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ANNEXES

Ref. Ares(2018)1671218 - 27/03/2018Ref. Ares(2018)1676953 - 27/03/2018

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Table of Contents

ANNEXES 3

ANNEX 1: STATEMENT OF THE RESOURCES DIRECTOR ............................................................................................... 3 ANNEX 2: HUMAN RESOURCES, BETTER REGULATION, INFORMATION MANAGEMENT, EXTERNAL COMMUNICATION ............ 4 A. HUMAN RESOURCE MANAGEMENT ...................................................................................................................... 4 B. FINANCIAL MANAGEMENT: INTERNAL CONTROL AND RISK MANAGEMENT .................................................................... 6 C. INFRASTRUCTURE ............................................................................................................................................ 10 D. INFORMATION MANAGEMENT ASPECTS ................................................................................................................ 11 E. EXTERNAL COMMUNICATION ACTIVITIES ............................................................................................................... 12 F. OTHER COMMUNICATION ACTIVITIES OF DG COMM ............................................................................................. 12 ANNEX 3: DRAFT ANNUAL ACCOUNTS AND FINANCIAL REPORTS ................................................................................. 16 ANNEX 4: MATERIALITY CRITERIA ........................................................................................................................ 39 ANNEX 5: INTERNAL CONTROL TEMPLATES FOR BUDGET IMPLEMENTATION ................................................................. 46 ANNEX 6: IMPLEMENTATION OTHER BODIES .......................................................................................................... 52 ANNEX 7: EXTERNAL ASSISTANCE MANAGEMENT REPORT OF THE UNION DELEGATIONS ................................................ 53 ANNEX 8: DECENTRALISED AGENCIES ................................................................................................................... 54 ANNEX 9: EVALUATIONS AND OTHER STUDIES FINALISED OR CANCELLED DURING THE YEAR ............................................. 55 ANNEX 10: SPECIFIC ANNEXES RELATED TO ‘FINANCIAL MANAGEMENT’ ........................................................................ 56 ANNEX 11: SPECIFIC ANNEXES RELATED TO ‘ASSESSMENT OF THE EFFECTIVENESS OF THE INTERNAL CONTROL SYSTEMS’ .......... 60 ANNEX 12: PERFORMANCE TABLES......................................................................................................................... 61 ANNEX 13: SPECIFIC ANNEXES RELATED TO ‘TIME–BASED EFFECTIVENESS INDICATORS FOR GRANTS .................................... 78 ANNEX 14: SPECIFIC ANNEXES RELATED TO ‘COST BENEFIT ANALYSIS’ ............................................................................ 79 ANNEX 15: SPECIFIC ANNEXES RELATED TO ‘BUDGET IMPLEMENTATION TASKS ENTRUSTED TO OTHERS DGS AND ENTITIES’ ..... 80


ANNEXES

ANNEX 1: Statement of the Resources Director

‘I declare that in accordance with the Commission’s communication on clarification of the

responsibilities of the key actors in the domain of internal audit and internal control in the

Commission1, I have reported my advice and recommendations to the Director-General on the

overall state of internal control in the Directorate-General for Communication.

I hereby certify that the information provided in Section 2 of the present Annual Activity Report

and in its annexes is, to the best of my knowledge, accurate and complete.’

Brussels, 23 March 2018.

(Signed)

Fabrizia De Rosa

(Resources Director COMM.D)

1 Communication to the Commission: Clarification of the responsibilities of the key actors in the domain

of internal audit and internal control in the Commission; SEC(2003)59 of 21/01/2003.


ANNEX 2: Human Resources, Better Regulation,

Information Management, External Communication

This annex is the annex of section 2.2 ‘Other organisational management dimensions’.

Human Resource Management

Objective: The DG deploys effectively its resources in support of the delivery of the

Commission's priorities and core business, has a competent and engaged workforce,

which is driven by an effective and gender-balanced management and which can

deploy its full potential within supportive and healthy working conditions.

Indicator 1: Percentage of female representation in middle management

Source of data: (Baseline) Human Resource Reporting (HR Dashboard) at 01/11/2015

Baseline 01/11/2015 Target 20172 Latest known results3

16/12/2017

33.3 %4

Original target: 40 %

Revised target: 7 female first

appointments by 11/2019

Target of 43 %

1 female first appointment:

- 6 to target

Indicator 2: Percentage of staff who feel that the Commission cares about their

well-being5

Source of data: Commission staff survey

Baseline 2014 Target 2017 Latest known results

2017

37 %6 40 % Not applicable7

Indicator 3: Staff engagement index

Source of data: Commission staff survey


2017

64 % 65 % Not applicable8

Indicator 4: Satisfaction of DG COMM management with the service and advice

/assistance of the local Human Resource Unit

Source of data: Directorate D Satisfaction survey - Ares(2015)5566120 of 04/12/2015


74.37 % Not applicable9 Not applicable

2 Targets adopted by the Commission on 15 July 2015 – SEC(2015)336 - DG COMM: Indicative Target in

middle management 2019: 40 % (12 women instead of currently 9) and for 2020: 46 % (14 women). 3 Data from DG HR report ‘Gender Targets Middle Management for COMMISSION on 16/12/2017’. 4 DG COMM value on 01/11/2015. 5 This indicator may be replaced by a fit@work index on which DG HR is currently working.

6 DG COMM result in staff survey 2014.

7 No staff survey was carried out in 2017. Latest known results: Staff survey 2016: 37 %

8 No staff survey was carried out in 2017. Latest known results: Staff survey 2016: 64 % 9 Human resource services are no longer provided by the Directorate for Resources in the Directorate-

General for Communication (HR modernisation exercise).


Main outputs in 2017:

Description Indicator Target

2017

Latest known results

2017

Gender-balanced management in

DG COMM: - Gender-balanced pre-selection

panels; - Gender-balance reports in pre-

selection procedures for middle management;

- Senior management awareness

through regular updates.

Percentage of

female

representation in

middle

management

40 %10 Target of 43 %11

- 6 to target

Staff well-being measures, in

particular regarding promotion of

physical activity, health issues and working conditions including:

- Proposals for physical activities promoted by DG COMM;

- Analysis (possibly on the basis of

a survey) of recurrent / relevant

health issues in the DG.

Line of action

proposed to management and

DG HR for well-being activities

1 112

Staff engagement measures13, in

particular regarding manager's role in staff development needs

including: - Managers provided with

recommended training paths for

their staff and for themselves; - Awareness-raising actions on

learning opportunities available to staff and managers;

- KnowledgeCOMM sessions on the subject (open to all staff);

- ManageCOMM sessions co-

organised with the Internal

Staff engagement

index14 for DG

COMM15

65 % Not available16

Suggested

awareness-raising

actions on

learning

opportunities

available to staff

and managers (in

cooperation with

Internal

Communication

4

Reflection events for

Directorate B, the Paris

Representation, Unit

COMM.A.1 and a special

Directors' Meeting

consistently referred to

available learning

opportunities for staff

and managers.

Regular postings on

10 The objective is to maintain or improve the current situation in DG COMM middle management, 40 %

being the Commission target for 2019 (13 women out of 33 middle managers for DG COMM). 11

Data from DG HR report ‘Gender Targets Middle Management for COMMISSION on 16/12/2017’. 12 New yoga and tai chi courses offered in headquarters; Application submitted to DG HR to run a

'Health Day' and 'Ergonomics Day' in DG COMM HQ. 13 Staff engagement can be reinforced by better information about the Commission's political priorities

and a better understanding on how they relate to their daily work. A variety of internal communications actions will be implemented (thematic campaigns, information sessions, videos, screen presentations and features/online content on the MyCOMM site). 14 Staff engagement at the European Commission is measured as an average percentage of positive

replies to a predetermined set of seven questions throughout the Staff survey. 15 DG COMM Staff engagement index in 2016 Staff Survey was 64 % (Commission index was also

64 %). 16 No staff survey was carried out in 2017. Thirteen reflection events to foster staff engagement for DG

COMM departments, including a Representation, conceived and implemented by the HRBC Team. This included five participatory discussions held on the White Paper on the Future of Europe in all Directorates. Internal communications actions also implemented by Internal communications team.


Communication team on the

subject (open to managers).

team) MyCOMM intranet pages

of learning actions from

the DG HR Learning

Bulletin.

Knowledge-sharing

actions on a wide range

of topics held in the run-

up to the 'Summer Day'

DG-wide reflection event.

'ManageCOMM' session

targeting DG COMM's

managers introducing the

revamped training

catalogue available from

the European School of

Administration.

'ManageCOMM' session

on editing offered as a

taster for managers of

new professionalisation

initiatives in the

Communication Domain.

Financial Management: Internal control and Risk management

Overarching objective: The Authorising Officer by Delegation should have

reasonable assurance that resources have been used in accordance with the principles of sound financial management, and that the control procedures put in

place give the necessary guarantees concerning the legality and regularity of the underlying transactions including prevention, detection, correction and follow-up of

fraud and irregularities.

Objective 1: Effective and reliable internal control system giving the necessary

guarantees concerning the legality and the regularity of the underlying transactions

Indicator 1: Estimated residual error rate17

Source of data: Ex ante and ex post controls performed during the reporting year

Baseline AAR 2014 Target 2017 Latest known results

2017

0.38 %

Annual target, below the 2 %

materiality threshold (Court of Auditors)

1.1 %

17

Definition, see guidance from the Directorate-General for Budget 'Key concepts and definitions

determining error rates, amounts at risk and estimated future corrections' (20/11/2017).

https://myintracomm.ec.europa.eu/budgweb/EN/rep/aar/Documents/AAR2017-2.1.1-KeyConcepts-Guidance.pdf

https://myintracomm.ec.europa.eu/budgweb/EN/rep/aar/Documents/AAR2017-2.1.1-KeyConcepts-Guidance.pdf


Indicator 2: Estimated overall amount at risk for the year for the entire budget

under the DGs responsibility.

Source of data: Ex ante and ex post controls performed during the reporting year (detected

and estimated amounts)


2017

EUR 691 999 < 2 % of payments made,

EUR 2 453 144 1 135 086

Indicator 3: Estimated future corrections

Source of data: DG BUDG estimated average correction (ABAC)


2017

EUR 754 968 N/A 129 487



2017

Latest known

results

2017

Managerial assessment

of effectiveness of the

internal control system

Satisfaction rate of DG COMM

management with the

effectiveness of internal control

systems (ICAT) survey

More than

80 %

85.7 %

Professional advice on

procurement and grant

process

Satisfaction rate of Operational

Units and Representations with

the services of the DG COMM

D.3 on procurement and grant

processes (ex-ante review, ex

ante control & helpdesk)

More than

75 % 65 %18

Ex ante control of needs

analysis performed and

documented for all high

value procedures (over

the Directive threshold)19

Percentage of formalised needs

analysis presented for high

value procedures

More than

50 % 70 %

Implementation of

recommendations given

by ex post control20

Percentage of

recommendations implemented

within the set time frame by

units and representations

More than

45 % 52 %

18 Source Directorate D survey 2017. 19

Recommendation no. 1 of the Audit on Procurement Process in DG COMM specifies that 'DG COMM

should document the needs analysis for every high value procurement procedure.' 20

Recommendation no. 3 of the same audit specifies that 'DG COMM should develop and document a

systematic risk-based approach to support the planning of ex post control'.


Objective 2: Effective and reliable internal control system in line with sound

financial management.

Indicator 1: Conclusion reached on cost effectiveness of controls

Source of data: (Baseline) AAR 2014

Baseline AAR 2014 Target 2016 - 2020 Latest known results

2017

Yes – cost effective Yes – cost effective Yes – cost effective

Indicator2: Overall cost of control per distinct control system

Source of data: (Baseline) AAR 2014

Baseline 2014 Target

2017


2017

- Average cost of control for procurement procedure:

EUR 743

- Average cost of control for grant procedure:

EUR 1 081

- Average cost of control for financial transaction:

EUR 191

- Average cost of control for supervisory measures:

EUR 2 022

N/A21

58922

185

68

705

Indicator 3: Satisfaction of DG COMM management with the effectiveness of internal

control systems (Results of ICAT –internal control assessment tool)23 Source of data: (Baseline) DG COMM ICAT survey - November 2015


2017

81.7 % More than 80 % 85.7 %

Indicator 4: Satisfaction of DG COMM management with Operational Units and Representations with the services of Unit D3 local helpdesk (support on procurement

and grant processes) Source of data: (Baseline) Directorate D Satisfaction survey - Ares(2015)5566120 of

04/12/2015

Baseline 2015 Target 2017

Latest known

results

2017

72.47 % More than 75 % 65 %



Latest known

results

2017

Timely budget

execution

Percentage of operational

Budget execution by Close to 100 % 99.97 %25

21

No target indicated in the context of AAR 2016. 22

The slight increase in the indicator as compared to 2016 is due to a change in the calculation method.

Specific contracts and order forms also subject to precontractual checks are no longer included in the number of procedures. 23 Since 2014, the ICAT survey in DG COMM is carried out on an annual basis.


commitments with respect to

the annual forecast24

Percentage of operational

Budget execution by

payments with respect to the

annual forecast26

More than 95 % 99.96 %27

Percentage of payments executed within contractual

payment deadlines (‘Time to pay’)

More than 95 %

within contractual delay

97.34 %

Percentage of grants where

‘Time to inform’28 has not

exceeded 6 months

More than 90 % of

grant applications

done within

regulatory delay

96 %

Percentage of grants awarded

within 3 months (‘Time to grant’)29

More than 90 % of

grant applications

done within

regulatory delay

81 %

Objective 3: Minimisation of the risk of fraud through application of effective anti-fraud measures, integrated in all activities of the DG, based on the DG's anti-fraud

strategy (AFS) aimed at the prevention, detection and reparation of fraud.

Indicator 1: Updated anti-fraud strategy of DG COMM, elaborated on the basis of the methodology provided by OLAF30

Source of data: DG COMM Anti-fraud strategy

Baseline 2013

Interim Milestone 2016 Target Latest known

results

2017

19/12/2013 Approval of AFS update by DG

COMM hierarchy by 30/11/2016 Update every 3 years31 Updated



Latest known

results

2017

Implementation of

the new Anti-fraud

strategy

Prorated

implementation of the

Strategy 2017-2019

33 % of the 3-years target

(approximately 130 staff

members reached by

targeted actions)

41 %

25 Source DG COMM budget reporting status 31/12/2017. 24

2016 DG COMM budget implementation for commitments: 99.98 %. 26

2016 DG COMM budget implementation for payments: 100 %. 27 Source DG COMM budget reporting status 31/12/2017. 28 As set out in Article 128.2 of the Financial Regulation. 29 As set out in Article 128.2 of the Financial Regulation. 30 The methodology can be found on the FPDNet website. In particular paragraph 3 of the methodology

is relevant. 31

DG COMM adopted its revised anti-fraud strategy in January 2017. Updates take place ‘if necessary’,

according to the strategy.


Infrastructure

Objective 1: Ensure effective management of the DG's infrastructure for

Representations (buildings, security, health and safety) and IT for Headquarters

and Representations.

Indicator 1: Satisfaction of users (Headquarters and Representations) with IT

applications developed by the IT Unit and with IT Infrastructure & services

(Headquarters and Representations) not managed by DG DIGIT.

