerical and Financial 
As above 
Officer 
Head of Meetings and Conferences Unit 
Re distribution of tasks almost completed. 
 
Other measures not yet achieved. 
Meetings and Conferences Unit -Clerical and  Role and task definition almost completed. 
Financial Officer 
Review of tendering procedures not yet 
 
achieved awaiting reinforcement of Budget 
Unit. 
Meetings and Conferences Unit - Meetings 
As above 
Organiser x 3 
 
 

 
- 24 -
 

6.8 Evaluation de la mise en oeuvre des normes de contrôle interne 
 
ACHIEVED 

N° norm 
Title of norm 
Comments on achievement 
1. Control 
1. Ethics and integrity 
Staff have access, by means of intranet to all notes and up dates from DG Personnel, DG INLO etc. All regulations, internal 
Environment 
rules and guidance documents relating to financial work are also readily available and accessible via the intranet site of the 
institution.  DG INTE has its own website, EPIweb, via which staff have access to all communications from the Director 
General, to information on matters such as staff conduct, Manual of Procedures, delegations and sub delegations etc as well 
as links to information on the main intranet site of the EP.   
1. Control 
2. Mission, role and tasks 
The role and tasks of the Directorates and Units in the DG are set out on the EPIweb site.  
Environment 
1. Control 
3. Staff competence 
All staff recruitment is conducted by at least two members of staff, usually one member from a different unit wherever 
Environment 
(recruitment, training and 
possible. Normally recruitment interviews for AD posts are conducted together with the head of Human Resources Unit. 
mobility) 
Interviews are fully documented in a written report. DG INTE has a training officer working within the Human Resources 
Unit who follows up on training requirements of each unit. For the most part mobility does not affect DG INTE in the sense 
that Interpreting staff are not Mobile. Other posts follow the normal rules and instructions issued. 
1. Control 
4. Staff Performance 
Staff performance is assessed during the annual staff report procedure. Specific problems arising during the year would be 
Environment 
dealt with as promptly as possible and the Human Resource Unit is available to assist with all staff related matters.  
1. Control 
5. Sensitive functions 
A full analysis of sensitive posts was carried out in 2012 and the results were presented to the Secretary-General on 23 July 
Environment 
2012. DG Interpretation has identified 14 posts as being sensitive by nature. Some posts were deemed sensitive due to the 
nature of the decision making power (Director) or by the complex technical knowledge required for the post (HoU 
Conference Technicians Unit) and whilst classified as being sensitive no further action or measures to be taken are 
applicable. Other posts identified as being sensitive have been noted in the report with measures that should be adopted.  
1. Control 
6. Delegation 
All original documentation relating to the delegation and sub-delegation of authorising officers is archived and closely 
Environment 
monitored, all changes are made immediately and the handbook of procedures on the EPIweb site is amended accordingly. 
All persons concerned receive written notification with regard to tasks and responsibilities.   
2. Performance & 
7. Setting of objectives 
Each Unit/Directorate develops objectives for each sector of work and the overall objectives for the DG are built up in stages 
Risk Management 
from that point. The objectives of the DG are available to staff via the EPIweb site and individual objectives are set out in the 
annual reports. The Director general holds a meeting each year to set out and agree the objectives and to explain how they 
feed into the annual report procedure.  
2. Performance & 
8. Multi-annual 
The Administrative Work Programme 2012-2014 (AWP) defines the Parliament's main challenges and key projects to be 
Risk Management 
programming 
achieved over this period.  The programme sets out the key projects to be completed by each DG . DG INTE has 9 projects 
set out in the AWP. 
 
