Annual Activity Report
2012
DG INTERPRETATION and
CONFERENCES
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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
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0. BUDGET IMPLEMENTATION OVERVIEW
Code
Appropriation type
Type de crédits
€ or %
Appropriations of 2012
Crédits 2012
A
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
D
Engagements en % des crédits finaux
98%
appropraitions
E Payments
Paiements
40.215.049,08
F
Payments in % of commitments
Paiements en % d'engagements
79%
Cancellations of 2012 final
G
Annulations de crédits 2012
976.593,84
appropriations
Cancellations in % of final
H
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
I
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
J
in % of commitments
en % des engagements
21%
Non-automatic carryovers from 2012 to
Crédits reportés non-automatiques de 2012 à
K
2013
2013
-
Non-automatic carryovers from 2012 to
Crédits reportés non-automatiques de 2012 à
L
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
M
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
N
from 2011 to 2012
2011 à 2012
9.929.832,48
Paiements de crédits reportés automatiques de
Payments in % of automatic carryovers
O
2011 à 2012 en % des crédits reportés
76%
from 2011 to 2012
automatiques
Cancellations of automatic carryovers
Annulations de crédits reportés automatiques
P
from 2011 to 2012
de 2011 à 2012
3.149.050,44
Cancellations of automatic carryovers
Annulations de crédits reportés automatiques
Q
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
R
-
2012
2012
Payments of non-automatic carryovers
Paiements de crédits reportés non-
S
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
T
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-
U
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
V
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
W
Crédits de recettes affectées courantes 2012
505.887,86
2012 (current)
Payments in 2012 against
Paiements de crédits de recettes affectées
X
appropriations from assigned revenue
2012
380.058,15
Payments in 2012 against assigned
Paiements de crédits de recettes affectées
Y
revenue in % of assigned revenue in
2012 en % des crédits de recettes affectées
75%
2012
2012
Z
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
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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
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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.
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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.
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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.
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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.
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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
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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
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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
x
6. Delegation
x
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
2
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
2
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
s
s
Location stand
Procédure
pour
négociée
Direction
International
avec
E
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
2
1
on et des
U
Translators -
conférence
conférences
Berlin - 28-30
(droit
September 2012
d'exclusivité)
The
organiser of
the fair is
Direction
the only
company
E
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
1
INT
rent the
on et des
U
INTE/COMM/AWD/2012/1 2012
services
EVENTS
0
126
126.1 b)
2
space
conférences
required for
the
language
show.
location de
services
techniques tels
que
Direction
photocopieuses,
E
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
0
EUR
126
126.1 b)
2
1
on et des
U
2012/LOC.SERV.TECH
ordinateurs,
conférences
imprimantes,
projecteur,
ecran, lignes
téléphoniques,
ligne ADSL
- 20 -
Direction
Location des
E
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
1
INT
on et des
U
12 REYKJAVIK 2
techniques à
services
126
126.1 b)
2
conférences
Reykjavik
Location lignes
Direction
informatiques,
05 Services
E
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
1
INT
on et des
U
2/FLOR1
consommation
télécommu
ALBERGHI
0
126
126.1 b)
conférences
téléphone et
nications
photocopies
Direction
E
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
1
INT
on et des
U
12 LONDON 1
services
services
HOTEL
0
126
126.1 b)
conférences
Direction
Location lignes
téléphoniques et
E
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
1
INT
on et des
U
JUIN 12 COPENHAGUE
abonnements,
services
KOBENHAVN
0
126
126.1 b)
conférences
consommation
téléphone
Direction
17 Services
E
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
1
INT
on et des
U
2012 TURKU 2
eau
et de
CATERING
126
126.1 b)
2
conférences
restauration
- 21 -
Direction
05 Services
FOURNISSE
E
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)
2
1
on et des
U
nications
ZEILENSPRUNG
D'UN AO DU
conférences
PPE
Location
Direction
photocopieuses,
07 Services
THE ROYAL
E
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)
2
1
on et des
U
technique,
services
FINE ARTS
conférences
imprévus
connexes
Déménageurs,
Direction
Ligne Wi-Fi,
Services salles
E
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
1
INT
on et des
U
12 OSTENDE 3
Appareils
services
126
126.1 b)
conférences
téléphoniques,
consommation
téléphone
- 22 -
location de
services
techniques tels
que
Direction
photocopieuses,
E
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
1
INT
on et des
U
OCT 2012 LOC SERV NEW
services
0
126
126.1 b)
2
ordinateurs,
conférences
imprimantes,
projecteur,
ecran, lignes
téléphoniques,
ligne ADSL
Direction
E
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)
2
1
on et des
U
presse
conférences
Direction
E
générale de
Olga
Upgrade
16.977,0
PN article
PN article
l'interprétati
COSMIDO
PE/CONF/2012 PG03
système
Fournitures
Achat
Ponctuel
BARCO
INT
0
EUR
126
126.1 g1)
7/05/12
1
on et des
U
projection
conférences
rental of meeting
rooms, internet
Direction
acces, PCs,
17 Services
E
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)
2
1
on et des
U
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.
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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.
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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.
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Document Outline