Source of data: (Baseline) Directorate D Satisfaction survey - Ares(2015)5566120 of

04/12/2015


2017

72.68 % More than 75 % 77 %32

Indicator 2: Representations' satisfaction with the logistics services (infrastructure,

security, health and safety) provided by Unit COMM.D.2

Source of data: (Baseline) Directorate D Satisfaction survey - Ares(2015)5566120 of

04/12/2015


2017

80 % 80 % 79.14 %33



Latest known

results

2017

Overview of health and safety

measures in the Representations

Status of Health and Safety

(H&S) as annex to the

annual Health and Safety

report sent to DG HR34

June 2017

for 2016

report

08/11/2017

Development of IT applications

Provision of IT infrastructure and helpdesk function for

Representations

Satisfaction with the quality

of services 80 % 77 %35

Satisfaction with the quality of services provided

80 % 78.91 %36

32 Results of 2017 based on the Dir D satisfaction survey. 33 Results of 2017 based on the Dir D satisfaction survey. 34 Ares(2017)5432303. 35 Results of 2017 based on the Dir D satisfaction survey. 36 Results of 2017 based on the Dir D satisfaction survey.


Information management aspects

Objective 1: Information and knowledge in your DG is shared and reusable by other

DGs. Important documents are registered, filed and retrievable

Indicator 1: Percentage of registered documents that are not filed37 (ratio)

Source of data: Hermes-Ares-Nomcom (HAN)38 statistics

Baseline 2015 Target Latest known results

2017

0.05 % 0.05 %39 0.09 %

Indicator 2: Percentage of HAN files readable/accessible by all units in the DG

Source of data: HAN statistics


2017

91.5 % 95 % 98.04 %

Indicator 3: Percentage of HAN files shared with other DGs

Source of data: HAN statistics


2017

0.6 % 10 % 9.61 %


Description Indicator Target40

Latest known

results

2016

Registered documents that are

not filed41

Percentage of registered

documents that are not filed 0.05 % 0.09 %

HAN files readable / accessible

by all units in the DG

Percentage of HAN files

readable/accessible by all

units in the DG

95 % 98.04 %

HAN files shared with other

DGs

Percentage of HAN files

shared with other DGs 10 % 9.61 %

37 Each registered document must be filed in at least one official file of the Chef de file, as required by

the e-Domec policy rules (and Principle 13 requirements). The indicator is to be measured via ARES reporting tools. 38

Set of tools designed to implement the e-Domec policy rules. 39

This is a realistic target. DG COMM has always kept the number of registered documents that are not

filed to a strict minimum (below 0.5 %). To achieve this, monthly reports are produced by the CAD and send to the DMO correspondents in the Units and in the Commission Representations in the Member States. Finally, Ares reports are sent quarterly to the Head of Units and the Head of Representations for appropriate follow-up. The reports present key indicators which are directly linked to the DG’s Management Plan. In this context, the reports will help to assess the degree of implementation of Document Management rules, and highlight problematic areas in need of improvement. 40

DG COMM will continue to reach the maximum filing rate and increase transparency by re-assessing

the possibility to best extend the reading rights to the rest of the Commission. 41

Each registered document must be filed in at least one official file of the Chef de file, as required by

the e-Domec policy rules (and Principle 13 requirements). The indicator is to be measured via ARES reporting tools.

https://myintracomm.ec.europa.eu/corp/sg/en/edomec/doc_management/Documents/recueil_dec_mda_en.pdf




External communication activities

Overarching Objective: Citizens perceive that the EU is working to improve their

lives and engage with the EU. They feel that their concerns are taken into

consideration in European decision making and they know about their rights in the

EU.

Indicator 1: Percentage of EU citizens having a positive image of the EU

Every DG should aim to contribute to it and, considering its area of work, explain

how it aims at enhancing the positive image of the EU.

Definition: Eurobarometer measures the state of public opinion in the EU Member States.

This global indicator is influenced by many factors, including the work of other EU institutions

and national governments, as well as political and economic factors, not just the

communication actions of the Commission. It is relevant as a proxy for the overall perception

of the EU citizens. Positive visibility for the EU is the desirable corporate outcome of

Commission communication, even if individual DGs’ actions may only make a small

contribution.

Source of data: Standard Eurobarometer (DG COMM budget) [monitored by DG COMM here].

Baseline: November 2015 - EB 84 Target 2020

Latest known

results

2017

Status as of November 2015 Total ‘Positive’: 37 %

Neutral: 38 % Total ‘Negative’: 23 %

Positive image of the EU ≥ 50 %

40 %42

Other communication activities of DG COMM

Objective MEDIA MONITORING: Media Monitoring and media analysis products are

used by the College, Cabinets and Services as an element of informed decision-

making

Result Indicator 1: A regular media monitoring and analysis service is ensured throughout the year

Source of data: COMM.A3


2017

Service ensured during 365

days as requested

Service ensured during 365 days as

requested 365



2017


2017

Service ensured during 365

days as requested

Satisfaction rate

concerning media

monitoring products

70 % 80 %43

42 Standard Eurobarometer 88 - November 2017. 43 Satisfaction survey conducted by COMM.A.3 in 2017. The increase is a result of the efforts done by

the unit to advertise and provide assistance to the users of the media monitoring products and services managed by DG COMM.

http://ec.europa.eu/COMMFrontOffice/PublicOpinion/index.cfm/General/index


Objective ‘MAKING THE NETWORKS WORK’ (Representations and Europe Direct)

1) MANAGEMENT AND SUPERVISION OF THE REPRESENTATIONS: The

Commission’s network of Representations and regional offices is managed and

supervised in a way that enables Representations to provide political and

economic intelligence, media coverage and outreach activities focussing on the

Colleges political priorities and working in partnership with the European

Parliament Information Offices and the Member States44

2) MANAGEMENT OF THE EUROPE DIRECT SERVICES: The Commission’s Europe

Direct services (Contact Centre and Europe Direct network45) are managed and

supervised in a way that enables the Contact Centre and the Europe Direct

network to provide reliable question and answer service to citizens and the

Europe Direct Information Centres provide outreach activities focussing notably

on the College's political priorities46

Indicator 1: Representations social media presence is continuously developed

and Share Online Project47 is transformed into a more integrated approach

(appointment and training of ‘digital leaders48’)

Source of data: COMM.B.2


Latest known

results

2017

Number of meetings/trainings for digital leaders: 1 1 Not applicable49

Share of Representations having included social media in the country strategy: 100%

100 % 100 %

Share of staff possessing social media skills and/or

contributing to social media communication

(specific survey to be made)

Baseline to be

established in

2016

67 %

Indicator 2: Satisfaction of participants with the programmes offered in the regular meetings/trainings organised for the different Representation networks.

Source of data: COMM B.1


Latest known

results

2017

Number of Head of Representation, Political Reporter, Press Officer, Communication Officer

and European Semester Officer meetings

8

1250

44

Commission Work Programme, Management Plan, Mid-term and Annual Activity Report. 45 Europe Direct network is composed of Europe Direct Information Centres, European Documentation

Centres and Team Europe. 46

Commission Work Programme, Management Plan, Mid-term and Annual Activity Report. 47

Pilot project / Preparatory action developing social media capacity in Representations and EP

Information Offices. 48

Members of Representations' staff responsible for digital communication, including social media. 49

Digital Leaders seminars are integrated with other Representation networks seminars below. 50

The higher figure is due to two supplementary Heads of Representations’ meetings (Regional in Riga

and with Heads of European Parliament Liaison Offices in Strasbourg), the new network Deputy Heads of Representations’ meeting and the Digital Leaders’ seminar.


Satisfaction rate 70 % at least ‘very good’

overall.

79% of participants

assessed as ‘very

good’ or as

‘excellent’.

Indicator 3: Contractor’s performance as measured by indicators defined in the

EDCC51 framework contract52

Source of data: (Baseline) Regular reporting from EDCC, 2014 evaluation report


Latest known

results

2017

First contact resolution rate for telephone

enquiries: 94.6 %

Months during which the maximum response time

for e-mail enquiries was respected: 11 out of 12

96 %

11 out of 12

94 %

453

Indicator 4: Development of structured user feedback mechanism for Europe

Direct

Source of data: Reports of EDCC and EDIC


Latest known

results

2017

Not applicable54 10 general reports

4 ad-hoc reports

10 general reports

1 ad-hoc report

‘MAKING THE NETWORKS WORK’(1)



2017

Latest known

results

2017

Meetings attended by Head of Representation, Deputy Head of Representations, Political

Reporter, Press Officer, Communication Officer, Digital leaders and European Semester Officer

Number of

meetings 8 1255

‘MAKING THE NETWORKS WORK’ (2)


Description Indicator Target 2017

Latest known

results

2017

51

Europe Direct Contact Centre (EDCC): The information service for the general public, answering EU-

related questions (136.219 in 2014) by e-mail, telephone, and web chat in all EU official languages. The EDCC was launched during the UK Presidency in June 1998. 52

Service level (2011 to 2015 framework contract) and performance indicator (2015 to 2019 framework

contract) compliance. 53

The rule in the contract for EDCC is that 100% of enquires should be replied within 3 days. This strict

target was not met in 8 months of 2017 and COMM is using all appropriate tools to improve the service. However, over the whole year the actual number of enquiries that was answered later than 3 days was 3

% of the total number answered. 54 The product was developed in 2016. 55

The figure included the Digital Leaders seminars.


Europe Direct

Contact Centre

(EDCC)

Percentage of EDCC

users satisfied with

EDCC service

87 %56 87

Cost per EDCC enquiry Below EUR 30 Below EUR 30

Europe Direct Network

Number of training days

x number of

participants57

5 days of training/

400 participants

4 days of

training/

400

participants58

Percentage of EDICs

managers satisfied with

DG COMM support

85 %59 95 %

56

This percentage is equivalent to 14 points in a 16 points scale. 57 The training days covered trainings for EDIC, EDC and Team Europe. 58 No EDIC annual general meeting took place in 2017 due to the launch of the EDIC Call for Proposals

to select host structures for the next generation of EDICs. 59 This percentage is equivalent to 3.75 points in a 5 points scale.


ANNEX 3: Draft annual accounts and financial reports

Annex 3 Financial Reports - Directorate General for Communication - Financial Year 201760

Table 1 : Commitments

Table 2 : Payments

Table 3 : Commitments to be settled

Table 4 : Balance Sheet

Table 5 : Statement of Financial Performance

Table 5 Bis: Off Balance Sheet

Table 6 : Average Payment Times

Table 7 : Income

Table 8 : Recovery of undue Payments

Table 9 : Ageing Balance of Recovery Orders

Table 10 : Waivers of Recovery Orders

Table 11 : Negotiated Procedures (excluding Building Contracts)

Table 12 : Summary of Procedures (excluding Building Contracts)

Table 13 : Building Contracts

60 The accounting situation presented in the Balance Sheet and Statement of Financial Performance does

not include the accruals and deferrals calculated centrally by the services of the Accounting Officer.


Table 14 : Contracts declared Secret

TABLE 1: OUTTURN ON COMMITMENT APPROPRIATIONS IN 2017 (in Mio €)

Commitment

appropriations authorised

Commitments made

%

1 2 3=2/1

Title 02 Internal market, industry, entrepreneurship and SMEs

02 02 01 Administrative expenditure of the 'Internal market, industry, entrepreneurship and SMEs' policy area

0,16 0,16 100,00 %

02 02 Competitiveness of enterprises and small and medium-sized enterprises (COSME)

0,145341 0,145341 100,00 %

Total Title 02 0,305341 0,305341 100,00%

Title 04 Employment, social affairs and inclusion

04 04 02 European Social Fund 1,0065 1,0065 100,00 %

Total Title 04 1,0065 1,0065 100,00%

Title 05 Agriculture and rural development

05 05 08 Policy strategy and coordination of the 'Agriculture and rural development' policy area

8,48 8,48 100,00 %

Total Title 05 8,48 8,48 100,00%

Title 06 Mobility and transport

06 06 02 European transport policy 0,54 0,54 100,00 %

Total Title 06 0,54 0,54 100,00%

Title 07 Environment

07 07 02 Environmental policy at Union and international level

0,06 0,06 100,00 %

Total Title 07 0,06 0,06 100,00%

Title 08 Research and innovation

08 08 02 Horizon 2020 - Research 2 2 100,00 %

Total Title 08 2 2 100,00%

Title 11 Maritime affairs and fisheries

11 11 06 European Maritime and Fisheries Fund (EMFF)

0,14 0,14 100,00 %

Total Title 11 0,14 0,14 100,00%

Title 13 Regional and urban policy

13 13 03 European Regional Development Fund and other regional operations

4,67145 4,67145 100,00 %

13 04 Cohesion Fund (CF) 2,00205 2,00205 100,00 %

Total Title 13 6,6735 6,6735 100,00%

Title 15 Education and culture

15 15 02 Erasmus+ 0,36 0,36 100,00 %


15 04 Creative Europe 0,04 0,04 100,00 %

Total Title 15 0,4 0,4 100,00%

Title 16 Communication

16 16 01 Administrative expenditure of the 'Communication' policy area

46,24175641 42,2787668 91,43 %

16 03 Communication actions 73,17478818 72,8288965 99,53 %

Total Title 16 119,4165446 115,107663 96,39%

Title 17 Health and food safety

17 17 04 Food and feed safety, animal health, animal welfare and plant health

0,06 0,06 100,00 %

Total Title 17 0,06 0,06 100,00%

Title 18 Migration and home affairs

18 18 02 Internal security 0,16 0,16 100,00 %

18 03 Asylum and migration 0,42 0,42 100,00 %

Total Title 18 0,58 0,58 100,00%

Title 19 Foreign policy instruments

19 19 01 Administrative expenditure of the 'Foreign policy instruments' policy area

0,08 0,08 100,00 %

Total Title 19 0,08 0,08 100,00%

Title 21 International cooperation and development

21 21 08 Development and cooperation worldwide 0,52 0,5 96,15 %

Total Title 21 0,52 0,5 96,15%

Title 22 Neighbourhood and enlargement negotiations

22 22 02 Enlargement process and strategy 0,38 0,37999756 100,00 %

22 04 European Neighbourhood Instrument (ENI) 0,4 0,4 100,00 %

Total Title 22 0,78 0,77999756 100,00%

Title 26 Commission's administration

26 26 01 Administrative expenditure of the 'Commission's administration' policy area

0,2908427 0,27431616 94,32 %

Total Title 26 0,2908427 0,27431616 94,32%

Title 32 Energy

32 32 01 Administrative expenditure in the 'Energy' policy area

0,14 0,14 100,00 %

32 03 Nuclear energy 0,02 0,02 100,00 %

Total Title 32 0,16 0,16 100,00%

Title 34 Climate action

34 34 02 Climate action at Union and international level

0,02 0,02 100,00 %

Total Title 34 0,02 0,02 100,00%

Total of Directorate General for Communication 141,5127283 137,167318 96,93 %


* Commitment appropriations authorised include, in addition to the budget voted by the legislative authority, appropriations carried over from the previous exercise, budget amendments as well as miscellaneous commitment appropriations for the period (e.g. internal and external assigned revenue).