- 25 -
 

2. Performance 
9. Annual work 
The objectives set for each sector are fully detailed and constitute the work programme for each sector. 
and risk 
programme 
management 
2. Performance & 
Significant progress was made concerning risk management. Awareness raising actions took place. A Risk Management 
11. Analysis and risk 
Risk Management 
team was created and placed under the authority of the Director-General. A first fully-fledged risk assessment exercise was 
management 
carried out and no critical risk was raised but 8 key risks were identified and carefully analysed. They generated detailed 
action plans to be implemented within specific time frames by the risk owners in charge. The key risks identified can be 
grouped into four main areas: Budget management and implementation (in particular concerning line 1402-01 - Conference 
Interpreters, and the related interinstitutional arrangements for payments and accounting); IT with a major reliance on the 
Pericles system as well as shortcomings identified at the level of the interinstitutional application WebCalendar; Talent 
management, training and succession planning as far as conference interpreters or conference technicians are concerned; 
Planning of our interpretation needs concerning missions organised by our users. 
The initial results of the exercise were communicated to the EP Risk Manager in June 2012 as well as a precise update of the 
risk register in mid-December. The degree of implementation of action plans was judged satisfactory for all risks.Two risks 
had their residual level already lowered. 
3. Information & 
12. Ad hoc management 
A full management meeting is held once per month by the Director General with all Directors and Heads of Unit where 
Communication 
information 
upcoming issues are discussed any particular problems can be raised and news of the previous months main points are given. 
Each Unit holds regular team meetings. Regular meetings (once per month) are held between the Budget Unit and the 
Financial Initiators (who are placed in the operational services) and Ex Ante Verifiers. Any important information regarding 
financial work and tendering or reporting requirements are either issued in writing (GEDA) by the Director General or by e 
mail to all concerned from the Budget Unit 
4. Control activities 15. Documentation of 
All financial procedures are documented and regularly up dated in a manual of Procedures available on the DG intranet site. 
procedures 
All standard documents and rules and regulations and templates are linked to the manual. Codification of procedures was 
initialised in 2012. Some Directorates/services have finalised the documentation of administrative procedures and others will 
finalise in 2013. 
4. Control activities 16. Segregation of duties  Operational and financial initiators work within the operational units. Ex ante verifiers work in the Budget Unit ensuring 
complete segregation of duties. Tendering is de centralised in the operational units. Pre saisine on tendering files is made for 
procedures over 60.000€ 
5. Audit and 
21. Audit reports 
All audit reports and action plans are followed uo. No outstanding actions are applicable to DG INTE. 
evaluation 
 
 
PARTIELLE 
3. Information & Communication  13. Mail registration  Systematic and formal registration of incoming documents is made in GEDA. Centralised administrative archives 
and filing systems 
have been set up and now maintained according to internal instructions to the institution. Financial archives have 
been centralised in Brussels instructions as from 2013 to archive as files are signed by the AOSD will be issued 
shortly. This will ensure that all budgetary documents are kept in one place throughout the exercise. 
 
- 26 -
 

4. Control activities 
19. Continuity of 
Substitution arrangements for all key functions are organised internally by each service individually. Specific 
operations 
handover documents for changeover of responsibilities have not, however, been established. 
 
 
DEMARREE 
2.  Performance and risk 
10. Performance 
DG INTE has not elaborated performance or result indicators during the reporting exercise. A working group has 
management 
control based on 
been established and work is ongoing - results and performance this year are therefore reported in terms of work 
objectives and 
volume so as to provide an idea of the activity level within the DG. It is hoped that a comprehensive set of 
 
indicators 
indicators can be identified for reporting in 2013. 
4. Control activities 
17. Supervision 
A harmonised approach and formalisation of observations in FINORD will be developed as soon as the staff have 
been recruited to consolidate the ex ante team. Ex post control has not previously been instigated but the Total 
Quality Management Unit is currently finalising a work plan for 2013 and the recruitment of an ex post verifier is 
almost finalised. 
4. Control activities 
18. Recording of 
Derogations are the subject of file notes which are referenced in the relevant budgetary document in FINORD. 
exceptions 
Formalisation of the encoding and referencing system needs to be adopted for the DG. 
5. Audit and evaluation 
20. 
Internal control weaknesses are identified on an ad hoc basis and suitable solutions are discussed and implemented 
Identification/correction  wherever this is deemed appropriate.  
of IC weaknesses 
5. Audit and evaluation 
There is not as yet a formalised revision of the Internal Control System.  
22. Annual review of 
internal control 
 
 
A DEMARREE 
3. Information & Communication  14. Reporting of 
Information consisting of the Bureau Decision of 10/3/2004 concerning set up of a panel, and the members of the 
irregularities 
panel are available via the intranet site of the EP although no detailed internal instruction is found concerning 
procedures to follow. No internal procedures to follow have been elaborated at DG level.  
 
 
- 27 -
 

Document Outline