TABLE 2: OUTTURN ON PAYMENT APPROPRIATIONS IN 2017 (in Mio €)

Chapter Payment

appropriations authorised *

Payments made %

1 2 3=2/1

Title 02 Internal market, industry, entrepreneurship and SMEs

02 02 01

Administrative expenditure of the 'Internal market, industry, entrepreneurship and SMEs' policy area

0,335 0,175 52,24 %

02 02

Competitiveness of enterprises and small and medium-sized enterprises (COSME)

0,145341 0 0,00 %

Total Title 02 0,480341 0,175 36,43%

Title 04 Employment, social affairs and inclusion

04 04 02

European Social Fund 1,33784959 1,33784959 100,00 %

Total Title 04 1,33784959 1,33784959 100,00%

Title 05 Agriculture and rural development

05 05 04

Rural development 2,6 2,6 100,00 %

05 08

Policy strategy and coordination of the 'Agriculture and rural development' policy area

11,61666444 6,18694748 53,26 %

Total Title 05 14,21666444 8,78694748 61,81%

Title 06 Mobility and transport

06 06 02

European transport policy 0,40847304 0,40847304 100,00 %

Total Title 06 0,40847304 0,40847304 100,00%

Title 08 Research and innovation

08 08 02

Horizon 2020 - Research 2,2 2,2 100,00 %

Total Title 08 2,2 2,2 100,00%

Title 11 Maritime affairs and fisheries

11 11 06

European Maritime and Fisheries Fund (EMFF) 0,003124 0,006868 219,85 %

Total Title 11 0,003124 0,006868 219,85%

Title 13 Regional and urban policy

13 13 03

European Regional Development Fund and other regional operations

0 0,67813115

13 04

Cohesion Fund (CF) 0 0,17751405

Total Title 13 0 0,8556452

Title 15 Education and culture

15 15 02

Erasmus+ 0,0055 0,0055 100,00 %

Total Title 15 0,0055 0,0055 100,00%

Title 16 Communication

16 16 01

Administrative expenditure of the 'Communication' policy area

52,01467854 38,21201105 73,46 %

16 03

Communication actions 69,71957007 69,66685015 99,92 %

Total Title 16 121,7342486 107,8788612 88,62%


Title 17 Health and food safety

17 17 04

Food and feed safety, animal health, animal welfare and plant health

0,1 0,1 100,00 %

Total Title 17 0,1 0,1 100,00%

Title 18 Migration and home affairs

18 18 01

Administrative expenditure of the 'Migration and home affairs' policy area

0,4 0,4 100,00 %

Total Title 18 0,4 0,4 100,00%

Title 19 Foreign policy instruments

19 19 01

Administrative expenditure of the 'Foreign policy instruments' policy area

0,205 0,135091 65,90 %

Total Title 19 0,205 0,135091 65,90%

Title 21 International cooperation and development

21 21 08

Development and cooperation worldwide 0,02 0,006 30,00 %

Total Title 21 0,02 0,006 30,00%

Title 26 Commission's administration

26 26 01

Administrative expenditure of the 'Commission's administration' policy area

0,42712794 0,24198201 56,65 %

Total Title 26 0,42712794 0,24198201 56,65%

Title 32 Energy

32 32 01

Administrative expenditure in the 'Energy' policy area 0,265 0,125 47,17 %

32 03

Nuclear energy 0,02 0 0,00 %

Total Title 32 0,285 0,125 43,86%

Total of Directorate General for Communication 141,8233286 122,6632175 86,49 %

* Payment appropriations authorised include, in addition to the budget voted by the legislative authority, appropriations carried over from the previous exercise, budget amendments as well as miscellaneous payment appropriations for the period (e.g. internal and external assigned revenue).


TABLE 3 : BREAKDOWN OF COMMITMENTS TO BE SETTLED AT 31/12/2017 (in Mio €)

2017 Commitments to be settled Commitments to be

settled from

Total of commitments to be settled at end

Total of commitments to be settled at end

Chapter Commitments 2017 Payments 2017 RAL 2017 % to be settled financial years

previous to 2017 of financial year 2017 of financial year 2016

1 2 3=1-2 4=1-2/1 5 6=3+5 7

Title 02 : Internal market, industry, entrepreneurship and SMEs

02 02 01 Administrative expenditure of the 'Internal market, industry, entrepreneurship and SMEs' policy area

0,16 0,00 0,16 100,00 % 0,00 0,16 0,18

02 02 Competitiveness of enterprises and small and medium-sized enterprises (COSME)

0,145341 0,00 0,145341 100,00 % 0,00 0,15 0,05

Total Title 02 0,305341 0,00 0,305341 100,00% 0 0,305341 0,225

Title 04 : Employment, social affairs and inclusion

04 04 02 European Social Fund 1,0065 0,00 1,0065 100,00 % 0,86 1,87 2,20

Total Title 04 1,0065 0,00 1,0065 100,00% 0,86215041 1,86865041 2,2

Title 05 : Agriculture and rural development

05 05 04 Rural development 0 0,00 0 0,00 % 0,00 0,00 2,60

05 08 Policy strategy and coordination of the 'Agriculture and rural development' policy area

8,48 3,09 5,39471883 63,62 % 0,00 5,39 3,14

Total Title 05 8,48 3,09 5,39471883 63,62% 0 5,39471883 5,73666444

Title 06 : Mobility and transport

06 06 02 European transport policy 0,54 0,00 0,54 100,00 % 0,29 0,83 0,75

Total Title 06 0,54 0,00 0,54 100,00% 0,2888622 0,8288622 0,75

Title 07 : Environment

07 07 02 Environmental policy at Union and international level

0,06 0,00 0,06 100,00 % 0,06 0,12 0,06

Total Title 07 0,06 0,00 0,06 100,00% 0,05625 0,11625 0,05625


Title 08 : Research and innovation

08 08 02 Horizon 2020 - Research 2 0,00 2 100,00 % 0,00 2,00 2,20

Total Title 08 2 0,00 2 100,00% 0 2 2,2

Title 11 : Maritime affairs and fisheries

11 11 06 European Maritime and Fisheries Fund (EMFF)

0,14 0,00 0,14 100,00 % 0,00 0,14 0,01

Total Title 11 0,14 0,00 0,14 100,00% 0 0,14 0,006868

Title 13 : Regional and urban policy

13 13 03 European Regional Development Fund and other regional operations

4,67145 0,39 4,28002945 91,62 % 2,23 6,51 2,53

13 04 Cohesion Fund (CF) 2,00205 0,00 2,00205 100,00 % 0,09 2,09 0,27

Total Title 13 6,6735 0,39 6,28207945 94,13% 2,31503699 8,59711644 2,79669276

Title 15 : Education and culture

15 15 02 Erasmus+ 0,36 0,01 0,3545 98,47 % 0,40 0,75 0,40

15 04 Creative Europe 0,04 0,00 0,04 100,00 % 0,00 0,04 0,00

Total Title 15 0,4 0,01 0,3945 98,63% 0,4 0,7945 0,4

Title 16 : Communication

16 16 01 Administrative expenditure of the 'Communication' policy area

42,23746103 32,95 9,29029731 22,00 % 0,00 9,29 8,76

16 03 Communication actions 72,82889645 32,28 40,55053374 55,68 % 4,14 44,69 43,93

Total Title 16 115,0663575 65,23 49,84083105 43,31% 4,14151466 53,98234571 52,6885535

Title 17 : Health and food safety


17 17 04 Food and feed safety, animal health, animal welfare and plant health

0,06 0,00 0,06 100,00 % 0,00 0,06 0,10

Total Title 17 0,06 0,00 0,06 100,00% 0 0,06 0,1

Title 18 : Migration and home affairs

18 18 01 Administrative expenditure of the 'Migration and home affairs' policy area

0 0,00 0 0,00 % 0,00 0,00 0,40

18 02 Internal security 0,16 0,00 0,16 100,00 % 0,00 0,16 0,00

18 03 Asylum and migration 0,42 0,00 0,42 100,00 % 0,00 0,42 0,00

Total Title 18 0,58 0,00 0,58 100,00% 0 0,58 0,4

Title 19 : Foreign policy instruments

19 19 01 Administrative expenditure of the 'Foreign policy instruments' policy area

0,08 0,01 0,069909 87,39 % 0,00 0,07 0,13

Total Title 19 0,08 0,01 0,069909 87,39% 0 0,069909 0,125

Title 21 : International cooperation and development

21 21 08 Development and cooperation worldwide 0,5 0,00 0,5 100,00 % 0,62 1,12 0,63

Total Title 21 0,5 0,00 0,5 100,00% 0,619 1,119 0,625

Title 22 : Neighbourhood and enlargement negotiations

22 22 02 Enlargement process and strategy 0,37999756 0,00 0,37999756 100,00 % 0,40 0,78 0,40

22 04 European Neighbourhood Instrument (ENI)

0,4 0,00 0,4 100,00 % 0,50 0,90 0,50

Total Title 22 0,77999756 0,00 0,77999756 100,00% 0,9 1,67999756 0,9

Title 26 : Commission's administration

26 26 01 Administrative expenditure of the 'Commission's administration' policy area

0,27431616 0,13 0,14075179 51,31 % 0,00 0,14 0,15


Total Title 26 0,27431616 0,13 0,14075179 51,31% 0 0,14075179 0,14575569

Title 32 : Energy

32 32 01 Administrative expenditure in the 'Energy' policy area

0,14 0,00 0,14 100,00 % 0,00 0,14 0,13

32 03 Nuclear energy 0,02 0,00 0,02 100,00 % 0,00 0,02 0,00

Total Title 32 0,16 0,00 0,16 100,00% 0 0,16 0,125

Title 34 : Climate action

34 34 02 Climate action at Union and international level

0,02 0,00 0,02 100,00 % 0,02 0,04 0,02

Total Title 34 0,02 0,00 0,02 100,00% 0,01875 0,03875 0,01875

Total of Directorate General for

Communication 137,1260122 68,85 68,27462868 49,79 % 9,60156426 77,87619294 69,4995344


TABLE 4 : BALANCE SHEET COMM

BALANCE SHEET 2017 2016

A.I. NON CURRENT ASSETS 30214904,82 32337957,58

A.I. NON CURRENT ASSETS A.I.1. Intangible Assets 2.222,23 5.602,32

A.I.2. Property, Plant and Equipment 30.212.682,59 32.332.355,26

A.I.6. Non-Cur Exch Receiv & Non-Ex Recoverab 0,00 0,00

A.II. CURRENT ASSETS 19063526,65 17793094,18

A.II. CURRENT ASSETS A.II.2. Current Pre-Financing 15.242.830,61 12.682.024,20

A.II.3. Curr Exch Receiv &Non-Ex Recoverables 3.777.911,88 5.044.657,99

A.II.6. Cash and Cash Equivalents 42.784,16 66.411,99

ASSETS 49278431,47 50131051,76

P.I. NON CURRENT LIABILITIES -14608288,83 -14608288,83

P.I. NON CURRENT LIABILITIES

P.I.3. Non-Current Financial Liabilities -14.608.288,83 -14.608.288,83

P.II. CURRENT LIABILITIES -1118496,61 -2895971,99

P.II. CURRENT LIABILITIES P.II.3. Current Financial Liabilities 0,00 -1.256.211,28

P.II.4. Current Payables -1.118.496,61 -1.639.760,71

P.II.5. Current Accrued Charges &Defrd Income 0,00 0,00

LIABILITIES -15726785,44 -17504260,82

NET ASSETS (ASSETS less LIABILITIES) 33551646,03 32.626.790,94

P.III.2. Accumulated Surplus/Deficit 519.310.162,67 437436359,2

Non-allocated central (surplus)/deficit* -552.861.808,70 -470063150,2

TOTAL 0,00 0,00

It should be noted that the balance sheet and statement of financial performance presented in Annex 3 to this Annual Activity Report, represent only the assets, liabilities, expenses and revenues that are under the control of this Directorate General. Significant amounts such as own resource revenues and cash held in Commission bank accounts are not included in this Directorate General's accounts since they are managed centrally by DG Budget, on whose balance sheet and statement of financial performance they appear. Furthermore, since the accumulated result of the Commission is not split amongst the various Directorates General, it can be seen that the balance sheet presented here is not in equilibrium. Additionally, the figures included in tables 4 and 5 are provisional since they are, at this date, still subject to audit by the Court of Auditors. It is thus possible that amounts included in these tables may have to be adjusted following this audit.


TABLE 5 : STATEMENT OF FINANCIAL PERFORMANCE COMM

STATEMENT OF FINANCIAL PERFORMANCE 2017 2016

II.1 REVENUES -2049646,93 -1258153,37

II.1.1. NON-EXCHANGE REVENUES -2220,85 -172,75

II.1.1.5. RECOVERY OF EXPENSES -2.220,85 -172,75

II.1.2. EXCHANGE REVENUES -2047426,08 -1257980,62

II.1.2.1. FINANCIAL INCOME -5,19 -8,65

II.1.2.2. OTHER EXCHANGE REVENUE -2.047.420,89 -1.257.971,97

II.2. EXPENSES 115717596,6 83131956,83

II.2. EXPENSES 115717596,6 83131956,83

II.2.10.OTHER EXPENSES 33.101.976,11 34.947.807,57

II.2.2. EXP IMPLEM BY COMMISS&EX.AGENC. (DM) 79.654.037,51 45.653.770,71

II.2.5. EXP IMPLEM BY OTHER ENTITIES (IM) 36.782,97

II.2.6. STAFF AND PENSION COSTS 2.915.278,34 2.524.988,68

II.2.8. FINANCE COSTS 9.521,66 5.389,87

STATEMENT OF FINANCIAL PERFORMANCE 113.667.949,66 81.873.803,46

It should be noted that the balance sheet and statement of financial performance presented in Annex 3 to this Annual Activity Report, represent only the assets, liabilities, expenses and revenues that are under the control of this Directorate- General. Significant amounts such as own resource revenues and cash held in Commission bank accounts are not included in this Directorate General's accounts since they are managed centrally by DG Budget, on whose balance sheet and statement of financial performance they appear. Furthermore, since the accumulated result of the Commission is not split amongst the various Directorates General, it can be seen that the balance sheet presented here is not in equilibrium. Additionally, the figures included in tables 4 and 5 are provisional since they are, at this date, still subject to audit by the Court of Auditors. It is thus possible that amounts included in these tables may have to be adjusted following this audit.


TABLE 5bis : OFF BALANCE SHEET COMM

OFF BALANCE 2017 2016

OB.1. Contingent Assets 7986080,75 3662037,75

GR for pre-financing 7.986.080,75 3.662.037,75

OB.1.4. CA Other 0,00

OB.3. Other Significant Disclosures -66065235,37 -66065235,37

OB.3.2. Comm against app. not yet consumed 0,00 0,00

OB.3.5. Operating lease commitments -66.065.235,37 -66.065.235,37

OB.4. Balancing Accounts 58079154,62 62403197,62

OB.4. Balancing Accounts 58.079.154,62 62.403.197,62

OFF BALANCE 0,00 0,00

It should be noted that the balance sheet and statement of financial performance presented in Annex 3 to this Annual Activity Report, represent only the assets, liabilities, expenses and revenues that are under the control of this Directorate General. Significant amounts such as own resource revenues and cash held in Commission bank accounts are not included in this Directorate General's accounts since they are managed centrally by DG Budget, on whose balance sheet and statement of financial performance they appear. Furthermore, since the accumulated result of the Commission is not split amongst the various Directorates General, it can be seen that the balance sheet presented here is not in equilibrium. Additionally, the figures included in tables 4 and 5 are provisional since they are, at this date, still subject to audit by the Court of Auditors. It is thus possible that amounts included in these tables may have to be adjusted following this audit.


TABLE 6: AVERAGE PAYMENT TIMES FOR 2017 - Directorate General for Communication

Legal Times

Maximum Payment

Time (Days)

Total Number of Payments

Nbr of Payments

within Time Limit

Percentage Average Payment Times

(Days) Nbr of Late Payments Percentage

Average Payment Times

(Days)

20 5 2 40,00 % 15 3 60,00 % 25,66666667

30 18492 17650 95,45 % 11,74628895 842 4,55 % 44,11876485

37 139 132 94,96 % 24,68181818 7 5,04 % 43,71428571

45 6 6 100,00 % 20,5

50 42 37 88,10 % 26,78378378 5 11,90 % 58,8

60 1737 1588 91,42 % 29,41246851 149 8,58 % 82,88590604

90 1 1 100,00 % 23

91 2 2 100,00 % 17


20424 19418 95,07 % 1006 4,93 %

Average Net Payment Time

15,1127595 13,31177258 49,87574553

Average Gross Payment Time

15,92846651

14,09125554 51,39065606


Suspensions

Average Report Approval Suspension Days

Average Payment

Suspension Days

Number of Suspende

d Payments

% of Total Number


Amount of Suspended Payments

% of Total Amount

Total Paid Amount

0 29 567 2,78 % 20424 8.376.826,04 6,70 % 125.095.069,92

Late Interest paid in 2017

DG

GL Account

Description Amount (Eur)

COMM 65010000 Interest expense on late payment of charges 6,29

COMM 65010100 Interest on late payment of charges New FR 276,47

282,76


TABLE 7 : SITUATION ON REVENUE AND INCOME IN 2017

Revenue and income recognized Revenue and income cashed from Outstanding

Chapter Current year RO Carried over RO Total Current Year RO Carried over RO Total balance

1 2 3=1+2 4 5 6=4+5 7=3-6

50 PROCEEDS FROM THE SALE OF MOVABLE AND IMMOVABLE PROPERTY

7510 0 7510 7510 0 7510 0

52 REVENUE FROM INVESTMENTS OR LOANS GRANTED, BANK AND OTHER INTEREST

5,19 0 5,19 5,19 0 5,19 0

57 OTHER CONTRIBUTIONS AND REFUNDS IN CONNECTION WITH THE ADMINISTRATIVE OPERATION OF THE INSTITUTION

4401856,69 85102,87 4486959,56 4357838,39 84535,99 4442374,38 44585,18

66 OTHER CONTRIBUTIONS AND REFUNDS 277252,03 272321,59 549573,62 277252,03 49719,51 326971,54 222602,08

Total of Directorate General for Communication 4686623,91 357424,46 5044048,37 4642605,61 134255,5 4776861,11 267187,26


TABLE 8 : RECOVERY OF PAYMENTS (Number of Recovery Contexts and corresponding Transaction Amount)

INCOME BUDGET RECOVERY ORDERS

ISSUED IN 2017

Error Total undue

payments recovered

Total transactions in recovery context

(incl. non-qualified) % Qualified/Total RC

Year of Origin (commitment) Nbr RO Amount Nbr RO Amount Nbr RO Amount Nbr RO Amount

2014 1 8910

2015 17 67038,89

2016 463 630341,5

2017 1 468,67 1 468,67 521 2104160,54 0,19% 0,02%

No Link 12 1881341,04

Sub-Total 1 468,67 1 468,67 1014 4691791,97 0,10% 0,01%

EXPENSES BUDGET Error Irregularity OLAF Notified Total undue payments

recovered

Total transactions in recovery context

(incl. non-qualified)

% Qualified/Total RC

Nbr Amount Nbr Amount Nbr Amount Nbr Amount Nbr Amount Nbr Amount

INCOME LINES IN INVOICES 6 25.595,36

NON ELIGIBLE IN COST CLAIMS 83 167.465,60

CREDIT NOTES 106 2252757,99 106 2252757,99 306 2.654.439,92 34,64% 84,87%

Sub-Total 106 2252757,99 106 2252757,99 395 2847500,88 26,84% 79,11%

GRAND TOTAL 107 2253226,66 107 2253226,66 1409 7539292,85 7,59% 29,89%


TABLE 9: AGEING BALANCE OF RECOVERY ORDERS AT 12/31/2017 FOR COMM

Number at 1/1/2017 1

Number at 12/31/2017

Evolution Open Amount (Eur)

at 1/1/2017 1

Open Amount (Eur) at

12/31/2017 Evolution

2011 2 2 0,00 % 187.602,08 187.602,08 0,00 %

2012 1 1 0,00 % 17.500,00 17.500,00 0,00 %

2013 2 -100,00 % 23.114,39 -100,00 %

2014 1 1 0,00 % 566,88 566,88 0,00 %

2015 1 1 0,00 % 17.500,00 17.500,00 0,00 %

2016 18 -100,00 % 111.141,11 -100,00 %

2017 11 44.613,40

25 16 -36,00 % 357.424,46 267.782,36 -25,08 %

TABLE 10 : RECOVERY ORDER WAIVERS IN 2017 >= EUR 100.000

Waiver Central

Key Linked RO

Central Key

RO Accepted Amount

(Eur)

LE Account Group

Commission Decision

Comments

Total DG COMM N/A

Number of Recovery Order waivers N/A


TABLE 11 : CENSUS OF NEGOTIATED PROCEDURES - Directorate General for Communication - 2017

Internal Procedures > € 60,000

Negotiated Procedure Legal base Number of Procedure

s Amount (€)

Art. 134.1(b) (Without prior publication) Work of art, technical reasons or protection of exclusive rights

7 664.408,10

Art. 134.1(c) (Without prior publication) Reasons of extreme urgency

1 105.108,66

Art. 134.1(e) (Without prior publication) New services or works consisting in the repetition of similar services or works

1 20.000.000,00

Total 9 20.769.516,76

comm_aar_2017_final of 80

TABLE 12 : SUMMARY OF PROCEDURES OF Total of Directorate General for Communication EXCLUDING BUILDING CONTRACTS

Internal Procedures > € 60,000

Procedure Legal base Number of Procedures

Amount (€)

Exceptional Negotiated Procedure without publication of a contract notice (Art. 134 RAP)

9 20.769.516,76

Negotiated Procedure with at least five candidates below Directive thresholds (Art. 136a RAP)

38 3.857.010,3

Negotiated Procedure with at least one candidate below euro 15 000 (Art. 137.2 RAP)

1 73.353,5

Negotiated Procedure with at least three candidates below euro 60 000 (Art. 137.1 RAP)

1 12.430.921,0

Open Procedure (Art. 104(1) (a) FR) 12 105.368.877,8

Open Procedure (Art. 127.2 RAP) 6 1.102.840,31

Restricted Procedure (Art. 104(1) (b) FR) 6 2.746.946,6

Restricted Procedure (Art. 127.2 RAP) 1 1.244.037,15

Total 74 147593503,4


TABLE 14 : CONTRACTS DECLARED SECRET

Legal base Contract Number Contractor Name Description Amount (€)

N/A N/A N/A N/A N/A

TABLE 13 : BUILDING CONTRACTS

Legal base Contract Number

Contractor Name Description Amount (€)

Art. 134.1(g) (Without prior publication) for building contracts

SI2.339227 GENERALI REAL ESTATE SPA*G.R.E.

PAR: LOYERS BUREAUX (GENERALI)

776.000,00


SI2.499139 OMNIUM INVEST SIA* RIG EU HOUSE RENT 2018 - OMNIUM INVEST SIA (EC - 66,72%; EP - 33,28%)

70.408,00


SI2.500360 GENERALI REAL ESTATE SPA*G.R.E.

PAR: LOYER BUREAUX 200.000,00


SI2.505119 OMNIUM INVEST SIA* RIG EU HOUSE UTILITIES 2018 - OMNIUM INVEST SIA (EC - 66,72%; EP - 33,28%)

6.955,04


SI2.505124 OMNIUM INVEST SIA* RIG EU HOUSE GUARDING 2018 - OMNIUM INVEST SIA (EC - 50%; EP - 50%)

15.997,60

Art. 134.1(h) (Without prior publication) for building contracts (after prospecting the local market)

SI2.337881 OMNIUM INVEST SIA* RIG OFFICE RENT 2017 (EC PART - 66,72%)

281.857,32

Art. 134.1(h) (Without prior publication) for building contracts (after prospecting the local market)

SI2.337882 OMNIUM INVEST SIA* RIG OFFICE RENT 2017 (EP PART - 33,28%)

140.590,68

7 1,491,808.64


ANNEX 4: Materiality criteria

Materiality of the amount at risk is obtained by dividing the total of the net amounts at

risk, by the total value of payments made for a given activity-based budget (ABB)

activity and the administrative budget. The Commission threshold for materiality is below

2% for the relevant ABB-activity.

For Directorate-General for Communication, the materiality of residual weaknesses

identified (i.e. 'net' after mitigating and corrective measures have been taken) is

assessed on the basis of qualitative and / or quantitative criteria, in line with the

Standing Instructions for the preparation of the Annual Activity Report61.

The qualitative assessment includes an analysis of the causes and the types of errors

(including whether they are repetitive and/or systemic) to conclude on the nature,

context and/or scope of the weaknesses identified. This may refer to significant control

system weaknesses or critical issues reported by the Authorising Officers by Sub-

Delegation, the European Court of Auditors, the Internal Audit Service, the Directorate-

General for Budget and the European Anti-Fraud Office (OLAF).

The quantitative assessment aims at estimating any financial impact (‘amount at risk’)

resulting from the errors detected. In line with the standard materiality threshold

proposed by the Standing Instructions for the preparation of Annual Activity Reports, the

Directorate-General for Communication has set the materiality level for the

amount at risk resulting from the residual errors at 2% of payments made for

the relevant ABB activity.

This analysis is one of the building blocks of the assurance, thus supporting the five

statements included in the Declaration of Assurance in the Annual Activity Report:

True and fair view;

Resources used for the intended purpose;

Sound financial management;

Legality and regularity;

Non-omission of significant information.

Methodology used

The main objective of the controls performed by Directorate-General for Communication

each year is to ensure the legality and regularity of transactions, and the soundness of

financial management. For this purpose, Directorate-General for Communication has put

in place a control system based on ex-ante and ex-post controls. The results from the

sample-based controls are used to assess the residual risk of error linked to quantifiable

errors (financial impact) and non-quantifiable errors (administrative and procedural

errors).

The Directorate-General for Communication also takes into account the result of other

controls, if available, performed by the European Court of Auditors, the Internal Audit

Service, the Directorate-General for Budget and the European Anti-Fraud Office (OLAF).

61

Ares(2015)6007497 - 22/12/2015.


The Directorate-General for Communication manages a register of exceptions and non-

compliance events as regards Internal Control Standard 8 where weaknesses spotted are

recorded. Mitigating actions are taken by the responsible Authorising Officers by Sub-

Delegation in order to correct the weaknesses in the control system and to avoid future

recurrence of those errors.

Control layers

Controls are performed at different stages of the financial transaction, from the

preparation of procurement and grant procedures to the final implementation of actions.

Control of procedures

All procurement and grant procedures, including those below EUR 60 000 and

EUR 135 000, respectively, are initially processed by the Operational Units and

Commission Representations concerned, which contact the COMM.D.3 for ad-hoc advice

as needed throughout the preparatory phase.

Ex-ante review is performed, prior to the launch of procedures, on all grants over

EUR 60 000 and all procurement procedures the Directive threshold, as well as reopening

of competition under framework contracts. Ex-ante review of procedures under this

threshold can also be performed if requested by the Responsible Authorising Officer. Ex-

ante review is carried out on Headquarters and Representations procedures alike.

Ex-ante control is performed before award on all grants over EUR 60 000 and all

procurement procedures the Directive threshold in Headquarters and in the

Representations.

Ex-post control of procedures is carried out on the spot in Headquarters and Commission

Representations on grants under EUR 60 000 and procurement procedures under the

Directive threshold.

Control of financial transactions

All financial transactions are checked ex-ante by a financial verifying agent before final

check and validation by the Responsible Authorising Officer. The financial verifying agent

checks are carried out by the financial unit COMM.D.3 for transactions initiated at

Headquarters level, and by financial agents in Representations for all transactions

initiated at Representation level.

Second-level verification is also carried out by COMM.D.3 on a sample of financial

transactions (commitments, payments and recovery orders) initiated by Representations,

using the MUS-DICE corporate system.62

Ex-post control is also carried out on the spot in Headquarters and Commission

Representations on a sample of financial transactions, based on a 3-year planning that

covers all 28 Representations.

62 In May 2012, revised centralised financial circuits were set up for Directorate-General for

Communication's Headquarters providing more opportunities for harmonisation and simplification while reducing the number of staff directly involved in the financial management process (Efficiency gains). Ex-post control on financial transactions of Headquarters started in 2013 in order to offset the supressed ex-ante control level 2 (MUS) on financial transactions carried out in Headquarters.


Verification of internal control standards

Ex-post control checks compliance with Internal Control Standard 8 (processes and

procedures) in selected units and Representations each year. In addition, other

prioritised internal control standards, annually defined by senior management, are

checked and controlled in the Commission Representations and Units.

I. Qualitative criteria for defining significant weaknesses

The different parameters relevant in Directorate-General for Communication for

determining significant weaknesses are the following ones:

Significant control system weaknesses: significant control system weakness

detected during the period, in reports made by Authorising Officers by Sub-

delegation;

Significant shortcomings in internal control standards appearing in the yearly

survey on Internal control standards implementation by management;

Critical issues outlined by the European Court of Auditors, the Directorate-

General for Budget and the European Anti-Fraud Office (OLAF) and overall

opinion of the Internal Audit Service.

When assessing the significance of any weaknesses, the following factors are taken into

account:

nature and scope of the weakness;

duration of the weakness;

existence of compensatory measures (mitigating controls which reduce the impact of

the weakness);

existence of effective corrective actions to correct the weaknesses (action plans and

financial corrections) which have had a measurable impact.

Should a significant weakness be identified, the amount at risk is quantified as far as

possible.

In addition, weaknesses which have a significant reputational impact on Directorate-

General for Communication, or on the Commission, will be reported in the Internal

Control Standard 8 Register. External and internal audit reports and ex-post control

reports irrespective of the amount of damage to Directorate-General for Communication's

administrative and operational budget will also be taken into consideration when deciding

whether to issue a reservation on a reputational basis.

II. Quantitative criteria for defining reservations

To quantify the potential financial impact of errors detected, it is necessary:

STEP 1: To determine the residual error rate by

- Determining the percentage of error in the audited sample of the population;

- Determining the level of exposure across the entire population (by applying the

detected error rates to the whole value of the population deducting the amounts

corresponding to any corrective actions taken that have already effectively

reduced the exposure);

STEP 2: To determine the ‘amount at risk’ in the current financial year's

budget; taking into account the payments made;


STEP 3: To determine the (financial) materiality, compared to the payments

made for a given ABB activity. This step is considered at ABB activity level.

1. GRANTS

For the management of grants, the assessment of the residual error rate and amount at

risk not detected by the supervision and ex-ante elements of the internal control system

is carried out through an analysis of the accumulated results of the ex-post audits.

1.1 STEP 1: Residual Error Rate

1.1.1. Adequacy of the audit scope

Auditable population (scope of the analysis) = value of all grants (i.e. final cost

claim) for which the cost claim was processed before 31 December of the reporting year

(= ‘closed’ grants).

Audited population = value of ‘closed’ grants audited and for which the audit report

was finalised before 31December of the reporting year.

The controls operated on these operations may result in the detection of compliance

errors or irregularities. These are to be classified in two categories for the purpose of

assessing their impact on the assurance:

Payment (amount) errors: i.e. cases where, eligible amount would have been

different. In this case, as long as it remains uncorrected, the difference in amount is

to be treated as an error with its consequences on the error rate;

Procedural (grant selection and award) errors are those which seriously impair

the application of the principles of ‘equal treatment and transparency’ and ‘award

proposal with the best quality in the light of the objectives and priorities set’, i.e.

cases where the grant beneficiary selected might have been different if the procedure

would have been correctly applied. In these cases, the size of the error is, by default,

set at 100 % of the transaction amount and included into the calculation of

Directorate-General for Communication's error rate. This is in line with approach of

European Court Of Auditors and is necessary to comply with the principle of

transparency and allow stakeholders to compare the Commission's error rate with the

one published by the European Court Of Auditors.

1.1.2. Raw results of the audits finalised

Detected error (amount) = For audited grants, total grant value as initially paid after

the ex-ante controls minus grant value as calculated after the ex-post control

Detected error rate (%) = Detected error divided by the grant value as initially paid

after the ex-ante controls

1.1.3. Determination of the residual error rate

Uncorrected detected errors (amount) = All detected errors pending recovery

Residual error rate in the audited population (%) = Uncorrected amount divided by

audited population

Residual error rate in the entire population = (uncorrected errors detected in the

audited population plus detected error rate multiplied by the non-audited population)

divided by entire population


1.2. STEP 2: Financial exposure from errors in terms of ‘amount at risk’

Amount at risk =

(gross) 'amount at risk' = applying the (representative) detected error rate to the

(full) ‘value’ of the payments made (see above)

(net) 'amount at risk' = (gross) 'amount at risk' minus any errors that have been

corrected

Errors are reported:

For ex-ante control: after conclusion is reached with the service involved in the

affected operation or the exception event is registered in ARES;

For ex-post control: after the final report of control or non-compliance event are

registered in ARES;

Payment (amount) errors are considered as corrected when the corresponding

recovery order or compensation payment is introduced in the ABAC accounting

system.

2. PROCUREMENTS

2.1. STEP 1: Residual Error

Procurement-related errors can occur both in contracts awarded by the Commission and

in contracts awarded by grant beneficiaries who subsequently submit the expenditure for

reimbursement.

However, errors incurred by grant beneficiaries are covered under the sections related to

grants, whereas this section only covers the errors potentially occurring in contracts

awarded by Directorate-General for Communication.

The controls performed on these operations may result in the detection of compliance

errors or irregularities. These are to be classified in two categories for the purpose of

assessing their impact on the assurance:

Payment (amount) errors: i.e. cases where, the amount paid would have been

different. In this case, as long as it remains uncorrected, the difference in the amount

is to be treated as an error with its consequences on the error rate;

Procedural (contract selection and award) errors are those which seriously

impair the application of the principles of ‘open, fair, transparent competition’ and

‘award to the best qualified bidder’, i.e. cases where the contractor selected might

have been different if the procedure would have been correct. In these cases, the size

of the error is, by default, set at 100 % of the transaction amount and included into

the calculation of Directorate-General for Communication's error rate. This is in line

with the approach of the European Court Of Auditors and is necessary to comply with

the principle of transparency and allow stakeholders to compare the Commission's

error rate with the one published by the European Court Of Auditors.


2.2 STEP 2: Financial exposure from errors in terms of cumulative ‘amount at

risk’

The financial exposure combines the value of the 2 types of errors:

Quantitative errors for payment (amount) errors: the amount at risk is the real

actual 'net'63 financial impact of the errors and its 'quantitative' materiality is

considered for a potential financial reservation.

Non-quantitative substantial errors for procedural matters (contract selection

and award criteria). Directorate-General for Communication applies the approach of

the European Court Of Auditors of determining 100% value of contracts with serious

infringements in the case(s) of:

- No tendering or restricted tendering for the main or supplementary contracts

(except where explicitly allowed by the legal framework);

- Inappropriate assessment of bids affecting the outcome of the tender;

- Substantial change of the contract scope;

- Splitting of contracts in order to bring projects below the thresholds although

they are related to the same economic objective(s).

Although the ‘error rate' from such procedural errors may be considered as up to

100 % (in full transparency and in line with the approach of the European Court Of

Auditors), Directorate-General for Communication applies the guidance of the

Directorate-General for Budget on the assessment of such errors when determining

the actual budgetary and/or reputational impact. Therefore, the Authorising Officer by

Delegation considers such errors being ‘systematic’ (e.g. repetitive for a given

Commission Representation; leading to a potential reputational reservation) or having

‘no actual financial impact’ on the EU-budget (e.g. maintaining the 100 % error rate).

Errors are reported:

For ex-ante control: after conclusion reached with the service involved in the

affected operation or exception event is registered in ARES;

For ex-post control: after final report of control or non-compliance event are

registered in ARES;

Payment (amount) errors are considered as corrected when the corresponding

recovery order or compensation payment is introduced in the ABAC accounting

system.

III. ABB-Materiality of the amount at risk

Materiality is assessed at the level of an Activity-based Budget (ABB) activity.

The materiality of the amount at risk is obtained by dividing the total of the ('net')

amounts at risk as defined following the methodology explained under this annex, by the

total value of payments made, for a given Activity-based Budget (ABB) Activity.

An average error rate higher than 2 % should lead to a reservation in the Annual Activity

63

Any correction actually made by the Commission should be deducted from the detected error.


Report, but this would need, in any case, to be further analysed.

Therefore, in the event that the average error rate is higher than the 2% materiality

threshold at Activity-based Budget (ABB) level, the Directorate-General would assess the

details of each Activity-based Budget (ABB) activity separately in order to identify the

appropriate level within the Activity-based Budget (ABB) activity (e.g. programme etc.)

at which a reservation needs to be issued and corrective measures applied to remedy the

control weaknesses identified.


ANNEX 5: Internal Control Templates for budget implementation

1. Procurement (direct management)

Main control objectives: Ensuring legality, regularity, effectiveness and efficiency of procedures launched by Directorate-General for Communication.

MAIN RISKS

IT MAY HAPPEN (AGAIN)

THAT…

MITIGATING CONTROLS

HOW TO DETERMINE

COVERAGE, FREQUENCY

AND DEPTH

HOW TO ESTIMATE THE COSTS

AND BENEFITS OF CONTROLS CONTROL INDICATORS

PER YEAR

Low or no competition due to inadequate definition of the tender requirements and specifications

Operational units initiate and verify all

procurement files. The centralised helpdesk function is provided to the operational units on the implementation of rules and procedures in accordance with the financial regulation and its rules of implementation. Ex ante review of public procurement files is provided by specialised central team. Review comprises the verification of files prior to the launch of procedures, applying relevant rules and regulations.

All procurement procedures and partial additional advice for some files depending on the needs of operational services. All procurement procedures over the Directive threshold.

Estimate of costs of staff involved in the activity and the cost of the external services (if appropriate)

Number of questions replied Number and value of files reviewed

The most economically advantageous offer not being selected due to an inaccurate evaluation process.

Ex-ante control ensures compliance with rules and procedures throughout the tendering process, from publication until the final evaluation, before award. Missing documents and clarifications are requested. When necessary, recommendations to modify evaluation reports to ensure coherence between points and comments, as well as requests to correct calculation errors in the financial offers are transmitted to the by Authoring Officer by Sub-Delegation

All procurement procedures for new contracts over the Directive threshold.

Number and value of files checked (by ex-ante controllers)

The widest competition is not ensured due to use of wrong procurement procedure

Ex-post on-the-spot control performed by central capacity on a sample basis for low- and middle-value procurement procedures.

Control covers approximately 30% of Commission Representations and Units each year. Selection is based on risk assessment and on ad-hoc requests by senior management of Directorate-General for Communication.

Estimate of costs of staff involved in the activity and the cost of external services (if appropriate)

Number of procurement files controlled on the spot Detected error rate, financial impact, residual error rate


1a) Financial transactions – Procurement

Main control objectives: Ensuring legality, regularity, effectiveness and fraud protection of financial transactions.

MAIN RISKS


THAT…

MITIGATING CONTROLS

HOW TO DETERMINE

COVERAGE, FREQUENCY

AND DEPTH

HOW TO ESTIMATE THE

COSTS AND BENEFITS OF

CONTROLS

CONTROL INDICATORS PER YEAR

The products/services/works foreseen are not, totally or partially, provided and/or the amounts to be paid exceed the due amount. Financial transactions are not correctly registered in the accounting system (ABAC)

Verification of financial transactions in Headquarters and Representations. Headquarters: the central financial cell verifies financial transactions with strict segregation of duties between financial agents, using BUDG checklists and providing guidance and reports to operational units in order to streamline the processes. Financial transactions on administrative budget lines other than support of operational lines are verified by the initiating units according to the same standards. Representations:

Operational and financial verification is carried out by each Representation.

Second-level verification is carried out centrally by the financial unit in Headquarters.

All financial transactions All financial transactions A sample of financial transactions accounting for 3.5% of the total number and 21% of the value of all transactions in 2017


Number and amount of operations verified, for reporting year. Number and amount of operations verified, for reporting year. Amount at risk and its materiality by budget line

1 b) Ex-post control - Procurement

Main control objectives: to ensure legality, regularity, effectiveness and fraud protection of financial transactions.

MAIN RISKS

IT MAY HAPPEN (AGAIN) THAT… MITIGATING CONTROLS

HOW TO DETERMINE

COVERAGE, FREQUENCY

AND DEPTH

HOW TO ESTIMATE THE

COSTS AND BENEFITS OF

CONTROLS

CONTROL INDICATORS PER YEAR

The products/services/works foreseen have not, totally or partially, been provided according to the procurement requirements and/or the amounts paid exceed the due amount.

On the spot ex-post control by central unit: Final report finalised after contradictory procedure; Decentralised decision by AOSD on the financial effect of the controls.

Control performed on a risk-based sample and on ad hoc request by Representations and Units.


Annual number of procurement files controlled on the spot. Detected error rate, residual error rate.


2. Grants (direct management): programming, selecting and awarding

Main control objectives: Ensuring legality, regularity, effectiveness and efficiency of procedures launched by Directorate-General for Communication.

MAIN RISKS


THAT…

MITIGATING CONTROLS

HOW TO DETERMINE

COVERAGE, FREQUENCY

AND DEPTH



PER YEAR

The eligibility, selection and award criteria are not adequate to ensure the successful evaluation of the proposals.

Operational units initiate and verify all files.

A centralised helpdesk function is provided to the operational units on the implementation of rules and procedures in accordance with the financial regulation and its rules of implementation. Ex ante review of call for proposals is provided by a specialised central team. The review comprises the verification of files prior to the launch of procedures, applying relevant rules and regulations.

All calls for proposals additional advice for some files depending on the needs of operational services. All low to high value grants


Number of questions replied Number and value of files reviewed

The evaluation is not carried out in accordance with rules and procedures, and/or the eligibility, selection and award criteria defined in the annual work programme and subsequent call for proposals.

Ex-ante control ensures compliance with rules and procedures throughout the call process, from publication to evaluation, before award. Missing documents and clarifications are requested. Exclusion and selection criteria are documented. When necessary, recommendations to modify evaluation reports to ensure coherence between points and comments, as well as requests to correct calculation errors in financial sheets are sent to the AOSD.

All low to high value grants

Number and value of files checked (by ex-ante controllers) Time to inform and time to grant


2a) Financial transactions – Grants

Main control objectives: Ensuring legality, regularity, effectiveness and fraud protection of financial transactions.

MAIN RISKS


THAT…

MITIGATING CONTROLS

HOW TO DETERMINE

COVERAGE,

FREQUENCY AND

DEPTH



PER YEAR

The actions foreseen are not carried out by beneficiaries in accordance with the terms of the grant agreement and/or the amounts to be paid exceed the due amount. Financial transactions are not correctly registered in the accounting system (ABAC)

Verification of financial transactions in Headquarters and Representations. Headquarters: the central financial cell verifies financial transactions with strict segregation of duties between financial agents, using BUDG checklists and providing guidance and reports to operational units in order to streamline the processes. Financial transactions on administrative budget lines other than support of operational lines are verified by the initiating units according to the same standards. Representations:

Operational and financial verification is carried out by each Representation.

Second-level verification is carried out centrally by the financial unit in Headquarters.

All financial transactions All financial transactions A sample of financial transactions accounting for 3.5% of the total number and 21% of the value of all transactions in 2017


Number and value of operations verified, for reporting year. Number and value of operations verified, for reporting year. Amount at risk and its materiality by budget line


2 b) Ex-post control - Grants

Main control objectives: to ensure legality, regularity, effectiveness and fraud protection of financial transactions.

MAIN RISKS


THAT…

MITIGATING CONTROLS

HOW TO DETERMINE

COVERAGE, FREQUENCY

AND DEPTH



PER YEAR

The actions foreseen are not carried out by beneficiaries in accordance with the terms of the grant agreement. Non-eligible costs are paid to the beneficiary. The final amount of grant paid does not respect the principles of no-profit and no-cumulative award.

On the spot ex-post control by central unit. Final report finalised after contradictory procedure. Decentralised decision by AOSD on the financial effect of the controls (recovery orders, additional payments).

Control performed on a risk-based sample and on ad hoc request by Representations and Units.

Estimate of costs of staff involved in the activity and the cost of the external services (if appropriate).

Annual number of grant beneficiaries controlled on the spot. Number and value of recovery orders issued in the year. Detected error rate, residual error rate.


ANNEX 6: Implementation other bodies

Implementation through national or international public-sector bodies and bodies governed by private law with a public sector mission.

Not applicable for the Directorate-General for Communication.


ANNEX 7: External Assistance Management Report of the Union Delegations



ANNEX 8: Decentralised agencies



ANNEX 9: Evaluations and other studies finalised or cancelled during the year No used in Annex 3 MP2017

Title Reason1 Scope 2 Type3 Associated

DGs Costs (EUR)

Comments4 Reference5

I. Evaluations finalised or cancelled in 2017

a. Evaluations finalised in 2017

b. Evaluations cancelled in 2017

II. Other studies finalised or cancelled in 2017

a. Other studies finalised in 2017

2 Monitoring and Evaluation of Citizens’ Dialogues

O

Development of a monitoring system and

of a reporting dashboard based on key indicators for Citizens' Dialogues. This project included a quantitative survey of

1000 participants and a qualitative observation of 5 Citizens' Dialogues.

C 19 862.5 ARES(2017)5216715

21 Monitoring of Europe Direct Information Centres

communication activities

O

Development of a tool based on indicators to measure the success of EDIC communication activities as a

preparation for a future evaluation.

C 20 000 ARES(2017)4173513

Monitoring system for local Share Europe Online projects

O Development of a monitoring system for local Share Europe Online projects

C 20 000 Ares(2017)3223129

b. Other studies cancelled in 2017

8 Eurobarometer assessment O Review of EU public opinion system E 250 000 Study postponed to 2018 due to human resources

constraints 1 Reason why the evaluation/other study was carried out, please align with Annex 3 of the MP 2016. The individual symbols used have the following meaning: L - legal act, LMFF - legal

base of MFF instrument,

FR - financial regulation, REFIT, REFIT/L, CWP - 'evaluate first', O - other (please specify in Comments) 2 specify what programme/regulatory measure/initiative/policy area etc. has been covered 3FC – fitness check, E – expenditure programme/measure, R – regulatory measure (not recognised as a FC), C – communication activity, I – internal Commission activity, O – other

– please specify in the Comments 4Allows to provide any comments related to the item (in particular changes compared to the planning). When relevant, the reasons for cancelling evaluations/ other studies also needs to

be explained in this column. 5 For evaluations the references should be 1) number of its Evaluation Staff Working Document and number of the SWD's executive summary; 2) link to the supportive study of the SWD in

EU bookshop.

For other studies the references should be the link to EU bookshop or other reference where the ‘other study’ is published via different point.


ANNEX 10: Specific annexes related to ‘Financial Management’

Table 1: Ex ante second level control of financial transactions in the Representations

value of errors value of checked

transactions

total value of transactions

% of value

checked

payment (amount)

errors

procedural (exclusion, selection,

award) errors

detected error rate

corrections made

(of payment

and procedural errors)

residual error rate

16.01 Administrative expenditure of the Communication - policy area 12,732,725 48,480,154 26%

0

28,000 0.2% 28,000 0.0%

16.03 Fostering European Citizenship 11,488,172 70,137,636 16%

0 158,546 1.4% 158,546 0.0%

Others BL, RO, VAT and liaison accounts 580,112 1,797,353 32% 0 0 0.0% 0 0.0%

total 24,801,009 120,415,143 21% 0 186,546 0.8% 186,546 0.0%

frequency of errors number of checked

transactions

total number of transactions

% of number checked

payment (amount)

errors


award) errors

frequency of error

16.01 Administrative expenditure of the Communication - policy area 204 11,448 1.8% 0 1 0.5%

16.03 Fostering European Citizenship 590 14,054 4.2% 0 2 0.3%

Others BL, RO, VAT and liaison accounts 98 122 80.3% 0 0.0%

total 892 25,624 3.5% 0 3 0.3%


Table 2: Ex post control of financial transactions in the Representations and Headquarters

value of errors value of checked

transactions

payment (amount)

errors


award) errors

detected error rate

corrections made (of payment

and procedural

errors)

residual error rate

16.01 Administrative expenditure of the Communication - policy area 5,885,610 0 36,708 0.6% 0 0.6%

16.03 Fostering European Citizenship 12,968,935 0 45,816 0.4% 0 0.4%

Others BL, RO, VAT and liaison accounts 22,052,394 0 32,393 0.1% 0 0.1%

total 40,906,939 0 114,917 0.3% 0 0.3%

Table 3: Best conservative error rate estimate for spending areas with no error detected

for all grants with eligible costs or based on lump sums the best estimation is detected error rate in this kind of grants found in 2014 (Mazar's audit)

1.2%


Table 4: Calculation of amount at risk following residual error rate

Value of non-corrected errors

+ Value of non-

checked transactions

* Detected Error Rate = Amount at risk

Total value of payments made procurement grant total

16.01 Administrative expenditure of the Communication - policy area 38,212,011 0 38,212,011

16.03 Fostering European Citizenship 57,534,410 12,132,440 69,666,850

other BL 14,351,042 433,315 14,784,356

total 110,097,463 12,565,755 122,663,218

Amount at risk procurement grant total

16.01 Administrative expenditure of the Communication - policy area 294,353 n.a. 294,353

16.03 Fostering European Citizenship 838,730 133,797 972,526

other BL 21,081 4,715 25,796

total 1,154,163 138,512 1,292,675

Materiality of the amount at risk procurement grant total

16.01 Administrative expenditure of the Communication - policy area 0.8% n.a. 0.8%

16.03 Fostering European Citizenship 1.5% 1.1% 1.4%

other BL 0.1% 1.1% 0.2%

weighted average error rate 1.0% 1.1% 1.1%

Recoveries 2017 (%) Source: Directorate-General for Communication (Abac recovery context) 0.11%

Expected recoveries and corrections related to the payments made 134 930


Table 5 - Estimated overall amount at risk at closure

DG COMM Payments made Minus new

prefinancing Plus cleared prefinancing

Relevant expenditure

Average Error Rate (weighted AER; %)

Estimated overall amount at risk at

relevant expenditure

(€)

Average Recoveries and Corrections

(adjusted ARC; %)

Estimated future corrections

(€)

Estimated overall amount at risk at

closure (€)

1 2 3 4 5 = 2-3+4 6 7 = 5*6 8 9 = 5*8 10 = 7-9

Total 122 663 218 11 958 125 9 291 ,437 119 996 529 1.1 % 1 264 572 0.1 % 129 487 1 135 086


ANNEX 11: Specific annexes related to ‘Assessment of the effectiveness of the internal control systems’

Not applicable for Directorate-General for Communication. (See chapter 2.1 Financial management and internal control).


ANNEX 12: Performance tables

Commission general objective for central services

To help achieve the overall political objectives, the Commission will effectively and

efficiently manage and safeguard assets and resources, and attract and develop the best talents.

Overarching objective for communication domain

Citizens perceive that the EU is working to improve their lives and engage with the EU.

They feel that their concerns are taken into consideration in European decision making process and they know about their rights in the EU.


DG COMM's overarching objective (shared with all DG's Communication Units) is

‘Citizens perceive that the EU is working to improve their lives and engage with

the EU. They feel that their concerns are taken into consideration in European

decision making process and they know about their rights in the EU’.

The impact indicator DG COMM uses to measure this objective is ‘Percentage of

EU citizens having a positive image of the EU’.

Definition: Eurobarometer measures the state of public opinion in the EU Member States.

This global indicator is influenced by many factors and externalities, including the work of

other EU institutions and national governments, as well as political and economic factors,

it does not only reflect the communication actions of the Commission. However, it is

relevant as a proxy for the overall perception EU citizens have of the EU.

Baseline 2015

Interim

Milestone

2017

Target

2020

Latest

known

results

Status as of November 2015 Total ‘Positive’: 37 %

Neutral: 38 % Total ‘Negative’: 23 %

Source of the data: Eurobarometer – EB84

To

contribute to

improving and

maintaining a positive

image of the EU in

the media

and among citizens.

32 %

Positive

image of the

EU ≥ 50 %

40 %64

64

Source: Standard Eurobarometer 88 - November 2017.

Q In general, does the EU conjure up for you a very positive, fairly positive, neutral, fairly negative or very negative image?

(% - EU)

37

38

23

20%

10%

20%

30%

40%

50%

60%

70%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

TOTAL 'POSITIVE'

EURO AREA 35

NON-EURO AREA 42

NEUTRAL

EURO AREA 39

NON-EURO AREA 36

TOTAL 'NEGATIVE'

EURO AREA 24

NON-EURO AREA 20

DON'T KNOW


DIRECTORATE-GENERAL FOR COMMUNICATION AS EXECUTIVE SERVICE

Specific objective 1- Executive Service: College, Cabinets and services use political

reports and analysis, Eurobarometer results, media analysis products and

stakeholders and citizens’ feedback for decision making on communication

purposes

Result indicator 1: Satisfaction rate regarding Commissioners missions in Member

States

Source of data: On-line sample survey - Survey to be conducted with 2-3 Vice-Presidents

in 2016, 2018 and 2020

Baseline

2016 Interim Milestone 2018 Target 2020 Latest known results

Not applicable 70 % at least ‘good’ 80 % at least ‘good’ 60 % (31/12/2016)

Not applicable for 201765

Result indicator 2: Users satisfaction concerning REPs political reporting and

country profiles

Source of data: On-line survey - Survey to be conducted in 2016, 2018 and 2020

Baseline

2016 Interim Milestone 2018 Target 2020 Latest known results

Not applicable 70 % at least ‘good’ 80 % at least ‘good’

70 % at least ‘good’

(31/12/2016)

Not applicable for 201766

Result indicator 3: Satisfaction rate concerning Eurobarometer products

In the Eurobarometer programming for 2015 (Ares(2014)3269492 of 3/10/14), an executive

summary for the Cabinet concerned is an obligation. The survey among Cabinets aims to

assess whether the instrument is being well used and further improve the programming for

2016 and beyond.

• Overall rate of satisfaction

Source of data: COMM.A.3 survey - Survey conducted annually in the programming

exercise each Autumn

Baseline 2015 Interim Milestone 2017 Target 2020 Latest known results

31/12/2017

Not applicable 70 % 75 % Not applicable67

Result indicator 4: Satisfaction rate concerning media monitoring products

Source of data: Internal COMM.A.3 - Survey to be conducted in January 2016, at the end

of 2017 and in 2020

Baseline

2016 Interim Milestone 2017 Target 2020


31/12/2017

Not applicable 70 % 75 % overall

satisfaction 80 %68

65 Next survey in 2018. 66 In 31/12/2016, the overall satisfaction level with all the political reporting products is relatively high.

The quality improvements introduced since 2014 have brought their fruit. Next survey to be scheduled in 2018. 67 A satisfaction survey was foreseen to take place in the context of an evaluation of Eurobarometer.

This evaluation having been postponed mainly for organisational reasons, a first pilot satisfaction survey on 2017 projects will be carried out in 2018 on 2017 projects. 68 Satisfaction survey conducted by COMM.A.3 in 2017. The increase is a result of the efforts done by the

unit to advertise and provide assistance to the users of the media monitoring products and services managed by COMM.


Main expenditure outputs in 2017:


2017

Latest known

results

(31/12/2017)

Activities related to

Commissioners' visits and

roadshows in Member

States

Number of Commissioners'

activities in Members States on

Commission's priorities

(Events&Actions database)69

1 500 1 492

Representations political

reporters and ESOs70

produce a variety of

political and economic

reports and analysis

Country profiles: number of

hits/downloads71

Not yet

available 4 500

Political reports 500 35272

Weekly summaries of political

reports 48 50

Horizontal reports 35 4473

Weekly reports to the president 48 49

Management of

audiovisual technical

facilities74

Number of audio-visual products

provided to the College

(messages, interviews,

statements, clips, Google

hangouts)

650 738

Number of hours provided in

Electronic News gathering (TV Crews)

3 500 3 921

Number of hours of shooting in

COMM studios/VIP corner/press

room

4 500 4 014

Number of hours in video editing 8 000 8 863

A programme of 30 opinion poll surveys

(Eurobarometer)75

Percentage of programmed

opinion polls implemented 80 % 48 %76

Production of media

monitoring and other media analysis products

(365 days/year)

Number of days when the media

monitoring and analysis service was ensured

365 365

69 Political consultations and meetings, press conferences, interviews, articles, lectures, presentations,

participation in debates. 70

ESO – European Semester Officer. 71

2016 should serve as the reference year for determining realistic figures for the use of Country profiles

in the Commission as the whole system of Political Reporting is being upgraded. 72

Stand-alone political reports are generated when events justify and the information has not been

communicated elsewhere. Reduced production in 2017 is explained by the increased production in horizontal report and the qualitative improvement (time-investment) in the weekly reports to the President. The data does not capture all political reporting: breaking political news such as election results, or highly confidential news (rule of law) is communicated by email and thus not the subject of a stand-alone political report. 73 See previous footnote. 74

Audio-Visual studios of the Commission (2 TV studios-1 radio studio). 75

Each opinion poll should produce an output in the form of a political memo to the Cabinet(s). 76

Part of the Eurobarometer programme is implemented in the following year because individual

Eurobarometer surveys may only be finalised in the first months of the following (including delays in validating reports after fieldwork has been carried out).


DIRECTORATE-GENERAL FOR COMMUNICATION AS CORPORATE SERVICE

Coherent web presence

Specific objective 2.1 - Corporate Service 1: Building a coherent web presence on

the European Commission, by implementing the Digital Transformation project by

2017

Result indicator 1: Transition rate of the thematic structure (15 themes)

Digital Transformation project builds on the political priorities of the Commission and aims at

creating a coherent, relevant and cost-effective online presence of the entire Commission. The

content on the new web presence is organised thematically (15 themes). The concept as

described in the Strategic Plan 2016 – 2020 was modified by a decision of the Corporate

Communication Steering Committee77. It changed the strategy for Europa so that each theme

would be built up to at least the first three levels of the information architecture and assign

existing websites to each one. The result below reflects this change.

Source of data: COMM.A.5

Baseline 2015 Interim Milestone 2016 Target 2017

Latest known

results

(31/12/2017)

Commission's new

thematic web presence

4 classes ready 100 %

3 classes ready 50 % 100 % 100 %



Latest known

results

(31/12/2017)

15 themes

Qualitative

performance

of the EUROPA websites78

By theme79:

Law: 40 % Funding, tenders and Research and

innovation: 40 % Strategy: 55 %;

News, publications, events: 55 %

33 %

42 % 47 %80

58 %

77 Ares(2017)643800 – 06/02/2017 and see also next footnote. 78 Based on a user-centred metric, which shows the user success rate in finding information. 79

2016 Baseline by theme: Law: 32 %, Funding, tenders and Research and innovation: 28 %, Strategy:

52 %; News, publications, events: 43 %. (The baselines have been corrected from their values in the

2017 Management Plan which were incorrect due to a clerical error). 80

The Law and Strategy themes did not reach their targets. Their performance was lower than expected

for several reasons. For example, users have difficulties finding their way from the Commission

homepage to the relevant theme and so are unable to find what they are looking for. Also, the main thematic pages were only improved and published at the end of 2017 after their performance was evaluated. The performance tests help identify these kinds of issues that then feeds into subsequent website improvements.

https://myintracomm.ec.europa.eu/dg/comm/whatwedo/iir_planning_reporting_evaluation/Documents/Strategic%20Plan%202016%20%E2%80%93%202020.pdf


Public awareness

Specific objective 2.2 - Corporate Service 2: Citizens are aware of Commission’s 10

political priorities, in particular delivery on ‘jobs, growth and investment’ as the

overarching priority

This means measuring the performance of the communication actions funded from co-

delegated budgets against their respective Key Performance Indicators (KPIs).

Phase 1 - Stakeholders: EUR 3.2M81 - KPI = ‘reach’ Phase 2 – Broader Communication EUR 21.25M82 - KPIs = ‘reach’ and ‘recall’.

Result indicator 1: Cumulative number of people having been able to recall the

messages of corporate actions 2016 - 2020

‘Recall’ (i.e. public awareness of success stories/projects promoted through the actions) is the

additional key performance indicator for the broader communication phase under Decision

C(2015)7346 of 27/10/2015.

Source of data: This will be monitored on an ongoing basis both via internal Eurobarometer

surveys/focus groups in the Member States concerned and external independent

monitoring/evaluation.

Baseline 2016 Interim Milestone

2017 Target 2020


(31/12/2017)

Not applicable

30 % of those reached

by the campaign recall

its content83

Between 30 %-

40 % of those

reached by the

campaign recall its

content

31 % of those reached recall

its materials



Latest known

results

(31/12/2017)

Implementation of corporate

communication action 2017/2018

Execution of budget

delegated to DG

COMM (depending on timing of the

campaign)84

EUR 21.72 mio (committed and

contracted in 2017) 100 %

81

EUR 3.2 million were co-delegated by DGs in 2015 (based on Decision SEC(2013)486). The Project

Team is responsible for pulling together the overall effort on the Investment Plan. COMM.A.1 is responsible for the EUR 2 981 167 stakeholder action. 82 EUR 21.25 million should be co-delegated in 2016, based on Decision C(2015)7346. The Project Team

is responsible for pulling together the overall effort on the Investment Plan. COMM.A.1 may be responsible for a centrally procured action. 83

These figures depend on the outcome of contract negotiations. 84

Subject to budget being made available on time by the contributing Directorates-General.


a) Continuation of the Phase 2

(Citizens) of the 2016 campaign on the Investment Plan and other

Jobs and Growth initiatives: EUR 21.25M85

EU delivers

Number of contacts

made during the campaign86

10 000 000 133 000 00087

b) Campaign(s) initiated in 2017

on political priorities

Number of people able to recall the

campaign88

1 000 000

31 %89 of the

people reached

by the

campaign

InvestEU90 (These results are

only available for

the campaign

Invest EU)

Commission's communication networks

Specific objective 2.3 - Corporate Service 3: Via the Corporate Communication

Steering Committee (CCSC) and the Communication Network (CN) DGs exchange

best practices, receive assistance on technical issues of communication tools and

services and they align their sectorial communication strategies/plans to the

corporate messaging

Result indicator: Percentage of satisfaction of the Steering Committee and

Communication Network members

Source of data: COMM.A.1 Survey - Survey to be conducted annually as part of the

Communication Network overview each Spring.91

Baseline 2016 Interim Milestone 2017 Target 2020 Latest known results

(31/12/2017)

Not applicable 70 % 80 % Not available92


Description Indicator Target 2017 Latest known results

(31/12/2017)

Coordination of

Commission's communication

networks

Number of Corporate

Communication Steering Committee Meetings

organised.

3 3

85

a) EUR 21.25 million were co-delegated in 2016, based on Decision C(2015)7346. The Project Team

was responsible for pulling together the overall effort on the Investment Plan and other Jobs and growth initiatives. COMM.A.1 was responsible for a centrally procured action. b) EUR 21.72 million should be co-delegated in 2017, based on Decision C(2016)6838. Unit COMM.A.1 may be responsible for centrally procured actions. 86

Aggregate figure of web visits, video views, impressions etc. 87

Target was set in the early concept phase of the campaign. The scope and nature of the campaign

have evolved significantly, hence significantly higher reach has been achieved. 88

Measured by quantitative surveys. 89

Initial target figure was a percentage of reach expressed in numerical terms at the early concept

phase of the campaign. The percentage relates to campaign recall as measured through a survey. 90

People can recall the title, the message or a visual. 91

A survey has not been conducted in 2017, because the governance structure of the communication

domain has been revamped in Spring 2017. 92

Data not available for 2017. As of 2018 satisfaction levels will be evaluated through feedback

mechanisms in the context of the domain leaders evaluation exercise conducted by DGs COMM and HR.


Number of Communication

Network (CN) Meetings organised

11 (one per month

except August)

11

Number of Audiovisual (AV) Correspondent Network

meetings organised

4 3

Number of Communication Network (CN) Masterclasses

organised

3 593

Number of consultations

provided to other DGs 50094 477

Number of Graphic Designers'

Network meetings organised 2 2

Streamlining of communication framework contracts

Specific objective 2.4 - Corporate Service 4: More consistency, efficiency gains and

savings across the Commission's communication activities

Result indicator: Percentage of Communication budget used for the 10 political

priorities

Source of data: COMM.A.1 based on share Point and Management Plans of line-DGs

Baseline

(2015 AARs) Interim Milestone 2017 Target 2020

Latest known

results

(31/12/2017)

Not applicable 50 % 75 % Not available95



Latest known

results

(31/12/2017)

Centralisation of

communication

related Framework-

Contracts

Less duplication of

communication-related

Framework-Contracts in the

Commission's services

Three to five

dedicated

communication

framework

contracts

596

Number of Framework

contracts focusing on the

communication of the 10

Commission political

priorities centralised by DG

COMM

Diminishing the

number of

communication

framework

contracts managed

by DG to 45 or less.

35

(i.e. reduction of 10

FWC)

93 4 organised by Unit COMM.A.1, 1 by Unit COMM.D.1. 94

The target has been revised up from 110 compared to the 2016 Management Plan because each

European Investment Project is subject to an inter-service consultation. 95

Two important Commission Decisions (C(2015)7346 and C(2016)6838) set the frame for corporate

communication actions and the frame for budgetary contributions from a majority of line DGs. This is a major step towards ensuring consistency, efficiency gains and savings across the Commission's communication activities, which will be continued in the coming years. 96

Communication framework contracts managed corporately by DG COMM.


Level of assistance to line

DGs and project

management for individual

actions undertaken by

Commission services in

order to increase alignment

with the 10 political

priorities

Project

management for 20

collaborative

actions97

2598

DIRECTORATE-GENERAL FOR COMMUNICATION AS COMMUNICATION SERVICE

Targeted media coverage

Specific objective 3.1.- Communication Service 1: Commission receives targeted

media coverage through relevant publications and continuous engagement with

media

Result indicator 1: Tonality of media coverage towards the European Commission in

media for main EU media sources

Source of data: COMM.A.3 data


2017 Target 2020

Latest known

results

31/12/2017

Not applicable99

6.5 % of negative

tonality in the period

January-March 2017

< 5 % of

negative tonality

4.3 % of negative

tonality in the

analysed media items

for 2017



Latest known

results

31/12/2017

Increased relevance of

press material

produced by SPP

Percentage of the top

100 press releases

consulted in English

with more than 10 000

online views

65% of top 100

press releases

attain more

than 10 000

views

17 %100

97

As examples: ECHO campaign on Refugees, JUST campaign on awareness raising on violence against

women, GROW conferences, including 'Enterprise days', JUST online awareness raising campaign related to product safety and the Corporate Campaign. 98

DG COMM aims at closely coordinating 25 high collaborative budget actions (such as campaigns) and /

or actions with a very strong connection to the EU political priorities in partnership with other DGs, higher than the 20 foreseen. 99 To be defined by end 2016. 100

As communicated to the Secretariat-General in April 2017, the statistical tool used by the Commission

to track the online traffic has now changed and provides more accurate data. As the Europa unit (COMM. A.5) implemented changes in its indicators for the EUROPA websites, it makes a lot of sense to align ours

as well. This indicator is indeed no longer in line with the reality of SPP's work. SPP services have therefore propose to replace for the future the current indicator ‘Percentage of the top 100 press releases consulted in English (EN) with more than 10 000 online views’ with ‘Number of online views of all press releases’.


Political presence

triggering media

interest in the

Commission ‘midday’

press conference is

ensured by SPP

Frequency of

appearance of the

President, Vice-

Presidents and

Commissioners in the

press-room

Minimum

appearance of

two members

of the College

per week

On average

appearance of three

members of the

College in the Press

room during 2017

Press activities of the

Representations

Number of press events organised by

Representations

300 press

conferences

120 journalist

visits

433 press

conferences101

177 journalist visits

Number of participants in press events

organised by Representations

(Events&Actions database)

Press

conferences:

6 000

Journalist

training and

visits:

1 500

Press conferences:

6 068

Journalist training and

visits:

2 633102

Audio-visual

productions and multimedia projects

Number of Corporate

Video productions 70 48103

Number of items

downloaded (Audio/Video/Photos)

130 000 112 326104

Europe by Satellite (EbS) News coverage

Number of EbS video

items, photo reports and audio files produced

39 200 47 154105

Number of TV Uptakes from EbS ( in minutes)

70 000 70 630

Number of hours

transmitted by EbS 5 000 2 397106

Number of unique visits

to Audiovisual Portal 850 000 683 891107

Conservation and

availability to the public of audio-visual material

(audio, video and photo) via Media

library

Number of archived

audio, video and photo 41 000 52 078108

Number of archived video versions other

DGs (Central deposit) 500 1 344109

101

The augmentation is explained by the increased interest in Commission activities. 102

The augmentation is explained by the increased interest in Commission activities. 103

Exceptionally high output on corporate video production in 2017 related to the more than 140

testimonials produced in the framework of the 60th Anniversary of the Rome Treaty. 104 The audiovisual services have refocused on the 10 priorities of President Juncker, thus the number of

audiovisual productions has gone down. The aim is to go for fewer, but of higher quality – each of them

therefore requiring more production time. 105 The increase is due to normal fluctuations in news production depending on the interest of the items

covered: e.g. the political needs to demonstrate/communicate more on various political topics, as well as the 10 priorities of President Juncker and to further use EBS, photos. 106 The audiovisual services have refocused on the 10 priorities of President Juncker, thus the number of

audiovisual transmissions has gone down. The aim is to go for fewer, but of higher quality – each of them therefore requiring more production time. 107 See previous footnote. 108 The increase is due to the changed archiving procedure. 109 The increase is due to approximately 800 files from an old APCAV contract being archived in 2017.


Better informed citizens

Specific objective 3.2. - Communication Service 2: Citizens are better informed

about the EU, in particular about the Commission's political priorities and their

rights

Result indicator 1: Visitors confirm their increase of knowledge of the Commission

and its 10 political priorities

Source of data: COMM.C.4 Survey of the visitors one year after the visit


2017 Target 2020


31/12/2017

80 % 85 % 90 % 93 %110

Result indicator 2: Percentage of users satisfied with the answers received from the

Europe Direct Contact Centres (EDCC)

Source of data: Based on the results of an on-going satisfaction survey among EDCC users


2017 Target 2020


31/12/2017

87 % 90 % 95 % 87 %

Result indicator 3: Percentage of users satisfied with the Europe Direct Information

Centres (EDIC) service

Source of data: Based on the results of an on-going satisfaction survey among EDICs users


2017 Target 2020


31/12/2017

87 % 90 % 95 % 98 %111

Result indicator 4: Participants in Europe Direct Information Centres (EDICs)

events agree that they are better informed on the EU

Source of data: Based on the results of an on-going satisfaction survey among EDICs users


2017 Target 2020


31/12/2017

Not applicable 75 % 80 % 99 %112

110 When fixing the initial targets in 2012, i.e. before the new more politically driven approach developed

in the new Visitors’ Centre, DG COMM set them at a level corresponding to the results at the time and

were subsequently overtaken by a more positive reality. 111 The data was generated from a standing online user satisfaction survey running between 1 January

2017 and 31 December 2017. The reason for the high satisfaction rate could be that, in 2017, was the last year of this 5 years-second generation of EDICs and EDIC staff had benefited for 5 years from

training, knowledge sharing and exchange of best practice coupled with intensified ground work. Throughout these years EDIC staff had acquired the skills and competences needed to refine their communication and build more lasting relationships with their target groups which in turn may account for the high satisfaction rate. Also, the work performed in the framework of the EDICs mid-term evaluation report confirms that EDIC users consider EDICs to be experts, highly responsive and able to provide reliable information in a clear and accessible manner. 112 See previous footnote.


Result indicator 5: Percentage of participants at Representations events who

declare that the event improved their understanding of the EU or one of its 10

political priorities

Source of data: Participants survey - Survey to be conducted after each conference,

seminar, workshop, citizens dialogue as well as after events organised with educational

establishments. Reported in the Events and Actions database (DIR COMM.B)


2017 Target 2020


31/12/2017

Not applicable 70 % 75 % 75 %113

Result indicator 6: Number of unique visitors to the EUROPA websites

(interinstitutional and Commission domains including the Representations' and

RAPID websites)

Definition: This indicator shows how many uniquely identified clients view pages within the

defined time period. (The same person visiting from two different computers or browsers will

be therefore counted as two Unique Visitors). The unique visitors are a sum of all the unique

visitors per month per EC-managed website tracked by Europa Analytics.

Source of data: Europa Analytics (corporate data collection tool based on Piwik reporting for

the first time)


2017 Target 2020


31/12/2017

258 298 695 300 000 000+ 350 000 000+ 140 053 076114

Result indicator 7: Engagement rate on social media

In the context of this Strategic Plan engagement is the social media activity sparked by the

European Commission. It indicates how much the content and messages spread by the

Commission resonate with the audience. Engaging content reaches a wider audience beyond

the usual followers. It is promoted with a higher visibility on social media channels and

makes a longer lasting impact on the audience.

The Engagement Rate is calculated by the sum of engagements115 received from the audience

on a specific channel divided by the number of profile's posting activities within 365 days

preceding the benchmark date. 116

Source of data: Socialbakers (corporate tool managed by COMM.A.5)

113 Survey conducted after each conference, seminar, workshop, citizens' dialogue as well as after

events organised with educational establishments. Reported in the Events and Actions database (DIR COMM.B). 114 Website reported data: As of 2017, data comes from a new web analytics tool based on the open-

source platform Piwik. It provides more accurate reporting than the previous, older tool (SAS Analytics) and this is reflected in this year's reported data for all Europa websites. On average, the new corporate analytics tool records 60% less unique visitors and visits than the previous one. This is due mainly to

document downloads and internal site searches being recorded as separate indicators in the tool (e.g. as 'downloads' and 'site searches'). See IPG: http://ec.europa.eu/ipg/services/analytics/faq_en.htm#section_3_5. 115

The number of engagements means engagements on social media posts created by the European

Commission: retweets, tweets, replies to tweets, likes and comments on Facebook as well as other channels like Instagram, Google+ or YouTube. 116 Due to the change from the Engagor tool to the current social monitoring suite, DG COMM had to

adapt the definition as: ‘The Engagement Rate is calculated by the sum of engagements received on a specific channel divided by the number of followers a page had at the time of the post, and multiplied by 1000, within 365 days preceding the benchmark date’. This method is more accurate and easier to read than the figures produced by the Engagor tool.

http://ec.europa.eu/ipg/services/analytics/faq_en.htm#section_3_5


Baseline 2014 Interim Milestone 2017 Target

2020117


31/12/2017

Twitter: 0.16

Facebook: 1.17

Google+: N/A

LinkedIn: N/A

EUTube: 29.45

Instagram: N/A

0.31

3.27

N/A

N/A

22.31

17.64

0.38

3.9

N/A

N/A

27.9

19

0.35

2.4

N/A118

45

19.56

16.54

Result indicator 8: Average satisfaction level for the publications

Source of data: Readership surveys (online and by e-mail) conducted in 2017 by the

Publications Office on behalf of COMM.C.1


2017 Target 2020


31/12/2017

New survey activity 7 out of 10 8 out of 10 8 out of 10119

Main expenditure outputs in 2017


Latest known

results

31/12/2017

Visits to the

Commission

Number of visits 1 700 1 568120

Average number of

participants in each visit 30 30

Percentage of visitors to the

Commission very satisfied

with the visits (8+/10)

80 % 93 %121

Percentage of visitors

declaring to have increased

their knowledge of the

Commission and its ten

priorities (8+/10)

85 % 93 %122

117

Maintaining good engagement level (Based on expert judgement it is not realistic to go beyond these

figures). 118

Socialbakers does not track Google+, therefore this data cannot be provided. As the data between

Engagor and Socialbakers cannot be compared (both calculate it differently), it's not possible to list the

old values for the previous AARs. 119 Readership surveys (online and by e-mail) conducted in 2017 by the Publications Office on behalf of

Unit COMM.C.1. 120 In 2015, the year before the terror attacks in 2016, the Visitors’ Centre received 1 736 visiting

groups. As the terror attacks happened in the first trimester of 2016, the visits decreased. In 2017, the situation would normalise and the amount of groups would again increase up to the level of 2015. 121 When fixing the initial targets in 2012, i.e. before the new more politically driven approach developed

in the new Visitors’ Centre, DG COMM set them at a level corresponding to the results at the time and were subsequently overtaken by a more positive reality. 122 When fixing the initial targets in 2012, i.e. before the new more politically driven approach developed

in the new Visitors’ Centre, DG COMM set them at a level corresponding to the results at the time and were subsequently overtaken by a more positive reality.


Europe Direct Contact

Centre (EDCC) Number of inquiries replied123 110 000 97 500124

Europe Direct Information Centres

(EDICs)

Number of events 9 000 8 800

Percentage of users who

would recommend the Europe Direct Information Centres

service125

90 %126 94 %

Representations

events under the Commission's ten

political priorities by

the Representations (Events&Actions

database)

Number of Representations

events on the Commission's 10 political priorities127

7 000 7 982

Number of participants in

Representations events on the Commission's 10 political

priorities

900 000 1 176 000128

European Public

Spaces129 (EPS) organise events

(Events&Actions database)

Number of events on the

Commission's 10 political priorities

750 1 150130

Number of participant in

these events on the

Commission's 10 political priorities

150 000 107 000131

Back to School

Number of Back to School

visits organised 80 550

Number of pupils addressed

in total Back to School events 30 000 60 000132

Percentage of Pupils' confirm

their knowledge on the EU

issues has increased after

Back to School event

80 % 80 %

123 Figures refer to questions received and replied to, excluding spam, etc. 124

The number of enquiries in 2017 was stable compared to 2016. 125

Based on the results of the on-going satisfaction survey among EDIC users. 126

This also contributes to satisfaction rate of indicators 3 and 4 of this specific objective as set in the

Strategic Plan. 127 Comprises political meetings, workshops and consultations; Journalist visits and training, press

conferences and other media events; Lectures, conferences, events in schools, universities, etc., and other public and outreach events. 128 The target set cannot take account of unforeseeable political events. The higher figure reflects new

communication tasks (Solidarity Corps) changes in emphasis (increased communication activity around

the investment plan and issues such as migration and the future of Europe. 129

Athens, Berlin, Bucharest, Budapest, Copenhagen, Dublin, Helsinki, Lisbon, London, Madrid, Nicosia,

Prague, Riga, Rome, Stockholm, Tallinn, The Hague and Vienna. 130 The target set cannot take account of unforeseeable political events. The higher figure reflects new

communication tasks (Solidarity Corps)changes in emphasis (increased communication activity around the investment plan and issues such as migration and the future of Europe. 131 The target set does not take account of any change in political emphasis. The lower figure for events

on the Commission's ten political priorities is explained by additional emphasis on other themes such as the launch of the solidarity corps or Europe at 60. Although these events do of course fall within the ten priorities, they were of such institutional importance that they appeared in the Events and Actions database separately. 132 As result of an increased number of visits.


europa.eu website

Number of unique visitors to

all EC-managed europa.eu

and ec.europa.eu websites

127 000 000133 140 053 076

Number of unique visits to all

EC-managed europa.eu and

ec.europa.eu websites134

180 000 000 222 517 541

Number of visits to europa.eu

(top-level inter-institutional

website)

20 300 000 25 213 443

Visitor satisfaction rate for

europa.eu 85 % 95 %135

Number of visits to

Commission political and

information site

8 000 000 11 277 495136

EU Commission social

media corporate accounts including the

Representations

Number of followers/fans/ Subscribers:

Twitter 850 000 876 032

Facebook 750 000 778 696

Google+ 1 900 000 1 680 000

LinkedIn 365 000 370 000

EUTube 45 000 43 100

Twitter (Representations) 540 000 511 000

Facebook (Representations) 670 000 727 000

Engagement rate on social

media137:

Twitter 0.38 0.35

Facebook 3.9 2.4

Google+ 150 N/A

LinkedIn N/A 45

EUTube 27.9 19.6

Audiovisual (AV)

productions and

multimedia projects

linked with the 10

political priorities

Number of AV productions

linked with the 10 priorities 55 80138

Number of AV products

provided to the College

(messages, interviews,

statements, clips, Google

hangouts)

650 738

133 The target for this indicator is different here than for the same indicator (see Key Performance

Indicator 2 on page 16 of the AAR). It was revised here following the introduction of the new analytics tool but not elsewhere due to clerical error. 134 The visits are a sum of the visits per website managed by the Commission and tracked by Europa Analytics. 135 This target was introduced for the first time in the 2017 Management Plan. Based on the achieved

results, it will be adjusted in the 2019 Management Plan. 136 This target was introduced for the first time in the 2017 Management Plan. Based on the achieved

results, it will be adjusted in the 2019 Management Plan. 137 The Engagement Rate is calculated by the number of engagements (retweets, tweets, replies to

tweets, likes, shares and comments on Facebook as well as other channels like Instagram, Google+ or YouTube) received from the audience on a specific channel divided by the number of that profile's posting activities within 365 days preceding the benchmark date. 138 The increase is due to more demand to produce more videos related to the ten priorities.


Eurobarometer web

pages

Total number of unique

visitors to Eurobarometer

pages

620 000 1 210 000139

Publications for citizens, including the

Commission’s General

Report (PLAN/2016/40)

Number of on-line

consultations of e-

publications and distributed

paper publications

5 000 000 4 050 000140

Number of online

consultations on Kids’ Corner

and Teachers’ Corner

1 500 000 640 000141

Specific objective 3.3 - Communication Service 3: Citizens express themselves

towards and engage with EU Commissioners through Citizens' Dialogues and other

forms of direct communication (like Social Media) which stimulate citizens'

interest in EU affairs and contribute to restoring trust in EU institutions

Result indicator 1: Leverage of Citizens' Dialogues outreach through media

coverage

Source of data: Media monitoring through DG COMM services at HQ and in the REPs


2017 Target 2020


31/12/2017

10 000 000 15 000 000 18 000 000 96 600 000142



2017

Latest known

results

31/12/2017

Organisation of Dialogues143 Number of events 150 events 317144

139 The latest known results are so much higher than the target because figures include the unique

visitors to the public opinion website and the visitors to the archived public opinion website (which we do not update anymore). In fact, the archived website is a section of the current website. This is why we have this increase. 140 The Unit's publishing priorities were significantly modified from March 2017 onwards, to focus on the

production of other Commission's key political publications leading to a lower than expected number of publications distributed and consulted online in 2017. 141

During 2017, much of the content of Kids' Corner was removed from the site due to it not being

responsive in design (for displaying on tablets and smartphones) and/or using outdated Flash

technology. In addition, the redesign of Kids' Corner and Teachers' Corner had to be postponed until 2018 for budgetary reasons. As a result, the visits to both websites were significantly lower than expected due to the lack of engaging content and the postponement of the publicity campaign foreseen for the revamped websites. 142 The Commission focused in particular on strengthening media interest in Citizens' Dialogues. This as

well as improved media monitoring led to the capturing of a much broader number of media items from Audiovisual, print and online media. 143

In addition to the Dialogues centrally organised in cooperation with the REPS, a multitude of events

are organised for Commissioners by REPs following the successful ‘town hall format’. 144 The number of Dialogue had increased significantly due to an increased interest of the President and

the entire College to use this format, in particular in order to bring the debate on the future of Europe into the regions of the Union. Moreover, the Commission launched a parallel series of Citizens' Dialogues with senior Commission officials in order to accommodate the growing interest of small and mid-sized cities to discuss European issues with Commission representatives.


Attendance of Dialogues

Number of participants:

- Total 22 500 51 000145

- Average per event 150 160

Multiplying the effect of Dialogues via TV coverage

Number of events that are

covered by TV for a min. of 90 sec/event

30 56146

Multiplying the effect of Dialogues via print/online

media coverage

Number of articles/features 500 944147

Multiplying effect of

Dialogues via Social media

Mentions of Twitter hashtag #EUdialogues and of

Citizens' Dialogues by

citizens on Facebook

25 000 12 700148

Participants feedback149 on Citizens' Dialogues

Number of participants who declare the that they feel

that their voice is heard at EU level

40 % Not applicable

Number of participants who declare that the event has

improved their knowledge about the EU

80 % Not applicable

Other important outputs

Multiplying effect through

media reporting

Number of viewers /

listeners / readers reached through reporting on

Citizens' Dialogues in TV / radio / print and online

media

40 000 000 96 600 000150

With the three services outlined above, (i) executive communication, (ii) corporate communication and (iii) citizens communication services, DG COMM contributes to

all of the ten general objectives and therefore also the ten priorities of the Commission.

145

Cf. previous footnote: doubling the number of events led to a strong increase in attendance. 146

Cf. previous footnotes: doubling the number of events led to an increase of the events covered by TV. 147

Cf. previous footnotes: doubling the number of events led to a strong increase of the events covered

by articles / features. 148

The Social Media unit uses since mid-2017 a new analytical tool which measures social media

interventions differently and with a smaller scope of accounts. The 2017 target was based on last year's methodology that captured a broader user spectrum. Hence, the 2017 results are not comparable to the 2016 results. 149 Participants in the Dialogues were normally asked in the past the first question at the beginning of a

Dialogue and the second one at its end, this type of on the spot survey was discontinued in the 1st semester 2017 because this method did not deliver meaningful results. 150 The Commission focused in particular on strengthening media interest in Citizens' Dialogues. This as

well as improved media monitoring led to the capturing of a much broader number of media items from Audiovisual, print and online media.


ANNEX 13: Specific annexes related to ‘Time–based effectiveness indicators for grants’

Representations

Average Time to inform (days)

Average Time to grant (days)

Average of Total

time

Total value of grants (€)

Number of grants

Number of grants

missing the benchmark

time to inform

Number of grants

missing the benchmark

time to grant

% of grants missing the benchmark

time to inform

% of grants missing the benchmark

time to grant

Austria 22 128 150 284,500 12 0 12 0% 100%

Belgium 67 22 89 300,000 12 0 0 0% 0%

Bulgaria 189 6 195 332,400 17 17 0 100% 0%

Croatia 106 38 144 256,000 13 0 0 0% 0%

Cyprus 11 120 131 99,500 4 0 4 0% 100%

Czech Rep 55 98 153 244,400 13 0 13 0% 100%

Denmark 118 29 147 86,500 4 0 0 0% 0%

Estonia 28 66 94 160,800 9 0 0 0% 0%

Finland 31 69 100 183,500 8 0 0 0% 0%

France 65 49 114 1,693,500 67 0 5 0% 7%

Germany 165 42 206 1,342,500 55 2 1 4% 2%

Greece 74 17 91 448,000 21 0 0 0% 0%

Hungary 64 48 112 393,200 20 0 0 0% 0%

Ireland 93 17 110 200,000 1 0 0 0% 0%

Italy 33 104 137 869,400 50 0 50 0% 100%

Latvia 56 18 74 165,600 9 0 0 0% 0%

Lithuania 29 41 71 212,000 11 0 0 0% 0%

Luxembourg 57 114 171 50,000 2 0 2 0% 100%

Malta 12 58 70 58,000 3 0 0 0% 0%

Netherlands 81 14 95 342,500 15 0 0 0% 0%

Poland 37 58 95 614,800 31 0 1 0% 3%

Portugal 31 36 67 472,500 19 0 0 0% 0%

Romania 39 74 113 606,400 31 0 0 0% 0%

Slovakia 73 13 86 229,600 12 0 0 0% 0%

Slovenia 83 9 93 224,500 9 0 0 0% 0%

Spain 41 76 117 1,204,381 52 0 10 0% 19%

Sweden 31 82 113 390,000 16 0 3 0% 19%

United Kingdom 56 53 109 331,500 16 0 1 0% 6%

Grand Total 67 56 123 11,795,981 532 19 102 4% 19%

EC benchmark 180 90 270


ANNEX 14: Specific annexes related to ‘Cost benefit analysis’

Staff costs Other costs

Total costs

Payments made or value of

procurement & grants

contracted or value of

controlled transactions

% total costs /

payments made or grants

contracted or

controlled transactions

Benefit of controls

net cost or benefit

(Total costs - Benefit of controls)

% net costs or benefit / payments made or grants

contracted or controlled

transactions

procurement procurement

total costs 2,907,035 0 2,907,035 110,097,463 2.6%

411,925 2,495,110 2.3%

ex ante pre-contractual control 978,535 0 978,535 141 242 252 0.7%

0 978,535 0.7%

ex ante control of financial

transactions 1,614,235 0 1,614,235 110,097,463 1.5%

411,925 1,202,310 1.1%

ex post control of financial

transactions 314,265 0 314,265 39,859,865 0.8%

0 314,265 0.8%

grants

grant total costs 324,092 0 324,092 12,565,755 2.6%

252,436 71,656 0.6%

ex ante pre-contractual control 89,877 0 89,877 12,658,080 0.7%

0 89,877 0.7%


transactions 203,705 0 203,705 12,565,755 1.6%

252,436 -48,731 -0.4%


transactions 30,510 0 30,510 1,047,075 2.9%

0 30,510 2.9%

all

all total costs 3,231,127 0 3,231,127 122,663,218 2.6%

664,361 2,566,766 2.1%

ex ante pre-contractual control 1,068,412 0 1,068,412 153 900 332 0.7%

0 1,068,412 0.7%


transactions 1,817,940 0 1,817,940 122,663,218 1.5%

664,361 1,153,579 0.9%


transactions 344,775 0 344,775 40,906,940 0.8%

0 344,775 0.8%


ANNEX 15: Specific annexes related to ‘Budget implementation tasks entrusted to others DGs and entities’

DG

subdelegated

Budget Line and

Activities Purpose

Commitment

Appropriations Commitments Payments RAL 2017

Conclusion for the

Declaration of assurance

DIGIT

16.010211.00.05

Other Management

expenditures

Development of the “EU

results website";

Memorandum of

Understanding COMM–

586-00

456 000.00 455 883.87 0.00 116.13

The Authorising Officer by Delegation states that

the resources have been used to their intended

purpose and in accordance with the principles of

sound financial management.

No reservations to express.

OIL

16.010303

Buildings and

related

expenditure:

Commission

Representations

Annual charges for the EU

HOUSE security guards'

services in Luxembourg

953 951.36 953 951.36 866 248.28 87 703.08






Legal Service

16.016000

Purchase of

Information

The cost of subscriptions,

access to electronic

information services and

external databases, as well

as training and support

required for accessing this

information

74 400.00 74 400.00 36 902.33 37 497.67






OIB

16.010303

Buildings and

related

expenditure:

Commission

Representations

Office space and services

for the Representation in

Brussels

364 300.00 364 300.00 353 100.00 11 200.00






DGT

16.030204

General Report and

other publications

Translation services under

Addendum No1 to the SLA

between COMM and DGT,

Annex 8B

0.00 0.00 1 259.65 0.00






EAC

16.016000

Support

expenditure for

Purchase of

information

Subscriptions to on-line

publications accessible to

all Commission staff

60 000.00 60 000.00 0.00 0.00






COMP

16 03 02 04

General report and

other publications

Publication of reports,

brochure and folders of DG

COMP

17 700.00 8 114.13 11 400.07 9 585.87




